Rail manufacturing and engineering · 3P Diagnostic
A focused 3P Diagnostic across three European engineering hubs helped a global rail manufacturer identify performance gaps, prioritise improvement opportunities and shape a global improvement roadmap.
These figures describe the diagnostic’s scope. This case study reports diagnostic and planning outcomes. Realised savings and financial return on investment were not measured.
The challenge
The client’s Vehicle Engineering function was moving from site-based operations towards a global organisation. Acquisitions had brought different operating systems, performance measures and management routines. Leaders needed to align people and processes around shared priorities.
In 2018, Project7 assessed engineering performance at Derby in the UK, Crespin in France and Hennigsdorf in Germany. Vehicle Engineering provided the pilot area, with the review following performance from global engineering through to individual projects.
Our approach: People + Process = Performance
Over 12 working days, the team combined data analysis, direct observation and interviews to test what was limiting performance and define a practical route to improvement.
Connect strategy to daily delivery
The diagnostic examined how global engineering KPIs cascaded to functions and projects, identifying opportunities to connect business priorities, measures and daily action more consistently.
Test the reality behind the measures
Eight process assessments and seven management criteria aligned to AES 2.0 drew on data analysis, Go Look See and process mapping. The work examined the technical operating system, management infrastructure and the mindsets, capabilities and behaviours behind performance.
Strengthen standards, leadership and governance
Twenty-five formal interviews across five organisational levels informed priorities for process standards, KPI ownership, accountability, information flow and regular performance dialogue and coaching.
What the diagnostic revealed
The assessment made gaps in process understanding, application and confirmation visible. It also highlighted opportunities to clarify governance and improve the link between strategy and project-level delivery.
€8.2m was the 2017 baseline cost pool for investigation at Derby, with 69% of recorded non-conformance costs attributed to design. This historic diagnostic baseline is not a forecast or a realised saving.
Value and outcomes
- A common evidence base brought fragmented performance data, process findings and leadership insights together.
- Prioritised improvement opportunities clarified the gaps to operational excellence and the areas requiring action.
- A sequenced roadmap proposed a practical pilot approach for implementation.
- Recommendations adopted into the global improvement roadmap formed a substantial part of the client’s plan following the senior stakeholder briefing.
The plan was designed for delivery through the client’s existing internal improvement capability with coaching support. The reported outcome is an informed improvement plan, rather than a measured financial return.
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