TDH Rail, June 2019, Issue 71

ISSUE 71 JUNE 2019

STATION SAFETY – PMOs DATA ANALYTICS RAIL SOLUTIONS ASIA 2019 The Official Magazine of the Asian Railway Operators Association and Rail Solutions Asia 2019

Rail Solutions Asia KUALA LUMPUR APRIL 10 – 12 2019

Rail Solutions Asia KUALA LUMPUR JUNE 24 – 26 2020

Asia’s Premier Railway Event for 2020 The 21st Exhibition and Conference for Railway Professionals in the Asia Pacific region Incorporating the 17th Annual Congress of the Asian Railway Operators Association Kuala Lumpur Convention Centre June 24–26 2020

CO N T E N T S News 04

Australia’s first driverless metro, HSR line to link 3 Thai airports, CRRC reveal 600 km/h maglev prototype, Singapore 2040 Transport Master Plan published

Rail Solutions Asia 2019

09

A review of the Rail Solutions Asia 2019 exhibition and conference, which was held in April in Kuala Lumpur

Project Management Offices

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Using a Project Management Office based approach to help deliver performance improvements and capacity.

By Stefan Sanders, Principal, Arup, Kuala Lumpur

Digitalization and Data Analytics

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Digitalization and Data Analytics – what the Internet of things and other 4.0-topics mean for DeutscheBahn.

By Dirk Slodzinski, Director of Business Consulting, DB Engineering & Consulting GmbH

Permissible Speed in the Diverging Track of a Turnout

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A look at the factors involved when calculating permissible train speeds on turnouts. By Dr Björn Kufver, Ferroplan Engineering AB, Sweden

Columbo Surburban Network

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Considerations for an Elevated Option on the Kelani Valley Railway Line Upgrade in Sri Lanka. Nihal Somaweera, Consultant, Colombo Suburban Railway Project, Sri Lanka

Platform Intrusion Emergency Stop System

25

A state-of-the-art system, which utilizes a series of flexible mounted sensor panels to detect human intrusion on the tracks in stations. By AZTI, Malaysia

magazine, is published by TDH Exhibitions Ltd. TDH Exhibitions Ltd PO Box 139 Cranleigh GU6 7WD, UK Tel. +44 (0)1483 548290 Fax. +44 (0)1483 548302 Email: tdh.norm@gmail.com

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UK Office +44 1483 548 290 Malaysian Office +603 2385 5395 info@tdhrail.com

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Issue 72 will be published in September 2019. Editorial content will include: RSA 2020 Rail Solutions Asia 2020 – An update on Asia’s premier railway event Switch Renewal Developments in the application of construction machinery for switch renewal Product Testing Ensuring Integrity and Code Compliance of Railway Track Components through laboratory testing Communications Network Communication solutions for rolling stock and trackside applications The above is in addition to news, AROA updates and extra features. The features listed may change.

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NEWS

Australia’s first driverless metro Alstom recently congratulated Sydney Metro, Australia’s biggest public transport project, on the opening of the North West Metro and the start of revenue services, delivering Australia’s first fully automated, turn-up and go rail service.

The Metro North West Line is Stage 1 of the Sydney Metro and includes 36km of track, 13 stations and a depot. The new network will provide a level of service never before seen in Australia, with trains arriving every four minutes during the peak period, in each direction.

Under the contract awarded by Northwest Rapid Transit (NRT) in September 2014, Alstom has been responsible for the project management, design, supply, manufacturing, testing and commissioning of 22 x 6 car Metropolis trains and the Urbalis 400 CBTC signalling systems. Alstom has also been awarded a 15 year maintenance contract for the trains, signalling, depot operations and equipment. The maintenance contract also includes the application of Alstom’s HealthHub state-of-the-art predictive maintenance tools. The HealthHub tools for the Northwest Metro include; Catenary Tracer, Track Tracer, Train Tracer, broken rail detection and point machine detection.

“Alstom is very proud to have partnered with the NRT consortium and Transport for New South Wales (TfNSW) to deliver our world leading metro solutions for Sydney’s North West Metro. Sydney has now joined other great cities of the world (incl. Paris, Amsterdam, Barcelona and Singapore) that benefit every day from Alstom’s metro solutions. The fully automated driverless metro is a first for Australia and will provide a step-change for the commuters of Sydney” said Ling Fang, Senior Vice-President for Alstom in Asia-Pacific.

Designed uniquely for Sydney by Alstom in France and assembled at its centre of excellence in Sri City India, with contributions from Alstom’s operations in Australia, Brazil, China and Belgium, the Metropolis trains include 3 double-doors per car for improved access and passenger flows, large windows and ambient LED lighting. They will also have the highest levels of customer safety, including constant CCTV monitoring, emergency intercoms and the latest way-finding aids for customer information and real time travel information.

The Metro line is currently being extended from Chatswood to Bankstown, via the City and by 2024 Sydney will have 31 metro stations and 66 kilometres of standalone metro, in addition to its extensive suburban rail network.

East Japan Railway reveals its ALFA-X high speed test train With a projected top speed of 400 km/h and a raft of innovative features, the Alfa X truely is state of the art. The record breaking 22 meter nose is as eye-catching as it is aerodynamic. The train also benefits from improved traction control and construction from ultra-light weight materials. With virtually silent running, passenger comfort has also been catered for. Although the new train will run below its maximum speed, while carrying passengers (at 360 km/h), this will still make the Alfa-X the fastest bullet train in operation.

At these speeds, the affects of an earthquake are critical and, in addition to the automatic braking that exists on currents train, the Alfa-X will have dampers to improve stability and stop the train from toppling over.

A key priority in the design of the experimental Alfa-X has been the improvement of energy efficiency. The trains will be kept environmentally-friendly through the use of Silicon carbide power converters and a light design, the inclusion of lateral dampers to reduce side-to-side motion and a ‘tremble protection control device’ to minimize vertical vibrations, will further enhance passenger comfort.

Finally, climatic extremes have also been taken into account in the underfloor design and problems arising in very cold weather should be minimised.

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Thai high-speed rail line to link 3 airports Making use of the current airport link between Phaya Thai station in central Bangkok and Thailand’s main Suvarnabhumi airport east of the city, the completed line, with a total length of 220 km, would also connect to the Don Muang airport north of the city and U-Tapao in Rayong province to the south of Bangkok The Thai cabinet recently approved the contract, thus taking the project to the next stage. Thailand’s CP Group hopes to finalise the contract with the State Railway of Thailand (SRT) in the coming weeks. With a total project cost of $7.04 billion, the contract would include the operating rights for 50 years and the line is scheduled to be operational in 2024.

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NEWS CRRC reveal 600 km/h maglev prototype In 2016 the Chinese Ministry of Science & Technology announced a five-year maglev development programme, led by CRRC Qingdao Sifang.

At the end of last month the company displayed two prototype vehicles, designed to support the development of a 600 km/h maglev system. The 53 m long prototype includes a driving car and an intermediate vehicle. The total budget of the project is 3·2bn yuan, with 433m yuan being provided by the Chinese government and the CRRC Group providing the rest.

Work on the test centre has already started, with some of the services offered scheduled to be available later in 2019. These include services to help with research into vehicle design, guideway, communications and power supply technologies. A 5 km test track will also be constructed by 2021.

A five-car engineering prototype trainset is expected to be ready in 2020 and will complete a full range of tests, before being signed off in 2021. CRRC Qingdao Sifang’s Deputy Chief Engineer Ding Sansan is in charge of this key project and has reported that initial levitation goals have been successful and that the results of this success will be fed into the final prototype.

Malolos–Clark Railway Project to receive ADB’s largest ever finance deal

Up to $2.75 billion of financing has been approved by the Asian Development Bank (ADB) for the construction of a passenger railway connecting the northern Manila suburb of Malolos, to the Clark economic zone and the Clark International Airport in Central Luzon.

The 53.1 km of track between Malolos and Clark will form part of the Philippine government’s North–South Commuter Railway (NSCR) project, which is expected to be completed by 2025.

The NSCR project will extend to a total of 163-km of suburban railway, stretching from New Clark City in Tarlac province in the north, to Calamba in Laguna province to the south of Manila.

The Malolos–Clark Railway Project is scheduled to become partly operational in 2022. Up to 342,000 passengers could benefit on a daily basis, with the figure rising to a possible 696,000 passengers per day, when the line is extended to Calamba in 2025.

ADB President Mr. Takehiko Nakao said that “ADB’s partnership with the Philippines has always been strong, and it has become stronger in the last three years. The government’s Build, Build, Build (BBB) program is clearly steering the much-needed acceleration in infrastructure spending, from less than 2% of gross domestic product a decade ago to 6.3% now, well on track to achieve the 7% target by 2022. One of the key flagship projects of the BBB program is the Malolos–Clark railway. It will be ADB’s single largest infrastructure project financing ever, and from a development perspective, we are pleased this investment is taking place in ADB’s host country. The project, combined with other investments in light rail transit, metro rail transit and subway systems, will bring back the culture of rail transport in Metro Manila.”

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Singapore LTA releases Transport Master Plan 2040 The Land Transport Authority (LTA) released the Land Transport Master Plan (LTMP) 2040 report at the end of last month The report encapsulates LTA’s long term plans to build a convenient, wellconnected, inclusive and fast land transport system, that will meet the needs and aspirations of Singaporeans over the next two decades and beyond.

The report contains detailed responses to recommendations made by the LTMP Advisory Panel (LAP) in February 2019 and accepted by the Government in March 2019. These recommendations were the product of extensive public consultations led by the LAP and facilitated by LTA officers.

A key part of the report relates to improving island-wide rail connectivity, which includes the expansion of the rail network, including several new stations and rail lines, which will be developed over the next two decades. Two new MRT stations will be opened on the North South Line (NSL) by the mid-2030s. Brickland Station will be added to the NSL. Located between Choa Chu Kang and Bukit Gombak stations, it will give residents in areas such as Keat Hong, Bukit Batok West, Pavillion Park and the Brickland district in Tengah town easier access to the rail network.

The NSL will also see the addition of a new Sungei Kadut interchange station connecting to the Downtown Line (DTL). This will be done by extending the DTL beyond Bukit Panjang station to serve the north-western region; including Yew Tee, Choa Chu Kang and the Sungei Kadut industrial area. The interchange station will serve upcoming developments at Sungei Kadut and residents who live in the north-western region can look forward to faster commutes, with time savings of up to 30 minutes to the downtown area.

LTA will build the Thomson-East Coast Line (TEL) extension by around 2040 to provide a direct rail connection from Changi Airport to the city. It will also seamlessly link Changi Airport to stations along the TEL up to Woodlands North. More details will be announced when they are ready.

Finally, LTA will study the feasibility of a proposed rail line to serve new and growing developments in the north and northeast regions, which may not currently have direct access to the rail network, e.g. parts of Woodlands, Sembawang, Sengkang and Serangoon North, as well as areas such as Whampoa, Kallang and the Greater Southern Waterfront. This could relieve congestion along the northeast corridor and strengthen the overall resilience of the MRT network. More than 400,000 households could potentially benefit from this new line, with commuters saving up to 40 minutes when travelling to the city centre.

LTA’s feasibility study will examine the demand, alignment, station locations and determine its implementation timeline.

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NEWS

Malaysia’s East Coast Rail Link (ECRL) Project back on track

T

he future of this high profile project was put into question shortly after the election of the Pakatan Harapan (PH) party in May 2018.

It was dealt a further blow in January of this year, when the Economic Affairs Minister – Datuk Seri Mohamed Azmin Ali announced that the project was to be cancelled, due to the high annual interest of a least 500 million ringgit that the country would incur, if the project proceeded.

On 15th April YAB Prime Minister – Tun Dr. Mahathir Bin Mohamad delivered the good news that the railway industry had been hoping for, by announcing that the project was to resume at a reduced cost. He explained that the Pakatan Harapan (PH) Government’s main objection to the original project was premised on the way and speed, at which the original contract was negotiated and signed in 2016.

As the original contract was agreed on a G2G basis, the PH Government, in negotiating an improved deal for the ECRL, had to work within the constraints of the existing agreements.

With termination costs of about RM21.78 billion, the government chose to go back to the negotiation table and call for a more equitable deal, whereby the needs of the Malaysian people would be prioritised. After long and protracted negotiations between the two governments a mutually beneficial agreement was reached; the improved ECRL deal.

THE IMPROVED ECRL DEAL

Malaysia Rail Link Sdn Bhd (MRLSB) and China Communications Construction Company Ltd (CCCC) signed a Supplementary Agreement (SA), which paved the way for the resumption of the ECRL project. In addition, both parties agreed to form a joint-venture company to manage, operate and maintain the ECRL rail network.

Supplementary Agreement (SA) to the EPCC Contract

The SA covers Phase 1 and Phase 2 of the Engineering, Procurement, Construction & Commissioning (EPCC) of the ECRL at a reduced cost of RM 44 billion. This is a significant reduction of RM21.5 billion, or 32.8 percent, from its original cost of RM65.5 billion. The improved ECRL will cost RM68.7 million per km, compared to RM95.5 million per km under the original agreement.

Key Technical Aspects

• Standard gauge and double tracking of the ECRL is maintained, with a total length of 640km, inclusive of spur lines • The ECRL will run through 20 stations and pass through 5 States • The new Southern alignment will provide a direct land link from Kuantan Port to Port Klang, serving as a land bridge between the two ports.

• The new alignment will leverage on the existing KLIA Express Rail Link (ERL), as well as the future MRT2 SSP Line, with an interchange in Putrajaya Sentral. This is a significant improvement on the previous arrangement.

• Passengers on existing KTM Komuter and ETS Services from the Southern part of the Peninsula will interchange with the ECRL at the planned ECRL Bangi/Kajang station.

• Importantly, the new alignment also prioritises cultural, heritage and environmental factors by avoiding the Klang Gates Quartz Ridge in Gombak Selangor.

The project’s completion date, which was previously the 30th June 2024, was extended to the 31st December 2026.

The improved ECRL deal also increased the amount of local participation in the project, secured a partial refund of a previous advance payment to CCCC and is expected to lessen the financial burden of the Government in terms of the principal repayment amount, total interest costs and other fees.

CONCLUSION

The improved ECRL is in line with the government’s manifesto to review and revisit all mega projects signed by the previous administration and its aim to even out the economic playing field between the East and West Coasts of Peninsular Malaysia. The ECRL will serve as a stimulus for economic growth and development, especially in East Coast States.

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Rail Solutions

Rail Solutions Asia 2019 – Show Review

Asia

Kuala Lumpur Convention Centre, Malaysia, April 10 – 12

KUALA LUMPUR APRIL 10 – 12 2019

2019 was the tenth visit to Kuala Lumpur for Rail Solutions Asia and the seventh consecutive year in the Malaysian capital. The exhibition has grown in size every year for the past six years and this year was no exception. For the first time the exhibition was supported by the German Railway Association and as a result Germany provided the most number of exhibitors, with 30 of the total number of 82 companies. Malaysia provided 14 exhibitors and the ever reliable Austrian Pavilion included 10 exhibitors.

VIPs Senior representatives from the local Malaysian railway operators attended the opening ceremony. VIPs included Abdul Hadi Amran and Ismail Abdullah from Prasarana / Rapid Rail, Azhar Ahmad, General Manager, Rail Assets Corporation and Mohd Rani Hisham Samsudin, CEO, KTMB (pictures L–R in centre of picture above). They were joined by major supporters of the event, including CRRC and voestapline VAE, along with Senior Representatives from the Austrian and Spanish Embassies and the German Railway Association.

20th ANNIVERSARY SHOW

THE EXHIBITION 82 companies from 20 countries displayed products, ranging from Track Closing Systems and Level Crossings, to Hybrid Plastic Sleepers and Data Communications Products. Exhibitor comments included: Great opportunity to catch up with important contacts in the region.

Pandrol The RSA show & conference is truly the best one in South East Asia, to meet staff & executives from a wide range of countries and customers.

Edilon Very focused event, with professional visitors. Tricon RSA 2019 was the best rail exhibition our company has ever attended in Asia. Delkor Rail This event is a must-attend for railway players looking for opportunities in the Asian region. Asian Rail Academy Rail Solutions Asia 2019 was excellently organized. For us, it is the most important trade fair in Asia and we will definitely participate again.

Powerlines RSA is a show which continues to strengthen its position as the “place to be“, when it comes to the Asian Rail market. Altpro RSA is a very effective Railway show in South East Asia. Excellent organisation! Rawie

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To mark the 20th Edition of Rail Solutions Asia, George Stamboulis of Delkor Rail, who has attended 19 shows, was invited to open the show as a special thank you for his continued and valued support.

THE EXHIBITION (cont.)

During their subsequent tour of the exhibition the VIPs, visited many of the stands and showed a keen interest in the exhibits including:

Westermo

Austrian Pavilion

CRRC

German Pavilion

Getzner

Delkor

AZTI

Spanish Pavilion

Kraiburg Relastec

Senior Managers from other Asian rail operators and authorities visited the exhibition stands, including;

Tin Vidulka from Altpro welcomes three delegates from Philippine National Rail to his stand

Alex Lo from Hong Kong MTR discusses rail welding technology on the Thermit Australia stand

Abdul Hadi Amran and Ismail Abdullah from Prasarana / Rapid Rail visit the Tracktec stand

The capabilities of DB Engineering & Consulting are presented to the 3 delegates from Sri Lanka Railways

Dato’ Mohamed Hazlan Mohamed Hussain, President & Group CEO, Prasarana meets with Linsinger and the Austrian Embassy

First time exhibitor Windhoff in discussion with the Philippine National Rail delegates on the German Pavilion

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THE CONFERENCE More than 130 delegates attended the conference sessions and specialist workshops, which included topics ranging from Tramwave Ground Power Supply System to Digitalisation & Data Analytics. For the second year running the conference included an Open Forum, where AROA members raised topics for discussion by all of the delegates.

130 Delegates and AROA members from more than 20 countries attended the two day conference

Jean Francois Chassin from Singapore SMRT replies to a question from Sri Lanka Railways during the AROA Open Forum debate

The essence of AROA as delegates from Jakarta MRT, Manila LRTA and Taiwan continue their discussions after the conference session

NETWORKING & SOCIALISING With conference coffee and lunch breaks held in the exhibition hall, delegates, exhibitors and general trade visitors have ample opportunities to network and relax in both formal and informal environments. Informal Drinks Receptions held at the end of both conference days in the exhibition hall are popular with all of the participants.

Marcus Malatitisch from Hubner and AROA Development Manager Mary Johnston with delegates from Manila LRTA

The Singapore SMRT delegates raise a glass with staff from Rehau

The German Ambassador welcoming guests to the reception hosted by his Embassy and the VDB next to the impressive German Pavilion.

Relaxed networking between Allan Arquiza of Manila LRTA and John Ancieto from Trapeze Group

The irrepressible delegates from Taiwan TRA & CIE meet with the German Ambassador.

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Hong Kong MTR delegates chatting with staff from Tricon

The Asian Railway Operators Association 16th Annual Congress – Kuala Lumpur AROA is a group of Asian urban and mainline railway operators and is designed to: ■ provide a forum for the exchange of ideas and information ■ promote awareness of new technologies ■ highlight, address and respond to the challenges facing rail-bound transportation in Asia.

The AROA Annual Congress is the highlight of the AROA year. Senior Managers from railway operators across Asia converged on Kuala Lumpur for three days of unrivalled opportunity to develop their knowledge and understanding of the railway industry.

The emphasis of the association is very much on the sharing of expertise and experience for the mutual benefit of all members.

With conference papers and specialist workshops, plus many of the world’s top railway suppliers on show, this is an event not to be missed by any railway operator, who wishes to develop their staff’s knowledge and improve their service to the travelling public.

Delegations, which attended this year’s Congress included the following:

Ho Chi Minh City MAUR

Manila LRMC

Hong Kong MTR

Singapore SBS Transit

Sri Lanka Railways

MRT Jakarta

Comments from AROA members included: It is a great event, giving an opportunity for networking between railway operators in Asia, as well as for exchanging ideas with suppliers on the latest technologies. Joint summary from Singapore SMRT delegates The event was a success with a chance to meet many different railway experts. Edmund Law, Fleet Development Manager, Hong Kong MTR My experience of joining the Rail Solutions Asia 2019 as an official delegate has been a very enjoyable and informative one. We had been assisted at every stage, starting from the preparation of requirements, to the flight reservation, hotel accommodation and registration at the conference venue. Attending the lectures was also very helpful to our work, and meeting other rail operators and manufacturers was also a great experience. Sharon Mondala, MRT Jakarta The Rail Solution this year is bigger and better, and very well organised. Exhibitors are well arranged giving time for us to see the products that we need. Celeste Lauta, Acting Div. Manager, Corp. Planning, Philippine National Rail

Membership includes access to all aspects of the Annual Congress including air flights and accommodation For full details of Membership Benefits, Annual Fees and an Application Form, please contact: info@tdhrail.com 13

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Using a Project Management Office based approach to deliver performance improvements and capacity enhancements to railways

By Stefan Sanders Principal, Arup, Kuala Lumpur

Introduction

Day to day delivery of railway services through operations and maintenance is all pervasive and time consuming across railway companies and organisations. This often makes delivery of major changes to improve performance, or enhance capacity problematic, with the railway focusing on day to day delivery.

Use of a programme management-based approach provides a solution and I believe can be very effective if set up correctly.

This article uses two international case studies to explore the approach and the challenges it creates anddemonstrates how such an approach can be deployed successfully. The article is designed to be informative for railways considering major changes.

Case Study 1 – UK Govia Thameslink Rail Ltd Programme Management Partner and the Thameslink Programme Govia Thameslink Rail (GTR) is the operator of a number of routes in the South East of England, including the cross London Thameslink route. First reopened in the 1980s, this route has been incredibly successful and demand growth and overcrowding have necessitated enhancement. Plans have been in place to deliver a major enhancement to the route since the 1990s. Work finally began in 2009 and will take a decade to complete.

The £6.5 billion enhancement will affect all elements of the railway system to enable 60,000 more passengers to access central London and to provide new connections – most notably from Cambridge and Peterborough. It will require: • N ew infrastructure constructed by Network Rail (NR), the UK rail infrastructure owner, to unlock capacity bottlenecks; • N ew control systems, including automatic train operation across central London, to increase frequency and capacity; • A new fleet of 115 much higher capacity trains, provided through a public private partnership by Cross London Trains (XLT), consisting of Siemens Project Ventures, 3i Infrastructure and Innisfree; and • N ew operational plans and procedures to enable a more frequent metro style of frequency to operate. These are being implemented by GTR as part of its Franchise Agreement with the UK Government.

Additionally, GTR was obliged to establish a Programme Management Partner (PMP) to bring together delivery, because of the complexity of the programme and to help achieve the overall service changes and performance improvements expected as outputs from the project. Arup won this commission and delivered it over 4 years. Our role covered: • Leadership of the overall GTR Thameslink Programme Management Office (PMO) and liaison with other stakeholders including NR and XLT; • Management of the PMO and developments of its processes (including risk management); and • Provision of bespoke technical assistance on a range of factors across the programme; including operational modelling, fleet and depot planning, introduction of a new operating model and enhancement of the control offices along the route.

The PMO was staffed by a mix of Arup and GTR staff and each workstream (for example, rolling stock or train operations) had a workstream leader.

Case Study 2 – USA Long Island Railroad Expansion Programme Management Consultant The Long Island Railroad provides an important function by bringing commuters and other travellers into New York City from Long Island. The Hicksville – Floral Park section of the network is 16km of double track railway, across which 40% of the railroad’s passengers travel. Rising traffic has meant this is now a bottleneck. Introduction of a third track at a cost of US$2.6 billion is expected to reduce delays to around 300,000 daily passengers.

Arup was appointed as the Programme Management Consultant (PMC) to lead the work to add the third track, remove level crossings, widen bridges, add additional parking and generally upgrade stations and the railway infrastructure.

Our role covered: • Programme leadership of a co-located integrated team covering the Design and Construct contractor, the PMC, Long Island Railroad and the New York State Department 15

THAMESLINK MASTERSCHEDULE

of Transportation; Management of the PMO; Design and construct compliance oversight; Commercial management; Railroad operations management (particularly around engineering access); and • Provision of technical advice • • • •

The Importance of Clear and Shared Objectives Both case studies had challenges around their objectives. The biggest was on Case Study 1, where there was not (perhaps) always full alignment between members of the client’s executive team and / or with the client’s Programme Director.

This sometimes made setting direction for the programme quite challenging. At sometimes it felt like there was not full organisational buy-in within GTR to the concept of a PMP and a separate PMO, or indeed a desire to collaborate fully. The PMO and PMP role lacked an organisational champion.

On both programmes, we have also learnt that railway managers with a background in day to day delivery are not always the most capable at working in a programme environment. With hindsight, more time should have been spent at the start, checking programme management capability and maturity. So, whilst we had the technical experts, perhaps we should have spent more time understanding their programme and project management capabilities and supplementing where necessary.

In summary, a successful PMO needs: • A clear purpose and mandate agreed by the wider organisation and ideally supported by a champion (let’s call them a ‘programme CEO’); • A collaborative culture; and • Early assessment of programme and project management capabilities so the right blend of technical and programme skills are available;

Awareness of the Conflict Between Day to Day Operations and Programme Delivery Whilst day to day operations need programme buy in, they are often neither resourced, nor do they have the time to support a PMO. Inevitably the PMO needs to develop its own resource 16

base to deliver results and ensure the ‘business as usual’ side of the organisation does not delay programme. With hindsight, we might have engaged more resources earlier to support and monitor this. Clever use of analytical tools proved invaluable and enabled communication of results with the core organisation.

A particular achievement on Case Study 1 was developing a digitally based tool to assess the interaction between the introduction of new trains, cascading out of old trains and changes to depot and train stabling yards. This enabled agreement across the organisation on modelling assumptions and discussion on our results. The model could run in minutes and deal with complex changes. Visualisation of its results enabled easy comprehension.

One advantage of bringing in a consultant to a PMO, is easy access to technical resources, especially when requirements are not always known at the start of the programme. Of course, all assumptions used by the consultant and their results must be verified by the PMO and wider organisation.

In summary, a successful PMO needs: • Access to additional technical resources that can reside within the PMO, to maintain progress when the wider organisation does not have spare resources available, due to day to day operations; • Sufficient and dedicated resources to manage the programme and avoid day to day operations distracting the PMO; and • Access to simple analytical tools to examine and communicate issues quickly.

Visualisation of the Programme to Present Complexity Major programmes are complex. We have found that visualisation really helps share that complexity in a more effective way, than a crude and detailed programme (albeit it is still needed to oversee progress).

Common Platforms to Manage the Programme

Tools and common platforms are really essential to managing a programme. Our ‘Tripod’ risk platform was really essential to understanding and then managing risk. It could be shared with other stakeholders and once implemented enabled much richer discussions over programme risks, interfaces and their mitigation.

A common source of trust for risk management is really invaluable

and should, with hindsight, have been introduced earlier.

Ensuring Accountability and Measuring Performance Project dashboards are absolutely essential in order to track process, maintain accountability for delivery and anticipate issues ahead of them occurring. Visual and shared dashboards are important and provide a basis for weekly reviews. We have found across these case studies and other railway PMOs that these need to focus on key deliverables, flag delays and highlight issues that need resolving higher up the project governance hierarchy. The detail and levels used needs to be appropriate for the size and complexity of project and capabilities of those within the PMO. It should assist progress and not bureaucracy.

Building Capacity

This is an incredibly important outcome. On these case studies and other commissions, we have often found the lack of programme management capability an issue. Transferring tools is fine, but actually transferring knowledge is critically important and leaves a real legacy. This can be done by mentoring and coaching with PMO members during day to day working.

In addition we have found two approaches useful: • A ssessing capability and maturity as we have already mentioned • T he use of easier to understand approaches to programme management and oversight. One approach we have found very useful on both programmes is the use of the ‘whiteboard walk around’. A weekly event, it requires leaders of workstreams to flag their main issues for the week on a single sheet of flip chart, or white board.

The PMO team then walk around and discuss each workstream. Not only does this help sharing and collaboration, but it also enables the PMO leadership to share ways of dealing with problems. So not only does this facilitate progress, but it encourages knowledge and skills transfer. Cultural awareness is needed though in certain situations, where openness to challenges and problems may not fit

Conclusions

I commend the careful use of a programme management led approach to delivering change on railways. To be really effective it is important that there is: • A clarity of objectives for the programme; • S ufficient resources to deliver the programme (including access to interim expertise); • L eadership and organisational alignment exists around the need for a PMO (ideally championed by a ‘programme CEO’), with good collaboration between the PMO and wider organisation; • E asy sharing of complex programmes through visualisation and common platforms to manage risk; • P roject dashboards to set and manage accountability for delivery; • U se of tools to model and analyse problems; and • A clear plan and set of opportunities for skills transfer and capacity building.

Stefan Sanders is Principal at Arup in Kuala Lumpur For more information contact Stefan.Sanders@arup.com

CONTACT Messe Berlin GmbH Messedamm 22 · 14055 Berlin Germany T +49 30 3038 2376 innotrans@messe-berlin.de

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Digitalization and data analytics: what the internet of Things and other 4.0 technologies mean for Deutsche Bahn

Digitalization @ Deutsche Bahn (© Volker Emersleben / Deutsche Bahn AG)

By Dirk Slodzinski Director of Business Consulting, DB Engineering & Consulting GmbH

I

f you ask companies and organizations around the world which current trend is the most relevant for their business, chances are they will mention digitalization first. They might call it by another name, such as “4.0” or “smart,” but they will usually be referring to the potential impact of new technologies on the way that companies do business. The rail and public transport sectors are no exception to this rule, but they certainly face their own particular set of challenges and opportunities.

were tested. They ranged from more traditional innovation management processes and idea screening to the successful establishment of lab environments, such as the d.lab for passenger transport. At these labs, teams could take a step back from their day-to-day activities and come up with innovative new ideas in a setting as far removed from a traditional office environment as possible.

Digitalization @ Deutsche Bahn

In 2014, DB took the next step towards a coordinated approach to digitalization and introduced six major corporate programs, all under the umbrella of “DB 4.0,” with the objective of driving the transformation of DB’s business with new technologies and business models. The initiatives were:

Deutsche Bahn (DB), Europe’s leading mobility and logistics provider, has been focusing on digitalization initiatives for more than five years now. The starting point for these initiatives was a trip by the Group Management Board to Silicon Valley. The goal was to foster an understanding of the impact that new technologies might have, and DB used the insights gained to create and implement a digitalization strategy that has brought profound change to the company and will be felt even more in the years to come.

Corporate culture: the cornerstone for technical innovation One of the first conclusions that the board drew from their Silicon Valley visit was that innovation starts with the culture at a company or organization, and that the culture at innovative IT companies is very different from the culture at traditional companies in the travel, transport and infrastructure sector.

Aspects such as agility and the concept of “fail fast” were new to DB. And although customer centricity had been a key area of focus at DB since the German Rail Reform of the mid-1990s, the concept of making it the paramount goal of all business activities was still something new.

Each of the major business units at the DB Group was tasked with developing an approach to digitalization based on what the board had learned. A variety of tools and methodologies 18

The 4.0 initiatives

– – – – – –

Mobilität 4.0 (mobility 4.0) Logistik 4.0 (logistics 4.0) Infrastruktur 4.0 (infrastructure 4.0) Produktion 4.0 (operations and maintenance 4.0) Arbeitswelten 4.0 (working environment 4.0) IT 4.0

As part of the mobility 4.0 initiative, DB began working on innovations in passenger transport, such as new ticket sales options, customer information services, intermodal connectivity, and especially new business models within the sharing economy.

These efforts involved both utilizing traditional project management frameworks and introducing the Scrum framework at the company.

The projects that DB developed and launched as part of the 4.0 initiatives have served as flagships that have not only sparked new ideas but have also changed the corporate culture on a broader scale. Agility is now seen as an asset that can help to reduce risk, and there is a much greater sense of urgency throughout the organization in terms of the need to adapt to an ever-changing environment.

Customer-facing innovations that have been implemented thus far

minDBox (© Markus Nass / Deutsche Bahn AG)

Integrating external ideas and cultures into DB While the 4.0 initiatives were very successful in helping to transform DB’s business processes on an evolutionary basis, they were less successful in prompting disruptive change and a more profound transformation of the business. DB thus decided to create more space for the introduction of external innovations.

The first step was the establishment of minDBox, a startup accelerator, in 2015. Located in a newly designed coworking space at Berlin’s Jannowitzbrücke train station, minDBox organizes frequent pitch events for small startup companies. Each pitch event focuses on one of DB’s fields of business.

A dedicated team of scouts identifies companies that have suitable ideas or prototypes that may be relevant for DB. Together with selected team members from the relevant business units, the startups are screened, checked and then pre-selected for each pitch event. They receive assistance with preparing an effective pitch and are then invited to come to minDBox and present their ideas to a panel of top-level DB stakeholders. They compete for development scholarships that consist of free office space, professional team support and EUR 25,000 each for the most promising teams. At the end of each scholarship, DB decides whether to officially collaborate with the startups or even to invest in them.

Investment is also the focus of the second platform that DB introduced in 2017. DB Digital Ventures is a professional venture capital organization that looks for cutting-edge, digital-driven ideas with disruptive potential and scalability.

It invests in hand-picked ideas that fit DB’s needs in terms of size, content, technological focus and international orientation.

Examples of recent investments include Kepler Communications (a Canada-based satellite telecommunications company), CleverShuttle (a ride-sharing service with an all-electric fleet of cars) and what3words (a business that has developed an innovative, straightforward way to pinpoint any location on the globe).

These strong platforms help DB both to foster segments that complement its existing business and to build expertise in completely new areas.

With its great focus on customer centricity, DB’s passenger transport segment has seen some of the most prominent examples of innovations based on the 4.0 initiatives.

DB Navigator, DB’s customer app and central touchpoint for all customer service functions, has added new customer information features, such as a function that predicts how crowded long-distance trains will be, and a self-check-in function that eliminates the need for passengers to show their tickets to the conductor on the train.

Under the ioki brand, DB has successfully launched ridesharing services that provide door-to-door mobility in several German cities. Following the establishment of traditional driverbased services in the first phase, the focus is now on prototypes that will do the same with driverless vehicles.

The Internet of Things (IoT): a foundation for predictive maintenance

While customer-facing innovations have a more prominent and visible impact, those that help improve operational quality and efficiency have brought just as much or even more benefit. One of the most successful examples is DB’s manufacturer-independent analytics and diagnostics platform for condition-based and predictive maintenance. The platform was developed within DB to address a major challenge that all operators were facing: finding ways to raise infrastructure quality but lower infrastructure cost.

At the time the platform was developed, asset manufacturers had already established condition-based maintenance as a

DB’s autonomous shuttle prototype (© Pablo Castagnola / Deutsche Bahn AG)

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can be monitored by measuring power flow through the switch drive. Heating elements were the next to come, and many other components will follow. DB is now able to monitor more than 25,000 switches with its analytics and diagnostics system.

DB also offers its analytics and diagnostics system to other rail operators and infrastructure managers on the open market, and it has been successfully rolled out outside Germany. The bigger the community becomes, the better users of the system can share information, and the better the data analytics and prediction results will become.

Outlook for the near future The Diana Sensor (© Oliver Lang / Deutsche Bahn AG)

maintenance tool. However, the systems that were available had two main drawbacks: they required significant technical changes in safety-critical areas (making extensive re-certification by the German safety authorities necessary), and they were designed by the manufacturers to work within their own eco-systems, forcing operators to stay with one manufacturer or face running several independent systems in parallel.

DB’s new platform solved these problems by combining three main components: a sensor developed by DB that could be used with many different assets without interfering with their operation (and thus without requiring new safety certifications), an interface layer to gather and convert data from many other IoT data sources, and the platform itself to provide standardized data output and interpretation for all the assets connected to it.

The rollout program has been running for several years now at DB. The most extensive process has involved rail switches, which

Digitalization has found its place in DB’s corporate culture and everyday working environment. The tools that have been established are well used and frequently yield the expected results.

With its “Digitale Schiene Deutschland“ (digital rail for Germany) program, DB has now set up a program together with the German government to finance and conduct a wide-scale rollout of new technologies throughout the German rail network of almost 35,000 km. The goal is to raise capacity, speed and quality on the existing infrastructure to a level never considered possible before. This will enable rail to remain an integral part of the transport mix of the future.

About the author Dirk Slodzinski is Director of Business Consulting at DB Engineering & Consulting GmbH (www.db-engineeringconsulting.com), Deutsche Bahn’s external service provider for the world-wide rail industry. Dirk has been with Deutsche Bahn for more than 15 years and has held a variety of positions in Marketing, Sales, Strategy and Consulting. He and his team work to help rail companies around the globe improve their business and service.

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07.08.13 11:10

Permissible speed in the diverging track of a turnout

By Dr Björn Kufver Ferroplan Engineering AB, Sweden

Introduction

Permissible train speed on horizontal curves depends on a number of well-established criteria, such as upper limits for applied cant and cant deficiency in the circular portion of the curve and upper limits for rate of change of cant and rate of change of cant deficiency on adjacent transition curves. The actual limits may vary (from country to country), but the basic equations are the same.

For curves without transition curves, the situation is different.

There are two competing theories and not only the limits, but also the equations are different.

In the European Standard EN 13803, the main method is defined in the normative part of the standard. The competing method of “virtual transitions” is defined in an informative annex and may be used only if the resulting permissible speed is lower than the permissible speed defined by the main method. The virtual transitions theory is used by very few countries in Europe.

This discrepancy of standards is highly relevant for the Asian market. Several specifications (often drafted by consultants) refer to the European Standards and then add criteria, which are in conflict with the same standards. Alternatively, possible turnouts and their permissible speed are listed with a speed, which is in conflict with the design criteria in the specifications.

Transition curves are normally preferred

It is normally preferred to insert transition curves between a straight track and a circular curve, or between circular curves with different radii. Along the transition curve, the curvature (inverse of radius) changes continuously and there is no sudden change of cant deficiency (or lateral acceleration). The transition curve improves comfort for passengers and reduces lateral peak forces between wheel and rail. The required length of a transition curve is defined by an upper limit for the rate of change of cant deficiency (plus criteria for changes in applied cant).

However, where transition curves are inserted, the position of the connecting circular curve needs to be shifted inwards. Without a transition curve, the same lateral shift could have been used to increase the radius. (For transition curves between two circular curves, the curve with the smaller radius needs to be shifted inwards.) Another effect, which may cause problems, is that the transition curve reduces the lengths of the connecting elements.

In a yard with many turnouts, transition curves may come into conflict with the preference of having turnouts placed on entirely straight track.

For the diverging track within a turnout, transition curves cannot lead to infinite radius at the switch. The switch blades would be very long and thin. At the other end of the turnout, at the common crossing, it is possible, but not practical to use transition curves. The transition curve would go through the common crossing and would match a reverse curve only for one predefined track spacing (if used in a crossover). Alternatively, the transition curve would need to end before the common crossing, which then would contain two straight tracks. This leads to a flatter angle between the through track and the diverging track and the entire crossover would be longer than a crossover, without transition curves, between the reversing curves. If a longer crossover is feasible, it could have been based on turnouts with a larger radius instead of turnouts with transition curves.

Hence, even though transition curves are normally preferred, there are cases where curves, without transition curves, give a better layout with regards to bending of S&C components, ride comfort for passengers and lateral forces between wheel and rail.

Virtual transitions theory

Where there is no transition curve, the rate of change of cant deficiency becomes infinitely high (division by zero length of the absent transition curve). A 10000m radius curve connected to a straight would not even allow a speed of 5km/h. Obviously, an alternative criterion is needed.

The theory of virtual transitions assumes that the carbody experiences a smooth change of lateral acceleration (constant rate of change of cant deficiency) over the time lapse between the arrival of the leading and trailing bogie at the tangent point. Hence, the

Figure 1. Diverging tracks in S&C and through tracks in close conjunction to S&C units may have curves without transition curves.

Nynäs Line at Älvsjö, Sweden, where the up track has a depot connection through a double slip.

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bogie king pin spacing is used as a “virtual” transition length in the standard equation for the calculation of rate of change of cant deficiency. When calculating permissible speed, some countries use the same upper limit for rate of change of cant deficiency for virtual transitions, as for real transition curves. In the informative annex in EN 13803, the variable is called “virtual rate of change of cant deficiency” and its upper limit is not the same as the upper limit for rate of change of cant deficiency on real transition curves.

This theory is further developed for cases where there are compound curves or reverse curves with elements shorter than the bogie king pin spacing. In a sequence of three elements, where the middle element is short, the (virtual) rate of change of cant deficiency is calculated on the assumption that the transition length (from element 1 to element 3) equals the bogie king pin spacing, plus the length of the intermediate element. This leads to odd consequences. A curve exit where a 500m radius is followed by a short curve segment with large radius in the opposite direction (for example radius -10000m) before the straight track gets a higher permissible speed than a 500m radius curve directly connected to the straight track. In EN 13803, there are additional rules to prevent these kind of odd consequences.

According to the theory of virtual transitions, minimum radius becomes a function of speed to the power of three, instead of the power of two, which is the normal case for curve design. The theory of virtual transition is very conservative.

Abrupt change of cant deficiency

In EN 13803, the normative method to calculate permissible speed, where curvature changes without intermediate transition curves, is based on abrupt change of cant deficiency. The step change of cant deficiency between the two adjacent track elements is compared with an upper limit. This ensures that the resulting rate of change of lateral acceleration is acceptable.

The theoretical justification is that the suspension of the vehicle smoothens out the abrupt change of cant deficiency to a continuous change of lateral acceleration. Figure 2 shows the effect of an abrupt change of lateral acceleration for a mass with suspension which is damped. The rate of change of lateral acceleration (also called lateral jerk) is the gradient of the varying dynamic acceleration. Note that the gradient is not constant (as assumed in the theory of virtual transitions), but varying with time!

For a rail vehicle, not only damped lateral oscillations, but also damped yaw and sway oscillations will be initiated when the leading bogie passes the change of curvature. Then a second set of damped lateral, yaw and sway motions will be initiated when the trailing bogie reaches the change of curvature. The carbody will experience the sum of the two sets of oscillations.

The time lapse between the two sets of motions depends on the bogie king pin spacing and the speed of the vehicle. If the time lapse is close to zero (assuming very high speed), the two sets of motions will be initiated at almost the same time and the first set of oscillations will have its highest jerk value at almost the same

Figure 2. Lateral acceleration (dynamic) of a mass with suspension, when entering a circular curve.

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time as the second set of oscillations has its highest jerk value.

However, at lower speeds the two sets of oscillations will not reach their highest jerk value simultaneously. The peak value of jerk for the combined oscillations will be lower. Hence, lateral jerk (for a given change of lateral acceleration, or cant deficiency) varies with speed. An effect of yaw oscillations is that different parts of the carbody will experience different peak values of lateral jerk.

Figure 3. A Eurofima coach (UIC-Z) at Zürich Hb, Switzerland.

The European standard coach type UIC-Z (also called the Eurofima coach) has been used in extensive studies of dynamic vehicle response on various curve combinations, see Figure 3.

Figure 4 shows simulated values for lateral jerk for the Eurofima coach. The jerk has been calculated for three different positions on the floor; above leading bogie, in the middle of the carbody and above trailing bogie, however the lateral jerk at the leading bogie is always higher than at trailing bogie. Figure 4 also shows lateral jerk, as assumed according to the theory of virtual transitions.

As expected, the complexity of the oscillations results in a lateral jerk, which varies with speed. However, the effect of speed is much less pronounced than assumed by the theory of virtual transitions, which overestimates the effect of speed. Lateral jerk is assumed to double when speed is increased from 40 to 80 km/h, but this doesn’t materialize, neither in the middle of the coach, nor above the “worst” bogie.

In EN 13803, the normal limit for abrupt change of cant deficiency is 110mm for speeds up to 60km/h and then 100mm for speeds up to 200km/h. Hence the permissible speed on the diverging track of European standard turnouts with radius 190m, 300m, 500m, 760m, and 1200m becomes 40km/h, 50km/h, 65km/h, 80km/h and 100km/h, respectively. Adding the requirements from the theory of virtual transitions will reduce permissible speed to lower values, based on incorrect assumptions of vehicle dynamics.

Dr Björn Kufver is convenor for CEN TC256/SC1/WG15, drafting alignment standards for European Committee for Standardization (CEN).

Email: bjorn.kufver@ferroplan.se

Figure 4. Lateral jerk when entering a circular curve with a radius that generates 100mm of cant deficiency (for example R=295m for V=50 km/h and R=1180m for V=100km/h).

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Kelani Valley Railway Line Upgrade in Sri Lanka Considerations for an Elevated Option

By Nihal Somaweera, Consultant Colombo Suburban Railway Project

T

he Sri Lankan Government has decided to upgrade and electrify the Colombo Suburban network on its century old railway system.

The Island’s railway network, which consists of 1460 km of track, is operated by Sri Lanka Railways (SLR). Almost 90% of the country’s railway network is single track, with 126km of double track and 14 km of three tacks, plus 3km of four tracks.

All multiple lines are located within the Colombo Metropolitan Region (CMR). This suburban railway network has a total length of 230 km and is developed along four major corridors namely; Main line, Coastal line, Kelani Valley line and Puttalam line.

terminus of the line. The KV line was originally built as a narrow gauge from Colombo to Yatiyantota, via Avissawella and was completed in 1902. It was branched off at Avissawella and extended up to Opanayake, via Ratnapura in 1912. The railway line from Avissawella to Yatiyantota was removed in 1942 and railway operations between Avissawella and Opanayake were abandoned in 1973, due to lack of income from these lines.

The KV line continued to be narrow gauge until the 1990s.

In order to provide a faster service, Fort to Avissawella was converted to broad gauge track with the same narrowgauge alignment and both lines were kept available using one additional rail in addition to the broad gauge track. The completion of this conversion took place in1997 and after that narrow-gauge operations were abandoned and narrow-gauge rolling stock were restricted to sheds.

After the final consultative workshop, which was held on 27th November 2017 by the Colombo Suburban Railway Project, it was decided to fast track the up-grade and modernisation of the Kelani Valley Line and the Detail Design Consultant is presently working on the project accordingly.

In addition, with the commissioning of the Kottawa- Matara

Figure1. Colombo Suburban Rail Network

The Colombo Suburban Railway project came into being in December 2015, with the approval of the PPTA grant of US$ 1 Mill by the ADB. At present the project feasibility has been completed and Dohwa Engineering, Korea (the detail design consultant), has been assigned to prepare the project for investment and implementation. This includes completing the feasibility studies, detailed engineering, safe guard planning documents and bidding documents. The entire consultancy period is expected to be completed by 2020.

Based on the demand forecast analysis carried out by the consultant, the following priority list of areas for investment in the railway modernization was proposed.

1. M ain line modernisation and electrification 2. Colombo Central Station modernisation and reorganisation of sheds 3. Kelani Valley Line upgrade and electrification 4. Coast Line upgrade and electrification

Kelani Valley Line

The Kelani Valley line (KV line) runs south-east from Colombo – Maradana station, through much of the city of Colombo.

It runs through major residential and commercial centers like Nugegoda and Maharagama, before turning eastwards after Homagama. It also crosses the Southern Expressway at Homagama and continues east towards Avissawella, the present 24

Figure 2. Present status of KV line

and Kottawa-Kadawatha express highways, Kottawa has become a major transport hub. As a result, the upgrading of the KV line, up to Kottawa, is a basic requirement to attract private car passengers to public transport and to ease the present congestion on the major road, which runs parallel to the KV line.

The present KV line, extending from Maradana to Avissawella is 60 Km long, with 14,600 passenger using the service daily.

The average speed on the KV line is around 26 kph. Long delays occur due to failures in the signaling system and frequent failures also occur in the outdated communication system. The poor condition of the track also contributed to the long delays.

The project will improve the capacity and operation speed of the railway network in the CMR by modernising the upgraded track, signaling and telecommunication infrastructure and potentially electrifying the suburban network. The project will also support procurement of fast and modern commuter trains

and modernisation of rolling stock maintenance facilities, construct and upgrade railway tracks, install new signaling and telecommunication facilities and upgrade railway stations to provide improved intermodal connectivity with the other modes of public transport and through park-and-ride facilities at the selected stations. The project will increase the capacity and attractiveness of the railway system, thus increasing its market share and reducing road congestion by shifting passengers to rail transport. The project will be designed on a modular basis to allow for future expansion.

On the KV line it has been identified that Padukka, which is 31 Km from Maradana, is the best location to attract passengers from the Horana corridor, therefore, by considering the present and future demands the intention is to up-grade the railway track to double line up to Padukka and to rehabilitate the existing single track up to Avissawella.

At present, the Detail Design Consultants have completed the detailed feasibility on the KV line and detail designs and bid documents are being prepared and are expected to be complete

by July 2019.

According to the project feasibility study, it is recommended to commence construction of KV line in four distinct sections as follows;

traffic problems at level crossings. The consultancy therefore recommended structures, such as elevated viaducts, or underground tunnel to be considered.

The consultancy has considered the following options for the section between Maradana Loco Junction and Malapalla (the most urbanised section of the tack).

1.

2.

3.

4.

Elevated option Underground option Elevated + underground option Elevated + underground + at grade option

After detailed analysis the Elevated option was selected as the best option for the most urbanized section of the proposed upgrade.

1. Maradana- Loco Junction – Modification for additional track at grade 2. Loco Junction to Malapalla – Elevated double line track 3. Malapalla-Padukka – Double line track at grade 4. Padukka-Avissawella – Rehabilitation of single track at grade Figure 3. Proposed vertical alignment of KV Line

From Maradana to Malapalla the train frequency can be as short as 5 minutes and it is difficult to solve the resulting road

For more information contact Nihal Somaweera Consultant, Colombo Suburban Railway Project, Sri Lanka

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“PLATFORM INTRUSION EMERGENCY STOP” (PIES®) IS A LIFE SAVER ON MALAYSIAN LRT LINE

N

othing proves a technology to be effective more than a real life situation and for the Platform Intrusion Emergency Stop (PIES®) system, that moment came in April 2018, when a pregnant woman fainted and fell onto the track at Damai LRT Station on the Kelana Jaya Light Rail Transit (LRT) line in Kuala Lumpur.

Thanks to the state-of-the-art innovative safety system that had been installed on the line, an approaching train was immediately stopped from entering that station, avoiding further injury to the lady on the track. The rescue team from the Fire and Rescue Department and medics reached the location soon after the incident and took about seven minutes to rescue the victim. The Kelana Jaya LRT line was cleared to resume operations in less than half an hour.

AZTI® Technology Sdn Bhd is the technology owner for the PIES® system that ‘saved the day’. Putting people’s safety as the highest priority, the Platform Intrusion Emergency Stop (PIES®) system has proven that it is a cost effective platform intrusion safety solution, with minimal capital outlay and the lowest operating expenses for the rail industry.

PIES® has been operating in several countries across the world since 1985. The company’s long list of prestigious projects and clients include the Sky-train in Vancouver, the Sydney Monorail, the Los Angeles Metro Green Line (USA) and more recently the Kelana Jaya and Ampang LRT lines (including the extension to both lines).

The recent Kelana Jaya LRT incident was a good case study, which proved the systems capabilities in ensuring platform safety.

The state-of-art system utilizes a series of flexible mounted sensor panels located between the running-rail in front of the platforms.

A proprietary strain sensitive cable BLUCOR® is attached to these sensor panels and electronic circuitry has been developed to eliminate environmental effects, while still detecting human intrusion. The motion sensitive cable generates electronic signals in direct response to any motion applied to the sensor panels and sends it to the local control panel. The signal is filtered and monitored for any changes to trigger a notification signal to the affected Platform Control Panel, Train Signaling and SCADA systems. The intrusion signal of PIES® will notify the signaling system to close the station track from trains entering. It meets all safety requirements for adverting any tragic accidents such as passengers falling onto the tracks.

HOW DOES PIES® WORK?

• Sensing Cable BLUCOR® is laid along the groove of the Sensor Panel for motion sensing.

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• S ensor Panels are fixed in position, but only allow for downward movement.

• T here are Metal Springs installed underneath the Sensor Panels, which will compress if a weight greater than 7kg is placed on the sensor panel.

• W hen the sensor panel is compressed down with a 7kg load, the BLUCOR® cable will bend due to the differential level between the Sensor Panels.

• V oltage flow through the cable will then change, feeding a different signal to the control panel. This signal will relayed to the Automated Train Control, or SCADA to activate the procedure to stop the train.

• S ystems can be reset manually after verification by the station master after clearance.

ADVANTAGES OF PIES® • S ystem installed and still operational since 1985 with zero fatalities.

• A system that meets all safety requirements for detecting passengers accidentally falling onto the tracks.

• B arrier Free Intrusion detection/prevention system, that provides better flexibility for implementation and future station or rolling stock upgrades.

• A system that requires minimum maintenance and upkeep.

• A system that does not require highly skilled workers to maintain it.

• A system that is cost effective and meets safety requirements.

AZTI® Technology installed the system in more than 50 stations on the Light Rail Transit (LRT) in Kuala Lumpur and the Company continues to provide world class solutions for the security and detection needs of the railway and transit industries, building a cost-effective platform intrusion safety system that works for rail industries.

To understand more about PIES® watch the full video: https://www.youtube.com/watch?v=iXl0VHNFu-U For more information about PIES® system and railway industry safety system features, please log on to http://www.aztigroup.com For further enquiries, Email: lws@aztihsb.com, or williamfoo@ aztihsb.com, or Tel: +603 2201 8620.

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