Elevator & Escalator
2011
First Quarter Report
Maintenance of Way
June 24, 2011
Highlights
• Elevator and escalator availability indicates a
slight improvement from last quarter
• New maintenance cycles implemented in April of
2011
• Management’s growing concern regarding
performance and negative public perception
• Strategic Initiative currently performing a
process review
• NYCT a member of a Consortium consisting of
six-transit agencies
• Moving Forward
2
Elevator & Escalator Availability
• Elevator availability improved by 0.1%
from last quarter
• Elevator availability is 0.2% below goal of
97.1%
• Escalator availability improved by 0.7%
from last quarter
• Escalator availability is 3.6% below goal of
96.0%
3
New Maintenance Cycles
• Implemented in April of 2011
• Moved to 4-6-8 week cycles
• Maintenance cycles determined by:
– Age of Equipment
– Passenger Loading
– Manufacturers’ recommendations
– Past performance/maintenance history
• The results of this new cycle towards
improving availability are still unknown
4
Management Concerns Regarding
Performance
• Performance below NYCT’s goal and also
below other transit agencies
• Public perception of performance - negative
• Latest IG report, ineffective use of remote
monitoring system
• The need to fully utilize LiftNet capabilities
• The need for new leadership at top
5
Strategic Initiatives Review
• Productivity
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Improve procedures to verify completion of work
Introduce major overhaul program
Improve training
Dedicate vehicles to on-time tool & material delivery
Reduce time spent on admin tasks
• Prioritization
– Pilot a dedicated planner and scheduler
– Schedule shifts back to back
– Equip teams with radio
• Improved Customer Communication
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–
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Activate text message alert service
Improve outage signage in stations
Connect elevator help button calls to E&E control desk
Improve website communications
6
E&E Consortium
• Six transit agencies involved:
–
–
–
–
–
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NYCT
BART
CTA
MARTA
SEPTA
WMATA
• Develop a consistent training curriculum
• NYCT committed to invest approximately $250K
7
Moving Forward
• Implement new leadership
• Continue working closely with the
Strategic Initiatives Group
• Complete resource review to determine
needs
• Analyze data from new maintenance
cycles
8