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

  • Rolling Stock
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  • Equipment Maintenance
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Jared Hoag

Depot Manager

London North Eastern Railway

Currently working as Depot Manager for LNER responsible for all aspects of depot.

Worked as an Engineering Manager for Stagecoach Bus in North Scotland, responsible for all aspects of managing the maintenance and repair of the buses including regulatory requirements.

Moved to Scotland in 2018 and before that I was a director of Operations for Cummins Pacific in Redding, CA since November of 2011.

I learned project management while working in that position in working with fleets and sales managers to assist with getting them compliant with California emissions laws through installing diesel exhaust retrofits.

After 8 months the opportunity was presented to me to take on the Redding branch. Responsible for all aspects of branch operations, hiring, cost management, inventory, technicians, and supervisory staff.

The branch achieved high profitability in 2012 and record profits in 2013. 2014 achieved target profits after merger of Cummins West and Cummins Cal Pacific in 2013, creating Cummins Pacific.

Had no lost time or light duty incidents since 2012. Have overseen upgrades and remodels of branch since 2012, with major changes and upgrades currently happening in 2015.

2015: Six Sigma green belt in training with current project focused on improving productivity of the branch.

2015: Generator fundamentals training.

2011: Acclivus Sales Training - Sales training, focusing on building relationships of trust with customers, problem finding, solving, negotiation, and sale resistance resolution.

2009: Allison Factory Trained - Diagnosis and repair of 1000-4000 series transmissions

2007: DAF Electrical Factory Trained - Diagnosis and repair of DAF Electrical Systems, bumper to bumper

2003: Kenworth HVAC Factory Trained - Diagnosis and repair of Heating and Air conditioning for Kenworth systems, including electrical repair.

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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