1. Start with the idea that we can identify and model the operating environment
that will be affected by a new technology
Now, the railway already collects operating cost data under a number of ‘cost
categories’
Each cost category can be split into fixed and variable costs
For our ‘Operating Environment’ we chose to model wheel bearings
2. We combine the data in CORE®
CORE® is an Entity – Relationship – Attribute database. The slide shows the
outline schema
The important things to take from this slide are that Core® can:
•bring requirements, functions and components together to create an
integrated model;
3. This slide shows some of the functions extracted from the standards, linked
together into processes
The orange boxes describe the train inspection process that happens when a
warning is received from the infra-red detector
The yellow boxes describe the depot inspection process that follows a warning
The blue boxes describe the transfer payments process that follows a
warning: penalising those causing the problem, and compensating innocent
4. This slide shows what happens when RailBAM is introduced.
The red boxes show functions that are no longer required
5. A section of the project’s work investigates technological innovation processes
in the UK rail industry.
Since privatisation – 2 types of innovation process exist in the UK industry:
-competitive processes driven by private business motives and
needs/interests of individual firms
- collective processes where firms collaborate/work pre-competitively to
improve the operation of the system for all.
Privatisation introduced the competitive element into the operations sections
of the industry and into the supply industry. Our research shows that since
then the proportion of collective process has increased – in particular vehicle
procurement has seen a gradual move towards more collective approaches
6. Interviews were carried out with senior engineers across the rail industry to
investigate innovation processes and drivers since privatisation.
This diagram depicts some results, from this study, on the drivers of
innovation (in simplified form):
•The arrows represent a driver or influence between organisations
(Legislative drivers and safety/approvals processes were common to all and therefore
are not featured in this representation). Engineers reported
relationships/mechanisms which influenced their interests in technical
innovation.
•The bullet points in the boxes show the most mentioned performance
parameters that interviewees saw these companies as trying to
improve.
7. Interviews were carried out with senior engineers across the rail industry to
investigate innovation processes and drivers since privatisation.
This diagram depicts some results, from this study, on the drivers of
innovation (in simplified form):
•The arrows represent a driver or influence between organisations
(Legislative drivers and safety/approvals processes were common to all and therefore
are not featured in this representation). Engineers reported
relationships/mechanisms which influenced their interests in technical
innovation.
•The bullet points in the boxes show the most mentioned performance
parameters that interviewees saw these companies as trying to
improve.
