On average their are in excess of .8million incidents per annum leading to 14million minutes of delay to franchised passenger Rail services in the UK.
Infrastructure faults come high on the list but equally so do Weather and Signalling- Communication to Passengers of incidents is highlighted as a key concern. Planning and re-plan is crucial to ensure minimal risk and delay.
A formidable challenge that can impact the Rail Franchise Operators profit at every point of the Journey. Rail operational factors are not always attributable or within the Rail Franchise Operator’s control.
Factors that cause major disruption and impact both from a customer experience perspective and a financial perspective are;
– Weather Impact of Rail delays due to unavoidable weather changes
– Mechanical issues Aging rolling stock lead to increased mechanical issues
– Train Utilisation Operational delays can impact network utilisation
– Station/network Congestion Re routing of trains, station delays impact efficiency
– Union obligations Staffing overun on crew hours, compensation payments affect operational productivity and efficiency
– Rail regulations Increased penalties and impositions on Rail operational delays
All of these factors can and do impact and disrupt operational core functions such as, Finance & Revenue Management, Call Centers, Freight Operations, In- train catering & cleaning services, Ground Ops, Engineering, Crew Planning & Scheduling, Network Planning, Customer Service.
The compounded effect of this is a direct impact both in terms of the customer experience and operational efficiency & financial/risk imposed on the Rail Operator.
I believe there is a need for a single INCIDENT MANAGEMENT SYSTEM in ‘real time’ based on a common integrated IT platform.
If we take a different view of individual business impacts and classify them as ‘events’ that can and do re occur over a timeline we can take a very different perspective on the risk and financial impact to the Rail Operator.
The reclassification or construct of business impacts as EVENTS would enable by use of an event processing engine to group and categorise the core events by severity of impact and construct a model dynamically that turns data into information and presents this via a ‘holistic real time view’.
This information would the be presented via a series of dashboards back to the Rail Management/operators in real time for action.
In addition if we couple the ability to ‘analyse’ the customer experience and financial impact of these events, we could pre rank and scenario re plan alternative business solutions to ‘minimise future disruption, ring fence operational costs, and improve the customer service proposition – this must in my opinion be a major benefit to any Rail Franchise Operator.
(Source: National Audit Office)