The highest number of service failures on the New York City Subway were due to the signaling system. Significant emphasis was placed on reducing train delays and improving the train service for all riders. 46% of all the delays were as a result of the failing signal equipment.
Following a Pareto analysis of circa 22,000 failures, JBA identified the top 5 failure categories; Track Circuits, Switches, Train Stops, Insulated Joints and Track Wires. Whilst some of the identified failures of the signaling system would be fixed by the introduction of planned new systems, such as Communications Based Train Control [CBTC], the long timescales for their introduction would not address the immediate needs to improve the service. In the short term, it was considered more effective and efficient to understand and improve the performance of the existing building blocks of the current signaling system. Furthermore, some of these components would not be replaced by any new technologies.
Historically unreliable locations were targeted for thorough maintenance intervention. Equipment refurbishment programs were managed and driven to reduce asset susceptibility to failure. Assets and the environment were brought to a good state of repair. Procedures, skills and tooling were improved to drive up the quality of routine maintenance of signal assets. Simple Work Processes [SWPs] and checklists were introduced for switches, train stops and track circuits, supported by appropriate training. Reliability focused training courses for switches and track circuits were set up, delivered to NYCT staff and subsequently handed over for internal delivery. Industry best practice solutions were implemented to eliminate common failure modes.These included:
"In my 35 years of working for New York City Transit, JBA are the first consultants who truly understood our business, implemented real change and delivered sustainable results."
Chief Electrical Officer
"It’s great working with a group of guys who not only know our business, they understand our problems."
General Superintendent – Engineering and Asset Planning
JBA achieved a reduction in planned and unplanned work hours between ship 1 and ship 2 in the structures area of 40-45% as opposed to the business expectations of 25%. This reduced the production time from 7 weeks to 4 weeks bringing the milestone payment back on schedule.
JBA set up a modern, state-of-the-art control centre that coordinated our response to incidents in service, failures and provided a route to short-term mitigations and long-term solutions to prevent re-occurrence. We also for once had a real time visibility of our resources and the competence of staff.
With the assistance of JBA, we managed to resolve recurring issues, resulting in reducing financial penalties to our customers by 3.6 million year on year.
Having the knowledge of what to do should a risk occur, as opposed to losing valuable time in crisis management proved invaluable in ensuring the Program was delivered on time and to budget - a fantastic system which we will continue to use.
The results go to show that JBA achieved their project brief very successfully...Excellent communication and involvement throughout the process.
In my 35 years of working for New York City Transit, JBA are the first consultants who truly understood our business, implemented real change and delivered sustainable results.
JBA were a valuable part of 2008 Formula 1 World Championship winning team.
The railway operator set a deadline to find a solution within 3 months. The solution was identified and implemented on the fleet within 6 weeks. JBA were able to integrate technical and organisational expertise to exceed customer expectations.
History in words
Initially to provide hands-on consultancy services primarily within the rail industry, the primary clients being London Underground (LUL), Network Rail, Metro trains Melbourne, Sydney Trains, Bombardier Transportation, Metronet Rail, BVT Surface Fleet and BAE Surface Ships , where a variety of roles were undertaken from interim operation management, supply chain management, engineering management to COO and Vice President of Operations Performance.
Currently JBA are working with various Rail Organizations in the US to devise methods of consultant support to improve their business performance. JBA Change Management Corporation (North America) was set up June 2017 to establish a firm base for all contracts in the US going forward and to provide a presence in the North American market.
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