Simon Kirby Director, Infrastructure Investment
Our inheritance • Network Rail took over the railway infrastructure in 2002 • A maintenance contract structure with little incentive for efficiency • 4, 000 mile backlog in renewals • Regional structure, no central control • An explosion in costs from £ 3. 3 bn per year in 1999 to £ 6 bn a year in 2002
Track replacement volumes (miles)
Key challenges • Safety – Reduce incidents of broken rails, SPADs, Accidents, etc… • Performance – Reduce delays by around 33% over next 5 years • Cost – Improve efficiency by around 31% over next 5 years • Work volumes – Massively increase volume of work being delivered
Passenger Journeys (m) And on a growing railway… 1140 1100 1060 1020 980 940 2000/01 2001/02 Passenger Journeys 2002/03 2003/04 2004/05 2005/06
Growth in Renewals – 07/08 2, 500 2, 000 £m +22% 1, 500 +23% 1, 000 500 0 04/05 actual 05/06 actual 06/07 actual
Increased spend by asset in 06/07 800 700 600 05/06 actual +5% 06/07 actual £m 500 400 300 +30% 200 +54% 100 0 +17% Track Civils Signalling Estates +59% E&P +55% Telecoms
Growth in Renewals – 07/08 2, 500 +10% 2, 000 £m +22% 1, 500 +23% 1, 000 500 0 04/05 actual 05/06 actual 06/07 actual 07/08 budget
Millions (£) Enhancement spend past spend future spend
Track renewals
Improvement in efficiencies 30% 26% 25% 24% 22% 20% 15% 10% 5% 0% Controllable Opex Maintenance Project s Plain Line S&C
Our response • • • National functional structure Maintenance in-house GRIP Reorganising Track Renewals internally Focus on costs, quality and timeliness Improving programme management
Track renewals: current position • • • Consistent improvement Track Quality Delay minutes reduced year on year Good S&C performance Improving Plain Line Delivery Plain Line costs improving but still not fast enough
Track renewals: 2007 activities • Fundamentally overhaul the whole renewals end to end process • Reward best 4 of 6 performing contractors through competition • Create efficient delivery methods for short duration possessions
Supplier rationalisation • • By the autumn we plan to down select the best 4 contractors (from 6) 4 Territory based renewals Contractors and 1 National high output contractor We will review the allocation of work to optimise delivery method and agent We will manage against key indicators and drive for collaborative and integrated working
End-to-end process improvement • • Accelerating engineering specifications Plan is to create a 3 year rolling renewal programme Whole process from maintenance through track engineering, planning and track renewals is being mapped & optimised Behavioural change and training programme being developed
Target Improvement 31% Circa 22% to 25% Target Current position Post-changes
Conventional Renewals
Conventional renewals • Structured reviews of: – engineering specifications to deliver optimised worksite packaging – resource planning to increase efficiency – mapping resource availability to demand • • Greater involvement in contractor management using performance indicators Higher-level cross industry cooperation
High Output Machinery
High Output Machinery • • • Continued development of High Output systems (e. g. SLW) Potential acquisitions of additional plant Deployment of medium output solutions being progressed (e. g. MOBCs and Slinger)
Modular turnouts
Modular turnouts • • • Developing a systems solution to delivering S&C Standard products, factory built and modular delivered on bespoke wagons Lean manufacturing techniques in manufacturing and installation Through life benefits – quality, reduced maintenance, installed monitoring Will progressively replace conventional techniques – up to 75%
Modular turnouts Modular installation (on flat bed) Controlled build Delivered in-gauge
Conventional Renewals 54 hours Today! 37 hours Basic process changes & disciplines: incentivised, templated, site presence 6 Day Railway 27 hours Bearer Splice – road delivery / out of gauge 21 hours, or 2 x 12 hours Modular assembly, tilting wagon delivery, improved excavation, ballast laying 7 Day Railway 8 hours Consistent mid-week possessions
Conventional Renewals Core possession time 54 hrs GB (today) £ 477 k/ point end Best ‘UK’ Class £ 443 k 37 hrs £ 406 k 27 hrs Equivalent Best European Class (today) Sub £ 350 k 12 hrs World Leader Manufacture +? Wagons & Assembly Splice Process 8 hrs Money / time
8 hour plain line
8 hour plain line • • Concept study completed to explore principles and prove and clarify the remit Key objectives include: – – • • • Standard unit of delivery Installation less than 8 hrs Single line working High line speed opening (85 mph+) Full programme by mid-2007 Progressive introduction from 2009 anticipated Will moderate, or reverse, efficiency aspirations
Simon Kirby Director, Infrastructure Investment
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