Framework to Improve Information Flow to Customers During Service Disruptions on London Underground Limited
Key words Supply Chain, Supply Chain Management, Business Processes, Improving Information, EDI (Electronic Data Interchange), EPR (Enterprise Resource Planning), BPR (Business Process Re-engineering) Project Management. Abstract London Underground Limited (LUL) is a business that has to constantly look at improving the information flows within its supply chain to satisfy customer needs. ... This paper will be looking at issues where LUL could improve information, to its travelling customers, by improving the information flow within a key business process. That key business process is the information flow to the travelling customer, that is provided from the operational staff on stations and trains, via the Service Control Centre (SCC) based on each line. New technologies that now exist can benefit the information flow within the internal supply chain of LUL, by increasing the efficiency of information sharing Sharing information within the Service Control area of LUL is prone to inadequacies. These include repetitive information passed around the same departments, incorrect information, or even no information at all. In a recent marketing and planning report, ‘All you ever wanted to know about customers’ views on customer information’, H.Ratner, July 2002, it was found that customers do not receive the necessary information that they require to continue their journeys during times of service disruption/delays. This paper will identify a simple, but effective solution, whereby, station staff and train operators could receive much more timely information so that the correct and relevant information can be passed onto the travelling customer. Background Slack et al (2001) state that, ‘an organisation’s supply chain can be generally described as the flow of information and materials through an organisation, from initial stages, through the key operational processes and out to the end customer’. ‘The end customer then receives the product or service by way of distribution or service delivery’. ... Laudon and Laudon (2002), state that by managing the supply chain more effectively, an organisation can try to eliminate repetitiveness, redundant steps, and delays to the product or service that the end customer receives, thus satisfying customer needs. ... ‘London Underground Limited (LUL) is a mass rapid transport system that was formed in 1985, but its history dates back to 1863 when the first world underground railway opened in London. ... Three million customers rely on LUL each and every day’. ... As the Underground system is a railway environment, safety is of paramount importance. Incorrect, untimely, irrelevant information during service disruptions can lead to serious consequences or even death. ... , a fire started in an escalator at Kings Cross Underground station. ... Thirty-one people died and around sixty people were seriously injured partly due to incorrect information flow to various departments and emergency services. Emergency services arrived eventually but found that their radio systems did not work underground. Judge Fennel who led the following investigations then wrote a report for implementation on London Underground. ... As for information today, LUL conducts Mystery Shopper Surveys (MSS) as part of the information gathering of customers’ views of travelling on the underground. ... In a recent report by Helen Ratner (2002), it was found that a high priority for the travelling customer during service delays and disruptions was the provision of, real-time, accurate, consistent information. London Underground through its Customer Service Delivery Standards (CSDS) have identified the constituents of a customer-facing service and define the quality of delivery required in each service area to meet customers’ needs and priorities. This standard states that customers expect accurate, timely and relevant information at all stages of their journeys. On stations, information allows customers to identify and reach the correct platforms quickly and easily and also advises of service delays. On trains, time can be saved (and reassurances given), by ensuring that timely announcements are made about interchange points and service disruptions.