CoMET-KPIs

RailwayTechnologyStrategyCentreatImperialCollegeBenchmarkingMetros-lessonsfromcomparisonsofurbanrailwaysaroundtheworldWilliamAdeneyandJohnSelf‘TheStateoftheArtofBenchmarkingintheTransportSector’Brussels,25-26January20012RailwayTechnologyStrategyCentreatImperialCollegeBenchmarkingexperience:WilliamAdeney•ProjectManagerCoMETandNovametrobenchmarkingclubs,since1998•EstablishedEuropeanmainlinerailwaybenchmarkingclub,2001JohnSelf•CoMETPresident,1999•LULVictoriaLineprocessbenchmarkingstudy,1995•LUL/NYCTbilateralstudy,19983RailwayTechnologyStrategyCentreatImperialCollegeOverviewofpresentation:•Introductiontobenchmarking•Historyofmetrobenchmarking•TheCoMET/Novabenchmarkingprocess•KeyPerformanceIndicators(KPIs)•BestPracticeandeffectiveimplementation•Conclusions/Lessonslearnt•Thefuture.4RailwayTechnologyStrategyCentreatImperialCollege•astructuredapproachtoidentifyactionsthatleadtosuperiorperformanceIncidentManagementInvestment,Maintenance&StaffingSAFETYSAFETYFINANCIALFINANCIALEFFECTIVENESSEFFECTIVENESSEFFICIENCYEFFICIENCYASSETASSETUTILISATIONUTILISATIONRELIABILITYRELIABILITYSERVICESERVICEQUALITYQUALITYLineCapacityBoardCommitmentPilotstudiesIntegratedinitiativesWhatisbenchmarking?5RailwayTechnologyStrategyCentreatImperialCollege•insightsfromotherMetros,•improveinternalculture,and•specificimplementation--todothejobbetter.AnnualReport,brochuresManagementInformationSystemsInvestmentStandardsMaintenanceStandardsResources/ProceduresOtherprojects,e.g.TQM,BPRStrategyMarketingAdministrationEngineeringMaintenanceOperatingProcessesBENCHMARKINGStrategicPlan,Market/BusinessFocusProductivity/QualityImprovementProgrammesWhydoit?6RailwayTechnologyStrategyCentreatImperialCollegeHistoryoftheCoMET/Novabenchmarkingprocess:•1982-Hamburg/London/ParisTrilateralStudy•1994-GroupofFiveheavymetrosformed•1998-CoMETBenchmarkingGroupgrowsto9members•1998-SuccessofCoMETleadstoformationofNovaGroupformedium-sizedmetros(7members)•2000-EstablishmentofRailbench(DB,FS,RENFE)•2001-Novaiscurrentlydiscussingparticipationwith4potentialnewmembers•2002-Furthersegmentationplannedforcommuterrail7RailwayTechnologyStrategyCentreatImperialCollegeMoscowTokyoSaoPauloMexicoCityParisLondonNewYorkBerlinHongKongMTRC,GlasgowNewcastleOsloLisbonSingaporeMadridKCRCThe16participantsinCoMETandNovaarelocatedonfourcontinents:8RailwayTechnologyStrategyCentreatImperialCollegePrincipleslearned:•importanceofasmall,effectivegroup,•goodcommunicationanddata-flow,•effectiveKPIsystem,•cause/effectkey--identifykeyanalyses,•implementableresultswhichaddvalue--thecasestudyapproach,•sethighstandardsforperformance--BestPractice,inrailwaysandotherindustries.9RailwayTechnologyStrategyCentreatImperialCollegeKeycriteriaforestablishingasuccessfulKPIsystem:•understandingthebusiness,•comprehensiveyetconcisesystemofKPIs,•logicalhierarchy-useofcoreandsecondaryKPIs,•structured,butwithaflexibilitytoevolve,•consistentdefinitions/datasourcesininitialyears,10RailwayTechnologyStrategyCentreatImperialCollegeSAFETYSAFETYFINANCIALFINANCIALEFFECTIVENESSEFFECTIVENESSEFFICIENCYEFFICIENCYASSETASSETUTILISATIONUTILISATIONRELIABILITYRELIABILITYSERVICESERVICEQUALITYQUALITYSixKPIdimensionsrepresentthemajorfunctionsofthebusiness:11RailwayTechnologyStrategyCentreatImperialCollegeTheCoMETandNovametrosuseasystemof32KPIs--17topleveland15secondary:BackgroundB1NetworkSizeandPassengerVolumesB2OperatedCapacitykmandPassengerJourneysB3CarkmandNetworkRoutekmAssetUtilisationA1Capacitykm/RoutekmA2Passengerkm/Capacitykma3PassengerJourneys/Stationa4ProportionofCarsusedinPeakHourReliability/ServiceQualityR1RevenueOperatingCarkmbetweenIncidentsR2CarhoursbetweenIncidentsR3Carhours/hourTrainDelayr4CarOperatinghours/TotalhoursTrainDelayr5TotalPassengerhoursDelay/PassengerJourneysr6TrainsOnTime/TotalTrainsEfficiencyE1PassengerJourneys/TotalStaff+ContractorhoursE2RevenueCarkm/TotalStaff+Contractorhourse3RevenueCapacitykm/TotalStaff+Contractorhourse4NumberofScheduledTrains/Year/DriverFinancialF1TotalCommercialRevenue/OperatingCostF2TotalCost/RevenueCarOperatingkmF3ServiceOperationsCost&Staffhours/CarkmF4MaintenanceCost&Staffhours/CarkmF5Administrativecost&Staffhours/CarkmF6Investmentcost/RevenueCarOperatingkmf7TotalCost/PassengerJourneyf8OperationsCost/PassengerJourneyf9FareRevenue/PassengerJourneyf10AverageOperatingCost/StationSafetyS1TotalFatalities/TotalPassengerJourneyss2Suicides/TotalPassengerJourneyss3MedicalConditions/TotalPassengerJourneyss4IllegalActivity/TotalPassengerJourneyss5Accidents/TotalPassengerJourneys12RailwayTechnologyStrategyCentreatImperialCollege•understandthesystemsandenvironments,•usebackgroundandcitydatatoprovidecontext,•importanttodevelopconsistentdefinitions,•useappropriateadjustmentfactorstomakeinternationalcomparisons--e.g.cityGDPpercapita,PPP,•valueofdatabaseoveraperiodoftime(currently6years),•dataqualityimprovesastheprocessmaturesbut,evenwithpoordataitwasstillpossibletoaddvalue…Guidetodatacollectionandanalysis:13RailwayTechnologyStrategyCentreatImperialCollegeValuecanbefoundevenwithpoordataconsistency:•qualityofr