Case study – Community – A good neighbour

A swifter response

Tube Lines has cut the time it takes to investigate, resolve and close out noise complaints, thanks to a process improvement project undertaken in 2007.

People from across the business worked together to analyse the causes of noise complaints, the process for dealing with them and barriers to swift resolution. Statistical analysis was used to confirm those with the most significance.

“We used Six Sigma methodology and tools, which are designed to improve business processes by eliminating defects and provide an excellent framework for problem-solving,” explains Eva Holmes, manager of Tube Lines’ Six Sigma deployment programme. “One of many improvements we put in place was to get more information from people ringing in with complaints.”

The outcome was a reduction in the average time to close out a noise complaint by over 50 per cent, an achievement which should please the complainants and save the company time and money.

“We are very aware that our work can affect our neighbours,” comments Tube Lines Project Manager Peter Murray, who took part in this project. “In turn, complaints can have a serious impact on our project deadlines and in an extreme case could bring our works to a halt, so it is very important that we deal with them swiftly and effectively.”

Of course, prevention is better than cure and we are working to ensure that noise control is at the heart of Tube Lines’ project planning. In 2007, Peter was responsible for works at Finchley Road, which was an extremely noise-sensitive project because it had residential tenants living directly above the station.

“Any drilling or engineering within our normal engineering hours of 1-4:30 am would definitely have disturbed these residents so we worked very hard to minimise disruption by changing our working practices,” he explains. “Through close liaison with London Underground and Tube Lines’ maintenance teams we managed to extend our working hours into the evenings, working behind barriers and hoardings while the railway was still operating. We also closed the station for two weekends in order to work round the clock to complete the refurbishment works. This greatly reduced the volume and extent of noisy work during the normal weekday night shifts.”

Communications were a priority. Regular letters and progress updates were sent to local residents and tenants and a 24-hour helpline offered them easy access for questions or complaints.

Well before the project started, the team worked with the council to agree Section 61 consents. Noise meters were used to take readings on every shift and these measurements were tracked on process control charts.

“It’s all about challenging the norm and the way we work,” says Peter. “We have become smarter and more thorough in our controls and processes.”