199211 – Ness – The Future for SRT Training: Training for the Future

From 1985 to the present, the State Railway of Thailand (SRT) has embarked upor1 a series of major re-signalling schemes which have and will, continue to replace signalling equipment installed up to forty years ago with modern control and communications facilities.

This modernization programme focuses on the areas of highest traffic density within SRT’s 3,673 km network and includes the upgrading of some 130 existing interlockings plus the construction of completely new lines and systems.

Figure 1 illustrates the extent of SRT’s Signalling and Telecommunications (S&T) network as it existed prior to the implementation of the two major projects currently under construction (i.e. Westing house (Aust) CTC Project and GEC (UK) Colourlight Project). Figure 2 indicates the network as it will be following completion of these projects. These new works represent a 16 fold increase in the number of relay interlockings to be operated and maintained by SRT. Coupled to these developments other projects, both confirmed and proposed, to meet the needs of Thailand’s expanding economy, will continue to impose major alterations on the face of the network at least until the end of the decade.

A list of SRT’s current and future S&T projects is provided in Figure 3 and as will be appreciated the complexity of equipment demanded for these modern systems clearly represents a quantum leap forward in technology that necessitates a level of knowledge, and familiarity with a range of equipment, not previously encountered on the railway.

In order for the railway to operate at maximum efficiency it is not only necessary for staff directly involved with the systems to be trained to the requisite level but highly desirable that other members of the organization, who will also be exposed to them, be provided with a sufficient degree of understanding of the systems that they can effectively deal with the new technology without fear or hesitation (e.g. Operator’s & Drivers).

With all previous projects SRT has adopted the approach that training particular to each project be provided by the contractor and/or consultant involved. This scheme has proved successful in the past however, it has allowed different practices to be employed in different regions which complicates staff relocation and inhibits standardization of maintenance procedures. In view of the wide variety of equipment employed throughout the country, and SRT’s desire for a flexible and mobile workforce, the decision has been made to set up a national training scheme for all S&T and related staff that will allow the organization to effectively cope with its changing environment.

Although adequate training schemes are vital to the successfuI long-term implementation of modern systems it has also been necessary to consider adjustments to organizational structure and promotion criteria such that staff are encouraged to undertake available training and to ensure that suitably experienced and qualified staff are selected for positions as they become available.

The aim of this paper is to outline SRT’s current staff structure as it applies to the S&T Department, to highlight the difficulties and obstacles facing the railway in achieving its goals, and to provide an overview of the revised training and organizational structure being adopted.

At the time of writing the process of change is in its initial stages of implementation, and it is anticipated changes to the master plan w i l l be necessary. However, the basic requirements and objective of S&T’s training programme will remain unchanged.