Smarter Planet: Rail

George Mattathil -
5/11/2011

Let’s Build a Smarter Planet: Rail

© 2010 IBM Corporation

Let’s build a smarter planet: Rail

A mandate for change

Morgan Stanley estimates that there will be US$300 billion worth of global investment to
upgrade, expand and initiate railway networks during the next five years. Consistent with this
investment, consider the growth that is occurring across the world:
 By 2012, rail industry revenue is forecast to be US$514 billion, with a 3.3 percent compound annual
growth rate (CAGR) from 2007 to 2012
 The global rail supply market grew 9 percent from 2006 to 2007 and is expected to continue growing
2.0-2.5 percent over the next nine years
 Asia Pacific will grow at 6 percent average CAGR, while China alone will grow 11.8 percent CAGR
from 2007 to 2012.5
 U.S. freight railroad demand will increase 88 percent by 2035, requiring an estimated US$148 billion of
investment for existing lines
 Europe’s passenger railway market will have a value of US$116.5 billion in 2012, an increase of 19.3
percent from 2007 and a CAGR of 3.6 percent

If the rail industry is to meet this projected growth, it needs to solve substantial, even
transformational, business issues and challenges. Based on an independent study
commissioned by IBM in 2008, the top four challenges cited by global rail executives were
capacity and congestion, operational efficiency and reliability, structural and competition
issues, and safety and security


Air travel is under pressure from high-speed rail which is
perceived as more convenient, greener and competitively priced
(under 600Km)

Share of Madrid-Seville
80% market – AVE
Estimated share of UK 3-hour
70% domestic market – SNCF

Share of Korea
63% market – KTX
Share of Tokyo-Akita
60% market – JR East
Decline in inter-city
50% flights – THSR
Share of Madrid-Barcelona
46% market – AVE

―An airplane on wheels‖
Air France-KLM Chairman, Jean-Cyril Spinetta on the TGV.


Demands on transportation providers will increase over time, driving
the need for new intelligence and insight, greater connectivity and
transparency, and improved customer service.

DRIVERS OF CHANGE CHALLENGES STRATEGIC IMPERATIVES
Population explosion Capacity and congestion Predict demand and
World population is growing and Meet the growing, changing optimize capacity and
transportation providers will need demand efficiently, consistently assets.
to expand capacity to keep up. and profitably?

Urbanization Empowered customers Dramatically improve
As the number and size of cities Deliver transportation choices the end-to-end customer
grows, pressure on transportation and information in the way that experience.
systems to move people and end customers value.
materials between and within
those cities grows.

Globalization Efficient, green operations Improve operational
The growing interconnectedness Reduce cost and dependency on efficiency while reducing
of the world is driving inter-city and scarce resources while reducing environmental impact.
international growth in demand, with environmental impact.
an expectation of improved service.

Technology Safety and security Assure safety and security.
Technology now enables the capture Unobtrusively reduce exposure
and analysis of real-time information to security risks and increase the
about the status, location and safety of operations, with less
condition of everything. cost and impact on customers.


Drivers of change: Exploding populations, urbanization, globalization
and technology are driving change, which creates unique challenges
and opportunities for transportation providers.

2 billion / 7 billion 476 cities over 1 million
It took all of history for human In 2010 there are 476 urban areas with
population to reach 2 billion, and only at least 1 million people. That’s an
one generation to more than triple to increase of 573% from 1950 when there
nearly 7 billion. were 83. Over half the world’s population
now lives in urban areas.

>100x growth 4 billion / 1 billion
International trade in manufactured Today, there are over 4 billion mobile
goods increased more than 100 times phone users, and over 1 billion internet
(from $95 billion to $12 trillion) in the users, growing rapidly to 2 billion.
50 years following 1955.



The needfor progress is clear.

Capacity and congestion Empowered customers
100 billion Euros 30,000 in 6 days
Traffic congestion costs the European 30,000 people from 47 countries
Union over 1% of GDP, or over 100 billion downloaded an airline’s new smartphone
Euros per year. application in the first 6 days.

7 billion / 6 billion 87% use the Web
By 2020 there may be global demand for 7 87% of U.S. travelers use the Web.
billion air passenger trips. Yet airports and
airlines will only have capacity for 6 billion. 4.6 billion cell phones
(Organization for Economic Cooperation
and Development) 4.6 billion worldwide by the end of 2009.

$30 trillion 60% and -19%
The world will spend about $30 trillion over 60% of consumer sentiment around the
the next two decades on new roads and U.S. air travel industry is negative, and
similar projects according to CIBC there are 19% fewer brand-loyal travelers in
economist Benjamin Tal. 2008 than in 2006—a recipe for
commoditization. © 2010 IBM Corporation


The needfor progress is clear.

Efficient, green operations Safety and security
2.8 billion gallons >41 thousand lives
The U.S. Department of Transportation reports
4.2 billion hours over 41,000 road fatalities every year from 1995
U.S. road traffic congestion during to 2007.
2007 wasted 2.8 billion gallons of fuel
and 4.2 billion hours. Total cost of
wasted fuel and time was $87.2 billion. $5.9 billion
3% or 13% >60% of operating cost
Airlines worldwide generate 3% of all Airlines spend $5.9 billion per year on security (IATA).
greenhouse gas emissions. Some say Airports spend >60% of their operating cost on safety
that because aircraft operate in the upper and security (ACI).
atmosphere, the impact may be equivalent
to 13% of emissions from all sources.



The opportunity for progress is clear.

18% less traffic 423 miles using 1 gallon
A European city reduced traffic by up One ton of rail freight can be moved 423 miles using
to 18%, and increased use of public one gallon of fuel, and a single freight train can
transit by 80,000 passengers per day. replace 280 trucks, reducing fuel use, congestion
Citizens voted to support the project. and emissions.

1.5% per year 50% 10% fewer breakdowns
A container port in the UK reduced equipment
by 2050 breakdowns by 10%.
Airline industry environmental targets:
1.5% average annual improvement in 60% fewer delayed bags
fuel efficiency from 2009 to 2020. A European airport reduced mishandled baggage by
60% using an innovative RFID-based solution.
Cap aviation CO2 emissions from
2020 onwards (carbon neutral growth).
50% reduction in CO2 emitted by 2050
relative to 2005.
99.15% on time
An Asian high-speed railway achieves 99.15% on-
time performance.



The reality of living in a globally integrated world is upon us.

 Frozen credit markets, limited access to capital, unpredictable funding.
 Economic downturn and future uncertainty of economic growth.
 Environmental sustainability challenges and new global regulation.
 Oil and fuel volatility and long-term cost escalation.
 Information explosion, channel proliferation and loss of market-making power.
 Emergence of indirect substitutes and alternatives.
 Changing travel demand and shifts in buying behaviors.
 The need to increase or decrease capacity rapidly to align with demand.
 New customer demands and business models.

The world is connected:
economically, socially and technically.



This mandate for change is a mandate for smart.

The infrastructures, systems and processes that underpin
how business and society function are becoming
digitally aware, interconnected and infused with intelligence.
The new intelligence applies to how services are delivered, to the movement of people,
freight, money, information, electricity and more. Each represents a chance to do something
better, faster and more productively.
This is a new frame of reference with enormous promise for economic growth, with
opportunities to think and act in new ways.



Success will depend on deeper, more holistic and informed
planning, collaboration and execution. Transportation providers will
need to become smarter.

PREDICT DEMAND AND DRAMATICALLY IMPROVE THE
OPTIMIZE CAPACITY AND ASSETS END-TO-END TRAVELER OR
CUSTOMER EXPERIENCE
Predict demand, align transportation
asset and infrastructure deployment Understand customer needs
and continuously adapt operations. and provide information and
services to meet those needs
in the manner preferred.
TRANSPORTATION
PROVIDERS

IMPROVE OPERATIONAL ASSURE SAFETY
EFFICIENCY WHILE REDUCING AND SECURITY
ENVIRONMENTAL IMPACT
Leverage new sources of
Continuously balance cost and information and new ways
environmental impact of scarce of using that information to
resource use while exploring new improve security and safety.
operational alternatives.



Almost all usable information was once authored or processed by
a person. That kind of information is now being overwhelmed by
machine-generated data from sensors, RFID, meters, microphones,
surveillance systems, GPS systems and all types of objects.

Volume of digital data
The number of emails sent every day is
estimated to be over 200 billion.
Every day, 15 petabytes of new information is
being generated. This is 8 times more than the
information in all U.S. libraries.
By 2010, the amount of digital information will
grow to 988 exabytes (equivalent to a stack of
books from the Sun to Pluto and back).



Decision making velocity is about optimizing the speed of insight as
well as the confidence that decisions and actions taken will yield the
best outcomes.

Velocity of decision making
Every week, the average information worker spends
14.5 hours reading and answering email, 13.3 hours
creating documents, 9.6 hours searching for
information and 9.5 hours analyzing information.
For every 1,000 knowledge workers, $5.7 million is lost
annually in time wasted reformatting information
between applications.
Not finding the right information costs an additional
$5.3 million per year.
42% of managers say they inadvertently use the wrong
information at least once per week.
70% of executives believe that poor decision
making has had a degrading impact on their
companies’ performance.


The transformation to smart is enabling us to become
more efficient, productive and responsive.

Traditional approach Smarter approach
Instinct and intuition Fact-driven

Corrective Directive

Years, months, weeks Hours, minutes, seconds

Decision support Action support

Efficient Optimized



+ + =
An opportunity to think and act in new ways.

Predict demand Dramatically improve Improve operational Assure safety
and optimize the end-to-end traveler efficiency while reducing and security.
capacity and assets. or customer experience. environmental impact.



Smart transportation:
Predict demand and optimize transportation capacity and assets.

SMART IS SMART IS
Understanding and modeling a holistic Modeling scenarios and better planning
view of demand—across the routes, schedules and maintenance by
transportation network. optimizing assets, infrastructure and capacity.

SMART IS SMART IS
Creating dynamic multimodal plans and Gaining deeper insights into the utilization
models, and executing real-time of transportation assets and infrastructure.
operations based on real-time data.



Predict demand and optimize transportation capacity and assets.
(continued)

Netherlands Railways uses ILOG software to weigh 56,000 Stockholm—IBM solutions improved congestion and quality
variables including passenger demand and available assets of life reducing peak period traffic by 18%. Use of public
to assemble and schedule over 5,000 trains per day, transit increased by 80,000 passengers per day. CO2
realizing a 6% savings in operating efficiency and saving emissions from vehicles were reduced
$28.5M per year. Also improved on-time performance by by 14%. Increased revenue is channeled back into
2%, helping capture an additional $57M in fares. improving public transportation.

Queensland Motorways reduced road congestion during A large railway in Asia uses an automated crew
peak hours, improved Brisbane commuter experience scheduling system that evaluates the skills and location
and supports local economic prosperity by avoiding of available employees in real time to assign staff to
traffic snarls in commercial areas. scheduled trains. Employees receive their assignments
via cell phone text messages, and log in to work using
biometric scanners, ensuring positive identification and
access control. The system provides management with
real time information about available staff and forward-
looking intelligence to optimize resource allocation,
reducing staff shortages and overtime expense.


Dramatically improve the end-to-end traveler or customer experience.

SMART IS SMART IS
Increasing revenue and share by Reducing cost and differentiating
developing more loyal customers who customer service.
become advocates.

SMART IS SMART IS
Optimizing capacity to meet demand and Better serving customers by
reduce delays. anticipating and catering to their
needs throughout the journey and by
collaborating with adjacent
service providers.



Dramatically improve the end-to-end traveler or customer experience.
(continued)

A European airport, in partnership with an international A leading global logistics firm uses ILOG Optimization
airline, reduced mishandled baggage by 60% with an software to route and consolidate shipments for their
RFID-based baggage handling system. Reduced customers, lowering supply chain transportation costs
transfer time by 22% and operational cost by 40%. by up to 25%.

Singapore Land Transport Authority provides a unified IBM developed an application for Air Canada using the Apple
payment system using smart cards for public transit, iPhone, iPod Touch, and Blackberry allowing passengers to
tolls and parking, improving the commuter experience. book flights, download electronic boarding passes, check-in,
Planners use data from the system to develop optimal get flight status and book rental cars and other services.
routes and schedules, reducing congestion and There were over 30k downloads of the app from 47 countries
increasing the appeal of public transit. Reduced fare in the first 6 days and a 13.5% increase in mobile check-ins.
leakage by 80% and cost of fare processing by 2%. 93% of Air Canada passengers say multichannel self service
has improved their travel experience. Canadian New Media
Award for Best Mobile App of 2009.



Improve operational efficiency while reducing environmental impact.

SMART IS SMART IS
Increasing the extended transportation Increasing the ability to deal with irregular
network capacity using current operations across the transportation
infrastructure and assets without network and modes.
increasing spend, including collaborating
with adjacent service and
infrastructure providers.

SMART IS SMART IS
Saving money and time by knowing Modeling the financial impact of
the location, status and availability of business decisions, streamlining
your assets—reducing total resource planning, and monitoring
use and carbon footprint performance to maximize revenue,
enterprise-wide. margins and cash flow.



Improve operational efficiency while reducing environmental impact.
(continued)

A U.S. state department of transportation used Cognos Taiwan High Speed Rail Corporation uses IBM Maximo
to improve their operational reporting and financial for their advanced maintenance management solution
management, which had a direct positive effect on which used condition-based monitoring to predict and
their bond rating and interest rates available to them. act on maintenance requirements and manage over
320k asset elements. They have improved asset life
and availability with 99.15% on-time train performance.

A major European railroad reduces maintenance cost COSCO, a global shipping firm, engaged IBM to help
by 30% by moving from curative and preventative optimize their supply chain using the Supply Chain
maintenance to predictive maintenance using Maximo. Network Optimization Workbench (SNOW). As a result
of the engagement, COSCO consolidated from 100 to
40 distribution centers, lowered logistics cost by 23%
and reduced CO2 emissions by 15%.



Assure safety and security.

SMART IS SMART IS
Predicting and avoiding vehicle failure. Reducing congestion and accidents by
balancing traffic across routes or modes.

SMART IS SMART IS
Better managing security uniformly Improving reliability and uptime by
across the transportation network with optimizing the supply chain and MRO
reduced cost, while protecting the processes.
privacy of individuals.



Assure safety and security. (continued)

A U.S. hub airport implemented a digital video A national rail system in Europe monitors its rail
surveillance solution and a security command and infrastructure in real time and resolves more than
control center. The system also uses information from 50% of issues before they affect train operation
biometric handprints and badge readers. The system using a service management solution built with IBM
is more effective at recognizing risks and alerting the Tivoli software.
command center. The effective labor cost savings is
US $2.2m per year.

Using RFID tags on parts and containers, IBM has An Italian parcel delivery company reduced their
helped a major aircraft manufacturer track aircraft security staff and increased the level of security for
parts through the entire life cycle including all their 10 hub facilities using an IBM solution that
maintenance and the plane in which it is used. The centrally monitors intrusion, access control readers,
solution has allowed them to be more responsive to digital video and other sensor technologies.
customers, and reduced fleet down-time without
compromising safety.



The smarter transportation system is an interdependent ecosystem—
integrated around standard information, processes and technology.

Transportation
Government
providers Participants aggregate, analyze
Information s
and act upon data to:
Terminal
Processes Regulators
operators 1. Predict demand and
optimize transportation
Technology
assets and infrastructure.
Freight and
Travel
Passenger and service
logistics 2. Dramatically improve the
service end-to-end traveler or
journey information providers
providers
Freight shipment
customer experience.
information 3. Improve operational
Passengers Freight
Location, status and
and drivers customers efficiency while reducing
condition of assets and environmental impact.
infrastructure
Vehicle and Influencers:
Usage patterns across 4. Assure safety and security.
infrastructure Associations
all modes of transportation manufacturers and
universities



IBM’s solution strategy is aligned with the needs of
transportation providers.
STRATEGIC IMPERATIVES HOW IBM HELPS MEET THE NEED
Predict demand and optimize  Demand and revenue management  Road user
transportation capacity, assets and  Enterprise asset management and MRO charging
infrastructure.  Route and schedule optimization  Fleet optimization
 Traffic modeling and prediction  Integrated fare
management
 Irregular operations management

Dramatically improve the end-to-  Reservation system modernization  Loyalty management
end traveler/customer experience.  Multichannel self-service  Cargo management
 Ticketing and payment systems  Risk management
 One view of the customer  CRM
 Customer analytics

Improve operational efficiency while  Enterprise asset management  Resource optimization
reducing environmental impact.  Enterprise infrastructure management  Carbon management
 Enterprise application systems  Condition monitoring
 Green supply chain optimization  Systems virtualization

Assure safety and security.  Identity and access management  Biometric identification
 Condition based monitoring  Risk analytics
using wireless sensors  Digital video
 Data and application security surveillance
 Server and endpoint security  Network security



What makes IBM different?

 IBM’s breadth of experience working with transportation providers worldwide across all
modes of transportation is unparalleled.
 IBM has strong analytical tools to aggregate, analyze and act upon data gathered from
disparate sources—providing solutions for planning, scheduling, routing, CRM, pricing,
revenue management, intelligent traffic and infrastructure management.
 IBM has practical experience implementing innovative solutions to help clients become
smarter—more instrumented, interconnected and intelligent.
 IBM is the market leader in collaborating with transportation clients to deliver: the fastest
time to value with minimum risk through innovative solutions; the most comprehensive
portfolio of hardware, software and services; and deep domain experience and expertise.
 IBM Centers of Excellence, IBM research, proofs of concept and first-of-a-kind projects
demonstrate innovation and competence in solution implementation.



We’ve only just begun to uncover what is possible on a
smarter planet.

The infrastructures, systems and processes that
underpin how business and society function are
becoming digitally aware, interconnected and
infused with intelligence.
The new intelligence applies to how services are
delivered; to the movement of people, freight,
money, information and electricity; and to how
billions of people live and work. Each represents a
chance to
do something better, faster and more productively.
This is a new frame of reference with enormous
promise for economic growth, with opportunities
to think and act in new ways.
Let’s work together to drive
real progress.



IBM Offerings Overview

From Hardware to Software to Services to Financing and R&D … We’ve Got It Covered!

Research &
Hardware Software Global Services Global Financing
Development
World’s Largest World’s Largest World’s Largest World’s Most World’s Largest
Computer Hardware Middleware Software Professional Service Influential Research Technology
Provider Provider Provider Organization Financing Provider
 Enterprise Servers  WebSphere  Global Business  World Leader in  Financing for
Services Patents – 13th Hardware, Software
 Storage Systems  DB2
Consecutive Year & Services
 Global Technology
 Printing Systems  Tivoli
Services  5 Nobel Prize  Financing for both
 Technology  Lotus Winners IBM and 3rd-Party
 Managed Services
Elements
 Rational  World Leader in
 Industry Focused
Proponent of Open  Global Asset
 Software Product Solutions
Standards Recovery Services
Services

Integrated Solutions


IBM Research Worldwide



Rail: Analytics

Traditional
 Passenger Rail Schedule Optimization
 Railroad Blocking Optimization for Freight
 Rolling Stock Optimization Planning
 Rolling Stock Preventative Maintenance Planning
 Infrastructure Preventative Maintenance Planning
 RFID Tracking For Operational Monitoring & Analysis

Emerging
 Sensor Networks for Automatic Train Formation
 Embedded Sensors for Condition-Based Monitoring and Predictive Maintenance
 Video Inspection of Rolling Stock
 Video Security of Rail Yards / Property
 Customer Loyalty, Analytics, Performance Dashboards
 Customer On-Board Buying Trends

Next Gen
 Positive Train Control : Monitoring Trains To Proactively Prevent A
Catastrophic Failure
 Remote Locomotive Control on the Main Line


Smarter Rail Solution Research to Improve Operation Safety,
Efficiency & Resilience
Instrumentation: Asset Condition Analysis Dynamic Scheduling & Planning
Condition monitoring Integrate, mining, predict & real Analyze impact & generate optimal response plan
Enable accurate, time alarm
real time & effective sensing
Use cases
How to optimize maintenance
schedule: Are there any
patterns of the asset lifetime?
Asset Failure
e.g. certain type of Time-table rescheduling
asset/model in certain geo
location & weather conditions
has shorter lifetime.

Accident Asset lifetime
Sensor based asset pattern analysis Rolling stock rescheduling
Inspection &
Monitoring Integrate Emergency detected
… ->Dynamic Response

Dispatch Driver & crew rescheduling
Asset condition
prediction
center

How to reduce Maintenance rescheduling
Natural Hazards unexpected asset
(e.g. Weather) failure? e.g. predict when
a certain asset’s certain
measurement would be
Timely React: Train halt, low
over safe/alarm limit
down speed, reroute, cancel
train run, new work/maintenance
Way side environment schedule, …
monitoring


Correlated Incident Pattern Analysis & Early Warning for
Railway Operations’ Emergency Management

Defects on the Train
Rail sensors

Defects on the Track

Metrologic
Avoid or Mitigate
al Services
Weather threats

Scheduling & Emergency Incidents
Disaster Early
Command
Forecast & Warning
Disaster threats System
Report
Services
patterns

 Railway emergencies are caused by  Research project proposal: Correlated Incident Pattern
complex reasons Analysis & Early Warning
– Track or train defects – Railway sensor data mining, weather & disaster
– Hazards brought by weather or disasters information mining correlated with incidents
& sensor data
 Railway sensors produce tons of
– Incident causes pattern analysis
monitoring data, but
– Real time data processing for early warning
– Not well analyzed to detect patterns
– Not correlated with weather & disaster data  Need access to customer data & sensor systems



Hazard Risks Analysis for Railway Operations’
Emergency Management

rescue resource
placement

Landslides railway
snow flood
monitoring

Risk analysis & identification hazard
alerting
environment factors railway quality train status

 Railway hazards are influenced by various of  Research project proposal: Hazard Risks Analysis
environmental factors for Railway
– area's climate, geology, and etc. – Identify hazard risks based on historical temporal / spatial
data, environmental factors, and railway / train status
 Railway vulnerability depends on
and schedule
– railway's quality, train's status & workloads
– recommend mitigation and response strategies to support
 Disaster loss is further determined by emergency planning and decison-making.
– affected trains, passengers and goods
 Need access to historical disaster data, incident data and
geo-information



Massive Passenger Detainment Simulation & Forecast for Railway
Operations’ Emergency Management

Massive Passenger Detainment Train emergency (accident)

？
？ Emergency

Station

？ Train

Track emergency (disaster)

 Railway emergencies always happen  Research project proposal: Massive Passenger Detainment
– Accidents & disaster emergencies Simulation & Forecast
– Emergency classifications & impact
 Railway emergency brings major secondary safety
cascading analysis
challenges for railway operations
– Interact with train scheduling system
– Massive scheduling changes
– Passenger detainment progression analysis
– Massive passenger detainment at
– Passenger behavior & evacuation simulations
major stations
 Need access to customer data & scheduling
system interfaces



IBM Research Projects: Mote-Based Wireless Sensor Networking

Business Challenge
 Data from existing trackside sensors, including the RFID-based Automatic Equipment Identification (AEI) System, Hot Box
Detectors, Wheel Impact Load Detectors (WILD), are sparse due to high deployment costs.
 Data does not provide timely information (e.g. bearing failures) to circumvent problems (e.g. derailment).
Strategic Initiative
 Develop next generation rail car technology infrastructure to provide near real-time information
 One infrastructure supporting multiple sensor modalities
Proposed Solution: Mote-based wireless sensor networking
 Maintains a mesh network for the train that is continuously updated as railcars are added to /removed from the train
 Supports periodic condition reports and real-time alerts

Railcar
Gateway Wireless sensor nodes tracking
Weight
distribution
Mote-based
wireless
sensor
networking

Bearing Sensors Brake
temperature control



A Major European Railway Service
Preventing accidents with smarter transportation systems

The Need:
With different applications and business processes in place to manage maintenance “With this project, we want to
of 500,000 ―rolling stock‖ (trains, locomotives, wagons, etc.), it was difficult for staff at move from curative and
this European railway company to gather the data necessary to predict problems preventive maintenance to
before they affected rail services.
predictive maintenance. Our
ambition is to reduce
The Solution: maintenance costs by 30%.”
The company launched a comprehensive project to optimize maintenance of its —Project Director for a Major
trains, locomotives, wagons and other ―rolling stock.‖ Through its work with IBM and European Railway Service
use of IBM® Maximo® Asset Management, the company has integrated maintenance
processes and centralized information, including real-time data collected by intelligent
sensors placed on railway equipment ─ making it available to the company’s 10,000
maintenance management officers via desktop PCs and PDAs. Solution components:
 IBM® Maximo® Asset
What Makes it Smarter:
Management
 Predictive maintenance and analysis of data is helping company prevent
accidents and avoid domino effects that can cause service disturbances
 30% reduction in maintenance costs by moving from a preventive to predictive
maintenance model
 Improved level of service delivered to passengers with real-time visibility
into operations
TIP14114-FREN-00



A national railway company
Improves the reliability and safety of railways with greater
efficiency and accuracy

The Need:
Solution components:
A national railway in Canada needed the ability to identify and diagnose train
equipment health, reduce derailments, have more accurate and efficient equipment  IBM WebSphereILOG Rules
maintenance and generate alarms/alerts accordingly. Additionally, it needed to for .NET
consolidate all decision systems in one place in order to enable change
 IBM Software Services for
management, react to new needs and implement cross-detector logic.
WebSphere – Lab Services
The Solution:
With a solution based on IBM WebSphere ILOG Rules for .NET, IBM has
implemented a system that measures and correlates a large of number of critical
health factors associated with running a train in real-time using ―wayside detectors.‖
The system analyzes data such as speed, heat of wheels and contact between rail
and wheel. It then makes decisions based on combined logic. and suggests
proactive recommendations for scheduling maintenance, ordering parts or even
stopping the train.

What Makes It Smarter:
 Improves ability to diagnose train equipment health, minimizing the potential for derailment
 Gains a more accurate and efficient process for proactively maintaining equipment at optimal levels
 Generates and monitors alarms in real time, helping operators eliminate potential safety hazards before they can cause
larger issues
 Enables business users to manage rules



A European national rail service
SOA-based online ticketing system speeds train system
into the future

The Need:
This railway was deploying a high-speed rail system within the country to offer
passengers a viable alternative to flying. However, NRS needed to eliminate its
siloed IT systems and a very basic Web-based ticketing system to compete
effectively against both other rail companies and low-cost airlines flying within
the country.
The Solution:
IBM Global Business Services was engaged to design and implement a service
oriented architecture (SOA)-based infrastructure for its corporate IT systems.
At the same time, IBM and Accenture worked with NRS to deploy on mainframe a
new, state-of-the-art SOA-based online ticketing system that provides real-time
information to customer regarding train schedules, seat availability,
and applicable fares. Solution components:
What Makes it Smarter:  IBM Global Business
 The new online ticketing system provides new information to passengers, helping Services - GBS Application
them make more informed travelling decisions Innovation Services
 After launching its high speed rail, sales increased 200%, confirming market  IBM WebSphere
share in the new market for airline passengers  IBM Rational Software
 SOA gives NRS more flexibility in adding or replacing various systems
 IBM System z
components, such as the e-billing system that may be needed in the near future



Amtrak
Extending Maximo to Meet Unique Business Requirements

Amtrak's Northeast Corridor is the busiest railway in
North America, with more than 2,600 trains operating
over some portion of the Washington-Boston route each
day, and carried 10,897,852 passengers in FY 2008 on
the Acela Express, Regional Service or other trains.

Business Challenges IBM Solution Business Benefits
 Asset management solution for  Maximo Asset Management selected  Improved labor utilization – track
maintenance of linear infrastructure in 2004 labor to specific work
of Amtrak-owned property, including  Integration to SAP financials and  Achieved greater compliance to
363 miles of the Northeast Corridor ESRI GIS Federal Rail Administration (FRA)
connecting Washington DC to regulatory inspections
 Tailored multiple screens to fit the
Boston, the busiest passenger line in
Amtrak business processes  Have gained over US$8M annual
the country with trains regularly
 Integration to track geometry car to Return on Investment (ROI) in
reaching speeds of 125-150 mph.
capture conditions reimbursable work done for others on
 Need to integrate with financial, the mix-use Northeast Corridor
graphical information (GIS) and  Maximo Linear Asset Manager added
in 2008  Replaced multiple time keeping
analytical systems
systems with a single time keeping
 Able to address the needs of linear  Manage over 1,500 support fleet
solution developed by Amtrak in
assets and support fleet vehicles with Maximo
Maximo



San Francisco Bay Area Rapid Transit
Using IBM Technology to Improve Safety and Reliability

―Because we are managing an aging fleet while planning
for the future, the efficiency of BART requires visibility
across all of our assets to provide safe and uninterrupted
railway services to our customers.‖
- Program Director, BART Business Advancement Program

 Complete replacement of financial,  IBM Maximo for Transportation to  Supports purchase, test and
HR, maintenance, inventory control manage rolling stock and support acceptance of new passenger cars
and purchasing systems fleet  Allows BART to adopt international
 Single database for multiple assets  IBM Maximo Asset Management to standards for inventory conventions
including 669 Rail Cars, 246 Miles of manage linear assets and facilities  Provides complete visibility into all
Track, and 39 Stations, including a  Integration to corporate financial and assets and services allowing BART to
large number of elevators and HR systems better address regulatory
escalators requirements
 Transition from main frame, client
server and desk top applications to
web architecture
 Manage passenger car replacement
project



Taiwan High Speed Rail
Revolutionizing High Speed Rail Service in Taiwan

For traveling at up to 300 km per hour from Taipei
City and Kaohsiung City in about 90 minutes the
efficiency of the transportation system is heavily
dependent on proper maintenance and repair of
thousands of components.

 Support the country’s first high  IBM Maximo for the Maintenance  Overall efficiency in cost & budget
speed rail system with operations Management System (MMS) that management, resource forecasting,
that started in 2007 supports asset management, work labor utilization and inventory
 Maintain 130 Trains, with 90,700 daily order scheduling, project planning, turnover
passengers, over a 335 Km rail inventory management, resources  Automated signature process
network management and purchasing
 Improved work order reaction times,
management
 Manage over 300,000 assets asset efficiency and purchasing
including rolling stock, track, signals,  IBM Maximo Asset Management to efficiency
depots, stations, facilities and manage rail rolling stock, support
 Consistent data integrity across
communications fleet, linear assets, stations, facilities
multiple asset types
and communications equipment
 Achieve a 99% on time rate within 6  Met the on time rate target with an
seconds of scheduled train stops  Integration to ERP, HR and data
overall average of 99.15%
collection systems



Bombardier Transportation
Supporting global rail services with a single asset
management solution

Founded in 1942 by Joseph Bombardier, Bombardier
is the global leader in passenger rail equipment and
third largest manufacturer of civil aircraft. Rail
services represent 20% of Bombardier
Transportation’s revenue.

 Bombardier Transportation required  IBM Maximo for Transportation to  Improved Warranty tracking
a multi-site, multi-language EAM manage rolling stock, including asset  Failure reporting available to all
solution to support rail service management, work management and Bombardier customers
operations at over 60 separate rail warranty recovery
 Able to manage customer
systems around the world  IBM Maximo Asset Configuration configuration of delivered rail assets
 Manage over 100,000 assets globally, Manager to support the configuration
 Manage aftermarket parts business
supporting over 100 work sites management of rail equipment
 Implemented inventory optimization
 Replace customization with out of  Integration to SAP corporate
from an IBM Business Partner and
the box capabilities for configuration financial system
reduced inventory costs by 20%
management & warranty recovery
 Meets long term strategic direction
 Integrate with existing financial
system & support planned interfaces
with health monitoring & RFID



Washington Metro
Asset Management in the United States’ Capital

With a 106.3 mile rail network and more than
12,300 bus stops, Washington Metropolitan Area
Transit Authority (WMATA) is one of the largest
North American Transit Systems.

 A complex operating environment  IBM Maximo for Transportation to  Increased labor utilization and asset
with 1,141 rail cars, 1,500 active manage rolling stock and support reliability
buses, 1,686 service vehicles and fleet  Inventory fully visible to Maintenance
other equipment  IBM Maximo Asset Management to Staff
 Deploy a single asset management manage linear assets and facilities  Real time access to up to date asset
solution across the enterprise to  Integration to corporate financial, HR information, enabling efficient job
manage all assets & dispatching systems scheduling to minimize passenger
 Replace antiquated financial, HR, impact
maintenance, inventory control and  Able to accurately capture assets
purchasing systems maintenance costs
 Standardized business process
across the enterprise



Tube Lines
Taking Stock of Assets with IBM Maximo to support the
London Underground

―Creating a single source of all asset
information has provided unprecedented
visibility of asset performance across the
three lines managed by Tube Lines‖
- Asset Systems Technical Manager, Tube Lines

 An up-to-date solution to proactively  IBM Maximo Asset Management to  Maximo Asset Management has
maintain 200 miles of track, 255 manage rolling stock, linear assets enabled Tube Lines to provide a
trains, 100 stations, 2,395 bridges and facilities consistent approach to maintenance
and structures, 71 lifts and 227  Mobile access to Maximo to support management across 15 asset classes
escalators work management  Real time access to up to date asset
 Deploy a single asset management  Integration to incorporate ERP and information, enabling efficient job
solution across the enterprise HR systems scheduling to minimize passenger
 Provide engineers with mobile impact
access to asset information  Reduced duplication, improved
 Streamline processes and improve information accuracy and trend
resource effectiveness analysis for more proactive
maintenance strategies



DB Schenker Rail
Keeping up with the trains using IBM Maximo

DB Schenker Rail, formerly English, Welsh & Scottish Railway, is
the United Kingdom’s largest rail freight company, moving over
100-million tonnes of freight each year with 8,000 trains each week.

 Increase regulatory compliance and  IBM Maximo to support asset, work,  Helped achieve regulatory compliance
achieve availability & reliability campaign, materials and warranty  Preventive maintenance driven by
targets for the EuroCargo Rail management of rolling stock multiple meters
division  IBM Maximo for Transportation  Increased workshop staff productivity
 Improve the efficiency of the industry solution to include key %
maintenance staff capabilities for maintenance  Successful knowledge transfer from
 Address a highly mobile workforce counters, wheel set wear, labor IBM to EWS staff
with a multi-site and multi-lingual reporting, component tracking and  Solution is quick and flexible
capability reliability analysis  Able to use the system close to out of
 Select a new EAM system where  Integration to SAP ERP the box, with limited system
there was confidence in the supplier, configuration
future prospects for the system and  Expanding Maximo to all divisions
knowledge transfer – ability to
configure system ourselves



Guangzhou Metro
Using Maximo to lead China’s transformation to a mass transit society

Guangzhou Metro is undertaking a huge infrastructure build-out designed
to double its capacity to 4 million passengers per day. The sheer pace of
its expansion was making it increasingly difficult for Guangzhou Metro to
manage, monitor and maintain the swelling base of assets

 Extend asset life and maximize rider  IBM Maximo Asset Management to  Increased safety and reliability of the
safety and convenience support all asset types, including Guangzhou metro network through
 Track every asset in Guangzhou trains, track, stations and facilities predictive maintenance capabilities
Metro’s network over its entire  Integrated EAM and ERP using the  Extended life of fixed asset investments
lifespan, including servicing IBM Maximo Enterprise Adapter  Improved process efficiency by virtue
guidelines and service history resulting in financial and physical of asset management and ERP process
 Integration of asset management perspective on asset management integration
with key enterprise functions to decisions
 Improved cost efficiency through the
enable improved decision-making  Guangzhou Metro worked with IBM coordinated management of parts
and process optimization to deploy an integrated asset inventories
 Shift to performing maintenance on a management solution flexible
 Improve asset management decision
predictive basis — before enough to track assets across the
making through improved information
breakdowns occur lifecycle
transparency



IBM SMART SURVEILLANCE SOLUTION WAS PIONEERED BY IBM
RESEARCH AND HAS BROAD CAPABILITIES

 Video data is indexed and can be used for several applications
Flexibility  The same surveillance data can provide business intelligence, damage detection,
employee identification and help address regulatory compliance requirements
 Data reuse can reduce costs and improve efficiency

Scalability  Open standards make it easier to add or change hardware and analytics technologies

 Extend beyond time/date queries or alerts
Broad Search
Capabilities  Allow queries based on color, object, size
 Allow compound queries (e.g. all white vans in the downtown area since January 1)

Integration  Open standards enable integration with other IT systems, sensors and algorithms
Standards  Open standards supports cross-agency sharing, enabling use of the same data by
multiple applications



Trademarks and notes

IBM Corporation 2009

 IBM, the IBM logo and ibm.com are registered trademarks, and other company, product or
service names may be trademarks or service marks of International Business Machines
Corporation in the United States, other countries, or both. A current list of IBM trademarks is
available on the Web at ―Copyright and trademark information‖ at
www.ibm.com/legal/copytrade.shtml
 Adobe, the Adobe logo, PostScript, the PostScript logo, Cell Broadband Engine, Intel, the
Intel logo, Intel Inside, the Intel Inside logo, Intel Centrino, the Intel Centrino logo, Celeron,
Intel Xeon, Intel SpeedStep, Itanium, IT Infrastructure Library, ITIL, Java and all Java-based
trademarks, Linux, Microsoft, Windows, Windows NT, the Windows logo, and UNIX are
trademarks or service marks of others as described under ―Special attributions‖ at:
http://www.ibm.com/legal/copytrade.shtml#section-special
 Other company, product and service names may be trademarks or service marks of others.
 References in this publication to IBM products or services do not imply that IBM intends to
make them available in all countries in which IBM operates.


Smarter Planet: Rail

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Similar a Smarter Planet: Rail

Similar a Smarter Planet: Rail (20)

Más de Strategy Advisory Group

Más de Strategy Advisory Group (20)

Último

Último (20)

Smarter Planet: Rail