NR NR/GN/MTC/MG0226 ISSUE 2 PDF

This Guidance Note:

a) explains how the new organisation is designed to operate;

b) communicates how productivity is measured and details ways in which it can be maximised.

This Guidance Note is principally aimed at Track Maintenance Engineers, Section Managers, Works Delivery Managers, Section Supervisors and Works Delivery Supervisors who assist them. It is also a useful reference document for Section Planners, Section Administrators, Section Planner/Administrators and other front line employees and contractors.

It is intended to be read with:

• NR/L3/MTC/MG0230, Infrastructure Maintenance Restructure – Competency matrix;

• role profile for Section Manager, Works Delivery Manager, Section Supervisor and Works Delivery Supervisor;

• Job Descriptions.

Purpose

Since maintenance was brought in-house during 2004, there have been two significant organisation changes called Phase 2 and Phase 2A. These two organisation changes reviewed and standardised the Maintenance management structure from the centre to Section Manager level.

The direct organisation below the Section Manager was largely unaffected by the Phase 2 and Phase 2A organisation changes. It therefore remained unchanged from what was in-sourced from the different Infrastructure Maintenance Contractors (IMC).

The impact of having different (ex-IMC) organisations between Delivery Units was:

a) inconsistencies in the size of teams. There was little correlation between the number of assets, workload and organisation size;

b) inconsistent approach to delivery of tasks. Team size, team make-up and delivery methods were different for the same activity from one Delivery Unit to another;

c) limited flexibility to be able to deal with changes in workload and demands.

The main objectives behind the Maintenance Restructure (Phase 2BC) restructuring are:

a) to create a maintenance organisation that meets the business needs for Control Period 4;

b) to have a standard Maintenance organisation across all Delivery Units;

c) to create an organisation sized on assets, workload and task frequency with a response structure aligned to business performance requirements;

d) to create an organisation able to deliver core maintenance, incident response, life extension and renewals work safely and more efficiently.