Modernisation – Community of Metros Benchmarking Group

Research: Station Management and Mobile Technology

May 8, 2015

Modern technology offers significant opportunities to improve station operations and the customer experience. At the same time this new technology is changing the nature of communications between staff and passengers.

This study found six key trends in terms of station staff organisation and management across the Community of Metros:

There is significant opportunity for many CoMET and Nova metros to rapidly and relatively cheaply improve customer information and assistance using remote and mobile technology.
Remote monitoring of safety-critical systems (i.e. watching an escalator on CCTV) is currently preferred to remotely controlling the system (i.e. turning an escalator on or off), even when that capability exists.
Some metros are beginning to use mobile applications to support staff operations, such as allowing staff to monitor and control CCTV, make public address announcements, or look up asset information from electronic manuals.
The application of mobile devices in station asset management currently focuses around inspections rather than more direct forms of asset control.
Metros are not creating overarching policies for the deployment of mobile technology, but instead choosing to focus on the end objective of improving customer experience and business productivity with whatever technology facilitates the task.
There is significant variation across the group in terms of hardware, software and practical use of devices.

We also identified five key trends in terms of station staff organisation and management across the Community of Metros:

Supported by electronic ticketing and self-service technology, ticketing staff roles are evolving to focus on broader customer assistance and increased visibility around stations.
There is increasing use of multi-functional staff across the Community of Metros, as well as an increase in their capabilities and responsibilities.
Metros are deploying increasing numbers of roaming staff, across a range of station operations.
Metros are dividing their network into a higher number of station control zones that each contain fewer stations, with benefits for local knowledge, staff camaraderie and teamwork.
Metros increasingly have one staff member per group performing a single coordinating role, responsible for both customer services and assets across a small group of stations.

Research: Rolling Stock Replacement vs. Refurbishment

February 17, 2015February 16, 2015

This research project examined metros’ practices when making the decision of whether to replace or refurbish ageing rolling stock. As annualised expenditure on rolling stock is typically about 20-25% of total operating costs, fleet investment decisions have significant impacts on overall metro costs. The focus of the study was to identify key factors and criteria in deciding to replace or refurbish rolling stock at end of nominal life, including the risks and opportunities of life extension beyond initial design life; to identify best practices in design, specification and planning of refurbishments; and to advise metros on appraisal and business case development process, parameters and assumptions.

Metros have been gaining increasingly significant benefits through refurbishment, and many metros (especially newer ones) are now undertaking or planning refurbishments to ageing fleets that are approaching or past their initial design lives. These refurbishment programmes are designed to extend initial design lives by as much as 15-20 years.

Cost saving opportunities of refurbishment

A key guiding principle is that refurbishment prolongs ‘more of the same’, as reliability following refurbishment tends to remain fairly similar. Therefore, only highly reliable fleets are usually worth refurbishing. A second principle is that most metros limit the extent of technology change attempted through refurbishment. So if significant upgrade is required, for example to enable unattended train operations, generally a new vehicle is preferred.

This case study has successfully assisted CoMET and Nova members in their decision-making. An Asian member needed to buy new trains when their 15-year-old line was extended and re-signalled. Findings from this report assisted with their decision to replace all the trains on the lines, instead of converting the older trains to work with newer signalling and then operating a mixed fleet. Conversely, Montréal STM used this research in support of a decision to refurbish their 40-year-old MR-73 cars and extend their life to 60 years. This is projected to save Quebec taxpayers nearly $500 million over the next 20 years. More information on Montréal’s decision can be found here.

Research: Unattended Train Operation

August 6, 2015March 4, 2014

RTSC’s recent research into unattended train operations (UTO) has investigated the role of human operational support on UTO lines. In doing so, a key finding relates to the use of attendants or train captains – metro staff members who are based in the passenger car, rather than in a separate driver’s cab. Formal definitions of Grades of Automation as in IEC-62290 assume that if a staff member is onboard, they are fulfilling a necessary role, in operating the train, as in London’s Docklands Light Railway where attendants close the doors. The assumption is therefore that lines capable of being operated unattended (Grade of Automation 4) are operated unattended. This research study has found that in fact some metros with GoA4 lines actually use attendants on all trains for other reasons, for example to provide customer service. This has led RTSC to describe this type of line as ‘Attended GoA4,’ reflecting the fact that it fits the specification for a GoA4 line as described in IEC-62290, but is not being operated unattended. The diagram below illustrates how ‘Attended GoA4’ automation fits in with the grades of automation.

Adapted from IEC-62290 for the purposes of demonstrating differences in the real-world operational application of the formal Grades of Automation (GoA1-4) defined in the standard.

The case study explored in more detail the actual staffing levels used or planned on participating metros’ automatic lines. The total number of operational staff was compared with the number of assets (stations and trains) in service, providing metros with a useful benchmarking metric that normalised for differences in line length and service level. A typology of staffing models was also developed and linked with associated staffing levels. This work on staffing was complemented by investigation into the technologies required to enable automation; their costs; and metros experiences with their reliability.

This research was presented as a poster at the 94th Transportation Research Board of the National Academies Annual Meeting in Washington DC, in 2015.

Research: Asset Information Systems

March 26, 2014February 22, 2014

A Nova research project examined how metros manage their asset information and what systems and applications are used to achieve this. The study identified eight key asset information management (AIM) ‘maturity factors’ adopted by good practice metros. These factors were used to compare the combined effects of each metro’s asset information management, systems and applications. The results were then analysed to begin to understand the reasons behind and paths toward maturity.

Asset information maturity factors — Management and control of asset information are more important than the system used

The study’s key finding is that a metro’s asset information system (AIS) cannot itself manage asset information – it should support a metro’s overall AIM strategy. An AIS itself and the associated technologies are secondary to the need to structure and manage asset information to match the requirements of the business and its users.

Some Nova and CoMET metros have forged ahead and are developing mature approaches that are using the new technology based on good information standards, with sound system management that is based around users and a culture of continuous improvement.

Metro News: Sydney’s unique contract design underpins train performance

March 26, 2014February 20, 2014

About half of Sydney’s suburban fleet has been replaced, in a $3.5Bn Public-Private Partnership (PPP). It is the largest passenger fleet procurement in Australian history, replacing non-air-conditioned rolling stock and providing for future growth. This required a robust commercial and operational framework for a contract term which exceeds 30 years.

In 2004, the NSW railway operator RailCorp took an innovative approach. At the very beginning of the procurement process, rather than at the typical point of signing contracts, it appointed a project delivery leader to establish an integrated commercial, operational, technical and delivery management team. This has been a main contributor to a successful PPP contract, which was structured to underpin safety, quality control, and reliability over 30 years. This specialist team provided input into the final contract design and performance specifications based on previous new fleet deployments. The delivery team has also proved invaluable in overseeing implementation, from the build phase through to passenger service.

One of the unique features of this PPP contract is that it does not contain typical liquidated damages penalties (although, the separate contract between the consortium’s manufacturer and TLS provider does include liquidated damages). Instead, the contract relies on several ‘incentivising’ payment mechanisms aligned to drive desired performance outcomes. The payment system promotes behaviour that reduces the need for the NSW railways operator to actively enforce the contract. At the heart of the contract are performance-based payments that require 72 of the 78 trains to be made available for passenger service each day. Until the trains are provided and available, Sydney RailCorp makes no payment to Reliance Rail for them.

Another significant factor has been a comprehensive operational-readiness programme. This involved stakeholder and expert consultation during the development phase, to integrate contract requirements with the operational requirements of the operating railway. This readiness programme involved over 20 enabling projects including people & change management initiatives to support operational efficiencies and the deployment of the new fleet.

These measures have led to one of the smoothest new fleet deployments in the history of NSW. In just over 14 months, 14 eight-car double deck trains (which include 1 spare set) have been introduced into passenger service and accumulated more than a million kilometres in service. Feedback and internal surveys indicate customers rate the Waratah train as the best train for performance and comfort amongst all existing fleet, including other recent fleet acquisitions. Similarly feedback from crew about the Waratah trains has been positive with train performance in line with expectations.

Metro News: Improving service through automation in Paris

March 26, 2014February 20, 2014

The automation of Line 1, the Paris Métro’s oldest and most popular line, with 725,000 passengers per day, has been achieved without any major interruption to service. This technological change has become necessary to deal with the steady increase in passenger traffic.

With the automation, Line 1’s passengers will benefit from a more responsive and regular transport service, ensuring greater safety and comfort. One of the main benefits of automation is the line’s ability to react instantly to an increase in passengers and provide the number of trains required for the optimum operation of the line.

The automation is expected to improve commercial speed by 4% and because fewer trains will be needed for the same headway, will achieve 6% rolling stock savings. The system also has the potential to reduce minimum headway by 20%. Not having a driver’s cab will also increase passenger capacity by 6%, even without any headway improvements.

The installation of platform screen doors on all the lines’ platforms contributes significantly to the smooth running of the line, avoiding interruptions associated with track intrusions, while also enhancing passenger safety. The migration process combined both automatic and manually driven trains on the same line, with all trains automated since January 2013. It is a world first given the importance of the line.

The project to automate line 1, launched in 2004, is part of the huge modernisation programme that RATP will be undertaking over the next twenty years. The project will allow the company to meet growing demand and to satisfy its customers’ expectations in terms of safety, comfort, regularity, flexibility and information, at a time when RATP is seeking ways of anticipating and/or remedying network saturation.