introduction to the future railway enabling innovation team marcus mayers december 2013 rail...
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www.futurerailway.org 1
Introduction to the Future Railway Enabling Innovation Team
Marcus MayersDecember 2013
Rail Alliance Rail Industry Networking
10th December 2013
www.futurerailway.org 2
Outline
• Future Railway, RTS, TSLG and EIT• Current activities• Supply Chain Development
18th November 2013
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The Rail Technical Strategy 2012
18th November 2013 www.futurerailway.org 3
CostCarbonCapacityCustomer
Why should rail innovate?UK Rail Industry• A success story with increasing
expectations– Demand– Performance– Cost – Sustainability
• New opportunities– Economic catalyst– Demographics– Modal competition– Rail Technical Strategy
UK Rail Supply Chain• Increasing Opportunities
– Network Rail, Crossrail, HS2, Light Rail
– UK supply chain £7bn pa, 80,000 employees
– €100 bn global rail market in 2010 growing 2.7% p.a. in the next 5 years
– Mainline rail is the largest segment but Light Rail, Tram and Metro (LRTM) will grow fastest
Innovation is key to addressing these opportunities and supporting UK
economic growthNovember 2013 Introduction to EIT 4
www.futurerailway.org 5
Outline
• Future Railway, RTS, TSLG and EIT• Current activities• Supply Chain Development
18th November 2013
Introduction to EIT
Planned EIT activity
Industry Vision – Rail Technical Strategy
EIT Investment PortfolioDemonstrator projects to de-risk
defined industry challenges
Enabling innovation programmeGrowing innovation and
entrepreneurial capability
6November 2013
www.futurerailway.org 7
EIT investment portfolio
18th November 2013
EIT Investment PortfolioDemonstrator projects to de-risk defined industry challenges
Coming soonElectrification
Sustainable Rail Vehicle?Franchising competition?
Gateless Gatelines?RISE (Always Open) scheme
Outline
• Future Railway, RTS, TSLG and EIT• Current activities • Supply Chain Development
18th November 2013 www.futurerailway.org 8
What capabilities should we develop to meet our ambitions for UK’s future railway?
Which are the capabilities/technologies in which we are, or can become, world class over a long period?
How can we increase international uptake of UK rail products and services in these key capability areas?
What are the priorities for investment?
What we wanted to identify
Scope includes: Capabilities in business, process or operations as well as technology and supporting science Both domestic and international market opportunities Sectors beyond rail which could have relevant capabilities Light rail, tram and metro (LRTM) as well as Rail
EIT, TSB and RIA commissioned a UK supply chain capability route mapping study to help address a number of key issues
Introduction
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The concept is based on very successful approaches already used for Automotive and Aerospace industries
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There is a strong rationale for investment in developing UK rail supply capabilities, in terms of demand, skills challenges, economic impact, and industry strategy and vision
The case for developing rail capabilities
Rationale
Innovation (product, process, service)
Strategy and Vision
New Rail Technical Strategy provides a consolidated industry view of required innovation
Network Rail Technical Strategy provides an aligned infrastructure perspective
Many other aligned initiatives which could be leveraged, eg Transport Catapult, TSB, KTNs, TSLG, RRUKA, NSARE, EIT, UK Tram, etc
200,000 jobs (80,000 in supply chain) - significant economic impact for UK plc
Poor growth history, good potential to improve competitiveness
Already strengthening supply chain with many areas of
excellence on which to build
1.5 billion passenger journeys, up 50% in ten years
Passengers& freight demand forecast to double in 30 years
Critical need for capacity Major new investments Increasing performance
expectations
Demography Skills Gap
SkillsDemand Supply
Strong rationale
for investment
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Five Focus Areas have been identified to capture the different development opportunities for the UK rail supply chain
Note: Independent Advisory services is a cross-cutting capability relevant in all Focus Areas Source: Arthur D. Little / Atkins analysis
Focus Areas
Capabilities • Customer experience• Big data, analytics and modelling• Transaction management • Cyber security
1 Integrated Customer Solutions
Capabilities • Vehicle - Chassis • Vehicle - Interior• Propulsion systems • Vehicle integration• Smart materials & Light weighting• Retrofit in operating environments
Capabilities • Customer experience• Big data, analytics and modelling• Transaction management • Energy management • Whole life systems management
Capabilities • Whole life system management• Control Systems• Simulation & synthetic environments• Retrofit in operating environments• Structural, P-way & civil engineering
Capabilities • Energy management• Simulation & synthetic environments• Control systems• Smart materials & Light weighting• Positioning
3 Rolling stock development
5 Light Rail Excellence4 Whole life system optimisation
2 Low Energy railway
0 Executive summary – Capability development
Enablers
Whole-life system optimisation is viewed by UK policy and decision-makers in the context of society’s needs, future cities and transport as a core utility
UK builds recognised lead in aged / legacy system optimisation advisory services
Financial special purpose vehicles provide frameworks to fund complete asset lifecycle
Capabilities and skills imported from Oil & Gas, Defence and Aerospace
UK builds modelling, design and supply chain in key areas to support WLSO
Established alliances (cross sectoral) from landmark projects deliver solutions globally
Established integrated rail system model, tools, data sets and data management
The UK is globally recognized “go-to” leader in key areas of WLSO
Vision
2014-2019 2019-2024 2024 Onwards
Cost models in society/transport/cities context and passive provisionUnderstand optimum target life/generationsDemo procurement run for whole life / whole system optimisation Lead rail system demonstrators/franchises Data models / systems for cross fertilisationAsset management best practices/standards
Focus areas / Development prioritiesCapabilities
Whole life advisory /products cluster buildingWork with Catapults to bring in technology (eg Space observation)Open architectures and agreed interfaces for modular upgradesCross-link insights from “Integrated Customer Solutions”
Whole life cycle mgt
Simulation& synthetic
env’t
Structures, P-way and civil works
Control systems
Retrofit in operating
env’t
4 Whole life system optimisation
System architectures and interface m’g’t
Intelligent asset management
Integrated data models (for planning,
control, optimisation)
Intelligent traffic management for rail system optimization
Intelligent traffic management for transport system optimization
System life cycle and maintenance forecasting
modelling
Real-time decision support/optimization
System of system simulation and optimization
Design / instrument for whole life cycle
Modular/pre-fab build
Design tools for optimisation of local build
Techniques to minimise operational interruptions
Design (and economic modelling) for obsolescence /renewal
Modal integration as system retrofit approach
Asset monitoring and info capture
Business model dev’t
Control to optimise capacity (trade-offs
visible)
Connected DAS
BIM tools and applications
Smart materials / components
Life extension technologies
System trade-off models
Design for sub-system obsolescence (minimise
cost of change / upgrade)
Planning decision support/optimization
Low impact / Low cost-of-change solutions
Age / damage effect prediction
Limited Moderate StrongCapability ambition level:
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Precedents?Our approach is similar to that adopted by the Automotive Council and the Aerospace Sector
2009
