Marcus Mayer - Future Railway

Report
Introduction to the Future Railway
Enabling Innovation Team
Marcus Mayers
December 2013
Rail Alliance Rail Industry Networking
10th December 2013
www.futurerailway.org
1
Outline
• Future Railway, RTS, TSLG and EIT
• Current activities
• Supply Chain Development
18th November 2013
www.futurerailway.org
2
The Rail Technical Strategy
2012
Cost
Carbon
Capacity
Customer
18th November 2013
www.futurerailway.org
3
Why should rail
innovate?
UK Rail Industry
UK Rail Supply Chain
• A success story with increasing
expectations
• Increasing Opportunities
–
–
–
–
Demand
Performance
Cost
Sustainability
• New opportunities
–
–
–
–
Economic catalyst
Demographics
Modal competition
Rail Technical Strategy
– Network Rail, Crossrail, HS2,
Light Rail
– UK supply chain £7bn pa, 80,000
employees
– €100 bn global rail market in
2010 growing 2.7% p.a. in the
next 5 years
– Mainline rail is the largest
segment but Light Rail, Tram and
Metro (LRTM) will grow fastest
Innovation is key to addressing these
opportunities and supporting UK economic growth
November 2013
Introduction to EIT
4
Outline
• Future Railway, RTS, TSLG and EIT
• Current activities
• Supply Chain Development
18th November 2013
www.futurerailway.org
5
Planned EIT activity
Industry Vision – Rail Technical Strategy
EIT Investment Portfolio
Demonstrator projects to de-risk
defined industry challenges
November 2013
Enabling innovation programme
Growing innovation and
entrepreneurial capability
Introduction to EIT
6
EIT investment portfolio
EIT Investment Portfolio
Demonstrator projects to de-risk defined industry challenges
Coming soon
Electrification
Sustainable Rail Vehicle?
Franchising competition?
Gateless Gatelines?
RISE (Always Open) scheme
18th November 2013
www.futurerailway.org
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Outline
• Future Railway, RTS, TSLG and EIT
• Current activities
• Supply Chain Development
18th November 2013
www.futurerailway.org
8
Introduction
EIT, TSB and RIA commissioned a UK supply chain
capability route mapping study to help address a
number of key issues
What we wanted to identify
 What capabilities should we develop to meet our ambitions for UK’s future railway?
 Which are the capabilities/technologies in which we are, or can become, world class
over a long period?
 How can we increase international uptake of UK rail products and services in these key
capability areas?
 What are the priorities for investment?
Scope includes:
 Capabilities in business, process or operations as well as technology and supporting science
 Both domestic and international market opportunities
 Sectors beyond rail which could have relevant capabilities
 Light rail, tram and metro (LRTM) as well as Rail
The concept is based on very successful approaches already used for
Automotive and Aerospace industries
9
Rationale
There is a strong rationale for investment in
developing UK rail supply capabilities, in terms of
demand, skills challenges, economic impact, and
industry strategy and vision
The case for developing rail capabilities
Demand
 1.5 billion passenger journeys,
up 50% in ten years
 Passengers& freight demand
forecast to double in 30 years
 Critical need for capacity
 Major new investments
 Increasing performance
expectations
Skills
Supply
 Demography
 Skills Gap
 200,000 jobs (80,000 in supply
chain) - significant economic
impact for UK plc
 Poor growth history, good potential
Strong
to improve competitiveness
rationale
 Already strengthening supply
chain with many areas of
for
excellence on which to
Innovation
investment
build
(product, process, service)
 New Rail Technical Strategy provides a consolidated industry
view of required innovation
 Network Rail Technical Strategy provides an aligned
infrastructure perspective
 Many other aligned initiatives which could be leveraged, eg
Transport Catapult, TSB, KTNs, TSLG, RRUKA, NSARE, EIT, UK
Tram, etc
Strategy and Vision
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0 Executive summary – Capability development
Five Focus Areas have been identified to capture the
different development opportunities for the UK rail supply
chain
Focus Areas
1 Integrated Customer Solutions
Capabilities
• Customer experience
• Big data, analytics and modelling
• Transaction management
• Cyber security
2 Low Energy railway
Capabilities
• Energy management
• Simulation & synthetic environments
• Control systems
• Smart materials & Light weighting
• Positioning
4 Whole life system optimisation
Capabilities
• Whole life system management
• Control Systems
• Simulation & synthetic environments
• Retrofit in operating environments
• Structural, P-way & civil engineering
3 Rolling stock development
Capabilities
• Vehicle - Chassis
• Vehicle - Interior
• Propulsion systems
• Vehicle integration
• Smart materials & Light weighting
• Retrofit in operating environments
5 Light Rail Excellence
Capabilities
• Customer experience
• Big data, analytics and modelling
• Transaction management
• Energy management
• Whole life systems management
Note: Independent Advisory services is a cross-cutting capability relevant in all Focus Areas
Source: Arthur D. Little / Atkins analysis
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4 Whole life system optimisation
Capability ambition level:
UK builds recognised lead in aged / legacy
system optimisation advisory services
UK builds modelling, design and supply chain
in key areas to support WLSO
Financial special purpose vehicles provide
frameworks to fund complete asset lifecycle
Established alliances (cross sectoral) from
landmark projects deliver solutions globally
Capabilities and skills imported from Oil &
Gas, Defence and Aerospace
Established integrated rail system model,
tools, data sets and data management
2014-2019
2019-2024
Capabilities
Strong
Asset monitoring
and info capture
System architectures
and interface m’g’t
Control to optimise
capacity (trade-offs
visible)
Control
systems
The UK is globally recognized “go-to”
leader in key areas of WLSO
2024 Onwards
Focus areas / Development priorities
Business model dev’t
Whole life
cycle mgt
Connected DAS
System trade-off
models
Integrated data
models (for planning,
control, optimisation)
Simulation
& synthetic
env’t
System life cycle and
maintenance forecasting
modelling
Structures,
P-way and
civil works
Design / instrument for
whole life cycle
Enablers
Moderate
Whole-life system optimisation is viewed by UK policy and decision-makers in the context of society’s
needs, future cities and transport as a core utility
Vision
Retrofit in
operating
env’t
Limited
Real-time decision
support/optimization
Intelligent asset
management
Design for sub-system
obsolescence (minimise
cost of change / upgrade)
Intelligent traffic management for rail system
optimization
Intelligent traffic management for transport
system optimization
System of system simulation
and optimization
Planning decision support/optimization
BIM tools and
applications
Smart materials /
components
Low impact / Low cost-of-change solutions
Modular/pre-fab build
Life extension technologies
Age / damage effect prediction
Techniques to minimise operational
interruptions
Cost models in society/transport/cities context and
passive provision
Understand optimum target life/generations
Demo procurement run for whole life / whole
system optimisation
Lead rail system demonstrators/franchises
Data models / systems for cross fertilisation
Asset management best practices/standards
Design (and economic modelling) for
obsolescence /renewal
Modal integration as system retrofit approach
Whole life advisory /products cluster building
Work with Catapults to bring in technology (eg
Space observation)
Open architectures and agreed interfaces for
modular upgrades
Cross-link insights from “Integrated Customer
Solutions”
Design tools for optimisation of local build
Precedents?
Our approach is similar to that adopted by the
Automotive Council and the Aerospace Sector
2009
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Thank you
Marcus Mayers
Enquiries to: [email protected]
November 2013
Introduction to EIT
14

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