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Heralding the Age of High-Speed Rail Transport Network Expands East and West High-Tech Operation Systems Supporting Exacting Operation Assuring Safety and Comfort |
| Along with this ever-advancing technological innovation, what has supported the safe, exact operation of Japan's Shinkansen is the high level of morale among employees working in different sections, according to Yoshihira Fukushima, who manages the Transport Section of East Japan Railway Company's Transport and Rolling Stock Department: "Making these trains run on time leads to increased confidence among our passengers. Since we started our Shinkansen service, the average delay per train run has been 19 seconds. The purpose of the Shinkansen is to provide as many passengers as possible with a safe, smooth ride. That 19-second average delay is the result of day-to-day implementation of a timetable that is packed to the upper limit of 15 trains per hour in order to maximize the number of passengers we can serve." To run 15 trains per hour, trains have to run four minutes apartthat's four minutes apart with only a 19-second average delay. Measures of punctuality for rail transport vary from country to country, making straight comparisons impossible; but it is safe to say that the Shinkansen ranks among the most precisely operated train systems in the world. And just as Fukushima says, this level of punctuality inspires customer confidence and it shows in the results: almost 20 years after the JNR, the forerunner of today's East Japan Railway Company, inaugurated service on the Tohoku Shinkansen in 1982, 110,000 Shinkansen trains now carry 90 million passengers annually. Mention of timetables may conjure images of gridded diagrams with stations on the vertical axis and time on the horizontal axis, and diagonal lines showing at a glance where trains overtake each other and where inbound and outbound trains pass by one another. Until computers were introduced, employees from all different routes would gather overnight with paper, pencils, rulers, and calculators, to construct the timetable. Specialists, allowing for the particular attributes of each train, would draw the diagonal lines to complete the diagram. As Fukushima explains, "Both in the early days and now, the fundamental goal in composing the timetable is still the same: to make it reflect the needs of our passengers. That is actually quite a challenge. Nowadays, we leave the detailed calculations and the task of generating the tables to computers; but it's people who still have to make the final decisions. We pull together data on all the variablesnot only passenger volume but car capabilities as welland then go through and decide departure and arrival times and the balance of through trains and trains that will stop at each station. The truth is, even with the help of computers, we still need specialists to go through and work out the timetables." For example, schedulers work to minimize trip times for long journeys. Where commuter demand is high, they run more double-decker trains so people can sit and relax during their ride. Where an eight-car train might normally have been used, they might link two trains together to double seating capacity during the same timetable slot. Trains comprised of the newest E4-series cars can carry 1,634 people, among the highest passenger capacity in the world. But it seems that user needs are unlimited. For example, during the ski-season rush, special trains have to be added to the weekend schedule. There is also the challenge of synchronizing connections with local train lines. Creating the timetables for the Shinkansen is a difficult task that demands consideration of many factors. |
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