JOURNAL OF ADVANCED MECHANICAL ENGINEERING APPLICATIONS VOL. 3 NO.

1 (2022) 50-58

© Universiti Tun Hussein Onn Malaysia Publisher’s Office Journal of

Advanced
JAMEA Mechanical
Engineering
http://penerbit.uthm.edu.my/ojs/index.php/jamea Applications
e-ISSN : 2716-6201

Intercity Rail Maintainability Analysis: A Case Study on

Rolling Stock Maintenance Compliance
Nuramira Najihah Baharin1, Shahmir Hayyan Sanusi1*, Nor Aziati Abdul
Hamid2, Amirul Afif Jumiran3
1
Department of Mechanical Engineering, Faculty of Mechanical and Manufacturing Engineering
Universiti Tun Hussein Onn Malaysia, 86400 Batu Pahat, MALAYSIA
2
Department of Production and Operations Management, Faculty of Technology Management and Business
Universiti Tun Hussein Onn Malaysia, 86400 Batu Pahat, MALAYSIA
3
Department of Maintenance, Keretapi Tanah Melayu Berhad (KTMB) Depot, 31000 Batu Gajah, MALAYSIA

*Corresponding Author

DOI: https://doi.org/10.30880/jamea.2022.03.01.007
Received 03 June 2022; Accepted 30 June 2022; Available online 20 July 2022

Abstract: Compliance to organizational standard is essential for maintaining high work performance within the
appropriate timescale which can result in reduction of maintenance expenses. The purpose of this study was to
analyze the compliance level of preventive maintenance activities based on job frequency and its working hours.
Historical data of preventive maintenance from 2019 - 2020 obtained from a field study at Keretapi Tanah Melayu
Berhad (KTMB) Depot Batu Gajah, Perak, was analyzed to investigate the frequency, manhours, and the cost
involved for each type of preventive maintenance activities namely Exam A, B C and D involving ETS Class 91.
The examination concerning manhours compliance was conducted in accordance with the organization's standard,
as specified in the KTMB Operation and Maintenance manual based on the highest duration of maintenance and
labors. From the results, Exam A contributed to the highest non-compliance practice compared to the other Exam
where the highest non-compliance percentage (32%) was recorded in 2020 which results in losses of RM
RM2,552.82. This study is beneficial for the organization as it determines irregular downtime and manhours
compliance for rolling stock system maintenance to shape for a better future maintenance plan that will results in
efficient operation and higher revenue.

Keywords: Intercity rail, rolling stock, preventive maintenance, manhours compliance, manhours cost

1. Introduction
Rolling stock (train) is one of the most important aspects that reflects the service quality of a rail system. It comprises
several subsystems, such as the car body, bogie and braking system, power supply and signaling [1]. A well-functioning
and well-maintained rolling stock system are essential to attaining the railway system's performance improvement
objective. However, it is difficult to objectively measure the system's performance due to the many components and
complex structures.
Generally, equipment that has deteriorated owing to a lack of maintenance or poor planning will need to be replaced
at a higher cost. Rolling stock maintenance expenses represent 30% of the asset's total life-cycle costs; 60% of these costs
are mostly attributed to labor, while 10% are dedicated to replacement parts [2]. Failure in the railway systems, whether

*Corresponding author: [email protected]

2022 UTHM Publisher. All rights reserved.
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 Baharin et al., Journal of Advanced Mechanical Engineering Applications, Vol. 3, No. 1 (2022) p. 50-58

caused by mechanical, electrical, or signaling faults, will lead to service disruption and result in injuries or, worst case,
fatalities. Examples of incidents that are caused due to system failure in the Malaysia Intercity network possibly due to
improper maintenance was reported in 2020, where several passengers were heavily injured [3]. This incident highlights
the need for an effective maintenance plan to ensure the train and its whole system is in good condition for the safety of
the passengers.
Previous studies have shown that brakes and wheels are the most worn components of the rolling stock [4]. Due to
the constant strain of fast acceleration and deceleration and braking along the railway track, brakes and wheels on rolling
stock are extremely susceptible to wear [5]. A vehicle performance issue, such as a breakdown, could result in an accident.
In addition, rolling stock investment appraisal is a complex problem. There are also a variety of supply-side effects,
including enhanced availability, lower operating costs, less track wear and tear, and less downtime [6]. A previous study
has indicated that the cost of manhours is among the largest proportions of rolling stock's total cost of ownership. By
comparing the actual maintenance practice to the organization's standard, the organization may be able to implement the
best practices for maintaining the maintainability of the trains, thus lowering the manhours costs to the greatest extent
possible. Few studies have been conducted on the impact of maintenance activities on lifetime value in the railway
industry. Most research in this field has been on improving railway infrastructure management. Consequently, this study
will determine irregular downtime and manhours compliance for rolling stock system maintenance. Since maintainability
is based on the duration of maintenance and renewal activities, it is essential for maintenance management to comprehend
maintainability [7]. This project lays the groundwork for Keretapi Tanah Melayu Berhad (KTMB) to manage the
maintainability of their maintenance plan and improve train repair operations at the same time.
Preventive maintenance (PM) is the maintenance and service provided by maintenance teams to keep all equipment
in good working order by systematically examining, recognizing, and repairing basic defects before they become major
problems [8,9]. To attain a level of service, it is necessary to continually improve the performance of the rolling stock,
which can be accomplished with proper maintenance. The complex integration of the rolling stock system can be
redistributed and reformed into embedded systems combined to provide a high-quality transportation service. Short term
benefits include low maintenance costs for non-essential system equipment, while long-term benefits include steady
operation for more significant and critical equipment or systems [10]. Previous scholars mentioned that the highest rank
of maintenance strategies was corrective and preventive maintenance [11]. In state-owned railroad companies, design
and maintenance were once entirely separate procedures [2]. A maintenance job card is used as a reference for the
maintenance team to perform preventative maintenance activities based on train distance traveled where the classification
of preventive maintenance activities adopted by KTMB is shown in Table 1.

2. Research Methodology
This study focuses mostly on irregular downtime, a high number of personnel, the frequency of maintenance
activities, and the compliance rate with working hours. In addition, the methodology offers ways for determining the
frequency of maintenance tasks and compliance details. As illustrated in Fig 1, the study flowchart is separated into three
phases (Phase 1, Phase 2, and Phase 3). Phase 1 consists of literature reviews and a study on the configuration of rolling
stock. The second phase focuses on gathering maintenance information collected from job cards as well as the employees’
payroll. The third phase examines and validates the frequency of preventive maintenance operations on rolling stock and
the level of compliance standards based on an examination of working hours compliance and man hours cost.

2.1 Phase 1: Literature Review

Recognizing the current issue and determining the project's objectives were the first steps conducted for this study.
To aid better understanding, research and related activities were undertaken using a variety of sources, such as books,
journals, and technical papers. To gain a better grasp of the railway Reliability, Availability and Maintainability (RAM)
standard, the EN50126 standard was first reviewed [12]. The KTMB Operation and Maintenance manual [13] was
referred to acquire a better understanding on the configuration and operation of the rolling stock system.

2.2 Phase 2: Data Collection (Record Review)

In this phase, a field investigation was conducted at the KTMB Batu Gajah Depot to collect the maintenance team's
historical data. To examine the preventive maintenance frequency, it is necessary to collect data of rolling stock
examination such as job cards that involve Exam A, B, C, and D. The examination concerning manhours compliance was
conducted in accordance with the organization's standard, as specified in the KTMB Operation and Maintenance manual
based on the highest duration of maintenance and labors. The classification of preventive maintenance activities adopted
by KTMB is shown in Table 1.

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Table 1 - Classification of KTMB preventive maintenance based on mileage

Exam Mileage
A Examination every 5,000 km
B Examination every 45,000 km
C Examination every 90,000 km
D Examination every 180,000 km

2.3 Phase 3: Analyzing and Validating Data

The preliminary findings were based on the data from job cards. The following parameters were required to analyze
the data:
• Date and time of maintenance operations (Fig. 2a)
• Number of labors involved in maintenance activities (Fig. 2b)
• Distance traveled (Fig 2a)
• Maintenance activities' duration (Fig 2a)
• Observations reported by the maintenance crew (Fig 3)
These indicators were studied independently to determine the frequency of maintenance activities and the level of
standard maintenance compliance (Fig 4). After examining the data provided by the company, multiple meetings and
discussions were held with the maintenance team to confirm the findings.

Fig. 1 - Study flowchart

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a)

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b)
Fig. 2 - Job Card Sheet

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Fig. 3 - Job Card Checklist

Fig. 4 - KTMB Maintenance Standard [13]

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Calculating the Revenue Percentage:

𝑅𝑒𝑣𝑒𝑛𝑢𝑒
𝑅𝑒𝑣𝑒𝑛𝑢𝑒 𝑃𝑒𝑟𝑐𝑒𝑛𝑡𝑎𝑔𝑒 = ∗ 100%
𝑂𝑟𝑔𝑎𝑛𝑖𝑧𝑎𝑡𝑖𝑜𝑛′𝑠 𝑆𝑡𝑎𝑛𝑑𝑎𝑟𝑑 𝐶𝑜𝑠𝑡
−𝑅𝑀2552.82
𝑅𝑒𝑣𝑒𝑛𝑢𝑒 𝑃𝑒𝑟𝑐𝑒𝑛𝑡𝑎𝑔𝑒 = ∗ 100%
𝑅𝑀8073.61
𝑅𝑒𝑣𝑒𝑛𝑢𝑒 𝑃𝑒𝑟𝑐𝑒𝑛𝑡𝑎𝑔𝑒 = −32%

3. Result and Discussion

Four types of PM activities were conducted by KTMB to ensure that repairs and replacements are performed in a
timely manner to ensure optimal operation which consist of Exam A, B, and C as depicted in Fig. 5, with a total of 76
activities recorded. Based on the results, it can be deduced that the frequencies of Exam A recorded among the highest
compared to Exam B and C. This is because Exam A was conducted every 5,000-kilometer mileage whereas Exam B
and C are conducted every 45,000 kilometer and 90,000-kilometer mileage respectively. Through these discoveries, a
comparative analysis was undertaken between the maintenance team's actual practices and the organization's standards.
The percentage compliance chart for the maintenance team's man hours was displayed in a dark blue line.
In January and March of 2019, the maintenance department successfully adhered to the organization's maintenance
standards. This can be demonstrated when both months accomplished 100 percent compliance in respect to the manhour’s
standards. In December and May, the respective percentages were 86% and 75%, respectively. Even though August 2019
recorded the highest frequency of maintenance activities, the percentage of compliance in that month was at the third
lowest level. Factors that contributed to the low compliance percentage were due to long maintenance periods or large
numbers of manpower or both. However, the lowest percentage of maintenance standards compliance was recorded in
September, with a compliance percentage of 25%. This has contributed to increased maintenance costs and decreased
train availability due to the comparatively long repair time and noncompliance with the organization's standards.

Fig. 5 - Preventive maintenance 2019

The frequency of maintenance activities performed in 2020 is depicted in Fig 6. In 2020, 57 maintenance actions
were recorded compared to 76 maintenance activities in 2019. Compared to the preceding year of the COVID-19
epidemic, train service has decreased substantially [14]. As a result of the Movement Control Order (MCO) implemented
to prevent the outbreak from spreading [15], there are limited trains in operation. In 2020, due to the COVID-19
pandemic, the least amount of maintenance work was performed. PM Exam A in 2020 recorded the fewest frequency
compared to Exam A in 2019. Based on the findings, no maintenance works were documented as of April 2020. This is
due to the MCO being implemented in March 2020. As a result, fewer trains are operating to meet passengers' n,eeds and
the maintenance operations resumed back in May onwards. As a result, many trains began operating to accommodate the
demands of the passengers. Exam A was taken less frequently in October 2020.
Based on the frequency of PM's actions, an additional study was conducted to investigate the level of maintenance
compliance with the organization's standard. The percentage compliance chart for the maintenance team's man hours was
displayed in the green line. According to the results, the level of adherence to the organization's requirements was 100%
in May 2020, with only a single maintenance activity was documented, and the maintenance staff successfully adhered
to the maintenance standard. From January through March 2020, a reduction in maintenance compliance rates was
observed. This is mainly due to the lack of maintenance actions during the relevant period. Therefore, there was a modest

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reduction in man hours. In April 2020, there were no maintenance operations recorded. The proportion of compliance
with maintenance man hours is therefore not reported. Nonetheless, as of November 2020, no compliance level with
respect to maintenance operating hours was documented. Yet, two maintenance actions were performed over the period.
Nevertheless, neither activity meets the organization's maintenance specifications.

Fig. 6 - Preventive maintenance 2020

Table 2 - Summary of maintenance compliance for 2019 and 2020

2019
Non- Actual Practice Organization's Standard
Exam Quantity Compliance Revenue Revenue Percentage
(%) Manhours Cost Manhours Cost
A 64 39% 588.5 RM11,232.43 576 RM10,993.85 -RM238.58 -2%
B 9 0 63.5 RM1,212.00 135 RM2,576.68 RM1,364.69 53%
C 3 0 7 RM133.61 171 RM3,263.80 RM3,130.19 96%
Total 76 659 RM12,578.03 882 RM16,834.33 RM4,256.30 25%
2020
Non- Actual Practice Organization's Standard
Exam Quantity Compliance Revenue Revenue Percentage
(%) Manhours Cost Manhours Cost
A 47 62% 556.75 RM10,626.43 423 RM8,073.61 -RM2,552.82 -32%
B 5 40% 64 RM1,221.54 75 RM1,431.49 RM209.95 15%
C 3 0% 14 RM267.21 171 RM3,263.80 RM2,996.59 92%
D 2 0% 23.5 RM448.53 162 RM3,092.02 RM2,643.49 85%
Total 57 658.25 RM12,563.71 831 RM15,860.91 RM3,297.20 21%

Overall, compliance with standards is essential and has been the focus of this study. The summary of maintenance
compliance for 2019 and 2020 was tabulated in Table 2. Exam A in 2019 and 2020 does not meet the defined
implementation standards based on the findings. This has resulted in losses of revenue of RM 238.58 in 2019 and RM
2552.82 in 2020 where 2020 has recorded the highest percentage of losses (32%) since the cost of the maintenance
activity exceeds the standard cost. Therefore, it can be inferred that complying with the standard is essential for reducing
unscheduled downtime, which in turn reduces the cost of manhours.

4. Conclusion and Recommendation

The maintenance data and information for 2019 and 2020 were evaluated to determine the frequency of each type of
maintenance activity. Train maintenance is performed in stages proportional to the distance traveled by train. According
to the study's findings, Exam A was conducted more frequently than the other Exams in both 2019 and 2020. Based on
the frequency of maintenance activities, further examination of the maintenance workforce's compliance was conducted.

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The purpose of the study was to evaluate the maintenance team's actual practices to the organization's established
guidelines. Based on the findings, within 2 years (2019 – 2020), only 3 times 100% compliance was recorded which was
in January 2019, March 2019, and May 2020. September 2019 recorded the lowest manhours compliance percentage due
to a combination of factors, including a lengthy maintenance duration, a significant volume of labor, or both. Compared
to 2019, findings from 2020 indicate that the frequency of maintenance actions has dropped significantly. This is due to
the global outbreak caused by the Covid-19. Thus, train operations are limited because of MCO enforcement. Overall,
Exam A does not meet the set implementation standards which result in total losses of RM 2791.40 in terms of man-
hours cost.
This study proves that the train maintainability may be determined by analyzing the frequency of maintenance
activities performed, and the train availability and manpower can be determined by comparing the number of manhours
in compliance. As a result, it can be deduced that adhering to the standard is critical for decreasing downtime, which
minimizes the cost of manhours. However, the analysis of the train's maintainability, including the replacement cost,
requires significantly more effort. It is anticipated that the outcome of this study will aid local railroad operators by
improving train quality through time-consuming maintenance procedures. Simultaneously, the suggested method would
provide a rapid and cost-effective strategy in which disruptions and downtime in train operations may be minimized when
the train is in good condition following maintenance.

Acknowledgement
This research is supported by the Ministry of Higher Education through Konsortium Kecemerlangan Penyelidikan
(KKP) No K346 and Universiti Tun Hussein Onn Multidisciplinary Research Grant (MDR) No H475. Sincere gratitude
to the Maintenance Department of KTMB Malaysia for all the support and assistance they provided throughout the period
of this project.

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