PATH Industrial Engineering Study Overview

Tom Rowbottom PATH, Car Equipment Division Superintendent

Harrison, NJ

Gene Sansone CH2M HILL, Senior Consultant

New York, NY

Janice Li, P.E.

CH2M HILL, Principal Project Manager New York, NY

• In December 2011, PATH commissioned CH2M HILL to perform a CED Industrial Engineering Study of their maintenance program

−Assess fixed assets, rolling stock maintenance program and support resources

−Recommend a 15-year maintenance program based on assessment

−Complete study by September 2012

Completed

PROJECT COMPLETED AHEAD OF

SCHEDULE AND UNDER BUDGET

Industrial Engineering Study Status

Key Findings Impacting Maintenance

• Fleet increase

• PA-5 warranty expiration

• PA-5 new design and technology

– Troubleshooting/maintenance approach

– Qualification training

– Overall learning curve

• Organizational structure and approach

• Operating and maintenance requirements

– Comply with FRA rules and regulations

– Meet industry standards (e.g. special projects)

– Work within labor union rules

Fleet Increase

Past Profile Current Profile % Change

Revenue Cars

C CARS 79 120 52%

A CARS 248 230 -7%

TOTAL REVENUE CARS 327 350 7%

Work Cars

PA-4 Tool Car 6 8 33%

PA-4 Work Motors 0 22 n/a

PA-4 Work Motors for WTC 0 20 n/a

Flats 12 28 133%

Ballast Car 3 3 0%

Locomotive 1 1 0%

CED Resp Car 1 2 100%

Geometry Cars 0 2 n/a

TOTAL WORK CARS 23 86 274%

TOTAL FLEET (Revenue + Work Cars) 350 436 25%

PA-5 Warranty Expiration

PA-5 Cars New Design and Technology

Impact to Maintenance Effort

MDBF: higher w/proactive maintenance

Repair time: variable

• Enhanced self-diagnostic capability

• More complex design with software and hardware

− More difficult to repair

− No room for wrong diagnosis or poor quality

• Tighter mechanical tolerances (e.g. wheels)

Impact to Maintenance Workforce

New work skills required

• Troubleshooting: more use of laptops; less use of

mechanical tools

• Minimum basic knowledge: microprocessor controls,

communication data networks, electronics & modular

design

Additional qualification training

• Transition to master PA-5 new technology

• Retain PA-4 electro-mechanical skills

Transition from Electro-

Mechanical to Solid

State Equipment

• AC propulsion

• Electronic brake

• Microprocessor controlled door

operators and HVAC

• Real-time on-board diagnostic

equipment

• On-Board Signal (ATC)

equipment

Additional equipment /

amenities

• Air compressors, converters,

doors

• Electronic signs

• Security/ safety/ emergency

response features

Rolling Stock Maintenance – Assessment

• Facility assets and their affects on car maintenance

• Manufacturer’s requirements during warranty

• Flow of cars and materials through the facility

• Materials – Inventory, storage, parts cleaning capabilities, delivery to the line

• Tools and Test Equipment – capabilities and calibration

• Labor and Staffing – requirements and training

• PATH’s post warranty modification capabilities

• Assessment of maintenance (corrective maintenance and preventive maintenance) were focused on:

− Overall condition of the cars

− Maintenance process and practices

− Specialty work (i.e. outfitting emergency response cars)

PATH demonstrates an awareness and capability for

maintaining the PA-4 fleet. No significant issues were

noted.

Rolling Stock Maintenance – PA-4 Assessment

• FRA Required – 92 Day Inspections

• PATH is in compliance with FRA requirements

• Issues noted:

−Occasional material shortages

−Emergency window retaining rubber inspection

Solutions under review by PATH Technical Service (TS) and Kawasaki Rail Car (KRC)

Supplied information to request FRA waiver

Rolling Stock Maintenance – PA-5 Assessment

• Doors

− Highest failure system having the greatest negative impact on MDBF

− Modifications to correct the problem are underway

− Due to critical nature of the problem, provided recommendations to PATH TS above and beyond what KRC was recommending

• Wheels

− Pitting and scaling of the wheel surfaces

− Results of a carbuilder investigation independent of this study were pending

• Cleaning of current collector, coupler electrical heads, and trucks due to grease accumulation

Rolling Stock Maintenance – PA-5 Assessment

Top Three PA-5 Corrective Maintenance (CM) Concerns:

Maintenance Strategy Options

• Scheduled Maintenance

− Perform scheduled car inspections in conjunction with a component overhaul program at periodic cycles

− Also called SMS (NYCT), SMP (BART), RCM (LIRR/MNR), etc.

• General Overhaul (GOH)

− Perform scheduled car inspections in conjunction with a comprehensive overhaul at the midpoint of a car’s life

− Also called mid-life overhaul

• Deferred Maintenance (D/M)

− Perform scheduled car inspections in conjunction with reactive campaigns

− Also called ‘run-to-failure’

Maintenance Strategy Options

Rolling Stock Maintenance Options – Deferred Maintenance

• Perform the mandated inspections and run to failure/deferred maintenance:

− Conduct all FRA mandated inspections and react to failures

− Repair only what is necessary to operate safe car

Pros:

− Initial budgetary savings in material and labor when the car is new

− These are usually offset by exponentially increased costs as the car’s age

Cons:

− Increased costs due to car downtime for unanticipated failures

− Multiple failures likely on many cars simultaneously

− Increased car downtime due to material lead times

− Sympathetic damage to other equipment resulting in increases in material and labor costs

− Unplanned overtime expenses

Rolling Stock Maintenance Options – Reliability Center Maintenance (RCM)

• Pros:

− Focus economic resources on equipment that will cause the greatest interruption to the operation should it fail

− Predict material and manpower resources

− Identify Preventable failures

• Cons:

− Significant upfront costs for evaluating each car component and staff training

− Savings will not immediately be seen by Senior level management. In fact costs will increase short term until the evaluation and training stated above have been completed

− Require an ongoing commitment by all

• Developed specifically for the PA-5 fleet

• The SRS plan recognizes the benefits and shortcomings of the traditional RCM plan and tailors it to this specific fleet

• Allow PATH to identify and justify the need(s) and obtain the funding for material and staff to perform the work

• Reduce unscheduled downtime = higher MDBF

• Result in reduced costs and overall improvements

• Allow quick adjustment to car performance trend

Rolling Stock Maintenance Options – System Replacement Schedule (SRS)

Rolling Stock Maintenance Options – System Replacement Schedule (SRS)

• Potential Benefits:

– Reduce overall costs (but a higher initial cost to implement)

– Funding for programs dispersed over multiple FY budgets

– Minimize impact to car availability

– Reduce overall material and labor costs over the life of the car

– Maintain control and allow for adjustments for changes in the operation

High failure equipment

Obsolescence

State and Federal Mandates (funded and unfunded)

– High potential to eliminate an expensive “Mid-Life Overhaul” if the plan is committed to long-term

– Assure the car will achieve its intended life and likely beyond

– Material procurements benefit from “economies of scale” and “kitting”

SRS Program Workflow

Organizational Planning - Assessment

• The PATH CED organization is similar to other agencies’ car equipment divisions

• CED Management Structure: Hierarchical

• CED Line Structure and Staffing

− Mature (with apprentices) and staffed with most of the skill sets necessary to execute the car maintenance program

− Inspection/ Running Repair is understaffed

− Car Cleaning is understaffed

− PA-5 Car Repair is mostly performed by Kawasaki under warranty

− Overhaul is limited to three year air brake cycle

− Training is currently a line function and understaffed

Organizational Planning - Assessment

• CED Support Structure and Staffing

− Consist of Technical Services, Information Systems and Stores

− Technical Services/ Engineering is understaffed

Quality Assurance/Quality Control is limited

Warranty Control Tracking, Documentation and Analysis is limited by absence of VMMS

− VMMS delivery under contract

− Stores (Warehouse/Materials) meet current demands

Organizational Planning - Recommendations

• Inspection: Hire new apprentices to counter projected inspector attrition and turnover

• Training:

– Hire or contract for two trainers to accelerate delivery of technical training

• Technical Services/ Engineering:

– Hire two engineers/technicians with CAD skills and to handle workload increase

• Maintenance Planning: Hire a maintenance analyst/planner to develop schedules

• QA/QC:

– Implement/transition to a more active and formal QA/QC program

– Develop workmanship and testing standards for maintenance work performed

• Current job classification

– Job requirements did not change with regards to FRA mandated inspection and maintenance

– Revealed a knowledge gap created by the new microprocessor technologies introduced on the new PA 5 rail cars

• Marginally outdated job descriptions

• Training program status

– PA 5 training provided by CED in progress and expected to take a year to complete

– FRA QMP Training is being completed on schedule

– Additional training needs have been identified in multiple areas of CED

– Apprentice Training/ Utilization is a well established program administered by CED

Work Force Skill Set & Training – Assessment

Workforce Skill Set & Training – Recommendations

• Incorporate suggested changes in knowledge, skills and abilities into current job descriptions

• Evaluate reducing the number of labor job titles to increase productivity by broad banding job titles

• Consider additional job descriptions for the Technical Services section

• Hire or contract for two instructors to reduce training backlog

• Evaluate the additional training needs identified to be included into the CED training program

Fixed Assets – Assessment

• Harrison Car Maintenance Facility (HCMF) and Waldo Yard Running Repair Facility (RRF)

– Well maintained

– Some systems reaching end of life

– Require continued maintenance

– Plant equipment and shops need to modernized to fit new technology

– Space impacts due to SRS maintenance if adapted

Fixed Assets – Recommendations

• HCMF Work Environment

– Inspection and PM Bays

Ventilate & seal floor drain sump pit

Relocate piping to allow battery compartment and emergency door key access

Eliminate oil sumps and replace with rolling drain pans

– Heavy Repair: Improve lighting

Fixed Assets – Recommendations

• HCMF Work Space Efficiency

– Review the layout of the Sheet Metal, Compressor and Air Conditioning Shops to provide better efficiency

– Analyze and design a new layout of the Air Brake Shop

Fixed Assets – Recommendations

• HCMF Maintenance Equipment

– Replace or upgrade present wheel press machine to accommodate PA-5 axles (completed)

– Upgrade the Atlas lathe machine to accommodate PA-5

– Redesign of the Parts Cleaning Area for new truck & equipment washer

Fixed Assets – Recommendations

• HCMF Equipment

– Improve current Lifting and Hoisting Shop capacity by implementing the following:

Replace lifts near truck shop (tracks 15 & 16) with lifts and integrated body stands

Align shop track with track 15

Upgrade 35 ton capacity bridge crane

Fixed Assets – Recommendations

• HCMF Parts Storage

– Install a Vertical Lift Module (VLM), to increase limited parts storage

– Improve storage capacity of Parts Storage with yard space, VLM, corrosion inhibitors

SRS – 15 Years Maintenance Program Plan

SRS - Cost Benefit Analysis

SRS - Implementation

• Analyze subsystem and component failure

performance data

• Refine SRS program scope

• Develop supporting documents (work flow, work

procedures, material list, staffing & skillset

requirements, QA/AC procedures, budget, etc.)

SRS CURRENTLY IS THE EARLY IMPLEMENTATION PHASE AT PATH

Question & Answer

Thank You