Descuartizamiento de Tupak Katari como un hecho significativo

4.2.1 Clear Responsibilities, Authorities and Accountabilities for Decisions

4:17 This would require:

a. Clearly defined and consistently applied objectives and criteria for optimisation of performance, risk and cost.

Note - ‘Performance’ (above) relates to

achieving objectives (which may be expressed in terms of operational, safety, environmental, reputational and

financial/revenue considerations). ‘Risk’ relates to uncertainty around achievement of any of the objectives, each requiring tolerability criteria.

b. Responsibilities and accountabilities appropriately devolved to facilitate local decision making within a wider framework. c. Improved industry collaboration arrangements

to make decisions within available budgets, e.g. TOC engagement with route and rolling stock strategies.

d. Suitably qualified, competent and empowered people across infrastructure/rolling stock/operations.

Network Rail

The infrastructure is now organised around 9 operational routes (Kent, LNE, etc) with associated Route Asset Management Teams holding budget responsibility. This is intended to align technical accountability (output performance / risk) and financial responsibility. The network has been further organised into 305 manageable route sections (typically 100 route km between key junction nodes and with similar traffic types and technical parameters) in order to develop the ability to trade-off asset expenditure across asset families and operate maintenance and renewal budgets at that level. The use of associated Route Utilisation Strategies engages passenger and freight operators to reflect whole-system planning.

NS, The Netherlands

NS has optimised decision making through improved internal working (less departmental hierarchy between commercial, logistics and rolling stock). Rather than delivering a requested service change without question, solutions are now identified, costed and agreed through a revised planning approach which has enabled 5-10% less fleet km to be run over the last 1.5 years whilst servicing demand and meeting KPIs.

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e. Adoption of appropriate tools and techniques supported by good asset knowledge.

4:18 The expected benefits would include:

a. Quicker and more cost effective delivery through ability to spend on what is required when it is required.

b. Facilitation of optimised rolling stock and infrastructure maintenance and renewals including revenue implications.

c. Industry and individuals empowered to resolve problems locally within a national framework.

d. Ability to flex across infrastructure, operations and rolling stock budgets.

4:19 The key barriers are:

a. Silo mentality within organisations (need to think about wider route and national priorities rather than signalling or track or train priorities).

b. Organisational resistance to change, e.g. culture, traditional working practices.

4.2.2 Improved asset knowledge for prediction and management

4:20 This would require:

a. A commitment (and investment) to develop integrated information arrangements that support asset decision making and measurement of performance (within a national framework).

b. A significant near term effort to populate and cleanse data to achieve appropriate and consistent levels of asset knowledge.

c. Agile arrangements for industry / organisation information sharing.

d. Adoption of appropriate tools and techniques for predicting and managing asset condition and deterioration, e.g. models, remote monitoring.

e. Suitably qualified, competent and empowered people.

4:21 The expected benefits would include:

a. Effective use of tools and systems to support cross-industry asset management that can

accurately show cost/revenue impacts of decisions (and more standardisation). b. A better understanding of assets and

achievement of related objectives.

c. Alignment of measures with required industry outcomes and with an emphasis on continual improvement (rather than negative attribution). d. More certainty of asset availability (and a

reduction in reactive activity).

e. A better understanding of retained asset related risk.

f. The ability to adopt common approaches to asset information management.

g. The ability to deliver asset information to more participants to improve performance and engender ownership / pride, e.g. asset performance and condition knowledge.

ScottishPower Energy Wholesale

Adopted an integrated IT plan and provided all staff with access to near real-time measures aligned with asset management processes via a web dashboard.

The IT department has assessed that the adoption of a common information systems platform has removed 20-25% of software licensing cost on an annual basis due to the previous plethora of locally acquired and managed software packages.

ProRail, The Netherlands

There are comprehensive and integrated asset information systems / tools supporting the entire asset management operation. Information is maintained up to date and available to all contractors (all use the same).

SBB, Switzerland (from A McNaughton submission)

Efficiency savings (20 – 25% reduction in unit costs) were stated as a result of implementing an integrated asset information management system.

This included an asset register supported by an interlinked structure of asset specific files giving access to as-built drawings, equipment configuration details, track and overhead longitudinal positioning in space and component records. A noted success factor was that asset and project managers were made personally accountable for the absolute accuracy of the drawings and data loaded on to the system progressively over several years. All track maintenance work uses machinery controlled by the system’s software files to restore track position.

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h. A reduction in the number of software packages and licenses (and more standardisation of tools).

4:22 The key barriers are:

a. Silo mentality perpetuates the view that “we are different…” hence drives bespoke information requirements.

b. Perceptions of a poor track record with major IT projects in the public sector in terms of cost and schedule.

c. Engineers prefer their own spreadsheets and databases.

d. Ability to manage the risks of introducing revised information systems.

4.2.3 Locally Optimised Maintenance and