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  • joo2078

PATH Reliability Centered Maintenance Program

Client: Port Authority of New York and New Jersey (PATH)

Location: New York/New Jersey

Start date: 2022

End date: 2023

Duration: 14 months

Services provided: Asset Management Services, Culture Change Program, LEAN/Six Sigma, Operations and Maintenance Support

The Port Authority of New York and New Jersey (PANYNJ) runs the Port Authority Trans Hudson (PATH), a heavy rail rapid transit system, operating 24 hours a day, seven days a week and serves as a critical link in the New York – New Jersey transportation network.

Network Rail Consulting (NRC) was commissioned by PATH, a subsidiary of PANYNJ, to provide expert professional consulting services for the development of the PATH Reliability Program for the PATH Operations and Maintenance Divisions (O&M).

Building on experience of having introduced Reliability Centered Maintenance (RCM) in the UK and with other clients globally, NRC led a team of 3 subconsultants to transform the PATH O&M Divisions through 2 specific tasks.

Task 1 saw the NRC team:

  • Develop an RCM Program based on the Heart of Asset Management;
  • Carry out LEAN and Six Sigma Training to 25-30 frontline and managerial staff over 10 weeks;
  • Conduct a costing exercise to benchmark maintenance costs across each O&M division; and
  • Develop over 140 recommendations for improving maintenance and operations across the PATH network.

Task 2 saw the NRC team implement a significant proportion of those recommendations through the embedment of staff within a number of O&M Divisions.

Critically, during Task 2, the team:

  • Diagnosed and implemented repair works to address critical safety non-compliances to FRA standards around track geometry<//li>
  • Developed a 5-year track plan;
  • Developed a Car Equipment overhaul program focused on priority cars at risk of non-availability for service;
  • Provided best practice around rail wear investigation and wheelwear monitoring;
  • Carried out a Pre-Revenue Operations review prior to implementation of 9 car running;
  • Delivered 9 weeks of leadership training to mid, senior and executive levels of staff;
  • Introduced fundamental basics to the maintenance and operational departments to address long standing issues around staff availability/training/competence;
  • Progressed movement towards Intelligent Infrastructure for critical assets; and
  • Developed a track asset hierarchy for the organization.
  • Carried out self-assessments and maturity assessments to implement RCM across each O&M division;
  • Developed recommendations to enhance performance within every area of the business;
  • Developed and implemented Key performance metrics – identified and implemented a metrics review process to focus on business critical targets;
  • Trained 25-30 staff on LEAN/Six Sigma techniques;
  • Developed a reliability curve to demonstrate a 20% targeted improvement in performance; and
  • Benchmarked maintenance costs to realize a 10% efficiency saving.