Simulator- Based Driver Training - University of Birmingham

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Train Control Train Control Signalling Signalling Rolling Stock Rolling Stock Infrastructure Operations Systems Thinking in Simulator-Based Driver Training Motivation • Vocational interest • Academic interest • Interest in wellbeing of trainees and organisation • Period of phenomenal growth • Low accident rate • Results of previous accident inquiries Infrastructure Operations Department of Civil Engineering, University of Birmingham Slide No: 7 • Margin • Paths to SCA • Drivers of value • Enablers Systems Thinking in Simulator-Based Driver Training Key to business success Resources Distinctive Competencies Capabilities Superior: •Efficiency •Quality •Innovation •Customer Responsiveness Differentiation Low Cost Value Creation Department of Civil Engineering, University of Birmingham Slide No: 8 Higher Profits 4
Train Control Train Control Signalling Signalling Rolling Stock Rolling Stock Infrastructure Operations Systems Thinking in Simulator-Based Driver Training Costs of developing capability • Knowledge assets – Arthur Andersen (n=386) – intellectual capital reporting • Expensive • 3.91% of payroll 2006 – IBEC • 3.94 % of payroll 2006 – I.E. • 2·28% of payroll 2006 – Proglio • 1·75% of payroll 2004 - RENFE • Uncertain outcome & always requires top-up • Always focus of post-incident inquiries Infrastructure Operations Department of Civil Engineering, University of Birmingham Slide No: 9 Systems Thinking in Simulator-Based Driver Training Operating context of I.E. • The Celtic tiger - overall demand for transport + • Demand for rail services +5·52% o/a (’03 -’06) • DART sales +25% Vs population +2·3%. (’96 - ’02) • Ramifications of enhanced service delivery - increasing number of drivers, experiential profile, • New driver training programme - GDL • Buoyant state of the stakeholder’s finances; new traction, signalling, station improvements • External influences account for 75% of incidents Department of Civil Engineering, University of Birmingham Slide No: 10 5
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