Arriva Nederland
Directiesecr.&
algemene zaken Financiën
Marketing &
communicatie Risk management
HRM developmentBusiness
Integrale veiligheid Juridische zaken
Inkoop ICT
Techniek
Commercie
Beheer & milieu
Projectbureau Taxi OV Tour Algemeen Directeur Financieel Directeur Arriva Plc. Klantenservice Statutaire directie
1
Appendices
RijksuniversiteitGroningen Arjan Muntenga 1496905 2 OV Financiële administratie Evenementen ondersteuning Zuidsoost Fryslân Bedrijfsbureau
Arriva Trein Noord en ZuidwestFryslân GGD DAV Waterland
Directeur OV
ASL
Control
Rivierenland
Waterland Productieplanning Vestiging Contractbeheerder Productiemanager Assistent productiemanager Productieplanner BOA Buitendienst medewerker Vestigingsmanager Assistent vestigingsmanager Autobuschauffeur Materieelverzorger Accountmanager Regioassistent Regiomanager
City companies Connexxion Connex/BBA Arriva TCR Syntus 1.5 Appendix 5: Regions contractual transportation
RijksuniversiteitGroningen Arjan Muntenga 1496905 6 1.6 Appendix 6: Detailed process Map daily execution process
The detailed process map of the daily execution process is rather complicated and does not fit this page. It is printed on A1 and available at the author of this research.
Note: In the process map an arrow pointing towards a process indicates input. A square where the arrow originates from is the process which has to be executed to generate the right input. An arrow pointing of a process indicates the delivery of output, the square where the arrow ends is filled with an explanation of the process for which the output is needed.
Consultation process
The first activities visible in the detailed process flow include the consultation process. This consultation process can occur in different compositions of stakeholders but always includes the contractual constituent and a transport developer. In the map it is clearly indicated that two different possibilities for a change can occur. The distinction of these two possibilities is made by the transport developer his expertise and is based on his perception of the impact of the desired change. When the transport developer expects the change to have much impact on the contractual agreements he will involve the Region Manager and, in some cases several other stakeholders. In case of a change with little impact he will initiate all the necessary activities himself without the intervention of the Region Manager or other stakeholders. In these cases there is no synchronization between the Region Manager and the transport developer. At present many problems originate from Region Managers not taking responsibility for the modifications processed.
An infinite variety of inducements can exist for adjustments in the contractual agreements but the changes are always a result of the wish to implement new ideas, to make use of opportunities or to create new possibilities for quality improvements or cost reductions. These ideas, opportunities, and possibilities for improvements can arise from proposals of the contractual constituent, consumer platforms, traveler organizations, municipalities etc, the region manager, the production manager, transport planners, the transport developer himself or a composition of these stakeholders.
etc.) as well because the contractual constituent demands this. These stakeholders are invited to bring forward their opinions and wishes on basis of a proposal of the transport developer. The wishes of stakeholders, other than the constituent, are included in the decision-making process, but are not compulsory. In the end only the constituent has to agree to the changes made. The process of agreeing on the modifications is iterative and can last for several weeks or even some months. During the entire change process proposals are discussed several times and therefore the external consultation process is very time-consuming. The final adjustment in the contract is always performed in cooperation with the concerned Region Manager who is financially responsible and the contractual constituent who is responsible for the modifications in the contract.
At present no distinction is made between front- and back-office employees in addition resulting in a more difficult establishment of standardized procedures. A large disadvantage of the absence of this distinction is that customers have the possibility to choose their own starting point for entering the processes. Within the Bedrijfsbureau many employees are performing the activities differently, and therefore it is difficult to make improvements in the process. Besides the fact that customers can misuse their freedom for whatever reason, it results in working methods in which employees are not using the best ways to perform activities related to the process (Harrington, 1991).
Internal harmonization
Rijksuniversiteit Groningen Arjan Muntenga 1496905 8 checked by the transport developer. Together with several quantities the conceptual time table forms the basis for a last check performed by the transport developer. When the time table represents a good understanding of the developer his ideas the constituent is informed and the time table, after agreement of the contractual constituent, is final. At present the final agreement of the time table is not awaited to create public information.
Modifying transport plan and time table
Ultimately the transport developer translates all proposed changes in a new transport plan and includes the proposed time tables. The new transport plan and the time-table have to be signed for by the contractual constituent. When the transport plan is agreed the transport developer has to make his final decision on the amount of transport being outsourced. Arriva Taxi is charged with the outsourcing of the transport and therefore this transport does not have to be included in the succeeding planning processes. Outsourcing specific transport is partially based on transportation research, in which the current occupation of busses is researched and partially on output of transport planners.
Because the official agreement of the contractual constituent on the changes in the transport plan usually takes very long the transport developer indicates which proposals are done in the transport plan and are likely to be agreed in the end. At that moment the transport developer delivers the connection schedule to the transport planners and they start the succeeding processes. Firstly the routes are modified to the exact conditions in a region, which means that the actual placement of stop points in a geographical database has to be executed.
Consultation with operating departments
After the modification of routes the transport planner can start to make new blocks. Blocks are the schedules for the bus usage for every line during a day. Because of the fact that both blocks and duties have to be agreed by the concerning operating departments the process in which they get agreed is an iterative process. To give structure to these processes Arriva endeavors to structure every region in the same way. This structure can be seen in the organizational chart of the region Waterland1. Transport
planners are consultative towards production managers, who are trying to combine the fill up of wishes of the operating departments as well as taking care of the financial consequences of these wishes. Production managers structure and coordinate the wishes concerning blocks and duties within a region after which, together with transport planners, proposals are made which are evaluated and eventually have to be agreed by all parties. The transport planner has to create blocks and duties which are on the one hand efficient for Arriva and reduce costs to a minimum and on the other hand are satisfying to the operating departments. This process of mutual agreement on blocks and duties can last for several weeks. When blocks are final a calendar is filled with the prospected weekday, Saturday, Sunday and
summer schedules. This calendar is used for the predictions of management information. Once duties and blocks are agreed the transport planner has to start making rosters in which a certain pattern of duties is created to make sure drivers are not driving the same patterns each time. Normally rosters are accepted directly after production by the operating departments without complaint.
Besides the modifications concerning blocks and duties in case of an external request, internal requests for changes in blocks or duties initiated by production managers also appear. These requests can greatly affect the workload of the transport planners. In case of large changes the entire process of creating new blocks, duties and roster has to be carried out, in case of a small change without impact on the timetable only certain elements have to be modified. A request for changes always arises from dissatisfaction of drivers on the duties or blocks or the belief of a production manager that current costs can be reduced by rescheduling blocks or duties. On basis of the information provided by the production manager the transport planner proposes a new schedule for blocks and duties in which wishes are met as much as possible. These blocks and duties eventually have to be agreed by transport planners, the production managers and delegates of the regional employees. Only in case of small changes which are not concerning the contractual agreements, external stakeholders are not consulted and production managers directly contact transport planners to carry out small adjustments in blocks or duties.
Currently stakeholders are involved in the processes too late very often. Stakeholders placing requests for changes are not narrowly involved and therefore processes very often have to be performed several times. For example the contractual constituent is placing a wish for a change which requires a totally new transport plan. The constituent is only involved again whenever the new plans are entirely elaborated. When the constituent does not agree with the new plan, all effort has been useless. Another example is the production of blocks. A delegation of drivers is not involved until the first proposal for blocks is ready.
Note that the above described process is the most extended possibility of succeeding activities which are performed within the Bedrijfsbureau. It represents the entire process from the request with an intention to change something in a contractual agreement till the actual execution of the changes and production of management information.
Public information
Rijksuniversiteit Groningen Arjan Muntenga 1496905 10 patterns and has to make sure all used information is correct. The second planner is responsible for the providing of correct internet information. Digital public information on public transport of Arriva is provided to Openbaar Vervoer Reisinformatie (OVR) on a daily basis. They are publishing the information of all public transport related information on one website, and are trying to create synergy this way. Another form of digital published public transport information is the Arriva site. This site provides the same public Arriva transportation information as the OVR site. Information for this site is provided by the same transport planner. A public information related task of transport developers is to add text to all displayed public information media about the changes made. Once all corrections and modifications are carried out a date is set from which the package; including new roster files, crew files (duties), and vehicle files (blocks) has to begin. This date, together with the files, is given to application management who converts the Hastus files into DIS.
Actual execution
Within the Bedrijfsbureau two employees execute the conversions of Hastus data into DIS which is used at the operating departments for the short term planning. This conversion process starts when the planner and production manager have agreed the content of a package. Resulting form the agreement an approval is given to application management by the transport developer to convert the Hastus data to DIS. This is done by means of a copy on specific data files of Hastus made by the transport planner. An employee of application management converts the Hastus data to DIS and sets the future dates for which the package will be valid. Once the packages are loaded they are accessible to the production planners at the operating departments where they have the possibility to mutate premature for the short term planning. They can mutate in advance up to the end date of the package. Every week a planning is closed on Tuesday and therefore mutations can be done until the Tuesday subsequent a preceding week. After this Tuesday the mutated DIS data is closed for further modifications and a weekly export is made for Data warehouse and all its related components afterwards.
Management information
information is provided to the contractual constituents who demand specific information on the actual
provided transport during a contractual period.
For internal usage a budget forecast is made for the upcoming year which is mainly generated on basis of Hastus data. This forecast is provided to both the Executive Board and Region Managers. After every month a so called Maandmis is generated in which an enumeration of the actual provided transport is given. After which the actual transportation figures are compared to the forecasts on a monthly basis. The reports of this comparison can help Regional controllers and the management of Arriva to detect errors and identify financial problems on a regular basis. The Board of Executives of Arriva only receives, besides the forecasts, Key Performance Indicators (KPI) on a weekly basis. These KPI’s are generated from Data warehouse data and are sent to the Board of Executive where they are used to maintain a financially healthy company.
RijksuniversiteitGroningen Arjan Muntenga 1496905 12 H O O F D P R O C E S S E N B B O V ( M IS ) : I N ( v a n ) B B O V V E R Z O R G T : U I T ( v o o r ) IN ( v a n ) H A S T U S M I P O V 1 R E G IO / O P D R .G V R H A S T U S ( B B O V ) M I P O V 2 R E G IO / O P D R .G V R ( B B O V ) M I P O V 3 R E G IO / O P D R .G V R M IP O V M I P O V 4 R E G IO / O P D R .G V R D IS M I P O V 5 R E G IO / O P D R .G V R D I S ( R E G IO ) ( E N O V E R IG E I N F O M I P O V 6 R E G IO / O P D R .G V R ( R E G IO ) R IC H T I N G M I P O V 7 R E G IO / O P D R .G V R O P D R A C H T G E V E R S ) M I P O V 8 R E G IO / O P D R .G V R N C V L / A L B A T R O S M I P O V 9 R E G IO / O P D R .G V R N C V L / A L B A T R O S ( A S L ) M I P O V 1 0 R E G IO / O P D R .G V R ( A S L ) M I P O V 1 1 R E G IO / O P D R .G V R M I P O V 1 2 R E G IO / O P D R .G V R M P 5 M I P O V 1 3 R E G IO / O P D R .G V R M P 5 ( B B T D ) M I D D E L S M I P O V 1 4 R E G IO / O P D R .G V R ( B B T D ) D W H M I P O V 1 5 R E G IO / O P D R .G V R E N M IP O V - P L U S M I P O V 1 6 R E G IO / O P D R .G V R P E R M A N M I P O V 1 7 R E G IO / O P D R .G V R P E R M A N ( H R M ) M I P O V 1 8 R E G IO / O P D R .G V R ( H R M ) M I P O V 1 9 R E G IO / O P D R .G V R M I P O V 2 0 R E G IO / O P D R .G V R S M IL E M I P O V 2 1 R E G IO / O P D R .G V R S M IL E ( K L A N T E N S E R V IC E ) M I P O V 2 2 R E G IO / O P D R .G V R ( K L A N T E N S E R V I C E ) M I P O V 2 3 R E G IO / O P D R .G V R M I P O V 2 4 R E G IO / O P D R .G V R P R O T A X M I P O V R E G IO / O P D R .G V R P R O T A X ( T A X I ) M I P O V R E G IO / O P D R .G V R ( T A X I) M A A N D / K W A R T A A L / J A A R M I P O V R E G IO / O P D R .G V R I N ( v a n ) B B O V V E R Z O R G T : U I T ( v o o r ) IN ( v a n ) D IS D IR E C T IE H A S T U S ( R E G IO ) R E G IO M A N A G E M E N T ( B B O V ) P R O D U C T IE M A N A G E R S P R O D U C T IE P L A N N E R S K P I 'S R E G IO C O N T R O L L E R S F O R M A T I E B E R E K . M I D D E L S V E S T . M G R S O N T W I K K E L IN G E N ( R E G IO /V E S T .M G R ) D W H /B O K P I'S ( V E R V O E R K U N D IG E ) E N D E A N A L Y S E D A A R V A N P R O G N O S E M O D E L V A R IA B E L E N U R E N B E S T E D I N G ( D IE S E L P R IJ S E T C . ) C H A U F F E U R W E K E L I J K S ( F & A ) I N ( v a n ) B B O V V E R Z O R G T : U I T ( v o o r ) IN ( v a n ) M U T A T IE S ( R E L E V A N T E ) L IJ N E N N E T T E L P U N T E N ( V E R V O E R K U N D I G E ) ( V E R V O E R K U N D IG E ) W R O O V - L IG H T B A S IS D A T A N E A J A A R K A A R T H O U D E R S T .B .V . H E T T E L G E G E V E N S ( R S ) W R O O V - L IG H T N O V E M B E R O N D E R Z O E K A L G E M E N E R E L E V A N T E I N F O R M A T IE ( A F H . ) J A A R L I J K S
1.8 Appendix 8: proposed detailed process map daily execution process
The proposed detailed process map of the daily execution process is rather complicated and does not fit this page. It is printed on A1 and available at the author of this research.
Note:
Rijksuniversiteit Groningen Arjan Muntenga 1496905 14 Invoer routes
(Hastus)
Aanmaken/copy maken
routeversie Aanvraag eindig maken routeversie
Route definiëren - systeemnummer - omschrijving - routeversie - richting - richtingomschrijving - voertuigen - publiek nummer
In geval van copy
Opbouw en plaatsing haltes in GEO - place afkorting - naam opbouw - loze zonenummers -financiersgrens - brugwachters - extra halte informatie
- car trigger punten - Geo Bouwen basisroute - plaatsen places - plaatsen stops - aanmaken varianten Genereren routeafstanden
in GEO Aanleveren routebestand vervoerontwikkelaaar
Aanvraag documentatie wijzigingen
1.10 Appendix 10: General throughput times (Microsoft Office Project)
The general throughput times are produced in Microsoft Office Project 2005 and are available at the author of this research or at the Operational Manager of the Bedrijfsbureau of Arriva.
(Download the required Project Reader (Evaluation version) at: http://www.projectreader.com/download-microsoft-project-viewer.htm) 1.11 Appendix 11: Proposed planning method (Microsoft Office Project)
The proposed planning method is produced in Microsoft Office Project 2005 and is available at the author of this research or at the Operational Manager of the Bedrijfsbureau of Arriva.
Rijksuniversiteit Groningen Arjan Muntenga 1496905 16 1.12 Appendix 12: Data flows related to Hastus
