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High speed in Italy: The NTV case

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Paolo Ripa, COO of NTV, the first private high speed railway operator in the European Union, presents at the Quintiq World Tour in Rome.

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High speed in Italy: The NTV case

  1. 1. QUINTIQ WORLD TOUR Rail Executive Seminar High Speed in Italy: the NTV case Paolo Ripa, COO, NTV Rome, 20th March 2014
  2. 2. LIBERALIZATION IN ITALY The liberalization of domestic passenger rail services was introduced in Italy in 2001, anticipating the decision at European level. The decision by our Parliament was based on the belief that opening the market to competition was the best way of improving the quality and economics of rail transport in Italy.
  3. 3. MISSION •First private High Speed railway operator in the European Union •NTV’s objectives are to contribute: •to increase the demand for rail travel, which has low environmental impact and high energy efficiency •to make the most from the State’s massive investment in the High Speed network (≈€ 35 billion)
  4. 4. NTV SHAREHOLDERS 15 % 5% NUOVA FOURB Alberto Bombassei 1,5% RESET 2000 Sciarrone 20 % IMI INVESTIMENTI Intesa San Paolo 20 % SNCF/VFE-P-SA 5% MPD HOLDING Della Valle – Montezemolo – Punzo 33,5 % MAIS Isabella Seragnoli GENERALI FINANCIAL HOLDING FPC-FIS
  5. 5. KEY FIGURES •Total private investment of €1 billion. •Fleet of 25 Alstom AGV high-speed trains. •High-tech fleet maintenance plant in Nola (Napoli). •Ten-year agreement with RFI, the Italian railway infrastructure manager, for the purchase of capacity (value of €1 billion). •Overall employment generated: 2,000 jobs. •6,3 mln passengers in 2013 (23% market share).
  6. 6. NETWORK In service from April 2012 Trains/day: 52 Trains-km/year: 12 mln Demand by 2014: 8 mln pas. Market share by 2014: 25% TORINO MILANO VENEZIA PADOVA AAV-RE ROMA NAPOLI SALERNO FIRENZE RIMINI ANCONA
  7. 7. THE TRAIN: ITALO A UNIQUE COMBINATION OF SAFETY, PERFORMANCE, COMFORT AND ECO-SUSTAINABILITY
  8. 8. ITALO’S INTERIORS 3 AMBIENCES WITH 5 WAYS OF TRAVELLING
  9. 9. ON BOARD SERVICES FOOD & DRINK SERVICES INTERNET, TV LIVE AND CINEMA
  10. 10. A NEW WAY OF CARING EVERYTHING IS CLOSER WITH ITALO
  11. 11. QUINTIQ WORLD TOUR Rail Executive Seminar Italo: raising the bar for rail services Gianbattista La Rocca, Operations Director, NTV Federico Meda, Train Driver Manager, NTV Rome, 20th March 2014
  12. 12. Organization and processes have to be SAFE, LIGHT and TOTALLY INTEGRATED NTV targets: Guarantee the operation of High Speed railway services with the highest quality standards. Keep the costs under control, in particular all those related to the operation. COMPANY MISSION
  13. 13. Operational resources optimized based on the amount and typology of commercial services to be operated. Full outsourcing of the activities. Centralized coordination and management of the operation, with the support of advanced and customized IT systems. …supported by a unique and integrated supply chain optimally linking the single steps of the productive cycle and involving all the key suppliers and partners. COMPANY STRATEGY
  14. 14. TRAIN SERVICE SUPPLY CHAIN STRUCTURE PARKING DEPOT SHORT PARKING TRACKS DEPART. ARRIVAL TRACKS LINE DEPART. ARRIVAL TRACKS SHORT PARKING TRACKS PARKING DEPOT MAINT. DEPOT STATION STATION OPERATIONS CUSTOMER CARE CUSTOMER CARE OPERATIONS
  15. 15. OFFER CREW Timetable/slots Management Crew Management FLEET Fleet Management Maintenance Management OPERATION Operation Monitoring Operation Management NTV SUPPLIERS MAINTENANCE CLEANING TECHNICAL SUPPLYING COMMERCIAL SUPPLYING LOGISTIC INFRASTRUCTURE MANAGER SUPPLY CHAIN ORGANIZATION Actors and activities
  16. 16. Fleet operation planning Fleet operation monitoring and management 24h fleet state monitoring Fault management during the operation 24h fleet status monitoring Fault management during the operation Guarantee the availability of the RIGHT TRAIN, in the RIGHT PLACE, at the RIGHT TIME, maintained, cleaned and refilled for a commercial service FLEET MANAGEMENT Mission and tasks
  17. 17. FLEET MANAGEMENT Integration Controlling Room Recovery Plants Maintenance Plant FLEET MANAGEMENT Crew Management OPERATIONS MAINTENANCE, CLEANING AND REFILLING Fleet Management Help Desk Controlling Room Controlling Room Driver/Train Manager
  18. 18. 18 FLEET MANAGEMENT Performance management Maintenance Kilometric Interval Resource utilization KPIs are constantly monitored through Fleet & Crew Management System 98% Cleaning & Refilling Plan Compliance 100% Maintenance Plan Compliance Preventive & Corrective Maintenance Preventive Maintenance Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec May Jun Target: 7.500 Jul Aug Sept Oct Nov Dec
  19. 19. CREW MANAGEMENT 922 Operational Human Resources Guarantee a sustainable individual work life balance Cover of all the activities needed by the train schedule Set the right amount of resources on each train in each week day and situation Train Manager Train Specialist Hostess/ Steward Onboard Crew 500 resources on 3 depots Station Crew 200 resources on 13 depots Station Manager Station Specialist Hostess/ Steward Drivers and Plant Operators 170 resources on 6 depots Drivers Plant Operators Operation Management 52 resources Operational Managers/ Dispatchers/ Customer Operation Managers
  20. 20. CREW MANAGEMENT Mission and tasks •Monitor the respect of contract constraints during operations •Prevent critical situations •Evaluate possible swap solutions •Standard plan of Crew activities •Shift assignment to crew employees •Publication of Crew Monthly Shifts NTV LABOR CONTRACT TRAIN TIMETABLE CREW PLANNING Driver1 Driver2 Driver3 Driver4 Crew Diagrams
  21. 21. 21 The efficiency of NTV productive cycle is measured throughout KPI’s that represent how company resources are used Resource utilization KPIs are constantly monitored through Fleet & Crew Management System CREW MANAGEMENT Performance management Driver / Onboard Monthly Utilization
  22. 22. Drivers Fleet Onboard Crew Station Crew Integrated optimization guarantees a global balance on the whole NTV productive ecosystem Single resource optimization Single resource optimization Single resource optimization Single resource optimization Single resource optimization Nuovo Trasporto Viaggiatori Suppliers SUPPLY CHAIN PROCESS Horizontal integration Fleet & Crew Management System
  23. 23. •Resource planning (fleet, crew) derived from company strategic targets •Definition of company offer and service model structure •Definition of train sets standard plan (including maintenance, cleaning, refilling, etc.) •Publishing of Driver/ Onboard Crew shifts •Activation of stand-by resources in order to adapt to KPIs updates •Constant monitoring •Ensure service promise to customers •Minimize the impact of operations on monthly shifts •Isolate perturbations in order to avoid “domino” effects From years to train schedule From train schedule to monthly shifts From monthly shifts to daily operations Long Term Planning Operation management Middle/Short Term Planning Fleet & Crew Management System SUPPLY CHAIN PROCESS Vertical integration
  24. 24. SUPPLY CHAIN PROCESS IT System Integration Maintenances Daily Schedule Fleet Status HR Database Working Hours Absences Slots Train Run Information Operative Resources per Train Service MAINTENANCE Maintenance Management System HUMAN RESOURCES HR Payroll System Slots TIMETABLE PLANNING Timetable Database CONTROLLING ROOM Traffic Management System OPERATIVE PERSONNEL Mobile Workforce Web service Diagrams/Rosters Working Hours Absences Start/End Shift Check SUPPLIERS Web service Activities Progress Activities Daily Schedule
  25. 25. Fleet and Crew Management System TORINO MILANO VENEZIA PADOVA BOLOGNA ROMA NAPOLI SALERNO FIRENZE REGGIO EMILIA NOLA RIMINI ANCONA Fleet & Crew Management System is used by several actors distributed on the whole network covered by Italo services  Crew back office management unit Operational Unit Central Operations Controlling Room Maintenance depot and recovery plant units
  26. 26. RESULTS Operative performance 100% Regularity of service 96.0% Punctuality 11.522 train services 7.619.936 km Train x Km (production) 100% Train coverage by driver/crew Operative Performance 2013 Operative performance KPIs are constantly monitored in order to measure NTV supply chain effectiveness
  27. 27. …thank you for your kind attention

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