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(ISSN
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03
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A
BSTRACT
The purpose of the work is to analyze the performance of the main work indicators of the sorting station
and to analyze the modern state and stages of development of assessment methods. In this case, all
methods were divided into two categories, the advantages and disadvantages of which were studied.
Through this case, proposals and recommendations were developed on the application of methods of
management theory in the work activities of the sorting station. As a result, the advantages of the most
optimal methods for analyzing and assessing the level of implementation of the most basic operating
indicator of the qualifying station
–
the technical standards “wagon standing time” were indicated.
Journal
Website:
http://sciencebring.co
m/index.php/ijasr
Copyright:
Original
content from this work
may be used under the
terms of the creative
commons
attributes
4.0 licence.
Research Article
THE CURRENT STATE AND DEVELOPMENT OF METHODS
FOR ASSESSING THE TECHNICAL AND OPERATIONAL
PERFORMANCE OF SORTING STATION
Submission Date:
February 05, 2023,
Accepted Date:
February 10, 2023,
Published Date:
February 15, 2023
Crossref doi:
https://doi.org/10.37547/ijasr-03-02-02
Butunov D.
PhD, Docent of the Department “Management of railway operations” Tashkent state transport university
(Uzbekistan)
Buriyev Sh.
Senior lecturer of the Department “Management of railway operations”, Tashkent State Transport
University (Uzbekistan)
Abdukodirov S.
Assistant of the Department “Management of railway operations”, Tashkent state transport university
(Uzbekistan)
Akhmedova M
Senior lecturer of the Department “Management of railway operations”, Tashkent State Transport
University (Uzbekistan)
Volume 03 Issue 02-2023
8
International Journal of Advance Scientific Research
(ISSN
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2750-1396)
VOLUME
03
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02
Pages:
07-17
SJIF
I
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FACTOR
(2021:
5.478
)
(2022:
5.636
)
(2023:
6.741
)
OCLC
–
1368736135
K
EYWORDS
Sorting station, analytical method, graphic modeling, simulation modeling, management, time spent by
wagons at the station, unproductive loss.
I
NTRODUCTION
The operation of the railways of each country
largely depends on the efficient operation of
sorting station. The competitiveness of railways,
and in turn, also important operational indicators
depend on their precise operation, namely in
conditions of increasing wagon traffic volumes.
The operational performance of the sorting
station is divided into two groups (fig. 1) [1-19,
21].
Operational indicators are used for planning and
analyzing the operation of the station, as well as
for technical and operational evaluation of the
organization and management of wagon traffic at
sorting station. They are calculated for a certain
period of time, then, comparing the results
obtained with the results of work in previous
years, a conclusion is drawn about the nature and
trends of changes in the quality of operational
activities.
The system of indicators for all types of sorting
station is determined depending on the category
of wagon traffic processed at this station.
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Figure 1. The system of operational indicators of the sorting station
M
ETHODS
To assess the technical and operational
performance of the sorting station, the following
methods are used: theory management and
operation [1, 2].
In the theory of management within the
framework of lean manufacturing, the technical
and operational performance of the sorting
station, including the time spent on wagons and
unproductive time losses, are evaluated by
various methods: kanban; kaizen; Ishikawa
diagram; value stream mapping; “just
-in-
time”
system, etc.
Kanban (Pulling production). The principle of the
pulling method within the framework of the lean
manufacturing concept means that the required
quantity of products produced at each stage of the
process determines the technological link that is
at a subsequent stage in the course of this process
[1, 17-20].
Operational performance of the sorting station
Quantitative
- the number of accepted, formed and
dispatched trains;
- the number of transit wagons with
processing, without processing and local;
- total number of wagons sent;
- the wagon turnover of the station;
- average daily loading and unloading in
tons and wagons;
- the number of wagons recycled on the
sorting hills.
Quantitative
- the average time spent by a transit
wagon at the station.;
- the average time spent by a transit
wagon
with
processing,
without
processing and local;
- average time spent by a local wagon
under one freight operation;
- working fleet of wagons;
-
the
coefficient
of
double
cargo
operations;
-
coefficient
of
use
of
shunting
locomotives and hill mechanisms;
- shunting locomotive performance;
- static load of the wagon.
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Pulling for railway transport means that the main
link in the transportation process is the delivery
“just in time”, for this, unproductiv
e losses in all
parts of the transportation process at the sorting
station must be reduced. [1, 2, 7-16].
Figure 2 shows an example of pulling in the work of a sorting station for the final result “just in
time”.
Arrival
of the train at
the station
Disbandment of the
train
Train
Formation
Departure of the
formed train
Delivery
just in
time
Pull
Pull
Pull
Pull
–
Planning a free
way to receive an
incoming train
–
Train
readiness on
arrival
–
Availability
of a free
shunting
locomotive
-Accumulation
of the required
number of
wagons
–
Availability of a
ready-made
locomotive
– Train readiness for
technical and
commercial purposes
–
Flexible
production system
– Network
operation without
overvoltage and
delays
Lean
manufacturing
in the arrival
park
Lean
manufacturing
in the sorting
hill
Lean
manufacturing
in the sorting
park
Lean
manufacturing
in the departure
park
Figure 2. Pulling in the operation of the sorting station
Kaizen (constant improvement) is a derivative of two hieroglyphs
–
“change” and “good” –
usually
translated as “changes for the better” or “constant improvement” [1].
The Kaizen method can be implemented to improve the inspection of trains in the departure park of the
sorting station.
Figure 3 shows the cycles of continuous improvement of the inspection of trains in the departure
fleet, when trains depart from the station to the scheduled schedule lines.
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Monitoring the execution of
operations
We come out with a
proposal to the higher
management
We assess the damage caused by the
work of the weak link
We make a decision on the analysis
and elimination of the problem, based
on the size of the losses
Analyzing the problem.
Developing events
We identify the "weak links"
that lead to the disruption of
the departure of trains
Operational transfer of
inspection teams between
parks, based on the volume of
work (mobile team)
–Results calculation of losses: in
car hours, in money;
– Creation of a working group;
– Setting goals.
Example: lack of wagon staff
– Process photo;
– Calculation of staff/time
standards;
– New technology of work.
The norm of inspection time
Staff of signalmen
Inspection staff
1
2
3
4
Losses
Profit
5
Figure 3. The cycle of continuous improvement of the inspection of trains when trains
depart from the station to the scheduled lines of the schedule
The Ishikawa diagram is the key to solving
emerging problems [1].
This method studies, displays and provides
technology for finding the true causes of the
problem in question in the operation of the
station for their effective solution, i.e. to
determine the causes affecting all levels of the
technological process.
Its main advantage is that it provides a visual
representation not only of the factors influencing
the analyzed object, but also of the causal
relationships of these factors, which is the key to
solving emerging problems.
In the work, using the Ishikawa diagram, the
reasons for non-compliance with the standards
for the time spent at the station for transit cars
being processed and without it are considered
(Fig. 4)
The works of many scientists are devoted to the
issues of accounting and analysis of unproductive
losses and the development of lean production
methods, however, most of the works reveal
certain aspects of the problem without offering a
universal evaluation mechanism [1, 2, 20].
For example, in [20], the use of methods for
mapping the value stream is proposed. Using the
example
of
the
introduction
of
lean
manufacturing at the Moskovka station of the
West Siberian Railway in order to reduce time
losses affecting the time spent by wagons in the
station's fleets, [20] maps of the value creation
flows of the process during the processing of the
train in the marshalling yard reception park were
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formed, before the application of measures to
reduce the time of technical maintenance of
rolling stock and commercial inspection wagons
and after (fig. 5).
ARRIVAL PARKS
SORTING PARKS
DEPARTURE PARKS
Imperfection of planning
for the provision of
windows
Lack of track
occupancy control
Prohibitions on train
departures
Imperfection of
document preparation
technologies
The processes of converting resources into
a product:
- changing the PF;
- reduction of angular flows;
- freeing the station tracks from the
sediment wagons;
- the influence of "windows" on the
weight of the train.
Lack of a work
plan
The process of transmission and
use of the result:
- regulation of the process of
departure of trains;
- process planning;
- performance discipline.
Distortion of information
by employees when
transmitting messages
Non-compliance with the
standard of the transit car s
stay time with and without
processing
Lack of car
traffic for
processing
Skipping
disassembly trains
Depreciation of
locomotive
infrastructure
Resource provision processes:
- absence of a replacement locomotive;
- reduction of shunting locomotive;
- lack of locomotives for export
Management process:
- compliance with GDPs on
arrival;
- uniform flow of trains into
the system.
Insufficiently qualified
personnel T H
Uncoupling of
locomotives during the
inter-repair period
Figure 4. Diagram of “Ishikawa” on n
on-compliance with the standard of time spent
by a transit wagons at a sorting station
It follows from [20] that an increase in value is possible only by reducing the time for inspection of the
composition in technical and commercial terms (Fig. 5), but no specific mechanism for such reduction is
indicated.
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Fixing the train
composition
Before
Uncoupling
of a train
locomotive
Fencing of
the train
Inspection of the
composition in
technical and
commercial terms
Check-in
trailer of a
train
locomotive
Cleaning of
fixing tools
Removing
the fence
7 min
2 min
1 min
3 min
7 min
1 min
Fixing the train
composition
After
Uncoupling
of a train
locomotive
Fencing of
the train
Inspection of the
composition in
technical and
commercial terms
Check-in
trailer of a
train
locomotive
Cleaning of
fixing tools
Removing
the fence
43 min
7 min
2 min
1 min
3 min
7 min
1 min
31 min
22 min
10 min
Figure 5. Map of the value stream of the process during the processing of the train
in the receiving park of the sorting station
In the theory of operational work, methods are
used that can be combined into two groups
–
analytical methods and modeling methods
(graphical, tabular, simulation, etc.) [1, 2, 21]
In the group of analytical methods, two
subgroups of methods can be distinguished
aimed at calculating the time spent by wagons at
stations. The first is based on the use of the
mathematical apparatus of queuing theory and
the second is based on statistical dependencies.
The proposed formulas are used in all cases to
determine the average time spent by wagons only
in the subsystems of the station. The
disadvantage of analytical methods is the lack of
consideration of the influence of subsystems on
each other, and they are also complex and require
additional time-consuming processing of actual
materials to obtain initial data [4, 6-8, 10-12].
However, the use of analytical methods is very
convenient for evaluating design solutions when
conducting scientific research [15-19]. The
percentage of errors is on the order of up to 50%
[1-3, 5, 9, 13, 14].
The standard technological process [1, 2]
recommends determining the norms of the time
spent by the wagon at the station using either
tabular modeling or graphical methods based on
the construction of a daily schedule (CDS) of the
station operation. Despite the fact that the
calculation of the time spent at the station by
these methods is approximate and time-
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consuming, these approaches are widely used in
practice.
The graphical model of the daily operation of the
station is a graphical representation of the
station’s work on processing wagon traffic per
day.
CDS is considered a regulatory document that
defines the main performance indicators of the
device. For two third-party stations, each system
is compiled separately. At CDS, the arrival and
departure of trains is accepted in accordance with
the train schedule, the processing time in the
parks is according to the norms of the
technological process. The work of the locomotive
maintenance point and the provision of
locomotives and crews is not specified. The
advantage of CDS is in the clarity and convenience
of evaluating the operation of the station, taking
into account the mutual influence of the elements
on each other, but the determination of time
according to it is due to the conditionality of the
nature of the initial data, fluctuations in the time
of technological operations, the absence of
accounting for the operation of the system for
providing trains with locomotives.
On the basis of CDS, the norms of the time spent
by wagons, as a rule, are significantly
underestimated, and unproductive losses are
overestimated.
The method of tabular modeling is characterized
by a sequential comparison of the intensity of the
arrival of trains (wagons) in the parks with the
intensity of their output after processing over the
billing period. As a result of calculations, the
probabilities of the states of the wagons and the
time they are under operations are determined.
The advantage of this method is to take into
account the unevenness of the receipt of
compositions and processing in parks, as well as
the possibility of modeling for any period of time.
The disadvantage of the method is, although it is
less than in the case of using graphical modeling,
but still a large complexity of calculations. In
addition, the requirements of the system
approach are violated
–
the calculation
subsystems are considered as independently
functioning technological subsystems, which
does not allow to correctly take into account the
employment of tracks, the work of locomotives,
opposition in the throats, etc.
As a result, the norms of the time spent by the
wagons are quite approximate. The losses
calculated for these groups often do not
correspond to reality. The percentage of errors
when using graphical and tabular modeling is
approximately 20% [1-3, 5, 9, 13, 14].
Currently, simulation modeling is an effective
means of analyzing and evaluating the
performance of stations.
The method of simulation modeling is in a
repeatedly repeated calculation on a computer of
technological processes with a greater or lesser
level of their detail. To do this, statistical data is
collected on the parameters of interest.
The disadvantages of simulation modeling
include the complexity of developing modeling
tools, debugging and verifying them, as well as
using them to obtain results. At the same time,
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simulation modeling is considered to be the main
method of analysis and calculation of large
systems [1-3, 5, 9, 13, 14].
At work [1-3, 5, 9, 13, 14] it is noted that the
percentage of errors when using simulation
modeling methods varies at the level of 5-10%,
which is significantly better than the methods
listed above.
C
ONCLUSION
The advantages and disadvantages of the above
existing methods for analyzing the time spent by
wagons at the sorting station show that an
effective method for analyzing and evaluating the
operational performance of the sorting station is
the simulation of station processes using modern
computer technology. The use of these models in
the operation of sorting station makes it possible
to make the most effective decisions aimed at
minimizing time and costs during the processing
of wagons.
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