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Washington Metropolitan Transit Authority Metrorail Fleet Management Plan – Revision 4G August 2012

METRORAIL Fleet Management Plan

Washington Metropolitan Area Transit Authority i Metrorail Fleet Management Plan – Revision 4G August 2012

REVISION HISTORY

Version Date Authorization Change Description

Draft 1 Feb 26, 2010

Revision 1 Sept 17, 2010 To address FTA and PMOC comments

Revision 2 Jan 31, 2011 To address FTA and PMOC comments

Revision 3B July 12, 2011 To address FTA and PMOC comments

Revision 3C July 27, 2011 To address WMATA comments

Revision 3D July 29, 2011 To address WMATA comments

Revision 4A Sept 26, 2011 To address FTA and PMOC comments

Revision 4B October 6, 2011 To address WMATA comments

Revision 4C January 27, 2012 To address FTA and PMOC comments

Revision 4D March 9, 2012 To address FTA and PMOC comments

Revision 4E March 14, 2012 To address WMATA comments

Revision 4F April 18, 2012 To address FTA and PMOC comments

Revision 4G August 2012 To address FTA comments

T A B L E O F C O N T E N T S

Washington Metropolitan Area Transit Authority ii Metrorail Fleet Management Plan – Revision 4G August 2012

TABLE OF CONTENTS

Revision History ................................................................................................................................... i

List of Tables and Figures................................................................................................................... v

1.0 Introduction ................................................................................................................................ 1-1

1.1 Overview of Plan .............................................................................................................. 1-1

1.2 Plan Timeframe ................................................................................................................. 1-2

2.0 Definition of Acronyms and Terms ........................................................................................ 2-1

2.1 Acronyms ........................................................................................................................... 2-1

2.2 Terms .................................................................................................................................. 2-2

3.0 Existing System .......................................................................................................................... 3-1

3.1 Description of Current System ....................................................................................... 3-1

3.1.1 General Operating Characteristics ......................................................................... 3-1

3.1.2 Support Facilities ...................................................................................................... 3-4

3.2 Inventory List .................................................................................................................... 3-5

4.0 Expansion Plan........................................................................................................................... 4-1

4.1 Dulles Corridor Rail Extension (Silver Line) ............................................................ 4-1

4.2 Blue/Yellow Line Realignment .................................................................................. 4-3

5.0 Demand for Revenue Vehicles ................................................................................................ 5-1

5.1 Peak Passenger Demand ................................................................................................. 5-2

5.1.1 Systemwide Ridership Patterns .............................................................................. 5-2

5.1.2 Metrorail Ridership Forecasts ................................................................................. 5-4

5.1.3 Maximum Load Points ............................................................................................ 5-5

5.2 Passenger Load Standards .............................................................................................. 5-8

5.3 Line Requirements ............................................................................................................. 10


Washington Metropolitan Area Transit Authority iii Metrorail Fleet Management Plan – Revision 4G August 2012

5.3.1 Minimum Peak Vehicle Requirements ................................................................ 5-10

5.3.2 Vehicle Run Times .................................................................................................. 5-10

5.3.3 Train Consists .......................................................................................................... 5-14

5.3.4 In-Service Vehicle Requirement ........................................................................... 5-17

5.3.5 Gap Trains ............................................................................................................... 5-20

5.4 Peak Vehicle Calculations ............................................................................................. 5-22

5.5 Spare Vehicle Calculation .............................................................................................. 5-22

6.0 Supply of Revenue Vehicles ..................................................................................................... 6-1

6.1 Current Vehicle Supply ................................................................................................... 6-1

6.1.1 1000-Series ................................................................................................................. 6-2

6.1.2 2000/3000-Series ....................................................................................................... 6-2

6.1.3 4000-Series ................................................................................................................. 6-3

6.1.4 5000-Series ................................................................................................................. 6-3

6.1.5 6000-Series ................................................................................................................. 6-3

6.2 Adjustments to Vehicle Supply ...................................................................................... 6-4

6.2.1 Accident-Damaged Vehicles ................................................................................... 6-4

6.2.2 Disposition Pending Vehicles ................................................................................. 6-4

6.2.3 Revenue Collection Vehicles ................................................................................... 6-4

6.3 Existing and Planned Fleet Procurements .................................................................... 6-5

6.3.1 7000-Series Railcar Procurement Program ............................................................ 6-6

6.3.2 2000/3000 Series Rail Car Replacement ................................................................ 6-7

6.3.3 Contingency Fleets, Retirements, and Procurement ........................................... 6-7

6.3.4 Summary of Existing and Proposed Procurements ............................................. 6-8

6.4 Define Rehabilitation Projects ....................................................................................... 6-11

6.4.1 Rehabilitation/Replacement Schedules .............................................................. 6-11

6.4.2 Vehicle Availability ................................................................................................ 6-12

6.5 Useful Life........................................................................................................................ 6-12

7.0 Maintenance and Reliability .................................................................................................... 7-1

7.1 Preventative Maintenance Program .............................................................................. 7-2

7.1.1 Inspections ................................................................................................................. 7-2


Washington Metropolitan Area Transit Authority iv Metrorail Fleet Management Plan – Revision 4G August 2012

7.1.2 Scheduled Overhauls ............................................................................................... 7-5

7.1.3 Cleaning ..................................................................................................................... 7-5

7.2 Fleet Failure Rates and Unscheduled Corrective Maintenance ................................. 7-6

7.3 Engineering Campaigns ................................................................................................ 7-11

7.4 Ongoing Reliability Initiatives ...................................................................................... 7-12

7.4.1 Mileage Based System for Scheduled Maintenance .......................................... 7-12

7.4.2 Road Mechanics ...................................................................................................... 7-13

7.4.3 Supply Management .............................................................................................. 7-13

7.4.4 Control Center Staffing .......................................................................................... 7-13

7.4.5 Training and Staffing ............................................................................................. 7-14

7.5 Test Track and Commissioning Facility ...................................................................... 7-14

7.6 Repair Shop and Storage Facilities Requirements ..................................................... 7-15

7.6.1 Current Maintenance Facilities ............................................................................. 7-15

7.6.2 Future Maintenance Space Needs ........................................................................ 7-17

7.6.3 Rail Car Storage Space ........................................................................................... 7-19

7.6.4 Long Range Storage and Maintenance Planning ............................................... 7-22

7.7 Summary .......................................................................................................................... 7-23

8.0 Revenue Vehicle Demand / Supply Balance ......................................................................... 8-1

8.1 The Need for Balancing ................................................................................................... 8-1

Appendix A: Operations Scenarios for Milestone Years .......................................................... A-1

Appendix B: Dulles Load Analysis ............................................................................................... B-1

Washington Metropolitan Area Transit Authority v Metrorail Fleet Management Plan – Revision 4G August 2012

LIST OF TABLES AND FIGURES

Table 3-1: Summary of Metrorail Lines ........................................................................................ 3-3 Table 3-2: Current Maintenance Facilities ..................................................................................... 3-5 Table 3-3: Current Metrorail Fleet .................................................................................................. 3-6 Table 5-1: AM and PM Peak Hour Maximum Passenger Volumes by Line, May 2010 ........ 5-4 Table 5-2: Forecast Annual Growth Rates for Ridership at Select Line Segments ................. 5-5 Table 5-3: AM Peak Hour Maximum Loading Points by Line .................................................. 5-7 Table 5-4: Metrorail Passenger Load Standards ........................................................................... 5-9 Table 5-5: Minimum AM Peak Hour/Peak Direction Vehicle Requirements By Line ........ 5-11 Table 5-6: One Way Travel Times of Metrorail Routes ............................................................. 5-13 Table 5-7: Current and Proposed System Peak AM Headways .............................................. 5-15 Table 5-8: Proposed Consist Lengths as Percentage of Scheduled Trains .............................. 5-16 Table 5-9: Peak Hour, Peak Direction In-Service Vehicle Requirements ................................ 5-18 Table 5-10: Peak Period In-Service Vehicle Requirements ....................................................... 5-20 Table 5-11: Gap Train Requirements, All Lines ......................................................................... 5-22 Table 5-12: Peak Vehicle Requirements, All Lines ..................................................................... 5-23 Table 6-1: Current Metrorail Fleet .................................................................................................. 6-1 Table 6-2: 7000-Series Car Procurement Schedule ....................................................................... 6-6 Table 6-3: Comparison of 7000-Series to the Existing Fleet ........................................................ 6-7 Table 6-4: Summary of Existing Vehicles and Proposed Vehicle Procurements ..................... 6-9 Table 6-5: Useful Life Summary .................................................................................................. 6-13 Table 7-1 Average Daily Vehicles Out of Service Daily for Preventative Maintenance, by Maintenance Type ............................................................................................................................ 7-2 Table 7-2: Overview of Preventative Maintenance Inspections ................................................ 7-3 Table 7-3: Periodic Inspection Block Assignment by Yard ........................................................ 7-4 Table 7-4: Explanation for Daily Cars Out of Service ................................................................. 7-7 Table 7-5: Mean Distance Between Delays, FY2009-FY2011...................................................... 7-8 Table 7-6: Mean Distance Between Failures FY2009-FY2011 .................................................... 7-9 Table 7-7: Mean Time to Restore ................................................................................................. 7-10 Table 7-8: FY 2011 Engineering Campaigns ............................................................................... 7-12 Table 7-9: Detail Configuration of Current Metrorail Shops .................................................... 7-17 Table 7-10: Metrorail Car Shop Space Requirements ................................................................ 7-18 Table 7-11: Metrorail Car Fleet Storage Space Capacity and Needs ....................................... 7-20 Table 7-12: FY2020 Metrorail Car Fleet Storage Projection by Line ........................................ 7-21 Table 8-1: Vehicle Demand and Supply Summary ...................................................................... 8-3


Washington Metropolitan Area Transit Authority vi Metrorail Fleet Management Plan – Revision 4G August 2012

Figure 3-1: Metrorail System Map ................................................................................................. 3-2 Figure 3-2: Metrorail Maximum Line Capacities ........................................................................ 3-3 Figure 3-3: Location of Key Facilities ............................................................................................ 3-4 Figure 4-1: Dulles Corridor Metrorail Extension ........................................................................ 4-2 Figure 4-2: Blue/Yellow Line Realignment ................................................................................. 4-4 Figure 5-1: Metrorail Average Weekday Ridership, 1976-2010 ................................................ 5-2 Figure 5-2: Metrorail Average Weekday Station Boardings by Time of Day, May 2010 ...... 5-3 Figure 5-3: Metrorail Maximum Load Points For AM Peak Hour ........................................... 5-6 Figure 5-4: AM Peak Hour Passenger Loads-100 % 8-cars in 2020 and 2025 ......................... 5-16 Figure 5-5: AM Peak Hour Passenger Loads - 50% 8-cars Through 2025 .............................. 5-17 Figure 7-1: FY 2011 Maintenance Requirement ............................................................................ 7-1 Figure 7-2: Sub-System Delays (> 3 minutes) per Million Miles............................................. 7-11 Figure 7-3: Metrorail Car Shop and Vehicle Storage Yard Locations ..................................... 7-16


Washington Metropolitan Area Transit Authority vii Metrorail Fleet Management Plan – Revision 4G August 2012

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Washington Metropolitan Area Transit Authority 1-1 Metrorail Fleet Management Plan – Revision 4G August 2012

1 INTRODUCTION

This document, the Metrorail Fleet Management Plan (the Plan) is a statement of the processes and practices by which the Washington Metropolitan Transit Authority (WMATA) establishes its current and projected Metrorail revenue vehicle fleet size requirements and operating spare ratio. It documents how service goals are applied to existing and forecast levels of ridership to establish fleet requirements for Metrorail service, and how these requirements are affected by vehicle maintenance needs, expansions of the Metrorail system, and other factors affecting the operation of the system. It also documents the key challenges WMATA faces in meeting its service and maintenance goals.

1.1 OVERVIEW OF PLAN

The Metrorail Fleet Management Plan is organized as follows:

• Section 1.0 (Overview of Plan) summarizes the purpose of the Plan and provides an outline of the topics it covers. It also explains the institutional framework within which the Plan was developed and the timeframe it was designed to cover.

• Section 2.0 (Definition of Terms) provides a list of terms and acronyms used throughout the Plan.

• Section 3.0 (Existing System) describes the existing Metrorail system and explains its role in the regional transportation network. It also provides an overview of the existing fleet and key facilities used to operate the Metrorail system.

• Section 4.0 (Expansion Plan) explains how planned extensions of the Metrorail system are anticipated to affect its overall operations and fleet requirements.

• Section 5.0 (Demand for Revenue Vehicles) documents how WMATA applies its loading standards to ridership estimates to determine the frequency of service and fleet size required to maintain an adequate level of service. It also documents how passenger and maintenance demands determine the number of operating spares necessary to run the Metrorail system.

• Section 6.0 (Supply of Revenue Vehicles) explains how the demand for vehicles documented in Section 5.0 will be met through a combination of strategies including overhaul of existing vehicles and the procurement of new vehicles. This section also discusses how the planned overhauls and procurements are anticipated to affect vehicle availability and the useful life of the fleet.

I N T R O D U C T I O N


• Section 7.0 (Maintenance and Reliability) provides a detailed explanation of how Metrorail’s preventative and corrective maintenance programs determine the availability of vehicles for revenue service. It also discusses how the constraints of the existing maintenance and storage facilities affect maintenance schedules for the system.

• Section 8.0 (Revenue Demand/Supply Balance) uses the information developed in the previous sections to assess how well WMATA’s fleet management strategy balances the demands on the fleet versus the existing and planned supply of vehicles.

The Plan is a living document that is based on current realities and assumptions, and it is therefore subject to future revision. It has been developed to be consistent with the guidelines established for fleet management plans by the Federal Transit Administration (FTA) in their 1999 Dear Colleague letter and in FTA’s Oversight Procedure 37 – Fleet Management Plan Review. The Plan complies with WMATA’s Quality Assurance Policy and Procedures Manual and has undergone a formal review and approval process.

1.2 PLAN TIMEFRAME

The Plan covers fleet requirements for a 15-year timeframe, from 2010 to 2025. This timeframe captures all existing and committed improvements to the Metrorail system, and provides adequate lead time to adjust operating, maintenance, and procurement strategies to accommodate anticipated changes in revenue fleet supply and demand. Each section of the Plan addresses how the fleet management practices will be addressed for the following milestone years:

• FY 2010 • FY 2014, the opening year for Dulles Phase I (See Section 4.0) • FY 2017, the opening year for Dulles Phase II • FY 2020 • FY 2025

Where appropriate, additional information is provided for individual years or ranges of years between these milestones to demonstrate how annual changes in the supply or demand for vehicles affect fleet management practices. The Plan is consistent with the current delivery schedule for vehicles as of December 21, 2011.


2 DEFINITION OF ACRONYMS AND TERMS

2.1 ACRONYMS

ADA Americans with Disabilities Act ATC Automatic Train Control

ATO Automatic Train Operation

CAF Construcciones y Auxilar de Ferrocarriles, S.A., a Spanish railcar manufacturer

CMMS Car Maintenance Management System CNI Capital Needs Inventory DPMM Delays per Million Miles

EMI Engineering Modification Instructions

FPMM Failures per Million Miles

FTA Federal Transit Administration, United States Department of Transportation

HVAC Heating, Ventilation and Air Conditioning

MDBF Mean Distance between Failures

MTTR Mean Time to Repair

MWAA Metropolitan Washington Airports Authority

MWCOG Metropolitan Washington Council of Governments

OEM Original Equipment Manufacturer

OSR Operating Spare Ratio

PPC Passengers per Car

D E F I N I T I O N O F A B B R E V I A T I O N S A N D T E R M S


PTR Peak Train Requirement

PVR Peak Vehicle Requirement

S&I Storage and Inspection Yard

WMATA Washington Metropolitan Area Transit Authority

2.2 TERMS

“A” CAR – The even-numbered car of a married pair that houses the Automatic Train Control apparatus. AUTHORITY – The Washington Metropolitan Area Transit Authority. AUTOMATIC TRAIN CONTROL – The system for automatically controlling train movement, enforcing train safety, and directing train operations. “B” CAR – The odd-numbered car of a married pair. BELLY CAR– A revenue vehicles used in the center position of a six- or eight-car train. CONSIST – The quantity and specific identity of vehicles that make up a train. DROP BACK OPERATOR – A train operator placed at the departure end of a terminal station to allow the train to “turn” or return to service quickly. FAILURE RATE – The frequency of failure, expressed as failures per million miles. GAP TRAIN – A ready train stored for immediate deployment in the event a train must be taken out of service. HEADWAY – The time between consecutive trains operating on the same route. INTERLOCKING – An arrangement of special track work and signals to prevent conflicting movements through a rail junction, crossover, or crossing. JUNCTION – A point at which two rail lines merge into one. Junctions can be grade-separated at stations to allow passengers to transfer from one line to another. LEAD CAB – The controlling cab in a train consist. LEAD CAR – In the direction of travel, the forward- most vehicle of the consist.



MARRIED PAIR (Two-Car Unit) – The combination of an “A” car and a “B” car, semi-permanently coupled and sharing certain essential apparatus, and the smallest unit capable of independent operation. MAXIMUM LOAD POINT – The segment of a line that carries the highest number of passengers using that line. MEAN DISTANCE BETWEEN DELAYS – A measure that reports the number of miles between railcar failures resulting in delays of service greater than three minutes. Factors that influence railcar reliability are the age of the railcars, the amount the railcars are used, and the interaction between the railcars and the track. The higher the mileage for the mean distance between delays, the more reliable the railcars. OPERATING SPARE RATIO – The number of spare vehicles (as defined by subtracting the Peak Vehicle Requirement from the total available fleet) divided by the Peak Vehicle Requirement. OPERATOR – The individual on board who is responsible for train operation in manual modes and overseeing train operation in any automatic mode. OVERHAUL – Disassembly into component parts or subassemblies; replacement of worn and defective parts (with new or reconditioned parts as approved by WMATA); and reassembly into complete functional assemblies, in accordance with the OEM recommended instructions/procedures. PEAK VEHICLE REQUIREMENT– The total number of revenue vehicles, inclusive of scheduled standby (gap) vehicles, required to operate schedule peak period service. PERFORMANCE – The measure of output or results obtained by a component, system, person, team, and so forth, as specified. RELIABILITY – The probability of performing a specified function, without failure and within design parameters, for the period of time intended under actual operating conditions. REVENUE SERVICE – Service on routes established for train use by the public. REVENUE VEHICLE – A heavy rail vehicle that is staffed and prepared to carry passengers.



SERVICE LIFE – The actual time during which any vehicle serves its intended purpose of safely and reliably transporting passengers. The end of service life occurs when degradation of the structural integrity of the vehicle requires that it be removed from service. TRAIN – A set of two, four, six, or eight rail vehicles coupled and operating together. TRIPPER TRAIN – An extra revenue vehicle scheduled to operate during peak hours of service to supplement the passenger capacity provided by trains operating on a regularly scheduled headway. YARD – A rail vehicle storage location that may also provide maintenance facilities.


3 EXISTING SYSTEM

3.1 DESCRIPTION OF CURRENT SYSTEM

3.1.1 General Operating Characteristics

The WMATA Metrorail system currently operates 86 passenger stations along 106 miles of heavy rail rapid transit, serving the District of Columbia and adjoining areas of Maryland and Virginia. The majority of the stations in the Metrorail system provide multimodal transfer facilities, including Park and Ride facilities and connections to the following transit services: the Metrobus services operated by WMATA, the bus service operated by local jurisdictions, Amtrak, the MARC commuter rail service and the Virginia Railway Express (VRE). All stations are in service for 19 hours each day Monday through Thursday, 22 hours on Friday, 20 hours on Saturday, and 17 hours on Sunday. All platforms in these stations are 600 feet long, and each platform is capable of accommodating one, eight-car train at a time. Figure 3-1 illustrates the existing system and its stations. The system operates along five, double-tracked rail lines (Red, Yellow, Green, Blue, and Orange.) Table 3-1 summarizes the key characteristics of each line. The service patterns and fleet required by each line to achieve these headways are described in Section 5.0. As shown in Figure 3-1, the Blue and Orange Lines share tracks through the core area of the region, as do the Yellow and Green Lines. The Blue and Yellow Lines also share tracks in Arlington and Fairfax Counties. These shared segments of track offer WMATA flexibility in structuring service patterns to meet operational needs, and allows WMATA to provide combined headways and greater passenger capacity in downtown Washington, D.C. However, the capacity of these shared track segments are limited by the capacity of the junctions where they connect. Figure 3-2 illustrates the maximum number of trains that may use each segment of the track in an hour.

E X I S T I N G S Y S T E M


FIGURE 3-1: METRORAIL SYSTEM MAP



TABLE 3-1: SUMMARY OF METRORAIL LINES

Line Length (mi.)

Number of Stations

Peak Headway

(min.) Scheduled

Trains

Average Weekday

Ridership**

Red 31.9 27 3* 41 277,741

Yellow 15.1 17 6 10 60,052

Green 23.0 21 4.6* 20 105,091

Blue 30.3 27 6 23 120,104

Orange 26.4 26 3.5* 30 187,663

*Combined headway, including use of short-lines and tripper trains. See Section 5.0 for detailed explanation of service patterns.

**WMATA, May 2010.

FIGURE 3-2: METRORAIL MAXIMUM LINE CAPACITIES



3.1.2 Support Facilities

In addition to the lines and stations of the system, Metrorail also relies on a key set of facilities to ensure the reliability and quality of service, including:

• Storage and inspection (S&I) Yards and tail tracks • Heavy maintenance facilities • Pocket tracks

The location of these facilities is shown in Figure 3-3. FIGURE 3-3: LOCATION OF KEY FACILITIES

Maintenance Facilities

Metrorail uses nine major facilities to store and maintain the fleet, including eight storage and inspection (S&I) yards, two heavy maintenance facilities, and a set of tail tracks at Largo Town Center. The location and function of each facility is documented in Table 3-2; additional discussions regarding the role of these facilities in maintaining a supply of vehicles for revenue service are described in Sections 6.0 and 7.0.



TABLE 3-2: CURRENT MAINTENANCE FACILITIES

Name Location

Vehicle Storage Capacity

Maintenance Bays Year Opened Functions

Storage and Inspection Facilities

Alexandria Blue/Yellow

Line 176 20 1981

Storage and inspection, light maintenance

Branch Avenue Green Line 166 8 2002 Storage and inspection, light maintenance, maintenance

campaigns

Glenmont Red Line 132 0 1998 Storage and inspection (no

shops)

Largo Tail Tracks Blue Line 42 0 2004 Storage and inspection (no

shops)

New Carrollton Orange Line 114 28* 1978

(expanded in 2006)

Storage and inspection, light maintenance, maintenance

campaigns*

Shady Grove Red Line 168 36 1983 Storage and inspection, light

maintenance

West Falls Church Orange Line 148 20 1986 Storage and inspection, light

maintenance

Heavy Maintenance Facilities

Brentwood Red Line 86 40 1974 Storage and inspection, light maintenance, heavy repair,

and overhauls

Greenbelt Green/Yellow

Line 284 22 1995

Storage and inspection, light maintenance, heavy repair,

and overhauls

Total

1,316 174

*Eight bays at New Carrollton are used for maintenance campaigns. See Section 7.0 for a discussion of these campaigns and their impact on the availability of revenue cars for service.

Pocket Tracks

The Metrorail system includes seven mid-route turnbacks, each of which is configured to operate as a third or “pocket” track capable of storing an 8-car train. These pocket tracks were incorporated into the design of the system to allow for “short-lining”, an operational practice that allows select trains to turn back along the line rather than continuing service to the terminal station. Short-lining allows WMATA to concentrate service in the core of the system, where passenger capacity where it is needed most. The service strategies that make use of the pocket tracks are explained in further detail in Section 5.0.

3.2 INVENTORY LIST

As of January 11, 2011, WMATA’s fleet of revenue vehicles consisted of 1,142 rail cars, of which 1,104 are available for revenue service (the disposition of the 38 vehicles unavailable



for revenue service is explained in Section 6.0.) All Metrorail cars operate in married pairs, with an operating cab at each end and have extruded aluminum carbodies. Each pair of cars can operate either fully automatic or manual mode and have hydraulic friction brake system, automatic train control system, a static converter low voltage system, automatic HVAC control, electronic flip-dot or LED destination signs and automatic couplers. Because of the design features of the A–car and B-Car, they must operate in married pairs; no car can be operated as a single unit. A 750-volt DC third rail system supplies primary propulsion power to the vehicles via inverters for AC drive, floor heating and as input to the low-voltage power supply (LVPS) and the APS inverter(s). WMATA acquired the six existing fleets through a series of procurements made from 1974 through 2008. The series are fully compatible with one another and capable of operating on all lines within the Metrorail system, maximizing the flexibility WMATA has in deploying vehicles for service. All Metrorail vehicles are compliant with Buy America and the Americans with Disabilities Act (ADA). Table 3-3 summarizes the key characteristics of each procurement; a description of each may be found in the paragraphs below. TABLE 3-3: CURRENT METRORAIL FLEET

Manufacturer Series Seats

Available Years

Purchased Year

Overhauled Number Owned

Number

for Service*

Rohr Industries 1000 80 1974-1978 1994-1997 300 278

Breda Construzioni Ferroviarie

2000 68 1983-1984 2003-2004 76 76

3000 68 1984-1988 2004-2008 290 282

4000 68 1992-1994 100 100

Construcciones y Auxiliar de Ferrocarriles, S.A. (AAI/CAF)

5000 68 2001-2004 192 184

Alstom 6000 64 (A-car)

66 (B-car) 2006-2008 184 184

Total

1,142 1,104


4 EXPANSION PLAN

Only one expansion of the system has been committed for implementation during the 15-year timeframe of the Metrorail Fleet Management Plan: the Dulles Corridor Rail Extension. To prepare for this expansion, WMATA is also planning to realign service from the Blue Line to the Yellow Line. This realignment will represent a major change in Metrorail operations, and will need to be taken into consideration as part of the discussion of existing and future fleet requirements. This section provides a description of these changes and their anticipated impacts on existing Metrorail operations.

4.1 Dulles Corridor Rail Extension (Silver Line)

On March 10, 2009, U.S. Secretary of Transportation Ray LaHood signed the Full Funding Grant Agreement (FFGA) for the Dulles Corridor Metrorail Project (also known as the “Silver Line”. This agreement made it possible for the Dulles Corridor Metrorail Project to move into construction. It is anticipated that Phase I of the Dulles Corridor Rail Extension will be completed in December 2013 (FY 2014) and that Phase II should be operational by 2017. Phase I of the project will extend Metrorail service from the existing Orange Line station at East Falls Church into Tyson’s Corner, the busiest employment hub in the metropolitan area, and then continue onto Wiehle Avenue on the eastern edge of Reston. Phase II of the project will continue the extension from Wiehle Avenue to Reston Town Center, Herndon, Dulles International Airport, then terminate in Eastern Loudoun County at the Route 772 Station in Ashburn. When completed, the Dulles Corridor rail extension will add 23 miles and 11 stations to the Metrorail system. Figure 4-1 provides a map of the Dulles Corridor rail extension. The operating plan established by the Dulles Corridor Rapid Transit Project Final Environmental Impact Statement (FEIS) calls for service to be operated from the Route 772 Metrorail Station to the East Falls Church Metrorail Station, then continue service along the Orange Line as far as the Stadium-Armory Metrorail Station. The operating plan calls for seven-minute headways during peak service hours.

E X P A N S I O N P L A N


FIGURE 4-1: DULLES CORRIDOR METRORAIL EXTENSION

Source: Metropolitan Washington Aviation Authority.

Overall, the Dulles Corridor Rail Extension will have four major impacts on the Metrorail system:

• Increased ridership. Phase I of the Dulles Corridor Rail Extension is forecast to carry a peak hour maximum load ridership of 4,600 passengers in the eastbound segment of the line leaving Court House Station. Peak maximum load ridership for the Silver Line is anticipated to increase to 5,800 passengers when Phase II opens in 2017. In addition, the Silver Line is anticipated to serve existing and potential demand for reverse commuting to the Dulles Corridor from the center of the region.

• Increased fleet requirements. The FEIS states that Phase I operations will require 18 trains and that Phase II operations will require 24 trains. This will require up to an additional 64 cars to operate the Metrorail system in Phase I and an additional 64 cars in Phase II. (A detailed breakdown of the composition of these trains is provided in Section 5.0.)

• Increased maintenance requirements. To accommodate the additional storage and maintenance facilities required by the new service, the existing maintenance facility



at West Falls Church will be expanded to include 38 additional vehicle storage spaces and eight new maintenance bays. In addition, a new maintenance facility is planned for Phase II of the project, located between the proposed Dulles Airport Station and the Route 606 Station.

• New impacts on existing Metrorail operations. The additional service to Dulles will require nine additional peak hour peak direction trains to move through the Rosslyn portal. As the capacity of this tunnel portal is limited, it will be necessary to reroute a portion of the service currently operating through Rosslyn. This is discussed below as part of the Blue/Yellow Line Realignment.

While Dulles Phase I is anticipated to begin operations in December 2013, all of the vehicles necessary to run the schedule defined in the FEIS will not be available until June 2015. Because of this, WMATA has developed a minimum interim schedule that will allow the same frequency of service using a reduced number of vehicles. Under this schedule, 28% of the trains throughout the system will use 8-car consists, while the remainder will use 6-car consists (WMATA has developed a ranges of cars needed for start-up operation, 900-930 rail cars. Updated detailed ridership will be collected prior to the start-up and train consists will be finalized at that time.) While this interim schedule is in effect, peak hour passenger loads are anticipated to exceed the planning standard of 100 passengers per car by up to 9%. The interim schedule is anticipated to remain in effect from December 2013 through August 2014, by which time the first eight 7000-Series cars will have been tested, commissioned, and ready for revenue operation. The remaining cars necessary to run the schedule defined by the FEIS will be commissioned between August 2014 and June 2015 and will be put into service as soon as available to minimize crowding. A detailed explanation of the interim operating plan and Phase II operating plan is provided in Appendix B.

4.2 Blue/Yellow Line Realignment

WMATA is proposing to reroute a portion of Blue Line service onto the Yellow Line prior to Phase I Dulles opening. The current schedule for this change in service is July 2012 (FY 2013). This will accomplish three objectives:

• Free up capacity in the Rosslyn portal. As noted above, the capacity of the Rosslyn portal is constrained. The addition of new service from the Orange Line to the Dulles Corridor is anticipated to use up this capacity and begin to affect the reliability of service along the Orange, Blue, and Dulles services. Rerouting a portion will relieve pressure on the portal and improve service reliability.

• Provide more direct service between Virginia and growing employment centers in the eastern portion of downtown. As noted in an October 2008 report from the Office of Planning, between 2002 and 2007, ridership between Pentagon and



L’Enfant Plaza grew by 13%, while ridership between Rosslyn and Foggy Bottom declined by 4%. Rerouting Blue Line trains onto the Yellow Line would reduce travel times for Blue Line passengers heading to eastern portions of downtown by up to 12 minutes while increasing the capacity of this route.

• Better utilize capacity on the 14th Street Bridge. As of June 2011, a total of 10 peak hour, peak direction trains were using the 14th Street Bridge to cross the Potomac River, as opposed to the 27 peak hour, peak direction trains using the Rosslyn portal. Rerouting Blue Line trains onto the 14th Street Bridge will relieve pressure on the Rosslyn portal by better utilizing the available capacity on the 14th Street Bridge.

Figure 4-2 illustrates the proposed realignment. The realignment would be phased in to allow passengers to adapt to the new service pattern. Initially, three peak hour, peak direction Blue Line trains would be operated between Franconia-Springfield to Greenbelt, while the Orange Line will add three peak hour trains between West Falls Church and Largo to maintain the headways between Stadium-Armory and Largo. Once Phase I of the Dulles Rail Corridor Extension is implemented, four peak hour, peak direction Blue Line trains would operate across the 14th Street Bridge. The details of these service patterns and their implications on the peak vehicle requirement are discussed in greater detail in Section 5.0. FIGURE 4-2: BLUE/YELLOW LINE REALIGNMENT


5 DEMAND FOR REVENUE VEHICLES

This section summarizes the approach by which WMATA develops fleet size requirements to meet the demand for revenue vehicles. The WMATA service planning process consists of six major steps:

• Step One: Determine peak demand for Metrorail service. Peak demand for Metrorail service is developed from passenger counts and ridership forecasts and then defined for the maximum load points within the system. The data and calculations used in this step are described in Section 5.1.

• Step Two: Determine the revenue vehicle requirements for each line. This is done by applying WMATA’s passenger load standards (described in Section 5.2) to the maximum load points in the Metrorail system to determine the minimum number of rail cars necessary to meet peak demand. Applying the vehicle run times and operating constraints of each line to this minimum vehicle requirement, WMATA then determines the appropriate length and number of train consists to operate during the peak hour on each line. This process is described in Section 5.3.

• Step Three: Determine number of cars needed for strategic gap trains. When a train must be taken out of service because of a mechanical function or other operating problem, a gap train can be used to replace it and maintain the regular schedule. The gap train requirements of the system are explained in detail in Section 5.3.

• Step Four: Determine total operating Peak Vehicle Requirement (PVR). The PVR is the sum of peak car requirements of all lines in the system plus gap trains. The actual PVR differs from the calculated requirements established in Steps 1-3 due to two limitations: the need to operate cars in married pairs and the need to operate the 1000-Series as belly cars. The impacts of these constraints on the PVR are discussed in Section 5.4.

• Step Five: Determine Operating Spares Ratio (OSR). The Operating Spares Ratio (OSR) takes into account the number of vehicles that must be made available to accommodate both scheduled and unscheduled maintenance activities. It also takes into account equipment-specific requirements (e.g. married pairs, fleet-specific restrictions on operating as end cars) that may affect the availability of vehicles for revenue service. These issues are discussed in Section 5.5.

• Step Six: Determine total fleet requirement. This represents the sum of the rail cars required for peak service (including gap trains) and the rail cars included in the

D E M A N D F O R R E V E N U E V E H I C L E S


Operating Spares Ratio. The total fleet requirement for 2010 through 2025 are presented in Section 5.5, and serve as the basis of discussions regarding the supply of revenue vehicles (presented in Section 6.0) and the impact of maintenance practices on the availability of revenue vehicles (presented in Section 7.0).

5.1 PEAK PASSENGER DEMAND

WMATA calculates peak passenger demand for the Metrorail system using two, primary sources: (1) historical passenger counts; and, (2) ridership forecasts developed using the regional travel demand model maintained by the Metropolitan Washington Council of Governments (MWCOG). These sources are then analyzed by WMATA staff to identify the peak periods of passenger demand and maximum load points within the system during an average weekday.

5.1.1 Systemwide Ridership Patterns

As transit ridership is highly seasonal, WMATA considers May to be a “typical” month of transit usage: service disruptions due to inclement weather are minimal and there are fewer weekday special events (e.g. Presidential Inauguration, Cherry Blossom Festival, 4th of July.) Figure 5-1 illustrates average weekday ridership for the Metrorail system from its opening in 1976 through May 2011. FIGURE 5-1: METRORAIL AVERAGE WEEKDAY RIDERSHIP, 1976-2010

As would be expected, Metrorail ridership has grown with the expansion of the system. Metrorail started operations with five Red Line stations in 1976, completed the originally planned system in 2001 and then expanded further in 2004 with the extension of the Blue Line to Largo Town Center. Prior to the recession of 2007, Metrorail weekday ridership



grew at an annual rate of 3%. In recent years, ridership growth remained flat; however, it is anticipated that ridership will continue to increase as the regional and national economies recover. As of May 2010, average daily ridership for the Metrorail system was 730,750. WMATA monitors ridership on a monthly basis to determine if service adjustments are necessary to meet changes in peaking characteristics on each line. Figure 5-2 illustrates the distribution of ridership across an average weekday in May 2010. The Metrorail system has two, distinct peaks during an average weekday: a morning peak from 5:00 AM to 9:30 AM and an evening peak from 3:00 PM to 7:00 PM. The peak hours during these periods are 8:00 AM to 9:00 AM and 5:00 PM to 6:00 PM, respectively. FIGURE 5-2: METRORAIL AVERAGE WEEKDAY STATION BOARDINGS BY TIME OF DAY, MAY 2010

Table 5-1 disaggregates the peak hour maximum passenger volume by line for both the AM and PM peak hours. With the exception of the Green Line (which tends to peak half an hour before the other lines), each Metrorail line experiences its maximum peak hour passenger load in the AM peak hour. Because of this, WMATA uses the morning peak hour to define the maximum demand for the Metrorail system.



TABLE 5-1: AM AND PM PEAK HOUR MAXIMUM PASSENGER VOLUMES BY LINE, MAY 2010

Line

Segment

(From – To) Peak Hour

Peak Hour

Maximum Load

Passenger Volumes

Maximum Peak Hour

Volume

Red Gallery Place – Metro Center AM 11,900 AM

Metro Center – Gallery Place PM 10,200

Yellow Pentagon – L’Enfant AM 5,800 AM

L'Enfant – Pentagon PM 5,300

Green Waterfront – L’Enfant AM 7,200 AM

L'Enfant – Waterfront PM 7,000

Blue/Orange Rosslyn – Foggy Bottom AM 4,800 PM

Foggy Bottom – Rosslyn PM 5,300

Subtotal AM 70,900 AM

Subtotal PM 62,300

TOTAL 133,200

5.1.2 Metrorail Ridership Forecasts

Future Metrorail ridership is forecast using the MWCOG regional travel demand model, which takes into account how changes in population and employment across the region will affect regional travel patterns and transit ridership. The forecasts from the MWCOG travel demand model are used as input to WMATA’s in-house transit forecasting model, which then generates link-specific rail volumes. The modeling process takes into account those transportation improvements that are committed for implementation within a 20-year timeframe. Major improvements to the Metrorail system that are accounted for in the MWCOG model include:

• Phases I and II of the Dulles Corridor Rail Extension • Blue/Yellow Line Realignment • Plans to increase operate 50% 8-car consists by FY 2014 and 100% 8-car consists by

FY 2020 Based on the results of the MWCOG model, Metrorail ridership is anticipated to grow approximately 3% annually from 2010 through 2020. Between 2020 and 2030, ridership growth will slow to 1% annually, consistent with MWCOG land use forecasts that show population and employment in this timeframe will grow by the same rate within the WMATA service area.



Table 5-2 summarizes the ridership growth rates for critical segments of the Metrorail system. Ridership growth is anticipated to vary from station to station across the system, responding to the local changes in population, employment, and access to Metrorail. TABLE 5-2: FORECAST ANNUAL GROWTH RATES FOR RIDERSHIP AT SELECT LINE SEGMENTS

Segment

(From – To) Line(s)

Annual Growth Rates

2009-2015 2015-2020 2020-2030

Gallery Place – Metro Center Red 2.8% 2.8% 1.0%

Waterfront – L’Enfant Green 5.2% 5.2% 1.0%

Pentagon-Rosslyn Blue -10.1% -2.7% 1.0%

Pentagon – L’Enfant

Yellow 0.3% 0.3% 1.0%

Blue n/a* 6.5% 1.0%

Subtotal 6.0% 2.2% 1.0%

Court House – Rosslyn

Orange 2.0% 0.0% 1.0%

Silver n/a* 10.7% 1.0%

Subtotal 4.9% 3.7% 1.0%

Systemwide All 3.0% 3.1% 1.0%

*n/a: Annual growth rates for the Dulles Rail Corridor Extension and Blue/Yellow Realignment were not included in this table, as these improvements will be coming online during the 2009-2020 timeframe.

Stations on the periphery of the region are expected to experience more ridership growth than those close to the core of system, reflecting the higher rate of jobs and population growth projected for areas outside of the core. Stations along the Dulles Corridor Rail Extension will attract new Metrorail riders, as well as Metrorail riders who may have previously used the Orange Line. Ridership at Green Line stations within the District of Columbia is expected to increase due to the addition of several major developments along the line (e.g. USDOT offices at Navy Yard, Nationals Park.)

5.1.3 Maximum Load Points

Based on the output of the WMATA model, the following maximum load points within the system were identified:

• Red Line: Gallery Place-Chinatown to Metro Center, westbound direction • Yellow Line: Pentagon to L’Enfant Plaza, northbound direction • Blue Line: Pentagon to Rosslyn, eastbound direction • Green Line: Waterfront to L’Enfant Plaza, northbound direction



• Orange and Silver Lines: Court House to Rosslyn, eastbound direction

The locations of these load point in the system are illustrated in Figure 5-3. Table 5-3 summarizes the average morning peak hour ridership forecast for each of these load points for 2010, 2020, 2025, and the opening years of Phase I and Phase II of the Dulles Corridor Rail Extension. FIGURE 5-3: METRORAIL MAXIMUM LOAD POINTS FOR AM PEAK HOUR



TABLE 5-3: AM PEAK HOUR MAXIMUM LOADING POINTS BY LINE Max Loads Segments Line 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

Gallery Place - Metro Center (Westbound)

Red 13,200 13,500 13,900 14,300 14,700 15,100 15,600 16,000 16,500 16,900 17,400 17,600 17,700 17,900 18,100 18,300

Waterfront - L'Enfant (Northbound)

Green 5,900 6,200 6,500 6,900 7,200 7,600 8,000 8,400 8,900 9,300 9,800 9,900 10,000 10,100 10,200 10,300

Court House – Rosslyn (Eastbound)

Orange 12,200 12,500 12,700 13,000 10,800 10,800 10,800 10,800 10,800 10,800 10,800 10,900 11,000 11,100 11,200 11,400

Silver 0 0 0 0 4,600 4,700 5,200 5,800 6,400 7,000 7,800 7,900 8,000 8,000 8,100 8,200

Subtotal 12,200 12,500 12,700 13,000 15,400 15,500 16,000 16,600 17,200 17,800 18,600 18,800 19,000 19,200 19,400 19,500

Pentagon – Rosslyn (Eastbound)

Blue 5,000 5,100 3,400 3,500 2,800 2,600 2,500 2,300 2,200 2,100 2,300 2,300 2,300 2,400 2,400 2,400

Pentagon - L'Enfant (Eastbound)

Yellow 0 0 1,700 1,800 2,500 2,600 2,800 2,900 3,100 3,200 3,600 3,600 3,700 3,700 3,700 3,800

Blue 6,500 6,500 6,600 6,600 6,600 6,600 6,600 6,600 6,700 6,700 6,700 6,800 6,800 6,900 7,000 7,000

Subtotal 6,500 6,500 8,200 8,300 9,100 9,200 9,400 9,600 9,700 9,900 10,300 10,400 10,500 10,600 10,700 10,800

Toal Max Load Ridership

All 42,800 43,800 44,800 46,000 49,200 50,200 51,700 53,400 55,100 57,000 58,400 59,000 59,600 60,200 60,800 61,400

*All ridership forecasts rounded for reporting purposes. Forecasts based on MWCOG model 2.1D, using 7.0 land use forecasts.


Ridership along the Red and Green Lines is anticipated to grow steadily in response to increases in population and employment along these lines. Orange Line ridership is anticipated to decrease once Phase I of the Dulles Corridor Rail Extension goes online, as existing Orange Line passengers who live closer to Phase I stations switch over to Silver Line service. Silver Line ridership is expected to grow with the completion of Phase II, contributing to the overall increase in ridership experienced at the maximum load point between Court House and Rosslyn Stations. Blue Line ridership between Pentagon and Rosslyn is anticipated to decrease once the Blue/Yellow Realignment is implemented and passengers with destinations in eastern downtown shift over to services along the new Blue/Yellow Line. Yellow Line ridership is anticipated to grow steadily between 2010 and 2025, but not at the same rate as expected on the Red and Green Lines. All told, a total of 42,800 passengers must be accommodated at the maximum load points along the five Metrorail lines during the morning peak hour, and this total is anticipated to grow by 43% by 2025. The ability of the Metrorail system to handle these passenger loads will be dependent on WMATA’s ability to provide service that is consistent with our passenger loading standards and within the operating restrictions of the existing and planned Metrorail system.

5.2 PASSENGER LOAD STANDARDS

To ensure that Metrorail remains the mode of choice for both existing and future passengers, WMATA places a premium on providing a high quality of service. WMATA defines the quality of service provided by Metrorail according to six factors: safety, speed, cleanliness, frequency, comfort, and service reliability. In the context of the Plan, no issue influences the quality of service more than Metrorail’s passenger loading standards:

• Safety. Passenger load standards ensure that sufficient passenger capacity is provided to minimize crowding and allow for safe access and egress from revenue vehicles.

• Speed. Passenger loading standards help to minimize crowding, which minimizes the dwell times necessary for passengers to board and alight and the travel times on each line.

• Cleanliness. Passenger loading standards help control the volume of passengers using each train, minimizing the wear and tear on car interiors and associated time necessary to clean passenger areas of the train.

• Frequency. Passenger loading standards dictate the frequency of service needed to clear the maximum load points in the system.

• Comfort. Passenger loading standards determine the probability that a passenger will have a seat for their trip, which is especially important for longer-distance travelers coming from outside of downtown DC into the core.



• Service Reliability. The combined impacts of passenger loading standards on frequency, comfort, and speed of service determine how reliable the service is considered by passengers and WMATA.

The use of passenger load standards to evaluate service was adopted by WMATA’s staff in 1982. The original standards and the evaluation process were reviewed by the Board of Directors at that time, and load standards have been employed at WMATA ever since. Load standards have been revised from time-to-time in the last 15 years to better reflect WMATA's service policies and objectives. WMATA uses two types of passenger load standards as part of its standard fleet management practices:

• Monitoring standards. Monitoring standards are used as lagging indicators of Metrorail performance. They are applied to current ridership data to understand if WMATA staff needs to adjust the deployment of the existing fleet to respond to changes in boarding patterns. WMATA’s primary and secondary load standards for monitoring service have been used since 1982.

• Planning standard. WMATA’s planning standard is used to determine the actual deployment of rail cars on each line, both for existing and future ridership scenarios. The planning standard is applied to a longer time horizon than the monitoring standards, and is used by WMATA to help determine what fleet procurements may be necessary to meet the future demand for rail cars. The current planning standard was first used in determining the procurement and deployment of the 6000-Series cars.

Table 5-4 summarizes the current monitoring and planning passenger load standards being used by WMATA. As would be expected, the monitoring standards are more stringent than the planning standards, as they are being applied to historic data and are being used to prioritize fleet deployments for current operations. TABLE 5-4: METRORAIL PASSENGER LOAD STANDARDS

Standard Notes

Monitoring Standards Peak Primary Standard: Not to exceed 120 passengers per car (PPC) average of all trains passing the maximum load point in the peak direction and in the peak one hour on a line.

Peak Secondary Standard: Not to exceed 140 PPC for the peak half-hour or 155 PPC on any single train passing the maximum load point on a line during the peak period.

Planning Standard Not to exceed 100 PPC in the peak hour of service.



5.3 LINE REQUIREMENTS

WMATA determines the revenue vehicle requirements for each line by applying the passenger load standards to the morning peak hour ridership at the maximum load point for each line. The number of trains per line are determined by the vehicle running times and frequency of service that can be sustained on each line; the number of cars per train are then determined based on (a) the passenger capacity needed for a given frequency of service; and, (b) the constraints of the vehicles in operation. Based on operating experience with each line, WMATA then determines the number and location of gap trains necessary to maintain service in the event of a disruption of service.

5.3.1 Minimum Peak Vehicle Requirements

The minimum number of vehicles required to serve the Metrorail system is determined by applying WMATA’s planning standard of 100 ppc to the maximum loading point of each line, then rounding up to the nearest even number to account for the fact that Metrorail vehicles operate in married pairs. Table 5-5 summarizes the minimum peak vehicle requirements to serve the maximum loading points for each line.

5.3.2 Vehicle Run Times

Table 5-6 lists the one-way travel times for the routes operated on each of the lines in the Metrorail system. There are three types of routes in service in the Metrorail system:

• The main line haul routes on Metrorail lines are operated from one terminal of the line to the other, stopping at all stations in between.

• Short line routes take advantage of the mid-route turnbacks (i.e. pocket tracks) built along a line to provide service closer to the core of the system, where passenger capacity is needed the most. These pocket tracks have been built as third tracks between the two mainline tracks, and each is capable of storing an 8-car train. The locations of the pocket tracks are shown in Figure 3-3; short lines are indicated in Table 5-6 as “B” routes (e.g. “Red B”, which operates between Grosvenor and Silver Spring.)

• Tripper trains are used where there is an imbalance in passenger volumes in the peak and off-peak directions of a line. For example, in 2011 the Orange Line carried a maximum load 12,200 passengers/hour in the eastbound direction but only 8,900 passengers/hour in the westbound direction. Under these conditions, WMATA operates “tripper trains” in the peak hour, peak direction to supplement the ridership capacity of regularly scheduled trains. Table 5-6 lists the existing and planned tripper trains on each line. WMATA plans to eliminate the tripper trains on the Orange Line once Phase II of the Silver Line is operational.



TABLE 5-5: MINIMUM AM PEAK HOUR/PEAK DIRECTION VEHICLE REQUIREMENTS BY LINE

Max Loads Segments 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Gallery Place - Metro Center (Westbound)

Red 132 136 140 144 148 152 156 160 166 170 174 176 178 180 182 184

Waterfront - L'Enfant (Northbound)

Green 60 62 66 70 72 76 80 84 90 94 98 100 100 102 102 104

Court House – Rosslyn (Eastbound)

Orange 122 126 128 130 108 108 108 108 108 108 108 110 110 112 112 114

Silver 0 0 0 0 46 48 52 58 64 70 78 80 80 80 82 82

Subtotal 122 126 128 130 154 156 160 166 172 178 186 188 190 192 194 196

Pentagon – Rosslyn (Eastbound)

Blue 50 52 34 36 28 26 26 24 22 22 24 24 24 24 24 24

Pentagon - L'Enfant (Eastbound)

Blue 0 0 18 18 26 26 28 30 32 32 36 36 38 38 38 38

Yellow 66 66 66 66 66 66 66 66 68 68 68 68 68 70 70 70

Subtotal 66 66 82 84 92 92 94 96 98 100 104 104 106 106 108 108

Minimum Directional Vehicle Requirements 430 442 450 464 494 502 516 530 548 564 586 592 598 604 610 616

*Minimum vehicle requirements defined using a passenger loading standard of 100 ppc. All numbers rounded up to nearest married pair.



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Vehicle travel times on the Metrorail system are currently limited by the suspension of Automatic Transit Operations (ATO), as recommended by the National Transportation Safety Board (NTSB) in response to the June 22, 2009 accident at Ft. Totten Station. As a result of this, all vehicles are currently operated in manual mode, which slows down operations, adversely affects on-time performance, and increases maintenance for wheel flats and brake systems. TABLE 5-6: ONE WAY TRAVEL TIMES OF METRORAIL ROUTES

Travel Time (minutes)

Origin Destination Line 2010-2013

2014-2016

2017-2025

Red

Shady Grove Glenmont Red A 65 65 65

Grosvenor Silver Spring Red B 49 49 49*

L’Enfant Junction Yellow

Huntington Mt. Vernon Yellow A 27 27 27

Franconia Greenbelt Yellow B 60 60 60

Green

Greenbelt Branch Avenue Green 47 47 47

Greenbelt Branch Avenue Green Trippers 47 47 47

Rosslyn Junction Blue

Franconia Largo Blue 64 64 64

Orange

Vienna New Carrollton Orange A 57 57 57

Vienna Largo Orange B

58 58

Vienna New Carrollton Tripper 57 57 57

West Falls Church New Carrollton Tripper 50 50 n/a

West Falls Church Stadium-Armory Tripper 39 39 n/a

Silver

Wiehle Ave Stadium-Armory Silver Line Phase I** n/a 57 n/a

Loudoun Rte. 772 Stadium-Armory Silver Line Phase II n/a n/a 78

Note: Recovery time (3 minutes per one-way trip) is not included in the run-time calculation. *Red B discontinued in 2025, replaced with additional service on Red A. **Reflects interim schedule for operating Dulles Phase I. See Appendix B for detailed explanation.



5.3.3 Train Consists

WMATA determines the consist length of trains based on six limiting factors:

1. Headway of service. Minimum operable headways are determined by the train control system, but practical headways are determined by a number of operating factors including capacity constraints, vehicle availability, and end-of-line recovery time for each line (currently 3 minutes per one-way trip on all routes operated.) The current and proposed headways for the Metrorail system are listed in Table 5-7.

2. Passenger loading standards. As noted in Section 5.2, the WMATA Board has established a guideline of 100 ppc during peak hours of operation, and the primary loading standard for each line is to not exceed a 120 passengers per car (PPC) average of all trains passing the maximum load point in the peak direction and in the peak one hour on a line.

3. Limitations of traction power. The length and frequency of trains is constrained by capacities of the system’s substations and tie breakers. Currently, WMATA has programmed upgrades to the traction power system that will allow 50% of peak-period trains to operate with eight cars. Additional upgrades will be necessary to operate additional eight-car trains.

4. Length of platforms. Each platform on the Metrorail system is 600 feet long, allowing a maximum of eight, 75-foot cars to board and alight at each station.

5. Need to operate in married pairs. Each series of cars in the WMATA fleet is designed to operate in married pairs, with a cab car at each end of the pair. Cars of different series are not capable of operating as mixed married pairs.

6. Need to operate 1000-Series cars as “belly cars.” In response to the June 2009 Ft. Totten accident, WMATA has made a decision that 1000-Series cars may only be operated as center cars in a train consist. This limits the number of cars available to serve as cab cars and requires that 1000-Series cars may only be operated in 6- or 8-car trains.

Under these constraints, WMATA currently operates 6- and 8-car consists on all Metrorail lines, which maximizes use of the 1000-Series cars while allowing WMATA to meet its passenger loading standards. In response to the growth in ridership anticipated over the next 15 years, WMATA plans to transition to a schedule based on 100% 8-car trains, with 100% of the fleet running 8-car trains by 2020. Figure 5-4 shows the anticipated impact of 100% 8-car trains on AM peak hour passenger loads from 2010 to 2025. Table 5-8 shows the percentage of 8-car trains to be deployed on each line between 2010 and 2025.



TABLE 5-7: CURRENT AND PROPOSED SYSTEM PEAK AM HEADWAYS

Peak AM Headways

(minutes)


2014-2016*

2017-2025

Red Shady Grove Glenmont Red A 6 6 5

Grosvenor Silver Spring Red B 6 6 5

Combined headway 3 3 2.5


Huntington Mt. Vernon Yellow A 6 7 7

Franconia Greenbelt Yellow B / Blue B n/a 14 14

Combined headway 6 4.7 4.7

Green

Greenbelt Branch Avenue Green 6 7 7

Greenbelt Branch Avenue Green Trippers 20 20 20

Combined headway 4.6 5.0 5.0**


Franconia Largo Blue 6 14 14

Orange

Vienna New Carrollton Orange A 6 7 7

Vienna Largo Orange B n/a 14 14

Vienna New Carrollton Tripper *** n/a n/a

West Falls Church New Carrollton Tripper *** n/a n/a

West Falls Church Stadium-Armory Tripper *** n/a n/a

Silver

Wiehle Ave Stadium-Armory Silver Phase I n/a 7 n/a

Loudoun Rte. 772 Stadium-Armory Silver Phase II n/a n/a 7

Combined headway 3.5 2.2 2.2

Note: Headways are rounded for reporting purposes.

*Reflects interim schedule for operating Dulles Phase I. See Appendix B for detailed explanation.

**In 2025, WMATA proposes to operate the Green Line at 5-minute headways in each direction and remove tripper trains.

***Unless noted otherwise, trippers are not considered to have a regular, bi-directional headway, as they are only operated in the peak direction. They are included in the calculation of combined headways.

Sources: 2010: December 2010 schedule. 2014: WMATA 900 PVR schedule, July 2011. 2017: Dulles 2004 FEIS.



FIGURE 5-4: AM PEAK HOUR PASSENGER LOADS-100 % 8-CARS IN 2020 AND 2025

Assume 25% 8-car trains in 2009, 50% in 2015 and 100% in 2020 and 2025

TABLE 5-8: PROPOSED CONSIST LENGTHS AS PERCENTAGE OF SCHEDULED TRAINS

% of 8-car trains


2014-2016*

2017-2019

2020-2025

Red Shady Grove Glenmont Red A 70% 78% 79% 100%

Grosvenor Silver Spring Red B n/a 0% 13% 100%


Huntington Mt. Vernon Yellow A 0% 44% 56% 100%

Franconia Greenbelt Yellow B / Blue B n/a 0% 56% 100%

Green

Greenbelt Branch Avenue Green 50% 40% 66% 100%


Franconia Largo Blue 0% 40% 50% 100%

Orange

Vienna New Carrollton Orange A 30% 39% 50% 100%

Vienna Largo Orange B

0% 56% 100%

Silver

Wiehle Ave Stadium-Armory Silver Phase I n/a 0% n/a n/a

Loudoun Rte. 772 Stadium-Armory Silver Phase II n/a n/a 50% 100%

Gap Trains 0% 0% 0% 100%

Total: All lines** 30% 28% 50% 100%

Source: WMATA Office of Long Range Planning

*Reflects interim schedule for operating Dulles Phase I. See Appendix B for detailed explanation.

**Includes tripper trains

Line AM Peak Max Load Location 2009 2015 2020 2025

Red Leaving Gallery Place (Westbound)

Blue (Rosslyn) Leaving Pentagon (Eastbound)

Orange/Silver Leaving Court House (Eastbound)

Yellow/Blue Leaving Pentagon (Northbound)

Green Leaving Waterfront (Southbound)

Highly Congested (110-120 PPC) Congested (<100 PPC)



Figure 5-5 illustrates how passenger loads in the AM peak hour would be affected if WMATA were only to implement 50% 8-car trains for the same time period. Under this scenario, the Metrorail system will reach its peak-hour capacity sometime between 2020 and 2025. The Orange and Dulles Lines will become the most congested lines by then, exceeding the capacity threshold of 120 passengers per car at Court House in the peak hour, to be followed by Green Line at Waterfront. FIGURE 5-5: AM PEAK HOUR PASSENGER LOADS - 50% 8-CARS THROUGH 2025

Assume 25% 8-car trains in 2009 and 50% in 2015 through 2025.

At this time, funding has been committed to bring the fleet up to 50% 8-car trains. Additional improvements will be required to transition to a 100% 8-car train schedule, including: additional space for storage, maintenance, and vehicle testing; improvements to traction power; and the additional vehicles to operate longer train consists. These improvements are programmed in the 2011-2020 Capital Needs Inventory; the fleet requirements associated with these improvements are documented in Section 6.0.

5.3.4 In-Service Vehicle Requirement

WMATA determines in-service vehicle requirements by determining the number and composition of trains necessary to meet the minimum peak vehicle requirement defined in Section 5.3.1. As noted in Section 5.3.3, Metrorail trains are deployed in 6- and 8-car consists; therefore, the number of cars necessary to meet the demands of peak hour, peak direction service often differs from the minimum peak vehicle requirement. Table 5-9 illustrates how the in-service vehicle requirements are determined for the maximum loading point of each line, and the resulting passenger loads. Peak period in-service vehicle requirements are then developed from peak hour, peak direction vehicle requirements, taking into account the need to operate multiple routes on each line (tripper trains and short lines) to handle service in both peak and off-peak directions. Table 5-10 summarizes by line the in-service vehicle requirements necessary to meet the capacity requirements of the maximum load points on each line during the

Line AM Peak Max Load Location 2009 2015 2020 2025

Car Consists 50% 50% 50%

Red Leaving Gallery Place (Westbound)

Blue (Rosslyn) Leaving Pentagon (Eastbound)

Orange/Silver Leaving Court House (Eastbound)

Yellow/Blue Leaving Pentagon (Northbound)

Green Leaving Waterfront (Southbound)

Congested (<100 PPC) Highly Congested (<110-120 PPC)

Exceeds Capacity (>120 PPC)



morning peak. All told, 820 rail cars were required to operate the weekday schedule in 2010 (plus 30 gap cars—see Section 5.3.5.) This requirement is forecast to increase to between 864 and 894 in 2014 once Phase I of the Silver Line and the Blue/Yellow Line realignment are operational. A total of 1,028 vehicles will be needed in scheduled service once Phase II of the Silver Line is operational in 2017. Additional vehicles will then be needed between 2020 and 2025 to accommodate the forecast levels of ridership growth across the system, bringing the total number of vehicles in scheduled service to 1,232. TABLE 5-9: PEAK HOUR, PEAK DIRECTION IN-SERVICE VEHICLE REQUIREMENTS

RED LINE 2010 2014 2017 2020 2025

Max Load Demand 13,200 14,700 16,000 17,400 18,300

Min Cars Required at 100 ppc 132 148 160 174 184

WMATA Operating Plan

Peak hour freq (min) 3 3 2.5 2.5 2.5

Train throughput 20 20 24 24 24

Car throughput 136 138 166 192 192

% of 8-car trains 40% 40% 46% 100% 100%

Passengers per car at max load 97 107 96 91 95

YELLOW LINE (Incl. Blue Split via 14th St Bridge) 2010 2014 2017 2020 2025

Max Load Demand 6,500 9,100 10,000 10,300 10,800



Peak hour freq (min) 6 4.7 4.7 7 7


Car throughput 60 86 92 104 104

% of 8-car trains 0% 31% 54% 100% 100%


GREEN LINE 2010 2014 2017 2020 2025

Max Load Demand 5,900 7,200 8,400 9,800 10,300



Peak hour freq (min) 4.6 5.5 5 5 5



% of 8-car trains 46% 36% 42% 100% 100%




TABLE 5-9: PEAK HOUR, PEAK DIRECTION IN-SERVICE VEHICLE REQUIREMENTS

BLUE LINE (via Rosslyn only) 2010 2014 2017 2020 2025

Max Load Demand 5,000 2,800 2,300 2,300 2,400



Peak hour freq (min) 6 4.7 4.7 7 7



% of 8-car trains 0% 25% 50% 100% 100%


ORANGE and SILVER LINES 2010 2014 2017 2020 2025

Max Load Demand 12,200 15,400 16,600 18,600 19,500



Peak hour freq (min) 3.5 2.8 2.8 2.8 2.8


Car throughput 112 142 160 184 184

% of 8-car trains 29% 17% 48% 100% 100%


SUM OF 5 LOCATIONS 2010 2014 2017 2020 2025

Max Load Demand 42,800 49,200 53,300 58,400 61,300




Car throughput 458 472 530 608 608

% of 8-car trains 27% 30% 49% 100% 100%

Avg. passengers per car at 5 locations 93 104 101 96 101



TABLE 5-10: PEAK PERIOD IN-SERVICE VEHICLE REQUIREMENTS

In-service vehicles factoring line constraints, and consist lengths

Origin Destination Line 2010 2014* 2017 2020 2025

Red Shady Grove Glenmont Red A 176 174 212 224 440

Grosvenor Silver Spring Red B 108 108 132 168 n/a

Subtotal: Red Line 284 282 344 392 440


Huntington Mt. Vernon Yellow A 60 62 64 72 72

Franconia Greenbelt Yellow B / Blue B n/a 54 64 72 72

Subtotal: Yellow Line 60 116 128 144 144

Green

Greenbelt Branch Avenue Green 120 102 110 120 160

Greenbelt Branch Avenue Green Trippers 20 12 18 24 n/a

Subtotal: Green Line 40 114 128 144 160


Franconia Largo Blue 138 68 70 80 80

Orange

Vienna New Carrollton Orange A 152 122 126 144 144

Vienna Largo Orange B n/a 54 64 72 72

Vienna New Carrollton Tripper 34 n/a n/a n/a n/a

West Falls Church New Carrollton Tripper 6 n/a n/a n/a n/a

West Falls Church Stadium-Armory Tripper 6 n/a n/a n/a n/a

Subtotal: Orange Line 198 176 190 216 216

Silver

Wiehle Ave Stadium-Armory Silver Phase I n/a 108 n/a n/a n/a

Loudoun Rte. 772 Stadium-Armory Silver Phase II n/a n/a 168 192 192

Total: All lines

820 864 1,028 1,168 1,232

*Reflects a minimum interim operating schedule for Dulles Phase I. See Appendix B.

5.3.5 Gap Trains

Metrorail is a two-track system that does not permit easy recovery from equipment failure. The ripple effect of a peak period service delay can inconvenience many thousands of passengers on a line, whose trips are lengthened, who experience crush loads, and who may be unable to board overcrowded trains. Crush loaded trains make boarding and alighting difficult and thereby lengthen station dwell times, further exacerbating the delay in service.



Minor service interruptions can result in passenger loads that exceed the allowable standard, and the feedback WMATA receives in the form of passenger complaints is immediate. While there is no way to mitigate the high passenger loads in the immediate vicinity of the malfunction incident, it is crucial that the gap be filled as soon as possible. Because of this, WMATA uses gap trains on each of its lines. The majority of gap train deployments are to replace trains with mechanical problems. The remaining gap train deployments are for non-mechanical problems, including:

• To relieve occasional unanticipated platform overcrowding. • To maintain the schedule under degraded operation conditions, especially those that

sometimes remain even after a malfunctioning train has been replaced. • To replace trains that have been vandalized or soiled by the public; a number of non-

mechanical conditions are defined as failures by WMATA.

As of FY 2010, approximately 148 documented failures are reported to Metrorail on an average weekday, of which 44% required trains to be pulled out of service. Because of the frequency with which such failures occur, WMATA’s schedule calls for a gap train on each line, staffed by an operator, and ready to be placed into service on short notice. These trains are considered part of Metrorail’s peak vehicle requirement and ensure that no trips are missed when a train is removed from service.

As of FY 2011, there were five gap trains in service at the following locations:

• Shady Grove Station (Red Line) • Brentwood Division/Farragut North Pocket Track (Red Line) • Alexandria Division/National Airport Pocket Track (Blue/Yellow Lines) • Largo Station (Blue Line) • West Falls Church/Vienna (Orange Line)

WMATA plans to add gap trains to the following locations

• Weihle Av. & Reston Pkwy Pocket Track (Silver Line Phase I) • Dulles Division /Rt 606 & Rt. 772 (Silver Line Phase II) • Branch Av. Station (Green Line, once Silver Line Phase II is operational) • New Carrollton (Orange Line, once Silver Line Phase II is operational)

While service is anticipated to improve with the replacement of older vehicles with the 7000-Series (see Section 6), the location of vehicle failures cannot be predicted. To minimize response times on each line, it will be necessary to ensure that the Blue, Yellow, and Green Lines each have one gap train dedicated to them, while the Red and Silver Lines each have two gap trains dedicated to them.

Table 5-11 lists the number of trains and associated vehicles required to serve as gap trains; a line-by-line distribution of these gap trains may be found in Table 5-12. There are



currently six cars per gap train in operation; in 2020, gap trains will be configured to use eight cars per train.

TABLE 5-11: GAP TRAIN REQUIREMENTS, ALL LINES

2010-2013 2014-2016 2017-2020 2020-2025

Gap Train Trains 5 6 9 9

Gap Train Vehicles 30 36 54 72

5.4 PEAK VEHICLE CALCULATIONS

WMATA’s Peak Vehicle Requirement (PVR) is defined by the total number of revenue vehicles required for scheduled service, plus those revenue vehicles required to serve as gap trains to maintain the reliability of Metrorail operations. Table 5-12 lists the PVR for each line and for the entire system for key milestones between 2010 and 2025; a breakdown of this requirement by year is provided in Appendix A. All told, a total of 1,304 peak revenue vehicles will be required by 2025. This takes into account the additional revenue and gap trains necessary to meet the demands of the Silver Line, as well as the additional vehicles necessary to meet the growth in ridership anticipated on each of the lines.

5.5 SPARE VEHICLE CALCULATION

The Operating Spares Ratio (OSR) is defined by the Federal Transit Administration as:

OSR = Where: OSR is the Operating Spares Ratio

TAF is the Total Available Fleet PVR is the Peak Vehicle Requirement The FTA establishes no formal OSR goal for transit fleets, allowing individual agencies to tailor their fleet requirements to meet their operational goals and environment. That being said, a spare ratio of between 15-20% is common among transit properties in the United States.



TABLE 5-12: PEAK VEHICLE REQUIREMENTS, ALL LINES Peak Vehicle Requirements by Line

Origin Destination Line 2010 2014* 2017 2020 2025 Red

Shady Grove Glenmont Red A 176 174 212 224 440

Grosvenor Silver Spring Red B 108 108 132 168 n/a

Gap Trains: Shady Grove Station, Brentwood Division/Farragut North 12 12 12 16 16

Subtotal: Red Line 296 294 356 408 456


Huntington Mt. Vernon Yellow A 60 62 64 72 72

Franconia Greenbelt Yellow B / Blue B n/a 54 64 72 72

Gap Train: Alexandria Division/National Airport 6 6 6 8 8

Subtotal: Yellow Line 66 122 134 152 152

Green

Greenbelt Branch Avenue Green 120 102 110 120 160

Greenbelt Branch Avenue Green Trippers 20 12 18 24 n/a

Gap Train: Branch Avenue n/a n/a 6 8 8

Subtotal: Green Line 40 114 134 152 168


Franconia Largo Blue 138 68 70 80 80

Gap Train: Largo Station 6 6 6 8 8

Subtotal: Blue Line 144 74 76 88 88

Orange

Vienna New Carrollton Orange A 152 122 126 144 144

Vienna Largo Orange B n/a 54 64 72 72

Vienna New Carrollton Tripper 34 n/a n/a n/a n/a

West Falls Church New Carrollton Tripper 6 n/a n/a n/a n/a

West Falls Church Stadium-Armory Tripper 6 n/a n/a n/a n/a

Gap Train: West Falls Church/Vienna 6 6 6 8 8

Gap Train: New Carrollton n/a n/a n/a 8 8

Subtotal: Orange Line 204 182 196 232 232

Silver

Wiehle Ave Stadium-Armory Silver Phase I n/a 108 n/a n/a n/a

Loudoun Rte. 772 Stadium-Armory Silver Phase II n/a n/a 168 192 192

Gap Trains: Weihle Avenue & Reston Pkwy, Dulles Division/Rt. 606 & Rt. 722 n/a 6 12 16 16

Subtotal: Silver Line n/a 114 180 208 208

Total: All lines

850 900 1,082 1,240 1,304

*Reflects a minimum interim operating schedule for Dulles Phase I. See Appendix B.



As of FY 2011, WMATA had 1,104 vehicles available for service, of which 860 were required to operate peak revenue service. Based on these requirements, the Metrorail system operated with 244 spare vehicles, leading to an Operating Spares Ratio of 28.4%. This relatively high spares ratio may be attributed to two primary and related causes:

• Maintenance demand. A more detailed accounting of WMATA maintenance practices may be found in Section 7.0.

• Limited interoperability of 1000-Series. As noted before, the 1000-Series vehicles may only be operated as belly cars. As the 1000-Series makes up 25% of the total available fleet, this poses a serious limitation on WMATA’s ability plan, cut, and reassemble consists to meet daily operating requirements. As of July 2011, WMATA typically has between 16-20 1000-Series vehicles a day that remain out of service because they cannot be used as cab cars. Because of this limitation, these cars are not considered part of the contingency fleet (see Section 6.3.3).

Sections 6.0 through 8.0 provide a detailed explanation as to how WMATA is adapting its procurement and maintenance strategies to reduce its operating spares ratio. Section 8.0 provides a detailed breakdown of the forecast OSR from 2010-2025.


6 SUPPLY OF REVENUE VEHICLES

Expansion, rehabilitation, and replacement of the existing Metrorail fleet are essential to delivering safe, reliable, and comfortable service to our customers. The fleet will be modernized through a program of expansion and replacement. “Expansion” vehicles refer to the vehicles that increase the total size of the fleet for the future Silver Line to Dulles International Airport and to meet the anticipated growth in ridership by utilizing 100% eight-car trains by FY 2020. “Replacement” vehicles refer to the replacement program of the existing 1000-Series (300 cars) and the 4000-Series (100 cars) via the new 7000-Series vehicle procurement.

6.1 CURRENT VEHICLE SUPPLY

As of January 11, 2011, WMATA’s fleet of revenue vehicles consisted of 1,142 rail cars, of which 1,104 are available for revenue service (the disposition of the 38 vehicles unavailable for revenue service is explained in the paragraphs below.) WMATA acquired the six existing fleets through a series of procurements made from 1974 through 2008. Table 6-1 summarizes the key characteristics of each procurement. TABLE 6-1: CURRENT METRORAIL FLEET

Manufacturer Series Years

Purchased Year

Overhauled Number Owned

Number

for Service

Rohr Industries 1000 1974-1978 1994-1997 300 278

Breda Construzioni Ferroviarie

2000 1983-1984 2003-2004 76 76

3000 1984-1988 2004-2008 290 282

4000 1992-1994 - 100 100

Construcciones y Auxiliar de Ferrocarriles, S.A. (AAI/CAF)

5000 2001-2004 - 192 184

Alstom 6000 2006-2008 - 184 184

Total

1,142 1,104

S U P P L Y O F R E V E N U E V E H I C L E S


All of the series of vehicles were originally designed to be fully compatible with one another (refer to the discussion of the 1000-Series vehicles for additional information on this point) and capable of operating on all lines within the Metrorail system, maximizing the flexibility WMATA has in deploying vehicles for service. All Metrorail vehicles are compliant with Buy America and the Americans with Disabilities Act (ADA). The vehicle specifications for the 1000-, 2000/3000-, 4000-, and 5000-Series all called for a design life of 35 years; the specifications for the 6000- and 7000-Series called for a design life of 40 years. A description of each may be found in the following paragraphs.

6.1.1 1000-Series

The Rohr cars (1000-Series) were the first fleet vehicles acquired by WMATA, and were first put into operation on the Red Line in 1976. Each car has a passenger capacity of 80 seats. The 1000-Series vehicles underwent overhaul between 1994 and 1997, which was designed to improve their reliability. The 1000-Series are projected to have a useful life of approximately 40 years. It is anticipated that the 1000-Series will be retired from service between FY 2015 and FY 2017 and replaced by the procurement of 7000-Series vehicles. Between May 2010 and April 2011, the 1000-Series had a mean distance between delays of 41,811 miles. The 1000-Series vehicles were involved in the 2004 Woodley Park and 2009 Fort Totten accidents. In each case, the 1000-Series vehicles involved suffered significant damage to the passenger compartment after the striking railcars telescoped beyond the vehicles impacted. Following the accidents, WMATA instituted a policy to place 1000-Series vehicles within the middle of train consists (otherwise known as the “belly” position) until their eventual replacement. WMATA implemented this policy in late 2009; as a result, 1000-Series cars are only permitted to function as “belly cars” within a consist. This requirement imposes a major constraint on the flexibility WMATA has in deploying its rolling stock, as it effectively limits the Metrorail rolling stock to a fleet of only 826 cars (1,104 cars available for service less 278 Rohr cars) capable of serving as lead or trailing cars.

6.1.2 2000/3000-Series

Seventy-six (76) 2000-Series and 290 3000-Series railcars were manufactured by Breda Construzioni Ferroviarie between 1983 and 1988. The series were rehabilitated by Alstom between 2003 and 2005. During the mid-life overhaul the vehicles were completed stripped to the bare shell and underwent comprehensive structural and mechanical inspections and evaluation (this did not occur during the 1000-Series vehicles mid-life.) The car braking, communications, truck, and ATO systems underwent mid-life overhauls. The interior liners, train-line wiring and HVAC systems were replaced, the propulsion system was converted to AC drive, and upgrades were made to the draw, couplers, auxiliary power, and air supply systems. The 2000/3000 Series have 68 seats per car.



The 2000/3000 Series has a useful life of 40 years. Reliability of the 2000/3000 Series improved following their 20-year mid-life rehabilitation, and WMATA intends to keep them in service for their full-rehabilitated lifespan. Between May 2010 and April 2011, the 2000/3000-Series had a mean distance between delays of 42,779 miles. As documented in Capital Needs Inventory FY2011-FY2020, Project Number 059, the 2000/3000-Series are scheduled for replacement beginning in FY 2023. WMATA plans to replace these cars with a new generation car, the design of which is planned to begin in FY 2018.

6.1.3 4000-Series

Breda was also the supplier for the 100 4000-Series vehicles delivered between 1992 and 1994. Intended to have a lifespan of 35 years, the 4000-Series are due for their mid-life rehabilitation. Because they are the oldest vehicles in the fleet, as measured in time elapsed from original construction or subsequent rehabilitation, reliability on the cars is the lowest on the fleet. Between May 2010 and April 2011, the 4000-Series had a mean distance between delays of 29,779 miles. WMATA intends to replace the series with rail cars from the 7000-Series in lieu of performing a mid-life rehabilitation.

6.1.4 5000-Series

The 5000-Series was constructed by Construcciones y Auxiliar de Ferrocarriles S.A. (CAF) between 2001 and 2004. A total of 192 5000-Series vehicles were constructed. This series was delivered with several unique design features such as an all aluminum structure and the first on-board diagnostic system. The addition of these vehicles to the fleet coincided with the opening of the central portion of the Green Line, as well as the extension of the Green Line to Branch Avenue. The 5000-Series vehicles seat 64 people in the A-Car of a married pair and 68 people in the B-car. The 5000-Series vehicles were built with a 35-year lifespan, and are not expected to need mid-life rehabilitation until 2020. Reliability of the series has been on par with the rest of the Metrorail fleet as the series reaches the middle of the first half of its life. Between May 2010 and April 2011, the 5000-Series had a mean distance between delays of 40,731 miles.

6.1.5 6000-Series

The 6000-Series vehicles were manufactured by Alstom. A total of 184 6000-Series railcars were delivered between 2006 and 2008. The 6000-Series was developed after the 2004 Adams Morgan/Woodley Park accident and benefit from substantial structural and mechanic improvements when compared to previous series. Specifically, the 6000-Series was designed to mitigate telescoping forces in an accident by virtue of a Crash Energy Management (CEM) system, and carries an advanced Vehicle Monitoring System (VMS) compatible with those in the 2000-, 3000-, and 5000-Series.



The 6000-Series vehicles were designed with a 40-year lifespan, and are not due for rehabilitation until 2026. As of FY 2010, the 6000-Series has had an excellent reliability record. Between May 2010 and April 2011, the 6000-Series had a mean distance delays of 84,844 miles.

6.2 ADJUSTMENTS TO VEHICLE SUPPLY

The Metrorail fleet includes 1,142 railcars, however only 1,104 are available for service. The following provides a summary description of the remaining 38 vehicles.

6.2.1 Accident-Damaged Vehicles

Eighteen (18) cars have sustained damage and are no longer in service. Of those, twelve are 1000-Series cars and will be part of the first cars replaced when the new 7000-Series vehicles are delivered in FY2015 through FY2017. The remaining six, comprised of two 3000-Series and four 5000-Series cars will be repaired and returned to service by FY 2013. Because accident-damaged cars are not available for service, they are subtracted from the fleet size before the spare ratio is calculated.

6.2.2 Disposition Pending Vehicles

A “disposition-pending” vehicle is a vehicle that has been damaged but a determination of whether it can be repaired and returned to service (at what time and for what cost) has not been finalized. Until such a determination is made, the disposition-pending vehicle is not available for service. Currently there are 16 disposition-pending vehicles in the fleet. Of those, six are 1000-Series cars and will be part of the first cars replaced with the 7000-Series vehicles. The other ten cars include six 3000-Series and four 5000-Series cars. Because disposition-pending vehicle are not available for service, they are subtracted from the fleet size before the spare ratio is calculated.

6.2.3 Revenue Collection Vehicles

The Metrorail system is designed such that transport of money and fare media between the passenger stations and the treasury building is best accomplished by train. Treasurer’s facilities are directly accessible by train and the money carts (wheeled vaults) in each station are stored in lockers at the platform level for easy access by money collection trains. Since money distribution and collection are performed during late evening revenue hours when passenger trains are still in service, safety and operating considerations dictate that the money trains must have the same operating characteristics as the passenger trains among which they must run. Revenue collection vehicles are modified so that seats, carpets, wind screens, and stanchion bars are removed, as well as steel plates with tie-down rings are fitted over the floors. Bump rails are also installed to keep carts away from interior liners, and shotgun racks are installed for the use of security personnel. The money carts are extremely heavy and can



cause considerable damage to the interior of a vehicle outfitted for regular passenger service. In the past, WMATA has wrestled with the issue of the most cost effective way to distribute and recover cash and fare media from the Metrorail stations. The WMATA Board of Directors has considered the following options:

• Armored trucks operating on surface streets • Rail cars built specifically for revenue transport • Regular rail passenger vehicles that have had their interiors modified to

accommodate the money carts After a thorough cost-benefit analysis, it was concluded that modifying regular passenger cars to serve as revenue collection vehicles would have the least impact on both capital and operating budgets. Because of the analysis, the WMATA Board of Directors authorized the conversion of four Rohr (1000-Series) cars for use as revenue collection vehicles. These four vehicles will be replaced by the future 2000/3000-Series cars replacement program beginning in FY2024. As the time approaches, when more revenue collection vehicles are required, WMATA will review the matter and conduct another cost-benefit analysis of all options. For the purpose of this Fleet Management Plan, it is assumed that the same conclusion will be reached.

6.3 EXISTING AND PLANNED FLEET PROCUREMENTS

The projection of Metrorail vehicle supply is based on the recommendation of the FY 2011-2020 Ten-Year Capital Needs Inventory (CNI) and the FY 2011-2016 Six-Year Capital Improvement Program (CIP). The CIP accounts for high priority capital needs in the CNI based on the short-term funding available. The CNI establishes WMATA’s capital needs baseline from FY2011 through FY2020. The CNI includes:

• Performance based funding, which totals $7.6 billion or 67% of total funding; and, • Customer/Demand based funding categories, which sums $3.8 billion or 33% of

total funding. Performance based projects maintain and replace assets on a life cycle basis. Those projects promote safety and reliability and preserve the current levels of service. The projects keep WMATA in a “State of Good Performance.” Assets are not simply replaced with an exact replica but with assets that take advantage of the latest technology and materials. Replacing and rehabilitating the Metrorail fleet fall into the Performance category.



Customer/Demand projects help meet growing ridership requirements and improve the rider’s experience. Expansion of Metrorail fleet falls into the Customer/Demand category. There are two vehicle procurement programs contemplated by WMATA: the 7000-Series and the 2000/3000 Series Rail Car Replacement.

6.3.1 7000-Series Railcar Procurement Program

The 7000-Series cars are intended for the following purposes:

• Dulles Corridor Rail Program Phase I: 64 cars • Dulles Corridor Rail Program Phase II: 64 cars • Replacements for the 1000-Series: 300 cars • Replacements for the 4000-Series: 100 cars • Fleet growth for 75% peak-period 8-car train operation: 130 cars • Fleet growth for 100% peak-period 8-car train operation: 90 cars

WMATA has awarded a contract to Kawasaki Rail Car, Inc. on July 26, 2010. The contract calls for the design, manufacture, test, and delivery of up to 748 cars. A summary of the 7000-Series procurement program schedule is presented in Table 6-2. TABLE 6-2: 7000-SERIES CAR PROCUREMENT SCHEDULE

Program Elements Date

Board Approval to Advertise December 18, 2008

Bid Advertisement January 30, 2009

Receive Proposals June 19, 2009

Board Approval of Kawasaki Contract May 27, 2010

Board Approval and Contract Award July 26, 2010

Notice to Proceed August 16, 2010

Service Date

Base Contract 64 cars (Dulles Phase I)*

Option 4 300 cars (1000-Series replacement)

Option 1 64 cars (Dulles Phase II)

Option 2 130 cars (4000-Series replacement)

Option 3 100 cars (8-Car trains for system growth)

Option 5 90 cars (System growth)

June 12, 2015 (Actual)

February 15, 2017 (Actual)

August 2017 (Estimated)

July 2018 (Estimated)

March 2019 (Estimated)

November 2019 (Estimated)

*The Plan assumes that eight 7000-Series cars from the Base Contract will be delivered by end of August 14, 2014.

The new 7000-Series cars will be maintained as married pairs and operated in sets of two married pairs (quads); however, only the A-car, in each pair, will have a cab. Table 6-3 below compares the 7000-Series car with the existing fleet.



TABLE 6-3: COMPARISON OF 7000-SERIES TO THE EXISTING FLEET

7000-Series Design Existing Fleet

Can operate on Dulles Extension and existing system Can operate on Dulles Extension and existing system

Not interoperable with the existing fleet (1000 – 6000-Series) except for emergency train rescue movements; will operate only with other 7000-Series

Can operate in mixed fleet consist among themselves

Can operate as 4 or 8-car trains Can operate as 4, 6, or 8-car trains

Full interoperability with existing fleet would limit the contractor from providing the best design solution because of the constraints of older trainline technology in existing fleet

1970 – 1980 trainline technology

Full interoperability with the existing fleet would eliminate the ability of WMATA to benefit from proven state-of-the-art technologies

Existing fleet has 20+ year old technology for some systems

Improved car diagnostics through Ethernet network & wireless downloads of car health

System by system downloads; no central download location & limited diagnostics capability

Four-car units; basically two (2) married pairs Married pairs

Two cabs per four-car units Four cabs per four-car train

Can be maintained as married pairs Shops designed to maintain married pairs

State-of-the-art crash energy management design Limited or no crash energy management except for 5000- and 6000-Series

Unitized roof-mounted HVAC units Split system HVAC units

More passenger seating in an 8-car consist because of 4 fewer operating cabs

Passenger seating is restricted by non-operational cabs

6.3.2 2000/3000 Series Rail Car Replacement

The second railcar procurement is the 2000/3000 Series Rail Car Replacement project (CNI 059). The 2000/3000-Series Rail Car Replacement project will begin in FY 2018, but most of the new rail cars will arrive after 2020. This project will replace all 366 of the 2000/3000-Series cars with a new 8000-Series railcar design. The existing 2000/3000-Series cars were purchased between 1983 and 1988 and underwent a comprehensive mid-life rehabilitation at their 20-year mark. As a result, they will need to be replaced beginning in FY 2023. The project calls for the design and procurement of a new 8000-Series car. Design will commence in FY 2018, leading to a contract award the following year, which will enable full-scale car delivery to begin in FY 2020. The replacement of these cars is needed to maintain safety and reliability avoid high maintenance costs and incorporate technology found on newer rail cars.

6.3.3 Contingency Fleets, Retirements, and Procurement

WMATA recognizes that newly-procured vehicles may require up to two years after their acceptance to be “burned in”, allowing maintenance staff and operators to identify and react to vehicle performance issues that may arise during initial revenue operations. Because of this, WMATA phases its car replacement programs such that cars that are being replaced are not retired until their replacements have been in service long enough to establish their reliability. This approach to car replacement may result in short-term increases in the



Operating Spare Ratio, as may be seen during the replacement of the 1000-Series in FY 2016 and 2017. WMATA plans to maintain a contingency fleet of 50 cars as part of its replacement programs for both the 1000- and 2000/3000-Series. This will ensure that WMATA has a fleet of proven vehicles available for immediate service should a fleetwide defect be detected that would require all cars within a series to be pulled from service. When the 1000-Series is retired as 7000-Series comes online, 50, 1000-Series cars would be mothballed (e.g. put into storage and run only on weekends to keep them exercised.) These cars would not be considered part of the active fleet, but would remain in WMATA’s ownership until 2020, when the entire 7000-Series has been received and put into operation. Similarly, when the 2000/3000-Series is retired and the 8000-Series brought online, 50, 2000-Series cars will be mothballed until the 8000-Series procurement is complete.

6.3.4 Summary of Existing and Proposed Procurements

Table 6-4 presents a summary schedule of the proposed vehicles procurements, fleet adjustments, and retirements, as well as indicating when contingency fleets would be kept in reserve. The current fleet contains 1,104 cars available for revenue service. The procurement programs increases the revenue fleet to 1,402 cars in FY 2017 and 1,594 cars in FY 2024. The estimated timeframe for the delivery of the new railcars relative to each of the existing series of vehicles is shown.



TABLE 6-4: SUMMARY OF EXISTING VEHICLES AND PROPOSED VEHICLE PROCUREMENTS

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

1000-Series

1000-Series fleet owned by WMATA (beginning of year)

300 300 300 300 300 300 300 268 208 148 88 54 4 4 4 0

1000-Series adjustments -22 0 0 0 0 0 0 0 0 0 22 -50 0 0 0 0

1000-Series revenue vehicles (beginning of year) 278 278 278 278 278 278 278 218 158 98 60 4 4 4 4 0

1000-Series retirements 0 0 0 0 0 0 -60 -60 -60 -60 -56 0 0 0 -4 0

1000-Series revenue vehicles on-site (end of year) 278 278 278 278 278 278 218 158 98 38 4 4 4 4 0 0

1000-Series contingency fleet (end of year) 0 0 0 0 0 0 50 50 50 50 50 0 0 0 0 0

2000-Series 2000-Series fleet owned by WMATA (beginning of year)

76 76 76 76 76 76 76 76 76 76 76 60 50 50 50 50


2000-Series retirements 0 0 0 0 0 0 0 0 0 0 -16 -60 0 0 0 0


2000-Series contingency fleet (end of year) 0 0 0 0 0 0 0 0 0 0 0 50 50 50 50 50

3000-Series


290 290 290 290 290 290 290 290 290 290 290 290 260 160 60 4

3000-Series adjustments -8 0 0 2 0 0 0 0 0 0 0 0 0 0 -4 0

3000-Series Revenue vehicles (beginning of year) 282 282 282 284 284 284 284 284 284 284 284 284 260 160 56 4

3000-Series retirements 0 0 0 0 0 0 0 0 0 0 0 -24 -100 -100 -52 0


4000-Series


100 100 100 100 100 100 100 100 100 34 0 0 0 0 0 0


4000-Series retirements 0 0 0 0 0 0 0 0 -66 -34 0 0 0 0 0 0


5000-Series


192 192 192 192 192 192 192 192 192 192 192 192 192 192 192 192

5000-Series adjustments -8 0 0 4 0 0 0 0 0 0 -36 0 0 0 0 28



6000-Series


184 184 184 184 184 184 184 184 184 184 184 184 184 184 184 184

6000-Series adjustments 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

6000-Series Revenue vehicles (beginning of year) 184 184 184 184 184 184 184 184 184 184 184 184 184 184 184 184

6000-Series retirements 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0



Washington Metropolitan Transit Authority 6-10 Metrorail Fleet Management Plan – Revision 4G August 2012

TABLE 6-4: SUMMARY OF EXISTING VEHICLES AND PROPOSED VEHICLE PROCUREMENTS

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

7000-Series


0 0 0 0 0 8 124 268 412 556 688 748 748 748 748 748

7000-Series revenue vehicles (beginning of year) 0 0 0 0 0 8 124 268 412 556 688 748 748 748 748 748 7000-Series procurements 0 0 0 0 8 116 144 144 144 132 60 0 0 0 0 0

Base Contract (Dulles Phase I) 0 0 0 0 8 56 0 0 0 0 0 0 0 0 0 0 Option 4 (1000-Series Replacement) 0 0 0 0 0 60 144 96 0 0 0 0 0 0 0 0 Option 1 (Dulles Phase II) 0 0 0 0 0 0 0 48 16 0 0 0 0 0 0 0 Option 2 (8-car trains for system growth) 0 0 0 0 0 0 0 0 128 2 0 0 0 0 0 0 Option 3 (4000-Series Replacement) 0 0 0 0 0 0 0 0 0 100 0 0 0 0 0 0 Option 5 (8-car trains for system growth) 0 0 0 0 0 0 0 0 0 30 60 0 0 0 0 0

7000-Series revenue vehicles on-site (end of year) 0 0 0 0 8 124 268 412 556 688 748 748 748 748 748 748 8000-Series


0 0 0 0 0 0 0 0 0 0 0 120 240 340 440 506


8000-Series procurements 0 0 0 0 0 0 0 0 0 0 120 120 100 100 66 0

Ridership Growth 0 0 0 0 0 0 0 0 0 0 120 20 0 0 0 0

2/3000-Series Replacements 0 0 0 0 0 0 0 0 0 0 0 100 100 100 66 0


Total Revenue Fleet, All Series

Revenue Vehicles (beginning of year) 1,104 1,104 1,104 1,110 1,110 1,118 1,234 1,318 1,402 1,420 1,444 1,552 1,588 1,588 1,584 1,622

Projected Procurement 0 0 0 0 8 116 144 144 144 132 180 120 100 100 66 0 Line Expansion - Dulles I & II (by 7000 Series) 0 0 0 0 8 56 0 48 16 0 0 0 0 0 0 0 1000/4000 Series Replacement (by 7000-Series) 0 0 0 0 0 60 144 96 0 100 0 0 0 0 0 0

Ridership Growth (by 7000 Series) 0 0 0 0 0 0 0 0 128 32 60 0 0 0 0 0

Ridership Growth (by 8000 Series) 0 0 0 0 0 0 0 0 0 0 120 20 0 0 0 0

2000/3000 Series Replacement (By 8000-Series) 0 0 0 0 0 0 0 0 0 0 0 100 100 100 66 0 Projected Retirement 0 0 0 0 0 0 -60 -60 -126 -94 -72 -84 -100 -100 -56 0

Revenue Vehicles (end of year) 1,104 1,104 1,104 1,110 1,118 1,234 1,318 1,402 1,420 1,458 1,552 1,588 1,588 1,588 1,594 1,622



6.4 DEFINE REHABILITATION PROJECTS

Car rehabilitation is another major maintenance component of the fleet management plan. After 15 years of service life, a WMATA rail car will have traveled one million miles; by 25 years, it has reached the end of its useful life. As the vehicle approaches the 15 to 20 year point, consideration will be given to perform a mid-life rehabilitation or replacement. Many factors enter into this decision such as cost, train-line technology, interoperability with existing fleet, crash energy management, the availability of critical parts, and the increased maintenance demands placed on the Car Maintenance (CMNT) group due to declining reliability.

6.4.1 Rehabilitation/Replacement Schedules

1000-Series

The 1000-Series Rohr cars, purchased from 1974 through 1978, had major elements in the rehabilitation program completed in 1997. Other critical components have been replaced or rehabilitated as part of the Emergency Rail Rehabilitation Program (ERRP). The Rohr rail cars will reach forty years of age between 2014 and 2018 and will be replaced under the 7000-Series procurement.

2000/3000-Series

The 2000 and 3000-Series Breda cars entered service between 1983 and 1988. A contract was awarded in December 2000 to Alstom Transportation, Inc. of Hornell, New York to renovate these cars and restore them to like-new condition. In 2008, the major rehabilitation of all 364 2000/3000-Series vehicles was completed. The CNI notes that 2000/3000-Series railcar replacement should begin in FY2018 with most of the new railcars arriving after 2023.

4000-Series

The 4000-Series cars, which entered service between 1992 and 1994, are currently planned to be replaced as part of the 7000-Series procurement. The cost to replace these vehicles is less than the cost to rehabilitate them to today’s industry standards, especially with regard to meeting the WMATA design criteria for crash energy management. In addition, the timing of the 7000-Series procurement provides a business and economic advantage to WMATA for replacing the 4000-Series rail cars during this procurement period. In addition, replacing the 4000-Series platform with the 7000-Series design provides an opportunity to take advantage of best design solutions offered by advancement in technology and system integration.

5000-Series

WMATA will determine if it would be better to perform a mid-life rehabilitation or to replace the 5000-Series cars, which entered service between 2002 and 2004. If rehabilitation is chosen, it is planned to start the program in FY2020. There will be a 36-cars float each year of the rehabilitation, and the program is forecast to be completed in FY2025.

E M A N D F O R R E V E N U E V E H I C L E S


Table 6-4 includes the schedule for the retirement of the 1000-Series, 2000-Series, 3000-Series, and 4000-Series railcars, the rehabilitation of the 5000-Series railcars, and the procurement of the 7000- and 8000-Series railcars.

6000-Series

The 6000-Series cars will reach their mid-life service mark starting in FY2026, which is beyond the timeframe of this report.

6.4.2 Vehicle Availability

The proposed schedule of the rebuild of the 5000-Series is between FY2020 and FY2025 and is depicted on Table 6-4, Summary of Existing Vehicles and Proposed Vehicle Procurements. It is presumed that the rehabilitation of 34 to 36 vehicles can be started and completed during each fiscal year and should not contribute to the overall deficit to the supply of vehicles.

6.5 USEFUL LIFE

The measure of the useful life for the Metrorail vehicle fleet is determined by a combination of FTA and WMATA policies and guidelines. FTA establishes guidelines in FTA Circular 5010.1D, which determine the frequency with which revenue vehicles can be replaced using federal funds. WMATA establishes the useful life for railcars as part of the vehicle specifications developed for their procurement. These replacement cycles establish the minimum useful life over which the vehicle must operate. The minimum useful life for rail rolling stock is 25 years. WMATA rehabilitates rail cars at their mid-life point in order to maintain reliability, avoid high maintenance costs, and realize the planned life cycle. Table 6-5 presents a summary of the service life along with the actual and planned vehicle rebuild programs. The 1000-Series will begin to reach its planned 40-year useful life in FY2014 and will be replaced by the new 7000-Series cars. The 2000/3000-Series will reach its planned 40-year useful life in FY2023 and will be replaced by a future 8000-Series line of rail vehicles. The 4000-Series will be replaced by the new 7000-Series cars. The 5000-Series is planned to undergo a rebuild program that will allow the vehicles to reach a projected 40-year useful life. The 6000-Series is projected to reach its 40-year life starting in FY2046. The disposition of the vehicles will be assessed as the vehicles approach their 20-year service mark.



TABLE 6-5: USEFUL LIFE SUMMARY

Vehicle Series

Vehicle Manufacturer

Number of Vehicles

Date Entered into

the Fleet Approx.

Rehab. Date Planned

Rehab. Date

Years of Service Before Rehab.

or Replacement

Planned Out of Service

Date

Projected Overall

Useful Life Notes

300

1000 Rohr 60 12/31/1974 12/31/1994 - 20 12/31/2015 41

Series to be retired and replaced by the 7000-series; retirement delayed by delay in 7000-Series delivery

1000 Rohr 60 12/31/1975 12/31/1995 - 20 12/31/2016 41

1000 Rohr 60 12/31/1976 12/31/1996 - 20 12/31/2017 41

1000 Rohr 60 12/31/1977 12/31/1997 - 20 12/31/2018 41

1000 Rohr 60 12/31/1978 12/31/1998 - 20 12/31/2019 41

76

2000 Breda 38 12/31/1983 12/31/2003 - 20 06/30/2021 38 Series to be retired and replaced by the 8000-series 2000 Breda 38 12/31/1984 12/31/2004 - 20 06/30/2021 37

290

3000 Breda 58 12/31/1984 12/31/2004 - 20 06/30/2021 37

Series to be retired and replaced by the 8000-series.

3000 Breda 58 12/31/1985 12/31/2005 - 20 06/30/2022 37

3000 Breda 58 12/31/1986 12/31/2006 - 20 06/30/2023 37

3000 Breda 58 12/31/1987 12/31/2007 - 20 06/30/2023 36

3000 Breda 58 12/31/1988 12/31/2008 - 20 06/30/2024 36

100

4000 Breda 33 12/31/1992 NA NA NA 12/31/2018 26 Series to be retired and replaced by the 7000-series.

4000 Breda 33 12/31/1993 NA NA NA 12/31/2018 25

4000 Breda 34 12/31/1994 NA NA NA 12/31/2019 25

192

5000 CAF 48 12/31/2001 - 12/31/2020 19 12/31/2041 40

Series to undergo a rehabilitation program 5000 CAF 48 12/31/2002 - 12/31/2021 19 12/3/2042 40

5000 CAF 48 12/31/2003 - 12/31/2022 19 12/3/2043 40

5000 CAF 48 12/31/2004 - 12/31/2023 19 12/31/2044 40

184

6000 Alstom 86 12/31/2006 - - - 12/31/2046 40 Disposition to be determined

6000 Alstom 72 12/31/2007 - - - 12/31/2047 40

E M A N D F O R R E V E N U E V E H I C L E S


6000 Alstom 26 12/31/2008 - - - 12/31/2048 40


R E V E N U E V E H I C L E D E M A N D / S U P P L Y B A L A N C E


7 MAINTENANCE AND RELIABILITY

Each day, in the same manner that a given number of vehicles is required to provide service to passengers, a given number of vehicles is required by WMATA’s car maintenance staff in order to maintain a reliable fleet. The number of vehicles “released“ for service each day reflects a number of vehicles held back to perform maintenance activities, or, when divided by the Peak Vehicle Requirement, equals the Operating Spare Ratio. As shown in Figure 7-1: the operating spare ratio has three components:

• Vehicles out for scheduled maintenance as specified by WMATA’s Preventative Maintenance Program (including inspections, cleaning, and component overhauls).

• Vehicles out for unscheduled maintenance, including system failures, unsanitary or unserviceable cars. This is currently the largest component of the OSR and includes vehicles that have been damaged or withdrawn from use due to accidents.

• Vehicles out for engineering campaigns where modifications are made across a fleet to improve safety or reliability.

FIGURE 7-1: FY 2011 MAINTENANCE REQUIREMENT

Source: WMATA Car Maintenance

While FTA has identified a spare ratio of 20% as appropriate for transit fleets, in recent years, WMATA’s operating spare ratio has varied from 25 – 29%. This section will detail the

16; 7%

60; 25%

18; 7%

150; 61%

Average Out of Service for Periodic Inspections

Average Out of Service for Component Overhaul, Appearance and other

Engineering Campaigns

Other Unscheduled Maintenance

M A I N T E N A N C E A N D R E L I A B I L I T Y


reasons for the current spare ratio, as well as describe some of the activities, actions and strategies WMATA is pursuing to lower the spare ratio.

7.1 PREVENTATIVE MAINTENANCE PROGRAM

The first component of minimizing the OSR is WMATA’s Preventative Maintenance Program. The Preventive Maintenance Program is comprised of all progressive inspection, servicing and cleaning activities needed to meet the inspection requirements defined by the vehicle manufacturer. An average of 76 rail cars was needed to conduct the scheduled maintenance program on a daily basis during FY2011. Table 7-1 details the type of preventative maintenance for which a given vehicle was out for on an average day in 2011. TABLE 7-1 AVERAGE DAILY VEHICLES OUT OF SERVICE DAILY FOR PREVENTATIVE MAINTENANCE, BY MAINTENANCE TYPE

Time Out of Service Number of vehicles

Type A, B, and C Inspection 16

Component Overhauls and Appearance

Carpet replacement 16

Front end & décor panel, paint, & decals 8

Major component replacement, sub-system light overhaul, and modifications 24

Engineering modifications (ETP and EMI) 12

Subtotal: Component Overhauls and Appearance 60

Total 76

Because not all preventative maintenance can be done during off peak and non-revenue hours, vehicles must be withdrawn from revenue service for some portions of the Preventative Maintenance Program. Inspection and preventative maintenance occurs Monday-Friday in three shifts. In addition to these standard preventative maintenance staff hours, WMATA employs mechanics to respond to unscheduled maintenance issues and failures in the field and during off-peak hours. WMATA’s rail car maintenance personnel are responsible for the development and revisions to the scheduled maintenance programs. All programs are reviewed annually for adequacy, applicability, and necessity. Manufacturer’s recommendations, historical data on rail car system performance, and direct contact with car maintenance employees performing the work provide the foundation for evaluating maintenance program effectiveness.

7.1.1 Inspections

The foundation of the Preventative Maintenance Program is the inspection schedule. WMATA inspects all vehicles on a daily basis before they enter service, with more in-depth inspections every 30 (Intermediate Inspection), 90 (A Inspection), 180 (B Inspection), or 360



days (C Inspection). The inspection identifies a list of parts that must be checked to perform within specifications, or the vehicle is not released for service. As shown in Table 7-2, the total time needed to perform an inspection varies from half an hour for daily inspections, to 36 total hours for Type C inspections. TABLE 7-2: OVERVIEW OF PREVENTATIVE MAINTENANCE INSPECTIONS

Inspection Type Inspection

Interval Average Mileage

Elapsed Time (hrs)

Labor Hours

Average daily

vehicles out of service*

Daily 24 hours 166 0.5 0.5 -

Intermediate 30 days 5,000 4 4 26

A 90 days 15,000 24 30

16 B Semi-Annual 30,000 24 46

C Annual 60,000 36 60

* Reflects time to complete inspection as well as time necessary to repair vehicles that fail inspection.

Daily Inspection: The daily inspection consists of a safety test of the car-borne automatic train control equipment, a visual inspection of the interior and exterior of the car, a functional test of safety-critical and passenger convenience components such as lighting, the public address system, and emergency evacuation equipment. Defects are corrected prior to releasing the car for service. Graffiti removal is a top priority. No car is released for service with graffiti or vandalized equipment. Daily inspections are normally accomplished in the yard rather than inside the shop. Periodic Inspections. While daily inspections can occur in the yard, subsequent inspections have more complex requirements that affect the locations inspections can be performed, as well as the time it takes to prepare for an inspection. For all periodic inspections, WMATA safety procedures require inspections to be performed only inside the shop where mechanics can safely access the undercarriage. This requirement adds additional time to the inspection, as vehicles must be moved from the storage area of the S&I yard to a dedicated maintenance space. A second scheduling impact is the requirement for a “home yard.” Because inspection is dictated by manufacturer’s recommendations that differ by series, in order to “comply” with inspection of a given series WMATA must provide mechanics and parts that can address the needs of that specific series. In order not to duplicate vehicle specific resources, WMATA assigns inspections of specific series to specific S&I yards, as shown in Table 7-3. Type I, A, B, and C inspections are performed at these “home” shops. Inspection duration must include the time for drivers to transit the vehicle between shops if the vehicle is not assigned to its “home” yard.



TABLE 7-3: PERIODIC INSPECTION BLOCK ASSIGNMENT BY YARD

Yard 1000-Series

2/3000-Series

4000-Series

5000-Series

6000-Series Total

Shady Grove 144 100 244 Alexandria 242 242 West Falls Church 134 116 250 New Carrolton 184 184 Greenbelt 184 184 Total 278 358 100 184 184 1,104

Source: WMATA Car Maintenance

It is important to note that the home yard does not describe a physical location the vehicle returns to each night, but instead describes the allotted hours – periodic inspection blocks -- available by location for periodic inspections to be performed on a given vehicle series. Each yard performs from 1-3 periodic inspections a day, with varying durations by inspection. Although vehicles must be driven to their inspection location, the home yards prevent all yards from having to comply with a given inspection schedule. Flexibility in storage of vehicles by series allows WMATA to more effectively meet vehicle demand requirements, and balance the effects of the belly-train policy. While time expended for completing the look phase of any periodic inspection averages between 4 to 60 labor hours per car, the total time a married pair is out of service for periodic inspection is contingent upon:

• maintenance backlog; • the amount and complexity of discrepancies found during the look phase; and, • the availability of a train operator to move the cars from the storage yard to the shop.

With these considerations, the total time elapsed from the time the cars are removed from service, to the time they are released back into service can range from 2 hours to 8 hours or more in addition to the elapsed time necessary for the inspection. A summary of periodic maintenance activities follows:

Intermediate Type I Inspection: This inspection involves examining and servicing equipment that require more extensive and time-consuming action than is possible on the daily inspection. It is less extensive and complex than a Type A inspection. For example, group box covered components are inspected; environmental and pneumatic systems filters are changed; battery cells are serviced, and wheel truck assemblies are inspected. Type A Inspection: Type A, B, and C inspections always take place inside the shop. Prior to technical inspection, under-car equipment is cleaned to enhance the quality of the inspection. Blow pits with compressed air hoses are provided at each service



and inspection facility to blow carbon dust out of traction motors and generators. Blow pits also have hot water wash equipment to remove grease and dirt from mechanical components such as air conditioning condenser coils, couplers and wheel trucks. Following the cleaning process, designated system components are inspected for serviceability and are functionally tested. Type B Inspection: This includes all the requirements of the Type A inspection. Additional tasks include but are not limited to a brake caliper torque check, a detailed coupler and draft gear inspection, and other servicing and adjustments not required as frequently as in the previous inspections. Type C Inspection: This encompasses all the requirements of previous inspections and adds routine overhaul of selected electrical and mechanical components. The equipment to be overhauled is removed and replaced in compliance with a schedule established by the Office of Rail Maintenance Planning and Scheduling. Removed components are sent to the overhaul shop.

7.1.2 Scheduled Overhauls

Scheduled Component Overhaul: The scheduled overhaul program involves the pre-failure replacement of components based on known and projected failure rates. Components are scheduled for overhaul at regular intervals based on mileage or operating hour criteria as appropriate. Mechanical, Electrical, or Electronic Component Overhauls are performed by the Greenbelt Repair Shops. Rail vehicle trucks are overhauled by the Brentwood and Greenbelt Support Shops. Removal and replacement of the parts on the car are performed by WMATA service and inspection shop personnel. This includes replacement of worn or discolored seat cushions, vinyl covers, replacement of worn carpet, and refurbishment of exterior painted surfaces. Scheduled Car Body Refurbishment: The carpeting and painted surfaces of the rail car body require periodic scheduled maintenance or replacement to ensure that the car’s appearance is maintained. Keeping the carpet in good condition contributes to passenger safety. Carpeting is replaced every five years, requiring that 20 percent of the fleet be scheduled annually for carpet replacement. The exterior decor panels, at window level, also require new paint and decals on a five-year cycle. The painted fiberglass front end of the rail car requires repair and painting every ten years. All of the car body maintenance programs are scheduled routinely to reduce the impact on peak service and to minimize staffing requirements.

7.1.3 Cleaning

There are four levels of interior and exterior cleaning. Most cleaning is performed during off-peak and non-revenue hours, although some must be done while the vehicle is out of service for other inspections.



Level One: Daily trash and newspaper removal while the train is in service. Car cleaning personnel are assigned to terminal stations to accomplish this task. They also provide emergency spot cleaning and alert the Terminal Supervisor to more extensive cleaning requirements that may warrant removing the train from service temporarily. Cars with serious graffiti or other vandalism are removed from service immediately. Exterior washing is accomplished daily by train operators taking their trains through the automatic car wash, as they return to the yard following passenger service. Level Two: Performed daily in train storage yards. This task includes trash removal, spot cleaning of walls, windows, and seats, carpet vacuuming, and removal of minor graffiti. WMATA has experienced only a few incidents of major graffiti on rail cars, and its removal requires a major effort that is outside the scope of this routine cleaning program. Level Three: This task is performed at 90-day intervals in conjunction with the Type A inspection. The interior of the car is thoroughly cleaned. The walls, ceiling, windows, light fixtures, and seats are hand washed with detergent, and the carpet is shampooed. Level Four: This cleaning is performed bi-annually by an outside contractor on-site. The unpainted aluminum body of WMATA’s Metrorail cars requires professional cleaning to remove iron oxides and stains that cannot be removed by normal car washing techniques.

7.2 FLEET FAILURE RATES AND UNSCHEDULED CORRECTIVE MAINTENANCE

Although WMATA strenuously maintains vehicles in an effort to maintain a reliable fleet, failures can and do occur. When unscheduled failures occur, WMATA’s goals are: 1) to make sure no unsafe vehicle is deployed for service 2) to return an unsafe vehicle to service as quickly as possible, and 3) to systemically proactively solve the problem if it appears likely to occur again. As the second component of the Operating Spare Ratio, unscheduled maintenance accounted for approximately 61% of WMATA’s maintenance program spares in FY2011. Unscheduled maintenance accounts for a variety of activities, including vehicles that fail daily safety inspections, as well as vehicles that a removed from service due to an on-line failure.



Unscheduled maintenance includes 1000-Series cars that cannot be deployed because they cannot be used as “belly cars.” An average of 16, 1000-Series cars are kept out of service on a daily basis because of this limitation. These cars cannot be considered a contingency fleet, because if they were available for use as cab cars, they would be deployed as part of current operations. This limitation will be eliminated in FY 2016 once the 1000-Series cars are replaced by the 7000-Series. Although not technically maintenance activities, vehicles assigned to engineering campaigns are counted in this tally, and are further detailed in Section 7.3. It is the responsibility of the Office of Performance and Reliability to track the delays and failures that cause unscheduled maintenance. Through careful record keeping, the Office can identify trends that can either be addressed through engineering campaigns or incorporated into scheduled maintenance routines, increasing vehicle availability. Table 7-4 provides an overview of the reasons cars are kept out of service for unscheduled maintenance. TABLE 7-4: EXPLANATION FOR DAILY CARS OUT OF SERVICE

Reason Out of Service Percent Out of

Service

System failure 93% Engineering evaluation (Repeat failure or unusual occurrence) 7% Total 100%

By measure of Mean Distance between delays, Table 7-5 shows that the current total fleet reliability is trending downward. For fiscal years 2009, 2010, and 2011, WMATA has had an overall fleet reliability goal of 60,000 miles per delays of 4 minutes or greater; that metric was not met in 2010. Table 7-5 provides several explanations for the downward trend in reliability. Although the newest 6000-Series fleet has better performance than all other fleets, its’ average performance has begun to fluctuate. Secondly, the 2000/3000 Series fleet, even after rehabilitation, did not meet the reliability standards of the new 6000-Series cars, and dipped below the goal of 60,000 MDBD as of December of 2009. The oldest car fleets (1000, 4000, and 5000-Series) perform at a much lower level, with the 4000-Series exhibits the weakest performance. The 4000-Series is also approaching its midlife. Replacement of the 4000-Series with the newer train line technology is expected to bring performance within the range of the rest of the fleet.



TABLE 7-5: MEAN DISTANCE BETWEEN DELAYS, FY2009-FY2011

Date Series

Summary 1000 2000/3000 4000 5000 6000

7/1/2008 29,330 57,659 41,342 32,446 115,707 44,010

8/1/2008 35,965 110,863 41,846 40,152 110,534 56,801

9/1/2008 37,600 55,645 45,794 53,734 106,800 52,013

10/1/2008 35,162 63,613 40,942 34,678 112,038 47,896

11/1/2008 38,270 70,284 40,410 59,350 78,104 55,478

12/1/2008 41,485 67,286 28,547 45,491 102,379 53,229

1/1/2009 36,656 54,598 33,602 51,673 85,402 49,796

2/1/2009 77,318 96,696 68,289 50,852 95,482 78,349

3/1/2009 29,920 68,955 73,487 38,138 87,589 51,162

4/1/2009 28637 71765 42123 54705 69916 50018

5/1/2009 26,608 56,007 41,733 47,773 133,308 47,776

6/1/2009 23,130 56,908 23,002 28,789 122,975 40,183

7/1/2009 35,464 68,986 19,706 39,627 140,147 50,708

8/1/2009 35,585 63,050 15,778 41,379 96,614 45,266

9/1/2009 33,577 86,069 35,119 43,051 103,741 55,020

10/1/2009 45,250 65,733 28,682 50,953 103,325 55,984

11/1/2009 49,292 62,945 58,752 38,103 76,017 55,610

12/1/2009 37,808 41,477 22,346 38,175 74,306 41,082

1/1/2010 35,547 35,394 19,933 47,613 83,567 38,798

2/1/2010 45,404 31,927 24,393 56,609 141,162 42,997

3/1/2010 37,742 56,513 41,982 39,500 78,393 49,088

4/1/2010 33,487 52,011 27,659 47,952 110,522 46,943

5/1/2010 41,859 44,353 41,703 55,967 80,046 49,375

6/1/2010 32,240 49,175 18,166 29,265 93,631 39,573

7/1/2010 32,258 65,428 21,553 28,290 57,029 42,424

8/1/2010 46,370 39,911 17,893 29,410 107,198 40,435

9/1/2010 43,908 49,582 18,645 34,094 77,921 43,420

10/1/2010 40,517 31,572 36,587 44,462 88,918 41,121

11/1/2010 45,595 35,820 25,073 54,016 119,427 45,471

12/1/2010 45,557 42,065 25,195 47,509 56,172 43,712

1/1/2011 54,137 28,076 31,393 30,078 74,865 37,703

2/1/2011 46,302 40,431 31,646 47,868 110,928 48,241

3/1/2011 43,866 45,169 58,442 41,251 94,443 50,328

4/1/2011 29,118 41,760 31,054 46,561 57,550 39,302

5/1/2011 28,997 31,047 52,372 45,038 61,979 37,355

Average, 7/08-5/11 38,856 55,394 35,005 43,273 94,518 47,619 Source: WMATA Office of Reliability and Performance Analysis

A second metric by which Metro measures fleet reliability and performance is Mean Distances Between Failures (MDBF). MDBF measures the distance between failures requiring unscheduled maintenance Table 7-6 illustrates the MDBF performance by series from FY 2009-FY 2011.



TABLE 7-6: MEAN DISTANCE BETWEEN FAILURES FY2009-FY2011

Date Series

Summary 1000 2000/3000 4000 5000 6000

7/1/2008 3,766 6,061 3,281 2,582 5,785 4,187

8/1/2008 4,534 7,744 3,091 3,149 6,502 4,929

9/1/2008 4,201 7,031 3,738 3,235 7,629 4,913

10/1/2008 4,795 8,078 3,873 3,536 8,545 5,447

11/1/2008 4,416 8,934 4,041 3,768 11,538 5,889

12/1/2008 4,872 7,268 3,273 3,791 11,482 5,643

1/1/2009 4,554 7,512 3,316 3,400 10,949 5,468

2/1/2009 5,365 7,136 4,468 4,156 12,967 6,185

3/1/2009 3,762 7,448 3,195 3,480 14,095 5,327

4/1/2009 3840 8612 3174 3419 14495 5537

5/1/2009 3,424 7,339 3,000 3,116 11,998 4,970

6/1/2009 2,929 8,290 2,525 2,519 11,712 4,636

7/1/2009 3,503 7,274 2,420 2,086 8,639 4,333

8/1/2009 3,903 6,678 2,388 1,733 6,167 4,013

9/1/2009 5,907 7,708 2,634 2,911 10,281 5,523

10/1/2009 4,854 6,388 2,467 3,550 8,879 5,067

11/1/2009 7,875 7,751 3,884 4,449 9,746 6,760

12/1/2009 5,803 6,299 2,660 3,740 9,076 5,413

1/1/2010 6,494 6,989 2,776 3,785 10,651 5,852

2/1/2010 6,621 5,432 3,348 3,732 11,293 5,544

3/1/2010 6,379 6,223 3,404 4,410 10,499 5,949

4/1/2010 4,873 5,338 2,799 3,242 11,634 4,883

5/1/2010 4,513 5,976 3,038 2,506 8,687 4,621

6/1/2010 3,932 5,509 2,341 1,636 6,877 3,750

7/1/2010 3,313 5,215 2,001 1,171 5,649 3,177

8/1/2010 3,689 5,262 2,096 1,542 6,206 3,503

9/1/2010 4,734 5,095 2,052 2,450 8,174 4,245

10/1/2010 6,753 5,740 2,523 3,352 9,174 5,253

11/1/2010 7,172 5,228 2,686 4,311 12,440 5,634

12/1/2010 7,103 5,667 2,412 4,300 9,506 5,515

1/1/2011 7,299 5,551 3,139 3,760 9,583 5,583

2/1/2011 8,390 6,463 3,258 4,704 12,325 6,554

3/1/2011 8,306 6,721 3,415 4,877 11,583 6,612

4/1/2011 6,077 6,042 3,206 3,256 8,854 5,266

5/1/2011 4,584 5,760 2,983 2,665 8,854 4,617

Average, 7/08-5/11 5,215 6,622 2,997 3,266 9,785 5,166 Source: WMATA Office of Reliability and Performance Analysis

As with the MDBD, the MDBF shows that the 6000-Series drastically outperforms the other, older series, but with some notable differences. The two rehabilitated series, the 1000- and the 2000/3000-Sseries, generally have the second and third best performance after the 6000-series, and together the three series generally stay above the entire fleet’s average. The 4000- and 5000-Series, however, are approaching their mid-life and have the lowest MDBF in the



fleet. These two fleets represent 282 vehicles in the entire fleet, with a substantial impact to the Operational Spare Ratio when they require unscheduled maintenance. As measured by distance between delays of greater than 4 minutes, the low reliability of the all car series other than the 6000-Series takes WMATA increasingly further from its goal of 60,000 miles between delays each year. Once a vehicle has been removed from service for unscheduled maintenance, it is Metro’s goal to return it to service as quickly as possible. Like scheduled inspections, the time to restore the vehicle varies on many factors, such as availability of drivers to move the vehicle, availability of parts, and availability of maintenance staff. Metro maintains metric on the time it takes to return a vehicle to service with the Mean time to Restore, or MTTR. While the average labor time to complete a repair is three hours, the elapsed time to return a car to revenue service can be six hours or more for major equipment problems. Table 7-7 provides a breakdown of the MTTR to illustrate what proportion of cars are out of service more than one day. TABLE 7-7: MEAN TIME TO RESTORE

Time Out of Service Percent of Cars Out of

Service

Less than one day 52%

Two days 24%

More than two days 24%

Total 100%

Sub-System Delays: Metro also keeps significant statistics on the systems that fail, practice which helps to identify trends in failures by component and supplier. Figure 7-2 shows the delays of the major individual car-borne sub-systems per million miles during the period of October 2008 to September 2009.



FIGURE 7-2: SUB-SYSTEM DELAYS (> 3 MINUTES) PER MILLION MILES

Source: WMATA. Note: “Other” includes: destination signs, car body components, operator’s seat and other cab equipment, windows and interior glass, primary and auxiliary power (not propulsion), communications equipment, lighting, and couplers

7.3 ENGINEERING CAMPAIGNS

The Office of Quality Assurance and Warranty monitors fleet performance to ensure that vehicle maintenance practices and procedures are effectively supporting the goal to provide the best in safe, reliable, cost effective and attractive rail transit services. Daily audits are performed within the various maintenance shops and on revenue lines to measure the quality of maintenance performed. The results of the audits are reported to the respective maintenance managers and the Rail Transportation Managing Director. Procedural problems and failure trends are reported to the Office of Chief Engineering Vehicles for further evaluation and corrective action. When a procedural problem is identified, cars may be held out of service for engineering evaluation. If a procedural fault is identified as an on-going issue, the Office of Chief Engineering will prepare an Engineering Test Plan (ETP), where potential components and requirements to fix the problem are identified. When an Engineering Test Report (ETR) has validated the solution, an engineering campaign will be initiated to apply the solution to all vehicles affected by the issue. While engineering campaigns are not a maintenance activity, with funding provided by the office of the Chief Engineer, vehicles assigned to engineering campaigns are considered component of vehicles out of service for maintenance. As Table 7-8 shows, engineering campaigns affect the total vehicles available for service at a rate of 18-20 vehicles a day.

0

10

20

30

40

50

60

Oct

-08

Nov

-08

Dec

-08

Jan-

09

Feb-

09

Mar

-09

Apr

-09

May

-09

Jun-

09

Jul-0

9

Aug

-09

Sep-

09

ALL

OTHER

TRUCK

HVAC

DOOR

BRAKE

Propulsion

ATC



TABLE 7-8: FY 2011 ENGINEERING CAMPAIGNS

Project Throughput Start Finish

Emergency Exit Door Release (EEDR)

(Installing an outside door release for use by emergency responders)

EEDR, 2-, 3-, and 6000-Series

4 cars a day December 2010 10/30/2011

EEDR 1000-Series 2 cars a day November 2011 Summer 2012

EEDR 4- and 5000-Series 2 cars a day November 2011 Summer 2012

Wrong-side Doors

(Installing protection to prevent operators from inadvertently opening wrong side doors in Manual Train Operation)

1000-Series 2 cars a day June 2011 December 2011

2-,3-, 5-, and 6000-Series 4 cars a day January 2012 Summer 2013

Communication control panels

(upgrades to the communication panel in each driver’s cab)

1-, 2-, 3-, 4-, and 5000-Series

4 cars a day November 2011 Summer 2013

5K HVAC Test.

5000-Series 4 cars a day July 201l August 2011

While engineering campaigns improve the reliability and safety of the fleet, they can cause the spare ratio to rise, and require space that would otherwise be dedicated to maintenance. Currently, there are two yards used for engineering campaigns: Greenbelt and New Carrolton.

7.4 ONGOING RELIABILITY INITIATIVES

WMATA has identified and is implementing several other strategies to improve fleet availability and reliability.

7.4.1 Mileage Based System for Scheduled Maintenance

Inspection schedules are dictated by manufacturers on the basis of mileage. For ease of scheduling, WMATA translates these mileage-based requirements into time based schedules that equate or exceed the mileage-based requirements. These time-based inspections use average monthly miles operated by a WMATA rail car. While fleet wide, the average mileage may be at or close to 5,000 miles per car, actual mileage per car is often varies, sometimes substantially. The results are over-inspection of some cars, while others exceed the 5,000-mile limit before a scheduled inspection. Over-inspection results in inefficient use of resources and materials, and under-inspection may affect performance and reliability.



WMATA is in the early implementation stages of modifying its scheduled maintenance program to include mileage-based Intermediate (I), A, B and & C type inspections. Transitioning to a purely mileage-based scheduling program will provide more efficient use of resources and improved fleet performance and availability. Database programs will track mileage on a daily basis, and will alert the scheduling function to cars coming due for a major inspection event. Vehicles will spend less time out of service for inspection, and maintenance managers will be better able to balance workloads according to resource availability. WMATA anticipates implementing the mileage based-system in FY 2012.

7.4.2 Road Mechanics

Road Mechanics are AA-level car maintenance mechanics whose job is to troubleshoot trains that experience operating degradation or failure while in passenger service. Metrorail assigns Road Mechanics to work in shifts during all hours of passenger service. They are stationed throughout the system and are in constant contact with the Metrorail Operations Control Center.

7.4.3 Supply Management

When a fault requiring withdrawal from service has been identified, but no replacement parts are available, the affected vehicle must remain out of service. In 2010 and 2011, a high percentage of vehicles sat out of service each day awaiting parts, representing an expensive impact to the total vehicles available for revenue service. WMATA attempts to balance an adequate supply parts for repair without maintaining an excessive supply of inventory. To maintain this balance, WMATA relies on inventory thresholds to identify points at which part supplies must be replenished. Problems in the supply chain, however, have resulted in inventory thresholds that have not been observed, leading to parts being ordered after the threshold is met, or ordered without adequate lead time for arrival. In 2010, 41 revenue vehicles were reported out of service on an average weekday awaiting spare parts. To address the problem, WMATA has reevaluated the process of ordering key items by inventory threshold. An example is the air conditioning compressor component specific to the 5000-Series: because the component is reaching the end of a 5-year lifespan, WMATA has ordered enough compressors to replace all compressors in the fleet, ensuring that vehicles are not held out of service during the summer months when the component is most taxed.

7.4.4 Control Center Staffing

When a train must be withdrawn from service, it is critical to get it off of the line as soon as possible to minimize disruptions to service. That being said, the nearest maintenance



facility may not be the best to handle the specific problem that needs to be addressed, and diverting a train to facility unable to address the problem can then keep the train out of service even longer, until there is a window in the operating schedule during which the train may be moved to the appropriate facility. To address this problem and minimize the time a train is taken out of service, WMATA has begun assigning Car Maintenance staff to the Metrorail Operations Control Center. This staff is on duty around the clock Monday through Friday to help dispatchers identify the most appropriate facility to which they should route trains that must be taken out of service. This strategy is expected to minimize the amount of time that malfunctioning trains affect the operations of the system and the amount of time that is necessary to transit trains between yards.

7.4.5 Training and Staffing

A well-qualified maintenance staff is a key component of Car Maintenance’s ability to efficiently maintain its vehicles. WMATA can be hampered by an inadequate supply of staff qualified to service rail vehicles, leading to delays in scheduled and unscheduled maintenance. In FY 2011, Car Maintenance had 1,049 budgeted positions, of which 5% were vacant. To improve the quality and quantity of staff available for Car Maintenance, WMATA has begun two initiatives: College Mechanic Program: WMATA is in discussions with local colleges to develop a training curriculum compatible with WMATA’s car maintenance needs. The objective of this program is to provide local students with a set of skills that is immediately applicable to WMATA’s maintenance and engineering needs, ensuring a steady supply of candidates for WMATA’s maintenance programs. Advanced Propulsion Training: This program would allow WMATA to maintain a more detailed fault log of the propulsion system. The 4-month training program is designed to enable staff to more accurately assess WMATA’s revenue vehicles.

7.5 TEST TRACK AND COMMISSIONING FACILITY

Over the next decade, WMATA capital needs include over 1,100 new and rehabilitated rail cars. WMATA conducts extensive testing on each train before putting it into service. The testing and commissioning period for a pair of rail cars is typically sixty days. All on-board systems are tested as well as how the cars work with the Automatic Train Control System. The tests are performed under a variety of operating conditions that examine performance both within the normal operating range and at the limits of that range and include tests on acceleration and braking, communications, heating and cooling systems, lighting, signage and door controls.



WMATA does not have a dedicated facility to do this work. Currently, testing and commissioning of new trains is conducted at night during the short four-hour window when the Metrorail system is closed. In the evenings, Metrorail track is shared with contractors, maintenance crews, and trains being moved for maintenance and staging for the next day’s operations. Under these conditions, a maximum of 8-10 cars can be commissioned per month. This is not sufficient given the volume of trains that will be received through FY 2020 and beyond WMATA has plans to construct a test track and commissioning facility at the Greenbelt rail yard. A Request for Proposals was released on August 12, 2011 for the design-build procurement of this facility. It is anticipated that the facility will be operational by June 2013. The new test track and commissioning facility is estimated to cost $60.0 million and will permit WMATA to accept up to 20 cars per month. The facility will also be used for ongoing engineering analysis and enhancement to the rail fleet.1

7.6 REPAIR SHOP AND STORAGE FACILITIES REQUIREMENTS

7.6.1 Current Maintenance Facilities

WMATA’s maintenance program is planned over seven days each week on three shifts each day. WMATA currently has eight yards and a tripletail track outbound of the Largo station for overnight car storage. With exception of Glenmont yard, seven of eight yards have repair shops, of which two shops are heavy repair and overhaul shops. All shops with the exception of Branch Avenue have the capacity of providing wheel truing. With the construction of Dulles Corridor Rail Extension, a new storage yard with heavy repair and overhaul shop will be constructed and located in the Dulles Corridor. Figure 7-3 depicts the locations of the existing yards/repair shops (and the future facility on the Dulles line) that support the Metrorail system. Two shops have the capability to perform heavy repair and overhauls. The other five are limited to inspections and running maintenance. The list of the shops with primary line supported, capacity, and function is shown in the following Table 7-9. As shown in Table 7-9, there are 174 repair spaces available, which is less than required to maintain the cars projected to be out of service for operating maintenance. Presently, WMATA’s repair shop facilities are barely adequate to service the existing rail car fleet, and not necessarily in the most efficient and appropriate location to serve the required operations. While not an ideal condition for expeditious maintenance turnaround, approximately 15 percent of running repairs can be performed outside of the repair shop. However, a long-term solution must be developed to address future needs.

1 Source: CNI071



FIGURE 7-3: METRORAIL CAR SHOP AND VEHICLE STORAGE YARD LOCATIONS



TABLE 7-9: DETAIL CONFIGURATION OF CURRENT METRORAIL SHOPS

Line /

Work Spaces Bays Pits Flats Total Body Shop

Paint Shop

Wheel Truing

Red Line

Shady Grove 34 2 0 36 0 0 1

Brentwood 38 0 2 40 0 1 1

Blue/Yellow Line

Alexandria 16 0 4 20 0 0 1

Orange Line

West Falls Church 16 0 4 20 0 0 1

New Carrollton I* 0 0 8 8 0 0 0

New Carrollton II 14 4 2 20 0 0 1

Green Line

Greenbelt 16 4 2 22 1 1 1

Branch Avenue 8 0 0 8 0 0 0

Total Car Capacity 142 10 22 174 1 2 6 Note: Glenmont Yard and Largo do not have a shop.

* Shop spaces are dedicated to engineering campaigns until 2015; not used for maintenance programs

7.6.2 Future Maintenance Space Needs

According to the industry practice and WMATA’s historical maintenance records, the number of maintenance shop spaces is approximately 15% of the total number of cars in the revenue fleet. As shown in Table 7-10, WMATA will have a rail car shop space requirement of 242 spaces by FY2025—68 more spaces than were available in FY2010. These spaces are needed in the following locations:

• West Falls Church: Eight additional maintenance spaces are under construction and will be available by 2014 for Dulles Phase I. It will bring the system total to 182.

• Dulles: 20 additional maintenance spaces are planned in FY2017 as part of the new Dulles Yard for Dulles Phase II. This will bring the system total to 202. The facility will be constructed to allow an expansion that may accommodate another 8 spaces in the future. This expansion is unfunded at this time.

• System-wide: WMATA is currently in the preliminary planning stages of targeting where the remaining expansion bays should be located. Consideration is being given to Glenmont for a 12-space expansion. Construction of a new shop containing 20 spaces is being considered at Dulles or at a new location closer to the downtown core operating area. If constructed, these projects will bring the system total to 242. .



TABLE 7-10: METRORAIL CAR SHOP SPACE REQUIREMENTS

Milestone Year: FY 2010 2014 2017 2020 2025

Fleet Size 1,104 1,110 1,318 1,444 1,622

Bays Required* 166 172 198 218 244

Yard Summary

Red Line

Shady Grove 36 36 36 36 36

Brentwood 40 40 40 40 40

Glenmont

12 12

Red Line Total 76 76 76 88 88

Blue/Yellow Lines

Alexandria 20 20 20 20 20

Largo 0 0 0 0 0

Blue/Yellow Lines Total 20 20 20 20 20

Orange/Dulles Line

West Falls Church 20 28 28 28 28

New Carrollton 28 28 28 28 28

Dulles

20 28 28

Orange/Dulles Line Total 48 56 76 84 84

Green Line

Greenbelt 22 22 22 22 22

Branch Avenue 8 8 8 8 8

Green Line Total 30 30 30 30 30

New Shop (Location TBD)

20 20

Total Capacity 174 182 202 242 242

*Rounded up to nearest married pair Note: 8 bays of New Carrolton are used for engineering campaigns.

Blue cell indicates spaces funded as part of Dulles Phases I and II.

Orange cell indicates unfunded needs that have been documented in CNI 082 and CNI 083.



7.6.3 Rail Car Storage Space

The total number of spaces needed for storage capacity is the number of total fleet cars owned plus an additional 10% to provide room for car movement. As the fleet grows to accommodate all 8-car trains, WMATA will need to build additional yard storage capacity. In addition, the retirement of the 1000-Series cars will require additional storage space until their final disposition. Table 7-11 shows rail car fleet storage capacity by location in each of the milestone years. Total storage space will grow from current 1,316 to 1,810 by FY 2020. 222 expansion spaces will be provided as part of the Dulles extension and are funded by MWAA. 272 additional spaces are planned for FY 2020; however, funding has not yet been identified for these spaces (see CNI 082 and 083 for more details). While WMATA has enough storage spaces across the system to store its total fleet, the location of excess capacity does not match up with the dispatching need. For example, the Greenbelt Yard has excessive storage capacity, but is too remote to serve other lines without significant deadheading costs or inefficient track switches. Blue Line trains may be able to be stored at Greenbelt, but would need to be driven many miles out of the way in each direction to get to the normal Blue Line alignment. Similarly, it is possible for Red Line trains to be stored at Greenbelt and driven to Fort Totten, but using the track switch at Fort Totten is time consuming and inefficient. Table 7-12 shows the FY2020 projection of rail car fleet storage by line and location. The growth of the Metrorail car fleet will consume the majority of the existing and planned storage capacity of the system by FY2020. As part of the Dulles extension, 38 spaces will be added at the West Falls Church Yard, and a new 184-space storage yard will be constructed along the Dulles alignment. If all planned storage spaces are added to the system, there will be sufficient storage for all revenue vehicles; however, additional storage space may be necessary to accommodate the contingency fleets required for the procurements of the 7000-Series and 8000-Series. The system will also experience a geographic imbalance in storage capacity and resultant increase in deadheading costs and decrease in operational efficiency. Expansion of the Shady Grove and New Carrollton yards, as well as the construction of a new yard, have been identified as capital needs (see CNI 082 and 083). With construction of 32 additional spaces at the New Carrollton Yard and a 120-space yard at another location, adequate storage space will be available for expanded service on the Orange and Red lines and for future expansion.



TABLE 7-11: METRORAIL CAR FLEET STORAGE SPACE CAPACITY AND NEEDS

Overall Yard Capacity

Yard FY2011 FY2014 FY2017 FY2020 FY2025

Red

Shady Grove 168 168 168 288 288

Brentwood 86 86

86

86 86

Glenmont 132 132 132 132 132

Red Total 386 386 386 506 506

Blue and Yellow

Alexandria 176 176 176 176 176

Largo 42 42 42 42 42

Blue and Yellow Total 218 218 218 218 218

Green

Branch Avenue 166 166 166 166 166

Greenbelt 284 284 284 284 284

Green Total 450 450 450 450 450

Orange / Silver

New Carrollton 114 114 114 146 146

West Falls Church 148 186 186 186 186

Dulles Extension n/a 24 184 184 184

Orange / Silver Total 262 324 484 516 516

New Yard (Location TBD) n/a n/a n/a 120 120

Overall Yard Capacity 1,316 1,378 1,538 1,810 1,810

Actual Storage Capacity* 1,184 1,240 1,384 1,618 1,618

Total Overnight Storage Demand** 1,104 1,110 1,368 1,494 1,672

*Actual storage capacity represents 90% of overall yard capacity to allow for yard movement **Includes total revenue fleet plus contingency fleet requirements in years 2015-2025

Blue cell indicates funded construction

Orange cell indicates unfunded need identified in CNI.



TABLE 7-12: FY2020 METRORAIL CAR FLEET STORAGE PROJECTION BY LINE

Total Car Requirement by

Line 2020

Capacity

2020 Actual

Capacity* 2020 Total

Fleet

Orange A

Vienna to

NC

Orange B

Vienna to Largo

Dulles Loudoun to

D&G Junction

Blue Franconia to Largo

Red A Shady

Grove to Glenmont

Red B Grosvenor to Silver Spring

Yellow A Huntington

to Mt Vernon

Yellow B:

Franconia to

Greenbelt

Green: Branch

Avenue to Greenbelt

Excess Capacity

after Dulles Project

Alexandria 176 158 158 20 36 60 18 24 0

Branch Avenue 166 148 148 148 0

Brentwood 86 76 76 76 0

Glenmont 132 118 118 88 30 0

Greenbelt 284 254 238 76 70 92 16

Largo 42 36 36 36 0

New Carrollton 146 130 130 90 20 20 0

Shady Grove 288 258 258 192 66

0 West Falls Church 186 166 166 74 38 54 0

Dulles Extension 184 166 166 166 0

New Yard 120 108 0

108

Total Capacity 1,810 1,618 1,494** 84 *Actual capacity is 90% of total capacity and is the practical maximum number of vehicles that can be stored and still have room for yard operations.

**Includes 50-car contingency fleet for procurement of 8000-Series, which is assumed to be mothballed at Branch Avenue.



7.6.4 Long Range Storage and Maintenance Planning

In late Fall 2011, WMATA commenced a 12-month study of its car storage and maintenance requirements for FY2025. The study’s purpose is to determine the most cost-effective assignment of railcars for storage and maintenance, balancing the capital costs (namely the additional yard facilities) and operating costs (namely the movement of cars). The study is considering the viability and effectiveness of each of the storage and maintenance alternatives cited in Sections 7.6.2 and 7.6.3. For storage:

• Addition of storage tracks of 120-spaces at Shady Grove Yard. • Addition of storage tracks of 32-spaces at New Carrollton Yard. • Creation of a new yard with 120-space storage in the system core. • Special trackwork to eliminate inefficient train movements between lines.

For maintenance:

• Shift and/or addition of functions among the existing yards. • Addition of a 12-space shop at Glenmont Yard. • Creation of a new yard with a 20-space shop in the system core. • Expansion of the Dulles Yard shop for 8 additional spaces. • Special trackwork to eliminate inefficient train movements between lines.

The study will be multi-discipline across WMATA, and will include agency coordination at the Federal, state and local levels, and an outreach to officials and their affected communities. The study’s results will be incorporated into the next update of this Plan, into the Capital Needs Inventory and into the Capital Improvement Program. The study has the following milestones, all in calendar year 2012: Early February – Program Requirements Late May - Development of Potential Projects Late June - Screening of Unviable Projects Mid October - Evaluation of Viable Projects December - Selection of Preferred Alternative (a set of viable projects)



7.7 SUMMARY

WMATA’s operational spare ratio has been higher than the optimum ratio in recent years. WMATA recognizes this as both an issue of an aging fleet, as well as the result of policies that place a burden on the capabilities of the Car Maintenance staff. Over the period of this report, however, WMATA hopes to substantially lower the total number of vehicles required to operate a safe and reliable fleet through the following strategies: Scheduled Maintenance: * Improve parts availability;

* Transition to mileage-based system * Minimize effects of belly-cars on inspection

assignments * On-going training programs to ensure an adequate

supply of staff. Unscheduled Maintenance: * Continue to improve reliability of in-service

vehicles through replacement of 400, 1000 and 4000-Series vehicles

* Control Center Staffing to effectively assess trains Engineering Campaigns * Reduce the impacts of engineering campaigns by

building facilities like the Greenbelt Commissioning and Testing Track

By replacing the 1000-Series cars with the 7000-Series, and continuing with engineering campaigns, WMATA anticipates that it will be able to reduce the number of vehicles required unscheduled maintenance to 12.5% of the Peak Vehicle Requirement. This will result from the improved reliability of the 7000-Series, and from retiring the 1000-Series cars that were constrained to operate only as belly cars.



8 REVENUE VEHICLE DEMAND / SUPPLY BALANCE

8.1 THE NEED FOR BALANCING

As discussed in the foregoing sections, this fleet management plan is a snapshot of an ongoing planning process. It takes into account the passenger demand for vehicles in revenue service and the demand that is placed on the fleet by scheduled and unscheduled maintenance requirements. The plan ties these operating and maintenance requirements to the supply of vehicles in both the present fleet and with the addition of anticipated new vehicle procurements. However, from time to time, the supply cannot meet the demand. The deficiency reflects the need for additional service to respond to the growth in ridership and the need for maintenance against the available rail car fleets and the new vehicles to be delivered. The deficiency can be addressed in one of two ways:

• Defer maintenance of the fleet and place the full complement of cars into passenger service every day, or

• Continue to maintain the fleet as prescribed and operate fewer cars than is indicated by passenger demand.

WMATA has chosen the latter course of action as being the wisest and most prudent. However, it does result in higher passenger loads and significant overcrowding. On the upside, proper fleet maintenance assures a higher degree of reliability for the cars that are placed into service. It is WMATA’s position that a reliable albeit crowded service is preferable to a spacious but unreliable operation. Table 8-1 provides a summary of the vehicle demand/supply balance. Due to delays in the production schedule for the 7000-Series, there may be a net deficit of 20 cars in FY2015. To accommodate this deficit, WMATA will consider alternate strategies that may include one or more of the following actions:

• Reduce the number of cars added for ridership growth if the overall systemwide growth does not happen as predicted;

• Reprogramming engineering campaigns to have a minimal impact on vehicle availability in FY15



• Keep some of the 1000-Series cars operating for 1-2 months past their earliest possible retirement date.

As the 7000-Series replaces the 1000-Series and unscheduled maintenance demands decline, there will be a net positive balance of revenue vehicles available for deployment. This balance will decline in the outlying years as ridership growth creates an additional demand for revenue vehicles to be put into service. A similar positive balance is anticipated with the replacement of the 2000/3000-Series with the 8000-Series.



TABLE 8-1: VEHICLE DEMAND AND SUPPLY SUMMARY

FY2014 Reflects a minimum interim operating schedule for Dulles Phase I. See Appendix B.




Washington Metropolitan Area Transit Authority A-1 Metrorail Fleet Management Plan – Revision 4G August 2012

APPENDIX A: OPERATIONS SCENARIOS FOR MILESTONE YEARS

A P P E N D I X A


2010 Rail Operating Plan - Dec 2010 Schedule

Route From To Run Recovery Headway Peak Period Peak Hour & Dir Throughput

Time Time Peak Trains 6-car

Trains 8-car

Trains Cars Trains 6-car

Trains 8-car

Trains Cars

Red A Shady Grove Glenmont 65 3 6 23 4 19 176 10 2 8 76

Red B Grosvenor Silver Spring 49 3 6 18 18 0 108 10 10 0 60

Combined Red 3 41 22 19 284 20 12 8 136 Yellow Huntington Mount Vernon 27 3 6 10 10 0 60 10 10 0 60

Green Greenbelt Branch Ave. 47 3 6 17 8 9 120 10 5 5 70

Green Trippers Branch Ave Greenbelt Tripper 3 2 1 20 3 2 1 20

Combined Green 4.6 20 10 10 140 13 7 6 90

Blue Franconia Largo 64 3 6 23 23 0 138 10 10 0 60

Orange Vienna New Carrolton 57 3 6 23 16 7 152 10 7 3 66

Orange Trip A Vienna New Carrolton Tripper 5 3 2 34 5 3 2 34

Orange Trip B W.Falls Church New Carrolton Tripper 1 1 0 6 1 1 0 6

Orange Trip C W.Falls Church Stadium-Arm 38 n/a Tripper 1 1 0 6 1 1 0 6

Combined Orange 3.5 30 21 9 198 17 12 5 112

Gaps 5 5 0 30

Totals 129 91 38 850 70 51 19 458

A P P E N D I X A


Dulles Ph. 1 Rail Operating Plan at 900 PVR *

Route From To Run Headway Peak Period Peak Hour & Dir Throughput

Time Peak Trains 6-car

Trains 8-car


Trains 8-car

Trains Cars

Red A Shady Grove Glenmont 65 6 23 5 18 174 10 2 8 76

Red B Grosvenor Silver Spring 49 6 18 18 0 108 10 10 0 60

Combined Red 3 41 23 18 282 20 12 8 136

Yellow A Huntington Mount Vernon 27 7 9 5 4 62 9 5 4 62

Yellow B Franc-Spring Greenbelt 60 14 9 9 0 54 4 4 0 24

Combined Yellow 4.7 18 14 4 116 13 9 4 86

Green Greenbelt Branch Ave. 47 7 15 9 6 102 9 5 4 62

Green Trippers Branch Ave Greenbelt 30 2 2 0 12 2 2 0 12

Peak Dir Green 5.5 17 11 6 114 11 7 4 74

Blue Franconia Largo 64 14 10 6 4 68 4 3 1 26

Orange A Vienna New Carrolton 57 7 18 11 7 122 9 5 4 62

Orange B Vienna Largo 58 14 9 9 0 54 5 5 0 30

Peak Dir Orange 4.3 27 20 7 176 14 10 4 92

Silver Wiehle Ave Stadium-Armory 57 7 18 18 0 108 9 9 0 50

Gaps 6 6 0 36

Totals 137 98 39 900 71 50 21 464

* FY2014 Reflects a minimum interim operating schedule for Dulles Phase I. See Appendix B.

For FY2012 WMATA has developed a range of cars needed for start-up operation, 900-930 rail cars. Updated detailed ridership will be collected prior to the start-up and train consists will be finalized at that time.

A P P E N D I X A


FY17 DEIS Operating Plan : 7 min headway / 50% 8-cars



Trains 8-car


Trains 8-car

Trains Cars



Combined Red 2.5 49 24 25 344 24 13 11 166



Combined Yellow 4.7 18 8 10 128 13 6 7 92



Combined Green 5.0 18 8 10 128 12 6 6 84




Combined Orange 4.3 27 13 14 190 14 7 7 98

Silver Loudoun Rt. 772 Stadium-Armory 78 7 24 12 12 168 9 5 4 62

Gaps 9 9 0 54

Totals 155 79 76 1082 76 39 37 530

A P P E N D I X A


FY20 Rail Operating Plan : 7 min headway / 100% 8-cars



Trains 8-car


Trains 8-car

Trains Cars



Combined Red 2.5 49 0 49 392 24 0 24 192



Combined Yellow 4.7 18 0 18 144 13 0 13 104



Combined Green 5.0 18 0 18 144 12 0 12 96




Combined Orange 4.3 27 0 27 216 14 0 14 112


Gaps 9 0 9 72

Totals 155 0 155 1,240 76 0 76 608

A P P E N D I X A


FY25 Rail Operating Plan : 7 min headway / 100% 8-cars



Trains 8-car


Trains 8-car

Trains Cars

Red A Shady Grove Glenmont 65 2.5 55 0 55 440 24 0 24 192



Combined Yellow 4.7 18 0 18 144 13 0 13 104


Green Trippers Branch Ave Greenbelt 47

Combined Green 5.0 20 0 20 160 12 0 12 96




Combined Orange 4.3 27 0 27 216 14 0 14 112


Gaps 9 0 9 72

Totals 163 0 163 1,304 76 0 76 608

Washington Metropolitan Area Transit Authority B-1 Metrorail Fleet Management Plan – Revision 4G August 2012

APPENDIX B: DULLES LOAD ANALYSIS

This section updates the analysis performed by Manuel Padron & Associates in June 2004 to confirm the vehicle requirements of Phases I and II of the Dulles Corridor Rail Extension. This analysis takes into account the current construction and vehicle procurement schedules, noting where assumptions have changed since the build alternatives were defined and evaluated in the 2004 Final Environmental Impact Statement (FEIS).

PHASE I ALTERNATIVES

The FEIS established a peak vehicle requirement of 976 cars for Phase I of the Dulles Corridor Rail Extension, which would require 64 more vehicles than required under the No-Build Alternative defined in the FEIS for FY 2011. Table B-1 reproduces the numbers used by Manuel Padron to establish these vehicle requirements. The current schedule for implementing the Dulles Corridor Rail Extension calls for Phase I to be operational by FY 2014; however, the 64 7000-Series cars necessary to operate the schedule called for the in FEIS will not fully be in service until FY 2015. Recognizing this, WMATA has developed an interim operations plan for Phase I that will allow the same frequency of service, but working with a Peak Vehicle Requirement ranging between 900 and 930 vehicles. Under this plan, 28-33% of trains will use eight-car consists, while the remainder will be use 6-car consists. Table B-2 summarizes this operating plan. Updated detailed ridership will be collected prior to the start-up and train consists will be finalized at that time. The final operating plan, schedule and car requirements will be finalized prior to the start of the new service. It is anticipated that the interim operating plan may lead to average passenger loads that exceed 100 ppc in the AM peak hour at the maximum load points on the Red, Yellow/Blue, Blue, and Orange/Silver Lines. Once all 64 7000-Series cars have been received, it will be possible to implement the original operating plan envisioned for Phase I, which will have 50% of the trains in operation use eight-car trains. As shown in Table B-3, this will reduce crowding on the each of the lines and return the Yellow/Blue and Orange/Silver Lines to approximately 100 ppc during the AM peak hour. The interim schedule is anticipated to remain in effect from December 2013 through June 2014, by which time the first eight 7000-Series cars will have been tested, commissioned, and put into operation. The remaining cars necessary to run the schedule defined by the FEIS

A P P E N D I X B


will be commissioned between June 2014 and December 2014 and will be put into service as soon as available to minimize crowding. Table B-1: FEIS Rail Requirements for Phase I Dulles

Alt Route Route Pattern Peak Freq.

Trains Req'd.

#6-car Trains

# 8-car Trains

Avg. Consist

Peak Cars

Fleet Cars

No-Build Red-A Shady Grove Glenmont 5 26 0 26 8 208 250

Red-B Grosvenor Silver Spring 5 18 18 0 6 108 130

Yellow-A Huntington Mt. Vern. Sq. 7 9 7 2 6.4 58 70

Yellow-B Fran/Spr. Greenbelt 14 9 9 0 6 54 65

Green-A Branch Ave. Greenbelt 7 15 6 9 7.2 108 130

Green-B Branch Ave. Greenbelt 15 4 4 0 6 24 29

Blue Fran/Spr. Largo 14 10 2 8 7.6 76 91

Orange-A Vienna New Carrollton 7 17 13 4 6.5 110 132

Orange-B Vienna Largo 14 9 9 0 6 54 65

Orange-C WFC Stadium/Arm. 7 12 12 0 6 72 86

Gap/Start-Up Train

50 60

Totals

922 1,109*

Const. Red-A Shady Grove Glenmont 5 26 0 26 8 208 250

Phase I Red-B Grosvenor Silver Spring 5 18 18 0 6 108 130


Yellow-B Fran/Spr. Greenbelt 14 9 9 0 6 54 65



Blue Fran/Spr. Largo 14 10 2 8 7.6 76 91

Orange-A Vienna New Carrollton 7 17 13 4 6.5 110 132

Orange-B Vienna Largo 14 9 9 0 6 54 65

Silver Wiehle Stadium/Arm. 7 18 9 9 7 126 151

Gap/Start-Up Train

50 60

Totals

976 1,173

Source: Manuel Padron & Associates. June 28, 2004 memo to AECOM.

*Reported as shown in original memo. Rows do not sum up to this number due to rounding.

A P P E N D I X B


TABLE B-2: DULLES PHASE I INTERIM OPERATING PLAN, FY 2014

Peak Frequency

Trains Required Peak Cars Min.

Peak Cars Max. Origin Destination Line 6-car 8-car Total

Red

Shady Grove Glenmont Red A 6 5 18 23 174 178

Grosvenor Silver Spring Red B 6 18 0 18 108 108

Subtotal: Red Line 3 23 18 41 282 286

L’Enfant Junction

Yellow

Huntington Mt. Vernon Yellow A 7 5 4 9 62 54

Franconia Greenbelt Yellow B / Blue B 14 9 0 9 54 54

Subtotal: Yellow Line 4.7 14 4 18 116 108

Green

Greenbelt Branch Avenue Green 7 9 6 15 102 106

Branch Avenue Greenbelt Green Trippers 20 2 0 2 12 12

Subtotal: Green Line 5 11 6 17 114 118

Rosslyn Junction

Blue

Franconia Largo Blue 14 6 4 10 68 76

Orange

Vienna New Carrollton Orange A 7 11 7 18 122 144

Vienna Largo Orange B 14 9 0 9 54 54

Subtotal: Orange Line 4.3 20 7 27 176 198

Silver

Wiehle Ave Stadium-Armory Silver Phase I 7 18 0 18 108 108

Gap Trains

Gap trains

6 0 6 36 36

Total: All lines

98 39 137 900 930

A P P E N D I X B


TABLE B-3: MAXIMUM LOADS UNDER INTERIM PHASE I OPERATIONS AND FULL PHASE I OPERATIONS

Interim Dulles Phase I

(FY 2014)

2004 FEIS Phase I Dulles

(FY 2015)

Rail Line Max Load Segment

Pass. Load

(8-9 AM) Pk hr cars Avg Load

Pass. Load


Red Gallery Place to Metro Center 12,300-14,700 130-136 98-108 14,700 144* 103

Yellow/Blue Pentagon to L' Enfant 7,400-9,100 78-86 95-106 9,100 96 95

Green Waterfront to L' Enfant 7,200-7,400 78-80 92-93 7,200 84 86

Green/Yellow Shaw to Mt. Vernon 7,200-7,400 78-86 92-93 7,400 96 77

Blue Pentagon to Rosslyn 2,800-3,000 28-32 94-100 2,800 28 100

Orange/Silver Court House to Rosslyn 13,100-15,400 132-142 95-108 15,400 156 99

*Rounded to nearest married pair.

As noted in Table ES-1, it is anticipated that the Metrorail system will require a Peak Vehicle Requirement of 996 in FY 2015, reflecting both the full implementation of Dulles Phase I as well as the ridership growth throughout the system. The cars necessary to accommodate this growth will be provided from the 7000-Series procurement, through a combination of the Base Contract (64 cars for Dulles Phase I, due in service by December 11, 2014) and the first 140 cars from Option 4 (300 replacement cars for the 1000-Series, of which 140 are estimated to be in service by the end FY 2015.) Therefore, while the FEIS called for a PVR of 976 to operate Dulles Phase I, it is possible that additional cars may be available by the end of FY 2015 or sooner. WMATA will revisit the operating plan for FY 2015 as appropriate to reflect updates in the procurement schedule for the 7000-Series.

PHASE II ALTERNATIVES

The previous analysis performed by Manuel Padron developed a No Build Alternative for 2015 as a basis of comparison to the Phase II operating plan. Based on previous planning efforts by WMATA, it was assumed that an additional 130 fleet cars would be needed by FY 2015, 108 of which would be added to the PVR. These additional cars were distributed proportionally across each of the Metrorail lines. Table B-4 summarizes the car requirements under the 2015 No Build Alternative, as well as the car requirements defined by the FEIS for Phase II (referred to by Manuel Padron as the “Full Build.”) All told, it was anticipated that Phase II would require 139 more cars to operate than the No Build; however, this assumed that Phase II would be operated using 66% eight-car trains and 33% 6-car trains. This assumption has been revised. As shown in Table B-4, the current FY 2017 operating plan for Phase II assumes that only 50% of trains would operate with eight-cars on opening day; the remainder would operate in six-car trains.

A P P E N D I X B


TABLE B-4: RAIL REQUIREMENTS FOR PHASE II DULLES (FEIS AND FY 2017)

Alt Route Route Pattern

Peak Freq

. Trains Req'd.

#6-car Trains

# 8-car Trains

Avg. Consist

Peak Cars

Fleet Cars

No-Build Red-A Shady Grove Glenmont 5 26 0 26 8 208 250



Yellow-B Fran/Spr. Greenbelt 14 9 5 4 6.9 62 74

Green-A Branch Ave. Greenbelt 7 15 0 15 8 120 144

Green-B Branch Ave. Greenbelt 15 4 1 3 7.5 30 36

Blue Fran/Spr. Largo 14 10 0 10 8 80 96

Orange-A Vienna New Carrollton 7 17 0 17 8 136 163

Orange-B Vienna Largo 14 9 7 2 6.4 58 70

Orange-C WFC Stadium/Arm. 7 12 12 0 6 72 86

Gap/Start-Up Train

50 60

Totals

* 26* 103*

1,030 1,238

Full Build

(FEIS

Phase II

FY 2015)

Red-A Shady Grove Glenmont 5 26 0 26 8 208 250




Green-A Branch Ave. Greenbelt 7 15 0 15 8 120 144

Green-B Branch Ave. Greenbelt 15 4 1 3 7.5 30 36




Silver Route 772 Stadium/Arm. 7 18 6 18 10 180 216

Gap/Start-Up Train

58 70

Totals

* 20* 121*

1,146 1,377

Phase II. Red-A Shady Grove Glenmont 5 28 6 22 7.6 212 254

FY 2017 Red-B Grosvenor Silver Spring 5 21 18 3 6.3 132 158








Silver Route 772 Stadium/Arm. 7 24 12 12 7 168 202

Gap/Start-Up Train 9 9 0

54 65

Totals

155 79 76

1,082 1,377

Source: No Build, Full Build: Manuel Padron & Associates. June 28, 2004 memo to AECOM.

*Reported as stated in original memo. Original memo did not include gap trains in train totals, nor made assumptions about composition of gap trains.

A P P E N D I X B


As a result, the current operating plan for Phase II assumes a PVR of 1,082 for FY 2017, which is 64 cars fewer than anticipated by the FEIS, but still 52 more cars than forecast for the PVR of the 2015 No Build Alternative. As the Operating Spares Ratio for FY 2017 is forecast to be 20.1%, a total fleet of 64 cars (52 cars x 1.20%, rounded up for married cars) will be needed to serve the operating plan for Dulles Phase II. Table B-5 summarizes the AM peak hour passenger loads forecast for the opening year of Dulles Phase II. Average car loads are expected to exceed 100 ppc on the Orange/Silver Line, reflecting the increase in ridership anticipated from completion of Dulles Phase II. Average passenger loads per car are also expected to exceed 100 ppc on the Yellow/Blue Line as ridership bound for eastern downtown shifts from the original Blue Line to the Yellow/Blue Line. TABLE B-5: MAXIMUM LOADS UNDER PHASE II OPERATIONS, FY 2017

Rail Line Max Load Segment Pass. Load


Red Gallery Place to Metro Center 16,000 168 95

Yellow/Blue Pentagon to L' Enfant 9,900 94 105

Green Waterfront to L' Enfant 8,400 85 99

Green/Yellow Shaw to Mt. Vernon 8,200 98 84

Blue Pentagon to Rosslyn 2,300 28 82

Orange/Silver Court House to Rosslyn 17,800 156 114

CONCLUSION

Based on updated estimates of ridership, the schedule for the Dulles Corridor Extension Project, and schedule for the 7000-Series, the number of cars being procured for the Dulles Corridor Extension is sufficient to meet the needs of the Metrorail system. As demonstrated by the maximum load points forecast for the opening year of Dulles Phase I, average passenger loads per car will exceed 100 ppc under a 900-car PVR and additional cars will be necessary to meet this demand. While the PVR forecast for FY 2017 is less than that originally planned for the opening day of Phase II under the FEIS, it still represents a need for an additional 63 cars beyond those planned under the No Build Scenario. This demand for cars should be met by the Option 1 procurement of 64 7000-Series cars.

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