Transcript Diapositiva 1

Cristina Moya
Sebastián Ibañez
Federico Carbonell
Tomás García
HISTORY

FGV was founded in November 1986, following a
process of transferral to the Valencian Community
of the services that Ferrocarriles de Vía Estrecha
del Estado (FEVE) had been operating in its
territory.
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It’s FGV who operates and manages
METROVALENCIA railway lines and
complementary services.
HISTORY
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Before, a classic suburban network with
little influence in urban traffic
movements.
1988: first underground section of the
network was opened
1994: Line 4 tramline went into
operation. Became a pioneer in Spain in
reintroducing this mean of transport.
HISTORY
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During the following years constant
process of change, growing and
modernization.
Nowadays big project with line 2.
Future
• Line1 :(modernization)
• Line 7 : Metroribera
• Line 8 : l’Horta Sud
SECTOR
SERVICES !!!
Public corporation with its own
independent legal status, subject to
private law, and enjoys organisational
autonomy with private assets and full
capacity to carry out its goals
SIZE
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FGV has 1700 workers including
Valencia and Alicante.
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From mechanical staff to engineers and
managers
ORGANIZATIONAL STRUCTURE:
LOCATION
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Sede Social - Valencia Sud
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Headquarters Building of Ferrocarrils de la
Generalitat Valenciana
•
Central Command Post
•
Workshops of Train Line 1
OUR VISIT TO METROVALENCIA HEADQUARTERS
WORKING ON IT…
OUR VISIT TO METROVALENCIA HEADQUARTERS
ALWAYS ON ALERT!!!
LOCATION
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Machado repair shops
Develop work repair and maintenance in
units 3900 to serve the Lines 3 and 5
Valencia Metro.
LOCATION
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Naranjos repair shops
Give accommodation and develop repair
work and maintenance of trams of the
Line 4.
Sevices of FGV in Valencia
Primary Services:
 Underground lines 1,3 and 5
 Tram lines 4 and 6
Secondary or add value services:
Principally focused on the corporative image and marketing
Linea 0
Nano metro
Metro Club
Bici metro
Fdsmn familiar
Metro rutas
Online services
e-commerce
B2B?
What are the common points??
Online auctions?
B2C??
Online catalogues?
E-COMMERCE BENEFITS
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Information available 24/7 for everyone with
internet access.
Helps the costumers to decide their means of
transport and take the underground as their
first option.
Quick update of special events.
Comprehensive information on
schedules, strikes, new routes,
reforms...
E-COMMERCE LIMITATIONS
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Their web platform is basically to provide
information.
Does not offer sale of services like the
possibility of buying tickets on-line or a
new travel card recharged with on-line
transfers.
Route planner
Timetables
Fares
Does not offer
an online
service to buy
tickets, but it
gives you all the
fares
information
Client Service
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The aim of this facility is to provide Metrovalencia
customers with all the information they need about:
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Timetables
Fares
Integration plan
Lost and found
Comments and suggestions
Places of interest and events
Administration on personal ID cards
Payment and issues relating to the purchase of tickets from
automatic vending machines
...
10 OM Decisions
Maintenance
Maintenance of mobile units
Preventive tasks:
Corrective tasks:
Outside washing, painting, turn of the wheels…
Punctual unexpected breakdowns or failures
Maintenance of physical installations
Preventive tasks:
Corrective tasks:
Periodical controls, Cleaning of the installations
Punctual unexpected failures
Important to have a good telemetrical system (huge extensions)
10 OM Decisions
Human resource and job design
Need of very specialized knowledge:
Workers are formed by the company
 Empowerment of workers easier to shape an old worker in a more
complicated work then to form a new one
Laboral absenteeism :
 incentive systems
Quality
Quality department depends directly on the main manager :
Lines 3 and 5 have the AENOR ISO 9001
For FGV punctuality and security are very important
10 OM Decisions
Scheduling
Important to synchronize train services and
workers
People working 24 hours a day and every day of the year
 at least four controllers at the command post
Location selection
Garages and train parking lots don’t have to bee together but
it is recommended
Two conditions:
They need big land extensions
They should be at the beginning of one line
10 OM Decisions
Layout design
Garages and train parking:
Need big extensions
Directly connected to the store
Central offices:
Well illuminated
Separeted of the res of the buildings
Command post:
Post chief has to have a global view of the three control
departures
OUR VISIT TO METROVALENCIA HEADQUARTERS
Command post
10 OM Decisions
Supply-chain management
Many decisions in FGV have to be done with a long term vision
 Important to have good forecast of the passengers evolution.
In a short term: need of new pieces in the periodical checks or possible
breakdowns
Inventory
Great variety and number of spare parts
 inventories are automated by computer
10 OM Decisions
Goods & service design
The big service design decisions, like the design of a new tram line,
are taken by the Conselleria. FGV can only design secondary services
or add value services.
Process & capacity design
Precesses are not design to be benefitarian
FGV earns only a 55% of the processes costs
Main costs in human resources and energy
Desing of a new product
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Weekend night underground train
House of quality
Customer requirements:
•Frecuency
•Punctuality
•Speed
•Security (in terms of the “thiefs” and of the service itself)
•Comfort
House of Quality (II)
Techical requirements:
 Number of trains
 Number of wagon per train
 Capacity of seated passengers by wagon
 Total passenger capacity per wagon
 Number of stations per line
 Meets European standards
 Number of security elements per station (such
as cameras, guards, etc…)
 Average time of detention per station
 Condition of the tracks
Demand
Overall relation between the number of
passengers that use the metro in a certain
period of time and the origin-destination they
have.
The demand is determined then by:
•Population
•Distance
•Price
•Frequency
•Time of travel
•Type of service
•Induced demand (direct consecuence of the appearence of a new
competitor)
Reason of the trip
Metro
Unit: percentage
Source: Study by FGV
Tramway
Usage of the metro by age
Metro
Socio-economical analysis
Tramway
Previous study for demand
forecasting
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Three methods:
• Compare with figures obtained in the night
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service offered by EMT
Analyze the number of passengers that uses
the service in the last 3 hours before it closes
Ask the users using a survey
Negative results
Demand forecasting: Method
proposed
Stationarity coefficient: Temporal unit determined
by the coefficient between the demand of a
given unit and the unitary average demand.
Examples:
Per Month = (demand month i)/(average monthly demand)*
Per Week = (demand week i)/(average weekly demand)*
Per Day = (demand day i)/(average daily demand)*
Per Hour = (demand hour i)/(average demand per hour)*
*annual
Stationarity coefficient (II)
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Work
1,01
1,11
1,19
0,97
1,14
1,19
0,81
0,41
0,96
1,29
1,15
0,77
Vacations
0,64
0,20
0,43
1,59
0,67
0,86
1,95
2,55
1,29
1,20
0,23
0,39
Personals
1,13
0,78
0,84
1,14
0,97
0,89
1,12
1,09
0,99
0,95
0,70
1,40
Method proposed
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Use the same stationary coefficients per month but
applied only for nights, that means consider less users
and reduce the average of the coefficient.
Find an appropriate decrease rate (%) for the quantity of
passengers using the service in the night in terms of the
numbers registered in the day, and given by the
best/worse two or three results observed.
Establish an average frequency for the night service and
change this in function of the stationary coefficient, like
this:
Usage of metro Valencia per hour
Better cases
Worse cases
Decrease rates: What percentage of the number of the daily
passengers will travel by night. Two rates yo have a “mistake margin”.
3 better/worse -> 5%
2 better/worse -> 2,17%
Unit: thousands
Demand Forecasting
Important points
Here we expose some points we think are important and
haven't been taken in consideration in previous studies:
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Consider new potential clients, people that do not use the metro usually
(specially people that owns a car but doesn't drive at night if they consume
alcohol).
Focus the study only on weekends.
Work in combination with EMT
Restrict the service to certain areas
Vary the frequency as we exposed before
Cash flow with high discount rate and different train/tram frequencies
Make a decision tree with previously calculated probabilities, and
considerating the costs of deaths in other means of transport.
Make a trial period
THE END
Any
questions??
No??
So answer us!
OUR VISIT TO METROVALENCIA HEADQUARTERS