| Summary: | With increasing awareness that maintenance not only ensures safety and track performance, but also creates additional value in the business process; many infrastructure managers and owners are treating maintenance as an integral part of the business process. This is also true for the Banverket (Swedish National Rail Administration). One key issue for Banverket is to verify that the undertaken maintenance activities provides expected results, measured through maintenance performance indicators (MPI) related to technical, economical, and organizational issues. It is also necessary to classify the degree of effect for every single MPI, i.e. to create a logical cause-and-effect structure. The main purpose of this research work is to identify and study the existing operation and maintenance performance indicators related to railway infrastructure, their application in short term and long-term perspective to analyse their usefulness for operation and maintenance planning of the railway infrastructure. Furthermore, the study is to find a structured, reliable, and cost effective method using maintenance performance indicators (MPI) such as OEE-values to facilitate the operation and maintenance decision making process both in short term and long term perspective for the railway infrastructure management. A study at Banverket shows that 10 MPIs out of 17 identified ones are in use, where eight of them match the MPIs identified through the documents and two additional ones identified through interviews. Two conducted case studies at Banverket and Jernbaneverket, the Norwegian rail administration, shows that it is possible to quantify and benchmark MPIs between different countries. The comparison from the Iron Ore Line between Kiruna and Narvik indicated more or less the same rail and track related maintenance costs per track kilometre in Norway as in Sweden. The overhead cost per track kilometre results in 12 times higher costs for Jernbaneverket due to different track length in Norway and Sweden, though the number of ...
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