What happens when passengers arriving need to use the ramp? Are they expected to fight their way through the waiting passengers?
This is a good point, and I'll look at some of the ramp plans I've designed, to see if an exit path could be added.
Do remember that Kaizen is continuous improvement, not continuous change. Similarly looking in the lean toolbox, and as other people have noted, you need to do a root cause analysis. Why is it that the Euston Scrum exists (because trains are announced late) - Why are trains announced late (because ...) and so on.
Why does the scrum exist ->
Trains are announced late -> Why are they announced late ->
Too much time cleaning / restocking -> Why is too much time spent cleaning and restocking ->
Because we're not being efficient -> How could cleaning and catering efficiency be improved?
-Condense the catering into much smaller trolleys (similar to aircrafts) so it can be quickly loaded.
-Have a cleaner on the train at all times, so the train can be cleaned throughout its journey.
-Reduce the catering offering to a set range of pre made sandwich boxes in Standard (See KLM catering in SH economy for my reference)
-Store the none perishable niche products (headphones etc) in bulk onboard, rather than at EUS.
What is the purpose of this "loyalty scheme" ?
-Earn status for access to the first class lounges. With tier2 you will be able to enter for a fee, and with tier3 you will be able to enter for free (with a ticket on a VT service)
-Access to RAILPRIORITY for Tier3 passengers
-Use miles to get a free journey, or upgrade to first class
-Use miles to purchase items from the onboard shop