VICERS PROJECT:A Major Safety Initiative

The objectives are to install VICERS on trains within the agreed parameters, being:

• Nomorethan2sixcarconsistsoutofserviceatanygiventime.

• UnitsfittedwithVICERSwithinatwodayturn-around(subjecttoachievingtheFitforInstallCertificate).

• Makeefficientandeffectiveuseof‘TestDriver’Crew.

• VICERSinstalledattheBrightonBeachSiding.

• TrainstestedandcertifiedFitforServicewithVICERSisolated,priortoreturnintoservice.

ObjectiveCaravel Group, was engaged by the Victorian Department ofInfrastructure(DOI)andConnex,toprojectmanagetheinstallationofaVigilanceandEventRecorderSafetySystem(VICERS)onallsuburbantrains.Caravelwasselectedfortheirexpertiseandproventrackrecordintherailindustry,havingsuccessfullydeliveredsimilartechnicalandsafetyorientatedprojects.

The installation ofVICERS required train units to be taken fromserviceanddeliveredtotheinstallationsite(BrightonBeachSiding)for fit-out, testing and return to service. This process althoughappearingstraightforward,wasimmenselycomplex,presentinghighlevels of difficulty and numerous constraints. Taking units out ofserviceforanyperiodoftime(nomatterhowshort)isaconsiderablechallengeinaculturedrivenbyan‘on-time’runningrequirement.

Withdetailedanalysis,planning,muchstrategisingandnegotiating,theCaravelProjectTeamsuccessfullycraftedandimplementedaplanaddressingthelogisticsofhowtoidentify,selectandtransferatrain.Beingheavilydependentonhumanintervention,theprocessrequiredclose oversight andmicro-management to ensure that at any givenpoint itdidn’t faildue to lackof visibilityorpriority. TheProjectwas successfully able to ensure that trainsmoved in andoutof theinstallation site in a timely and safemanner whilst simultaneouslybeingabletoboastanexceptionalqualityrecord.

AbstractVolume 1, Issue 2 20 January 2009

Notwithstanding all the constraints and dependencies the mostsignificantachievementsoftheinstallationprogramwere:• Achieved industry best practicewith respect to the number of

trainsoutofserviceforprojectuse(2x6carconsists)atanygiventime.

• Installationtimereducedfrom40daysper6carconsisttotwodaysper6carconsist–atimereductionof38daysperconsist.Intotal4cabsper6carconsistwerefittedoutwithVICERS.Asumtotalof260cabs,whichcouldhavetakenanextra2,470days!

• Productiontimereducedtoanaverageof1dayper6carconsist(usingthetworoadfacility,provided)over10shiftsperweek(2x8hourshiftsover5daysperweek).Facilitieswereestablishedtocaterfora24/7workingenvironment,ifsorequired,subjecttoEPAconsiderations.

• Installationactivitiesoperatingwithin theprescribed two-trainlimitwithonlyanoccasionalthirdtrainrequired.Thisessentiallymeantthatnomorethantwotrainsweretakenoutofservice,fortheVICERSProjectatanyonetime;thisissignificantlylessthantheoriginal5trains forecastedbyTrainOperationsduringtheinitialplanningphase.

Achievements• All trains pre-cabled, meaning that trains were pre-cabled at

thenewBBHSidinginstallationsiteinreadinessfortheactualVICERS Electronic Control Unit to be installed at BBH orelsewhereasneeded(usingaretrofitprogram).

• Levelofdefectsidentifiedpost-fitmentwereabsolutelyminimalto the point that none were identified until after the midwaypoint. This was testament to the strength of the qualitymanagementsystemsputinplaceandthepeopleinvolved.TheVICERSProjectexcelledincontrastwithotherprojectsthatdidnotputsuchrigorousqualitystandardsinplace.Suchstringenttestingresultedinminimalimpactonthedaytodayrunningofthenetworkoutsideof theproject, resulting in anew industrybest practice performance being established by the VICERSProjectforqualitycontrol.

• On-going installation process improvements continued with amindsetandcultureestablishedthat‘every15minutescounts’.

• FaiveleyTransport, theRTBU,EDIRail andUMTLall shareequal responsibility at every interfacewith the train, to ensurequalityisachievedandmaintained.

• A fullwork crew (complicatedby the fact that thebulkof thecrewhadlittleornopriorrailwayexperience),wasup-skilledinthesafeworkingrequirementsandobligationsasdirectlyrelatedtoworkandworkersinandaroundtherailcorridor.

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Thereareanumberofdifferenttraintypesoperatinginthenetwork.InthecaseoftheComengfleetthereare7variants,whichwere,foraperiodoftime,separatedintoNorthandSouthfleetgroupings,wheretheyunderwentsignificantlydifferentmodifications.Thereafterthetrainswouldattractdifferentdefectsovertheir25-30yearlifetimeandbereturnedtoserviceinslightlydifferentconfigurations.

In effect very few trains were actually alike in every respect.Thispresented significant challenges to the project, as the installationprogrammesoughttomaximiseefficienciesbycreatingaproductionline–likefacility.

NB:ImagesbelowareofvariouscabsincludingComengvarients.

Seen One Train, Seen Them All?

TheVICERSProjectwasachallengingprogrammeofworks,inthatitrequiredCaravelastheProjectDeliveryTeam,tofacilitatetheendto end program between a number of different key stakeholders,allofwhomhadtheirownexpectations,requirementsandbusinessdrivers.

ToachieveinstallationofVICERSontrains,theProjectwasrequiredto facilitate the identification, selection, transfer, installation andreturnofthetraintoservice.Thisprocessfromaplanningperspectiverequired:• Identificationofproposedunits• GenerationofappropriaterunsviaTrainCirculars• GenerationofdriverrosterstocorrespondwiththeCirculars• Documentationofagreedprocesses

Overview• Publicationofcommunicationprocessesandprotocols• Publicationofescalationplan

Fromanexecutionperspective,thefollowingwasrequired:• Adherencetoprocessesandprotocols• Escalationofissuesincludingqualitycontrolandexecution

ofallprocesses.• Communicationofexecution• Reporting.

TosupportthistheprojectdevelopedadetailedTrainLogisticsManagement Plan (TLMP) which served as the overarchingblueprintforprojectstrainmovements.

AkeyrequirementoftheTrainLogisticsManagementPlan(TLMP)was to address logistical constraints. The number one constraintplacedontheprojectwasthemaximumquotaoftwosix-carconsistsallocated(totheproject)atanyonepoint.Therewereanumberofotherknownconstraintsincapturingandtransferringtrainsacrossthenetworkthattheprojectneededtobecognizantof,andplanfor,whichincluded:• Unitallocationconstraintspertainingto‘North’and‘South’unit

managementrequirements.Thiswasatemporaryconstraintthatwas only due to affect the commencement of the program andwouldsoonafterberemoved.

• Trainaccess conflictwithotherprojects (conflicting schedulingand procurement). Advance scheduling, and constant liaisonwithPassengerFleetMaintenanceandNetworkOperationswasessentialtomitigateagainstthispotentialissue.

• Driver availability to meet the project circulars. To addressthis constraint a specific ‘TestDriver’Crewwas identified andallocated to theproject.However limitationof driver resourcesper this roster also created potential issues with restrictions totrainmovementsduetorelianceonqualifiedcrew.

• Preparation of Circulars (potentially a daily requirement) toensure units requiring VICERS installation were delivered asrequired.This constraint was resource-dependent and, so longas advanced planning and dedicated resources existed, it wasmanageable.

• Trainmaintenancerequirementsrestrictingallocationofrequiredunit for installation. To address this constraint, requirementscouldn’tbemadeforaspecificconsistbutratherforanyoneofanumberofconsists.Duringthetailendofinstallation,negotiationandadvancedplanningbecamecritical.

• Network related activities that affected the route (plannedand unplanned) including track occupations (as identified anddocumented by the Timetables group). Awareness of plannedactivitiesandon-goingcommunicationwithNetworkOperationswasessentialinmanagingthisconstraint.

• Fixedproductioncapacityduetoprojectcommissioningprogram(limitedorno‘catchup’opportunities).

• Tail-endof the installationprogram,whereby residualunits aredifficulttolocateanddifficulttodeliver,affectingtimelyaccesstotheremainingunitsforfitout.Planningandtrainconfigurationmanagement was essential to ensure that trains requiringinstallation ofVICERSwere tagged early and kept ‘in sight’ toensurethattheywerenotlostinthesystemand/orwithdrawnforotherpurposes.

• Train ‘condition’ on arrival at installation site.The possibilityexiststhattherewillbeend-ofrunfaults.DependingontheFMPfault classification (FaultManagement Protocol) the trainmayneedtobereturnedandreplaced.

• A nominal precedent exists which provides for Drivers toundertake full ‘fit for service’ testing post modifications andupgrades.Thisposedaconstraintontheprojectwhichneededtobeaddressedbasedonscientificgroundstoensurethatonlytestsnecessaryfromasafetyperspectiveandbeneficialtosupportingthetestingprocesswereincluded.Tothisend,extensiveconsultationoccurredwiththeRTBU.

• Train logistical constraints relating to occupation requirementsforSpencerStandtheFairfaxupgrade.Thesesoccupationsranforaperiodof19monthsandresultedintrackclosuresfrom2100to0415eachday.Toaddressthisconstrainttheprojectneededtoensurethatunits‘tagged’forVICERSinstallweremovedthroughthis sectionprior to2100oralternatively traversedacrossotherareasofthenetworkwhichwerenotoccupied.

• Driverrosteringconstraintspresentedwithrespecttotheraisedroadmodification atBBHSiding. The raised road,meant thatdrivers required ‘new road knowledge’, and as such, training(orientation)tothisendwasdelivered.

• Driverresourcesarescarceandpresentedarosteringissuewheretransfersneededtooccuratperiodsoflowresourcing(i.e.lateintotheeveningandearlymorning). ThisconstraintwasaddressedthroughongoingconsultationwiththeRTBUtoensurepassiveresistancecouldbeaverted.

• Specialeventrequirementsaffectingresourceavailability(driversandtrains).

• Automatic Spring Park Brake (ASPB) project impacts andmitigationeffects.

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Toensuretrainmovementsoccurredandinstallationwasachievableanumberof factorsneeded to come together. TheTLMP soughttoaddressthesebyspecifyingthekeycriteria fortrainmovements.Inlightoftheaforementionedconstraints,thecriteriarequiredthat:

• Unitsneededtobedeliveredasperthecirculars.

• Driversneededtoberosteredtomoveunitsasperthecirculars.

• Driversneededtobetrainedandcertifiedcompetenttooperatetrains to the installation site. Training related to raised roadoperationsandothersitespecificprotocols formovingtrains inandoutoftheBrightonBeachSiding.

• Installation needed to occur as per the defined timeframesallowingunitstobeturnedaroundwithoutdelay.

• Unitsneededtobeavailablefromanydepotatanygiventime(i.e.norestrictionstowhereunitscanbeobtainedfrom.)

• Unitsneededtoarrivein‘fitforinstallation’conditionmeaningthere are no FMP codes (maintenance underway/outstanding)withtheexceptionofminorfaultswhichhavea35dayrunperiod(endofrunfaults).

• Unitstobereturnedin‘fitforservice’conditionexceptingexistingendofrunfaults.

Key Criteria for Train Movements

How OTR Manifests as an Operational Delivery RiskA key train delivery risk that posed a constant threat for theproject was the OTR requirement. OTR creates constraints onunit availability for installation purposes (i.e. all units required tosupplementthefleettomeetOTR).

Although technically, this OTR constraint was negated by theprojectobtainingawaiverfromtheDOIenablingtheProjecttohaveaccessto2six-carconsistsforinstallationpurposesandremovinganypenaltiesthatthissetutilizationapproachcouldincurforConnex.However,evenwiththewaiverinplacetheprojectfacedconstraintsfrom a behavioural (culture and mentality) perspective, wherebyinstinct would lead to trains being held back rather than handedoverforinstallationpurposes.Thisissuewastreatedthroughongoingcommunication, promoting the agreements and project objectivesandsafetybenefits.

Capping On-Time Running (OTR) at the Network Average Due to the removal of units out from service for the purposes ofVICERS installation, the project placed a constraint on Connex’capacitytomeetits‘OnTimeRunning’deliverable.Atthetimeoftheprogrammecommencing,OTRwasapproximately93-94%.Thiswas likelytodropduetotherequirementfortrainstobeallocatedtotheprojectratherthanbeing‘in-service’.ItwasexpectedinlightoftheabovethattheprojectwouldonlybeabletodelivertrainsataratenobetterthanthenetworkOTR.Forplanningpurposesarateof90%wasallowedfor.

Risk Management of Train Logistics To address the risks associated with the logistical planning andmanagementoftrainmovementsforinstallationpurposes,theprojectdevelopedaTrainLogisticsRiskManagementPlan.ThisplanwasasubsectionoftheTLMPandsoughttoaddresstheplanningofunitexchangesandtheimplementationrisksassociatedwiththeTLMP.

Maximising the Transfer WindowToreducetheimpactofresourcesanddemandsoftheprojectonthebusiness,transferwindowsfortrainmovementsweresetatspecifictimes(outsideofpeakandotherhightraffictimes).Thiswasdonewithanexpectationthat theorganization’sability todeliver trainswouldstayinthetargetrangeofgreaterthan90%.

Train Availability and Delivery ConsiderationsTheprojectpredicatedunitavailabilityontheassumptionthatfactorssuch as special events, occupations and driver roster requirementswerefullyconsideredintheTLMPinordertomeettheinstallationphasescheduleoftheproject.

Assuch,theprojectalsorecognizedthatunitavailabilityanddeliveryconsiderationsneeded to factor in a requirement forFleetControlinconjunctionwithUMTLtotakestepstoensurethatsetswhicharrivedatBBHSidingdidnot:

• AlreadyhaveVICERSfitted;or

• Have maintenance faults which would prevent the successfulinstallationofVICERS.

Creating a Window for Production ‘Catch-Up’Given the number of considerations and constraints imposed onthe project, it was prudent to ensure that some flexibility in theinstallationschedulewasafforded.AssuchabufferwasbuiltintotheprogrammeandtheTMLPwhichallowedcatch-uptooccurduringrestrictedtimetableoperations(suchasChristmas).

Thisbuffertechnicallyofferedthesupplieranopportunitytorecouplost time resulting from fleet unavailability during the scheduledprogram. Although the costof resourcingduring suchperioddidpresentamoderatingfactor.

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Essentially, a provision has existed on other fleet upgrade/modification projects whereby drivers are involved in conductingpre-commissioningchecksonunitspriortotheirreturntoservice.

HowevertheVICERSprojectwasauniqueprojectinthesensethatalthough units were being fitted with VICERS, the systemwouldremain isolated post installation and would not be commissioneduntilotherrelatedandinterdependentworkstreamswerecompleted.Assuchthematteroftesting ingeneralwasaddressedthroughtheMasterTestStrategyPlanandtheresultingsubordinateplanscreatedinaccordancewiththismasterplan.

Theprojectproposedthatacontinuumoftestsbasedonscientificandengineeringprinciplesbeemployed,whichwouldfarbetteraddressthe need and safety concerns than those demanded or previouslyutilized.

Testingwasaddressedwiththedriverrepresentativesworkingparty.Separateagreementswereobtainedwithregardtotheextentofthepre-commissioningchecksand, specifically, the timeatwhich suchcheckswouldbeconducted.

Instead,asequenceofdriverpreparationactivitiesassociatedwiththeinstallationworkswasdevelopedandcarriedoutpriortounitsfittedwithVICERSbeingreturnedtoservice.

Managing Expectations

When Selection MattersFleetMaintenanceandFleetControlwere required toundertakea pre-selection check on units to ensure that those selected fortransfertotheVICERSprojectmetthecriteriasetbytheproject.Thecriteriaessentiallyrequiredthattheunitwascheckedfor:

• Status(i.e.ensureithadn’talreadybeenfittedwithVICERS)

and

• Defects

Establishing a Transfer ProtocolThe transfer protocol established made certain that a transferwindow was utilized and that checks occurred pre and postinstallationtoensurethatonlytheunitssuitableforinstallandsafetoreturnbackintoserviceweretransferred.

Handover from SupplierTheSupplierandUMTLconductedaHandoverCheckofthetrainpostthesupplierstaticandpseudodynamictestingoftheunit.TheHandoverCheckwasdocumentedbytheSupplierandsignedoffbybothparties.UMTLultimatelyhadtheresponsibilityforensuringthatthecheckwasconsistentwithanyotherhandoverchecksandmetinternalstandards,qualityandsafetyrequirements.

Once a unit was delivered to BBH Siding for installation it wasrequired to undergo a ‘fit for installation check’ (undertaken atBBHSidingbyUMTL).TheFitforInstallationcheckcertifiesthataunitisfreeofdefectsthatcouldimpactinstallationoftheVICERSsystem.UMTLconductedthefitforinstallationcheck,andiftheunitdidnotpass the test the trainwouldnotbe acceptedby thesupplier. Installation commenced once the Fit for InstallationCertificatewasissued.

Ifaunitisfoundtobedefectiveand/orhaveadefectivesubsystemwhich infers that the installationcouldnot successfullyoccur theunitwasloggedasdefective.AdefectnoticewasissuedbyUMTLand the VICERS Project Manager Operations advised of thedefect.AnescalationprocesswasestablishedtoensurethattheunitcouldbereturnedtoaMaintenanceDepotandareplacementunittransferredatthenextavailablewindow.

Fit for Installation Check

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Duetothetechnicalnatureofthetransferprocessandtheproceduralstepswhichneededtobeadheredtoensuretheprocessdidnotbreakdown,onlya selectnumberofdriverswereutilizedby theproject.Thegroupwereknownas‘TestDrivers’.Testdriversweredriversonaseparaterosterspecificallyforprojectandotherspecialduties.ThesedriverswererequiredtobetrainedonrequirementassociatedwiththeVICERSprojectsuchas:• Newroadknowledge(forraisedroadsintoBBHSiding).• TransferProtocol(liaisonwithTCAO,Signaller,FleetControl,

UMTLetc).• DriverPreparationrequirements(VICERSisolated).• Driverrequiredtoknowhowtocheckmanualpoints(andchange

totherightpositionifrequired)onarrivalanddepartureatBBHSiding.ThisneededtobecarriedoutbyaLevel3CertifiedSafeWorker.

• AwareofSiteProceduresincludingliaisonwithSiteSupervisor,Level3CertifiedSafeWorkers,Supplier InstallationCrewandUMTL.

Following thehandoverof the train from theSupplier toUMTL,the trainsmust be checked and certifieddefect free (or acceptable35dayrundefectsasperoriginalclearance)suchthatthetraincansuccessfullyperformatestrun.

UMTLconductedtheFitforReturntoServicecheckandthetrainwouldnotbe acceptedby thedriver if it doesnotpass theFit forReturntoServicecheck.

Fit for Return to Service

Fit for Service CertificateUnitswerenotreleasedfromtheinstallsiteuntila‘FitforService,certificatewasissuedinrespecttotheVICERSinstallationworks.

Once the certificatewas issued from the installation site and theunits that were being fitted with VICERS release operations,anotherunitwouldbereleasedtotheprojectandtransferredtotheinstallationsite.

Duetothecomplexnatureofthisprojectthemonitoringandreportingassociatedwiththeprogrammewereofcriticalimportance.

Daily reportingwas essential and needed to be completed and theProjectManagerOperations(VICERSProject)keptinformedoftheprogressofthetransfers,andtheunitnumbersoftrainsfittedwithVICERS(asperthetrainmodificationrecord).

A core report used to identify and allocate units for VICERSinstallationwastheDailyOrderSheet,whichwassupplementedwithaVICERSTrainModificationRecord.Thesetwodocumentsformedtheconfigurationbaselinerecord.

The Project was responsible for maintaining a central VICERSmodificationregister(IDbyunitnumber).

AnydeviationsfromtheagreedprotocolsandcircularsneededtobenotifiedtotheVICERSProjectassoonaspracticable(i.e.priortoadecisionbeingmadeoractiontaken).

Monitoring and Reporting

Establishing a Driver ProtocolTheDriverswererequiredtofollowspecifictraindeliveryprotocoltoensure that the logistical transferprocessdidnotbreakdownatanypoint.As trainswere required to be checkedpre andpost theinstallation,with thepotential that aunit couldbe rejected at anypointintheprocess,itwasessentialforadrivertoremainwiththetrainthroughoutthetestingprocess.

Anumberofdifferentoperationalareaswereengagedtofacilitatethisprocessandensurethatcommunicationdidnotbreakdown.

Test Driver Training

Priortoreturningatraintoservice,theTestDriverwasrequiredtoundertake the usualDriver Preparation (Driver prep) of the train.TheVICERSunitwasleftisolatedintheunitandafullprepwouldoccur.IfthetrainfailedtheprepforanyreasonotherthanVICERS,theusualprocessforfailedunitswouldbeadheredto.IfaVICERSrelatedfaultwasdetectedthetrainwouldbereturnedtoUMTLandtheSupplierforretestingandactionasrequired.

Driver Preparation of Units

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Conducting Static & Dynamic TestingOnceVICERSwas installedontheunit theSupplierwasrequiredto undertake static testing. Testing was completed at the BBHSidingperthetestingplansandchecklistspreparedbytheSupplierinconsultationwithUMTLandtheVICERSProject.

Ofparticularinterestwasthefactthattheprojectaddressedalongstandingprecedentinwhichthe“rule”wasthatifthetrain’sbrakesweremodified in anyway at all then a full curve brake testwouldbe performed. Such a test required a major set-up exercise, tookconsiderable time to perform and consumed significant driver andtechnicalresources.

Theprojectperformedafullsafetyriskassessmenttodeterminewhat

wasrequiredusinglogic,scienceandengineeringdiscipline.Further,notingthepotentialindustrialsensitivityofthematterindependentbrakeexpertsandafacilitatorwereusedtoensurewearrivedattherightresultwithoutbiasfromtheproject.ThisresultedinamajorwininwhichspecialAandBtypelimiteddynamictestingwasrequiredbeyondtheStatictests.WithdefectivetrainseitherbeingreturnedtoBBHifaVICERSfaultswasdetected,ortoWestallifothertraindefectswereidentifiedoutsideoftheprojectwork.

Dynamictestingwasundertakenbytestdriversinaccordancewithagreed test scripts in controlled environments with all the relevant approvalssought.

Accordingly,inadditiontotheSafetyRiskAssessmentmeetingsandtheOH&SandUnionConsultation series ofmeetings conductedas part of the BBHUpgrade, there was another parallel series ofmeetings involvingtheNetworkSafetyandOH&SrepresentativesfromConnex,UMTL, ElectricalControl (Electrol), the Supplier,andMainco,inordertodevelopasynchronizedsetofSafeWorkingMethod Statements (SMWS) and Safe Working Instructions(SWIs).FromtheSupplier’sperspective,theoverarchingdocumentresided with Connex, but a large number of other factors, e.g.Networksafety,electrical,signalling,fleetmanagement,etchadtobeconsideredtomanagethefollowingscenarios:

ForConnex:• Level 3 Safe-working Co-ordinator unlocking the site and

departingorarrivingtrain.

ForUMTL:• FitforInstallationCheck4a• FitforServiceCheck4b

ForSupplier:• PreparationofSiteforTrainDelivery• WorkonTrainwithOverheadPowerDe-energised• WorkonTrainwithOverheadPowerEnergised• FitforInstallation• TestVICERSInstallation• SiteEvacuation• Service&RepairProcedure

InstallationofVICERSonunits required significantplanningandconsultationwiththevariousmaintenanceandoperationsgroupsinConnex aswell as theSupplier, externalMaintenanceGroups andtheDepartmentofInfrastructure.

Theprocesswas resource intensive and required extensive supportalongthewaytoensure thatbreakdownsatanyonepointdidnotinadvertently bring the programme to a stand-still. Due to the

complexnatureoftheorganisationandtrainoperationsatlarge,theplanningprocessrequiredin-depthunderstandingoftherailsystem,networkoperations,fleetmaintenanceandcrew.

An effort as large and complicated as this project could not beachievedwithoutasoundunderstandingofthedaytodayrunningofa railorganisation, theconstraints, conflictingprioritiesandtheunforgivingoperationaldemandsofthegeneralpublic.

Final Word

Operational Site Safety for Installation

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