PMPML Transformation. Pune Mahanagar Parivahan Mahamandal Limited (PMPML) Sep Tukaram Mundhe, IAS Chairman and Managing Director, PMPML

Transcription

1 PMPML Transformation Pune Mahanagar Parivahan Mahamandal Limited (PMPML) Sep 2017 Tukaram Mundhe, IAS Chairman and Managing Director, PMPML 0

2 The Approach Principles / Approach Vision Mission Access through transport, rather than access to transport Demand based, rather than supply based ICT as a key enabler and decision support tool Sustainable development rather than stand alone service. PMPML is committed to provide access through transport in a manner that is safe, secure, affordable, accessible, efficient, reliable and resilient which will reduce carbon footprint & promote sustainable development To provide services and infrastructure for the mobility of the people. To provide transport that is accessible, affordable, efficient, reliable, safe, secure and equitable. To provide mobility for jobs, markets, education, socio- cultural and economic activities. To provide sustainable public transport reducing individual motorized transport. To promote and strengthen the use of technology bringing in efficiencies and ease of doing business About PMPML 1

3 The Trends 2

4 The Challenges Fleet management Maintenance Operations Manpower management Non availability of buses Under utilization (PMPML buses) and over utilization (Pvt. Buses) Poor planning Irregular frequency of buses Lack of Information and no timetable for citizens (ETA) Poor condition of the bus Lack of tracking by PMPML Lack of system and processes for maintenance Non-adherence to bus maintenance schedule Non availability of OEM parts Breakdown maintenance in poor condition Lack of history sheets / bin cards Poor Procurement and Inventory management Lack of coordination between workshop and depot management units Lack of route rationalization (bunching and gaping) Part implementation of ETMs Poor scheduling Resistance in usage of ICT Wastage of paper rolls, leading to higher cost Large PPT usage Lack of Grievance redressal mechanism Adhoc manual Incident management Lack of HR management Under utilization and non utilization of manpower Duplication & Multiplication of role Uneven distribution of people across departments Lack of coordination & cooperation among departments High absenteeism in ground force Lack of training and capacity building 3

5 The Initiatives Fleet management Fleet management Parameter Outcome Revision of fleet size Fleet size revised from 2045 to 1945 More buses on road with lesser fleet (~1500/1945 as against 1250/2045) Better maintenance of buses Maintenance schedule plan and execution Buses in good conditions available ~1500 PMP econnect App for citizen for tracking for live tracking of buses Online booking of tickets Tracking of fleet and schedule Grievance redressal (for availability and maintenance) Information about buses on road and route to the passenger. Web Portal/Mobile App facilitates hassle free advance booking of Pune Darshan, Airport Buses & other AC bus services. Tracking of all on road/on route buses and deviation through Transit Management System (TMS) leads to optimal uses of fleet. Interactive Platform for grievance redressal which is faceless, online, real-time with auto-accountability and transparency Bus tracking and journey planning by App downloads Increased Monthly Ridership from 9 lakhs to 11+ lakhs Online tickets booked- 567 till 31 st Aug 17 Tracking of each bus on road including early start, on-time start, delayed start and end at each depot/terminal/stop and RDV Total Grievance Received 5503 Total Grievance Resolved

6 The Initiatives Maintenance Maintenance Parameter Outcome Optimization of Central workshop and depot management units Merger of 2 Central Workshops, better HR management. Engine spare increased from p.m. Gear Box spare up from p.m. Procurement of genuine parts from OEM Scientific maintenance practices Daily Breakdown Servicing Docking Procurement of genuine parts from OEMs registered with ASRTU to ensure high quality, optimum utilization and cost efficiency. Added one more working shift (11.30 am to 8 pm) to existing single shift (8 am to 4.30 pm) in workshop. Based on running kilometers maintenance activity started rather than number of days on road, servicing after 3750Km, half docking at 22500Km & Full Docking at 45000Km >30 local vendors done away with Lead time has gone down ~45 days to ~15days Improvement in maintenance More buses on road because of daily maintenance in night Timely maintenance and servicing - buses on road from ~1250 to 1500 Breakdown reduced from ~300 to <100/day Implementation of history sheet and bin card History sheet and Bin card enables to track the bus maintenance schedule and consumption of spares. Demand Supply Match and thus In time availability of parts. Inventory management Implementation of inventory management module (in progress). Less lead time & MSL maintained for 1 month. 5

7 The Initiatives 6

8 The Initiatives Operations Operations Parameter Outcome Route rationalization Rationalization based on data analysis Load factor of schedule Load factor on route Load factor of trip Load factor of stage Merging, de-merging, extension, curtailment of routes and creation of new routes Routes reduced from 361 to % ETM usage Auto tracking of fare collection, ridership, revenue receipts and schedules and trips 100% accounting, auditing and reconciliation on same day Real-time tracking of revenue, ridership, buses on road Thrust given to reduce paper roll wastage Enforced conductor to issue 222 tickets per roll than 163 tickets per roll. Consumption of Paper roll per month reduced from 1,31,088 to 87,301 Incident management Auto-assigning of incident and its tracking (in progress) Earlier it was taking 2-3 hours to handle the incident now It takes 15min Reduced turnaround time Scientific scheduling and planning Database of ridership, needs, demands and service (continuous) Reduction in bunching and gaping Better Headway & Frequency of buses 7

9 The Initiatives Operations 8

10 The Initiatives Operations 9

11 The Initiatives Pass rationalization Earlier : 34 Pass Types 1 st Sept onwards : 11 SN Type of Pass SN Type of Pass SN Type of Pass 1 Weekly pass 13 PMPML (staff dependent pass) 25 Student Punching pass (One route & One 2 way trip/day) 2 Monthly pass (PMC & PCMC) 14 PMPML Apprentice pass 26 Student pass (Corp. schools) 3 Monthly pass ( All routes) 15 PMPML retired staff 27 Student pass (Other schools) 4 3 Month pass (PMC/PCMC) 16 PMPML staff Month pass ( All routes) 17 PMPML Contractual driver pass Student Monthly pass (PMC & PCMC) 29 Student Monthly pass ( All routes) 6 6 Month pass (PMC/PCMC) 18 Toll pass 30 Senior Citizen Daily pass 7 6 Month pass ( All routes) 19 Blind pass 31 Central & State Govt. pass 8 Punching pass ( One route & One 2 way trip/day 20 Disability pass 32 Police pass 9 Daily pass 21 Mental Disability pass 33 Senior Citizen Monthly pass 10 Freedom fighter 22 Press pass 34 Senior Citizen 3 Month pass 11 Manapa sevak monthly pass 23 Manapa Staff pass S N Type of Pass/Mi Card 1 Monthly pass/mi Card 2 Administrative pass/mi Card 3 PMPML employee pass 4 Driver on rental buses 5 Police pass/mi Card 6 Honorary pass 7 Manapa employee pass/mi Card 8 Differently abled person pass/mi Card 9 Senior Citizen pass/mi Card 10 Student pass/mi Card 12 Student 3 Month pass (All routes) 24 Student 3 Month pass (PMC/PCMC) 11 Immuno-deficient pass/mi Card 10

12 The Initiatives HR Management HR Management Parameter Outcome Scientific staffing pattern New Bus: Manpower ratio is 1 : 5.9 / 1 : 9.6 Brings down CPKM Restructuring of organization Department wise restructuring of organization 15 departments. Clear chain of command and hierarchy. Clarity about roles and responsibilities. Discipline in the organization Discipline in terms of time management, work management and output oriented. Increase in efficiency levels Training and capacity building Optimization of manpower Training of personnel by Regional Transport Officer 4 trainings conducted till June IT training conducted for all field staff. Behavioral training conducted with the help of external staff. Optimum manpower utilization by merging roles. Auditor cum cashier to perform roles of both cashier and auditor at depot. Optimal use of controller role. Quality work Need based manpower. Depot level manpower reduced from(~35 to ~15) 11

13 The Initiatives HR Management 12

14 Snapshots of initiatives undertaken : Financial Discipline Complete route survey done (jointly with PMPML, Consultant, IT Vendor, PPP operators) with Geo tagging of bus stops Geo-fencing of the bus stops done (measurement 60m on arrival and 40m towards departure) and mapped to system / backend Training session organized for PPP operators / their drivers to explain them the geo-fencing and where to stop bus Event generated if bus doesn t stop in geofenced area for 5 sec at a bus-stop on its route Automated system/report for calculation of SLA and penalties (e.g. - skip stop, harsh breaking etc.) Penalty of INR Cr till July imposed, thus improving performance of the operators and brining in seriousness Penalty to Operator Mahalaxmi Automotive Mahalaxmi Transport Travel Time BVG Anthony Garages Prasana Purple Total Apr 17 Jul Cr 5.02Cr 6.23Cr 4.81Cr 3.33Cr 0.65Cr 26.54Cr Apr 16 Mar Cr 4.34Cr 4.87Cr 1.89Cr 2.12Cr 1.34Cr 20.10Cr 13

15 IT initiatives : Launch of new portal New interactive portal launched The portal is mobile responsive (would render as per device) More than 1.12 lakh visitors within 3 months Provides facility of journey planning, online booking of tickets, booking of Mi Card, viewing reports / dashboards, lodging grievances etc. Facility for employees to login to the portal Marathi version to be launched soon 14

16 IT initiatives : Command and Control Center 18 seats CCC fully automated Centralized monitoring of daily operations of: buses Tickets issuance Schedule adherence Trip adherence Two way communication between CCC and bus Breakdown services Incident management Enterprise management Emergency helpline 15

17 IT initiatives : Common Facilitation Centers Options for Commuters to Buy Mi Card Visit any Point of Sale (POS) location / Pass Center Visit PMPML website and apply for MI Card Mi Card is available in two categories: Personalized Mi Card (All Passes offered by PMPML) Non-Personalized Mi Card Commuters can also load money, refund on any of these citizen facilitation centers. 16

18 IT initiatives : Mi Card Launched by Hon. PM on 25 th Jun 2016 India s first Interoperable Open Specification Contactless Smart Card Mi for the citizens of Pune. Success and Benefits: Flat transaction fee model No interchange fee Multibank co-branding is possible Available Issuer PMPML and not bank Additional revenue for PMPML when used for other payments Your transaction begins and ends with the touch of म card. Choice of public on type of card Compatible and can be Integrated to NCMC standards 17

19 IT initiatives : Mi Card Leadership Dashboard 18

20 IT initiatives : Mi Card Leadership Dashboard (Revenue) 19

21 IT initiatives : PMP econnect App Available on both Android and ios More than download in 3 Months Provides citizens Trip and journey planning Viewing timetable Booking of tickets Online pass (MI Card) Lodging grievance Checking grievance status Giving feedback on grievance resolution SOS / Safety feature 20

22 IT initiatives : Grievance Redressal Management System Citizen Citizens can lodge a complaint Lodges complaint Grievance recording & Auto-assigning Officer through the Portal or App Auto assignment of complaint to the officer Escalated if not resolved Acknowledges Officer needs to open within 24 Re-opened and Escalated as per matrix Technical Resolution Open : 05 Daily SMS hours, else auto escalation to next level with show cause Officer has to close the complain within defined timeframe (SLA) Citizen feedback Auto-closure after 7 days In Progress : 100 Resolved : 5398 Citizens have an option of closing the complain or reopening it Citizen Grievance Closure Escalated : 0 Citizens have an option of giving rating Re-opened : 0 If grievance is not resolved within Closed : 3676 timeframe, then auto escalation with show cause happens Total :

23 IT initiatives : GRMS Leadership Dashboard 22

24 IT initiatives : AFCS Leadership Dashboard 23

25 IT initiatives : AFCS Online Automatic Fare Collection System in India Enable PMPML to Monitor the real time performance on the basis of Depot Shift Route Trips Conductor Monitor the usage of Preprinted ticket through the single system Comprehensive Reporting as per PTO Requirement Controller Module for errant commuter travelling without ticket and levy fine 24

26 IT initiatives : AVLS Leadership Dashboard 25

27 IT initiatives : AVLS AVLS Real time tracking of buses Alerts of events Harsh Braking Skip Stop Harsh Acceleration Harsh Braking Over Speeding Two-way Communication System Microphone and speakers fitted in buses to allow drivers to contact the help centre and vice versa Allows a check on deviations such as over speeding, harsh braking, harsh acceleration, etc. System to be used by driver only after parking the vehicle 26

28 IT initiatives : Enterprise Management System EMS consists of core modules Network fault management Network performance monitoring Integrated network traffic analysis Server performance monitoring Database performance monitoring It also has modules like Asset management Integrated incident management system 27

29 IT initiatives : Master Data Management System Master database of PMPML for capturing operational details as below: Fleet Routes Schedules Trips Depots Crew details Vendor details Bus details Employee details Common source of data for PMPML 28

30 IT initiatives : Safety and Security of passengers 1 SOS facility / ability to send SMS to predefined contacts through the Mobile App 2 Two way communication system in buses for communication / response in case of emergency / accidents / incidents 3 Real time Tracking of buses for deviation / going off route at the Command and Control Center 4 Effective electronic grievance management system 5 Buses fitted with CCTV 6 Buses fitted with panic buttons 29

31 Response has been positive from the citizens of Pune 30

32 Way forward and new initiatives ERP driven complete ITMS implementation with full 12 modules to Go Live Online inventory and workshop management PMPML Further schedule, route, trip and fare rationalization Effective resource management Increase in non-fare revenue: Monetization of assets, advertisements, better and time bound rent collection. 31

33 Sustainable public transport challenges Coordination and cooperation with different departments Need of UMTA Fare rationalization Policy decisions Fleet modernization Capex vs Opex Green energy and operational issues - Diesel vs CNG vs Electrical buses Sustainability Demand centric vs Supply driven IT as enabler- Integrated model of ITMS for India 32

34 Thank You Contact details: Shri Tukaram Mundhe, IAS Chairman and Managing Director, PMPML Phone:

35 PMPML at a snapshot 2007 Formation of PMPML by merging PMT and PCMT ~2000 Fleet size of PMPML ~9000 Staff strength of PMPML ~11 Average daily ridership (in lakhs) ~1.6 Average daily revenue (in crores) 13 Total number of depots at present Back 34