Maintenance Staffing Levels for Light Rail Transit (2005)

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APPENDIX B Results of Light Rail Transit Maintenance Staffing Questionnaire Bu ffa lo Cl ev el an d D al la s D en ve r H ou st on Ph ila de lp hi a Pi tts bu rg h Po rtl an d Sa lt La ke C ity Sa n Di eg o Sa n Fr an cis co R es po ns es Pe rc en ta ge W ei gh te d R es po ns es W ei gh te d Pe rc en ta ge s TBD = to be determined; IP = in progress; * = see comments in Appendix C Question AGENCY PHILOSOPHY, POLICIES, AND STANDARDS REGARDING LRT SYSTEM MAINTENANCE 1. a. system too old to know 1 1 1 3 30% 9 20% b. used recommendation of consultants 1 1 1 3 2 3 30% 12 27% c. required to conform to existing union agreements 2 1 1 10% 5 11% d. used historic formulas 2 1 2 1 10% 7 16% e. purposefully overstaffed to provide trained staff for next extension 3 0 0% 1 2% f. wanted to emphasize outsourcing opportunities 2 0 10 0% 2 4% g. other: 3* 1* 2* 1* 2 20% 9 20% 100% 45 100% 2. a. requirements to conform to union agreements 3 0 0% 1 2% b. historic formulas 1 3 2 1 10% 6 10% c. experience with manpower availability 1 3 2 2 2 2 1 2 2 20% 17 29% d. policies on service quality (e.g., cleanliness, reliability, etc.) 2 1 1 2 1 2 1 1 5 50% 21 36% e. low spare ratio or excessive vehicle maintenance needs 2 3 1 3 3 1 10% 8 14% f. high worker turnover 0 0% 0 0% g. budget limitations 1 2 1 10% 5 8% h. other: 3* 0 0% 1 2% 10 100% 59 100% How did you determine your initial level of staffing? (Rank up to three) What factors determine your present level of staffing? (Rank up to three) 3a. yes X X X X 4 36% no X X X X X X X 7 64% 11 100% 3b. a. never thought of it 0 0% b. no precedence in industry 0 0% c. existing union agreements precluded it X X X 3 33% d. 13C requirements/approvals were felt to be too difficult 0 0% e. wanted direct control of maint. quality X X 2 22% f. other: X* X* X* X* 4 44% 9 100% If not, what might have been the reasons? (Choose one) Was contracting out most or all maintenance functions ever considered? 32

33 Bu ffa lo Cl ev el an d D al la s D en ve r H ou st on Ph ila de lp hi a Pi tts bu rg h Po rtl an d Sa lt La ke C ity Sa n Di eg o Sa n Fr an cis co R es po ns es Pe rc en ta ge 4. a. exterior cleanliness of railcars X X X X 6 19% b. interior cleanliness of railcars X X X X X X X X 6 19% c. maintenance standards X X X X X X X X 8 28% d. component standards 0 0% e. time allowed before TVM repair X X 2 6% f. time allowed before lamp replacement in public areas of stations X X 2 6% g. time allowed before crossing-gate repair X X X 3 10% h. others: X* X* X X 4 13% 31 100% Does your agency have established maintenance standards/goals for…? Question 5. a. yes X X X X X X X X X 9 90% b. no 0 0% c. inconsistently monitored X * 1 10% 10 100% 6. a. yes, we benchmark quite a bit X X 2 18% b. we benchmark in certain areas X X X X 4 36% c. no, there are too many differences between properties to benchmark X X X X X 5 45% 11 100% 7. a. maintenance expenses per revenue vehicle-mile X X X X X 5 28% b. maintenance expenses per track-mile X 1 6% c. miles between revenue vehicle failures X X X X X X X 7 39% d. maintenance labor hours per vehicle X X 2 11% e. annual revenue-miles per employee X X X 3 17% f. MTBF for TVMs and escalators (if any) or other equipment 0 0% g. others: 0 0% 18 100% 8. a. yes X X X X X X X X 8 80% b. no XX 2 20% 10 56% Do you feel the maint. goals/standards are adequately and consistently monitored? Do you feel “benchmarking” your performance is useful or realistic as a way to improve? Would ridership allow single-car trains during midday or evening? If you benchmark, what performance indicators do you benchmark against? (Choose any that apply) 9a. a. yes X X X X X X X 7 1 88% b. MTBF = mean time between failures (Question 7f). no X 13% 8 100% If the answer above is yes, do you run single-car trains?

34 Bu ffa lo Cl ev el an d D al la s D en ve r H ou st on Ph ila de lp hi a Pi tts bu rg h Po rtl an d Sa lt La ke C ity Sa n Di eg o Sa n Fr an cis co R es po ns es Pe rc en ta ge W ei gh te d R es po ns es W ei gh te d Pe rc en ta ge s 9b. a. agency policy on level of seating off-peak 0 0% b. reliability concerns of single-car operation 0 0% c. inefficient to drop and add railcars X 1 33% d. no midday storage for dropped railcars 0 0% e. too many riders X X* 2 67% 3 100% LABOR CONSIDERATIONS 10. a. labor agreements 1 2 1 10% 5 8% b. quality of service policies 2 1 2 3 1 2 20% 11 19% c. high manpower turnover rates 1 2 1 10% 5 8% d. age of equipment 1 2 2 3 2 2 1 10% 12 20% e. design flaws of equipment or facilities 1 2 3 1 10% 6 10% f. new FLMA and other “external” labor requirements 2 0 0% 2 3% g. expanding union benefits and time-off rules in agency/union contracts 3 1 2 1 10% 6 10% h. weather uncertainties 3 3 0 0% 2 3% I. other: 2* 1* 3* 1* 1* 3 30% 12 20% 10 100% 61 100% If the answer is no, what are reasons you don’t? What factors most affect your overall maintenance productivity? (Rank three) Question 11. a. they don’t really limit me 1 1 1 1 2 4 36% 14 29% b. requires too much extra manpower for work required 2 0 0% 2 4% c. difficult to manage vacation, sick days and unscheduled time-off 1 1 2 18% 6 12% d. hinders cross-training 2 2 2 0 0% 6 12% e. makes it difficult to advance good workers 2 1 2 1 1 1 1 5 45% 19 39% f. other: 2* 0 0% 2 4% 11 100% 49 100% 12. a. money bonus for good attendance over a certain period X X X X X 5 45% b. competition between maintenance facilities X 1 9% c. more training based on better attendance 0 0% d. other: X* X* X* X* X* 5 45% 11 100% 13. a. yes X X X X 4 40% b. no X X X X 4 40% c. we use an extra board arrangment X X* * 2 20% 10 100% Would an “extra board” pool help meet swings in manpower availability? In what areas do labor agreements limit you the most? (Rank up to two) Do you have any incentive programs to encourage better work attendance? 14. a. yes X X X X X X X X X X X 11 100% b. no 0 0% c. have not figured this out 0 0% 11 100% Do you find it more cost-effective to allow overtime than to hire new staff positions?

35 Bu ffa lo Cl ev el an d D al la s D en ve r H ou st on Ph ila de lp hi a Pi tts bu rg h Po rtl an d Sa lt La ke C ity Sa n Di eg o Sa n Fr an cis co R es po ns es Pe rc en ta ge 15. a. they receive training as needed for position only X X X X X 5 24% b. they receive training for advancement X X X X 4 19% c. they receive cross-training where allowed X X X X 4 19% d. they receive some training, but mainly learn on the job X X X X X 5 24% e. money for training is below needs X X X* 3 14% 21 100% VEHICLE MAINTENANCE 16. a. percentage of fleet available for revenue service each day X X X X X 5 45% b. number of annual revenue service breakdowns X X X X X X 6 55% c. good ratings in passenger surveys or low complaint levels 0 0% d. other: 0 0% 11 100% 17. a. no, railcar was designed specifically for my agency X X X X X X X 7 54% b. an effort was made to specify a railcar already being produced X X X X 4 31% c. an effort was made to specify common components X X 2 15% 13 100% Question Do maint. employees receive training to be proficient, advance or move laterally? What is the single main indicator of good vehicle maintenance? When specifying your light rail vehicle, was there a conscious effort to buy something that already was in service or being built for another agency? 18. a. yes X X X X X 5 50% b. no X X X 3 30% c. somewhat X X* 2 20% 10 100% 19. a. yes X X X X X X X X X X 10 91% b. no X 91 % c. slightly 0 0% 11 100% 20. a. yes X X X X X X X X X X X 11 100% b. no 0 0% 11 100% 21. a. yes X X X X X X 6 55% b. no X X X X X 5 45% 11 100% 22a. a. yes IP X X X X 4 40% b. no X X X X X X 6 60% 10 100% Do you experience serious delays in receiving needed spare parts? Do you work with other properties to procure common parts, provide common parts, or exchange maint. experience about common parts? Have work standards been developed for tasks involved in preventive maintenance? Based on your experience, would it lower maintenance costs if more parts were common among operators? Do you feel that design flaws were adequately addressed in subsequent vehicle orders or by the manufacturer under the warrantee requirements?

36 Bu ffa lo Cl ev el an d D al la s D en ve r H ou st on Ph ila de lp hi a Pi tts bu rg h Po rtl an d Sa lt La ke C ity Sa n Di eg o Sa n Fr an cis co R es po ns es Pe rc en ta ge 23a. a. yes 0 0% b. no X X X X X X X X X 9 82% c. not possible due to nature of work X X 2 18% 11 100% 23b. a. yes 0 0% b. no 0 0% 0 0% 24. a. preventative X X X 3 27% b. corrective X 1 9% c. good balance X X X X X X X 7 64% 11 100% 25. a. daily cleaning X 2 8% b. upholstery repair X X X X X 4 15% c. body/collision repair X 1 4% d. window repair 0 0% e. brake system repair/overhaul X X X 3 12% f. wheel truing 0 0% g. graffiti removal X 41 % h. motor repair/overhaul X X X X TBD X X X X 8 31% I. electronics repair X TBD X X 3 12% j. passenger car fleet servicing/repair 0 0% k. maint. equipment servicing/repair X X X 3 12% l. other: * * * X 1 4% 26 100% If yes, are these being adequately monitored? Given the daily demands of the operating department, do you feel you mainly perform “corrective” maintenance or “preventative” maintenance? What vehicle maintenance functions are outsourced? Question Do you have work standards for tasks involved in repairs (e.g., man-hours/task)? 22b. a. yes X X X 3 75% b. no X 1 25% 4 100% If yes, are these being adequately monitored? WAYSIDE, TRACK, AND TRACTION POWER (GUIDEWAY) MAINTENANCE 26. a. ride quality determined by periodic testing X X X X X 5 45% b. total of all annual revenue service delays due to track conditions X X X X X 5 45% c. good ratings in passenger surveys or low complaint levels 0 0% d. other: * X* 1 9% 11 100% 27. a. track maintenance X X X X X X X X 8 21% b. traction power/catenary system X X X X X X X X 8 21% c. communication system X X X X X X 6 16% d. signal system X X X X X X X X 8 21% e. ticket vending machines X X X N/A X X X X* X 7 18% f. others: * 1 3% 38 100% Which maintenance functions are to some extent covered by collective bargaining agreements? (Choose any that apply) What is the single main indicator of good guideway maintenance?

37 Bu ffa lo Cl ev el an d D al la s D en ve r H ou st on Ph ila de lp hi a Pi tts bu rg h Po rtl an d Sa lt La ke C ity Sa n Di eg o Sa n Fr an cis co R es po ns es Pe rc en ta ge 28. a. landscaping X X X X X X 6 43% b. wayside trash removal X X 2 14% c. graffiti removal X 7% d. traction power repairs X 7% e. communication repairs X X X 3 1 1 1 1 0 21% f. signal system repairs X 7% g. other: * 0%* 14 100% QUESTION What guideway maintenance functions are outsourced? 29. Do any other agencies help with system maintenance? a. no X X X X X X 6 55% b. station cleaning 0 0% c. parking lot cleaning X 9% d. street repair between mixed-flow tracks X X X X 4 36% e. other: * 0 0% 11 100% FACILITIES AND EQUIPMENT MAINTENANCE 30. a. cleanliness X X X 3 25% b. low number of things needed to be fixed based on periodic inspections X X X X X X X 7 58% c. good ratings in passenger surveys or low complaint levels (stations) X 8% d. other: * * X * 1 1 8% 12 100% 31. a. CCTV X X X X X X X 7 50% b. ATIS IP X X X X X 5 36% c. other similar: X X* 2 14% 14 100% 32. a. yes X X X X X 5 56% b. no X X * X X 4 44% 9 100% Does your system have CCTV coverage of stations or an Automatic Train Information System? Do these features require more than expected maintenance? What is the single main indicator of good facility maintenance? 33. Daily cleaning of: a. transportation building/lockers X X X 3 10% b. maintenance offices/lockers X X X 3 10% c. stations X X X 3 10% d. elevator/escalator repair X X X X X X X X 8 27% e. TVM repair 0 0% f. servicing/repair of motor pool X X X 3 10% g. servicing/repair of maint. vehicles X X X X 4 13% h. repair of buildings and stations X X X X 4 13% I. other: X* X* * * 2 7% 30 100% What facilities and equipment maintenance functions are outsourced?