twinning project, activity 4 maintenance assessment tools and techniques used by prorail to manage...
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Twinning project, activity 4Maintenance assessment
Tools and techniques used by ProRail to manage costs and performance
By Jan Swier and Ted Slump, ProRail, The Netherlands
Tel. +31 30 235 5315. e-mail: [email protected]
© ProRail. All rights reserved File: g:\Js05\0406.Slovenia.outsourcing
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Outsourcing strategies in Europe
Conclusions:1. Within Europe there
are big differences in the degree of outsourcing.
2. Only in Holland all the execution of work is outsourced.
3. Outsourcing of maintenance is unusual.
4. Broadly speaking the cost effects of outsourcing are indistinct.
De
sig
n &
E
ng
ine
eri
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Ne
w/R
en
ew
al:
s
ub
str
uc
ture
Ne
w/R
en
ew
al:
s
up
ers
tru
ctu
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Ma
inte
na
nc
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Ge
ne
ral
ap
pro
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h
ou
tso
urc
ing
Holland
Finland )* )* 100% inhouse
Ireland
Spain
England Unstable, big changes
Germany
Sweden )** )** 100% inhouse
Italy
Norway
Switserland
Austria
Denmark
Belgium
France
VS; Amtrak
Degree of outsourcing AppraochMost work inhouse Conservative
Partly outsourced Outsource initiatives
Most outsourced Innovative,broad adopted
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Result: a PRODUCTLong Term reaction time
Trigger: degradation
Renewal
Result: a PRODUCTMiddle Long Term reaction timeTrigger: quality improvements
Large-scalemaintenance
LC Costs RAMS quality Functionality
© ProRail. All rights reserved
Interaction
Result: a SERVICEShort Term reaction time
Trigger: RAMS & functionality
Small-scalemaintenance
Interaction
Context assessment
RAMS = Reliability, Availability, Maintainability, SafetyLC= Life Cycle
Outsourcing of Maintenance & Renewal
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STATIONS1x Management agreementwith NS Stations
TELEMATICA1x Framework contract16x Sub-process contracts1x Consortium of contractors
RAILINFRA39x Process contracts3x Process contractorsMany project contracts andcontractors
Small-scale maintenance is outsourced with three types of contracts
Stations
Track
Level Crossings
Bridges
Energy supply
Signalling
Posts (Traffic Control)
Telecom
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Contract boundaries between Signaling, Telecom and Posts
Failsafe technique
Operations
EBP
Sub PostSub Post
EBPContract boudary
Glass fiberCopper cable TEL.
Main Post
Copper cable signaling
EBP
EBS-gate
None Failsafe technique
Relais Case VPI
VPI
Process Contract A
B-relay
Relais Case
Process Contract B Process Contract C
EBSSub Post
Relais Case
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Specify
Measure
Audit
Evaluate &Improve
Planning of workPreparation of workExecution of workInspections
Evaluate &Improve
Report
Outsourcing; allocation of tasks
Check
Proces OutputInput
Measure
Check
ProRail
Contractor
Legenda:
Outsource
© ProRail. All rights reserved
7
Typical OPC-contract*Integral maintenance contract for all technologies: electrical & civil engineering*Service contract; not calculated on results but on efforts*Separate accreditation scheme for maintenance and fault repair*Model OPC is standard; uniformity, unambiguity*Contracting guide with process worked out*Skeleton contract with a duration of 5 years, with annual meetings about changes*Prescribed inspections linked to specifications*Generic risk analysis of the process*Open budget as support for the offer*Specifications at four cohesive levels *Risk inventorisation of safety
Explanatory descriptions(Descriptions of what to do/in which order/by whom/in which context
Contract guidelineThe steps to be followed in sequence to arrive at a contract
AVPIAPPENDIX 4
Genericstandards/specifications
APPENDIX 5
Genericrelevant
informationbackground
APPENDIX 2ProRail B&I
Definition (What demand)
Risks + risk sharing
APPENDIX 3Contractor
Quality plan (How delivered)
Price + Description
Annual agreements
APPENDIX 1
Exceptions
supplementsand
to the genericConditions andspecifications
changes
Model contract
Model agreement
(General Conditions for Processcontract Upkeep)
© ProRail. All rights reserved
OPC = Output Process Contract
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FO
CU
S
Customer TO
Cs
Punctuality & CapacityTop requirement for public rail transport
RAMS(HE) SpecificationsRIB business targets per (contract) areaBoard
Integrated Quality IndicatorsTime-related quality figures for infrastructure systems
Managers
Performance is specified and managed at four (related) levels
Rai
lin
fra
mn
gt.
Objects
Systems
Area
Activities Inspection & maintenance actionsContractor
Maintenance Specifications(Minimum) technical wear and objects’ wear limits
Technicians
© ProRail. All rights reserved
RAMSHE = Reliability,Availability,Maintainability,Safety,Health,Environment
TOC = train Operationg Company
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Measuring and reporting on Quality is outsourced. It is a highly skilled business.
Standardquality
measurements(according to
contract)
Non-standardquality
measurements/inspections
ProRail
Non-standardquality
measurements/inspections
Contractor
OUTSOURCED: measures and reports on quality
Defects
© Railinfrabeheer
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Four types of quality measurements/inspections
Types of inspection:Characterisation: Ordering method:
Operationalinspection
Qualityinspection
Technicalinspection
Inspection
• Visual inspection (compulsory by law)• Guaranteeing safe operation• Report limited to nonconformities• More frequent than operational inspection •Visual inspection• Guaranteeing operation• Report limited to nonconformities• Systematic, at least 1x per year
• Often involving specialist equipment• Quality assessment• Uniform inspection report• Performed systematically
• In-depth inspection with specific objective• Performed occasionally• Unique inspection report• Specialist
• 100% process contract
•100% process contract
•partly process contract•partly project order
•100% project order
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1. Failure and punctuality recording2. Measuring trains (track, US, catenary, ATC,..)3. Inspections:
* “schouw” (frequent inspection of lines on foot )
* functionality* quality* technical
4. Telemonitoring systems5. Audits
Overview of Quality measurements
Quality measurements are a part of the Maintenance
Specifications in the Process Contract
ATC – Automatic Train Control
US = Untra Sonic
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Output management tools (to manage costs and performance)
1. Specifying and measuring performance at levels
2. Calculating and accounting costs at levels
3. Maintenance management techniques & tools(e.g. RCM, FMECA, Risk Analysis, Maintenance Concepts, etc.)
4. Process Control / Quality Management
5. Benchmarking; internal and external
6. Modelling:* Costs and Performance* Conditions and Costs * Utilisation and Functionality
© ProRail. All rights reserved
RCM = Reliability Centrend Maintenance
FMECA = Failure Mode Effect and Criticality Analysis
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The contract and contracting process were quite satisfactory, but …………..:–A market with nearly no competition,–no clear insight into costs and the relationship with the performance delivered,–insufficient specifications and instruments to work with RAMS,–insufficient collaboration, –sub-optimisation; contractor too focussed on own operating results, and ProRail specified the results insufficiently.
Evaluation of outsourcing small scale maintenance in 2001
© ProRail. All rights reserved
In 2001 the OPC+ project has started
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OPC+: changing the relation with small scale maintenance contractors
* Need of short term improvement.
* Introduce professional asset management skills and instruments.
* Share information and knowledge with Process contractors.
* Shared targets for 2006.
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Results OPC+
Data systems linked to automatic data synchronisation for failures
First transition step organisations Management Control and Reporting System installed and
KPI dashboard Failure reduction –20% compared to 2002 EUR 40 million (20%) efficiency improvement New maintenance guidelines with classes Experiment with new schedule for train free periods for
maintenance Joint vision of relationship in 2007and sustainable results
KPI = Key Performance Indicator
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Lessons learned
1. Outsourcing of maintenance projects (like renewals and large scale maintenance) has big advantages and is not very risky.
2. Outsourcing of small scale maintenance is difficult because: – There is no real competition. – The result is a service (RAMS) and not a product.– Integral skills of the contractors are needed (civil, signaling, high voltage) – New instruments and management skills are needed. – An unusual attitude of the contractor; dedicated to maximize quality/cost ratio
3. You have to know your business and be in control of it:– Only if you can specify and measure it, you can manage it.– Skilled people and dedicated instruments are needed to manage costs and performance.– Know your infrastructure, costs realised and minimum quality accepted. – Reorganise your processes, instruments and skills to control improve results.
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Advice1. Do not outsource maintenance if you don’t know how to
stay in control of costs and performance.
2. Outsource step by step: plan, separate, split-off and outsource.
3. Outsourcing should not be a goal but a way to improve.
4. Outsourcing needs a cultural change and takes time.
*The market will not give you anything for free.
*Outsourcing is not a solution for your financial or managerial problems.
*Tasks are outsourced, but the end-responsibility for the overall result not.
© ProRail. All rights reserved
Statements
Maintenance management; how to manage the relation cost-performamce
Introduction and developments
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RailinfrastructurRail infrastructure
..
The relation between Costs and Performance has to be managed in levels
Organization
Costs Performance (RAMS)
Network
Lines
Systems
Objects
Components
Mechanics
Director
Managers
Technicians
Network
Lines
Systems
Objects
Activities
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To manage performance (RAMS) dedicated instruments and quality assurance are needed.
RAMS specs
Safety case
Risk AnalysisMaintenance Concept
Work plan
RAMS specs ina contract
Consequence:full process control & dedicated instruments
SeeEN 50126RAMS
specs
MaintenanceEngineering
Reliability-centred
Maintenance
RAMS specs
© ProRail. All rights reserved
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EN 50126 give ProRail a frame work to organize processes and process control
Application EN 50126:*how to control Processes to optimise RAMS and Costs
*based on Specification and Demonstration of RAMS-requirement / risks
….for the whole life cycle
….for all railway systems
….for all parties in the business
….for new and existing systems
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Maintenance Concept is the tool to relate costs and performance
PartFailure form
Object Failure ModesFailure cause
Condition of the fault
Chances & EffectsFailure duration
Life Time
Effect on: RAMS Costs
M&R strat.
Activity Costs/ activity
Sequel action failure
Costs/ action
M&R activities SpecsMinimum technicalspecs
SAO
TAO
GAO
SAO = Failure dependent maintenanceTAO = Condition dependent maintenanceGAO = use dependent maintenance
Maintenance, Renewal, Inspections
Risk Analysis Maintenance Concept
From failure registration
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Infrastructure
Utilisation
Money
Environment
Infrastructure according to specifications
Knowledge
Maintenance Mgmt. tools are introduced to manage the relation between RAMS-Risks and Costs
Safety
Maintenance & Renewal
Availability Reliability
Costs
Risk Analysis
Maintenance Concepts
The “maintenance & renewal” black box
Circumstances
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Risk Analysis &Maintenance Concepts
Data & knowledge will be (re)organised
“Object tree”FMECA library
Modeling installations (Optimizer+)
ComparingConcepts
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Life Cycle Management (= LCM)
Implemented process and skills
Example: LCC analysis of a switch 1:9 and LCM optimized renewal plan track & switches
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Avoid decisions based on short-term thinking and/or “emotions”.
LCC helps to make consequences visible on long term.
Improved reasoning behind and determination of decision.
Availability of the infrastructure and expenditure are set off against one another.
Why Life Cycle Cost Management?
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0
5
10
15
20
251 4 7 10 13 16 19 22 25 28 31 34 37 40
Realized life
Co
st
ind
ex
Yearly maintenance costsAverage yearly depreciation costs renew alLCC; maintenance + renew al
Lowest LCC
Economical LifeTechnische life
Loss of Function ControledLoss of quality
(Growing) loss of Quality
Principals of Life Cycle Cost Management
LCC = Life Cycle Costs
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High Life Cycle Cost reduction potential in an early phase of a project
Strategy Design
Building proces
% C
os
t re
du
cti
on
po
ten
tia
l
Build
In o
pe
rati
on
Maintain & Renew
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(Life Cycle) Cost reduction potentials in the Value Chain
Strategy Design Build
“Value Chain”
“Efficiency Chain” and examples of cost reduction solutions
Maintain & Renew
Functional specifications instead of technical solutions.
Operationaldemands
Layout,Complexity
Infra solutions.
Switch density.
Quality.
Specifications.
Norms.
Technical solutions.
Systems,Parts
Processes,Organisation
Mechanisation.
Planning.
Tendering.
Market developments.
Productivity
Train Free Periods.
Site management.
Efficiency & Effecitivity
Optimize M-cost and R-costs
Maximize life time
Continuous improvement
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LCC Management has introduced in 2000
LCC calculation programme
LCC training with course material
Infranet
Helpdesk
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LCM-step-by-step method ProRail M&R
1. Define project2. Generate variants3. Determine preference variant4. Report findings
M&R = Maintenance & Renewal
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Results following introduction of LCC Management
LCM knowledge database with >150 LCC considerations
M&R: for production planning process & investments
New lines: for availability request
Increased interest for financial aspects
Improved recording of decisions
LCC as basis for (new) M&R policy
LCC = Life Cycle Costs
M&R = Maintenance & Renewal
Dashbord / kpi’s
Kpi = key performance indiactor
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Dashboard Board of Directors
D A S H B O A R D B O A R D O F D I R E C T O R S
K P I / N P I D e s c r i p t i o n
1 A v a i l a b i l i t y1 . 1 U n p l a n n e d N o n - a v a i l a b i l i t y ( T A I ( # ) * F R T ( h o u r ) ) I M / I P / I C T
1 . 1 . 1 A v a i l a b i l i t y d u e t o u n p l a n n e d t r a c k w o r k s ( T A I ' s ) I M / I P / I C T
1 . 1 . 2 A v e r a g e f u n c t i o n r e c o v e r y t i m e o f a T A I ( F R T ) I M
1 . 2 P l a n n e d N o n - a v a i l a b i l i t y ( T F P ( # ) ) * I M / I P
1 . 3 T A I ( # ) * F R T ( h o u r ) * T r a c k s e c t i o n v a l u e ( i n d e v e l o p m e n t s t a g e ) * * I M / I P / I C T
2 T r a n s f e r2 . 1 S o c i a l s e c u r i t y r a t i n g ( d u r i n g d a y h o u r s ) I M
2 . 2 S o c i a l s e c u r i t y r a t i n g ( d u r i n g n i g h t h o u r s ) I M
2 . 3 A p p r e c i a t i o n o f c l e a n n e s s I M
3 A d j u s t m e n t s o f t r a i n p a t h s d u e t o t r a c k w o r k3 . 1 I n f o r m a t i o n s u p p l y a c c o r d i n g t o a g r e e m e n t s V L
3 . 2 A d j u s t m e n t s t o s t e e r i n g a c c o r d i n g t o a g r e e m e n t s V L
3 . 3 A m o u n t o f i r r e g u l a r i t i e s c o n c e r n i n g t r a i n p a t h a l l o c a t i o n V L
4 U s a g e4 . 1 S u c c e s s f u l a p p e a l s t o N a t i o n a l C o m p e t i t i o n A u t h o r i t y C M
5 S a f e t y5 . 1 S a f e t y i n d e x I M / I P
6 F i n a n c i a l i t e m s6 . 1 O v e r h e a d P & C
6 . 2 C o s t s p e r t r a i n p e r k m ( T K M ) P & C
7 H u m a n r e s o u r c e s7 . 1 A b s e n c e t h r o u g h i l l n e s s H R M
7 . 2 R O A m e e t i n g s ( p l a n n i n g a n d a s s e s s m e n t ) H R M
7 . 3 E m p l o y e e s a t i s f a c t i o n H R M
8 I n n o v a t i o n ( i n d e v e l o p m e n t s t a g e )
TAI Train Affecting Irregularity > 3 min.FRT Function Recovery TimeTFP Train Free PeriodKPI Key Performance IndicatorsBoD Board of Directors
BoC Board of CommissionersMoT Ministry of Transport, Public Works and Water ManagementIM Infra ManagementIP Infra Projecten
TC Ttraffic ControlCM Capacity ManagementICT Information ManagementP&C Planning and Control
HRM Human Resource ManagementROA Result Oriented Assessment of employees
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Dashbord M&R Director
Activities
Upkeep specifications
SKI
KPI (RAMS)
* Utilisation of maintenance schedule and Train Free Periods
RAMS KPIs:
•Number of TAOs •* Duration of TAOs * Type of TAO: four origin codes and endogenous/exogenous
RAMS KPIs:
* Track geometry figure * Track geometry incidents * Visual quality of switches * Guide geometry of switches
TRACK:
POWER SUPPLY:* Contact wire thickness * Incidents because of geometry
* Visual quality of crossingsLEVEL CROSSINGS:
SAFETY: * ATC incidents
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Main developments within ProRail M&R
1. Growing income from user charge (15-20%)2. Performance contracts with train operators and government3. Transformation from a task- into a process-orientated organisation4. Introduction of RAMS/Maintenance management techniques5. Introduction of dashboard with key performance indicators6. RAMS specifications in Maintenance, Design and Build contracts7. Improved cost and quality management and their interrelationships8. Alliance contract for relationship with maintenance contractors9. Combined database with maintenance contractors10. Introduction of Decision Support Systems to improve foundations and prioritising of projects in production
plan11. Long term renewal plans (25 years)12. ProRail database with cost norms, cost calculations and LCC cases13. Innovation in: contracts, quality measurement, telemonitoring, management information systems and
modelling & forecasting
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Our ambition: the best rail inframanager
of Europa
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Thank you for your attention
Any questions?