Author(s)

J. P. Bert & F. Jubert

Abstract

The objective of this paper is to provide an empirical analysis of the difficulties encountered by drivers from a metro line in adopting a new type of rolling stock and to present the innovative process set up to accelerate this adoption. The introduction of a new type of train on a Paris metro line was met by some drivers with a sense of nervousness. Initial difficulties, in terms of training and braking, added to various technical problems, hindered the adoption, causing a genuine concern about driving the new trains. A rather superficial knowledge of the rolling stock made switching over to the new trains more difficult, leading to a fear of rejection of the new rolling stock by drivers and a prolonged delay of the processing of faults. Having identified those risks, the management of the metro line commissioned a report on human and organisational factors, with a view to identifying several management levers to facilitate switching to the new rolling stock. The initiative presented in this paper was started in this context. This innovative perspective, which aims at reducing the risks related to changing rolling stocks, derived from a meeting between a sociologist who graduated recently and a seasoned executive with a strong background in people management. This blend between theory and practical experience enabled one to build an innovative process, combining knowledge-management and operational marketing. Keywords: rolling-stock change, risk management, qualitative approach, knowledge-management, operational marketing.

Keywords

rolling-stock change, risk management, qualitative approach, knowledge-management, operational marketing