The need for a strategic approach on the railways to the management of the vehicle-track interface

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@article{c62b60d6ad63475797b61409acd20edc,
title = "The need for a strategic approach on the railways to the management of the vehicle-track interface",
abstract = "Network Rail's decision in 2003 to bring track maintenance back in-house was long-overdue recognition that responsibility for safety on Britain's railways cannot be abdicated - but there was more to it than that. The accidents at Hatfield and Potter's Bar (both in Hertfordshire, UK), in particular, had exposed very vividly how privatisation had encouraged each now separated and competing part of the industry to operate in its own interests: records, data and expertise were fragmented, and track and train operators alike each sought to minimise their individual costs in isolation. This paper argues from a systems analysis perspective that, on vehicle and track maintenance at least, the overall costs to the industry are in such circumstances likely to be higher than if the various parties were to work together towards minimising total track and train maintenance costs between them. Far from increasing efficiency, privatisation had the effect of reducing it.",
keywords = "operations management railways, maintenance management, fragmentation, strategic management, privatisation",
author = "V Thanh and Keith Madelin and Clive Roberts and Andrew Tobias",
year = "2010",
month = jan
day = "1",
doi = "10.1080/09537325.2010.520474",
language = "English",
volume = "22",
pages = "897--908",
journal = "Technology Analysis and Strategic Management",
issn = "0953-7325",
publisher = "Taylor & Francis",
number = "8",

}

RIS

TY - JOUR

T1 - The need for a strategic approach on the railways to the management of the vehicle-track interface

AU - Thanh, V

AU - Madelin, Keith

AU - Roberts, Clive

AU - Tobias, Andrew

PY - 2010/1/1

Y1 - 2010/1/1

N2 - Network Rail's decision in 2003 to bring track maintenance back in-house was long-overdue recognition that responsibility for safety on Britain's railways cannot be abdicated - but there was more to it than that. The accidents at Hatfield and Potter's Bar (both in Hertfordshire, UK), in particular, had exposed very vividly how privatisation had encouraged each now separated and competing part of the industry to operate in its own interests: records, data and expertise were fragmented, and track and train operators alike each sought to minimise their individual costs in isolation. This paper argues from a systems analysis perspective that, on vehicle and track maintenance at least, the overall costs to the industry are in such circumstances likely to be higher than if the various parties were to work together towards minimising total track and train maintenance costs between them. Far from increasing efficiency, privatisation had the effect of reducing it.

AB - Network Rail's decision in 2003 to bring track maintenance back in-house was long-overdue recognition that responsibility for safety on Britain's railways cannot be abdicated - but there was more to it than that. The accidents at Hatfield and Potter's Bar (both in Hertfordshire, UK), in particular, had exposed very vividly how privatisation had encouraged each now separated and competing part of the industry to operate in its own interests: records, data and expertise were fragmented, and track and train operators alike each sought to minimise their individual costs in isolation. This paper argues from a systems analysis perspective that, on vehicle and track maintenance at least, the overall costs to the industry are in such circumstances likely to be higher than if the various parties were to work together towards minimising total track and train maintenance costs between them. Far from increasing efficiency, privatisation had the effect of reducing it.

KW - operations management railways

KW - maintenance management

KW - fragmentation

KW - strategic management

KW - privatisation

U2 - 10.1080/09537325.2010.520474

DO - 10.1080/09537325.2010.520474

M3 - Article

VL - 22

SP - 897

EP - 908

JO - Technology Analysis and Strategic Management

JF - Technology Analysis and Strategic Management

SN - 0953-7325

IS - 8

ER -