Subway Cars Acquisition

Subway Cars Acquisition Understanding the need before outlining the specifications and designing the car FPS a powerful tool CSVA Conference October 28, 2008 André Baril, eng. Richard Vézina eng., M.Sc.A. CVS

Presentation Plan 2 1. Project context 2. FPS target objectives 3. Methodology 4. Results 5. Value of the process STM 2 6. Conditions for success 7. Conclusions 8. Question period STM s point of view

Project context 3 Subway originally built in 1966 Two series of subway cars in service MR-63 (1963), to be replaced (40+ yrs. of service) MR-73 (1973) May 2006: authorization to acquire 342 new subway cars Project divided 3 into 13 packages, including section 5, Definition of new subway cars Realization over 8 years Total budget $1.2B

Project context 4 2012: delivery of first subway train Project objective: Define, acquire for a fair price and implement the new cars, while improving client satisfaction and the company s s performance. 4

FPS-related issues 5 Define STM s needs, constraints and expectations to serve as input to the newly- formed project office Mobilize and facilitate operational integration Leverage internal expertise 5

FPS target objectives 6 FPS makes it possible to: Position internal client in the process Define the STM s needs list Record needs in a single directory Create benchmarks to evaluate the supplier s solution 6 solution Mobilize employees and align resources Be equipped with a robust, dynamic tool

Methodology 7 Facilitate the needs analysis process teams Consolidate work of teams Summarize work Produce final FPS 7

Methodology 8 Needs model (functional tree) 8

Methodology 9 9

Methodology, STM s efforts, staff time 10 Function (structured workshops) Participants FPS Training workshop 54 1. Attract client 15 2. Secure movement 20 3.1 Control train 14 3.2 Move train 17 3.3 Maintain train 18 Maintain train second workshop 9 4. Communicate with client 16 5. Circulate client 14 6. 10 Finance operations (Generate independent revenue) 11 7. Respect environment and sustainable development 8 Total: Approximately 250 person-days in 3 months Additional workshops (96 employees - base staff): 10 workshops completed

Overview of results 11 Flexibility (by level) F0 F1 F2 F3 TOTAL Number of criteria in the FPS 11 261 221 31 14 611* *527 with Flexibility (F0, F1, etc.) and 84 with values (Min., Max. or split) Work to be done by the PO: 151

Results Example of FPS content 12 F1F2 CRITÈRE NIVEAU Devoirs - action COMMENTAIRES 3 Faire circuler le train 3.1 Contrôler le train Compatibilité du système de Système actuel F0 114 (vide) (vide) localisation des trains Conduite du train Automatique F0 115 (vide) Contrôle de la distance entre Automatisé F0 116 (vide) (vide) les trains Délai de localisation des trains Temps réel F0 119 (vide) Connaître le positionnement des trains en tout temps Option conduite en mode Exigée F0 120 Mode dégradé à définir (vide) dégradé Option conduite manuelle Exigée F0 121 (vide) (vide) Points de commande des manœuvres du train Loge active F0 122 (vide) (vide) Positionnement des commandes des manœuvres du train (ergonomiques et fonctionnelles) Face à la direction du déplacement 12 F0 123 (vide) (vide) Précision de l'arrêt (m) 0,2 Max. 124 Précision requise à valider (vide) Interventions de l'opérateur à partir de la loge Maximum F1 (vide) Interventions faites à partir de la loge le plus souvent possible pour minimiser les délais. Contrôler la fermeture complète des portes et le démarrage du train sans devoir se déplacer. Comparaison du temps réel vs Disponible pour l'opérateur F3 126 (vide) (vide) planifié Mode de contrôle du temps en station FLEXIBILITÉ Automatisé F1 127 (vide) Temps d'arrêt environ 20 sec. actuellement, équilibre avec temps de parcours, équilibre de la ligne Mode de contrôle des portes Manuel en option F0 125 (vide) (vide) no critère

Results Link between needs and systems 13 F1F2 Criteria Level FLEXIBILITÉ 00A 00B 00C 050 051 052 053 054 055 056 057 058 059 060 061 062 064 065 3 Faire circuler le train 3.1 Contrôler le train Compatibilité du système de Système actuel F0 114 localisation des trains (vid (vid 3 (vid (vid (vid (vid 3 (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid Conduite du train Automatique F0 115 (vid (vid (vid (vid (vid (vid (vid 3 (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid Contrôle de la distance entre Automatisé F0 116 les trains (vid (vid (vid (vid (vid (vid (vid 3 (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid Délai de localisation des trains Temps réel F0 119 (vid (vid 3 (vid (vid (vid (vid 3 (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid Option conduite en mode Exigée F0 120 dégradé (vid (vid (vid (vid (vid (vid (vid 3 (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid Option conduite manuelle Exigée F0 121 (vid (vid (vid (vid (vid (vid (vid 3 (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid Points de commande des Loge active F0 122 manœuvres du train (vid (vid (vid (vid (vid (vid (vid 3 (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid Positionnement des 13 Face à la direction du F0 123 commandes des manœuvres déplacement du train (ergonomiques et fonctionnelles) (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid Précision de l'arrêt (m) 0,2 Max. 124 (vid (vid (vid (vid 3 3 3 3 (vid (vid (vid (vid (vid (vid (vid (vid (vid (vid Interventions de l'opérateur à Maximum F1 (vi (vi (vi (vi 3 (vi 3 (vi 3 3 3 3 (vi 3 (vi 3 (vi (vi partir de la loge de) de) de) de) de) de) de) de) de) de) Comparaison du temps réel vs Disponible pour l'opérateur F3 126 planifié (vid (vid (vid (vid (vid (vid (vid (vid (vid 3 (vid (vid (vid (vid (vid (vid (vid (vid Mode de contrôle du temps en Automatisé F1 127 station (vid (vid (vid (vid (vid (vid (vid (vid (vid 3 (vid (vid (vid (vid (vid (vid (vid (vid Mode de contrôle des portes Manuel en option F0 125 (vid (vid (vid (vid (vid (vid (vid (vid (vid 3 (vid (vid (vid (vid (vid (vid (vid (vid no critère N o système

Value of FPS process STM s point of view 14 Global process that Considerably limits omissions Allows clients to precisely define their expectations (content and relative importance) Mobilizes the company resources Positive elements Excellent coverage in the business Employees generally feel a sense of recognition 14 High level of employee appreciation Usefulness of FPS results 80% contribute to defining the expected product 20% were obvious

Conditions for success 15 Plan process well Have management approve process Carefully select and train participants Ensure complete representation while avoiding redundancy and bystanders Obtain professional, independent and qualified facilitation 15 Ensure group leader s s permanent presence at workshops Avoid absence and replacement of participants Validate workshop results with operational managers

Conditions for success Other considerations 16 Caution Do not create false expectations; keep participants well informed Limitations Consultation at very beginning of project process. Cold start. Possibility of challenging elements after the fact. 16 FPS have limitations Special effort Processing and ownership of criteria by project office

Conclusion 17 Time will confirm relevance of our choice The MR-08 team continues to experiment STM uses FPSs in other projects STM frequently uses VA/VE in its major projects in order to maximize added value 17

FPS 18 Questions? Your 18 turn to speak