New Trends in Integrated Rail Data Management: Lessons from the IRS

International railway held Summit As the beginning of a two-part discussion, “Integrated Rail Data Management: A New Trend in an Unpredictable Era” webinar brought together stakeholders from across the industry.

At a webinar on June 8th, he explained that systematic changes such as the Covid-19 pandemic not only created new problems for the rail industry, but also created room for dramatic innovation and digitization. Did.

This is what we have learned.

According to PwC Italy partner Paolo Guglielminetti, the Covid-19 pandemic and other systemic changes are increasing the challenges facing the transport sector, especially railroads.

The industry can no longer rely on previous experience to predict passenger behavior, cargo demand, and maintenance requirements, for example.

“The lack of predictability is becoming the most common situation, not the exceptional one,” he explained. “Therefore, we need to proactively create flexible systems to be prepared to manage supply and demand conditions.”

According to Guglielminetti, the best way to move forward is to observe the changes in your data and make it available to the industry.

British railway company Network rail If the operator wants to simplify the management of failures along the route, he believes that advanced analysis is fundamental.

The company has developed an intelligent infrastructure tool called Insight that transforms data into intelligence to predict degradation and avoid passenger delays.

“Insights aren’t meant to make engineer decisions, but to give engineers the ability to capture all the data and use their engineering knowledge to transform it into intelligence to make the right decisions. It’s a thing, “explained the network. Martin Mason, Rail Predictive Maintenance Director.

This insight helps prevent track failures. As Mason explained, Network Rail’s approach to truck management has always been responsive. The company uses the data it collects to modify the track based on its current state.

“This means that we think things quickly, which means that the effects of interventions may not lead to the best life extension of the problem,” he adds. It was.

With Insight, the approach becomes responsive and prevents problems before they occur.

Operators can also view the condition of the truck in terms of deterioration and make future predictions. “For the first time in the UK industry, we created these degradation models and provided operatives with an inbox that could prioritize and manage failures by prioritizing models that are expected to occur in a structured way.” Continued. “It’s more efficient than the paper-based method currently in use.”

When the Covid-19 pandemic broke out, the Spanish company Smart Motors faced several challenges, including preventing labor risks, confusing government measures, and significantly reducing revenue.

Smart Motors is a spin-off of Metro Barcelona with railroad clients around the world, using its technology to run more trains with fewer people while maintaining social distance measures for clients. I helped to deal with.

“These issues were unexpected for our customers, but since they started in 2020, we had to face them with a holistic strategy,” said Marc Gispert, CEO of Smart Motors. I am.

Another problem facing Smart Motors was the number of data sources and the lack of data governance.

“The need in the market was to integrate, simplify, and create value for that data,” Gispert added. “The ultimate goal was to gain stability, and whenever something unexpected happened, we were able to respond quickly.”

To solve this problem, Smart Motors devised Savana, a rational and scalable platform that merges and works all the data from information systems.

“Basically, we collect all the data and then dump it to the data lake, streamline the data with different intelligence, inform our customers directly through integrated business planning or platform screens, and use it conditionally. We will be able to maintain or manage the workforce and operations, “Gispert explained.

According to Gispert, digital transformation isn’t just about getting the tools, it’s about involving the entire company.

“We need to acquire capillarity, which means that digital transformation needs to be cross-cutting, and in all departments what the data is, where it comes from, and how it can be used. Or everyone needs to know if they can ask for new developments or changes, “he says. Added.

A technology system like Savannah is not a static project, but a way to improve activity and create value on a daily basis.

“Our first goal is to make the savanna the only place for any initiative. We can integrate any data source into the savanna and become a typical ally in our daily work,” he concludes. I did. New Trends in Integrated Rail Data Management: Lessons from the IRS

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