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Balanced Score Card of Railway Company by xqe20338

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									16 October 2006   1
                  Maintaining Performance

                   Chief Maintenance Officer




16 October 2006                2
Content
• Key Dimensions
• Maintenance Function
  – Objective
  – Our People
  – Constraints
  – Business Change
  – The Journey

• Performance


                         3
Key Dimensions
Customers
• In 2008/09 1.089 billion journeys on the Underground
    – 509 million on BCV and 392 million on the SSL network
    – The Underground moves more passengers than the whole of the UK over
      ground railway

• Over the last 10 years numbers have increased by 32% on the BCV network
  and 16% on the SSL network

• Provide Maintenance for –
   – District, Metropolitan, Circle, Hammersmith and City (SSL)
   – Bakerloo, Central, Victoria and Waterloo and City (BCV)

• Maintenance is asset driven
   – Fleet, Track, Signals, Stations, Civils, L&E, Pumps, Drainage

• In 2008/09 1.089 billion journeys on the Underground
  – 509 million on BCV and 392 million on the SSL network
  – The Underground moves more passengers than the whole of the
    UK over ground railway
                                        4
Key Dimensions
Rolling Stock and Depots
• 2,500 cars
• Two basic sizes
•    Oldest date from 1960
•    on the Metropolitan
•    Line
•    Nine main
•    maintenance depots
    On just one fleet,
    over100,000 individual
    door leaf operations
    per day (C stock)


                             5
Key Dimensions
Track
                                    • 662km Track
                                      •   125 km deep tube
                                      •   72 km sub-surface
                                      •   338 km open
                                      •   127 km depots and sidings
                                    • 624 points &
                                      crossings
                                    • Intensive use, 30
                                      million gross tonnes
Neasden depot – looking south
                                      annual (equivalent to
                                      West Coast Main Line)


                                6
Key Dimensions
Signalling and Control Systems

• 66 Interlockings –
  oldest dates from 1925
• 4,909 track circuits
• 1,654 train stops
• 6,371 Signals, Signs,
  Indicators
• 1,006 Sets point
  operating equipment


                           7
Key Dimensions
Stations
                 • 150 stations with 187
                   escalators, 2 travelators
                   (Bank) and 48 lifts
                 • 12,000 passenger every
                   15 mins at LU’s busiest
                   station, Victoria
                 • Liverpool Street, Kings
                   Cross, Oxford Circus
                   around 100,000 passengers
                   per weekday


                 8
Key Dimensions
Civils
• 1003 Bridges
• 7,323 other structures
• 77 miles of deep tube tunnels Putney Bridge – Civils asset
• 100 miles of embankments,
  cuttings
• 77 miles of track drainage
• 136 sets of ventilation plant



                                      9
Maintenance Function
Objective

 • Improve the operating performance of the railway
   whilst maintaining the safety of our people,
   stakeholders, the travelling public and all assets.

 • Everything we do is underpinned by safety of people,
   assets and finance.




                           10
Maintenance Function
Our People
• Over 4100 Permanent Chief Maintenance Officer Staff
   –   Fleet Maintenance
   –   Signals and track Maintenance
   –   Operations
   –   Civils
   –   Railway Engineering Workshop (REW + DESU + TMU)
   –   Asset Engineering/Training
   –   Engineering Infrastructure Services (MRIS)
   –   Stations (Including Lifts and Escalators)

• Over 250 Third party suppliers
   – Train and station cleaning
   – Station equipment maintenance, CCTV, Air conditioning, Fire
     systems, Public address, drainage, Premises maintenance
   – and track litter picking.

                              11
Maintenance Function
Constraints
• Safety criticality
• Access to live assets is exceptionally difficult
• Access in engineering hours limited
• Fire, especially in the deep tube (Post Kings Cross)
• Delivering a reliable railway
   – With many station and track renewals taking place
   – With many third party suppliers

• Asset ageing and degradation
   – Some civils assets are nearly 150 years old
   – Mechanical forces and wear rates are extreme


                             12
Maintenance Function
Business Change
• In June 2006 a comprehensive review of
  maintenance processes was undertaken as:
   – Performance was deteriorating, as a result finances were
     impacted
   – Lack of staff motivation and vision
   – LU loss of confidence in delivery of the performance
     targets

• This resulted in:
   – A newly appointed Chief Operating Officer and senior
     managers
   – A rollout and embedding of Business Process
   – A rollout of Governance and Control

• As can be demonstrated improved reliability was
  delivered from this time.
                             13
Maintenance Function
Business Change
•   Safety is the cornerstone of everything we do
•   Financial control
•   Daily review of failure modes and trends
•   Remove Maintenance backlog
•   Good housekeeping is second nature
•   Visualisation
•   Reliability growth plans
•   Planning engineering hours
•   Time to Site/Time to fix
•   New technology


                           14
Maintenance Function
Business Change - Process
• Adoption of business process


     Company Strategy
                                    Visualisation
                                       Centres

     Balance Score Card


      Personnel Development
     Plans and objective setting
             All Staff

                               15
Maintenance Function
Business Change - Process




       Key Performance Indicators

                        16
Maintenance Function
Business Change Process
    How?                     CMO                   How?
   LEAN &                  (weekly)               Balanced
 Innovation                                      Score Card
                         Snr Manager
                         (2 x weekly)

                        Area Managers
                            (daily)

                  Operational (Shift) Managers
                           (2 x daily)           = (Meeting Frequency)

                   Awareness & Involvement



                 How?
                Visual
              Management
                                   17
Maintenance Function
Business Change - Visualisation
• Over 75 Centres across Maintenance
                                  Concern Escalation and Resolution




                          18
Maintenance Function
The Journey – Safety
Zero Harm
• Safety Leadership               ASSET PERFORM ANCE & SUPPORT AREAS M AT RIDDOR LTIFR

• Pre-cursor Events       1.60

                          1.40        1.30
• Monitor and reduce      1.20

   Lost Time Injuries /   1.00

                          0.80
   RIDDOR events          0.60

• Safety Tours            0.40
                                                                                            0.43
                          0.20
                                                                           0.25
• Near Hit Reporting      0.00
                            2003/04      2004/05   2005/06   2006/07   2007/08    2008/09
• Environmental PGIs
• Go, Look See


                             19
Maintenance Function
The Journey – Performance
Ellipse – One asset management system
From 2005 the business made a concerted effort to
   • Remove all other sources of asset data
   • Ensuring all data recorded and transferred to Ellipse
This generated:
   •   Efficiency savings
   •   Created a single source of asset truth
   •   Non conformance management
   •   A process to deliver 100% maintenance
   •   Condition monitoring and planned and corrective
   •   maintenance aligned to the assets in the register
   •   creating asset performance history


                                  20
Maintenance Function
The Journey – Performance
Daily review of failure modes and trends
• Daily performance conference call with customer
• Tracking of lost customer hour costs against
  targets
• Review the work bank / Ellipse
• Monitor incidents for repeats and own goals
• Daily action planning to prevent reoccurrence



                           21
Maintenance Function
The Journey – Performance
Removing the Maintenance Backlog
                                   % Maintenance
                                   Completed

                                   06/07 – 65%
                                   07/08 – 85%
                                   08/09 – 98%
                                   09/10 – 99%*
                                   *   Forecast on data to date



                                   In 2003 typically
                                   9000 items in
                                   backlog each
                                   period




                        22
Maintenance Function
The Journey – Performance
Lean Management, good housekeeping is second nature
• To improve operational performance
• 5s (Sort, Store, Shine, Standardise, Sustain)
• Standardisation of processes
• Build in quality throughout the process
• Implement pit stop maintenance
• Ownership and process assurance



                           23
Maintenance Function
The Journey – Performance
Lean Management, good housekeeping is second nature




                         24
Maintenance Function
The Journey – Performance
Lean Management, good housekeeping is second nature
          Before                     After




                         25
Maintenance Function
The Journey – Performance
Visualisation
                         •   Recognised tool for improving
                             performance in Rail and
                             Automotive Industry

                         •   Widely applied

                         •   Now ubiquitous across LU

                         •   Requires discipline
                              – in itself a good thing

                         •   Forces a focus on facts

                         •   Discourages fire-fighting

                         •   Lends itself to production and
                             operations environments



                    26
Maintenance Function
The Journey – Performance
Reliability Growth Plans




                           27
Maintenance Function
The Journey – Performance
Reliability Growth Plans
•                         Example of Victoria Line Reliability Growth plan reducing
                          costs be managing code tripping (60% improvement)

                                            Change in LCH cost over a year


                          1,400.0k



                          1,200.0k
                                                                                  Project started
                                                                                  In August 08/09
                          1,000.0k
    LCH Value in pounds




                           800.0k
                                                                                                    Line
                           600.0k
                                                                                                    Performance
                           400.0k



                           200.0k




                                                            Period-Year




                                                                             28
Maintenance Function
The Journey – Performance
Working in Engineering Hours
•   One of our greatest challenges

•   Most assets cannot be maintained ‘live’
     – trains (obviously): typically 90%+ are in service during the peaks
     – track, power supply, signals

•   Engineering Hours 01.30 - 04.30
     – further time lost getting resources to/from site
     – have to compete for ‘Access’ with Projects

•   Unplanned overruns are not acceptable
     – Evening Standard/Mayoral issue

•   Deep Tube environment is very hostile
     – dark, dirty, dusty, confined spaces, geographical distance

•   Only solution is very detailed planning and discipline
     – and investment in plant and handling equipment

                                           29
Maintenance Function
The Journey – Performance

Integrated Access Plan
• Ensure Projects and Maintenance are fully integrated
• Prioritised according to performance benefit
• Integrate opportunity works
• Maximise use of available time and resources on site




                                30
Maintenance Function
The Journey – Performance
Signals Time to Site and Time to Fix


                                       Time to site
                                       Time to fix

                                       07/08
                                       TTS – 17mins
                                       TTF – 22mins

                                       08/09
                                       TTS – 13mins
                                       TTF – 11mins




                           31
Maintenance Function
The Journey – Performance
New Technology Automated Track Monitoring System
                       •   Track must be minutely inspected

                       •   Traditionally done by ‘track walkers’

                       •   Or special monitoring trains (TRV,
                           ultrasonics) run in traffic and
                           engineering hours

                       •   This equipment is fitted to service
                           trains and reports back in real time




                           32
Maintenance Function
The Journey – Performance
What we delivered – Lost Customer Hours BCV

                                         Lost Customer
                                         Hours

                                         06/07 – 5.22m
                                         07/08 – 5.63m
                                         08/09 – 3.86m
                                         09/10 – 3.35m*
                                         *Forecast on data to date
                                         26% Improvement
                                         07/08 to 08/09




                        33
Maintenance Function
The Journey – Performance
What we delivered – Lost Customer Hours SSL

                                          Lost Customer
                                          Hours

                                          06/07 – 6.12m
                                          07/08 – 4.86m
                                          08/09 – 3.93m
                                          09/10 – 2.9m*
                                          *Forecast on data to date

                                          19% Improvement
                                          07/08 to 08/09




                         34
Maintenance Function
The Journey – Performance
What we delivered – Reduced Incidents
• 14% Reduction 07/08 – 08/09




                         35
Performance
Current/Future Maintenance Performance
• 26% Improvement 07/08 – 08/09, prevent rather react
• 100% maintenance completed, standard and sustain
• Safety – 67% reduction in Riddor reported items - zero
  tolerance
• Continue to benchmark to drive efficiency
• Many time based maintenance activities, move to
  demand based maintenance
• Some working practices are too rigid, move to flexible
  workforce and practices


                           36
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