Page 3 - October 2021 Track N Times

FEATURE STORY

The Day-T o -Day Challenge of Machine Upkeep

By: Tyler Beebe, Manager Ballast and Grade

Loram fleet operations is tasked with a tall order. on. All lists are not created equal. In order to truly
Not only do we need to operate safely, in a highly stay on top off the numerous requirements, there
stressful environment, but we also need to repeat needs to be a variety of lists. Maintenance lists, defec-
that daily while keeping complex machines main- tive parts lists, parts to be ordered lists, pre-
tained at a high level. Much of the fleet personnel movement lists, inspection lists. Loram has these
act as mentors, operators, and maintainers. A lack types of documents available for each machine plat-
of focus in any one area can be detrimental to our form, but how often are they internalized, under-
crew safety, our machine availability, and our well- stood, and utilized by the entire crew? Given the gen-
deserved reputation of being the best of the best in eral theme of “never being enough time in a day”, eve-
railroad contracted services. ry machine could use added emphasis on what is truly
For myself, my machine visits in 2021 have been a needed every day to execute high level operational
shift from learning the on-track operations, as I was excellence. I challenge all machines to get the entire
often on production shifts, to focusing on the ma- crew involved in these discussions, not just the super-
chine condition itself. Each machine visit is now intendent and crew chiefs having visibility. Every ma-
accompanied with a complete machine audit. A chine has a preventative maintenance manual. Print
common theme I see is a lot of small broken/ out copies and go over with the crew. Unexpected
incorrect items (broken outlet covers, zip ties to failures can again distract from the smaller items.
replace hose clamps, missing safety signs and gate Know the maintenance manual and actually plan to
springs, burned out lights, etc.) which could take an complete the maintenance at regular intervals to avoid
hour or two to fix, but when combined with all the distractions and prevent an ever-growing list. Assis-
other defective items can turn into a daunting ef- tant Managers should be helping crews plan and un-
fort requiring days or weeks to fix them all. Loram derstand these preventative maintenance jobs while
leadership knows the physical and mental stress visiting machines.
that operational shifts put on the crew. At the end Zone Attack: Having a maintenance regime where
of a long day, the machine needs to be ready for the entire crew focuses on one area until it’s done,
the next shift, and crews will focus on those areas, then goes on to the next task, will surely lead to not
while the smaller items are deprioritized and often having enough time to complete everything and get
forgotten due to there “never being enough time”. ahead. A well-known productivity strategy is to break
Below are some points to help us “find” more time tasks down into simpler parts. We can apply that
using organization, knowledge, and prioritization. strategy with zone cleaning/focus. One crew member

Make a List: I know is responsible for blow downs, one crew member is
most of the machines I responsible for cleaning cabs and office, one crew
visit have some type of member is responsible for greasing, one crew mem-
maintenance list written ber is responsible for tool clean up and organization.
on a white board. A list These responsibilities can rotate on a given time inter-
is only effective if it is val. Beyond that, have overall ‘car’ responsibility,
updated daily and items where one person is responsible for inspecting
are actually coming OFF a car (work car, sup- port car, loader car, grind
the list, not just going car) daily for burned out lights, broken electri-
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OCTOBER 2021
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