Rail & Aviation: Different methods, same challenge… Effective Asset Management

Reflecting on the 1980s, asset management in both aviation and rail was quite similar – typically reactive. I remember when a new aircraft arrived at the hangar; countless job cards would be stacked on the mezzanine floor, and engineers would select tasks almost at random. Thinking back, it’s surprising we managed to get the aircraft out on time. Often, we didn’t!

In the mid-to-late 1980s and early 1990s, Stelios Haji-Ioannou introduced orange planes with bold numbers, aiming not to compete with British Airways but to promote affordable flying; his first campaign compared flying to Europe with buying jeans. This made air travel accessible to many more people. It also placed existential cost pressures on legacy carriers like British Airways.

Asset ‘through-life’ cost management in aviation is now more prominent and integrated. Since reliability-centred maintenance (RCM) is a mandatory requirement in aviation, RCM is conducted during the design phase through the maintenance steering group (MSG) philosophy.

This approach in aviation has led to a relentless drive to reduce maintenance whilst always maintaining safety compliance. At the same time reliability levels have been increased. For example, aircraft engines are regularly now left on wing for over six years. If we consider the older 747 style aircraft a typical see check was around 12,000 labour hours, ten days on the ground; whereas with the modern 787 the same check is 3,500 labour hours and just three days on the ground. In fact, the modern civil airliner spends over half its life in the air flying.

Summarising some of the key difference I observed:

• Through-life cost management of asset has much sharper focus
• Planning (TOTAL Planning) is evident and foremost
• Understanding of effective modern maintenance is sharp and is monitored and controlled robustly
• Technology supports process, rather than driving it
• Asset risks are proactively managed vs a more risk-averse perspective

The introduction of GB Rail presents a valuable opportunity for the rail industry to regain strategic momentum. My research indicates that the rail sector benefits from advanced technology and a wealth of highly skilled professionals. Additionally, the cost management strategies GB Rail will implement – including reliability-centred maintenance and techniques adopted from aviation – are poised to substantially enhance the cost performance of the public railway system.