PATH Industrial Engineering Study Overview

Transcription

1 PATH Industrial Engineering Study Overview Tom Rowbottom PATH, Car Equipment Division Superintendent Harrison, NJ Gene Sansone CH2M HILL, Senior Consultant New York, NY Janice Li, P.E. CH2M HILL, Principal Project Manager New York, NY

2 Industrial Engineering Study Status In December 2011, PATH commissioned CH2M HILL to perform a CED Industrial Engineering Study of their maintenance program Assess fixed assets, rolling stock maintenance program and support resources Recommend a 15-year maintenance program based on assessment Complete study by September 2012 Completed PROJECT COMPLETED AHEAD OF SCHEDULE AND UNDER BUDGET

3 Key Findings Impacting Maintenance Fleet increase PA-5 warranty expiration PA-5 new design and technology Troubleshooting/maintenance approach Qualification training Overall learning curve Organizational structure and approach Operating and maintenance requirements Comply with FRA rules and regulations Meet industry standards (e.g. special projects) Work within labor union rules

4 Fleet Increase Past Profile Current Profile % Change Revenue Cars C CARS % A CARS % TOTAL REVENUE CARS % Work Cars PA-4 Tool Car % PA-4 Work Motors 0 22 n/a PA-4 Work Motors for WTC 0 20 n/a Flats % Ballast Car 3 3 0% Locomotive 1 1 0% CED Resp Car % Geometry Cars 0 2 n/a TOTAL WORK CARS % TOTAL FLEET (Revenue + Work Cars) %

5 PA-5 Warranty Expiration

6 PA-5 Cars New Design and Technology Transition from Electro- Mechanical to Solid State Equipment AC propulsion Electronic brake Microprocessor controlled door operators and HVAC Real-time on-board diagnostic equipment On-Board Signal (ATC) equipment Additional equipment / amenities Air compressors, converters, doors Electronic signs Security/ safety/ emergency response features Impact to Maintenance Effort MDBF: higher w/proactive maintenance Repair time: variable Enhanced self-diagnostic capability More complex design with software and hardware More difficult to repair No room for wrong diagnosis or poor quality Tighter mechanical tolerances (e.g. wheels) Impact to Maintenance Workforce New work skills required Troubleshooting: more use of laptops; less use of mechanical tools Minimum basic knowledge: microprocessor controls, communication data networks, electronics & modular design Additional qualification training Transition to master PA-5 new technology Retain PA-4 electro-mechanical skills

7 Rolling Stock Maintenance Assessment Facility assets and their affects on car maintenance Manufacturer s requirements during warranty Flow of cars and materials through the facility Materials Inventory, storage, parts cleaning capabilities, delivery to the line Tools and Test Equipment capabilities and calibration Labor and Staffing requirements and training PATH s post warranty modification capabilities

8 Rolling Stock Maintenance PA-4 Assessment Assessment of maintenance (corrective maintenance and preventive maintenance) were focused on: Overall condition of the cars Maintenance process and practices Specialty work (i.e. outfitting emergency response cars) PATH demonstrates an awareness and capability for maintaining the PA-4 fleet. No significant issues were noted.

9 FRA Required 92 Day Inspections PATH is in compliance with FRA requirements Issues noted: Rolling Stock Maintenance PA-5 Assessment Occasional material shortages Emergency window retaining rubber inspection Solutions under review by PATH Technical Service (TS) and Kawasaki Rail Car (KRC) Supplied information to request FRA waiver

10 Rolling Stock Maintenance PA-5 Assessment Top Three PA-5 Corrective Maintenance (CM) Concerns: Doors Highest failure system having the greatest negative impact on MDBF Modifications to correct the problem are underway Due to critical nature of the problem, provided recommendations to PATH TS above and beyond what KRC was recommending Wheels Pitting and scaling of the wheel surfaces Results of a carbuilder investigation independent of this study were pending Cleaning of current collector, coupler electrical heads, and trucks due to grease accumulation

11 Maintenance Strategy Options Scheduled Maintenance Perform scheduled car inspections in conjunction with a component overhaul program at periodic cycles Also called SMS (NYCT), SMP (BART), RCM (LIRR/MNR), etc. General Overhaul (GOH) Perform scheduled car inspections in conjunction with a comprehensive overhaul at the midpoint of a car s life Also called mid-life overhaul Deferred Maintenance (D/M) Perform scheduled car inspections in conjunction with reactive campaigns Also called run-to-failure

12 Maintenance Strategy Options

13 Rolling Stock Maintenance Options Deferred Maintenance Perform the mandated inspections and run to failure/deferred maintenance: Conduct all FRA mandated inspections and react to failures Repair only what is necessary to operate safe car Pros: Initial budgetary savings in material and labor when the car is new These are usually offset by exponentially increased costs as the car s age Cons: Increased costs due to car downtime for unanticipated failures Multiple failures likely on many cars simultaneously Increased car downtime due to material lead times Sympathetic damage to other equipment resulting in increases in material and labor costs Unplanned overtime expenses

14 Rolling Stock Maintenance Options Reliability Center Maintenance (RCM) Pros: Focus economic resources on equipment that will cause the greatest interruption to the operation should it fail Predict material and manpower resources Identify Preventable failures Cons: Significant upfront costs for evaluating each car component and staff training Savings will not immediately be seen by Senior level management. In fact costs will increase short term until the evaluation and training stated above have been completed Require an ongoing commitment by all

15 Rolling Stock Maintenance Options System Replacement Schedule (SRS) Developed specifically for the PA-5 fleet The SRS plan recognizes the benefits and shortcomings of the traditional RCM plan and tailors it to this specific fleet Allow PATH to identify and justify the need(s) and obtain the funding for material and staff to perform the work Reduce unscheduled downtime = higher MDBF Result in reduced costs and overall improvements Allow quick adjustment to car performance trend

16 Rolling Stock Maintenance Options System Replacement Schedule (SRS) Potential Benefits: Reduce overall costs (but a higher initial cost to implement) Funding for programs dispersed over multiple FY budgets Minimize impact to car availability Reduce overall material and labor costs over the life of the car Maintain control and allow for adjustments for changes in the operation High failure equipment Obsolescence State and Federal Mandates (funded and unfunded) High potential to eliminate an expensive Mid-Life Overhaul if the plan is committed to long-term Assure the car will achieve its intended life and likely beyond Material procurements benefit from economies of scale and kitting

17 SRS Program Workflow

18 Organizational Planning - Assessment The PATH CED organization is similar to other agencies car equipment divisions CED Management Structure: Hierarchical CED Line Structure and Staffing Mature (with apprentices) and staffed with most of the skill sets necessary to execute the car maintenance program Inspection/ Running Repair is understaffed Car Cleaning is understaffed PA-5 Car Repair is mostly performed by Kawasaki under warranty Overhaul is limited to three year air brake cycle Training is currently a line function and understaffed

19 Organizational Planning - Assessment CED Support Structure and Staffing Consist of Technical Services, Information Systems and Stores Technical Services/ Engineering is understaffed Quality Assurance/Quality Control is limited Warranty Control Tracking, Documentation and Analysis is limited by absence of VMMS VMMS delivery under contract Stores (Warehouse/Materials) meet current demands

20 Organizational Planning - Recommendations Inspection: Hire new apprentices to counter projected inspector attrition and turnover Training: Hire or contract for two trainers to accelerate delivery of technical training Technical Services/ Engineering: Hire two engineers/technicians with CAD skills and to handle workload increase Maintenance Planning: Hire a maintenance analyst/planner to develop schedules QA/QC: Implement/transition to a more active and formal QA/QC program Develop workmanship and testing standards for maintenance work performed

21 Work Force Skill Set & Training Assessment Current job classification Job requirements did not change with regards to FRA mandated inspection and maintenance Revealed a knowledge gap created by the new microprocessor technologies introduced on the new PA 5 rail cars Marginally outdated job descriptions Training program status PA 5 training provided by CED in progress and expected to take a year to complete FRA QMP Training is being completed on schedule Additional training needs have been identified in multiple areas of CED Apprentice Training/ Utilization is a well established program administered by CED

22 Workforce Skill Set & Training Recommendations Incorporate suggested changes in knowledge, skills and abilities into current job descriptions Evaluate reducing the number of labor job titles to increase productivity by broad banding job titles Consider additional job descriptions for the Technical Services section Hire or contract for two instructors to reduce training backlog Evaluate the additional training needs identified to be included into the CED training program

23 Fixed Assets Assessment Harrison Car Maintenance Facility (HCMF) and Waldo Yard Running Repair Facility (RRF) Well maintained Some systems reaching end of life Require continued maintenance Plant equipment and shops need to modernized to fit new technology Space impacts due to SRS maintenance if adapted

24 Fixed Assets Recommendations HCMF Work Environment Inspection and PM Bays Ventilate & seal floor drain sump pit Relocate piping to allow battery compartment and emergency door key access Eliminate oil sumps and replace with rolling drain pans Heavy Repair: Improve lighting

25 Fixed Assets Recommendations HCMF Work Space Efficiency Review the layout of the Sheet Metal, Compressor and Air Conditioning Shops to provide better efficiency Analyze and design a new layout of the Air Brake Shop

26 Fixed Assets Recommendations HCMF Maintenance Equipment Replace or upgrade present wheel press machine to accommodate PA-5 axles (completed) Upgrade the Atlas lathe machine to accommodate PA-5 Redesign of the Parts Cleaning Area for new truck & equipment washer

27 Fixed Assets Recommendations HCMF Equipment Improve current Lifting and Hoisting Shop capacity by implementing the following: Replace lifts near truck shop (tracks 15 & 16) with lifts and integrated body stands Align shop track with track 15 Upgrade 35 ton capacity bridge crane

28 Fixed Assets Recommendations HCMF Parts Storage Install a Vertical Lift Module (VLM), to increase limited parts storage Improve storage capacity of Parts Storage with yard space, VLM, corrosion inhibitors

29 SRS 15 Years Maintenance Program Plan

30 SRS - Cost Benefit Analysis

31 SRS - Implementation Analyze subsystem and component failure performance data Refine SRS program scope Develop supporting documents (work flow, work procedures, material list, staffing & skillset requirements, QA/AC procedures, budget, etc.) SRS CURRENTLY IS THE EARLY IMPLEMENTATION PHASE AT PATH

32 Question & Answer Thank You