The Twenty Point Plan
Running trains on time has been our customers’ top priority, whether they are passengers or businesses that send freight by rail. Meeting this need is of utmost importance for all of us in the rail industry. On-time service delivery has shown a good correlation with customer satisfaction. It is important, therefore, for the industry as well as its stakeholders that we strive and run punctual and reliable trains.
The 20 Point Plan is the practitioner-created guide to help businesses deliver improvements in their rolling stock performance through willingly sharing hard-earned knowledge and good practices. The continued evolution of the plan is a visible demonstration of the will that different businesses have in collaborating to meet the challenge of providing reliable, punctual journeys for customers.
The latest issue (Issue 15, July 2020) of the Twenty Point Plan has been restructured and now includes:
- New foreword
- Change in Section 2.1.1: ‘The operating TOC is accountable for fleet reporting to RDG but that for subleased fleets the lessor and lessee should agree between them who is responsible’
- Section 2: insertion of ‘train has been prepped’ under technical clarification
- Inclusion of new Section 11: Electrical and Electronic Overhaul
- Change of name from the National Task Force (NTF) to Network Performance Board (NPB)
- Removal of ‘Supply Chain Forum’ following withdrawal
- New title page inserted for each section
Click here to download the latest version of the Twenty Points Plan (Issue 15, July 2020).
You can also download each section separately by clicking on the links below:
| Section | Description |
|---|---|
| Foreword | Susie Homan |
| Meeting the Challenge | Mark Johnson |
| Purpose and Summary | The Twenty Point Plan (20PP) is the current industry view of how to maximise the reliability of the UK national rolling stock fleet. Where helpful, it includes examples of best practice |
| 2. Common Reliability Data | Miles per 3 Minute Delay, Miles per Trust Incident (MTIN) and Delays per Incident (DPI) |
| 3. Management for Improvement | Principles, methods and examples to motivate sustained improvement, including Day-to-day; Monitoring and Feedback; and Change Management; Risk Evaluation |
| 4. Seasonal Management | 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 |
| 5. Train Preparation | The key frontline resources of fleet maintainers: depots (design, capacity and capability), their management and staffing, including motivation, training, skills development and competence assessment; the High Performing Depot Specification |
| 6. Delivering the Service | Having the right parts when and where you need them (spares holding, floats, measures, link to risk, change control, obsolescence, forecasting), and improving the quality of the parts through effective closed-loop relationships (Unipart Rail, ARTTT, RISAS) |
| 7. The Depot | How to manage the engineering interfaces between vehicles and infrastructure (relationships, preventing problems before they start) |
| 8. The Vehicles | Engineering, operations and planning need to understand each other and pull together: depot planning and train planning (e.g. Rules of the Depot); faults and failures (e.g. 2-way communications); measures of fleet performance. Working together on Seasonal Preparedness is vital |
| 9. On-Depot Fault Finding | How to buy a new train fleet to get the best “out-of-the-box” service performance, risks associated with whole fleet behaviour following introduction |
| 10. The infrastructure | Best practice in TOCs managing outsourced maintenance, connection to training and development of “in-house” skills and competences (principles are also relevant to TOCs which do most of their work in-house) |
| 11. Managing the Impact of Fleet Incidents on the Railway | How ROSCOs can facilitate reliability improvement throughout vehicle lives, including Fleet Management Plans; User Groups; common bits and common issues; optimising for Duty Cycles |
| 12. The Supply Chain | 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 |
| 13. New Train Procurement | To maximise the level and consistency of fleet performance during seasonal variances both operations and engineering need to work together to produce robust and effective management plans. This section is intended to promote a structured approach to seasonal planning and operations |
| 14. No Fault Found Warranty Claims | Incidents which occur on the railway will impact on the whole system; this impact is usually measured in train delay minutes. This section includes guidance on how Fleet Incident Management is best implemented |
| 15. RoSCOs | |
| 16. Overhaul Management | |
| 17. Outsourced Maintenance | |
| 18. Business Continuity Management | |
| 19. Useful Links | |
| Appendix A: Evidence Flow Chart | |
| Appendix B: High Performing Depot Specification | |
| Appendix C: Supply Chain Sub-group Issues List | |
| Appendix D: Ongoing Industry Supply Chain Work Streams | |
| Appendix E: Example of Best Practice Supply Chain Management | |
| Appendix F: Fleet Transfer Checklist | |
| Appendix G: Vehicle Incident Decision Support Tool Customer Requirement Specificartion | |
| Appendix H: Example of a Checklist | |
| Appendix I: Decision Suppport Tools | |
| Appendix J: Creating a Lean Process (for Overhaul) | |
| Appendix K: Performance Measurement Indicators |