Annual Report 2006 - Euromaint
Annual Report 2006 - Euromaint
Annual Report 2006 - Euromaint
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EuroMaint Rail<br />
Maintenance of Stockholm’s<br />
commuter trains<br />
– a prestigious contract<br />
During the night between 17 and 18 June <strong>2006</strong>, the company Citypendeln transferred operation of Stockholm<br />
Transport’s (SL) commuter traffic to Stockholmståg, with EuroMaint Rail as the maintenance supplier.<br />
The competition from Swedish and foreign players alike was particularly strong for this prestigious contract.<br />
“We didn’t pay that much attention to the competition, instead we<br />
concentrated on SL’s needs and, together with our partners in the<br />
Stockholm Train Alliance, on finding the best solutions,” says Niclas<br />
Flodin. He is the Contract Manager for the maintenance agreement<br />
and head of the maintenance unit which EuroMaint Rail took over<br />
from Citypendeln.<br />
Gentle flying start for our new employees<br />
The contract brought EuroMaint Rail around a hundred new employees<br />
and operation of two workshops, one in Älvsjö and a brand new one<br />
in Bro. When we take over such a large organisation we have to be<br />
respectful and not change too much too quickly. We therefore decided<br />
to make the existing organisation a separate unit within EuroMaint<br />
Rail. The most important element ahead of start-up was to quickly<br />
familiarise our new colleagues with our way of working, our systems<br />
and routines.<br />
New thoughts on availability<br />
The introduction also included informing as many people as possible<br />
about our approach to train maintenance. There were many conventions<br />
in place; for example major overhauls required trains to spend<br />
several days in the workshop meaning they were unavailable for service.<br />
We on the other hand prefer to split major overhauls into smaller<br />
parts which can be carried out at different times. This enables us to<br />
make use of operational breaks during low traffic for maintenance<br />
work, thus increasing the trains’ availability during peak periods.<br />
12<br />
Lower costs or increased income – or both?<br />
As train maintenance is our core business, we work with both the<br />
cost and the income side of the business. Using a well-considered<br />
strategy for process, technology and value development, we are more<br />
cost-effective and help ensure the trains are available more of the time.<br />
For example, at the new workshop in Bro we have invested in a View<br />
system which automatically checks the condition of brake linings and<br />
wheels – a safety task that would otherwise entail a lot of manual work.<br />
Increased punctuality and reliability<br />
– the biggest demands<br />
SL has three generations of commuter train. The oldest are X1 trains<br />
from the 1 60s which are being replaced by new X60 trains up to<br />
November 2007. The X10 trains from the 1 80s are still at their peak<br />
age from a technical perspective.<br />
The more generations of rolling stock, the higher the demands on<br />
the maintenance organisation. It is always difficult to get hold of spare<br />
parts for old trains. At the same time, new trains often experience<br />
teething problems. Thanks to our vehicle engineering know-how and<br />
well-developed maintenance, we do everything to minimise the risk of<br />
delays and a lack of carriages. Increased punctuality and reliability are<br />
the biggest demands, from SL and rail commuters alike.<br />
“The contract brought<br />
around a hundred new<br />
employees and two<br />
workshops”