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PMPML Transformation

Pune Mahanagar Parivahan Mahamandal Limited (PMPML)

Sep 2017

Tukaram Mundhe, IAS

Chairman and Managing Director, PMPML

1

The Approach…

About PMPML

• Access through transport, rather than

access to transport

• Demand based, rather than supply

based

• ICT as a key enabler and decision

support tool

• Sustainable development rather than

stand alone service.

Principles / Approach

PMPML is committed to provide access

through transport in a manner that is safe,

secure, affordable, accessible, efficient,

reliable and resilient which will reduce

carbon footprint & promote sustainable

development

Vision

• To provide services and infrastructure

for the mobility of the people.

• To provide transport that is accessible,

affordable, efficient, reliable, safe,

secure and equitable.

• To provide mobility for jobs, markets,

education, socio- cultural and

economic activities.

• To provide sustainable public

transport reducing individual

motorized transport.

• To promote and strengthen the use of

technology bringing in efficiencies and

ease of doing business

Mission

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The Trends…

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The Challenges…

Fleet management

• Non availability of buses

• Under utilization (PMPML

buses) and over utilization

(Pvt. Buses)

• Poor planning

• Irregular frequency of

buses

• Lack of Information and no

timetable for citizens (ETA)

• Poor condition of the bus

• Lack of tracking by PMPML

• Lack of HR management

• Under utilization and non

utilization of manpower

• Duplication &

Multiplication of role

• Uneven distribution of

people across departments

• Lack of coordination &

cooperation among

departments

• High absenteeism in

ground force

• Lack of training and

capacity building

Manpower management

Operations Maintenance

• Lack of route

rationalization (bunching

and gaping)

• Part implementation of

ETMs

• Poor scheduling

• Resistance in usage of ICT

• Wastage of paper rolls,

leading to higher cost

• Large PPT usage

• Lack of Grievance redressal

mechanism

• Adhoc manual Incident

management

• Lack of system and

processes for maintenance

• Non-adherence to bus

maintenance schedule

• Non availability of OEM

parts

• Breakdown maintenance in

poor condition

• Lack of history sheets / bin

cards

• Poor Procurement and

Inventory management

• Lack of coordination

between workshop and

depot management units

4

The Initiatives… Fleet management

Fleet management Parameter Outcome

Revision of fleet size Fleet size revised from 2045 to 1945 More buses on road with lesser fleet (~1500/1945 as against 1250/2045)

Better maintenance of buses Maintenance schedule – plan and execution Buses in good conditions available ~1500

PMP eConnect App for citizen for tracking for live tracking of buses

Information about buses on road and route to the passenger.

• Bus tracking and journey planning by App downloads – 23000+

• Increased Monthly Ridership – from 9 lakhs to 11+ lakhs

Online booking of tickets Web Portal/Mobile App facilitates hassle free advance booking of Pune Darshan, Airport Buses & other AC bus services.

Online tickets booked- 567 till 31st Aug’17

Tracking of fleet and schedule Tracking of all on road/on route buses and deviation through Transit Management System (TMS) leads to optimal uses of fleet.

Tracking of each bus on road including early start, on-time start, delayed start and end at each depot/terminal/stop and RDV

Grievance redressal (for availability and maintenance)

Interactive Platform for grievance redressal which is faceless, online, real-time with auto-accountability and transparency

• Total Grievance Received – 5503 • Total Grievance Resolved – 5398

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The Initiatives… Maintenance

Maintenance Parameter Outcome

Optimization of Central workshop and depot management units

Merger of 2 Central Workshops, better HR management.

• Engine spare – increased from 10 - 25 p.m.

• Gear Box spare – up from 55 - 100 p.m.

Procurement of genuine parts from OEM Procurement of genuine parts from OEMs registered with ASRTU to ensure high quality, optimum utilization and cost efficiency.

• >30 local vendors done away with

• Lead time has gone down ~45 days to ~15days

• Improvement in maintenance

Scientific maintenance practices –

• Daily

• Breakdown

• Servicing

• Docking

Implementation of history sheet and bin card History sheet and Bin card enables to track the bus maintenance schedule and consumption of spares.

Demand Supply Match and thus In time availability of parts.

Inventory management Implementation of inventory management module (in progress).

Less lead time & MSL maintained for 1 month.

• Added one more working shift (11.30 am to 8 pm) to existing single shift (8 am to 4.30 pm) in workshop.

• Based on running kilometers maintenance activity started rather than number of days on road, servicing after 3750Km , half docking at 22500Km & Full Docking at 45000Km

• More buses on road because of daily maintenance in night

• Timely maintenance and servicing - buses on road from ~1250 to 1500

• Breakdown reduced from ~300 to <100/day

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The Initiatives…

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The Initiatives… Operations

Operations Parameter Outcome

Route rationalization

Rationalization based on data analysis

• Load factor of schedule

• Load factor on route

• Load factor of trip

• Load factor of stage

• Merging, de-merging, extension, curtailment of routes and creation of new routes

• Routes reduced from 361 to 243

100% ETM usage Auto tracking of fare collection, ridership, revenue receipts and schedules and trips

• 100% accounting, auditing and reconciliation on same day

• Real-time tracking of revenue, ridership, buses on road

Thrust given to reduce paper roll wastage

Enforced conductor to issue 222 tickets per roll than 163 tickets per roll.

Consumption of Paper roll per month reduced from 1,31,088 to 87,301

Incident management Auto-assigning of incident and its tracking (in progress)

• Earlier it was taking 2-3 hours to handle the incident now It takes 15min

• Reduced turnaround time

Scientific scheduling and planning Database of ridership, needs, demands and service (continuous)

• Reduction in bunching and gaping

• Better Headway & Frequency of buses

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The Initiatives…Operations

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The Initiatives… Operations

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The Initiatives…Pass rationalization

SN

Type of Pass/Mi Card

1 Monthly pass/Mi Card

2 Administrative pass/Mi Card

3 PMPML employee pass

4 Driver on rental buses

5 Police pass/Mi Card

6 Honorary pass

7 Manapa employee pass/Mi Card

8 Differently abled person pass/Mi Card

9 Senior Citizen pass/Mi Card

10 Student pass/Mi Card

11 Immuno-deficient pass/Mi Card

Earlier : 34 1st Sept onwards : 11

SN Type of Pass SN Type of Pass SN Type of Pass

1 Weekly pass 13 PMPML (staff dependent pass) 25 Student Punching pass (One route & One 2 way trip/day)

2 Monthly pass (PMC & PCMC) 14 PMPML Apprentice pass 26 Student pass (Corp. schools)

3 Monthly pass ( All routes) 15 PMPML retired staff 27 Student pass (Other schools)

4 3 Month pass (PMC/PCMC) 16 PMPML staff 28 Student Monthly pass (PMC & PCMC)

5 3 Month pass ( All routes) 17 PMPML Contractual driver pass

29 Student Monthly pass ( All routes)

6 6 Month pass (PMC/PCMC) 18 Toll pass 30 Senior Citizen Daily pass

7 6 Month pass ( All routes) 19 Blind pass 31 Central & State Govt. pass

8 Punching pass ( One route & One 2 way trip/day

20 Disability pass 32 Police pass

9 Daily pass 21 Mental Disability pass 33 Senior Citizen Monthly pass

10 Freedom fighter 22 Press pass 34 Senior Citizen 3 Month pass

11 Manapa sevak monthly pass 23 Manapa Staff pass

12 Student 3 Month pass (All routes)

24 Student 3 Month pass (PMC/PCMC)

Pass Types

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The Initiatives… HR Management

HR Management Parameter Outcome

Scientific staffing pattern New Bus: Manpower ratio is 1 : 5.9 / 1 : 9.6 Brings down CPKM

Restructuring of organization Department wise restructuring of organization – 15 departments.

• Clear chain of command and hierarchy.

• Clarity about roles and responsibilities.

Discipline in the organization Discipline in terms of time management, work

management and output oriented. Increase in efficiency levels

Training and capacity building

• Training of personnel by Regional Transport Officer – 4 trainings conducted till June 2017.

• IT training conducted for all field staff.

• Behavioral training conducted with the help of external staff.

Quality work

Optimization of manpower

• Optimum manpower utilization by merging roles.

• Auditor cum cashier to perform roles of both cashier and auditor at depot.

• Optimal use of controller role.

• Need based manpower.

• Depot level manpower reduced from(~35 to ~15)

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The Initiatives… HR Management

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Snapshots of initiatives undertaken : Financial Discipline

• Penalty of INR 26.54 Cr till July imposed, thus improving performance of the operators and brining in seriousness

• Training session organized for PPP operators / their drivers to explain them the geo-fencing and where to stop bus

• Complete route survey done (jointly with PMPML, Consultant, IT Vendor, PPP operators) with Geo tagging of bus stops

• Geo-fencing of the bus stops done (measurement – 60m on arrival and 40m towards departure) and mapped to system / backend

• Automated system/report for calculation of SLA and penalties (e.g. - skip stop, harsh breaking etc.)

Event generated if bus doesn’t stop in geo-fenced area for 5 sec at a bus-stop on its route

Penalty to Operator

Mahalaxmi Automotive Mahalaxmi Transport Travel Time BVG Anthony Garages Prasana Purple Total

Apr’17 – Jul’17 6.43Cr 5.02Cr 6.23Cr 4.81Cr 3.33Cr 0.65Cr 26.54Cr

Apr’16 – Mar’17 5.50Cr 4.34Cr 4.87Cr 1.89Cr 2.12Cr 1.34Cr 20.10Cr

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IT initiatives : Launch of new portal

• New interactive portal

launched

• The portal is mobile

responsive (would render as

per device)

• More than 1.12 lakh visitors

within 3 months

• Provides facility of journey

planning, online booking of

tickets, booking of Mi Card,

viewing reports / dashboards,

lodging grievances etc.

• Facility for employees to login

to the portal

• Marathi version to be

launched soon

15

IT initiatives : Command and Control Center

• 18 seats CCC fully automated

• Centralized monitoring of

daily operations of:

• 2000+ buses

• Tickets issuance

• Schedule adherence

• Trip adherence

• Two –way communication

between CCC and bus

• Breakdown services

• Incident management

• Enterprise management

• Emergency helpline

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IT initiatives : Common Facilitation Centers

• Options for Commuters to Buy

Mi Card

• Visit any Point of Sale

(POS) location / Pass

Center

• Visit PMPML website and

apply for MI Card

• Mi Card is available in two

categories:

• Personalized Mi Card (All

Passes offered by

PMPML)

• Non-Personalized Mi Card

• Commuters can also load

money, refund on any of these

citizen facilitation centers.

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IT initiatives : Mi Card

• Launched by Hon. PM on 25th

Jun 2016

• India’s first Interoperable Open

Specification Contactless Smart

Card “Mi” for the citizens of

Pune.

• Success and Benefits:

• Flat transaction fee model

• No interchange fee

• Multibank co-branding is

possible

• Issuer – PMPML and not

bank

• Additional revenue for

PMPML when used for

other payments

• Choice of public on type of

card

• Compatible and can be

Integrated to NCMC

standards

Your transaction begins and ends with the touch of मी card.

Available

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IT initiatives : Mi Card Leadership Dashboard

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IT initiatives : Mi Card Leadership Dashboard (Revenue)

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IT initiatives : PMP eConnect App

• Available on both Android and

iOS

• More than 23000 download

in 3 Months

• Provides citizens –

• Trip and journey planning

• Viewing timetable

• Booking of tickets

• Online pass (MI Card)

• Lodging grievance

• Checking grievance status

• Giving feedback on

grievance resolution

• SOS / Safety feature

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IT initiatives : Grievance Redressal Management System

• Citizens can lodge a complaint

through the Portal or App

• Auto assignment of complaint to

the officer

• Officer needs to open within 24

hours, else auto escalation to next

level with show cause

• Officer has to close the complain

within defined timeframe (SLA)

• Citizens have an option of closing

the complain or reopening it

• Citizens have an option of giving

rating

• If grievance is not resolved within

timeframe, then auto escalation

with show cause happens

Grievance recording & Auto-assigning

Escalated if not resolved

Technical Resolution

Citizen feedback

Citizen

Officer Lodges

complaint

Re-opened and Escalated as per matrix

Citizen Grievance Closure

Auto-closure after 7 days

Acknowledges

Open : 05

In Progress : 100

Resolved : 5398

Escalated : 0

Re-opened : 0

Closed : 3676

Total : 5503

Daily SMS

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IT initiatives : GRMS Leadership Dashboard

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IT initiatives : AFCS Leadership Dashboard

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IT initiatives : AFCS

• Online Automatic Fare

Collection System in India

• Enable PMPML to Monitor

the real time performance

on the basis of

• Depot

• Shift

• Route

• Trips

• Conductor

• Monitor the usage of Pre-

printed ticket through the

single system

• Comprehensive Reporting

as per PTO Requirement

• Controller Module for errant

commuter travelling without

ticket and levy fine

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IT initiatives : AVLS Leadership Dashboard

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IT initiatives : AVLS

AVLS • Real time tracking of buses • Alerts of events

• Harsh Braking • Skip Stop • Harsh Acceleration • Harsh Braking • Over Speeding

Two-way Communication System • Microphone and speakers

fitted in buses to allow drivers to contact the help centre and vice versa

• Allows a check on deviations such as over speeding, harsh braking, harsh acceleration, etc.

• System to be used by driver only after parking the vehicle

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IT initiatives : Enterprise Management System

• EMS consists of core modules

• Network fault

management

• Network performance

monitoring

• Integrated network

traffic analysis

• Server performance

monitoring

• Database performance

monitoring

It also has modules like

• Asset management

• Integrated incident

management system

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IT initiatives : Master Data Management System

• Master database of PMPML

for capturing operational

details as below:

• Fleet

• Routes

• Schedules

• Trips

• Depots

• Crew details

• Vendor details

• Bus details

• Employee details

• Common source of data for

PMPML

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IT initiatives : Safety and Security of passengers

SOS facility / ability to send SMS to predefined contacts through the Mobile App

Two way communication system in buses for communication / response in case of emergency / accidents / incidents

Real time Tracking of buses for deviation / going off route at the Command and Control Center

Effective electronic grievance management system

1

2

3

4

Buses fitted with CCTV

Buses fitted with panic buttons

5

6

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Response has been positive from the citizens of Pune…

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Way forward and new initiatives…

PMPML

• ERP driven complete ITMS implementation with full 12 modules to Go Live

• Online inventory and workshop management

• Further schedule , route, trip and fare rationalization

• Effective resource management

• Increase in non-fare revenue: Monetization of assets, advertisements, better and time bound rent collection.

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Sustainable public transport…challenges

Coordination and cooperation with different departments – Need of UMTA

Fare rationalization –Policy decisions

Fleet modernization – Capex vs Opex

Green energy and operational issues - Diesel vs CNG vs Electrical buses

Sustainability – Demand centric vs Supply driven

IT as enabler- Integrated model of ITMS for India

Thank You

Contact details:

Shri Tukaram Mundhe, IAS

Chairman and Managing Director, PMPML Email: cmd@pmpml.org Phone: 020 2444 5490

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PMPML at a snapshot…

Formation of PMPML by merging PMT and PCMT 2007

Fleet size of PMPML ~2000

Staff strength of PMPML ~9000

Average daily ridership (in lakhs) ~11

Average daily revenue (in crores) ~1.6

Total number of depots at present 13

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