UIC / UITP Performance Conference. 22 February 2012

Transcription

1 UIC / UITP Performance Conference 22 February 2012

2 Summary Yarra Trams at a glance Our challenges PRIDE our performance philosophy Some analytical examples Network change reviews Our key findings

3 Yarra Trams at a glance

4 Our Tram Network The largest operating network in the world with 250 kilometres of double track 1770 tram stops 487 trams 27 tram routes & the free City Circle tourist tram 2000 staff, including 1200 drivers, from 50 nationalities 185 million trips in years Contract ( ) with extensions possible to 15 years

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6 Melbourne and its trams grew together

7 Our Challenges

8 Heterogeneous fleet W class (1945) Z 1 Z 2 & Z 3 class (1975) B & B 2 class (1984) A class (1984) Citadis (2001) > And the future E class Combino (2002) Bumblebee (2008)

9 Ageing Fleet >Rolling stock average age is 25 years

10 Ageing Fleet - Important Rolling Stock Issues

11 Ageing infrastructure > An unusual combination of new, old and historic elements

12 Poor safety record > Over 1,000 collisions with road vehicles annually

13 Growing traffic & accessibility issues > Weekday average tram speed is 16km/h overall &11km/h in CBD

14 Unique context of shared road space

15 Tram Priority

16 Insufficient tram priority international comparison of time spent a traffic signals % of journey time at signals Bordeaux Lyon Le Mans Nottingham Paris T3 Sheffield Karlsruhe Budapest Melbourne

17 Use of journey time Passengers 20% Signals 1% Passengers 14% Operator 3% Rest 1% Moving 79% Signals 17% Moving 65% Bordeaux (Keolis operated network) Melbourne

18 Unprecedented patronage growth Tram patronage estimate Millions Jun-05 Sep-05 Dec-05 Mar-06 Jun-06 Sep-06 Dec-06 Mar-07 Jun-07 Sep-07 Dec-07 Mar-08 Jun-08 Sep-08 Dec-08 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Jun-10 Sep-10 Dec-10 Mar-11 Jun-11 Sep-11

19 October 2010 load breaches

20 Yarra Trams PRIDE

21 Introduction What is PRIDE? Punctuality, Reliability, Incident and Delay Evaluation To instil a positive performance culture A continuous improvement framework Based in part from the Keolis approach used successfully elsewhere

22 Introduction What is PRIDE? Punctuality, Reliability, Incident and Delay Evaluation Investigating incidents where delays have occurred Documenting major incident service recovery to share lessons learned Providing feedback to staff involved Establishing root causes of incidents Improving attribution of PWM Establishing trends in performance Devising plans to reduce delays and incidents for the future Liaising with the Performance Team to perform more in-depth analyses

23 Definition of Performance Management Where efficient production or service is a key driver of business success. High performance = reaching and exceeding 'stretching targets' in the delivery of productivity, quality, customer service, growth, profits and shareholder value. Performance management : gives an understanding about what is to be achieved, develops the capacity of the people to achieve it, and it provides the support and guidance people need to deliver high performance ("making good better").

24 Definition of Performance Management A three-part process (1) Strategic planning (2) Performance monitoring (3) Reporting

25 The Tools Four Tools 1. Benchmarking 2. KPIs 3. Goals, Objectives, Targets 4. Analytical Resources

26 The Process Generally follows a PLAN DO CHECK ACT cycle. (illustrated is basic form)

27 The Process The cycle can be built upon. (illustrated is British Standard for Asset Management PAS 55:2008)

28 The Process Another customisation, this time for benchmarking. (benchmarking of PT efficiency and quality)

29 Real World Examples Hong Kong, Singapore, Taipei, Kuala Lumpur. All four cities visited follow a common model of performance management:

30 Real World Examples Asset Management Evaluation Framework for London Underground Evaluation framework into what makes 'good practice' in asset management. Two dimensions 1. management process elements 2. success enabling elements Consider its maturity in each of the elements. (Is appropriate for the business? Needs to improve?)

31 Yarra Trams Performance Organisation

32 Yarra Trams some analytical examples

33 A) Slippery Tracks & Wheel Flats Year 2011 was worse than the previous two years for both slippery tracks and rolling stock flats Availability was adversely impacted by a backlog of trams awaiting wheel lathe work Poor availability was leading to operational performance impacts Result:» Understand the seasonality of the leaf-fall wheel-flats (when it starts, when it peaks, when it returns to normal) to allow for forward planning.» PRIDE actions to mitigate 2012 s leaf-fall season (improved track sweeping program via truck modifications)

34 A) Slippery Tracks & Wheel Flats

35 A) Slippery Tracks & Wheel Flats

36 A) Slippery Tracks & Wheel Flats Refer Handout 1

37 A) Slippery Tracks & Wheel Flats Our new truck modification Melbourne Zurich Before Cleaning After one pass of cleaning

38 B) Timetable Review Review Review the impact of recent timetable reviews on Punctuality and PWMs (also with respect to DoT target impacts) Result:» Better implementation of future timetable reviews.» Better able to weigh cost/benefit of journey time changes or regularity of timetable reviews

39 B) Timetable Review Review Change in Annual Performance Target (Unplanned) due to service frequency changes: + 1,556,847 PWMs Change in Annual Performance Target (Unplanned) due to journey time changes: 3,412,945 PWMs Net Target Change: 1,856,098 PWMs PWMs accrued during Mar/Apr/May (90 days, excluding Easter Monday + Anzac Day): 13,779,604 (2011 actual) versus 10,568,664 (target) = 3,210,939 penalty 12,834,888 (2010 actual) versus 10,229,949 (target) = 2,604,938 penalty Net Penalty Change: + 606,001 PWMs Punctuality over Mar/Apr/May (90 days, excluding Easter Monday + Anzac Day): 82.26% (2011) versus 82.45% (2010) = 0.19% worse

40 B) Timetable Review Review

41 B) Timetable Review Review

42 B) Timetable Review Review

43 B) Timetable Review Review

44 Yarra Trams network change reviews

45 Clearways Rollback: Sydney Road Refer Handout 2 Sectional analysis of travel time & variability Increased travel time in all affected periods Up to 8% increase in journey time and 29% increase in variability

46 Kew Triangle Refer Handout 3 Sectional analysis of travel time, variability, reliability and deviation to schedule Up to 38% journey time reduction in the section and 51% decrease in variability

47 Looking Forward Moving the tram to a modern light rail service ( ) so that it becomes the best way to move around in the inner suburbs. Victorian Transport Plan, Department of Transport

48 The vision Safe Reliable Fully accessible Sustainable Fully segregated Full priority at signals Intermodal Intuitive and informative Comfortable & clean From a tram to a light rail

49 New Trams, new depot(s)

50 Our Key Findings in Performance Management Data is the basis Articulate the Methodology for Performance Management (underpinned by theory) Think Organisation (systems, resourcing & structure) Think Process (who does what & when. SPA) Define it, Own it & Share it

51 Thank You Duncan Smith Network Development & Performance Director Eastern Road South Melbourne VIC 3205 E duncan.smith@yarratrams.com.au yarratrams.com.au