transit operation mgt

8/6/2019 Transit Operation Mgt

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Executive Diploma in UrbanExecutive Diploma in UrbanExecutive Diploma in UrbanExecutive Diploma in UrbanTransportation SystemTransportation SystemTransportation SystemTransportation System

Module 10 : Transit Module 10 : Transit Module 10 : Transit Module 10 : Transit Operations and ServiceOperations and ServiceOperations and ServiceOperations and Service

Management Management Management Management ByByByBy : AZMAN BIN YAHYA: AZMAN BIN YAHYA: AZMAN BIN YAHYA: AZMAN BIN YAHYA



2Transit Operations and Service Management

Q QQ Q1: 1: 1: 1: In planning a transit route what are the objectives you need to In planning a transit route what are the objectives you need to In planning a transit route what are the objectives you need to In planning a transit route what are the objectives you need to achieve so that your transit service will be successful? What are the basic achieve so that your transit service will be successful? What are the basic achieve so that your transit service will be successful? What are the basic achieve so that your transit service will be successful? What are the basic alternative transit route structure and transit network forms? Describe alternative transit route structure and transit network forms? Describe alternative transit route structure and transit network forms? Describe alternative transit route structure and transit network forms? Describe the basic transit routing and service the basic transit routing and service the basic transit routing and service the basic transit routing and service options.options.options.options. Indicate Service Quality Indicate Service Quality Indicate Service Quality Indicate Service Quality measures that you would adopt in the planning and monitoring of the measures that you would adopt in the planning and monitoring of the measures that you would adopt in the planning and monitoring of the measures that you would adopt in the planning and monitoring of the

transit route and service.transit route and service.transit route and service.transit route and service. (10 marks) (10 marks) (10 marks) (10 marks)

Objectives in planning a transit routes:

• To perform maximum transportation work by the number of passenger – trip or passenger -km

• To achieve maximum operation efficiency• To create positive impacts such as reduction of highway

congestion, desirable land use pattern and sustainability and highquality of life

The transit network forms can be from radial, circumferential,rectangular/grid or ubiquitous. The basic principles of transit routing are:

1. Transit route should be located in such a way as to provide thehighest quality service to potential users within the given budget

2. User oriented transit: transit service developed to meet theparticular needs of a selected group of travelers. Such a servicewould provide :

• Direct linkage between the user’s origin and destination withno transfers

• At a time convenient to the user

• At a cost competitive with the automobile

3. Attempt to minimize out of vehicle time spent in travel (walking tobus, waiting , transferring)

4. Work with parking agency, regulations. Parking policy can beutilized to cause shift to transit for work or school trips and alsoencourage shopping use.

5. Major changes can occur in urban land use and travel patterns overtime.




There are two primary aspects of quality of service to consider. The first isthe availability of service, both geographically and by time of day. If service isn’t available between the locations where one wants to travel, or

isn’t provided at the times one wants to travel, transit isn’t an option forthat trip. In addition, even if service is available, people need to know howto use it (e.g., where to go to catch the bus, what time the bus isscheduled to arrive, what the fare is and how to pay it, etc.).

The second aspect is the comfort and convenience of the service. Thisencompasses a number of factors, for example, the waiting environment at the bus stop, the ability to get a seat on the bus, the overall travel time,




the reliability of the service, passengers’ perceptions of the safety andsecurity of the trip, and the cost of the trip relative to other choices.Assuming transit is an option for a trip, these factors help influencewhether one would choose to use it.

There is many other planning and design applications for transit level of service measurement include the following:

• Transit Development Plans• Long‐range Transportation Plans

• Statewide Transportation Planning• Transit Service Planning• Comprehensive Operational Analysis• Demand‐Responsive Transit Planning

• Facility Planning and Design• Corridor Master Plans/PD&E Studies

• Premium Transit Alternatives Analysis

Service FrequencyService FrequencyService FrequencyService Frequency

Service frequency is an indicator of transit service availability. At hourlyheadways, passengers must plan their trips around the relatively fewtimes per day that service is provided and may be faced with long waits for their return trip. As frequency improves, making a bus trip becomes amore attractive option, and more people choose to ride the bus. From thetransit agency perspective, passenger convenience must be balancedagainst the need to provide cost ‐effective service, matching service

levels to the potential demand for service. There may also be policyobjectives to consider—for example, given a fixed budget of servicehours, a goal to provide service close to as many people as possible willresult in greater coverage, but lower frequencies, compared to a goal tomaximize system productivity. Service frequency LOS measurespassenger satisfaction with the frequency provided. At high levels of service, passengers don’t need to consult schedules to make trips andtheir wait time for a bus is minimized. At low levels of service, transit stillprovides a mobility option but is unlikely to be attractive to persons whohave access to an automobile.

Hours of ServiceHours of ServiceHours of ServiceHours of Service

Hours of service measures the number of hours during the day whenpeople have an opportunity to travel by transit at least once during that hour. It is different from the NTD service span measure, which simplymeasures the interval between the first and last trips of the day without regard to whether service is actually provided at all times during that interval. Longer hours of service make transit an option for commuters




who occasionally may need to stay late at work; workers with evening,nighttime, or early morning jobs; students taking evening courses;persons who have been drinking and shouldn’t be driving, and others whohave a need to travel during the evening or nighttime. For transit agencies, similar to frequency, passenger convenience and community

social objectives must be balanced against the need to providecost ‐effective service. Hours of service LOS measures the ability of

transit service to meet a wide variety of travel needs. At high levels of service, transit is a travel option at most times of the day. At low levels of service, transit provides mobility during times when many people need totravel, but focuses on serving only one or two types of trips (e.g.,traditional commute trips).

Service CoverageService CoverageService CoverageService Coverage

The roadway network provides near‐universal access to locations. In

comparison, transit service is only available to areas located close totransit stops and stations. Although the automobile and bicycle modescan be access options under certain circumstances, most people accesstransit service by walking, and nearly all passengers must walk oncetransit delivers them to the vicinity of their destination. Because it isunproductive to provide transit service to low‐density areas, service

coverage LOS measures how much of the area capable of supporting at least hourly daytime service is actually served by transit. Higher LOSlevels indicate a greater variety of origins and destinations that potentialpassengers can travel between. Service coverage LOS focuses on thearea within walking distance of transit stops (up to ¼ mile for local bus

routes and up to ½ mile for BRT and rail routes). Optionally, users canadjust the area served by a stop or station to reflect the level of street connectivity in the surrounding neighborhood, and to reflect street ‐crossing difficulty.

Passenger LoadsPassenger LoadsPassenger LoadsPassenger Loads

Passenger loading is a measure of passenger comfort. Similar to many of the other measures, a balance must be struck between the passengers’desire to have a seat and the transit agency’s desire to provide productiveservice. Frequently, transit agencies strike this balance by accepting

higher loads during peak periods compared to off ‐

peak periods, and bydifferentiating loading standards among different service types. HigherLOS levels indicate that passengers are able to find a seat, while lowerLOS levels indicate the relative levels of crowding that standeesexperience. When mapped, passenger load LOS can be used to depict thelength of a route that experiences standing loads, which is an indicator of how long persons must stand.




ReliabilityReliabilityReliabilityReliability

The TCQSM provides two measures of reliability: on‐time performance

and headway adherence. On‐time performance reflects one’s chances of

getting to one’s destination within 5 minutes of the scheduled time and the

amount of extra time one must allow to be reasonably sure of getting toone’s destination on time. Headway adherence is a measure of the “busbunching” phenomenon and an indicator of the extra amount of time, onaverage, that passengers must wait at a bus stop. Very high reliabilityLOS levels are difficult for buses to achieve without a high level of priority(e.g., bus lanes), but low LOS levels are an indication of underlyingproblems—for example, traffic congestion, scheduling, or routesupervision—that should be addressed.

Transit Transit Transit Transit----Auto Travel TimeAuto Travel TimeAuto Travel TimeAuto Travel Time

Transit ‐

auto travel time is one measure of the competitiveness of transit with the automobile for a given trip. The longer a trip takes by transit, theless attractive transit is as an option for that trip. Achieving LOS A (transit is faster than the automobile for a given trip) requires rapid serviceoperating in its own right ‐of ‐way. Where a given route falls within the

other possible LOS grades is a function of both service design(particularly stop spacing, route directness, overall route connectivity,and transfer times) and traffic conditions.

http://www.dot.state.fl.us/Transit/Pages/Draft%20FDOT%20TQOS%20App lications%20Guide.pdf

Q2: Q2: Q2: Q2: Differentiate between transit vehicle capacity and transit line Differentiate between transit vehicle capacity and transit line Differentiate between transit vehicle capacity and transit line Differentiate between transit vehicle capacity and transit line passenger capacity. What are the factors that can influence passenger capacity. What are the factors that can influence passenger capacity. What are the factors that can influence passenger capacity. What are the factors that can influence transit transit transit transit carrying capacity? If MRT double track line from Sungai Buloh to Kajang is carrying capacity? If MRT double track line from Sungai Buloh to Kajang is carrying capacity? If MRT double track line from Sungai Buloh to Kajang is carrying capacity? If MRT double track line from Sungai Buloh to Kajang is 50 km long with an average speed of 30 kph, each train of 4 cars can carry 50 km long with an average speed of 30 kph, each train of 4 cars can carry 50 km long with an average speed of 30 kph, each train of 4 cars can carry 50 km long with an average speed of 30 kph, each train of 4 cars can carry max of 200 pax per car; what is the line capacity of the MRT at 5 min.max of 200 pax per car; what is the line capacity of the MRT at 5 min.max of 200 pax per car; what is the line capacity of the MRT at 5 min.max of 200 pax per car; what is the line capacity of the MRT at 5 min.frequency and how many tra frequency and how many tra frequency and how many tra frequency and how many train sets to you need, allowing 10% spares. (10 in sets to you need, allowing 10% spares. (10 in sets to you need, allowing 10% spares. (10 in sets to you need, allowing 10% spares. (10 Marks) Marks) Marks) Marks)

Transit vehicle capacity is determined by the product of transit vehicle

capacity and the maximum frequency with which transit vehicles can passa given location while transit line passenger capacity is the product of thenumber of vehicles per hour (usually past the busiest stop) and thenumber of passengers that each vehicle can carry.




For the purposes of thisexample, the capacity of the freeway lanes isassumed to be 2,300passenger vehicles perhour per lane (without buses), one bus isassumed to be theequivalent of 2passenger vehicles,

buses are assumed not to stop along the freeway, and buses andpassenger vehicles are assumed to have average occupancies of 47 and1.3, respectively, corresponding to typical major-city vehicleoccupancies. It can be seen that, as the number of buses using a freewaylane increases to 300, the person capacity of that lane increases fromabout 3,000 to more than 16,800, while the vehicle capacity drops only from 2,300 to 2,000 (1,700 passenger vehicles plus 300 buses). Note that this figure only refers to capacity, not to demand or actual use.

Under this set of assumptions, a lane serving60 to 65 buses per hour iscarrying as many people asa lane filled to capacity withautomobiles, withconsiderable remainingcapacity to add more busesand carry more people.Under these conditions, abus would pass by a givenpoint along the lane about once per minute on average. One of the challenges in adopting exclusivelanes for buses is the public perception that the lane is virtually empty of vehicles, even when it is carrying a substantial number of people.

The factors that can influence transit carrying capacity:-

• Allowable number of vehicles per transit unit (i.e., single unit or bus orseveral units or cars per train)

• Vehicle dimensions• Seating configuration and capacity• Number, location, and width of doors• Number and height of steps

• Maximum speed




• Acceleration and deceleration rates

• Type of door actuation control

Carrying capacity of transit comparison

ModeModeModeMode Peak CapacityPeak CapacityPeak CapacityPeak Capacity(passengers/hour)(passengers/hour)(passengers/hour)(passengers/hour) Average SpeedAverage SpeedAverage SpeedAverage Speed(miles/hour)(miles/hour)(miles/hour)(miles/hour)

Bus in mixed traffic 500-1,500 3-6

CBD bus lane 2,000-9,000 4-8

LRT on street 1,800-28,000 8-16

People mover 1,500-6,000 8-22

Commuter Rail 2,000-20,000 20-50

LRT exclusive right of way

8,000-25,000 25-35

Busway 2,000-10,000 35-45

Bus on HOV lane 4,000-8,000 35-55

Heavy Rail 13,000-49,000 35-55

MRT double track line from Sungai Buloh to Kajang line capacity of theMRT at 5 min with an average speed of 30 kph, each train of 4 cars cancarry max of 200 pax per car; allowing 10% spares.

MRT double track line :

5

0.08 12200 4167

880 18333

Frenquency/ No.

of carTotal train Capacity /

direction

42SG BULOH - KAJANG 50 30 3.33

RouteTotal

Length (km)

Speed

(km/h)

Route Cycle

Time(hr)Capacity

Route cycle time :

: 2 * 50 / 30

: 3.33 hr

Frequency / headway : 5 minutes: 5 / 60

: 0.08 hr

No . Of train:

: 3.33 * 0.08

: 42 train in one cycle: 42 train in one cycle: 42 train in one cycle: 42 train in one cycle

line capacityline capacityline capacityline capacity

:( 200* 4 *1.1 * 42) / 2

: 18333 pphpd: 18333 pphpd: 18333 pphpd: 18333 pphpd




Q3: Q3: Q3: Q3: What is the role of transit ridership prediction and what are the What is the role of transit ridership prediction and what are the What is the role of transit ridership prediction and what are the What is the role of transit ridership prediction and what are the “ ““ “endogenous endogenous endogenous endogenous” and “ ” and “ ” and “ ” and “exogenous exogenous exogenous exogenous” factors that may influence ” factors that may influence ” factors that may influence ” factors that may influence your your your your estimates. Describe how you would use estimates. Describe how you would use estimates. Describe how you would use estimates. Describe how you would use the HPU trip generation data in the HPU trip generation data in the HPU trip generation data in the HPU trip generation data in estimating transit ridership in a route or corridor. Show estimating transit ridership in a route or corridor. Show estimating transit ridership in a route or corridor. Show estimating transit ridership in a route or corridor. Show your your your your understanding with an example showing impact due to transit assess zone understanding with an example showing impact due to transit assess zone understanding with an example showing impact due to transit assess zone understanding with an example showing impact due to transit assess zone

and feeder zones within its station/stop catchment area.and feeder zones within its station/stop catchment area.and feeder zones within its station/stop catchment area.and feeder zones within its station/stop catchment area. (10 Marks) (10 Marks) (10 Marks) (10 Marks)

The role of transit ridership predictionThe role of transit ridership predictionThe role of transit ridership predictionThe role of transit ridership prediction::::----

1. Predicting ridership/revenue as a result of fare changes system wideprediction usually required

• Fare elasticity calculation

• Time-series econometric model• Best methods use two-stage, market segment model

2. Predicting ridership/revenue for general agency planning andbudgeting purposes:

• System wide prediction required

• Trend projection

• Time-series econometric model

3. Predicting ridership/revenue as a result of service changes

• route-level prediction usually required service changes of interest include changes in:

• Period(s) of operation

• Headway• Route configuration

• Stop spacing• Service type (e.g., local versus express)




EXOGENOUS (uncontrollable):EXOGENOUS (uncontrollable):EXOGENOUS (uncontrollable):EXOGENOUS (uncontrollable):

• Auto ownership/availability & operating costs

• Fuel prices & availability

• Demographics (age, gender, etc.)

• Activity system (population & employment distributions, etc.)

.Usually can be assumed to be "fixed" in the short-run.

Factors Affecting Transit Ridership

ENDOGENOUS (controllable):ENDOGENOUS (controllable):ENDOGENOUS (controllable):ENDOGENOUS (controllable):

•Fare

• Headway (wait time)

• Route structure (walk time; ride time)

•Crowding*

• Reliability*

* Usually not explicitly accounted for in ridership prediction methods.

Traditional Approach:

Exogenous Change: monitor ridership changeExogenous Change: monitor ridership changeExogenous Change: monitor ridership changeExogenous Change: monitor ridership changeEndogenous Change: modify system accordinglyEndogenous Change: modify system accordinglyEndogenous Change: modify system accordinglyEndogenous Change: modify system accordingly

Reactive -- does not attempt to anticipate impacts prior to theexogenous/endogenous change occurring.

Current Practice:

• Little attention given to the problem in many agencies, except for farechanges and major capital projects




• Traditional urban transport planning models inappropriate andineffective (generally not detailed enough and too complex to runrepeatedly)

• Ad-hoc, judgmental methods dominate

APPROACHES TO PREDICTING ROUTE RIDERSHIPAPPROACHES TO PREDICTING ROUTE RIDERSHIPAPPROACHES TO PREDICTING ROUTE RIDERSHIPAPPROACHES TO PREDICTING ROUTE RIDERSHIP

1. Professional judgement

2. Non-committal survey techniques

3. Cross-sectional data models

4 Time-series data models

PROFESIONAL JUDGEMENTPROFESIONAL JUDGEMENTPROFESIONAL JUDGEMENTPROFESIONAL JUDGEMENT

• Widely used for a variety of changes

• Based on experience & local knowledge

• No evidence of accuracy of method (or reproducibility

of results)

• Reflects:

-lack of faith in formal models-lack of data and/or technical expertise to support thedevelopment of formal models-relative unimportance of topic to many properties(compared to impact of changes on existing passengers)

SURVEYSURVEYSURVEYSURVEY – –– – BASED METHODSBASED METHODSBASED METHODSBASED METHODS

A. NonA. NonA. NonA. Non----Committal SurveysCommittal SurveysCommittal SurveysCommittal Surveys

1. Survey potential riders to ask how they would respond to the newservice (or service change)




2. Extrapolate to total population by applying survey responses at themarket segment level

3. Adjust for "non-committal bias" by multiplying by an appropriate

adjustment factor ((which can range in practice from 0.05 to 0.50).

---> NOT generally recommended.

B. Stated Preference SurveysB. Stated Preference SurveysB. Stated Preference SurveysB. Stated Preference Surveys

"Stated preference measurement" (conjoint analysis) is emerging as avariable statistical tool f l for assessing likely responses to proposedtransportation system changes

• Involves detailed, rigorous survey designs & data analyses

• Usually involves a series of tradeoffs that allows planner to rankrelative planner to rank relative importance of different types of improvements

• May be particularly useful f for new services or new service areas

CROSS SECTIONAL MODELSCROSS SECTIONAL MODELSCROSS SECTIONAL MODELSCROSS SECTIONAL MODELS

These models use route & demographic data to "explain" route ridership.

Many methods, of varying complexity fall into this category. Four mainapproaches are:

• "rules of thumb”

• "similar routes" methods

• Multiple factor trip rate models

• Aggregate route

regression models




Q4: What is the purpose of marketing in transit business. What are the Q4: What is the purpose of marketing in transit business. What are the Q4: What is the purpose of marketing in transit business. What are the Q4: What is the purpose of marketing in transit business. What are the four P’s in transit marketing?. The role four P’s in transit marketing?. The role four P’s in transit marketing?. The role four P’s in transit marketing?. The role of “branding” and elaborate of “branding” and elaborate of “branding” and elaborate of “branding” and elaborate in your in your in your in your own words own words own words own words the 7 laws of branding a transit service the 7 laws of branding a transit service the 7 laws of branding a transit service the 7 laws of branding a transit service to the users and non to the users and non to the users and non to the users and non- -- - users. What steps do you take to plan and monitor a typical transit users. What steps do you take to plan and monitor a typical transit users. What steps do you take to plan and monitor a typical transit users. What steps do you take to plan and monitor a typical transit marketing program.marketing program.marketing program.marketing program. (10 Marks) (10 Marks) (10 Marks) (10 Marks)

The purpose of marketing in transit business is formingrelationships. Relationship marketing is a strategy that entails forgoing long – term partnerships with customers which contributesto their success.

The four “P”s in transit marketingThe four “P”s in transit marketingThe four “P”s in transit marketingThe four “P”s in transit marketing• Price

• Place

• Product • Promotion

Seven Laws of Branding :Seven Laws of Branding :Seven Laws of Branding :Seven Laws of Branding :----

1. Branding is building a relationship with the customer2. The brand is about value : tangible and emotional3. Brands are about customers perception of the service4. The smaller your budget is,the stronger your brand must be5. Brands are built from strengths

6. Awareness is not branding7. If you can’t articulate it,neither can anyone else

Branding defines the personality of your service. It reflects thevalue of the organization (functional, expressive evenphilosophical). It personifies the image and identity of the servicesto form the opinions and attitudes people have of your service andorganization. Branding is a promise to your customers. Branding isbuilding a relationship with the customer and a promise to thecustomer. To the users, they will look up at the brand, as the brand

is about value; tangible and emotional. Even though our budget issmall, we need to create a stronger brand. Marketing has theassignment to conceive, develop, and maintained an integrated,consistent image for the transit service. Successful branding focuses on the customer’s needs and wants. At the same time, it must reflect back to into the organization and onto its employees sothat every action reinforces the image that is outward manifestationof the brand.




Steps to Plan and Monitor A Typical Transit Marketing ProgramSteps to Plan and Monitor A Typical Transit Marketing ProgramSteps to Plan and Monitor A Typical Transit Marketing ProgramSteps to Plan and Monitor A Typical Transit Marketing Program

The first step in determining which tactics to implement is anunderstanding the current mindset of audience. This is accomplishedthrough quantitative (surveys) and qualitative (focus group) market research.

Media Selection :Media Selection :Media Selection :Media Selection :----

Media is delivery person of your marketing message. It must make apersuasive advertising sales call on the prospective customer. Availabletypes of media include :-

i) Print (newspapers, magazines, directories, newsletters),

ii) Broadcast (radio and television including cable),

iii) Out of home (billboards, public posters, movie theater ads,skywriting)

iv)

Direct mail (flyers, postcards, letters, mailed brochures)

v) New media (websites, internet banner ads)

vi) Event marketing

vii) Public Relations

SituationalAnalysis

Goal Setting

The strategic

A sustainable competitive advantage,

where we want to be?

How will we get there?

Target market, specific marketing goalsmarketing budget and timelines

Where we’ve been , where we are




The media mix is the combination of media to be used in a marketingprogram. Industry research reveals that in today’s increasingly complexmedia world, the choice of media can have a major impact and how theaudience receives and responds to a commercial message. It is theconsumer who controls where, when and under what circumstances he

or she pays attention to media advertising. The strengths of eachindividuals media must be considered in terms of its ability to reach thetarget audience with the desired impact.

The qualities inherent to a type of media can be used to good advantage for the message. The chart below summarizes how effectively variousmedia types achieve certain purpose.

AWARENESS INFORMATION EXCITEMENT INFLUENCE PRICE

PRINT Weak Excellent Satisfactory Satisfactory Excellent

BROADCAST Satisfactory Satisfactory Excellent Satisfactory Satisfactory

OUT-OF-HOME Excellent Weak Satisfactory Weak Weak

DIRECT MAIL Excellent Excellent Satisfactory Satisfactory Satisfactory

NEW MEDIA Weak Excellent Weak Weak Satisfactory

EVENTMARKETING

Satisfactory Weak Excellent Satisfactory Weak

PUBLIBRELATIONS

Satisfactory Excellent Excellent Excellent Weak

MESSAGE DEVELOPMENTMESSAGE DEVELOPMENTMESSAGE DEVELOPMENTMESSAGE DEVELOPMENT

Crafting an effective marketing message is cricital to the success of yourmarketing program. The message can be of both written copy and thevisual images. A creative message with impact is often equal tomultiplying your frequency. Below are five simple rules to add impact toyour marketing message:

i. Your message should be consistent throughout all yourmarketing materials. Having well developed marketing




strategies will help you maintain a consistent message. Taglines and slogans can also be effective mechanisms.

ii. Your message should focus on the benefit the potentialcustomer will realize. Too often we focus our advertising on

what we want the customer to know rather that what thecustomer wants and needs from his or her perspective.

iii. Facts must support the benefits you claim. Do not makeunsubstantiated claims. Marketing pieces must be frank,direct, and believable to be effective.

iv. The marketing message should be unpredictable. Predictableadvertising is boring and will not get your audience’sattention. Curiosity and news can stimulate the potentialcustomer to learn more. However, creativity that is not

channeled to delivering your message may be entertaining,but it will not increase ridership or public support.

v. Keep it positive. A marketing message that speaks to the fearor discomfort invokes negative images and emotions, whichmay, in turn, become linked with your service.

MARKETING CALENDARMARKETING CALENDARMARKETING CALENDARMARKETING CALENDAR

The final step in implementing your marketing plan is to develop a

marketing calendar that shoos each campaign and program by timeperiod and allocates your marketing budget accordingly.

By using tactics that support and enhance your marketing strategies, youwill be able to develop a marketing plan that will have a quantifiableimpact on ridership and public support of your transit service.




Q5: Q5: Q5: Q5: Transit operations planning comprise of 4 basic processes; network Transit operations planning comprise of 4 basic processes; network Transit operations planning comprise of 4 basic processes; network Transit operations planning comprise of 4 basic processes; network route design (ROUTING); Timetable development (SCHEDULING); vehicle route design (ROUTING); Timetable development (SCHEDULING); vehicle route design (ROUTING); Timetable development (SCHEDULING); vehicle route design (ROUTING); Timetable development (SCHEDULING); vehicle scheduling (RUNCUTTING) and ; Crew scheduling (ROSTERING). Please scheduling (RUNCUTTING) and ; Crew scheduling (ROSTERING). Please scheduling (RUNCUTTING) and ; Crew scheduling (ROSTERING). Please scheduling (RUNCUTTING) and ; Crew scheduling (ROSTERING). Please explain your understanding with diagrams and flow explain your understanding with diagrams and flow explain your understanding with diagrams and flow explain your understanding with diagrams and flow charts, all four charts, all four charts, all four charts, all four p pp processes and the data and survey required.rocesses and the data and survey required.rocesses and the data and survey required.rocesses and the data and survey required. Illustrate the process by Illustrate the process by Illustrate the process by Illustrate the process by

using a simple transit route.using a simple transit route.using a simple transit route.using a simple transit route. Indicate Indicate Indicate Indicate (10 Marks) (10 Marks) (10 Marks) (10 Marks)

A transit operational planning process includes four basic componentsperformed usually in sequence: (1) network route design; (2) settingtimetables; (3) scheduling vehicles to trips; and (4) assignment of drivers.This planning process is extremely cumbersome and complex and oftencreates confusion in its interrelationships among researchers andpractitioners. The purpose of this work is to construct a framework and toprovide an overview and examples of certain practical methodologiesaimed at solving the transit scheduling problems. In the past 20 years, aconsiderable amount of effort has been invested in the computerization of

the four components mentioned above.

This is in order to provide more efficient, controllable, and responsiveschedules. Nonetheless, despite the software used, no system is yet ableto solve large scheduling problems, and manual intervention is necessary.There is a need to bridge the gap between the software system designersand the transit schedulers via the identification and organization of all theelements involved, including the current availability of data. This workemphasizes certain data needs along with examples for crystalizing andclarifying the transit scheduling undertaking. It is suggested that most of the scheduling tasks can be performed automatically, but it is preferable

to undertake some of them through a conversational man-computer mode.




Practical Lab: (50 Marks) Based on your study area, identify one transit Practical Lab: (50 Marks) Based on your study area, identify one transit Practical Lab: (50 Marks) Based on your study area, identify one transit Practical Lab: (50 Marks) Based on your study area, identify one transit corridor corridor corridor corridor/route /route /route /route for the purpose of reviewing its for the purpose of reviewing its for the purpose of reviewing its for the purpose of reviewing its current current current current transit operations transit operations transit operations transit operations performance and performance and performance and performance and plan.plan.plan.plan.

Answer:Answer:Answer:Answer:

Step 1: Identify existing or new transit cStep 1: Identify existing or new transit cStep 1: Identify existing or new transit cStep 1: Identify existing or new transit corridor or route. Measure triporridor or route. Measure triporridor or route. Measure triporridor or route. Measure triplength (km), stop locations, route cycle time, survey peak and off length (km), stop locations, route cycle time, survey peak and off length (km), stop locations, route cycle time, survey peak and off length (km), stop locations, route cycle time, survey peak and off----peakpeakpeakpeakpassenger boardings profile by stops along the route. (If possible carrypassenger boardings profile by stops along the route. (If possible carrypassenger boardings profile by stops along the route. (If possible carrypassenger boardings profile by stops along the route. (If possible carryout peak/off peak OD survey by sampling).out peak/off peak OD survey by sampling).out peak/off peak OD survey by sampling).out peak/off peak OD survey by sampling).

Route Length: 25 KMRoute Length: 25 KMRoute Length: 25 KMRoute Length: 25 KM

Avg Speed : 50 Km/hAvg Speed : 50 Km/hAvg Speed : 50 Km/hAvg Speed : 50 Km/h

Cycle Time: 120* 25/50= 60 minCycle Time: 120* 25/50= 60 minCycle Time: 120* 25/50= 60 minCycle Time: 120* 25/50= 60 min

One way PD - Seremban

Peak Off Peak

Boarding Alighthing Boarding Alighthing

PD sentral 70 0 30 0

Springhill 10 15 3 0

Lukut 10 20 5 10SerembanSentral 0 55 0 28




Step 2: Estimate existing ridership (peak/off Step 2: Estimate existing ridership (peak/off Step 2: Estimate existing ridership (peak/off Step 2: Estimate existing ridership (peak/off----peak) and identify maximumpeak) and identify maximumpeak) and identify maximumpeak) and identify maximumloading point. Identify operating speed and route constraints. Forecast loading point. Identify operating speed and route constraints. Forecast loading point. Identify operating speed and route constraints. Forecast loading point. Identify operating speed and route constraints. Forecast future demand (next 1 year) by taking consideration of existing, future demand (next 1 year) by taking consideration of existing, future demand (next 1 year) by taking consideration of existing, future demand (next 1 year) by taking consideration of existing,

committed and plancommitted and plancommitted and plancommitted and planned development along the route.ned development along the route.ned development along the route.ned development along the route.

Peak Line Cap.Peak Line Cap.Peak Line Cap.Peak Line Cap.(pass/ hr)(pass/ hr)(pass/ hr)(pass/ hr)

Off Peak LineOff Peak LineOff Peak LineOff Peak LineCap (pass/ hr)Cap (pass/ hr)Cap (pass/ hr)Cap (pass/ hr)

790 370

One way PD - Seremban

Peak Off Peak

Boarding Alighthing Boarding AlighthingPD sentral 70 0 30 0

Springhill 10 15 3 0

Lukut 10 20 5 10SerembanSentral 0 55 0 28

Max loading point at PD Sentral.

Operating Speed for the existing service varies from 50 km/h at Seremban

– Port Dickson Highway and 30km/h on the local route at PD town andSeremban Town.

Route constraints along the route are as following:• Existing traffic light • Narrow road• Many vehicles

• Winding road

Pop Traffic Demand

2010 2011 2010 2011Seremban 445,400 454,308 35,632 36,345

PD 125,000 127,500 10,000 10,200

Assumption : Population growth of 2% and traffic demand of 8% of population




Step 3: Review existing route performance on the basis of serviceStep 3: Review existing route performance on the basis of serviceStep 3: Review existing route performance on the basis of serviceStep 3: Review existing route performance on the basis of servicestandards set. (ie. coverage, frequency, stopping time, load factor,standards set. (ie. coverage, frequency, stopping time, load factor,standards set. (ie. coverage, frequency, stopping time, load factor,standards set. (ie. coverage, frequency, stopping time, load factor,comfort, safety, etc). Make recommendation for changes for the better.comfort, safety, etc). Make recommendation for changes for the better.comfort, safety, etc). Make recommendation for changes for the better.comfort, safety, etc). Make recommendation for changes for the better.Consideration for route change,Consideration for route change,Consideration for route change,Consideration for route change, expansion or new line based on expectedexpansion or new line based on expectedexpansion or new line based on expectedexpansion or new line based on expecteddemand changes.demand changes.demand changes.demand changes.

BadBadBadBadVeryVeryVeryVeryGoodGoodGoodGood

1111 2222 3333 4444 5555

CoverageCoverageCoverageCoverage

FrequencyFrequencyFrequencyFrequencyStoppingStoppingStoppingStoppingTimeTimeTimeTime

Load FactorLoad FactorLoad FactorLoad Factor

Comfort Comfort Comfort Comfort

SafetySafetySafetySafety

Recommendation based on table of performance:

• Wider coverage to cover the town area that was bypass by theSeremban -Port Dickson Expressway

• Better frequency (eg: 15min interval)

• Bus need to consider the passenger comfort and safety bychanging the seats, regular maintenance, air-condition, courteousdriver and etc




Step 4: Identify route line capacity required based on the expectedStep 4: Identify route line capacity required based on the expectedStep 4: Identify route line capacity required based on the expectedStep 4: Identify route line capacity required based on the expectedmaximum load along the route. Determine service frequency requiredmaximum load along the route. Determine service frequency requiredmaximum load along the route. Determine service frequency requiredmaximum load along the route. Determine service frequency requiredduring peak and off peak period. Develop route service schedule basedduring peak and off peak period. Develop route service schedule basedduring peak and off peak period. Develop route service schedule basedduring peak and off peak period. Develop route service schedule basedon frequon frequon frequon frequency set during peak and off hr. Determine fleet size requirement ency set during peak and off hr. Determine fleet size requirement ency set during peak and off hr. Determine fleet size requirement ency set during peak and off hr. Determine fleet size requirement for the route and vehicle schedule during the 16 hr service period (5am for the route and vehicle schedule during the 16 hr service period (5am for the route and vehicle schedule during the 16 hr service period (5am for the route and vehicle schedule during the 16 hr service period (5am – –– –

12 midnight).12 midnight).12 midnight).12 midnight).

Peak (min) Off- peak (min)

5 10

BRT Seremban – Springhill - Port Dickson 25 50 60 70 12 6 840 420 127

Transit RouteDai

Off Peak Line Cap

(pass/ hr)

Avg Speed

(km/h)Length (km)

Cycle Time

(min)Bus Capacity

Peak Line Cap.

(pass/ hr)

Daily veh.

Hours

Route Line Capacity during peak hour = 840 passenger per hourRoute Line Capacity during off peak hour = 420 passenger per hour

Service frequency:-

Peak Frequency: 5 min Off – peak Frequency: 10 min

PeakPeakPeakPeakHourHourHourHour

Off Off Off Off PeakPeakPeakPeak

FrequencyFrequencyFrequencyFrequency 5555 10101010

08:00:00 08:00:00

08:05:00 08:10:00

08:10:00 08:20:00

08:15:00 08:30:00

08:20:00 08:40:00

08:25:00 08:50:00

08:30:00 09:00:00

08:35:00 09:10:00

08:40:00 09:20:00

08:45:00 09:30:00

08:50:00 09:40:00

08:55:00 09:50:00

09:00:00 10:00:00

09:05:00 10:10:00

Fleet size requirement:-

Bus capacity = 40 seating , 30 standingPeak hour Vehicle = 12 bussesOff Peak hour Vehicle = 6 busses

Sample : Bus Schedule Departfrom PD Sentral




Step 5: Estimate revenue from fares to be collected based existing fareStep 5: Estimate revenue from fares to be collected based existing fareStep 5: Estimate revenue from fares to be collected based existing fareStep 5: Estimate revenue from fares to be collected based existing farestructure through out the day and project revenue expected in a month.structure through out the day and project revenue expected in a month.structure through out the day and project revenue expected in a month.structure through out the day and project revenue expected in a month.(assume 20 working day). Establish(assume 20 working day). Establish(assume 20 working day). Establish(assume 20 working day). Establish route kmroute kmroute kmroute km----run including dead milagerun including dead milagerun including dead milagerun including dead milageper day and per month. Compute Revenue per km operation for the route.per day and per month. Compute Revenue per km operation for the route.per day and per month. Compute Revenue per km operation for the route.per day and per month. Compute Revenue per km operation for the route.

assumption:

fare rate =0.25 /km

working hours= 16 hrs

working day = 20

dead mileage = 10km / direction

revenue per person 12.5

line capacity passenger/day 8400revenue per day 105000

revenue per month 2,100,0002,100,0002,100,0002,100,000

mileage + dead mileage (daily) 6440

monthly 128800

revenue per km operation 16.3016.3016.3016.30




Step 6: Estimate operation and maintenance costs (opex) based on theStep 6: Estimate operation and maintenance costs (opex) based on theStep 6: Estimate operation and maintenance costs (opex) based on theStep 6: Estimate operation and maintenance costs (opex) based on the following assumptions. following assumptions. following assumptions. following assumptions.

Item Stage BusRM (12m)

Driver's wages : basic/hourRM 300 per month + 25%commision on Rev

Driver's wages : overtime/hourNo overtime rate; included inabove

Driver's wages vs Costs (%) 30%-35%Fuel : cost/litre RM 2.02/litre (11 Nov 08)Fuel : cost/bus/km RM 1.68/km @1.2 km/litreLube oil : consumed (excluding

maintenance oil changes)/bus/km

RM 0.02 /bus/km @ 2litres/day;RM6 per litre

Tyre : cost/bus/km RM 0.10/bus/kmBus cleaning : cost/bus/km RM 0.25 /bus/kmBus R&Maint : cost/bus/km RM 0. 5/bus/kmCharge for garage buildings RM 120 per month per busBus leasing cost RM 156,000 per bus per year

Insurance : avg/bus/kmRM 0.08/bus/km @RM12,000/bus/yr

Ticketing : maintenancecost/bus

RM 666/bus @RM 40,000 permonth

Management & Inspectors cost RM 20,000 per month @50% of RevOther overhead RM 25,000 per month

OpexOpexOpexOpexdriver wages 375asumption num drivers 10Total drivers wages 3750

FuFuFuFueleleleldaily vehicle km 6360

daily fuel consumption 10685monthy fuel consumption (20days) 213,696

LubeLubeLubeLubedaily veh km 6360daily lube 127.2monthly lube (20days) 2544

TyreTyreTyreTyredaily veh km 6360




daily tyre usage 636monthly tyre (20days) 12720

Bus cleaningBus cleaningBus cleaningBus cleaningdaily veh km 6360daily cleaning service 1590

monthly cleaning service (20days) 31800Bus Paint Bus Paint Bus Paint Bus Paint daily veh km 6360daily paint service 3180monthly paint service (20days) 63600

Garage BuidingGarage BuidingGarage BuidingGarage Buidingper bus monthly 120total number bus 480

9600

Bus LeasingBus LeasingBus LeasingBus Leasingper bus monthly 156000total number bus 624000

12,480,000

Bus InsuranceBus InsuranceBus InsuranceBus Insurancedaily veh km 6360daily bus insurance 508.8monthly paint service (20days) 10176

Ticketing MaintenanceTicketing MaintenanceTicketing MaintenanceTicketing Maintenanceper bus monthly 666total number bus 2664

53,280

Management & Inspector Cost Management & Inspector Cost Management & Inspector Cost Management & Inspector Cost monthly 20000

OverheadOverheadOverheadOverheadmonthly 25000

TOTAL OPEXTOTAL OPEXTOTAL OPEXTOTAL OPEX 12,894,36612,894,36612,894,36612,894,366



Step 7: Compute route farebox ratio (ie Revenue over Opex) and establishStep 7: Compute route farebox ratio (ie Revenue over Opex) and establishStep 7: Compute route farebox ratio (ie Revenue over Opex) and establishStep 7: Compute route farebox ratio (ie Revenue over Opex) and establishviability of the route. If farebox ratio is nviability of the route. If farebox ratio is nviability of the route. If farebox ratio is nviability of the route. If farebox ratio is not favorable (less than 1.25),ot favorable (less than 1.25),ot favorable (less than 1.25),ot favorable (less than 1.25),suggest changes to existing route and service quality standards wheresuggest changes to existing route and service quality standards wheresuggest changes to existing route and service quality standards wheresuggest changes to existing route and service quality standards whereappropriate.appropriate.appropriate.appropriate.

Total Opex per monthTotal Opex per monthTotal Opex per monthTotal Opex per month 12,894,36612,894,36612,894,36612,894,366

Total revenue per monthTotal revenue per monthTotal revenue per monthTotal revenue per month 2,100,0002,100,0002,100,0002,100,000

Fare box ratioFare box ratioFare box ratioFare box ratio 0.1628618270.1628618270.1628618270.162861827

Step to be done:

1 increase the headway from 15 min to 5 min2 increase the number of buses3 increase the fare rate

4 increase number of passenger through

a) TDM Programme

b) Introduce P&R

c) Introduce feeder bus

d) Passenger loyalty programme

e) Government assistance

transit operation mgt

Documents