© 2005 tibco software inc. all rights reserved. confidential and proprietary. user case study –...
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© 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
User Case Study – CEP inDynamic Resource Management
Alan Lundberg
TIBCO Software Inc.
2© 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
Yards & Ramps
Key Constraints
Trains (over 3,000 active per day)
Crews (6,000 to 8,000 per day on trains)
Cars (over 107,000)
Tracks (32,000 miles)
3© 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
Dynamic Resource Management Concept
Each train demands the 5 critical resources over time
For a train plan to be effective, all trains must have all resources allocated
As the train schedule moves, the resource demand moves
Time Train Schedule
Network Capacity Allocation
Car Assignment
Terminal Resource Allocation
Locomotive Assignment
Crew Assignment
Train Demand Dimension
Resource Supply Dimension
4© 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
Sample Train Resource Allocation
02/0904:00
02/0908:00
02/0912:00
02/0916:00
02/0920:00
02/1000:00
02/1004:00
02/1008:00
Time
CarSchedules
TrainSchedule
CrewAssignments
LocomotiveAssignments
TerminalCapacity
NetworkCapacity
El Paso Lordsburg Tucson Yuma West Colton
CT SASD SA SD SA
CT EC
SD SA
EC
SD SART70 TU24RE70 TU12
RT72 TU05RE72 TU01
RT45 TU06EX32 TU01
RT50 TU12RE50 TU30
UP 003782UP 004417UP 004885UP 004655
MEWWCX 07
TP861FI
SP149 SP317 SP563 SP760
Seg 381 Seg 312 Seg 314Seg316
Seg320
Seg 323
WCTN Block (62L, 13E) ARMN912057; TBOX660293; . . .
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Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Hurricanes
Floods
Blizzards
PRB Issues
Network Operations
Velocity - MPH
Good
Storm Damage
Bridge Fire
2005 2006
6© 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
Business Pain
Less than half of all network schedules achieved
Track velocity = 17 mph. Every increase in 1 mph =
Hired many crew members last year to improve schedules – huge cost (fixed) and now customers over-schedule and use crews unwisely
Workforce issues and logistics
Appear at capacity but a system of over-schedule
Backup ramification to car management – terminal congestion – fuel consumption – dwell location – intermodal SLAs etc.
7© 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
Concept Modeling for Dynamic Resource Management
8© 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
Case Study
Monitoring and Optimizing: Trains, Track Segments, Crews, Terminal Locations, etc
9© 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
Dynamic Resource Management Case Study
All parts of a complicated process are monitored from end-to-end
There is a lack of :
• Visibility into the overall process
• Notification if something is down
• Correlating activities from various unrelated applications
Increased need for:
• Tracking history
• Compliance and governance
• Correlation of unrelated events
• Root cause analysis
There’s always a plan…. but things never go according to plan