PATH Industrial Engineering Study
Overview
Tom Rowbottom
PATH, Car Equipment Division Superintendent
Harrison, NJ
Gene Sansone
CH2M HILL, Senior Consultant
New York, NY
Janice Li, P.E
.
CH2M HILL, Principal Project Manager
New York, NY
• In December 2011, PATH commissioned CH2M HILL
to perform a CED Industrial Engineering Study of
their maintenance program
−
Assess fixed assets, rolling stock
maintenance program and support
resources
−
Recommend a 15-year maintenance
program based on assessment
−
Complete study by September 2012
Completed
PROJECT COMPLETED AHEAD OF
SCHEDULE AND UNDER BUDGET
Key Findings Impacting Maintenance
• Fleet increase
• PA-5 warranty expiration
• PA-5 new design and technology
– Troubleshooting/maintenance approach – Qualification training
– Overall learning curve
• Organizational structure and approach
• Operating and maintenance requirements
– Comply with FRA rules and regulations
– Meet industry standards (e.g. special projects) – Work within labor union rules
Fleet Increase
Past Profile Current Profile % Change
Revenue Cars
C CARS 79 120 52%
A CARS 248 230 -7%
TOTAL REVENUE CARS 327 350 7%
Work Cars
PA-4 Tool Car 6 8 33%
PA-4 Work Motors 0 22 n/a
PA-4 Work Motors for WTC 0 20 n/a
Flats 12 28 133%
Ballast Car 3 3 0%
Locomotive 1 1 0%
CED Resp Car 1 2 100%
Geometry Cars 0 2 n/a
TOTAL WORK CARS 23 86 274%
PA-5 Cars New Design and Technology
Impact to Maintenance Effort
MDBF: higher w/proactive maintenance
Repair time: variable
• Enhanced self-diagnostic capability
• More complex design with software and hardware
− More difficult to repair
− No room for wrong diagnosis or poor quality
• Tighter mechanical tolerances (e.g. wheels)
Impact to Maintenance Workforce New work skills required
• Troubleshooting: more use of laptops; less use of mechanical tools
• Minimum basic knowledge: microprocessor controls, communication data networks, electronics & modular design
Additional qualification training • Transition to master PA-5 new technology
• Retain PA-4 electro-mechanical skills
Transition from Electro- Mechanical to Solid
State Equipment • AC propulsion
• Electronic brake
• Microprocessor controlled door operators and HVAC
• Real-time on-board diagnostic equipment
• On-Board Signal (ATC) equipment
Additional equipment / amenities
• Air compressors, converters, doors
• Electronic signs
• Security/ safety/ emergency response features
Rolling Stock Maintenance – Assessment
• Facility assets and their affects on car maintenance
• Manufacturer’s requirements during warranty
• Flow of cars and materials through the facility
• Materials – Inventory, storage, parts cleaning
capabilities, delivery to the line
• Tools and Test Equipment – capabilities and calibration
• Labor and Staffing – requirements and training
• Assessment of maintenance (corrective
maintenance and preventive maintenance) were
focused on:
−
Overall condition of the cars−
Maintenance process and practices−
Specialty work (i.e. outfitting emergency response cars)PATH demonstrates an awareness and capability for
maintaining the PA-4 fleet. No significant issues were
noted.
Rolling Stock Maintenance –
PA-4 Assessment
• FRA Required – 92 Day Inspections
• PATH is in compliance with FRA requirements
• Issues noted:
−
Occasional material shortages−
Emergency window retaining rubber inspection Solutions under review by PATH Technical Service (TS) and Kawasaki Rail Car (KRC)
Supplied information to request FRA waiver
Rolling Stock Maintenance –
PA-5 Assessment
• Doors
−
Highest failure system having the greatest negative impact on MDBF−
Modifications to correct the problem are underway−
Due to critical nature of the problem, provided recommendations to PATH TS above and beyond what KRC was recommending• Wheels
−
Pitting and scaling of the wheel surfaces−
Results of a carbuilder investigation independent of this study were pending• Cleaning of current collector, coupler electrical heads, and trucks due to grease accumulation
Rolling Stock Maintenance –
PA-5 Assessment
Maintenance Strategy Options
• Scheduled Maintenance
−
Perform scheduled car inspections in conjunction with a component overhaul program at periodic cycles−
Also called SMS (NYCT), SMP (BART), RCM (LIRR/MNR), etc.• General Overhaul (GOH)
−
Perform scheduled car inspections in conjunction with a comprehensive overhaul at the midpoint of a car’s life−
Also called mid-life overhaul• Deferred Maintenance (D/M)
−
Perform scheduled car inspections in conjunction with reactive campaignsRolling Stock Maintenance Options –
Deferred Maintenance
• Perform the mandated inspections and run to failure/deferred maintenance:
−
Conduct all FRA mandated inspections and react to failures−
Repair only what is necessary to operate safe carPros:
− Initial budgetary savings in material and labor when the car is new
− These are usually offset by exponentially increased costs as the car’s age
Cons:
− Increased costs due to car downtime for unanticipated failures
− Multiple failures likely on many cars simultaneously
− Increased car downtime due to material lead times
− Sympathetic damage to other equipment resulting in increases in material and labor costs
Rolling Stock Maintenance Options –
Reliability Center Maintenance (RCM)
• Pros:
−
Focus economic resources on equipment that will cause the greatest interruption to the operation should it fail−
Predict material and manpower resources−
Identify Preventable failures• Cons:
−
Significant upfront costs for evaluating each car component and staff training−
Savings will not immediately be seen by Senior levelmanagement. In fact costs will increase short term until the evaluation and training stated above have been
completed
• Developed specifically for the PA-5 fleet
• The SRS plan recognizes the benefits and
shortcomings of the traditional RCM plan and tailors it
to this specific fleet
• Allow PATH to identify and justify the need(s) and
obtain the funding for material and staff to perform
the work
• Reduce unscheduled downtime = higher MDBF
• Result in reduced costs and overall improvements
• Allow quick adjustment to car performance trend
Rolling Stock Maintenance Options –
System Replacement Schedule (SRS)
Rolling Stock Maintenance Options –
System Replacement Schedule (SRS)
• Potential Benefits:
– Reduce overall costs (but a higher initial cost to implement) – Funding for programs dispersed over multiple FY budgets – Minimize impact to car availability
– Reduce overall material and labor costs over the life of the car – Maintain control and allow for adjustments for changes in the
operation
High failure equipment Obsolescence
State and Federal Mandates (funded and unfunded)
– High potential to eliminate an expensive “Mid-Life Overhaul” if the plan is committed to long-term
– Assure the car will achieve its intended life and likely beyond – Material procurements benefit from “economies of scale” and
Organizational Planning - Assessment
• The PATH CED organization is similar to other agencies’
car equipment divisions
• CED Management Structure: Hierarchical
• CED Line Structure and Staffing
−
Mature (with apprentices) and staffed with most of the skill sets necessary to execute the car maintenance program−
Inspection/ Running Repair is understaffed−
Car Cleaning is understaffed−
PA-5 Car Repair is mostly performed by Kawasaki under warranty−
Overhaul is limited to three year air brake cycleOrganizational Planning - Assessment
• CED Support Structure and Staffing
−
Consist of Technical Services, Information Systems and Stores−
Technical Services/ Engineering is understaffed Quality Assurance/Quality Control is limited
Warranty Control Tracking, Documentation and Analysis
is limited by absence of VMMS
−
VMMS delivery under contractOrganizational Planning -
Recommendations
• Inspection: Hire new apprentices to counter projected inspector attrition and turnover
• Training:
– Hire or contract for two trainers to accelerate delivery of technical training
• Technical Services/ Engineering:
– Hire two engineers/technicians with CAD skills and to handle workload increase
• Maintenance Planning: Hire a maintenance analyst/planner to develop schedules
• QA/QC:
– Implement/transition to a more active and formal QA/QC program
– Develop workmanship and testing standards for maintenance work performed
• Current job classification
– Job requirements did not change with regards to FRA mandated inspection and maintenance
– Revealed a knowledge gap created by the new microprocessor technologies introduced on the new PA 5 rail cars
• Marginally outdated job descriptions • Training program status
– PA 5 training provided by CED in progress and expected to take a year to complete
– FRA QMP Training is being completed on schedule
– Additional training needs have been identified in multiple areas of CED
– Apprentice Training/ Utilization is a well established program administered by CED
Work Force Skill Set & Training –
Assessment
Workforce Skill Set & Training –
Recommendations
• Incorporate suggested changes in knowledge, skills
and abilities into current job descriptions
• Evaluate reducing the number of labor job titles to
increase productivity by broad banding job titles
• Consider additional job descriptions for the Technical
Services section
• Hire or contract for two instructors to reduce training
backlog
• Evaluate the additional training needs identified to be
included into the CED training program
Fixed Assets – Assessment
• Harrison Car Maintenance
Facility (HCMF) and Waldo Yard
Running Repair Facility (RRF)
– Well maintained
– Some systems reaching end of life – Require continued maintenance – Plant equipment and shops need
to modernized to fit new technology
– Space impacts due to SRS maintenance if adapted
Fixed Assets – Recommendations
• HCMF Work Environment
– Inspection and PM Bays
Ventilate & seal floor drain sump pit Relocate piping to allow battery
compartment and emergency door key access
Eliminate oil sumps and replace with
rolling drain pans
Fixed Assets – Recommendations
• HCMF Work Space Efficiency
– Review the layout of the Sheet Metal, Compressor and Air Conditioning Shops to provide better efficiency – Analyze and design a new
Fixed Assets – Recommendations
• HCMF Maintenance Equipment
– Replace or upgrade present wheel press machine to accommodate PA-5 axles (completed)
– Upgrade the Atlas lathe machine to accommodate PA-5 – Redesign of the Parts Cleaning Area for new truck &
Fixed Assets – Recommendations
• HCMF Equipment
– Improve current Lifting and Hoisting Shop capacity by implementing the
following:
Replace lifts near truck
shop (tracks 15 & 16) with lifts and integrated body stands
Align shop track with
track 15
Upgrade 35 ton capacity
Fixed Assets – Recommendations
• HCMF Parts Storage
– Install a Vertical Lift
Module (VLM), to increase limited parts storage
– Improve storage capacity of Parts Storage with yard space, VLM, corrosion
SRS –
SRS - Implementation
• Analyze subsystem and component failure
performance data
• Refine SRS program scope
• Develop supporting documents (work flow, work
procedures, material list, staffing & skillset
requirements, QA/AC procedures, budget, etc.)
SRS CURRENTLY IS THE EARLY
IMPLEMENTATION PHASE AT PATH
Question & Answer