1. Network Rail - Asset Management Story & Reliability Improvements
Sophie Smith – Associate Director, Asset Management and Maintenance, Network Rail Consulting

2. Asset Scale Size of the asset base Scale of expenditure
20,000 miles of track
29,000 bridges and tunnels
830 signal boxes
2,500 stations
Largest private landowner
Largest purchaser of electricity
Third largest Telecoms network
8,200 commercial properties
7,000 level crossings
36,000 employees
In CP5 (2014 – 2019), we will spend:
£12,8b on replacing old assets
£5,2b on maintaining the railway
More than all 22 water companies combined
More than all electricity distribution companies, and National Grid (UK electricity and gas transmission) combined

3. : A Success Story
Key achievements over the last 10 years:
1 million more trains per year (c7m rather 6m)
500 million more passengers
15% more freight
91.6% train punctuality, up from 78.6%
84% passenger satisfaction
45% reduction in the cost of running the railway
Efficiency savings delivered while maintaining high levels of safety, performance and investment
CP5 ( )
▼18% £
Asset Management
Renewals
Maintenance & Operations
CP4 ( )
▼20% £
Maintenance standardization
Operating rationalization
Technology
Asset Policies
RCM & RBM
Workbank Planning
CP3 ( )
▼27% £
In-source maintenance
Tendering process
Technology

4. What is Needed?
An absolute commitment at the top level of the organization to adopt the principles of good asset management and commence the journey
A reference benchmark against which to define good practice for the whole life-cycle management of assets, e.g.
BSI PAS 55: 2008 or ISO 55000
A means of measuring development in asset management maturity over time against the benchmark
An asset management framework that provides line of sight between high level corporate objectives and work on the ground
A commitment to change and to provide the resources to make the changes: cultural, organizational, systems

5. Asset Management Policy
The peak document in NR’s asset management system
Sets out the core asset management principles that will apply to deliver its vision for the railway
Commits to NR to having capabilities in asset management that are comparable with best practice in Britain by 2014 and in the world by 2019

6. Asset Management Strategy
Provides an interpretation of the asset management policy
Provides a framework for its implementation (which is aligned to PAS 55)
Defines the short and long term performance requirements for the infrastructure
Specifies the level of asset management maturity that Network Rail needs to demonstrate comparability with best practice

7. Asset Policies Asset Policies – What are they? Documents that define:
The level of asset performance required by our customers and funders
The frequency or timing of asset interventions
The type of intervention e.g. refurbishment, renewal etc.
Development underpinned by whole life cost methods and modelling tools
Track
Signalling
Structures
Earthworks
Electrification & Plant
Drainage
Telecoms
Operational Property
Level Crossings
Vegetation & Fencing

8. Developed Around Six Key Questions
What assets are we responsible for, how are they configured, which ones are most critical?
What condition are the assets in, how are they performing, what costs do they incur?
What level of performance is required in the future?
What are our options to deliver the required level of performance?
Which option represents the lowest whole life cost?
What will be the cost and level of output of implementing this option?

9. Asset Management Strategy and Objectives
And the relationship with key documents in the Asset Management System

10. Asset Management Excellence Model (AMEM)

11. Network Rail’s Asset Management Framework
Shows the cycle of NR’s asset management decisions from high level objectives to delivery of work on the ground
Provides a simple representation of the major building blocks of asset management and the key interfaces between them
Is the starting point for detailed processes and assigning responsibilities
We call it our “Plan - Do - Review” framework

12. Primary Framework Decisions and Activities
Giving you the right information to enable you to make the right decisions

13. Intelligent Infrastructure
Strategic approach to technology, information management, and business processes that help inform ‘controlling minds’ (i.e. maintenance engineer or operating control) on the status of our infrastructure assets
Train-based Infrastructure-based
Plain Line Pattern Recognition (PLPR) software
Ultrasonic rail flaw detection
Remote Condition Monitoring
Reliability Centered Maintenance

14. Remote Condition Monitoring - Business Process
Route Control Centre – web based Alarms and Alerts
Maintenance Engineers – Citrix based detailed data
Maintenance Teams – informed, on time response
Business process is crucial to success of RCM.
We proved this by the failure of some early RCM schemes, which just implemented technology and the success of the II Programme, which delivered new processes and accompanying business change.
We developed the processes with users on a pilot scheme and scaled them up to national application.

15. RCM - 50,000 Assets Monitored 2,000 power supplies
19,000 track circuits
14,000 points
5,500 point heaters
Including:
We continue to expand the system.
We have a methodology for constructing a business case, which leads to fitment criteria. Not just a scatter-gun approach.
We are very focussed on not just buying technology but delivering business improvement enabled by technology.

16. Systematic Maintenance Approach
Reliability Centered Maintenance
Maintenance targeted to mitigate failure modes, undertaken at a frequency to match degradation rate.
RCM2
Combination of both RCMs to replace manual maintenance tasks with remotely sensed information
Remote Condition Monitoring
Automatic detection of degrading performance, allowing intervention before service affecting failure.
566,000 delay minutes saved per year
200,000 maintenance
hours saved
40,500 assets remotely monitored
Failure Modes and Effects Analysis (FMEA)
Structured analysis of all the ways an asset or system may fail, based on the functions it provides.
Fault Response and Reliability Management
Reporting of faults aligned to FMEA giving visibility of effectiveness of maintenance. Keeps FMEA up to date with learning from the field. Good basis to support root cause analysis and reliability growth.
21% reduction in service affecting failures

17. Governance Railway Investment Projects (GRIP)
Initiate
Choose Option
Design
Build
Close 1
Output Definition 8
Project Close Out 7
Scheme
Hand back 6
Construction Testing & Commission 5
Detailed Design 4
Single Option Development 3
Option Selection 2
Feasibility

18. GRIP Checklists and Traceability
A live plan listing products required for each stage that is signed off by the Sponsor at the commencement and completion of each stage
Each Checklist must contain at least enough information to make informed governance decisions
Traceability
Requirements need to be traceable between the strategy, client, and system requirements to provide line of sight back to objectives

19. Questions Network Rail Consulting 141 Adelaide St. West
#905 Toronto, ON
M5H 3L5