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Meet Senior Decision Makers From

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With The Following Job Titles:

COOs, VPs, Directors, Managers, Team Leads & Chiefs Of...

  • Rolling Stock
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  • Equipment Maintenance
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Menno de Glopper

Head of Operations

GVB

Please let me introduce myself, my name is Menno de Glopper from Amsterdam the Netherlands. I’m working at GVB for over twelve years now in various positions within infra and rollingstock maintenance. Currently I’m the Head of Operations and responsible for three workshops for rollingstock maintenance, supply chain and a project department. The focus of my work is performance enhancement for rolling stock in operation. In the metro network GVB has started the operations of a new line L52 after many years of construction. In this project I was responsible for the delivery of the metro vehicles to this new line. Due to intensive testing and root cause analysis the performance became very trustworthy, with limited down time for our customers / travelers. After the successful start of L52 the focus was on the rest of the metro network churching for performance enhancement by fifty percent. The rest of the network uses a variety of metro vehicles, which differ in age and technology. The latest metro is of Alstom on the platform Metropolis and has good access to operating data. I was responsible for the program to enhance the performance of the metro fleet by 50%. By using various of inputs, mostly operating data, we have been able to boost the performance and more than reached our goals. The use of the operating data has given use a much more detailed information to perform a good root cause analysis. The digitalization of the vehicles starts a new era for rolling stock maintenance and brings many possibilities for employees and exploitation.

AGENDA AT A GLANCE

Evaluate The Potential To Reduce Cost & Allocate Resources More Effectively To Optimise Asset Utilisation & Service Delivery

 

DAY 1  SMARTER COST REDUCTION STRATEGIES, ADOPTING NEW TECHNOLOGY AND IMPLEMENTING MORE EFFICIENT WORKING METHODS

  • Improving Cost Base Efficiency & Optimising Whole Life Cycle Management Saving Money, Optimising Asset Utilisation & Managing Realistic Expectations On What New Technology Innovation Can Actually Deliver
  • Optimising Both New & Legacy Fleets Rolling Stock ‚ÄčMaintenance Adopting New Technology And Improve Cost Base Efficiencies 
  • Demonstrating How Adopting The Latest Technologies Can Result In A Net Reduction In The Amount Of Money It Costs To Run & Maintain Your Trains
  • Qualified Manpower Skill Development & Competency Management For The 21ST Century, Digitally Enabled Maintenance Regimes, Leading The Workforce To Deliver Reliable, Robust Value From New Technology

 

DAY 2 – IN HOUSE V. OUTSOURCING - OBSOLESCENCE HANDLING & SUPPLY CHAIN SPARE PARTS MANAGEMENT 

  • Gain Insight Into The Economics Of “Train As A Service” Business Models & Whether Outsourcing Over In-House Maintenance Is A More Cost Competitive Solution
  • Ensuring Spare Part Availability And Supplier Support For Components And Subsystems Throughout The Entire Rolling Stock Lifecycle
  • Managing Obsolescence For Electronics, Software, Hardware Components & Subsystems 
  • Delivering The Most Resource Efficient Solution Maximising The Value Of Your Rolling Stock Assets Over The Entire Lifecycle
  • Managing Productivity Improvements Through New Practices and Technology

 

DAY 3 - DEPOT OPTIMISATION -  IMPROVING WORKSHOP EFFICIENCY, IMPLEMENTING CHANGE  AND PREPARING FOR AUTOMATION AND NEW FLEET INTRODUCTION 

  • Automating Prioritisation And Assignment Of Maintenance Tasks For Decreased Downtime
  • Managing Changes to Depot Facilities to Accommodate Future Rolling Stock
  • Managing And Justifying Investment In Depot Facilities
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