Fleet Management Good Practice Guide: the Twenty Point Plan

Total Page:16

File Type:pdf, Size:1020Kb

Fleet Management Good Practice Guide: the Twenty Point Plan Fleet Management Good Practice Guide: The Twenty Point Plan Fleet Management Good Practice Guide: The Twenty Point Plan Fleet Reliability Focus Forum (ReFocus) Issue 13, December 2017 Issue 13 - December 2017 Page 1 of 200 Fleet Management Good Practice Guide: The Twenty Point Plan AMENDMENT RECORD Issue Dated Notes Section 2 audit protocol updated to meet Engineering Council 13 December 2017 requirements 13 December 2017 Inclusion of new Section 9: On-Depot Fault Finding 13 December 2017 Updates to Section 13: New Trains Introduction 13 December 2017 Inclusion of new Appendix K: Performance Measure Indicators December 2017 Section 2.1.1 “The operating TOC is accountable for fleet 13 reporting to RDG but that for subleased fleets the lessor and lessee should agree between them who is responsible” December 2017 Clause 2.1.3.3 ‘train prep’ to be considered when declaring 13 train fit for service 13 December 2017 General document sections restructure 13 December 2017 Gary Cooper’s foreword updated Issue 13 - December 2017 Page 2 of 200 Fleet Management Good Practice Guide: The Twenty Point Plan Foreword Our industry’s customers are consistent and have been since the birth of railways. They give us a very simple message whether they are passengers or businesses that send freight by rail. The message is ‘run my train on time’. Added to this there is a strong correlation between customer satisfaction and punctuality and in turn customer satisfaction has a strong correlation with rail businesses’ revenues. It is important therefore to all of us that we do run punctual trains. The industry’s National Task Force (NTF) brings together TOCs, FOCs, Network Rail, the DfT and the ORR with the purpose of agreeing and then delivering levels of punctuality that meet or exceed customers’ needs. Fleet has a major role in this, at the time of writing, 1 December 2017 it causes as an MAA, 17% of all industry delays. TOCs, FOCs, RoSCos, and their suppliers, large and small, were instrumental in the years of national PPM improvement from 2002 – 2012, but since then punctuality has declined each year. In 2013 the NTF set, and the fleet community accepted, a national passenger fleet performance challenge of 11 500 MTIN for the years 2014 – 2019 and improvement in reliability over the five years of 20%. The reality is that we are likely to deliver 10 200 MTIN and, with shortfalls in planned performance in other parts of the industry, we continue to fail our customers and funders. Changes to the electrification plans for the country and changing rolling stock cascades present a reliability challenge as does the significant introduction of new fleets. This means that the national fleet reliability performance remains a top priority to improve. The 20 Point Plan remains, as originally conceived, a member content driven tool to help businesses deliver improvements in their rolling stock performance through willingly sharing hard- earned knowledge. The continued evolution of the Plan is a visible demonstration of the will that differing businesses have to collaborate in the challenge of providing reliable punctual journeys for customers, be they passengers or those consigning Freight by Rail. Focusing on both reducing incidents further and faster, how to reduce their impact when they do occur, are both necessary to meet our customers’ needs on our increasingly busy railway. The Fleet community, through prediction and prevention, and having good information when something does go wrong has continued opportunities to improve the most basic and consistent need expressed by our customers: ‘run my train on time’. Gary Cooper Director: RDG Planning, Engineering and Operations Issue 13 - December 2017 Page 3 of 200 Fleet Management Good Practice Guide: The Twenty Point Plan Meeting the Challenge The Fleet Reliability Focus Forum (ReFocus) was introduced by Engineering Council in November 2010 and was tasked with identifying best practice and sharing knowledge amongst rail industry partners such as TOCs, OEMs, RoSCos, Network Rail and others. This forum has successfully contributed to the fleet delivery over this time and continues to provide an evolutional good practice guide to support the industry. ReFocus captures this knowledge through peer groups who are experts in the area of discussion, this knowledge is then transferred to the Fleet Management Good Practice Guide. ReFocus has developed new sections of the guide and has revised sections already contained within it. Sharing this knowledge and best practice ultimately allows TOCs and their partners to deliver a reliable and on time service to its customer. However, the railway still faces many challenges. With the increase in demand and society’s expectations continually evolving, more and more customers and businesses are being attracted to use the railway. This creates significant challenges, with historic methods of delivering continuous improvement only able to provide marginal benefits. A more holistic view covering not only the technical aspects but the people and culture aspects will need to be explored and captured in the guide. Integrating new technology, data, people and process all together to allow for more trains to run on an increasingly busy network. ReFocus has made progress in tackling some of these problems by working with industry partners and not just in a fleet centric group. This allows ReFocus to examine generic railway issues from an holistic perspective by working with its operational colleagues and Network Rail as well as other industry partners such as the OEMs and the RoSCos. Collaborative working enables ReFocus to deliver new or revised sections of the Fleet Management Good Practice Guide which reflect today’s thinking. ReFocus also takes a holistic view of society and cultural challenges to drive change, it looks at technology and innovation which allow new processes and practices to be developed and it also looks at the gaps where clear value can be added. This knowledge is used to inform other industry strategy groups such as ‘Fleet Challenge’ and RDG’s ‘Supply Chain Forum’ of gaps and shortfalls which may need addressing now or in the near future. Other industries face similar challenges to the railway with an ever increasing demand from users and the constant need to move forward and deliver a reliable and safe service. By benchmarking with other industries members have opportunities to transfer knowledge gained and incorporate it within their own business. Mark Johnson Fleet Reliability Focus Forum Chairman Engineering Director, Southeastern Railway Issue 13 - December 2017 Page 4 of 200 Fleet Management Good Practice Guide: The Twenty Point Plan Contents Contents .......................................................................................................................... 5 1. Summary ............................................................................................................. 8 2. Common Reliability Data .................................................................................... 10 3 Management for Improvement .......................................................................... 18 4 Seasonal Management ....................................................................................... 26 5. Train Preparation ............................................................................................... 43 6. Delivering the Service ........................................................................................ 48 7 The Depot .......................................................................................................... 54 8 The Vehicles ...................................................................................................... 61 9 On-Depot Fault Finding ...................................................................................... 69 10 The Infrastructure .............................................................................................. 80 11 Managing the Impact of Fleet Incidents on the Railway ....................................... 85 12 The Supply Chain ............................................................................................... 95 13 New Train Procurement ................................................................................... 101 14 No Fault Found Warranty Claims ...................................................................... 118 15 ROSCOs ........................................................................................................... 124 16 Overhaul Management .................................................................................... 136 17 Outsourced Maintenance ................................................................................. 149 18 Business Continuity Management .................................................................... 155 19 Useful Links ..................................................................................................... 161 Appendix A - Evidence Flow Chart ................................................................................ 165 Appendix B - High Performing Depot Specification ........................................................ 166 Issue 13 - December 2017 Page 5 of 200 Fleet Management Good Practice Guide: The Twenty Point Plan Appendix C - Supply Chain Sub-group Issues List ........................................................... 171 Appendix D – Ongoing Industry Supply Chain Workstreams .......................................... 173
Recommended publications
  • Project the Latest Alternative Train Tech
    SEE INSIDE FOR: A national traction climate strategy n Designing a ‘green’ project n The latest alternative train tech: batteries & hydrogen n The case for more wires Decarbonisation Special 76 Decarbonisation SMART TRANSPORT CONFERENCE 2019 Special CONTENTS Full steam ahead BCRRE introduces its 40soon-to-be-launched Centre of Excellence in Decarbonisation. Ready to charge VIVARAIL explains how its 42latest innovations will revolutionise rail traction. Bright spark Why HITACHI thinks that 44battery power is the answer to powering zero emissions trains ‘off the wires’. Industry taskforce How the recommendations of 46the Decarbonisation Taskforce final report are now being implemented. The market leader ALSTOM seeks to expand the 52reach of the world’s only DATE: 17 MARCH 2020 in-service hydrogen-powered trains. PHIL METCALFE. Mean, green machine VENUE: ETC VENUES, How SIEMENS MOBILITY is 54perfectly in step with the UK’s COUNTY HALL, LONDON ambition to phase out diesel trains. Smart money Welcome SYSTRA tells RAIL how cutting Find out about local and national a project’s carbon footprint n June 12 2019, in one of her final to achieve this vision. 56 does not always mean increasing the cost. government transport challenges acts as Prime Minister, Theresa Meanwhile, Network Rail’s Head of ADVANCED • May announced that the UK will Strategic Planning Helen McAllister provides Listen to multi-modal solutions Oend its net contribution to global an update on the Traction Decarbonisation RATE NOW greenhouse gas emissions by 2050. Network Strategy (TDNS), which is being Current beliefs AVAILABLE • By amending the Climate Change Act 2008 developed to inform government decisions on Why electrification remains Network with senior public and to incorporate this target, it made the UK the providing support for further electrification, 58the future of UK railways, first G7 country to legally implement a net alongside the deployment of alternative according to FURRER + FREY.
    [Show full text]
  • Appendix: Statistical Information
    Appendix: Statistical Information Table A.1 Order in which the main works were built. Table A.2 Railway companies and trade unions who were parties to Industrial Court Award No. 728 of 8 July 1922 Table A.3 Railway companies amalgamated to form the four main-line companies in 1923 Table A.4 London Midland and Scottish Railway Company statistics, 1924 Table A.5 London and North-Eastern Railway Company statistics, 1930 Table A.6 Total expenditure by the four main-line companies on locomotive repairs and partial renewals, total mileage and cost per mile, 1928-47 Table A.7 Total expenditure on carriage and wagon repairs and partial renewals by each of the four main-line companies, 1928 and 1947 Table A.8 Locomotive output, 1947 Table A.9 Repair output of subsidiary locomotive works, 1947 Table A. 10 Carriage and wagon output, 1949 Table A.ll Passenger journeys originating, 1948 Table A.12 Freight train traffic originating, 1948 TableA.13 Design offices involved in post-nationalisation BR Standard locomotive design Table A.14 Building of the first BR Standard locomotives, 1954 Table A.15 BR stock levels, 1948-M Table A.16 BREL statistics, 1979 Table A. 17 Total output of BREL workshops, year ending 31 December 1981 Table A. 18 Unit cost of BREL new builds, 1977 and 1981 Table A.19 Maintenance costs per unit, 1981 Table A.20 Staff employed in BR Engineering and in BREL, 1982 Table A.21 BR traffic, 1980 Table A.22 BR financial results, 1980 Table A.23 Changes in method of BR freight movement, 1970-81 Table A.24 Analysis of BR freight carryings,
    [Show full text]
  • Class 455/8 Southern
    Class 455/8 Southern © Copyright Dovetail Games 2015, all rights reserved Release Version 1.0 Train Simulator – Class 455/8 1 BACKGROUND .................................................................................................. 3 1.1 The Multiple Unit........................................................................................... 3 1.2 Design & Specification .................................................................................. 3 2 ROLLING STOCK ............................................................................................... 4 2.1 Unit List........................................................................................................ 4 3 DRIVING THE CLASS 455/8 ............................................................................... 6 3.1 Cab Controls ................................................................................................ 6 3.2 Locomotive Keyboard Controls ...................................................................... 6 3.3 General Keyboard Controls ........................................................................... 7 4 USING CUSTOM NUMBERING ........................................................................... 8 4.1 Assigning Destinations and Numbering .......................................................... 8 4.2 Destination List ............................................................................................. 8 5 SCENARIOS .....................................................................................................
    [Show full text]
  • Pages 1 to 19 Tcc41
    6 0163 TORNADO THE New Steam for the Main Line COMMUNICATION CORD No. 41 Winter 2016 Neil Whitaker Tornado at Paddington Station after returning with 'The Red Rose'. A1 ENGINEERING REPORT by David Elliott Tornado has continued to operate well and the pressure reduced, David Wright The function of the anti-vacuum valve is with few ‘out of course’ repairs. The discovered that the gasket between the to let air into the steam circuit when the most significant incident occurred on 26th anti-vacuum valve (snifting valve) and the locomotive is coasting with the regulator October during preparation for the engine superheater header was blowing. The anti- shut. When coasting, the pistons create and support coach move from the Severn vacuum valve is the object which sticks a vacuum which when the valves open Valley Railway to London. The discovery out of the top of the smokebox behind to exhaust, causes char in the smoke to of a steam leak in the smokebox when the chimney and can be heard operating be drawn back down the blast pipe into the regulator was opened resulted in the each time the regulator is opened when the cylinders. The air let in by the anti- locomotive failing the Fitness to Run (FTR) the steam pressure closes the valve with a vacuum valve reduces this effect. The exam. The following day with the fire out distinct ‘clink’ noise. air has an additional function of cooling ➤ 1 the superheater elements when the there is no steam passing through them. This by Mark Allatt CONTENTS From the chair PAGE 1 reduces the tendency of the elements to A1 Engineering Report be burnt when the regulator is closed after s I finalise this events for supporters.
    [Show full text]
  • East Midlands Franchise: Invitation to Tender
    East Midlands Franchise Invitation to Tender 7 June 2018 1 The Department for Transport has actively considered the needs of blind and partially sighted people in accessing this document. The text will be made available in full on the Department’s website. The text may be freely downloaded and translated by individuals or organisations for conversion into other accessible formats. If you have other needs in this regard please contact the Department. Department for Transport Great Minster House 33 Horseferry Road London SW1P 4DR Telephone 0300 330 3000 Website www.gov.uk/dft General email enquiries: [email protected] © Crown copyright 2018 Copyright in the typographical arrangement rests with the Crown. You may re-use this information (not including logos or third-party material) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit www.nationalarchives.gov.uk/doc/open-government-licence/version/2 or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or e-mail: [email protected]. Where we have identified any third-party copyright information you will need to obtain permission from the copyright holders concerned. 2 Contents Section 1: Introduction ...................................................................................................... 6 1.1 Introduction .............................................................................................................................. 6 1.2 Form of Contract
    [Show full text]
  • & What's in Store at RAIL LIVE 2018
    M A G A Z I N E The latest news & reviews from the industry What’s in Store at RAIL LIVE 2018 Revolutionising Rail: UKRRIN Centres of Excellence What does the EU-Japan Economic Partnership & Agreement Mean for the Rail Industry? Rail Live – Issue Two 2018 Letter from the Editor Dear Readers, timed perfectly for the start of summer in the Northern Hemisphere where it’s held Rail Live 2018 will take place at the Quinton Rail Technology Centre in ANDREW LUSH Director Warwickshire on 20–21 June. [email protected] As always there will be plenty to see and feature What Does the EU-Japan JOSEPHINE CORDERO SAPIÉN do. Vivarail, who are based at the Economic Partnership Agreement Editor-in-chief technology centre and whose aim is to Mean for the Rail Industry? The (revised) [email protected] produce low-cost, low-maintenance WTO Government Procurement rolling stock, will exhibit their D-train, at Agreement that came into force in 2014 NICOLA BROWN Rail Live. Founded in just 2012, Vivarail addresses government procurement for Head of Sales purchased London Underground D78 goods and services based on openness, [email protected] stock in 2014 with the purpose of transparency and non-discrimination. converting it into Class 230s. Last year’s Up until now Japan has managed to AMBER GUy-KEMP Rail Live was the first time such a keep its rail market closed despite the Head of Client Content converted Class 230 carried passengers. GPA. However the new agreement with [email protected] At this year’s Rail Live Vivarail will exhibit the EU will change this, giving rail a battery version of its D-train, which will industry suppliers on both sides greater GUy RAyMENT once again give passenger rides.
    [Show full text]
  • Covid-19 Recovery Renewing the Transport System
    Covid-19 Recovery Renewing the transport system July 2020 Covid-19 Recovery • Renewing the transport system 1 Contents Executive Summary 3 Introduction 5 Impact of the crisis 7 Opportunity for renewal 15 Facilitating the shift to a rapid renewal 34 References 36 Acknowledgements This paper was developed by Campaign for Better Transport and is solely its view. Organisations were engaged directly and through four virtual roundtable discussions in May 2020, with senior representatives of train and bus operators, government representatives, local authorities, passenger bodies, technology companies and other stakeholders. Thanks go to the following organisations that were engaged or participated in discussions to inform the contents of this report, including: Abellio Group, Angel Trains, Arriva Group, Avis Budget Group, Bird, Bombardier, Bus Users UK, BVRLA, Cambridge and Peterborough Combined Authority, Client Earth, Community Rail, Community Transport Association, CoMoUK, Confederation of Passenger Transport, Essex County Council, Eversholt Rail, First Group, Five AI, Go-Ahead Group, Grand Central Railway, GTR, HCT Group, Liverpool City Region, Living Streets, Local Government Association, Network Rail, North East Combined Authority, Rail Delivery Group, Rail Freight Group, Rail Industry Association, RSSB, Ryse Hygrogen, South Yorkshire Passenger Transport Executive, Stagecoach Group, Sustrans, The AA, Trainline, Transdev, Transport & Environment, Transport Focus, Transport for Greater Manchester, Transport for London, Transport for the North, Transport for West Midlands, Uber, Urban Transport Group, ViaVan, Wrightbus, Zeelo. The paper has also been peer reviewed by the Campaign for Better Transport Policy Associates Network. Thank you to Isabel Dedring, Jim Steer, Keith Buchan, Kris Beuret, Leon Daniels, Lilli Matson, Lynda Addison, Matt Lovering, Phil Jones, Prof.
    [Show full text]
  • Eighth Annual Market Monitoring Working Document March 2020
    Eighth Annual Market Monitoring Working Document March 2020 List of contents List of country abbreviations and regulatory bodies .................................................. 6 List of figures ............................................................................................................ 7 1. Introduction .............................................................................................. 9 2. Network characteristics of the railway market ........................................ 11 2.1. Total route length ..................................................................................................... 12 2.2. Electrified route length ............................................................................................. 12 2.3. High-speed route length ........................................................................................... 13 2.4. Main infrastructure manager’s share of route length .............................................. 14 2.5. Network usage intensity ........................................................................................... 15 3. Track access charges paid by railway undertakings for the Minimum Access Package .................................................................................................. 17 4. Railway undertakings and global rail traffic ............................................. 23 4.1. Railway undertakings ................................................................................................ 24 4.2. Total rail traffic .........................................................................................................
    [Show full text]
  • Marketplace Sponsorship Opportunities Information Pack 2017
    MarketPlace Sponsorship Opportunities Information Pack 2017 www.airmic.com/marketplace £ Sponsorship 950 plus VAT Annual Conference Website * 1 complimentary delegate pass for Monday www.airmic.com/marketplace only (worth £695)* A designated web page on the MarketPlace Advanced notification of the exhibition floor plan section of the website which will include your logo, contact details and opportunity to upload 20% discount off delegate places any PDF service information documents Advanced notification to book on-site meeting rooms Airmic Dinner Logo on conference banner Advanced notification to buy tickets for the Annual Dinner, 12th December 2017 Logo in conference brochure Access to pre-dinner hospitality tables Opportunity to receive venue branding opportunities Additional Opportunities * This discount is only valid for someone who have never attended an Airmic Conference Airmic can post updates/events for you on before Linked in/Twitter ERM Forum Opportunity to submit articles on technical subjects in Airmic News (subject to editor’s discretion) Opportunity to purchase a table stand at the ERM Forum Opportunity to promote MP content online via @ Airmic Twitter or the Airmic Linked In Group About Airmic Membership Airmic has a membership of about 1200 from about 480 companies. It represents the Insurance buyers for about 70% of the FTSE 100, as well as a very substantial representation in the mid-250 and other smaller companies. Membership continues to grow, and retention remains at 90%. Airmic members’ controls about £5 billion of annual insurance premium spend. A further £2 billion of premium spend is allocated to captive insurance companies within member organisations. Additionally, members are responsible for the payment of insurance claims from their business finances to the value of at least £2 billion per year.
    [Show full text]
  • Getting on the Right Track
    spotlight LEVERAGED FINANCE GETTING ON THE RIGHT TRACK JOANNA HAWKES OF ANGEL TRAINS EXPLAINS SOME OF THE ISSUES FACING THE ROLLING STOCK LESSOR IN THE FUNDING AND LEASING OF TRAINS TO THE OPERATING COMPANIES. he purpose of this article is to outline the issues facing the rolling stock lessor, both from the perspective of financing the purchase of rolling stock, as well as leasing it to the trains operating companies (Tocs). It focuses mainly on the Tactivities and experiences of Angel Trains (Angel). BACKGROUND. The three rolling stock leasing companies (Roscos) Angel, Porterbrook Leasing and HSBC Rail (formerly Eversholt tandem with extended and renegotiated franchises. As the market Leasing) were originally formed in 1994 out of the privatisation of has developed, lease contracts have become more bespoke and very British Rail. Their business is owning, maintaining and leasing rolling heavily negotiated. stock. At the time of public offer, fears of re-nationalisation under For a number of reasons – partly strategic, partly historic – Angel an incoming Labour government were high. Offers to buy from the Trains finances about 80% of its portfolio in the banking market, finance sector were limited and consequently two of the three were rather than via its parent. Figure 2 illustrates the current simplified the subject of management buy outs. Over subsequent years, industry structure. however, Roscos have migrated towards their natural home for UK leasing companies, and each has become a subsidiary of a big TYPES OF LEASES. There are a number of variations in the types of financial institution: Royal Bank of Scotland (Angel), Abbey National lease structures, but generally capital rentals are fixed.
    [Show full text]
  • 2019-01 20 Point Plan Issue14.Pdf
    Fleet Management Good Practice Guide – 20 Point Plan Issue 14 – January 2019 AMENDMENT RECORD Issue Dated Notes Section 2: MP code removed from Technical incident reasons 14 December 2018 table “701D” 14 December 2018 Inclusion of new Section 10: Managing Ageing Rolling Stock 14 December 2018 Sections new cover inserted 14 December 2018 General document sections restructure 14 December 2018 Gary Cooper’s foreword updated Fleet Management Good Practice Guide: Issue 14 - January 2019 ii Foreword Our customers’ needs have been consistent ever since the birth of the railway, whether they are passengers, or businesses that send freight by rail, and the message is simply: run my train on time. Meeting this need is a priority for all of us in rail, and the desire for on-time service delivery shows in the correlation between punctuality and customer satisfaction and, in turn, the correlation between customer satisfaction and rail businesses’ revenues. It is important therefore, for the industry and the country as well as customers that we run punctual trains. We have been failing to do this for too long. After improving performance every month from 2002 – 2011, we now repeatedly miss the punctuality levels that TOCs and NR Routes agree they will deliver. The reliability of the vehicles we operate is part of that under-delivery and we have to do better. In 2013, the fleet planned a national passenger fleet performance challenge of delivering 11 500 MTIN by March 2019, a 20% improvement in reliability over this five- year control period. The reality is that we are likely to deliver only 9 000 MTIN by then.
    [Show full text]
  • The Treachery of Strategic Decisions
    The treachery of strategic decisions. An Actor-Network Theory perspective on the strategic decisions that produce new trains in the UK. Thesis submitted in accordance with the requirements of the University of Liverpool for the degree of Doctor in Philosophy by Michael John King. May 2021 Abstract The production of new passenger trains can be characterised as a strategic decision, followed by a manufacturing stage. Typically, competing proposals are developed and refined, often over several years, until one emerges as the winner. The winning proposition will be manufactured and delivered into service some years later to carry passengers for 30 years or more. However, there is a problem: evidence shows UK passenger trains getting heavier over time. Heavy trains increase fuel consumption and emissions, increase track damage and maintenance costs, and these impacts could last for the train’s life and beyond. To address global challenges, like climate change, strategic decisions that produce outcomes like this need to be understood and improved. To understand this phenomenon, I apply Actor-Network Theory (ANT) to Strategic Decision-Making. Using ANT, sometimes described as the sociology of translation, I theorise that different propositions of trains are articulated until one, typically, is selected as the winner to be translated and become a realised train. In this translation process I focus upon the development and articulation of propositions up to the point where a winner is selected. I propose that this occurs within a valuable ‘place’ that I describe as a ‘decision-laboratory’ – a site of active development where various actors can interact, experiment, model, measure, and speculate about the desired new trains.
    [Show full text]