Research: Modern Maintenance Practices

Technological advances have created the opportunity to transform maintenance practices to develop cost-efficient infrastructure management and improved system performance with regard to safety and reliability. To consider balance between preventive and corrective maintenance for managing track, switches and crossings, and civil structures, the study looked into what the optimal balance should be. Incorporating flexibility and slack into maintenance plans and focusing on dealing with the constraints of staff scheduling and limited track access, are strategies to increase the proportion of preventive works.

By analysing time-use during track access, the study identified major causal factors for lost time during possession to be travel and preparation. Therefore the strategies used by metros to reduce lost time were outlined in the study. The study also looked at key factors that influence maintenance costs, as well as examined metros’ outsourcing strategies.

Automation was seen to reduce the volume of labour necessary, particularly in labour intensive activities such as on-foot inspections. Three main areas of future maintenance practices with potential were identified: better data, improved maintenance practices, and renewals. Good practices in these areas were listed as examples in the report.

Research: Metro Security

Trends concerning crime were found to be highly regionalised both for types of crimes committed (against person, property etc.) and evolution. Over the period from 2012 to 2017, the rate of crimes across CoMET and Nova metros is decreasing for 65%, with the largest decreases occurring primarily at Asian metros that already have very low crime levels.

(Am – American Metro, As – Asian Metro, Eu – European Metro)

Patrols and CCTV are ubiquitous means of surveillance though they have different secondary benefits. Nearly all metros reported that security staff are multifunctional and can respond to customer queries as well as providing crowd control and passenger assistance. This is also typically complemented by station staff notifying security of issues and monitoring CCTV.

Technological advances were identified as key drivers of change within metro security both to inform strategies and to monitor crime. The key areas where advanced technology for security are developing include passenger screening, smart cameras, the use of apps, and the provision of enhanced infrastructure (such as 5G networks).

Research: Passenger Incident Management

On average for CoMET and Nova metros, passengers contribute to 17% of all incidents causing delays of five minutes or more.  The causes of passenger incidents range from suicide, vandalism, passenger taking ill, etc. The breakdown of passenger related incidents by cause and by delay threshold shows although the frequency of suicides is very low, those incidents take the longest to resolve.

As well as detailed benchmarking of the passenger-related causes and impacts of incidents at metros, the case study outlined metros’ best practices in  passenger incident management, including a data-driven approach in analysing passenger incident impacts, effective incident response by a clear chain of command, high levels of coordination with the emergency services, clear and consistent communications and procedures, appropriate staffing models and regular training with a focus on learning from past incidents.

Research: Optimisation of Train Availability

In 2017, the average peak hour train availability was 88% for all CoMET and Nova members. Main causes of train unavailability were planned preventive maintenance, unplanned corrective maintenance, refurbishments and major damages. The biggest constraint to train availability is related to train reliability issues, specifically train failures occurring outside of peak hours which cannot be repaired in time.

The study foucused on the four maintenance and operational approaches that are utilised by metros to optimise train availability: allocation of train maintenance, outsourcing train maintenance, flexibility in operations, and introduction of remote condition monitoring.

Metros’ biggest successes or their future plans in terms of improving train availability are related to optimisation of maintenance work to improve reliability, train refurbishment plans, and introduction of remote condition monitoring on trains.

Research: Escalator Management

The three-part scope of this case study covered escalator availability, safety and asset management. Firstly, the study explored definitions and targets for escalator availability and identify causes of, and solutions to, unavailability. Secondly, it identified low-cost practices to improve safety. Finally the study benchmarked escalator asset lives and the nature of maintenance interventions during the lifecycle.

Long-term actions that metros have taken to improve escalator availability are the operational and maintenance practices either to reduce failures from occurring or to restore availability as quickly as possible after escalators go out of service. This involves proactive maintenance work to ensure that escalators are in good condition during passenger service hours, and working with maintainers to optimise their response and supply chain.

Regarding escalator asset management, it is important to adopt a whole-life approach and assess maintenance approaches on this basis, considering the annualised cost of ownership, whole-life unavailability caused by maintenance, the scope and frequency of maintenance interventions throughout the lifecycle, and the customer-facing unavailability caused by maintenance.

Community of Metros News: CoMET 2018 Annual Meeting in São Paulo

17 members of the Community of Metros gathered in Sao Paulo for the CoMET 2018 Annual Meeting. The meeting was held 5th – 8th November, hosted by Metro São Paulo, which is celebrating its 50th Anniversary in 2018. Members were warmly received by the Secretary of Metropolitan Transport for the State of São Paulo, Clodoaldo Pelissioni, and by Metro São Paulo President, Paulo Menezes Figueiredo.

During meeting sessions, members heard the latest results from the annual work programme of Key Performance Indicators benchmarking, spanning metro performance across six areas including financial, safety and environmental benchmarking. New case study research undertaken for the 2018 work programme was also presented, covering Modern Maintenance Practices, Optimisation of Train Availability, and Passenger Incident Management.

Throughout the meeting, each metro also presented their latest news, including their recent activities, challenges, and achievements over the past 6-7 months. The CoMET group heard from three visiting Nova metros throughout the week: Transports Metropolitans de Barcelona, Metrovías (Buenos Aires) and MetrôRio.

On 8th November, the CoMET Annual CEO/COO Day was held, welcoming metro leadership to discuss issues of strategic importance. Three topics were selected across financial, environmental and operational business areas, discussing future revenue streams, climate change and extreme weather events, and passenger flow management. A variety of metros participated and led each session, with support from the Railway and Transport Strategy Centre (RTSC) providing the latest group benchmarking relating to the topic.

Throughout the event, members were able to learn about the city of São Paulo and Metro São Paulo’s network through technical visits and using the system. Members visited the Jabaquara depot, serving Line 1-Blue, and saw how trains are prepared for service, corrective and preventative maintenance procedures, equipment and component tuning and testing, component maintenance, warehousing and logistics, and the on-site training centre. During a second technical visit, members visited Sé station, the most crowded station on Metro São Paulo’s network. The station is an interchange for Line 1 – Blue and Line 3 – Red, with around 600,000 passenger passing through this station every weekday. Members were also welcomed to the launching ceremony of the “Estação Memória” (Memory Station) stand in Sé station, an interactive cultural exhibit celebrating the 50th Anniversary of Metro São Paulo.

Research: Enhancing Platform Safety without Platform Doors

The highest risk area to passenger safety within metro systems is upon entering the track area with an average of one track intrusion per million passenger journeys across CoMET/Nova metros. Platform Doors (PD) remove this risk but their cost, complexity of planning and installation, station design and other challenges constrain their wide-spread installation: 70% of CoMET and Nova members have no or low PD coverage. For many metros, PDs come at the expense of other critical infrastructure projects. This case study explored the best practice on managing platform safety risk without the use of PDs.

On average, 65% of track intrusions for respondent metros are intentional customer actions, requiring mitigation measures to instil a behavioural change. Classified as passive prevention measures, these consist of platform announcements and reminders, poster campaigns and platform-edge markings or lighting.

Beyond these, the study identified active detection methods enacted by staff members or detection and response technologies. Combining Smart CCTV, lasers and microwave frequency was successfully piloted as a means to detecting the presence of any person or object on the track. The use of these technologies has proven effective to increase safety in the absence of PDs.

Community of Metros News: Nova Phase 21 Management Meeting in Montreal

The Nova benchmarking group convened in Montréal, Canada for the Phase 21 Management Meeting on 1st – 4th October 2018. Société de transport de Montréal (STM) hosted the meeting, with 15 members in attendance, including one of the newest members of the Community of Metros, Washington Metropolitan Area Transit Authority (WMATA). Chairman of the Board Mr. Philippe Schnobb welcomed the group to Montréal and presented an overview of public transport operations at STM. The group also learned about the latest changes to public transport governance in Montréal.

During Nova Management Meetings, members develop the work programme for the upcoming phase. The topics selected for study in Phase 21 were absenteeism, signalling reliability, employee engagement and managing works during revenue service. The Railway and Transport Strategy Centre (RTSC) also presented the first Key Performance Indicator and Safety Performance Indicator results using 2017 data, as well as case studies on Escalator Management and Station Design Guidelines and Passenger Flow Monitoring. Results from the 2018 Customer Satisfaction Survey were also presented. Each of the 15 attending metros presented an update to the group about their metro’s activities and challenges over the past six months.

During the week, members had the opportunity to see STM’s facilities, including its new AZUR trains and bespoke train simulator; “Espace Client” customer service centre; and the Youville workshop, which is the largest metro maintenance facility operated by STM, handling the maintenance for its MR-73 and AZUR rolling stock.

The Community of Metros Welcomes Seoul Metro as its Newest Member

Seoul Metro has joined the Community of Metros as its newest member. With the exciting joining of Seoul Metro, the community now comprises 35 of the world’s metros. Seoul Metro is one of the oldest metros in Asia, having opened in 1974, and is now one of the largest systems in the Community of Metros, with similar demand to Shanghai and Moscow. Seoul Metro is one of the two major operators of Seoul’s metro system, which is jointly operated with Korail and Seoul Metro Line 9 Corporation. Lines 2, 5, 6, 7 and 8, as well as the Seoul Metro-operated portions of Lines 1, 3 and 4 will be included in benchmarking analysis. The current organisation was formed after a merger of Korail, Seoul Metro and Seoul Metropolitan Rapid Transit Corporation came into effect in 2017.

Source: TSC

Seoul Metro comprises just over 300km across 277 stations, similar in network length to Guangzhou Metro. The system has undergone steady expansion since 1974, with new lines opening in 1984, 1985, 1991, 1994, 1995, 1996 and 2000. It now provides approximately 2.1 billion passenger journeys per year across the Seoul Metropolitan Area, which includes Incheon and Gyeonggi Province. Seoul is the capital of the Republic of Korea and is a major global city with a population of over 25 million.

Source: TSC

Seoul Metro is a notably innovative operator, providing internet connectivity in all trains and stations, a state-of-the-art customer facing mobile application covering journey planning, train status, incident reporting, a “favourites” tool and real-time information. Its future plans include the ongoing development and operation of two new lines opening in 2018: the 23.7km Gimpo Line (connecting with Lines 5 and 9) and the 23.3km Sosa-Wonsi Line (connecting with Lines 1 and 4). Seoul Metro will also open three extension projects: the 5.94km Line 9 extension (Phase 3), a 14.7km extension to Line 4 in 2020, and a 12.9km extension to Line 8 opening in 2022.

Research: Best Practices in Operating UTO Lines

In 2016, fifteen CoMET and Nova metros have experience in planning or operating automated lines. This study identified good practices in operating fully automated metro lines, known as Unattended Train Operation (UTO) lines. The majority of UTO lines are GoA4 and this trend is projected to continue, with a sharp increase in UTO lines planned for the next 10 years. Given this rapid adoption of UTO, this study was selected by CoMET and Nova members to identify how best to prepare for and eventually operate driverless trains.

The study identified a number of metros good and emerging practices for operating UTO lines from preparation stages to operation. Testing periods for UTO lines, for example, are carried out at three different levels: testing of components, of systems and of whole lines. Following this period, metros may assign on-board staff for fast response to potential service instabilities and passenger assistance. Ultimately for GoA4 lines, incidents are dealt with remotely, managed in practice by the OCCs. This requires a shift in practice from frontline to remote problem-solving. Also, the study determined that whilst UTO lines are generally more reliable, incident management can become a bigger challenge than with conventional lines.