Performance Management A presentation by Andrew Lezala About Metro - - PowerPoint PPT Presentation

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Performance Management A presentation by Andrew Lezala About Metro - - PowerPoint PPT Presentation

Sep 26, 2023 279 likes •511 views

Performance Management A presentation by Andrew Lezala About Metro Metro network - 15 lines - 195 six-carriage trains - 212 railway stations - 372 kms route length - 830 kms of track - 2,200 weekday services - 4,300 employees - 815,000

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SLIDE 1

Performance Management

A presentation by Andrew Lezala

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SLIDE 2

About Metro

Metro network

  • 15 lines
  • 195 six-carriage trains
  • 212 railway stations
  • 372 kms route length
  • 830 kms of track
  • 2,200 weekday services
  • 4,300 employees
  • 815,000 daily journeys
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SLIDE 3

Performance

Our contract is performance based

  • 88% on time to 4’ 59”
  • 98% of all services delivered
  • Bonus/Penalty regime
  • Contract termination

Performance management is critical

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SLIDE 4

Longer-term performance

Patronage growth vs on time reliability

100 125 150 175 200 225 250

S e p

3 Ma r

4 S e p

4 Ma r

5 S e p

5 Ma r

6 S e p

6 Ma r

7 S e p

7 Ma r

8 S e p

8 Ma r

9 S e p

9 Ma r

  • 1

S e p

  • 1

Ma r

  • 1

1 S e p

  • 1

1 J an

  • 1

2

Million trips / annum 75 80 85 90 95 100 Services delivered to 04:59 mins

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SLIDE 5

Late Trains by Responsibility Classification

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SLIDE 6

Performance Improvement Plan

  • Assets that don’t fail
  • Reliability improvement plans all assets
  • Move to RCM
  • Investments
  • Siemens sanders
  • Infrastructure
  • Timetables that work
  • De-clutter
  • Metronise
  • Every minute counts philosophy
  • On-time departures
  • Dwell time management
  • Ill passenger protocol
  • Management prerogative
  • Performance reviews
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SLIDE 7

Expected On-time Performance to Oct 2010

88.80% 81.00% 77.75% 79.90% 82.90% 84.00% 85.80% 87.75% 89.90% 90.90% 92.00% 91.80% 91.80% 85.80%

70.0% 72.5% 75.0% 77.5% 80.0% 82.5% 85.0% 87.5% 90.0% 92.5% 95.0% Mar May Jun Jul Aug Sep Oct

Organisational Improvements Speed Restrictions Wait Passenger Loading Rolling Stock Passenger Behaviour Infrastructure Lower Range Upper Range

Current Variability ± 5% Expected Variability ± 3%

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SLIDE 8

Longer-term performance

Patronage growth vs on time reliability

100 125 150 175 200 225 250

S e p

3 Ma r

4 S e p

4 Ma r

5 S e p

5 Ma r

6 S e p

6 Ma r

7 S e p

7 Ma r

8 S e p

8 Ma r

9 S e p

9 Ma r

  • 1

S e p

  • 1

Ma r

  • 1

1 S e p

  • 1

1 J an

  • 1

2

Million trips / annum 75 80 85 90 95 100 Services delivered to 04:59 mins

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SLIDE 9

Balanced Scorecard Cascade

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SLIDE 10

Balanced Scorecard

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SLIDE 11

Visualisation, Escalation, Policy Deployment, Information Flows Both Ways

Snr Management control Centre Weekly review of SQCDP Full team attendance Immediate reaction / support for issues Central control centre Daily review of SQCDP Full group attendance Team Boards Daily review of SQCDP Full team attendance Full team involvement Capture issues & escalate

Visualisation management

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SLIDE 12

Visualisation management

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SLIDE 13

Visualisation management

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SLIDE 14

Visualisation management

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SLIDE 15

The reaction of the organisation to the visual information is critical. Without recognition and response, PERFORMANCE will not be achieved. Behaviour:

Do not accept non-conformance Challenge the condition, create positive tension Go, Look, See - confirm the processes yourself Lead by example Without the correct leadership behaviour it’s just another TOOL

Requirements for Success

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SLIDE 16

In Place

The Roll Out to Date

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SLIDE 17

In Place

Level 1 Level 2 Level 3 Level 4 Level 5

Operations Rolling Stock Infrastructure Projects HR

AO Security Drivers Stations Metrol Maint R-bility HR H&S P&C Ops RGP Finance TBC TBC TBC X5 X10 X2 Sig EN Track OCS S&F Planning Comm TBC

Level 1 COO

Operations Rolling Stock Infrastructure Projects HR

AO Security Drivers Stations Metrol Maint R-bility HR H&S P&C Ops RGP Finance TBC TBC TBC X5 X1 X5 Sig EN Track OCS S&F Planning Comm TBC X11 X2 TBC

ITC

Commercial

The Roll Out to Date

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SLIDE 18

Lean Six Sigma

LEAN SIX SIGMA SPEED SPEED

STABILITY & ACCURACY STABILITY & ACCURACY

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SLIDE 19

Quality Cost Safety Delivery

Knowledge Transfer

Benefits

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SLIDE 20

Quality Cost Safety Delivery

Knowledge Transfer Hidden Benefits Responsibility & Accountability Development Self Confidence Recognition Motivation Team Work People

Benefits

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SLIDE 21

(Oct 2010) (Jun 2011) Original Status Current Status Variant

Absenteeism

5.1 % 3.5%

  • 31%

Overtime

1200 hrs av 900 hrs av

  • 25%

SIM’s Open

50 av 3 av

  • 94%

Graffiti reported

10 per week 50 per week +400%

Training

Not measured 100%

  • What Can You Expect?

Infrastructure - Track - Level 4

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SLIDE 22

Customer Satisfaction Monitor Survey October - December 2011

Metro Train's Customer Satisfaction:

Needs to be above 62.2 to earn CEPR bonus Need to hit and maintain 70% by 1 December 2014 (FA Sch 30)

63.2 63.3 64.6 63.5 66.0 67.7 60.2 60.9 62.9 63.3 65.7 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 Q2 2009 Q3 2009 Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010 Q1 2011 Q2 2011 Q3 2011 Q4 2011

CEPR Upper CEPR Lower Train Satisfaction On-Time Running Satisfaction