When you have a large, widely deployed, and logistically complex project, one of the first things you think about is how to cut costs. At the West Coast Route Modernization, project officials estimate they can save up to $800 million through Six Sigma—the statistics-based initiative that identifies and helps correct flaws in work processes.
“Although it’s new to our customer, Network Rail, Six Sigma has taken off here beyond my wildest dreams,” says Bechtel’s Tom McCarthy, general manager of the project. Bechtel has nearly 250 people trained in Six Sigma in the United Kingdom, including 11 “black belt” leaders.
Six Sigma uses Process Improvement Projects to tackle problems. On this project, teams are working on a variety of PIPs, including:
- Minimizing costly train delays caused by project work
- Eliminating cancellations of work, some of which must be scheduled a year in advance
- Reducing the “break-in” period for renovated high-speed tracks from an average of 18 days to less than 12
With savings already adding up, Six Sigma has scored big with Network Rail. “We’ve been impressed and have taken Six Sigma elsewhere in our company,” says Project Director James Martin. “Bechtel has brought value deep into its customer.”
