Fleet Management Good Practice Guide - 20 Point Plan

The Twenty Point Plan has been developed by fleet engineers for fleet engineers to help improve rolling stock performance.

The latest issue (January 2019, Issue 14) of the Twenty Point Plan has been restructured and now includes:

  • A new section on On-Depot Fault Finding (Section 8)
  • A new section on Managing Ageing Rolling Stock (Section 10)
  • A new Appendix on Performance Measure Indicators (Appendix K)
  • Updates on the Common Reliability Data section (Section 2)

Click here to download the latest version of the Twenty Points Plan (Issue 14, January 2019).

You can also download each section separately by clicking on the links below:

Section Description
Meeting the Challenge Mark Johnson - Fleet Reliability Focus Forum Chairman
(Engineering Director, Southeastern Railway)
Summary The purpose of this docuemnt.
Section 2. Common Reliability Data Miles per 3 Minute Delay, Miles per Trust Incident (MTIN) and Delays per Incident (DPI)
Section 3. Management for Improvement Principles, methods and examples to motivate sustained improvement, including Day-to-day; Monitoring and Feedback; and Change Management; Risk Evaluation
Section 4 Seasonal Management To maximise the level and consistency of fleet performance during seasonal variances by operations and engineering working together to produce robust and effective management plans.
This section is intended to promote a structured approach to seasonal planning and operations.
Section 5 Train Preparation This section places emphasis on the plan, do, review process to ensure fleet safety, reliability and presentation.
Section 6 Delivering the Service Engineering, Operations and Planning understanding each other and pulling together: depot and train planning (e.g. Rules of the Depot); faults and failures (e.g. 2-way communications).Working together on seasonal preparedness is vital.
Section 7 The Depot The key frontline resources of fleet maintainers: depots (design, capacity and capability), their management and staffing, including motivation, training, skills development and competency assessment; the High Performing Depot Specification.
Section 8 On-depot Fault Finding This section explores good practice for on-depot fault finding, especially around No Fault Found; also, the best procedure for establishing robust fault finding.
Section 9 The Vehicles The core activities of fleet maintainers: collecting and using data (Failure Mode Analysis, condition monitoring, analysing trends); managing repeat defects, deferred work and configuration control; developing the maintenance regime; understanding availability.
Section 10 Managing Ageing Rolling Stock The purpose of this section is to increase awareness and knowledge of the factors to consider when identifying and managing ageing rolling stock and how to mitigate the impacts to avoid significant reliability and performance reduction.
Section 11 The Infrastructure How to manage engineering interfaces between vehicles and infrastructure (relationships, preventing problems).
Section 12 Managing Fleet Incidents Incident on the railway will impact the whole system, usually measured in train delay minutes.
This section includes guidance on how fleet incident management is best implemented.
Section 13 The Supply Chain. Having the right parts when and where required (spares holding, floats, measures, link to risk, change control, obsolescence, forecasting) and improving the quality of the parts through effective closed-loop relationships.
Section 14 New Train introduction. How to buy a new train fleet for best ‘out-of-the-box’ service performance, risks associated with whole fleet behaviour following introduction.
Section 15 No Fault Found Warranty Claims. Focuses on rolling stock component warranty claims where the supplier cannot find a fault with the returned component.
Section 16 ROSCOs How ROSCOs can facilitate reliability improvement throughout vehicle lives, including fleet management plans; user groups and common issues; optimising for duty cycles.
Section 17 Overhaul Management There is a recognised risk that a vehicle re-entering service post-overhaul suffers from a reduction in reliability; this section aims to address the issues which cause a fleet’s reliability to decline.
Section 18 Outsourced Maintenance Shared good practice for TOCs managing outsourced maintenance, training and development of ’in-house’ skills and competences (principles are also relevant to TOCs which do most of their work in-house).
Section 19 Business Continuity Management How any business can prepare and implement the strategic and tactical capability of the organisation to plan for and respond to incidents and business disruptions in order to continue business operations at an acceptable pre-defined level.
Section 20. Useful Links List of other Railway body websites.
Appendix A: Evidence Flow Chart This flow chart can be used to help decision-making where fleet believe an incident should be disputed.
Appendix B: High Performing Depot Specification The idea for this specification arose from a cross-industry workshop in December 2007. The aim was to challenge fleet to deliver the next big step change in reliability.
Appendix C: Supply Chain Sub-group Issues List An establisted process of dealing with some common suply chain issues.
Appendix D: Industry Supply Chain Work Streams Approaches to mitigate critical materials supply issues.
Appendix E: Example of Best Practice Supply Chain Management Supply Chain Management
Appendix F: Fleet Transfer Checklist Fleet cascade acceptance Checklist
Appendix G: Incident Decision Support Tool Customer Requirement Specification Outlines the requirements for an information technology decision support tool which can be used to establish with a driver, or other crew member during service incident and to advise the driver based on the time and location of the fault.
Appendix H: Example of a Checklist Right time railway assurance check for fleet depot staff
Appendix I: Decision Suppport Tools The implementation of a systematic, computer-based DST is considered business critical by many TOCs and forms an important part of any modern fleet management programme
Appendix J: Creating a Lean Process (for Overhaul) This appendix highlights tools to make the overhaul process more efficient and improve the quality of the outputs.
Appendix K: Performance Measurement Indicators List of both Leading and Lagging performance indicators for fleet reliability improvement.
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