Efficient technologies in railway transport

– automation of the forecast of the use of network resources, with the coordination of throughput and processing capacities, as well as the technology of planning and management of traction resources, the development of technical standards of operational work;

– mutual linking of fully functional automated workplaces of employees of the Central Directorate;

– the transition from solving disparate tasks to interrelated calculations of the formation plan and train schedule, taking into account specific technologies.

That is, the whole complex of technologies for managing the transportation process.

The automated system for organizing the movement of trains on the high-speed Moscow-St. Petersburg route is already solving the tasks of monitoring compliance with the technology of passing high-speed SAPSAN trains. The successful experience of operating the automated train control system “ACS-D” during the Winter Olympic Games has shown the possibilities of solving problems of automation of dispatching control of train traffic and route preparation. During the Olympic and Paralympic Games, the train schedule exceeded 99% with an average daily circulation of more than 200 pairs of trains.

In the future, it is proposed to gradually introduce this system at all operating sites equipped with dispatching centralization, and with modernization and new construction, this requirement is now laid down in the technical conditions.

The largest port station Luzhskaya is implementing the most modern technologies and technical means, most of which will be implemented for the first time on Russian railways.

This is a dissolution management system that allows organizing the sorting process for one person (the person on duty on the hill), pulling up the cars in the sorting fleet, managing the locomotive without the participation of the driver, a special automated mode for the dissolution of wagons with dangerous goods, electronic document management.

The draft Program assumes the implementation of measures aimed at excluding a person from the process of securing rolling stock, inspecting trains, both commercially and technically.

Technological effects during the implementation of the second block of measures will be achieved by reducing the downtime of wagons at technical stations, increasing the speed of transportation, reducing the duration of paperwork at loading and unloading stations.

The third vector is the introduction of a comprehensive system of local work management aimed at improving economic efficiency.

In this section of the Development Program, measures have been developed for two directions – improving the efficiency of local work and reducing the unprofitability of inactive lines. They provide for the improvement of the technological processes of the stations, the transition to economic criteria for evaluating local work, the optimization of resources, the introduction of technology to ensure commercial reliability of cargo delivery for the entire route of their route.

As part of the ongoing work on the categorization of railway lines, it is proposed to revise the standards for the technical content of the infrastructure, optimizing them depending on the volume of cargo transportation.

As part of the optimization of the work of inactive lines, it is proposed to develop a program for combining professions, when in the target state, one of the employees of the locomotive crew must perform the duties of a receiver, a car inspector, a train compiler.

A similar combination of professions (electrician – station attendant) is offered when organizing the passage of trains and troubleshooting technical means.

The fourth vector is to increase the level of interaction between the vertical of traffic management and branches included in the business block “Railway transportation and infrastructure”.

Improving the efficiency of transportation process technologies is impossible without the development of cross-functional connections, their optimization and exclusion of inefficient ones.

In order to increase the level of block production activity and the level of customer orientation of the units that are part of the business block “Railway transportation and Infrastructure”, it is planned to develop regulations defining the order of annual and monthly planning, taking into account the existing infrastructure capabilities and carrying out the necessary repairs. It is planned to update the regulations of interaction between branches included in the business block “Railway transportation and infrastructure”, taking into account the end of its formation.

Since 2010, the company has been carrying out purposeful work to improve the system of material incentives for labor collectives, aimed at fulfilling the main strategic tasks to improve work efficiency through a system of bonus indicators and performance of production tasks.

Two years of work of the Regulations on the integrated crew of the marshalling yard have shown that the collective form of labor motivation is an effective tool for stimulating personnel to achieve their tasks, in which the amount of encouragement directly depends on the results of the work of all participants in the technological process. It is necessary to extend the provision on the integrated brigade to all marshalling yards of the network and solve a set of issues related to the development of a unified automated information system for monitoring the performance of bonus indicators for employees of integrated brigades and evaluating the performance of employees per shift.

The introduction of the Regulation on the integrated dispatching change of the railway is a qualitatively new round in the development of collective forms of labor stimulation, which is based on the competitive principle of dispatching personnel of the Directorate of traffic Management, infrastructure, track repair and other operational workers of the railway landfill, providing the transportation process within its borders.

In order to synchronize the tasks facing the collectives of linear stations and dispatching personnel, it is necessary to provide for uniform (end-to-end) bonus indicators in motivational schemes not only along the verticals of functional branches, but also other divisions included in the business block “Railway transportation and Infrastructure”.

The fifth vector is to increase the status of employees of the engineering unit in the implementation of the company’s priority tasks.

Today, one of the key success factors in solving the strategic tasks of the holding’s development and increasing labor productivity is the involvement of engineering workers in innovative and modernization processes taking place in railway transport. Specialists with the necessary professional and corporate competencies should act as carriers and conductors of innovative ideas that will form the basis of qualitative changes in the Russian Railways holding.

This ability must be developed in the employee throughout the entire period – from the moment of admission to the university until the end of employment directly at the enterprise. In addition, an important role is played by the process of employee satisfaction with the process of their work, the possibility of realizing their ideas in production.

To solve this set of problems, it is proposed to implement a number of measures, such as the introduction of new training standards, which will be directly linked to all the developments that are being carried out at Russian Railways. To identify the most promising employees and their business qualities, it is proposed to conduct evaluation activities. To exchange experience, create regional councils of engineers with periodic forums.

The implementation of the Program is aimed at achieving the strategic goals of the Russian Railways Holding. The economic assessment was carried out according to two development options – pessimistic and conservative.

In the conditions corresponding to the pessimistic scenario, the following targets are envisaged for the period up to 2030: an increase in the local speed to 41.0 km/h, the average weight of a freight train to 3,965 tons, locomotive performance of 2,057 thousand tkm. br., the share of shipments delivered within the regulatory (contractual) period of at least 91.7%.

The total accumulated (period 2015—2030) economic effect is estimated at 5.5 billion rubles (without the price factor in the working conditions of 2014, regardless of market conditions), including: 3.3 billion rubles. rub optimization of operating costs and 2.2 billion rub reduction of financial risks of making claims for late delivery of goods.

The implementation of the Program for the development of the vertical traffic control will lead to an annual optimization of the need for traction resources by improving the quality indicators of the use of rolling stock. To calculate the economic effect, the parameters of the dynamics of the average daily performance of the locomotive are used as a complex indicator that takes into account the dynamics of the local speed, the average weight of the train, the average daily mileage, the budget for the use of the locomotive, etc.

The total accumulated effect of optimizing operating costs by reducing the need for traction resources (to the level of the previous period) while increasing the average daily productivity of the locomotive to 2057 thousand tkm. gross (corresponds to the pessimistic scenario of the Development Strategy of the Russian Railways holding until 2030) is estimated at 3.3 billion rubles.

The implementation of the Transportation Management Vertical Development Program will lead to a reduction in financial risks for accrued claims for late delivery of goods when the delivery reliability level of 91.7% is reached by 2030 (corresponds to the pessimistic scenario of the development of the Russian Railways holding until 2030).

The total accumulated effect of minimizing financial risks on accrued claims for late delivery of goods while increasing the level of reliability to 91.7% (corresponds to the conservative scenario of the Strategy developed by the Russian Railways Holding until 2030) is estimated at 2.2 billion rubles.

The implementation of the Program in conditions corresponding to the conservative scenario of the development of the Russian Railways holding will allow achieving targets for the period up to 2030: increasing the local speed to 46.5 km/h, the average weight of a freight train of 4,200 tons, locomotive performance of 2,193 thousand tkm. br., the share of shipments delivered within the regulatory (contractual) period is not less than 95%.

The total accumulated (period 2015—2030) economic effect is estimated at 15.4 billion rubles (without the price factor in the working conditions of 2014, regardless of market conditions), including: 8.9 billion rubles – optimization of operating costs and 6.5 billion rubles. rub – reduction of financial risks of making claims for late delivery of goods.

The implementation of the Program for the development of the vertical traffic control will lead to an annual optimization of the need for traction resources by improving the quality indicators of the use of rolling stock.

The total accumulated effect of optimizing operating costs by reducing the need for traction resources (to the level of the previous period) while increasing the average daily productivity of the locomotive to 2,193 thousand tkm. br. (corresponds to the conservative scenario of the Development Strategy of the Russian Railways holding until 2030) is estimated at 8.9 billion rubles.

The implementation of the Transportation Management Vertical Development Program will lead to a reduction in financial risks for accrued claims for late delivery of goods when the delivery reliability level of 95% is reached by 2030 (corresponds to the conservative scenario of the development of the Russian Railways holding until 2030).

1.3 Ways of business development and customer orientation of the Russian Railways Holding

Today, both at the state and corporate levels, there is an increased understanding of the need to move to setting long-term goals and objectives and forming an integrated strategic management of production processes. By order of the government, amendments were made to the Transport Strategy of the Russian Federation for the period up to 2030, which defined the main goals of the development of the country’s transport system in modern macroeconomic conditions, fixed the state policy in the field of management and support of modes of transport, including rail. One of the key changes was greater customer orientation, consolidation of requirements for the quality and reliability of the services provided.

Changes also continued in the strategic management system at Russian Railways. Approved by the Board of Directors of the company at the end of December 2013, the strategy of its development until 2030 determined the course for the formation of a vertically integrated transport and logistics holding and building a management system for five key business blocks. Due to the diversification of activities, a synergistic effect is formed, bringing the financial result of the holding to a much higher level compared to the model of an exclusively infrastructure company. In early February 2014 The Board of Directors of JSC “Russian Railways” approved the control parameters of the target state of the holding for the period up to 2030 in general and for the main business blocks.

It should be recalled that in 2014 the work was carried out in conditions of non-indexed tariffs, insufficient compensation for unprofitable passenger traffic, changes in the structure of cargo and passenger flows. However, the company has once again proved its ability to fulfill the tasks it faces.

Concrete steps have been taken to form a single window system: a decision has been made to concentrate a number of functions of cargo and commercial work at the central and regional levels in the contour of the transport and logistics business block. A vertical for passenger transportation management has been created and is already functioning.

Today, the system as a whole is clearly visible. Through the business blocks “Transport and Logistics” and “Passenger transportation”, the needs of customers are transformed into the production tasks of the holding, and they, in turn, are solved by the business block “Railway transportation and infrastructure”.

Interregional and regional coordination councils under the chairmanship of railway chiefs play a significant role in realizing the logistics potential of the holding. In close cooperation with regional authorities and transport market participants, issues of meeting the demand for rail transportation, attracting additional volumes of cargo are being resolved, proposals for the provision of new transport products are being formed.

The key activity of the business blocks “Transport and Logistics” and “Railway transportation and infrastructure” should be the expansion of the portfolio of services provided, which are fixed by the timetable and the train formation plan as key consolidating documents.

The holding already offers customers not just transportation, but also door-to-door cargo delivery, organization of transportation in international traffic involving several modes of transport.

In order to obtain the maximum synergetic effect, the company is forming an organizational vertical for managing customer orientation and business development for all types of holding activities with the creation of a Business Development and Customer Orientation Department in the corporate center. Relying on the powers of this department and the processes of inter-block coordination established by it, it is supposed to manage the value chain for the client, the quality of internal and external services and the mutually coordinated development of business blocks.

Working in the new evaluation system, all business blocks and business units, fulfilling their specific indicators, are primarily obliged to ensure access to the general parameters of development and efficiency improvement. This is what interaction and coordination in the holding should be based on.

The task of consolidating car fleets remains relevant. In recent years, many technological and management solutions have been worked out in practice. This allowed us to form an understanding that the solution of this problem is possible through the implementation of a rental scheme that will concentrate the management of parks in one hand.