Transfer of Technical Knowledge in Railways

Transcription

1 Copyright 2015 East Japan Railway Company ALL Rights Reserved. Transfer of Technical Knowledge in Railways East Japan Railway Company (JR East) International Department Manager Yukiko Kimishima

2 Agenda About JR East 1. Inauguration of JR East 2. Five Features of JR East 3. Railway Operations of JR East Transfer of Technical Knowledge in Railways 1. Generation Gap Challenges 2. How We Cope with the Challenges? (1) Build Comprehensive Training System (Off-JT, OJT, Self-development) (2)Develop Leaders and Experts Copyright 2015 East Japan Railway Company All rights reserved 2

3 About JR East 1. Inauguration of JR East 2. Five Features of JR East 3. Railway Operations of JR East 3 Copyright 2015 East Japan Railway Company ALL Rights Reserved.

4 Length of railway network 1. Inauguration of JR East- JNR Reform History of railway construction in Japan (km) 30,000 25,000 20,000 15,000 10,000 Total 計 By 国鉄 National Gov. By Private companies 民鉄 JRs Private-companiesdriven construction in the beginning 1964, the world s first high speed rail (Shinkansen) Further constructions by private companies even after nationalization of railways JNR (Public Corporation) JRs (Private) 5, (year) 1868 The Meiji Restoration 1906 Nationalization of railways 1949 Inauguration of Japanese National Railways (JNR) 1987 JNR Reform (Privatization and Division) Copyright 2015 East Japan Railway Company ALL Rights Reserved. 4

5 1. Inauguration of JR East- JNR Reform Inauguration of JR East- JNR Reform JNR Reform in 1987 Japanese National Railways JR Hokkaido Passenger Transport Companies (JNR) 1) JR Hokkaido 2) JR East Transferred in April ) JR Central 4) JR West 5) JR Shikoku 6) JR Kyushu JNR Settlement Corporation Japan Freight Railway Company Territorial division Railway Telecommunication Company Railway Information System Company JR Kyushu JR West JR Central JR East Shinkansen Holding Corporation JR Shikoku Railway Technical Research Institute Copyright 2015 East Japan Railway Company ALL Rights Reserved. 5

6 About JR East 1. Inauguration of JR East 2. Five Features of JR East 3. Railway Operations of JR East Copyright 2015 East Japan Railway Company ALL Rights Reserved. 6

7 2. Five Features of JR East (1) Vertical structure We own all the infrastructure of railway, operate and maintain as full integration railway model. Operation and Maintenance Infrastructure Tokyo Network: About 7,500 km Trains: 13,000 /day Copyright 2015 East Japan Railway Company ALL Rights Reserved. 7

8 2. Five Features of JR East (2) Horizontal structure We own and operate and all categories of passenger railway transport. About 7,500 km High-speed Integrated Railway Network Passengers: 17 mil. /day Tokyo Metropolitan Area Metropolitan Regional Copyright 2015 East Japan Railway Company ALL Rights Reserved. 8

9 2. Five Features of JR East (3) Business structure We own and operate non-transport business. Non Transport Business Shinkansen (High-Speed rail) Others (Regional rail, monorail) 33% 67% Transportation JR East Group Total $27.0 bil 27% 14% Transportation Revenue $16.9 bil Numbers are as of FY ended March 31, NOK 16.8JPY(As of 1st September 2014) 59% Tokyo Metropolitan Area Copyright 2015 East Japan Railway Company ALL Rights Reserved. 9

10 2. Five Features of JR East (4) Entire rolling stock chain We implement all stages in the lifecycle of rolling stock. J-TREC J-TREC HQ Planning Designing Manufacturing High level maintenance High level operation R&D Center R&D High reliability Minimizing Total LCC Maintenance Operation Depot & Workshop Copyright 2015 East Japan Railway Company ALL Rights Reserved. 10

11 2. Five Features of JR East (5) Two withouts Two withouts for the past 27 years (more than quarter century) and possibly next quarter century. No Subsidies from the central and local government 1 at all after privatization. No Raise of Fares and Charges 2 except the consumption tax increase. Copyright 2015 East Japan Railway Company ALL Rights Reserved. 11

12 2. Five Features of JR East (5) Two withouts No Subsidies Before JNR reforms: FY1977- FY1986 Government & Municipalities 6 billion USD Subsidy annualy (in average) JNR After JNR reforms: FY1987- FY2010 Government & Municipalities JRs 1.6 billion USD payments (in average) corporate tax, business tax etc. Copyright 2015 East Japan Railway Company ALL Rights Reserved. 12

13 About JR East 1.Inauguration of JR East 2. Five Features of JR East 3. Railway Operations of JR East Copyright 2015 East Japan Railway Company ALL Rights Reserved. 13

14 3. Railway operations of JR East Tokyo Shinkansen Metropolitan Network Area Network 5 directions from Tokyo Shin-Aomori Hachinohe in Operation Akita Morioka Shinkansen Network: 1,411km under Construction Shinjo Yamagata Niigata Sendai Fukushima No. of Passengers: 241,000 /day No. of Trains: /day Kanazawa Nagano Takasaki Tokyo Copyright 2015 East Japan Railway Company ALL Rights Reserved. 14

15 3. Railway operations of JR East Shinkansen Railcars Tokyo Shinkansen Metropolitan railcars of Area JR East Network High Speed / Large Capacity Type Series E3 Series E2 Series E5 Series E6 Series E4 Series E7 Through Service Type Copyright 2015 East Japan Railway Company ALL Rights Reserved. 15

16 3. Railway operations of JR East Shinkansen Railcars Tokyo Development Metropolitan of JR East s Area Shinkansen Network speed km/h km/h Challenges toward achieving an operational speed of 360 km/h Greater safety km/h Higher reliability km/h Better ride comfort More Reduction of Noise Reduction of other aerodynamic effects Future Target Shinkansen speed-up requires not only the acceleration of running speed, but also improved riding comfort and environmental considerations. Copyright 2015 East Japan Railway Company ALL Rights Reserved. 16

17 3. Railway operations of JR East Punctuality of Train Operation Average delay time per train Min. Conventional Lines Shinkansen Year * Including various kinds of delay reasons Copyright 2015 East Japan Railway Company ALL Rights Reserved. 17

18 Transfer of Technical Knowledge in Railways 1.Generation Gap Challenges 2. How We Cope with the Challenges 18 Copyright 2015 East Japan Railway Company ALL Rights Reserved.

19 1. Generation Gap Challenges The number of the employees in 40 s is much smaller because JNR is restricted from the recruitment just before the privatization. Most of the employees recruited by JNR will retire over the next 8 years. Corporate management is mostly made by 50 s. (persons) Age composition of employees (As of Apr. 1, 2015) The change of generations will go rapidly over the next ten years. (Approx. 40% is 52yrs old or older) Turning point of age composition 19 Copyright 2015 East Japan Railway Company All rights reserved (year-old)

20 1. Generation Gap Challenges How is the employee training environment changed? Past (Over 10 years ago) The primary method of training was On-the-Job Training (OJT). The company left OJT entirely to the workplaces. Quality of OJT was inconsistent per the workplaces. It took long time to develop matured and independent technicians /engineers There were few assignment change opportunities for onsite technicians, which resulted in narrowing their knowledge and perspectives. Present There are fewer human resources who is capable to do OJT at the workplaces. It cannot take long time for the workplaces to develop matured employees. Copyright 2015 East Japan Railway Company All rights reserved 20

21 1. Generation Gap Challenges In which railway field is technical transfer an urgent issue? Station Customer relations, Switching track operation Transportation Train conductors, Train drivers, Operation control Rolling Stock Design and Maintenance Facility maintenance Track, Civil engineering, Buildings, Machineries,Electricity, Signals, Telecommunication equipment Construction Safety management Copyright 2015 East Japan Railway Company All rights reserved 21

22 Transfer of Technical Knowledge in Railways 1.Generation Gap Challenges 2. How We Cope with the Challenges Copyright 2015 East Japan Railway Company ALL Rights Reserved. 22

23 2. How We Cope with the Challenges (1) Build Comprehensive Training System 1 Build systematical trainings (Off-JT) 2 Support the workplaces to do OJT 3 Promote Self development (2) Develop Leaders and Experts 1 Develop young leaders of engineers 2 Develop site managers 3 Develop expert teams Copyright 2015 East Japan Railway Company All rights reserved 23

24 2.How We Cope with the Challenges (1) Build Comprehensive Training System 2Support the workplaces to do OJT a. Establish Skills Training Centers b. Nurture OJT instructors c. OJT based on a skills map On-the Job Training (OJT) Group Training (Off-JT) 1Build systematical trainings (Off-JT) a. Prepare 6-months comprehensive program for newly joined employees b. Set up systematical training Self- Development 3Promote self development a. Promote e-learning b. Nurture self-driven and self -developed employees Copyright 2015 East Japan Railway Company All rights reserved 24

25 (1) Build Comprehensive Training System 1 Build systematical trainings (Off-JT: Group training) a. Prepare 6-months comprehensive program for newly joined employees Program Flows 1 st 1month Customer-oriented mind Safety as the top priority Discipline (ex) punctuality, greetings, well-groomed Pride as a member of society, JR East, and as an engineer Team Sprits 2 weeks Safety Policies and Rules: protective equipment, train watch-guard, train-protection Copyright 2015 East Japan Railway Company All rights reserved 25

26 (1) Build Comprehensive Training System 1 Build systematical trainings (Off-JT) a. Prepare 6-months comprehensive program for newly joined employees Program Flows 3months Basic knowledge of whole railway system Basic knowledge for technical laws, regulations, and rules Basic theory of railway maintenance Practical training for inspecting, repairing various equipment 1month Worksite visit and wrap up Practical training for track lines and signal lines Practical training for inspecting electrification Special practical training for inspecting tunnel 26

27 Copyright 2015 East Japan Railway Company All rights reserved 27 (1)Build Comprehensive Training System 1 Build systematical trainings (Off-JT) b. Set up systematical training JR East General Education Center established in 2000 accommodations for 1,224 trainees 27,000 trainees / year training equipment of all the areas of railway operations and maintenance

28 (1) Build Comprehensive Training System 1 Build systematical trainings (Off-JT) b. Set up systematical training Rolling stocks Maintenance of Track, Civil engineering, Building, Machineries, Electricity, Signals Manager Chief Instructor Staff Training for experts Training for RS network Training for RS instructors Training for instructors for RS engineers Training of RS technology for experts Training of RS technology for masters Training for basic RS Knowledge& skills(11 months) (General RS Center) Training for management technology Training for professional application Training for experts Training for facility control system Training for professional theory for employees who are with 2 to 3 years and 5 to 7 years of service Training for basic maintenance Knowledge & skills (5 months) (General Education Center + branch) Training for preventing accident Copyright 2015 East Japan Railway Company All rights reserved 28

29 (1) Build Comprehensive Training System 2 Support the workplaces to do OJT a. Establish Skills Training Centers at each region JR East established 104 skills training centers for engineers/technicians to acquire basic technical knowledge and skills specific to railway. Training materials: Systems simulating real equipments and tools RS maintenance center Mockups for RS, such as power collection equipment, door opening-closing devices, and braking equipment Facilities maintenance center Railway facilities including railway tracks, turnouts, platforms, overhead line equipment and signals Technical Knowledge and skills to be acquired here: the nuts and bolts of the work through repeated practical works; technics and skills required for routine works (common skills to whole organization and unique skills by region and type of rolling stock); and technics and skills to resume operations safely and timely after transport disruptions by detecting causes. Copyright 2015 East Japan Railway Company All rights reserved 29

30 Copyright 2015 East Japan Railway Company All rights reserved 30 (1) Build Comprehensive Training System 2 Support the workplaces to do OJT a. Establish Skills Training Centers at each region A full view of the center Practical training for inspecting tunnel Training for recovery of overhead line Installation of distribution line Training for recovery of communication line

31 (1) Build Comprehensive Training System 2 Support the workplaces to do OJT a. Establish Skills Training Centers at each region Installation of turnout Training for adjusting points Measuring distortion in a bridge Investigating failures of RS Station equipment and tunnel for training Truck line and overhead line for training Copyright 2015 East Japan Railway Company All rights reserved 31

32 1. Build Comprehensive Training System Copyright 2015 East Japan Railway Company All rights reserved 32 2 Support the workplaces to do OJT b. Nurture OJT instructors of each workplace At each workplace, at least one matured employee is assigned as an OJT instructor who conducts OJT there. At General Education Center, they receive trainings for instruction skills of how to transfer technical knowledge of each workplace. Name of training program Instructor training seminar (Basic) Instructor training seminar (Advanced) Instructor training seminar (Technical professional) trainees Employees who instruct technical knowledge and skills to the next generation at each workplace Total of trainees Program started since 355 FY FY FY2012

33 (1) Build Comprehensive Training System 2 Support the workplaces to do OJT c. 7 years program for young engineers/technicians Aiming to help the employees for facility maintenance getting matured as independent engineers in seven years, we nurture them through OJT, rotation of job assignment, and training programs. Training Programs (Standard programs for newly joined employees) 育成方針 Policy* Personnel with certain technical Nurturing 育成期間 period Level-up レベルアップ期間 period 一定の技術力を持った人材 skills Training 育成方法 method 教育 Initial Training OJT OJT 訓練 研修等 and training Practical 実務 operations 1年目 st Y 2年目 nd Y 3年目 rd Y 4年目 th Y 5年目 th Y 6年目 th Y 7 th 年目 Y 担当業務 Operation 研修 Training OJT Field operation, フィールト 業務 工事 積算 予算管理 監督業務 construction work, estimation, budget control, supervision 基礎技術技能研修 Training for basic (6 technics ヶ月間 ) and skills (6 months) Training 各支社訓練センター等を活用した教育訓練の実施 at training center of each branch Design, 直轄設計 直轄検査 施工立会 and inspect equipment, ( 直轄線閉 supervise ) の拡大 ( 教育担当者 アト ハ イサ ー 安全担当者 安全のキーマン等の活用 ) maintenance works, etc., Professional 専門性を高める運用 operations** Example [ 例 ] Operation 指令業務 Control Center 支社勤務 Working ハ ートナー会社 メーカ等へ出向 at Branch Temporary 系統間の人事交流 transfer to partner company, manufacturer Cross-field exchanging human resources Copyright 2015 East Japan Railway Company All rights reserved

34 (1) Build Comprehensive Training System 2 Support the workplaces to do OJT d. Conduct OJT based on skills maps Based on the skills checking sheet, a technic and skills map for each field, the young employee with less than seven years work experience have an interview with his/her instructor every six months. The instructor checks how proficient the employee is to set a goal for next six months to conduct OJT in a closely supervised setting. Manager/ instructor Checking the level of proficiency at the interview Young employee Setting a goal for the next term Technical goals which are common within the company and are specific to the workplace Copyright 2015 East Japan Railway Company All rights reserved

35 (1) Build Comprehensive Training System 3 Promote Self development a. Lend an ipad to every employee to promote self -study Every employee in facility & electric maintenance fields are lent an ipad so that they can get manuals, text books, training movies, and technical news any time and anywhere for self-study. Through these ipads, 40 e-learning courses based upon in-house correspondence courses that cover all railway fields, are also provided. Trainees record an operational procedure on their ipads. Study via a company ipad In-house correspondence course E-learning course Copyright 2015 East Japan Railway Company All rights reserved 35

36 (1) Build Comprehensive Training System 3 Promote Self development b. Nurture self-driven and self-developed employees JR East has systems for front line employees to participate in small working group to solve worksite/technical issues and to improve safety of field operation, reduce necessary man power, reduce costs, and invigorate the worksite. Front line R&D Funded by the company, front line employees who have their own initiatives, is allowed to work on solving technical issues they face in the field and on conducting a variety of technical developments at operating sites. Example Development of a signal hood using Clearheat to melt heavy snow Conventional hood (L), developed hood (R) Image by thermal camera: Conventional hood (L), developed hood (R) Signal hood using Clearheat (side) 36 Copyright 2015 East Japan Railway Company All rights reserved

37 (1) Build Comprehensive Training System 3 Promote self development b. Nurture self-driven and self-developed employees My Project Front line employees who have their own initiatives, can set up projects (small group) to do whatever they want to do to contribute to the worksites or the company. Example Construction employees take part in a regional festival to publicize JR East Young & experienced employees solve worksite issues together Employees visit other worksites to exchange information & knowledge each other Effects of these activities Employees acquire technical knowledge, broad perspectives, communication skills, leadership, etc. through their experiences, because they take active part by their own initiatives. When various employees make efforts together to achieve the clear goals, technical knowledge, including tacit knowledge are transferred from experienced employees to younger generation, and from one worksite to another. 37 Copyright 2015 East Japan Railway Company All rights reserved

38 (2) Develop Leaders and Experts In Order to transfer technical knowledge in the worksites effectively, we especially develop young leaders, site managers, and advanced expert teams. Advanced expert teams on specific fields Ask consultation and review Site manager Consultation and review Experienced employees Young leaders Ask consultation and review Site manager Worksite Young employees Worksite Copyright 2015 East Japan Railway Company All rights reserved 38

39 (2) Develop Leaders and Experts 1 Develop young leaders who will play a core role in railway technology Technical Academy Technical Academy, the internal university, was founded in March 2009 to nurture motivated young employees so that they play a core role in each field of railway technology. Objective Help trainees acquiring the comprehensive knowledge of the railway system Nurture engineers who are highly motivated in problem-solving Training method Trainings focused on railway technologies (especially structure and theory) Trainees spend one year away from their regular work assignments in order to concentrate on technological studies at the Head Office. Field RS (design and maintenance); Transportation; Track maintenance; Civil Engineering; Construction; Machineries; Electricity; Signal; Communication Number of trainees Approx. 50 every year Selection of applicants Applicants are selected and entitled to participate in the program by technical papers and interviews. Developing Diagram (Transportation) Developing Steel Bridge (Construction) Copyright 2015 East Japan Railway Company All rights reserved 39

40 (2) Develop Leaders and Experts 1 Develop young leaders who will play a core role in railway technology Technical Academy Programs 1) Cross-field learning for comprehensive knowledge in technology Comprehensive knowledge for the whole railway system Skills required for solving problems Lectures by external experts, lessons for speaking/writing skills needed for engineers, multi-fields mutual practical trainings and group workshop, etc. 2) by field learning in expanding knowledge of technology in their specific field Foundation and theory of the practical operation of the field Intensive learning of history, theory and foundation of the standards and rules of each technical field, that is difficult to learn on OJT, through 1) lectures and practical trainings by internal/external experts or retired engineers; 2) learning at institutions or universities; 3) self-education for professional technology. Cross-fields Group Workshop Multi-fields mutual practical training Copyright 2015 East Japan Railway Company All rights reserved 40

41 2. Develop Leaders and Experts 2 Develop Site Managers Since site managers play very important roles to transfer the technical knowledge, we have long-term trainings for site manager candidates before they are assigned. knowledge and skills that site manager candidates acquire by these trainings General Technical Knowledge Capabilities in emergency case Leadership p Site manager Management skills Copyright 2015 East Japan Railway Company All rights reserved 41

42 (2) Develop Leaders and Experts 3 Develop Expert Teams Past(Until 5years ago) Experts were located at different worksites. Expert Worksite Present Experts Worksite Experts Worksite Worksite Worksite Worksite Disadvantages difficult to catch up with new technologies difficult to improve themselves by encouraging each other difficult to transfer their knowledge to younger generations In highly specialized fields, several advanced experts are located together in one workplace. They give advices to worksites, review designs that worksites have made, and go inspection with worksite staff members. Advanced expert team Copyright 2015 East Japan Railway Company All rights reserved Advantages easier to catch up with new technologies easier to improve themselves by encouraging each other easier to transfer their knowledge to younger generations 42

43 Conclusion Copyright 2015 East Japan Railway Company All rights reserved 43 Without individual employee s growth, the company growth never happen. The frontline employees, who are facing to customers, are extremely important in the service sector, where JR East belongs to. We continuously make efforts to provide to the highly motivated employees many opportunities to try new challenges, so that they can feel their personal growth and fulfillment through their work. At the same time, we create a corporate culture of respecting for challenges they do.

44 Thank you for your attention East Japan Railway Company 44 44