At NIBULON, the principles of Lean Management—an approach focused on continuous improvement, waste elimination, and efficient resource use—are actively implemented. One primary area of focus in transforming the logistics department has been standardizing truck repair processes.

The team aims to enhance the efficiency of repair operations, optimize resource usage, and establish a transparent system for tracking and controlling vehicle maintenance.

The first stage involved a thorough analysis. All types of repair work conducted during fleet maintenance were examined, and operations were categorized based on their frequency:

• Priority 1 – the most frequent tasks (scheduled maintenance, common malfunctions). These have been fully standardized.
• Priority 2 – less common but important operations. Over 55% of these have been standardized through Standard Operating Procedures (SOPs).
• Priority 3 – rare or non-standard repairs, scheduled for implementation in future phases.

This approach facilitated the systematization of knowledge and the creation of clear, unified SOPs.

Based on these standards, a specialized digital platform for repair management was introduced. It enables users to:

• Select a vehicle and the necessary type of repair.
• Assign responsible personnel.
• Record the actual completion of tasks.
• Analyze deviations from the scheduled time.

This system not only automates routine operations but also builds a valuable database for identifying systemic issues, from defective parts to specifics of staff performance. The platform will serve as the foundation for a future motivation system aimed at ensuring fair and transparent performance evaluation.

Simultaneously, the 5S system is being implemented to create an organized, safe, and efficient working environment:

• Visual workplace organization has been completed in all production areas.
• Equipment layout has been optimized.
• Special carts for transporting spare parts and lubricants have been purchased, easing physical workload and reducing the chance of damage.

Next steps include completing SOP implementation for all repair categories, expanding the digital maintenance system (including integration with inventory management), finalizing the staff qualification matrix, and launching a pilot employee motivation project based on actual performance results.

Previously, we covered the implementation of a visual management system at the elevators as one of the key stages of Lean optimization.