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    The Triangle Improvement Task Force reported on the results of a pilot program to reduce vehicle wait times at the Washington State Ferries terminal. The pilot increased the average number of vehicles processed per minute and total vehicles moved during peak hours. This was achieved through more active management of the dock and queue, including sending staff to retrieve additional vehicles from the line. Next steps include implementing the changes long-term, public outreach, ongoing monitoring, and making refinements based on collected data. The single lane of traffic remains a constraint, but continuous improvements are expected through training and experience with the new system.

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    Triangle Task Force presentation

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    The Triangle Improvement Task Force reported on the results of a pilot program to reduce vehicle wait times at the Washington State Ferries terminal. The pilot increased the average number of vehicles processed per minute and total vehicles moved during peak hours. This was achieved through more active management of the dock and queue, including sending staff to retrieve additional vehicles from the line. Next steps include implementing the changes long-term, public outreach, ongoing monitoring, and making refinements based on collected data. The single lane of traffic remains a constraint, but continuous improvements are expected through training and experience with the new system.

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    938 views16 pages

    Triangle Task Force Presentation

    Uploaded by

    WestSeattleBlog
    The Triangle Improvement Task Force reported on the results of a pilot program to reduce vehicle wait times at the Washington State Ferries terminal. The pilot increased the average number of vehicles processed per minute and total vehicles moved during peak hours. This was achieved through more active management of the dock and queue, including sending staff to retrieve additional vehicles from the line. Next steps include implementing the changes long-term, public outreach, ongoing monitoring, and making refinements based on collected data. The single lane of traffic remains a constraint, but continuous improvements are expected through training and experience with the new system.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
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    of 16

    Triangle Improvement

    Task Force

    Washington State Ferries


    June 6, 2017
    Quick Wins Report
    Pilot results
    Public awareness campaign
    Next steps

    2
    Results: Metrics Vehicle Processing (3 pm to 6 pm)
    5 1000

    Average vehicles per min 4.5 950

    Baseline: 4.2 4 900

    Total Vehicles
    Vehicles/Min
    Pilot: 4.1 3.5 850

    3 800

    2.5 750
    Average vehicles moved
    2 700
    at peak time (3-6pm)
    1.5 650
    Baseline: 639.5
    Pilot: 726.25
    1 600

    0.5 550

    0 500
    5/8 5/9 5/10 5/11 5/15 5/16 5/17 5/18

    3
    Results: Discovery
    How did the terminal move more More time actively loading the dock
    vehicles overall, if the rate didnt Average active time per day:
    increase? Baseline: 150 minutes
    Pilot: 169 minutes

    4
    Results: Public Input
    Community feedback
    Few official comments
    Focused on by-pass & pre-ticketing

    Mixed direct feedback


    Some positive feedback
    Many complaints about wait & changes
    A few complaints about rhythm

    Social media
    Have heard about lots of discussion

    5
    Additional Findings
    Single lane on Fauntleroy Way
    is major constraint

    Active management of dock


    and queue helps

    By-pass lane remains unviable

    6
    Additional Findings
    Single lane on Fauntleroy Way Single lane creates a plug that
    is major constraint prevents vehicles from getting to dock

    Active management of dock and Two ways to manage problem:


    queue helps Go get cars
    Bring cars to you
    By-pass lane remains unviable

    7
    Additional Findings
    Single lane on Fauntleroy Way Go get cars
    is major constraint Splitter relieves officer to go get more
    vehicles
    Active management of dock and Keeps tollbooths clear to process
    vehicles pulled out of line
    queue helps

    Bring cars to us
    By-pass lane remains unviable
    Splitter and SPD provide information to
    dock director about queue
    Dock director assigns lanes to keep
    queue moving and get more cars to
    tollbooth

    8
    Additional Findings
    Single lane on Fauntleroy Way Unsafe
    is major constraint Limited availability when
    Boat is not unloading
    Active management of dock and Vehicles are available
    queue helps
    There is room on dock

    By-pass lane remains unviable

    9
    Next steps
    Implementation
    Public outreach
    Monitoring
    Continuous improvement

    10
    Next steps
    Implementation On track to start for summer schedule
    Public outreach Monitor and data collection for
    Monitoring 30 days
    Continuous improvement Adapt as needed

    11
    Next steps
    Implementation Similar to pilot outreach
    Public outreach We need your help
    Monitoring
    Continuous improvement

    12
    Next steps
    Implementation Monitoring and data collection for first
    Public outreach 30 days
    Monitoring Task force site visit in July
    Continuous improvement

    13
    Next steps
    Implementation Performance improvements with
    Public outreach familiarity and training
    Monitoring New process creates some additional
    Continuous improvement capacity for staff; frees up scanner to
    be flagger
    Paves way for tickets on phones this
    summer
    Will tweak system based on monitoring
    data

    14
    Takeaways
    Initial results promising: Moved
    ~85 more cars a day during peak time
    Additional, incremental improvement
    expected with training and familiarity
    Changes will NOT eliminate wait times
    or all unused spots on vessel

    15
    QUESTIONS?

    16

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