Cost Optimisation Electrification Infrastructure Congress 2012

Transcription

1 Cost Optimisation Electrification Infrastructure Congress 2012 Peter Kessel Head Planning and Steering SBB Installations and Technology London, 16 th October 2012

2 Session Optimising Long-Term Asset Life-Cycle Costs Through Holistic System Design Approach Agenda A SBB Infrastructure some Key Figures 3 B Challenges in Asset Management of Rail Network 7 C Basis and Methodology for Strategy Development 10 D Objectives in Asset Management 14 E Basis Network Status Report 17 F Strategic Directions of Asset Management 20 SBB Infrastructure Installations and Technology

3 A SBB Infrastructure some Key Figures

4 A SBB INFRASTRUCTURE SBB Infrastructure - "We are the factory for clearing rails in Switzerland." Ú 9,300 employees Ú 7,385 km of track Ú 5,814 bridges Ú 287 tunnels Ú 30,265 signals Ú 14,254 points Ú 6 hydroelectric power stations Ú 6 frequency converters Ú 1800 km power lines 132 kv Ú 2 GSM-R centres Rail Network Energy Network Telecom Network SBB Infrastructure Installations and Technology

5 A SBB INFRASTRUCTURE SBB Infrastructure operates three networks: the rail network, the telecommunications network and the energy network Interaction of SBB Infrastructure's rail, telecommunications and energy networks Rail Telecommunications Energy Rail network: Ø Rail track, catenary Ø Signalling and train control systems Ø Civil Engineering, nature & natural hazards Ø Passenger/freight handling facilities Ø Electrical installations Ø Data network: Cable, UMUX / transmission, business IP, rail IP Ø Rail communications: GSM-R, rail mobile devices, tunnel radio telephone installations etc. Ø Business coms: VoIP, GSM public, call centre solutions Power supply network: Ø Power plants (reservoir/river power stations) Ø Frequency converters Ø Substations Ø Network control systems Ø Power transmission lines SBB Infrastructure Installations and Technology

6 A SBB INFRASTRUCTURE SBB rail network eight infrastructure asset types and six availability classes Overview rail network Tracks and interaction è Tracks: 7,385 km è Points: 14,254 u è Level crossings: 977 u Traction current è Catenary: è Switching units: è Cable protection: 7,380 km 1,100 u 4,700 km crucial very high high medium low shunting yards Passenger/freight access è Stations: 760 u è Freight terminals: 274 u è Platforms: 2,200 u Electrical installations è Low voltage systems: 25,000 u è Transformers: 178 u è Elec. displays: 2,100 u Control command signaling è Rail control centres: è Outdoor elements: è Control servers: 539 u 69,000 u 600 u Train control devices è Signal ing ponts: 14,000 u Civil engineering structures è Tunnels: 287 u è Bridges: 5,814 u è Culverts: 3,500 u è Retaining structures: 1.5 mio m 2 Nature/natural hazards è Protective structures: 3,885 u è Protective forest: 8,000 ha è Green corridors: 2,950 km SBB Infrastructure Installations and Technology

7 B Challenges in Asset Management of Rail Network

8 B CHALLENGES IN ASSET MANAGEMENT OF RAIL NETWORK SBB Infrastructure operates one of the busiest rail networks and traffic density still continues to grow. Exploitation efficiency: train kilometres per main track and day Switzerland Japan Netherlands Germany Austria Italy France Source: UIC 2008 SBB Infrastructure Installations and Technology

9 B CHALLENGES IN ASSET MANAGEMENT OF RAIL NETWORK The annual funding requirement to maintain the rail network's assets will double by 2040 the main driver is traffic growth. A key challenge is keeping the growing funding requirement in check. The requirements of future rail network assets will be driven by è the growth in traffic and the rise in capacity requirements asset volume: extensive network expansion (e.g. km of tunnels +93%) by 2040 traffic density: massive rise in demand (e.g. +71% passenger-km) by 2040 è the requested quality dimensioning of the rail network in terms of availability: limiting disruptions at the absolute level of 2010 safety: improving the safety level to fewer than 4 relevant train accidents p.a. sustainability: reducing energy consumption by 20% by 2025 asset condition: maintaining the average asset lifespan at the current level (no scuffing) è the external regulatory and financial environment, such as additional legal obligations and extended technical regulations international requirements, such as TSI (technical specification for interoperability), European 4m corridors financial viability, political environment, social acceptance The funding requirement forecast for asset maintenance of a rail network under these requirements will double by SBB Infrastructure Installations and Technology

10 C Basis and Methodology for Strategy Development

11 C BASIS AND METHODOLOGY FOR STRATEGY DEVELOPMENT Asset management objectives emerge from various stakeholders' requirements. è Requirements for the Rail Network Asset Management are driven by: Environment externally driven, such as financial frameworks, legal requirements, TSI, etc. LCM cannot influence them. Demand Side given by forecasts, such as capacity requirements, an increase in asset volumes and traffic density. LCM can only indirectly influence (pricing structure, restriction on use, decommissioning assets etc.) Enterprise determined internally by corporate or division targets, such as availability, safety, sustainability, condition of assets. LCM can influenced them by recommandation to the corporate managmenet. è Hence the general objectives of asset management is: Requirement tailored sustainable exploitation of the rail network infrastructure at minimim life cycle cost." This means: Ensuring the required functionality/quality of assets Optimal use of resources (cost/benefit in terms of LCC) across the life span of the assets Fulfilling internal/external requirements SBB Infrastructure Installations and Technology

12 C BASIS AND METHODOLOGY FOR STRATEGY DEVELOPMENT Asset management has three very effective instruments for achieving its objectives. The LCM is based on transparency, prevision and ability: è Network Status Report "Where are we now?" asseses the current status of the infrastructure networks and, on this basis, identifies the deviation from the required target condition states conclusions about the efficiency, effectiveness and productivity of the activities to date è Asset Strategy How do we get there?" describes the long-term target asset condition (quality and functionality) by which measures and resources by which ways and intermediate steps with which priorities and with what impacts this can be achieved è Enabler Strategy in Asset Management By what means do we get there?" defines skills (soft skills, personal requirements, management, etc.) and capabilities (knowledge, information etc.) defines tools (IT, databanks, measurement and diagnostic technology, etc.) and working methods (processes, procedures, qualifications, etc.) to achieve the targets SBB Infrastructure Installations and Technology

13 C BASIS AND METHODOLOGY FOR STRATEGY DEVELOPMENT Systematic asset management approch to implement the rail network's internal and external requirements Financial framework Legal obligations Externally driven - Environmental requirements Structural deficiencies TSI (technical specification for interoperability) Rail network asset management indirectly influenced - Demand Side (growth forecast) Required capacity Increase in asset volume Increase in traffic density Knowledge of network condition Where are we now? Reliably recognise deviation from the target condition Asset strategy How do we get there?" Technology 2b Future technologies optimally used Methods 2d Processes and resources sophistictedly used Asset management enabler strategy By what means do we get there? Skills and capabilities in asset management Steadily developed Enterpride controlled - Corporate/ Divisional requirement Availability Safety Sustainability Condition of assets Structures Topology and systems optimally designed to requirements Objective Requirement tailored sustainable exploition of railway network infrastructure at minimum life cycle cost SBB Infrastructure Installations and Technology

14 D Asset Strategy Objectives

15 D ASSET STRATEGY OBJECTIVES GENERAL The objectives of the assets strategy is fulfilling the functional and qualitative requirements at minimum LCCs. General objectives Ensuring functionality (availability, safety, asset lifespan, sustainability) Optimal use of resources (cost / benefit in terms of life cycle cost) Fulfilling internal/external requirements (required capacity, legal obligations, etc.) The future rail network shall be exploited and developed with consistently high quality and functionality despite the growth in traffic. Thus, efficiency, effectiveness and productivity gains are increasingly important. These growing needs will be met by systemising asset management and implementing a cross-asset type strategy based on innovation and optimisation in technology, methods and structures. The rise in the life cycle cost of maintaining the rail network assets must be held at a subaverage rate. SBB Infrastructure Installations and Technology

16 D ASSET OBJECTIVE DEFINITION HIERARCHY DIMENSIONS The 2040 target scenario of the asset strategy draws on the 6 corporate target dimensions quantitatively specified CAPACITY Target scenario rail network a 1b ASSET VOLUME TRAFFIC DENSITY Handle the increase in volume of asset portfolio: track-km approx. +7%; tunnel-km +93%; bridges-m 2 +16% Handle the traffic growth, i.e. increasing gross ton-km by 73%, passenger-km by 71% and passengerkm by 43% to 236 million by 2040 in accordance with the forecasts AVAILA- BILITY SAFETY ASSET LIFESPAN SUSTAINABI LITY COST Fix traffic-related disruptions at the absolute 2010 level with approx. 8,830 fault incidents p.a Reduce the monetaty valued residual risk by approx. CHF 4 million p.a., i.e. increase the safety level to less than 4 relevant train accidents p.a. from 2025 Focus on a 50% average, network-wide residual working life of assets by 2040 Reduce energy consumption of 50Hz power by 20% in GWh by 2025 in relation to the base year 2010 without regard to asset volume increases Significantly reduce the funding requirement in terms of unit costs for asset maintenance Can be influenced internally External requirement SBB Infrastructure Installations and Technology

17 E Basis Network Status Report

18 E BASIS NETWORK STATUS REPORT The Network Condition Report is drawn from a comprehensive store of data and gives an objective overall view of the rail infrastructure Ú The network status report based on asset data stored in approx. 50 databases and status inventories. Ú In a standardised process, this basic technical data is collated, verified and consolidated in a network status database. Ú Then the basic data from the 50 infrastructure categories are evaluated against a uniform rating scheme (target/actual) with asset managers and technical experts at 150 interviews, and the necessary measures are discussed. Ú The Network Status Report provides an important basis for assessing corporate plans, developing an asset strategy, and planning resources in the long term. SBB Infrastructure Installations and Technology

19 E BASIS NETWORK STATUS REPORT The network status report provides in-depth information on the condition of assets, use of resources, levels of maintenance and the correlations among them Resources Condi2on Produc2vity è è è è è è è è è è è è Maintenance - provision è è è è è "Preservation of the existing rail network" means managing and developing the network with consistently high safety, quality and functionality at affordable costs despite the growth in traffic. For this, gains in Ú efficiency (doing things right) Ú effectiveness (doing the right things) and Ú productivity (optimal input to output ratio) is key. SBB Infrastructure Installations and Technology

20 F Strategic Directions of Asset Management

21 F STRATEGIC DIRECTIONS Conclusion A combined effort at all levels shows evident long-term success in asset management Benefits: Ú Transparency is a key basic requirement Now that requirements have been clearly demonstrated in the Network Status Report, Ministry of Transportation has massively increased the funding for network maintenance in the recent service-level agreement. Ú A successful asset strategy gives distinct previsions and optimises the mix of technologies, methods and structures With an appropriate combination of the relevant drivers, the fundings required for maintenance are optimised and thus significantly reduced in the long term. Ú Enabled and motivated asset managers are vital for successful implementation Skills and capabilities, as well as tools and working methods in asset management must be systematically made available. SBB Infrastructure Installations and Technology

22 Thank you for your Attention