Jubilee Northern & Piccadilly Introductions

James Foley – AMIP Implementation Manager, Enterprise AMS Group

Darren Conner – Fleet Maximo Manager, London Underground

Jean Charbonneau – Planning/Scheduling Specialist & President /CEO CiM Maintenance Contents

Section One: AP JNP and overview of Asset Management Improvement Programme (AMIP)

Section Two: Business Intelligence and Mobile & Fleet

Section Three: Effective Planning and Scheduling Section One

AP JNP an overview of the Asset Management Improvement Programme (AMIP)

About JNP

Jubilee, Northern & Piccadilly Lines

41% of total assets on London Underground

13 Asset Classes/7 business units

Over 500 million passenger journeys per year out of total of 1.1 billion

Mixture of modern, high tech (Jub & Nor TBTC signalling systems) and legacy (1973 Piccadilly fleet of trains) assets

Complex recent history but now part of London Underground / TfL About JNP Fleet . 255 Passenger Trains . Transplant: Engineering Trains, tamping machines, rail mounted cranes etc . Emergency Response Unit: Provides services to all of LU and London's emergency Services Infrastructure . 385 Kms of Track, . Points and Crossings . Signals . Bridges, Structures . Deep Tube Tunnels . Earth Structures . Pumps and Drainage Stations . 100 Stations . 340 Non Stations Premises . Mechanical and Electrical Assets . Fire . Communications . Lifts (110) Escalators (231) . Power . Ambience . Hazardous Materials Benefits

. Reduction in Capital and Operating Costs . Realization of PAS55/ISO55000 . Integration to instrumented assets . Process Compliance and Productivity (PCP) Automation . Asset and system registration, configuration and change management . Asset life extension . Optimized planning & scheduling . Enterprise Reliability Engineering (ERE) RCM – fix before fail . Optimized supply chain management . Mobile EAM . Highly visible regulatory compliance (standards) . Integrated Health and Safety Management (HSE) . Process Compliance and Productivity (PCP) . Asset Lifecycle cost and value optimization . Linear and discrete asset management . Optimized decision making across entire asset lifecycle (ODM) . Productivity optimization . Business Intelligence/analytics, decision support & visualisation – Railway view . Activity based and standard costing . Intelligent Control System (integrations) . Benchmarking & Continuous Improvement . Flexible to meet technologies advancement . BIM AMIP

People, Process and System Building the vision, strategies, programme, organisation, capabilities and tools to facilitate the journey to enable business transformation and performance improvement 1. Competent Asset Management 2. Advanced Asset Management 3. World Class Asset Management

Competent Advanced World Class ASSET MGMT MATURITY SCALE Aware/developing Embedded Integrated /Optimal AMIP Objectives

(Support the requirement for) The development of standard optimised asset and safety management processes across the business

(Support the processes for) Effective maintenance and renewal regime optimisation and operation over the life of the assets.

(Support) The development of whole life cost models by the provision of timely, integral and accurate asset, condition, performance, cost and safety information

What does the programme look like?

What does the organisation look like?

What information do we need? AMIP

Tube Lines Asset Management Corporate Objectives Company

Invests in achieving

Assets Decision Makers

Strategy and Governance maintained & to renewed by

following supported, enforced capturing enabling & optimised by Maximo People Process (information Data Reporting systems)

provides

Information Technology

Implementation/Improvement boundary

- Corporate Objective (Aligned Shared Vision) - Report to Executive & Board Process Productivity

Strategic/Business Objectives

- Business Visibility

- Management Control

- Common Business View - Continuous Improvement - Optimised Processes Process - Effectiveness & Efficiency - Uniform Metrics Productivity - Business Agility

- Uniform Reporting - Empowerment

- Competitiveness

- Operational Flexibility

Critical Success Factors

1. Integrate: Standardisation : duplication removal 2. Assemble: New processes (business objectives) 3. Optimise: (performance indicators/metrics – CSFs/business objectives) Business Transformation Scope Overview

. 13 Asset Groups and 7 business units . New FRC (HEAT replacement) . Integrated Health and Safety system: Inspections, Incident Reporting, Audit and Investigation . Mobile field force . Asset Configuration Management . Linear & Discrete Assets . Business Intelligence & Reporting . Optimised Planning, Scheduling and Work Delivery . Optimised Procurement and Material Management . RCM: Integrations: SCADA, CuPID, TBTC, TrackerNet, Connect, Wheel Lathe, Decision Support Tools, RFID, Oracle, GIS , etc

OVERVIEW INTELLIGENT CONTROL & COMMAND (FRC) Visualisation (embedded GIS) Mobilisation RCM & Integration

‘Fix before Fail’

Optimised Planning, Scheduling & Delivery

Predictive Asset BIM Optimisation/ analytics ASSET CONFIGURATION MGMT

BUSINESS TRANSFORMATION ‘ Journey to World Class Asset & Safety Management’

HEALTH, SAFETY, ENVIRONMENTAL (HSE) LINEAR & DISCRETE ASSETS 700 + PROCESSES NOTIFICATIONS/ESCALATIONS MATERIALS MANAGEMENT METRO MAXIMO INTEGRATION PROCESSING FLOW Maximo 7.5 MIF FRC Performance - Schedules IIS • Fault Cognos - Report Requests • Report Requests Management • Bulletin Board • Attribution • Adjusting Performance - Subscriptions • Schedules - CEBR • CUPiD Extract • Engineer Location • Stop the Clock Attribution • KPIs - IM • LCH & Service Monitoring • NDF • Denied Access MS Lync Points • CUPiD Results • Train Failure & Delays • Instant Messaging - Engineer Geo-location • Maintainer • Weather Feeds • Risk Management • Modelling & Forecasting • Device Location Management (Services) • Visualisation Dashboards • Frustrated Access • Presence - Budgets

• Video / Audio Conference CROSS ASSET GROUP - Cost Centre Axiom • Asset Registration, Updates & • Cost Centres - Natural Account Handover • Performance • Operational Duty • Budget BizTalk MS Exchange • Condition Assessment • Planning and Scheduling • Engineering Hours Utilisation • Calendars • Work Management • Fault Management • Roster Management • Mailboxes o Corrective (CM) • Reliability • Activity Based Costs • Distribution Lists - Email o Planned (PM) • Materials Management • Timesheets o Operational Project (PJ) • Warranty Management • Skills, Qualifications and Licenses - Commuter Time Tables Heartbeat o Emergency (EM) • Spares Management • Contract Management (Performance) - Engineering Time Tables o Predictive • Failure Code Management • Frustrated Access - Juice On/Off Times EWSA o Inspections (IN) • RFQ • Application for Payment - Train Position Timetables - Calendar Share Point o Follow On Work • Storage Licence • Surveillance - Natural Account • Shared Calendars - Documents • Distribution Lists TrackerNet • INFRASTRUCTURE STATIONS Fleet Management Documents - Requisitions • Train Preps • CL: Station, Tunnels, Sections, • Contract Management • Campaigns (Once Rounds) - General Ledger Trans Litter • Contractor Quality Control • Exams - Receipts • Track Closures • Modules - Access Requests Sabre - Stock Issues Oracle R12 EBS • Integrated Planning Lifts and Escalators • Service Days / Service Hours - Access Bookings • Access Reservation - Item Updates • TANCS and Concessions • F45/54 Inspection • KM Run • Access Bookings & Approvals - Time Sheets • Standard Faults • Calendar Frequency • Chart of Accounts • Section 5B Waiver Request • Access Booking Search • Call Point Attendance • General Ledger • Contractor Modification • Service Availability • OTL Track • Time Tables • HR - Purchase Orders • Rail Stress Management Comms - LCH Extract • Geometry Faults • Config Management • Train Configuration CUPiD • Item Master - Item Master • • Rail Stress Management • P119 Change Approval F&D Sheets • Companies / Suppliers - Chart of Accounts • • Rail Corrective Work Certification Transplant Train Delays • Purchasing - Projects and Tasks • - F&D • • Rail Inspections • Beyond Economic Repair (BER) Train Bookings Attribution - Person • Availability Planning - Train Delays • LCH & SP • Safety Inspection Patrols • Value of Work Done - Competency • On Track Machinery (Access • Competency Validation - Speed Restrictions

- Company / Supplier booking) • PM Contract Audit HSE • Doc Management & Approval • IRF (Method) Signals • Inspections • SCADA & Remote Monitoring - Requisitions • TBTC Configuration • Safety Review & Change Control Ops Integration BizTalk - General Ledger Trans Management • Investigation • RFID - EM Faults - Receipts • Point Care Fire • Root Cause Analysis • Wheel Lathe - INF Faults • TBTC - Stock Issues • Signals Cover • Message Change • Safety Audits - Remote Condition • SCADA (Faults , Condition - Item Updates • Assurance (random sample) • FS Bb224 Asset Registration • Surveillance Maximo 5.2 Monitoring (RCM) Mon) • QAF Change Request Process • Asset Groups - Time Sheets • Remote Condition • Fire Isolation Process • Work Management (CM, PM) ERU Monitoring

• Labour / Crafts Civils • TSR Boards • L&E MIP Monitors - Item Master • Asset Register • Inspections (Principal, Passive Fire • Incident Management • Aggreko ARM - Chart of Accounts • Materials Management General, Ad-hoc) • Re-certification Visits • Vehicle Defects • Wonderware InTouch SCADA - Projects and Tasks • Fleet Management • Fire Risk Assessment • Signals Deliveries • Network Operations Centre • Chart of Accounts - Person • Surveillance Visits (NOC) • Base Services - Competency - Company / Supplier Power & Electrical Premises Materials Management

• Key Request Process • Tool / Plant Management - Fault Assignment • Faults Management (EM) • Slip Resistance Tests • Receipting (stock items) - Asset Update (TLF447) • Competency Validation • Issues and Reclaims MIF Inventory Accounting • Slip Resistance Test - Work Log • Materials Requests and Transfers • Maintain AUP - Assignment Update Maintainer Systems - Fault Assignments • Cycle Count Requests • Sales Orders • MJQuin • Track Materials Ambience • MyMCS (ISS) • Capture Planned vs Actual Usage • Adverse Weather • TRAMMS (Telent) • Process Serialised Assets HAZMAT • Denied Access • Expense Material • HazMat Reporting • MSS • Warranty Tracking • HazMat Registration • Time and Attendance • Process Material Storage Data • HazMat WM Management

Section Two

Business Intelligence and Mobile Fleet Example

Mobile

. Mobilise key processes where return on investment is tangible . Release workforce from being deskbound . Device Agnostic . IPhones and IPADs - exceptions driven by business need . Work online and off line Business Intelligence & Reporting

• Real Time Dashboards • Automated Reports • Desktop/Mobile/TVs • Reports delivered directly to inboxes GIS GIS embedded within Metro Maximo Fleet ROI

Tube Lines aggregate Rolling Stock Car Mean Distance Between Failures (MDBF) Solid Bars = Actual Km's. Line = Moving Annual Average 250,000

Better

200,000

Worse

150,000

100,000

50,000 Mean Mean Distance Between Failures (in Kilometres)

0

2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 Fiscal Year AMIP Programme Fleet

PICCADILLY LINE FLEET . Oldest and best performing on London Underground . 13 years Asset Life Extension

JUBILEE LINE FLEET CASE STUDY

.Was SAP (Alstom) .Moved into Tube Lines (Metro Maximo) .Performance Improvement: 10,000 km MDBF – now 20,000 MDBF (100%) . 8 weeks implementation timeframe - continuous improvement/benchmarking

Fleet (Piccadilly Line)

. 172 units 86 Trains – 79 in service at any time, 3 required for ready to go spares. . 20+ PM regimes to ranging from daily to 400 hours to 12 months. Covering inspections, maintenance and cleaning for each unit to be managed. . Further PM’s also managed on individual components, wheels, motors etc. . The night shift runs from 19:00 to 07:00 . Trains start returning to the depots from 19:30-21:30 and then again from 23:00-01:45

A typical train will run for 16 hours a day, return to a depot require testing, cleaning and PM/CM work to be completed

The duty manager and his team are responsible for: . Testing all trains before the following days service starting at 04:45 . Rectifying any high priority CM work which would prevent the train going into service . Movement of the trains in the depot to allow PM work to be completed . Compiling the train service, taking in to account what trains need to go to what location at what time for PM work the following day, night and further ahead . This will change as defects are cleared or reported, time to fix is updated or priorities change . Compliance Monitored against standards – No train will leave the depot with overdue PM or high priority CM work orders outstanding . Productivity Monitored – Must be high to achieve the above

Fleet Challenges

. Each year more availability of trains is required . They must run for longer and travel further to meet growing customer demand . In 2015 24 hour running is to be introduced at weekends . As availability for service increases, availability to maintain decreases . Accurate planning is essential to achieve this Train Availability Module

Timetabling and Trip modelling • Multiple timetables/Lines • Interstation trip timings • De-icing routes

Depot/Shop Management • Stopping Trains – short and long term • Shunting • Coupling and train configuration • Turning • Stock moves

Service Management • Service Preparation (trains to timetable) • In Service/Target Arrivals/Target Departures Work Management Interlock • Service days and hours drive maintenance • Open work preventing departure • Arrival and Departure • Common definition of open work • Multi Depot View • Other meter reading entry • Swap over and Changeover • View work orders, information and history • Common interface to train systems • Work orders can be viewed at the following levels unit, compo, location, scheduled departures, scheduled arrivals, in service Administration (linked to Asset Register) and arrived trains. • Depots/Sidings/Roads Setup • Info can be viewed at unit, compo and road level. • Units and Cars Registration • History can be viewed at unit and road. • Timetable Upload

Meter reading entry

Section Three Effective Planning and Scheduling Optimised Planning and Scheduling

Performance Decrease Potential Failures Identified FUNCTIONAL FAILURE Equipment not Performing as Expected

1 Detect Potential Failures with 2 Execute the Corrective Maintenance Tactics: PM (TPM, TB, Actions before the failure RB, CBM ), RCM2, RCFA, etc.. happens

Corrective Actions P-F Interval

Maximum Performance Equipment Broken Proactive Work

Expected Performance Reactive Work

Time Optimised Planning and Scheduling

Complete Mission Critical Asset Inventory

Implement efficient Maintenance Tactics RCM, TBPM. RTPM, CBM, TPM, RCFA, etc.

Ensuring Timely Execution of the Maintenance Tactics Implementing Effective Planning & Scheduling

To get the expected benefits an organization must be successful in implementing all aspects of the strategy Weekly Scheduling is critical

The key to get real value is to set-up a Weekly Schedule agreement between Operations & Maintenance Operations & Maintenance departments make a weekly commitment on the maintenance work priorities to maximize plant capacity Develops a team spirit around a common goal agreed to by the departments involved Set the stage for efficient parts kitting, coordination between supervisors, advanced notice to tradesman on their assignments, which all contribute to increased productivity.

Team effort by operations and maintenance is the key to get organizations out of reactive mode Weekly Scheduling Process Controls

Weekly Schedule Meeting Review last week’s schedule compliance Review current week schedule progress Agree on the next week’s schedule and beyond Attendees: Planner/schedulers, Operations & Maintenance Supervisors; should be held every Thursday of the preceding week Daily Schedule Meeting Review today’s/shift’s priorities Attendees: Operations & maintenance supervisors The objective is to stick to the schedule agreement as much as possible while responding adequately to real emergencies to maximize plant capacity

Weekly Scheduling is critical Weekly Scheduling Starts Long Term Weekly Scheduling Starts Long Term

Four weeks advanced rolling schedule Scheduling Software Technologies & Approaches

Maximo Scheduler/Primavera/MS Project A single schedule view of WOs with WBS execution constraints and continuous time scale Scheduling Approach at JNP

Long Term approach to be successful short term Multi year PM Workload Balancing Annual Resources forecast Annual PM Workload balancing per month and weekly schedule period 12 weeks Schedule look ahead Weekly schedule period approval one week ahead Coordination and material preparation Daily scheduling management to complete schedule agreement Completing and reporting work efficiently Monitoring schedule breakers and changes to achieve highest compliance

Summary

Enterprise is truly that - all assets and business units across the entire lifecycle

They must put in place the right asset reliability programme and also ensure its timely execution using effective planning and scheduling to get the value they are looking for

People are at the heart of the organisation and therefore at the heart of the programme

It will become the new operating model – the way the organisation operates and behaves

Yesterdays excellence is todays standard and tomorrows mediocrity - it is a journey that continues ………..