Onboard training from London to Inverness - theforum.social
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
2020 Innovation & Transformation Awards
Onboard training from
London to Inverness
See how planning helped tackle complex challenges in introducing
the first new train type in 30 years, itself the first step in a journey
of digital transformation.
Summary
Successful implementation of the new Azuma trains has depended as much
on the planning and delivery of training, as the technical introduction of the
trains themselves. This required complex planning on such a crowded rail
network, including suspending two daily services and gaining flexibility on
schedules from colleagues. Yet over 1,600 crew were successfully trained, at
the same time that trains were being tested and drivers trained, losing only
one service in 18 months. Customer experience is transformed – moving
LNER to 3rd out of 28 operators. And technology now provides new facilities
and data, paving the way to expand the services further, in a competitive
marketplace. Adapting key planning approaches, to face new challenges with
limited technology, this is all about engaging with people at the right time to
bring them on board on this strategic journey of change.
Key Initiatives “We needed to change the way we
work at LNER. We’re bringing the
railway into the digital world.”
Digital transformation and customer experience
Chris Wilkinson
Customer satisfaction has risen 20 points since the Azuma roll out commenced CX Strategic Resource Manager
and the new train brings with it the future of the railway. 30 year old rolling
stock is being replaced with new technology that enables greater insight to “We got staff & union buy-in
how the trains are used, expected passenger numbers, journeys undertaken before changes started. We
and how people use the train’s facilities. This insight can now help optimise created trainers within the
solutions to passenger demand. Data previously unavailable also now drives workforce.”
better resource utilisation, making their service sustainable and supportive of Aled Gardner,
Regional Resource Manager (North)
forthcoming growth plans. Customers benefit from faster and more comfortable
train journeys and LNER benefits from providing them in a more cost-efficient “Refresher courses were needed
manner. “Now 3rd (out of 28) for staff satisfaction” “Azuma enables growth” due to delays in the Azuma
“It’s a crowded market and a busy network” “Counting passengers was a rollout out of LNER’s control.”
manual task”. Jemma Webster,
RRPM
Training trains: learning on the move
“Using the iPhone to communicate
The Azuma train is completely different to those it replaces, in scale and
with the team, using QR
facilities, so it was essential to provide crew with a realistic experience. codes and video has sped up
What’s more, colleagues being trained were also testing the new trains; course communication.”
completion confirmed that trains were functioning correctly. On-train training Kevin Keighley,
made it real, but it was a radical break from the classroom-based approach of RRPMr
the past and scheduling this raised many new challenges. Two regular services
were suspended whilst the new Azumas were run for 5,000 miles at 125mph as
‘training classrooms’. In excess of 300 runs took place over 18 months, preparing
colleagues in 11 different roles, 1,600+ crew and station colleagues. In some
services family members were invited and served. Colleague feedback was
overwhelmingly positive, stating the training enabled them to work on and
with the new Azuma with confidence. “Who doesn’t like something new”
“Critical to Azuma rollout”.
1
Best Practice Guide © Professional Forums Ltd 2020
Results
Key challenges: keeping the service running ■ 1,600 train crew trained in
This approach brought new and complex challenges. It’s not easy to ensure 11 different roles
people and trains are planned together on the UK’s busy rail network. No ■ 92% colleagues suggested
additional train movements were possible, so people had to fit around the trains, Azuma training
even when availability often changed. Services run from London to Inverness ■ Training completed in 18
through four regions, with planners in each region co-ordinating their training months
plans, so that colleagues were in the right place to be trained on appropriate
trains. Planning had to take account of location and travel time, to comply with ■ 20 point increase in
worktime policies and ensure colleagues started and ended their shift at the customer satisfaction
same station. What’s more, during the roll-out of the new trains, normal services ■ 3rd most popular train
had to continue and crews were deployed differently. This was all achieved company, 6th out of 28
whilst minimising the impact to all colleagues, without the ability to further
change the train timetables. “Hitachi own the trains not LNER” “Four regions but
only two trains” “This was a massive challenge”.
Collaboration: before and during change
Colleagues needed to be exceptionally flexible in their working hours and
location, so collaboration was central to the implementation. Trade Union
support was obtained through sharing plans and incorporating their
recommendations. Colleagues were concerned how the changes would affect
them, so online forums were set up to share information including videos
of the new trains, the outcome being a clear picture of what was to come.
All training was conducted by carefully selected colleagues (super-users),
who were known and trusted. To stop myths and misconceptions from early
attendees, every colleague was given an iphone, to access on-demand videos,
see information as passengers would experience it and communicate with each
other. “This was about people not managers” “It’s a massive
collaboration project”.
Planning: do more with no more
“It is impossible to make a
When presented with the new roll out plans the challenge of implementing the
classroom feel like a train.”
training plan was three-fold: changes to the normal services and staffing; lack
Julia Warrilow,
of previous experience; speed and quality of completion. Resource planning has Azuma Trainer
been based on rosters created 30 years ago since the previous train roll out of
this scale. Colleague understanding and manual scheduling processes enabled “Changing for the better. We
the Resource Planning Team to use their knowledge to allocate training and understand the impact to our
cover shifts effectively, using Excel. The shifts were input to the roster tool to customers.”
check they complied to worktime policy and to share them with colleagues. Ken Begol,
The additional work has been absorbed within the Planning team through Head of Onboard South
collaborative working and prioritisation of existing tasks. “Get the training done
“It’s important to feel how a
quickly and well” “Understand people when allocating training shifts”.
train moves. On-train training
allows the touch and feel that
classroom training could not.”
“Understanding people is important “Everyone learns in different ways.
Kat Rowley,
when allocating shifts … they know Staff trusted us. They knew who we
Azuma Trainer
they are valued.” were.”
Sarah Runacres, Darren Shawcroft, “The UK rail network is the
RRPM Azuma Trainer busiest in the world, with 22
hour daily operational hours.”
“We’re proud to have achieved what “We believe this is an implementation
Chris Wilkinson
we have. We had to get the training standard … engagement to meet
CX Strategic Resource Manager
done quickly and well.” challenges that build resilience.”
Angela Owen, Claire Ansley,
RRPM CX Director
LNER history traces back to 1920 taking over running services on the East Coast in June 2018 between London and
Inverness with expansion planned for 2021. Service is planned over four UK regions and 53 stations. Systems used 2
includes Excel and Crew Plan roster tool.
Sharing with and learning from other travel providers
Key to success was LNER’s collaboration with other train operators who have
introduced similar trains and the airlines whose travel experience they aim
to emulate. Before any Azuma entered service, relationships were built with
operators of similar trains to learn from their experiences and to understand
best practices: training methods, customer reaction and impact to colleagues.
Understanding how airlines operate led LNER towards understanding that
experience starts with ticket booking and ends at their final destination, more
than traveling on the train. Predicting what customers wanted enabled LNER
to make improvements to its ticket booking processes, customer information
service at stations and travel centres as well as on the new trains. “Making train
travel a positive experience” “LNER is open to new ideas”.
Collaboration: supplier as partner
LNER do not own the trains that carry their livery, they lease them from their
manufacturer, Hitachi. Traditional relationships centred around the availability
of the contractual number of trains and adapting to any changes imposed to
meet that obligation. Often LNER were apologising for changes that frustrated
the customer, whilst Hitachi’s role in improving customer experience was
an area for improvement. The collaboration between both to implement the
online training has provided a platform to build a new relationship that now
helps Hitachi make better decisions for LNER customers that ultimately builds
satisfaction in both brands. The partnership has provided the basis on which
LNER can expand its service with confidence that quality will remain high.
“Government ownership enabled better supplier relationships” “Staff and
“This is innovation for the industry.
passengers did not initially like the new connected trains as they couldn’t move
Other rail companies are looking
between all 10 carriages”. at us. We are rivalling the
airlines.”
Chris Wilkinson
CX Strategic Resource Manager
“A prolonged period of training
presented challenges.”
Aled Gardner,
Regional Resource Manager (North)
“Processes have always been
manual.”
Angela Owen,
RRPM
“Recruitment is challenging
as training takes four months.
Previously recruitment has not
always been in the right location.”
Kevin Keighley,
RRPM
3
Best Practice Guide © Professional Forums Ltd 2020
Results
Planning enables more than change ■ 93% colleagues felt
New legislation on reducing carbon emissions meant LNER had to remove all training followed
old high speed diesel locomotives from service by 2020. This change and the appropriate time-scales
decisions to suspend two services and to train colleagues on trains were given ■ Only 2 daily services
as a fixed requirement to the Resource Planning Team. The positive reaction to cancelled to facilitate all
the challenge, as well as the outcome, has elevated the Team’s status within train-based training
the Operation. The age-old challenge of geographic recruitment is one the ■ Journey times shortened
Resource team now lead upon, as is the investment in crew rostering systems by 20%
and resource planning and performance monitoring tools. In the digital age,
more data and insight is being incorporated within the Planning team. “30 years ■ Running 156 trains per
behind in terms of insight” “Efficiency is driven through planning”. day using 45 new Azuma
plus one older train type
Speed, quality and budget in planning decisions
A clear budgetary framework underpinned the change agenda and having
a good understanding of this was critical to delivering optimised training
schedules. Speed and quality of training were most critical and having an
extended budget for overtime was not a failure, it’s planned use was a key
enabler for the crew training and subsequent cover schedules. Crew had to be
trained before Azuma trains could be put into operation and a missing crew post
would result in a delayed or cancelled service and an operational fine. Overtime
was utilised, with trade union agreement, to enable staff to move to and from
the training trains. Because the training experience was positive, crew accepted
the inconvenience. “Customer service and speed of delivery rather than short
term cost” “Only Azuma trained staff can crew them”.
Crew feedback on the training
92% recommended the Azuma training with positive comments including:
■ Training was fantastic! Can we go again?
■ It was great and very informative “We worked around staff
personal commitments, but
■ Had a great day — enjoyable experience!
fitting staff shifts around
■ Learnt a great deal, was exciting and captivating training was challenging.”
■ Many questions answered, hands on teaching
Sarah Runacres,
■ Fantastic insight into new trains RRPM
■ Very interactive and informative
“Front-line staff became the
“New trains are payback to loyal “This is a massive collaboration trainers. Training included
customers.” project … open to new ideas.” our social media team.”
Aled Gardner, Ken Begol, Darren Shawcroft,
Regional Resource Manager (North) Head of On-board South Azuma Trainer
“It takes 52 week and 5 stage process “Azuma is easier to operate, but “This time everyone was ready
to bid for track space to run more everything about the new trains is from live day.”
trains.” different, even the drinks trolleys.” Kat Rowley,
Chris Wilkinson Kevin Keighley, Azuma Trainer
CX Strategic Resource Manager RRPM
“We expect efficiency to be
driven through the planning
teams.”
Claire Ansley,
CX Director
“It’s all done on Excel, because
it’s all we have.”
Aled Gardner,
Regional Resource Manager
(North)
4
You can also read
