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Track & trackside


Keep it lean


Wendy Garner describes a feasibility study for the optimisation of rail possession and isolation authorisation requirements through the use of lean systems design and communication technologies


T


he Rail Research UK Association’s Achieving the 24/7 Railway call, in December 2011 brought together three parties with differing expertise


to facilitate the research into the rail possession and isolation authorisation process (RPIAP) for engineering works.


Shelley Stiles, University of Nottingham: railway, human factors and safety Wendy Garner, Coventry University: lean systems


Andy Robinson, 3tcsoftware, Leicester: command and control software


The study evaluated the current communication arrangements for the


RPIAP in order to identify opportunities for more effective procedures through a lean systems design approach, combined with human factors evaluation, and the potential for the introduction of new communication technology. The application of lean techniques, such as swim lanes, SIPOC and GAP analysis, were adapted for the rail industry, providing opportunity to develop existing thinking towards continuous improvement. Value stream mapping was used to visualise the flow of information, communication and authorisation for the RPIAP and presented the ‘big picture’ of the process from end-to-end. This view is currently not presented easily within the Rail


Industry Standards, as each Rule Book describes the process requirements for each safety critical duty holder; PICOP, ES, COSS etc., separately.


The value stream map revealed the complexity and interdependency of the process, with many iterative loops and the cascading of repeated communications throughout the chain of command. The high level of opportunity for waste, delays and errors identified in the process support the argument that an adapted lean approach can be applied to improve efficiency, effectiveness and safety. A human factors approach to continuous improvement has synergy with lean. By applying standardisation, greater information flow and empowering individuals, there is less opportunity for error. Error prevention not only improves process/service delivery but also safety. At present the rail industry recognises that the reliance on communication within the RPIAP provides an area for improvement, therefore applying lean techniques may also go some way to address the precursors for error. Viewing the process differently gives opportunity to consider how new technology can be used to support the


February 2014 Page 71


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