IRSE ETCS Seminar, Presentation Dr Laube, 15 November 2011

Transcription

1 IRSE ETCS Seminar, Presentation Dr Laube, 15 November 2011 ETCS IN DENMARK Gesamtlösungen sind unser Plus. l Emch+Berger AG Bern Schlösslistrasse 23 l Pf 6025 l CH 3001 Bern l Tel l bern@emchberger.ch l

2 Overview 2

3 Danish rail network line length km, track length km 560 trains / day 3

4 Danish rail network 4 operators 4

5 Why ETCS: reliable service obsolescence of signalling equipment ½of the signalling system > 50 years old during the next 15 years 60% of the signalling assets life cycle expires 5

6 Why ETCS: reliable service Punctuality 6

7 Total renewal ETCS Level 2 baseline 3 SRS Modern centralised signalling Replacement of existing equipment, no matter the age or technology Train detection devices Point machines Line side signals Interlockings No fall back system Completely new operational rules ETCS in Denmark University of Tokyo Felix Laube 7

8 Why total renewal? Reliable service 80% reduction in signalling related train delays better traffic information for passenger More service, quickly more frequent services on most destinations shorter travel time on some destinations ETCS in Denmark University of Tokyo Felix Laube 8

9 Why total renewal? Safe service homogeneous high safety level simpler and safer operational rules Cross border service Full interoperability according to European standards ETCS in Denmark University of Tokyo Felix Laube 9

10 Why total renewal? Affordable service Better price Economies of scale International competition Learning curve effect Reduction in maintenance costs Reduction in staff 10

11 Political Decision The total renewal is funded by the Danish government one programme running from The final political approval was given February The estimated cost of the full programme is 2.6 billion Euro (price level 2009) The programme includes the full replacement of the operative IT systems and a full rewrite of the operational rules. 11

12 The Transformational Force It was after this was all said and done, that Banedanmark realised, that this is an opportunity to reinvent the railway ETCS has become the basis for a new beginning and the Signalling Programme has been recognised as the Transformational Force The Traffic Management System component is where the opportunities are seized or lost 12

13 The Future Traffic Management System

14 A developing railway

15 2008 track slot demand Situation analysis

16 Expected train path demand Situation analysis

17 Present pinch points Close to stable capacity Above stable capacity Coarse capacity model

18 Future pinch points: Possible outcome TMvS New track Signalling programme Traffic management center Electrification Speed increase Close to stable capacity Above stable capacity High performance traffic management Calculation of Block sections TMvS TMvS

19 Conclusions from Design Basis Traffic The signalling programme is faced with a rapidly changing railway Simulation shows that traffic growth threatens to overcompensate the beneficial effects of the signalling programme on punctuality The contribution of the signalling programme towards increasing capacity is significant and looks to be accommodated within the budget framework foreseen in the programme phase (to be confirmed) Nevertheless, the operational challenge remains: It must be faced with significant improvements in rail operational practice and a high performance Traffic Management System which supports that

20 About Customers and Service

21 EN 13816: European Service Quality Standard Customer Service Provider Customer Expectations Demand Service Offer Offered Service Service Appreciation Service Provision Service Perception Use Performance Guarantee Provided Service

22 Applying EN to Rail Service Availability Customer Expectations Offered Service Satisfaction Customer Rail Service Provider Punctuality Service Perception Provided Service Reliability

23 Applying EN to Rail Service Availability Customer Expectations Offered Service Satisfaction Service Availability is the degree to which customers are convinced that the Service Perception Service Perception intended service will match their expectations Customer Rail Service Provider Provided Service Punctuality Reliability

24 Applying EN to Rail Service Availability Satisfaction Customer Expectations Customer Expectations Service Punctuality is the degree to which the Rail Service Provider matches the scheduled service Customer Rail Service Provider Offered Service Punctuality Service Perception Provided Service Reliability

25 Applying EN to Rail Service Availability Satisfaction Customer Expectations Customer Rail Rail Service Service Provider Provider Offered Service Service Reliability is the degree to which the Rail Service Provider delivers the intended service to the customer Punctuality Service Perception Provided Service Reliability

26 Applying EN to Rail Service Availability Satisfaction Customer Expectations Customer SatisfactionOffered the degree to Service Service which the individual experience of the Provided Service matches the customer expectations Rail Service Provider Punctuality Service Perception Provided Service Reliability

27 High Level Requirements to the Traffic Management Process Managing TOC s clients perception Transparency to TOCs Predictable service

28 Methodology for Railway Planning Customer Benefit Customer s Perception: Availability Timetable Infrastructure

29 Time Control

30 Roles between Organisations

31 Double Control Loop

32 The System (the way we imagine)

33 Functions

34 Releases

35 The pathway to the new process

36 Deploying process evolution

37 Implementing increased performance TMS R3 TMS R4 TMS R5

38 Managing uncertainty in rail operations Operations Department Signalling Programme

39 Back to the Future: The SBB trials behind the Danish TMS specification 39

40 Scenes from day-to-day railway operations 40 I am sorry, I am unable to tell you if you are going to reach the train to Biel! Please listen to the loudspeaker Another red signal! Now that I have just caught up 4 minutes of my 5 minute delay. announcement at the station The RegioExpress to Konolfingen Langnau was unable to guarantee the connection. We a sorry for any inconvenience caused

41 A real operational scenario IC 2519 Sursee Customer Timetable 10:45 RE :03 LUZERN RE 3329 Customer Timetable 10:44 IC :05 RE 3329 waits for the connecting service from Langenthal in Wolhusen Disturbance Consequence: Late departure from Wolhusen, Delay approx. 2 minutes Wolhusen

42 The connection may have worked, but than again it may not have IC 2519 in Luzern IC 2519 in Luzern SBB I BF PT PM Felix Laube Between 11:06 and 11:10 42

43 Core processes of railway production On Time Departure On Time Train Driving Short Term Changes to the Operations Plan ( Dynamic Rescheduling)

44 The railway control loop concept 44

45 Same example, improved process IC 2519 Customer Timetable 10:45 RE :03 Operations Plan 10:45:18 10:50:00 10:52:00 10:56:54 10:59:06 11:03:06 Sursee Operations Plan 10:45:00 10:48:18 10:51:00 10:56:42 10:58:06 10:59:48 11:01:18 Customer Timetable 10:44 IC 2519 Wolhusen LUZERN 11:05:06 11:05 RE 3329 SBB I BF PT PM Felix Laube

46 Activity of the Train Driver Tolerance range 7.5 sec Checks the status of movement authority Checks the position within the time tolerance range Develops driving strategy to keep within safety limits and tolerance range Real excess 5 sec sec SBB I BF PT PM Felix Laube

47 Same example, improved process Customer Timetable 10:45 IC 2519 RE :03 Operations Plan 10:45:18 10:50:00 10:52:00 10:56:54 10:59:06 11:03:06 Wolhusen Sursee Incident Late arrival in Wolhusen of connecting service from Langenthal TOC requests guarantee of connection by RE 3329 LUZERN Operations Plan 10:45:00 10:48:18 10:51:00 10:56:42 10:58:06 10:59:48 11:01:18 11:05:06 Customer Timetable 10:44 IC :05 RE

48 RE 3329 BN LZ IC 2519 GEAP LZ RE 3329 BN LZ IC 2519 GEAP LZ SBB I BF PT PM Felix Laube

49 RE 3329 BN LZ IC 2519 GEAP LZ RE 3329 BN LZ IC 2519 GEAP LZ SBB I BF PT PM Felix Laube

50 New operations plan IC 2519 Customer Timetable 10:45 11:03 Operations Plan Plan - New 10:47:18 10:45:18 10:52:00 10:50:00 10:54:00 10:52:00 10:58:54 10:56:54 11:01:06 10:59:06 11:05:06 11:03:06 Sursee Operations Plan Plan - New 10:45:00 10:48:18 10:51:18 10:51:00 10:58:42 10:56:42 11:00:48 10:58:06 11:01:48 10:59:48 11:03:18 11:01:18 Customer Timetable 10:44 RE 3329 Wolhusen LUZERN 11:07:06 11:05:06 IC :05 RE

51 Activity of the Train Driver Tolerance range 7.5 sec Receives alert about change to their schedule Checks the status of movement authority Checks the position within the time tolerance range Develops driving strategy to keep within safety limits and tolerance range Real excess 5 sec sec SBB I BF PT PM Felix Laube

52 IC 2519 in Luzern IC 2519 in Luzern SBB I BF PT PM Felix Laube :07:06 52 Arrival at Luzern Tolerance range sec Real Excess + 5 sec sec

53 Conclusion Improved control of the process reserves causes a leap in process predictability. This allows focused decision making for more reliable outcomes for customers, more targeted allocation of operational resources and more motivated process owners through achievable targets and measurable success criteria This change can not be purchased by just buying tools but requires also a change in attitudes on all levels of management towards a deeper yearning for continual improvement of process 53

54 Thank you for your attention