How does Via measure "On-Time performance"?

"Another project followed a review of operations
which showed that many OTP problems are the
result of issues outside of VIA’s direct control, such as
the conditions of tracks or the performance of trains
owned and operated by other railways..."


On-Time Performance
Throughout 2011, VIA implemented a range of initiatives to improve on-time performance (OTP). Customers
have made it clear that ensuring trains depart on time, and arrive at their destination on schedule, is the single
most important element that affects their satisfaction with VIA.
On-time performance was particularly challenging in 2011, as major track improvement and equipment
rebuilding projects often disrupted service. Despite these disruptions, VIA improved on-time performance to
84 percent across the network.


Objective
VIA Rail Canada / annuAl report 2011 / Responsive Service 18
Improved performance was largely the result of Lean
projects – the work of special teams, drawn from
all areas of the corporation, to identify and address
issues regarding on-time departures and the reliability
of trains en-route.
VIA developed a new Connecting Train Protocol to
address the domino effect that can occur when a train
departure is delayed, because another train carrying
connecting passengers is late in arriving. The new
Protocol provides consistent guidelines to ensure
that, whenever possible, trains depart on time, while
providing alternative arrangements for passengers
who miss their connection due to a late arrival.
Another project followed a review of operations
which showed that many OTP problems are the
result of issues outside of VIA’s direct control, such as
the conditions of tracks or the performance of trains
owned and operated by other railways. However,
a review of operations showed many problems
are caused by delays in train departures. Projects
therefore focused on identifying and removing the
source of departure delays, and making preparations
for departure more efficient.
Other projects focused on servicing trains, reducing
equipment-related delays and increasing overall
performance reliability. In Southwestern Ontario,
streamlined boarding and detraining helped to
eliminate en-route delays between Toronto and
Windsor. Similarly, at Ottawa station, an accelerated
boarding and detraining process eliminated extended
wait times for customers on the platform and
expedited the overall boarding process. Additional
projects underway include baggage handling processes,
on-time performance control and monitoring,
a reduction in turn-around time for run-through
trains at Montreal Central station, and a program to
streamline preparation procedures in the 30 minutes
prior to a train’s departure.

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