METRORAIL. Fleet Management Plan

Transcription

1 METRORAIL Fleet Management Plan Washington Metropolitan Transit Authority Metrorail Fleet Management Plan Revision 4G

2 REVISION HISTORY Version Date Authorization Change Description Draft 1 Feb 26, 2010 Revision 1 Sept 17, 2010 To address FTA and PMOC comments Revision 2 Jan 31, 2011 To address FTA and PMOC comments Revision 3B July 12, 2011 To address FTA and PMOC comments Revision 3C July 27, 2011 To address WMATA comments Revision 3D July 29, 2011 To address WMATA comments Revision 4A Sept 26, 2011 To address FTA and PMOC comments Revision 4B October 6, 2011 To address WMATA comments Revision 4C January 27, 2012 To address FTA and PMOC comments Revision 4D March 9, 2012 To address FTA and PMOC comments Revision 4E March 14, 2012 To address WMATA comments Revision 4F April 18, 2012 To address FTA and PMOC comments Revision 4G To address FTA comments Washington Metropolitan Area Transit Authority i Metrorail Fleet Management Plan Revision 4G

3 TABLE OF CONTENTS TABLE OF CONTENTS Revision History... i List of Tables and Figures... v 1.0 Introduction Overview of Plan Plan Timeframe Definition of Acronyms and Terms Acronyms Terms Existing System Description of Current System General Operating Characteristics Support Facilities Inventory List Expansion Plan Dulles Corridor Rail Extension (Silver Line) Blue/Yellow Line Realignment Demand for Revenue Vehicles Peak Passenger Demand Systemwide Ridership Patterns Metrorail Ridership Forecasts Maximum Load Points Passenger Load Standards Line Requirements Washington Metropolitan Area Transit Authority ii Metrorail Fleet Management Plan Revision 4G

4 TABLE OF CONTENTS Minimum Peak Vehicle Requirements Vehicle Run Times Train Consists In-Service Vehicle Requirement Gap Trains Peak Vehicle Calculations Spare Vehicle Calculation Supply of Revenue Vehicles Current Vehicle Supply Series /3000-Series Series Series Series Adjustments to Vehicle Supply Accident-Damaged Vehicles Disposition Pending Vehicles Revenue Collection Vehicles Existing and Planned Fleet Procurements Series Railcar Procurement Program /3000 Series Rail Car Replacement Contingency Fleets, Retirements, and Procurement Summary of Existing and Proposed Procurements Define Rehabilitation Projects Rehabilitation/Replacement Schedules Vehicle Availability Useful Life Maintenance and Reliability Preventative Maintenance Program Inspections Washington Metropolitan Area Transit Authority iii Metrorail Fleet Management Plan Revision 4G

5 TABLE OF CONTENTS Scheduled Overhauls Cleaning Fleet Failure Rates and Unscheduled Corrective Maintenance Engineering Campaigns Ongoing Reliability Initiatives Mileage Based System for Scheduled Maintenance Road Mechanics Supply Management Control Center Staffing Training and Staffing Test Track and Commissioning Facility Repair Shop and Storage Facilities Requirements Current Maintenance Facilities Future Maintenance Space Needs Rail Car Storage Space Long Range Storage and Maintenance Planning Summary Revenue Vehicle Demand / Supply Balance The Need for Balancing Appendix A: Operations Scenarios for Milestone Years... A-1 Appendix B: Dulles Load Analysis... B-1 Washington Metropolitan Area Transit Authority iv Metrorail Fleet Management Plan Revision 4G

6 LIST OF TABLES AND FIGURES Table 3-1: Summary of Metrorail Lines Table 3-2: Current Maintenance Facilities Table 3-3: Current Metrorail Fleet Table 5-1: AM and PM Peak Hour Maximum Passenger Volumes by Line, May Table 5-2: Forecast Annual Growth Rates for Ridership at Select Line Segments Table 5-3: AM Peak Hour Maximum Loading Points by Line Table 5-4: Metrorail Passenger Load Standards Table 5-5: Minimum AM Peak Hour/Peak Direction Vehicle Requirements By Line Table 5-6: One Way Travel Times of Metrorail Routes Table 5-7: Current and Proposed System Peak AM Headways Table 5-8: Proposed Consist Lengths as Percentage of Scheduled Trains Table 5-9: Peak Hour, Peak Direction In-Service Vehicle Requirements Table 5-10: Peak Period In-Service Vehicle Requirements Table 5-11: Gap Train Requirements, All Lines Table 5-12: Peak Vehicle Requirements, All Lines Table 6-1: Current Metrorail Fleet Table 6-2: 7000-Series Car Procurement Schedule Table 6-3: Comparison of 7000-Series to the Existing Fleet Table 6-4: Summary of Existing Vehicles and Proposed Vehicle Procurements Table 6-5: Useful Life Summary Table 7-1 Average Daily Vehicles Out of Service Daily for Preventative Maintenance, by Maintenance Type Table 7-2: Overview of Preventative Maintenance Inspections Table 7-3: Periodic Inspection Block Assignment by Yard Table 7-4: Explanation for Daily Cars Out of Service Table 7-5: Mean Distance Between Delays, FY2009-FY Table 7-6: Mean Distance Between Failures FY2009-FY Table 7-7: Mean Time to Restore Table 7-8: FY 2011 Engineering Campaigns Table 7-9: Detail Configuration of Current Metrorail Shops Table 7-10: Metrorail Car Shop Space Requirements Table 7-11: Metrorail Car Fleet Storage Space Capacity and Needs Table 7-12: FY2020 Metrorail Car Fleet Storage Projection by Line Table 8-1: Vehicle Demand and Supply Summary Washington Metropolitan Area Transit Authority v Metrorail Fleet Management Plan Revision 4G

7 TABLE OF CONTENTS Figure 3-1: Metrorail System Map Figure 3-2: Metrorail Maximum Line Capacities Figure 3-3: Location of Key Facilities Figure 4-1: Dulles Corridor Metrorail Extension Figure 4-2: Blue/Yellow Line Realignment Figure 5-1: Metrorail Average Weekday Ridership, Figure 5-2: Metrorail Average Weekday Station Boardings by Time of Day, May Figure 5-3: Metrorail Maximum Load Points For AM Peak Hour Figure 5-4: AM Peak Hour Passenger Loads-100 % 8-cars in 2020 and Figure 5-5: AM Peak Hour Passenger Loads - 50% 8-cars Through Figure 7-1: FY 2011 Maintenance Requirement Figure 7-2: Sub-System Delays (> 3 minutes) per Million Miles Figure 7-3: Metrorail Car Shop and Vehicle Storage Yard Locations Washington Metropolitan Area Transit Authority vi Metrorail Fleet Management Plan Revision 4G

8 TABLE OF CONTENTS [This page is intentionally left blank.] Washington Metropolitan Area Transit Authority vii Metrorail Fleet Management Plan Revision 4G

9 1 INTRODUCTION This document, the Metrorail Fleet Management Plan (the Plan) is a statement of the processes and practices by which the Washington Metropolitan Transit Authority (WMATA) establishes its current and projected Metrorail revenue vehicle fleet size requirements and operating spare ratio. It documents how service goals are applied to existing and forecast levels of ridership to establish fleet requirements for Metrorail service, and how these requirements are affected by vehicle maintenance needs, expansions of the Metrorail system, and other factors affecting the operation of the system. It also documents the key challenges WMATA faces in meeting its service and maintenance goals. 1.1 OVERVIEW OF PLAN The Metrorail Fleet Management Plan is organized as follows: Section 1.0 (Overview of Plan) summarizes the purpose of the Plan and provides an outline of the topics it covers. It also explains the institutional framework within which the Plan was developed and the timeframe it was designed to cover. Section 2.0 (Definition of Terms) provides a list of terms and acronyms used throughout the Plan. Section 3.0 (Existing System) describes the existing Metrorail system and explains its role in the regional transportation network. It also provides an overview of the existing fleet and key facilities used to operate the Metrorail system. Section 4.0 (Expansion Plan) explains how planned extensions of the Metrorail system are anticipated to affect its overall operations and fleet requirements. Section 5.0 (Demand for Revenue Vehicles) documents how WMATA applies its loading standards to ridership estimates to determine the frequency of service and fleet size required to maintain an adequate level of service. It also documents how passenger and maintenance demands determine the number of operating spares necessary to run the Metrorail system. Section 6.0 (Supply of Revenue Vehicles) explains how the demand for vehicles documented in Section 5.0 will be met through a combination of strategies including overhaul of existing vehicles and the procurement of new vehicles. This section also discusses how the planned overhauls and procurements are anticipated to affect vehicle availability and the useful life of the fleet. Washington Metropolitan Area Transit Authority 1-1 Metrorail Fleet Management Plan Revision 4G

10 INTRODUCTION Section 7.0 (Maintenance and Reliability) provides a detailed explanation of how Metrorail s preventative and corrective maintenance programs determine the availability of vehicles for revenue service. It also discusses how the constraints of the existing maintenance and storage facilities affect maintenance schedules for the system. Section 8.0 (Revenue Demand/Supply Balance) uses the information developed in the previous sections to assess how well WMATA s fleet management strategy balances the demands on the fleet versus the existing and planned supply of vehicles. The Plan is a living document that is based on current realities and assumptions, and it is therefore subject to future revision. It has been developed to be consistent with the guidelines established for fleet management plans by the Federal Transit Administration (FTA) in their 1999 Dear Colleague letter and in FTA s Oversight Procedure 37 Fleet Management Plan Review. The Plan complies with WMATA s Quality Assurance Policy and Procedures Manual and has undergone a formal review and approval process. 1.2 PLAN TIMEFRAME The Plan covers fleet requirements for a 15-year timeframe, from 2010 to This timeframe captures all existing and committed improvements to the Metrorail system, and provides adequate lead time to adjust operating, maintenance, and procurement strategies to accommodate anticipated changes in revenue fleet supply and demand. Each section of the Plan addresses how the fleet management practices will be addressed for the following milestone years: FY 2010 FY 2014, the opening year for Dulles Phase I (See Section 4.0) FY 2017, the opening year for Dulles Phase II FY 2020 FY 2025 Where appropriate, additional information is provided for individual years or ranges of years between these milestones to demonstrate how annual changes in the supply or demand for vehicles affect fleet management practices. The Plan is consistent with the current delivery schedule for vehicles as of December 21, Washington Metropolitan Area Transit Authority 1-2 Metrorail Fleet Management Plan Revision 4G

11 2 DEFINITION OF ACRONYMS AND TERMS 2.1 ACRONYMS ADA ATC ATO CAF CMMS CNI DPMM EMI FPMM FTA HVAC MDBF MTTR MWAA MWCOG OEM OSR PPC Americans with Disabilities Act Automatic Train Control Automatic Train Operation Construcciones y Auxilar de Ferrocarriles, S.A., a Spanish railcar manufacturer Car Maintenance Management System Capital Needs Inventory Delays per Million Miles Engineering Modification Instructions Failures per Million Miles Federal Transit Administration, United States Department of Transportation Heating, Ventilation and Air Conditioning Mean Distance between Failures Mean Time to Repair Metropolitan Washington Airports Authority Metropolitan Washington Council of Governments Original Equipment Manufacturer Operating Spare Ratio Passengers per Car Washington Metropolitan Area Transit Authority 2-1 Metrorail Fleet Management Plan Revision 4G

12 DEFINITION OF ABBREVIATIONS AND TERMS PTR PVR S&I WMATA Peak Train Requirement Peak Vehicle Requirement Storage and Inspection Yard Washington Metropolitan Area Transit Authority 2.2 TERMS A CAR The even-numbered car of a married pair that houses the Automatic Train Control apparatus. AUTHORITY The Washington Metropolitan Area Transit Authority. AUTOMATIC TRAIN CONTROL The system for automatically controlling train movement, enforcing train safety, and directing train operations. B CAR The odd-numbered car of a married pair. BELLY CAR A revenue vehicles used in the center position of a six- or eight-car train. CONSIST The quantity and specific identity of vehicles that make up a train. DROP BACK OPERATOR A train operator placed at the departure end of a terminal station to allow the train to turn or return to service quickly. FAILURE RATE The frequency of failure, expressed as failures per million miles. GAP TRAIN A ready train stored for immediate deployment in the event a train must be taken out of service. HEADWAY The time between consecutive trains operating on the same route. INTERLOCKING An arrangement of special track work and signals to prevent conflicting movements through a rail junction, crossover, or crossing. JUNCTION A point at which two rail lines merge into one. Junctions can be gradeseparated at stations to allow passengers to transfer from one line to another. LEAD CAB The controlling cab in a train consist. LEAD CAR In the direction of travel, the forward- most vehicle of the consist. Washington Metropolitan Area Transit Authority 2-2 Metrorail Fleet Management Plan Revision 4G

13 DEFINITION OF ABBREVIATIONS AND TERMS MARRIED PAIR (Two-Car Unit) The combination of an A car and a B car, semipermanently coupled and sharing certain essential apparatus, and the smallest unit capable of independent operation. MAXIMUM LOAD POINT The segment of a line that carries the highest number of passengers using that line. MEAN DISTANCE BETWEEN DELAYS A measure that reports the number of miles between railcar failures resulting in delays of service greater than three minutes. Factors that influence railcar reliability are the age of the railcars, the amount the railcars are used, and the interaction between the railcars and the track. The higher the mileage for the mean distance between delays, the more reliable the railcars. OPERATING SPARE RATIO The number of spare vehicles (as defined by subtracting the Peak Vehicle Requirement from the total available fleet) divided by the Peak Vehicle Requirement. OPERATOR The individual on board who is responsible for train operation in manual modes and overseeing train operation in any automatic mode. OVERHAUL Disassembly into component parts or subassemblies; replacement of worn and defective parts (with new or reconditioned parts as approved by WMATA); and reassembly into complete functional assemblies, in accordance with the OEM recommended instructions/procedures. PEAK VEHICLE REQUIREMENT The total number of revenue vehicles, inclusive of scheduled standby (gap) vehicles, required to operate schedule peak period service. PERFORMANCE The measure of output or results obtained by a component, system, person, team, and so forth, as specified. RELIABILITY The probability of performing a specified function, without failure and within design parameters, for the period of time intended under actual operating conditions. REVENUE SERVICE Service on routes established for train use by the public. REVENUE VEHICLE A heavy rail vehicle that is staffed and prepared to carry passengers. Washington Metropolitan Area Transit Authority 2-3 Metrorail Fleet Management Plan Revision 4G

14 DEFINITION OF ABBREVIATIONS AND TERMS SERVICE LIFE The actual time during which any vehicle serves its intended purpose of safely and reliably transporting passengers. The end of service life occurs when degradation of the structural integrity of the vehicle requires that it be removed from service. TRAIN A set of two, four, six, or eight rail vehicles coupled and operating together. TRIPPER TRAIN An extra revenue vehicle scheduled to operate during peak hours of service to supplement the passenger capacity provided by trains operating on a regularly scheduled headway. YARD A rail vehicle storage location that may also provide maintenance facilities. Washington Metropolitan Area Transit Authority 2-4 Metrorail Fleet Management Plan Revision 4G

15 3 EXISTING SYSTEM 3.1 DESCRIPTION OF CURRENT SYSTEM General Operating Characteristics The WMATA Metrorail system currently operates 86 passenger stations along 106 miles of heavy rail rapid transit, serving the District of Columbia and adjoining areas of Maryland and Virginia. The majority of the stations in the Metrorail system provide multimodal transfer facilities, including Park and Ride facilities and connections to the following transit services: the Metrobus services operated by WMATA, the bus service operated by local jurisdictions, Amtrak, the MARC commuter rail service and the Virginia Railway Express (VRE). All stations are in service for 19 hours each day Monday through Thursday, 22 hours on Friday, 20 hours on Saturday, and 17 hours on Sunday. All platforms in these stations are 600 feet long, and each platform is capable of accommodating one, eight-car train at a time. Figure 3-1 illustrates the existing system and its stations. The system operates along five, double-tracked rail lines (Red, Yellow, Green, Blue, and Orange.) Table 3-1 summarizes the key characteristics of each line. The service patterns and fleet required by each line to achieve these headways are described in Section 5.0. As shown in Figure 3-1, the Blue and Orange Lines share tracks through the core area of the region, as do the Yellow and Green Lines. The Blue and Yellow Lines also share tracks in Arlington and Fairfax Counties. These shared segments of track offer WMATA flexibility in structuring service patterns to meet operational needs, and allows WMATA to provide combined headways and greater passenger capacity in downtown Washington, D.C. However, the capacity of these shared track segments are limited by the capacity of the junctions where they connect. Figure 3-2 illustrates the maximum number of trains that may use each segment of the track in an hour. Washington Metropolitan Area Transit Authority 3-1 Metrorail Fleet Management Plan Revision 4G

16 EXISTING SYSTEM FIGURE 3-1: METRORAIL SYSTEM MAP Washington Metropolitan Area Transit Authority 3-2 Metrorail Fleet Management Plan Revision 4G

17 EXISTING SYSTEM TABLE 3-1: SUMMARY OF METRORAIL LINES Line Length (mi.) Number of Stations Peak Headway (min.) Scheduled Trains Average Weekday Ridership** Red * ,741 Yellow ,052 Green * ,091 Blue ,104 Orange * ,663 *Combined headway, including use of short-lines and tripper trains. See Section 5.0 for detailed explanation of service patterns. **WMATA, May FIGURE 3-2: METRORAIL MAXIMUM LINE CAPACITIES Washington Metropolitan Area Transit Authority 3-3 Metrorail Fleet Management Plan Revision 4G

18 EXISTING SYSTEM Support Facilities In addition to the lines and stations of the system, Metrorail also relies on a key set of facilities to ensure the reliability and quality of service, including: Storage and inspection (S&I) Yards and tail tracks Heavy maintenance facilities Pocket tracks The location of these facilities is shown in Figure 3-3. FIGURE 3-3: LOCATION OF KEY FACILITIES Maintenance Facilities Metrorail uses nine major facilities to store and maintain the fleet, including eight storage and inspection (S&I) yards, two heavy maintenance facilities, and a set of tail tracks at Largo Town Center. The location and function of each facility is documented in Table 3-2; additional discussions regarding the role of these facilities in maintaining a supply of vehicles for revenue service are described in Sections 6.0 and 7.0. Washington Metropolitan Area Transit Authority 3-4 Metrorail Fleet Management Plan Revision 4G

19 EXISTING SYSTEM TABLE 3-2: CURRENT MAINTENANCE FACILITIES Name Location Vehicle Storage Capacity Maintenance Bays Year Opened Functions Storage and Inspection Facilities Alexandria Blue/Yellow Line Storage and inspection, light maintenance Branch Avenue Green Line Glenmont Red Line Largo Tail Tracks Blue Line Storage and inspection, light maintenance, maintenance campaigns Storage and inspection (no shops) Storage and inspection (no shops) New Carrollton Orange Line * 1978 (expanded in 2006) Storage and inspection, light maintenance, maintenance campaigns* Shady Grove Red Line West Falls Church Orange Line Storage and inspection, light maintenance Storage and inspection, light maintenance Heavy Maintenance Facilities Brentwood Red Line Storage and inspection, light maintenance, heavy repair, and overhauls Greenbelt Green/Yellow Line Storage and inspection, light maintenance, heavy repair, and overhauls Total 1, *Eight bays at New Carrollton are used for maintenance campaigns. See Section 7.0 for a discussion of these campaigns and their impact on the availability of revenue cars for service. Pocket Tracks The Metrorail system includes seven mid-route turnbacks, each of which is configured to operate as a third or pocket track capable of storing an 8-car train. These pocket tracks were incorporated into the design of the system to allow for short-lining, an operational practice that allows select trains to turn back along the line rather than continuing service to the terminal station. Short-lining allows WMATA to concentrate service in the core of the system, where passenger capacity where it is needed most. The service strategies that make use of the pocket tracks are explained in further detail in Section INVENTORY LIST As of January 11, 2011, WMATA s fleet of revenue vehicles consisted of 1,142 rail cars, of which 1,104 are available for revenue service (the disposition of the 38 vehicles unavailable Washington Metropolitan Area Transit Authority 3-5 Metrorail Fleet Management Plan Revision 4G

20 EXISTING SYSTEM for revenue service is explained in Section 6.0.) All Metrorail cars operate in married pairs, with an operating cab at each end and have extruded aluminum carbodies. Each pair of cars can operate either fully automatic or manual mode and have hydraulic friction brake system, automatic train control system, a static converter low voltage system, automatic HVAC control, electronic flip-dot or LED destination signs and automatic couplers. Because of the design features of the A car and B-Car, they must operate in married pairs; no car can be operated as a single unit. A 750-volt DC third rail system supplies primary propulsion power to the vehicles via inverters for AC drive, floor heating and as input to the low-voltage power supply (LVPS) and the APS inverter(s). WMATA acquired the six existing fleets through a series of procurements made from 1974 through The series are fully compatible with one another and capable of operating on all lines within the Metrorail system, maximizing the flexibility WMATA has in deploying vehicles for service. All Metrorail vehicles are compliant with Buy America and the Americans with Disabilities Act (ADA). Table 3-3 summarizes the key characteristics of each procurement; a description of each may be found in the paragraphs below. TABLE 3-3: CURRENT METRORAIL FLEET Number for Service* Manufacturer Series Seats Available Years Purchased Year Overhauled Number Owned Rohr Industries Breda Construzioni Ferroviarie Construcciones y Auxiliar de Ferrocarriles, S.A. (AAI/CAF) Alstom (A-car) 66 (B-car) Total 1,142 1,104 Washington Metropolitan Area Transit Authority 3-6 Metrorail Fleet Management Plan Revision 4G

21 4 EXPANSION PLAN Only one expansion of the system has been committed for implementation during the 15-year timeframe of the Metrorail Fleet Management Plan: the Dulles Corridor Rail Extension. To prepare for this expansion, WMATA is also planning to realign service from the Blue Line to the Yellow Line. This realignment will represent a major change in Metrorail operations, and will need to be taken into consideration as part of the discussion of existing and future fleet requirements. This section provides a description of these changes and their anticipated impacts on existing Metrorail operations. 4.1 Dulles Corridor Rail Extension (Silver Line) On March 10, 2009, U.S. Secretary of Transportation Ray LaHood signed the Full Funding Grant Agreement (FFGA) for the Dulles Corridor Metrorail Project (also known as the Silver Line. This agreement made it possible for the Dulles Corridor Metrorail Project to move into construction. It is anticipated that Phase I of the Dulles Corridor Rail Extension will be completed in December 2013 (FY 2014) and that Phase II should be operational by Phase I of the project will extend Metrorail service from the existing Orange Line station at East Falls Church into Tyson s Corner, the busiest employment hub in the metropolitan area, and then continue onto Wiehle Avenue on the eastern edge of Reston. Phase II of the project will continue the extension from Wiehle Avenue to Reston Town Center, Herndon, Dulles International Airport, then terminate in Eastern Loudoun County at the Route 772 Station in Ashburn. When completed, the Dulles Corridor rail extension will add 23 miles and 11 stations to the Metrorail system. Figure 4-1 provides a map of the Dulles Corridor rail extension. The operating plan established by the Dulles Corridor Rapid Transit Project Final Environmental Impact Statement (FEIS) calls for service to be operated from the Route 772 Metrorail Station to the East Falls Church Metrorail Station, then continue service along the Orange Line as far as the Stadium-Armory Metrorail Station. The operating plan calls for seven-minute headways during peak service hours. Washington Metropolitan Area Transit Authority 4-1 Metrorail Fleet Management Plan Revision 4G

22 EXPANSION PLAN FIGURE 4-1: DULLES CORRIDOR METRORAIL EXTENSION Source: Metropolitan Washington Aviation Authority. Overall, the Dulles Corridor Rail Extension will have four major impacts on the Metrorail system: Increased ridership. Phase I of the Dulles Corridor Rail Extension is forecast to carry a peak hour maximum load ridership of 4,600 passengers in the eastbound segment of the line leaving Court House Station. Peak maximum load ridership for the Silver Line is anticipated to increase to 5,800 passengers when Phase II opens in In addition, the Silver Line is anticipated to serve existing and potential demand for reverse commuting to the Dulles Corridor from the center of the region. Increased fleet requirements. The FEIS states that Phase I operations will require 18 trains and that Phase II operations will require 24 trains. This will require up to an additional 64 cars to operate the Metrorail system in Phase I and an additional 64 cars in Phase II. (A detailed breakdown of the composition of these trains is provided in Section 5.0.) Increased maintenance requirements. To accommodate the additional storage and maintenance facilities required by the new service, the existing maintenance facility Washington Metropolitan Area Transit Authority 4-2 Metrorail Fleet Management Plan Revision 4G

23 EXPANSION PLAN at West Falls Church will be expanded to include 38 additional vehicle storage spaces and eight new maintenance bays. In addition, a new maintenance facility is planned for Phase II of the project, located between the proposed Dulles Airport Station and the Route 606 Station. New impacts on existing Metrorail operations. The additional service to Dulles will require nine additional peak hour peak direction trains to move through the Rosslyn portal. As the capacity of this tunnel portal is limited, it will be necessary to reroute a portion of the service currently operating through Rosslyn. This is discussed below as part of the Blue/Yellow Line Realignment. While Dulles Phase I is anticipated to begin operations in December 2013, all of the vehicles necessary to run the schedule defined in the FEIS will not be available until June Because of this, WMATA has developed a minimum interim schedule that will allow the same frequency of service using a reduced number of vehicles. Under this schedule, 28% of the trains throughout the system will use 8-car consists, while the remainder will use 6-car consists (WMATA has developed a ranges of cars needed for start-up operation, rail cars. Updated detailed ridership will be collected prior to the start-up and train consists will be finalized at that time.) While this interim schedule is in effect, peak hour passenger loads are anticipated to exceed the planning standard of 100 passengers per car by up to 9%. The interim schedule is anticipated to remain in effect from December 2013 through August 2014, by which time the first eight 7000-Series cars will have been tested, commissioned, and ready for revenue operation. The remaining cars necessary to run the schedule defined by the FEIS will be commissioned between August 2014 and June 2015 and will be put into service as soon as available to minimize crowding. A detailed explanation of the interim operating plan and Phase II operating plan is provided in Appendix B. 4.2 Blue/Yellow Line Realignment WMATA is proposing to reroute a portion of Blue Line service onto the Yellow Line prior to Phase I Dulles opening. The current schedule for this change in service is July 2012 (FY 2013). This will accomplish three objectives: Free up capacity in the Rosslyn portal. As noted above, the capacity of the Rosslyn portal is constrained. The addition of new service from the Orange Line to the Dulles Corridor is anticipated to use up this capacity and begin to affect the reliability of service along the Orange, Blue, and Dulles services. Rerouting a portion will relieve pressure on the portal and improve service reliability. Provide more direct service between Virginia and growing employment centers in the eastern portion of downtown. As noted in an October 2008 report from the Office of Planning, between 2002 and 2007, ridership between Pentagon and Washington Metropolitan Area Transit Authority 4-3 Metrorail Fleet Management Plan Revision 4G

24 EXPANSION PLAN L Enfant Plaza grew by 13%, while ridership between Rosslyn and Foggy Bottom declined by 4%. Rerouting Blue Line trains onto the Yellow Line would reduce travel times for Blue Line passengers heading to eastern portions of downtown by up to 12 minutes while increasing the capacity of this route. Better utilize capacity on the 14 th Street Bridge. As of June 2011, a total of 10 peak hour, peak direction trains were using the 14 th Street Bridge to cross the Potomac River, as opposed to the 27 peak hour, peak direction trains using the Rosslyn portal. Rerouting Blue Line trains onto the 14 th Street Bridge will relieve pressure on the Rosslyn portal by better utilizing the available capacity on the 14 th Street Bridge. Figure 4-2 illustrates the proposed realignment. The realignment would be phased in to allow passengers to adapt to the new service pattern. Initially, three peak hour, peak direction Blue Line trains would be operated between Franconia-Springfield to Greenbelt, while the Orange Line will add three peak hour trains between West Falls Church and Largo to maintain the headways between Stadium-Armory and Largo. Once Phase I of the Dulles Rail Corridor Extension is implemented, four peak hour, peak direction Blue Line trains would operate across the 14 th Street Bridge. The details of these service patterns and their implications on the peak vehicle requirement are discussed in greater detail in Section 5.0. FIGURE 4-2: BLUE/YELLOW LINE REALIGNMENT Washington Metropolitan Area Transit Authority 4-4 Metrorail Fleet Management Plan Revision 4G

25 5 DEMAND FOR REVENUE VEHICLES This section summarizes the approach by which WMATA develops fleet size requirements to meet the demand for revenue vehicles. The WMATA service planning process consists of six major steps: Step One: Determine peak demand for Metrorail service. Peak demand for Metrorail service is developed from passenger counts and ridership forecasts and then defined for the maximum load points within the system. The data and calculations used in this step are described in Section 5.1. Step Two: Determine the revenue vehicle requirements for each line. This is done by applying WMATA s passenger load standards (described in Section 5.2) to the maximum load points in the Metrorail system to determine the minimum number of rail cars necessary to meet peak demand. Applying the vehicle run times and operating constraints of each line to this minimum vehicle requirement, WMATA then determines the appropriate length and number of train consists to operate during the peak hour on each line. This process is described in Section 5.3. Step Three: Determine number of cars needed for strategic gap trains. When a train must be taken out of service because of a mechanical function or other operating problem, a gap train can be used to replace it and maintain the regular schedule. The gap train requirements of the system are explained in detail in Section 5.3. Step Four: Determine total operating Peak Vehicle Requirement (PVR). The PVR is the sum of peak car requirements of all lines in the system plus gap trains. The actual PVR differs from the calculated requirements established in Steps 1-3 due to two limitations: the need to operate cars in married pairs and the need to operate the 1000-Series as belly cars. The impacts of these constraints on the PVR are discussed in Section 5.4. Step Five: Determine Operating Spares Ratio (OSR). The Operating Spares Ratio (OSR) takes into account the number of vehicles that must be made available to accommodate both scheduled and unscheduled maintenance activities. It also takes into account equipment-specific requirements (e.g. married pairs, fleet-specific restrictions on operating as end cars) that may affect the availability of vehicles for revenue service. These issues are discussed in Section 5.5. Step Six: Determine total fleet requirement. This represents the sum of the rail cars required for peak service (including gap trains) and the rail cars included in the Washington Metropolitan Area Transit Authority 5-1 Metrorail Fleet Management Plan Revision 4G

26 DEMAND FOR REVENUE VEHICLES Operating Spares Ratio. The total fleet requirement for 2010 through 2025 are presented in Section 5.5, and serve as the basis of discussions regarding the supply of revenue vehicles (presented in Section 6.0) and the impact of maintenance practices on the availability of revenue vehicles (presented in Section 7.0). 5.1 PEAK PASSENGER DEMAND WMATA calculates peak passenger demand for the Metrorail system using two, primary sources: (1) historical passenger counts; and, (2) ridership forecasts developed using the regional travel demand model maintained by the Metropolitan Washington Council of Governments (MWCOG). These sources are then analyzed by WMATA staff to identify the peak periods of passenger demand and maximum load points within the system during an average weekday Systemwide Ridership Patterns As transit ridership is highly seasonal, WMATA considers May to be a typical month of transit usage: service disruptions due to inclement weather are minimal and there are fewer weekday special events (e.g. Presidential Inauguration, Cherry Blossom Festival, 4 th of July.) Figure 5-1 illustrates average weekday ridership for the Metrorail system from its opening in 1976 through May FIGURE 5-1: METRORAIL AVERAGE WEEKDAY RIDERSHIP, As would be expected, Metrorail ridership has grown with the expansion of the system. Metrorail started operations with five Red Line stations in 1976, completed the originally planned system in 2001 and then expanded further in 2004 with the extension of the Blue Line to Largo Town Center. Prior to the recession of 2007, Metrorail weekday ridership Washington Metropolitan Area Transit Authority 5-2 Metrorail Fleet Management Plan Revision 4G

27 DEMAND FOR REVENUE VEHICLES grew at an annual rate of 3%. In recent years, ridership growth remained flat; however, it is anticipated that ridership will continue to increase as the regional and national economies recover. As of May 2010, average daily ridership for the Metrorail system was 730,750. WMATA monitors ridership on a monthly basis to determine if service adjustments are necessary to meet changes in peaking characteristics on each line. Figure 5-2 illustrates the distribution of ridership across an average weekday in May The Metrorail system has two, distinct peaks during an average weekday: a morning peak from 5:00 AM to 9:30 AM and an evening peak from 3:00 PM to 7:00 PM. The peak hours during these periods are 8:00 AM to 9:00 AM and 5:00 PM to 6:00 PM, respectively. FIGURE 5-2: METRORAIL AVERAGE WEEKDAY STATION BOARDINGS BY TIME OF DAY, MAY 2010 Table 5-1 disaggregates the peak hour maximum passenger volume by line for both the AM and PM peak hours. With the exception of the Green Line (which tends to peak half an hour before the other lines), each Metrorail line experiences its maximum peak hour passenger load in the AM peak hour. Because of this, WMATA uses the morning peak hour to define the maximum demand for the Metrorail system. Washington Metropolitan Area Transit Authority 5-3 Metrorail Fleet Management Plan Revision 4G

28 DEMAND FOR REVENUE VEHICLES TABLE 5-1: AM AND PM PEAK HOUR MAXIMUM PASSENGER VOLUMES BY LINE, MAY 2010 Line Segment (From To) Peak Hour Peak Hour Maximum Load Passenger Volumes Maximum Peak Hour Volume Red Gallery Place Metro Center AM 11,900 AM Metro Center Gallery Place PM 10,200 Yellow Pentagon L Enfant AM 5,800 AM L'Enfant Pentagon PM 5,300 Green Waterfront L Enfant AM 7,200 AM L'Enfant Waterfront PM 7,000 Blue/Orange Rosslyn Foggy Bottom AM 4,800 PM Foggy Bottom Rosslyn PM 5,300 Subtotal AM 70,900 AM Subtotal PM 62,300 TOTAL 133, Metrorail Ridership Forecasts Future Metrorail ridership is forecast using the MWCOG regional travel demand model, which takes into account how changes in population and employment across the region will affect regional travel patterns and transit ridership. The forecasts from the MWCOG travel demand model are used as input to WMATA s in-house transit forecasting model, which then generates link-specific rail volumes. The modeling process takes into account those transportation improvements that are committed for implementation within a 20-year timeframe. Major improvements to the Metrorail system that are accounted for in the MWCOG model include: Phases I and II of the Dulles Corridor Rail Extension Blue/Yellow Line Realignment Plans to increase operate 50% 8-car consists by FY 2014 and 100% 8-car consists by FY 2020 Based on the results of the MWCOG model, Metrorail ridership is anticipated to grow approximately 3% annually from 2010 through Between 2020 and 2030, ridership growth will slow to 1% annually, consistent with MWCOG land use forecasts that show population and employment in this timeframe will grow by the same rate within the WMATA service area. Washington Metropolitan Area Transit Authority 5-4 Metrorail Fleet Management Plan Revision 4G

29 DEMAND FOR REVENUE VEHICLES Table 5-2 summarizes the ridership growth rates for critical segments of the Metrorail system. Ridership growth is anticipated to vary from station to station across the system, responding to the local changes in population, employment, and access to Metrorail. TABLE 5-2: FORECAST ANNUAL GROWTH RATES FOR RIDERSHIP AT SELECT LINE SEGMENTS Segment (From To) Line(s) Annual Growth Rates Gallery Place Metro Center Red 2.8% 2.8% 1.0% Waterfront L Enfant Green 5.2% 5.2% 1.0% Pentagon-Rosslyn Blue -10.1% -2.7% 1.0% Yellow 0.3% 0.3% 1.0% Pentagon L Enfant Blue n/a* 6.5% 1.0% Subtotal 6.0% 2.2% 1.0% Orange 2.0% 0.0% 1.0% Court House Rosslyn Silver n/a* 10.7% 1.0% Subtotal 4.9% 3.7% 1.0% Systemwide All 3.0% 3.1% 1.0% *n/a: Annual growth rates for the Dulles Rail Corridor Extension and Blue/Yellow Realignment were not included in this table, as these improvements will be coming online during the timeframe. Stations on the periphery of the region are expected to experience more ridership growth than those close to the core of system, reflecting the higher rate of jobs and population growth projected for areas outside of the core. Stations along the Dulles Corridor Rail Extension will attract new Metrorail riders, as well as Metrorail riders who may have previously used the Orange Line. Ridership at Green Line stations within the District of Columbia is expected to increase due to the addition of several major developments along the line (e.g. USDOT offices at Navy Yard, Nationals Park.) Maximum Load Points Based on the output of the WMATA model, the following maximum load points within the system were identified: Red Line: Gallery Place-Chinatown to Metro Center, westbound direction Yellow Line: Pentagon to L Enfant Plaza, northbound direction Blue Line: Pentagon to Rosslyn, eastbound direction Green Line: Waterfront to L Enfant Plaza, northbound direction Washington Metropolitan Area Transit Authority 5-5 Metrorail Fleet Management Plan Revision 4G

30 DEMAND FOR REVENUE VEHICLES Orange and Silver Lines: Court House to Rosslyn, eastbound direction The locations of these load point in the system are illustrated in Figure 5-3. Table 5-3 summarizes the average morning peak hour ridership forecast for each of these load points for 2010, 2020, 2025, and the opening years of Phase I and Phase II of the Dulles Corridor Rail Extension. FIGURE 5-3: METRORAIL MAXIMUM LOAD POINTS FOR AM PEAK HOUR Washington Metropolitan Area Transit Authority 5-6 Metrorail Fleet Management Plan Revision 4G

31 DEMAND FOR REVENUE VEHICLES TABLE 5-3: AM PEAK HOUR MAXIMUM LOADING POINTS BY LINE Max Loads Segments Line Gallery Place - Metro Center Red 13,200 13,500 13,900 14,300 14,700 15,100 15,600 16,000 16,500 16,900 17,400 17,600 17,700 17,900 18,100 18,300 (Westbound) Waterfront - L'Enfant (Northbound) Green 5,900 6,200 6,500 6,900 7,200 7,600 8,000 8,400 8,900 9,300 9,800 9,900 10,000 10,100 10,200 10,300 Orange 12,200 12,500 12,700 13,000 10,800 10,800 10,800 10,800 10,800 10,800 10,800 10,900 11,000 11,100 11,200 11,400 Court House Rosslyn (Eastbound) Silver ,600 4,700 5,200 5,800 6,400 7,000 7,800 7,900 8,000 8,000 8,100 8,200 Subtotal 12,200 12,500 12,700 13,000 15,400 15,500 16,000 16,600 17,200 17,800 18,600 18,800 19,000 19,200 19,400 19,500 Pentagon Rosslyn (Eastbound) Blue 5,000 5,100 3,400 3,500 2,800 2,600 2,500 2,300 2,200 2,100 2,300 2,300 2,300 2,400 2,400 2,400 Yellow 0 0 1,700 1,800 2,500 2,600 2,800 2,900 3,100 3,200 3,600 3,600 3,700 3,700 3,700 3,800 Pentagon - L'Enfant (Eastbound) Blue 6,500 6,500 6,600 6,600 6,600 6,600 6,600 6,600 6,700 6,700 6,700 6,800 6,800 6,900 7,000 7,000 Subtotal 6,500 6,500 8,200 8,300 9,100 9,200 9,400 9,600 9,700 9,900 10,300 10,400 10,500 10,600 10,700 10,800 Toal Max Load Ridership All 42,800 43,800 44,800 46,000 49,200 50,200 51,700 53,400 55,100 57,000 58,400 59,000 59,600 60,200 60,800 61,400 *All ridership forecasts rounded for reporting purposes. Forecasts based on MWCOG model 2.1D, using 7.0 land use forecasts. Washington Metropolitan Area Transit Authority 5-7 Metrorail Fleet Management Plan Revision 4G

32 Ridership along the Red and Green Lines is anticipated to grow steadily in response to increases in population and employment along these lines. Orange Line ridership is anticipated to decrease once Phase I of the Dulles Corridor Rail Extension goes online, as existing Orange Line passengers who live closer to Phase I stations switch over to Silver Line service. Silver Line ridership is expected to grow with the completion of Phase II, contributing to the overall increase in ridership experienced at the maximum load point between Court House and Rosslyn Stations. Blue Line ridership between Pentagon and Rosslyn is anticipated to decrease once the Blue/Yellow Realignment is implemented and passengers with destinations in eastern downtown shift over to services along the new Blue/Yellow Line. Yellow Line ridership is anticipated to grow steadily between 2010 and 2025, but not at the same rate as expected on the Red and Green Lines. All told, a total of 42,800 passengers must be accommodated at the maximum load points along the five Metrorail lines during the morning peak hour, and this total is anticipated to grow by 43% by The ability of the Metrorail system to handle these passenger loads will be dependent on WMATA s ability to provide service that is consistent with our passenger loading standards and within the operating restrictions of the existing and planned Metrorail system. 5.2 PASSENGER LOAD STANDARDS To ensure that Metrorail remains the mode of choice for both existing and future passengers, WMATA places a premium on providing a high quality of service. WMATA defines the quality of service provided by Metrorail according to six factors: safety, speed, cleanliness, frequency, comfort, and service reliability. In the context of the Plan, no issue influences the quality of service more than Metrorail s passenger loading standards: Safety. Passenger load standards ensure that sufficient passenger capacity is provided to minimize crowding and allow for safe access and egress from revenue vehicles. Speed. Passenger loading standards help to minimize crowding, which minimizes the dwell times necessary for passengers to board and alight and the travel times on each line. Cleanliness. Passenger loading standards help control the volume of passengers using each train, minimizing the wear and tear on car interiors and associated time necessary to clean passenger areas of the train. Frequency. Passenger loading standards dictate the frequency of service needed to clear the maximum load points in the system. Comfort. Passenger loading standards determine the probability that a passenger will have a seat for their trip, which is especially important for longer-distance travelers coming from outside of downtown DC into the core. Washington Metropolitan Area Transit Authority 5-8 Metrorail Fleet Management Plan Revision 4G

33 DEMAND FOR REVENUE VEHICLES Service Reliability. The combined impacts of passenger loading standards on frequency, comfort, and speed of service determine how reliable the service is considered by passengers and WMATA. The use of passenger load standards to evaluate service was adopted by WMATA s staff in The original standards and the evaluation process were reviewed by the Board of Directors at that time, and load standards have been employed at WMATA ever since. Load standards have been revised from time-to-time in the last 15 years to better reflect WMATA's service policies and objectives. WMATA uses two types of passenger load standards as part of its standard fleet management practices: Monitoring standards. Monitoring standards are used as lagging indicators of Metrorail performance. They are applied to current ridership data to understand if WMATA staff needs to adjust the deployment of the existing fleet to respond to changes in boarding patterns. WMATA s primary and secondary load standards for monitoring service have been used since Planning standard. WMATA s planning standard is used to determine the actual deployment of rail cars on each line, both for existing and future ridership scenarios. The planning standard is applied to a longer time horizon than the monitoring standards, and is used by WMATA to help determine what fleet procurements may be necessary to meet the future demand for rail cars. The current planning standard was first used in determining the procurement and deployment of the 6000-Series cars. Table 5-4 summarizes the current monitoring and planning passenger load standards being used by WMATA. As would be expected, the monitoring standards are more stringent than the planning standards, as they are being applied to historic data and are being used to prioritize fleet deployments for current operations. TABLE 5-4: METRORAIL PASSENGER LOAD STANDARDS Standard Notes Monitoring Standards Peak Primary Standard: Not to exceed 120 passengers per car (PPC) average of all trains passing the maximum load point in the peak direction and in the peak one hour on a line. Planning Standard Peak Secondary Standard: Not to exceed 140 PPC for the peak half-hour or 155 PPC on any single train passing the maximum load point on a line during the peak period. Not to exceed 100 PPC in the peak hour of service. Washington Metropolitan Area Transit Authority 5-9 Metrorail Fleet Management Plan Revision 4G

34 DEMAND FOR REVENUE VEHICLES 5.3 LINE REQUIREMENTS WMATA determines the revenue vehicle requirements for each line by applying the passenger load standards to the morning peak hour ridership at the maximum load point for each line. The number of trains per line are determined by the vehicle running times and frequency of service that can be sustained on each line; the number of cars per train are then determined based on (a) the passenger capacity needed for a given frequency of service; and, (b) the constraints of the vehicles in operation. Based on operating experience with each line, WMATA then determines the number and location of gap trains necessary to maintain service in the event of a disruption of service Minimum Peak Vehicle Requirements The minimum number of vehicles required to serve the Metrorail system is determined by applying WMATA s planning standard of 100 ppc to the maximum loading point of each line, then rounding up to the nearest even number to account for the fact that Metrorail vehicles operate in married pairs. Table 5-5 summarizes the minimum peak vehicle requirements to serve the maximum loading points for each line Vehicle Run Times Table 5-6 lists the one-way travel times for the routes operated on each of the lines in the Metrorail system. There are three types of routes in service in the Metrorail system: The main line haul routes on Metrorail lines are operated from one terminal of the line to the other, stopping at all stations in between. Short line routes take advantage of the mid-route turnbacks (i.e. pocket tracks) built along a line to provide service closer to the core of the system, where passenger capacity is needed the most. These pocket tracks have been built as third tracks between the two mainline tracks, and each is capable of storing an 8-car train. The locations of the pocket tracks are shown in Figure 3-3; short lines are indicated in Table 5-6 as B routes (e.g. Red B, which operates between Grosvenor and Silver Spring.) Tripper trains are used where there is an imbalance in passenger volumes in the peak and off-peak directions of a line. For example, in 2011 the Orange Line carried a maximum load 12,200 passengers/hour in the eastbound direction but only 8,900 passengers/hour in the westbound direction. Under these conditions, WMATA operates tripper trains in the peak hour, peak direction to supplement the ridership capacity of regularly scheduled trains. Table 5-6 lists the existing and planned tripper trains on each line. WMATA plans to eliminate the tripper trains on the Orange Line once Phase II of the Silver Line is operational. Washington Metropolitan Area Transit Authority 5-10 Metrorail Fleet Management Plan Revision 4G

35 DEMAND FOR REVENUE VEHICLES TABLE 5-5: MINIMUM AM PEAK HOUR/PEAK DIRECTION VEHICLE REQUIREMENTS BY LINE Max Loads Segments Gallery Place - Metro Center Red (Westbound) Waterfront - L'Enfant (Northbound) Green Orange Court House Rosslyn (Eastbound) Silver Subtotal Pentagon Rosslyn (Eastbound) Blue Blue Pentagon - L'Enfant (Eastbound) Yellow Subtotal Minimum Directional Vehicle Requirements *Minimum vehicle requirements defined using a passenger loading standard of 100 ppc. All numbers rounded up to nearest married pair. Washington Metropolitan Area Transit Authority 5-11 Metrorail Fleet Management Plan Revision 4G

36 DEMAND FOR REVENUE VEHICLES [This page is intentionally blank] Washington Metropolitan Area Transit Authority 5-12 Metrorail Fleet Management Plan Revision 4G

37 DEMAND FOR REVENUE VEHICLES Vehicle travel times on the Metrorail system are currently limited by the suspension of Automatic Transit Operations (ATO), as recommended by the National Transportation Safety Board (NTSB) in response to the June 22, 2009 accident at Ft. Totten Station. As a result of this, all vehicles are currently operated in manual mode, which slows down operations, adversely affects on-time performance, and increases maintenance for wheel flats and brake systems. TABLE 5-6: ONE WAY TRAVEL TIMES OF METRORAIL ROUTES Red Origin Destination Line Travel Time (minutes) Shady Grove Glenmont Red A Grosvenor Silver Spring Red B * L Enfant Junction Yellow Huntington Mt. Vernon Yellow A Franconia Greenbelt Yellow B Green Greenbelt Branch Avenue Green Greenbelt Branch Avenue Green Trippers Rosslyn Junction Blue Franconia Largo Blue Orange Vienna New Carrollton Orange A Vienna Largo Orange B Vienna New Carrollton Tripper West Falls Church New Carrollton Tripper n/a West Falls Church Stadium-Armory Tripper n/a Silver Wiehle Ave Stadium-Armory Silver Line Phase I** n/a 57 n/a Loudoun Rte. 772 Stadium-Armory Silver Line Phase II n/a n/a 78 Note: Recovery time (3 minutes per one-way trip) is not included in the run-time calculation. *Red B discontinued in 2025, replaced with additional service on Red A. **Reflects interim schedule for operating Dulles Phase I. See Appendix B for detailed explanation. Washington Metropolitan Area Transit Authority 5-13 Metrorail Fleet Management Plan Revision 4G

38 DEMAND FOR REVENUE VEHICLES Train Consists WMATA determines the consist length of trains based on six limiting factors: 1. Headway of service. Minimum operable headways are determined by the train control system, but practical headways are determined by a number of operating factors including capacity constraints, vehicle availability, and end-of-line recovery time for each line (currently 3 minutes per one-way trip on all routes operated.) The current and proposed headways for the Metrorail system are listed in Table Passenger loading standards. As noted in Section 5.2, the WMATA Board has established a guideline of 100 ppc during peak hours of operation, and the primary loading standard for each line is to not exceed a 120 passengers per car (PPC) average of all trains passing the maximum load point in the peak direction and in the peak one hour on a line. 3. Limitations of traction power. The length and frequency of trains is constrained by capacities of the system s substations and tie breakers. Currently, WMATA has programmed upgrades to the traction power system that will allow 50% of peakperiod trains to operate with eight cars. Additional upgrades will be necessary to operate additional eight-car trains. 4. Length of platforms. Each platform on the Metrorail system is 600 feet long, allowing a maximum of eight, 75-foot cars to board and alight at each station. 5. Need to operate in married pairs. Each series of cars in the WMATA fleet is designed to operate in married pairs, with a cab car at each end of the pair. Cars of different series are not capable of operating as mixed married pairs. 6. Need to operate 1000-Series cars as belly cars. In response to the June 2009 Ft. Totten accident, WMATA has made a decision that 1000-Series cars may only be operated as center cars in a train consist. This limits the number of cars available to serve as cab cars and requires that 1000-Series cars may only be operated in 6- or 8- car trains. Under these constraints, WMATA currently operates 6- and 8-car consists on all Metrorail lines, which maximizes use of the 1000-Series cars while allowing WMATA to meet its passenger loading standards. In response to the growth in ridership anticipated over the next 15 years, WMATA plans to transition to a schedule based on 100% 8-car trains, with 100% of the fleet running 8-car trains by Figure 5-4 shows the anticipated impact of 100% 8-car trains on AM peak hour passenger loads from 2010 to Table 5-8 shows the percentage of 8-car trains to be deployed on each line between 2010 and Washington Metropolitan Area Transit Authority 5-14 Metrorail Fleet Management Plan Revision 4G

39 DEMAND FOR REVENUE VEHICLES TABLE 5-7: CURRENT AND PROPOSED SYSTEM PEAK AM HEADWAYS Red Origin Destination Line Peak AM Headways (minutes) * Shady Grove Glenmont Red A Grosvenor Silver Spring Red B L Enfant Junction Yellow Combined headway Huntington Mt. Vernon Yellow A Franconia Greenbelt Yellow B / Blue B n/a Green Combined headway Greenbelt Branch Avenue Green Greenbelt Branch Avenue Green Trippers Rosslyn Junction Blue Combined headway ** Franconia Largo Blue Orange Vienna New Carrollton Orange A Vienna Largo Orange B n/a Vienna New Carrollton Tripper *** n/a n/a West Falls Church New Carrollton Tripper *** n/a n/a West Falls Church Stadium-Armory Tripper *** n/a n/a Silver Wiehle Ave Stadium-Armory Silver Phase I n/a 7 n/a Loudoun Rte. 772 Stadium-Armory Silver Phase II n/a n/a 7 Note: Headways are rounded for reporting purposes. *Reflects interim schedule for operating Dulles Phase I. See Appendix B for detailed explanation. Combined headway **In 2025, WMATA proposes to operate the Green Line at 5-minute headways in each direction and remove tripper trains. ***Unless noted otherwise, trippers are not considered to have a regular, bi-directional headway, as they are only operated in the peak direction. They are included in the calculation of combined headways. Sources: 2010: December 2010 schedule. 2014: WMATA 900 PVR schedule, July : Dulles 2004 FEIS. Washington Metropolitan Area Transit Authority 5-15 Metrorail Fleet Management Plan Revision 4G

40 DEMAND FOR REVENUE VEHICLES FIGURE 5-4: AM PEAK HOUR PASSENGER LOADS-100 % 8-CARS IN 2020 AND 2025 Line AM Peak Max Load Location Red Leaving Gallery Place (Westbound) Blue (Rosslyn) Leaving Pentagon (Eastbound) Orange/Silver Yellow/Blue Green Leaving Court House (Eastbound) Leaving Pentagon (Northbound) Leaving Waterfront (Southbound) Congested (<100 PPC) Highly Congested ( PPC) Assume 25% 8-car trains in 2009, 50% in 2015 and 100% in 2020 and 2025 TABLE 5-8: PROPOSED CONSIST LENGTHS AS PERCENTAGE OF SCHEDULED TRAINS Red Origin Destination Line % of 8-car trains * Shady Grove Glenmont Red A 70% 78% 79% 100% Grosvenor Silver Spring Red B n/a 0% 13% 100% L Enfant Junction Yellow Huntington Mt. Vernon Yellow A 0% 44% 56% 100% Franconia Greenbelt Yellow B / Blue B n/a 0% 56% 100% Green Greenbelt Branch Avenue Green 50% 40% 66% 100% Rosslyn Junction Blue Franconia Largo Blue 0% 40% 50% 100% Orange Vienna New Carrollton Orange A 30% 39% 50% 100% Vienna Largo Orange B 0% 56% 100% Silver Wiehle Ave Stadium-Armory Silver Phase I n/a 0% n/a n/a Loudoun Rte. 772 Stadium-Armory Silver Phase II n/a n/a 50% 100% Gap Trains 0% 0% 0% 100% Total: All lines** 30% 28% 50% 100% Source: WMATA Office of Long Range Planning *Reflects interim schedule for operating Dulles Phase I. See Appendix B for detailed explanation. **Includes tripper trains Washington Metropolitan Area Transit Authority 5-16 Metrorail Fleet Management Plan Revision 4G

41 DEMAND FOR REVENUE VEHICLES Figure 5-5 illustrates how passenger loads in the AM peak hour would be affected if WMATA were only to implement 50% 8-car trains for the same time period. Under this scenario, the Metrorail system will reach its peak-hour capacity sometime between 2020 and The Orange and Dulles Lines will become the most congested lines by then, exceeding the capacity threshold of 120 passengers per car at Court House in the peak hour, to be followed by Green Line at Waterfront. FIGURE 5-5: AM PEAK HOUR PASSENGER LOADS - 50% 8-CARS THROUGH 2025 Line AM Peak Max Load Location Car Consists 50% 50% 50% Red Leaving Gallery Place (Westbound) Blue (Rosslyn) Leaving Pentagon (Eastbound) Orange/Silver Yellow/Blue Green Leaving Court House (Eastbound) Leaving Pentagon (Northbound) Leaving Waterfront (Southbound) Congested (<100 PPC) Highly Congested (< PPC) Assume 25% 8-car trains in 2009 and 50% in 2015 through Exceeds Capacity (>120 PPC) At this time, funding has been committed to bring the fleet up to 50% 8-car trains. Additional improvements will be required to transition to a 100% 8-car train schedule, including: additional space for storage, maintenance, and vehicle testing; improvements to traction power; and the additional vehicles to operate longer train consists. These improvements are programmed in the Capital Needs Inventory; the fleet requirements associated with these improvements are documented in Section In-Service Vehicle Requirement WMATA determines in-service vehicle requirements by determining the number and composition of trains necessary to meet the minimum peak vehicle requirement defined in Section As noted in Section 5.3.3, Metrorail trains are deployed in 6- and 8-car consists; therefore, the number of cars necessary to meet the demands of peak hour, peak direction service often differs from the minimum peak vehicle requirement. Table 5-9 illustrates how the in-service vehicle requirements are determined for the maximum loading point of each line, and the resulting passenger loads. Peak period in-service vehicle requirements are then developed from peak hour, peak direction vehicle requirements, taking into account the need to operate multiple routes on each line (tripper trains and short lines) to handle service in both peak and off-peak directions. Table 5-10 summarizes by line the in-service vehicle requirements necessary to meet the capacity requirements of the maximum load points on each line during the Washington Metropolitan Area Transit Authority 5-17 Metrorail Fleet Management Plan Revision 4G

42 DEMAND FOR REVENUE VEHICLES morning peak. All told, 820 rail cars were required to operate the weekday schedule in 2010 (plus 30 gap cars see Section ) This requirement is forecast to increase to between 864 and 894 in 2014 once Phase I of the Silver Line and the Blue/Yellow Line realignment are operational. A total of 1,028 vehicles will be needed in scheduled service once Phase II of the Silver Line is operational in Additional vehicles will then be needed between 2020 and 2025 to accommodate the forecast levels of ridership growth across the system, bringing the total number of vehicles in scheduled service to 1,232. TABLE 5-9: PEAK HOUR, PEAK DIRECTION IN-SERVICE VEHICLE REQUIREMENTS RED LINE Max Load Demand 13,200 14,700 16,000 17,400 18,300 Min Cars Required at 100 ppc WMATA Operating Plan Peak hour freq (min) Train throughput Car throughput % of 8-car trains 40% 40% 46% 100% 100% Passengers per car at max load YELLOW LINE (Incl. Blue Split via 14th St Bridge) Max Load Demand 6,500 9,100 10,000 10,300 10,800 Min Cars Required at 100 ppc WMATA Operating Plan Peak hour freq (min) Train throughput Car throughput % of 8-car trains 0% 31% 54% 100% 100% Passengers per car at max load GREEN LINE Max Load Demand 5,900 7,200 8,400 9,800 10,300 Min Cars Required at 100 ppc WMATA Operating Plan Peak hour freq (min) Train throughput Car throughput % of 8-car trains 46% 36% 42% 100% 100% Passengers per car at max load Washington Metropolitan Area Transit Authority 5-18 Metrorail Fleet Management Plan Revision 4G

43 DEMAND FOR REVENUE VEHICLES TABLE 5-9: PEAK HOUR, PEAK DIRECTION IN-SERVICE VEHICLE REQUIREMENTS BLUE LINE (via Rosslyn only) Max Load Demand 5,000 2,800 2,300 2,300 2,400 Min Cars Required at 100 ppc WMATA Operating Plan Peak hour freq (min) Train throughput Car throughput % of 8-car trains 0% 25% 50% 100% 100% Passengers per car at max load ORANGE and SILVER LINES Max Load Demand 12,200 15,400 16,600 18,600 19,500 Min Cars Required at 100 ppc WMATA Operating Plan Peak hour freq (min) Train throughput Car throughput % of 8-car trains 29% 17% 48% 100% 100% Passengers per car at max load SUM OF 5 LOCATIONS Max Load Demand 42,800 49,200 53,300 58,400 61,300 Min Cars Required at 100 ppc WMATA Operating Plan Train throughput Car throughput % of 8-car trains 27% 30% 49% 100% 100% Avg. passengers per car at 5 locations Washington Metropolitan Area Transit Authority 5-19 Metrorail Fleet Management Plan Revision 4G

44 DEMAND FOR REVENUE VEHICLES TABLE 5-10: PEAK PERIOD IN-SERVICE VEHICLE REQUIREMENTS Red In-service vehicles factoring line constraints, and consist lengths Origin Destination Line * Shady Grove Glenmont Red A Grosvenor Silver Spring Red B n/a L Enfant Junction Yellow Subtotal: Red Line Huntington Mt. Vernon Yellow A Franconia Greenbelt Yellow B / Blue B n/a Green Subtotal: Yellow Line Greenbelt Branch Avenue Green Greenbelt Branch Avenue Green Trippers n/a Rosslyn Junction Blue Subtotal: Green Line Franconia Largo Blue Orange Vienna New Carrollton Orange A Vienna Largo Orange B n/a Vienna New Carrollton Tripper 34 n/a n/a n/a n/a West Falls Church New Carrollton Tripper 6 n/a n/a n/a n/a West Falls Church Stadium-Armory Tripper 6 n/a n/a n/a n/a Silver Subtotal: Orange Line Wiehle Ave Stadium-Armory Silver Phase I n/a 108 n/a n/a n/a Loudoun Rte. 772 Stadium-Armory Silver Phase II n/a n/a Total: All lines ,028 1,168 1,232 *Reflects a minimum interim operating schedule for Dulles Phase I. See Appendix B Gap Trains Metrorail is a two-track system that does not permit easy recovery from equipment failure. The ripple effect of a peak period service delay can inconvenience many thousands of passengers on a line, whose trips are lengthened, who experience crush loads, and who may be unable to board overcrowded trains. Crush loaded trains make boarding and alighting difficult and thereby lengthen station dwell times, further exacerbating the delay in service. Washington Metropolitan Area Transit Authority 5-20 Metrorail Fleet Management Plan Revision 4G

45 DEMAND FOR REVENUE VEHICLES Minor service interruptions can result in passenger loads that exceed the allowable standard, and the feedback WMATA receives in the form of passenger complaints is immediate. While there is no way to mitigate the high passenger loads in the immediate vicinity of the malfunction incident, it is crucial that the gap be filled as soon as possible. Because of this, WMATA uses gap trains on each of its lines. The majority of gap train deployments are to replace trains with mechanical problems. The remaining gap train deployments are for non-mechanical problems, including: To relieve occasional unanticipated platform overcrowding. To maintain the schedule under degraded operation conditions, especially those that sometimes remain even after a malfunctioning train has been replaced. To replace trains that have been vandalized or soiled by the public; a number of nonmechanical conditions are defined as failures by WMATA. As of FY 2010, approximately 148 documented failures are reported to Metrorail on an average weekday, of which 44% required trains to be pulled out of service. Because of the frequency with which such failures occur, WMATA s schedule calls for a gap train on each line, staffed by an operator, and ready to be placed into service on short notice. These trains are considered part of Metrorail s peak vehicle requirement and ensure that no trips are missed when a train is removed from service. As of FY 2011, there were five gap trains in service at the following locations: Shady Grove Station (Red Line) Brentwood Division/Farragut North Pocket Track (Red Line) Alexandria Division/National Airport Pocket Track (Blue/Yellow Lines) Largo Station (Blue Line) West Falls Church/Vienna (Orange Line) WMATA plans to add gap trains to the following locations Weihle Av. & Reston Pkwy Pocket Track (Silver Line Phase I) Dulles Division /Rt 606 & Rt. 772 (Silver Line Phase II) Branch Av. Station (Green Line, once Silver Line Phase II is operational) New Carrollton (Orange Line, once Silver Line Phase II is operational) While service is anticipated to improve with the replacement of older vehicles with the Series (see Section 6), the location of vehicle failures cannot be predicted. To minimize response times on each line, it will be necessary to ensure that the Blue, Yellow, and Green Lines each have one gap train dedicated to them, while the Red and Silver Lines each have two gap trains dedicated to them. Table 5-11 lists the number of trains and associated vehicles required to serve as gap trains; a line-by-line distribution of these gap trains may be found in Table There are Washington Metropolitan Area Transit Authority 5-21 Metrorail Fleet Management Plan Revision 4G

46 DEMAND FOR REVENUE VEHICLES currently six cars per gap train in operation; in 2020, gap trains will be configured to use eight cars per train. TABLE 5-11: GAP TRAIN REQUIREMENTS, ALL LINES Gap Train Trains Gap Train Vehicles PEAK VEHICLE CALCULATIONS WMATA s Peak Vehicle Requirement (PVR) is defined by the total number of revenue vehicles required for scheduled service, plus those revenue vehicles required to serve as gap trains to maintain the reliability of Metrorail operations. Table 5-12 lists the PVR for each line and for the entire system for key milestones between 2010 and 2025; a breakdown of this requirement by year is provided in Appendix A. All told, a total of 1,304 peak revenue vehicles will be required by This takes into account the additional revenue and gap trains necessary to meet the demands of the Silver Line, as well as the additional vehicles necessary to meet the growth in ridership anticipated on each of the lines. 5.5 SPARE VEHICLE CALCULATION The Operating Spares Ratio (OSR) is defined by the Federal Transit Administration as: OSR = Where: OSR is the Operating Spares Ratio TAF is the Total Available Fleet PVR is the Peak Vehicle Requirement The FTA establishes no formal OSR goal for transit fleets, allowing individual agencies to tailor their fleet requirements to meet their operational goals and environment. That being said, a spare ratio of between 15-20% is common among transit properties in the United States. Washington Metropolitan Area Transit Authority 5-22 Metrorail Fleet Management Plan Revision 4G

47 DEMAND FOR REVENUE VEHICLES TABLE 5-12: PEAK VEHICLE REQUIREMENTS, ALL LINES Red Peak Vehicle Requirements by Line Origin Destination Line * Shady Grove Glenmont Red A Grosvenor Silver Spring Red B n/a Gap Trains: Shady Grove Station, Brentwood Division/Farragut North L Enfant Junction Yellow Subtotal: Red Line Huntington Mt. Vernon Yellow A Franconia Greenbelt Yellow B / Blue B n/a Gap Train: Alexandria Division/National Airport Subtotal: Yellow Line Green Greenbelt Branch Avenue Green Greenbelt Branch Avenue Green Trippers n/a Gap Train: Branch Avenue n/a n/a Rosslyn Junction Blue Subtotal: Green Line Franconia Largo Blue Gap Train: Largo Station Orange Subtotal: Blue Line Vienna New Carrollton Orange A Vienna Largo Orange B n/a Vienna New Carrollton Tripper 34 n/a n/a n/a n/a West Falls Church New Carrollton Tripper 6 n/a n/a n/a n/a West Falls Church Stadium-Armory Tripper 6 n/a n/a n/a n/a Gap Train: West Falls Church/Vienna Gap Train: New Carrollton n/a n/a n/a 8 8 Silver Subtotal: Orange Line Wiehle Ave Stadium-Armory Silver Phase I n/a 108 n/a n/a n/a Loudoun Rte. 772 Stadium-Armory Silver Phase II n/a n/a Gap Trains: Weihle Avenue & Reston Pkwy, Dulles Division/Rt. 606 & Rt. 722 n/a Subtotal: Silver Line n/a Total: All lines ,082 1,240 1,304 *Reflects a minimum interim operating schedule for Dulles Phase I. See Appendix B. Washington Metropolitan Area Transit Authority 5-23 Metrorail Fleet Management Plan Revision 4G

48 DEMAND FOR REVENUE VEHICLES As of FY 2011, WMATA had 1,104 vehicles available for service, of which 860 were required to operate peak revenue service. Based on these requirements, the Metrorail system operated with 244 spare vehicles, leading to an Operating Spares Ratio of 28.4%. This relatively high spares ratio may be attributed to two primary and related causes: Maintenance demand. A more detailed accounting of WMATA maintenance practices may be found in Section 7.0. Limited interoperability of 1000-Series. As noted before, the 1000-Series vehicles may only be operated as belly cars. As the 1000-Series makes up 25% of the total available fleet, this poses a serious limitation on WMATA s ability plan, cut, and reassemble consists to meet daily operating requirements. As of July 2011, WMATA typically has between Series vehicles a day that remain out of service because they cannot be used as cab cars. Because of this limitation, these cars are not considered part of the contingency fleet (see Section 6.3.3). Sections 6.0 through 8.0 provide a detailed explanation as to how WMATA is adapting its procurement and maintenance strategies to reduce its operating spares ratio. Section 8.0 provides a detailed breakdown of the forecast OSR from Washington Metropolitan Area Transit Authority 5-24 Metrorail Fleet Management Plan Revision 4G

49 6 SUPPLY OF REVENUE VEHICLES Expansion, rehabilitation, and replacement of the existing Metrorail fleet are essential to delivering safe, reliable, and comfortable service to our customers. The fleet will be modernized through a program of expansion and replacement. Expansion vehicles refer to the vehicles that increase the total size of the fleet for the future Silver Line to Dulles International Airport and to meet the anticipated growth in ridership by utilizing 100% eight-car trains by FY Replacement vehicles refer to the replacement program of the existing 1000-Series (300 cars) and the 4000-Series (100 cars) via the new 7000-Series vehicle procurement. 6.1 CURRENT VEHICLE SUPPLY As of January 11, 2011, WMATA s fleet of revenue vehicles consisted of 1,142 rail cars, of which 1,104 are available for revenue service (the disposition of the 38 vehicles unavailable for revenue service is explained in the paragraphs below.) WMATA acquired the six existing fleets through a series of procurements made from 1974 through Table 6-1 summarizes the key characteristics of each procurement. TABLE 6-1: CURRENT METRORAIL FLEET Number for Service Manufacturer Series Years Purchased Year Overhauled Number Owned Rohr Industries Breda Construzioni Ferroviarie Construcciones y Auxiliar de Ferrocarriles, S.A. (AAI/CAF) Alstom Total 1,142 1,104 Washington Metropolitan Area Transit Authority 6-1 Metrorail Fleet Management Plan Revision 4G

50 SUPPLY OF REVENUE VEHICLES All of the series of vehicles were originally designed to be fully compatible with one another (refer to the discussion of the 1000-Series vehicles for additional information on this point) and capable of operating on all lines within the Metrorail system, maximizing the flexibility WMATA has in deploying vehicles for service. All Metrorail vehicles are compliant with Buy America and the Americans with Disabilities Act (ADA). The vehicle specifications for the 1000-, 2000/3000-, 4000-, and 5000-Series all called for a design life of 35 years; the specifications for the and 7000-Series called for a design life of 40 years. A description of each may be found in the following paragraphs Series The Rohr cars (1000-Series) were the first fleet vehicles acquired by WMATA, and were first put into operation on the Red Line in Each car has a passenger capacity of 80 seats. The 1000-Series vehicles underwent overhaul between 1994 and 1997, which was designed to improve their reliability. The 1000-Series are projected to have a useful life of approximately 40 years. It is anticipated that the 1000-Series will be retired from service between FY 2015 and FY 2017 and replaced by the procurement of 7000-Series vehicles. Between May 2010 and April 2011, the 1000-Series had a mean distance between delays of 41,811 miles. The 1000-Series vehicles were involved in the 2004 Woodley Park and 2009 Fort Totten accidents. In each case, the 1000-Series vehicles involved suffered significant damage to the passenger compartment after the striking railcars telescoped beyond the vehicles impacted. Following the accidents, WMATA instituted a policy to place 1000-Series vehicles within the middle of train consists (otherwise known as the belly position) until their eventual replacement. WMATA implemented this policy in late 2009; as a result, 1000-Series cars are only permitted to function as belly cars within a consist. This requirement imposes a major constraint on the flexibility WMATA has in deploying its rolling stock, as it effectively limits the Metrorail rolling stock to a fleet of only 826 cars (1,104 cars available for service less 278 Rohr cars) capable of serving as lead or trailing cars /3000-Series Seventy-six (76) 2000-Series and Series railcars were manufactured by Breda Construzioni Ferroviarie between 1983 and The series were rehabilitated by Alstom between 2003 and During the mid-life overhaul the vehicles were completed stripped to the bare shell and underwent comprehensive structural and mechanical inspections and evaluation (this did not occur during the 1000-Series vehicles mid-life.) The car braking, communications, truck, and ATO systems underwent mid-life overhauls. The interior liners, train-line wiring and HVAC systems were replaced, the propulsion system was converted to AC drive, and upgrades were made to the draw, couplers, auxiliary power, and air supply systems. The 2000/3000 Series have 68 seats per car. Washington Metropolitan Area Transit Authority 6-2 Metrorail Fleet Management Plan Revision 4G

51 SUPPLY OF REVENUE VEHICLES The 2000/3000 Series has a useful life of 40 years. Reliability of the 2000/3000 Series improved following their 20-year mid-life rehabilitation, and WMATA intends to keep them in service for their full-rehabilitated lifespan. Between May 2010 and April 2011, the 2000/3000-Series had a mean distance between delays of 42,779 miles. As documented in Capital Needs Inventory FY2011-FY2020, Project Number 059, the 2000/3000-Series are scheduled for replacement beginning in FY WMATA plans to replace these cars with a new generation car, the design of which is planned to begin in FY Series Breda was also the supplier for the Series vehicles delivered between 1992 and Intended to have a lifespan of 35 years, the 4000-Series are due for their mid-life rehabilitation. Because they are the oldest vehicles in the fleet, as measured in time elapsed from original construction or subsequent rehabilitation, reliability on the cars is the lowest on the fleet. Between May 2010 and April 2011, the 4000-Series had a mean distance between delays of 29,779 miles. WMATA intends to replace the series with rail cars from the 7000-Series in lieu of performing a mid-life rehabilitation Series The 5000-Series was constructed by Construcciones y Auxiliar de Ferrocarriles S.A. (CAF) between 2001 and A total of Series vehicles were constructed. This series was delivered with several unique design features such as an all aluminum structure and the first on-board diagnostic system. The addition of these vehicles to the fleet coincided with the opening of the central portion of the Green Line, as well as the extension of the Green Line to Branch Avenue. The 5000-Series vehicles seat 64 people in the A-Car of a married pair and 68 people in the B-car. The 5000-Series vehicles were built with a 35-year lifespan, and are not expected to need mid-life rehabilitation until Reliability of the series has been on par with the rest of the Metrorail fleet as the series reaches the middle of the first half of its life. Between May 2010 and April 2011, the 5000-Series had a mean distance between delays of 40,731 miles Series The 6000-Series vehicles were manufactured by Alstom. A total of Series railcars were delivered between 2006 and The 6000-Series was developed after the 2004 Adams Morgan/Woodley Park accident and benefit from substantial structural and mechanic improvements when compared to previous series. Specifically, the 6000-Series was designed to mitigate telescoping forces in an accident by virtue of a Crash Energy Management (CEM) system, and carries an advanced Vehicle Monitoring System (VMS) compatible with those in the 2000-, 3000-, and 5000-Series. Washington Metropolitan Area Transit Authority 6-3 Metrorail Fleet Management Plan Revision 4G

52 SUPPLY OF REVENUE VEHICLES The 6000-Series vehicles were designed with a 40-year lifespan, and are not due for rehabilitation until As of FY 2010, the 6000-Series has had an excellent reliability record. Between May 2010 and April 2011, the 6000-Series had a mean distance delays of 84,844 miles. 6.2 ADJUSTMENTS TO VEHICLE SUPPLY The Metrorail fleet includes 1,142 railcars, however only 1,104 are available for service. The following provides a summary description of the remaining 38 vehicles Accident-Damaged Vehicles Eighteen (18) cars have sustained damage and are no longer in service. Of those, twelve are 1000-Series cars and will be part of the first cars replaced when the new 7000-Series vehicles are delivered in FY2015 through FY2017. The remaining six, comprised of two 3000-Series and four 5000-Series cars will be repaired and returned to service by FY Because accident-damaged cars are not available for service, they are subtracted from the fleet size before the spare ratio is calculated Disposition Pending Vehicles A disposition-pending vehicle is a vehicle that has been damaged but a determination of whether it can be repaired and returned to service (at what time and for what cost) has not been finalized. Until such a determination is made, the disposition-pending vehicle is not available for service. Currently there are 16 disposition-pending vehicles in the fleet. Of those, six are 1000-Series cars and will be part of the first cars replaced with the 7000-Series vehicles. The other ten cars include six 3000-Series and four 5000-Series cars. Because disposition-pending vehicle are not available for service, they are subtracted from the fleet size before the spare ratio is calculated Revenue Collection Vehicles The Metrorail system is designed such that transport of money and fare media between the passenger stations and the treasury building is best accomplished by train. Treasurer s facilities are directly accessible by train and the money carts (wheeled vaults) in each station are stored in lockers at the platform level for easy access by money collection trains. Since money distribution and collection are performed during late evening revenue hours when passenger trains are still in service, safety and operating considerations dictate that the money trains must have the same operating characteristics as the passenger trains among which they must run. Revenue collection vehicles are modified so that seats, carpets, wind screens, and stanchion bars are removed, as well as steel plates with tie-down rings are fitted over the floors. Bump rails are also installed to keep carts away from interior liners, and shotgun racks are installed for the use of security personnel. The money carts are extremely heavy and can Washington Metropolitan Area Transit Authority 6-4 Metrorail Fleet Management Plan Revision 4G

53 SUPPLY OF REVENUE VEHICLES cause considerable damage to the interior of a vehicle outfitted for regular passenger service. In the past, WMATA has wrestled with the issue of the most cost effective way to distribute and recover cash and fare media from the Metrorail stations. The WMATA Board of Directors has considered the following options: Armored trucks operating on surface streets Rail cars built specifically for revenue transport Regular rail passenger vehicles that have had their interiors modified to accommodate the money carts After a thorough cost-benefit analysis, it was concluded that modifying regular passenger cars to serve as revenue collection vehicles would have the least impact on both capital and operating budgets. Because of the analysis, the WMATA Board of Directors authorized the conversion of four Rohr (1000-Series) cars for use as revenue collection vehicles. These four vehicles will be replaced by the future 2000/3000-Series cars replacement program beginning in FY2024. As the time approaches, when more revenue collection vehicles are required, WMATA will review the matter and conduct another cost-benefit analysis of all options. For the purpose of this Fleet Management Plan, it is assumed that the same conclusion will be reached. 6.3 EXISTING AND PLANNED FLEET PROCUREMENTS The projection of Metrorail vehicle supply is based on the recommendation of the FY Ten-Year Capital Needs Inventory (CNI) and the FY Six-Year Capital Improvement Program (CIP). The CIP accounts for high priority capital needs in the CNI based on the short-term funding available. The CNI establishes WMATA s capital needs baseline from FY2011 through FY2020. The CNI includes: Performance based funding, which totals $7.6 billion or 67% of total funding; and, Customer/Demand based funding categories, which sums $3.8 billion or 33% of total funding. Performance based projects maintain and replace assets on a life cycle basis. Those projects promote safety and reliability and preserve the current levels of service. The projects keep WMATA in a State of Good Performance. Assets are not simply replaced with an exact replica but with assets that take advantage of the latest technology and materials. Replacing and rehabilitating the Metrorail fleet fall into the Performance category. Washington Metropolitan Area Transit Authority 6-5 Metrorail Fleet Management Plan Revision 4G

54 SUPPLY OF REVENUE VEHICLES Customer/Demand projects help meet growing ridership requirements and improve the rider s experience. Expansion of Metrorail fleet falls into the Customer/Demand category. There are two vehicle procurement programs contemplated by WMATA: the 7000-Series and the 2000/3000 Series Rail Car Replacement Series Railcar Procurement Program The 7000-Series cars are intended for the following purposes: Dulles Corridor Rail Program Phase I: 64 cars Dulles Corridor Rail Program Phase II: 64 cars Replacements for the 1000-Series: 300 cars Replacements for the 4000-Series: 100 cars Fleet growth for 75% peak-period 8-car train operation: 130 cars Fleet growth for 100% peak-period 8-car train operation: 90 cars WMATA has awarded a contract to Kawasaki Rail Car, Inc. on July 26, The contract calls for the design, manufacture, test, and delivery of up to 748 cars. A summary of the 7000-Series procurement program schedule is presented in Table 6-2. TABLE 6-2: 7000-SERIES CAR PROCUREMENT SCHEDULE Program Elements Date Board Approval to Advertise December 18, 2008 Bid Advertisement January 30, 2009 Receive Proposals June 19, 2009 Board Approval of Kawasaki Contract May 27, 2010 Board Approval and Contract Award July 26, 2010 Notice to Proceed August 16, 2010 Service Date Base Contract 64 cars (Dulles Phase I)* Option cars (1000-Series replacement) Option 1 64 cars (Dulles Phase II) Option cars (4000-Series replacement) Option cars (8-Car trains for system growth) Option 5 90 cars (System growth) June 12, 2015 (Actual) February 15, 2017 (Actual) August 2017 (Estimated) July 2018 (Estimated) March 2019 (Estimated) November 2019 (Estimated) *The Plan assumes that eight 7000-Series cars from the Base Contract will be delivered by end of August 14, The new 7000-Series cars will be maintained as married pairs and operated in sets of two married pairs (quads); however, only the A-car, in each pair, will have a cab. Table 6-3 below compares the 7000-Series car with the existing fleet. Washington Metropolitan Area Transit Authority 6-6 Metrorail Fleet Management Plan Revision 4G

55 SUPPLY OF REVENUE VEHICLES TABLE 6-3: COMPARISON OF 7000-SERIES TO THE EXISTING FLEET 7000-Series Design Can operate on Dulles Extension and existing system Not interoperable with the existing fleet ( Series) except for emergency train rescue movements; will operate only with other 7000-Series Can operate as 4 or 8-car trains Full interoperability with existing fleet would limit the contractor from providing the best design solution because of the constraints of older trainline technology in existing fleet Full interoperability with the existing fleet would eliminate the ability of WMATA to benefit from proven state-of-the-art technologies Improved car diagnostics through Ethernet network & wireless downloads of car health Four-car units; basically two (2) married pairs Two cabs per four-car units Can be maintained as married pairs State-of-the-art crash energy management design Unitized roof-mounted HVAC units More passenger seating in an 8-car consist because of 4 fewer operating cabs Existing Fleet Can operate on Dulles Extension and existing system Can operate in mixed fleet consist among themselves Can operate as 4, 6, or 8-car trains trainline technology Existing fleet has 20+ year old technology for some systems System by system downloads; no central download location & limited diagnostics capability Married pairs Four cabs per four-car train Shops designed to maintain married pairs Limited or no crash energy management except for and 6000-Series Split system HVAC units Passenger seating is restricted by non-operational cabs /3000 Series Rail Car Replacement The second railcar procurement is the 2000/3000 Series Rail Car Replacement project (CNI 059). The 2000/3000-Series Rail Car Replacement project will begin in FY 2018, but most of the new rail cars will arrive after This project will replace all 366 of the 2000/3000- Series cars with a new 8000-Series railcar design. The existing 2000/3000-Series cars were purchased between 1983 and 1988 and underwent a comprehensive mid-life rehabilitation at their 20-year mark. As a result, they will need to be replaced beginning in FY The project calls for the design and procurement of a new 8000-Series car. Design will commence in FY 2018, leading to a contract award the following year, which will enable full-scale car delivery to begin in FY The replacement of these cars is needed to maintain safety and reliability avoid high maintenance costs and incorporate technology found on newer rail cars Contingency Fleets, Retirements, and Procurement WMATA recognizes that newly-procured vehicles may require up to two years after their acceptance to be burned in, allowing maintenance staff and operators to identify and react to vehicle performance issues that may arise during initial revenue operations. Because of this, WMATA phases its car replacement programs such that cars that are being replaced are not retired until their replacements have been in service long enough to establish their reliability. This approach to car replacement may result in short-term increases in the Washington Metropolitan Area Transit Authority 6-7 Metrorail Fleet Management Plan Revision 4G

56 SUPPLY OF REVENUE VEHICLES Operating Spare Ratio, as may be seen during the replacement of the 1000-Series in FY 2016 and WMATA plans to maintain a contingency fleet of 50 cars as part of its replacement programs for both the and 2000/3000-Series. This will ensure that WMATA has a fleet of proven vehicles available for immediate service should a fleetwide defect be detected that would require all cars within a series to be pulled from service. When the 1000-Series is retired as 7000-Series comes online, 50, 1000-Series cars would be mothballed (e.g. put into storage and run only on weekends to keep them exercised.) These cars would not be considered part of the active fleet, but would remain in WMATA s ownership until 2020, when the entire 7000-Series has been received and put into operation. Similarly, when the 2000/3000-Series is retired and the 8000-Series brought online, 50, 2000-Series cars will be mothballed until the 8000-Series procurement is complete Summary of Existing and Proposed Procurements Table 6-4 presents a summary schedule of the proposed vehicles procurements, fleet adjustments, and retirements, as well as indicating when contingency fleets would be kept in reserve. The current fleet contains 1,104 cars available for revenue service. The procurement programs increases the revenue fleet to 1,402 cars in FY 2017 and 1,594 cars in FY The estimated timeframe for the delivery of the new railcars relative to each of the existing series of vehicles is shown. Washington Metropolitan Area Transit Authority 6-8 Metrorail Fleet Management Plan Revision 4G

57 DEMAND FOR REVENUE VEHICLES TABLE 6-4: SUMMARY OF EXISTING VEHICLES AND PROPOSED VEHICLE PROCUREMENTS 1000-Series 1000-Series fleet owned by WMATA (beginning of year) Series adjustments Series revenue vehicles (beginning of year) Series retirements Series revenue vehicles on-site (end of year) Series contingency fleet (end of year) Series 2000-Series fleet owned by WMATA (beginning of year) Series revenue vehicles (beginning of year) Series retirements Series revenue vehicles on-site (end of year) Series contingency fleet (end of year) Series 3000-Series fleet owned by WMATA (beginning of year) Series adjustments Series Revenue vehicles (beginning of year) Series retirements Series revenue vehicles on-site (end of year) Series 4000-Series fleet owned by WMATA (beginning of year) Series revenue vehicles (beginning of year) Series retirements Series revenue vehicles on-site (end of year) Series 5000-Series fleet owned by WMATA (beginning of year) Series adjustments Series revenue vehicles (beginning of year) Series revenue vehicles on-site (end of year) Series 6000-Series fleet owned by WMATA (beginning of year) Series adjustments Series Revenue vehicles (beginning of year) Series retirements Series revenue vehicles on-site (end of year) Washington Metropolitan Area Transit Authority 6-9 Metrorail Fleet Management Plan Revision 4G

58 DEMAND FOR REVENUE VEHICLES TABLE 6-4: SUMMARY OF EXISTING VEHICLES AND PROPOSED VEHICLE PROCUREMENTS 7000-Series 7000-Series fleet owned by WMATA (beginning of year) Series revenue vehicles (beginning of year) Series procurements Base Contract (Dulles Phase I) Option 4 (1000-Series Replacement) Option 1 (Dulles Phase II) Option 2 (8-car trains for system growth) Option 3 (4000-Series Replacement) Option 5 (8-car trains for system growth) Series revenue vehicles on-site (end of year) Series 8000-Series fleet owned by WMATA (beginning of year) Series revenue vehicles (beginning of year) Series procurements Ridership Growth /3000-Series Replacements Series revenue vehicles on-site (end of year) Total Revenue Fleet, All Series Revenue Vehicles (beginning of year) 1,104 1,104 1,104 1,110 1,110 1,118 1,234 1,318 1,402 1,420 1,444 1,552 1,588 1,588 1,584 1,622 Projected Procurement Line Expansion - Dulles I & II (by 7000 Series) /4000 Series Replacement (by 7000-Series) Ridership Growth (by 7000 Series) Ridership Growth (by 8000 Series) /3000 Series Replacement (By 8000-Series) Projected Retirement Revenue Vehicles (end of year) 1,104 1,104 1,104 1,110 1,118 1,234 1,318 1,402 1,420 1,458 1,552 1,588 1,588 1,588 1,594 1,622 Washington Metropolitan Transit Authority 6-10 Metrorail Fleet Management Plan Revision 4G

59 DEMAND FOR REVENUE VEHICLES 6.4 DEFINE REHABILITATION PROJECTS Car rehabilitation is another major maintenance component of the fleet management plan. After 15 years of service life, a WMATA rail car will have traveled one million miles; by 25 years, it has reached the end of its useful life. As the vehicle approaches the 15 to 20 year point, consideration will be given to perform a mid-life rehabilitation or replacement. Many factors enter into this decision such as cost, train-line technology, interoperability with existing fleet, crash energy management, the availability of critical parts, and the increased maintenance demands placed on the Car Maintenance (CMNT) group due to declining reliability Rehabilitation/Replacement Schedules 1000-Series The 1000-Series Rohr cars, purchased from 1974 through 1978, had major elements in the rehabilitation program completed in Other critical components have been replaced or rehabilitated as part of the Emergency Rail Rehabilitation Program (ERRP). The Rohr rail cars will reach forty years of age between 2014 and 2018 and will be replaced under the 7000-Series procurement. 2000/3000-Series The 2000 and 3000-Series Breda cars entered service between 1983 and A contract was awarded in December 2000 to Alstom Transportation, Inc. of Hornell, New York to renovate these cars and restore them to like-new condition. In 2008, the major rehabilitation of all /3000-Series vehicles was completed. The CNI notes that 2000/3000-Series railcar replacement should begin in FY2018 with most of the new railcars arriving after Series The 4000-Series cars, which entered service between 1992 and 1994, are currently planned to be replaced as part of the 7000-Series procurement. The cost to replace these vehicles is less than the cost to rehabilitate them to today s industry standards, especially with regard to meeting the WMATA design criteria for crash energy management. In addition, the timing of the 7000-Series procurement provides a business and economic advantage to WMATA for replacing the 4000-Series rail cars during this procurement period. In addition, replacing the 4000-Series platform with the 7000-Series design provides an opportunity to take advantage of best design solutions offered by advancement in technology and system integration Series WMATA will determine if it would be better to perform a mid-life rehabilitation or to replace the 5000-Series cars, which entered service between 2002 and If rehabilitation is chosen, it is planned to start the program in FY2020. There will be a 36-cars float each year of the rehabilitation, and the program is forecast to be completed in FY2025. Washington Metropolitan Area Transit Authority 6-11 Metrorail Fleet Management Plan Revision 4G

60 EMAND FOR REVENUE VEHICLES Table 6-4 includes the schedule for the retirement of the 1000-Series, 2000-Series, 3000-Series, and 4000-Series railcars, the rehabilitation of the 5000-Series railcars, and the procurement of the and 8000-Series railcars Series The 6000-Series cars will reach their mid-life service mark starting in FY2026, which is beyond the timeframe of this report Vehicle Availability The proposed schedule of the rebuild of the 5000-Series is between FY2020 and FY2025 and is depicted on Table 6-4, Summary of Existing Vehicles and Proposed Vehicle Procurements. It is presumed that the rehabilitation of 34 to 36 vehicles can be started and completed during each fiscal year and should not contribute to the overall deficit to the supply of vehicles. 6.5 USEFUL LIFE The measure of the useful life for the Metrorail vehicle fleet is determined by a combination of FTA and WMATA policies and guidelines. FTA establishes guidelines in FTA Circular D, which determine the frequency with which revenue vehicles can be replaced using federal funds. WMATA establishes the useful life for railcars as part of the vehicle specifications developed for their procurement. These replacement cycles establish the minimum useful life over which the vehicle must operate. The minimum useful life for rail rolling stock is 25 years. WMATA rehabilitates rail cars at their mid-life point in order to maintain reliability, avoid high maintenance costs, and realize the planned life cycle. Table 6-5 presents a summary of the service life along with the actual and planned vehicle rebuild programs. The 1000-Series will begin to reach its planned 40-year useful life in FY2014 and will be replaced by the new 7000-Series cars. The 2000/3000-Series will reach its planned 40-year useful life in FY2023 and will be replaced by a future 8000-Series line of rail vehicles. The 4000-Series will be replaced by the new 7000-Series cars. The 5000-Series is planned to undergo a rebuild program that will allow the vehicles to reach a projected 40- year useful life. The 6000-Series is projected to reach its 40-year life starting in FY2046. The disposition of the vehicles will be assessed as the vehicles approach their 20-year service mark. Washington Metropolitan Area Transit Authority 6-12 Metrorail Fleet Management Plan Revision 4G

61 DEMAND FOR REVENUE VEHICLES TABLE 6-5: USEFUL LIFE SUMMARY Vehicle Series Vehicle Manufacturer Number of Vehicles Date Entered into the Fleet Approx. Rehab. Date Planned Rehab. Date Years of Service Before Rehab. or Replacement Planned Out of Service Date Projected Overall Useful Life Notes Rohr 60 12/31/ /31/ /31/ Rohr 60 12/31/ /31/ /31/ Rohr 60 12/31/ /31/ /31/ Rohr 60 12/31/ /31/ /31/ Rohr 60 12/31/ /31/ /31/ Series to be retired and replaced by the series; retirement delayed by delay in 7000-Series delivery 2000 Breda 38 12/31/ /31/ /30/ Series to be retired and replaced by the Breda 38 12/31/ /31/ /30/ series Breda 58 12/31/ /31/ /30/ Breda 58 12/31/ /31/ /30/ Breda 58 12/31/ /31/ /30/ Breda 58 12/31/ /31/ /30/ Breda 58 12/31/ /31/ /30/ Breda 33 12/31/1992 NA NA NA 12/31/ Breda 33 12/31/1993 NA NA NA 12/31/ Breda 34 12/31/1994 NA NA NA 12/31/ CAF 48 12/31/ /31/ /31/ CAF 48 12/31/ /31/ /3/ CAF 48 12/31/ /31/ /3/ CAF 48 12/31/ /31/ /31/ Alstom 86 12/31/ /31/ Alstom 72 12/31/ /31/ Series to be retired and replaced by the series. Series to be retired and replaced by the series. Series to undergo a rehabilitation program Disposition to be determined Washington Metropolitan Area Transit Authority 6-13 Metrorail Fleet Management Plan Revision 4G

62 EMAND FOR REVENUE VEHICLES 6000 Alstom 26 12/31/ /31/ [This page is intentionally blank] Washington Metropolitan Area Transit Authority 6-14 Metrorail Fleet Management Plan Revision 4G

63 REVENUE VEHICLE DEMAND/SUPPLY BALANCE 7 MAINTENANCE AND RELIABILITY Each day, in the same manner that a given number of vehicles is required to provide service to passengers, a given number of vehicles is required by WMATA s car maintenance staff in order to maintain a reliable fleet. The number of vehicles released for service each day reflects a number of vehicles held back to perform maintenance activities, or, when divided by the Peak Vehicle Requirement, equals the Operating Spare Ratio. As shown in Figure 7-1: the operating spare ratio has three components: Vehicles out for scheduled maintenance as specified by WMATA s Preventative Maintenance Program (including inspections, cleaning, and component overhauls). Vehicles out for unscheduled maintenance, including system failures, unsanitary or unserviceable cars. This is currently the largest component of the OSR and includes vehicles that have been damaged or withdrawn from use due to accidents. Vehicles out for engineering campaigns where modifications are made across a fleet to improve safety or reliability. FIGURE 7-1: FY 2011 MAINTENANCE REQUIREMENT 16; 7% Average Out of Service for Periodic Inspections 150; 61% 60; 25% 18; 7% Average Out of Service for Component Overhaul, Appearance and other Engineering Campaigns Other Unscheduled Maintenance Source: WMATA Car Maintenance While FTA has identified a spare ratio of 20% as appropriate for transit fleets, in recent years, WMATA s operating spare ratio has varied from 25 29%. This section will detail the Washington Metropolitan Area Transit Authority 7-1 Metrorail Fleet Management Plan Revision 4G

64 MAINTENANCE AND RELIABILITY reasons for the current spare ratio, as well as describe some of the activities, actions and strategies WMATA is pursuing to lower the spare ratio. 7.1 PREVENTATIVE MAINTENANCE PROGRAM The first component of minimizing the OSR is WMATA s Preventative Maintenance Program. The Preventive Maintenance Program is comprised of all progressive inspection, servicing and cleaning activities needed to meet the inspection requirements defined by the vehicle manufacturer. An average of 76 rail cars was needed to conduct the scheduled maintenance program on a daily basis during FY2011. Table 7-1 details the type of preventative maintenance for which a given vehicle was out for on an average day in TABLE 7-1 AVERAGE DAILY VEHICLES OUT OF SERVICE DAILY FOR PREVENTATIVE MAINTENANCE, BY MAINTENANCE TYPE Time Out of Service Number of vehicles Type A, B, and C Inspection 16 Component Overhauls and Appearance Carpet replacement 16 Front end & décor panel, paint, & decals 8 Major component replacement, sub-system light overhaul, and modifications 24 Engineering modifications (ETP and EMI) 12 Subtotal: Component Overhauls and Appearance 60 Total 76 Because not all preventative maintenance can be done during off peak and non-revenue hours, vehicles must be withdrawn from revenue service for some portions of the Preventative Maintenance Program. Inspection and preventative maintenance occurs Monday-Friday in three shifts. In addition to these standard preventative maintenance staff hours, WMATA employs mechanics to respond to unscheduled maintenance issues and failures in the field and during off-peak hours. WMATA s rail car maintenance personnel are responsible for the development and revisions to the scheduled maintenance programs. All programs are reviewed annually for adequacy, applicability, and necessity. Manufacturer s recommendations, historical data on rail car system performance, and direct contact with car maintenance employees performing the work provide the foundation for evaluating maintenance program effectiveness Inspections The foundation of the Preventative Maintenance Program is the inspection schedule. WMATA inspects all vehicles on a daily basis before they enter service, with more in-depth inspections every 30 (Intermediate Inspection), 90 (A Inspection), 180 (B Inspection), or 360 Washington Metropolitan Area Transit Authority 7-2 Metrorail Fleet Management Plan Revision 4G

65 MAINTENANCE AND RELIABILITY days (C Inspection). The inspection identifies a list of parts that must be checked to perform within specifications, or the vehicle is not released for service. As shown in Table 7-2, the total time needed to perform an inspection varies from half an hour for daily inspections, to 36 total hours for Type C inspections. TABLE 7-2: OVERVIEW OF PREVENTATIVE MAINTENANCE INSPECTIONS Inspection Type Inspection Interval Average Mileage Elapsed Time (hrs) Labor Hours Average daily vehicles out of service* Daily 24 hours Intermediate 30 days 5, A 90 days 15, B Semi-Annual 30, C Annual 60, * Reflects time to complete inspection as well as time necessary to repair vehicles that fail inspection. Daily Inspection: The daily inspection consists of a safety test of the car-borne automatic train control equipment, a visual inspection of the interior and exterior of the car, a functional test of safety-critical and passenger convenience components such as lighting, the public address system, and emergency evacuation equipment. Defects are corrected prior to releasing the car for service. Graffiti removal is a top priority. No car is released for service with graffiti or vandalized equipment. Daily inspections are normally accomplished in the yard rather than inside the shop. Periodic Inspections. While daily inspections can occur in the yard, subsequent inspections have more complex requirements that affect the locations inspections can be performed, as well as the time it takes to prepare for an inspection. For all periodic inspections, WMATA safety procedures require inspections to be performed only inside the shop where mechanics can safely access the undercarriage. This requirement adds additional time to the inspection, as vehicles must be moved from the storage area of the S&I yard to a dedicated maintenance space. A second scheduling impact is the requirement for a home yard. Because inspection is dictated by manufacturer s recommendations that differ by series, in order to comply with inspection of a given series WMATA must provide mechanics and parts that can address the needs of that specific series. In order not to duplicate vehicle specific resources, WMATA assigns inspections of specific series to specific S&I yards, as shown in Table 7-3. Type I, A, B, and C inspections are performed at these home shops. Inspection duration must include the time for drivers to transit the vehicle between shops if the vehicle is not assigned to its home yard. Washington Metropolitan Area Transit Authority 7-3 Metrorail Fleet Management Plan Revision 4G

66 MAINTENANCE AND RELIABILITY TABLE 7-3: PERIODIC INSPECTION BLOCK ASSIGNMENT BY YARD Yard Series 2/3000- Series Series Series Series Total Shady Grove Alexandria West Falls Church New Carrolton Greenbelt Total ,104 Source: WMATA Car Maintenance It is important to note that the home yard does not describe a physical location the vehicle returns to each night, but instead describes the allotted hours periodic inspection blocks -- available by location for periodic inspections to be performed on a given vehicle series. Each yard performs from 1-3 periodic inspections a day, with varying durations by inspection. Although vehicles must be driven to their inspection location, the home yards prevent all yards from having to comply with a given inspection schedule. Flexibility in storage of vehicles by series allows WMATA to more effectively meet vehicle demand requirements, and balance the effects of the belly-train policy. While time expended for completing the look phase of any periodic inspection averages between 4 to 60 labor hours per car, the total time a married pair is out of service for periodic inspection is contingent upon: maintenance backlog; the amount and complexity of discrepancies found during the look phase; and, the availability of a train operator to move the cars from the storage yard to the shop. With these considerations, the total time elapsed from the time the cars are removed from service, to the time they are released back into service can range from 2 hours to 8 hours or more in addition to the elapsed time necessary for the inspection. A summary of periodic maintenance activities follows: Intermediate Type I Inspection: This inspection involves examining and servicing equipment that require more extensive and time-consuming action than is possible on the daily inspection. It is less extensive and complex than a Type A inspection. For example, group box covered components are inspected; environmental and pneumatic systems filters are changed; battery cells are serviced, and wheel truck assemblies are inspected. Type A Inspection: Type A, B, and C inspections always take place inside the shop. Prior to technical inspection, under-car equipment is cleaned to enhance the quality of the inspection. Blow pits with compressed air hoses are provided at each service Washington Metropolitan Area Transit Authority 7-4 Metrorail Fleet Management Plan Revision 4G

67 MAINTENANCE AND RELIABILITY and inspection facility to blow carbon dust out of traction motors and generators. Blow pits also have hot water wash equipment to remove grease and dirt from mechanical components such as air conditioning condenser coils, couplers and wheel trucks. Following the cleaning process, designated system components are inspected for serviceability and are functionally tested. Type B Inspection: This includes all the requirements of the Type A inspection. Additional tasks include but are not limited to a brake caliper torque check, a detailed coupler and draft gear inspection, and other servicing and adjustments not required as frequently as in the previous inspections. Type C Inspection: This encompasses all the requirements of previous inspections and adds routine overhaul of selected electrical and mechanical components. The equipment to be overhauled is removed and replaced in compliance with a schedule established by the Office of Rail Maintenance Planning and Scheduling. Removed components are sent to the overhaul shop Scheduled Overhauls Scheduled Component Overhaul: The scheduled overhaul program involves the prefailure replacement of components based on known and projected failure rates. Components are scheduled for overhaul at regular intervals based on mileage or operating hour criteria as appropriate. Mechanical, Electrical, or Electronic Component Overhauls are performed by the Greenbelt Repair Shops. Rail vehicle trucks are overhauled by the Brentwood and Greenbelt Support Shops. Removal and replacement of the parts on the car are performed by WMATA service and inspection shop personnel. This includes replacement of worn or discolored seat cushions, vinyl covers, replacement of worn carpet, and refurbishment of exterior painted surfaces. Scheduled Car Body Refurbishment: The carpeting and painted surfaces of the rail car body require periodic scheduled maintenance or replacement to ensure that the car s appearance is maintained. Keeping the carpet in good condition contributes to passenger safety. Carpeting is replaced every five years, requiring that 20 percent of the fleet be scheduled annually for carpet replacement. The exterior decor panels, at window level, also require new paint and decals on a five-year cycle. The painted fiberglass front end of the rail car requires repair and painting every ten years. All of the car body maintenance programs are scheduled routinely to reduce the impact on peak service and to minimize staffing requirements Cleaning There are four levels of interior and exterior cleaning. Most cleaning is performed during off-peak and non-revenue hours, although some must be done while the vehicle is out of service for other inspections. Washington Metropolitan Area Transit Authority 7-5 Metrorail Fleet Management Plan Revision 4G

68 MAINTENANCE AND RELIABILITY Level One: Daily trash and newspaper removal while the train is in service. Car cleaning personnel are assigned to terminal stations to accomplish this task. They also provide emergency spot cleaning and alert the Terminal Supervisor to more extensive cleaning requirements that may warrant removing the train from service temporarily. Cars with serious graffiti or other vandalism are removed from service immediately. Exterior washing is accomplished daily by train operators taking their trains through the automatic car wash, as they return to the yard following passenger service. Level Two: Performed daily in train storage yards. This task includes trash removal, spot cleaning of walls, windows, and seats, carpet vacuuming, and removal of minor graffiti. WMATA has experienced only a few incidents of major graffiti on rail cars, and its removal requires a major effort that is outside the scope of this routine cleaning program. Level Three: This task is performed at 90-day intervals in conjunction with the Type A inspection. The interior of the car is thoroughly cleaned. The walls, ceiling, windows, light fixtures, and seats are hand washed with detergent, and the carpet is shampooed. Level Four: This cleaning is performed bi-annually by an outside contractor on-site. The unpainted aluminum body of WMATA s Metrorail cars requires professional cleaning to remove iron oxides and stains that cannot be removed by normal car washing techniques. 7.2 FLEET FAILURE RATES AND UNSCHEDULED CORRECTIVE MAINTENANCE Although WMATA strenuously maintains vehicles in an effort to maintain a reliable fleet, failures can and do occur. When unscheduled failures occur, WMATA s goals are: 1) to make sure no unsafe vehicle is deployed for service 2) to return an unsafe vehicle to service as quickly as possible, and 3) to systemically proactively solve the problem if it appears likely to occur again. As the second component of the Operating Spare Ratio, unscheduled maintenance accounted for approximately 61% of WMATA s maintenance program spares in FY2011. Unscheduled maintenance accounts for a variety of activities, including vehicles that fail daily safety inspections, as well as vehicles that a removed from service due to an on-line failure. Washington Metropolitan Area Transit Authority 7-6 Metrorail Fleet Management Plan Revision 4G

69 MAINTENANCE AND RELIABILITY Unscheduled maintenance includes 1000-Series cars that cannot be deployed because they cannot be used as belly cars. An average of 16, 1000-Series cars are kept out of service on a daily basis because of this limitation. These cars cannot be considered a contingency fleet, because if they were available for use as cab cars, they would be deployed as part of current operations. This limitation will be eliminated in FY 2016 once the 1000-Series cars are replaced by the 7000-Series. Although not technically maintenance activities, vehicles assigned to engineering campaigns are counted in this tally, and are further detailed in Section 7.3. It is the responsibility of the Office of Performance and Reliability to track the delays and failures that cause unscheduled maintenance. Through careful record keeping, the Office can identify trends that can either be addressed through engineering campaigns or incorporated into scheduled maintenance routines, increasing vehicle availability. Table 7-4 provides an overview of the reasons cars are kept out of service for unscheduled maintenance. TABLE 7-4: EXPLANATION FOR DAILY CARS OUT OF SERVICE Percent Out of Reason Out of Service Service System failure 93% Engineering evaluation (Repeat failure or unusual occurrence) 7% Total 100% By measure of Mean Distance between delays, Table 7-5 shows that the current total fleet reliability is trending downward. For fiscal years 2009, 2010, and 2011, WMATA has had an overall fleet reliability goal of 60,000 miles per delays of 4 minutes or greater; that metric was not met in Table 7-5 provides several explanations for the downward trend in reliability. Although the newest 6000-Series fleet has better performance than all other fleets, its average performance has begun to fluctuate. Secondly, the 2000/3000 Series fleet, even after rehabilitation, did not meet the reliability standards of the new 6000-Series cars, and dipped below the goal of 60,000 MDBD as of December of The oldest car fleets (1000, 4000, and 5000-Series) perform at a much lower level, with the 4000-Series exhibits the weakest performance. The 4000-Series is also approaching its midlife. Replacement of the Series with the newer train line technology is expected to bring performance within the range of the rest of the fleet. Washington Metropolitan Area Transit Authority 7-7 Metrorail Fleet Management Plan Revision 4G

70 MAINTENANCE AND RELIABILITY TABLE 7-5: MEAN DISTANCE BETWEEN DELAYS, FY2009-FY2011 Date Series / Summary 7/1/ ,330 57,659 41,342 32, ,707 44,010 8/1/ , ,863 41,846 40, ,534 56,801 9/1/ ,600 55,645 45,794 53, ,800 52,013 10/1/ ,162 63,613 40,942 34, ,038 47,896 11/1/ ,270 70,284 40,410 59,350 78,104 55,478 12/1/ ,485 67,286 28,547 45, ,379 53,229 1/1/ ,656 54,598 33,602 51,673 85,402 49,796 2/1/ ,318 96,696 68,289 50,852 95,482 78,349 3/1/ ,920 68,955 73,487 38,138 87,589 51,162 4/1/ /1/ ,608 56,007 41,733 47, ,308 47,776 6/1/ ,130 56,908 23,002 28, ,975 40,183 7/1/ ,464 68,986 19,706 39, ,147 50,708 8/1/ ,585 63,050 15,778 41,379 96,614 45,266 9/1/ ,577 86,069 35,119 43, ,741 55,020 10/1/ ,250 65,733 28,682 50, ,325 55,984 11/1/ ,292 62,945 58,752 38,103 76,017 55,610 12/1/ ,808 41,477 22,346 38,175 74,306 41,082 1/1/ ,547 35,394 19,933 47,613 83,567 38,798 2/1/ ,404 31,927 24,393 56, ,162 42,997 3/1/ ,742 56,513 41,982 39,500 78,393 49,088 4/1/ ,487 52,011 27,659 47, ,522 46,943 5/1/ ,859 44,353 41,703 55,967 80,046 49,375 6/1/ ,240 49,175 18,166 29,265 93,631 39,573 7/1/ ,258 65,428 21,553 28,290 57,029 42,424 8/1/ ,370 39,911 17,893 29, ,198 40,435 9/1/ ,908 49,582 18,645 34,094 77,921 43,420 10/1/ ,517 31,572 36,587 44,462 88,918 41,121 11/1/ ,595 35,820 25,073 54, ,427 45,471 12/1/ ,557 42,065 25,195 47,509 56,172 43,712 1/1/ ,137 28,076 31,393 30,078 74,865 37,703 2/1/ ,302 40,431 31,646 47, ,928 48,241 3/1/ ,866 45,169 58,442 41,251 94,443 50,328 4/1/ ,118 41,760 31,054 46,561 57,550 39,302 5/1/ ,997 31,047 52,372 45,038 61,979 37,355 Average, 7/08-5/11 38,856 55,394 35,005 43,273 94,518 47,619 Source: WMATA Office of Reliability and Performance Analysis A second metric by which Metro measures fleet reliability and performance is Mean Distances Between Failures (MDBF). MDBF measures the distance between failures requiring unscheduled maintenance Table 7-6 illustrates the MDBF performance by series from FY 2009-FY Washington Metropolitan Area Transit Authority 7-8 Metrorail Fleet Management Plan Revision 4G

71 MAINTENANCE AND RELIABILITY TABLE 7-6: MEAN DISTANCE BETWEEN FAILURES FY2009-FY2011 Date Series / Summary 7/1/2008 3,766 6,061 3,281 2,582 5,785 4,187 8/1/2008 4,534 7,744 3,091 3,149 6,502 4,929 9/1/2008 4,201 7,031 3,738 3,235 7,629 4,913 10/1/2008 4,795 8,078 3,873 3,536 8,545 5,447 11/1/2008 4,416 8,934 4,041 3,768 11,538 5,889 12/1/2008 4,872 7,268 3,273 3,791 11,482 5,643 1/1/2009 4,554 7,512 3,316 3,400 10,949 5,468 2/1/2009 5,365 7,136 4,468 4,156 12,967 6,185 3/1/2009 3,762 7,448 3,195 3,480 14,095 5,327 4/1/ /1/2009 3,424 7,339 3,000 3,116 11,998 4,970 6/1/2009 2,929 8,290 2,525 2,519 11,712 4,636 7/1/2009 3,503 7,274 2,420 2,086 8,639 4,333 8/1/2009 3,903 6,678 2,388 1,733 6,167 4,013 9/1/2009 5,907 7,708 2,634 2,911 10,281 5,523 10/1/2009 4,854 6,388 2,467 3,550 8,879 5,067 11/1/2009 7,875 7,751 3,884 4,449 9,746 6,760 12/1/2009 5,803 6,299 2,660 3,740 9,076 5,413 1/1/2010 6,494 6,989 2,776 3,785 10,651 5,852 2/1/2010 6,621 5,432 3,348 3,732 11,293 5,544 3/1/2010 6,379 6,223 3,404 4,410 10,499 5,949 4/1/2010 4,873 5,338 2,799 3,242 11,634 4,883 5/1/2010 4,513 5,976 3,038 2,506 8,687 4,621 6/1/2010 3,932 5,509 2,341 1,636 6,877 3,750 7/1/2010 3,313 5,215 2,001 1,171 5,649 3,177 8/1/2010 3,689 5,262 2,096 1,542 6,206 3,503 9/1/2010 4,734 5,095 2,052 2,450 8,174 4,245 10/1/2010 6,753 5,740 2,523 3,352 9,174 5,253 11/1/2010 7,172 5,228 2,686 4,311 12,440 5,634 12/1/2010 7,103 5,667 2,412 4,300 9,506 5,515 1/1/2011 7,299 5,551 3,139 3,760 9,583 5,583 2/1/2011 8,390 6,463 3,258 4,704 12,325 6,554 3/1/2011 8,306 6,721 3,415 4,877 11,583 6,612 4/1/2011 6,077 6,042 3,206 3,256 8,854 5,266 5/1/2011 4,584 5,760 2,983 2,665 8,854 4,617 Average, 7/08-5/11 5,215 6,622 2,997 3,266 9,785 5,166 Source: WMATA Office of Reliability and Performance Analysis As with the MDBD, the MDBF shows that the 6000-Series drastically outperforms the other, older series, but with some notable differences. The two rehabilitated series, the and the 2000/3000-Sseries, generally have the second and third best performance after the series, and together the three series generally stay above the entire fleet s average. The and 5000-Series, however, are approaching their mid-life and have the lowest MDBF in the Washington Metropolitan Area Transit Authority 7-9 Metrorail Fleet Management Plan Revision 4G

72 MAINTENANCE AND RELIABILITY fleet. These two fleets represent 282 vehicles in the entire fleet, with a substantial impact to the Operational Spare Ratio when they require unscheduled maintenance. As measured by distance between delays of greater than 4 minutes, the low reliability of the all car series other than the 6000-Series takes WMATA increasingly further from its goal of 60,000 miles between delays each year. Once a vehicle has been removed from service for unscheduled maintenance, it is Metro s goal to return it to service as quickly as possible. Like scheduled inspections, the time to restore the vehicle varies on many factors, such as availability of drivers to move the vehicle, availability of parts, and availability of maintenance staff. Metro maintains metric on the time it takes to return a vehicle to service with the Mean time to Restore, or MTTR. While the average labor time to complete a repair is three hours, the elapsed time to return a car to revenue service can be six hours or more for major equipment problems. Table 7-7 provides a breakdown of the MTTR to illustrate what proportion of cars are out of service more than one day. TABLE 7-7: MEAN TIME TO RESTORE Time Out of Service Percent of Cars Out of Service Less than one day 52% Two days 24% More than two days 24% Total 100% Sub-System Delays: Metro also keeps significant statistics on the systems that fail, practice which helps to identify trends in failures by component and supplier. Figure 7-2 shows the delays of the major individual car-borne sub-systems per million miles during the period of October 2008 to September Washington Metropolitan Area Transit Authority 7-10 Metrorail Fleet Management Plan Revision 4G

73 MAINTENANCE AND RELIABILITY FIGURE 7-2: SUB-SYSTEM DELAYS (> 3 MINUTES) PER MILLION MILES ALL 40 OTHER 30 TRUCK HVAC 20 DOOR 10 BRAKE Propulsion 0 ATC Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 Apr-09 May-09 Jun-09 Jul-09 Aug-09 Sep-09 Source: WMATA. Note: Other includes: destination signs, car body components, operator s seat and other cab equipment, windows and interior glass, primary and auxiliary power (not propulsion), communications equipment, lighting, and couplers 7.3 ENGINEERING CAMPAIGNS The Office of Quality Assurance and Warranty monitors fleet performance to ensure that vehicle maintenance practices and procedures are effectively supporting the goal to provide the best in safe, reliable, cost effective and attractive rail transit services. Daily audits are performed within the various maintenance shops and on revenue lines to measure the quality of maintenance performed. The results of the audits are reported to the respective maintenance managers and the Rail Transportation Managing Director. Procedural problems and failure trends are reported to the Office of Chief Engineering Vehicles for further evaluation and corrective action. When a procedural problem is identified, cars may be held out of service for engineering evaluation. If a procedural fault is identified as an on-going issue, the Office of Chief Engineering will prepare an Engineering Test Plan (ETP), where potential components and requirements to fix the problem are identified. When an Engineering Test Report (ETR) has validated the solution, an engineering campaign will be initiated to apply the solution to all vehicles affected by the issue. While engineering campaigns are not a maintenance activity, with funding provided by the office of the Chief Engineer, vehicles assigned to engineering campaigns are considered component of vehicles out of service for maintenance. As Table 7-8 shows, engineering campaigns affect the total vehicles available for service at a rate of vehicles a day. Washington Metropolitan Area Transit Authority 7-11 Metrorail Fleet Management Plan Revision 4G

74 MAINTENANCE AND RELIABILITY TABLE 7-8: FY 2011 ENGINEERING CAMPAIGNS Project Throughput Start Finish Emergency Exit Door Release (EEDR) (Installing an outside door release for use by emergency responders) EEDR, 2-, 3-, and Series 4 cars a day December /30/2011 EEDR 1000-Series 2 cars a day November 2011 Summer 2012 EEDR 4- and 5000-Series 2 cars a day November 2011 Summer 2012 Wrong-side Doors (Installing protection to prevent operators from inadvertently opening wrong side doors in Manual Train Operation) 1000-Series 2 cars a day June 2011 December ,3-, 5-, and 6000-Series 4 cars a day January 2012 Summer 2013 Communication control panels (upgrades to the communication panel in each driver s cab) 1-, 2-, 3-, 4-, and Series 5K HVAC Test. 4 cars a day November 2011 Summer Series 4 cars a day July 201l August 2011 While engineering campaigns improve the reliability and safety of the fleet, they can cause the spare ratio to rise, and require space that would otherwise be dedicated to maintenance. Currently, there are two yards used for engineering campaigns: Greenbelt and New Carrolton. 7.4 ONGOING RELIABILITY INITIATIVES WMATA has identified and is implementing several other strategies to improve fleet availability and reliability Mileage Based System for Scheduled Maintenance Inspection schedules are dictated by manufacturers on the basis of mileage. For ease of scheduling, WMATA translates these mileage-based requirements into time based schedules that equate or exceed the mileage-based requirements. These time-based inspections use average monthly miles operated by a WMATA rail car. While fleet wide, the average mileage may be at or close to 5,000 miles per car, actual mileage per car is often varies, sometimes substantially. The results are over-inspection of some cars, while others exceed the 5,000-mile limit before a scheduled inspection. Over-inspection results in inefficient use of resources and materials, and under-inspection may affect performance and reliability. Washington Metropolitan Area Transit Authority 7-12 Metrorail Fleet Management Plan Revision 4G

75 MAINTENANCE AND RELIABILITY WMATA is in the early implementation stages of modifying its scheduled maintenance program to include mileage-based Intermediate (I), A, B and & C type inspections. Transitioning to a purely mileage-based scheduling program will provide more efficient use of resources and improved fleet performance and availability. Database programs will track mileage on a daily basis, and will alert the scheduling function to cars coming due for a major inspection event. Vehicles will spend less time out of service for inspection, and maintenance managers will be better able to balance workloads according to resource availability. WMATA anticipates implementing the mileage based-system in FY Road Mechanics Road Mechanics are AA-level car maintenance mechanics whose job is to troubleshoot trains that experience operating degradation or failure while in passenger service. Metrorail assigns Road Mechanics to work in shifts during all hours of passenger service. They are stationed throughout the system and are in constant contact with the Metrorail Operations Control Center Supply Management When a fault requiring withdrawal from service has been identified, but no replacement parts are available, the affected vehicle must remain out of service. In 2010 and 2011, a high percentage of vehicles sat out of service each day awaiting parts, representing an expensive impact to the total vehicles available for revenue service. WMATA attempts to balance an adequate supply parts for repair without maintaining an excessive supply of inventory. To maintain this balance, WMATA relies on inventory thresholds to identify points at which part supplies must be replenished. Problems in the supply chain, however, have resulted in inventory thresholds that have not been observed, leading to parts being ordered after the threshold is met, or ordered without adequate lead time for arrival. In 2010, 41 revenue vehicles were reported out of service on an average weekday awaiting spare parts. To address the problem, WMATA has reevaluated the process of ordering key items by inventory threshold. An example is the air conditioning compressor component specific to the 5000-Series: because the component is reaching the end of a 5-year lifespan, WMATA has ordered enough compressors to replace all compressors in the fleet, ensuring that vehicles are not held out of service during the summer months when the component is most taxed Control Center Staffing When a train must be withdrawn from service, it is critical to get it off of the line as soon as possible to minimize disruptions to service. That being said, the nearest maintenance Washington Metropolitan Area Transit Authority 7-13 Metrorail Fleet Management Plan Revision 4G

76 MAINTENANCE AND RELIABILITY facility may not be the best to handle the specific problem that needs to be addressed, and diverting a train to facility unable to address the problem can then keep the train out of service even longer, until there is a window in the operating schedule during which the train may be moved to the appropriate facility. To address this problem and minimize the time a train is taken out of service, WMATA has begun assigning Car Maintenance staff to the Metrorail Operations Control Center. This staff is on duty around the clock Monday through Friday to help dispatchers identify the most appropriate facility to which they should route trains that must be taken out of service. This strategy is expected to minimize the amount of time that malfunctioning trains affect the operations of the system and the amount of time that is necessary to transit trains between yards Training and Staffing A well-qualified maintenance staff is a key component of Car Maintenance s ability to efficiently maintain its vehicles. WMATA can be hampered by an inadequate supply of staff qualified to service rail vehicles, leading to delays in scheduled and unscheduled maintenance. In FY 2011, Car Maintenance had 1,049 budgeted positions, of which 5% were vacant. To improve the quality and quantity of staff available for Car Maintenance, WMATA has begun two initiatives: College Mechanic Program: WMATA is in discussions with local colleges to develop a training curriculum compatible with WMATA s car maintenance needs. The objective of this program is to provide local students with a set of skills that is immediately applicable to WMATA s maintenance and engineering needs, ensuring a steady supply of candidates for WMATA s maintenance programs. Advanced Propulsion Training: This program would allow WMATA to maintain a more detailed fault log of the propulsion system. The 4-month training program is designed to enable staff to more accurately assess WMATA s revenue vehicles. 7.5 TEST TRACK AND COMMISSIONING FACILITY Over the next decade, WMATA capital needs include over 1,100 new and rehabilitated rail cars. WMATA conducts extensive testing on each train before putting it into service. The testing and commissioning period for a pair of rail cars is typically sixty days. All on-board systems are tested as well as how the cars work with the Automatic Train Control System. The tests are performed under a variety of operating conditions that examine performance both within the normal operating range and at the limits of that range and include tests on acceleration and braking, communications, heating and cooling systems, lighting, signage and door controls. Washington Metropolitan Area Transit Authority 7-14 Metrorail Fleet Management Plan Revision 4G

77 MAINTENANCE AND RELIABILITY WMATA does not have a dedicated facility to do this work. Currently, testing and commissioning of new trains is conducted at night during the short four-hour window when the Metrorail system is closed. In the evenings, Metrorail track is shared with contractors, maintenance crews, and trains being moved for maintenance and staging for the next day s operations. Under these conditions, a maximum of 8-10 cars can be commissioned per month. This is not sufficient given the volume of trains that will be received through FY 2020 and beyond WMATA has plans to construct a test track and commissioning facility at the Greenbelt rail yard. A Request for Proposals was released on August 12, 2011 for the design-build procurement of this facility. It is anticipated that the facility will be operational by June The new test track and commissioning facility is estimated to cost $60.0 million and will permit WMATA to accept up to 20 cars per month. The facility will also be used for ongoing engineering analysis and enhancement to the rail fleet REPAIR SHOP AND STORAGE FACILITIES REQUIREMENTS Current Maintenance Facilities WMATA s maintenance program is planned over seven days each week on three shifts each day. WMATA currently has eight yards and a tripletail track outbound of the Largo station for overnight car storage. With exception of Glenmont yard, seven of eight yards have repair shops, of which two shops are heavy repair and overhaul shops. All shops with the exception of Branch Avenue have the capacity of providing wheel truing. With the construction of Dulles Corridor Rail Extension, a new storage yard with heavy repair and overhaul shop will be constructed and located in the Dulles Corridor. Figure 7-3 depicts the locations of the existing yards/repair shops (and the future facility on the Dulles line) that support the Metrorail system. Two shops have the capability to perform heavy repair and overhauls. The other five are limited to inspections and running maintenance. The list of the shops with primary line supported, capacity, and function is shown in the following Table 7-9. As shown in Table 7-9, there are 174 repair spaces available, which is less than required to maintain the cars projected to be out of service for operating maintenance. Presently, WMATA s repair shop facilities are barely adequate to service the existing rail car fleet, and not necessarily in the most efficient and appropriate location to serve the required operations. While not an ideal condition for expeditious maintenance turnaround, approximately 15 percent of running repairs can be performed outside of the repair shop. However, a long-term solution must be developed to address future needs. 1 Source: CNI071 Washington Metropolitan Area Transit Authority 7-15 Metrorail Fleet Management Plan Revision 4G

78 MAINTENANCE AND RELIABILITY FIGURE 7-3: METRORAIL CAR SHOP AND VEHICLE STORAGE YARD LOCATIONS Washington Metropolitan Area Transit Authority 7-16 Metrorail Fleet Management Plan Revision 4G

79 MAINTENANCE AND RELIABILITY TABLE 7-9: DETAIL CONFIGURATION OF CURRENT METRORAIL SHOPS Line / Work Spaces Bays Pits Flats Total Body Shop Paint Shop Wheel Truing Red Line Shady Grove Brentwood Blue/Yellow Line Alexandria Orange Line West Falls Church New Carrollton I* New Carrollton II Green Line Greenbelt Branch Avenue Total Car Capacity Note: Glenmont Yard and Largo do not have a shop. * Shop spaces are dedicated to engineering campaigns until 2015; not used for maintenance programs Future Maintenance Space Needs According to the industry practice and WMATA s historical maintenance records, the number of maintenance shop spaces is approximately 15% of the total number of cars in the revenue fleet. As shown in Table 7-10, WMATA will have a rail car shop space requirement of 242 spaces by FY more spaces than were available in FY2010. These spaces are needed in the following locations: West Falls Church: Eight additional maintenance spaces are under construction and will be available by 2014 for Dulles Phase I. It will bring the system total to 182. Dulles: 20 additional maintenance spaces are planned in FY2017 as part of the new Dulles Yard for Dulles Phase II. This will bring the system total to 202. The facility will be constructed to allow an expansion that may accommodate another 8 spaces in the future. This expansion is unfunded at this time. System-wide: WMATA is currently in the preliminary planning stages of targeting where the remaining expansion bays should be located. Consideration is being given to Glenmont for a 12-space expansion. Construction of a new shop containing 20 spaces is being considered at Dulles or at a new location closer to the downtown core operating area. If constructed, these projects will bring the system total to Washington Metropolitan Area Transit Authority 7-17 Metrorail Fleet Management Plan Revision 4G

80 MAINTENANCE AND RELIABILITY TABLE 7-10: METRORAIL CAR SHOP SPACE REQUIREMENTS Milestone Year: FY Fleet Size 1,104 1,110 1,318 1,444 1,622 Bays Required* Yard Summary Red Line Shady Grove Brentwood Glenmont Red Line Total Blue/Yellow Lines Alexandria Largo Blue/Yellow Lines Total Orange/Dulles Line West Falls Church New Carrollton Dulles Orange/Dulles Line Total Green Line Greenbelt Branch Avenue Green Line Total New Shop (Location TBD) Total Capacity *Rounded up to nearest married pair Note: 8 bays of New Carrolton are used for engineering campaigns. Blue cell indicates spaces funded as part of Dulles Phases I and II. Orange cell indicates unfunded needs that have been documented in CNI 082 and CNI 083. Washington Metropolitan Area Transit Authority 7-18 Metrorail Fleet Management Plan Revision 4G

81 MAINTENANCE AND RELIABILITY Rail Car Storage Space The total number of spaces needed for storage capacity is the number of total fleet cars owned plus an additional 10% to provide room for car movement. As the fleet grows to accommodate all 8-car trains, WMATA will need to build additional yard storage capacity. In addition, the retirement of the 1000-Series cars will require additional storage space until their final disposition. Table 7-11 shows rail car fleet storage capacity by location in each of the milestone years. Total storage space will grow from current 1,316 to 1,810 by FY expansion spaces will be provided as part of the Dulles extension and are funded by MWAA. 272 additional spaces are planned for FY 2020; however, funding has not yet been identified for these spaces (see CNI 082 and 083 for more details). While WMATA has enough storage spaces across the system to store its total fleet, the location of excess capacity does not match up with the dispatching need. For example, the Greenbelt Yard has excessive storage capacity, but is too remote to serve other lines without significant deadheading costs or inefficient track switches. Blue Line trains may be able to be stored at Greenbelt, but would need to be driven many miles out of the way in each direction to get to the normal Blue Line alignment. Similarly, it is possible for Red Line trains to be stored at Greenbelt and driven to Fort Totten, but using the track switch at Fort Totten is time consuming and inefficient. Table 7-12 shows the FY2020 projection of rail car fleet storage by line and location. The growth of the Metrorail car fleet will consume the majority of the existing and planned storage capacity of the system by FY2020. As part of the Dulles extension, 38 spaces will be added at the West Falls Church Yard, and a new 184-space storage yard will be constructed along the Dulles alignment. If all planned storage spaces are added to the system, there will be sufficient storage for all revenue vehicles; however, additional storage space may be necessary to accommodate the contingency fleets required for the procurements of the Series and 8000-Series. The system will also experience a geographic imbalance in storage capacity and resultant increase in deadheading costs and decrease in operational efficiency. Expansion of the Shady Grove and New Carrollton yards, as well as the construction of a new yard, have been identified as capital needs (see CNI 082 and 083). With construction of 32 additional spaces at the New Carrollton Yard and a 120-space yard at another location, adequate storage space will be available for expanded service on the Orange and Red lines and for future expansion. Washington Metropolitan Area Transit Authority 7-19 Metrorail Fleet Management Plan Revision 4G

82 MAINTENANCE AND RELIABILITY TABLE 7-11: METRORAIL CAR FLEET STORAGE SPACE CAPACITY AND NEEDS Overall Yard Capacity Yard FY2011 FY2014 FY2017 FY2020 FY2025 Red Shady Grove Brentwood Glenmont Red Total Blue and Yellow Alexandria Largo Blue and Yellow Total Green Branch Avenue Greenbelt Green Total Orange / Silver New Carrollton West Falls Church Dulles Extension n/a Orange / Silver Total New Yard (Location TBD) n/a n/a n/a Overall Yard Capacity 1,316 1,378 1,538 1,810 1,810 Actual Storage Capacity* 1,184 1,240 1,384 1,618 1,618 Total Overnight Storage Demand** 1,104 1,110 1,368 1,494 1,672 *Actual storage capacity represents 90% of overall yard capacity to allow for yard movement **Includes total revenue fleet plus contingency fleet requirements in years Blue cell indicates funded construction Orange cell indicates unfunded need identified in CNI. Washington Metropolitan Area Transit Authority 7-20 Metrorail Fleet Management Plan Revision 4G

83 MAINTENANCE AND RELIABILITY TABLE 7-12: FY2020 METRORAIL CAR FLEET STORAGE PROJECTION BY LINE Total Car Requirement by Line 2020 Capacity 2020 Actual Capacity* 2020 Total Fleet Orange A Vienna to NC Orange B Vienna to Largo Dulles Loudoun to D&G Junction Blue Franconia to Largo Red A Shady Grove to Glenmont Red B Grosvenor to Silver Spring Yellow A Huntington to Mt Vernon Yellow B: Franconia to Greenbelt Green: Branch Avenue to Greenbelt Excess Capacity after Dulles Project Alexandria Branch Avenue Brentwood Glenmont Greenbelt Largo New Carrollton Shady Grove West Falls Church Dulles Extension New Yard Total Capacity 1,810 1,618 1,494** 84 *Actual capacity is 90% of total capacity and is the practical maximum number of vehicles that can be stored and still have room for yard operations. **Includes 50-car contingency fleet for procurement of 8000-Series, which is assumed to be mothballed at Branch Avenue. Washington Metropolitan Area Transit Authority 7-21 Metrorail Fleet Management Plan Revision 4G

84 MAINTENANCE AND RELIABILITY Long Range Storage and Maintenance Planning In late Fall 2011, WMATA commenced a 12-month study of its car storage and maintenance requirements for FY2025. The study s purpose is to determine the most cost-effective assignment of railcars for storage and maintenance, balancing the capital costs (namely the additional yard facilities) and operating costs (namely the movement of cars). The study is considering the viability and effectiveness of each of the storage and maintenance alternatives cited in Sections and For storage: Addition of storage tracks of 120-spaces at Shady Grove Yard. Addition of storage tracks of 32-spaces at New Carrollton Yard. Creation of a new yard with 120-space storage in the system core. Special trackwork to eliminate inefficient train movements between lines. For maintenance: Shift and/or addition of functions among the existing yards. Addition of a 12-space shop at Glenmont Yard. Creation of a new yard with a 20-space shop in the system core. Expansion of the Dulles Yard shop for 8 additional spaces. Special trackwork to eliminate inefficient train movements between lines. The study will be multi-discipline across WMATA, and will include agency coordination at the Federal, state and local levels, and an outreach to officials and their affected communities. The study s results will be incorporated into the next update of this Plan, into the Capital Needs Inventory and into the Capital Improvement Program. The study has the following milestones, all in calendar year 2012: Early February Late May - Late June - Mid October - December - Program Requirements Development of Potential Projects Screening of Unviable Projects Evaluation of Viable Projects Selection of Preferred Alternative (a set of viable projects) Washington Metropolitan Area Transit Authority 7-22 Metrorail Fleet Management Plan Revision 4G

85 MAINTENANCE AND RELIABILITY 7.7 SUMMARY WMATA s operational spare ratio has been higher than the optimum ratio in recent years. WMATA recognizes this as both an issue of an aging fleet, as well as the result of policies that place a burden on the capabilities of the Car Maintenance staff. Over the period of this report, however, WMATA hopes to substantially lower the total number of vehicles required to operate a safe and reliable fleet through the following strategies: Scheduled Maintenance: * Improve parts availability; * Transition to mileage-based system * Minimize effects of belly-cars on inspection assignments * On-going training programs to ensure an adequate supply of staff. Unscheduled Maintenance: * Continue to improve reliability of in-service vehicles through replacement of 400, 1000 and 4000-Series vehicles * Control Center Staffing to effectively assess trains Engineering Campaigns * Reduce the impacts of engineering campaigns by building facilities like the Greenbelt Commissioning and Testing Track By replacing the 1000-Series cars with the 7000-Series, and continuing with engineering campaigns, WMATA anticipates that it will be able to reduce the number of vehicles required unscheduled maintenance to 12.5% of the Peak Vehicle Requirement. This will result from the improved reliability of the 7000-Series, and from retiring the 1000-Series cars that were constrained to operate only as belly cars. Washington Metropolitan Area Transit Authority 7-23 Metrorail Fleet Management Plan Revision 4G

86 REVENUE VEHICLE DEMAND/SUPPLY BALANCE 8 REVENUE VEHICLE DEMAND / SUPPLY BALANCE 8.1 THE NEED FOR BALANCING As discussed in the foregoing sections, this fleet management plan is a snapshot of an ongoing planning process. It takes into account the passenger demand for vehicles in revenue service and the demand that is placed on the fleet by scheduled and unscheduled maintenance requirements. The plan ties these operating and maintenance requirements to the supply of vehicles in both the present fleet and with the addition of anticipated new vehicle procurements. However, from time to time, the supply cannot meet the demand. The deficiency reflects the need for additional service to respond to the growth in ridership and the need for maintenance against the available rail car fleets and the new vehicles to be delivered. The deficiency can be addressed in one of two ways: Defer maintenance of the fleet and place the full complement of cars into passenger service every day, or Continue to maintain the fleet as prescribed and operate fewer cars than is indicated by passenger demand. WMATA has chosen the latter course of action as being the wisest and most prudent. However, it does result in higher passenger loads and significant overcrowding. On the upside, proper fleet maintenance assures a higher degree of reliability for the cars that are placed into service. It is WMATA s position that a reliable albeit crowded service is preferable to a spacious but unreliable operation. Table 8-1 provides a summary of the vehicle demand/supply balance. Due to delays in the production schedule for the 7000-Series, there may be a net deficit of 20 cars in FY2015. To accommodate this deficit, WMATA will consider alternate strategies that may include one or more of the following actions: Reduce the number of cars added for ridership growth if the overall systemwide growth does not happen as predicted; Reprogramming engineering campaigns to have a minimal impact on vehicle availability in FY15 Washington Metropolitan Area Transit Authority 8-1 Metrorail Fleet Management Plan Revision 4G

87 REVENUE VEHICLE DEMAND/SUPPLY BALANCE Keep some of the 1000-Series cars operating for 1-2 months past their earliest possible retirement date. As the 7000-Series replaces the 1000-Series and unscheduled maintenance demands decline, there will be a net positive balance of revenue vehicles available for deployment. This balance will decline in the outlying years as ridership growth creates an additional demand for revenue vehicles to be put into service. A similar positive balance is anticipated with the replacement of the 2000/3000-Series with the 8000-Series. Washington Metropolitan Area Transit Authority 8-2 Metrorail Fleet Management Plan Revision 4G

88 REVENUE VEHICLE DEMAND/SUPPLY BALANCE TABLE 8-1: VEHICLE DEMAND AND SUPPLY SUMMARY FY2014 Reflects a minimum interim operating schedule for Dulles Phase I. See Appendix B. Washington Metropolitan Area Transit Authority 8-3 Metrorail Fleet Management Plan Revision 4G

89 REVENUE VEHICLE DEMAND/SUPPLY BALANCE [This page is intentionally blank] Washington Metropolitan Area Transit Authority 8-4 Metrorail Fleet Management Plan Revision 4G

90 APPENDIX A: OPERATIONS SCENARIOS FOR MILESTONE YEARS Washington Metropolitan Area Transit Authority A-1 Metrorail Fleet Management Plan Revision 4G

91 APPENDIX A 2010 Rail Operating Plan - Dec 2010 Schedule Route From To Run Recovery Headway Peak Period Peak Hour & Dir Throughput Time Time Peak Trains 6-car Trains 8-car Trains Cars Trains 6-car Trains 8-car Trains Cars Red A Shady Grove Glenmont Red B Grosvenor Silver Spring Combined Red Yellow Huntington Mount Vernon Green Greenbelt Branch Ave Green Trippers Branch Ave Greenbelt Tripper Combined Green Blue Franconia Largo Orange Vienna New Carrolton Orange Trip A Vienna New Carrolton Tripper Orange Trip B W.Falls Church New Carrolton Tripper Orange Trip C W.Falls Church Stadium-Arm 38 n/a Tripper Combined Orange Gaps Totals Washington Metropolitan Area Transit Authority A-2 Metrorail Fleet Management Plan Revision 4G

92 APPENDIX A Dulles Ph. 1 Rail Operating Plan at 900 PVR * Route From To Run Headway Peak Period Peak Hour & Dir Throughput Time Peak Trains 6-car Trains 8-car Trains Cars Trains 6-car Trains 8-car Trains Cars Red A Shady Grove Glenmont Red B Grosvenor Silver Spring Combined Red Yellow A Huntington Mount Vernon Yellow B Franc-Spring Greenbelt Combined Yellow Green Greenbelt Branch Ave Green Trippers Branch Ave Greenbelt Peak Dir Green Blue Franconia Largo Orange A Vienna New Carrolton Orange B Vienna Largo Peak Dir Orange Silver Wiehle Ave Stadium- Armory Gaps Totals * FY2014 Reflects a minimum interim operating schedule for Dulles Phase I. See Appendix B. For FY2012 WMATA has developed a range of cars needed for start-up operation, rail cars. Updated detailed ridership will be collected prior to the start-up and train consists will be finalized at that time. Washington Metropolitan Area Transit Authority A-3 Metrorail Fleet Management Plan Revision 4G

93 APPENDIX A FY17 DEIS Operating Plan : 7 min headway / 50% 8-cars Route From To Run Headway Peak Period Peak Hour & Dir Throughput Time Peak Trains 6-car Trains 8-car Trains Cars Trains 6-car Trains 8-car Trains Cars Red A Shady Grove Glenmont Red B Grosvenor Silver Spring Combined Red Yellow A Huntington Mount Vernon Yellow B Franc-Spring Greenbelt Combined Yellow Green Greenbelt Branch Ave Green Trippers Branch Ave Greenbelt Combined Green Blue Franconia Largo Orange A Vienna New Carrolton Orange B Vienna Largo Combined Orange Silver Loudoun Rt. 772 Stadium-Armory Gaps Totals Washington Metropolitan Area Transit Authority A-4 Metrorail Fleet Management Plan Revision 4G

94 APPENDIX A FY20 Rail Operating Plan : 7 min headway / 100% 8-cars Route From To Run Headway Peak Period Peak Hour & Dir Throughput Time Peak Trains 6-car Trains 8-car Trains Cars Trains 6-car Trains 8-car Trains Cars Red A Shady Grove Glenmont Red B Grosvenor Silver Spring Combined Red Yellow A Huntington Mount Vernon Yellow B Franc-Spring Greenbelt Combined Yellow Green Greenbelt Branch Ave Green Trippers Branch Ave Greenbelt Combined Green Blue Franconia Largo Orange A Vienna New Carrolton Orange B Vienna Largo Combined Orange Silver Loudoun Rt. 772 Stadium-Armory Gaps Totals , Washington Metropolitan Area Transit Authority A-5 Metrorail Fleet Management Plan Revision 4G

95 APPENDIX A FY25 Rail Operating Plan : 7 min headway / 100% 8-cars Route From To Run Headway Peak Period Peak Hour & Dir Throughput Time Peak Trains 6-car Trains 8-car Trains Cars Trains 6-car Trains 8-car Trains Cars Red A Shady Grove Glenmont Yellow A Huntington Mount Vernon Yellow B Franc-Spring Greenbelt Combined Yellow Green Greenbelt Branch Ave Green Trippers Branch Ave Greenbelt 47 Combined Green Blue Franconia Largo Orange A Vienna New Carrolton Orange B Vienna Largo Combined Orange Silver Loudoun Rt. 772 Stadium-Armory Gaps Totals , Washington Metropolitan Area Transit Authority A-6 Metrorail Fleet Management Plan Revision 4G

96 APPENDIX B: DULLES LOAD ANALYSIS This section updates the analysis performed by Manuel Padron & Associates in June 2004 to confirm the vehicle requirements of Phases I and II of the Dulles Corridor Rail Extension. This analysis takes into account the current construction and vehicle procurement schedules, noting where assumptions have changed since the build alternatives were defined and evaluated in the 2004 Final Environmental Impact Statement (FEIS). PHASE I ALTERNATIVES The FEIS established a peak vehicle requirement of 976 cars for Phase I of the Dulles Corridor Rail Extension, which would require 64 more vehicles than required under the No- Build Alternative defined in the FEIS for FY Table B-1 reproduces the numbers used by Manuel Padron to establish these vehicle requirements. The current schedule for implementing the Dulles Corridor Rail Extension calls for Phase I to be operational by FY 2014; however, the Series cars necessary to operate the schedule called for the in FEIS will not fully be in service until FY Recognizing this, WMATA has developed an interim operations plan for Phase I that will allow the same frequency of service, but working with a Peak Vehicle Requirement ranging between 900 and 930 vehicles. Under this plan, 28-33% of trains will use eight-car consists, while the remainder will be use 6-car consists. Table B-2 summarizes this operating plan. Updated detailed ridership will be collected prior to the start-up and train consists will be finalized at that time. The final operating plan, schedule and car requirements will be finalized prior to the start of the new service. It is anticipated that the interim operating plan may lead to average passenger loads that exceed 100 ppc in the AM peak hour at the maximum load points on the Red, Yellow/Blue, Blue, and Orange/Silver Lines. Once all Series cars have been received, it will be possible to implement the original operating plan envisioned for Phase I, which will have 50% of the trains in operation use eight-car trains. As shown in Table B-3, this will reduce crowding on the each of the lines and return the Yellow/Blue and Orange/Silver Lines to approximately 100 ppc during the AM peak hour. The interim schedule is anticipated to remain in effect from December 2013 through June 2014, by which time the first eight 7000-Series cars will have been tested, commissioned, and put into operation. The remaining cars necessary to run the schedule defined by the FEIS Washington Metropolitan Area Transit Authority B-1 Metrorail Fleet Management Plan Revision 4G

97 APPENDIX B will be commissioned between June 2014 and December 2014 and will be put into service as soon as available to minimize crowding. Table B-1: FEIS Rail Requirements for Phase I Dulles Alt Route Route Pattern No-Build Red-A Peak Freq. Trains Req'd. #6-car Trains # 8-car Trains Avg. Consist Peak Cars Fleet Cars Shady Grove Glenmont Red-B Grosvenor Silver Spring Yellow-A Huntington Mt. Vern. Sq Yellow-B Fran/Spr. Greenbelt Green-A Branch Ave. Greenbelt Green-B Branch Ave. Greenbelt Blue Fran/Spr. Largo Orange-A Vienna New Carrollton Orange-B Vienna Largo Orange-C WFC Stadium/Arm Gap/Start-Up Train Totals 922 1,109* Const. Red-A Shady Grove Glenmont Phase I Red-B Grosvenor Silver Spring Yellow-A Huntington Mt. Vern. Sq Yellow-B Fran/Spr. Greenbelt Green-A Branch Ave. Greenbelt Green-B Branch Ave. Greenbelt Blue Fran/Spr. Largo Orange-A Vienna New Carrollton Orange-B Vienna Largo Silver Wiehle Stadium/Arm Gap/Start-Up Train Totals 976 1,173 Source: Manuel Padron & Associates. June 28, 2004 memo to AECOM. *Reported as shown in original memo. Rows do not sum up to this number due to rounding. Washington Metropolitan Area Transit Authority B-2 Metrorail Fleet Management Plan Revision 4G

98 APPENDIX B TABLE B-2: DULLES PHASE I INTERIM OPERATING PLAN, FY 2014 Red Peak Trains Required Origin Destination Line Frequ ency 6-car 8-car Total Peak Cars Min. Peak Cars Max. Shady Grove Glenmont Red A Grosvenor Silver Spring Red B L Enfant Junction Yellow Subtotal: Red Line Huntington Mt. Vernon Yellow A Franconia Greenbelt Yellow B / Blue B Green Subtotal: Yellow Line Greenbelt Branch Avenue Green Branch Avenue Greenbelt Green Trippers Rosslyn Junction Blue Subtotal: Green Line Franconia Largo Blue Orange Vienna New Carrollton Orange A Vienna Largo Orange B Silver Subtotal: Orange Line Wiehle Ave Stadium-Armory Silver Phase I Gap Trains Gap trains Total: All lines Washington Metropolitan Area Transit Authority B-3 Metrorail Fleet Management Plan Revision 4G

99 APPENDIX B TABLE B-3: MAXIMUM LOADS UNDER INTERIM PHASE I OPERATIONS AND FULL PHASE I OPERATIONS Interim Dulles Phase I (FY 2014) 2004 FEIS Phase I Dulles (FY 2015) Rail Line Max Load Segment Pass. Load (8-9 AM) Pk hr cars Avg Load Pass. Load (8-9 AM) Pk hr cars Avg Load Red Gallery Place to Metro Center 12,300-14, , * 103 Yellow/Blue Pentagon to L' Enfant 7,400-9, , Green Waterfront to L' Enfant 7,200-7, , Green/Yellow Shaw to Mt. Vernon 7,200-7, , Blue Pentagon to Rosslyn 2,800-3, , Orange/Silver Court House to Rosslyn 13,100-15, , *Rounded to nearest married pair. As noted in Table ES-1, it is anticipated that the Metrorail system will require a Peak Vehicle Requirement of 996 in FY 2015, reflecting both the full implementation of Dulles Phase I as well as the ridership growth throughout the system. The cars necessary to accommodate this growth will be provided from the 7000-Series procurement, through a combination of the Base Contract (64 cars for Dulles Phase I, due in service by December 11, 2014) and the first 140 cars from Option 4 (300 replacement cars for the 1000-Series, of which 140 are estimated to be in service by the end FY 2015.) Therefore, while the FEIS called for a PVR of 976 to operate Dulles Phase I, it is possible that additional cars may be available by the end of FY 2015 or sooner. WMATA will revisit the operating plan for FY 2015 as appropriate to reflect updates in the procurement schedule for the 7000-Series. PHASE II ALTERNATIVES The previous analysis performed by Manuel Padron developed a No Build Alternative for 2015 as a basis of comparison to the Phase II operating plan. Based on previous planning efforts by WMATA, it was assumed that an additional 130 fleet cars would be needed by FY 2015, 108 of which would be added to the PVR. These additional cars were distributed proportionally across each of the Metrorail lines. Table B-4 summarizes the car requirements under the 2015 No Build Alternative, as well as the car requirements defined by the FEIS for Phase II (referred to by Manuel Padron as the Full Build. ) All told, it was anticipated that Phase II would require 139 more cars to operate than the No Build; however, this assumed that Phase II would be operated using 66% eight-car trains and 33% 6-car trains. This assumption has been revised. As shown in Table B-4, the current FY 2017 operating plan for Phase II assumes that only 50% of trains would operate with eight-cars on opening day; the remainder would operate in six-car trains. Washington Metropolitan Area Transit Authority B-4 Metrorail Fleet Management Plan Revision 4G

100 APPENDIX B TABLE B-4: RAIL REQUIREMENTS FOR PHASE II DULLES (FEIS AND FY 2017) Alt Route Route Pattern Peak Freq. Trains Req'd. #6-car Trains # 8-car Trains Avg. Consist Peak Cars Fleet Cars No-Build Red-A Shady Grove Glenmont Red-B Grosvenor Silver Spring Yellow-A Huntington Mt. Vern. Sq Yellow-B Fran/Spr. Greenbelt Green-A Branch Ave. Greenbelt Green-B Branch Ave. Greenbelt Blue Fran/Spr. Largo Orange-A Vienna New Carrollton Orange-B Vienna Largo Orange-C WFC Stadium/Arm Gap/Start-Up Train Totals * 26* 103* 1,030 1,238 Full Build (FEIS Phase II FY 2015) Red-A Shady Grove Glenmont Red-B Grosvenor Silver Spring Yellow-A Huntington Mt. Vern. Sq Yellow-B Fran/Spr. Greenbelt Green-A Branch Ave. Greenbelt Green-B Branch Ave. Greenbelt Blue Fran/Spr. Largo Orange-A Vienna New Carrollton Orange-B Vienna Largo Silver Route 772 Stadium/Arm Gap/Start-Up Train Totals * 20* 121* 1,146 1,377 Phase II. Red-A Shady Grove Glenmont FY 2017 Red-B Grosvenor Silver Spring Yellow-A Huntington Mt. Vern. Sq Yellow-B Fran/Spr. Greenbelt Green-A Branch Ave. Greenbelt Green-B Branch Ave. Greenbelt Blue Fran/Spr. Largo Orange-A Vienna New Carrollton Orange-B Vienna Largo Silver Route 772 Stadium/Arm Gap/Start-Up Train Totals ,082 1,377 Source: No Build, Full Build: Manuel Padron & Associates. June 28, 2004 memo to AECOM. *Reported as stated in original memo. Original memo did not include gap trains in train totals, nor made assumptions about composition of gap trains. Washington Metropolitan Area Transit Authority B-5 Metrorail Fleet Management Plan Revision 4G

101 APPENDIX B As a result, the current operating plan for Phase II assumes a PVR of 1,082 for FY 2017, which is 64 cars fewer than anticipated by the FEIS, but still 52 more cars than forecast for the PVR of the 2015 No Build Alternative. As the Operating Spares Ratio for FY 2017 is forecast to be 20.1%, a total fleet of 64 cars (52 cars x 1.20%, rounded up for married cars) will be needed to serve the operating plan for Dulles Phase II. Table B-5 summarizes the AM peak hour passenger loads forecast for the opening year of Dulles Phase II. Average car loads are expected to exceed 100 ppc on the Orange/Silver Line, reflecting the increase in ridership anticipated from completion of Dulles Phase II. Average passenger loads per car are also expected to exceed 100 ppc on the Yellow/Blue Line as ridership bound for eastern downtown shifts from the original Blue Line to the Yellow/Blue Line. TABLE B-5: MAXIMUM LOADS UNDER PHASE II OPERATIONS, FY 2017 Rail Line Max Load Segment Pass. Load (8-9 AM) Pk hr cars Avg Load Red Gallery Place to Metro Center 16, Yellow/Blue Pentagon to L' Enfant 9, Green Waterfront to L' Enfant 8, Green/Yellow Shaw to Mt. Vernon 8, Blue Pentagon to Rosslyn 2, Orange/Silver Court House to Rosslyn 17, CONCLUSION Based on updated estimates of ridership, the schedule for the Dulles Corridor Extension Project, and schedule for the 7000-Series, the number of cars being procured for the Dulles Corridor Extension is sufficient to meet the needs of the Metrorail system. As demonstrated by the maximum load points forecast for the opening year of Dulles Phase I, average passenger loads per car will exceed 100 ppc under a 900-car PVR and additional cars will be necessary to meet this demand. While the PVR forecast for FY 2017 is less than that originally planned for the opening day of Phase II under the FEIS, it still represents a need for an additional 63 cars beyond those planned under the No Build Scenario. This demand for cars should be met by the Option 1 procurement of Series cars. Washington Metropolitan Area Transit Authority B-6 Metrorail Fleet Management Plan Revision 4G

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