Performance Management

A presentation by Andrew Lezala

About Metro

Metro network- 15 lines

- 195 six-carriage trains

- 212 railway stations

- 372 kms route length

- 830 kms of track

- 2,200 weekday services

- 4,300 employees

- 815,000 daily journeys

Performance

Our contract is performance based

• 88% on time to 4’ 59”

• 98% of all services delivered

• Bonus/Penalty regime

• Contract termination

Performance management is critical

Longer-term performancePatronage growth vs on time reliability

100

125

150

175

200

225

250Sep-03

Mar-04

Sep-04

Mar-05

Sep-05

Mar-06

Sep-06

Mar-07

Sep-07

Mar-08

Sep-08

Mar-09

Sep-09

Mar-10

Sep-10

Mar-11

Sep-11

Jan-12

Mill

ion

trips

/ a

nnum

75

80

85

90

95

100

Ser

vice

s de

liver

ed to

04:

59 m

ins

Late Trains by Responsibility Classification

Performance Improvement Plan

• Assets that don’t fail

• Reliability improvement plans all assets

• Move to RCM

• Investments

- Siemens sanders

- Infrastructure

• Timetables that work

• De-clutter

• Metronise

• Every minute counts philosophy

• On-time departures

• Dwell time management

• Ill passenger protocol

• Management prerogative

• Performance reviews

Expected On-time Performance to Oct 2010

88.80%

81.00%

77.75%

79.90%

82.90%

84.00%

85.80%

87.75%

89.90%

90.90%

92.00% 91.80% 91.80%

85.80%

70.0%

72.5%

75.0%

77.5%

80.0%

82.5%

85.0%

87.5%

90.0%

92.5%

95.0%

Mar May Jun Jul Aug Sep Oct

Organisational Improvements Speed Restrictions Wait Passenger Loading Rolling Stock

Passenger Behaviour Infrastructure Lower Range Upper Range

Current Variability ± 5%

Expected Variability ± 3%

Longer-term performancePatronage growth vs on time reliability

100

125

150

175

200

225

250Sep-03

Mar-04

Sep-04

Mar-05

Sep-05

Mar-06

Sep-06

Mar-07

Sep-07

Mar-08

Sep-08

Mar-09

Sep-09

Mar-10

Sep-10

Mar-11

Sep-11

Jan-12

Mill

ion

trips

/ a

nnum

75

80

85

90

95

100

Ser

vice

s de

liver

ed to

04:

59 m

ins

Balanced Scorecard Cascade

Balanced Scorecard

Vis

ualis

atio

n, E

scal

atio

n, P

olic

y D

eplo

ymen

t, In

form

atio

n F

low

s B

oth

Way

s

� Snr Management control Centre� Weekly review of SQCDP� Full team attendance� Immediate reaction / support for issues

� Central control centre� Daily review of SQCDP� Full group attendance

� Team Boards� Daily review of SQCDP� Full team attendance� Full team involvement� Capture issues & escalate

Visualisation management

Visualisation management

Visualisation management

Visualisation management

The reaction of the organisation to the visual information is critical . Without recognition and response, PERFORMANCE will not be achieved.

Behaviour:

� Do not accept non-conformance

� Challenge the condition, create positive tension

� Go, Look, See - confirm the processes yourself

� Lead by example

� Without the correct leadership behaviour it’s just another TOOL

Requirements for Success

In PlaceThe Roll Out to Date

In Place

Level 1

Level 2

Level 3

Level 4

Level 5

OperationsRolling Stock

Infrastructure Projects HR

AO

SecurityDrivers StationsMetrol Maint R-bility HR H&S P&COpsRGP Finance TBC TBCTBC

X5 X10 X2 Sig EN Track OCS S&F PlanningComm

TBC

Level 1 COO

OperationsRolling Stock

Infrastructure Projects HR

AO

SecurityDrivers StationsMetrol Maint R-bility HR H&S P&COpsRGP Finance TBC TBCTBC

X5 X1 X5 Sig EN Track OCS S&F PlanningComm

TBCX11

X2

TBC

ITC Commercial

The Roll Out to Date

Lean Six Sigma

LEAN SIX SIGMA

SPEEDSPEEDSTABILITY &

ACCURACY

STABILITY &

ACCURACY

Quality

Cost

Safety

Delivery

Knowledge Transfer

Benefits

Quality

Cost

Safety

Delivery

Knowledge Transfer

Hidden Benefits

Responsibility & Accountability

Development

Self Confidence

Recognition

Motivation

Team Work

People

Benefits

(Oct 2010) (Jun 2011)Original Status Current Status Variant

� Absenteeism 5.1 % 3.5% -31%

� Overtime 1200 hrs av 900 hrs av -25%

� SIM’s Open 50 av 3 av -94%

� Graffiti reported 10 per week 50 per week +400%

� Training Not measured 100% -------

What Can You Expect?Infrastructure - Track - Level 4

Customer Satisfaction Monitor SurveyOctober - December 2011

Metro Train's Customer Satisfaction:Needs to be above 62.2 to earn CEPR bonus

Need to hit and maintain 70% by 1 December 2014 (FA Sch 30)

63.2 63.3

64.6

63.5

66.0

67.7

60.260.9

62.963.3

65.7

56

57

58

59

60

61

62

63

64

65

66

67

68

69

70

Q22009

Q32009

Q42009

Q12010

Q22010

Q32010

Q42010

Q12011

Q22011

Q32011

Q42011

CEPR Upper

CEPR Lower

TrainSatisfaction

On-TimeRunningSatisfaction