Case studies

Operational Efficiency



Eurostar is the high-speed railway network connecting London with Paris, Amsterdam, Brussels and numerous other European destinations.

Eurostar founded the “Rolling Stock 2020 Plan” to achieve a 15-minute punctuality of 94% by 2020, whilst maintaining safety standards. The overall vision for the business is to be “the best operating fleet in Europe”.

Deloitte was asked to support Eurostar on two of its seven programme areas: Temple Mills International (TMI) Depot Lean Improvement and TMI Facilities.

The TMI Depot is owned and operated by Eurostar, and is located in East London, UK. This is where Eurostar carries out the majority of its maintenance activities for its two fleets. Eurostar currently operates a fleet of 27 trains; 17 of the new Siemens trains, also known as E320s/374s, and its original fleet of 10 Alstom trains, also known as TMSTs/373s.

How we helped

In the first phase of the programme, Deloitte supported Eurostar undertake an intensive Diagnostic phase to identify a set of recommendations to deliver operational efficiency and service improvements across the major functions of TMI: Facilities, Supply Chain, Planning, Scheduling, and Production. At the same time, the team delivered two continuous improvement pilots in order to respond to the business requirements and show the benefits of building a continuous improvement culture within the depot.

Following the successful diagnostic Phase, the second phase of work was focussed on TMI Depot Lean Improvement in five areas. These included: maintenance delivery; maintenance performance measurement; the short term planning process; supply chain optimisation; and continuous improvement capability development.

Deloitte managed a joint client team, including three full time client resources, to co-design new processes, tools, roles and responsibilities with the intention of improving maintenance resource utilisation and asset availability.

Deloitte worked with a range of stakeholders iteratively test and trial various improvement initiatives before scaling and rolling out across TMI to become business as usual. Agile methodology was used to design, implement and continuously improve new processes, tools, roles and responsibilities across three sprints.

Phase 3 of the programme focussed on embedding and sustaining change on the “shop floor” with the right work prioritised and the right metrics captured, as well as improving the 24 hour maintenance scheduling window, implementing digital tools to support shift management, and developing a process to manage the growing backlog of outstanding corrective work orders.

As a result of the work, quantitative (%) improvements in multiple KPIs were demonstrated, including process compliance, asset availability, technician productivity and unsatisfied material demands.

…agile methodology was used to design, implement and continuously improve new processes, tools, role andresponsibilities across three sprints…

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