jubilee northern & piccadilly
TRANSCRIPT
Jubilee Northern & Piccadilly
Introductions
James Foley – AMIP Implementation Manager, Enterprise AMS Group Darren Conner – Fleet Maximo Manager, London Underground Jean Charbonneau – Planning/Scheduling Specialist & President /CEO CiM Maintenance
Contents
Section One: AP JNP and overview of Asset Management Improvement Programme (AMIP) Section Two: Business Intelligence and Mobile & Fleet Section Three: Effective Planning and Scheduling
Section One AP JNP an overview of the Asset Management Improvement Programme (AMIP)
About JNP
Jubilee, Northern & Piccadilly Lines 41% of total assets on London Underground 13 Asset Classes/7 business units Over 500 million passenger journeys per year out of total of 1.1 billion Mixture of modern, high tech (Jub & Nor TBTC signalling systems) and legacy (1973 Piccadilly fleet of trains) assets Complex recent history but now part of London Underground / TfL
About JNP
Fleet 255 Passenger Trains Transplant: Engineering Trains, tamping machines, rail mounted cranes etc Emergency Response Unit: Provides services to all of LU and London's
emergency Services
Infrastructure 385 Kms of Track, Points and Crossings Signals Bridges, Structures Deep Tube Tunnels Earth Structures Pumps and Drainage
Stations 100 Stations 340 Non Stations Premises Mechanical and Electrical Assets Fire Communications Lifts (110) Escalators (231) Power Ambience Hazardous Materials
Benefits
Reduction in Capital and Operating Costs
Realization of PAS55/ISO55000
Integration to instrumented assets
Process Compliance and Productivity (PCP) Automation
Asset and system registration, configuration and change management
Asset life extension
Optimized planning & scheduling
Enterprise Reliability Engineering (ERE) RCM – fix before fail Optimized supply chain management Mobile EAM Highly visible regulatory compliance (standards)
Integrated Health and Safety Management (HSE)
Process Compliance and Productivity (PCP)
Asset Lifecycle cost and value optimization
Linear and discrete asset management
Optimized decision making across entire asset lifecycle (ODM) Productivity optimization Business Intelligence/analytics, decision support & visualisation – Railway view
Activity based and standard costing
Intelligent Control System (integrations)
Benchmarking & Continuous Improvement
Flexible to meet technologies advancement
BIM
AMIP
People, Process and System
Building the vision, strategies, programme, organisation, capabilities and tools to facilitate the journey to enable business transformation and performance improvement
1. Competent Asset Management
2. Advanced Asset Management
3. World Class Asset Management
ASSET MGMT MATURITY SCALE
Competent
Aware/developing Advanced
Embedded
World Class
Integrated /Optimal
AMIP Objectives
(Support the requirement for) The development of standard optimised asset and safety management processes across the business
(Support the processes for) Effective maintenance and renewal regime optimisation and operation over the life of the assets. (Support) The development of whole life cost models by the provision of timely, integral and accurate asset, condition, performance, cost and safety information
What information do we need?
What does the programme look like? What does the organisation look like?
AMIP
Tube Lines
Asset Management
Company
Assets
ProcessPeople
Maximo
(information
systems)
Information
Technology
Data Reporting
Decision Makers
Corporate Objectives
provides
Invests in
maintained &
renewed by
following supported, enforced
& optimised bycapturing enabling
to
achieving
Implementation/Improvement boundary
- Corporate Objective (Aligned Shared Vision)
- Report to Executive & Board
Strategy and Governance
Process Productivity
Process
Productivity
- Business Visibility
- Management Control
- Continuous Improvement
- Effectiveness & Efficiency
- Business Agility
- Empowerment
- Competitiveness
- Operational Flexibility
- Common Business View
- Optimised Processes
- Uniform Metrics
- Uniform Reporting
Strategic/Business Objectives
Critical Success Factors
1. Integrate: Standardisation : duplication removal 2. Assemble: New processes (business objectives) 3. Optimise: (performance indicators/metrics – CSFs/business objectives)
Business Transformation
Scope Overview
13 Asset Groups and 7 business units
New FRC (HEAT replacement)
Integrated Health and Safety system: Inspections, Incident Reporting, Audit and Investigation
Mobile field force
Asset Configuration Management
Linear & Discrete Assets
Business Intelligence & Reporting
Optimised Planning, Scheduling and Work Delivery
Optimised Procurement and Material Management
RCM: Integrations: SCADA, CuPID, TBTC, TrackerNet, Connect, Wheel Lathe, Decision Support
Tools, RFID, Oracle, GIS , etc
Mobilisation
BIM
Visualisation (embedded GIS)
Optimised Planning, Scheduling & Delivery
RCM & Integration
Predictive Asset Optimisation/ analytics
‘Fix before Fail’
INTELLIGENT CONTROL & COMMAND (FRC)
ASSET CONFIGURATION MGMT
LINEAR & DISCRETE ASSETS
OVERVIEW
700 + PROCESSES NOTIFICATIONS/ESCALATIONS
HEALTH, SAFETY, ENVIRONMENTAL (HSE)
BUSINESS TRANSFORMATION ‘ Journey to World Class Asset & Safety Management’
MATERIALS MANAGEMENT
METRO MAXIMO INTEGRATION PROCESSING FLOW
Maximo 7.5
INFRASTRUCTURE
• CL: Station, Tunnels, Sections, Litter
• Track Closures • Integrated Planning • TANCS and Concessions • Standard Faults
Civils • Inspections (Principal,
General, Ad-hoc)
Track • Rail Stress Management • Geometry Faults • Rail Stress Management • Rail Corrective Work • Rail Inspections • Safety Inspection Patrols • On Track Machinery (Access
booking)
Signals • TBTC Configuration
Management • Point Care • Signals Cover • Assurance (random sample) • QAF Change Request
STATIONS
• Contract Management • Contractor Quality Control
Lifts and Escalators
• F45/54 Inspection • Section 5B Waiver Request • Contractor Modification
Comms • Config Management • P119 Change Approval
Certification • Beyond Economic Repair (BER) • Value of Work Done • Competency Validation • PM Contract Audit • Doc Management & Approval
(Method) • SCADA & Remote Monitoring
Fire • Message Change • FS Bb224 Asset Registration
Process • Fire Isolation Process
Passive Fire • Re-certification Visits • Fire Risk Assessment • Surveillance Visits
Power & Electrical
Premises • Key Request Process • Slip Resistance Tests • Competency Validation • Slip Resistance Test
HAZMAT • HazMat Reporting • HazMat Registration • HazMat WM Management
Fleet Management • Train Preps • Campaigns (Once Rounds) • Exams • Modules • Service Days / Service Hours • KM Run • Calendar Frequency • Call Point Attendance • Service Availability • Time Tables • Train Configuration
Transplant • Train Bookings • Availability Planning
HSE • IRF • Inspections • Safety Review & Change Control • Investigation • Root Cause Analysis • Safety Audits • Surveillance
Materials Management
• Tool / Plant Management • Receipting (stock items) • Issues and Reclaims • Materials Requests and Transfers • Cycle Count Requests • Track Materials • Capture Planned vs Actual Usage • Process Serialised Assets • Expense Material • Warranty Tracking • Process Material Storage Data
Inventory Accounting • Maintain AUP • Sales Orders
FRC Performance • Fault
Management • CUPiD Extract • LCH & Service
Points • Weather Feeds
• Bulletin Board • Engineer Location
Monitoring • Maintainer
Management (Services)
• Attribution • Stop the Clock • NDF • CUPiD Results • Risk Management • Visualisation Dashboards
• Adjusting Performance Attribution
• Denied Access • Train Failure & Delays • Modelling & Forecasting • Frustrated Access
Oracle R12 EBS
• Chart of Accounts • General Ledger • OTL • HR • Item Master • Companies / Suppliers • Purchasing
MS Lync • Instant Messaging • Device Location • Presence • Video / Audio Conference
BizTalk MS Exchange • Calendars • Mailboxes • Distribution Lists
Share Point • Shared Calendars • Distribution Lists • Documents
Maximo 5.2 • Asset Groups • Work Management (CM, PM) • Labour / Crafts • Asset Register • Materials Management • Fleet Management • Chart of Accounts • Base Services
• Faults Management (EM)
Cognos • Report Requests • Schedules • KPIs
Axiom • Cost Centres • Budget
Heartbeat
Sabre • Access Reservation • Access Bookings & Approvals • Access Booking Search
CUPiD • F&D Sheets • Train Delays • Attribution • LCH & SP
Maintainer Systems • MJQuin • MyMCS (ISS) • TRAMMS (Telent)
Ops Integration • RFID • Wheel Lathe • TBTC • SCADA (Faults , Condition
Mon) • Remote Condition
Monitoring • L&E MIP Monitors • Aggreko ARM • Wonderware InTouch SCADA • Network Operations Centre
(NOC)
MIF
IIS
ERU • TSR Boards • Incident Management • Vehicle Defects • Signals Deliveries
Timetables
EWSA
TrackerNet
- CEBR - IM - Engineer Geo-location
- Calendar - Documents
- Requisitions - General Ledger Trans - Receipts - Stock Issues - Item Updates - Time Sheets
- Purchase Orders - Item Master - Chart of Accounts - Projects and Tasks - Person - Competency - Company / Supplier
- Item Master - Chart of Accounts - Projects and Tasks - Person - Competency - Company / Supplier
- Requisitions - General Ledger Trans - Receipts - Stock Issues - Item Updates - Time Sheets
- Schedules - Report Requests - Subscriptions
- Budgets - Cost Centre - Natural Account
- Commuter Time Tables - Engineering Time Tables - Juice On/Off Times - Train Position - Natural Account
MIF
- Fault Assignments
- Access Requests - Access Bookings
- LCH Extract
- F&D - Train Delays - Speed Restrictions
- EM Faults - INF Faults - Remote Condition
Monitoring (RCM)
- Fault Assignment - Asset Update (TLF447) - Work Log - Assignment Update
BizTalk
Ambience • Adverse Weather • Denied Access • MSS • Time and Attendance
CROSS ASSET GROUP
• Operational Duty • Engineering Hours Utilisation • Roster Management • Activity Based Costs • Timesheets • Skills, Qualifications and Licenses • Contract Management (Performance) • Frustrated Access • Application for Payment • Surveillance
• Performance • Planning and Scheduling • Fault Management • Reliability • Materials Management • Warranty Management • Spares Management • Failure Code Management • RFQ • Storage Licence
• Asset Registration, Updates & Handover
• Condition Assessment • Work Management o Corrective (CM) o Planned (PM) o Operational Project (PJ) o Emergency (EM) o Predictive o Inspections (IN) o Follow On Work
Section Two Business Intelligence and Mobile Fleet Example
Mobile
Mobilise key processes where return on investment is tangible Release workforce from being deskbound Device Agnostic IPhones and IPADs - exceptions driven by business need Work online and off line
Business Intelligence & Reporting
• Real Time Dashboards • Automated Reports • Desktop/Mobile/TVs • Reports delivered directly to
inboxes
GIS
GIS embedded within Metro Maximo
Fleet ROI
0
50,000
100,000
150,000
200,000
250,000
20
02
/03
20
03
/04
20
04
/05
20
05
/06
20
06
/07
20
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/08
20
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/13
Me
an
Dis
tan
ce
Be
twe
en
Fa
ilu
res
(in
Kil
om
etr
es
)
Fiscal Year
Tube Lines aggregate Rolling Stock Car Mean Distance Between Failures (MDBF)Solid Bars = Actual Km's. Line = Moving Annual Average
Better
Worse
AMIP Programme
Fleet
JUBILEE LINE FLEET CASE STUDY
Was SAP (Alstom)
Moved into Tube Lines (Metro Maximo)
Performance Improvement: 10,000 km MDBF – now 20,000 MDBF (100%)
8 weeks implementation timeframe - continuous improvement/benchmarking
PICCADILLY LINE FLEET
Oldest and best performing on London Underground
13 years Asset Life Extension
Fleet (Piccadilly Line)
172 units 86 Trains – 79 in service at any time, 3 required for ready to go spares. 20+ PM regimes to ranging from daily to 400 hours to 12 months. Covering inspections, maintenance and
cleaning for each unit to be managed. Further PM’s also managed on individual components, wheels, motors etc. The night shift runs from 19:00 to 07:00 Trains start returning to the depots from 19:30-21:30 and then again from 23:00-01:45 A typical train will run for 16 hours a day, return to a depot require testing, cleaning and PM/CM work to be completed The duty manager and his team are responsible for: Testing all trains before the following days service starting at 04:45 Rectifying any high priority CM work which would prevent the train going into service Movement of the trains in the depot to allow PM work to be completed Compiling the train service, taking in to account what trains need to go to what location at what time for PM
work the following day, night and further ahead This will change as defects are cleared or reported, time to fix is updated or priorities change Compliance Monitored against standards – No train will leave the depot with overdue PM or high priority CM work orders outstanding Productivity Monitored – Must be high to achieve the above
Fleet Challenges
Each year more availability of trains is required
They must run for longer and travel further to meet growing customer demand
In 2015 24 hour running is to be introduced at weekends
As availability for service increases, availability to maintain decreases
Accurate planning is essential to achieve this
Train Availability Module
Service Management
• Service Preparation (trains to timetable)
• In Service/Target Arrivals/Target Departures
• Service days and hours drive maintenance
• Arrival and Departure
• Multi Depot View
• Swap over and Changeover
• Common interface to train systems
Administration (linked to Asset Register)
• Depots/Sidings/Roads Setup
• Units and Cars Registration
• Timetable Upload
Meter reading entry
Timetabling and Trip modelling
• Multiple timetables/Lines
• Interstation trip timings
• De-icing routes
Depot/Shop Management
• Stopping Trains – short and long term
• Shunting
• Coupling and train configuration
• Turning
• Stock moves
Work Management Interlock
• Open work preventing departure
• Common definition of open work
• Other meter reading entry
• View work orders, information and history
• Work orders can be viewed at the following levels unit, compo,
location, scheduled departures, scheduled arrivals, in service
and arrived trains.
• Info can be viewed at unit, compo and road level.
• History can be viewed at unit and road.
Section Three Effective Planning and Scheduling
Equipment Broken
Performance Decrease Potential Failures Identified FUNCTIONAL FAILURE Equipment not Performing as Expected
Corrective Actions
P-F Interval
Time
Maximum
Performance
Expected
Performance
Proactive Work
Reactive Work
1 Detect Potential Failures with
Maintenance Tactics: PM (TPM, TB,
RB, CBM ), RCM2, RCFA, etc..
2 Execute the Corrective
Actions before the failure
happens
Optimised Planning and Scheduling
Optimised Planning and Scheduling
Complete Mission Critical Asset Inventory
Implement efficient Maintenance Tactics RCM, TBPM. RTPM, CBM, TPM, RCFA, etc.
Ensuring Timely Execution of the Maintenance Tactics Implementing Effective Planning & Scheduling
To get the expected benefits an organization must be successful in implementing all aspects of the strategy
Weekly Scheduling is critical
The key to get real value is to set-up a Weekly Schedule agreement between Operations & Maintenance
Operations & Maintenance departments make a weekly commitment on the maintenance work priorities to maximize
plant capacity
Develops a team spirit around a common goal agreed to by the departments involved
Set the stage for efficient parts kitting, coordination between supervisors, advanced notice to tradesman on their
assignments, which all contribute to increased productivity.
Team effort by operations and maintenance is the key to
get organizations out of reactive mode
Weekly Scheduling Process Controls
Weekly Schedule Meeting Review last week’s schedule compliance Review current week schedule progress
Agree on the next week’s schedule and beyond
Attendees: Planner/schedulers, Operations & Maintenance Supervisors; should be held every Thursday of the preceding week
Daily Schedule Meeting Review today’s/shift’s priorities
Attendees: Operations & maintenance supervisors
The objective is to stick to the schedule agreement as much as possible while responding adequately to real emergencies to
maximize plant capacity
Weekly Scheduling is critical
Weekly Scheduling Starts Long Term
Weekly Scheduling Starts Long Term
Four weeks advanced rolling schedule
Scheduling Software Technologies & Approaches
Maximo Scheduler/Primavera/MS Project
A single schedule view of WOs with WBS execution constraints and continuous time scale
Scheduling Approach at JNP
Long Term approach to be successful short term
Multi year PM Workload Balancing
Annual Resources forecast
Annual PM Workload balancing per month and weekly schedule period
12 weeks Schedule look ahead
Weekly schedule period approval one week ahead
Coordination and material preparation
Daily scheduling management to complete schedule agreement
Completing and reporting work efficiently
Monitoring schedule breakers and changes to achieve highest compliance
Summary
Enterprise is truly that - all assets and business units across the entire lifecycle They must put in place the right asset reliability programme and also ensure its timely execution using effective planning and scheduling to get the value they are looking for People are at the heart of the organisation and therefore at the heart of the programme It will become the new operating model – the way the organisation operates and behaves Yesterdays excellence is todays standard and tomorrows mediocrity - it is a journey that continues ………..
