Présentation PowerPoint

SUCCESS STORY
SNCF VOYAGES
Changes for a better
service
Deliver information to passengers in the event of disturbances, and improve train
punctuality: two major projects for which SNCF Voyages called on Sopra Consulting.
Result: clear progress made on both fronts!
The SNCF Group is the second largest railroad operator
worldwide. SNCF Voyages is one of its 5 divisions,
responsible for Long-Distance Transport and High-Speed
Trains; the division manages 800 fast-speed trains each
day.
And this is where Sopra Consulting entered the picture,
entrusted with the brief of helping SNCF Voyages reach
its Quality-of-Service targets.
Sopra Consulting’s missions
Background and challenges
Passenger information
In 2009, it was announced that the SNCF's monopoly on
international train routes in France was to come to an
end. This led to the SNCF running a survey of passengers,
which revealed that 66% of passengers considered that
the information given in response to train disturbances
was insufficient. This was the initial wake-up call, which
made it clear that the SNCF needed to improve its quality
of service.
Specifically, 2 key projects were identified: improve
passenger information, and improve train punctuality.
Initial corrective actions were soon implemented to
deliver enhanced information to passengers in the event
of disturbances, enabling them to take the necessary
measures. These initiatives concerned all personnel in
direct contact with customers.
In 2010, Sopra Consulting's first mission consisted in first,
designing a software program federating local initiatives
in a policy of coherent services; second, structuring a
selection of initiatives; and third, providing support to
Project managers with actions under their responsibility.
Just 6 months later, it became clear that even further
improvement was needed: the "new time" given to
passengers in the case of the delay was not reliable
enough to allow them to react meaningfully. Thus, SNCF
Voyages decided to use a quality-improvement
technique taken from the industrial world, namely the "6
Sigma” business management strategy. And it worked: in
May 2010, 64% of estimated delays for fewer than 2
trains, were reliable. This had improved to 66% just one
month later.
Train punctuality
An initial project component was launched in February 2011 on 2 high-profile
lines: Paris-Tours and Paris-Le Mans. The various reasons for train delays were
identified, as well as levers of improvement (where such existed). And, delays
with departures and stopovers were reduced by enhancing coordination
between the various internal processes involved, and increased punctuality by
1.3% and 2.3% respectively.
In November 2011, this measure was rolled out to all train lines. Specifically,
the complete organization line of training (from assembly prior to departure to
disassembly following arrival) was closely examined, with the overall goal of
detecting potential disruptions as early as possible and thus minimize, or
completely avoid, delays.
Customer benefits
• Punctuality gains:
• + 1,3% to 86.1% of trains on time on the Paris-Tours route ;
• + 2,3% to 86.9% of trains on time on the Paris-Le Mans route between
August 2010 and August 2011.
• Progress made as regards the reliability of information given to passengers in
response to disturbances, improving from 64% to 66% in 90% of delays.
• Objective information on the reasons for malfunctions and identification of
levers of improvement.
• Assimilation, by the SNCF group, of the "six Sigma" strategy to successfully
implement quality-improvement projects.
The decision to call on Sopra
Consulting reflects a root
and branch change to how
the SNCF works, a company
historically based on an
"internal processes" logic.
Gradually, cooperative
measures are being
developed with the focus on
a "passenger" logic. Sopra’s
consultants helped bring this
to fruition.
Didier CAZELLES, Head of
Operations and Services
with SNCF Voyages
I believe that our ability to
look at the broader picture,
ask ourselves hard questions,
while remaining pragmatic,
made all the difference. It's
very important for the SNCF
to have a partner who is able
to dialog with its employees,
and help them evolve. For
this project, we really went
out there to find out how
things actually happen in the
field.
Philippe CLAPIN, Deputy
Head of Sopra Consulting
Crédits : SNCF
About Sopra
Sopra is a leader in consulting, IT services and software development in Europe, providing assistance and guiding its clients to ensure
the success of their complex transformation projects. With particular attention to business processes and information systems,
combining industrial quality, high-performance services, added-value and innovation to the solutions it provides, Sopra is the partner
of choice for large enterprises and organisations seeking the best usage of information technology to enhance their development and
competitive edge. The Group generated a turnover of 1,349 billion euro in 2013 and today, employs over 16,000 people.
Sopra – Corporate Communications Department
Tel +33 (0)1 40 67 29 29
www.sopraconsulting.com