converting brt systems in the preferred by usersponderate each problem circumstances confirm the...
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Symposium on Public
Transportation in Indian Cities with Special focus on
Bus Rapid Transit (BRT) System
New Delhi
20-21 Jan 2010
Converting BRT systems in the preferred by users
Sergi Tió Crespo
The first BRT experiences date back to the 70´s, in Brazilian cities of Curitiba, Sao Paulo and Porto Alegre ...
Curitiba (1974)
• The Rede Integrada de Transporte (RIT) of Curitiba was a pioneer in the implementation of BRT systems in LAC.
Other "first generation" BRT´s in Brazil
• Goiania (1976) – 35Km
• Porto Alegre (1977) – 27Km
• Sao Paulo (1979) – 142Km
• Belo Horizonte (1981) – 6Km
• Recife (1982) – 16Km
• Campinas (1985) – 5Km
This was then followed 20 years later by the introduction of the new BRT Trolley Quito, Bogota TransMilenio, Metrobus in Mexico DF and Optibus in Leon
Trole Quito
• The 36 km of the Trolley has been a radical change in urban mobility and has an impact that transformed the quality of life and the metropolitan planning
Transmilenio Bogotá
• Bogotá has become a benchmark in transportation planning worldwide, and has relaunched BRT systems as a cost-effective transportation option, comfortable and secure
Optibús León and Corredor Insurgentes, México DF
• Inspired by Transmilenio, both were a first step in the developing of vast potential of BRT systems in Mexico
In recent years, BRT has further evolved and spread internationally. In some cities BRT systems have been implemented in the framework of big events
• Big events are of high profile and visible: no errors or delays are allowed
• Mobility and accessibility policies are key factors for the success, beyond the specific measures that will be planned for the event
• They are part of the marketing and development strategy of cities
• Efforts to offer better quality of life and business environment.
• Cultural events, political events, religious events, expos, sport events, business events
The original advantages of the BRT´s first generation are still valid, ...
High frequencyaccess control for minimum times to facilitate boarding and alighting
Servicequality, cleanliness and safety as attractive compared to private system
Cost-effectiveness: transport capacity similar to LRT, with a significantly lower cost of capital
Political advantagesFast implementation timing
Urban renewalprofit gains and improving environmental quality
Social commitmentsocial tariffs, attention to the PMRs needs
... and have been reinforced by new advantages provided by the new generation of BRTs, being a catalyst for urban renewal based on strategies towards an improvement in the transport sector
Modernity: incorporation of advanced technologies (smart cards, SAE, etc.).
Network Effect: use the opportunity to implement BRTs to step towards a complete restructuring of the conventional routes
Fare integration:
extended to the whole network and other massive systems available
Environmental • Focus on moving people rather than vehicles
• Clean fuels • Reduced noiseZona B
Zone C1 Zone C2
Zone A: Madrid Capital
Zona B
Zone C1 Zone C2
An important challenge is to convert the new system in the preferred by users and to consolidate a future extension of the BRT network
Marketing strategies
Customer Oriented Quality control
Quality Control of system procedures
Opportunity to implement innovative services and marketing strategies…
TELEVISION RADIO PRESS
WEBSITE
SPONSORSHIPCALL CENTERSTATIONS AND STREET
ADVERTISING
CELL PHONES BUS INDOOR
… together with quality management strategies focused to the customer and the BRT system procedures
QUALITY:
“Is to provide everything promised to customers"
EXCELLENCE:
“is to suprise customers providing them with more
things than promised"
There are many different clients, and different complains
• Unfulfilled Promises• Unfriendly service• Conflicting messages
• Sensation of have been lied• Receive few information• Lack of communication
Five steps to approach customers’ complains
To identify customers’ problems
Ponderate each problem
circumstances
Confirm the comprehension of
the problemReach an
Agreement
Analyzing alternative solutions
Know the customer. Indicate the desire to help, open lines of communication
Prepare testing questions, get more information, understand the importance
Confirm the customer we have understood the question
Ask the customer how does he/she think the problem could be sorted out
Solve the problem, obtaining customer’s commitment, and ask if they agree with the solution
Basic points to the customer attention
Courtesy The customer want to always be well received with kindness and sympathy. Feel important
Quick attentionNo one like to wait or to feel ignored
Reliability Customer expects to find what they're looking for or that someone responds to their questions. They also expect promises to be fulfilled
Personalized serviceWe like personalized attention. We dislike feeling we're a number. One way to customize the service is call the customer by name
Well informed staffThe customer expects to obtain from employees complete and secure information
Development and Implementation of a Customer Service Index CSI
• Waiting time at bus stops• Compliance with schedules• Risk of accidents• Pleasant ride quality• Availability of information regarding stops,
schedules and fares• Frequency of vehicle breakdowns or incidents• Adequate temperature• Driver behaviour (courteousness)• Proper organisation of ticketing system
Regular Passenger Surveys to determine the degree of customer satisfaction and their perception of the service through
They are asked to RANK the importance of each of the
following aspects and assign them a SCORE
A representative sample of passengers by routes, times of the day and days of the week is chosen
Components that need improvement are identified
An overall score for CSI is determined through a weighed average taking into consideration the score for each category and its rank
Exam
ple
Development and Implementation of a Level of Service Index LOSI
Monitoring and evaluation mechanism by regular on-board inspections to ensure adherence to the established level of service for some quality standard
Area with a high level of service
Area with a level of service that can be improved
Critical Area to improve
Customer Service
Driving Quality Cleanliness Information
Comfort
Driving Quality Comfort Cleanliness Information
IDENTIFICATION OF AREAS OF NEEDED IMPROVEMENT FOR AN INCREASED LEVEL OF SERVICE
Driving Quality
Comfort Cleanliness
100%
Information
Exam
pleScore
An average of the 4 scores is considered for the overall score integrating all quality standards
BRT system Management indicators must be
• Few
• Easy to prepare
• Understandable by all staff structure
• Concise and concrete
• Easily measurable
• Directly related to the main activity
• Not invent rare indicators
Internal Management Quality: example of indicators
QUALITYDEMAND RESOURCESSUPPLY
• TOTAL KM• % OF KM LOST
BY REGULATORY MEASURES
• SERVICE SCHEDULE
• COMMERCIAL SPEED
Example
PRODUCTIVITY
• VALIDATIONS/ PERMANENT
STAFF• KM /
PERMANENT STAFF
• PASSENGERS/ VEH*KM INDICATOR
• VEHICLE INCIDENCES/ Total km/
• ACCIDENTS /km
• DRIVERS STAFF
• MECHANIC STAFF
• DRIVERS ABSENTEEISM
• % RETAINED FLEET
• PASSENGERS ACCESSING STATIONS
• REVISED TICKETS BY INSPECTORS
• DETECTED FRAUD
Contracts of Operator with objectives set through the management indicators
Contracts with Operators with an objective for each quality standard
If the objective is not respected Objective fulfilled If the level of service
is above the objective
PENALTIES BONUSContract complied
Investments by themselves are not the only reason of success. Coordination between the involved stakeholders, marketing and quality control at all levels are key factors to convert a transport system in the favorite of citizens
+ =Effort and teamwork of
all stakeholders involvedInvestments Success
धन�व�द Dhanyevaad
Sergi Tió
stio@alg-global.com
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