Empowering employees to innovate, collaborate, and achieve quality outcomes drives success at our Auburn Maintenance Centre (AMC), home to Australia’s largest fleet of passenger trains, Waratah Train fleet

Guided by the Leadership Quality Principle, leaders put problem-solving and teamwork at the heart of improvement. Team members participate in working groups to tackle efficiency, reduce waste, and enhance safety, turning challenges into measurable improvements while building shared ownership across the site.

Leadership at AMC creates an environment where collaboration, problem-solving, and accountability are central. Staff are encouraged to:

• Identify barriers and propose innovative solutions.
• Take ownership of workflow, quality and safety improvements.
• Contribute to decisions that shape workplace practices.

Through dedicated working groups, every team member’s voice is heard. Leaders actively seek feedback, integrate employee insights, and remove obstacles to progress. This participative approach reflects the Leadership Quality Principle by fostering ownership, pride, and shared responsibility, resulting in a team that is engaged, cohesive, and committed to quality outcomes.

Solution

The success of continuous improvement at AMC relies on people feeling empowered to share ideas and leaders leaning in to provide visible support.

The Operations Improvement Manager coordinates initiatives, turning staff insights into practical solutions and closely tracking progress. Sponsorship from the General Manager Operations AMC reinforces leadership commitment, ensuring initiatives have clear direction and momentum.

Dedicated working groups give staff a platform to identify obstacles, suggest improvements, and drive change. Feedback is actively sought and valued, making employee experience central to problem-solving. This collaborative approach fosters ownership, shared responsibility, and a culture where innovation thrives.

A practical example is the Electronics Testing Facility (ETF), which piloted the 5S methodology. Beginning with the S1 Sort phase using the red-tag method, unnecessary items were removed, reducing clutter, improving workflow, and enhancing safety and quality. Freed-up space allowed other testing activities to relocate into the ETF, further reducing motion waste and boosting productivity.

By empowering employees and reinforcing leadership engagement, AMC has created a safer, more efficient, and welcoming workplace, delivering sustainable improvements that benefit both the team and the broader organisation.