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NYC Transit Subway Car Program Progress Update (R179, R211) - 1/2017 presentation

Posted by gold_12th on Fri Jan 20 17:31:36 2017

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http://web.mta.info/mta/news/books/pdf/170123_1345_CPOC.pdf Page 28 to 45 presentation.
Full presentation on Monday's afternoon board meeting.


Agenda
• R188 Project Update (506 Cars)
• R179 Project Update (300 Cars)
• R211 Project Update (Up to 1,545 Cars)

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Subway Car Fleet Overview
Age of Fleet; cars; percentage
0 to 15 years: 3,530 cars - 54%
16 to 30 years: 950 cars - 15%
31 to 40 years: 1,267 cars - 20%
41 years and over: 735 cars - 11%

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R188 | Project Overview

CAR BUILDER: Kawasaki Rail Car, Inc.

SCOPE:
126 new ‘A’ Division cars + 380 converted R142A cars (506 total cars)
– Base Order: 3 trains (23 new cars + 10 converted R142A cars)
– Option Order: 43 trains (103 new cars + 370 converted R142A cars)
– Total: 46 trains for Flushing CBTC / 7 Line Extension service

SCHEDULE:
Base Contract awarded: 5/28/2010
Option Contract awarded:12/30/2011
Final train accepted: 6/30/2016

PROJECT BUDGET: $613.6 million

HIGHLIGHTS:
Progress
- Deliveries completed in June 2016; all 506 cars conditionally accepted and placed in-service
- Overall project budget currently 90% expended
- 12-Month Rolling MDBF of 222,457 miles exceeds contractual requirement of 150,000 miles.

2017 Look Ahead / Goals
- 319 cars remain under warranty

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R179 | Project Overview

CAR BUILDER: Bombardier Transportation Corp.

SCOPE:
300 60-foot ‘B’ Division cars

SCHEDULE:
– 36 ½ trains (configured into 65 4-car units and 8 5-car units)
Contract awarded: 6/4/2012
Prototype test train delivered: November 2016
Production cars delivery begins (latest proposal): September 2017
Production cars completion (latest proposal): July 2018 – Under Review

BUDGET: $740.6 million

HIGHLIGHTS:
Progress
- Prototype test train received in November 2016
- Various on-site qualification tests ongoing

2017 Look Ahead / Goals
- Complete on-site qualification testing
- Begin receipt of production cars in September 2017

R179 | Challenges + Mitigations

Schedule
- Revised Bombardier schedule proposal under evaluation by NYCT
- Bombardier to deliver additional production units to NYCT while prototype testing is underway
- Bombardier plans to ramp up production to prevent additional delay and potentially accelerate
deliveries


Transfer of Production Sites
- Expanded oversight by NYCT and consultant
- Inspection plan developed for additional production sites
- Additional car sets of material on hand in the event of defects


Overlapping of Deliveries & Testing
- Bombardier plans to address any required modifications
- Bombardier will group these cars by modifications, as required

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R211 | Project Overview

SCOPE:
RFP for up to 1,545 ‘B’ Division Subway Cars
- Base order of 10 open gangway prototype cars, 75 SIR cars & 200 NYCT cars
- Option I for 740 NYCT cars (open gangway or standard configuration)
- Option II for 280-520 NYCT cars for “B” Division service growth

SCHEDULE:
Design start: 12/14/2012
RFP issued: 7/22/2016
RFP Proposals received: 12/15/2016
Contract Award (forecast): mid-2017

BUDGET: $3.2 billion (not including Option II)

HIGHLIGHTS:
Progress
- Proposals received from car builders in December 2016
- RFP evaluation process ongoing
2017 Look Ahead / Goals
- Completion of public mock-up forecast for May 2017

**************************************************************************

January 2017 CPOC
IEC Project Review


Subway Car Procurements

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R188 Budget Review
• The project is on budget. Outstanding change orders are not expected to exceed the remaining contingency.

R188 Schedule Review
• The project remains on schedule with no slippage since the IEC January 2016 report.

• The IEC notes that delivery completion supports the schedule for the CBTC Flushing project.


Observations
• The IEC observed prompt response and investigation by NYCT and the carbuilder to identify and resolve technical issues and to approve and implement field modifications.

• The IEC observed a coordinated effort between NYCT and the carbuilder resulting in an MDBF that exceeds the contractual requirement of 150,000 miles.


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R179 Budget Review
• The project budget was increased to offset the cost of consultant construction administration for program delays associated with welding and truck casting issues that occurred earlier in the program.

• The IEC notes that the contract provides for liquidated damages to recover the cost of contractor delays.

• With four (4) outstanding change orders, the IEC believes the current budget and remaining contingency are adequate to complete the project.


R179 Schedule Review
• The carbuilder’s schedule has slipped an additional 6 months since our last report of January 2016. The project is currently 24 months late with a proposed delivery completion date of July 2018. The additional slippage is due to delay in the production and testing of the pilot cars and completion of on-site qualification testing.

• The carbuilder has submitted a Recovery & Mitigation Plan to NYCT. If successfully executed, the IEC believes a portion of the additional 6-month delay may be recovered.

R179 Project Risks
• The carbuilder plans to ramp up production to 1 car/day in 2017 from the current production rate of 1 car/4-days. Considering the carbuilder performance to date, it is the IEC’s opinion that the carbuilder may be unable to achieve the full production rate.

• The IEC is concerned whether the supply chain will be able to support Bombardier's aggressive ramp up schedule.

• The ramp up plan also requires NYCT to accept cars at a rate of 1 car/day which may be difficult to maintain on an uninterrupted ongoing basis.

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R211 Budget Review
• The current Budget is $3.2B and includes the purchase of 75 SIR cars, one Open Gangway Test Train, and 940 “B” Division Railcars a portion of which may be open gangways.

R211 Schedule Review
• The R211 project is currently in the RFP stage. Proposals were received in December 2016. The award date has shifted from early 2017 to mid-2017.

R211 Project Risks
The IEC has identified the following as potential factors that could influence the success of this project:
• Complicated multi-phase procurement

• Changing landscape of suppliers

• Introduction of new technologies

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