Operational and Maintenance Approach for Improving Fuel Economy in City Bus Transport Supplementary Guidance Note Management commitment Maintenance Training Data collection Employee communi- cation SEPTEMBER 2016 Operational and Maintenance Approach for Improving Fuel Economy in City Bus Transport Supplementary Guidance Note SEPTEMBER 2016 Acknowledgements This activity has been implemented with support of the Ministry of Urban Development, Government of India and funded by the Energy Sector Management Assistance Program (ESMAP). ESMAP is a global multi-donor technical assistance trust fund administered by the World Bank. It provides analytical and advisory services to low and middle income countries to increase their know-how and institutional capacity to achieve environmentally sustainable energy solutions for poverty reduction and economic growth. For more information, please visit www.esmap.org. This is a supplementary note to the Guidance for the Application of the ESMAP Operational and Maintenance Approach for Improving Fuel Economy (2011) and is based on on-ground piloting of the ESMAP approach in Indian cities. This task was led by Nupur Gupta with assistance from Brian McCollom, Sudhakararao Uppada, Mohammed Haneef and N.S. Srinivas. Table of Contents Executive Summary 2 Initial Steps: Management Commitment and Ownership 5 Targeting Methodology and Approach 6 Technical Approach 6 Data Validation 6 Technical Adjustments to Data 7 Targeting Approach 10 Fuel Efficiency Analysis Tool (FEAT) 14 Bus Maintenance Protocols 15 Selection of Low-Performing Buses 15 Two-Tier Maintenance Program 15 Tier-1 Checks 16 Tier-2 Checks 17 Bus Driver Training 19 Selection of Low-Performing Drivers 19 Driver Training Program 20 Classroom Training 20 On-the-Road Training 23 Follow-Up Monitoring 24 Annex 1: Pilot Demonstration Details 26 Annex 2: Pilot Demonstration Results and Lessons Learned 30 Annex 3: 16-Point ESMAP Action Plan 37 Annex 4: Tiered Maintenance Program 38 Supplementary Guidance Note 1 Executive Summary R apid urbanization has increased demand for more frequent created public transport services. Many city public in maintenance quality. costs and better air transport companies globally are under In 2011, the Energy Sector Management constant pressure to carry increasing Assistance Program (ESMAP), a global passenger loads on their limited capacities. knowledge and technical assistance Fluctuating global and local fuel prices exert program administered by the World Bank, continuous pressure on operating costs engaged in a study and published a guidance more often than not rendering transport note1 with recommendations on how city services unprofitable. bus managers and their staff members could develop an action plan for improving While government support to help city fuel efficiency without significant capital transport operators meet these challenges investments. The paper researched different has not increased, local officials expect issues affecting fuel economy. However, in public transport companies to become the absence of a carefully-controlled study, more efficient and meet the growing general definitive conclusions could not be drawn public transport needs. though an action plan which focused on five key areas was recommended: Fuel is the single largest expenditure Management • commitment and incurred by public transport companies. In ownership; bus transportation, fuel expenses could be 35-50 per cent of the total operating and • Data collection and analysis; maintenance costs for buses. In this scenario • Maintenance directed at low fuel where additional funding is inadequate and economy buses; fuel costs are high, improvements in fuel efficiency can help transport companies • Training directed at low-performing become more efficient and operationally drivers; and sustainable. • Employee communication and rewards. Experiences from other Indian cities and The report came to the following ‘tentative’ also internationally suggest that energy conclusion: efficiency can be vastly improved through targeted programmes focused on improving … The limited data suggests that the the driving skills of bus drivers and through combination of driver training and comprehensive maintenance of buses. organizational focus on fuel economy Such programs also result in improved road could provide fuel economy benefits safety (safer drivers), increased service in the 7 to 15 per cent range for reliability (less breakdowns) and increased organizations where fuel economy life of units, thereby leading to a reduction has not previously been a focus …. 1 Transit Bus Operational and Maintenance Practices to Maximize Fuel Economy (2011). 2 Guidelines FOR Improving Fuel Economy in City Bus Transport The report went on to draw a final ‘tentative’ database management and fuel efficiency conclusion: analysis are required to implement the ESMAP approach. … Overall, the testing showed that the recommended approach could • Driver training and bus maintenance be implemented without significant schedules should be customized based changes in operating structures, on the capacity of a bus operator and the capital investment or upfront facilities available. preparation. However, energy-efficient O&M practices must be carefully • The ‘train-the-trainer’ approach is an planned and must be appropriate to effective way of creating in-house, expert the size, resources, and ‘culture’ of trainers. each city bus company in order to be successful … (page 2). • The driver checklist prepared for the pilot demonstrations can be useful in A series of 16 specific actions was developed monitoring all drivers. in the key areas.2 The recommended actions were field tested in three cities in • The targeted bus maintenance protocols southern India: Hyderabad, Vijayawada and can only be effectively implemented and Mysore. ESMAP funded another project in the results fully realized when there is 2013 to test the practical application of the adequate internal or external capacity program’s approach in four cities in India to perform both Tier-1 and Tier-2 — Bhopal, Chandigarh, Jaipur and Mira maintenance protocols. Bhayandar, a distant suburb of Mumbai. These four cities are demonstration cities Finally, the pilot demonstrations strongly under the Global Environment Facility (GEF) show that the success and likely sustainability grant funded Efficient & Sustainable City of such fuel efficiency programmes requires Bus Services Project being jointly supported significant management commitment. by the Ministry of Urban Development and Management support is needed to ensure the World Bank. that proper resources are provided to carry out fuel efficiency procedures on a This paper captures the on-ground regular and consistent basis. Management implementation of this pilot project support is also needed to hold drivers and that worked with select city transport mechanics responsible and accountable for operators in the four cities. It highlights the fuel efficiency. demonstrated results and lessons learned on increasing efficiency and fuel economy Although the pilot demonstrations focused of bus systems and reducing cities’ energy primarily on the technical aspects of the consumption and pollution. The experiences ESMAP guidance note, several managers gained from the pilot demonstrations of the said that they felt that monetary incentives ESMAP approach suggest: were key to improving the performance • Improvement opportunities exist in all of drivers who were not self-motivated to environments. improve their performance. This suggests that the establishment of an employee • A computerized and tailored analysis rewards program (for example, monetary program such as Fuel Efficiency Analysis incentives and public recognition) could Tool (FEAT) and a local analyst skilled in play a key role in motivating the drivers and 2 A summary of the 16 actions is provided in Annex 1. Supplementary Guidance Note 3 mechanics to make fuel efficiency a key • Bus Maintenance Protocols through focus of their work activities. a two-tier maintenance program and process for advancing from the first to The following sections are detailed out in the second tier. this note: • Critical topics for a Driver Training • Initial Steps to be observed around Program and the follow-up monitoring management commitment and process of drivers. resourcing when embarking on the ESMAP approach. • Results and Lessons Learned regarding start-up issues, the application • Targeting Methodology and Approach of a technical analysis and protocols for identifying the buses and drivers with and management commitments from lowest relative fuel economy and various three rounds of applying the ESMAP data issues that must be considered. approach. 4 Guidelines FOR Improving Fuel Economy in City Bus Transport 1. Initial Steps: Management Commitment and Ownership E SMAP recommended an action plan that focused on five principles that are a combination of technical and management the fuel efficiency program is required. In addition, time must be dedicated for at least one mechanic and one maintenance actions (See Annex 1 for more details). To helper (for conducting Tier-1 checks demonstrate the potential benefits of the and managing Tier-2 checks), two driver ESMAP approach it was decided to limit the trainers (for conducting regular classroom focus of the pilot demonstrations to three and practical driver training and follow-on ESMAP technical actions: monitoring) and a data analyst (for data compilation, analysis and validation for • Data collection and analysis targeting). These resources are critical for • Maintenance of low fuel efficient buses the development of an in-house training • Training of low-performing drivers unit and unless they are identified and dedicated at the start of the program, its However, one of the key lessons learned sustainability and continuity are likely to from the pilots was the importance of be impacted. management commitment. The pilots that were most successful were those • Provision of sufficient physical with management commitment. Senior facilities or outside services to perform management must lead and oversee the the complete set of maintenance entire ESMAP program to ensure alignment protocols. This may require upgrading with existing staffing needs and for providing existing maintenance facilities and the necessary human physical resources for equipment or the use of third-party the program. maintenance services. Therefore, it is important that the senior • Bus operating company should management’s commitment is obtained mainstream training as part of their before a city transport operator initiates the overall operations. The management, technical activities presented in this paper. through the training unit, should develop It is recommended that this commitment a training calendar and ensure adherence involve the following: to the agreed schedule for targeting poorly-performing buses and drivers • Dedication of staff members for and improving performance through analysing fuel consumption data, the recommended bus maintenance performing bus maintenance protocols protocols and driver program. The and conducting the driver training experience from the pilots suggests program. One dedicated focal point that these activities can be reasonably person for managing and coordinating scheduled every two to three months. Supplementary Guidance Note 5 2. Targeting Methodology and Approach A four-pronged approach implemented that encompassed: was Data Validation Data validation is important in any analysis • Analysing fuel consumption data for the program, particularly for those programmes most recent months to identify buses which use data collected in daily operations. and drivers with lowest relative fuel Data validation is a process to ensure that economies. a program operates on correct and useful data. It uses validation rules that check for • Applying a two-tier maintenance program the ‘correctness’ of the data that form inputs for low fuel economy buses. for the analysis and reject data entries or records that do not pass the rules. • Training identified drivers in fuel efficient driving techniques. The targeting approach relies on bus fuelling data that is collected in daily operations. • Monitoring changes in fuel economy for Each entry or record provides the following the buses and drivers who participated data items: in the program. • Fuelling date Technical Approach • Bus number An analysis of fuel consumption for the • Route number most recent month to identify the buses • Driver number and drivers with the lowest relative fuel • Daily operated km economies in the four demonstration cities entailed the following steps: • Fuel added in litres • Data Validation - Evaluating the validity Exhibit 1 provides an example of a log of of individual bus identification and daily fuelling data using these data items. fuelling records. Many transport companies in India rely on • Technical Adjustments - Addressing manual records for maintaining daily fuel situations that require the grouping or consumption data. When each bus is fuelled splitting of fuel consumption data by bus (typically at the end of the day), either the routes before the data is analysed. driver or a maintenance employee who is assigned the fuelling duty, records the data. • Targeting Approach - Identifying the In most companies, the data is recorded in lowest performing buses and drivers paper form. In some systems, the data is after accounting for two major factors entered into an electronic form. that affect fuel economy — route characteristics and bus type. A monthly analysis of about 3,000 data records related to fuel consumption for a • Fuel Efficiency Analysis Tool – depot housing 100 buses was conducted. Conducting a targeting analysis using a All data available in paper format was Microsoft Access runtime program. transcribed into an electronic format. This 6 Guidelines FOR Improving Fuel Economy in City Bus Transport Exhibit 1: Example of Fuel Consumption Data Input Date Bus Route Driver Daily Fuel Added Number Number Operated (Liters) 1 2 3 KM 1.2.2014 6017 1 216 206 299 262.0 96.8 1.2.2014 8551 1 158 303 182 262.7 85.4 1.2.2014 4787 2 154 129 152 260.5 78.9 1.2.2014 4775 3 213 122 210.7 73.1 1.2.2014 9046 4 150 101 264.0 89.7 1.2.2014 9223 4 381 182 275.8 97.8 data, however, needed to be validated since • Missing Driver Numbers. At least one several errors could have occurred when driver number should be entered for each the fuel consumption data was recorded, fuelling, which should then be compared as well as when it was being transcribed, to a master list of valid driver numbers. including: However, it may be difficult to maintain a current driver list at some companies • Different variations of a driver’s name because of the rapid turnover of drivers, entered throughout the month especially newly recruited ones. • Incorrect entries could have potentially • Unreasonable Fuel Consumption. been made Fuel economy (kmpl) for each fuel consumption record can be calculated • Correct entries could have been and compared to an expected incorrectly transcribed in the electronic performance range. A range of 1.0 kmpl format (low) to 6.0 kmpl (high) was used in the • Data recorded even when the bus tank demonstration. The range limit depends was not completely refuelled on the types of buses operated and local operating experiences with these buses. The first issue related to variations in a driver’s name can be minimized in general • Missing Bus Route Numbers. At least by issuing and recording driver employee one bus route number should be entered codes (or numbers) instead of recording a for each bus fuelling to be compared with driver’s name. This avoids ambiguity and a master list of valid bus route numbers. confusion related to common or similar first Records that fail any validation rule can and last names. be reviewed and corrected. If the records cannot be corrected, they are excluded from The remaining three issues can be the analysis. The goal is to correct all the addressed using simple validation rules failed records, but this may not be possible. that are applied to fuel consumption data If the failure rates exceed more than 1 per records (that is, one daily fuelling for a bus) cent of the records, then the recording before the data is analysed. Key validation process should be reviewed to identify and rules should cover the following: correct systemic recording problems. • Missing or Incorrect Bus Numbers. A bus number needs to be entered for Technical Adjustments to Data each fuelling, which then needs to be It is easier to analyse bus transport systems compared to a vehicle inventory to that operate under simplistic conditions ensure entry accuracy. such as: Supplementary Guidance Note 7 • Only one driver assigned to a single bus The most accurate method for addressing on the same day; these complications is to refuel the bus each time a driver changes or a bus goes from • A single bus providing service only on one route to the other. This obviously is not one route on the same day; or practical in most operating environments. • If two buses provide service on a It is also not consistent with the common particular route they have the same bus practice of refuelling buses when they return type/seating configuration. to their depots at the end of their day’s work Unfortunately, many bus companies have in preparation for pull-out the next morning. developed bus and driver work assignments Electronic monitoring of fuel consumption which while being efficient are complicated is another option for addressing these and do not meet these simple conditions. complications. However, these systems are Two, sometimes three, drivers operate a generally not in use in any bus transport single bus on the same day. A single bus system in India. As such, ways and means might operate on more than one route in for widespread application of electronic one day. Typically, one bus provides service fuel consumption monitoring need to on a single route only when the overall route be explored before this option can be distance is short and it has a low passenger considered. load. Hence, some technical adjustments to Technical adjustments to fuel consumption fuel consumption data that is analysed are data were developed keeping in mind the required. These relate to fuel adjustments operating environment in India. Many bus for routes split between multiple drivers, companies use manual approaches for buses that ply multiple routes and routes recording fuel consumption data. However, that require more than one bus to cater many companies do not record the actual to passenger loads with varying bus type kilometres that individual buses operate configurations. Other adjustments must be on individual routes when a bus provides made to the initial results of the analysis to services on several routes in a single day. develop composite scores for buses that They also do not record the actual kilometres operate services on more than one route that individual drivers operate on individual and drivers who operate more than one bus routes when the drivers provide services on during a month on the same route. several routes in a single day. Data Adjustment 1: Splitting Fuel Consumption Data Among Drivers Many transport companies operate bus routes that have long service spans. The service on routes begins early in the morning (for example, 6 am) and ends late in the evening (10 pm). It is common to schedule this type of service using one bus and two drivers who work eight hour shifts each. The bus is fuelled at the end of the day since it is not practical to refuel it each time a driver changes. The fuel record often shows the bus number, the route number, the names or employee identification numbers of the drivers, the kilometres operated and the litres of fuel consumed. In many cases, however, the company does not record actual kilometres operated by individual drivers on a daily basis. The simple technical adjustment in this case is splitting the kilometres operated and the volume of fuel consumed equally among the drivers. For example, Bus 45 is operated by Drivers 102 and 207 on Route 2. The bus travels 200 km and consumes 80 litres. This is split equally among the drivers to modify their individual records to reflect Driver 1 and Driver 2 both driving 100 km and consuming 40 litres of fuel each. 8 Guidelines FOR Improving Fuel Economy in City Bus Transport Technical adjustments are based on making in this way, the overall targeting approach equal apportionments (or groupings) of the using such adjusted data will be able to fuel consumption data. While some error is objectively identify and rank the lowest introduced when making apportionments performing buses and drivers. Data Adjustment 2: Splitting Fuel Consumption Data Among Routes Many transport companies schedule drivers to operate more than one bus route during the day using a single bus. This may be done because the routes have different starting and ending times or as an effort to reduce dead kilometres for routes with long distances and service spans. The simple technical adjustment is splitting the kilometres operated and the litres of fuel consumed equally among the routes. For example, Driver 104 operates Bus 45 on Routes 12 and 18. The bus travels 180 km and consumes 60 litres. This data is split equally between the two routes, with each having operated 90 km, consuming 30 litres each. Data Adjustment 3: Route Grouping A vast majority of transport companies operate bus routes with varying bus requirements. Most bus routes require at least two buses to meet passenger load demands, which also help maintain reasonable service frequencies on medium to long distance urban routes. At times some transport companies operate bus routes that require only one bus, especially when the routes are short and have low passenger loads. Targeting low performing buses and drivers on such routes can present a problem if the same bus is assigned to the route every day. In this situation, the average fuel consumption will equal the fuel consumption of the single bus. There are no high or low performing buses on the route, just one bus. A variation of this problem is when two types of buses are operated on a route, but there is only one bus operated of a single bus type. For example, a route may regularly use four 160-HP buses and one 130-HP bus. The simple technical adjustment that is stop more frequently for passengers, traffic used to address this problem is grouping junctions and congested traffic. this route with one or more other routes An example of this grouping adjustment is to create a new ‘combined route’ for the shown in Exhibit 2. Three buses are operated purpose of targeting analyses. Routes which on Route 1 while only one bus is operated operate the same types of buses and have on Route 3. Before grouping the routes, the the same scheduled speeds are selected average fuel economy cannot be calculated for this. The scheduled speed is calculated for Route 3 since it has only one bus. Fuel as the one-way route distance (for example, consumption data for Routes 1 and 3 is 17 km) divided by the scheduled time (for then grouped to create a combined Route example, 60 minutes). This speed grouping 1/3. Route 1 was chosen because it has approach is used because it is generally operating characteristics that are similar to agreed that average speed is related to bus Route 3: 1) it uses the same type of buses fuel economy. Typically, low-speed routes (Bus Type 1), and 2) it has a route speed have lower fuel economy as compared (18.2 kmph) that is close to the route speed to high-speed routes because the buses of Route 3 (18.9 kmph). Supplementary Guidance Note 9 Exhibit 2: Example of Route Grouping Bus Route Route Bus KM Liters (Step 1) (Step 2) (Step 3) Rank (1= Speed Type Average Route/ Relative Lowest) (kmph) kmpl Bus Type Fuel Average Economy (kmpl) (kmpl) Before Route Grouping (Separate Routes 1 and 3) 56 1 18.2 1 4,435 1,341 3.31 3.45 -0.14 1 58 1 18.2 1 4,689 1,256 3.73 3.45 0.28 3 60 1 18.2 1 4,325 1,299 3.33 3.45 -0.12 2 Average 1 18.2 1 13,449 3,896 3.45 61 3 18.9 1 4,897 1,404 3.49 Not Applicable After Route Grouping (Combined Route 1/3) 56 1/3 18.2-18.9 1 4,435 1,341 3.31 3.46 -0.15 1 58 1/3 18.2-18.9 1 4,689 1,256 3.73 3.46 0.27 4 60 1/3 18.2-18.9 1 4,325 1,299 3.33 3.46 -0.13 2 61 1/3 18.2-18.9 1 4,897 1,404 3.49 3.46 0.03 3 Average 1/3 18.2-18.9 1 18,346 5,300 3.46 Targeting Approach an individual bus or driver against the average performance on a specific route for The objective of the targeting approach is a specific bus type. Buses and drivers are to identify buses and drivers with the lowest ranked based on their absolute differences relative fuel economies. The central idea is in fuel economy (kmpl) from their route/bus that the fuel economy can be improved by type averages. focused maintenance of the targeted buses and by training targeted drivers. It is recognized that an individual bus or a driver is compared to an average The targeting approach considers two that includes own fuel economy. Poor- factors — route characteristics and bus type performing buses and drivers will ‘drag — both of which are well known to affect down’ the averages and may mask how fuel economy. However, it is important that poorly the buses or drivers are performing. factors other than maintenance and driver However, poor-performing buses and training which may also affect fuel economy drivers will still be measured as below should also be considered. The fuel economy average, and these buses and drivers will of different routes can vary based on a eventually be selected since the targeting number of factors such as the number of approach is performed monthly. stops per kilometre, the terrain (hilly or flat), passenger loads and traffic congestion. The The approaches (and examples) for fuel economy of different bus types can also identifying buses and drivers are described vary based on bus size (length and seating in the next sub-sections. capacity), engine horsepower, transmission type and use of air-conditioning. Bus Targeting The targeting approach uses an averaging Figure 1 gives the steps that are used for method for comparing performance. The identifying buses with the lowest relative approach compares the performance of fuel economy as measured in kmpl. 10 Guidelines FOR Improving Fuel Economy in City Bus Transport Figure 1: Steps for identifying buses (3.36 kmpl) is higher than that of Buses 101, with the lowest relative fuel economy 103, 105 and 106 because its potential for improvement — increasing 0.27 kmpl to Calculate become ‘average’ — is the largest among kmpl for the buses. each bus (1) on every route Calculate Driver Targeting Rank buses relative based on Figure 2 gives the steps that are used for difference relative in kmpl differences in identifying drivers with the lowest relative Calculate (1-2) for each bus type (3) kmpl (3) fuel economy as measured in kmpl. kmpl for each bus type (2) Figure 2: Steps Used for Identifying on every Drivers with the Lowest Fuel Economy route Calculate An example of applying the bus targeting kmpl for each driver (1) approach is shown in Exhibit 3. Nine buses on every route are operated on Routes 12 and 14. Two by bus type Calculate Rank drivers different bus types operate on Route 12, relative based on difference while only one bus type operates on Route in kmpl relative differences in 14. In this example, Bus 108 is the lowest Calculate (1-2) for each kmpl (3) driver (3) performing bus (rank =1) because its relative kmpl for each bus fuel economy of -0.27 kmpl is the lowest type (2) among the nine buses. Bus 108 is given this on every route rank even though its absolute fuel economy Exhibit 3: Example of Bus Targeting Calculation Bus Route Bus Type KM Liters (Step 1) (Step 2) (Step 3) Rank (1= Average Route/ Relative Lowest) kmpl Bus Type Fuel Average Economy (kmpl) (kmpl) 101 12 1 4,435 1,341 3.31 3.45 -0.14 3 102 12 1 4,689 1,256 3.73 3.45 0.28 9 103 12 1 4,325 1,299 3.33 3.45 -0.12 4 Average 12 1 13,449 3,896 3.45 104 12 2 4,897 1,404 3.49 3.22 0.26 8 105 12 2 4,478 1,501 2.98 3.22 -0.24 2 106 12 2 4,690 1,459 3.21 3.22 -0.01 5 Average 12 2 14,065 4,364 3.22 107 14 1 4,890 1,267 3.86 3.62 0.24 7 108 14 1 4,550 1,356 3.36 3.62 -0.27 1 109 14 1 4,724 1,289 3.66 3.62 0.04 6 Average 14 1 14,164 3,912 3.62 Supplementary Guidance Note 11 An example of applying the driver targeting routes every day. Due to bus breakdowns approach is shown in Exhibit 4. This is based and driver absences some back-up buses on the example shown in Exhibit 3 except and drivers may provide services on many that in this case the drivers are analysed. routes during a month. Nine buses are operating on Routes 12 and 14. Two different bus types are operating The differences in fuel economy are on Route 12, while only one bus type is calculated for every driver and bus operating on Route 14. In this example, Driver individually, and compared with the average 583 is the lowest performing driver (rank =1) fuel economy for the route and bus type. because his relative fuel economy of -0.38 When a bus (or driver) provides services on kmpl is the lowest among the nine drivers. several routes, the calculations are made Driver 583 is given this rank even though his for the same bus (driver) on several routes. absolute fuel economy (3.07 kmpl) is higher For example, if Bus 12 operates on Routes than that of Driver 521 because his potential 4 and 6, the analysis may determine that for improvement — increasing 0.38 kmpl the relative fuel economy of Bus 12 is -0.12 to become ‘average’ — is larger than the kmpl on Route 4 and -0.24 kmpl on Route 6. potential improvement for Driver 521 (0.21 A weighted-averaging method is used to kmpl). develop a composite score for relative fuel economy for buses and drivers that provide Adjustments to Analysis Results services on more than one route during a In most service operations the same buses month. This method is described in the next and same drivers do not operate the same two sections. Exhibit 4 : Example of Driver Targeting Calculation Driver Route Bus Type KM Liters (Step 1) (Step 2) (Step 3) Rank (1= Average Route/ Relative Lowest) kmpl Bus Type Fuel Average Economy (kmpl) (kmpl) 512 12 1 4,456 1,234 3.61 3.45 0.16 6 514 12 1 4,678 1,256 3.72 3.45 0.27 8 583 12 1 4,315 1,406 3.07 3.45 -0.38 1 Average 12 1 13,449 3,896 3.45 511 12 2 4,987 1,432 3.48 3.22 0.26 7 521 12 2 4,489 1,489 3.01 3.22 -0.21 3 586 12 2 4,589 1,443 3.18 3.22 -0.04 4 Average 12 2 14,065 4,364 3.22 506 14 1 4,980 1,276 3.90 3.62 0.28 9 567 14 1 4,540 1,245 3.65 3.62 0.03 5 569 14 1 4,644 1,391 3.34 3.62 -0.28 2 Average 14 1 14,164 3,912 3.62 12 Guidelines FOR Improving Fuel Economy in City Bus Transport Analysis Adjustment 1: Weighted Bus Relative Fuel Economy An individual bus may operate on more than one route during a month because, either: • The bus is scheduled to operate on two or more routes on a single day; or • The bus is a replacement (back-up) bus for a regularly-assigned bus that is in the depot for the day for repairs, preventive maintenance or routine inspection. A weighted-averaging method is used to develop a composite score for relative fuel economy for a bus that provides services on more than one route during a month. The individual, relative fuel economy scores for the bus on each route are weighted by the kilometres operated to calculate one composite value of relative fuel economy for the bus. An example of calculating weighted bus relative fuel economy is shown in Exhibit 5. Bus 43 operated on Routes 12, 14 and 16 during the analysis month. The relative fuel economies were calculated for Bus 43 on Routes 12 (-0.27 kmpl), 14 (-0.14 kmpl) and 16 (-0.12 kmpl). The weighted-average relative fuel economy for Bus 43 was -0.18 kmpl. This result is used as the value to rank Bus 43 among the other buses operated by the transport company. Exhibit 5: Example of Weighted Bus Relative Fuel Economy Bus Route Bus Type (1) Relative KM (2) (1) x (2) Weighted Fuel Economy Percent of Relative Fuel (KMPL) Total KM Economy (KMPL) 43 12 1 -0.27 1,593 35.3% -0.10 43 14 1 -0.14 1,627 36.0% -0.05 43 16 1 -0.12 1,299 28.7% -0.03 43 All 1 Totals 4,519 100.0% -0.18 Analysis Adjustment 2: Weighted Driver Relative Fuel Economy An individual driver may drive on more than one route or drive more than one type of bus during a month because: • The driver is scheduled to operate on two or more routes on a single day; • The driver operates a replacement bus that is a different type from the one that he normally operates; or • The driver is a replacement (back-up) driver for a regularly-assigned driver who is absent for reasons such as sickness, family emergencies or paid leave. A weighted-averaging method is used for developing a composite score for relative fuel economy for a driver who provides services on more than one route or operates more than one type of bus during a month. The individual, relative fuel economy score for the driver on each route is weighted by the kilometres operated to calculate one composite value of relative fuel economy for the driver. An example of calculating weighted driver relative fuel economy is shown in Exhibit 6. Driver 213 drove four routes during the analysis month — Routes 21, 23 and 34 as part of his regular assignment and Route 26 on which he drove for three days as a substitute driver. The relative fuel economies were calculated for Driver 213 on Routes 21 (-0.27 kmpl), 23 (-0.14 kmpl), 26 (0.18 kmpl) and 34 (-0.12 kmpl). The weighted-average relative fuel economy for Driver 213 was -0.14 kmpl. This result is used as the value to rank Driver 213 among the other drivers in the transport company. Supplementary Guidance Note 13 Exhibit 6: Example of Weighted Driver Relative Fuel Economy Driver Route Bus Type (1) Relative KM (2) (1) x (2) Weighted Fuel Economy Percent of Relative Fuel (kmpl) Total KM Economy (kmpl) 213 21 1 -0.27 1,593 31.7% -0.09 213 23 1 -0.14 1,567 31.2% -0.04 213 26 2 0.18 569 11.3% 0.02 213 34 1 -0.12 1,299 25.8% -0.03 213 All 1 Totals 5,028 100.0% -0.14 Fuel Efficiency Analysis Tool • Presents the calculation results for each (FEAT) bus route. A simple, runtime Microsoft Access • Calculates the changes in fuel efficiencies program, the Fuel Efficiency Analysis Tool from one month to another for each bus. (FEAT)3 was written to conduct the targeting • Calculates the changes in fuel efficiencies analysis. The FEAT program was written to from one month to another for each help managers in the four demonstration driver. cities conduct the targeting methodology described in this chapter. The runtime The FEAT program requires some versions allow users to run the FEAT program customization to perform the targeting without purchasing or installing the Microsoft analysis in a depot. An inventory of the Access program on their computers. buses operated is needed to validate fuel consumption data and, as necessary, to Key Features of the FEAT Program analyse consumption data by different bus • Performs validation of monthly fuel types. A listing of bus routes operated is consumption data and provides output needed to validate fuel consumption data reports of data records that fail the and, as necessary, to group or split the validation checks. consumption data for analysis. • Calculates and presents the buses Ideally, the bus companies adopting the ranked by their relative fuel efficiencies. targeting methodology should make this analysis a standard component or reporting • Calculates and presents the drivers tool of their management information ranked by their relative fuel efficiencies. systems (MIS). The FEAT program can serve • Calculates and presents the absolute these companies as an interim program fuel efficiencies of each bus. until this is done. • Calculates and presents the absolute fuel efficiencies of each driver. 3 The FEAT program was developed to support demonstrations in the four cities. The program provided reasonable results but has not been exhaustively tested for errors. The program can be obtained by contacting the World Bank office in New Delhi. 14 Guidelines FOR Improving Fuel Economy in City Bus Transport 3. Bus Maintenance Protocols T he next step after ranking buses based on their relative fuel economies compared to route averages is selecting the January. A second analysis is performed on February 1 based on the analysis of fuel consumption for January. Bus 106 is worst performing ones and implementing not included in this analysis since it was a maintenance plan to improve their undergoing the maintenance protocols performance. This chapter presents the during January. Bus 106 should again be selection of low-performing buses and a analysed when the data for February is description of the maintenance protocols used. At the earliest this will be on March 1. that are included in the two-tier maintenance program. It is important to recognize that all under-performing buses will be selected eventually. The buses picked in January are Selection of Low-Performing the lowest 10 per cent performing buses. Buses The buses picked in February are the next Low-performing buses are selected from lowest 10 per cent performing buses. After the buses in rank order of their relative the February selection, the lowest 20 per fuel economies. The suggested ESMAP cent of the buses will have been selected guideline4 is that the lowest 10 per cent of to undergo the maintenance protocols. The the buses be selected monthly. A smaller performance of most of these buses will percentage of buses (for example, 5 per improve after the maintenance protocols cent) can be selected if the company’s are applied. Therefore, the buses that resources are limited. will be selected in March and April will predominately be the next lowest 20 The timing of maintenance protocols may per cent of the buses or buses that were also affect the selection of low-performing generally ranked 21 per cent to 40 per cent buses. The suggested approach is that in January and February. a new group of low-performing buses be selected every month. However, since the implementation of the maintenance The Two-Tier Maintenance protocols could take almost an entire Program month, the group of buses selected at the The objective of the two-tier maintenance beginning of month one should not be program is to apply a systematic approach considered for selection until the beginning for improving the performance of buses with of the third month. low relative fuel economies. The program involves going through a list of maintenance For example, Bus 106 is selected as one checks and making repairs or adjustments of the lowest-performing buses on January as necessary. 1 based on an analysis of the December fuel consumption data. The maintenance Many of the recommended checks are protocols are applied to Bus 106 during familiar because they are used in preventive 4 Based on our experiences with various Indian bus companies and the resources that the companies could devote to implementing this program. Supplementary Guidance Note 15 maintenance programmes commonly used per the recommendations of the vehicle by many bus transport companies. The manufacturer. The 19 items are simple two-tier program should not be considered checklists that can be performed at an as a substitute for normal preventive operating depot and do not require a maintenance and inspection programmes. maintenance hoist or an inspection pit. Instead, the program should be treated as More detailed guidance on performing a special ‘campaign’ program that focuses Tier-1 checks is provided in Annex 2. on improving the performance of targeted buses and as a supplement to on-going Generally, these checks can be performed programmes. by junior or mid-level mechanics. A team of one mechanic and a helper can perform Tier-1 Checks Tier-1 checks for three buses during an Tier-1 checks and repairs (Exhibit 7) are eight-hour work shift. applied to all the low-performing buses as Exhibit 7: Tier 1 Checklist and Repair Form Name of the Depot: Vehicle Number: Names of the Mechanic who attended: Date: Component Check/Attention Observation/ Signature of Signature of Action Taken Technician Supervisor Tires/Wheels 1. Tire Inflation as per Inflation chart 2. Free Rolling of Wheels 3. Wheel Bearing Condition & Lubrication Brakes 4. Brake Pedal Free Play 5. Gap between Brake Liner and Drum/Disc 6. Caliper Boot & Wear Adjuster Cap 7. Brake Retraction after Pedal Release Driveshaft/ 8. Lubrication of Driveshaft Joints & Bearings Axles 9. Lubrication of Differential 10. Tightness of Driveline & Gearbox Mounting Bolts Accelerator/ 11. Condition of Clutch Pedal Linkages Clutch Pedal 12. Condition of Accelerator Linkages & Lubrication 13. Accelerator Return Spring Condition Engine 14. Air Cleaner Condition (Choke Indicator) 15. Exhaust Pipes/Muffler Blockage 15. Fault Codes Displayed from On-board Diagnostics 16. Visible Smoke Level on Snap Acceleration Air 17. A/C Compressor Belt Tension Conditioner 18. Refrigerent Pressure 19. Compressor Working Condition 16 Guidelines FOR Improving Fuel Economy in City Bus Transport Tier-2 Checks A two-step process is followed to determine if a low-performing bus has to undergo Tier- Tier-2 checks and repairs (Exhibit 8) are 2 checks: applied only to low-performing buses that do not show significant improvement • If a bus fails some of the Tier-1 checks (defined as greater than 3 per cent) after the and repairs or adjustments are made, Tier-1 checks are applied. then the fuel economy of the bus (kmpl) Exhibit 8: Tier 2 Checklist and Repair Form Name of the Depot: Vehicle Number: Names of the Mechanic who attended: Date: Component Check/Attention Observation/ Signature of Signature of Action Taken Technician Supervisor Wheels 1. Wheel Alignment 2. Tire Camber 3. Wheel Bearing Play Clutch 4. Condition of Clutch Facings 5. Condition of Pressure Plate & Flywheel Facing 6. Condition of Release Bearing & Linkages Fuel System 7. Leakage of Fuel from Fuel Tank/Fuel Lines Diesel/CNG 8. Leakage of Gas (with Smoke Detector) 9. Tightness of Tanks Mounting & Pipes Clamps Engine (Diesel) 10. Fuel Injection Pump Timing & Max Fuel Stop Setting 11. Fuel Injection Pump Working Condition 12. Condition of Injectors (Spray/Pressure Test) 13. Condition of Turbocharger 14. Tightness of Cylinder Head Bolts/Nuts & Cyl Head Condition 15. Engine Oil consumption/ Engine Blow-by Condition 16. Cylinders Compression Values (for High Oil Consumption) 17. Engine Overheating/Coolant Loss (Flush if Required) Engine (CNG) 10a. Air-Fuel Mixer Settings 11a. Gas Pressure Regulator Condition 12a. Ingnition Coil, Distributor, HT Cables & Spark Plugs 13. Condition of Turbocharger 14. Tightness of Cylinder Head Bolts/Nuts & Cyl Head Condition 15. Engine Oil consumption/ Engine Blow-by Condition 16. Cylinders Compression Values (for High Oil Consumption) 17. Engine Overheating/Coolant Loss (Flush if Required) Exhaust 18. Condition of Muffler & Catalytic Converter System 19. Exhaust Brake Butterfly Operation Supplementary Guidance Note 17 is tracked for two weeks. If there is less Exhibit 9 provides an example of how this than a 3 per cent improvement in fuel process was applied to three low-performing economy as compared to the average buses to which Tier-1 checks were applied. for the previous month, then the bus Bus 12 advanced to Tier-2 checks because proceeds for Tier-2 checks. no problems were found and it passed all Tier-1 checks. Buses 23 and 34 failed some • If a bus passes all the Tier-1 checks, it of Tier-1 checks and repairs were made. Bus then proceeds to Tier-2 checks. There 23 advanced to Tier-2 checks because its is no need to monitor the fuel economy average kmpl improved less than 3 per cent of the bus for two weeks because no in the two weeks following the completion repairs or adjustments are made. of Tier-1 repairs. Bus 34 did not advance Tier-2 checks are complex and require to Tier-2 checks because its average kmpl a maintenance hoist or inspection pit. improved more than 3 per cent in the two Typically, these checks are performed at weeks following the completion of Tier-1 a central facility or an outside specialized repairs. facility. More detailed guidance on It should be noted that the threshold value performing Tier-2 checks is provided in of a 3 per cent improvement is based on Annex 2. the judgment of experienced maintenance These checks must be performed by expert managers and average improvements senior mechanics. A team of one mechanic found in prior applications of the ESMAP and a helper can generally perform Tier-2 approach. Some companies may choose a checks for one bus during an eight-hour different threshold value based on their own work shift. judgment and local circumstances. Exhibit 9: Example of Advancing Tier 1 Buses to Tier 2 Checks Bus Average Passed 2 Weeks After Tier 1 Checks Advance Reason kmpl All Tier 1 Completed to Tier 2 Previous Checks? Checks? Average kmpl % Change Month Previous Month 12 2.65 Yes Not Applicable Yes Passed all Tier 1 checks 23 2.53 No 2.59 2.4% Yes Improvement < 3% 34 2.79 No 3.00 7.5% No Improvement > 3% 18 Guidelines FOR Improving Fuel Economy in City Bus Transport 4. Bus Driver Training A driver’s performance is perhaps the largest factor impacting bus fuel economy. Significant improvements in fuel of the driver training program can take three to four weeks, the group of drivers selected at the beginning of month one should not be economy can be achieved through drivers considered for selection until the beginning employing more efficient driving techniques. of the third month. Most bus companies have driver training For example, Driver 56 is selected as one programmes which focus primarily on of the lowest-performing drivers on January safe driving and operating the buses in 1 based on an analysis of December fuel accordance with service schedules. The consumption data. Driver 56 receives driver use of fuel-efficient driving techniques is training during January. A second analysis included in these programmes, but often is performed on February 1 based on the it is not emphasized even though some of analysis of fuel consumption for January. these techniques are very supportive of safe Driver 56 is not included in this analysis driving. This chapter describes the driver since he received driver training during training program that has been developed January. Driver 56 will again be analysed to improve the performance of drivers with when the data for February is used. At the low fuel economy. earliest, this will be on March 1. It is important to recognize that all under- Selection of Low-Performing performing drivers will be selected Drivers eventually. The drivers picked in January Low-performing drivers are selected from are the lowest 5 per cent performing drivers. a listing of drivers in rank order of their The drivers picked in February are the next relative fuel economies. The suggested lowest 5 per cent performing drivers. After ESMAP guideline5 is that the lowest 5 per the February selection, the lowest 10 per cent drivers be selected monthly. A smaller cent drivers will have been selected to target percentage of drivers (5 per cent) than undergo targeted training. The performance buses (10 per cent) are selected because of most of these drivers will improve after bus companies often employ at least two they receive training. Therefore, the drivers drivers for every bus. A smaller percentage who will be selected in March and April will of drivers (for example, 3 per cent) can be predominately be the next lowest 10 per selected if the company’s resources are cent of drivers or drivers that were generally limited. ranked 11 per cent to 20 per cent in January. The timing of the driver training program may Driver Training Program also affect the selection of low-performing The training program consists of two buses. The suggested approach is that a components: new group of low-performing drivers be selected every month. Since implementation • One-day of classroom training 5 This guideline is based on experiences with various Indian bus companies and the resources that the companies could devote to implementing this program. Supplementary Guidance Note 19 • One-day of on-road training ii. Drivers have the ability to make impromptu decisions based on traffic Classroom Training and road conditions. In this context the role of a driver is in a way similar to Classroom training is divided into two parts: that of a judge in a court of law. A driver • motivation discussion on the important and a judge are both required to make role played by drivers in fuel efficiency, appropriate assessments of a situation and and decide on the best course of • a presentation of technical driving action. The basic differences are timing techniques for improving bus fuel and scope of impact. A judge can take economy. extra time to study the case and issue the final decision based on a careful The classroom training usually takes about review of the available evidence. The four hours depending on the level of driver decision of the judge generally affects a participation in the training. small number of people. The driver must be more spontaneous and make his Motivation Training on the decision in a very short time (in seconds Important Role Played by Drivers during emergencies). The driver must be vigilant at all times, have the ability to A significant amount of training time is assess the traffic and road conditions devoted to driver motivation. Drivers and be prepared to take impromptu have the maximum impact on bus fuel decisions. Any misjudgement by the economy. They also happen to be the most driver will affect a large number of autonomous employees in a company since people travelling with him in the bus. they work independently and receive limited direct supervision. Therefore, significant iii. Being diligent helps a driver achieve improvements in bus fuel economy will what is important in life. People occur only if the drivers are self-motivated. choose to become drivers; they are The motivation is organized around six key not compelled. Therefore, each driver messages: should be diligent in carrying out his duties and not complain about the i. The purpose of the training is to circumstances. A driver should take provide driving tips, not driving responsibility for driving efficiently and instructions. The motivation training achieving good mileage. This will result begins by stating that the purpose of in savings for the bus company and help the training is to provide simple driving it remain profitable. If the bus company tips that will help the drivers save fuel. is profitable, it can pay drivers decent It is emphasized that the purpose of the salaries. This, in turn, allows drivers training is not to teach drivers how to to meet family needs, provide good drive a bus. education for their children and lead decent lives. iv. Reducing expenses is the best way for employees to help the bus company be profitable. Reducing salaries and expenses is one way of helping a bus company remain profitable and possibly increase its profits. Whether salaries or expenses are reduced makes a huge difference to employees. Reducing 20 Guidelines FOR Improving Fuel Economy in City Bus Transport salary expenses has an adverse impact drivers have. The motivation training on employees through reduced pay or ends by restating that the purpose of staff retrenchment that involves job the training is to clear misconceptions losses for drivers, conductors and that all drivers have. The saving of 2 other staff members. Reduction in other litres of diesel a day is a practical and expenses such as fuel has a positive achievable target. This can be achieved impact because no salaries are cut only through some mindful driving that or jobs lost. In fact, this increase in includes some important driving tips. profitability provides a bus company the opportunity to increase salaries or Becoming mindful drivers should not be provide new salary incentives. Since fuel construed as meaning that the drivers do is the largest expense of a bus company not know how to drive. Instead, the only and drivers are the primary users of fuel, intent is to clear some misconceptions drivers should be accountable and help that all drivers have and to adopt some a bus company reduce its fuel expenses. simple practices that will yield significant fuel savings. v. Targeting drivers and fuel consumption is the best way to Technical Driving Techniques for reduce expenses. If a bus company has Improving Bus Fuel Economy to reduce expenditures to improve its income or profits, the most logical group Fuel efficient driving techniques are of employees to target is drivers. Fuel discussed after the motivational training is is the largest expenditure item for most completed. It is emphasized that all drivers bus companies and drivers the major can learn these techniques and apply them employees for managing this expendi­ every day on their buses. Drivers must ture item. Focusing on better expense constantly remind themselves to use these control by other employee groups in a techniques or they can slip into bad habits. bus company will help but will not yield The training covers the following four the same level of cost savings or impact key topics regarding fuel efficient driving on company profitability. techniques. The driver trainer refers to vi. The purpose of the training is to the figures in Exhibit 10 as part of the clear some misconceptions that all presentation. Exhibit 10: Key Fuel Efficient Driving Techniques Supplementary Guidance Note 21 i. The Bus Starting Process. • A driver should use the second gear Unnecessary fuel can be consumed for driving up to a speed of 15 kmph during the starting process when the and keep the accelerator at the ¼ engine is cold. The driver can reduce accelerator position. the fuel consumed by: • A driver should use the third gear • Checking the air metres to see if for driving up to a speed of 25 kmph they are correct before starting and keep the accelerator at the ½ the ignition. This eliminates the accelerator position. starting of a bus without proper air pressure. • A driver should use the fourth gear for driving up to a speed of 35 kmph • Starting the bus in the idling and keep the accelerator at the ¾ condition without pressing the accelerator position. accelerator. The driver consumes unnecessary fuel when he starts the • A driver should use the fifth gear for bus by pressing the accelerator. driving at top speed (45 to 50 kmph) and keep the accelerator in the full • Keeping his foot on the foot rest position. near the accelerator. Every bus should have a foot rest placed near Initially, a driver should follow these the accelerator. This helps the driver guidelines for shifting gears and eliminate the habit of resting his foot selecting the proper gears. Monitoring on the accelerator which pushes the the tachometer can help a driver. accelerator down and consumes However, over time, a driver should learn unnecessary fuel. to ‘hear’ how the engine is performing and keep the engine running smoothly ii. Shifting Gears. Most buses in India use by selecting the proper gear accelerator manual transmissions. Excessive fuel position. can be consumed through improper Smooth shifting and selecting proper acceleration and shifting and poor gears are very important in urban bus matching of gears with bus speed. operations. Due to congestion and Drivers can become more fuel efficient constant stopping and starting, bus by shifting gears according to the drivers seldom operate in the top gear following guidelines. These are general most of the time. Generally, drivers guidelines and should be modified to operate within the first three or four reflect the specific size and horsepower gears. of the bus being driven: iii. Use of Accelerator. An accelerator • A driver should set the bus in motion position should be at a 45o angle when using the first gear and without using not in use. A driver can consume the accelerator. unnecessary fuel through an improper positioning of his foot. When the accelerator is not being pushed, the foot should rest on the foot pad and not on the accelerator. When the accelerator is being applied, a driver should use his toes to apply the pressure to the accelerator. This provides smoother acceleration. It also positions the foot to be in the proper resting position when the accelerator is not being used. 22 Guidelines FOR Improving Fuel Economy in City Bus Transport iv. Driver Anticipation. A good driver the training is to demonstrate fuel efficient is always looking ahead in traffic to driving techniques and to give each driver anticipate stops at traffic signals or an opportunity to try the techniques in real bus stops and slowdowns due to traffic world conditions. congestion. A driver should strive to smoothly accelerate and brake. The bus is driven on an actual bus route. He should avoid patterns of hard Stops are made periodically to simulate acceleration and braking often known picking up and dropping off passengers. as ‘hurry-up-and-stop.’ Before the bus is taken out for the training, A driver should make good use of bus it is fuelled or ‘topped up’ and the odometer coasting or momentum as a way of reading is recorded. This is done because maintaining cruising speed, reducing the fuel economy of the training trip will be fuel consumption and providing calculated at the end of the training when passengers with a comfortable ride. As the bus is refuelled and the ending odometer a general rule, a driver should remove reading is taken. his foot from the accelerator about 100 The importance of parking the bus in a metres before stoppage points such particular marked position at the fuelling as bus stops or traffic signals and for station is also emphasized when fuelling the slowing down at speed breakers and bus. Parking the bus in the same position turnings. at the fuelling station every time the fuel is It is emphasized throughout the topped ensures accuracy in the recording discussion that these driving techniques of the fuel consumed. have other benefits besides fuel The first part of the training begins with a efficiency. Using these techniques can driver trainer demonstrating the proper promote greater bus safety because a techniques for bus starting, gear shifting driver is constantly anticipating how and accelerating and stopping. The trainer traffic and other vehicles will behave. uses an older bus to demonstrate that the Using the techniques also helps provide techniques can apply to all types of buses. a more comfortable and smoother ride for passengers. After the driver trainer completes his demonstration, each driver is given the On-the-Road Training opportunity to demonstrate his application The classroom training is followed by two to of fuel efficient driving techniques. Each three hours of on-the-road training. A driver driver is given five to ten minutes of driving trainer takes the entire class of drivers on the time. road in an older bus on an actual bus route The driver trainer and the other drivers used by the bus company. The objective of observe the performance of each driver. As appropriate, the driver trainer makes comments to the class and the driver about the positive aspects of his performance and suggestions for improvement. After the training is complete, the bus is refuelled and its kmpl calculated for the training trip. Since all the drivers try to be fuel efficient on the training trip, the calculated kmpl is generally much higher than the average kmpl for the bus Supplementary Guidance Note 23 company’s operations, sometimes greater each driver’s performance in regular bus than 50 per cent. The trainer emphasizes operations once a week for three weeks that the training kmpl results are achievable after a driver finishes his training. using good driving techniques. The driver trainer uses a checklist (Exhibit 11) that covers key aspects of fuel efficient Follow-Up Monitoring driving techniques. As appropriate, the driver It is important to reinforce the training trainer makes comments to a driver about that each driver receives. A driver trainer the positive aspects of his performance and provides this reinforcement by monitoring makes suggestions for improvement. Exhibit 11: On Route Driver Performance Monitoring Checklist Driver Name: _____________________ Driver ID No. ____________ Bus Number: _____________ Route Number: ______________ Date: _____________________ kmpl of Driver during previous month (पिछले महीने के दौरान चालक की kmpl) ________ (for eg. Since monitoring will be done in January 2014, kmpl of driver to be put December 2013. (उदाहरण क े लिए: MONITORING जनवरी 2014 में करें गे, तो चालक की दिसंबर 2013 की kmpl का उल्लेख करे ) Description Week 1 Week 2 Week 2 Yes (हां) / No (नहीं) Yes (हां) / No (नहीं) Yes (हां) / No (नहीं) BUS STARTING PROCESS 1 Did the driver check BEFORE STARTING THE IGNITION whether the pressure in both the “AIR METERS” are correct? Yes (हां) No (नहीं) Yes (हां) No (नहीं) Yes (हां) No (नहीं) इग्निशन शुरू करने से पहले क्या चालक ने दोनों “एयर मीटर” में दबाव सही हैं या नहीं इसकी जांच की? 2 Did the driver keep the FEET ON THE FOOT REST NEAR ACCELERATOR ? Yes (हां) No (नहीं) Yes (हां) No (नहीं) Yes (हां) No (नहीं) चालक ACCELERATOR के पास footrest पर पैर रखा था ? 3 Did the driver start the bus in «IDLING» condition without pressing the accelerator ? Yes (हां) No (नहीं) Yes (हां) No (नहीं) Yes (हां) No (नहीं) चालक एक्सीलेटर दबाने के बिना IDLING CONDITION में बस शुरू कर दिया? Monitoring of GEAR AND ACCELERATOR usage: 4 Did the driver set the bus in motion using FIRST GEAR WITHOUT ACCELERATOR ? Yes (हां) No (नहीं) Yes (हां) No (नहीं) Yes (हां) No (नहीं) क्या चालक ने बिना ACCELERATOR दबाये पहले गियर में बस को गति मे लेकर आया? 5 Did the driver use SECOND GEAR for driving upto a speed of 20kmph and keep the ACCELERATOR at 1/4th position? Yes (हां) No (नहीं) Yes (हां) No (नहीं) Yes (हां) No (नहीं) क्या ड्राइवर ने 20kmph की रफ्तार तक ड्राइविंग के लिए दस ू रे गियर का उपयोग किया और ¼ स्थिति पर ACCELERATOR रखा था ? 6 Did the driver use THIRD GEAR for driving upto a speed of 30kmph and keep the ACCELERATOR at 1/2 position? Yes (हां) No (नहीं) Yes (हां) No (नहीं) Yes (हां) No (नहीं) क्या ड्राइवर ने 30kmph की रफ्तार तक ड्राइविंग के लिए तीसरे गियर का उपयोग किया और ½ स्थिति पर ACCELERATOR रखा था ? 24 Guidelines FOR Improving Fuel Economy in City Bus Transport Description Week 1 Week 2 Week 2 Yes (हां) / No (नहीं) Yes (हां) / No (नहीं) Yes (हां) / No (नहीं) 7 Did the driver use FOURTH GEAR for driving upto a speed of 40kmph and keep the ACCELERATOR at 3/4 position? Yes (हां) No (नहीं) Yes (हां) No (नहीं) Yes (हां) No (नहीं) क्या ड्राइवर ने 40kmph की रफ्तार तक ड्राइविंग के लिए चौथे गियर का उपयोग किया और ¾ स्थिति पर ACCELERATOR रखा था ? 8 Did the driver use FIFTH GEAR for driving at TOP SPEED and keep the ACCELERATOR in FULL position? Yes (हां) No (नहीं) Yes (हां) No (नहीं) Yes (हां) No (नहीं) क्या ड्राइवर ने TOP SPEED पर ड्राइविंग के लिए पांचवें गियर का उपयोग किया और ACCELERATOR को पूरा दबा रहा था? 9 Depending upon road or traffic condition, did the driver use the POWERPOINT POSITION on the ACCELERATOR when driving at maximum speed? Yes (हां) No (नहीं) Yes (हां) No (नहीं) Yes (हां) No (नहीं) सड़क या यातायात की स्थिति पर निर्भर, क्या ड्राइवर ने अधिकतम गति से गाड़ी चला एक्सीलेटर पर पावरपोइंट स्थिति का उपयोग किया था? 10 Did the driver use his / her TOES for PRESSING THE ACCELERATOR ? Yes (हां) No (नहीं) Yes (हां) No (नहीं) Yes (हां) No (नहीं) क्या ड्राइवर ने ACCELERATOR दबाने के लिए पैर की उं गलियों का उपयोग किया? 11 Did the driver REMOVE THE FEET FROM THE ACCELERATOR 100 meters BEFORE the stoppage point such as bus stops, traffic signals etc. and for slowing down at speed breakers and turnings ? Yes (हां) No (नहीं) Yes (हां) No (नहीं) Yes (हां) No (नहीं) क्या ड्राइवर ने STOPPAGE POINT, जैसे बस स्टॉप, SIGNAL इत्यादी, से 100 मीटर पहले तथा गति- रोधक अथवा मोड़ पर बस की गति को धीमा करने क े लिए ACCELERATOR से पैर हटाया ? 12 Did the driver DRIVE WITHOUT PRESSURE AND WITH CONCENTRATION ? Yes (हां) No (नहीं) Yes (हां) No (नहीं) Yes (हां) No (नहीं) दबाव के बिना और एकाग्रता के साथ ड्राइवर ने ड्राइव किया था? kmpl Achieved (kmpl हासिल की): -> Additional Comments of Trainer (ट्रे नर की अतिरिक्त टिप्पणियाँ): Signature of Trainer : ______________________________ Signature of Driver: ______________________________ Name of the Trainer: ______________________________ Name of the Driver: ______________________________ Supplementary Guidance Note 25 Annex 1: Pilot Demonstration Details Design entire bus fleet in the city. There were multiple depots in the other three cities. The objective of this project was to demonstrate and test the practical The operating environments also varied in application of the ESMAP approach in four the cities (Exhibit 13). In three cities, there cities in India — Bhopal, Chandigarh, Jaipur were dedicated maintenance facilities such and Mira Bhayandar. as repair shop buildings, inspection pits and After preliminary discussions with the washing facilities. There were no dedicated transport managers in the four cities, it maintenance facilities at Mira Bhayandar. was determined that the ESMAP approach Buses in this city were maintained out needed to be demonstrated first before of doors under a flyover in very difficult the cities implemented all 16 action steps. circumstances. This chapter describes the approach that was followed for the four demonstration Exhibit 13: Key Operating Differences cities. It then outlines the objectives of the Among Four Cities demonstration. City Depot Adequate Formal Facilities? Depot Fuel Capacity Efficiency Approach Program? The four cities were selected to demonstrate Bhopal Yes Yes Yes and test the application of the ESMAP Chandigarh Yes Yes No approach that has been outlined in the Jaipur Yes No No previous three chapters. The ESMAP Mira No No No approach was applied at one depot in each Bhayandar city. Local staff in each city was trained to implement the approach. Depot ‘adequacy’ also varied in the four The buses assigned to each depot varied cities. Support facilities in Mira Bhayandar from 50 buses in Mira Bhayandar to 210 were clearly inadequate. Overcrowding buses in Jaipur (Exhibit 12). The smallest was a severe problem in Jaipur where 201 depot was in Mira Bhayandar with 50 buses were being maintained in a depot assigned buses which represented the with design capacity for less than 100 buses. The depot in Jaipur was very old and in need of complete refurbishment. In Exhibit 12: Buses Assigned to Demonstration Depots contrast, adequate capacity was provided in Bhopal and Chandigarh. The Bhopal City Depot Name Assigned Buses facility was operating at near capacity, but Bhopal City 149 was well organized. The Chandigarh facility had acceptable space and facilities. Chandigarh Depot 4 100 Jaipur Sanganer 210 The last difference among the four cities was formal attention to fuel efficiency. The Mira Bhayandar Flyover 50 operators in three of the four cities did 26 Guidelines FOR Improving Fuel Economy in City Bus Transport Exhibit 14: Local Staff and World Bank Roles in Demonstrations Data Rounds 1 and 2: World Bank consultant conducts analysis Analysis Round 3: Local sta s conducts analysis World Bank consultant reviews local staff work Data Local sta s guided by World Bank consultant World Bank consultant Recording Local sta s perform protocols trains and coaches local trainers Data Round 1: World Bank consultant conducts training Recording Rounds 2 and 3: Local sta s conduct training not have formal programmes that focused After discussions with the managers in on improving fuel efficiency. The operator the four cities, an implementation plan of the Bhopal depot had a formal fuel was developed that phased in local fuel efficiency program that focused on driver economy analyses and driver training. performance. The program tracked and World Bank consultants would perform the reported individual driver fuel efficiency. It fuel economy analysis in the first two rounds provided financial rewards to drivers who and hand over this responsibility to the local performed above average and provided staff in the third round. training to drivers who were significantly below average. The Bhopal management Similarly, World Bank consultants would credits this program with improving fuel conduct driver training in the first round. efficiency by over 10 per cent since it was In the second round, the local staff would initiated in 2011. The Bhopal operator conduct the driver training under guidance did not have a comparable program that and coaching of World Bank consultants. addressed bus maintenance. The local staff would conduct the driver training completely on its own in the third Plan round. The roles of the local and World Bank consultants are summarized in Exhibit 14. The demonstration plan was to apply the ESMAP approach for three rounds. Every month (round) 5 per cent of the drivers and Objectives 10 per cent of the buses with the lowest There were four objectives for the relative fuel economies would be identified. pilot demonstrations which guided the The ESMAP driver training and maintenance conducting of the pilot and the development protocols would then be applied to the of technical material: identified drivers and buses. • Demonstrate a technical approach The objective of the demonstrations was that the local managers would conduct a fuel • Develop and refine analysis techniques economy analysis and apply driver training • Document maintenance and training and maintenance protocols. As needed, protocols technical support was to be provided by World Bank consultants. • Prepare an operations manual Supplementary Guidance Note 27 Objective 1: Demonstrate a Technical Approach The ESMAP recommended action plan focuses on five principles (Exhibit 15). These principles are a combination of technical and management actions. To demonstrate the potential benefits of the ESMAP approach it was decided to limit the focus of the pilot demonstrations to three ESMAP technical actions: • Data collection and analysis • Maintenance of low fuel efficient buses • Training of low-performing drivers There would be no formal implementation of the two management action areas — management commitment and ownership and employee communication and rewards — in the pilot demonstration. These are actions 1-3 and 15-16 in Exhibit 15. It was felt that employee rewards and incentives and management bonuses could involve significant costs and the systems might be unwilling to implement these actions until fuel savings were shown. It was expected that the full ESMAP program would be implemented after the technical benefits were shown. Exhibit 15: Management and Technical ESMAP Principles Princi- Action Management/ ples Technical I. Management 1 Appoint a senior executive to be in charge of fleet fuel Management Commitment economy and tie some part of his/her bonus to meeting fuel and economy goals. Ownership 2 Benchmark and set appropriate fuel economy goals by bus type for each year. 3 Communicate the fuel economy results achieved each year to both employees and the public. II. Data 4 Automate data collection to the extent feasible and use Technical Collection analysis software to support maintenance. and Analysis 5 Set up data QA/QC procedures. 6 Analyze the data for separating the effects of driver, route and bus related effects on fuel economy. 7 Use data to refine periodic maintenance. III. Maintenance 8A Select 10 percent of the fleet showing the lowest fuel Technical of Low Fuel economy and conduct simple checks at depot. Efficient 8B Conduct detailed checks at central facility if bus passes step Buses 8A. 8C Compare pre-repair and post-repair fuel economy data on these buses to estimate program benefits. 9 Check repair quality on a random and periodic basis. 10 Obtain mechanic sign-off on repairs for traceability. 11 Require independent team audit of repairs across depots. 12 Retrain mechanics and update repair procedures periodically. IV. Training 13 Train drivers in fuel-efficient driving techniques and Technical of Low- periodically retrain them. Performing 14 Select the 5 percent of drivers with the lowest fuel efficiency Drivers and conduct special additional training. V. Employee 15 Publicly display the fuel economy performance by driver and Management Communi- bus depot to employees. cations and 16 Reward mechanics at the depot level and drivers individually Rewards for exceeding targets. 28 Guidelines FOR Improving Fuel Economy in City Bus Transport Objective 2: Refine Analysis Techniques The 2011 ESMAP guidance note on Transit Bus Operational and Maintenance Practices to Maximize Fuel Economy has a very good overall approach but provides limited information on analysis techniques. As part of the preparation work for the pilot demonstrations, further work was identified and conducted in two analytical areas: data validation and targeting of low-performing buses and drivers. This work is documented in detail in the chapter Targeting Methodology in this guidance note. Objective 3: Document Maintenance and Training Protocols The 2011 ESMAP guidance note on Transit Bus Operational and Maintenance Practices to Maximize Fuel Economy describes elements that comprise maintenance and driver training protocols but does not provide detailed instructions on how to conduct the protocols. These instructions are necessary for the local city staff members to conduct a fuel economy analysis and for applying the protocols. Detailed instructions were prepared and are documented in the chapters Bus Maintenance Protocols and Bus Driver Training. Objective 4: Prepare Operations Manual The 2011 ESMAP guidance note on Transit Bus Operational and Maintenance Practices to Maximize Fuel Economy is limited as it provides step-by-step procedures or is a ‘how-to’ manual. Hence, this current guidance note is written as a simple operations manual for local urban transport managers. It focuses on three ESMAP technical actions: • Data collection and analysis • Maintenance of low fuel efficient buses • Training of low-performing drivers In addition, a simple, runtime Access program Fuel Efficiency Analysis Tool (FEAT) was written to conduct the targeting analysis. The runtime version allows users to run the FEAT program without purchasing or installing the Microsoft Access program on their computers. Supplementary Guidance Note 29 Annex 2: Pilot Demonstration Results and Lessons Learned This Annex presents the results from three The daily recording of fuel consumption rounds of applying the ESMAP approach. was an established practice at the four pilot It also discusses lessons learned regarding cities. Internal control of fuel disbursement the application of a technical analysis and was a major reason for recording fuel protocols. consumption data in all the four cities. The Annex is divided into four sections: The ESMAP targeting approach requires a monthly analysis of about 3,000 data • Data Collection and Management records for a depot housing 100 buses. This • Driver Pilot approach requires a computer analysis of fuel consumption data. This means that a • Bus Maintenance Pilot data entry clerk must transcribe the data • Summary from a paper fuelling form into an electronic format. Data Collection and Management The electronic format for the fuel Results consumption data used in the FEAT program Most transport companies in India rely on is an Excel spread sheet. Each row in the manual recording of daily fuel consumption spread sheet is a fuel consumption record of data. When each bus is fuelled (typically filling a bus on a specific day. Each column at the end of the day), an employee who is a data item such as date, bus number, is assigned the fuelling duty records the driver number, daily operated kilometres fuelling data. In most companies, the data and fuel added in litres. An example of is recorded in a paper fuelling form. In the Excel spread sheet used for Bhopal is some systems, the data is entered into an shown in Exhibit 16. electronic form. Initially this requirement was a problem for operators in Chandigarh, Jaipur and Mira Bhayandar because they were not familiar Data Data Data Recording Validation Analysis with the basic data entry requirements for a computerized analysis. Common errors included leaving blank rows in the spread sheet or not using the exact data labels for Exhibit 16: Example of Bhopal Fuel Consumption Data Format Input date Bus Num- Rpoute Driver 1 Driver 2 Driver 3 Daily Operat- Fuel Added ber Number ed KM Litres 01.03.2014 1082 Sr-2 CBB00709 88 23 01.03.2014 1083 SR-2 CBB00407 126 34 01.03.2014 1120 SR-2 CBB01342 130 32 01.03.2014 1329 SR-2 CBB01102 128 32 30 Guidelines FOR Improving Fuel Economy in City Bus Transport the data items (for example, using the word The effort to identify and train local analysts date instead of the Input date (Exhibit 16)). highlighted the importance of the senior management’s commitment. In two of the In the beginning, often more than 20 cities, the senior management empowered per cent of the data records were found middle managers to address local analyst unusable. However, the World Bank problems quickly. consultants discussed these problems with the operators and the percentage of However, in the remaining two cities instead unusable records quickly declined to less of days it took several weeks to address the than 2 per cent. analyst issue. Only when the World Bank The operator in Bhopal did not have this team in concert with the middle management data entry problem probably because he met with the senior management to highlight was using the data to track fuel economy the importance of the analyst was the issue by route and driver as part of his formal fuel resolved. efficiency program. Lessons Learned The validation (data-error checking) of Bus operating company should consider the consumption data varied among the moving towards automated recording of four cities. Initially the error checks in the fuel data which, in addition to improving FEAT program flagged about 20 per cent data accuracy, would also reduce the scope of the data records as being incomplete or for fuel pilferage. questionable. By the end of the pilots, the data quality had improved in all the cities A major lesson learned was that the bus so that over 99 per cent of the data records operators must have suitable staff to passed the error checks. perform a fuel efficiency analysis required to The four cities were found to have limited or implement the ESMAP approach. However, no analysis capabilities. The cities generally targeted training such as that provided by the did not store the data in a format by which World Bank team during the demonstrations they could ‘query’ the data and perform is needed for analysts. When this is done special analyses. carefully, the local analysts can acquire the skills to conduct data validation and As such it became important to identify the targeting of poorly-performing drivers and right person possessing the right talent and buses independently. skill mix within the bus company who could manage a database and conduct the fuel The senior management’s commitment efficiency analysis. The World Bank team is needed to support this effort. Middle worked with each bus operator to identify managers need to be empowered to identify staff members with appropriate technical and train local fuel efficiency analysts and backgrounds and computer skills to perform dedicate resources to this on-going effort. the ‘analyst’ role during the course of the pilot demonstrations. The World Bank team Driver Pilot trained these identified staff as ‘analysts’ to use the FEAT program. Results The analysts quickly grasped and learned Three rounds of the driver pilot were how to apply the FEAT program. By the conducted in the four cities in December third round, the analysts could conduct 2013, February 2014 and March 2014. data validation and perform the targeting of poorly-performing drivers and buses Data was collected and analysed to assess independently and with no assistance from the immediate impact of the training and World Bank consultants. follow-up monitoring of the targeted drivers. Supplementary Guidance Note 31 This was done by comparing the fuel cent to a high of 52 per cent. The results economy of each driver one month before suggest the potential gains that can be and one month after the driver training was achieved when a driver is properly motivated conducted. For example, in the first round to improve and he receives good training in December 2013 the fuel economy of each and monitoring. driver in November (before month) was compared to the fuel economy in January The results of the three rounds are suggestive 2014 (after month). of the potential of the ESMAP driver training protocols. However, the results varied by The results of the three rounds varied by round and city. round and city (Exhibit 17). The average There are several possible reasons why improvement in kmpl was about 4 per cent. the average results varied by round and However, by city and month, the average city. First, the management’s attention in improvements ranged from a low of -2 the past to encourage fuel efficient driving per cent to a high of 13 per cent. These varied. Bhopal had an on-going program for results are lower than the previous ESMAP encouraging drivers so less improvements applications in which average improvements were expected as compared to the other of 6 per cent to 8 per cent were observed. cities that had no programmes. The estimated daily fuel savings per driver Second, the assignment of buses to drivers also varied by round and city. The average was not fixed during the pilots. It is possible daily savings across the four cities were that a driver’s performance did improve more than 2 litres per day. after the training, but this improvement was not apparent because the driver operated The maximum improvement by a driver in different buses before and after the training each city was also identified. The maximum and the ‘after’ bus was more poorly improvements ranged from a low of 4 per maintained than the ‘before’ bus. Exhibit 17: Driver Training Pilot Results Month of Drivers % Change kmpl Month Average Training Before/After Training Daily Liters Trained Analyzed Average Maximum Saved* Round 1 Bhopal Dec 2013 10 9 3.1% 13.1% 1.0 Chandigarh Dec 2013 15 13 10.2% 23.7% 7.3 Jaipur** Dec 2013 13 2 -6.9% 0.2% (2.6) Mira Bhayandar Dec 2013 9 4 -0.5% 4.0% (0.2) **Questionable November data Round 2 Bhopal Feb 2014 11 11 5.4% 16.4% 1.9 Chandigarh Feb 2014 5 4 1.9% 9.0% 3.0 Jaipur Feb 2014 31 26 5.6% 21.2% 2.6 Mira Bhayandar Feb 2014 7 6 6.2% 14.6% 3.4 Round 3 Bhopal Mar 2014 8 7 -2.0% 5.4% (1.0) Chandigarh Mar 2014 4 3 13.2% 29.0% 11.3 Jaipur Mar 2014 21 18 4.2% 51.8% 0.5 Mira Bhayandar Mar 2014 6 6 1.0% 24.0% 0.2 * Daily average based on 250 days per year 32 Guidelines FOR Improving Fuel Economy in City Bus Transport Discussions were held about the varied approach. In the first two rounds, the local results with the management in the four managers observed the World Bank expert cities. The managers were generally trainers training their targeted drivers. The enthusiastic about the targeted driver local managers conducted the third round training approach. They offered the following of training on their own. The local managers reasons why they felt that the results did felt that this was an effective way of creating not match those achieved in the previous in-house, expert trainers. ESMAP applications and why their results varied from other cities: However, this process departed from the approach outlined in the demonstration • Absence of Driver Incentives. The focus plan. It was planned that the local trainers of the pilots was on technical actions would conduct training in the second and and did not include driver monetary third rounds. However, the trainers in all the incentives. Several managers mentioned four cities requested that they be permitted that they felt that monetary incentives to observe the expert trainers for two rounds were key to improving the performance before assuming the training role. of drivers who were not self-motivated to improve their performance. The use of a technical analysis was the second feature cited by local managers. • ‘Changing Behaviour Takes Time.’ They felt that the use of a technical analysis The pilots were conducted over a period reduced driver complaints. A common of several months. Some managers driver complaint was that his poor fuel suggested that it may take more time economy reflected a bad bus or difficult to demonstrate to the drivers that route that he had been assigned and not the management was serious about his own driving performance. However, the improving fuel economy and it was in the analysis adjusted for different routes and best interests of the drivers to improve bus types. Therefore, efforts were made their performance. to treat the drivers fairly and not to unfairly identify them for special training. • Varied Follow-up Monitoring. The purpose of the follow-up monitoring was The provision of the driver checklist (Exhibit to reinforce and, if necessary, correct 11 in the chapter Bus Driver Training) was the driving techniques provided in the the third feature cited by local managers. training. It was recommended that the The checklist was prepared for use in the monitoring be conducted once a week follow-up monitoring of trained drivers. The for three weeks following the training. managers felt that the checklist was easy to The local managers admitted that the use. They liked the requirement that a driver frequency of this monitoring often sign the checklist because it encouraged departed from the recommendation. the driver to accept ‘ownership’ of the monitoring findings and recommendations. • ‘Learning Curve’ for Local Trainers. The managers felt that it took some time Local managers in Jaipur felt that the use for local trainers used in the third round of the checklist promoted not only fuel to become as proficient as the expert efficiency but also safety and on-time trainers provided by the World Bank who driving. They started using the checklist to conducted the driver training in all the assist in the monitoring of all drivers. four cities in the first two rounds. Local managers in the four cities were very Lessons Learned positive about the pilot demonstrations and The biggest lesson learned was that it was noted three features that they especially difficult to schedule and conduct targeted liked. The first was the ‘train-the-trainer’ driver training every month at the beginning Supplementary Guidance Note 33 of the project. Time was needed for local An unexpected lesson was that the managers to understand and accept two driver checklist prepared for the pilot key elements of the ESMAP approach: demonstrations can be useful for monitoring all drivers. • There is value in providing targeted training to low-performing drivers. Bus Maintenance Pilots • Follow-up monitoring and coaching are Results important to reinforce and, if necessary, correct the driving techniques provided The bus maintenance pilots were planned in the targeted training. and conducted in Bhopal, Jaipur and Mira Bhayandar. Chandigarh did not participate Based on the pilot experience, it is in the maintenance pilots because the suggested that initially targeted training be bus fleet at the only depot suitable scheduled every two to three months. The for the demonstration was scheduled training frequency can be adjusted based to be replaced during the time of the on the experience from the initial rounds. demonstration. Chandigarh did not wish to spend additional money on extra buses that Service demands can also limit driver would soon be replaced. availability for training. Managers may be reluctant to schedule drivers for training Mira Bhayandar could only participate in when there is a shortage of drivers. the first round because it had difficulty implementing the protocols within the It is suggested that local managers prepare prevailing conditions in terms of space/facility and follow a training calendar. This reinforces available for bus maintenance. Jaipur had the importance of targeted training and may similar problems implementing Tier-2 checks encourage local managers to consider how because of the overcrowded conditions at its service demands may affect training. depot. The preparation and commitment to a Three rounds of the bus maintenance calendar may also focus attention on the pilot in the three cities were conducted question of how often targeted training is in November/December 2013, February/ needed and how beneficial it is for a bus March 2014 and April/May 2014. operator. The ESMAP approach targets 5 per cent of the drivers for training in each round. Each round can potentially take a full If a bus operator sees value in targeting 30 month to conduct if some buses have been per cent of the drivers in one year, then this advanced to Tier-2 maintenance protocols. means scheduling the training six times in a This is the reason that the pilots in most year, or once every two months. rounds and cities extended over portions of two calendar months. Another lesson was that the ‘train-the- trainer’ approach was an effective way of Data was collected and analysed to assess creating in-house, expert trainers. the immediate impact of applying the maintenance protocols. This was done by However, all the four cities requested that comparing the fuel economy of each bus their local trainers be given the opportunity one month before and one month after the to observe the expert trainers in action maintenance. For example, in the first round, in the first two rounds as opposed to the which occurred in November/December planned involvement of the expert trainers 2013, the fuel economy of each bus in in only the first round. This change should October (before month) was compared be considered in future ‘train-the-trainer’ to the fuel economy of the bus in January efforts. 2014 (after month). 34 Guidelines FOR Improving Fuel Economy in City Bus Transport Exhibit 18: Bus Maintenance Pilot Results Month(s) of Tier Applied Number of % Change kmpl Month Average Maintenance Buses Before/After Tier (1/2) Daily Liters 1 2 Average Maximum Saved* Round 1 Bhopal Nov/Dec 2013 X X 13 11.4% 22.6% 0.6 Jaipur Nov/Dec 2013 X 18 12.0% 31.0% 3.5 Mira Bhayandar Nov/Dec 2013 X 4 30.4% 43.3% 19.1 Round 2 Bhopal Feb/Mar 2014 X X 15 2.8% 30.8% 1.0 Jaipur Feb/Mar 2014 X X 21 6.1% 20.8% 0.7 Round 3 Bhopal Apr/May 2014 X X 15 -2.3% 9.8% -4.4 Jaipur Apr 2014 X 19 -2.8% 22.4% -1.6 * Daily average based on 300 days per year The results of the three rounds varied by capacity to conduct the more intensive round and city (Exhibit 18). The initial strong Tier-2 checks. They also did not opt to improvement in kmpl in the first round (11 expend financial resources to have Tier-2 per cent to 30 per cent) declined significantly checks performed externally by third party in the next two rounds. maintenance services. Therefore, the pilots conducted in Jaipur The estimated daily fuel savings per bus and Mira Bhayandar were probably not also varied by round and city. The average good technical tests of the full value of saving was almost 3 litres per day. applying the maintenance protocols. The maximum improvement by a bus in There are several possible reasons why the each city was also identified. The maximum average results varied by round and city. improvements ranged from a low of 9 per First, are the differences in maintenance cent to a high of 43 per cent. The results facilities and programmes. Bhopal had suggest the potential gains that can be good maintenance facilities and structured achieved when focused maintenance maintenance programmes while both protocols are carefully applied to low- facilities and programmes were in poor performing buses. condition in Jaipur and Mira Bhayandar. Therefore, less improvement was expected The results were as expected when the in Bhopal than in Jaipur and Mira Bhayandar. targeted maintenance moved its focus from the lowest to better performing buses. For Second, the assignment of buses to drivers example, in Bhopal average performance was not fixed during the pilots. It is possible improvement for the lowest 10 per cent that the performance of a bus did improve performing buses was 11.4 per cent in after the maintenance protocols were Round 1. The average improvement for the applied, but this improvement was not next lowest 10 per cent performing buses apparent because the bus was operated by targeted in Round 2 declined to 2.8 per cent. different drivers before and after the training and the ‘after’ driver was less efficient driver It is also likely that the performance than the ‘before’ driver. improvements would have been greater Lessons Learned in Jaipur and Mira Bhayandar if Tier-2 checks had also been done. Jaipur and A major lesson learned was that it is Mira Bhayandar did not have the internal very difficult to schedule and conduct Supplementary Guidance Note 35 targeted bus maintenance every month. • A computerized and tailored analysis The implementation of the protocols can program such as FEAT and a local take a full month if some buses have been analyst skilled in database management advanced to Tier-2 maintenance protocols. and fuel efficiency analysis are required to implement the ESMAP approach. When starting a targeted maintenance approach, time is needed to familiarize local • Driver training and bus maintenance staff with the approach. Local managers schedules should be customized based need to become comfortable with the idea on the capacity of a bus operator and the that the ESMAP maintenance approach is facilities available. not a replacement for, but an enhancement of, their existing maintenance program. • The ‘train-the-trainer’ approach is an effective way of creating in-house, expert Based on the pilot experience, it is suggested trainers. that initially targeted maintenance be • The driver checklist prepared for the scheduled every three months. The targeted pilot demonstrations can be useful in maintenance frequency can be adjusted monitoring all drivers. later to every two months based on the experience from the initial rounds. • The targeted bus maintenance protocols can only be effectively implemented and The other lesson learned was that physical the results fully realized when there is maintenance capabilities and senior adequate internal or external capacity management commitment are important. to perform both Tier-1 and Tier-2 Jaipur and Mira Bhayandar did not perform maintenance protocols. complete protocols because their physical maintenance facilities were not sufficient to Finally, the pilot demonstrations strongly support on-going maintenance. show that the success and likely sustaina­ bility of such fuel efficiency programmes An alternative was to have Tier-2 checks requires significant management performed externally by a third party commitment. Management support is maintenance service. However, there needed to ensure that proper resources was no senior management commitment are provided to carry out fuel efficiency to incur these extra costs when the bus procedures on a regular and consistent operators were straining to meet on-going basis. Management support is also needed maintenance needs. to hold drivers and mechanics responsible and accountable for fuel efficiency. Therefore, it is suggested that the results of the ESMAP maintenance protocols can Although the pilot demonstrations focused only be fully realized when there is adequate primarily on the technical aspects of the internal capacity or access to outside ESMAP guidance note, several managers maintenance services to perform both Tier- said that they felt that monetary incentives 1 and Tier-2 maintenance protocols. were key to improving the performance of drivers who were not self-motivated to Summary improve their performance. This suggests that the establishment of an employee The experiences gained from the pilot rewards program (for example, monetary demonstrations of the ESMAP approach incentives and public recognition) could suggest: play a key role in motivating the drivers and • Improvement opportunities exist in all mechanics to make fuel efficiency a key environments. focus of their work activities. 36 Guidelines FOR Improving Fuel Economy in City Bus Transport Annex 3: 16-Point ESMAP Action Plan Summary of Actions for Instituting Transit Bus Maintenance Practices for Fuel Economy Princi- Action ples I. Management 1 Appoint a senior executive to be in charge of fleet fuel Commitment and economy and tie some part of his/her bonus to meeting fuel Ownership economy goals. 2 Benchmark and set appropriate fuel economy goals by bus type for each year. 3 Communicate the fuel economy results achieved each year to both employees and the public. II. Data Collection and 4 Automate data collection to the extent feasible and use Analysis analysis software to support maintenance. 5 Set up data QA/QC procedures. 6 Analyze the data for separating the effects of driver, route and bus related effects on fuel economy. 7 Use data to refine periodic maintenance. III. Maintenance of Low 8A Select 10 percent of the fleet showing the lowest fuel economy Fuel Efficient Buses and conduct simple checks at depot. 8B Conduct detailed checks at central facility if bus passes step 8A. 8C Compare pre-repair and post-repair fuel economy data on these buses to estimate program benefits. 9 Check repair quality on a random and periodic basis. 10 Obtain mechanic sign-off on repairs for traceability. 11 Require independent team audit of repairs across depots. 12 Retrain mechanics and update repair procedures periodically. IV. Training of Low- 13 Train drivers in fuel-efficient driving techniques and periodically Performing Drivers retrain them. 14 Select the 5 percent of drivers with the lowest fuel efficiency and conduct special additional training. V. Employee 15 Publicly display the fuel economy performance by driver and Communications and bus depot to employees. Rewards 16 Reward mechanics at the depot level and drivers individually for exceeding targets. Source: Guidance Note: Best Operational and Maintenance Practices for City Bus Fleets to Maximize Fuel Economy (2011), page 12. Supplementary Guidance Note 37 Annex 4: Tiered Maintenance Program6 KEY POINTS OF THE MAINTENANCE Manpower Requirement: As such, the APPROACH IN FUEL ECONOMY man-hours required for Tier-2 are 16 per IMPROVEMENT bus (one mechanic plus one helper). For 10 vehicles, the man-hours would be 80 hours. Two-Tier Maintenance Approach Tier-1 Maintenance Program The two-tier maintenance approach should be adopted for the attention of a target Tyres/Wheels group of vehicles. Figure 3: Checking the Air Pressure In the Tier-1 Maintenance Program, the identified vehicles are subject to some 16 minor checks/repairs which can be easily performed by junior level mechanics. A team of one junior mechanic and a helper should perform Tier-1 maintenance for three vehicles during an eight-hour duty spell. Manpower Requirement: The total Tyre inflation: When not properly inflated, man-hours required for Tier-1 checks/ tyres flex more under load. This produces maintenance on 10 vehicles would be 53.40 heat and increases rolling resistance, which hours, that is, 8/3=2.67, 2.67 x 2 (mechanic wastes fuel. Bus tyres inflated 10 pounds + helper) =5.34 hours per vehicle. per square inch (psi) below recommended If a targeted vehicle needs attention as air pressure levels can reduce the fuel per Tier-1, it needs to be attended to and economy between 0.5 and 1 per cent. the daily and weekly fuel performance of individual vehicles has to be monitored. Check the tyre inflation for all tyres including the spare tyre preferably using an automatic In case a vehicle passes all checks in Tier-1, tyre inflator in a cold condition and inflate to then there is a need to take up the vehicle correct level. The tyre pressure should meet for Tier-2 Maintenance either in the depot the specified values as prescribed by the or the workshop and its performance has to tyre/vehicle manufacturer. A comprehensive be monitored as above. chart (Exhibit 19) should be displayed In the Tier-2 maintenance program a conspicuously. The correctness of the more specific category of works should gauges used for inflation check should be be performed by expert mechanics by ascertained periodically with the help of a detaining the vehicle for the day. A team of master pressure gauge. Proper dust caps one mechanic and a helper should complete should be fitted to the tyre valves to avoid Tier-2 maintenance in duty spells of eight air loss due to gradual leakage owing to hours. dust particles trapped in the valve seal area. 6 Developed as part of ESMAP support for the demonstrations in four Indian cities in 2013. 38 Guidelines FOR Improving Fuel Economy in City Bus Transport Exhibit 19: Tyre Inflation Chart Vehicle Type Tyre Designation Cross ply Nylon Steel Radial Front Rear Front Rear Long Wheelbase 9.00-20, 14PR 5.95 kg/cm2 5.30 kg/cm2 8.10 kg/cm2 7.00 kg/cm2 85 psi 75 psi 115 psi 100 psi Small Wheelbase 9.00-20, 14PR 4.90 kg/cm2 4.90 kg/cm2 7.40 kg/cm2 7.40 kg/cm2 70 psi 70 psi 100 psi 100 psi 12 mtr Bus FE 10.00R20, 16PR 8.45 kg/cm2 7.40 kg/cm2 120 psi 105 psi 12 mtr Bus RE 10.00R20, 16PR 8.45 kg/cm2 7.75 kg/cm2 120 psi 110 psi 12 mtr Bus RE 295/80 R 22.5 8.10 kg/cm2 8.45 kg/cm2 115 psi 120 psi CNG FE 10.00R20, 16PR 8.10 kg/cm2 5.65 kg/cm2 115 psi 80 psi Free Rolling of Wheels: Ensure free rotation Brakes of tyres without any drag or resistance. Check the brake pedal free play and ensure This can be done by jacking the wheel and that recommended free play is maintained rotating the wheel with hand. The wheel in the foot brake lever so that brakes are should rotate freely and come to a standstill always in completely released condition after some time and turn back partially when the foot is not rested on the pedal. instead of halting abruptly. If there is any abnormal noise from the wheel bearings, the vehicle should be taken for thorough inspection of wheel bearings and condition of grease. Wheel grab may also occur because of sticky brakes. Jack up the wheels, rotate and apply brakes. Check for free rotation of all wheels Supplementary Guidance Note 39 when the brakes are in released condition. bushes and slack adjusters. Also check the Check the gap between the brake liner and condition of the brake valve or relay/quick the drum with feeler gauge and ensure that release valves for any defects that may 0.5 to 1 mm clearance is always maintained cause delayed retraction of brakes. between the brake drum and the liner. Driveshaft/Axles Check the condition of the brake calliper boot and wear adjuster cap. If the wear Check the condition of the bearings and adjuster indicates excess wear of brake universal joints in drive shafts and lubricate pads replace the brake pads. all greasing points. Brake pads should be replaced when the Check the tightness of the driveline and lining thickness has worn to 3 mm. transmission mounting bolts and tighten if required. Where a visual pad wear indicator is incorporated into the brake it provides a quick and simple method of assessing the remaining pad life. In a new pad condition the end of the indicator stem will extend past the edge of the housing casting. As the pads wear the length of the indicator past the edge of the casting will reduce. The indicator is incremented with each increment equating to a level of pad wear. Jack up the wheels, rotate and apply brakes. Check for quick retraction of brakes on releasing the brake pedal. Check for uneven wear in brake drums/discs, cam shaft Clutch Pedal Check the clutch pedal free play and ensure that correct free play as prescribed by the vehicle manufacturer is always maintained. Carry out adjustments to the clutch linkages to obtain recommended play. 40 Guidelines FOR Improving Fuel Economy in City Bus Transport Engine Exhaust Check the exhaust pipes and muffler for blockage and attend to it if necessary. Accelerator Pedal Linkage Check the condition of accelerator linkages for worn out ball joints, sagged return springs and loose fasteners. Rectify the defects and maintain recommended free Onboard Diagnostics play at the accelerator pedal. Check the fault codes displayed on the dashboard and take corrective action as per the troubleshooting guide. Exhaust Smoke Check the smoke level visually on snap acceleration. If the smoke indicates any visual signs of improper combustion take up the vehicle for thorough attention in Tier- 2 maintenance. Engine Air Cleaner Check the condition of the air filter with the help of the choke indicator and replace the filters if required. Supplementary Guidance Note 41 Air-Conditioner Check the condition of the compressor drive belts and adjust if necessary. Check the sight-glass and observe the refrigerant level. Check for refrigerant leakage if any and take up the vehicle for repairs and re-filling of refrigerant. Check the condition of the electromagnetic clutch and noise levels from the compressor, attend if Check tyre camber and ensure the values necessary. Ensure proper alignment of drive as prescribed by the vehicle manufacturer. belts and check the condition of idler pulley bearings and belt tensioner mounting. Clutch Check the clutch wear condition through wear indicator or through visual inspection. Replace the clutch disc, pressure plate and flywheel if the wear is beyond the prescribed limits. Tier-2 Maintenance Program Wheels Check wheel alignment either using a Check clutch withdrawal bearings and computer wheel alignment system or a linkages for free movement. The worn out/ manual toe-in/toe-out checking gauge. defective withdrawal bearings and linkages Always maintain a toe-in of 0-3 mm or as should be replaced. Parallelism in clutch prescribed by the vehicle manufacturer. withdrawal levers should be ensured while Adjust the wheel alignment accordingly. fixing the clutch pressure plate. 42 Guidelines FOR Improving Fuel Economy in City Bus Transport Remove the fuel injectors, carry out Fuel System pressure, spray pattern and dribbling test on injector tester and replace the injectors Check the diesel fuel tank and fuel lines if necessary. for leakage and arrest leakages. Use gas detector (sniffer sensor) to check leakage of CNG and replace the defective parts. Check the free rotation of the turbocharger shaft and its axial/radial play. Replace the turbocharger assembly if necessary. Ensure proper lubrication of the turbocharger bearings. Engine Diesel Check the fuel injection pump timing. Adjust the plunger lift if necessary as recommended by the vehicle manufacturer. Replace the fuel injection pump duly re-calibrating the pump/governor settings. Supplementary Guidance Note 43 fan belt and adjust the belt tension if necessary. Engine CNG Check air fuel-mixer settings and ensure correct mixture settings as per the manufacturer’s recommendations. Check gas pressure regulators and overhaul if necessary. Check the ignition system with due attention to ignition coil, distributor, HT cables and spark plugs. Check and adjust the distributor timing as prescribed by the vehicle manufacturer. Check the engine blow-by and carry out engine compression test if necessary. Take up engine for piston rings and engine valve replacement or carry out engine re-build if required. Check the tightness of the cylinder head bolts/nuts and ensure that the bolts/nuts are tightened to recommended torque. Check the valve lash and adjust to correct setting as per the manufacturer’s specifications. Check the engine cooling system for coolant loss/overheating. Replace the perished/ damaged coolant hoses. Check the coolant 44 Guidelines FOR Improving Fuel Economy in City Bus Transport Remove the spark plugs and check them Exhaust System using the spark plug tester, replace the Inspect the functioning of the engine defective spark plugs. exhaust brake and replace the butterfly valve if found sticky or defective. Check the exhaust brake actuator and attend if necessary. Supplementary Guidance Note 45