Reliability tips – Series 1

Knowledge creation and management – Application in Diesel Shed for improving reliability.

Status

Currently locomotives reliability is affected due to:

1. Failure of assembly/sub-assembly due to premature failure of component. In number of times, it is observed that individual components were not properly checked for lack of “what to check & how to check?’
2. Overhauling & fitment of assembly/sub-assembly was not properly done first time resulting in premature failures.
3. Tell tale sign of impending failures are not observed & corrective actions are not taken.
4. Trend monitoring of parameters are not done resulting in sudden failures.
5. Unnecessary tinkering of assembly/sub-assembly in intermediate schedule due to sloppy work done in major schedules.
6. Unnecessary tinkering of stable system in intermediate schedule without understanding root cause of failures.
7. Certain staff are unable to observe defect in locomotives but when locomotives are super-checked by expert fitters,   defects are observed.

Knowledge creation and knowledge management is one of the most effective and proven technique for improving reliability of locomotives in diesel sheds.

Knowledge Management (KM) comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organizational processes or practice. Knowledge management is the practice of making information readily available in a usable format.  Good judgement, experience and skill are important in converting information into knowledge.   Knowledge teaches us lessons and helps us avoid repeating mistakes.

There is a huge knowledge differential in every shed and every section. Variation in knowledge level amongst staff is huge. Challenge before Sr. DMEs is to bridge the gap. This can be done by documenting and bench marking peak available domain knowledge. It should be made available section wise and through daily training sessions knowledge should be imparted.

Each diesel shed should strive  "knowing what we know and profiting from it". Shed should therefore channelise energies in generating value from its intellectual and knowledge-based assets.

 Knowledge Management initiative should focus on achieving sustained individual and group performance through the synergy of people, processes, and technology, and by ongoing learning, unlearning and adaptation.

Shed should create a Knowledge Management infrastructure, with the belief that efficient knowledge exploitation leads to higher reliability of locomotives and leads to greater customer satisfaction.

Through continuous knowledge acquisition, retention and augmentation, shed should ensure that on an ongoing basis best practices are institutionalised and used routinely during maintenance.

“Like water, this rising tide of data can be viewed as an abundant, vital and necessary resource. With enough preparation, we should be able to tap into that reservoir -- and ride the wave -- by utilizing new ways to channel raw data into meaningful information. That information, in turn, can then become the knowledge that leads to wisdom.”- Les Alberthal.

Knowledge creation – Sheds must remain focused in creating new knowledge.  The road to excellence is a journey and not a destination.  We must continuously modify/innovate our maintenance practices.   We need to continually replenish and update our knowledge base.   This need is evidenced by many repetitive failures in diesel locomotives.

Information

Knowledge

Wisdom

Data

Our sheds are inundated with data.  Hundreds of locomotive parameters are recorded during various maintenance schedules and on run.

But Alas! Most of these readings remain data only.  These readings are painstakingly recorded in schedule form / registers and are promptly filed or shelved never to be seen again except for customary flipping of old schedule form  after line failures.

The usefulness of data lies in the possibility of extracting meaningful information to increase knowledge to support evaluation and decide performance of the assembly / sub-assembly and take decision to allow it to run in service or change them.

Challenge before shed in-charges is to transfer this data into information in first phase and into knowledge in second phase.

Methodology for converting data into information –

Examples : 

1.    Boosters pressure recorded in conventional locomotive in one of shed at different date is –

1.3 kg/cm2, 1.4 kg/cm2, 1.5 kg/cm2, 1.6 kg/cm2, 1.7 kg/cm2

a.    data – Booster readings / recordings are data

b.    Information – trend of data – booster pressure is continuously increasing.

c.    Knowledge – Increased booster pressure beyond a threshold value will cause Turbo rotor breakage.

d.    Wisdom – Unless increasing booster pressure trend is attended / reversed Turbo rotor is likely to break.

2.    Incoming loco expansion tank water level readings at different date is –

9”, 7”, 5”, Zero.

a.    Data – Expansion tank water level readings taken during loco incoming stage.

b.    Information – Regular increasing drop in water level.

c.    Knowledge – increasing water level drop will cause LWS operation and loco will fail.

d.    Wisdom – Increased water level drop rate is symptom of leakage in water system. Unless leakage is attended, it is likely to result in loco failure due to LWS operation.

The information block is a subset of the data block so shed should convert data into information.  We need to summarize it and a set of summarized information reports can be generated.

How we can convert data in information –

1.    Record all measurable parameters loco wise and date wise as per format given below.

Loco no., type, date, schedule, fuel oil pressure, lub oil pressure booster pressure etc. so that whenever loco comes to shed, parameter readings are written just below last reading.

This will ensure all readings are recorded chronologically.

2.    These readings should also be entered in sectional computer or computer kept in Statistical Section.

3.    Define acceptable limit  – define shed issue size.

4.    Define rejectable limit-rejectable limit will be different for OVH and running maintenance. In case of OVH it should be ensured that component should be able to run for next 2/4/6 yrs. its defined changing periodicity. Basically rejection limit should take care off balance service life. If current parameters can’t ensure balance service life, it should be rejected.

5.    Make exception list and locos falling on exception list are locos which fell beyond standard deviation or acceptable range (Ā ± σ).

6.    Trend monitoring of data – to find variance, skew ness and gradient of graph. Flat gradient of graph is desirable. Any increase in gradient is cause of concern.

7.    Compare from previous reading-variation from previous reading in same loco under almost identical ambient condition is cause of alarm. Though data might not be beyond rejectable limit. Still variation of reading from previous reading must be investigated.

Shed knowledge can be broadly classified into two categories.

·         Codified knowledge: manuals, TSO. Instruction bulletins, specification, drawing, schedule forms, maintenance instructions etc.

·         Tacit knowledge: The tacit aspects of knowledge are those that cannot be codified, but can only be transmitted via training or gained through personal experience. Tacit knowledge has been described as “know-how” -- as opposed to “know-what” (facts), “know-why” (science), It involves learning and skill but not in a way that can be written down.  Tacit knowledge is a source of competitive advantage and keystone for reliability.

There are two elements that are critical while converting information into knowledge.

The first element is related to retrieving information. Information must be analyzed before it can become knowledge.

The second element is to raise questions on the stored proven experiences.           The answers to these questions can result in usable knowledge.

·         Wisdom – It is a perspective, an ability to see big picture. It requires creativity    to implement new knowledge rather than repetitions of action from the past.

 Knowledge management - strategy in sheds.

A few Suggested knowledge management practical implementation strategies for diesel sheds could include

Capturing of knowledge:

1. Best practice transfer: good practices of other sections, sheds and industries. Borrow and transpose best practices of other good shed. Copy similar practices of other sections, e.g. bearing fitment, colour matching, component cleaning, DPT etc bench mark section wise performance in reference to other sheds and find out what extra they are doing?

                                                 i.    Talk to all concerned people to compile knowledge available in shed.

                                               ii.    See whether any facts or perspectives turn up.

2.    Master-apprentice relationship. It can be done by identifying the experts in each section. They should be assigned two-three junior staffs as per their choice if possible and asked to train them. They will be their mentors and teach them the finer points of their trade.

Officers and senior supervisors of the shed must ensure that adequate public recognition and respect is given to knowledgeable sincere senior staff for this practice to succeed.

3.    Measuring and reporting intellectual capital (a way of making explicit knowledge for shed) .Tap knowledge lying with selected persons who were either not coming forward or due appreciation was not given to their expertise. Tap available knowledge pool. Possession of knowledge is always an indication of power.

Shed staffs and supervisors have been extremely reluctant to part with knowledge which they had learned / accumulated painstakingly. Trick is giving enough respect and public recognition to knowledgeable people and facilitate in disseminating the knowledge.”

4.    Interviewing experts. :   Devise section wise check sheet /questionnaire to elicit tacit knowledge.

5.    Learning by being told. : Expert fitters and supervisors should be encouraged to explain their working methods     & checking practices in training classes. Key points should be recorded & circulated.

6.    Learning by observation. : It is prudent to observe “masters of work” at work & learn their methodology. Sequence of actions and art of maintenance by expert fitters should be carefully observed & recorded item wise for wider benefit to rest of staff.

Compilation of knowledge:

1.  Body of Knowledge (BoK). Section wise book of knowledge. Should be formed by compiling all known knowledge available in shed or outside on loco maintenance practices. It should be formed by using Section wise maintenance instructions, DLW/RDSO/Board’s instructions, practices followed by the shed and knowledge gained by shed.

2. Tell tale sign compendium.

3.  Knowledge repositories (databases, manuals etc.) comprise knowledge capital.Knowledge capital is the documented knowledge that is available in form of manuals, reports, software, and action plan.  . Sheds must prepare section wise knowledge bank. This must be accessible to sectional staff and preferably in local language also.

Dissemination of knowledge:

1.  Structured regular training: it is most efficient way of improving knowledge level in shed. It is assumed erroneously sometime that mere association with job for number of years has made them knowledgeable.A large number of our staff has been doing the job without understanding the job and correct methodology for years together.

Daily peer based training at the end of shift hours with quantitative assessment based on daily Quiz should be organized. Daily training record with Staff acknowledgement should be kept in every section. Section wise syllabus & topics should be made.

It is good idea to start from failure prone areas, areas where recent line or shed failures have been observed. Training should take care of lack of knowledge causing failures.

2.  Rewards (as a means of motivating for knowledge sharing):  Man of month. Idea of the month etc. should be introduced in fair and transparent manner. Sheds must strive to create an environment where people share their knowledge & experience. Such people should be rewarded to foster the spirit & motivate others to come forward.

3.    Case studies of line and shed failures, storytelling (as a means of transferring tacit knowledge). Each line failure case must be discussed in group of staff involved in overhauling and loco checking for learning lessons learnt from failures.

 Lessons learnt from past should be displayed in board in each section. Complex technical facts if connected in stories, real case studies are discussed then can easily be registered & understood by human brain.

It is all the more relevant for our shed maintenance staff falling in disadvantageous ageing demographic profile.

4     Sharing of observation and experience during overhauling and schedule examination. Sharing of such information should be done in regular structured way. Tell tale signs and other indicators should be explained. It shall enable staffs to identify tell tale signs on their own.

5.    Section wise reviews of line and shed failures, action plan.

6.    Do regular brainstorming in full house and in selected group: piecemeal suggestions, ideas generated should be sum up into effective strategy.

7.        Knowledge brokers (some expert fitters/supervisors  can take on responsibility for a specific "field" and act as first reference on whom to talk about a specific subject).

8.    Competence management (systematic evaluation and planning of competences of individual organization members) staff skill should be quantified and recorded in every section.

This can be done by 360^O staff performance appraisal based on transparent quantitative system consisting of identified parameters where evaluation is done on the basis of consensus amongst staff concerned, his peers and supervisors training on subject and skill up gradation can be planned accordingly.

Diesel sheds shall be able to achieve their objective of improving reliability by availability and applicability of knowledge. “what they know and how well they harness their knowledge”.

A knowledge management approach assumes that once upon a time we resolved a similar problem.  Therefore, we would be able to retrieve and synthesize past information to solve the current problem.

Sheds must focus on creating, preserving, disseminating, reviewing and deploying knowledge. 

Knowledge management (KM) initiative will help us to:

·                                                              Foster innovation by encouraging the free flow of ideas.

·                                                              Reduced failures due to improved knowledge of fitters.

·                                                              Reduced rework due to less premature failures.

·                                                              Reduced cost of maintenance.

·                                                              Reduced ineffective by improving reliability.

·           Reduced ineffective due to quicker decision making by technically empowering front line staff.

·            Full service life of assemblies/sub assemblies by avoiding premature failures. KM will facilitate in weeding out of defective materials during fitment stage with vastly reduced mid-life failures.  

·                                    Create bodies and communities of knowledge for quick sharing.

·            Bring about efficient management of information for better and faster decision-making.

·                                                              Improve customer service through reliable loco on line.

·            Motivate employees by recognizing the value of employees' knowledge and rewarding them for it- A step in making our sheds a learning organisation.