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Transcript of Transit Operation Mgt
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Executive Diploma in UrbanExecutive Diploma in UrbanExecutive Diploma in UrbanExecutive Diploma in UrbanTransportation SystemTransportation SystemTransportation SystemTransportation System
Module 10 : Transit Module 10 : Transit Module 10 : Transit Module 10 : Transit Operations and ServiceOperations and ServiceOperations and ServiceOperations and Service
Management Management Management Management ByByByBy : AZMAN BIN YAHYA: AZMAN BIN YAHYA: AZMAN BIN YAHYA: AZMAN BIN YAHYA
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2Transit Operations and Service Management
Q QQ Q1: 1: 1: 1: In planning a transit route what are the objectives you need to In planning a transit route what are the objectives you need to In planning a transit route what are the objectives you need to In planning a transit route what are the objectives you need to achieve so that your transit service will be successful? What are the basic achieve so that your transit service will be successful? What are the basic achieve so that your transit service will be successful? What are the basic achieve so that your transit service will be successful? What are the basic alternative transit route structure and transit network forms? Describe alternative transit route structure and transit network forms? Describe alternative transit route structure and transit network forms? Describe alternative transit route structure and transit network forms? Describe the basic transit routing and service the basic transit routing and service the basic transit routing and service the basic transit routing and service options.options.options.options. Indicate Service Quality Indicate Service Quality Indicate Service Quality Indicate Service Quality measures that you would adopt in the planning and monitoring of the measures that you would adopt in the planning and monitoring of the measures that you would adopt in the planning and monitoring of the measures that you would adopt in the planning and monitoring of the
transit route and service.transit route and service.transit route and service.transit route and service. (10 marks) (10 marks) (10 marks) (10 marks)
Objectives in planning a transit routes:
• To perform maximum transportation work by the number of passenger – trip or passenger -km
• To achieve maximum operation efficiency• To create positive impacts such as reduction of highway
congestion, desirable land use pattern and sustainability and highquality of life
The transit network forms can be from radial, circumferential,rectangular/grid or ubiquitous. The basic principles of transit routing are:
1. Transit route should be located in such a way as to provide thehighest quality service to potential users within the given budget
2. User oriented transit: transit service developed to meet theparticular needs of a selected group of travelers. Such a servicewould provide :
• Direct linkage between the user’s origin and destination withno transfers
• At a time convenient to the user
• At a cost competitive with the automobile
3. Attempt to minimize out of vehicle time spent in travel (walking tobus, waiting , transferring)
4. Work with parking agency, regulations. Parking policy can beutilized to cause shift to transit for work or school trips and alsoencourage shopping use.
5. Major changes can occur in urban land use and travel patterns overtime.
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3Transit Operations and Service Management
There are two primary aspects of quality of service to consider. The first isthe availability of service, both geographically and by time of day. If service isn’t available between the locations where one wants to travel, or
isn’t provided at the times one wants to travel, transit isn’t an option forthat trip. In addition, even if service is available, people need to know howto use it (e.g., where to go to catch the bus, what time the bus isscheduled to arrive, what the fare is and how to pay it, etc.).
The second aspect is the comfort and convenience of the service. Thisencompasses a number of factors, for example, the waiting environment at the bus stop, the ability to get a seat on the bus, the overall travel time,
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4Transit Operations and Service Management
the reliability of the service, passengers’ perceptions of the safety andsecurity of the trip, and the cost of the trip relative to other choices.Assuming transit is an option for a trip, these factors help influencewhether one would choose to use it.
There is many other planning and design applications for transit level of service measurement include the following:
• Transit Development Plans• Long‐range Transportation Plans
• Statewide Transportation Planning• Transit Service Planning• Comprehensive Operational Analysis• Demand‐Responsive Transit Planning
• Facility Planning and Design• Corridor Master Plans/PD&E Studies
• Premium Transit Alternatives Analysis
Service FrequencyService FrequencyService FrequencyService Frequency
Service frequency is an indicator of transit service availability. At hourlyheadways, passengers must plan their trips around the relatively fewtimes per day that service is provided and may be faced with long waits for their return trip. As frequency improves, making a bus trip becomes amore attractive option, and more people choose to ride the bus. From thetransit agency perspective, passenger convenience must be balancedagainst the need to provide cost ‐effective service, matching service
levels to the potential demand for service. There may also be policyobjectives to consider—for example, given a fixed budget of servicehours, a goal to provide service close to as many people as possible willresult in greater coverage, but lower frequencies, compared to a goal tomaximize system productivity. Service frequency LOS measurespassenger satisfaction with the frequency provided. At high levels of service, passengers don’t need to consult schedules to make trips andtheir wait time for a bus is minimized. At low levels of service, transit stillprovides a mobility option but is unlikely to be attractive to persons whohave access to an automobile.
Hours of ServiceHours of ServiceHours of ServiceHours of Service
Hours of service measures the number of hours during the day whenpeople have an opportunity to travel by transit at least once during that hour. It is different from the NTD service span measure, which simplymeasures the interval between the first and last trips of the day without regard to whether service is actually provided at all times during that interval. Longer hours of service make transit an option for commuters
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5Transit Operations and Service Management
who occasionally may need to stay late at work; workers with evening,nighttime, or early morning jobs; students taking evening courses;persons who have been drinking and shouldn’t be driving, and others whohave a need to travel during the evening or nighttime. For transit agencies, similar to frequency, passenger convenience and community
social objectives must be balanced against the need to providecost ‐effective service. Hours of service LOS measures the ability of
transit service to meet a wide variety of travel needs. At high levels of service, transit is a travel option at most times of the day. At low levels of service, transit provides mobility during times when many people need totravel, but focuses on serving only one or two types of trips (e.g.,traditional commute trips).
Service CoverageService CoverageService CoverageService Coverage
The roadway network provides near‐universal access to locations. In
comparison, transit service is only available to areas located close totransit stops and stations. Although the automobile and bicycle modescan be access options under certain circumstances, most people accesstransit service by walking, and nearly all passengers must walk oncetransit delivers them to the vicinity of their destination. Because it isunproductive to provide transit service to low‐density areas, service
coverage LOS measures how much of the area capable of supporting at least hourly daytime service is actually served by transit. Higher LOSlevels indicate a greater variety of origins and destinations that potentialpassengers can travel between. Service coverage LOS focuses on thearea within walking distance of transit stops (up to ¼ mile for local bus
routes and up to ½ mile for BRT and rail routes). Optionally, users canadjust the area served by a stop or station to reflect the level of street connectivity in the surrounding neighborhood, and to reflect street ‐crossing difficulty.
Passenger LoadsPassenger LoadsPassenger LoadsPassenger Loads
Passenger loading is a measure of passenger comfort. Similar to many of the other measures, a balance must be struck between the passengers’desire to have a seat and the transit agency’s desire to provide productiveservice. Frequently, transit agencies strike this balance by accepting
higher loads during peak periods compared to off ‐
peak periods, and bydifferentiating loading standards among different service types. HigherLOS levels indicate that passengers are able to find a seat, while lowerLOS levels indicate the relative levels of crowding that standeesexperience. When mapped, passenger load LOS can be used to depict thelength of a route that experiences standing loads, which is an indicator of how long persons must stand.
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6Transit Operations and Service Management
ReliabilityReliabilityReliabilityReliability
The TCQSM provides two measures of reliability: on‐time performance
and headway adherence. On‐time performance reflects one’s chances of
getting to one’s destination within 5 minutes of the scheduled time and the
amount of extra time one must allow to be reasonably sure of getting toone’s destination on time. Headway adherence is a measure of the “busbunching” phenomenon and an indicator of the extra amount of time, onaverage, that passengers must wait at a bus stop. Very high reliabilityLOS levels are difficult for buses to achieve without a high level of priority(e.g., bus lanes), but low LOS levels are an indication of underlyingproblems—for example, traffic congestion, scheduling, or routesupervision—that should be addressed.
Transit Transit Transit Transit----Auto Travel TimeAuto Travel TimeAuto Travel TimeAuto Travel Time
Transit ‐
auto travel time is one measure of the competitiveness of transit with the automobile for a given trip. The longer a trip takes by transit, theless attractive transit is as an option for that trip. Achieving LOS A (transit is faster than the automobile for a given trip) requires rapid serviceoperating in its own right ‐of ‐way. Where a given route falls within the
other possible LOS grades is a function of both service design(particularly stop spacing, route directness, overall route connectivity,and transfer times) and traffic conditions.
http://www.dot.state.fl.us/Transit/Pages/Draft%20FDOT%20TQOS%20App lications%20Guide.pdf
Q2: Q2: Q2: Q2: Differentiate between transit vehicle capacity and transit line Differentiate between transit vehicle capacity and transit line Differentiate between transit vehicle capacity and transit line Differentiate between transit vehicle capacity and transit line passenger capacity. What are the factors that can influence passenger capacity. What are the factors that can influence passenger capacity. What are the factors that can influence passenger capacity. What are the factors that can influence transit transit transit transit carrying capacity? If MRT double track line from Sungai Buloh to Kajang is carrying capacity? If MRT double track line from Sungai Buloh to Kajang is carrying capacity? If MRT double track line from Sungai Buloh to Kajang is carrying capacity? If MRT double track line from Sungai Buloh to Kajang is 50 km long with an average speed of 30 kph, each train of 4 cars can carry 50 km long with an average speed of 30 kph, each train of 4 cars can carry 50 km long with an average speed of 30 kph, each train of 4 cars can carry 50 km long with an average speed of 30 kph, each train of 4 cars can carry max of 200 pax per car; what is the line capacity of the MRT at 5 min.max of 200 pax per car; what is the line capacity of the MRT at 5 min.max of 200 pax per car; what is the line capacity of the MRT at 5 min.max of 200 pax per car; what is the line capacity of the MRT at 5 min.frequency and how many tra frequency and how many tra frequency and how many tra frequency and how many train sets to you need, allowing 10% spares. (10 in sets to you need, allowing 10% spares. (10 in sets to you need, allowing 10% spares. (10 in sets to you need, allowing 10% spares. (10 Marks) Marks) Marks) Marks)
Transit vehicle capacity is determined by the product of transit vehicle
capacity and the maximum frequency with which transit vehicles can passa given location while transit line passenger capacity is the product of thenumber of vehicles per hour (usually past the busiest stop) and thenumber of passengers that each vehicle can carry.
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7Transit Operations and Service Management
For the purposes of thisexample, the capacity of the freeway lanes isassumed to be 2,300passenger vehicles perhour per lane (without buses), one bus isassumed to be theequivalent of 2passenger vehicles,
buses are assumed not to stop along the freeway, and buses andpassenger vehicles are assumed to have average occupancies of 47 and1.3, respectively, corresponding to typical major-city vehicleoccupancies. It can be seen that, as the number of buses using a freewaylane increases to 300, the person capacity of that lane increases fromabout 3,000 to more than 16,800, while the vehicle capacity drops only from 2,300 to 2,000 (1,700 passenger vehicles plus 300 buses). Note that this figure only refers to capacity, not to demand or actual use.
Under this set of assumptions, a lane serving60 to 65 buses per hour iscarrying as many people asa lane filled to capacity withautomobiles, withconsiderable remainingcapacity to add more busesand carry more people.Under these conditions, abus would pass by a givenpoint along the lane about once per minute on average. One of the challenges in adopting exclusivelanes for buses is the public perception that the lane is virtually empty of vehicles, even when it is carrying a substantial number of people.
The factors that can influence transit carrying capacity:-
• Allowable number of vehicles per transit unit (i.e., single unit or bus orseveral units or cars per train)
• Vehicle dimensions• Seating configuration and capacity• Number, location, and width of doors• Number and height of steps
• Maximum speed
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8Transit Operations and Service Management
• Acceleration and deceleration rates
• Type of door actuation control
Carrying capacity of transit comparison
ModeModeModeMode Peak CapacityPeak CapacityPeak CapacityPeak Capacity(passengers/hour)(passengers/hour)(passengers/hour)(passengers/hour) Average SpeedAverage SpeedAverage SpeedAverage Speed(miles/hour)(miles/hour)(miles/hour)(miles/hour)
Bus in mixed traffic 500-1,500 3-6
CBD bus lane 2,000-9,000 4-8
LRT on street 1,800-28,000 8-16
People mover 1,500-6,000 8-22
Commuter Rail 2,000-20,000 20-50
LRT exclusive right of way
8,000-25,000 25-35
Busway 2,000-10,000 35-45
Bus on HOV lane 4,000-8,000 35-55
Heavy Rail 13,000-49,000 35-55
MRT double track line from Sungai Buloh to Kajang line capacity of theMRT at 5 min with an average speed of 30 kph, each train of 4 cars cancarry max of 200 pax per car; allowing 10% spares.
MRT double track line :
5
0.08 12200 4167
880 18333
Frenquency/ No.
of carTotal train Capacity /
direction
42SG BULOH - KAJANG 50 30 3.33
RouteTotal
Length (km)
Speed
(km/h)
Route Cycle
Time(hr)Capacity
Route cycle time :
: 2 * 50 / 30
: 3.33 hr
Frequency / headway : 5 minutes: 5 / 60
: 0.08 hr
No . Of train:
: 3.33 * 0.08
: 42 train in one cycle: 42 train in one cycle: 42 train in one cycle: 42 train in one cycle
line capacityline capacityline capacityline capacity
:( 200* 4 *1.1 * 42) / 2
: 18333 pphpd: 18333 pphpd: 18333 pphpd: 18333 pphpd
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9Transit Operations and Service Management
Q3: Q3: Q3: Q3: What is the role of transit ridership prediction and what are the What is the role of transit ridership prediction and what are the What is the role of transit ridership prediction and what are the What is the role of transit ridership prediction and what are the “ ““ “endogenous endogenous endogenous endogenous” and “ ” and “ ” and “ ” and “exogenous exogenous exogenous exogenous” factors that may influence ” factors that may influence ” factors that may influence ” factors that may influence your your your your estimates. Describe how you would use estimates. Describe how you would use estimates. Describe how you would use estimates. Describe how you would use the HPU trip generation data in the HPU trip generation data in the HPU trip generation data in the HPU trip generation data in estimating transit ridership in a route or corridor. Show estimating transit ridership in a route or corridor. Show estimating transit ridership in a route or corridor. Show estimating transit ridership in a route or corridor. Show your your your your understanding with an example showing impact due to transit assess zone understanding with an example showing impact due to transit assess zone understanding with an example showing impact due to transit assess zone understanding with an example showing impact due to transit assess zone
and feeder zones within its station/stop catchment area.and feeder zones within its station/stop catchment area.and feeder zones within its station/stop catchment area.and feeder zones within its station/stop catchment area. (10 Marks) (10 Marks) (10 Marks) (10 Marks)
The role of transit ridership predictionThe role of transit ridership predictionThe role of transit ridership predictionThe role of transit ridership prediction::::----
1. Predicting ridership/revenue as a result of fare changes system wideprediction usually required
• Fare elasticity calculation
• Time-series econometric model• Best methods use two-stage, market segment model
2. Predicting ridership/revenue for general agency planning andbudgeting purposes:
• System wide prediction required
• Trend projection
• Time-series econometric model
3. Predicting ridership/revenue as a result of service changes
• route-level prediction usually required service changes of interest include changes in:
• Period(s) of operation
• Headway• Route configuration
• Stop spacing• Service type (e.g., local versus express)
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10Transit Operations and Service Management
EXOGENOUS (uncontrollable):EXOGENOUS (uncontrollable):EXOGENOUS (uncontrollable):EXOGENOUS (uncontrollable):
• Auto ownership/availability & operating costs
• Fuel prices & availability
• Demographics (age, gender, etc.)
• Activity system (population & employment distributions, etc.)
.Usually can be assumed to be "fixed" in the short-run.
Factors Affecting Transit Ridership
ENDOGENOUS (controllable):ENDOGENOUS (controllable):ENDOGENOUS (controllable):ENDOGENOUS (controllable):
•Fare
• Headway (wait time)
• Route structure (walk time; ride time)
•Crowding*
• Reliability*
* Usually not explicitly accounted for in ridership prediction methods.
Traditional Approach:
Exogenous Change: monitor ridership changeExogenous Change: monitor ridership changeExogenous Change: monitor ridership changeExogenous Change: monitor ridership changeEndogenous Change: modify system accordinglyEndogenous Change: modify system accordinglyEndogenous Change: modify system accordinglyEndogenous Change: modify system accordingly
Reactive -- does not attempt to anticipate impacts prior to theexogenous/endogenous change occurring.
Current Practice:
• Little attention given to the problem in many agencies, except for farechanges and major capital projects
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• Traditional urban transport planning models inappropriate andineffective (generally not detailed enough and too complex to runrepeatedly)
• Ad-hoc, judgmental methods dominate
APPROACHES TO PREDICTING ROUTE RIDERSHIPAPPROACHES TO PREDICTING ROUTE RIDERSHIPAPPROACHES TO PREDICTING ROUTE RIDERSHIPAPPROACHES TO PREDICTING ROUTE RIDERSHIP
1. Professional judgement
2. Non-committal survey techniques
3. Cross-sectional data models
4 Time-series data models
PROFESIONAL JUDGEMENTPROFESIONAL JUDGEMENTPROFESIONAL JUDGEMENTPROFESIONAL JUDGEMENT
• Widely used for a variety of changes
• Based on experience & local knowledge
• No evidence of accuracy of method (or reproducibility
of results)
• Reflects:
-lack of faith in formal models-lack of data and/or technical expertise to support thedevelopment of formal models-relative unimportance of topic to many properties(compared to impact of changes on existing passengers)
SURVEYSURVEYSURVEYSURVEY – –– – BASED METHODSBASED METHODSBASED METHODSBASED METHODS
A. NonA. NonA. NonA. Non----Committal SurveysCommittal SurveysCommittal SurveysCommittal Surveys
1. Survey potential riders to ask how they would respond to the newservice (or service change)
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2. Extrapolate to total population by applying survey responses at themarket segment level
3. Adjust for "non-committal bias" by multiplying by an appropriate
adjustment factor ((which can range in practice from 0.05 to 0.50).
---> NOT generally recommended.
B. Stated Preference SurveysB. Stated Preference SurveysB. Stated Preference SurveysB. Stated Preference Surveys
"Stated preference measurement" (conjoint analysis) is emerging as avariable statistical tool f l for assessing likely responses to proposedtransportation system changes
• Involves detailed, rigorous survey designs & data analyses
• Usually involves a series of tradeoffs that allows planner to rankrelative planner to rank relative importance of different types of improvements
• May be particularly useful f for new services or new service areas
CROSS SECTIONAL MODELSCROSS SECTIONAL MODELSCROSS SECTIONAL MODELSCROSS SECTIONAL MODELS
These models use route & demographic data to "explain" route ridership.
Many methods, of varying complexity fall into this category. Four mainapproaches are:
• "rules of thumb”
• "similar routes" methods
• Multiple factor trip rate models
• Aggregate route
regression models
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Q4: What is the purpose of marketing in transit business. What are the Q4: What is the purpose of marketing in transit business. What are the Q4: What is the purpose of marketing in transit business. What are the Q4: What is the purpose of marketing in transit business. What are the four P’s in transit marketing?. The role four P’s in transit marketing?. The role four P’s in transit marketing?. The role four P’s in transit marketing?. The role of “branding” and elaborate of “branding” and elaborate of “branding” and elaborate of “branding” and elaborate in your in your in your in your own words own words own words own words the 7 laws of branding a transit service the 7 laws of branding a transit service the 7 laws of branding a transit service the 7 laws of branding a transit service to the users and non to the users and non to the users and non to the users and non- -- - users. What steps do you take to plan and monitor a typical transit users. What steps do you take to plan and monitor a typical transit users. What steps do you take to plan and monitor a typical transit users. What steps do you take to plan and monitor a typical transit marketing program.marketing program.marketing program.marketing program. (10 Marks) (10 Marks) (10 Marks) (10 Marks)
The purpose of marketing in transit business is formingrelationships. Relationship marketing is a strategy that entails forgoing long – term partnerships with customers which contributesto their success.
The four “P”s in transit marketingThe four “P”s in transit marketingThe four “P”s in transit marketingThe four “P”s in transit marketing• Price
• Place
• Product • Promotion
Seven Laws of Branding :Seven Laws of Branding :Seven Laws of Branding :Seven Laws of Branding :----
1. Branding is building a relationship with the customer2. The brand is about value : tangible and emotional3. Brands are about customers perception of the service4. The smaller your budget is,the stronger your brand must be5. Brands are built from strengths
6. Awareness is not branding7. If you can’t articulate it,neither can anyone else
Branding defines the personality of your service. It reflects thevalue of the organization (functional, expressive evenphilosophical). It personifies the image and identity of the servicesto form the opinions and attitudes people have of your service andorganization. Branding is a promise to your customers. Branding isbuilding a relationship with the customer and a promise to thecustomer. To the users, they will look up at the brand, as the brand
is about value; tangible and emotional. Even though our budget issmall, we need to create a stronger brand. Marketing has theassignment to conceive, develop, and maintained an integrated,consistent image for the transit service. Successful branding focuses on the customer’s needs and wants. At the same time, it must reflect back to into the organization and onto its employees sothat every action reinforces the image that is outward manifestationof the brand.
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Steps to Plan and Monitor A Typical Transit Marketing ProgramSteps to Plan and Monitor A Typical Transit Marketing ProgramSteps to Plan and Monitor A Typical Transit Marketing ProgramSteps to Plan and Monitor A Typical Transit Marketing Program
The first step in determining which tactics to implement is anunderstanding the current mindset of audience. This is accomplishedthrough quantitative (surveys) and qualitative (focus group) market research.
Media Selection :Media Selection :Media Selection :Media Selection :----
Media is delivery person of your marketing message. It must make apersuasive advertising sales call on the prospective customer. Availabletypes of media include :-
i) Print (newspapers, magazines, directories, newsletters),
ii) Broadcast (radio and television including cable),
iii) Out of home (billboards, public posters, movie theater ads,skywriting)
iv)
Direct mail (flyers, postcards, letters, mailed brochures)
v) New media (websites, internet banner ads)
vi) Event marketing
vii) Public Relations
SituationalAnalysis
Goal Setting
The strategic
A sustainable competitive advantage,
where we want to be?
How will we get there?
Target market, specific marketing goalsmarketing budget and timelines
Where we’ve been , where we are
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The media mix is the combination of media to be used in a marketingprogram. Industry research reveals that in today’s increasingly complexmedia world, the choice of media can have a major impact and how theaudience receives and responds to a commercial message. It is theconsumer who controls where, when and under what circumstances he
or she pays attention to media advertising. The strengths of eachindividuals media must be considered in terms of its ability to reach thetarget audience with the desired impact.
The qualities inherent to a type of media can be used to good advantage for the message. The chart below summarizes how effectively variousmedia types achieve certain purpose.
AWARENESS INFORMATION EXCITEMENT INFLUENCE PRICE
PRINT Weak Excellent Satisfactory Satisfactory Excellent
BROADCAST Satisfactory Satisfactory Excellent Satisfactory Satisfactory
OUT-OF-HOME Excellent Weak Satisfactory Weak Weak
DIRECT MAIL Excellent Excellent Satisfactory Satisfactory Satisfactory
NEW MEDIA Weak Excellent Weak Weak Satisfactory
EVENTMARKETING
Satisfactory Weak Excellent Satisfactory Weak
PUBLIBRELATIONS
Satisfactory Excellent Excellent Excellent Weak
MESSAGE DEVELOPMENTMESSAGE DEVELOPMENTMESSAGE DEVELOPMENTMESSAGE DEVELOPMENT
Crafting an effective marketing message is cricital to the success of yourmarketing program. The message can be of both written copy and thevisual images. A creative message with impact is often equal tomultiplying your frequency. Below are five simple rules to add impact toyour marketing message:
i. Your message should be consistent throughout all yourmarketing materials. Having well developed marketing
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strategies will help you maintain a consistent message. Taglines and slogans can also be effective mechanisms.
ii. Your message should focus on the benefit the potentialcustomer will realize. Too often we focus our advertising on
what we want the customer to know rather that what thecustomer wants and needs from his or her perspective.
iii. Facts must support the benefits you claim. Do not makeunsubstantiated claims. Marketing pieces must be frank,direct, and believable to be effective.
iv. The marketing message should be unpredictable. Predictableadvertising is boring and will not get your audience’sattention. Curiosity and news can stimulate the potentialcustomer to learn more. However, creativity that is not
channeled to delivering your message may be entertaining,but it will not increase ridership or public support.
v. Keep it positive. A marketing message that speaks to the fearor discomfort invokes negative images and emotions, whichmay, in turn, become linked with your service.
MARKETING CALENDARMARKETING CALENDARMARKETING CALENDARMARKETING CALENDAR
The final step in implementing your marketing plan is to develop a
marketing calendar that shoos each campaign and program by timeperiod and allocates your marketing budget accordingly.
By using tactics that support and enhance your marketing strategies, youwill be able to develop a marketing plan that will have a quantifiableimpact on ridership and public support of your transit service.
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Q5: Q5: Q5: Q5: Transit operations planning comprise of 4 basic processes; network Transit operations planning comprise of 4 basic processes; network Transit operations planning comprise of 4 basic processes; network Transit operations planning comprise of 4 basic processes; network route design (ROUTING); Timetable development (SCHEDULING); vehicle route design (ROUTING); Timetable development (SCHEDULING); vehicle route design (ROUTING); Timetable development (SCHEDULING); vehicle route design (ROUTING); Timetable development (SCHEDULING); vehicle scheduling (RUNCUTTING) and ; Crew scheduling (ROSTERING). Please scheduling (RUNCUTTING) and ; Crew scheduling (ROSTERING). Please scheduling (RUNCUTTING) and ; Crew scheduling (ROSTERING). Please scheduling (RUNCUTTING) and ; Crew scheduling (ROSTERING). Please explain your understanding with diagrams and flow explain your understanding with diagrams and flow explain your understanding with diagrams and flow explain your understanding with diagrams and flow charts, all four charts, all four charts, all four charts, all four p pp processes and the data and survey required.rocesses and the data and survey required.rocesses and the data and survey required.rocesses and the data and survey required. Illustrate the process by Illustrate the process by Illustrate the process by Illustrate the process by
using a simple transit route.using a simple transit route.using a simple transit route.using a simple transit route. Indicate Indicate Indicate Indicate (10 Marks) (10 Marks) (10 Marks) (10 Marks)
A transit operational planning process includes four basic componentsperformed usually in sequence: (1) network route design; (2) settingtimetables; (3) scheduling vehicles to trips; and (4) assignment of drivers.This planning process is extremely cumbersome and complex and oftencreates confusion in its interrelationships among researchers andpractitioners. The purpose of this work is to construct a framework and toprovide an overview and examples of certain practical methodologiesaimed at solving the transit scheduling problems. In the past 20 years, aconsiderable amount of effort has been invested in the computerization of
the four components mentioned above.
This is in order to provide more efficient, controllable, and responsiveschedules. Nonetheless, despite the software used, no system is yet ableto solve large scheduling problems, and manual intervention is necessary.There is a need to bridge the gap between the software system designersand the transit schedulers via the identification and organization of all theelements involved, including the current availability of data. This workemphasizes certain data needs along with examples for crystalizing andclarifying the transit scheduling undertaking. It is suggested that most of the scheduling tasks can be performed automatically, but it is preferable
to undertake some of them through a conversational man-computer mode.
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19Transit Operations and Service Management
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20Transit Operations and Service Management
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21Transit Operations and Service Management
Practical Lab: (50 Marks) Based on your study area, identify one transit Practical Lab: (50 Marks) Based on your study area, identify one transit Practical Lab: (50 Marks) Based on your study area, identify one transit Practical Lab: (50 Marks) Based on your study area, identify one transit corridor corridor corridor corridor/route /route /route /route for the purpose of reviewing its for the purpose of reviewing its for the purpose of reviewing its for the purpose of reviewing its current current current current transit operations transit operations transit operations transit operations performance and performance and performance and performance and plan.plan.plan.plan.
Answer:Answer:Answer:Answer:
Step 1: Identify existing or new transit cStep 1: Identify existing or new transit cStep 1: Identify existing or new transit cStep 1: Identify existing or new transit corridor or route. Measure triporridor or route. Measure triporridor or route. Measure triporridor or route. Measure triplength (km), stop locations, route cycle time, survey peak and off length (km), stop locations, route cycle time, survey peak and off length (km), stop locations, route cycle time, survey peak and off length (km), stop locations, route cycle time, survey peak and off----peakpeakpeakpeakpassenger boardings profile by stops along the route. (If possible carrypassenger boardings profile by stops along the route. (If possible carrypassenger boardings profile by stops along the route. (If possible carrypassenger boardings profile by stops along the route. (If possible carryout peak/off peak OD survey by sampling).out peak/off peak OD survey by sampling).out peak/off peak OD survey by sampling).out peak/off peak OD survey by sampling).
Route Length: 25 KMRoute Length: 25 KMRoute Length: 25 KMRoute Length: 25 KM
Avg Speed : 50 Km/hAvg Speed : 50 Km/hAvg Speed : 50 Km/hAvg Speed : 50 Km/h
Cycle Time: 120* 25/50= 60 minCycle Time: 120* 25/50= 60 minCycle Time: 120* 25/50= 60 minCycle Time: 120* 25/50= 60 min
One way PD - Seremban
Peak Off Peak
Boarding Alighthing Boarding Alighthing
PD sentral 70 0 30 0
Springhill 10 15 3 0
Lukut 10 20 5 10SerembanSentral 0 55 0 28
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22Transit Operations and Service Management
Step 2: Estimate existing ridership (peak/off Step 2: Estimate existing ridership (peak/off Step 2: Estimate existing ridership (peak/off Step 2: Estimate existing ridership (peak/off----peak) and identify maximumpeak) and identify maximumpeak) and identify maximumpeak) and identify maximumloading point. Identify operating speed and route constraints. Forecast loading point. Identify operating speed and route constraints. Forecast loading point. Identify operating speed and route constraints. Forecast loading point. Identify operating speed and route constraints. Forecast future demand (next 1 year) by taking consideration of existing, future demand (next 1 year) by taking consideration of existing, future demand (next 1 year) by taking consideration of existing, future demand (next 1 year) by taking consideration of existing,
committed and plancommitted and plancommitted and plancommitted and planned development along the route.ned development along the route.ned development along the route.ned development along the route.
Peak Line Cap.Peak Line Cap.Peak Line Cap.Peak Line Cap.(pass/ hr)(pass/ hr)(pass/ hr)(pass/ hr)
Off Peak LineOff Peak LineOff Peak LineOff Peak LineCap (pass/ hr)Cap (pass/ hr)Cap (pass/ hr)Cap (pass/ hr)
790 370
One way PD - Seremban
Peak Off Peak
Boarding Alighthing Boarding AlighthingPD sentral 70 0 30 0
Springhill 10 15 3 0
Lukut 10 20 5 10SerembanSentral 0 55 0 28
Max loading point at PD Sentral.
Operating Speed for the existing service varies from 50 km/h at Seremban
– Port Dickson Highway and 30km/h on the local route at PD town andSeremban Town.
Route constraints along the route are as following:• Existing traffic light • Narrow road• Many vehicles
• Winding road
Pop Traffic Demand
2010 2011 2010 2011Seremban 445,400 454,308 35,632 36,345
PD 125,000 127,500 10,000 10,200
Assumption : Population growth of 2% and traffic demand of 8% of population
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23Transit Operations and Service Management
Step 3: Review existing route performance on the basis of serviceStep 3: Review existing route performance on the basis of serviceStep 3: Review existing route performance on the basis of serviceStep 3: Review existing route performance on the basis of servicestandards set. (ie. coverage, frequency, stopping time, load factor,standards set. (ie. coverage, frequency, stopping time, load factor,standards set. (ie. coverage, frequency, stopping time, load factor,standards set. (ie. coverage, frequency, stopping time, load factor,comfort, safety, etc). Make recommendation for changes for the better.comfort, safety, etc). Make recommendation for changes for the better.comfort, safety, etc). Make recommendation for changes for the better.comfort, safety, etc). Make recommendation for changes for the better.Consideration for route change,Consideration for route change,Consideration for route change,Consideration for route change, expansion or new line based on expectedexpansion or new line based on expectedexpansion or new line based on expectedexpansion or new line based on expecteddemand changes.demand changes.demand changes.demand changes.
BadBadBadBadVeryVeryVeryVeryGoodGoodGoodGood
1111 2222 3333 4444 5555
CoverageCoverageCoverageCoverage
FrequencyFrequencyFrequencyFrequencyStoppingStoppingStoppingStoppingTimeTimeTimeTime
Load FactorLoad FactorLoad FactorLoad Factor
Comfort Comfort Comfort Comfort
SafetySafetySafetySafety
Recommendation based on table of performance:
• Wider coverage to cover the town area that was bypass by theSeremban -Port Dickson Expressway
• Better frequency (eg: 15min interval)
• Bus need to consider the passenger comfort and safety bychanging the seats, regular maintenance, air-condition, courteousdriver and etc
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24Transit Operations and Service Management
Step 4: Identify route line capacity required based on the expectedStep 4: Identify route line capacity required based on the expectedStep 4: Identify route line capacity required based on the expectedStep 4: Identify route line capacity required based on the expectedmaximum load along the route. Determine service frequency requiredmaximum load along the route. Determine service frequency requiredmaximum load along the route. Determine service frequency requiredmaximum load along the route. Determine service frequency requiredduring peak and off peak period. Develop route service schedule basedduring peak and off peak period. Develop route service schedule basedduring peak and off peak period. Develop route service schedule basedduring peak and off peak period. Develop route service schedule basedon frequon frequon frequon frequency set during peak and off hr. Determine fleet size requirement ency set during peak and off hr. Determine fleet size requirement ency set during peak and off hr. Determine fleet size requirement ency set during peak and off hr. Determine fleet size requirement for the route and vehicle schedule during the 16 hr service period (5am for the route and vehicle schedule during the 16 hr service period (5am for the route and vehicle schedule during the 16 hr service period (5am for the route and vehicle schedule during the 16 hr service period (5am – –– –
12 midnight).12 midnight).12 midnight).12 midnight).
Peak (min) Off- peak (min)
5 10
BRT Seremban – Springhill - Port Dickson 25 50 60 70 12 6 840 420 127
Transit RouteDai
Off Peak Line Cap
(pass/ hr)
Avg Speed
(km/h)Length (km)
Cycle Time
(min)Bus Capacity
Peak Line Cap.
(pass/ hr)
Daily veh.
Hours
Route Line Capacity during peak hour = 840 passenger per hourRoute Line Capacity during off peak hour = 420 passenger per hour
Service frequency:-
Peak Frequency: 5 min Off – peak Frequency: 10 min
PeakPeakPeakPeakHourHourHourHour
Off Off Off Off PeakPeakPeakPeak
FrequencyFrequencyFrequencyFrequency 5555 10101010
08:00:00 08:00:00
08:05:00 08:10:00
08:10:00 08:20:00
08:15:00 08:30:00
08:20:00 08:40:00
08:25:00 08:50:00
08:30:00 09:00:00
08:35:00 09:10:00
08:40:00 09:20:00
08:45:00 09:30:00
08:50:00 09:40:00
08:55:00 09:50:00
09:00:00 10:00:00
09:05:00 10:10:00
Fleet size requirement:-
Bus capacity = 40 seating , 30 standingPeak hour Vehicle = 12 bussesOff Peak hour Vehicle = 6 busses
Sample : Bus Schedule Departfrom PD Sentral
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25Transit Operations and Service Management
Step 5: Estimate revenue from fares to be collected based existing fareStep 5: Estimate revenue from fares to be collected based existing fareStep 5: Estimate revenue from fares to be collected based existing fareStep 5: Estimate revenue from fares to be collected based existing farestructure through out the day and project revenue expected in a month.structure through out the day and project revenue expected in a month.structure through out the day and project revenue expected in a month.structure through out the day and project revenue expected in a month.(assume 20 working day). Establish(assume 20 working day). Establish(assume 20 working day). Establish(assume 20 working day). Establish route kmroute kmroute kmroute km----run including dead milagerun including dead milagerun including dead milagerun including dead milageper day and per month. Compute Revenue per km operation for the route.per day and per month. Compute Revenue per km operation for the route.per day and per month. Compute Revenue per km operation for the route.per day and per month. Compute Revenue per km operation for the route.
assumption:
fare rate =0.25 /km
working hours= 16 hrs
working day = 20
dead mileage = 10km / direction
revenue per person 12.5
line capacity passenger/day 8400revenue per day 105000
revenue per month 2,100,0002,100,0002,100,0002,100,000
mileage + dead mileage (daily) 6440
monthly 128800
revenue per km operation 16.3016.3016.3016.30
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26Transit Operations and Service Management
Step 6: Estimate operation and maintenance costs (opex) based on theStep 6: Estimate operation and maintenance costs (opex) based on theStep 6: Estimate operation and maintenance costs (opex) based on theStep 6: Estimate operation and maintenance costs (opex) based on the following assumptions. following assumptions. following assumptions. following assumptions.
Item Stage BusRM (12m)
Driver's wages : basic/hourRM 300 per month + 25%commision on Rev
Driver's wages : overtime/hourNo overtime rate; included inabove
Driver's wages vs Costs (%) 30%-35%Fuel : cost/litre RM 2.02/litre (11 Nov 08)Fuel : cost/bus/km RM 1.68/km @1.2 km/litreLube oil : consumed (excluding
maintenance oil changes)/bus/km
RM 0.02 /bus/km @ 2litres/day;RM6 per litre
Tyre : cost/bus/km RM 0.10/bus/kmBus cleaning : cost/bus/km RM 0.25 /bus/kmBus R&Maint : cost/bus/km RM 0. 5/bus/kmCharge for garage buildings RM 120 per month per busBus leasing cost RM 156,000 per bus per year
Insurance : avg/bus/kmRM 0.08/bus/km @RM12,000/bus/yr
Ticketing : maintenancecost/bus
RM 666/bus @RM 40,000 permonth
Management & Inspectors cost RM 20,000 per month @50% of RevOther overhead RM 25,000 per month
OpexOpexOpexOpexdriver wages 375asumption num drivers 10Total drivers wages 3750
FuFuFuFueleleleldaily vehicle km 6360
daily fuel consumption 10685monthy fuel consumption (20days) 213,696
LubeLubeLubeLubedaily veh km 6360daily lube 127.2monthly lube (20days) 2544
TyreTyreTyreTyredaily veh km 6360
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27Transit Operations and Service Management
daily tyre usage 636monthly tyre (20days) 12720
Bus cleaningBus cleaningBus cleaningBus cleaningdaily veh km 6360daily cleaning service 1590
monthly cleaning service (20days) 31800Bus Paint Bus Paint Bus Paint Bus Paint daily veh km 6360daily paint service 3180monthly paint service (20days) 63600
Garage BuidingGarage BuidingGarage BuidingGarage Buidingper bus monthly 120total number bus 480
9600
Bus LeasingBus LeasingBus LeasingBus Leasingper bus monthly 156000total number bus 624000
12,480,000
Bus InsuranceBus InsuranceBus InsuranceBus Insurancedaily veh km 6360daily bus insurance 508.8monthly paint service (20days) 10176
Ticketing MaintenanceTicketing MaintenanceTicketing MaintenanceTicketing Maintenanceper bus monthly 666total number bus 2664
53,280
Management & Inspector Cost Management & Inspector Cost Management & Inspector Cost Management & Inspector Cost monthly 20000
OverheadOverheadOverheadOverheadmonthly 25000
TOTAL OPEXTOTAL OPEXTOTAL OPEXTOTAL OPEX 12,894,36612,894,36612,894,36612,894,366
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Step 7: Compute route farebox ratio (ie Revenue over Opex) and establishStep 7: Compute route farebox ratio (ie Revenue over Opex) and establishStep 7: Compute route farebox ratio (ie Revenue over Opex) and establishStep 7: Compute route farebox ratio (ie Revenue over Opex) and establishviability of the route. If farebox ratio is nviability of the route. If farebox ratio is nviability of the route. If farebox ratio is nviability of the route. If farebox ratio is not favorable (less than 1.25),ot favorable (less than 1.25),ot favorable (less than 1.25),ot favorable (less than 1.25),suggest changes to existing route and service quality standards wheresuggest changes to existing route and service quality standards wheresuggest changes to existing route and service quality standards wheresuggest changes to existing route and service quality standards whereappropriate.appropriate.appropriate.appropriate.
Total Opex per monthTotal Opex per monthTotal Opex per monthTotal Opex per month 12,894,36612,894,36612,894,36612,894,366
Total revenue per monthTotal revenue per monthTotal revenue per monthTotal revenue per month 2,100,0002,100,0002,100,0002,100,000
Fare box ratioFare box ratioFare box ratioFare box ratio 0.1628618270.1628618270.1628618270.162861827
Step to be done:
1 increase the headway from 15 min to 5 min2 increase the number of buses3 increase the fare rate
4 increase number of passenger through
a) TDM Programme
b) Introduce P&R
c) Introduce feeder bus
d) Passenger loyalty programme
e) Government assistance