The Rail Innovation Landscape. Francis How Technical Director, Railway Industry Association November 2014

Transcription

1 The Rail Landscape Francis How Technical Director, November 2014

2 was a little used word in the GB rail industry six years ago. Now it is at the heart of the industry s vision for the future. There is widespread recognition that innovation is a key enabler for the industry to: Reduce costs Improve network capacity Become a commercially attractive environment for companies Attract the best talent Export products and expertise worldwide

3 Barriers to innovation Work done by RIA with its members in 2009 identified five key barriers to innovation, which were: a) The risk averse nature of the industry b) Lack of visible strategic direction for technology development c) Difficulty of gaining access to the railway for the purposes of carrying out trials and tests of innovative products and systems d) Approach to ownership of intellectual property rights, disincentivising suppliers from offering innovative solutions e) Over-prescriptive specifications by customers, constraining opportunities for innovation This initial work led to further research to validate this initial view, and more importantly, to identify some of the interventions that might address these barriers. It was the start of a continuing journey to raise the industry s appetite and capability for innovation.

4 GB Rail : the journey so far Rail Technical Strategy Leadership Group (TSLG) established RIA work undertaken to identify main barriers to innovation in rail sector Cross-industry Strategic Research Programme launched 2010 Focus on addressing barriers to innovation in the rail industry (ADL work) Game changer technology themes launched (energy, traffic mgmt etc) Transport KTN launched 2011 RRUK-A formed (university partnership) Rationale developed for innovation funding in CP5 ( ) First Accelerating in Rail Competition launched with TSB 2012 Rail Technical Strategy 2012 published RIA-led Unlocking Scheme launched Enabling Team formed (now FutureRailway ), with funding for technology demonstrators 2013 funding built into CP5 settlement Transport Systems Catapult formed Supply chain capability mapping undertaken to identify areas for innovation 2014 Rail Supply Group formed, complementing RDG being built into TOC franchise ITTs Shft2Rail enabling and support group formed (accessing EU funding)

5 : now there s a lot going on Leadership Technology Strategy Leadership Group (TSLG) Enabling Team (EIT) Rail Industry Supply Chain Forum Rail Delivery Group (Technology & Operations sub-group) Technology strategies and plans GB Rail Technical Strategy (RTS) Network Rail Technical Strategy GB Strategic Business Plans Network Rail Technology & Product Strategies Rail Technical Strategy - Europe Funding mechanisms Horizon 2020 Shift2Rail JTI Technology Strategy Board Competitions RSSB/RIA Awards EIT funded competitions, awards, vouchers EIT Rail Support Engine (RISE) Regional Growth Fund R&D programmes TSLG RD&I Programme Network Rail R&D Programme Rail Research UK Association (RRUKA) RRUKA Academic Response to RTS OVERVIEW GB Rail Sector Programmes, Initiatives and Resources Crosssector initiatives Transport Knowledge Transfer Network (KTN) Transport Systems Catapult Use of composite materials in rail Advice and Support RIA Unlocking Scheme RIA Conference Guidance on for SMEs Exporting innovation Guidance Tool on Rail Accelerating in Rail (KTN sub-group) Processes Network Rail Product Acceptance Integration of RTS with industry processes Network Rail and Suggestions Scheme TfL Portal Test facilities Testing and Trialling Facilities Network Rail & Development Centre Guidance on testing and trialling Capability and Skills Supply Chain Capability and Route Mapping Rail Industrial Strategy Knowledge Transfer Partnerships culture and maturity programme RIA Value Improvement Programme TOC franchise innovation funding

6 RIA playing its role in supporting effective innovation Unlocking Scheme (UIS) Aims to improve the capability of the supply chain to innovate with technology, processes and business models. Next event 3 December Technology and Conference 200 RIA members and invited guests Major opportunity to showcase what is happening and hear key industry speakers 25/26 March Includes RIA/RSSB Award ( 300k) Charter Value Improvement Programme A statement of commitment to 7 principles of fair play for parties wish to undertake collaborative innovation. Developed jointly with the KTN, and now made available to other industry sectors as well. A workshop-based programme for clients and suppliers to collaborate, designed to identify and remove inefficiencies, and to improve working relationships. Currently being revised to incorporate BS11000; pilots run with infrastructure and rolling stock suppliers and clients.

7 Increasing innovation capability maturity and capability: Where are we (the whole industry) trying to get to? Maturity level Integrated / Adaptive Optimised Key features Integrated and strategic approach across transport and other sectors Rail sector fully coordinated and focussed Managed Competent Limited coordination within supply chain and with key clients Companies individually competent, but uncoordinated Initial Inconsistent approach

8 Raising the industry s innovation capability Capability Maturity Level Integrated with other sectors Optimised within Rail Sector Limited coordination Companies individually competent Government support top-down Extended commercial horizons enabled by franchise / control period management Support for integrated and large-scale innovation / demonstrators Integrated national infrastructure strategies transport, energy, nodes, communications Knowledge transfer, open innovation and sharing of needs, priorities and strategies Initiatives around testing to help reduce risk when introducing new technology. New collaborative business models between clients and with supply chain Whole systems studies and crossindustry technology demonstrators to enable integrated approach to 4Cs Inconsistent and basic support to SMEs wishing to enter the industry Time Industry initiatives bottom-up

9 : who is involved Cross- Industry Rail Delivery Group Rail Supply Group Technology Strategy Leadership Group Operators Network Rail ATOC and train operators Transport for London R&D enterprises, developers and manufacturers RIA and suppliers RRUKA and universities Shift2Rail + Horizon 2020 Multiindustry bodies Technology Strategy Board Knowledge Transfer Networks Transport Systems Catapult Government Bodies Department for Transport Office of Rail Regulation Business, and Skills Future Railway Group UKTI

10 GB Rail organising for innovation Department for Transport (DfT) Facilitates funding for innovation (via franchises) Passenger Train Operators Provides funding for innovation (via CP5 settlement) Rail Technical Strategy Network Rail Funds (via RSSB) Produced and oversees the implementation of Rail Delivery Group (RDG) (Technology & Operations Steering Group Partners with, and funds via CP5 settlement Oversees Rail Technical Strategy Leadership Group (TSLG) Directs (via TSLG Core Group) FutureRailway Group Rail Supply Group (RSG) (Technologies and Workstream) Works with Is part of Oversees the work of Supports System Interface Committees RSSB Department for Business, and Skills (BIS) Oversees and funds Funds Supports GB Supports GB Involvement in involvement in Manages Manages RIA Unlocking Scheme (UIS) Shift2Rail and Horizon 2020 Funded competitions to enable technology demonstrators Initiatives to enable growth of innovation maturity Innovate UK (formerly TSB) Manages Support Provides funding and support for Oversees Railway Industry Association (RIA) Rail Alliance RRUKA Supports suppliers Supports suppliers Supports universities INNOVATORS (suppliers, clients universities etc) Provides knowledge sharing support for Provides technology development capabilities for Knowledge Transfer Network (KTN) Transport Systems (and other) Catapults

11 Four pressing issues for the industry The COST of running the GB national railway is too high We are running out of CAPACITY to cope with the persistent and predicted growth in usage CUSTOMER expectations continue to rise and we must meet them We must reduce the industry s CARBON emissions significantly over the coming year This is all about transformational change, not incremental improvement

12 GB Rail Technical Strategy Developed by the rail industry over 2 years Applies to the GB national rail network (not LUL) Takes a 25+ year view of the railway Launched in mid-december 2012 Endorsed by the most senior industry body the Rail Delivery Group Supported by variety of funding mechanisms To be integrated into industry planning processes Now emulated by Europe (RTS-E)

13 Rail Technical Strategy content and structure Offers a technology-enabled better railway of the future Vision based around the 4Cs Six technology-centric themes Three enabling themes Won t happen without (radical) innovation 4C VISION (cost, capacity, customer, carbon) Trains Control & Track Energy Information Customers Comms Systems thinking Enabling innovation Capable people

14 Rail Technical Strategy: helping to shape the future Technology opportunities INFORMS INFORMS Rail Delivery Group OVERSEES Technical Strategy Leadership Group PRODUCES Rail Technical Strategy Funding (via CP5 settlement, franchises, TSB etc) FACILITATES DELIVERY OF INFORMS Likely to be several 100m in CP5 Industry drivers (4Cs, transport policies etc) INFORMS Industry Planning Processes ENABLES INFORMS Company-specific strategies (eg NRTS) ENABLES Investment and Asset Management Programmes INFORMS initiatives and activities ENABLES

15 FutureRailway Group (managed by TSLG): Bridging the valley of death From basic principles to proof of concept The innovation gap From lab to demonstration in the operational environment In service and Commercialised Research TRL 1-3 Demonstrate TRL 4-6 Commercialise TRL 7-9 We do reasonably well with TRL 1-3 activity. But we struggle with TRL 4-6 Managing risk (all kinds) through phase 2 is critical. The FutureRailway group was set up to help manage this risk.

16 Recent, current and upcoming FutureRailway innovation competitions Radical Train Customer Experience Independently Powered electric train (IPEMU) Avoiding bridge re-construction for electrification Aesthetic OLE Remote Condition Monitoring Space for Rail Gate-less ticket detection Sustainable Rail Vehicle (tomorrow s train design; powertrain; predictable and optimised braking)

17 And other innovation competitions include s that have featured in the RIA/RSSB Annual Competition Park Signalling Interfleet URS Brecknell-Willis Virtual Lineside Signalling Driver s Companion Rail Trackbed Stiffness Tester Active Pantograph s that have featured in the TSB s Accelerating in Rail competition LUL, UCL, Wabtec, NCC, Atkins Artemis, Ricardo, Bombardier Omnicom, Atkins, NPL Introducing aerospace materials to rail Digital Displacement Rail Transmission with Flywheel Energy Storage Digital Imaging for Condition Asset Management (DIFCAM)

18 We are working to enable an innovation culture change as well 2 Leadership & vision 5 Structure & process Communicate innovation vision for UK rail Simplified fast track product approval business case guidance Greater access to industry information skills development Strengthen change & innovation leadership Improved innovation process management Industry promotion strategy Developing maturing innovation capability across the sector metrics Develop transferable technology concepts Skilled UK rail innovation network Promote innovation CPD competencies and career paths Best practice in supply chain innovation exchange programmes Industry incubator or in-company accelerator for innovation Cross-modal innovation champions stories GOAL: A dynamic industry that innovates to evolve, grow and attract the best entrepreneurial talent Enabling culture of innovation with Government UK Rail change forum Develop Change Capability Cultural behaviours charter 3 People & capability 4 Knowledge and networks 1 Culture & Climate

19 Suppliers as the engine room for innovation 80,000 jobs in the supply chain - similar in scale to Automotive (130,000) and Aerospace (110,000) Contribution of the rail supply industry to the UK economy is some 7bn in terms of turnover Manufacturing and equipment exports currently comprise just 10% of total rail sector revenues, (cf. 60% for Automotive and 70% for Aerospace). Significant potential for rail to grow. Major new railway infrastructure projects such as HS2 need a strong, innovative and dynamic supply chain Strengthening supply chain produces results, eg new OEM Hitachi Rail Europe vehicle operation opening in Newton Aycliffe to service UK and European markets Multitude of SMEs with great ideas and innovations, both inside established rail supply chain, and in other sectors where technology and ideas can be transferred.

20 Reasons to be cheerful We have: Widespread recognition across GB rail industry, including major client organisations, that investing in innovation is critical: To increase capacity, reduce costs, improve customer focus and tackle carbon emissions (4Cs) To support the major programmes of rail investment To help the supply chain operate better on the world stage A powerful technology-enabled vision of what the GB railway could become (the RTS) Senior level industry support from RDG and RSG Strong backing by UK government (DfT and BIS) through innovation funding, tax incentives (R&D credits; Patent Box), and with initiatives such as the Rail Supply Group. Significant co-funding of technology development activities, which will continue for the foreseeable future. Supply chain engagement - and not just from the traditional rail suppliers.

21 But there are issues to address We must: Improve the integration of technology innovation with industry planning processes Incentivise innovation through procurement and in projects Get big companies to engage more effectively with SMEs Invest to reap the whole life benefits of innovative solutions Address the difficulties of making changes in a complex, tightlycoupled system Create a more innovation friendly culture Encourage fair play in collaborative innovation ( Charter) Think beyond technical innovation (processes and business models) Deliver results that convince customers and government that it is worth the investment

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