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 daily journeys
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
Longer-term performancePatronage growth vs on time reliability
100
125
150
175
200
225
250Sep-03
Mar-04
Sep-04
Mar-05
Sep-05
Mar-06
Sep-06
Mar-07
Sep-07
Mar-08
Sep-08
Mar-09
Sep-09
Mar-10
Sep-10
Mar-11
Sep-11
Jan-12
Mill
ion
trips
/ a
nnum
75
80
85
90
95
100
Ser
vice
s de
liver
ed to
04:
59 m
ins
Late Trains by Responsibility Classification
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
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%
Longer-term performancePatronage growth vs on time reliability
100
125
150
175
200
225
250Sep-03
Mar-04
Sep-04
Mar-05
Sep-05
Mar-06
Sep-06
Mar-07
Sep-07
Mar-08
Sep-08
Mar-09
Sep-09
Mar-10
Sep-10
Mar-11
Sep-11
Jan-12
Mill
ion
trips
/ a
nnum
75
80
85
90
95
100
Ser
vice
s de
liver
ed to
04:
59 m
ins
Balanced Scorecard Cascade
Balanced Scorecard
Vis
ualis
atio
n, E
scal
atio
n, P
olic
y D
eplo
ymen
t, In
form
atio
n F
low
s B
oth
Way
s
� 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
Visualisation management
Visualisation management
Visualisation management
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
In PlaceThe Roll Out to Date
In Place
Level 1
Level 2
Level 3
Level 4
Level 5
OperationsRolling Stock
Infrastructure Projects HR
AO
SecurityDrivers StationsMetrol Maint R-bility HR H&S P&COpsRGP Finance TBC TBCTBC
X5 X10 X2 Sig EN Track OCS S&F PlanningComm
TBC
Level 1 COO
OperationsRolling Stock
Infrastructure Projects HR
AO
SecurityDrivers StationsMetrol Maint R-bility HR H&S P&COpsRGP Finance TBC TBCTBC
X5 X1 X5 Sig EN Track OCS S&F PlanningComm
TBCX11
X2
TBC
ITC Commercial
The Roll Out to Date
Lean Six Sigma
LEAN SIX SIGMA
SPEEDSPEEDSTABILITY &
ACCURACY
STABILITY &
ACCURACY
Quality
Cost
Safety
Delivery
Knowledge Transfer
Benefits
Quality
Cost
Safety
Delivery
Knowledge Transfer
Hidden Benefits
Responsibility & Accountability
Development
Self Confidence
Recognition
Motivation
Team Work
People
Benefits
(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
Customer Satisfaction Monitor SurveyOctober - 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
60.260.9
62.963.3
65.7
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
Q22009
Q32009
Q42009
Q12010
Q22010
Q32010
Q42010
Q12011
Q22011
Q32011
Q42011
CEPR Upper
CEPR Lower
TrainSatisfaction
On-TimeRunningSatisfaction
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