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AlpInnoCT Recommendations for an ideal

CT-Model concept

Output O.T3.1 including DT3.1.1

Presentation on the needs of the players along the transport

chain November 2018

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Executive Summary

Towards an ideal CT-Model concept

Deliverable D.T2.1 comprehends a most detailed description of the combined transport chain in general and of single steps of the chain. This output report O.T3.1 refers to the mentioned document for general definitions and limits the explanations to additional process step descriptions.

The report is focused on the visualization of the stakeholders’ needs for an optimized intermodal transport chain and brings together production know-how and an intermodal process analysis. Whilst the collection of industry driven wishes is dedicated to identifying priority starting points for optimization, the report of assessed production know-how displays opportunities for implementing actions to improve the prioritized bottlenecks within the project.

The major need of the consulted stakeholders is to improve the planning and punctuality of the CT. Summarising, all other needs mentioned contribute somehow or other to this objective. Included is a variety of needs heading to improve the legal framework of combined transport in Europe, a focus out of bounds for the AlpInnoCT project but nonetheless relevant to document the relevant requirements towards an ideal CT transport chain. Needs of the categories organisation, communication or technology cover a broad scope from detailed processes to the entire chain improvement, e.g. from faster wagon inspection to an optimized communication along the transport chain.

The analysis of production know-how and production principles produced a compilation of both basic principles to follow when designing efficient processes and specific options to implement production know-how in CT transport chain processes. All the described measures and technologies have in common a strong focus on collaboration of the stakeholders or process owners.

Production processes in the industry are not efficient just because innovative technologies are used. The main point is the clear focus on simple principles in order to create a customer oriented, transparent, stable, holistically planned and standardized process by continuous improvements. Just when these factors are

given from the process itself, it is possible to modify and optimize the process even more by implementing supporting technologies.

The crucial statement is therefore to adapt the relevant processes and force a mind change. The described technologies may serve as tools for the implementation of these processes and make them even more productive. Most of the outputs focus on utilities to speed up processes (automated data exchange) and/or simplify procedures (using AR / VR for checks, track and trace) by using approved technologies.

The ideal CT-Model concept, worked out by the project partners, will comprehend those results to demonstrate reasonably practicable approaches to improve the existing intermodal transport chain. This report offers crucial background information for the next work package within the AlpInnoCT project which is dedicated to designing, implementing and evaluating concrete actions to improve processes of the transport chain and hence the intermodal transport chain in its entirety.

Contents

1 Introduction .......................................................................................................................... 10

2 Collection of market needs – stakeholders’ wish list ........................................................ 11

2.1 Summarizing needs of the intermodal transport chain players.................. 11

2.1.1 Wish list categories ...................................................................................... 12

2.1.2 Level of Detail .............................................................................................. 13

2.1.3 KPI Groups .................................................................................................... 14

2.1.4 Involvement of the actors ......................................................................... 17

2.2 Consolidation and filtration of needs ............................................................. 18

2.3 Prioritization of needs ........................................................................................ 22

3 Production know-how ......................................................................................................... 27

3.1 Definition ............................................................................................................. 27

3.1 Industry Example ................................................................................................ 28

3.3 Requirements and Success Factors ................................................................ 30

4 Production improvement options for the combined transport ........................................ 32

4.1 Following the simple principles for successful production........................... 32

4.2 Improving the wagon inspection by different technologies used in the production environment ............................................................................................ 32

4.2.1 Augmented Reality .................................................................................... 33

4.2.2 Laser Scanner .............................................................................................. 34

4.2.3 Predictive Maintenance with Sensor Systems ........................................ 35

4.3 Introduction of electronic freight documents - ICT (paperless documentation, digitalization of the CT-Chain) .................................................... 36

4.3.1 Computer Integrated Manufacturing (CIM) .......................................... 37

4.3.2 Smart Factory............................................................................................... 38

4.4 Improvement of the estimated time of arrival (ETA) .................................... 39

4.5 Implementing Slot Management by considering JIT/JIS ............................. 41

4.5.1 Just in Time (JIT) ........................................................................................... 42

4.5.2 Just in Sequence (JIS) ................................................................................. 42

4.5.3 JIT/JIS in Automotive Industry .................................................................... 42

4.6 Summary for the production know-how ........................................................ 43

5 Ideal CT Model concept ..................................................................................................... 45

5.1 Basic rules to implement production know-how into CT ............................. 45

5.2 Comparison of production know-how with the identified stakeholder’s wishes ............................................................................................................................ 46

5.3 Description of identified optimization option for the CT transport chain – the example Trieste-Bettembourg - .......................................................................... 53

6 References ............................................................................................................................... 58

6 Annex ................................................................................................................................... 62

Prepared by: SGKV / Fraunhofer IML

Principal authors: Clemens Bochynek, Lukas Nikelowski, Achim Klukas, Matthias Plehm

Contributing authors: Robert Burg, Karsten Kessel, Christoph Runge

Review Partner Date SSP, bmvit 22/11/2018

Approval for delivery AlpInnoCT Coordinator Date

Robert Burg SSP Consult for StMB (LP) 10/12/2018

Document Title: Recommendations for an ideal CT-model concept

Document History Version Comments Date Done by

Final Draft 30/11/2018 SGKV / Fraunhofer IML

Version 01 12/11/2018 SGKV / Fraunhofer IML

Number of pages: 62

Number of annexes: 1

List of tables

Table 1: Workshops and Meetings ................................................................................... 17

Table 2: List of the selected 16 needs .............................................................................. 25

Table 3: Top ranked needs for the category political framework .............................. 26

Table 4: Improving the wagon inspection ...................................................................... 48

Table 5: Introduction of electronic freight documents - ICT ........................................ 50

Table 6: Improvement of the estimated time of arrival (ETA) ...................................... 51

Table 7: Implementing the Slot Management ............................................................... 52

Table 8: Production know-how and optimization potentials driven from D.T2.5.1 ... 54

List of figures

Figure 1: Survey framework (SGKV) .................................................................................. 11

Figure 2: Process levels within the intermodal transport chain .................................... 14

Figure 3: KPI-Groups with subcategories ......................................................................... 15

Figure 4: Workshop in Nuremberg .................................................................................... 18

Figure 5: Main process steps of AICT ............................................................................... 19

Figure 6: Categorization of wishes based on the level of detail and KPIs groups of Section 2.1.2 and Section 2.1.3 (SGKV) ........................................................................... 20

Figure 7: Example of the evaluation of wishes ............................................................... 21

Figure 8: Extract of the short guideline how to weight the KPI’s and benchmark the needs .................................................................................................................................... 22

Figure 9: Prioritization of the needs .................................................................................. 24

Figure 10: basics and principles of the APS (Audi AG 2009) ........................................ 29

Figure 11: Requirements of an efficient production (Illustration based on Audi AG (2009); Künzel, H. (2016); Visser & van Goor (2011) ....................................................... 31

Figure 12: Vertical and horizontal network (Illustration based on Lachmann & Rink, 2018) ..................................................................................................................................... 37

Figure 13: Classification of further wishes ........................................................................ 47

Figure 14: Mapping of optimization options to the CT transport chain processes ... 49

List of Abbreviations

AR Augmented Reality

CIM Computer Integrated Manufacturing

CT Combined Transport

ETA Estimated Time of Arrival

ICT Information and Communications Technology

JIT Just In Time

JIS Just In Sequence

KPI Key Performance Indicator

MES Manufacturing Execution System

RU Railway Undertakings

1 Introduction

The AlpInnoCT project tackles the challenge of increasing CT productivity by the innovative approach of transferring production industry know-how to the European CT system. This know-how serves as a model, is already practice approved and ideal to improve processes especially in terms of efficiency.

The main result of AlpInnoCT will be a more efficient Alpine freight transport with focus on CT. This means CT processes will be organised more efficiently, be more productive (industrial processes being the benchmarks) and be coordinated on an international level. By an intensified cooperation between stakeholders and the specific information made available to them, the awareness, access and use of this low-carbon transport method will be increased significantly.

The objective of this deliverable is to describe the work completed to develop a concept for an optimized CT process based on the intermodal transport chain stakeholders. To this end, approaches of well-established production know-how were transferred to the transport process on an abstract level. Production know-how can be helpful to take fresh perspectives, and thus to come by new optimization solutions. Also this output integrates the DT3.1.1 “presentation on the needs of the players along the transport chain”.

The aim is to demonstrate options for raising CT efficiency and thereby decreasing CO2 emissions. By this methodology, a starting point for implementing the actions in AlpInnoCT is created.

2 Collection of market needs – stakeholders’ wish list

A core pillar of the project’s approach is, for an optimized combined transport chain, to integrate concrete requirements of different stakeholder groups heading to implement a practice-oriented workflow. One major aim of WP T3 was therefore to create a stakeholders’ wish list. Due to the numerous countries and market players involved along the chosen transport corridors, stakeholders’ views of weaknesses and opportunities to tackle for an optimization of the intermodal transport chain differ considerably.

2.1 Summarizing needs of the intermodal transport chain players

To elaborate a wish list representing the major stakeholders’ views of the intermodal transport chain, transport chain players from four countries were asked to add input. In summary, the verified input of more than 20 stakeholders was taken into account, including regional multipliers and disseminators representing the views of additional market players.

Figure 1: Survey framework (SGKV)

(Source: SGKV)

The collection of the needs was done in a multi-step approach, including both a series of workshops and bilateral discussions as well as an online survey. Those addressed were target groups consisting of the industry partners involved in AlpInnoCT, further stakeholders of the intermodal transport chain and additional experts in the field of intermodal transport in the different countries of the Alpine corridor and the EU in general. Each of the interviewed stakeholders was asked to mention needs for an ideal transport chain on the Alpine corridor, regardless of the chances of realization. Also the results of the Deliverable D.T.3.3.1 “Vision of Alpine CT in 2030+” were taken into account.

2.1.1 Wish list categories

With regard to a proper classification of the different needs mentioned by the stakeholders, the survey assessment was initially grouped into five categories to structure the multitude of expressed requirements. These categories are: (1) framework; (2) communication; (3) organization; (4) technology; and (5) infrastructure.

Framework covers all needs related to regulation which are linked to superior political decisions with a long-term implementation perspective. However, within the consortium it was agreed that the framework category would be handled separately from the other categories, as the political framework ruling intermodal transport is not part of the operational and technical aspects of the AlpInnoCT Project. That is because measures relating to regulation cannot be directly influenced by the operational participants of the project. Additionally, changes in the political sphere need more time to take place than measures relating to one of the other categories. Therefore, the task of the project is to bundle these needs and to illustrate priority action fields regarding intermodal transport regulation. Furthermore, stakeholders were encouraged to pursue the proposed political changes mentioned in this category through lobby activities.

Communication involves all needs related to communication issues between different stakeholders of the intermodal transport chain. Among others a regularly held "round table" with all stakeholders of the pilot routes to exchange information and take decisions was mentioned in this category.

Organization deals with all needs regarding facilitation and speeding up of the transport flow between the different stakeholders of the intermodal transport chain. Issues like the use of electronic freight documents were brought up in this category.

Technology comprises all needs which are associated with technical issues within the intermodal transport chain. It especially refers to combined transport equipment (e.g. handling equipment and waggons) and additional technology used to organize single process steps within the chain, such as automated vehicles.

Infrastructure encompasses all needs concerning fundamental facilities and basic physical systems of the intermodal transport chain. Infrastructure is the basis for each type of mobility. When dealing with combined transport one has to take into account road, rail, waterway and terminal infrastructure. Most of the requests related to infrastructure needs are dedicated to a long-term implementation perspective, as infrastructure construction includes long planning phases.

2.1.2 Level of Detail

Another way to come up with a wish list, which assesses areas of importance in the intermodal transport chain, is through levels of perspective. Such an assessment allows the optimization of different perspective levels. This means that the finer the level of consideration is, the fewer actors are involved and the easier it is to implement measures and apply production concepts. Three levels of perspective were introduced to the stakeholders: (1) entire transport chain; (2) single process step (e.g. transhipment); and (3) sub-process step (e.g. handling). Figure 2 illustrates these three levels of perspective. This kind of analysis is important because, this way, stakeholders may only contribute in their areas of expertise, instead of needing to participate in all parts of the assessment. For example, a train operator does not necessarily need to get involved in all the activities of a terminal operator.

Figure 2: Process levels within the intermodal transport chain

(

Source: SGKV)

2.1.3 KPI Groups

A very effective and efficient way to manage the wish list of the stakeholders is by separating them in KPI groups. A performance indicator or key performance indicator (KPI) is a type of performance measurement. KPIs evaluate the success of an organization or of a particular activity (such as projects, programs, products and other initiatives) in which an organization engages. The idea is that every need of the stakeholders should at least improve one of the following KPI-groups. While some KPIs have been developed in T1, the following classification of KPIs into KPI groups focuses on the COCKPIIT study (Posset et al., 2010). Their goal was to develop an intelligent and integrated performance indicator system to compare the performance of different modes of transport in intermodal supply chains. These KPI-groups can be used to evaluate the success of the wishes of the stakeholders involved in this project. Posset et al. defined four KPI-Groups which can be further divided into several subcategories (see. Fig. 3).

Figure 3: KPI-Groups with subcategories

Operational Performance

According to Posset et al. each of the subcategories within the operational performance dimension have differing inputs and measure different segments of the overall operational performance, but the subcategories actually give users better insight into the specific characteristics of performance. The operational performance dimension includes four subcategories: lead time, utilization, productivity and throughput. This performance dimension only considers the comparison of what is actually performed with what can be achieved with the same resources (infrastructure, equipment, labour, etc.).

Service Quality Performance

The service quality performance dimension compares service quality performance with customer service quality needs. This performance dimension focuses on factors which might affect customers' perception of the provided service quality. The dimension includes three main subcategories (flexibility, reliability and service care, and safety and security) focusing on different aspects of quality. Combining all subcategories of this subcategory, allows for a complete overview of the reliability

of provided services and the level of actual service care, tailored to specific stages and components of intermodal transport.

Financial Performance

The financial performance dimension looks at how efficiently and effectively resources are used to generate services and increase shareholder value. lt also includes resulting costs for operation, maintenance and final prices for the customers. Although financial performance need not exclusively be in the centre of focus of performance indicators, it is an important setting lever for long-term development and the evaluation of the impact of specific actions.

Environmental Performance

The environmental performance dimension highlights different aspects of the environmental impact of intermodal transport. The dimension includes emissions, noise, consumption, land take and conservation as potential aggregations (Posset et al, 2010).

With regard to the wish list, these KPI groups were used and communicated to the stakeholders to provide a simple structure to assess the implication of a potential need realization.

2.1.4 Involvement of the actors

Four workshops and meetings with the stakeholders were held in the context of the project (see Table 1). The main goal of these workshops and meetings was to create a wish list related to intermodal transport chains using input of the stakeholders. After the contributions of the stakeholders were received, the wish list was then consolidated and prioritized. The idea behind these participative workshops and meetings it that the stakeholders involved in this project have to implement the innovations that will come up as a result of this research. That is why they play an important role in finding the best solutions for the improvement of the intermodal transport chain.

In order to create the wish list, the stakeholders were asked to fill out an online questionnaire. Every partner, observer and external stakeholder also had the opportunity to contribute to the project via e-mail. Additionally, personal interviews took place. Every partner and observer also had the possibility to name practical partners or other institutions, with which BHG and SGKV could conduct personal interviews to add relevant requests to the list. At the end of the interactions with stakeholders, a prioritized and updated wish list was produced and made available for the stakeholders to make use of in the following phases of the project.

Table 1: Workshops and Meetings

Workshops and Meetings Event Date

Wish list workshop in Nuremberg December 6th 2017

Project Partner Meeting in Venice February 7th and 8th 2018

Mid Term Prien May 7th and 8th 2018

Partner Workshop in Troisdorf June 12th 2018

Figure 4: Workshop in Nuremberg

(Source: SSP)

In summary, more than 30 stakeholders from four countries (Italy, Slovenia, Austria and Germany) out of the project environment, project partners as well as observers, were involved in the wish list development, amended by further 100 stakeholders within the dialogue event of the midterm conference.

2.2 Consolidation and filtration of needs

As part of the process of creating a prioritized wish list from the stakeholders’ inputs, a consolidation stage needed to be implemented (see Figure 6). During data collection it was clear that some stakeholders had similar ideas. For this reason, similar needs had to be adapted and integrated into one. Because of this reason, in the next step similar needs were merged and consolidated from the raw wish list (i.e. list containing all the original needs of the stakeholders). A short description of the merged needs was then incorporated into the results. After that, the categorization phase started. First, needs were roughly categorized in accordance with the wish list categories presented in Section 2.1.1 (i.e. framework, communication, organization, technology and infrastructure). The idea behind this categorization was, on the one hand, which stage of the transport chain this wish is addressed to. This helps to find out the involved players for the development of suitable measures in WP T4. On the other hand, it helps to identify and separate needs of the category framework, which are the needs addressing political framework and public authorities. These needs were then “put aside”, as their realization is not within in the scope of the project partners alone and concrete actions cannot be implemented by them. These needs regarding the political framework are nevertheless important to improve the quality of the CT through the

Alps. That is why all project partners are invited to address the selected needs wherever appropriate.

The following step was to categorize the remaining needs making use of the categorizations proposed in Section 2.1.2 (i.e. level of detail categorization) and Section 2.1.3 (KPI-group categorization). Figure 6 shows the stage part of the final results of the consolidation stage. After these categorizations took place, the consolidation phase was concluded and the prioritization phase took over.

Figure 5: Main process steps of AICT

(Source: SGKV / Fraunhofer IML)

First, the needs were placed in the appropriate areas of the matrix and similar needs were summarized. Requests that were not clearly understood were supplemented by explanations. Out of more than 70 needs, an online questionnaire was developed, with the help of which needs should be put in order (see chapter 2.3). In this questionnaire (see. Fig. 8 and 9), which was sent to all project participants and

observers, the participants were able to rate all or even individual needs.

Figure 6: Categorization of wishes based on the level of detail and KPIs groups of Section 2.1.2 and Section 2.1.3 (SGKV)

Figure 7: Example of the evaluation of wishes

The results of the Questionnaire formed the basis for the selection of the most important wishes.

2.3 Prioritization of needs

No less than 53 categorized needs emerged from the consolidation phase. As described, those 20 needs addressing the political framework were separated due to fact that the project partners are not able to address these needs by their own. The needs of the categories organisation, technology, communication and infrastructure are handled in conjunction during the prioritization phase.

The core stakeholders (project partners, observers and additional experts) involved in the wish list development were asked to prioritize the wish list using a scoring model (Becker, 1998) implying the KPI groups. Each stakeholder was provided with a short guideline on a basic benefit analysis, to be executed by means of a prepared online questionnaire.

Figure 8: Extract of the short guideline how to weight the KPI’s and benchmark the needs

Prior to the concrete assessment of the needs, each stakeholder has been asked to weight (1-5 points) the KPI groups to represent their importance from the stakeholders view. In a second step, the needs have been weighted by the stakeholders determining a value (1-10) to evaluate the potential of the need to improve each of the different KPI groups.

Afterward, in a third step, the average values of the assessments provided by the stakeholders were calculated and integrated in the summarizing analysis table.

Hence, by using this commonly used standard assessment methodology each answer of each stakeholder was given the same impact. Furthermore, this approach supported the identification of the most relevant neds by their success potential, not by the anticipated implementation use.

In a fourth step, the most relevant needs of the list have been defined, which are subject to further discussion with regard to the derivation of concrete actions in WP T4. This was necessary because measures cannot be developed for all 53 needs. The resources for this purpose are not available, also first measures are to be implemented in a timely manner. For the selection of the most important needs, a cut was made at the first crease, where a clearly visible drop in the score was visible. This method is reminiscent of the elbow criterion. The goal was to select the cluster with the most important needs; the estimated success potential of the following needs is significantly lower. This methodology was agreed upon by the project partners within AlpInnoCT and serves primarily to define the most relevant needs. There is no intention to completely exclude the lower ranked needs, but within the project’s timeframe only a minor amount of needs can specifically be addressed. This methodology seemed to provide the best possible results for the project’s goal within a reasonable timeline.

Figure 9: Prioritization of the needs

Eventually 16 needs were selected from the clustered group of wish list categories and nine needs were defined as most relevant within the framework category.

The latter are not in the project partners’ sole sphere of influence, but must subsequently be addressed and discussed by a broad range of intermodal transport chain stakeholders across Europe.

The following figures show the needs ranked highest ranked, while the complete list including the detailed description is part of the annex of this report.

Table 2: List of the selected 16 needs

Table 3: Top ranked needs for the category political framework

The prioritised needs were analysed by the project partners and serve as basis for both the assignment of bottlenecks in the intermodal transport chain and the mapping of useful know-how from industrial production to those needs, heading to identify possible transfer and implementation potentials to improve bottleneck processes within the intermodal transport chain. All 16 needs serve as the basis for WP T4, in which concrete measures to fulfil the needs are worked out.

The following section provides an overview of selected approaches from the production industry, assessed to offer a significant potential for improvements of the transport chain processes.

3 Production know-how

Chapter 3 deals with the topic of production know-how and the question of how to implement this know-how into the area of combined transport. Since combined transport has problems with different procedures which are very well optimized in the production environment, it makes sense to take a closer look at these methods, strategies and technologies used in highly efficient productions like in the automotive industry, in order to learn from these procedures and implement the ideas in combined transport. The first part of this chapter presents the actual reasons for an efficient production by explaining what production know-how actually means, how it is used in the industry and what the requirements and the success factors are.

3.1 Definition

Production know-how includes the entire knowledge of the production process. It consists of many sub-processes, which can achieve the overriding goal of an efficient and optimized production only if they work together in a coordinated manner. Already in the middle of the 20th century, Toyota introduced a production system which was based on lean production. With various instruments and methods it was possible to avoid waste and non-value-added processes. Ideally, the result is an efficient, process-oriented system with clearly defined processes and a transparent distribution of tasks (Künzel 2016, p. 1).

Four basic principles can be derived from a lean production system: By the creation of customer value, all activities should be customer-oriented because only these create added value. As described above, waste should be avoided in any way, because it also does not bring any added value to the customer or the company. The continuous process improvement should help to further optimize a company, as a perfect condition can never be achieved. In addition, measures are constantly being reviewed to ensure that the desired results are achieved under changed circumstances. Furthermore, the respectful treatment of people is an important aspect, because only satisfied employees are able to do an excellent job (Kieviet 2016, p. 48 f).

An increasing digitalization and technical innovations open up new possibilities in the production system. This means that new high-tech solutions can make work easier for employees and enhance the quality level even further. The ever-increasing complexity can thus be mastered, process chains further streamlined, waste can be avoided even more and inventories can be further reduced (Audi AG, 2018).

3.1 Industry Example

In order to connect the previous theoretical part on production know-how to the practice which is applied especially in the automotive industry, this subchapter gives a good example about the production strategy of Audi by giving an insight into the Audi Production System (APS).

The APS is the basis of a value-added, synchronous company and part of the Audi Production Strategy. It contains four principles and various instruments to reach the aims of this strategy, for example a zero-defect production, punctual delivery and the decrease of costs. As shown in Figure 10, there are four basic principles: Tact, Flow, Pull and Perfection.

The Tact has the customer cycle as a pacemaker for the production in order to avoid overproduction or underproduction. In addition, short cycles in the internal and external supply of goods contribute to a continuous flow. Supermarkets serve as small buffers and enable a stable material supply, even with short-term fluctuations. The goods were prepared for vehicle-related shoring so that a compacted material supply is made possible. Tugger trains and forklifts provide the material supply at the production line. The external supply is realized by a forwarding agent according to fixed timetables. There are two different types of delivery. The first one contains the direct relation between supplier and production with a fast exchange of full and empty containers. Otherwise, smaller volumes of goods are bundled in Cross Docks. Here, the material flow is characterized by a fast exchange between supplier, Cross Dock and production.

https://www.linguee.de/englisch-deutsch/uebersetzung/characterized.html

Figure 10: basics and principles of the APS (Audi AG 2009)

Pull processes ensure the right amount of delivery at the right time. This leads to a low inventory, because only those resources which are actually needed are provided. Based on consumption, the material is called-off after the KANBAN principle (see DT.1.3.1, p.20) so that the material stock can be reduced.

In order to achieve a high degree of perfection, the production process needs to be stabilized. The planning and control of production orders help to increase the predictability for all process participants. In addition, lead times can be reduced and short-term fluctuations in demand can be avoided.

The APS focus is on continuous improvement processes because only sustainable improvements give a chance of a company’s long-term success (Audi AG 2009, p. 12 ff). In general, it can be said that an efficient production cannot be achieved by just using innovative new technologies, but by following simple principles as explained by the example of Audi´s new Production system and reaching the optimum by continuous optimizations in the production environment. Integrating innovations can just help to follow the principles on a higher level.

3.3 Requirements and Success Factors

The industry example can be used to derive requirements and success factors to achieve efficient production. It should be noted that this corporate philosophy must be accepted and lived throughout the company. Lean production is a people-oriented model that focuses on the skills of the employees. The existing culture in Japan offers the best conditions, since harmony and team spirit are important elements thereof. Nevertheless, a functioning lean production is possible in our society as well. However, the desired efficiency needs to be achieved with a different approach. This means that instead of complicated planning and control techniques, simple systems lead to success (Syska 2006, p. 88). Furthermore, the continuous improvement has an important role for being successful regarding the Japanese method of KAIZEN (see DT.1.3.1, p.20) (Visser & Van Goor, 2011).

For the APS to be successful, Audi has heeded some basics. A leveled and smoothed production (released quantities and transports) is a basic requirement for a continuous flow. It allows the avoidance of stocks and the continuous workload within the production. In addition, waste should be eliminated and minimized in the interests of a lean and efficient production (Audi 2009, p. 12).

Communication can be mentioned as another success factor. The exchange and transfer of knowledge between employees in a permanent performance dialogue serves the short cyclical regulation of the production process. Target deviations can be measured and corrected by exchanging Key Performance Indicators (Ferstl 2016, p. 349). In order to recognize deviations at all, standards must be introduced holistically and aims must be defined. Only in this way is it possible to detect deviations and identify problems. This also includes a regulated work organization with exception handling (Audi 2009, p. 12). Whenever deviations are detected, the systematic use of problem-solving processes serves the sustainable solution of the problem and the prevention of recurrence. In addition, a problem and its solution promote employee development, which highlights further training as the next success factor (Kühnle 2016, p. 249). Through additional training measures, employees remain up to date and can contribute their skills and potential to the production system. This also requires a quality- and customer-oriented approach, which ensures high product and process quality. Together with a flexible process design and the continuous process improvement, a high ability to react to changes can also be achieved (Syska 2006, p. 88).

To summarize, it can be said that next to the mentioned requirements, e.g. the communication between employees, the general connection between the processes, company departments, as well as the close link to external partners is very important in order to create an efficient and successful production environment. Only with a holistic planning of the production is it possible to receive production materials just in time and just in sequence, to reduce waiting times between production steps, control the overall production, compare it to the planning and create a high level of transparency. To give an overview of the requirements of an efficient production / production supply, the following illustration (see Figure 11) shows the requirements divided in different levels based on the company status regarding this topic. If the status of a company is quite low and the company is already struggling by dealing with the requirements of the Base level, it is not advisable to work on fields in one of the higher levels, because essential principles will be left out and it will not be possible to reach the objective of an efficient production.

Figure 11: Requirements of an efficient production (Illustration based on Audi AG (2009); Künzel, H. (2016); Visser & van Goor (2011)

4 Production improvement options for the combined transport

Chapter 4 deals with the different important needs of the parties involved in combined transport according to present possible solutions from the field of production. These recommendations and the recommendations from the other work packages should end up in a tool box for improvements of the combined transport.

4.1 Following the simple principles for successful production

As mentioned above, the production processes in the automotive industry are not efficient just because innovative technologies are used. The main point is the clear focus on simple principles in order to create a customer oriented, transparent, stable, holistically planned and standardized process by continuous improvements. Only when these factors are given from the process itself is it possible to modify and optimize the process even more by implementing supporting technologies. This way of thinking is one of the biggest recommendations from the production point of view in order to optimize the combined transport. The lack of communication, transparency, and collective planning is a major problem of combined transport that causes many other relating problems. This is illustrated by specific needs from the wish list, such as: “Reduced waste in transport process”, “Continuous tracking of the loading unit” or “Improvement of the planning and punctuality of the CT”.

4.2 Improving the wagon inspection by different technologies used in the production environment

One of the highly ranked needs of the wish list is a “faster wagon inspection”. Every time before a train departs, next to other criteria the driving characteristics and loading units have to be inspected. This means that a technician checks e.g. the train's brakes and the control and safety systems. Currently, each wagon inspections takes around two hours because the technician has to walk along the whole train from both sides and check the criteria (usually) manually. This can be seen as a huge bottleneck because other trains have to wait and the whole stay at the terminal

expands. A more efficient wagon inspection could lead to reduced idle times as well as optimized slot utilization. In the following, different possibilities are presented which allow a more efficient wagon inspection.

4.2.1 Augmented Reality

Augmented Reality (AR) is a computer-aided representation in which virtual aspects are added to the real environment. A camera integrated in a mobile device records the real environment. In this environment, which is directly in the user's field of vision, supplementary objects or information can be integrated. Typical devices include AR glasses or tablets (Markgraf, 2018).

AR is already being used in various production processes. Possible areas of use are in assembly or for the training of employees. For example, in the assembly of some companies, all employees wear AR-glasses, which show them their work steps in a targeted way. This means that the employees receive their appropriate work instructions at the right time and at the right place. The targeted communication of these contents also makes it possible to train employees quickly and easily. Another field of application for AR glasses is immediate analysis of errors during assembly. This means that work steps are not only displayed, but they are also checked by the system. If the employee performs a work step incorrectly, he receives visual feedback on his display and gets assistance in order to assemble in the right way (WS Systems GmbH, n.d.).

The AR glasses could also help to improve the efficiency of the wagon inspection. If the technician wears such glasses, it can assist in identifying faulty parts and, if necessary, provide targeted assistance. This includes the display of error indicators and an independent analysis during inspection. The use of AR glasses would therefore not only reduce the execution time but also increase accuracy. Furthermore, the technician would have the opportunity to go through a digital wagon list and send the information about broken parts directly to the control center to start the maintenance process much earlier than nowadays. Also the documentation could be done faster because the hand written check list would not necessarily be digitalized after the manual check, as it would be uploaded during the inspection part. This technology would help reduce idle time as well as errors of the technician and would support his/her work in many ways.

4.2.2 Laser Scanner

Laser scanning is defined as the process of coating surfaces with a laser beam in order to measure surfaces or generate an image of an object. These determined data of the actual state can be compared with the target data, e.g. a CAD file. In this way, deviations between the two states can be detected and recorded (Conap, n.d.).

The following example illustrates the use of laser scanners within the production. During the production of chocolate, comprehensive quality control is necessary and very important. This involves checking whether the quality of the products meets the quality requirements. Directly after the production, the chocolate is transported on a conveyor and completely scanned by laser scanners to create an image of the product. This image is directly compared with the target state and an IO/NIO signal as the output. For the laser it is irrelevant which colour the product has and the different conveyor characters have no influence on the results of the laser. In addition, quality control is possible at different conveyor speeds. The laser scanners can inspect the products in the micrometre range, which enables precise quality control. Finally, a protective cover of the scanners promotes their longevity and protects them from external influences (Kämmerei & Kunze, 2018).

The Wagon Inspection could also be supported by laser scanners. Similar to the example above, a freight train passes through a gate where several laser scanners are mounted. It is completely scanned by these scanners and the actual state is recorded as a 3D image. In comparison with the target state, detached connections or similar states can be detected. An advantage is that considerable time saving can be achieved, since the train runs during the inspection and the train can be checked from all sides at the same time. In addition, the scanners can be used outdoors with suitable protection and for bigger dimensions. The technician would just need to check manually in case the scanner systems detect deviations from the target conditions of the checked parts. The scanners will be placed for trucks at the gate-in and for rail before the CT-Terminal. The loading units will be checked automatically, and the technician will be informed only in case of damage or other irregularities,. Like the augmented reality solution, it helps with the prevention of human errors and reduces idle time even more.

4.2.3 Predictive Maintenance with Sensor Systems

Predictive maintenance means the early detection, prediction and prevention of breakdowns in order to avoid failures in production. Sensors help to collect the required data (Litzel, 2017). Sensor elements convert physical, chemical or biological indicators into electric signals. These indicators can be recorded, evaluated and processed quantitatively or qualitatively (Juschkat, 2016).

In the production process it is possible and increasingly common to equip machines with various sensors in order to monitor the status. The defect of a ball bearing in a machine, for example, cannot be predicted normally. In order to avoid a machine breakdown and to be able to plan the inspection, an acceleration sensor can be attached to the ball bearing. Its values in combination with other values can predict a potential failure and avoid an unplanned machine breakdown (Sick AG, n.d.).

Temperature and vibration sensors are also used in production for similar purposes. For example, low energy tags, sensors equipped with Bluetooth can determine the temperature and vibrations of a machine or object and send this information directly to a system. This system evaluates the data and can automatically send warning messages based on pre-defined limit values when approaching an exceedance. Early detection of the need for maintenance shortens response times and enables a more efficient use of the machines (ESYS GmbH, n.d.).

Transferred to the Wagon Inspection, various sensors can also be used here. Temperature, acceleration and vibration sensors can be attached to the wagons. They can collect a large amount of information, which is then passed to the system of the train as well as of the operator. Using certain algorithms, the software evaluates this data and can display information about the status of the wagon. If certain limit values are exceeded, it sends warning messages and early intervention is possible. This means that the train can not only be inspected before the ride, but the parts can also be inspected continuously during the ride. This offers a huge time saving because there is no need for a specific time slot for the inspection anymore. Furthermore, errors can be detected much earlier, which prevents breakdowns and reduces the time of fixing. The Finnish railway company VR Group uses predictive maintenance to provide punctual travel service and improve customer satisfaction (SAS).

4.3 Introduction of electronic freight documents - ICT (paperless documentation, digitalization of the CT-Chain)

Another highly ranked wish from the list is the “introduction of electronic freight documents”. It is remarkable that in times of digitalization and highly connected processes many shipping documents are still paper-based and handed over manually. This is still done, although it has many disadvantages compared to using the digital way. For instance, it takes much more time to share information and to trigger processes which are based on the information contained in these documents. Furthermore, this kind of documentation is far away from transparency and there is always the risk of losing information, which can slow down the process and increase the time for clarification. It is therefore high time to set the framework conditions for the electronic waybill as a standard solution to make use of the technical possibilities.

Digitalization in production means a paperless documentation of all processes and is advancing fast nowadays. Manual acquisition of production data requires much more time and effort, leads to worse quality and inaccuracies of data, and provides less data in general (Kletti, Schumacher 2015). The reduction of media disruption and therefore increasing transparency are the main aims of this technological change (Bauernhansl et al. 2014). Due to the simplification of processes by digital acquisition, the process chain can be completed in less time.

The digitalization is going hand in hand with transparency in the production process as well as the networked production. Transparency of data enables real time control, which allows fast reactions to unforeseen difficulties (Kletti 2015) and enables the identification and elimination of weaknesses in the production (Kletti, Schumacher 2015). Caused by the complexity of the production process, transparency is still difficult to obtain (Bauernhansl et al. 2014).

Networked production means the connection between all components in a production system, including workers, materials and machines, and is characterised by self-regulation (Granig et al. 2018). The objective of networked production is to ensure that operations of all kinds function smoothly and without delay (Westkämper, Löffler 2016). Due to networking of devices, components or systems that were previously considered separately, new and automated approaches for data

integration and evaluation are feasible (Bauernhansl et al. 2014). As a result of networked production companies achieve cost, time and efficiency advantages. In addition to the previously described internal networking production, also referred to as vertical networking, horizontal networking is of great importance, too. It describes the connection between companies along the supply chain and guarantees transparency from the beginning of the production to the customer (Bauernhansl et al. 2014). Figure 12 shows both the vertical and horizontal network.

Figure 12: Vertical and horizontal network (Illustration based on Lachmann & Rink, 2018)

Aside from many advantages brought by the networked production, it is important to be aware of the risks it bears, e.g. specific manipulation. One aspect lies in the increasing number of potential points of attack due to the growing network (Schlingermann 2017). Since weak points of individual components can be used as jump points to other systems, they immediately become the weak point of the entire network. Once a virus gets into the system, the networked structure makes it possible to spread rapidly.

4.3.1 Computer Integrated Manufacturing (CIM)

The first approach to connect IT-systems in the production, designated as CIM, was developed in the 1980s and was used to facilitate a unified information flow between the systems (Bauernhansl et al. 2014). The advantages of CIM were shorter throughput times, optimized use of resources, and the consolidation of all company

departments by bundling information on a common database (Herkommer et al. 2014). Nevertheless, CIM did not prevail because of the complexity and insufficient technologies at that time (Bauernhansl et al. 2014).

4.3.2 Smart Factory

The smart factory is the common approach nowadays and is still developing. In a smart factory, in terms of Industry 4.0, not only machines and integrated systems communicate with each other, but all systems are networked and exchange real-time information (Bauernhansl 2014). An example for a process in a smart factory environment is the way of reordering production parts for machines. The machines are self-organizing and will automatically notice when replenishment is required for certain production goods. They automatically report the demand to other systems, which then automatically trigger the order. Intelligent products can be clearly identified and localised at any time, for example using RFID technology (Vogel-Heuser, Bauernhansl 2017). The smart factory masters the complexity of intelligent systems, is robust against disturbances and increases efficiency. The smart factory is also hoped to produce customized and small-lot products in an efficient and profitable way (Wang et al. 2016). Even though the smart factory is a high-tech system, the production is human-centred (Vogel-Heuser, Bauernhansl 2017).

By interacting within a highly connected network in order to share information, the importance of documents decreases. Information which is now printed on paper can be stored in the systems, and confirmations within the processes can be given by smart devices and will be then linked directly to the required data. Still, there is the possibility that the people in the process have limited access to data, which allows a controlled use of them.

Regarding combined transport, an overall connected network between the interacting parties is advisable to create a higher level of transparency. The guiding principle in this case can be the smart factory. All documents which are currently paper-based and signed by hand should be uploaded in the network so it is possible to develop an information flow, which flows almost synchronously to the material flow. This creates the opportunity of live data, real time tracking and reduced

process times by triggering following processes much faster than nowadays. An example could be the data linkage of the terminals and the upstream partners in order to improve the process efficiency and reduce waiting times for the trains.

4.4 Improvement of the estimated time of arrival (ETA)

Next to the wagon inspection and the paperless documentation, the estimation of the arrival of trains seems to be an important subject according to the wish list. In many cases, unplanned situations cause deviations from the transport plan. This leads to increased short-term planning effort, especially because information about the delay is not updated in real time for the following supply chain party like the terminal. That means these parties have no time to integrate the delay in the current transport plan because of a lack of information.

The estimated time of arrival (ETA) designates the planned arrival of the train under the given conditions. As conditions can change rapidly, more specific and precise information is needed in order to improve the ETA. Various production companies have already developed solutions in their assembly departments to tackle this problem. Highly networked productions e.g. improve their ETA by a high transparency in the network by getting important information regarding delays in real time so they are able to adjust the regular plan. In the following, different options are introduced:

1. A pioneer of networked production is the automotive industry. In production, all plants and components are tagged to maintain the exact position in the production process. Depending on the use case, there are different levels. In some production steps the simple information "object X has arrived at production step Y" is sufficient, in other areas more precise information such as "tool X is in the trunk of vehicle Y" is required. In communication with a Manufacturing Execution System (MES), the plants can call up additional information of the production process. This means that the position of each object is stored in the MES and can be monitored and controlled by this system at all time. In certain process sequences, such as reworking, it must be possible to react flexibly to process changes. For example, multiple passes through a production step are necessary, or the sequence of these must be changed. The control of the entire process and the capacity management of the

plant can be considerably improved by exact real-time positioning data. (Cf. Schürzinger 2014, p. 1)

2. Furthermore, the company Airbus has developed a cross-plant real-time networked production system. In various plants in Germany, France and Great Britain, the critical assembly areas have been equipped with sensors. Each component that arrives at these areas is initially tagged with complete component information. The individual production steps are assigned specific spatial zones, so that the position of the components can be tracked by the tags in real time. The assembly manager for all plants can access all real-time data via company access. The positions of the individual components as well as all parts in production are displayed. In addition, the degree of completion is visible, which enables early intervention in the event of delays. It is also possible to change the production sequence (Cf. Ubisense AG 2014, p. 2).

From the above examples, various basics can be derived. In order to determine the real-time locations, each object must first be provided with a transmitter. Some possible technologies are RFID or UBW. In addition, both objective and spatial information about the objects and the production environment is required. Together with production software, this information can be evaluated and the production process can be actively controlled (Cf. Ubisense AG 2014, p. 1). In order to make exact predictions, all parts of production must be connected to each other. The relevant details can only be forwarded and processed if communication between these units works properly.

If these processes work in-house, the real time data can also be used to make arrangements with suppliers or forwarding agents. If, for example, a production line is out of order, this information is automatically sent to the supplier so that no new materials are delivered short-term. When the defect has been fixed, the materials will be retrieved again. Communication with the forwarding agents can also take place. The time when the forwarding agent should arrive is determined by the degree of completion. If there are delays in production, the forwarding agent automatically receives a notification of the corrected departure time.

These examples from the production and production supply environment reveal that sharing information and the cooperation between the different parties is a very

important aspect of creating a high level of transparency. The same situation needs to be created in combined transport. For improving the ETA and making the information close to the real time situation, it is necessary that tracking and tracing is not just used for increasing the transparency in the own environment but giving access to all connected parties of the supply chain. Just by helping and informing each other, it will be possible to prepare the whole chain for short-term changes and interruption of the planned transport. An increased level of gathering data at a more frequent level during the transport by using gates or updates by the drivers can increase the available valid data.

4.5 Implementing Slot Management by considering JIT/JIS

Nowadays the time planning of arriving trucks at the terminals is a huge problem, also according to the wish list. The train wagons are loaded at transhipment points (terminals). At this point, the goods are distributed from trucks to the different wagons. Currently, there is no organized slot management that regulates the arrival times of the trucks at the loading location. As a result, at certain times a particularly large number of trucks arrives at the loading locations and has to wait several hours until the goods are transhipped on the wagons. One reason for that problem is that the upstream producing suppliers just focus on the efficiency of their own business environments and thus optimize their processes at the expense of the logistics. Again, this problem is a sign for a lack of holistic thinking and collaboration with up- and downstream parties in the supply chain. Below, some slot management options used to improve the production supply are introduced:

4.5.1 Just in Time (JIT)

JIT is defined as a direct delivery without warehousing, in which the goods are delivered directly from the supplier or dispatch buffer to the assembly line or a staging buffer. Here, it is important that the goods are sent at the needed time so no storage is needed. This requires precise time planning of all incoming transports in order to avoid waiting times. When the needed goods arrive, the goods are consumed according to the FiFo-principle (first-in-first-out). The goods are delivered one or more times a day. Ideally, the full load carrier can be exchanged directly with the empty one when new goods are delivered. The JIT delivery form is therefore a strategy for time- and quantity-accurate delivery without intermediate storage. As a result, a significant reduction in warehouse stocks can be achieved and storage costs reduced. In addition, flexibility is increased and lead times are reduced. (Cf. VDI 2512) The main principle of JIT could be used to avoid the peak times at the terminal. In this case the upstream party needs to not send the transport when the goods get ready in their facility but wait until it can actually be managed by the terminal.

4.5.2 Just in Sequence (JIS)

JIS is an extended form of JIT. In addition to time and quantity, the goods are also delivered in exact sequence. For this purpose, suppliers are informed of the exact order sequence several hours before delivery, enabling them to carry out the delivery sequence according to these specifications. When companies use JIS it is important for them that the sequence of the delivery is synchronized to the sequence within the production. (VDI 2512, 2012) In case there are specific rules of sequence at the terminal, this should be taken into account when planning the arrival times of the trains.

4.5.3 JIT/JIS in Automotive Industry

The company Webasto, which manufactures convertible roofs for VW, serves efficient delivery through the JIT strategy. Delivery at the right time is also possible over a distance of 2,500 km. Six months before assembly, a provisional delivery call-off is sent to the supplier. Two weeks before assembly, the supplier receives a concrete delivery call-off, which is confirmed six hours before the assembly time. In

cooperation with the external forwarding agent Schenker and Webasto's suppliers, all requested parts can be delivered to VW within this short period of time. Since there are also variants for the roofs, these are taken into account at delivery and sequenced in advance (Ruh 2016, p. 262).

ZF Friedrichshafen also supplies its customer MAN in Munich with the JIS strategy. The gears should not be stored temporarily, but installed directly in production of MAN. After the delivery call-off, ZF Friedrichshafen has three to five hours to transport the goods to the processing location. This includes the 1.5-hour journey as well as the loading and unloading of the truck. The truck is loaded in a way that the unloading at MAN can be done in the planned sequence. Precise planning of this process is therefore necessary. In addition, a good data basis is necessary to ensure that the right gear is installed in the right vehicle at the installation site (Amotiq, 2018).

The main elements of the principle of JIT/JIS delivery can be applied to the problems of slot management in combined transport. By assigning fixed arrival times for each truck at the loading point created by the terminal, handling of the goods could be regulated by time. If all suppliers adhere to their allocated slots, the occurrence of peak times can be avoided and the transhipment volume can be distributed throughout the timeframe. In addition, there are no traffic jams, waiting times or idle times. If the sequence of loading is important, the principle of JIS delivery can also be deepened. If a truck misses its scheduled time slot, it must wait until the end or until another time slot becomes available.

By creating a smooth process chain, the lead time per order can be decreased and the waiting time per truck can be highly reduced. In order to motivate the production facilities to stick to the time slots, the occurring costs at the terminal side could differ according to the arrival times for the supplier. Furthermore, the connected parties within the supply chain need to collaborate to find advantages for both sides by improving the whole chain instead of improving individual business environments.

4.6 Summary for the production know-how

Chapter 4 dealt with several high ranked problems occurring in combined transport. All these problems were checked from the production point of view in order to

identify similar problems within the production environment and how they are handled there. This idea occurred because especially for the automotive industry an efficient process is one of the most important factors for a successful business. Therefore, a huge effort was invested throughout the years to create high performance processes and reducing errors and disruptions in the chain to a minimum. This chapter gave some precise advice to improve processes like the wagon inspection. For other problems, which were figured out by the wish list, methods and techniques from the production environment were mentioned. In these cases the main idea of the methods should be transferred into the combined transport processes in order to improve these processes.

5 Ideal CT Model concept

The system of Combined Transport is characterised by a multitude of players and transport solutions throughout Europe. Hardly two similar transport chains may be identified between hundreds operated.

5.1 Basic rules to implement production know-how into CT

This report offers a methodology to create an ideal CT model concept that can be applied to any CT transport chain, yet it does not claim to be complete. Each transport chain is unique, as is the composition of its stakeholders. With that in mind, it is crucial to mention that options proposed in this report, based on the analysis done by the stakeholders in AlpInnoCT, may not have the same success potential in another transport chain. Still, the approach is generic and therefore generally applicable.

In AlpInnoCT the analysis of production know-how is considered as the basis for optimization of the transport chain processes. Hence, optimized industry processes are seen as a toolbox with transfer potential to CT processes. It must be stated that a production process cannot only be optimized by implementing the methods described in Section 4 of this report. This report deals with the methods assessed by the AlpInnoCT partners to have high transfer potential towards transport chain processes.

To optimize any production process, there are some basic rules to be considered first:

• Focus on simple production principles • Create a customer-oriented system to create added-value • Achieve a high level of transparency • Establish stable, holistically planned and standardized processes • Use continuous improvements for a further optimization of the company

5.2 Comparison of production know-how with the identified stakeholder’s wishes

In the following section the application of these requirements to the wish ranked highest, “Improvement of the planning and punctuality of the CT” is displayed, which is valid for the complete transport chain processes and all stakeholders. Increasing punctuality and predictability in combined transport remains a major challenge. Improved punctuality makes it easier to plan downstream processes and thus increase the level of responsiveness of the stakeholders and customers involved. Unfortunately, it is currently the case that punctuality as well as predictability due to a lack of information on delays leaves much to be desired.

From a production perspective, this wish ranked highest is similar to the main objective of a reliable and plannable production supply as a major precondition for efficient industry processes.

A target-oriented planning to achieve this goal is based on different data and action levels as mentioned by the different rows from “Base” to “Goal” in the figures. A high optimization potential can be raised by using digitalization prospects to get process transparency. A high “digital” transparency will be crucial for an optimized transport chain.

This very general need for a better CT planning includes a subseries of other mentioned needs that can be integrated in this methodology. E.g.:

1. Wish: Improvement of the planning and punctuality of the CT

2. Wish: More punctuality for railway undertakings (RU). Some RUs are more punctual than others are

3. Wish: Cooperation / Network between terminals

4. Wish: Better communication of planned route openings after line closures

5. Wish: Set of data standards to harmonize data exchange on EU level between all stakeholders involved in CT chains

6. Wish: Smart maintenance of the wagons

7. Wish: Continuous tracking of the loading unit

8. Wish: Faster wagon inspection

Figure 13: Classification of further wishes

(Source: SGKV / Fraunhofer IML)

To optimize these “sub-wishes„ consequentially is necessary to contribute to and to achieve the main goal, Wish 1, the ideal CT concept.

By using the example of Wish 8 “faster wagon inspection” the methodology of the assignment of production know-how, described in Section 4, to a single process step of the transport chain is demonstrated:

Table 4: Improving the wagon inspection

Wish 8: “faster wagon inspection”

Bottleneck Intention Application possibilities used in

production

• Manual inspection Needs a lot of time (2 hours/ train)

• Other trains have to wait

• Long lead time

• Reduced idle times

• Optimized slot utilization

Augmented Reality

• AR-glasses can help identifying faulty parts and provide targeted assistance

• Reduce execution time and increase accuracy

Laser Scanner

• Train passes a gate with several laser scanners and a 3D image of it is built

• Compared with the target state, errors can be detected

Predictive Maintenance with Sensor Systems

• Temperature, acceleration and vibration sensors are attached to the wagons

• These data are evaluated by a software

• Messages are sent when certain limit values are exceeded

There are different solutions offered by the production know-how to optimize the bottleneck of this wish. The development of concrete actions in WP T4 has to consider these options and implement / test one or all of these options in real processes. In this context, an additional step is to assign these results to the specific processes in the transport chain.

The CT transport chain was analysed in detail in WP T2 and used in WP T3 to link the wishes and derived optimization options to the transport chain processes.

Figure 14: Mapping of optimization options to the CT transport chain processes

Finally, an optimized process of wagon inspection could be achieved by using Augmented Reality technology (e.g. AR glasses) that offers a real time data display which reduces time and work steps significantly to both acquire relevant data and enter data in the system to close the inspection process. Both actions will speed up the inspection process and reduce human related error frequency. Furthermore, the transparency level of the general process can be improved due to the possibility to forward immediately the status while the inspector is still outside to finalise the train check /wagon inspection.

Further crucial options to improve the CT transport chains by using production know-how focusing on the basic rules (Section 5.1) is described in the following.

Table 5: Introduction of electronic freight documents - ICT

Wish 1: “Improvement of the planning and punctuality of the CT”

Wish 3: “Cooperation / Network between terminals”

Wish 5: “Set of data standards to harmonize data exchange on EU level between all stakeholders involved in CT chains”


production

• Paper-based and manual shipping documents need much more time and there is the risk of losing information

• Set the framework conditions for the electronic waybill as a standard solution

• Paperless documentation of all processes with an increasing transparency

Smart Factory

• Overall connected network between the interacting parties is advisable to create a higher level of transparency

• All documents are digitalized so that the information flow is synchronous to the material flow

• By connecting all systems’ live data, real time tracking and reduced process times are possible

Table 6: Improvement of the estimated time of arrival (ETA)



production

• Deviations from the transport plan cannot be shared with other parties

• There is no possibility to integrate the delay in the current resource planning

• Exchange of real-time information to determine the correct ETA

• Transport plans can be changed in order to have a more efficient combined transport

Track and Trace

• The wagons have to be provided with transmitters that contains all necessary information

• By connecting all parties of the supply chain with each other the communication is ensured

• Together with a software, the real time information of the wagon can be evaluated and shared with all parties

Table 7: Implementing the Slot Management



production

• Mostly there is no organized slot management

• In the peak times a lot of trucks arrive at the terminals and have to wait several hours until the goods can be transhipped on the wagons

• Create a holistic thinking for the entire supply chain

• Reduce the waiting time per truck by creating a smooth process chain

Just-in-Time / Just-in-Sequence

• By assigning a fixed arrival time for each truck the handling of the goods can be regulated by time: The transhipment volume can be distributed throughout the timeframe

• If a truck misses its scheduled time slot, it must wait until the end or until another time slot becomes available

• In order to improve this process, it is necessary to improve the entire chain (not just individual parts)

All the examples show that optimization potentials in the CT transport chain are located within the process design. By using the comparison to approved principles and processes in production environment, already existing technology and organisation principles may add a major surplus to the entire chain. The most crucial element is to create a holistic thinking attitude, one of the major pillars of efficient industry processes, while planning and operating a CT transport chain. Useable technologies to improve single process steps are already approved in industry surroundings (e.g. AR glasses) and may be modified to adopt the CT process requirements. A key factor to the implementation of such technologies especially is to both identify and adjust the relevant processes.

5.3 Description of identified optimization option for the CT transport chain – the example Trieste-Bettembourg -

A huge optimization potential for the overall system of Combined Transport is located in the European legal framework. Measures to improve, align and harmonize regulation are supported by a multitude of stakeholders from industry. As described in Section 2.1.1, actions to achieve improvements of legal framework are considered of major importance to improve the whole system, but not in the focus of the AlpInnoCT project due to their long-term implementation requirements. The output of the project focus on short- and middle-term perspectives to be realized or demonstrated within a timeframe of few years.

Deliverable D.T2.5.1 comprehends a list of optimization potentials concerning the transport corridor and the transhipment sites. Those challenges assigned to a short- and middle-term realisation refer mainly to IT problems, organisational issues and inefficient processes.

Analogous to the comparison of production know-how to the wishes expressed by the CT transport chain stakeholders, the following table shows the application possibilities driven from Section 3 and 4 of this deliverable to address the identified challenges in D.T2.5.1.

Table 8: Production know-how and optimization potentials driven from D.T2.5.1

Optimization potentials in the transport corridors and transhipment sites

Bottleneck Consequences Application possibilities used in

production

• Train products are not geared to ‘Last Demand’

• No train handover of trust at the Brenner

• No plan B in transport

• Skills shortage and training / qualification

• No standard language

• IT interface problems

• No detailed localization of the train

• Media breaks or low digitalization

• Missing information about exact arrival time of the loading units

• Peak loads / peak times

• Check-in is done by eye adjustment

• Many indirect transhipments

• Double check-in

• Inefficiencies in planning and stack organisation

• Time- and cost-intensive additional activities

• in case of disturbance, interruption of the process

• loss of expertise and know-how

• high complexity and inefficiency

• lot of different interfaces, high costs

• lack of transparency • Incorrect transfer of data

from paper to the system. • planning efficiencies,

allocation of unnecessary resources

• planning efficiencies, allocation of unnecessary resources

• liability issues, late detection

of damages • inefficiencies in the

transhipment site organisation, high costs

• Handling bottlenecks in the depot

• Follow simple production principles

• Holistic planning

• Just-in- Just-in-Time / Just-in-Sequence

• Smart factory • Track and Trace • Improvement of the estimated

time of arrival (ETA)

With regard to the transport chains analysed during the project, the implementation of production know-how and the realisation of optimization potentials can lead to more efficient processes along the entire chain.

The description of an optimized CT transport chain from Trieste to Bettembourg, based on the chain description in WP T2, is enclosed in the following scenario. This scenario incorporates a best possible integration of production know-how in the transport chain design and operation, a theoretical approach to serve as background for the actions in WP T4.

The transport chain of combined transport could be subdivided into different sub-processes. The differences and importance between information and material flow must be stressed. For the success of Combined Transport and implementation, cooperation and information flow is elementary.

Analogous to the transport chain from Trieste to Bettembourg (see DT2.5.1, page 17) the ideal transport chain will be described.

In all process IoT-ready devices communicate with each other to exchange information about the loading unit, status of the transport, and resources availabilities like in the smart factory concept. In the optimum JIT / JIS can be realised to allow direct handlings from truck to train. However, in most cases this will not be the optimised solution in a holistic approach, the handling from truck to the storage area and then to train will be the standard. Only re-stowing processes will be reduced by the holistic approach and sometimes there will be a direct handling from truck to train.

1) Entrance of the loading unit in the port of Trieste

The transport chain starts with the entrance of the loading unit in the port of Trieste. By a holistic planning and information, and availability along the complete transport chain, the arrival of the truck will be optimised with a slot-management at the CT-Terminal as well as at the shipper to reduce waiting times of the truck along the pre-haulage process. At the CT-Terminal there is a digital gate-in process as well as an automatical scanning procedure. The loading unit will be assigned to a handling location based on the information where the loading unit will be placed on the train.

2) Handover of the loading unit to the terminal operator company

Afterwards, the truck will be sent to the relevant loading area. Based on the availability of relevant information, the handling process and resource utilisation can be optimised. This means that the CT-Terminals know on which train and wagon the loading unit will be placed for transport. Re-stowing of loading units is not necessary anymore. In addition, the process times of the crane can be optimised by minimising the handlings per loading unit and movements of the crane.

3) Administrative and physical processes in the port of Trieste (moving the loading unit to the carrying wagons)

Through the optimal position of the loading unit at the storage area, re-stowing processes are no longer necessary and the movements of the crane are optimised. In general, the process times are essentially reduced.

4) Administrative and physical processes for the train despatch (security check cargo and wagons)

With the use of technologies such as Augmented Reality, the duration of security check and the documentation will be decreased. Information is directly available and could be checked instantly by the wagon technician, documentation of damages will be done for example by a gesture (photos then made and saved directly on a server). The train breaking tests will be done and controlled by sensors.

5) Rail transport (section Trieste – Villach)

The information about the ETA and status will be given in real time to all involved players of the transport chain by the use of track & trace to improve the resource planning and utilisation.

6) Handover of the loading unit to the terminal operator company

See process number 2

7) Administrative and physical processes in the terminal Villach


8) Administrative and physical processes for the train despatch


9) Rail transport (section Villach - Bettembourg)


10) Handover of the loading unit to the terminal operator company and post-haulage

See process number 2 and 1

In summary it can be said that the optimisation of the CT-process by the use of production know-how is possible, but needs more collaboration from the actors along the transport chains and also acceptance of the needs of each actor to reach a holistic process. Based on the process optimisation potentials also technical devices will help to improve the CT transport chain.

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6 Annex

1. Final Wish List of WP T3 – see attached file “ANNEX 1 AICT final wish list.pdf”

AICT Wish List Ranking last modified 10.10.2018

Place Score Wish Description

1 109,9127. Improvement of the planning and

punctuality of the CT.

Increasing punctuality and predictability in combined transport remains a major challenge. Improved punctuality makes it easier to plan

downstream processes and thus increase the level of responsiveness of the stakeholders and customers involved. Unfortunately, it is currently

the case that punctuality as well as predictability due to a lack of information on delays leave much to be desired.

2 109,5573. Powerful alternative routes (redundancy)

for main routes.

Not last the event of Rastatt showed how sensitive the CT reacts to disturbances. € 2 billion in damage and a considerable loss of customer

confidence due to a construction site accident are not acceptable. For this reason, at least for the main routes of Combined Transport alternative

routes should be developed and defined, which can be used quickly and easily in an emergency.

3 107,39

72. Elimination of (local and general)

bottlenecks on the corridors related to gauge

and train length.

The last mile by rail, ie the connection of the terminals to the main network, is often a major problem in combined transport. In some cases,

Austria takes 3 to 4 days to cover a distance of 200 kilometers. Munich East also represents a bottleneck. This circumstance limits the

attractiveness of CT very much, which is why solutions have to be found for this.

4 107,3553. Shorter stay of the loading units in

terminals (storage time).

In peak times crane utilization is a bottleneck factor on which unpaid moves have an important impact. Their number has increased as some

companies use the terminals as buffers. Associated with this are longer duration times of the LUs in the terminals and thus also more unpaid LU

movements.

5 107,1740. 24/7 opening times of shippers /

warehouses, depots & workshops.

Peak times have been a big problem on the CT for a long time. Since freight transport is a secondary priority for passenger transport, it often has

to dodge into the evening and night hours. In contrast, warehouses, depots and workshops are often open during the day. This also leads to peak

times, which in some terminals lead to long waiting times for truckers. The 24/7 opening of other facilities can contribute to the reduction of

peak times by distributing more work to the evening and night hours.

6 107,05 59. Faster (average) speed of trains. Due to waiting and standing times in freight transport across the Alps, the average train speed is often in the range of a recreational cyclist. This

significantly reduces the attractiveness of CT. For this reason, concrete solutions must be found to increase the average train speed.

7 106,9328. Continuous tracking of the loading unit

(on train, ship and truck).

A comprehensive and continuous tracking of loading units offers a significant added value for the actors involved in the transport chain (early

adaptation of downstream processes, evaluation of data for the optimization of individual processes, etc.) as well as the customers. Also, given

that this technology has long since become standard in other areas and on the road, the implementation of consignment tracking is a key

element in improving combined transport.

8 106,8364. Reduce the space between two

slots/trains (brakes, traffic management).

Often, some call for more infrastructure. In addition to more infrastructure, the more efficient use of the existing infrastructure offers a

considerable and, at the same time, easier and shorter-term optimization potential to be implemented. An example of this is an increase in the

frequency of trains on the rail network. For this purpose, possible measures should be identified.

9 106,72 62. More (reliable) slots for freight trains.Passenger transport by rail enjoys a higher priority than freight transport. This means that on the one hand, the freight trains have to let overtake

the passenger trains and on the other hand, that in the allocation of slots, the passenger trains are preferred. However, achieving the common

climate goals requires an improved offer of freight trains, including the approval of more slots.

10 106,58 50. Faster wagon inspection.

The inspection of the trains as they take place today seems anachronistic. The wagon master arrives at the loading station before the train is

allowed to leave, picks up the paper papers and runs the entire train. This process costs a lot of valuable time. For this, solutions must be found

to adapt the tensile test to the current conditions and possibilities.

11 106,5331. Introduction of electronic freight

documents.

It is amazing how long paper-based shipping documents have survived in times of digitization, although they are associated with a variety of

disadvantages. It is urgent time to set the framework conditions for the electronic waybill as a standard solution to make use of the technical

possibilities.

12 105,91

67. More punctuality for railway

undertakings (RU). Some RUs are more

punctual than others.

Analogous to request 27, the different punctuality of RUs also poses a problem for CT. For this purpose, the causes should be identified and

problem solutions found.Increasing punctuality and predictability in combined transport remains a major challenge. Improved punctuality makes

it easier to plan downstream processes and thus increase the level of responsiveness of the stakeholders and customers involved. Unfortunately,

it is currently the case that punctuality as well as predictability due to a lack of information on delays leave much to be desired.

13 105,56 68. Better wagon availability.

The availability of suitable equipment not only affects the loading units, but to a large extent also the wagons. While exchange platforms already

exist successfully for loading units, the problem with wagons has not yet been solved. In addition to the innovative freight wagon, further

solutions for the existing freight wagons were to be devised.

14 105,3435. Introduction of a task force in the event

of network problems (such as Rastatt).

Analogous to desire 73, the definition of a route-independent emergency task force can reduce significant advantages in terms of the speed of

searching for alternative routes around delays and transport failures.

15 105,23

51. More efficency regarding shunting (e.g.

autonomous shunting or automatic train

coupling system).

The proportion of manual labor in CT, especially in the hinterland, is comparatively high. Considering the developments on the road in terms of

autonomous driving, the CT in the field of automation and autonomous driving must urgently do something to remain competitive in the future.

A starting point for this is the maneuvering, which offers many potentials.

16 105,17

34. Reduced waste in transport process (e.g.

long storage times of loading units in the

terminal).

As we are talking about optimizing processes through lean thinking all wastes in the process should be eliminated. From our perspective main

waste in the process view is warehousing, so this »stage« should be minimized or even eliminated to deliver just in time.

17 104,1361. Solving problem of rest hours of the train

drivers in case of delays which cause again not necessary

18 103,16 52. Faster communication with not necessary

19 103,09 38. Negotiating ramp slots between not necessary

20 103,09 54. More direct (un-)loading. not necessary

21 103,0439. Identification of flexible shippers in terms

of ramp times (avoidance of peak times, not necessary

22 102,8536. More IT invest in general (complete

digitalisation of all transport-related not necessary

23 102,7355. Truck entrance without a stop in the

terminal, e.g. with the help of OCR Gates. not necessary

24 102,73 56. Longer loading tracks in the terminals & not necessary

25 102,49

26. Make the system and technology as

transparent as possible, e.g. easier info

access to enter CT market/more

transparency (e.g. standard KPI`s, ETA infos not necessary

26 102,3771. Improve the times and conditions of

implementing new railway technologies. not necessary

27 102,07 65. Increase number of payload units (not not necessary

28 101,96 60. Possibility to transfer several trains per not necessary

29 101,10 70. Smart maintenance of the wagons. not necessary

30 100,50 46. Cooperation / Network between not necessary

31 100,25 25. Facilitating the identification of possible not necessary

32 99,8858. Better communication of planned route

openings after line closures, e.g. after storms not necessary

33 99,8266. Accelerate branch lines on rail ntwork

(stretch from the terminal to the main not necessary

34 98,74 42. Better slot management (e.g. throug not necessary

35 96,1263. Priority to the freight slots vs. passenger

trains (e.g. on certain routes and / or times not necessary

36 95,80 37. Future Trailer compatibility of the CT not necessary

37 95,4221. Regularly held "round tables" with all

stakeholders of the pilot Routes. not necessary

38 95,2724. Introduction of a real-time or up-to-date

KPI monitor/dash board for the customers. not necessary

39 95,26 41. Last mile trucking organized by terminals. not necessary

40 93,1729. Only relevant information, but reliable

(e.g. timely information about delays & new not necessary

41 92,7033. More qualified staff (e.g. qualified last

mile truckers , crane driver, etc.). not necessary

42 92,36 74. Improve the precise knowledge of the not necessary

43 91,8730. Closer contact/coordination of

companies with approval/permission not necessary

44 90,55 57. More buffer space in or around the not necessary

45 89,9832. Business model for handling of delays ->

incentives for punctuality/reduction of delay. not necessary

46 84,78 23. Campaign for carrying out a "change of not necessary

47 77,3545. Make it easier for small truckers to enter

the market, e.g. creation of a platform for not necessary

48 71,6869. Mixed trains for different destinations

(mixed freight and passenger transport). not necessary

49 64,04

22. More involvement of of the civilian

population (inclusion of local community

when it comes to implementing measures to not necessary

50 61,42 49. Use of quieter handling equipment. not necessary

51 52,49 48. Use of electric reach stackers. not necessary

52 51,27 43. Quieter trucks in first & last leg. not necessary

53 47,92 44. Use of electric trucks. not necessary

* This wish (Nr. 46 and 47) was accidentally queried twice. Therefore, the mean of both answers was formed.

Place Score Wish Description

1 106,38

1. Mainstreaming customs clearance and

administrative controls (one stop shop - for

all controls) for faster customs clearence.

The multiple processing of load units by the inch along the transport chain leads to unnecessary delays of transport, as it does not occur in road

transport. A one stop shop for all administrative issues would be a way to solve this problem.

2 103,5311. Introduction of a European infrastructure

management.

Currently each country has its own infrastructure manager. Since the CT often acts transnationally, in some situations a fast and transnational

communication is necessary. Having a contact person who can make decisions quickly and easily in the case of transnational issues would be a

significant added value in improving CT.

3 102,26

13. Harmonization & enforcement of push &

pull measures in the EU at all levels (e.g.

financial, regulatory and fiscal support

measures, liability).

The promotion of CT is a very heterogeneous. Some municipalities, regions and states, as well as the EU, have instruments to promote the CT.

The problem is that the multitude of instruments (financial, regulatory, tax) are poorly matched. An EU-wide harmonization could offer

advantages here.

4 101,78

14. Ensuring the preferential treatment of

the CT (more incentives for CT, e.g. slot

funding/ adaptation to changing needs, e.g.

platooning, long trucks, lower diesel price,

etc.).

The road has always been very much promoted by politics. In addition, due to shorter product life cycles, the road has significant advantages in

terms of introducing innovations. In order for the CT to remain competitive, political measures for promotion are indispensable. These should

continue to be guaranteed to a sufficient extent.

5 100,54 10. Stimulus package rail for lower prices.The mode of transport rail is much more environmentally friendly and also with regard to other external costs the better choice. This is also

repeatedly postulated by politics. Unfortunately, the statements are not in line with the deeds, namely a noticeable strengthening of the rail

system in the form of a strong economic stimulus package. Here, the policy should follow the right words and corresponding deeds.

6 100,5212. Standard for ILU check (trains and truck

check in) with standardised documents.

Currently there are no uniform standards for the examination of the ILU when arriving at the terminals by rail or by road. As a result, damaged

loading units (for example damaged gripping edges) lead to delays and accidents in the terminals. Similar to prescribed tire profiles, for example,

minimum strengths could also be defined for gripping edges.

7 99,917. Automated semi trailer handling (long

term).

Currently, for the handling of trailers, a person is needed on the ground, which retracts the support foot and makes sure that the trailer sits

correctly in the wagon. In the long term, the framework conditions should be created in order to enable an (partially) automated handling of

these important loading units.

8 99,71 4. 24/7 operating times of the terminals.

Many CT terminals are not allowed to operate 24 hours a day due to regulations. As a result, important transport shift potentials in already

existing and also future CT terminals are currently unused. Against the background of the pressure to achieve the climate goals, the interests

should be weighed up here again.

9 99,6016. Uniform regulation of the language

(lower requirements for train driver).Train drivers currently have to master certain terms in several languages, provided that they are used across borders. Similar to aviation, it

should in the future be sufficient to exchange all important information and terms in English in order to counteract the driver shortage.

10 97,108. 24/7 operating times of the locks &

shunting yards. not necessary

11 96,56

17. Set of data standards to harmonize data

exchange on EU level between all

stakeholdrs involved in CT chains. not necessary

12 95,68 18. European CT Terminal Masterplan. not necessary

13 92,769. Shorter distance from the terminal to the

shunting area. not necessary

14 87,54 6. Standards / Certificate for gripping edges.not necessary

15 85,9715. EU-wide portal for construction work on

the three modes of transport. not necessary

16 85,383. 60-tonne weight limit when using long

trucks (mega trucks) for first- and last leg not necessary

17 78,0719. Setting of specific targets for CT's share

of freight traffic. not necessary

18 76,085. Clarification of responsibilities when

shunting (Italy). not necessary

19 74,4220. Guaranteed prices for customers of the

CT for e.g. 2 years. not necessary

20 73,392. Toll exemption for trucks for first- and last

leg (Austria) not necessary

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