Page 18 - Mantena Annual Report 2021

Innovation and efficient transport
GOOD TEAMWORK MAINTAINING TYPE 74/75 BOGIES
Maintenance project to learn from. The contract with Vy to maintain
type 74/75 bogies on the Flirt trains is in its fifth year. After the pre-qualification was
passed to NSB (now called Vy) at the end of September 2016, the contract itself was signed a little over a year later, on 5 December 2017 to be precise.
The contract to maintain the bogies is for a total of eight years, plus an option for four more. In other words, this is a large and prestigious contract of great importance to Mantena. According to forecasts, maintenance and overhaul work will be done on a total of 964 bogies from 2018 to 2029.
Good forecasts
Dario Barisic is planning manager in the Products and Projects division at Mantena. He talks about a successful ongoing project where the team has stuck to its tender estimates thanks to close monitoring and good teamwork.
-When we get as good a forecast as we have in this tender, everything points
to success both for us and for our customer. With a good project forecast, we have control over the procurement and maintenance of components at all times. We knew early on in the project that if we just followed the procedures, then this would go well.
-One very important factor for the project has been that the tender manager also acted as project manager in the mobilisation and implementation phase. We know from experience that there can be problems when the person or people who sold the project are not involved in the actual implementation phase.
Close monitoring
Barisic, who drove the project forward until a new project manager took over, praises the team on the project.
WE WOULD NEVER HAVE MANAGED THIS IF WE HADN’T BEEN A GOOD TEAM
-Right from day one, we have followed up on every single bogie, and this has given the team control over implementation and the costs of this project. This has allowed us to see exactly where we
had problems and where things worked well. There were quite a few issues
with the time spent on some activities at the start, but thanks to this close monitoring we were able to address and resolve these challenges right away.
A short walk from office to production
Barisic explains that, on this project, there are six employees overhauling the bogies at any time, who are monitored by the project manager from day to day. With the project office located ‘right in the middle of production’, the project manager can quickly get out to the line if problems arise, and discuss solutions with the team.
-The short distance between project management and production has enabled us to pick up and resolve issues quickly. When the dialogue is good and people get daily follow-up, it is easier for all involved to take ownership and pull in the same direction towards a common goal. We would never have managed this if we hadn’t been a good team, says Barisic, who is aware that you sometimes need to think ‘outside the box’.
Always possible to make improvements
-Existing procedures have not stopped
us looking for and making improvements. In this project, we have found new ways for components maintained in other areas than the bogie department at Grorud to flow through. With a combined team effort from all disciplines, we have arrived at a new and improved internal logistics flow that now works in a
more effective way.
18 Annual Report 2021