Troubleshooting Job Aids Help Keep a Major Transit System Running on Schedule

Suzanne Whitehead, training manager at MetroLink, the St. Louis region’s public transportation system, won the 2008 IMAP Award for her submission in the Training Materials category. She’s been an avid user of Information Mapping ever since she attended an Information Mapping workshop in 2003 while working for a large financial organization. “I think like this,” Suzanne told us. “My background is in human resources and training, and I immediately saw the value of this technique. When I left the bank I introduced it at my next company, and of course I did the same when I came to Metro.”

At MetroLink, Suzanne is responsible for the training needs of about 300 employees, including 100 light rail vehicle (LRV) operators. When she surveyed these operators in preparation for planning their annual re-certification program, nearly all of them responded that they needed to work on troubleshooting.

Troubleshooting MetroLink LRVs demands performance under stress

MetroLink takes pride in keeping its vehicles in service and running on schedule. When an LRV becomes disabled while operating in passenger service, its operator must work in close communication with a controller located at a MetroLink control center to restore the vehicle to service as quickly and efficiently as possible. Using a two-way radio, the controller provides the operator with step-by-step instructions for diagnosing and fixing the problem.

Troubleshooting a disabled LRV can be stressful. The controller, working remotely, must talk the operator through complicated procedures. The operator needs to work quickly and accurately to implement the troubleshooting instructions and get the LRV running and back on schedule. The stress inherent in the situation can intensify when supervisors, worried about the impact of a breakdown on the rest of the transit system, become involved.

Ineffective job aid made a difficult situation worse

When operators complained that they couldn’t understand the steps they needed to take when an LRV breaks down, Suzanne examined the job aid that they were using at the time; a 50-page troubleshooting booklet. She found that the booklet wasn’t an effective job aid. It was difficult to navigate due to a lack of labeling and inconsistent page numbering. Graphics were abundant, but often unlabeled, poorly marked, and confusing. Procedures were hard to follow, and often spanned multiple pages. Although it was intended for use under field conditions, the booklet was not weather-resistant. It was poorly bound, and operators complained that it fell apart with use. Suzanne also noted that the booklet was out of date, and it would be impossible to update without reprinting it completely.

Suzanne’s solution: Use Information Mapping to redesign job aid cards for better performance

Suzanne applied her Information Mapping skills—and her training know-how—to a complete redesign of the troubleshooting job aid. She approached the task with the users’ needs in mind, and the goal of facilitating the troubleshooting process and improving coordination of effort among operators and controllers.

She replaced the 50-page booklet with a set of 9 laminated, weather-resistant cards held together at one corner by a steel ring. Changes to a procedure can be dealt with economically by reprinting a single card. Suzanne designed each card to address a specific troubleshooting situation, with the procedures for fixing the problem presented in Step/Action table form. All steps are clearly numbered, and each procedure is contained on a single side of the card. Critical information is emphasized with warnings and other urgent points presented using larger typeface, red lettering, and italics. Suzanne used color coding to help operators quickly find the appropriate card, and to make it easier for them to get “on the same page” as controllers.

Results: “Finally we’re getting something we can use!”

The new job aid cards were issued to operators and controllers in May 2008. Reaction was nearly instantaneous, and overwhelmingly favorable. Operators reported they liked working with up-to-date, easy-to-use information. Controllers found that the cards helped them show supervisors what was going on and enabled them to work more effectively with operators. Comments such as “Finally we're getting something we can use!” were common. The new cards were such a hit that the Chief of MetroLink Operations requested a set.

Suzanne has been pleased by how well the job aid cards were received. She looks forward to applying her Information Mapping expertise to upcoming training projects for Metro’s Traction Power and Track Structure and Rail Maintenance groups.

We asked Suzanne to provide some advice for those seeking to introduce Information Mapping techniques to their organizations. “I feel that introducing the Method is really about showing people examples that they can relate to. They need to see very clearly what the efficiencies will be. Once they’ve seen a document that’s relevant to them, they’ll understand the benefits.”

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