edward mckeiver - aurizon - an enterprise approach
DESCRIPTION
Edward McKeiver delivered the presentation at 2014 Major Rail Occurrence Forum (Derailments). The RISSB Major Rail Occurrence Forum (Derailments) has been designed to build on and continue the analysis of major occurrence reports and to seek Industry learning from them. By reviewing major occurrence reports, Rail Organisations have the opportunity to learn from the lessons without having to suffer the same occurrence. For more information about the event, please visit: http://www.informa.com.au/derailments14TRANSCRIPT
An Enterprise Approach
Edward McKeiver
VP Service Delivery Coal Markets
Aurizon
30th April, 2014
Sydney Harbour Marriot
Aurizon• Operations across all
mainland States
• 2,670km of track owned,
managed and operated in
Central Queensland
• 267mtpa of volumes hauled in
FY13
• ~7970 employees
• $9.6bn of total assets
• Market capitalisation of ~$8bn
Derailments – Situational Appraisal
• FY12 – One derailment every 38hrs
• 230 derailments (33 Mainline, 197 Yard)
• A complex risk profile
• Legacy infrastructure conditions
• Human Factors (lapses, procedures not followed)
• 67% on QR National Infrastructure, 33% on 3rd
Party Infrastructure
• Investigation ownership, reporting and analysis
needs significant overhaul and improvement
• 80% in Queensland including 55 wheel
obstruction derailments
Focus
• Enterprise problems require Enterprise solutions
• Required a leadership paradigm shift in standards and
expectations to drive cultural change
• Derailments are not the norm or acceptable
• A significant training exercise needed to be undertaken to
heighten derailment risk awareness
• Accountable Line Management needed support
• Collaborative Leadership expected
Derailment Prevention Community of Competence (CoC)
• Representatives from across the enterprise with a specialized
focus and interest in preventing derailments (network)
• Charter - To develop and foster best practice derailment
prevention solutions and facilitate their implementation across
Aurizon to eliminate derailments
• New leadership
• Appointment of a full time resource
• Systematic approach and refocused enterprise strategy
Strategy – FY13
• 3 Core Areas
• Improved collection and utilisation of data – critical in
understanding the levers to drive future strategy
• Uplift capability - investigative talent and derailment
precursor awareness across the enterprise
• Creation of safe operational yard infrastructure – high risk
interventions in known “hot spots”
Data, Reporting and Analysis• Reinstatement and mandated requirement
for detailed derailment reporting (Form 7)
• Regular analysis of levers to drive strategy
12377%
3019%
42%
32%
FY13 - All Derailments by State
QLD
WA
NSW
VIC
230
115
160
0
50
100
150
200
250
FY12 Count FY13 Target FY13 Count
FY13 - All Derailment Performance
Total
Linear (Total)
Total FY12: 230Total FY13: 160
Improvement30.43% (Direct Count)
46.71% (Normalised Mtkm)
Rate FY12: 7.81Rate FY13: 4.16
129
53
125
17 14
64.5
26.5
62.5
8.5 7
82
37
1410 12
5
0
20
40
60
80
100
120
140
Bulk Coal Rollingstock Network Intermodal Iron Ore
FY13 - All Derailment Performance by Function
FY12 Count
FY13 Target
FY13 Count
10
8 8
7
6 6
4 4 4 4 4 4
3 3 3 3
2 2 2 2 2 2 2 2 2 2 2
0
2
4
6
8
10
12
FY13 - All Derailment Frequency by Location - Count > 1
Count of Location
103 out of 16065% of Sample
11041%
5018%
4517%
218%
145%
135%
93%
62%
21%
FY13 - All Basic Causation - All Levels
Engineering
Mental/psychological
Job Factors
Organisational
Motivational/communication
Physical/physiological
Knowledge, skill and experience
Management systems
Abuse or misuse
2440%
1423%
1423%
59%
35%
FY13 - Track, Roadbed, StructuresImmediate Causation
Track geometry
Points and Crossings
Roadbed
Rails, Joints, Fastenings, Sleepers
Other Way and Structures
Capability Uplift
• 60 Derailment Prevention
Champions (DPC’s) trained
across the enterprise
• Systems approach including use
of ICAM
• Support investigators and line
management to take proactive
approach in derailment
prevention
• “Tools” deployed in strategic
locations – quality investigations
Networking and the Learning Organisation
Enterprise Awareness
• Intranet site with
resources
• “Toolbox Talks””
• Learning Packs
• Video Resources
• DPC SharePoint site
• Awareness of every
derailment
• Shared reports for
learning
Sharing the Learnings – Salmon Gums
• Play Example of CoC Video
Infrastructure Interventions
• Targeted interventions in known
“hotspots”
• Closure/removal of high risk
locations
• Investment to restore to standard
• Townsville
• $1.9M
• 35 derailments down to 10 (FY13
compared to FY12)
Strategy – FY14
3rd Party Engagement
• Create tension and reinforce
accountabilities
• Collaborative approach including
joint investigation
Best Practice Standards
• Single Enterprise Standards (1/2
Distance Protection)
• Standards as reference point for
factual investigation
• Support for National Standards,
COP’s and Guidelines
• Rail Welding and Rail Stress
Management
Derailment Prevention Awareness Program• ½ day workshop for operational
staff including leadership teams
• Proactive approach to
identification of derailment
precursors
• Engaging and gaining
commitment
• Rollingstock, infrastructure and
human factor focus
• 5% of “front line” trained to date
Other Strategic Initiatives
• Establishment of Infrastructure Rail
Management Team (“blue” roads) –
“Whole of Life” asset management
• Replacement of “sensitive”
rollingstock – Minerva consists
• Improved ballast wagon design
• Wayside detection “supersites” and
use of ACFM technology
Results – On Target FY14
Summary
• Holistic enterprise/supply chain/industry approach required
• Given human factors, engagement and leadership is paramount
to drive change in the safety culture
• Success is underpinned by activities aimed at becoming a
“learning organisation”
• Use Standards as a factual reference base.
• Leverage Community - Collaborate to share, learn and grow.
• Never stop asking “why?” (systems approach and basic
causation)
• Improved Safety/Stakeholder outcomes for all.
Questions
Thank You
The “Champions”