The Advancement of Train-set Wheels Management System Based on ISO 55001 and the IRIS Standard

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How to cite this thesis Surname, Initial(s). (2012) Title of the thesis or dissertation. PhD. (Chemistry)/ M.Sc. (Physics)/ M.A. (Philosophy)/M.Com. (Finance) etc. [Unpublished]: University of Johannesburg. Retrieved from: https://ujdigispace.uj.ac.za (Accessed: Date).

THE ADVANCEMENT OF TRAIN-SET WHEELS MANAGEMENT SYSTEM BASED ON ISO 55001 AND THE IRIS STANDARD By BONGANI BENEDICT NYATHI A dissertation submitted as partial fulfilment for the MAGISTER PHILOSOPHIAE In ENGINEERING MANAGEMENT In the FACULTY OF ENGINEERING AND BUILT ENVIRONMENT At the UNIVERSITY OF JOHANNESBURG

Supervisor:

Mr. A. Rooney

Co-Supervisor:

Dr. A Wessels

June 2015 Page |

ABSTRACT

The purpose of this research is to systematise PRASA-Rail’s wheel-set management system to comply with the ISO 55001 Asset Management Standard and the International Railway Industry Standard (IRIS). The current management system used by PRASA-Rail requires an improvement of the following: 

Wheel-set measurements techniques and usage of data for decision making for maintenance execution.



Life-cycle analysis of the wheel-sets and the risk management of the old wheelsets that are currently operating, as well as the new stock.



Data analysis processes to make informed decisions based on the condition of the wheel-sets.



Performance gap identifications for making informed decisions based on the current and forecast condition of the wheel-sets based on their lifecycle.



Financial planning for capital investment to maintain the wheel-sets at a lower life-cycle costs.

Inefficient data-capturing techniques have led to an accumulation of unreliable data and improper management of wheel-sets. The current Computer Maintenance Management System is obsolete and cannot be integrated into modern maintenance support technologies for the new rolling stock. Processes of the system needs to be sustained by creating an asset-management system that will allow for the following benefits: 

Lower down-time for maintenance execution, by determining the life-cycle of the wheel-sets



Eradication of fatalities, by improving the management of the asset caused by poor decision-making. This is to ensure that the wheel-sets do not cause derailments, for the protection and safety of commuters



Reduction of maintenance, labour and failure costs achieved through knowing the condition of the asset and its expected life from the readings taken during maintenance

For the management of the assets it is important to understand different maintenance programs such as reactive maintenance, predictive maintenance,

preventive

maintenance and reliability-centred maintenance. The maintenance program used by PRASA-Rail is discussed as part of the framework for asset management. This

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includes the risk-based analysis that will be performed for the alignment of the wheelsets in accordance with the ISO 55001 requirements.

Maintenance management as encompassed in asset management within PRASA-Rail is plagued by backlogs which subsequently lead to non-availability of train-sets and cause delays and cancellations. The reality is that this not sustainable in dealing with the pressures of the demand for train-sets. It is therefore important that this be addressed in a cost-effective, efficient and reliable manner in order to meet organisational objectives of Reliability, Availability, Maintainability and Safety (RAMS).

A short-sighted approach would be reactionary and deal only with the asset management problem at hand; however, a more holistic approach is necessary and the methodology of the management of the asset needs to be revisited. The two main standards that adequately address the management of the wheel-sets are ISO 55001 and the IRIS standard. It is equally important to address other elements such as maintenance, logistical and operational costs. The direct impact on the management of the asset is dependent upon these elements and if any one of them is neglected this may lead to the premature termination of the asset within its life cycle. For all these asset management objectives to be met it is up to an organisation to set aside an adequate budget which addresses operational, maintenance and logistical costs.

This advancement is to be done so that all the systems of asset management are in place for the management of the wheel-sets in accordance to the IRIS standard and ISO 55001. IRIS covers the complete organisation management requirements such as governance processes, processes for service delivery and supporting processes, While ISO 55001 covers asset management, there are other asset management aspects such as asset life cycle activities, assessment of strategic assets and asset renewal decisions. To improve reliability, availability, maintainability and safety, ISO 5500 and IRIS will be integrated for the improvement of the railway wheel-set management system. This includes some requirements in the RAMS (Reliability, Availability, Maintainability and Safety) standard

The IRIS requirements are stringent and thus PRASA-Rail needs to ensure that all systems are in place for the implementation of IRIS in order to obtain certification. PRASA-Rail will be the first company in the African Railway Industry to obtain this certification, mostly used by European countries, but internationally recognised.

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The main objective is to prepare PRASA-Rail for the new fleet of trains (new rolling stock) that will be delivered in 2015. The findings in this research reveal that there is a need for improvement of PRASA-Rail’s systems in line with the objectives of these standards. Most European companies that have obtained the IRIS certification are now working towards being ISO 55001 re-certified since PAS 55-1 (which is the previous asset management standard) is being replaced by it. The aim is to implement both IRIS and ISO 55001 as an integrated system where both of these standards complement each other.

Companies such as Transnet Freight Rail (TFR) and Gautrain (Bombardier) are using modern systems for the management of wheel-sets, which makes it easier for them to improve their wheel management system. PRASA-Rail needs to use modern maintenance support equipment for ease of management of the wheel-set.

The development of performance-based standards ensures that an asset is managed appropriately across its full life cycle (Horstead 2014). It can therefore be concluded that an effective and stringent asset management system is imperative for PRASA to achieve its mandate as a passenger rail service provider. This system will unambiguously define checkpoints and subsequently mitigate any of the abovementioned shortfalls effectively. Proper training of personnel to get them acquainted with the advanced asset management system is imperative. Induction programmes should be continuous in order to align personnel skills to the business objectives.

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DECLARATION

I hereby declare that the dissertation submitted for the MPhil Degree in Engineering Management is my own original work and has not been submitted, for academic credit to any other institution of learning. I further declare that all sources cited or quoted are indicated and acknowledged by means of a comprehensive list of references. Student Number: 201286025 Student Name and Surname: Bongani Benedict Nyathi Date: 5 June 2015

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ACKNOWLEDGMENTS I would like to give thanks to God for giving me this courage since my motto is “to be an absolute best of what God has wrought with his image”. I would like to express my sincere gratitude to my Executive Manager Dr Mtimkulu for giving me this opportunity to advance myself to a different sphere of professionalism and for his assistance throughout the complete dissertation. I would like to thank my Supervisor Mr Alex Rooney for guiding me throughout the entire processes and ensuring that I have covered all required aspects (by sharing his railway experience).This includes my cosupervisor Dr Arie Wessels who has assisted me on how I need to prepare myself for this research before it commenced. In addition, Mr Georg Hettasch from Transnet Freight Rail and Johan van Biljon from Gautrain (Bombardier) for allowing me to interview them as part of the research for a better understanding of their process of wheel-set management.

Many thanks to Mr K. Moonsamy who partly reviewed my thesis, also including Wonder Mukwata who has also did a review on the complete dissertation. Finally, yet importantly I would like to thank the Nyathi family with the vision that has been instilled in me from my Grandmother who always said, “you will never achieve anything in life unless you put your heart and hard work to it”, my mother who has always supported me. My wife Vivian Nyathi and two sons Bonga and Khumo who always reminded me that I needed to take breaks in-between while I was studying to give them attention. They also gave a reason to wake up in every morning to go to work and sleep late in order to be knowledgeable.

The University of Johannesburg through this study, has made It possible for me to work professionally, equipped with knowledge and improve on my abilities to make a difference in my work environment.

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Table of Contents CHAPTER 1: INTRODUCTION..................................................................................... 1 1.1

PURPOSE OF THE STUDY ................................................................................... 1

1.2

BACKGROUND OF THE STUDY ........................................................................... 1

1.3

PROBLEM STATEMENT ........................................................................................ 7

1.4

SCOPE OF THE STUDY ........................................................................................ 9

1.4.1

Research objectives ................................................................................... 9

1.4.2

Research questions ................................................................................... 9

1.4.3

Research question objectives .................................................................. 10

1.5

RESEARCH DESIGN AND METHODOLOGY ..................................................... 11

1.6

RELIABILITY AND LOGISTICS ENGINEERING MANAGEMENT PERSPECTIVE 12

1.7

CONCLUSIONS AND INTRODUCTION TO THE NEXT CHAPTER ................... 14

CHAPTER 2: LITERATURE REVIEW ........................................................................ 15 2.1

INTRODUCTION ................................................................................................... 15

2.2

DEFINING ASSET MANAGEMENT AND IRIS .................................................... 16

2.3

THE RISKS OF NOT APPLYING ASSET MANAGEMENT EFFECTIVELY ........ 18

2.4

THE CHALLENGES FOR NOT BEING IRIS CERTIFIED FOR THE RAILWAY

INDUSTRY. ....................................................................................................................... 19 2.5

ISO 55001 AND IRIS FOR ASSET MANAGEMENT............................................ 20

2.6

ASSET MANAGEMENT STRATEGY ................................................................... 21

2.7

IMPLEMENTATION OF ISO 55001 ...................................................................... 22

2.6

IRIS BUSINESS PROCESS ................................................................................. 23

2.7

OPERATIONAL RELIABILITY AND ASSET MANAGEMENT ............................. 25

2.8

DISCUSSION ........................................................................................................ 26

2.9

CONCLUSIONS AND INTRODUCTION TO THE NEXT CHAPTER ................... 27

CHAPTER 3: METHODOLOGY.................................................................................. 31 3.1

WHEEL-SET MANAGEMENT MODEL ................................................................ 31

3.2

RELIABILITY ENGINEERING REVIEW IN RAILWAY ......................................... 32

3.2.1

Reactive Maintenance.............................................................................. 33

3.2.2

Predictive maintenance ............................................................................ 34

3.2.3

Preventive maintenance........................................................................... 34

3.2.4

Reliability Centered Maintenance (RCM) ................................................. 35

3.3

MAINTENANCE PHILOSOPHY ADOPTED IN METRORAIL .............................. 36

3.3.1

Scope of work and RCM principle ............................................................ 40

3.3.2

Maintenance Management System in PRASA-Rail (FMMS) .................... 49

3.3.3

Gautrain Wheel-set Management System qualitative data collection ....... 56

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3.3.4 3.4

TFR Wheel-set Management System ...................................................... 61

DATA ANALYSIS FOR METRORAIL (VALIDITY OF DATA)............................... 65

3.4.1

Reliably mathematical life cycle calculations (LCC) for Railway Wheel-set

Management regime ............................................................................................ 69 3.4.2

Engineering Economics calculations based on maintenance ................... 74

3.5

ORIGINALITY AND LIMITATIONS ....................................................................... 82

3.6

CONCLUSION AND INTRODUCTION TO THE NEXT CHAPTER ..................... 83

CHAPTER 4: Findings ............................................................................................... 85 4.1

DISCUSSION OF THE RESEARCH FINDINGS .................................................. 85

4.2

RESEARCH FINDINGS VALIDATION ................................................................. 88

4.3

ANSWERS TO THE RESEARCH QUESTIONS .................................................. 90

CHAPTER 5: Conclusions ........................................................................................ 97 CHAPTER 6: Recommendations ............................................................................ 102 6.1

FUTURE RESEARCH FROM THE DISSERTATION......................................... 106

REFERENCES .......................................................................................................... 107 APPENDIX A ............................................................................................................ 111

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LIST OF FIGURES

Figure 1: Number of Trains in Service vs. Regional Requirements (Montana, L, 2013)........................................................................................................... 2 Figure 2: ISO 55001 Elements of an Asset Management System (Woodhouse 2013) .. 3 Figure 3: IRIS minimum and maximum requirements compared to ISO 9001:2008 ....... 4 Figure 4: IRIS Requirements Process (Heinzmann 2014) ............................................. 4 Figure 5: Delays caused by infrastructure and Metrorail coaches .................................. 5 Figure 6: Process flow of mixed research method ....................................................... 12 Figure 7: Tyred Wheel vs. Solid Wheels (Nyathi 2012) ................................................ 16 Figure 8: Generic Asset Management Model according to AASHTO (AASHTO 1997)......................................................................................................... 17 Figure 9: Major Elements of Asset Management System (OECD 2001) ...................... 17 Figure 10: PDCA Risk-Based Asset Management Model (Poland 2013) ..................... 25 Figure 11: Overview of the Wheel shop Asset Management principle in line with ISO 55001 and IRIS ......................................................................................... 29 Figure 12: Seven ISO 55001 important elements (IPWEA 2014)................................. 30 Figure 13: The 'bathtub' curve (O’Connor & Kleyner 2012).......................................... 33 Figure 14: Manual Field Gauge (Fröhling, R.D. 2011) ................................................. 36 Figure 15: Mini-prof gauge and the output file readings ............................................... 38 Figure 16: Risk Matrix ................................................................................................. 47 Figure 18: FMMS Wheel-set Management Process Flow ............................................ 52 Figure 18: Mini-prof data not integrated in FMMS ........................................................ 53 Figure 19: Mini-prof data integrated to FMMS ............................................................. 54 Figure 20: Mini-prof output file for FMMS .................................................................... 55 Figure 22: Gautrain Management System ................................................................... 60 Figure 23: TFR Management System .......................................................................... 64 Figure 23: MC flange height graph .............................................................................. 66 Figure 24: Motor coaches wheel-sets diameter graph ................................................. 67 Figure 25: Trailer coach wheels flange height graph ................................................... 67 Figure 26: Trailer Coach wheels diameter graph ......................................................... 68 Figure 27: Wheel-set degradation (hollow wear) based distance travelled .................. 71 Figure 28: Wheel-set degradation (flange wear) based distance travelled ................... 73 Figure 29: Operational cost graph ............................................................................... 77 Figure 30: Maintenance cost graph ............................................................................. 79 Figure 31: Logistic cost graph ..................................................................................... 80 Figure 32: Asset Life cycle Model (Brady et al. 2013) .................................................. 82

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Figure 33: Condition-based maintenance model (ITSR 2012). .................................... 83 Figure 34: Cost to maintenance interval, quantitative risk curve (ITSR 2012). ............. 84 Figure 35: Asset Management Strategy levels (Sardar et al.2006) .............................. 86 Figure 36: CMMS functions (elatewiki.org 2012) ......................................................... 87 Figure 37: RCM and FEMECA (RAMS) System Structure Analysis (Haugen & Rausand 2003) ......................................................................................... 93 Figure 38: Interrelations of Railway RAMS elements (Refer BS EN50126-1:1999)...... 94 Figure 39: Asset management life cycle within the RAMS standard (Refer BS EN50126-1:1999). ..................................................................................... 94 Figure 40: ISO 55001 requirements for wheel-set management systems .................... 95 Figure 41: Asset Management 10 steps Plan (EAP 2014) ........................................... 97 Figure 42: Asset Management Framework (EAP 2014) ............................................. 101 Figure 44: Research methodology mapping .............................................................. 101 Figure 44: ISO 55001 and IRIS integration diagram .................................................. 104 Figure 45: Expected PDCA framework within the Wheel-set management system (Systems Integration) .............................................................................. 105

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LIST OF TABLES

Table 1: Derailments on TFR, PRASA-Rail & other Railway companies (Poya 2011) ... 6 Table 2: Scope of work for repairs ............................................................................... 40 Table 3: Wheel-set FMECA Worksheet for RCM ......................................................... 44 Table 4: Severity Category Matrix ............................................................................... 47 Table 5: RCM Task Selection Table ............................................................................ 48 Table 6: Wheel-set condemning limits ......................................................................... 65 Table 7: Motor Coach Flange height data nearing 35 mm. .......................................... 66 Table 8: Motor coach wheels diameter near 864 mm .................................................. 66 Table 9: Trailer Coach Flange height nearing 35 mm .................................................. 67 Table 10: Trailer Coach wheels diameter near 800 mm .............................................. 68 Table 11: Wheel diameter degradation after 908 000km (with a hollow of 2 mm) ........ 70 Table 12: Wheel diameter degradation after 604 000 km (with a high flange of 35 mm)........................................................................................................... 72 Table 13: Operational cost table .................................................................................. 77 Table 14: Maintenance cost table ................................................................................ 78 Table 15: Logistics cost table ...................................................................................... 80 Table 16: CMMS and maintenance support equipment ............................................... 89

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LIST OF ABBREVIATIONS

Abbreviation

Full Name

CASDAM:

Caution Assessment System Data Analysis Model

DT:

Down Time

EAM:

Enterprise Asset Management

FMECA:

Failure modes, Effects and Criticality Analysis

FMMS:

Facility Management System

IRIS:

International Railway Industry Standard

ISO:

International Organization for Standardization

ITCMS:

Integrated Train Condition Maintenance System

MDWT:

Mission Directed Work teams

MPI:

Magnetic Particles Inspection

MTBF:

Mean Time Between Failures

MTBM:

Mean Time Between Maintenance

MTTF:

Mean Time To Failure

MTTR:

Mean Time To Repair

MUT:

Mean Up Time

OHSAS:

Occupational Health and Safety Management Systems

PASS 55:

Publicly Available Specification

PDCA:

Plan Do Check Act

PRASA:

Passenger Railway Agency management of physical assets)

RAMS:

Reliability, Availability, Maintainability and Safety

RCF:

Root-Cause-failure

RCM:

Reliability Cantered Maintenance

RCM:

Reliability Centred Maintenance

RSR:

Rail Safety Regulator

SANS:

South African National Standard

TCO:

Total Cost Of Ownership

TE:

Transnet Engineering

TFR:

Transnet Freight Rail

TPM:

Total Productive Maintenance

TQM:

Total Quality Management

UFWL:

Under floor wheel lathe

UIC:

International Union of Railway (International Railway Transport Industry Body)

UT:

Ultrasonic Test

WMM:

Wheel-set Management Model

of

South

Africa

(Optimal

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LIST OF DEFINITIONS Term Asset Management Availability

Bogie Computer Maintenance Management System (CMMS) Condition-Based Maintenance (CBM) Down Time (DT) Facility Maintenance Management System Failure mode, effects and criticality analysis (FMECA)

Flange (diameter, height) Gautrain Hollow wear International Railway Industry Standard Lean Maintenance Management Magnetic Particle Inspection Mean Time Between Maintenance (MTBM) Mini-prof Gauge

Definition In line with the ISO 55000 definition it is the coordinated activities of an organisation to realise value from its different assets This refers to a degree at which a system or an asset is in a state of operations for a particular required time and is in a functioning condition. A chassis carrying wheels, axles, traction motors and braking system This is a software package system that is computerised for the organisations operations and maintenance management information system such as MAXIMO, SAP and FMMS. Is maintenance that is performed after one or more indicator (condition) that shows that equipment is going to reach its life or deteriorate based on performance. This refers to a period when a system or an asset is unavailable for maintenance purposes or due to failure This is an asset management systems similar to CMMS used in PRASA-Rail This is a methodology similar to RCM & RAMS analysis, used to identify potential failure modes of a system, for the assessment of risk connected with those failure modes to carry corrective measures after the analysis This is an internal ridge (I-beam). The purpose of this flange is to keep the wheel from running off the rails This is an operator of the modern metro train that is travelling between Johannesburg and Pretoria This wear occurs on the thread surface of the wheels profile, where the profile is in contact with the rails This is an internationally recognised management standard specific for the railway industry which is based on ISO 9001 This refers to eliminating unnecessary maintenance activities and maximising of the production time by reducing maintenance time and costs. This is a non-destructive test (NDT) which is conducted to detect surface cracks for testing metallurgical steel material showing discontinuities The average interval based on time for maintenance execution of asset that has been in operation for corrective and preventive maintenance. This gauge is used to measure the condition of the wheel profile based on the wear and tear of the surface, it also measures the diameter

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Term Operational Reliability (OR)

Passenger Rail Agency of South Africa (PRASA) Product Life Cycle (PLC) Rail Safety Regulator (RSR) RAMS Analysis

Reliability Cantered Maintenance (RCM) Total Cost of Ownership (TCO) Total Productive Maintenance (TPM) Total Quality Management (TQM) Transnet Engineering (TE) TFR Ultrasonic Testing (UT) Underfloor Wheel Lathe (UFWL) Vehicle Identification System (VIS) Vehicle Inspection Unit (VIU)

Definition This refers to the operations of the systems reliability where there is a Plan, Do, Check & Act (PDCA) cycle for continuous improvement of the asset. This is a South African state owned enterprise, which is responsible for running Metrorail and Shosholoza Meyl Services. This is used to determine the lifespan of a product or a system during its development, introduction into the market and operation. Regulatory body of the South African Railway industries that oversees (promotes) safety for operations and maintenance within the railway environment. This is related to the Reliability Centred Maintenance and FMECA for ensuring that the system operates as required until the end of it operational life. RCM (similar to FMECA and RAMS analysis) is used are to ensure that all levels of maintenance are optimised for the function of the asset and further ensures that maintenance is conducted cost-effectively. Refers to an analysis used for comparing different systems for assessing direct and indirect costs of an asset throughout its operational life. This is a system used for maintaining and optimising the quality of systems, processes and equipment This consist of an organisations efforts to continuously deliver products that are of high quality and that includes services rendered to customers Rolling Stock manufacturing and maintenance for various railway companies Railway operator for freight vehicles such as locomotives and wagons This is a processes used to detect internal cracks on different material of the steel This lathe is used for cutting and maintaining the profile of wheel-sets without removing them from a motor and trailer coach This is a tagging system used to identify a train-set before it passes thought the vehicle Inspection Unit This system does an automatic inspection on various systems on the wheels profile, its diameter, the brake disc and the back-to-back distance (the distance of two wheel centres measured from one back to another back of the wheel mounted on the axle).

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CHAPTER 1: INTRODUCTION

This chapter identifies and explains the research problem. It also covers the research methodology, with questions and the objectives of those questions.

1.1 PURPOSE OF THE STUDY The purpose of this study is to determine challenges that are faced in the reliability of the train-set wheel-set management system in PRASA-Rail (Metrorail). In this study, the focus is on improving the wheel-set management system by using the requirements spelt out in ISO 55000 and the new international railway standards that PRASA-Rail will be adopting, such as IRIS.

The aim of this study is to determine where ISO 55001 and IRIS meet for the improvement of the wheel-set management system within PRASA-Rail and which can be applied to any railway organisation faced with the same challenges. IRIS covers the complete organisation management requirements such as governance processes, processes for service delivery and supporting processes, While ISO 55001 covers asset management, there are other asset management aspects such as asset life cycle activities, assessment of strategic assets and asset renewal decisions.

1.2 BACKGROUND OF THE STUDY Metrorail is the provider of passenger and commuter rail services in South Africa and owned by PRASA, under the division of PRASA-Rail Operations Department. It transports over two million passengers daily in five different regions, namely Johannesburg, Tshwane, Durban, Cape Town and Eastern Cape. The core function of the PRASA-Rail Maintenance organisation is improving maintenance for the day-to-day operations of the Metrorail services. Rolling Stock Maintenance is executed at the rolling stock depots located in the regions named above.

Maintenance of rolling stock can be categorised into two types of maintenance (Cheng & Shawing 2003), which is failure-based maintenance, and life-based maintenance. Failure-based maintenance is rooted in corrective maintenance and life based in preventive maintenance. Cheng & Shawing (2003) explain that maintenance can never be avoided especially when an unpredictable failure of a component occurs and that the cost of maintenance is dependent upon the efforts made in performing preventive

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and corrective maintenance. In the railway industry, the final output of the selected maintenance strategy must have a positive reliability factor, in which failures are reduced, maintenance is improved and there are benefits in passengers’ safety and comfort during operation, i.e. customer satisfaction. Figure 1 below shows that from the year 2011 there were too few train-sets running due to different component failures. One of the causes of not meeting the train-set demands was the unavailability of the wheel-sets and the need to improve the wheel-set management system. An improvement occurred when some interventions were made such as introducing the mini-prof gauge (which is used to measure the profile of wheels such as flange and diameter) and accreditation of more companies to do maintenance on the wheel-set. This intervention was, however, not enough and more is still necessary to improve the wheel-set management system.

Figure 1: Number of Trains in Service vs. Regional Requirements (Montana, L, 2013) A good maintenance strategy plays an important role in decision making in reliability engineering management in rolling stock. For the improvement of the management of the wheel-sets, Lean Maintenance should be applied to reach an optimum level by reducing maintenance cost, improving availability and quality of the fleet (Wegner 2009). For maintenance, the cost of material and personnel costs are minimised. For vehicle availability, the availability is maximised for operation. For quality, the reliability, safety (security) and comfort of the railway vehicle need to be improved. When the life expectancy of an asset is high and different equipment functions are required, the downtime decreases during preventive maintenance (Montana, L, 2013) when asset and lean maintenance management is applied.

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The primary objective in PRASA-Rail’s rolling stock depots is to optimise the system by introducing standards and processes in an internationally recognised-integrated system for the management of assets. Those standards are ISO 55001 and IRIS. PRASA-Rail adopted the ISO 55000 asset management standard, as the methodology for the optimal management of physical assets (in this case rolling stock). Below is the process flow of ISO 55001 (Figure 2).

Figure 2: ISO 55001 Elements of an Asset Management System (Woodhouse 2013) PRASA is in the process of advancing their business processes’ IRIS standard. IRIS is a global system commonly used for the evaluation of business management systems and more focused on asset management when compared with ISO 55001. IRIS is based on the ISO 9001 framework, and the evaluation and certification process can only be done by an IRIS approved certification body which is certified by an IRIS representative as an auditor. IRIS is not used for financial, technical or contract-specific requirements and performance data of a company such as projects and its products.

Below are the minimum and maximum requirements of what IRIS covers as compared to ISO 9001, 2008 (Figure 3):

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Figure 3: IRIS minimum and maximum requirements compared to ISO 9001:2008 (Heinzmann 2014) ISO is generic when covering certain processes or management strategies and other aspects but IRIS focuses on all business management expertise inclusive of the requirements or in line with ISO requirements strictly for Railway.

Below are the requirements that are covered by IRIS (Figure 4):

Figure 4: IRIS Requirements Process (Heinzmann 2014)

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The suburban railway wheel-sets management system needs to be enhanced in order to improve the reliability factor of the train-sets within a quick turnaround time by reducing delays and cancellations of train-sets due to failures (Figure 5).

Figure 5 shows the delays caused by Infrastructure conditions and different Metrorail train-set failures. The improvement of the complete system, which includes the improvement of the wheel-set management system, can contribute to reducing failures such as derailments and other related contributing factors. When different systems in a train-set have fewer faults, the MTBM will increase and the Down Time will decrease. The results will cause a higher availability percentage, and this will show improvement in the operational reliability of train-sets (Refer to section 3.4.2, with mathematical models, in chapter 3). This will indirectly reduce the maintenance and operational costs.

Figure 5: Delays caused by infrastructure and Metrorail coaches To improve reliability, availability, maintainability and safety, ISO 5500 and IRIS will be integrated for the improvement of the railway wheel-set management system. This includes some requirements in the RAMS (Reliability, Availability, Maintainability and Safety) standard. Adopting these internationally recognised standards will aid in better decision making for the improvement of reliability within PRASA-Rail’s current fleet. This will also be an alignment in preparation for the rolling stock renewal programme i.e. the new rolling stock (new trains).

Metrorail faces the challenge of making available sets of trains and wheel-sets for operations and this is attributed to the following factors:

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

Long lead time for the delivery of the wheels by the repairer (inventory management). Refer to Figure 1 showing the number of trains not meeting demands due to long lead times.



Sets staged on the yard awaiting wheel change-outs (poor management stockouts). Refer to Figure 1 showing the number of trains not meeting demands due to train-set awaiting wheels change-out.



Safety risks of tyred wheel-sets, which have a high impact on the availability, reliability, and operability of the railway vehicles. Tyred wheel-sets damage the infrastructure during derailments, causing fatal accidents. Below is a table showing a number of derailments that occurred between 2008 and 2011 (Poya 2011). The direct costs of these derailments sum up to an amount of R123.5 million, which includes damage caused to the infrastructure (Poya 2011).

Table 1: Derailments on TFR, PRASA-Rail & other Railway companies (Poya 2011)

This problem requires an optimised wheel-set management system for a good maintenance strategy to improve reliability and availability of train-sets. The goal is to establish a good reliability factor management scheme to monitor the performance of the wheels that are running in PRASA-Rail’s current fleet, by identifying how serviceaffecting failures occur. RAMS analysis data (BS EN 50126-1:1999), will be collected to determine the following factors in line with reliability engineering management for the management of wheel-sets, consistent with the following asset management requirements: 

RCM & Failure Modes (FMECA)



Field data



Product Life Cycle



Life cycle Cost



MTBM, MTTF and MTTR

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

Down time (DT)



Availability



Maintainability



Preventive maintenance as part of wheel-set management system



TCO for cost analysis and decision making

This information is required to indicate a solution and provide a better decision-making tool for the wheel-set reliability management for the current challenges affecting the day-to-day running of train-sets.

1.3 PROBLEM STATEMENT Three role players were used in this research, PRASA-Rail, Transnet Freight Rail and Gautrain. These organisations serve three different markets and draw different clientele. PRASA-Rail is for passengers and commuter services, TFR is for freight services and Gautrain offers an exclusive passenger service similar to PRASA-Rail. Although the bulk of the research was carried out within PRASA-Rail, it is important that a similar measure be applied to other rail operating environments in order to test the sustainability of the issues addressed in this dissertation.

Companies such as PRASA-Rail, TRF and Gautrain all use certain standards and processes for the management of their assets, including railway wheels. To improve the management of an asset it is important to follow guidelines, standards or processes that are clearly defined. Due to the diversity among practices that are currently applied (in PRASA-Rail, TFR and Gautrain), it is not possible to set a universal rule that is applicable to their systems (TCRP 2005). In order to better or improve different systems it is important to adopt a standard that will have a positive impact on the management of assets.

The challenge faced by most rail companies in South Africa is not following the same standards. This is because most standards are created in Europe and America. These standards are generated based on those continents’ climate conditions. For them to be adopted in South African there needs to be a validation before they are adopted. Standards such as the ISO 55001 and IRIS are stringent and can be used as guidelines because they are based on improving business and technical processes for improving the life cycle of an asset. Although there might be areas that require special attention because processes differ from company to company it is important to follow one

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universal standard, so that when lessons are learned it will be easy to improve systems in another rail company by adopting the same principles.

The results on the background of the study are evident enough that there is a need for the improvement of both business processes and asset management. Gaps and improvement in asset management practices are measured in four categories (Adlam 2012): 

Data



Processes



Information systems and tools



Asset management plan and risk management

In order to achieve the goals in advancing the way in which assets are managed it is imperative to ensure that planning is done consistently. To address those gaps these are some of the steps to be taken (Adlam 2012): 

Define different levels of service.



Accumulate accurate and detailed asset data.



Develop predictive modelling based on the life cycle of the asset.



Determine the total cost of ownership in order to save different costs that are affected by the management of the asset.



Implement asset management and management of risk.

The author of TCRP (2005) has shown that different rail companies use different standards to manage their assets. This demonstrates that some rail companies have overlooked some elements of ISO 55001 and IRIS standards. Adlam (2012) has described what needs to be done in order to close the gaps in the management of the assets, more especially the wheel-sets. So based on the background of the study it is evident that there need to be advances in the systems and processes in line with the ISO 55001 and IRIS standards. In order to achieve a positive outcome, this had led to the question asked under section 1.4 which is the scope of study.

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1.4 SCOPE OF THE STUDY The scope of the study entails research questions and objectives.

1.4.1 Research objectives The objective of this dissertation is to refine the wheel-set management system for the reliability and availability of train-sets through improved maintenance of the wheels-set. This improvement will be done in compliance with ISO 55000 and IRIS as part of the overall asset management regime. A comparison between ISO 55000 and IRIS will elucidate what is required to achieve compliance in both cases.

These standards (ISO 5500 and IRIS) together with the RAMS standard (which is part of the IRIS standard) will be adopted in the solution. These standards include engineering management guidelines for the improvement of reliability of systems within the railway industry with ISO 9001 being the foundation of improvement.

The proposed solution will also be addressed with the RSR. This will ensure that there is compliance and improvement of the maintenance strategy to eliminate problems regarding safety as IRIS recommends ISO 14001:2004 and OHSAS 18001:2007 standards. Various railway companies use similar systems and those systems will be looked at as part of improving the reliability of the system as a whole. The principles of RCM will be included as part of improvement and implementation.

1.4.2 Research questions This research study addresses the improvement of reliability management, for the suburban railway wheel-sets in Metrorail (PRASA-Rail). The study investigates different methodologies used in the railway industry by adopting internationally known standards as part of a reliability engineering management and asset management regime. These strategies will add value to the current challenges that Metrorail is faced with in the management of this asset that is safety critical and service affecting, which may have a negative impact on the efficiency and reliability of services rendered to commuters.

This study will answer the following research questions as part of the solution to the challenges outlined in the study background and the problem statement:

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Question 1: What are the complimentary attributes between ISO 55000 & IRIS, and how will they be applied as part of a solution to improve the life cycle of the wheels-sets?

Question 2: Why is the management of wheel-sets important as part of reliability engineering management and how can the life cycle of the current wheelsets be determined based on the wear rate (by focusing on the current wheel-set management applied in Metrorail)?

Question 3: What are the challenges faced by Metrorail, which have a negative impact on the reliability of the wheel-sets and the maintenance regime used as part of the wheel-set management system improvement?

Question 4: What changes need to be made to improve the reliability management of the wheel-sets in line with the ISO 55000 and IRIS requirements in order to improve the availability of the wheel-sets?

1.4.3 Research question objectives In order to answer these questions, the following factors and objectives were developed:

Objective 1:

To differentiate between ISO 55001 and IRIS standards on what is covered in asset management and applying the applicable factors for the improvement of the life cycle of the wheel-sets.

Objective 2: To develop service-affecting indicators caused by wear and tear during operations and apply a better reliability strategy (wheel-set life cycle model) in accordance with ISO 55000 and IRIS standards. Objective 3:

To develop a solution to close all gaps, by differentiating maintenance levels, improving reliability and applying better maintenance strategies in line with the applicable maintenance regime.

Objective 4:

To implement changes in line with the asset management standard and process flow to improve the reliability management system (these are the

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expectations must be met for the management of wheel-sets within PRASA-Rail moving forward).

1.5 RESEARCH DESIGN AND METHODOLOGY The methodology used to conduct this research is both quantitative and qualitative. These mixed methods are necessary because the statistics gathered from quantitative research are not enough to reveal the challenges faced. It is important for the results to be interrogated further in order to see a broader picture as well as to identify the root cause of the problems encountered and this can be done through qualitative research.

The mixed method is where the researcher decides to do the following (Fischer 2013): 1. Purpose: Confirmatory and exploratory 2. Specify an unequivocal question for data to be analysed to address the mixed method design 3. Collect multiple data that is both qualitative (data that is based on specific measurement) and quantitative (data from in-depth interview, field notes and open-ended questions). 4. Analyse the data (qualitative and qualitative analysis used separately or in combination). 5. Evaluate and conclude (mixture of numbers and description).

Below is a process flow of a mixed research method (Figure 6) that will be used as a guideline in line with the points stated above:

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Figure 6: Process flow of mixed research method The objective of this methodology is to study different wheel management systems that are used in various rolling stock companies (such as Gautrain and Transnet) by: 

Collecting data that can be used for decision making for the improvement of wheel-set management.



Carrying out a comparison of wheel-set management processes used in Gautrain, Transnet Freight Rail and PRASA-Rail.



Extracting data from Metrorail with the integration of IRIS standard, ISO 55000 standard and conducting life cycle calculations.



Interpreting and analysing the data for the improvement of the wheel-set management system.



Concluding by using guidelines and indicators spelt out in ISO 55000 and IRIS.

1.6 RELIABILITY AND LOGISTICS ENGINEERING MANAGEMENT PERSPECTIVE In engineering management, it should be understood that reliability and logistics engineering management play a big role in the engineering sector, and this must be clearly defined. The most important areas in engineering management are design, manufacturing and maintenance. When a design is developed, it needs to conform to specification and there needs to be ease of manufacturing and maintenance. It must be designed to have a high reliability factor in order to save costs over the life cycle of the product.

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Reliability engineering is a tool that provides a theoretical and practical solution (Kececioglu 2002), where factors such as the probability and capability of components, parts and systems are to perform a specific function in various environmental conditions and for a certain operational time. The operational failures need to be specified, predicted, tested and demonstrated. The results obtained should be fed back to engineering, manufacturing, quality control, inspection, testing, purchasing and sales for the implementation of corrective actions to improve reliability.

The IRIS standard focuses on all the departments that are involved in the rail sector and not limited to asset management only. For systems to be improved the basic principles of reliability engineering and logistics engineering management need to be clearly understood because for any new system that requires an improvement, there need to be clearly defined objectives and the consequences of not improving that system should be outlined.

Reliability engineering management must be fully utilised in a maintenance-based organisation, because the only way to improve the efficiency of an operating product is to apply the basic principles of reliability engineering. The maintenance plan of the rolling stock depots needs to change in order to improve the reliability of the fleet. In order to improve efficiency, maintenance teams in rolling stock depots must streamline routine tasks by cutting down the time taken to perform maintenance (Silvester 2009). This is achieved when routine maintenance takes place overnight. This planned improvement will provide an organisation with more capacity to maintain and add value to the fleet efficiencies when the resources are channelled towards the reliability of the service. This should be in line with the IRIS requirements.

For the improvement of reliability management, the following rolling stock maintenance management key points should be acknowledged: 

Depot management and operation



Maintenance strategy and methodology



Equipment reliability monitoring and improvement systems



Documentation control



Training



Incident investigations and recovery



Workflow and productivity improvement



Spares management



Maintenance information systems management

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This is an overview of what maintenance engineering and reliability engineering management entail. By looking at the abovementioned points, it is easier to find out which areas need improvement for reliability engineering management.

1.7 CONCLUSIONS AND INTRODUCTION TO THE NEXT CHAPTER There is need for the improvement of the wheel-sets management system within PRASA-Rail in order to manage the wheel-sets. This is achieved by complying fully with the asset management standard for the improvement of operational reliability and for the availability of the assets through system and process improvement, including the process to optimise people with skills for the execution of maintenance. All the gaps need to be identified and closed by improving various processes in line with ISO 55001 and IRIS standards for the improvement of railway wheels management system as part of asset management.

Business management processes for an asset management plan should be communicating into the design and operations of the asset. They should adopt a riskbased model for managing the asset, in line with business requirements for the improvement of the assets’ life cycle with a visual map of the following (Poland 2013): 

Processes and procedures that are being used



Decisions points within those processes and the actions thereof



Interface with other processes with different system integration for ease of decision making for maintenance execution and doing cost analysis.

The literature review in Chapter 2 entails how asset management and IRIS is viewed by different authors. It also includes the incorporation between ISO 55 000 and IRIS standard in line with PRASA-Rail’s strategy. This will be used to improve the asset life cycle and the core function of the organisation as a whole but focusing on the asset management aspect for the improvement of the wheel-sets management system.

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CHAPTER 2: LITERATURE REVIEW

2.1 INTRODUCTION

This section covers different asset-management methods that are in line with ISO 55001. The integration between IRIS and ISO 55001 will be discussed to differentiate the two standards. Different aspects of asset management will be reflected upon as part of the literature review. Similarities will be identified for a better understanding of asset management, the application of the asset management practices and IRIS.

Currently PRASA-Rail uses a lengthy process for managing the wheel-set exchange program. A new wheel-set management system will be developed based on the gaps that will be identified during this research. PRASA-Rail must to comply with ISO 55001 regarding the management of the assets. However, there needs to be an optimised system that covers all aspects of reliability engineering and engineering economics where costs such as maintenance costs, production costs and labour costs are reduced, by employing an integrated system that covers all aspects of improving reliability.

PRASA-Rail has made an assurance that their systems cover the requirements of the Rail Safety Regulator, where safety plays the most important role in the management system of wheel-sets. PRASA-Rail has developed solid wheels, which covers mainly the following factors: 

Safety: preventing derailments from occurring



Life cycle of the wheels: preventing the wheels from getting loose



Reduced maintenance and labour costs: preventing major maintenance repairs of wheel-sets

This decision was motivated after a number of derailments were encountered by PRASA-Rail caused by tyred wheels, whereby tyres became loose due to heat dissipation and expansion between the interface of the tyre and rim. The interactions result in the Gibson rings loosening from the tyres and causing derailments.

PRASA-Rail is currently running a wheels replacement program where tyred wheels that have reached their life span are replaced with solid ones (Figure 7). Even though there is a wheel-set replacement program-taking place, there needs to be an optimised wheel-set management system for managing both tyred and solid wheels concurrently,

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as this is part of the problem statement of which some aspects were covered in chapter 1.

Figure 7: Tyred Wheel vs. Solid Wheels (Nyathi 2012)

2.2 DEFINING ASSET MANAGEMENT AND IRIS

Transit asset management as defined by Rose et al. (2013) is a strategic process where an organisation procures, operates, maintains, rehabilitates and replaces an asset to manage its performance by reducing risk and cost over its life cycle. This is done to provide a safe, cost-effective and reliable service to customers. PRASA-Rail can build a framework for the improvement of their asset more especially the management of the wheel-sets.

Asset management as defined by Luke and Manley (2014) is a coordinated activity of an organisation to realise the value of an asset by maximising the operational efficiency, managing the risks, maintaining different levels of service and sustaining the condition of the asset throughout its life cycle.

The American Association of State Highway and Transportation Officials (AASHTO 1997), defines asset management as a process that is rooted in the programming and budgeting life cycle. Components such as data collection (analysis), performance modelling (for decision-making purposes), implementation (of the decision made), monitoring and feedback are important in asset management and are driven by policies, budgets and goals (Figure 10)

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Figure 8: Generic Asset Management Model according to AASHTO (AASHTO 1997). AASHTO (1997) further defines this model as “a developing drive to integrate finance, information management, technical or engineering personnel and planning to contribute to manage different assets with cost effectiveness”.

The Organisation for Economic Co-operation and Development (OECD 2001) defines asset management as “A systematic process of maintaining, upgrading and operating assets, combining engineering principles with sound business practice and economic rationale, and providing tools to facilitate a more organised and flexible approach to making the decisions necessary to achieve the public’s expectations” (Figure 9).

Figure 9: Major Elements of Asset Management System (OECD 2001)

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These elements focus more on the reliability benefits that a commuter will obtain from the operations of the asset, based on different support systems that form part of asset management. These include inventory data, condition measure, and prediction of failure to improve performance, data accessibility and life cycle analysis. Nemmers (2004) defines asset management’s main objective as “to improve decisionmaking processes, so that there is a return on investment achieved for the funds that are allocated on different assets”. For this objective to be obtained all processes of asset management, such tools and data required from different systems must be embraced to manage assets successfully.

TÜV SÜV (2013) defines IRIS as a standard that is based on ISO 9001 which is a quality management standard with specific rail requirements. This standard is designed to ensure that high quality is obtained through assessment guidelines and audits to create a higher level of transparency throughout the railway supply chain.

Attendu (2008) describes IRIS as a standard that is used to stabilise processes through standardised requirements where interfaces are improved. This is achieved by reducing the cost of poor quality in the supply chain through auditing and ensuring that there is reliability based on the quality of different systems.

2.3 THE RISKS OF NOT APPLYING ASSET MANAGEMENT EFFECTIVELY

The definitions of asset management are clear in identifying various factors that contribute to the organisation’s strategic plan and are based on operations, maintenance and managing risks.

March (2010) states that there are five primary risks that have a negative impact where there is proper asset management within an organisation and those are as follows:

1. Not knowing what they have: the organisation will find difficulties in tracing different assets and knowing their condition. This requires a good configuration management process where assets can be evaluated during maintenance and all the maintenance activities recorded. 2. Over or under maintenance: During maintenance, there can be problems of over-maintaining or under-maintaining if the life cycle of the asset being maintained is not known and there is no FMECA conducted. It is likely that

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there will be non-value maintenance execution that will have a negative impact on the cost of maintenance. This will cause an organisation to overspend their maintenance budget due to over-maintenance. When the maintenance budget has been depleted, the asset will be under-maintained and this will in turn compromise operational efficiency. The principles of RCM or FMECA can give a direction in solving this problem for the implementation of a proper maintenance plan for asset management. 3. Improper operations: If there is no proper planning for doing maintenance the asset’s operational life will suffer. To solve this problem an organisation needs to know the function of their assets (how the asset should run) and their failure modes. This will help in mitigating any risks that might affect the asset. 4. Improper risk management: This forms part of the PDCA (Plan Do Control Act) which is the heart of both asset and quality management, where an asset is being assessed and controls put in place for identifying and reducing any risks. 5. Sub-optimised asset management system: All the systems supporting the management of assets such as planning of resources for maintenance are important. Most important is that employees should execute maintenance for the asset management in line with the business strategy.

2.4 THE CHALLENGES FOR NOT BEING IRIS CERTIFIED FOR THE RAILWAY INDUSTRY.

The purposes of the IRIS standard are many. An organisation that is ISO 9001 certified for quality will have an advantage when they have to be audited but they need to cover a broad spectrum where ISO 9001 has limitations. IRIS requires an improvement on the business management system in order to fulfil requirement that are beyond ISO 9001.

Companies such as Gautrain and Transnet freight rail are using ISO 9001 but might later realise the need for being IRIS certified in order to improve their business processes to their advantage. The opportunities that will be missed when IRIS is not used are as follows (Broomfield 2011): 1. The product life cycle cost management process 2. The KPIs for certain processes 3. Internal operational interfaces and responsibilities with all process, procedures and records 4. The organisation’s plan to reduce risks 5. Maintenance processes and consistent repair for different assets

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These are some of the key factors that are covered in the IRIS standard, which can be linked with the management of an asset.

2.5 ISO 55001 AND IRIS FOR ASSET MANAGEMENT

From the problem statement in chapter 1 it is evident that there is a need for an improvement in the management of the wheel-sets. Asset management as described by Rose et al. (2013) covers a broad spectrum for the management of any asset from the day of procurement until its disposal. The core management of an asset by PRASARail is to ensure that a cost-effective, safe and reliable service is given to all commuters. From the data shown under the problem statement, it is evident that there needs to be a process guideline to improve such services.

Luke and Manley (2014) stressed that all the activities of an organisation should add value for operational efficiency and if these results are not obtained then it will be a problem to minimise different risks. The solution is that there needs to be a clearly defined process for the management of the asset. It is only through research that most of the solutions are obtained to improve a system for any asset.

Nemmers (2004) emphasises that in the future, transportation agencies need to fully use their asset management in both short-term and long-term decision making in planning, budgeting and operations.

An IRIS standard deals with the quality processes in the railway industry and was developed from the ISO 9001 standard. This standard complements ISO 55001 to ensure that quality is obtained for the management of various processes within the management standards where there are specific requirements.

Most railway companies still need to improve their systems to ISO 55001 and to be certified, especially those that were PAS 55-1 (which was replaced by ISO 55001) certified for the management of their assets. The ISO 55001 standard is aligned with other major management system specifications and this makes the integration of other management systems easier. These other management systems include ISO 9001 for quality management (Van den Honert et al., 2013).

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2.6 ASSET MANAGEMENT STRATEGY

The asset management benefits need to be acknowledged to improve the life of an asset. Such improvement has the value of reducing operational and financial risk, by improving the quality of service and performance of assets.

Reduction of financial risk is achieved by improving the return on investment by improving the management of the asset. This is achievable through making informed decisions for the management of the asset, through effective cost balancing and seeking opportunities to improve the life of the asset. When the risk is managed, financial losses can be reduced and this includes liabilities such as insurance premiums or fines from any regulatory body. This will result in improved services that will meet the customers’ and the stakeholders’ needs.

Compliance with safety and health standards has a positive effect on any legal and regulatory requirements, which are in line ISO 55001. Compliance to ISO 55001 ensures that improved operational efficiencies are obtained by improving processes, procedures and asset performance for operational objectives.

Asset management does not focus on the asset itself but on how much value the asset can provide to the customer and organisation. The improvement of the asset’s life depends upon organisational objectives used for the improvement of any technical and financial decisions through proper planning for maintenance activities.

There are four important factors that are important for the achievement of the organisational objectives when ISO 55001 is adhered to and they are as follows: 

Alignment



Leadership



Assurance



Value

Alignment involves proper planning which requires good decision making for maintenance activities. This decision is backed up by the integration of the asset management processes such as the functional management processes undertaken by the financial, human resources and information technology department.

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Leadership involves understanding the different levels on which people think during the execution of maintenance, in order to change the culture within the workplace by clearly defining their roles and responsibilities. This allows employees to be competent and empowered regarding asset management and all the processes involved.

Assurance is based on the results of all the output of the maintenance activities undertaken by the employees. The results have to be presented so that all employees are aware of the results of their hard work and capabilities for monitoring and continuous improvement. This also involves making all necessary resources available so that competent personnel are able to ensure that all asset management requirements during maintenance are undertaken for operational efficiency.

Value is obtained from the effort made to ensure that an asset functions as required. This is to ensure that all the asset management objectives are within the organisational objectives. This requires good decision making in line with ISO 55001 in order to attain value for operational efficiency.

2.7 IMPLEMENTATION OF ISO 55001

In order to implement ISO 55001 one needs to understand the background of ISO 9001 since all audits use ISO 9001 for quality assurance. These processes have overlapping requirements but ISO 55001 covers all the aspects involved with the management of the asset rather than compliance with required processes, which are based on quality management, which is covered in the IRIS standard. The ISO 55001 standard uses a framework that entails a process cycle for the entire management systems standard for the management of the asset. Such a system falls within the PDCA process.

ISO 55001 emphasises the identification and the controlling of risk internally and externally by an organisation. This involves ISO 9001 for quality assurance by documenting and preventing risks. All decisions made should take into account how risk will be managed and controlled. All need to be documented and registered in order to keep a record of any threat that might compromise operations.

For asset management planning this is important and all technical requirements are important as an output of ISO 55001. This standard is built in order to ensure that the asset management objectives are achieved throughout the life cycle of an asset.

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The asset management process has five elements that should be adopted by organisations. PRASA-Rail is aligning itself to those elements that are covered by a combination of IRIS and ISO 55001 (Poland 2013): 

Organisational strategic plan: Establishing a plan for asset management with clear objectives that are measurable, monitored and communicated, with all the risk factors considered.



Asset management policy: Aligning the asset management plan to the business processes by developing an asset management policy for continuous improvement.



Asset management strategy: Ensuring the competency level of the personnel conducting their work and ensuring that information is made available by providing necessary support and resources.



Asset management objectives: Ensuring that there is process control and monitoring in all the activities undertaken internally and in outsourced activities.



Performance standards: Assuring that the processes monitored are measured and evaluated through internal audits, and that there are management reviews of the outcome.



Process improvement: Recording non-conformance, which must be closed by having corrective and preventive actions for continuous improvement.

Three factors important in asset management (Dieter 2013) are: 

Must add value.



Must have clear visibility.



Must create new opportunities for asset improvement.

2.6 IRIS BUSINESS PROCESS

The roles and duties of the business process owners (according to the IRIS standard) are to ensure that the following factors are covered (Heinzmann 2013): 

Processes are developed fully in compliance with the IRIS standard



The process owners are trained and the processes documented and implemented.

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

Internal audits are conducted on a regular basis and those auditors must be IRIS certified to monitor that employees adhere to the required processes.



Root-cause-failure analysis is performed following corrective and preventive actions for process improvement.



There are indicators which are clearly defined, carried out and reported for process performance measurement.



More opportunities are created for continuous improvement.

The reason for adopting the IRIS standard is that it does not focus only on asset management (compared to ISO 55001) but on the entire railway business processes (Figure 3 & Figure 4). IRIS covers the following three core processes of the business: 

Governance processes



Processes for service delivery



Supporting processes

Some of these processes spelt out in the IRIS standard cover SANS 3000 (South African National Standards, National Railway Safety Regulator Act), OHSAS 18001 (Occupational

Health

and

Safety

Management

Systems)

and

ISO

14001

(Environmental Management System).

PRASA-Rail will adopt the IRIS standard/requirements for different business and technical processes. Other standards will be used as reference documents on processes where they complement one another. (Refer to Appendix A.)

The IRIS standard covers all processes, except for the following that are covered by ISO 55001(Refer to Appendix A). 

Asset management system



Asset management system documentation



Asset life cycle activities



Assessment of strategic assets



Asset renewal decision



Operation and maintaining of assets



Total performance of the asset



Participation and consultation

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

PDCA of asset management



Management of operational asset



Asset register



Asset categorisation and classification



Outsourcing of asset management

The points listed above will be fully covered by ISO 55001 since the IRIS standard does not fully cover them. As part of the certification, ISO 55001 and other standards that are listed on Appendix A, they need to be utilised and must form part of the processes that will be developed in line with IRIS recommendations and requirements.

2.7 OPERATIONAL RELIABILITY AND ASSET MANAGEMENT

The core function of PRASA-Rail is to transport commuters from one place to another. That function requires an engineering intervention in order to deliver a reliable service to commuters. It all starts at a project management level, where a specific design is made for a certain purpose and that purpose serves a particular function to achieve a certain goal and performance. For that asset to be reliable there is a need to apply the principles of asset management in line with ISO 55001 (Refer Figure 10) which is the PDCA for asset management.

Figure 10: PDCA Risk-Based Asset Management Model (Poland 2013)

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The asset management plan needs to be aligned or fed back into the design and operation of the asset within the system of asset management. This is attained by using the risk-based model which is combined with business processes (in line with the IRIS standard) to define standard work. The business processes need to be clearly defined and put in place for managing different assets for their life cycle, which will provide the organisation with a visual map which has the required steps that must occur including decision-making points and the interface with other processes or systems within the function of the organisation (Poland 2013).

The PDCA was originally created for quality control, which subsequently falls under the IRIS requirements. The PDCA framework ensures quality in the physical asset management and systems. The integration of ISO 55001 and IRIS standards can be obtained through the PDCA framework. The following factors are required from the PDCA cycle (Van den Honert et al 2013): 

Plan: Leadership and planning for asset management are required.



Do: This is where responsibilities are provided for the implementation of asset management plans (for maintenance support and operational benefits).



Control: This is where performance and improvements are achieved through condition monitoring of the assets, which is required for maintenance execution.



Act: This is where the benefits of asset management reviews are measured for the improvement of asset management.

2.8 DISCUSSION

The asset management strategies or methodologies that are defined in the ISO 55001 have similarities with other asset management models that are define by AASHTO (1997), OECD (2001) and Nemmers’ (2004). The principles such as classifying, analysing, controlling and measuring, which are in line with the PDCA values for operational stability to manage the life of the assets, are covered in all the models that are defined by AASHTO (1997), OECD (2001) and Nemmers’ (2004).

This chapter shows that asset management comprises all systems, methods procedures and tools to optimise costs, operations performance and the risk of the asset as a whole including the management of the railway wheel-set. The improvement of the asset’s life includes building, maintenance, logistics and asset renewal together

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with the machines for maintenance support and material for improving the reliability of the asset (Gradina 2013).

The PDCA framework is a centre where the IRIS and the ISO55001 standard meet as discussed in this chapter. This thesis will proceed based on the questions asked and the framework of the PDCA for the advancement of the management of wheel-sets as defined by Van den Honert et al 2013.

The variables to measure in this thesis are based on the PDCA and are as follows:

a) The wheel-set management process based on the CMMS b) The risk-based analysis c) The life cycle and maintenance intervals of the wheel-sets d) The costs incurred based on the TCO for the reduction to prevent overmaintenance and under-maintenance

2.9 CONCLUSIONS AND INTRODUCTION TO THE NEXT CHAPTER

The life cycle management of different assets needs to be adopted to ensure that they reach their expected design life. ISO 55001 with the integration of the IRIS norm has all the requirements that are expected from any railway organisation for the management of the asset. The ISO 55001 standard covers the asset management aspect while IRIS covers the asset governance aspect. Compliance to all the required processes will enable the organisation to: 

Manage all their assets and monitor the return on investment (ROI).



Save operational and maintenance costs.



Carry out proper strategic planning in line with the business goals.



Carry out decision making and understanding of the process.



Understand business capitalisation and operational cost.



Monitor different asset conditions though a Computerised Maintenance Management System (CMMS).



Integrate different systems used for maintenance execution.



Understand the asset management cycle and the expectations required.



Understand the life cycle costs and increase efficiency through a preventive and predictive maintenance model such as RCM.

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

Improve personnel skills for the maintenance of the asset and communication within the organisation.

Railway companies need to invest in information technology as part of ensuring that maintenance support systems are in place. This is to ensure that accurate diagnosis is done when booking wheel-sets off service. This intervention helps in reducing unscheduled downtime by allowing proper wheel-set schedule for maintenance (Ngigi et al. 2012).

Part of the inspection during maintenance includes mandatory inspections such as Magnetic Particle Inspection, Underfloor Wheel Lathe and Ultrasonic Inspection (WM 2012). Most depots in PRASA-Rail do not have a wheel shop where intensive heavy maintenance is conducted. An external accredited company that focuses on heavy maintenance of the wheel-sets carries out such work. The ISO 55001 and IRIS standards will be utilised for accrediting depots and the external service providers who do light or heavy repairs on the wheel-sets. The minimum requirements for the accreditation of external parties will be IRIS and ISO 55001 once PRASA-Rail is certified. ISO 9001 will be considered since the IRIS standard was built using ISO 9001 as a baseline (Figure 3 on page 4). In the future, external service providers need to be IRIS and ISO 55001 certified to do work for PRASA-Rail. Most companies in Europe are IRIS certified and the local companies such as TFR and Gautrain are ISO 9001 certified. Bombardier as a European company is IRIS certified but Gautrain as a local company is not. This certification of Bombardier does not automatically mean Gautrain is IRIS certified. TFR and Gautrain are both not ISO 55001 certified but they need to align their systems and processes to those standards. They might not see the benefits of the standards immediately; however, that will later be seen on their performance indicators.

The accreditation process of the ISO 55001 and IRIS can help with the following points (Railinc 2013):

The wheel shop (Figure 11): 

The processes can help to access higher quality data for wheel-sets that will be refurbished.



The processes can help to improve resource planning as well as ensuring that all wheel-sets are serialised (for traceability of any manufacturing or

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maintenance history this included the purchase order traceability for payment done).

The Wheel Repair Shops (Figure 11): 

The processes will help with the prioritisation of work to be conducted by improving the maintenance planning.



The processes will help register and record the work to be done on the wheelsets.

Equipment Owner (Figure 11): 

The processes will help with the improvement equipment productivity and asset utilisation for the repairs that will be undertaken



The processes will help validate billing with a more effective scope of work



The processes will help make more informed technical asset management decisions for the execution of maintenance possible.

Figure 11: Overview of the Wheel shop Asset Management principle in line with ISO 55001 and IRIS Chapter 3 covers the methodology of how data was collected in line with the mixed method, which is a combination of qualitative and quantitative.

As a summary chapter 3 covers the wheel-set management model where all factors contributing to wheel-set replacement are stated for the improvement of asset management. Different reliability engineering programmes and reviews are discussed and the one adopted by PRASA-Rail is further explained and explored in detail. The maintenance philosophy explains the history of the decisions made previously and to date for the improvement of the wheel-set management system where the RCM of the wheel-set is detailed and the decision-making matrix clarified through the fundamentals for FMECA.

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Different maintenance management systems adopted by Transnet Freight Rail and Gautrain (Bombardier), which were obtained through an interview as part of this research, will be discussed together with the one adopted by PRASA-Rail, to identify gaps for the improvement of the wheel-set management system.

As part of improving the life of the assets, reliability-engineering calculations are completed, with the data taken from PRASA-Rail’s database and Engineering Economics calculations for the improvement of the asset management of the wheelsets in line with the ISO 55001 and IRIS requirements. Chapter 3 is in line with PDCA risk-based asset management model (Refer Figure 10). This will ensure that the elements of ISO 55001 and IRIS are covered.

Figure 12: Seven ISO 55001 important elements (IPWEA 2014)

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CHAPTER 3: METHODOLOGY

This chapter contains data that has been used as a support for the findings and other information gathered. As explained in chapter 1 the methodology is a combination of both qualitative and quantitative, where data is both measured and observed.

3.1 WHEEL-SET MANAGEMENT MODEL

The replacement of wheel-sets for maintenance depends on a wide range of factors and parameters (Serco Rail Technical Services, 2012). Such parameters are as follows: 

Wheel profile



Wear rates



Maintenance



In-service inspection



Profiling intervals



Unit costs

Therefore, the wheel-set management model needs to be introduced as part of managing the wheel-sets maintenance and renewal program or process. The key features that need to be considered as part of managing the wheel-sets are (Serco Rail Technical Services, 2012): 

Asset decision support for planning, in terms of maintenance execution and production for the availability of service by ensuring that the maintenance management system is used for any day-to-day maintenance execution.



Improvement of resource allocation based on the demands due to the improvement of preventive maintenance principles.



Balance between maintenance and renewal of wheel-sets by having a decision matrix.



Tracking of conditions on the infrastructure by having wheel to rail interaction meetings for the improvement of the operational series.



Root-Cause-Failure analysis to determine the wear rate on the wheel profile to improve the life of the wheel-sets.

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WMM (Wheel-set Management Model) analysis of the characteristics of the fleet within rolling stock needs to be defined in terms of engineering standards (with all the condemning limits). The WMM is a computerised system, which is a Vehicle Inspection System (VIS) that is connected to the Computerised Maintenance Management System (CMMS) for asset management. Collection of asset inventory information (set number, vehicle number and the wheel-set number) and the condition of the asset (historical data, inspection data, profile wear, wheel diameter and bogie overhaul) must be done. The characteristics of the inspection and maintenance intervals are defined (Bevan et al. 2013) as follows: 

Bogie overhaul intervals



Wheel-set re-profiling (machining) interval



Visual inspection and profile measurement



Ultrasonic interval

A wheel-set maintenance management strategy can be developed based on the points listed above, by developing options where both preventive and conditioned based maintenance standards are adhered to. There are also costs implications based on the predicted inspection done during maintenance and the renewal cost (based on the replacement of old wheels with new) of the wheels.

3.2 RELIABILITY ENGINEERING REVIEW IN RAILWAY

According to Sullivan, Pugh, Melendez and Hunt (2010), there are three types of maintenance programmes to consider for improving the reliability of systems and they are as follows: 

Reactive Maintenance



Predictive Maintenance



Preventive Maintenance



RCM

Each of the above has its own advantages and disadvantages. The most important factor to consider is the cost-benefit from programmes and these are the programmes that should be fully applied in the railway industry, especially in the rolling stock. Most equipment fails due to poor operations and poor maintenance; the abovementioned programmes have their own positive impact based on the application of the

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maintenance regime or strategy used. These maintenance programmes are used in PRASA-Rail. The one that is being focused on is the RCM because it incorporates both preventive and predictive maintenance programmes. The decision-making matrix consists of a run-to-failure option. This is reactive maintenance in RCM analysis and that is a low-risk option (see section 3.3.1).

It is imperative to base data analysis on the bathtub curve (Figure 13) because the results to be evaluated can bring about a final solution of any reliability engineering management problem. The infant mortality of the bathtub curve can be considered as having a wheel-set that is new, under warranty on a minimum of two years (O’Connor & Kleyner 2012). The infant mortality stage has a decreasing hazard (failure) rate and the wheel will be in operation. Later it will be at a constant failure rate point (caused by wear and tear during operations as its life deteriorates). During that period, maintenance will be conducted as part of refurbishment to restore the wheels to their useful life period, until wheel-sets reach a wear-out period, where most components have reached the minimum condemning limits. Components such as the axle can be recovered and re-used, while the rest of the components are decommissioned.

Figure 13: The 'bathtub' curve (O’Connor & Kleyner 2012) 3.2.1

Reactive Maintenance

Reactive maintenance is the “run-to-failure” maintenance approach. In reactive maintenance, there is no recovery mode because there are no efforts or actions taken to maintain the failed equipment that has reached the end of its design life (Sullivan, Pugh, Melendez, and Hunt, 2010).

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The advantages are as follows: 

Low maintenance cost



Fewer employees or staff

The disadvantages are as follows: 

Unplanned downtime during the failure of the equipment with increased costs



Labour costs might increase due to overtime



High replacement costs due to failed equipment

3.2.2

Predictive maintenance

Predictive maintenance is a maintenance technique designed to determine the condition of equipment in service in order to predict failure before it occurs. Measurements that distinguish system degradation are put in place to control any system deterioration of the component, by introducing maintenance scheduling for corrective and preventive maintenance (Sullivan, Pugh, Melendez, and Hunt, 2010).

The advantages are as follows: 

Increase equipment’s life, availability, operability and reliability.



Decrease in equipment downtime due to predictive maintenance.



Decrease labour costs including components/parts replacement.



Aid energy saving.



Costs savings of about 12% when preventive maintenance program is introduced.

The disadvantages are as follows: 

High cost of simulation and diagnostic test equipment



Increase intensive training costs

3.2.3

Preventive maintenance

Preventive maintenance is a maintenance technique where the consequences of equipment failure are mitigated through a process of preventing failure before it occurs.

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That process is achieved through Planned and Conditioned Based Maintenance. This process is designed to improve and restore the reliability of equipment, which is achieved by periodically monitoring the condition of the equipment for any sign of deterioration (wear and tear) with condemning limits. Predictive and preventive maintenance are interdependent, because with predictive maintenance, measurements are taken on equipment and with preventive maintenance, an evaluation is done on the equipment, which is then followed by corrective maintenance actions taken to improve reliability (Sullivan, Pugh, Melendez, and Hunt, 2010).

The advantages are as follows: 

Increases equipment’s life cycle, availability, operability and reliability



Reduces equipment and process failure of different equipment



Aids with energy saving initiatives



Costs savings averaging at 18%

The disadvantages are as follows: 

Failures are likely to occur



There is intense labour to consider

3.2.4

Reliability Centered Maintenance (RCM)

RCM is a systematic approach that focuses on evaluating equipment or any resources by ensuring that the asset continues to operate efficiently and do what it is intended to do under operations (Refer to section 3.3.1). RCM’s focus is to improve reliability and cost effectiveness through the incorporation of root cause analysis (Sullivan, Pugh, Melendez, and Hunt 2010). RCM is highly dependent on predictive and preventive maintenance, but mostly on predictive maintenance. The RCM program is not easy to initiate, but it is easier if a master equipment list is developed by identifying different assets/components of a motor coach, the list is then prioritised based on the criticality to operate. Railway wheels are one of the critical components.

The advantages are as follows: 

It is the most effective and efficient maintenance program



Cost are lowered by eliminating unnecessary maintenance activities

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

It increases equipment’s life cycle, availability, operability and reliability



The probability of failure is reduced



It is more efficient than reactive maintenance

The disadvantages are as follows: 

The costs of implementation are high including training

3.3 MAINTENANCE PHILOSOPHY ADOPTED IN METRORAIL

The maintenance philosophy used in Metrorail for wheel-sets is RCM, Preventive and Predictive Maintenance. Keeping data of the profile measured and other critical readings that determine the life of the wheel has been a challenge.

Various gauges have been used which only give an indication that a wheel-set has reached its limits. Such a gauge is called a Manual Field Gauge (Figure 14).

Figure 14: Manual Field Gauge (Fröhling, R.D. 2011) The only reading that can be recorded with this gauge is the tyre thickness of the wheel. The rest such as the flange height (Sh), flange diameter (Sd) and toe radius (qR) have dimensions (limits) stipulated in the geometric requirements handbook. The gauge represents those dimensions as an indication (Figure 14) in relation to the miniprof gauge with shows all the dimensions (Figure 15).

In 2007, PRASA-Rail decided to use a gauge that was able to give data with more details because so many wheels were being booked in for the following reasons: 

Gauges were not calibrated regularly, resulting in wrong bookings.



There was insufficient knowledge about using the gauge.

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When statistics were developed about failures and failure trends of the wheels to make decisions, it was difficult to motivate for capital funding for repairs because the available information was not detailed enough. The statistics only show the diameter of the wheel and other visual physical wear conditions such as: 

Thermal cracks in tyre or rim



Cracked hub or web



Cracked wheel rim



Chipped/shelled/spalled tread and gouged flange



Circumferential groove



Metal build-up on tread



Tread edge rollover



Sharp flange



Overheated wheels



Shifted wheel off the axle



Spread rim



Nick marks

Three or four of these physical defects would appear on the statistics that were generated, to indicate what was wrong with the wheels. The key information about the profile wear was not available due to the use of the field gauge. This always resulted in the sets of coaches being stopped due to wheels having reached their limits. The data was misleading because of insufficient profile dimensional data, which could not be taken with a field gauge.

Half the fleet had different sets of coaches booked out of service in the year 2008– 2009. Metrorail did not have the budget to get them back into service. A decision had to be made to look for a solution. The solution was to introduce an electro-mechanical gauge called mini-prof (Refer Figure 15) that was able to read the wheel’s profile and give full dimensional details, but the physical or visual inspection had to still be done because that gauge cannot measure them. What the gauge is able to measure based on the configuration is the following key information (Refer Figure 15): 

Flange diameter (Sh)



Flange height (Sh)

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

Toe Radius (qR)



Hollow wear



Wheels diameter



Other profile-related wear

Figure 15: Mini-prof gauge and the output file readings A maintenance program had to be drawn up to measure all the sets. About 30% of wheel-sets were compliant (usable) based on the reading, and could be put back in service. The remaining badly worn wheels were sent to Transnet for repairs because the depots had no capacity to effect repairs. That function was outsourced.

Using the mini-prof gauge, made it easier to do maintenance planning and capitalisation for the funding of wheel-set maintenance based on the data received. Another challenge was that Transnet’s turnaround time was slow because they had

Page | 38

wheel-sets from other companies undergoing repairs and this has a negative impact on the turnaround.

A few companies had to be accredited in the year 2011 due to the demand for repairing wheel-sets and reducing turnaround time. The accreditation process had to be followed including all aspects of the Rail Safety Regulator to ensure that there was safety compliance during the maintenance process, to prevent accidents from occurring due to poor maintenance of the wheel-sets. There were two categories of repairs and they are the light repairs and the heavy repairs.

Light repairs: Light repairs are only applicable on wheel-sets that are to be re-profiled and bearings changed out. In light repairs the following activities are done:  Cleaning of wheels  Complete wheel-set inspection i.e. dimensional tests and any visual defects  End bearings inspection and removal  Resilient gear inspection  Re-profiling (machining) of the wheel-sets  Dimensional verification i.e. back-to-back, profile and diameter  Non-destructive test (NDT): 

UT : Test for detecting internal cracks



MPI: Test for checking external surface cracks that cannot be seen visually only



Pressing on reconditioned, remanufactured or new bearings



Serial number markings with dates and axle serial numbers



Marking a straight line between the tyre and wheel (to see if the wheel is loose especially on the tyred wheels)



Knock tests on the wheel, checking if the tyre is loose by using a hammer, to prevent derailments



Wheel-sets storage on rails or conveyer belt mat

Heavy repairs: Heavy repairs entail pressing new wheel centres (replacing wheels that have reached their limits), replacing the axles, press fitting of resilient gears and fitting of the U-tube including end bearings. The process is the same as those listed above and inclusive of the following activities:

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 Removal of the tyres/wheels which have reached their minimum, replacing them with new wheels and securing of the tyre to the wheel hub by pressing in the Gibson ring  Replacing of an axle that is worn and or has reached its limits  Replacing a worn-out resilient gear, either by fitting a new one or a reconditioned one  Heat shrinking of cannon box bearings on the axle  Pressing of the end bearings

3.3.1 Scope of work and RCM principle Below is a scope of work where light repair activities and heavy repairs can be identified. It is in line with the conclusions reached in chapter 2 on the literature review in section 2.7 and Figure 11 for the workshop maintenance that must be done by an external service provider in line with ISO 55001 and IRIS standard requirements. It has three sections (Table 2): 

Standard work where general inspection is done



Labour section where any labour is done



Where new or reconditioned parts are listed which form part of labour

Table 2: Scope of work for repairs A. Standard Work (Strip & Quote) Item 1 2 3

Description of work required Clean wheel-set for inspection Inspect, test, size and quote (complete wheel-set including canon box where applicable) Remove & replace bearings (axle end bearings) Non-destructive test wheel & axle - MPI (Magnetic

4

Particle Inspection) test

(axle surfaces & bearing

seats) -ultrasonic test (rim areas of wheel-set) 5

Non-destructive test gear wheel

- mpi

test

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B. Additional Work Required (Labour) Item

Description of work required Remove and replace tyre (retyre)

1 2

Recondition wheel centre

3

Remove and replace solid wheel

4

Re-profile old tyre/solid wheel

5

Profile new tyre/solid wheel

6

Remove & replace wheel on gear end(drive)side

7

Remove & replace resilient wheel gear

8

Remove & replace wheel on non-gear end

9

Convert solid wheel to tyre

10

Recondition old Axle (Centre Portion)

11

Repair axle centre hole (centre bore)

12

Dalic Plate Axle End (Bearing Seats)

13

Remove & Replace Resilient Bushes & Pins

14

Remove, Repair & replace Cannon box (bearings)

15

Convert Journal type axle to APF including adaptor ( R6 to APD)

16

Building a Complete New Wheel-set (solid)

17

Building a Complete New Wheel-set (tyred)

18

Spin Test Wheel-set

C. New / Reconditioned Parts Item

Description of work required

1

New tyre bored to size Tyre D 069005126A and 069005126 T2069005304

2

New Gibson ring D Gibson 866500033, MC Gibson 866500034

3

Old Gibson ring

4

New Wheel Resilient Gear 069004740

5 6 7

Reprofiled/Reconditioned Resilient Gear 069004740S Supply new wheel centre New Axle machined to size R6 069003479FM,5M2AR and Plain 069003406FP and 069003406FP

8 9 10 11 12 13 14 15

New resilient bushes 069004108 New Resilient pins 069004473 New Cannon Box 068027145 Reconditioned Cannon Box 068027145D New axle end bearings R6 069006904 And APF 069006953 Reconditioned bearings (REMAN) Remanufactured bearings (RECON) New Adaptors (for bearings)

16

Suspension Bearings (White metal SKF type)

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C. New / Reconditioned Parts Item 17

18

19

Description of work required Cannon box Bearings (Drive End) Timken Pin End 069005491 Labyrinth Cannon box Bearings (Non-Drive End) Timken Com End 069005506 Abutment Ring New Resilient Gear Wheel Centre (Spider) 5M2A Spider 069005049 and 5M2AR 069009541

This scope of work is based on the RCM principle as it is grouped per component. Procedures and drawing numbers are linked to the parts on sections C (New/Reconditioned Parts). This scope of work originally entailed a column of PRASARail benchmark prices for work done by the wheel-set repairers, i.e. accredited service providers such as Transnet Engineering (which was part of PRASA 10 years ago) and other companies that are only capable of doing light repairs.

When potential functional failures are identified, the next step is to conduct RCM analysis by doing an FMECA. The importance of FMECA is to establish the cause-andeffect relationship among potential equipment failures, functional failures and the effect of functional failures and to evaluate the criticality of the failure modes (ABS, 2004). The importance of this information is to determine the following (ABS, 2004): 

What kind a failure management strategy is needed and when



What type of failure management is best used to manage failure modes (e.g., one time change, planned maintenance) which requires condition monitoring and preventive measures and followed by run-to-failure as an option)



The importance of failure management strategy, which needs to be given attention as well.

When doing FMECA the items involved are considered i.e. the systems or subsystem that will be selected to determine its failures. Once the items are listed, their functions should be defined and failure modes determined including their failure effect (Table 3).

A Risk Matrix (Figure 16) must be developed or determined together with the Severity Category Matrix (Table 4) as a decision-making tool which will be used on the RCM Task Table (Table 5)

This process is important for decision making for the management of an asset such as the train wheel-set, which is one of the most safety critical components in the railway

Page | 42

industry. The engineering management principles are well understood when made practical with a decision-making tool such as RCM, which brings about change, and there is reduction of unnecessary cost incurred during maintenance. The task table shows that a decision has to be made on some critical areas where redesigning is required, such as the latest PRASA-rail design for the solid wheels which becomes part of the solutions as a decision-making strategy for improving the operational services.

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Table 3: Wheel-set FMECA Worksheet for RCM Item

Function

The function of wheels is to propel the train or coach from one direction to another. The tyre is heat shrunk on the hub.

1. Tyre (Wheel)

Functional Failure

a) Worn thread on the profile.

b) Damaged profile Wheel

c) Loose tyre

Failure Mode

1) Incorrect brake settings. 2) Bad track conditions, Incorrect brake blocks or worn brake blocks.

1) Thermal fatigue 2) Ballast 3) Brake settings

1) Spread railway tracks 2) Loose Gibson ring

Failure Effect  Brakes will be constantly applied and the brake blocks will cause hollow wear on the wheels.  Wheels will not have normal wear and will get worn gradually.  Worn or incorrect brake blocks will cause grooves on the wheels damaging the rails or possibly causing derailments.  Brakes constantly applied on the wheel causing heat expansion.  Ballast not laid correctly will jump on the tracks during operations, damaging the wheel profile and rails.  Brakes will be constantly applied and the brake blocks will cause hollow wear on the wheels.  Degradation of wooded sleepers due to different environmental condition and notwithstanding the axle loads from the wheels in a result causing derailment.  Wheels not thoroughly checked and for any signs looseness or wheel becoming loose due to heat expansion, in result causing a derailment.

End Effect  Brake settings must be done on a regular basis during shedding; all the vacuum valves must be tested for leakages including the vacuum piping.  Brake block thickness needs to be checked on a regular basis.

 Brake settings must be done on a regular basis during shedding; all the vacuum valves must be tested for leakages including the vacuum piping.

 Corridors with wooden sleepers need to be identified.  All wheels must be checked for looseness during maintenance.

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Item

2.Hub

3.Gibson ring

4.Resilient Gear

5.Resilient Gear Wheel centre spider

6.Resilient Bushes

Function The hub is part of the tyre and it became a complete wheel when the tyre is heat shrunk on it. It is also fixed to the axle. The Gibson ring secures the tyre to the hub (in circlip form); the tyre is pressed on the flange back with the Gibson ring press at a certain pressure during repairs. Resilient gear creates a propulsion/traction caused by the traction motor, which is driven by a pinion. Is connected to the axle and connected to the Resilient Gear with bushes and pins Resilient bushes are shock absorbers during the traction on the gears i.e. the interface between the resilient gear and the gear wheel centre (spider)

Functional Failure a) Loose tyre on the wheel

a) Loose tyre

a) Gears coupling failure

Failure Mode

Failure Effect

1) Loose Gibson ring

 Gibson ring becoming loose due to heat dissipation and in return causing derailment

1) Sprung Gibson ring

 Gibson ring sprung because of poor train operations, due to brakes applied while accelerating, causing heat expansion and in return wheel becoming loose and causing derailment

1)Worn gear teeth

 Gears will make noise and there will be excessive heat expansion due to insufficient lubrication

End Effect  Looseness tests are conducted on a regular basis.

 Looseness tests needs to be conducted on a regular basis.

 Lubrication needs to be topped up as per schedule and gear case seals need to be checked on a regular basis for any signs of leakages.

a)None

a) None

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Item

7.Resilient pins

8.Axle

9.Cannon Box

Function

Functional Failure

The resilient pins are a) Loose slotted in the bushes and resilient are securing the resilient pins gear to the hub An axle is a shaft that rotates the Resilient gears and the wheel since they are fixed on it The cannon box is fixed on the centre of the axle and it is fastened on the traction motor adjacent to the gears The cannon box bearings are in the ends on the cannon box, which causes a smooth operation between the interface of the traction motor and the axle

a) Fatigue crack

Failure Mode

Failure Effect

1) Pins showing signs of being lose from their aligned position

Loose resilient pins will cause the bush to be loose and in return making noise during operations

1) Cracked axle due to heavy axle loads

Axles that have cracked will break and cause derailments.

The process of fitting the resilient pins must be validated for consistency

The design integrity of the axle must be validated, especially the axle load, chemical composition and manufacturing process of that design

a) None

a) Bearing seizure

1) Bearings seize due to lack of grease or grease contamination

The bearings will make noise and there will be metal-to-metal contact causing wear in return.

11.APF End Bearings

The APF bearings are fitted at the ends of the axle, which are connected to adaptors

a)Bearing seizure

1) Bearings seize due to lack of grease or grease contamination

The bearings will make noise and there will be metal-to-metal contact causing wear in return.

12.Adaptors

The adaptors are fitted on the APF bearings and the APF are the interface

a) Worn adaptors

1) Bearings outer cover will get worn and causing

Bearings will be damaged and the adaptor bore will be oval

10.Cannon box bearings

End Effect

Thorough bearing inspection must be done to ensure that the bearings are always lubricated

Inspection must be done for any sign of spillage on the bearings and the service date needs to be looked verified on condition that the bearings are still within their tolerances Inspection must be done for any sign of spillage on the bearings and the service date needs to be looked verified on

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Item

Function between the Bogies and the bearings

Functional Failure

Failure Mode

Failure Effect

bearings to seize

End Effect condition that the bearings are still within their tolerances

Figure 16: Risk Matrix

Table 4: Severity Category Matrix

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Table 5: RCM Task Selection Table Item

Matrix

Severity

Current Likelihood

Current Risk

1. Tyre (Wheel)

Corrective Action

1

Catastrophic

Frequent

High

2

Major

Probable

High

The brake blocks composition must be validated against the original approved specification. There needs to be a wheel to rail interactions with the Infra department for the maintenance interventions of the rail. Worm bake block that have reached their limits must be removed. Loose tyred wheels must be removed from service and repaired

1

Catastrophic

Frequent

High

Loose tyred wheels must be removed from service and repaired

4. Resilient Gear 5. Resilient Gear Wheel centre spider

3

Moderate

Remote

Low

Worn teeth can be re-profiled or replaced when not repairable.

4

Minor

Improbable

Low

6. Resilient Bushes 7. Resilient pins 8. Axle 9. Cannon Box 10.Cannon box bearings 11.APF End Bearings 12.Adaptors

4 4 1 4 4 3 3

Minor Minor Catastrophic Minor Minor Moderate Moderate

Improbable Occasional Remote Improbable Improbable Remote Remote

Low Low Medium Low Low Medium Medium

2. Hub 3. Gibson ring

Worn teeth can be re-profiled or replaced when not repairable. Resilient bushes can only be inspected during removal of wheels from coaches. There needs to be proof that quality checks were done and a certificate The destructive and non-destructive tests must be conducted when repairs are done. It should always be inspected and replace when there are sign of cracks They should always be inspected and removed when worn. Bearing that are not within their tolerance limits must be remove and replaced Worn adaptors must be removed for repairs

Overview: from the results, which are based on the RCM risk matrix, analysis on item 1, 2 & 3 (Refer Table 5), there is a need for redesign and improvement on the wheel-set. These results were an initiative for the new design of the solid wheels, which was mentioned on chapter 2 (Refer Figure 7), this risk matrix (Figure 16) became a decision-making tool as part of asset management process.

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3.3.2 Maintenance Management System in PRASA-Rail (FMMS)

The maintenance management system used in PRASA-Rail is Facility Management Maintenance System (FMMS), which is used for asset management limited to motor and trailer coaches only. Assets that are not covered are plant, infrastructure and real estate & facilities.

Below is a mapping on what was covered in this research paper as discussed in chapter 1 as part of the research methodology (Figure 17).

Below is a mapping of what was covered in this research paper as discussed in chapter 1 as part of the research methodology (Figure 43):

Figure 43: Research methodology mapping

In the Planning Department (Figure 17:18) a job card is created with all the activities that are to be undertaken when the train-set is issued. Check-sheets form part of the job card, which covers the complete assets for maintenance execution.

In the shedding department, the job card is discussed with the Shedding Production Manager and the Planning Department team. The Production Manager then discusses it with the supervisor and the supervisor with the artisans and other technical personnel. The teams to execute the maintenance are called Mission Directed Work Teams. After maintenance is completed, all the maintenance check-sheets and fault bookings that

Page | 49

require lifting at the reliability workshop, are manually recorded in FMMS. Coaches that need to be lifted are separated from their sets (a set consists of three motor coaches and nine trailer coaches) and are shunted with a diesel locomotive to the reliability workshop.

Shunting is usually done at night by removing the coaches that have been lifted and maintained. Other affected coaches are shunted at the same time and as well as in the morning for the execution of maintenance (lifting work).

Job cards are printed out for the reliability workshop job execution with maintenance check-sheets. The job cards are discussed in the same manner in the shedding department. Affected wheels are verified with a mini-prof gauge and they are removed from the coaches and are sent to the wheel repairers. All the maintenance faults are closed out and are recorded in FMMS for record keeping and maintenance plan execution. FMMS also have different train-sets with all the coaches and the status of the following: 

The last time maintenance was conducted (history)



The next maintenance schedule



The history of every component changed with serial numbers



The faults that were encountered from every set of coaches.

The top 10 faults are manually filtered in an Excel spreadsheet for minimising failure by improving service delivery and reliability, to do root-cause-failure analysis and as a result improve maintenance execution.

There are three types of maintenance cycles: 

Full Shed : Full maintenance cycle (major service).



Intermediate Shed: An intermediate maintenance cycle, which is different from Full Shed.



Passenger Safety and comfort. A minor maintenance cycle where the focus is on safety and comfort (such as seats, windows, flooring, interior panels etc.).

Some rolling stock maintenance companies classify these cycles differently. In all the maintenance cycles, wheel-sets are inspected, as they are part of the safety-critical equipment.

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FMMS is not an automated system and has major differences with other modern systems. It requires more configurations so that sometimes it takes longer to be at the level where it is expected to be and it can be expensive to keep making changes on this system. This system uses one server that is connected to all regions and if the server is down, no one can log in. This results in a backlog for jobs to be recorded after maintenance has been conducted and unreliable information that cannot be justified because of these difficulties.

The only automation done is the selection and planning of labour, service and the replacement of materials. Another problem is fault codes. People use different fault codes to close their jobs. This results in inconsistent information being uploaded. It is hard to filter faults due to the inconsistent information and makes it difficult for one to rely on it.

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Wheel-set Management System Process Flow 1. Planning Department

2. Shedding Department

Starting Area for the preparation of sets for maitenance

3. Reliability Workshop Wheel-set Miniprof Data transferred from a laptop and cheksheet to FMMS

Shedding Supervisor discuses the job card in the MDWT meeting with Artisans and Process Workers

Job Execution by Artisans

FMMS

FMMS

Job Card Printed from FMMS

Job Card Printed from FMMS

Maintenance Planner send the Job card to the W/shop Manager to discuss with the Superisor

Job Execution

Maintenance Planner gives the Job Card to the Shedding Production Manager

Other Maintenance Activities

Wheel-set Inspections

Fail

Phase: Depot Wheel-sets Management Process

Pass Wheel-set Miniprof Data transferred from a laptop and cheksheet to FMMS

The Shedding Production Manager shares the job card with the Shedding Supervisor

Set taken back to service

Figure 17: FMMS Wheel-set Management Process Flow

Shedding Supervisor discuses the job card in the MDWT meeting with Artisans and Process Workers

Motor or trailer Coach shunted and lifted for the removal of worn Wheels to be sent for repairs

Wheels Stored and ready to be dispatched for repairs

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The mini-prof data was not integrated to the FMMS system when the mini-prof gauge was introduced in 2009. The results were only printed after an engineering technician took readings with the laptop and they were printed out (Figure 18) and shared with the Shedding Supervisor and the Productions Manager. This exercise was lengthy and from a set of 12 coaches, 96 wheel-sets were manually measured and the information electronically recorded in the software using a laptop. The only information that was printed was that of faulty or worn wheel-sets, and the rest of the information remained on the laptop. It was challenging to establish a trend on the wear rate because all the sets were manually recorded. One had to transfer the information to Excel and had to filter all the faults for reporting on the status of the wheel-sets. It was also impossible to measure the complete fleet since only two miniprofs were available at the depots. Measurements would require shunting of all the coaches and the exercise could only be done under the pits where maintenance is done and not at the yard due to inaccessibility.

User

Mini-prof Software Laptop Results Printer

Figure 18: Mini-prof data not integrated in FMMS After realising that the data was not reliable for maintenance purposes to determine the wheel wear trend and plan for a float for wheel-set change-out, it was decided that a new software program had to be designed to transfer data from the mini-prof data file in the laptop to the server FMMS. This program was designed in 2010. It required all laptops used for mini-prof to be configured (Figure 19).

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User Master Server Controller

FMMS Server

Results Printer

User

Mini-prof Software Laptop

Figure 19: Mini-prof data integrated to FMMS The configuration took a long time and the transmitting of data was not easily transferred to FMMS because if information was duplicated the system required timeconsuming technical intervention when the duplicate data was detected.

The information to be stored had to be in a certain sequence in order for it to be transferred in FMMS (Figure 20).

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Figure 20: Mini-prof output file for FMMS The readings stored in FMMS from the wheels profile are the wheel diameter (taperline diameter), flange height (Sh) and other information such as the date, time, and coach number. From this it is possible to look at the trend of the wheel wear and to determine how many wheels need to be available during wheel-set change-out.

The taperline diameter readings from the mini-prof have a tolerance of ± 2 mm and those readings are sometimes not accurate. Another cause of inaccurate results is the thermal expansion on the wheel-set. The readings that are taken when the temperature is high have a bigger diameter and when the temperature drops the diameter readings are normal.

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3.3.3 Gautrain Wheel-set Management System qualitative data collection

The interview was based on the mixed research method where a qualitative data was accumulated through an interview. The person interviewed in Gautrain was Johan Van Biljon in his capacity as Country Business Leader. The questions asked are open questions where the respondent answers without presented or implied choices. These questions are non-leading questions and the interview was semi-structured.

Below are some of the questions asked:

a) What type of CMMS is Gautrain using and how is this system used for the management of other assets such as the wheel-sets? b) What type of standards does Gautrain comply to, for the management of their assets? c) What wheel-set management maintenance support system is Gautrain using and how is it integrated to the CMMS system? d) What are the maintenance intervals of the wheel-sets in Gautrain and the calculated life cycle of the wheels based on distance travelled and wear rate.

This is only a synopsis done to demonstrate the semi-structured element of the interview conducted. During the interview, notes were taken, and a recording was made on a mobile device. The notes were minimal so that there was no interruption of the flow of conversation.

Below is a summary response of the questions that were asked to derive the qualitative data based on the objective of the thesis.

3.3.3.1. The CMMS system used in Gautrain

Gautrain uses MAXIMO system for asset management and this covers the wheel-set management. MAXIMO is Enterprise Asset Management (EAM) systems software produced by IBM mainly used to operate, manage and maintain an enterprise asset until it reaches disposal stage. Its focus is on the following assets: 

Plant and production



Infrastructure (rail)



Transportation (rail)

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

Real estate and facilities

Gautrain (Bombardier) use it as part of their asset management tool for their complete assets. The focus is on the wheel-set management and on determining how this system is integrated with other systems as part of managing or maintaining the reliability of the assets.

3.3.3.2. Quality and safety standards

Gautrain uses ISO 9000 for quality management, ISO 14 000 for environmental management and ISO 18 000 for occupational health and safety. The system that PRASA-Rail is aligned with is ISO 9000 which is integrated with the IRIS standard and standards such as ISO 14 000 and 18 000 are by default used and applicable for safety compliance especially in line with the RSR requirements. Gautrain does not use IRIS and ISO 55001 certification.

3.3.3.3. Wheel-set technical and safety compliance standard

The standard that is used for technical and safety compliance for wheel-sets is GM/RT2466 Railway Group Standard 2003, which covers all the important requirements when doing maintenance as well as the wheel-sets that are in operation.

3.3.3.4. Maintenance Management System in Gautrain depot (Bombardier)

The wheels management system in Gautrain Depot comprises three sections and they are as follows (Ref Figure 21): 

Automatic Vehicle Wheel-set Inspection System Section



MAXIMO Control Centre



Under Floor Wheel Lathe Section

In the MAXIMO control centre from the Planning Module, a train-set module is scheduled for maintenance. The train-set will move into the Automatic Vehicle Wheel-set Inspection System. All the measurements of the brake disks, brake pads, wheel profile and wheel diameter are recorded and stored in the vehicle inspection system database server. The server is integrated with the MAXIMO database server

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for asset and maintenance management of wheels and other assets that are maintained. Preventive maintenance is any maintenance work performed on a regular basis or scheduled to keep the trains running efficiently. The application such as preventive maintenance module helps the planner to plan and budget for regular work by planning for the labour, material, service and tools that are needed as per schedule based on the works order (IBM MAXIMO 2007).

A works order will be printed on wheels and other components that need maintenance attention. If some of the wheels require heavy repairs then lifting of the complete train-set module will be done. The wheel-sets will be removed and replaced with spare wheel-sets. If wheel-sets are worn on the profile and require machining (re-profiling to the original profile), then the train-set module will move to the UFWL section.

The UFWL system is not integrated into MAXIMO because it stores all the maintenance history in its own database. It stores the records of every status of how much material was machined for economic and life cycle reasons for every train that requires re-profiling.

The information that is stored gives an indication to the maintenance personnel to do planning and projection of wheels that are nearing their life for heavy maintenance intervention.

Apart from the inspection that is done by the UFWL, there are other inspections such as: 

Safety inspection, which is done in line with GM/RT2466 Railway Group Standard 2003 as mentioned before.



Vehicle maintenance inspection whereby scheduled maintenance is done in line with Gautrain’s planning directive on the vehicle maintenance instruction. Under vehicle inspection there is a bogie system which has wheels as a subsystem and therefore the following inspection activities are done: o

Bearing inspection.

o

Ultrasonic testing for internal cracks on the axles is done for every 200 000 km because of the disk brakes application and to ensure that if there is a crack there is no propagation that might lead to a fatal accident during operations.

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o

No MPI is done because there are small chances of experiencing surface cracks that might propagate and cause an accident, but an accredited service provider called Swasap does such a test when a wheel-set undergoes heavy repairs.



Operating inspection where the controls and handing are tested by the operations department during commissioning after maintenance.

Supporting inspection documents could not be shared due to intellectual property-related obligations between PRASA-Rail and Gautrain.

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Gautrain Wheelset Management System Automatic Vehicle Wheelset Inspection System

MAXIMO Control Center

Under Floor Wheel Lathe

Trainset module

Trainset module

Full trainset module moves UFWL unit

Measures the following: # Brake Discs # Wheel Profile and diameter # Back-to-Back

Wheels are measured for profile cutting purposes

Wheels are cut to the required specification

Automatic Wheels profile Vehicle inspection

UFWL MAXIMO MAXIMO Information is stored

Wheelsets trend is done automatically in the system

Maximo modules:

Gautrain Wheelset Management System

Wear comparison is done in the system

Works order or Job card is automatically printed of all the wheels measured

N.B Wheels that require Heavy Repairs work are outsourced to accredited service providers

#Assets #Contracts #Deployed assets #Inventory #Preventive Maintenance #Purchasing #Resources #Safety #Planning #Service Desk #Service Management #Works Orders

UFWL Server

Trainset Back to service

Results Results Printer Printer Figure 21: Gautrain Management System

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3.3.4 TFR Wheel-set Management System

The method for data acquisition was conducted through the qualitative method. The person interviewed in TFR was Georg Hettasch whose designation is Wheel/Rail Interaction Senior Engineer. The questions asked are open questions where the respondent answers without presented or implied choices. These questions are nonleading questions and the interview was semi-structured.

Below are the questions asked during the interview:

a) What type of CMMS is TFR using and how is this system used for the management of other assets such as the wheel-sets? b) What type of standards does TFR comply to, for the management of their assets? c) What wheel-set management maintenance support system is TRF using and how is it integrated to the CMMS system? d) What are the maintenance intervals of the wheel-sets in TFR and the calculated life cycle of the wheels based on distance travelled and wear rate.

This is only a synopsis done to demonstrate the semi-structured element of the interview conducted. During the interview, notes were taken and a recording was made. The notes were minimal so that there was no interruption of the flow of conversation.

Below is a summary response of the questions that were asked to derive the qualitative data based on the objective of the thesis.

3.3.4.1. The CMMS system used in Gautrain

TFR uses the MAXIMO system for asset management. This system is not integrated to the wheel-set management system. The reason for this is that this system cannot handle the volume of the data that is transmitted from the wheels profiling monitoring system.

TFR is in charge of running wagons and locomotives in different regions and a large number of wheel-sets are measured by their system which requires critical data to be filtered for analysis.

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3.3.4.2. Quality and safety standards

TFR uses ISO 9001 for the quality management of their assets and maintenance of their quality assurance systems. The ISO 9001 certification for an organisation requires an implementation of quality management system (ISO 9001.com, 2014) of the business inclusive of the following: 

Facilities



Personnel



Training



Services



Equipment

The complete organisation of TFR’s quality management system of ISO 9001 covers all the points listed above for their business. This is in line with the RSR requirements for the safety element of operations.

3.3.4.3. Wheel-set technical and safety compliance standard

TFR uses a standard called Geometric Requirements for New, Reprofiled and Inservice Wheel-sets. The standard contains all the requirements for compliance of wheel-sets that are in service and those that are repaired during maintenance. PRASA-Rail has partially adopted the same standard because Metrorail was once part of Transnet. PRASA-Rail has its own standard that is incorporated with the TFR standard. The difference between TFR and PRASA-Rail standard is that the TFR standard uses AAR requirements whereas the PRASA-Rail is based on the EN standard. These standards do not differ much but have all the requirements that address: 

Design requirements



Destructive tests (for compositions and hardness verification)



Non-destructive tests (for internal cracks, internal cracks and other related tests)



Geometric requirements (requirements for the dimensions and accuracy for the machining of the wheel-sets)



In-service inspection requirements

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The only difference between the above standards is the material composition, which has some elements that are not the same. PRASA-Rail rail uses the same profile, which is profile 22 (the machined profile of the wheels). All the standards are in line with the RSR requirements 3.3.4.4. Maintenance Management System in TFR The wheel-set management system at TFR (Ref Figure 22) comprises the following: 

Automatic Train Wheel-set Inspection and Vehicle Identification system section



MAXIMO Control Centre



Underfloor Lathe section

All the vehicles that are to be maintained pass through the vehicle identification system and the automatic wheels profile inspection unit. The vehicle identification unit records the vehicle number, while the wheel profile unit measures the critical dimensions of the wheels. The information is fed into the Integrated Train Condition Management System (ITCMS) for storage. The data is filtered and analysed with a computer or laptop in Excel. The information is shared with the fleet manager for his/her attention regarding maintenance and if the wheels require heavy maintenance, they will be sent to TE for repairs.

The information from the ITCMS cannot be stored in MAXIMO because of its volume. It is automatically filtered into a usable size, with all the useful data that can be stored. The vehicle number is stored in MAXIMO and other maintenance-related information such as job cards, material and serialised components.

The data from the ITCMS is transferred into the CASDAM system. This system will in the future be integrated to MAXIMO. The entire critical dimensions will be filtered into a usable size in order for them to fit into MAXIMO.

The fleet manager decides from the information that was filtered into the ITCMS whether a vehicle with wheels that are not compliant, should move into the UFWL machine or not. If the other wheels require more machining to balance the required geometry on the vehicle configuration, then they will look for spare wheels that match the one that is cut to save the life of the wheels. Once the machining of the wheels is completed, the serial number of the wheels and their dimensions are recorded into MAXIMO for further decision making on maintenance.

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Transnet Freight Rail Automatic Train Wheelset inspection & Vehicle identification Sys

MAXIMO control Centre

Locomotive and Wagons

Underfloor Wheel Lathe

Locomotive and Wagons Locomotives and Wagons moves UFWL unit

Automatic Wheels profile Vehicle inspection

Vehicle Identification system

All the information is stored in the ITCMS

UFWL MAXIMO MAXIMO Critical Data is manually feed to Maximo

TFR Wheelset Management System

Integrated Integrated Train Train Condition Condition Maintenance Maintenance System(ITCMS) System(ITCMS)

Mini-Prof Data verification

Caution Caution Assessment Assessment System System Data Data Analysis Analysis Model Model (CASDAM) (CASDAM)

Information is passed to the Fleet Manager for a vehicle that needs Reprofiling

Information is filtered, where graphs can be generated for business reasons. The data is processed into a usable size that can be in the future integrated with Maximo

Information Information is is analysed analysed Wheel Wheel that that require require heavy heavy repairs repairs are are sent sent to to Transnet Transnet Engineering Engineering

Figure 22: TFR Management System

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3.4 DATA ANALYSIS FOR METRORAIL (VALIDITY OF DATA)

The data used was collected over two-years and was captured on the FMMS from June 2012 until May 2014. It shows the critical dimensions (the wheel diameter and flange height from a wheel-set). This information shows the number of wheels that were worn during that period.

Below is a table of the condemning limits with original profile nominal dimensions from the profile 22 template. Table 6: Wheel-set condemning limits Taperline diameter(D) Min

Max

Flange height (Sh)

Flange thickness(Sd)

Flange angle dimension (qR)

Allowable

Reject

Min

Max

Min

Max

29 mm

35 mm

19mm

29-31.5mm

6.5 mm

13.5mm

Motor Coach 984 mm

1054mm

Trailer Coach 800 mm

984 mm

The data taken is from all the regions: 

Cape Town depot (CTN)



Durban depot (DBN)



Gauteng North (Pretoria(GTN))



Gauteng South (Wits/Braamfontein (GTS))

Motor Coach flange height

The flange height table below is for motor coaches that are nearing a wear-height of 35 mm in all the regions (Table 7& Figure 23). All PRASA-Rail motor coach wheels will have to be profiled and some have to be converted to solid wheels rather than heat shrinking new tyres (when they have reached their limits). This forms part of the wheel-set renewal programme and it this depends on the amount of material needing to be removed during re-profiling (Figure 27 & Figure 28).

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Table 7: Motor Coach Flange height data nearing 35 mm.

Figure 23: MC flange height graph Motor Coach diameter

The motor coach wheel-sets that are nearing a minimum diameter of 864 mm will also be reprofiled. This depends on the amount of material that is to be removed if a wheel-set diameter is nearing 984 mm by 5 mm or 8 mm. A wheel-set can be machined to its minimum of 984 mm and still be in service. A wheel-set with a minimum diameter of 983 mm/982 mm can remain in service and should travel a maximum of 3 000 km before it is taken out of service. (Table 8 and Figure 27). Table 8: Motor coach wheels diameter near 864 mm

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Figure 24: Motor coaches wheel-sets diameter graph Trailer Coach Flange height

The approach will still be applicable on the trailer coach wheels to re-profile or press new solid wheels on the old axle. If the profile cannot be maintained to allowable parameters and there needs to be a float of wheels available for the wheels changeout (Table 9 and Figure 25).

Table 9: Trailer Coach Flange height nearing 35 mm

Figure 25: Trailer coach wheels flange height graph

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Trailer coach diameter

More trailer coach wheel-sets will be replaced in 2015. More wheel-sets will be required for most trailer coaches that are nearing their limits (Table 10 and Figure 26). This means that more trailer coaches will be stopped due to wheel wear (or defects). The only way to mitigate the wheel shortage is to have a float of new solid wheel-sets available while others are fitted with new centres on old axles as part of the wheel-sets replacement program and for the availability of trailer coaches. This will build capacity for operations.

Table 10: Trailer Coach wheels diameter near 800 mm

Figure 26: Trailer Coach wheels diameter graph Overview

The data taken from FMMS makes it easier to make comprehensive engineering management decision on wheel-sets and for maintenance planning. The engineering managers from all regions need to be able to use the data to ensure that availability and reliability expectations are always met by enforcing good maintenance practices and improving them, as part of engineering management.

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3.4.1 Reliably mathematical life cycle calculations (LCC) for Railway Wheelset Management regime

The aim of the mathematical models below is to give an indication based on reliability engineering management focusing on the Wheel-set Management System Regime. This is part of PRASA-Rail’s development of a wheel-set management strategy. Through this process, one would have an indication of how to plan for current and future wheel-set use, considering a projection of when the wheel-sets need to be overhauled. The determining factors of the wear rate that give an indication on the life expectancy of a wheel when it is new and considering the type of material that is being used, are the axle load and rail condition. The formula to calculate the life cycle was obtained from Balcombe (2010) and the data for a wear rate of 0.28mm on the average of 10500km travelled distance were obtained from Mtimkulu, (2008). Below are the LCC calculations based on the hollow wear, which aim to demonstrate the life of the wheel-set from when it is new until its disposal. 3.4.1.1. Hollow wear (2mm wear calculations) i)

Useful life (New wheel) diameter: 1054 mm

ii) Useful life (decommissioning size): 984 mm iii) Distance travelled: can be any travelled distance from 10 000km to 1 000 000 km (this can be done in iteration) but in this case we will consider 100 000 km (distance travelled by the wheel) iv) Kilometre wear rate: Based on the 5M2A wear rate of 0.28mm/month (10500 average kilometres travelled. Considering 2mm hollow wear (it can be based on any wear cause on the flange as well) To Determine in which month will 2mm wear be obtained: Wear = 0.2 8mm × 7.4 month Wear = 2.074(approx.) mm Then how many kilometres the wheel could have travelled to reach a wear of 2 mm: Kilometre wear rate = 7.4 month × 10500 (average kilometres travelled in 1 month) = 77 700 km (wear rate) reaching a 2.074 hollow wear.

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v) Kilometres turn rate :wheel cannot be turned (machined) if it has reached a nominal wear but can be turned if it has reached 2mm hollow wear for an example, we will consider 77 700km wear as a tuning rate in kilometres.

vi) Profile material amount: This is the amount of material to cut when re-profiling a wheel and therefore there will be 5mm cut for 2mm hollow wear. Formula: 𝑑𝑖𝑠𝑡𝑎𝑛𝑐𝑒 𝑡𝑟𝑎𝑣𝑒𝑙𝑙𝑒𝑑

𝑑𝑖𝑠𝑡𝑎𝑛𝑐𝑒 𝑡𝑟𝑎𝑣𝑒𝑙𝑙𝑒𝑑

Size (diameter) =Useful life (Dtaperline)-(𝑘𝑖𝑙𝑜𝑚𝑒𝑡𝑒𝑟 𝑤𝑒𝑎𝑟 𝑟𝑎𝑡𝑒)–[[𝑘𝑖𝑙𝑜𝑚𝑒𝑡𝑒𝑟 𝑡𝑢𝑟𝑛 𝑟𝑎𝑡𝑒]x [p𝑟𝑜𝑓𝑖𝑙𝑒𝑑 𝑚𝑎𝑡𝑒𝑟𝑖𝑎𝑙 𝑎𝑚𝑜𝑢𝑛𝑡]…... (1) 100 000

100 000

= 1054 - ( 77 700 ) – [[ 77 700 ] × 5] = 1054 –1.287 – (1.287 × 5) = 1052.713 - 6.435 = 1046.278 mm (after re-profiling) Table 11: Wheel diameter degradation after 908 000km (with a hollow of 2 mm)

Distance Travelled (km) 0 100000 200000 300000 400000 500000 600000 700000 800000 900000 901000 902000 903000 904000 905000 906000 907000 908000

Kilometre wear rate (km/mm) 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700

Kilometre profiling (turn)rate (km/mm) 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700 77700

Reprofiled material amount (mm) 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

Size (Taperline Diameter in mm) 1054.000 1046.277992 1038.555985 1030.833977 1023.111969 1015.389961 1007.667954 999.9459459 992.2239382 984.5019305 984.4247104 984.3474903 984.2702703 984.1930502 984.1158301 984.03861 983.96139 983.8841699

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Figure 27: Wheel-set degradation (hollow wear) based distance travelled Overview From the results on Table 11 and the graph in Figure 27, the wheel-sets will reach their minimum diameter at 908 000 km on average and will last for seven years and two months in service before reaching the end their life based on the hollow wear.

3.4.1.2. High flange wear (35mm flange height) The calculations are based on the high flange of 35 mm, which does not often happen or is experienced by most wheel-sets in other regions. This is dependent on the conditions of the rail track and whether there are grease points on curved tracks (to reduce flange wear), skew bogies, or improper back-to-back distance of the wheel-sets that eventually cause high flange wear. Below are the LCC calculations based on the high flange:

i)

Useful life (New wheel) diameter: 1 054 mm

ii) Useful life (decommissioning size): 984 mm iii) Distance travelled: 100 000 km (as per assumed km distance travelled by the wheel and iteration) iv) Kilometre wear rate: Based on the 5M2A wear rate of 0.28mm/month (10500 average kilometres travelled). Considering 35 mm flange height wear with a wear of 6 mm from a flange height of 29 mm. To determine in which month 6 mm wear will be obtained when the wheel has a flange height of 35 mm:

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Wear = 0.28 mm × 22 month Wear = 6.16 mm (approx.) Then how many kilometres the wheel could have travelled to reach a high wear of 2 mm: Kilometre wear rate=22 month × 10500 (average kilometres travelled in 1 month) =231 000 km (wear rate) reaching a 6.16mm flange height wear.

v) Kilometres turn rate :wheel cannot be turned (machined) if it has reached a nominal wear but can be turned if it has reached 35mm flange height (6 mm wear) an example, we will consider 231 000 km (wear rate)wear as a tuning rate in kilometres.

vii) Profile material amount ::this is the amount of material to cut when re-profiling a wheel and therefore there will be 8 mm, cut for 35 mm flange height wear (6 mm).

Formula: 𝑑𝑖𝑠𝑡𝑎𝑛𝑐𝑒 𝑡𝑟𝑎𝑣𝑒𝑙𝑙𝑒𝑑

𝑑𝑖𝑠𝑡𝑎𝑛𝑐𝑒 𝑡𝑟𝑎𝑣𝑒𝑙𝑙𝑒𝑑

Size (diameter) =Useful life (Dtaperline)-(𝑘𝑖𝑙𝑜𝑚𝑒𝑡𝑒𝑟 𝑤𝑒𝑎𝑟 𝑟𝑎𝑡𝑒)–[[𝑘𝑖𝑙𝑜𝑚𝑒𝑡𝑒𝑟 𝑡𝑢𝑟𝑛 𝑟𝑎𝑡𝑒]x [p𝑟𝑜𝑓𝑖𝑙𝑒𝑑 𝑚𝑎𝑡𝑒𝑟𝑖𝑎𝑙 𝑎𝑚𝑜𝑢𝑛𝑡]…………… (1) 100 000

100 000

= 1054 - (231 000) – [[231 000] × 8] = 1054 - 0.4329 - (0.4329 × 8) = 1053.5671 - 3.4632 = 1050.1039 mm (after re-profiling) Table 12: Wheel diameter degradation after 604 000 km (with a high flange of 35 mm)

Distance Travelled (km) 0 100000 200000 300000 400000 500000 600000

Kilometre wear rate (km/mm)

231000 231000 231000 231000 231000 231000

Kilometre profiling (turn)rate (km/mm)

231000 231000 231000 231000 231000 231000

Reprofiled material amount (mm)

8 8 8 8 8 8

Size (Taperline Diameter in mm) 1054.0000 1050.1039 1046.2078 1042.3117 1038.4156 1034.5195 1030.6234

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Distance Travelled (km)

Kilometre wear rate (km/mm)

Kilometre profiling (turn)rate (km/mm)

Reprofiled material amount (mm)

Size (Taperline Diameter in mm)

700000 800000 900000 1000000 1100000 1200000 1300000 1400000 1500000 1600000 1700000 1800000

231000 231000 231000 231000 231000 231000 231000 231000 231000 231000 231000 231000

231000 231000 231000 231000 231000 231000 231000 231000 231000 231000 231000 231000

8 8 8 8 8 8 8 8 8 8 8 8

1026.7273 1022.8312 1018.9351 1015.0390 1011.1429 1007.2468 1003.3506 999.4545 995.5584 991.6623 987.7662 983.8701

Figure 28: Wheel-set degradation (flange wear) based distance travelled Overview:

From the results in Table 12 and the graph in Figure 28, the wheel-sets will reach their minimum diameter after travelling a distance of 1 800 000 km on average, which represents 14 years and two months in service, before reaching the end of their life based on the flange wear. The life of the wheels may deteriorate quicker than expected (based on these calculations) because of railway conditions and other contributing factors, which were discussed at the beginning of this chapter. The life should be known when the life cycle of the wheel-sets is calculated for asset

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management in line with the PDCA risk-based asset management model in chapter 2 (Figure 10).

3.4.2 Engineering Economics calculations based on maintenance This section contains the data analysis that is in line with the objectives of asset management. The formulas used in this section are from Kumar (2004) and some changes were made for the definition of certain input data that was obtained from Mtimkulu (2014). Some data from the LCC calculations was used as part of the calculations in this section.

3.4.2.1. Reliability engineering maintenance costs

LCC is the most important financial measure used for decision- making in purchasing of capital assets and it aids in evaluating their costs. Life cycle cost is associated with a product to define its longevity, starting from the feasibility study associated with requirements, analysis, design, production, manufacturing, operation, maintenance and the disposal of that product. The LCC model is used to assist in decision making, budget planning, and various activities that occur in the life of the equipment as far as technology is concerned.

Mathematical models have to be developed for cost estimation elements in this section. This is done to ensure that all factors are included for reliability engineering management purposes to have projections of when the assets are mostly likely to be maintained when considering other decision-making characteristics as far as maintenance is concerned.

Woodward et al.(1997) define the focus of life of an asset as a major influence on life cycle analysis and define the following five determinants of an asset’s life expectancy: 

Functional life: The period over which the need for the asset is expected



Physical life: The period over which the asset may be expected to last physically, to when replacement or major rehabilitation is physically required



Technological life: The period until technical obsolescence dictates replacement due to the development of a technologically superior alternative

Page | 74



Economic life: The period until economic obsolescence dictates replacement with a lower cost alternative



Social and legal life: The period until human desire or legal requirement dictates replacement

From this explanation the determining factors of the LCC of an asset should be clear. 3.4.2.2. Mean Time Between Maintenance MTBM set

When Full Shed maintenance is done every two weeks on a train-set (which has three or four motor coaches and eight trailer coaches) this is on every 15th day of the month and every 5250 km (Tsm). The train-set is out of service for a day and that is 350 km (MPTP) a day. When the train-set is out of service for corrective maintenance and lifting is done in the reliability workshop, the train-set will not be in operation for two days and that is 700 km (MCMT). The train-set operates 10 500 km every month on average. This means that the train-set would have covered 126 000 km (T) annually. The availability of the train-set must be determined in order to improve the maintenance strategies applied by an organisation. The formulas used for this section.

MTBM (Mean time between maintenance) T (Mean time between maintenance for duration) M (T) (Failures resulting in unscheduled maintenance) Tsm (Time between scheduled maintenance)

𝑇

MTBMset =

𝑀(𝑇)+𝑇

MTBMset=

𝑇

…………………………….………………………………... (2)

𝑠𝑚

126000 126000 5250

4+

MTBMset= 4500 km

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3.4.2.3.

To calculate down time (DT):

DT (Down Time) MCMT (Mean corrective maintenance time) MPMT (Mean preventive maintenance time) 𝑇 𝑇𝑠𝑚 𝑇 𝑀(𝑇)+ 𝑇𝑠𝑚

(𝑀(𝑇)×𝑀𝐶𝑀𝑇)+(

𝐷𝑇 = 𝐷𝑇 =

× 𝑀𝑃𝑀𝑇)

………………………............................(3)

(4 × 700) + (24 × 350) 4+

126000 5250

𝐷𝑇 = 400 𝑘𝑚 3.4.2.4.

To calculate operational availability:

Ao (Operational Availability)

Ao = Ao =

𝑀𝑇𝐵𝑀𝑆𝑒𝑡 𝑀𝑇𝐵𝑀𝑠𝑒𝑡 + 𝐷𝑇𝑠𝑒𝑡 4500

………………………………….………………………(4)

4500+ 400 Ao = 0.91836

Ao = 91. 84%

3.4.2.5.

To calculate operating cost of the set (Motor Coaches and Trailer Coaches):

We shall calculate the operating cost for 10 years. The operating cost of the set per kilometre is R 15.00 at an interest rate of 5.5%. Cou (Cost per km) Ao (Operational Availability) Co = Ao × T × Cou……………………………………………………………........ (5) 𝐴𝑜 × 𝑇 × 𝐶𝑜𝑢 PV (Co,n)= ……………............................................................(6) (1+𝑟)𝑛 ( 0.918 × 126 000 × 15)

PV (Co,n)=

(1+0.055)1

PV (Co,n)=R 1 644 568.72

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Table 13: Operational cost table Year 1 2 3 4 5 6 7 8 9 10 Total

PV (operating cost) R 1,644,568.72 R 1,477,566.74 R 1,258,316.02 R 1,015,733.76 R 777,172.80 R 563,641.33 R 387,467.80 R 252,473.58 R 155,935.07 R 91,289.16 R 7,624,164.99

PV (Operating Cost)

2000000.00 1500000.00 1000000.00

PV(Operating cost in Rands)

500000.00

Linear ( PV(Operating cost in Rands) )

0.00 0 -500000.00

2

4

6

8

10

12

Year

Figure 29: Operational cost graph 3.4.2.6.

To calculate Maintenance cost of the set (4 Motor Coaches and 8 Trailer Coaches):

To calculate the maintenance cost, we shall make an estimate that on average the cost of

both corrective maintenance

(Crw R 21 000.00) and preventive

(Cs R 39 000.00) combined are R 60 000.00 per month (on one set). Cs is 65% of the total cost and Crw is 35% of the total cost per month. The cost for general overhaul (GO) on a set which consists of four motor coaches (R 3 745 000 per coach) and eight trailer coaches (R 1 605 000 per coach) is R 27 820 000.00

Crw= Average cost for corrective maintenance in the reliability workshop. Cs =

Average cost for preventive maintenance in shedding.

𝛿 i,n=

0, if there is no maintenance carried in period n and 1, if the general overhaul is carried out in period n. Page | 77

COH,i= Cost of general overhaul at a certain period

CM = [(𝑀(𝑇) × 𝐶𝑟𝑤 ) + (

𝑇 𝑇𝑠𝑚

× 𝐶𝑆 ) + (∑𝑘𝑖=1 𝛿𝑖,𝑛 × 𝐶𝑂𝐻,𝑖 )].....................(7)

CM = [(4 × 21000) + (24 × 39 000) ) + (0 × 27 820 000)] CM = (84000) + (936 000) + (0) CM = R 1 020 000.00 Present value of maintenance cost for 10 years considering a G.O to be done on the 8th year.

CM,n = CM,n =

1 (1+𝑟)𝑛

[(𝑀(𝑇) × 𝐶𝑟𝑤 ) + (

𝑇 𝑇𝑠𝑚

× 𝐶𝑆 ) + (∑𝑘𝑖=1 𝛿𝑖,𝑛 × 𝐶𝑂𝐻,𝑖 )]… (8)

1 020 000 (1+0.055)1

CM,n = R 966824.645 Table 14: Maintenance cost table Year 1

PV (maintenance cost) R 966824.6445

2

R 916421.464

3

R 868645.9375

4

R 823361.0782

5

R 780437.0409

6

R 739750.7497

7

R 701185.5447

8

R 18792111.43

9

R 629981.8465

10

R 597139.191

Total

R 25815858.93

Page | 78

20000000 15000000 10000000

PV

Series1 5000000

Linear (Series1)

0 0

2

4

-5000000

6

8

10

12

Year

Figure 30: Maintenance cost graph Note: on the 8th year a general overhaul is done and the 𝛿 i,n value will change:

CM = [(𝑀(𝑇) × 𝐶𝑟𝑤 ) + (

𝑇 𝑇𝑠𝑚

× 𝐶𝑆 ) + (∑𝑘𝑖=1 𝛿𝑖,𝑛 × 𝐶𝑂𝐻,𝑖 )].......................(9)

CM = [(4 × 21000) + (24 × 39 000) ) + (1 × 27 820 000)] CM = (84000) + (936 000) + (27 820 000) CM = R 28 840 000.00 Furthermore:

CM,n = R 18 792 111.43 The cost will increase in the eighth year because of the full general overhaul on the complete train-set. The costs will decrease after the eighth year because of the normal activities for preventive and corrective maintenance.

3.4.2.7.

To Calculate logistic costs

Logistics support costs are associated with the maintaining of spare parts, facilities, test equipment and other costs such as transportation costs. The spare parts contribute significantly to the portion of the total support costs. The renewal and maintenance of spares, including testing of those equipment costs R 2 187 578.60 per annum on average for a single train-set.

Cs (spares renewal, maintenance and equipment testing costs) CL =

1 (1+𝑟)𝑛

Cs…………………………………………………………………... (10) Page | 79

CL =

1 (1+0.055)1

2187578.6

CL = 2073534.2182 Table 15: Logistics cost table Year

PV (logistic cost) R 2073534.218 R 1862971.827 R 1586532.264 R 1280675.407 R 979888.7503 R 710660.233 R 488534.0025 R 318328.2043 R 196608.8137 R 115100.8117 R 9612834.532

1 2 3 4 5 6 7 8 9 10 Total

250000 200000 150000

PV

PV of maitenance cost 100000 Linear (PV of maitenance cost)

50000 0 0

2

4

-50000

6

8

10

12

Year

Figure 31: Logistic cost graph 3.4.2.8.

Total cost of ownership

A single motor coach is priced at R 6.000 000.00 (there are four motor coaches in a train-set). The price of a trailer coach is R 2 800 000.00 (there are eight trailer coaches in a train-set), so Cp is 46 400 000. This is the procurement cost of the complete train-set. CMF is the maintenance and support equipment cost for the execution of maintenance on the complete train-set which here is an average of R30 000 000.00 (Overhead cranes, special tools, trusses, testing equipment, etc.).

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TCOo = Cp + ∑𝐷 𝑛=1 [Co,n + CM,n + CL,n] + CMF………………………………...…..(11) TCOo = 46 400 000 + [7 624 164.99 + 25 815 585 + 9 612 834.532] + 30 000 000 TCOo = R 119 452 584.5 The TCO for a complete single train-set will be R 119 452 584.5 over a period of 10 years.

Overview:

For a better understanding of TCO, familiarisation with the asset life cycle model (Figure 32) is essential as this helps engineering managers and overseers to support their organisations’ overall business mission. This asset life-cycle model lays the foundations for required activities that become part of asset management which occurs over the lifetime of the physical asset through the design, construction, operations, maintenance, repair and disposal process (Brady et al. 2013).

For the operations of the full train-set, the TCO of the train-set has to be determined This enables decision making and planning for capitalisation possible including the resources and the skills required to support an asset through its operational life. The wheel-sets become part of this planning within the TCO. They are the high contributors of operating the train-set as part of specialised asset management business processes and practices for maintenance executions and reliability improvement (Brady et al. 2013). The TCO requirements are in line with the PDCA risk-based asset management model, which was discussed in chapter 2, as part of the requirement that needed to be measured (Figure 10).

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Figure 32: Asset Life cycle Model (Brady et al. 2013)

3.5 ORIGINALITY AND LIMITATIONS

The originality of the information in FMMS might not have given a true reflection of the wheel-sets that were nearing their limits due to the following challenges: 

Mini-prof gauge is either broken or taken away for repairs or calibration.



Using a mechanical gauge go-no-go gauge acceptance limit criterion and the results not captured in FMMS due to the limitation of the gauge which does not give dimensions but indications whether wheels can be placed in service or not and the information could only be captured in the check-sheet.



Mini-prof gauge not configured correctly and information not loadable to FMMS due to the output file.



Network is down and therefore unable to log on to FMMS for the loading of data and in return creating backlogs.



Wheels from different sets are not measured because the mini-prof is manually operated and the technician can measure on average two sets a day.

Privileged information regarding the maintenance intervals of the wheel-sets and the calculated life cycle of the wheels based on distance travelled and wear rate, could not be made available due to it being intellectual property which could not be disseminated.

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3.6 CONCLUSION AND INTRODUCTION TO THE NEXT CHAPTER

The process of qualitative risk is based on the RCM requirements (in line with FMECA & RAMS analysis for railways). Qualitative risk addresses problems that cause functional system failure and failures that are unpredictable. This process requires the organisation to come up with preventive and predictive measures to improve maintenance processes.

The quantitative risk assessment determines the task period for maintenance. It focuses on the high-risk failures with low reliability factors or high consequences of failures. There need to be trade-offs increasing cost of preventive condition-based maintenance (done often for quality improvement in line with RAMS requirements for increasing operational reliability) and reducing functional failures (Figure 33) subsequently by rectifying potential failures that have a cost impact that is less than functional failure (ITSR 2012). This risk assessment can be applied by analysing maintenance intervals using cost data for maintenance and failure as seen in this chapter under reliability maintenance costs. These maintenance costs include activities such as inspecting, testing, measuring and other maintenance activities.

Figure 33: Condition-based maintenance model (ITSR 2012).

The costs of failure require special attention when the asset degrades after a certain period. This can be related to the bathtub curve on the wear-out zone (Figure 13) where the asset or components within the asset are replaced during preventive maintenance for operational reliability improvement and reduction of failures. The costs of preventive maintenance decrease because there is an increase in maintenance intervals.The costs of failure start to increase because the probability of failure increases (Refer Figure 34). The total cost curve at the lowest point where the

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cost of maintenance and cost of failure meet is where activities of maintenance are balanced off against the risk of failure. The operational, maintenance and logistic costs done in this chapter are a typical example of the decreasing cost of preventive maintenance and inspections where average costs of PRASA-Rail were considered.

Figure 34: Cost to maintenance interval, quantitative risk curve (ITSR 2012). In the next chapter, the research findings will be discussed focusing on the maintenance regime and its importance to PRASA-Rail. IRIS requirements will be discussed with the ISO 55001 for the integration of these two standards. Different asset strategy levels are covered to ensure that there is clear understanding by engineering managers for the execution of maintenance for the improvement of the life cycle of an asset. The CMMS plays a major role in asset management support systems as discussed in this chapter (which in PRASA-Rail is FMMS).

The research findings are covered where a comparison of different systems in PRASA-Rail, Gautrain (bombardier) and TFR are compared. The research questions are answered in line with their objectives and the complete dissertation. The asset management life cycle in line with the RAMS standard is also defined and clarified because the RAMS standard plays a major role in the IRIS standard.

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CHAPTER 4: FINDINGS

4.1 DISCUSSION OF THE RESEARCH FINDINGS The maintenance strategy at PRASA is Reliability Centred Maintenance. It is important for engineering managers to utilise the principles of the IRIS requirements to improve the effectiveness and efficiency of maintenance services as well as the financial performance of PRASA-Rail by reducing failure costs (Heinzmann 2013). This dissertation has covered all asset management factors that are key for the improvement of managing different assets and wheel-sets.

It is important to differentiate different asset strategy levels (for asset management) for the improvement of performance or life of an asset and to maintain it for its design life (Sardar et al. 2006). Those levels are categorised as follows (Refer Figure 35): a) Strategic Activities: This is where the asset management standards such as ISO 55001 and IRIS are defined for compliance by an organisation for the improvement of the asset based on the performance requirements for reliability engineering. An organisation such as PRASA-Rail sets out a strategic plan during the acquisition of an asset and/or when an asset is in operation (Figure 35) for the improvement of its reliability as required within the life cycle of asset management (Figure 10 in Chapter 2). This includes the reliability life cycle calculations for the management of wheel-sets that were done in chapter 3 in section 3.4.1 the life cycle should be predicted for various time periods to optimise maintenance strategies (Lin el al 2013). The performance of wheel-sets that are in operation (in service) should be monitored and replacements should be made before any catastrophic event occurs (since PRASA-Rail uses preventive and predictive maintenance under the principles of RCM as discussed in chapter 2 under section 2.3).

b) Tactical Activities: This is where a maintenance strategy is defined, as discussed on chapter 3. Those activities are maintenance strategies t such as RCM, which is applied for the improvement of the assets, such as the management of the wheel-sets. RCM incorporates other maintenance strategies such as predictive and preventive maintenance. The goals of RCM are to protect train-sets’ reliability and availability. This is achieved by

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describing components of the RCM process (Web.mta.info 2014) Although PRASA-Rail does not entirely use the TPM system, some elements are used including TQM, to prevent equipment breakdown and standardise them throughout different fleet. The wheel-set management system will require the same principles to be applied for the improvement of the complete system. These strategies have made it easier to identify gaps within the wheel-set management system and other assets within PRASA-Rail.

c) Operational Activities: This is a section where maintenance is performed in line with the maintenance plan strategy that has to be adopted by an organisation. All maintenance processes need to be in line with the asset management processes such as ISO 55001 and the IRIS standard. In chapter 3, the statistics of the wheel-sets nearing their lives was collated with the objective of knowing the condition of the asset for decision making by ensuring asset reliability analysis is done, and that the aspect of spares management is considered by ensuring that the asset is made available for operations. The life cycle calculations that were done in chapter 3 considering different wear such as hollow and flange wear are a part of an engineering management

decision-making

tool

for

maintenance

planning

and

capitalisation for funding spares management (based on the condition of the asset).

Figure 35: Asset Management Strategy levels (Sardar et al.2006)

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PRASA-Rail uses a different CMMS system from Gautrain and TRF, as discussed in chapter 3. Below is the comparison of PRASA-Rail System with the one of Gautrain (Bombardier) and TRF (Freight Rail):

The CMMS system is a software program used by different industries for asset management. As discussed in chapter 3, the CMMS system that is used in PRASARail is FMMS. Gautrain is MAXIMO and TRF is MAXIMO with an integration of CASDAM. The CMMS system makes it easier for an organisation to manage assets for maintenance, traceability and to do various cost analyses for an asset. This is achieved by recording and managing day-to-day maintenance activities, such as assigning work and critical data capturing for planning and improvement of a system’s reliability.

There are four important functions of a CMMS (elatewiki.org 2012): 

Asset management: Support system for asset and maintenance management



Works order management: Creation of works orders for purchase requisition and purchase order for procurement of goods or payment for services rendered



Maintenance: For corrective and preventive maintenance planning for job cards creating and recording of maintenance activities



Inventory management: Managing different assets through serial number identification and the conducted maintenance history as well as the location of those assets

Figure 36: CMMS functions (elatewiki.org 2012)

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Other systems that can be integrated to this system are measuring equipment that records critical data that is important for job execution. That data can be stored in the CMMS to be viewed by maintenance practitioners for decision making for maintenance execution. Those systems or equipment are vehicle inspection, measuring the condition of the wheels and the underfloor lathe for the wheel-set profiling pre and post data which will be sent to the CMMS data.

4.2 RESEARCH FINDINGS VALIDATION Table 16 shows CMMS and maintenance support equipment for asset management from chapter 3 under the wheel-set management system from PRASA-Rail, Gautrain and TFR.

The standards that PRASA-Rail use are IRIS and ISO 55001. PRASA was previously using ISO 9001 for quality management and IRIS uses ISO 9001 as a baseline. IRIS is broader than ISO 9001 because there are systems and elements that ISO does not cover (refer to the Appendix A for more details) as discussed in chapter 2 in the literature review. Gautrain (Bombardier) together with TRF are adopting ISO 9001 for quality compliance and asset management (Refer Table 16).

The CMMS system used by PRASA-Rail is FMMS and it is not as broad as MAXIMO used by both Bombardier and TFR. TFR also uses a system called CASDAM for filtering information into a workable size for data analysis purposes. FMMS has limitations in integrating with other systems, and only covers the complete train-set and its components (except for maintenance support equipment such as cranes, testing equipment and facilities). Other functions such as job card creation and closure including traceability of different systems of train-set are available. The creation of works orders can only be done on the SAP system by the supply chain and finance department. MAXIMO and SAP can both work for asset management within railway for the replacement of FMMS (Table 16).

The VIU makes it easier to do measurements of the wheel-sets automatically and to transfer the data into the CMMS system for analysis and maintenance execution. That data is fed into the underfloor lathe machine (UFWL) for profiling of the wheelsets in situ on the train-set. Such a system makes maintenance on the wheel-set easy when cutting is required. Bombardier and TRF use both the VIU and UFWL. PRASA-Rail relies on the portable mini-prof gauge for measuring of wheel-sets. The

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disadvantage is that it takes a long period to take measurements on a full train-set, because the readings are taken manually by a technician, as compared to the VIU, which is automated to take readings and takes a maximum of 15 minutes to measure the wheel-sets of a complete train-set (Refer Table 16).

The operator manually loads data into the FMMS from a laptop. The stored information is sometimes not reliable because of the errors made on incorrect measurements taken from the wheel-sets by technicians.

Table 16: CMMS and maintenance support equipment

CMMS AND MAINTENANCE SUPPORT EQUIPMENT Company Name

PRASA-Rail

Bombardier (Gautrain)

Transnet Freight Rail

IRIS, ISO 55001

ISO 9001 and partly ISO 55001

ISO 9001 and partly ISO 55001

FMMS

MAXIMO

MAXIMO/CASDAM

None

Present

Present

Present and files manually loaded into FMMS through an automatic system with a laptop

None

Present and files analysed with a laptop

None

Present

Present

None

Present

Present but integrated with CASDAM system

None

Present

Present and integrated with MAXIMO

Items 1 2 3

4

Applicable standard for asset management CMMS System Vehicle Inspection Unit Portable ElectroMechanical Wheel gauge (Mini-prof)

Underfloor Wheels Lather (UFWL) VIS system 6 Integration to the CMMS 5

8

UFWL system Integration to the CMMS

Overview: With the adoption of IRIS and ISO 50001, PRASA-Rail needs to improve their asset management system for the wheel-set maintenance management execution since there are gaps that need to be closed for the asset life cycle improvement. FMMS should be replaced with a better system such as MAXIMO or SAP that can manage the complete assets of the organisation including functions for configuration management, financial management and other functions that require system

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integration for system improvement. PRASA-Rail needs to invest in acquiring the VIU and the UFWL for ease of maintenance and decision-making for the availability of services for operations as calculated in chapter 3.

4.3 ANSWERS TO THE RESEARCH QUESTIONS Question 1: What are the attributes between ISO 55000 and IRIS, and how will they be applied as part of a solution to improve the life cycle of the wheelssets? Answer 1: The difference between ISO 55001 and IRIS was defined in chapter 2 as part of the literature review. IRIS does not cover asset management requirements; however, ISO 55001 covers all the requirements and processes that an organisation needs to comply with for improving the life of their asset through asset management. IRIS was developed in line with ISO 9001 for improving quality within the railway sector and it covers different elements and different business sectors within the railway industry.

ISO 55001 and IRIS must both be integrated in PRASA-Rail for improving the organisation’s asset management system for Total Quality Management. Asset management is not a computerised system or maintenance management system but it is a way in which a business is managed for its asset by integrating these two systems, to form a set of procedures to manage an asset such as the wheel-sets throughout its life cycle (Harlow 2012). The most important factor that needs to be considered at all times are the asset management team, whose primary responsibilities are to gather information and define goals during maintenance execution. Such responsibilities include managing of material, labour, schedule, shop and equipment. These functions form a complete tool in line with ISO 55001 requirements.

The definition of asset management needs to be understood. Harlow (2012) defines asset management as a structured program to minimise the life cycle costs of asset ownership while maintaining required service levels and sustaining the organisation’s drive to improve reliability for the operation of train-sets. ISO 55001 and IRIS complement each other within the PDCA framework for the improvement of reliability.

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Question 2: Why is the management of wheel-sets important as part of reliability engineering management and how can the life cycle of the current wheel-sets be determined based on the wear rate (by focusing on the current wheel-set management applied in Metrorail)? Answer 2: Wheel-set management should be taken seriously because wheel-sets are one of the most critical components that need to be given a great deal of attention. The PRASARails wheel-sets management system had loopholes which is why the topic of this research paper was selected by identifying those challenges that were faced to ensure that all systems are aligned to the IRIS and ISO 55001. Systems cannot function on their own without a clearly defined standard and procedure for compliance, to ensure that the input and output of the work done is of good quality for asset life improvement. The life cycle of the wheel-set was described in in section 3.4.1 in chapter 3, based on the average wear rate for the hollow and flange wear. This model will be a decision-making tool for maintenance execution and planning, these are the requirements stipulated in the ISO 55001 standards including the IRIS standards as part of the PDCA approach. This model will be a tool that is used for monitoring of the wheel-set and depot engineers will be able to determine the period that the wheel-sets will be in service (refer to chapter 3 in section 3.4 showing motor and trailer coach wheels condition status of wheel-sets nearing the end of their life).

A comparison of different railway organisations pertaining to the wheel-set management system was made in this chapter, and in chapter 3 points of difference were defined whereby all systems are distinct because Gautrain and TFR are using the latest systems technology for asset management support and improvement. From the finding, it is evident that serious attention is required since PRASA-Rail is in the process of obtaining that IRIS certification which has strict compliance requirements. The aim of this paper was make recommendations to improve the reliability of PRASA-Rails wheel-sets as reliability engineering increases the probability that an item will perform a required function without failure under a certain conditions within its life expectancy within a certain time (O’Connor et al. 2012). The life cycle calculations of the wheel-sets were demonstrated, to determine the life cycle of the wheels (focusing on hollow and flange wear).

The reliability mathematical models such as MTBM had to be done for reliability engineering management as part of a model or tool used for the maintenance cycle within PRASA-Rail for asset management. There had to be measures in line with the

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PDCA risk-based asset management model or cycle and conducting TCO of the full train-set (complete asset) where the wheels play a major role, to determine how much PRASA-Rail will spend for maintaining and operating the train-set for a period of eight to 10 years before it is overhauled. Those results are related to the lifespan of the wheel-sets that are in service.

Question 3: What are the challenges that are faced in Metrorail, which have a negative impact on the reliability of the wheel-sets and the maintenance regime

used

as

part

of

the

wheel-set

management

system

improvement? Answer 3: There are no asset management models used for decision making for maintenance planning to determine the life cycle of wheel-sets for their operational time in service or even to determine when maintenance is required. There is more reliance on the go-no-go gauge than the detailed data obtained from the mini-prof, which shows more accurate readings of the wheel-set.

The life cycle calculations in chapter 3 were done for decision making, for the wheels replacement and to determine several wheels required as a float for engineering managers to put all measures in place and act from those results obtained as KPIs. The RCM principles had to be set as a decision-making model in line with FMECA or RAMS analysis. The FMECA and RAMS analysis that were done in chapter 3, section 3.3.1 were done to make an improvement on the existing wheel-sets from tyred to solid wheel as part of the solution that will ensure that derailments are prevented. FMECA is a technique used to resolve problems in a system before they occur (Haugen et al 2003). The FMECA and RAMS analyses were used in this process for system improvement using the RCM principles showing a high risk on the tyred wheels (which are high contributors to derailments) and with the requirements of introducing a solid wheel that will be a solution to the current challenge. This decision was made possible with the understanding of doing system structure analysis carried out by exploding a system into subsystems to its component level. The aim is to understand the level of failure and breakdown at subsystem and component level. This depends on the objective of the analysis below as an example of the tree diagram (Figure 37):

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Figure 37: RCM and FEMECA (RAMS) System Structure Analysis (Haugen & Rausand 2003) The changes made by introducing the solid wheels into the fleet of PRASA-Rail will bring changes by reducing maintenance costs, labour costs and TCO. This is because the tyred wheel has more components as compared to a solid wheel, which makes maintenance and labour costs high. These changes will ensure that the trainsets awaiting wheels are put back into service to meet the demands of train-sets that should be in service (which was discussed in chapter 1 section 1.2.).

As part of CMMS, the information that is stored in the FMMS is not reliable (due to backlogs) because it is manually fed into the system. It needs to be replaced with MAXIMO or SAP to improve the quality of decision making, which will reduce costs incurred unnecessarily.

There is no maintenance support equipment such as a VIU and UFWL to reduce maintenance labour and logistics costs by improving reliability and availability of train-sets for operations and ease of maintenance in the same process. The changes that will be made are in line with the IRIS and ISO 55001 requirements and they will improve the management of the wheel-sets. This intervention will reduce many costs and improve on availability of wheel-sets which will add value through the availability of train-sets.

Question 4: What changes need to be made to improve the reliability management of the wheel-sets in line with the ISO 55001 or IRIS requirements in order to improve the availability of the wheel-sets? Answer 4: Since PRASA-Rail is in the process of acquiring new rolling stock (new train-sets) in 2015, this is an opportunity to ensure that all systems are in place before the train-

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sets are delivered. This IRIS certification including ISO 55001 will cover both old and new rolling stock processes for asset management and system improvement. This will help the organisation to align the maintenance, operations and design processes in line with the RAMS standard. RAMS covers the following factors (Figure 38).

Figure 38: Interrelations of Railway RAMS elements (Refer BS EN501261:1999). The asset life cycle needs to be in line with the RAMS requirements covering the total life of an asset from initial concept design to disposal or decommissioning (BS EN50126-1:1999). This cycle provides a structure for planning, managing, controlling, measuring and monitoring all aspects of a system and this is in line with the PDCS risk-based asset management model (as defined in chapter 2). The life cycle of an asset is illustrated below, where a process flow was taken from the RAMS standards where the function of asset management was added in line with the research findings:

Figure 39: Asset management life cycle within the RAMS standard (Refer BS EN50126-1:1999).

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The ISO 55001 provides systematic management specification while organisations align their activities and processes to suit their needs, resources capabilities and main objective of running a business through the management of their asset (IPWEA 2014). ISO 55001 and IRIS are the critical standards that are detailed with requirements that should be met.

Below (Figure 40) is a structure of the ISO 55001 on which the standard is configured. Context of the organisation Leadership and Commitment Planning Support Operation and Control

Performance Evaluation Improvement

Figure 40: ISO 55001 requirements for wheel-set management systems The pyramid of the ISO 55001 requirements will be discussed as follows (IPWEA 2014): 

Context of the organisation: there should be expectations from the stakeholder and those expectations are to ensure that the daily demands of service delivery are met (as discussed in chapter 1), regarding the train-sets that need to be in service and reducing the number of delays and cancellations. This is made possible by developing a scope of work of the asset (as it was done in chapter 3), for the application of the standards for wheel-set management in line with the management of this asset.



Leadership and commitment: the responsible personnel are governed by a policy and that policy is to ensure that commuters are given a reliable service. This is made possible by clearly defining their roles and responsibilities and knowing their authority in the management of the wheel-sets.



Planning: before planning is done, the asset management objectives need to be clearly understood. It is made possible by knowing the life cycle of the wheel-sets through identifying the risks and opportunities for service improvement (this is in line with the RCM analysis that was done for the

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improvement of the asset). This includes the maintenance interval pertaining to the life cycle analysis calculations focusing on the wear and tear condition and maintenance of the wheel-sets. 

Support: this includes resources that have to be allocated such as funding, tools, competency level (training), and awareness of asset management from a low to a high-level hierarchy within the organisation. Information such as work instructions, check-sheets, and standard procedures are part of ensuring that there is continuity of quality within the management of the wheel-sets. This process includes CMMS, and maintenance support equipment such as the UFWL and the VIU.



Operation and Control: this requires change management by looking at the current work practices and improving them for the future within the management of the asset. This level of improvement includes the elements listed in the PDCA (in Figure 10, chapter 2 in section 2.4) for operational stability. The scope of work for the depots’ maintenance technical personnel needs be clear for job execution and including outsourcing some of these maintenance activities for heavy repairs.



Performance Evaluation: the improvement of performance reduces the TCO through data analysis and maintenance job execution for the enhancement of the system. This is done for operation and control as discussed above. The performance can be evaluated and measured by doing the MTBM calculations, for the availability of the train-set and the TCO for the management of the complete train-set (as done in chapter 3).



Improvement: this improvement is measured through the nonconformity of the wheel-sets, when they fail due to poor maintenance practices. These poor practices result in derailment. The corrective and preventive action assists in the continuous improvement of the processes within the management of the wheels in accordance with ISO 55001.

These requirements will ensure that best practices are attained, and require proper inspection regimes for different asset groups. This includes the possibility of introducing a risk-based methodology, as compared to a time-based methodology because the decisions made might not be informed from a condition-based perspective (ORR 2012). This is in accordance with the RCM process that was done in chapter 3 with all the risks taken into consideration.

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CHAPTER 5: CONCLUSIONS

This dissertation was discussed with the PRASA-Rail executive manager DR. D. Mtimkulu and some elements were carried out within the PRASA-Rail depots to improve wheel-set management systems mentioned in chapter 3, namely the life cycle analysis that was conducted on the wheel wear, i.e. hollow and flange wear. It was explained that a model had to be developed for decision making for managing the wheel-sets. The availability calculations should be considered since the availability of the wheel-sets plays a major role in increasing the reliability of the trainset for operations and ensuring that train-sets are available.

To be able to comply to IRIS and ISO 55001 gaps have to be identified within the systems and hence this dissertation highlights solutions towards aligning processes for compliance and improvement of the wheel-set management system as part of asset management.

Below is a process that can be considered when covering RAMS life cycle analysis within the asset management process as discussed in the answer to question 4 in chapter 4 It is a typical example of what PRASA-Rail is applying when planning for managing different assets (Figure 41):

Figure 41: Asset Management 10 steps Plan (EAP 2014) This dissertation has spelt out the problem statement where gaps were identified in improving wheel-set management in accordance with the IRIS requirements and ISO 55001. Four objectives were identified during the research process, pertaining to the questions that were being addressed. Below are the conclusions on how those objectives were met.

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Objective 1:

To differentiate between ISO 55001 and IRIS standard on what is covered in Asset Management and applying the applicable factors for the improvement of reliability for compliance.

Conclusion to objective 1: The IRIS and ISO 55001 standards have the requirements that are needed to ensure that the wheel-set management process is being followed according to the norms followed by other international companies that are IRIS certified. This process prepares PRASA-Rail to be ready to receive the new trains and align the complete organisation’s processes according to those requirements. This can be achieved by applying those principles for readiness on the existing fleet (the old rolling stock) to ensure that the certifications are obtained by aligning the old processes into the IRIS requirements for the improvement of all the systems within PRASA-Rail. The ISO 55001 will form part of improving asset management within the organisation. The TCO calculations were done to determine average cost to be spent over a period of 10 years of a full train-set taking in consideration that a wheel-set will on average have a period of 10 years in service. This will give direction for engineering managers at the depots to know their capital costs, the life of the assets, and have reliability and maintenance decision-making models for operational and availability improvement of the complete asset and wheel-sets. In addition, the disposal costs can be generated from the information used.

Objective 2: To develop service-affecting indicators caused by wear and tear during operations and by applying a better reliability strategy in accordance with ISO 55001 and IRIS standards.

Conclusion to objective 2: Chapter 3 described all the service-affecting failures. RCM analysis was conducted to determine the decision made to move from tyred wheels to a new design of solid wheels. This is also known as FMECA, which is a decision-making model, prevalently known as the RAMS analysis within the rail industry. The PDCA (Refer Figure 10 in chapter 2) outlines the requirements, which should be met for Operational Stability by:

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a) Classifying systems in a process flow diagram (this is part of the IRIS requirement)

by mapping

different

models

and their

relationship b) Analysing the criticality of different systems, the failure analysis and risk analysis by ranking the impact of the risk with a decisionmaking matrix c) Ensuring that there are control actions in place, by defining the scope of work, compiling maintenance procedures for predictive and preventive measures in line with RCM and continuously doing condition monitoring during a maintenance cycle and ensuring that there is availability of spares d) Setting all the measures in place by conducting an overall equipment effectiveness (OEE) and total effective equipment performance (TEEP) matrix for the performance of the train-set and the life cycle of the wheel-set. Conduct calculations such as MTBM or MTBF and MTTR or DT. This includes knowing the asset utilisation condition and TCO for future planning.

Objective 3:

To develop a solution to close all gaps, by differentiating maintenance levels, improving the reliability and applying better maintenance strategies in line with the applicable maintenance regime.

Conclusion to objective 3: Different maintenance methodologies were discussed in chapter 3 under the Reliability Engineering Review in Railway where reactive

maintenance,

predictive

maintenance,

preventive

maintenance and RCM were described. It was shown that PRASA-Rail uses the RCM with respect to predictive and preventive maintenance. An RCM analysis was conducted to alleviate the processes through the FMECA analysis that forms part of the RCM processes. RCM has more advantages that were discussed and which are favourable for increasing the reliability of managing the wheel-sets. This helps in aligning the wheel-set management system with ISO 55001 requirements and some of the requirements spelt out in the IRIS standard.

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Objective 4:

Implementing changes in line with the Asset Management standard and process flow to improve the reliability management system (these are the expectations that must be met for the management of wheelsets within PRASA-Rail in future).

Conclusion to objective 4: A new wheel-set standard was developed in accordance with the EN Standard. The life cycle calculations of the wheel-sets done in chapter 3 are implemented for condition assessment for the management of the asset. This includes the availability calculations as part of the systems improvement. The IRIS implementation process has started after reviewing/improving different processes and developing other processes that were not compliant with the IRIS requirement (for readiness with different depots to obtain the certification).

The complete ISO 55001 will be implemented for the improvement of the wheel-set management systems to improve the reliability of the wheel-set.

This is inclusive of the CMMS and maintenance support equipment that has to be used for ease of maintenance planning and maintenance execution, which was discussed in chapter 3.

In conclusion, the asset management process discussed and developed in this dissertation can be successfully applied by PRASA-Rail to improve the wheel-set management systems and management of other assets. This is because asset management improvement guidelines are generic and can be applied throughout the organisation. This process will aid in reducing maintenance cost, labour costs and improve the reliability of the assets life cycle. This asset management process, complying with ISO 55001, should be regarded as a tool to ensure that the availability of all the train-sets is within 92%, as calculations done in chapter 2 have shown.

Maintenance engineering managers need to understand the asset management business process for the asset management plan, strategic initiatives and the annual budget for OPEX and CAPEX for maintenance planning and managing the budget for maintenance execution (Figure 42).

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Figure 42: Asset Management Framework (EAP 2014) Below is a mapping of what was covered in this research paper as discussed in chapter 1 as part of the research methodology (Figure 43):

Figure 43: Research methodology mapping

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CHAPTER 6: RECOMMENDATIONS

This dissertation has focused on refining the asset management aspect of improving the wheel-set management system. The reliability engineering function plays an important role in asset management. Those factors in this dissertation have demystified the crucial role of managing and improving the wheel-set management system.

This research was motivated by the gaps that were identified pertaining to the challenges that PRASA-Rail was faced concerning the wheel-set asset management system. PRASA must adopt a modern CMMS system. That system must be integrated into the system support equipment (Figure 45) similar to TFR and Gautrain processes.

This dissertation will enable PRASA-Rail to improve the current system for the benefit of the old and the new rolling stock by adhering to the ISO 55001 and IRIS requirements.

The aim is not to improve the systems by focusing on a mitigation plan but by proposing preventive measures for the improvement of all the assets within PRASARail. The quality of preventive maintenance is dependent on the following factors: 

Engineering technical skill and comprehension of the asset-management design life cycle of a product.



Decision making, quality and quantity of technical data used for maintenance execution.



Implementation and use of checklist for maintenance system improvement during the execution of preventive maintenance.



Ease of maintenance execution and feeding of maintenance data into the CMMS for record keeping and trend analysis for asset life improvement.

The management of assets cannot be allowed to become obsolete and requires constant research. Qualitative and quantitative research should be continuous in order to ascertain areas for improvement of the management of the asset.

Proper training and strategic human resource planning is a crucial element when introducing the new system as it will allow employees to be effectively introduced to

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the new system and therefore when training is adequate it will minimise cost-related or inefficient implementation. All processes may conform to the ISO 55001 and IRIS standard but they still need the human element in order to see them through.

Stringent budget planning should be done throughout the life cycle of an asset in order to be sure that every activity that is conducted during operations, maintenance and logistics management should be costed properly. Budget is a crucial element as it can be used as an indicator for underspending and overspending which could be further indicators of under-maintenance or over- maintenance respectively.

Part of budget planning should include the life cycle of a product, which includes expenditure towards improving the life of an asset which includes:

a. Maintenance: This entails preventive and corrective maintenance for the improvement of reliability and availability. b. Logistics: This consists of spare parts, facilities and testing equipment. c. Operations: This consist of fair price paid per kilometre for operating the asset.

There are other factors to consider such as tools, overhead cranes and the lifecycle cost of the product where TCO plays a role in measuring and managing a physical asset’s useful life.

It is therefore advisable for an organisation to accurately measure the condition of their assets to implement diagnostic measures to improve their life cycle.

ISO 55001 and IRIS are two different standards as discussed into the research but in the literature review, it was shown that these two standards meet in the PDCA model (Figure 44). This research has proved that these two standards work best within the PDCA model. It is, therefore, a necessity for an organisation such as PRASA-Rail or any railway organisation to develop models or frameworks for the improvement of their assets where both standards complement each other. None of these standards are inferior for the management of the wheel-sets but they are more beneficial through their incorporation (Figure 44).

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Figure 44: ISO 55001 and IRIS integration diagram The PDCA will be implemented as follows:

a) Plan: From the management of the asset there needs to be intensive planning that has to be executed based on knowing the condition of the asset by developing a lifecycle model and prioritising for maintenance planning. b) Do: This is where the implementation of the maintenance plans are executed. c) Check: This is where measures taken to identify any possible risks and failures that can occur through preventive and corrective maintenance. This is partly Reliability Centred Maintenance where risks are identified and prevented from occurring. d) Act: This is where all the benefits of asset management principles are measured and a decision is made for the improvement of asset management planning.

It is a necessity for the PDCA framework to be fully utilised to obtain positive results, which are based on the management of the asset through the integration of ISO 55001 and IRIS standard. As a result, this will aid in the improvement of meeting the train-set demands, reducing delays and cancellations and reducing the number derailments.

The expected PDCA framework wheel management system diagram (Figure 45), where different systems are integrated, is based on the PDCA framework where both the ISO 55001 and the IRIS standards play a major role. This includes different processes and systems, which are based on the points that have been mentioned as part of the solution in this research .

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Expected Wheel-set Management System Automatic Vehicle Wheelset Inspection System

Vehicle identification unit

CMMS Control Centre(Server)

Under Floor Wheel Lathe

Train-set Module

Train-set Module

Full trainset module moves UFWL unit

Measures the following: # Brake Discs # Wheel Profile and diameter # Back-to-Back

Wheels are measured for profile cutting purposes

Wheels are cut to the required specification

Automatic Wheels profile Vehicle inspection

UFWL CMMS CMMS Information is stored

CMMS modules: Wheelsets trend is done automatically in the system

Wheel-set Management System

Wear comparison is done in the system

Works order or Job card is automatically printed of all the wheels measured

Results Results Printer Printer

N.B Wheels that require Heavy Repairs work are outsourced to accredited service providers

#Assets #Contracts #Deployed assets #Inventory #Preventive Maintenance #Purchasing #Resources #Safety #Planning #Service Desk #Service Management #Works Orders

UFWL Server

Train-set back to service Figure 45: Expected PDCA framework within the Wheel-set management system (Systems Integration)

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6.1 FUTURE RESEARCH FROM THE DISSERTATION

Wheel to rail interaction: For the improvement of the life of the wheel and rail by doing simulation studies, focusing on the current rail conditions and the speed restrictions within the Metrorail line for the improvement of the wheel-sets’ life. For the reduction of wheel wear by looking at the complete maintenance management of the Perway (Permanent Way , or rail road) and optimizing the quality of the grease points on the curves, the turnouts and other components that are on the Perway.

Metrorail Cast Bogie: For the improvement of the ride quality and comfort of the bogie. That can be achieved by reduction of the weights and improving the brake system for the enhancement of the brake efficiency, which comprises primary and secondary suspension and the type of bogie that is used (such as non-self-steering bogie and self-steering bogie) which has an impact on the life of the wheel.

Brake Blocks composition analysis: for the improvement of the life of the wheel by doing a study on the current brake blocks that are used and recommending more efficient brake blocks that will not cause metal pick-up, thermal fatigue and grooves on the profile of the wheels.

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REFERENCES

1. AASHTO (American Association State Highway and Transportation Officials), 1997, 21st Century asset management, Centre for Infrastructure and Transportation Studies, USA. 2. ABS. 2004, Guidance Notes on reliability-centered maintenance, American Bureau of Shipping, Northchase Drive Houston, USA. 3. ACS Registrars Ltd n.d., What is ISO 9001?, ISO 9001, viewed 06 July 2014 from www.iso9001.com. 4. Adlam, K., 2012, Asset management improvement strategy, Wiloughby City Council, Australia. 5. Asset Management specification, Part 1, 2008, Specification for the optimized management of physical assets (PAS 55), British Standard Institution, United Kingdom. 6. Attendu, P., 2008.High level certification: a necessity for rail, Brussels, Belgium. 7. Balcombe, W., 2010, The use of mathematics in train wheel-set management, MEI, UK. 8. Bevan, A., Molyneux-Berry, P., Mills, S., Rhodes, A. and Ling, D, 2013, Proceedings of the Institution of Mechanical Engineers, Part F: Journal of Rail and Rapid Transit, University of Huddersfield, United Kingdom, pp 597-598. 9. Brady, D., Dr Cain, D.A., Cholakis, P., Christensen, D., Epstein, S., Fougeron, K., Glazner, S., Kenig, M., Manes, D., Medlin, L., Stanley, L., Stone, M., Theweatt, S., Wilson, R., 2013, Asset life cycle model for total cost of ownership management. National Academy of Sciences, Washington, USA. 10. British Standard EN 50126-1:1999, The specification and demonstration of reliability, availability, maintainability and safety (rams), United Kingdom. 11. Broomfield, J.R., 2011. IRIS requirements beyond ISO 9001, Pennsylvania, United States of America. 12. Cheng, Y.H, Shawing, A.Y, and Tsao H.L, 2003, Study on rolling stock maintenance strategy and spares parts management, University of Science and Technology, Taiwan. 13. Dieter, J. 2013, ISO 55000 Asset management systems, American National Standards Institute (ANSI), USA. 14. Dr Mtimkulu, D. 2014, PRASA-Rail RS Metro February 2013-2014 YTD expenditure, PRASA-Rail Engineering Services, Braamfontein, Johannesburg.

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15. EAP (United States Environmental Protection Agency), 2014, Step 10: build asset management plan (reference guide for asset management tools), EAP Regional Office, USA. 16. Elatewiki.org,2012, Computerized Maintenance Management System, viewed 24 September 2014, from http:// www.elatewiki.org/index.php/Computerized Maintenance Management System 17. Fischer, A.S., 2013, Template for qualitative and quantitative mixed methods design, NOVA Southern University, USA 18. Fröhling, R.D., 2011, Geometric requirements for new, reprofiled and inservice wheel-sets, Transnet Freight Rail, Pretoria. 19. Gradina, T. 2013, Asset Management (International Union of Railways (UIC)) viewed 26 September 2014, from http://www.uic.org/spip.php?rubrique1895 20. Harlow, K., 2012, Asset management: The life cycle approach, California, United States of America. 21. Haugen, S., Rausand, M., 2003, Risk assessment section 9.6 FMECA, Department of Production and Quality Engineering, Norwegian University of Science and Technology, Norway. 22. Heinzmann A. 2013, IRIS Intensive training for maintenance depots, International Competence Centre Rail GmbH, Langenthal, Switzerland. 23. Heinzmann A., 2014, IRIS intensive training for maintenance depots, International Competence Centre Rail, Langenthal, Switzerland. 24. Horstead, T., 2014, Asset assurance: the whole of life approach, Transport Asset Standards Authority, Australia. 25. IBM MAXIMO Release 6.2.1, 1st Edition, 2007, User’s Guide, IBM Corp, USA. 26. Independent Transport Safety Regulator (ITSR), 2012, ‘Sharing practice: A discussion on the relationship between risk and asset management’ (MSW rail industry seminar paper), Sydney, Australia. 27. Institute of Public Works Engineering Australia (IPWEA), 2014, Quick guide: meeting ISO 55001 requirements for asset management, Australia 28. International Organization for Standardization, 2014, Asset management standard. British Standard Institution, United kingdom. 29. Kececioglu, D., 2002, Reliability handbook Volume 1, Lanchester, USA. 30. Kumar, U.D. 2004, Total cost of ownership for railway assets, Queensland University of Technology, Brisbane, Australia.

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31. Lin, J., Asplund, M., Parida, A., 2013, ‘Reliability Analysis for Degradation of Locomotive Wheels using Parametric Bayesian Approach’, Research Article, Lulea University of Technology, Sweden. 32. March, C., 2010. The five biggest risks to effective asset management, Life Cycle Engineering, Inc, United States of America. 33. Montana, L, 2013, PRASA 2012/2013 Annual Report, Group CEO of PRASA, South Africa. 34. Mtimkulu, D., 2008, Wheel/rail management strategies, PRASA-Rail Engineering Services, Braamfontein, Johannesburg. 35. Nemmers, C.1997, Transportation Asset Management, Vol.61-No.1., Viewed 7 July 2014, from http://www.fhwa.dot.gov/publications/publicroads/97july/tam.cfm. 36. Ngigi, R W., Pislaru, C., Ball, A, Gu,F, 2012, Modern techniques for condition monitoring of railway vehicle dynamics, The Centre for Diagnostic Engineering, University of Huddersfield, Queensgate, United Kingdom. 37. Nyathi B. 2012, Reliability management essay, improving wheels life in rolling stock (design for reliability), University of Johannesburg, South Africa. 38. O’Connor, P.D.T., Kleyner, A. 2012, Practical reliability engineering, 5th edition, Wiley, Stevenage, U.K & Purdue University, U.S.A. 39. OECD (Organisation for Economic Co-operation and Development), 2001, Asset management for the road sector, Paris, France. 40. Office of Rail Regulation (ORR), 2012, Review of European renewal and maintenance methodologies: Technical Appendix Number 1: Asset Inspection, Condition assessment and decision making, Redhill, Surrey, England. 41. Poland, M. 2013, Integrating performance standards into an asset management system, LCE Engineering North Charleston, USA. 42. Poya, N, 2011, Rail Safety Regulator: South African Railway State of Safety Report 2010/2011, CEO of RSR, South Africa. 43. Prof Luke, S., Manley, S., 2014. Rail asset management, United Kingdom. 44. Railinc, 2013, Frequently asked questions for comprehensive equipment performance monitoring, Weston Parkway, Association of American Railroad, United State of America. 45. Rose, D., Isaac, L., Shah, K., Blake, T., 2012. Federal Transit Administration Research, Asset Management Guide Focusing on the Management of Our Transit Investments, United State of American.

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46. Sardar, G., Ramachandran, N., Gopinath, R., 2006, Challenges in achieving asset performance based on total cost of ownership. Tata Consultancy Services Limited, India. 47. Serco Rail Technical Services, 2012, Wheel-set management model, brochure, Cheshire, United Kingdom. 48. Silvester, K. 2009, Nuts and bolts of maintenance, Cambridge Publishers Limited, East Midlands United Kingdom,Jo p. 31-34. 49. Singh, J., 2013, Reducing the total cost of ownership with improved performance, IBM, United States of America. 50. Sullivan,G.P., Pugh, R., Melendez, A.P., Hunt, W.D. 2010, Operations & maintenance best practices: A guide to achieving operational efficiency, Pacific Northwest National Laboratory (Department of Energy), United States of America. 51. TCRP (Transport Cooperative Research Program), 2005. Track-Related Research: Volume 5, United States of America. 52. TÜV SÜV, 2013. International Railway Industry Standard, Munich, Germany. 53. Van den Honert, A.F., Schoeman J.S., Vlok P.J., 2013. Correlating the content and context of PAS 55 with the ISO 55001. Department of Industrial Engineering, Stellenbosch University, South Africa. 54. Web.mta.info, Impact of Reliability Cantered Maintenance Program’, viewed 29 October 2014 from http://web.mta.info/mta/news/books/docs/RCM_MNRLIRR_CPOC.pdf 55. Wegner, J., 2009, Lean rolling stock maintenance: How to improve efficiency of rolling stock maintenance operations, Oliver Wyman Consulting GmbH, Düsseldorf. 56. Wheel shop automation (WM), 2012, Wheel shop Management Suite, Arkansas Industry Computing Inc., United State of America. 57. Woodhouse, J. 2013, ISO 55000 (developing ISO 55000), BSI Development Centre, UK 58. Woodward, D.G. 1997, Life Cycle Costing- theory information acquisition and application, Vol. 15, No. 6, pp 335-334. Staffordshire University Business School, United Kingdom.

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ISO 14001

ISO 55000

ISO 9001

x x x x x x x x

OHSAS 18001

Governance Processes Strategic Business Planning Vision and mission statement, policies Corporate strategy and business plan, business goals Maintenance Strategy Objectives, Targets and Programmes / RAIL Score Card Outsourcing of activities Organisational Structure ENG Management Structure Appointments of IMRs and Customer Relationship Representative Appointments of EHS representatives Management Review Planning and Provision of Resources Budget and Controlling Processes Investment Process Accounting, Accounts Receivable and Accounts Payable Incident related Insurance Claims Management Risk and Opportunity Management Business risks - and opportunities, control of preventive actions emergency/contingency planning Crisis Management Hazard identification and Risk Assessment Integrated Business Management System Quality Management System (ISO 9001, IRIS) Control of nonconforming processes Environmental Management System (ISO 14001) waste management Incident Investigation & Reporting Occupational Health and Safety Management System (Act 85) Incident Investigation & Reporting Product Safety Management System (Act 16) Asset Management System (ISO 55000) Asset Management system documentation asset life cycle activities assessment of strategic assets asset renewal decisions operate and maintain assets asset total performance Legal requirements Control of corrective actions Audits Certifications Measurement and analysis of process performance (KPIs ) Participation and Consultation

x

x x

x x

x x

x x

x

x

x

x

x

x

x

x

x

x x x

x

x x

x x

x

x

x x x x

x x x x

x x

x

SANS 3000

Process Structure

IRIS

APPENDIX A

x x x x x x x

x x x

x x

x x x

x x x

x x

x x x x x

x x x x x x x x x x x x x x

x x x x x x

x x x x x x

x x x x x x x x x x x

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x x x x

SANS 3000

OHSAS 18001

ISO 14001

ISO 55000

ISO 9001

Continuous Improvement Process (MDWT) PDCA process PDCA of Asset Management Employee Suggestion Scheme Knowledge Management CIP Tools Processes for Service Delivery Sales of Services Request for Quotation Requirements Review Tender Process Pricing Maintenance Concept Risk assessment Contract Review Offer release Offer tracking and negotiations, finalization Lost Order Analysis Customer Mandate Service Level Agreement Capacity planning Set stabling pre-trip Inspection post-trip Inspection Customer Management Customer Satisfaction Customer complaint management Driver Training and upskills Variation Orders Emergency communication Configuration and Change Management, Traceability Configuration Management Change Management Control of technical change Supplier Change Control Identification and traceability Maintenance planning Maintenance Shedding Maintenance Scheduling Management of operational assets Asset Register Asset Categorisation & Classification Material Planning Material for scheduled Maintenance Material for unscheduled Maintenance

IRIS

Process Structure

x

x

x

x

x x

x

x

x

x x

x x x x x x x x x x

x x

x x x x x x x x x x

x

x x x x x

x

x x x

x x

x x x x x

x x x

x x

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Purchasing of product-related materials and services Supplier evaluation and approval Supplier classification Initial purchases of product-related materials Material classification Technical Requirement Documents Request for Quotation Suppliers offer selection Purchase Ordering Re-purchases of product-related materials Parts approval process Remanufacturing Review First Article Inspections First System installation Processes for logistics and storage Goods receiving Incoming goods inspection Inventory and asset Tracking / Inventory control Material consumption / Provision of material / BOM setup Material identification and traceability Preservation of Product, Storage standards Internal transportation and transport equipment Monitoring of shelf-life items, first in - first out ( FIFO ) Control of nonconforming purchased parts Nonconformity reports Locked storage, quarantine storage Decision making on correction Supplier ranking, development and withdrawal Supplier performance evaluation Supplier development Supplier Feedback & target setting Outsourcing of asset management Obsolescence Management active Obsolescence Management reactive Obsolescence Management Production (general) Transfer of production activities (extended workbench ) Qualification and training of production staff Standardized work places Quality inspection and testing Control of nonconforming product Concession process Abnormal and deferred work Changes of manpower, machine, material, method

x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x

ISO 9001

ISO 55000

ISO 14001

OHSAS 18001

SANS 3000

IRIS

Process Structure

x

x x x

x x x x x x x x x

x x x x x x x x x x x

x

x

x

x

x

x

x

x

x

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x x x

Scheduled Maintenance & Overhaul Scheduled Maintenance & Overhaul process Scheduled Component Maintenance & Overhaul Condition-based Maintenance and Repairs Pro-active identification of faults repair Fault report and corrective repair Incident Investigation & Reporting Heavy Repair Component Repair Contracted work Field Data Reporting and Analysis Field data collection Field data analysis Reliability Availability Life cycle cost Field data reporting Problem Solving and Design (R&D) Root cause analysis Design Planning and Control Requirements Management Conceptual Design Design FMEA Design and Development Design for Maintenance Design for Product Safety Design to Cost (target costing ) Design for Environment System Integration ( HW & SW integration ) Design reviews, Verification Prototyping Design Validation Release, Product Approval and Safety Case / Homologation Provision of Technical Publications Issuing of technical Information Collaboration process with external Engineering Service

ISO 9001

ISO 55000

ISO 14001

OHSAS 18001

SANS 3000

IRIS

Process Structure

x x x x x x x x

x

x

x x x x x x x x x x x x x x x x x x x x x x x x

x x

x x x x

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Work Preparation (ensuring controlled conditions in Production) Process FMEA Planning of manufacturing processes and layout Qualification/validation of manufacturing processes including special processes Creation of manufacturing documents Control of tools, jigs, fixtures and measurement devices Asset Register Asset Categorisation & Classification Control of Measuring Devices Control of Equipment, Tools, Jigs and fixtures etc. Permit of hazardous equipment internal FAI process and release of new production Upgrade / Refurbishment /
Modernization Process for Upgrade / Refurbishment /
Modernization Commissioning Commissioning process Provision of accompanying documents Decommissioning Decommissioning process Provision of accompanying documents Supporting processes Provision of Depot Facilities Provision of depot facilities (buildings, utilities, work places) Preventive maintenance of depot facilities (asset maintenance) performance and condition monitoring Purchasing of non-product-related material, tools and services Contract management IT infrastructure Cleaning & house keeping Security & access control Work environment HR Processes Recruitment process Roles and Responsibilities, Job Profiles ENG Roles and responsibilities Employee appraisal, development and training process Human factors management, incl. Medical surveillance Maintenance Operations Managers self-assessment Employee target setting Employee services and employee satisfaction Grading and compensation (salaries and bonuses) Retirement process

x x x x x x x x x

ISO 9001

ISO 55000

ISO 14001

OHSAS 18001

SANS 3000

IRIS

Process Structure

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x

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x x x

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x

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x x x

Control of documents, data and records Data security Signature Regulations Hierarchy of Documents Archiving and storage of documents, data and records Archiving of files, archive room standards Electronic data backup Document Change Control Control of documents of external origin (standards, regulations and laws) Communication processes Internal Communications External Communications

x x x x x x x x x x

ISO 9001

ISO 55000

ISO 14001

OHSAS 18001

SANS 3000

IRIS

Process Structure

x

x

x

x

x

x

x x

x

Page | 116

x x x x x

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