The following are case studies of projects undertaken by Nash Enterprises. Other projects have been carried out however they are not in the public domain.
Interim Asst General Manager - Rail Support Service provider.
Sector – Rail
Brief – Reduce Penalty Cost & improve service of Train delivery
Contribution – Evaluated the real cost of lack of bulbs in 1st Class carriages.
The existing nightly operation, was on arrival of the trains into depot, they were sent to the outer sidings for cleaning and maintenance checks, this entailed sending 2 electricians to count the number of missing bulbs, then walk across the rail sidings, over to the central Stores to requisition out bulbs, which were in short supply, and then to return to the train with a percentage of the required bulbs and fit them to get best coverage. This could take up-to 3 hours, because of the logistics of cross a number of sidings. (whereby, the true cost of changing a 1.20Euros bulb, was actually around £142). The Service Contract with the Train Operator, had a penalty clause around passenger irritants, (such as missing bulbs in 1st Class) which meant it had escalated to approximately £120k pa.
The supply of bulbs had been restricted due to the annual cost negotiations by the Procurement Department based in Italy, who were negotiating a 10% reduction.
The Procurement lead was invited to UK, and we agreed to pay a 12% increase for Direct Line Feed (DLF), which meant the electricians could carry the replacement bulbs on the maintenance check walk-through, thus reducing the cost of replacement to approx. £3 and within 3 weeks the penalty clause costs were eliminated.
Internal Interim – In-Service Support Operations Director
Brief – Improve Service Responsiveness to the End Customer
The internal process of Technical Publications query answering service response time was measured in weeks. Primarily, due to the demarcation of organisational cost centres, meant that if a query was raised it had to be logged on a registration system, queued, allocated to a cost centre, allocated to a technical section, before the query was dealt with. And then when answered by the session, went back through the same registration system before giving the response to the end user. This would take in excess of 3 to 4 weeks, and often didn’t address the real question.
By physically relocating a lead Engineer from technical publication session with the query raising team, and agreeing a licence fee approach the average response time dropped from 3 weeks to 10mins, with a significant cost reduction in back-office cost and an estimated saving of £420 per query. In additional the RFT measure topped 99.2%, as well as any miss-information being addressed at source.