SLIDES AND NARRATIVES

Transcription

1 SLIDES AND NARRATIVES AREMA CONFERENCE SEPTEMBER 11, 2001 PRESENTED BY: J. SOUTHARD & L. ATHERTON

2 AREMA CONFERENCE September 11, 2001 INTRODUCTION: JOE SOUTHARD.. The LIRR and the Corporate Quality Assurance Department want to thank AREMA for the opportunity of describing our efforts to improve our Management Control System Our initial attempts at developing a Management Control System for the Long Island Rail Road s Signal Department focused primarily on Compliance to Federal and State Regulations. Recently we performed an in depth evaluation of the existing Management System and concluded that COMPLIANCE ONLY TO REGULATIONS IS NOT ENOUGH Our discussion today will cover: An overview of the Long Island Rail Road Functions and responsibilities of the Support program by the Corporate Quality Assurance Department Management s decision to incorporate a Quality Improvement Program and finally the Results of our Efforts

3 OVERVIEW OF THE LONG ISLAND RAIL ROAD SLIDE 2 - Joe Southard THE LIRR IS THE LARGEST COMMUTER RAIL ROAD IN NORTH AMERICA IT WAS CHARTERED ON APRIL 24, 1834 AND NOW SERVES MORE THAN 290,000 COMMUTERS EACH DAY IT MAINTAINS OVER 700 MILES OF TRACK AND THERE WERE 85 MILLION TRIPS MADE IN THE YEAR 2000

4 PHYSICAL PROPERTIES OF THE LIRR STATIONS - BRANCHES GRADE CROSSINGS - DAILY TRAINS SLIDE 3 - Joe Southard There are: 11 MAJOR BRANCHES 294 GRADE CROSSINGS 124 STATIONS and we schedule 735 TRAINS DAILY

5 Signal Department Overview RESPONSIBILITIES MANAGEMENT CONTROL SYSTEM TESTING PROGRAM SLIDE 4 - Joe Southard To support the Long Island Rail Road and to ensure the Safe Movement of the 735 DailyTrains the Signal Department was established. The Signal Department is responsible for the Inspection, Maintenance and testing of all signal system related appliances throughout the Long Island Rail Road s Mainline track. The existing Management Control System was implemented to comply with FRA Rules and Regulations Governing Railroad Signals and Train Control Systems Part 236 Testing is being performed in accordance with the Long Island Rail Road s Signal Standard C&S 227

6 Signal Department Organization & Responsibilities DESIGN CONSTRUCTION MAINTENANCE FRA COMPLIANCE SLIDE 5 - Joe Southard The Signal Department is divided into 4 basic groups: The Design Group is Responsible for maintaining in service plans, Distribution of Drawings and 30% Scope presentations for new projects The Construction Group is responsible for procuring, scheduling, installing and testing of equipment required for new Capital Projects The FRA Compliance Group ensures that the Long Island Rail Road maintains a System in compliance with FRA Rules and Regulations. The Maintenance Group performs required FRA Tests and maintenance schedules to keep the Signal System Functioning Larry Atherton will now address the development of a new Quality System and how the joint efforts of two Departments, namely The Signal Department and the Corporate Quality Assurance Department, are providing the Long Island Rail Road with its first ISO Compliant Organization.

7 CORPORATE QUALITY ASSURANCE INTRODUCES A COMPLIANCE VERIFICATION PROCESS SLIDE 6 - Larry Atherton THANK YOU JOE. IN 1996 THE CORPORATE QA DEPARTMENT INITIATED THE PERFORMANCE OF QUALITY AUDITS OF THE RAIL ROAD S GRADE CROSSING TO VERIFY COMPLIANCE WITH FEDERAL AND STATE REGULATIONS

8 GRADE CROSSING COMPLIANCE AUDITS REPORTING DEFICIENCIES SLIDE 7 - Larry Atherton THE GRADE CROSSINGS WERE RANDOMLY SELECTED FROM ONE OF THE 6 SUB-DIVISIONS (IDENTIFY ON THE CHART) TO DATE - OVER 70 CROSSINGS HAVE BEEN AUDITED WHEN DEFICIENCIES ARE FOUND A REPORT IS ISSUED TO THE SUB-DIVISION SUPERVISOR AS WELL AS THE CHIEF ENGINEER ALL OTHER SUB-DIVISIONS ARE NOTIFIED OF THE DEFICIENCIES SO AS TO AVERT A POTENTIAL SYSTEM WIDE PROBLEM

9 Results of Quality Assurance Audits. SAFETY FIRST NOTED DEFICIENCIES MANAGEMENT SYSTEM - ABILITY TO INCORPORATE CHANGES CONCLUSION SLIDE 8 - Larry Atherton ALTHOUGH THERE WERE NO SAFETY ISSUES REPORTED, THERE WERE HOWEVER OVER 500 COMPLIANCE DEFICIENCIES THEY INCLUDED- OBSOLETE PLANS, MISSING INSPECTION REPORTS, INFORMATION MISSING ON PLANS, CROSSING GATE COMPONENTS NEEDING REPAIR, AND OTHER RELATED CONDITIONS NOT IN COMPLIANCE WITH FRA OR NY STATE GUIDELINES THE AUDITS IDENTIFIED THAT THE MANAGEMENT SYSTEM FOR COMPLIANCE VERIFICATION, OVERALL CONTROL OF THE SYSTEM AND CONTROL OF CHANGES WAS NOT STRUCTURED, EFFECTIVE OR FULLY IMPLEMENTED WE REACHED THE CONCLUSION: THAT ALTHOUGH THE LONG ISLAND RAIL ROAD S SYSTEM SAFETY WAS NOT JEOPARDIZED,THE CONTROLS AND WRITTEN PROCEDURES ESTABLISHED TO ENSURE COMPLIANCE WITH FEDERAL AND STATE REGULATIONS, WAS NOT ENOUGH.

10 THE CHALLENGE Maintain the Present approach to Compliance OR Develop a Quality Management System that provides for Continuous Improvement Focus primarily on regulations specified by State & Federal Organizations Supports the Compliance Process Evaluate Present Signal Department Management System Implement an improved System that focuses on all Signal Department Functions SLIDE 9 - Larry Atherton THE SIGNAL DEPARTMENT WAS FACED WITH A CHALLENGE.. EITHER MAINTAIN THE PRESENT APPROACH TO COMPLIANCE AND FOCUS PRIMARILY ON REGULATIONS SPECIFIED BY STATE OR FEDERAL AGENCIES..OR.. DEVELOP A QUALITY MANAGEMENT SYSTEM THAT PROVIDES FOR : CONTINUOUS IMPROVEMENT FOCUSES ON ALL SIGNAL DEPARTMENT FUNCTIONS THAT SUPPORTS THE COMPLIANCE PROCESS AND ALLOWS FOR THE EVALUATION OF THE PRESENT SIGNAL DEPARTMENT S QUALITY MANAGEMENT SYSTEM AS IT COMPARES TO THE ISO QUALITY STANDARDS

11 Management Decision Develop a Pilot Program that provides the Signal Department with a total Quality Management System... that affects all related Signal activities EXISTING SYSTEM REVIEW GAPS IN THE SYSTEM IMPLEMENT IMPROVEMENTS SLIDE 10 - Larry Atherton AS A RESULT OF OUR AUDITS AND THE DECISION BY MANAGEMENT THE CORPORATE QA DEPARTMENT WAS DIRECTED TO CONDUCT AN EVALUATION OF THE EXISTING SIGNAL DEPARTMENT QUALITY MANAGEMENT SYSTEM AND TO IDENTIFY ANY CONDITION NOT IN COMPLIANCE WITH THE ISO 9001 STANDARD THIS WAS TO BE FOLLOWED BY A REVIEW TO DETERMINE THE DIRECTION OF THE SIGNAL DEPARTMENT TO INCORPORATE A NEW QUALITY MANAGEMENT SYSTEM

12 Phase I : SYSTEM AUDIT 3 MONTH QUALITY SYSTEM AUDIT AUDIT FINDINGS TO TOP MANAGEMENT SLIDE 11 - Larry Atherton IN PHASE I OF OUR ACTION PLAN. WE CONDUCTED A 3 MONTH QUALITY AUDIT OF THE SIGNAL DEPARTMENT. EACH SECTION WITHIN THE DEPARTMENT WAS REVIEWED FOR: ADEQUATE PROCEDURES, CONTROLS, RECORD KEEPING, AND DOCUMENTATION WE ALSO EVALUATED THE NEED FOR DEVELOPING PROJECT QUALITY PLANS FOR NEW CAPITAL PROJECTS AFTER THE AUDIT, A REPORT WAS COMPILED, LISTING ALL FINDINGS AND GAPS IN THE SYSTEM THE INFORMATION WAS THEN PRESENTED TO THE CHIEF ENGINEER FOR HIS REVIEW

13 Phase II - Control of Capital Projects FOCUS ON CONTROL OF CAPITAL PROJECTS PROJECT QUALITY PLAN DISTRIBUTION OF PLAN TO ENGINEERING Signal Department PROJECT QUALITY PLAN Atlantic Branch Reverse Signaling Hall To Valley Project No. 52 Prepared by: Date: Concurred by: Date: Approved by: Date: Approved by: Date: Document No. ABRS Rev.0 This Document has been developed to meet the requirements established by the International ISO Standards SLIDE 12 - Larry Atherton PHASE II OF OUR PLAN INCLUDED. THE DECISION BY MANAGEMENT TO IMMEDIATELY FOCUS ON NEW CAPITAL PROJECTS A FORMAT FOR PROJECT QUALITY PLANS WAS DEVELOPED USING THE ISO 9001 STANDARD AS A GUIDE THIS WAS FOLLOWED BY THE SELECTION OF A MAJOR CAPITAL PROJECT AND THE APPLICATION OF THE NEW PROJECT QUALITY PLAN FORMAT. FOLLOWING FAVORABLE RESULTS- AN OUTLINE OF THE PROJECT QUALITY PLAN WAS DISTRIBUTED TO OTHER ENGINEERING DISCIPLINES TO BE USED TO MONITOR THEIR CAPITAL PROJECTS

14 Phase III- Upgrading and revising the overall approach to Quality Management TOTAL COMMITMENT TO IMPROVE SIGNAL DEPARTMENT S QUALITY SYSTEM SLIDE 13 - Larry Atherton IN PHASE III OF OUR PLAN WE FOCUSED OUR ATTENTION ON COMPARING EACH OF THE ELEMENTS OF THE ISO 9001 STANDARD TO THE EXISTING SIGNAL DEPARTMENT QUALITY SYSTEM OUR NEW GOAL WAS NOW TO ANALYZE AND IMPROVE THE PROCESSES THAT DIRECTLY IMPACT RELIABILITY, SAFETY, EFFICIENCY AND CONTROLS. THIS IS PRESENTLY BEING ACCOMPLISHED WITH THE DEVELOPMENT OF A NEW QUALITY MANUAL AND NEW INTERACTIVE PROCEDURES AS WE DEVELOP THIS NEW SYSTEM AND NEAR OUR GOAL OF ISO COMPLIANCE, WHICH IS SCHEDULED TO COMPLETED BY THE END OF THIS YEAR, WE ARE IMPLEMENTING CHANGES THAT ARE MAKING A DRAMATIC IMPACT ON HOW WE CONDUCT OUR BUSINESS JOE SOUTHARD WILL NOW DESCRIBE THE INTERNAL AND EXTERNAL REWARDS WE ARE ALREADY WITNESSING AS WE CONTINUE OUR QUEST FOR ISO CERTIFICATION

15 Internal Rewards as a result of the actions taken : SIGNAL DESIGN ORGANIZATION SLIDE 14 - Joe Southard THANK YOU LARRY WE HAVE CERTAINLY WITNESSED A NUMBER OF FAVORABLE IMPROVEMENTS WITHIN THE LAST TWO YEARS. AS A RESULT OF OUR EFFORTS, IMPACT TO THE DESIGN GROUP HAS BEEN:.. ADOPTION OF FORMALIZED 30% SCOPE PRESENTATION FOR ALL NEW PROJECTS REDUCED DESIGN DEFICIENCIES, IMPROVED DISTRIBUTION OF NEW DESIGNS AND DESIGN CHANGES AND STANDARDIZED FORMAT FOR SIGNAL SPECIFICATIONS

16 Internal Rewards as a result of the actions taken SIGNAL CONSTRUCTION ORGANIZATION SLIDE 15 - Joe Southard IN THE SIGNAL CONSTRUCTION ORGANIZATION WE HAVE.. IMPROVED TECHNIQUES TO VERIFY MATERIAL COMPLIANCE BY PROVIDING INSPECTIONS AT THE SUPPLIER AND AT VARIOUS LONG ISLAND RAIL ROAD LOCATIONS ESTABLISHED AN APPROVED SUPPLIER LISTING AND DEVELOPED A PROGRAM FOR PRODUCT QUALIFICATION WE HAVE IMPROVED OUR RECORD KEEPING TECHNIQUES, IMPROVED METHODS FOR PROCUREMENT OF NEW MATERIALS AND STANDARDIZED CONSTRUCTION PRACTICES AT THE PRESENT TIME ALL OUR PROJECTS ARE ON TIME AND WITHIN BUDGET

17 Internal Rewards as a result of the actions taken : SIGNAL DEPARTMENT FRA COMPLIANCE ORGANIZATION SLIDE 16 - Joe Southard IN THE FRA COMPLIANCE GROUP ALL TESTS ARE NOW BEING LISTED IN A DOCUMENT CONTROL LOG THAT REFERENCES THE LATEST REVISION LEVEL THERE HAS BEEN AN INCREASED AWARENESS IN IDENTIFICATION OF FRA REGULATIONS VERIFICATION AUDITS ARE NOW BEING PERFORMED JOINTLY BY BOTH CORPORATE QA AND SIGNAL DEPT. FRA AND. WE HAVE INITIATED A REVIEW OF ALL PRACTICES ASSOCIATED WITH FRA COMPLIANCE

18 Internal Rewards as a result of the actions taken : SIGNAL MAINTENANCE ORGANIZATION SLIDE 17 - Joe Southard IN THE MAINTENANCE GROUP WE HAVE STANDARDIZED MAINTENANCE PROCEDURES AND DURATIONS WE ARE IN THE PROCESS OF IMPLEMENTING A NEW SYSTEM FOR THE CALIBRATION OF INSPECTION EQUIPMENT AND WE HAVE INTRODUCED IMPROVED METHODS FOR DOCUMENT & TEST CONTROL

19 External Rewards as a result of the actions taken: THE LONG ISLAND RAIL ROAD CUSTOMER SLIDE 18 - Joe Southard THE LONG ISLAND RAIL ROAD PASSENGER HAS BEEN THE REAL WINNER SINCE OUR ADOPTION OF A NEW QUALITY MANAGEMENT SYSTEM. THERE HAS BEEN AN INCREASE IN CUSTOMER SATISFACTION IMPROVED SIGNAL OPERATIONS HAS LED TO LESS SYSTEM DOWN TIME AND THERE HAS BEEN AN INCREASED AWARENESS OF THE SIGNAL DEPARTMENT S SYSTEM RELIABILITY THESE IMPROVEMENT S HAVE HAD A POSITIVE AFFECT ON THE LONG ISLAND RAIL ROAD S RECORD OF ON-TIME PERFORMANCE

20 CONCLUSION IMPROVEMENTS TO THE LONG ISLAND RAIL ROAD SUCCESS OF THE PILOT PROGRAM COMPLIANCE IS NOT ENOUGH SLIDE 19 - Joe Southard IN CONCLUSION THE LIRR IS PROUD TO BE IDENTIFIED AS A COMPANY WHOSE DEDICATION TO PERFORMANCE AND RELIABILITY HAS BEEN STRENGTHENED WITH THE IMPLEMENTATION OF AN INTERNATIONALLY RECOGNIZED MANAGEMENT SYSTEM FOR QUALITY ASSURANCE. THE SUCCESS OF THIS PILOT PROGRAM HAS PROVIDED THE LIRR WITH: A BENCHMARK FOR OTHER ENGINEERING DISCIPLINES AND OPERATING DEPARTMENTS TO DEVELOP SIMILAR QUALITY IMPROVEMENT SYSTEMS, AND THE KNOWLEDGE AND REALIZATION THAT IN THE PROCESS OF IMPLEMENTING QUALITY SYSTEMS & IMPROVEMENT PROGRAMS COMPLIANCE ONLY TO FEDERAL AND STATE REGULATIONS IS NOT ENOUGH. THANK YOU ARE THERE ANY QUESTIONS?