Manchester Piccadilly SRI

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Stations Resourcing Initiative at Manchester Piccadilly

Introduction

Using innovative rail industry technology to transform station operations.

JFRail developed the Stations Resourcing Initiative (SRI) and has and implemented it across several Network Rail-managed stations over the past three years. The initiative uses innovative rail industry technology to transform station operations from a static, location-based model into a task-led, optimised approach supported by workforce planning tools and efficient rostering. This means station staff are deployed based on tasks and demand, rather than fixed locations. JFRail successfully delivered this approach in partnership with software company SISCOG, using Train Operator resourcing technology.

Network Rail (High-Speed) first engaged SRI to improve productivity at stations. The initiative delivered significant productivity improvements whilst also enhancing employee engagement through initiatives such as team days, collaborative working, structured breaks and administration time for managers. Due to the diversity of benefits, SRI has attracted further interest at other Managed Stations; SRI has been tested and deployed at Euston Station, with a pilot proposal outlined for Birmingham New Street. Feasibility studies demonstrate a 10% reduction on average in Full-Time Equivalent (FTE) headcount at these stations.

Manchester Piccadilly Station presented a unique set of challenges, creating an opportunity to undertake an additional SRI feasibility study. The Stations Management team faced increasing customer assistance demand, employee engagement challenges, CP7 efficiency targets and the need to align station resources with the wider GBR initiative. Following a joint site visit, the JFRail team identified several operational inefficiencies at the station, including fragmented station operations that required split resourcing, growing customer assistance demands without data-led resource planning and limited use of availability and utilisation data to inform staffing decisions.

The study assessed how to optimise task-based activity for key station roles through structured work diagrams, workforce planning (based on availability and utilisation data) and rosters. To achieve this, JFRail followed a structured methodology. This included:

Developing a comprehensive inputs spreadsheet – including all data inputs required for a successful SRI process (e.g., current rosters and rostering principles, rules, local agreements, establishments and detailed availability and utilisation data).
Assessing and validating input data using subject matter expertise – this included validating station walking routes between tasks and task completion time under variable conditions.
Creating a station model using SISCOG software – the model defined tasks and activities for relevant roles alongside station-based rules for task length, walking times and national and local terms and conditions.
Calibrating the model to produce SRI initiatives for the station – including team working in diagrams and rosters, team days in rosters, structured breaks and administration Days for SSMs and Supervisors.

This approach delivered a series of valuable outputs to inform key recommendations for optimisation:

1. A baseline set of diagrams for all in-scope roles – including workforce calculators and base rosters for each role. These were informed by current rosters and resource planning as part of the SRI process, however kept roles and locations of roles static.
2. A set of customer assistance diagrams – generating a long-term demand model for customer assistance resource at the station and diagrams to deliver this.

A series of optional diagrams for all in-scope roles – informed by discussions with the Client, JFRail developed a series of options based on either combining roles or removing roles where efficiencies were identified. Each option included diagrams, workforce calculators and base rosters for each applicable role, using the SRI process however keeping roles and locations of roles static.

As part of the baseline process, JFRail also developed a comprehensive workforce calculator using availability and utilisation data. This included a raw data calculator (considers actual release time from the roster for all roles), a normalised calculator (considers industry-expected levels of release and coverage required for all roles) and an overview report, detailing the differences between the raw data and normalised calculators. This helps Station Management teams to optimise station resourcing by reducing the impact of current release and resource coverage requirements. Using the assessment outputs, JFRail worked with the Client to identify additional opportunities for further efficiencies. This included, for example, merging activities, removing roles and combining rosters.

JFRail’s approach generated a series of findings which informed a Station Resourcing Action Plan and further enhancement options. Using a workshop-based approach with the Station Management team, JFRail selected four options from the outputs for further development and validation. The team developed new diagrams, base rosters and workforce calculators for each option, comparing outcomes to identify which options yielded the greatest efficiencies.

Results

The SRI process at Manchester Piccadilly highlighted:

A baseline establishment of 82 is required to operate current Network Rail tasks and activities at the station (higher than the current establishment of 80).
Tasks and activities for CSA roles can be optimised into diagrams, and the CSA (Mobility) role can use a demand-based customer assistance model to achieve optimal efficiency.
An establishment of 92 is required to sufficiently cover staff release, higher than the baseline requirement of 82. This differential of up to 10 FTE is a key challenge, suggesting current resource gap is covered by rest day working and overtime, driving significant cost.
The increase in FTE is driven by an inefficient location-based approach to resourcing and the gap between mobility assistance job requirements and current resourcing.
Four different Options, produced as part of the Options Pack. Option 1 produced a net decrease in establishment of 5 FTE and Option 2 produced a net decrease of 11 FTE. Whilst Options 3 and 4 produced no FTE reduction, the merging of the base rosters offers added resilience for roles within the roster. This spare coverage provides flexibility and cross-cover where shortages occur; this could be beneficial to the station in the long term.

Based on the results, JFRail presented five key recommendations to optimise station resourcing at Manchester Piccadilly, considering various pathways for the implementation of options and elements of the Manchester Piccadilly Station Resourcing Action Plan.