45%
Reduction in overall work order backlog
Boosting Electrical Maintenance Productivity: Reducing Backlog and Enhancing Technician Efficiency
Industry: Transportation, Logistics and Services
Service: Manufacturing
Service: Operations Strategy and Transformation
Our Client
A major metropolitan transit agency responsible for third rail system maintenance, seeking to improve productivity, reduce backlog, and enhance service responsiveness in its EP&E department.
The Challenge
The EP&E department struggled with operational inefficiencies that limited responsiveness and productivity:
- Low labor productivity: Technicians were underutilized, delaying maintenance tasks.
- Slow work order completion: Average W.O. closure time was 13 days, leading to customer dissatisfaction.
- Growing SGR backlog: Expanding State of Good Repair backlog due to poor planning and execution.
- Limited planning and visibility: Minimal structured scheduling and insufficient workload transparency.
Real Results Achieved Together
Through structured process improvement, workforce engagement, and daily performance management, EFESO helped the transit agency significantly reduce backlog and increase efficiency.
9%
Decrease in non-standard labor hours applied to work orders (from 23.1% to 14.1%)
Transformation Impact
- Consolidated work orders to establish a clear baseline for action.
- Improved planning by implementing a 7-day workload schedule, ensuring full utilization of technician time.
- Facilitated waste identification workshops to uncover inefficiencies and standardize procedures.
- Introduced a Daily Pulse process to track completion targets and reinforce accountability.
- Conducted regular Gemba Walks to observe work, support teams, and sustain productivity improvements.
Our Approach
EFESO applied a structured, hands-on approach to reduce backlog and improve technician efficiency:
Backlog Assessment
- Compiled and organized all work orders to identify priorities and establish a clear action plan.
Waste Identification Workshops
- Engaged electricians, supervisors, and engineers in hands-on sessions to identify operational inefficiencies and build process awareness.
7-Day Workload Planning
- Implemented a forward-looking schedule to allocate 480 minutes of productive work per shift per technician, maximizing labor efficiency.
Daily Pulse Process
- Introduced daily execution reviews to monitor completion targets, improve accountability, and drive consistent backlog reduction.
Gemba Walks
- Conducted on-the-ground observations to reinforce productive behaviors, validate progress, and sustain improvements.
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Facing Similar Challenges?
- Reduce work order backlog and improve technician productivity.
- Strengthening planning, accountability, and operational visibility.
- Structured process improvements and workforce engagement strategies.
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