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From page 150... ... Transit Cooperative Research Program Project A-29 Controlling System Costs: Basic and Advanced Scheduling Manuals and Contemporary Issues in Transit Scheduling Appendix E Case Studies E.1 Introduction This appendix summarizes findings of the case studies. The project team proposed twelve case studies, after final approval by the project panel, to address a range of scheduling issues and cover a wide variety of transit systems. Read the entire page →
From page 151... ... TCRP Project A-29 Appendix E: Case Studies For each of these criteria, the objective was to select a representative cross-section across all factors, cross-tabbed against as many of these factors as possible. These include, for example, a range of geographic locales, and an even spread of computerized systems by size (e.g. Read the entire page →
From page 152... ... TCRP Project A-29 Appendix E: Case Studies For each case study site two project team members were assigned. The first team member conducted the on-site visit and developed initial documents. Read the entire page →
From page 153... ... TCRP Project A-29 Appendix E: Case Studies As of August, 2007, MTA schedules the following numbers of buses or rail vehicles by time period: AM Peak Base PM Peak Bus Weekday 2058 1112 2089 Saturday 943 1054 1118 Sunday 684 837 876 Heavy Rail Weekday 62 36 66 Saturday 24 36 36 Sunday 24 36 36 Light Rail Weekday 95 50 95 Saturday 38 50 54 Sunday 44 50 54 Note that for rail, these are vehicle counts and not train counts. Heavy Rail uses four and six car trains; Light Rail, two and three car trains. Read the entire page →
From page 154... ... TCRP Project A-29 Appendix E: Case Studies Scheduling Issues Complex Through-Routing and Interlining Los Angeles has typically used through-routing of lines in downtown to both save equipment and reduce the need for very limited curb space for layover zones. Over the years, some of the through routings devised have been quite elaborate. Read the entire page →
From page 155... ... TCRP Project A-29 Appendix E: Case Studies Ridership Data MTA has a fleet that is almost entirely equipped with automatic passenger counters (APCs) , from which it gleans both ridership and running time data. Read the entire page →
From page 156... ... TCRP Project A-29 Appendix E: Case Studies Rail Scheduling The Rail Division schedules four rail lines, each with its own type of equipment and its own facility. Three of the lines are considered light rail, although one of the lines, the Green Line, is completely grade separated, mostly in the middle of the I-105 Freeway and is capable of automatic operation (two of the light rail vehicles have on-board control equipment to attain this, although this mode is never used) Read the entire page →
From page 157... ... TCRP Project A-29 Appendix E: Case Studies train operators. The off-peak unit requirement is 25, resulting in a relatively low peak-to-base ratio of 1.3 (which indicates a high level of off-peak service) Read the entire page →
From page 158... ... TCRP Project A-29 Appendix E: Case Studies Figure E-1 MTS Executive Level Structure The Scheduling Process SDTI undertakes a consistent scheduling process across its three annual bids, with minor service adjustments implemented each time. The typical bid scheduling process includes the following: 1. Read the entire page →
From page 159... ... TCRP Project A-29 Appendix E: Case Studies 3. Service Levels. Read the entire page →
From page 160... ... TCRP Project A-29 Appendix E: Case Studies process until the scheduler is satisfied that the outputs meet SDTI's efficiency and operational requirements. The weekday runcut has 69 full time and 21 part-time operators. Read the entire page →
From page 161... ... TCRP Project A-29 Appendix E: Case Studies results in some excess time during off peak and (more likely) early/late services. Read the entire page →
From page 162... ... TCRP Project A-29 Appendix E: Case Studies 1. If the event is known well in advance, the schedules and runs are built into the Hastus system and form part of the bid. Read the entire page →
From page 163... ... TCRP Project A-29 Appendix E: Case Studies • Orange Line. Operator dropbacks at 12th/Imperial allow an 18-minute break. Read the entire page →
From page 164... ... TCRP Project A-29 Appendix E: Case Studies Computerized Scheduling SDTI moved to the Hastus system in 2004. Implementation went smoothly with a limited parallel testing period. Read the entire page →
From page 165... ... TCRP Project A-29 Appendix E: Case Studies Management of stops data is not the responsibility of the scheduler, but is handled by technical staff. Organizational Issues SDTI scheduling's most significant organizational issue is the reliance on a single scheduler. Read the entire page →
From page 166... ... TCRP Project A-29 Appendix E: Case Studies • Alternative approaches to use of computerized scheduling tools • Discussion of recent workforce trends (higher wages, difficulty in attracting staff) • How to deal with interfaces to downstream systems • How to look outside normal practices and think laterally when undertaking scheduling tasks • Training for service planners in how to develop basic what-if scenarios E.5 City of Santa Monica Big Blue Bus Case Study Introduction The City of Santa Monica's Big Blue Bus provides transit service primarily in Santa Monica, CA and in adjacent areas. Read the entire page →
From page 167... ... TCRP Project A-29 Appendix E: Case Studies 1. Read the entire page →
From page 168... ... TCRP Project A-29 Appendix E: Case Studies partially interactive one. This means the runs are cut iteratively and reviewed at each stage. Read the entire page →
From page 169... ... TCRP Project A-29 Appendix E: Case Studies Work Rules There is basically one type of full time run where the operator works 8 hours within a spread of 10 hours (as per the MTA) Read the entire page →
From page 170... ... TCRP Project A-29 Appendix E: Case Studies Part-Time Operators At BBB, part-time operators are limited to 20 percent of the total budgeted FTEs, which is now at 249. This allows 50 part-timers in total. Read the entire page →
From page 171... ... TCRP Project A-29 Appendix E: Case Studies Downstream Requirements There are a number of downstream systems that require scheduling data to function. These include: • CAD/AVL • APC • Head signs • Voice annunciation It was noted that the paradigm shift where scheduling data now extends beyond the scheduling department has affected the entire organization. Read the entire page →
From page 172... ... TCRP Project A-29 Appendix E: Case Studies The creation of a "Service Improvement Plan" committee comprised of staff from management, scheduling, operations and planning, has assisted in bridging some organizational issues. The committee oversees service level and routing decisions. Read the entire page →
From page 173... ... TCRP Project A-29 Appendix E: Case Studies express, 18 regional, 15 limited, 11 miscellaneous and five Airport express (SkyRide) Read the entire page →
From page 174... ... TCRP Project A-29 Appendix E: Case Studies Figure E-2 RTD Customer Service and Contracted Services Department Structure AGM Customer & Contracted Services Senior Manager Service Development Administrative Assistant Manager Service Planning & Scheduling Manager Service Development Support Senior Service Planner / Scheduler (3) Service Planner / Scheduler (3) Read the entire page →
From page 175... ... TCRP Project A-29 Appendix E: Case Studies white collar workforce agency-wide, including nine of 14 scheduling personnel. The five remaining schedulers, plus an intern (now the East Team Senior Planner/Scheduler) Read the entire page →
From page 176... ... TCRP Project A-29 Appendix E: Case Studies • Work not designated as part of a regular run is posted on the extra board. Use of part-time operators is allowed by the collective bargaining agreement. Read the entire page →
From page 177... ... TCRP Project A-29 Appendix E: Case Studies four-car trains when 34 new rail cars are delivered within two years. Currently, most peak hour trains are three cars long. Read the entire page →
From page 178... ... TCRP Project A-29 Appendix E: Case Studies Staff believes that the current Windows-based version of Trapeze is somewhat of a weak link in the technology chain. Particular functions, such as route traces and integrated mapping capabilities have improved; however, the software reportedly runs slower than the older version of Trapeze run previously by RTD. Read the entire page →
From page 179... ... TCRP Project A-29 Appendix E: Case Studies E.7 StarMetro (Tallahassee, FL) Case Study Introduction StarMetro, known until recently as TalTran, operates the transit service in Tallahassee and on the campus of Florida State University. Read the entire page →
From page 180... ... TCRP Project A-29 Appendix E: Case Studies different buses at individual bays or "gates". The site of the terminal is approximated three blocks north of the center of downtown Tallahassee. Read the entire page →
From page 181... ... TCRP Project A-29 Appendix E: Case Studies to be picked is in rosters, which are made up of either four or five consecutive days of work totaling as near to 40 hours as possible for the week. Overtime is paid on a weekly rather than daily basis. Read the entire page →
From page 182... ... TCRP Project A-29 Appendix E: Case Studies Training Scheduling training is best described as "on-the-job" and comes as part of the move up from bus operator to supervisor. Supervisors are expected to learn how runs are put together and be competent at compiling a sign-up. Read the entire page →
From page 183... ... TCRP Project A-29 Appendix E: Case Studies keep the private operators competitive in attracting drivers. Thus, Ride On has served notice that it intends to discontinue the contracts. Read the entire page →
From page 184... ... TCRP Project A-29 Appendix E: Case Studies and runcut a system this large with such a small staff. He indicated that the staff is too small for the present workload. Read the entire page →
From page 185... ... TCRP Project A-29 Appendix E: Case Studies meal breaks against a time-based grid. The sheets are provided in the headway book as a handy reference when checking on the scheduled location of a particular bus. Read the entire page →
From page 186... ... TCRP Project A-29 Appendix E: Case Studies Scheduler Training The Ride On Operations Planning Department has experienced moderate turn-over in scheduling personnel in the past ten years. Training is a combination of passing down the craft largely through classroom work and a lot of time spent working on schedules under the watchful eye of seasoned schedulers. Read the entire page →
From page 187... ... TCRP Project A-29 Appendix E: Case Studies The Scheduling Process CATA uses a combination of manual and computer processes to complete their scheduling tasks. While one individual is responsible for completing all of the technical scheduling tasks, there are a number of places for input by a wide variety of stakeholders including bus operators, the public and the Board of Directors. Read the entire page →
From page 188... ... TCRP Project A-29 Appendix E: Case Studies 8. Blocking. Read the entire page →
From page 189... ... TCRP Project A-29 Appendix E: Case Studies Published timetables delineate certain trips as "Spartan service trips" that operate only when MSU is in session. Late trips on Route 1 on weekends are an example of trips that operate only when the University is in session. Read the entire page →
From page 190... ... TCRP Project A-29 Appendix E: Case Studies Labor Relations The CEO has an open-door policy with the union, and values a positive relationship. The head of the union accompanied the CEO to accept the APTA award for best small system this past year. Read the entire page →
From page 191... ... TCRP Project A-29 Appendix E: Case Studies on-line. The OPS package makes all the computerized scheduling data accessible to Operations, and also includes time and payroll functions. Read the entire page →
From page 192... ... TCRP Project A-29 Appendix E: Case Studies CATA's senior management expressed confidence in its current scheduling procedures and generally takes a hands-off approach to scheduling. As ITS implementation continues, senior management can envision changes in the scheduling process toward greater flexibility and short-term responsiveness. Read the entire page →
From page 193... ... TCRP Project A-29 Appendix E: Case Studies Maintaining consistent headways in light of changes in running times is a challenge for schedulers. Trapeze FX is used to build bus schedules and blocks. Read the entire page →
From page 194... ... TCRP Project A-29 Appendix E: Case Studies meaningful extent in labor negotiations, where some relief for these restrictions would increase the productivity of the schedules. Scheduling Training Metro offers an example of scheduling skills that have been passed down from the private enterprise days to the present. Read the entire page →
From page 195... ... TCRP Project A-29 Appendix E: Case Studies Similar to the bus system, all rail runs are rostered with days off assigned. Yard jobs are included as part of the rosters. Read the entire page →
From page 196... ... TCRP Project A-29 Appendix E: Case Studies • Weekday peak – 185 • Weekday base – 115 • Saturday – 73 • Sunday – 36 CDTA operates all of its own service, with the exception of Northway Express (NX) commuter trips, which are operated under contract by Upstate Transit, the former owner of the routes. Read the entire page →
From page 197... ... TCRP Project A-29 Appendix E: Case Studies The practice of scheduling has been handed down at CDTA from the "old hands" of the United Traction era. There has been a steady succession of long-term employees in scheduling who could pass down the corporate memory, and this continues today. Read the entire page →
From page 198... ... TCRP Project A-29 Appendix E: Case Studies APC use, website information based on schedules, and additional on-board requirements such as correct settings for the electronic registering fareboxes. Therefore, assuring that scheduling and run data is correct as early in the sign-up process as practical satisfies one of IT's major ongoing projects. Read the entire page →
From page 199... ... TCRP Project A-29 Appendix E: Case Studies scheduling system, and has added functionality to its computerized scheduling over a number of years. The system has a close relationship with Giro, the Hastus developers, and many of the enhancements in the Hastus system are a result of this on-going partnership. Read the entire page →
From page 200... ... TCRP Project A-29 Appendix E: Case Studies at every sign-up for load and running time changes. Schedule and service needs drive the platform budget rather than having a number handed down and scheduling to that number. Read the entire page →
From page 201... ... TCRP Project A-29 Appendix E: Case Studies 5. Express routes: These are handled separately, within the same general time frame as the local routes. Read the entire page →
From page 202... ... TCRP Project A-29 Appendix E: Case Studies Recovery Time Providing adequate recovery time is considered as important as providing adequate running time. Recovery time is typically 10-15 percent of running time. Read the entire page →
From page 203... ... TCRP Project A-29 Appendix E: Case Studies Crew Opt, and Roster modules, then customized and added modules. Hastus has helped in calculating the impacts of new depots on mileage and cost. Read the entire page →
From page 204... ... TCRP Project A-29 Appendix E: Case Studies Vehicle Types and Effects on Schedules Three different types of vehicles are scheduled: 1. MCI coaches for express service 2. Read the entire page →
From page 205... ... TCRP Project A-29 Appendix E: Case Studies 2. How to develop a schedule proposal. Read the entire page →
From page 206... ... TCRP Project A-29 Appendix E: Case Studies Metrocard data only supplies route, direction, and time of swipe – not alighting stop and time. AVL will make a difference when it is up and running. Read the entire page →
From page 207... ... TCRP Project A-29 Appendix E: Case Studies The second example is related to the redevelopment of Gateway Mall. Working with Road Operations, Schedules led the agency to the right path in terms of ingress, egress, stop locations, and operator facilities. Read the entire page →
From page 208... ... TCRP Project A-29 Appendix E: Case Studies Figure E-3 TTC Service Planning Group Structure General Manager, Operations Manager, Service Planning Superintendent, Route & System Planning (14 Reports) Superintendent, Schedules (20 Reports) Read the entire page →
From page 209... ... TCRP Project A-29 Appendix E: Case Studies internal IT support staff have some form of scheduling background, which enhances the support that can be provided to the department. • Schedule Writers. Read the entire page →
From page 210... ... TCRP Project A-29 Appendix E: Case Studies 3. The Scheduling Superintendent presents the plan to the scheduling department 4. Read the entire page →
From page 211... ... TCRP Project A-29 Appendix E: Case Studies A large percentage of schedule-building time is spent on transition to/from peak periods. Schedulers manipulate running times, layovers and frequencies to achieve the best possible transition. Read the entire page →
From page 212... ... TCRP Project A-29 Appendix E: Case Studies the roster creation in Trapeze is undertaken using the automated features, after the days off patterns have been manually developed (i.e., Trapeze fills the empty slots automatically) Read the entire page →
From page 213... ... TCRP Project A-29 Appendix E: Case Studies Scheduling of owl services inherently presents scheduling complexities. When does the service day end? Read the entire page →
From page 214... ... TCRP Project A-29 Appendix E: Case Studies Reliefs to points requiring travel on a bus are provided with travel time based upon walk time + half the scheduled headway + average run time. The maximum run length is "eight hours plus half the route cycle time". Read the entire page →
From page 215... ... TCRP Project A-29 Appendix E: Case Studies TTC's scheduling process appears to have been developed over a long period of time to work in harmony with the strengths and weaknesses of the system. This is a benefit of having been a long-term user of a single computerized scheduling package. Read the entire page →
From page 216... ... TCRP Project A-29 Appendix E: Case Studies Organization Issues At TTC the Service Planning Department clearly takes a strong role in schedule development. The specification is provided to the scheduler in great detail – number of buses, how many pullouts from each garage, etc. Read the entire page →
From page 217... ... TCRP Project A-29 Appendix E: Case Studies Interestingly, TriMet undertook extensive analysis in deciding which system to purchase including asking potential vendors to produce run cuts. This allowed TriMet to compare potential efficiency impacts, a key element of assessing the overall financial impacts of scheduling software. Read the entire page →
From page 218... ... TCRP Project A-29 Appendix E: Case Studies Scheduling Process There are four bids per year. The September bid, occurring at the start of the school year, tends to have the most changes. Read the entire page →
From page 219... ... TCRP Project A-29 Appendix E: Case Studies The typical steps in the scheduling process at TriMet are: 1. The Service Planning department provides a specification, generally routes and service levels (not running times) Read the entire page →
From page 220... ... TCRP Project A-29 Appendix E: Case Studies TriMet sees headway maintenance/spacing as a key emerging issue for service quality. The result is schedulers are now giving greater consideration to this issue when developing schedules. Read the entire page →
From page 221... ... TCRP Project A-29 Appendix E: Case Studies other quality of life impacts. The analysis to date indicated that longer split runs tend to have fewer accidents than longer straight runs, but also tend to have high absenteeism levels. Read the entire page →
From page 222... ... TCRP Project A-29 Appendix E: Case Studies • Bus Stops System. A two-way interface between the Hastus Geo module and TriMet's internal ArcView stops management system is built and maintained. Read the entire page →
From page 223... ... TCRP Project A-29 Appendix E: Case Studies offset by concern that requirements and processing cycles are getting more complex. In addition, the next generation of some systems, such as AVL, is expected soon. Read the entire page →
From page 224... ... TCRP Project A-29 Appendix E: Case Studies increasingly complex, there is an increasing need for support staff, as well as for ensuring that these systems integrate together themselves to the greatest extent possible. Support for downstream technology is a major staffing issue going forward. Read the entire page →
From page 225... ... TCRP Project A-29 Appendix E: Case Studies Dan Boyle & Associates, Inc. Page E-76 • The vehicles sometimes start and end at different yards. Read the entire page →

From page 150...

... Transit Cooperative Research Program Project A-29 Controlling System Costs: Basic and Advanced Scheduling Manuals and Contemporary Issues in Transit Scheduling Appendix E Case Studies E.1 Introduction This appendix summarizes findings of the case studies. The project team proposed twelve case studies, after final approval by the project panel, to address a range of scheduling issues and cover a wide variety of transit systems.