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Case Study: Washington Metropolitan Area Transit AuthorityAutomating Operations Management Reduces Error and Improves Workflow SnapshotType of Operation: Fixed route bus and rail, demand response Fixed Route Bus Statistics Fixed Routes:186 Rail Statistics Lines: 5 Trapeze Products Used: OPS, FX, Blockbuster, PLAN BackgroundIn 2002, Washington Metropolitan Area Transit Authority (WMATA) embarked upon an ambitious plan to replace the outdated IT system used to manage its fixed route service. The legacy system was comprised of four distinct applications: scheduling software, an employee work assignment system, a ‘Details-to-Gross’ system and operations tracking system. ChallengesThese aging applications were based on outdated technologies and were becoming difficult and inefficient to support. A key weakness was the lack of integration between components. According to Tony Ricciardi, project coordinator, WMATA, “The legacy system had produced islands of data that didn’t speak to each other. This lack of integration, in turn, fueled a number of operational challenges.” One of the challenges the agency faced was to reduce inefficiencies in the existing processes for performing standard tasks, such as creating the next operator schedule. A related issue was the requirement to enter the same information multiple times in different systems. WMATA realized that an integrated solution with centralized data management would eliminate this repetition of labor. GoalsWMATA recognized that it needed to implement new technology to support the planning and day-to-day management of its fixed routeW services. To overcome the operational and IT challenges that the legacy system posed, the new system would have to meet a number of key objectives. First and foremost, the system would have to provide seamless integration between the various components that made up the scheduling, dispatch, timekeeping and workforce management components. Another WMATA objective was to make operator scheduling and dispatch more efficient by reducing the level of human effort. Reducing human error was another important goal. Tasks performed manually, whether associated with work selection, dispatching or timekeeping, were prone to error as a result of either inattention or lack of understanding of the proper rules. WMATA also wanted to ensure that operators were properly and accurately paid for their work and that inconsistent applications of costing rules did not result in inaccurate compensation.SolutionAfter a competitive bidding process, WMATA awarded the contract to Trapeze Group. The Trapeze system includes an automated routing and scheduling software system as well as bid configuration, automated bidding, daily dispatch, timekeeping, workforce management, and vehicle and yard management. The Trapeze system was interfaced with a maintenance and materials management application and with the human resources management database. One of the important deciding factors was the fact that Trapeze provided all the essential system components. Other vendors that offered scheduling systems lacked robust, proven solutions for bidding and/or timekeeping. “Trapeze provides us with one complete solution, cradle to grave, designed for the unique requirements of the public transit industry,” Mr. Ricciardi commented. WMATA elected to follow a phased approach to implementation. The solution was first implemented at the garage with the largest number of vehicles, employees, and costing scenarios. By addressing more scenarios early in the project, subsequent phases would roll out with fewer issues and delays. WMATA also pursued a ‘train the trainer’ approach. Subject matter experts (SMEs) from WMATA’s operations staff performed key functions during the implementation, including developing training materials, training end users and providing support for other end users at garages. WMATA ran the legacy and new systems in parallel for a period of a few weeks. During this period the operator pick was replicated from the legacy system to the Trapeze system. ResultsOverall, employees at WMATA are seeing the benefits of their new system. Managers are noticing that the data are more accurate due to a reduction in manual processes that are prone to human error. Information is also more consistent because data management has been centralized and all users access it using the same software. The automation of the bidding process has delivered considerable time savings and has minimized missed steps and errors. There has been an overall improvement in the accuracy of the dispatch function, in part due to the fact that schedule data to be easily accessed through the dispatch system. Computer automation has also made it much faster to implement schedule adjustments. The new dispatch system has virtually eliminated human error in the timekeeping function. According to Mr. Ricciardi, “Dispatchers no longer have to function as timekeepers and can instead focus on making sure that the day’s schedule is performed. With timekeeping automated, payroll staff are spending less time correcting errors can be more proactive about identifying the few that are not automatically caught by the system.” In general, payroll information is more easily shared across the organization; consequently, the payroll division has to deal with fewer inquiries and can focus on their work. The Trapeze system also supports the monitoring of accidents, incidents, absences and other events and helps manage investigations and associated administrative processes. Next StepsNext steps for WMATA include implementing a vehicle management component for the system, and investigating other systems that can be integrated to extend the functionality of the Trapeze solution. Bottom LineThe new, integrated system provides WMATA employees with the tools and information required to work more efficiently and share information more easily. Employees can make better decisions with better information and can implement changes more rapidly than the legacy system allowed.
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