Rostering from staffing levels: a branch-and-price approach

Many rostering methods first create shifts from some given staffing levels, and after that create rosters from the set of created shifts. Although such a method has some nice properties, it also has some bad ones. In this paper we outline a method that creates rosters directly from staffing levels. We use a Branch-and-Price (B\&P) method to solve this rostering problem and compare it to an ILP formulation of the subclass of rostering problems studied in this paper. The two methods perform almost equally well. Branch-and-Price, though, turns out to be a far more flexible approach to solve rostering problems. It is not too hard to extend the Branch-and-Price model with extra rostering constraints. However, for ILP this is much harder, if not impossible. Next to this, the Branch-and-Price method is more open to improvements and hence, combined with the larger flexibility, we consider it better suited to create rosters directly from staffing levels in practice

Crew Rostering for the High Speed Train

At the time of writing we entered the final stage of implementing the crew rostering system Harmony CDR to facilitate the planning of catering crews on board of the Thalys, the High Speed Train connecting Paris, Cologne, Brussels, Amsterdam, and Geneva. Harmony CDR optimally supports the creation of crew rosters in two ways. Firstly, Harmony CDR contains a powerful algorithm to automatically generate a set of rosters, which is especially developed for this specific situation. As the user has some control over the objectives of the algorithm, several scenarios can be studied before a set of rosters is adopted. An important feature of the automatic roster generator is that it respects requirements, directives, and requests stemming from legal, union, and/or company regulations and/or from individual crew. Secondly, Harmony CDR provides user-interface data manipulation at various levels of detail. The user interface enables the planner to easily obtain many different views on the planning data and to manipulate the planning manually. So again, the planner gets optimal support from the system while he or she is still in control. Also, violating a requirement, directive, or request is detected and displayed, but can be accepted by the planner. In this paper we describe the crew rostering problem for the catering crews of the High Speed Train and the Harmony CDR solution in more detail.decision support systems;railways;crew rostering

Operations research in passenger railway transportation

In this paper, we give an overview of state-of-the-art OperationsResearch models and techniques used in passenger railwaytransportation. For each planning phase (strategic, tactical andoperational), we describe the planning problems arising there anddiscuss some models and algorithms to solve them. We do not onlyconsider classical, well-known topics such as timetabling, rollingstock scheduling and crew scheduling, but we also discuss somerecently developed topics as shunting and reliability oftimetables.Finally, we focus on several practical aspects for each of theseproblems at the largest Dutch railway operator, NS Reizigers.passenger railway transportation;operation research;planning problems

Crew Rostering for the High Speed Train

At the time of writing we entered the final stage of implementing the crew rostering system Harmony CDR to facilitate the planning of catering crews on board of the Thalys, the High Speed Train connecting Paris, Cologne, Brussels, Amsterdam, and Geneva. Harmony CDR optimally supports the creation of crew rosters in two ways. Firstly, Harmony CDR contains a powerful algorithm to automatically generate a set of rosters, which is especially developed for this specific situation. As the user has some control over the objectives of the algorithm, several scenarios can be studied before a set of rosters is adopted. An important feature of the automatic roster generator is that it respects requirements, directives, and requests stemming from legal, union, and/or company regulations and/or from individual crew. Secondly, Harmony CDR provides user-interface data manipulation at various levels of detail. The user interface enables the planner to easily obtain many different views on the planning data and to manipulate the planning manually. So again, the planner gets optimal support from the system while he or she is still in control. Also, violating a requirement, directive, or request is detected and displayed, but can be accepted by the planner. In this paper we describe the crew rostering problem for the catering crews of the High Speed Train and the Harmony CDR solution in more detail

Crew Scheduling for Netherlands Railways: "destination: customer"

: In this paper we describe the use of a set covering model with additional constraints for scheduling train drivers and conductors for the Dutch railway operator NS Reizigers. The schedules were generated according to new rules originating from the project "Destination: Customer" ("Bestemming: Klant" in Dutch). This project is carried out by NS Reizigers in order to increase the quality and the punctuality of its train services. With respect to the scheduling of drivers and conductors, this project involves the generation of efficient and acceptable duties with a high robustness against the transfer of delays of trains. A key issue for the acceptability of the duties is the included amount of variation per duty. The applied set covering model is solved by dynamic column generation techniques, Lagrangean relaxation and powerful heuristics. The model and the solution techniques are part of the TURNI system, which is currently used by NS Reizigers for carrying out several analyses concerning the required capacities of the depots. The latter are strongly influenced by the new rules.crew scheduling;dynamic column generation;lagrange relaxation;railways;set covering model

In search of work/life balance: trainee perspectives on part-time obstetrics and gynaecology specialist training

BACKGROUND: Part-time training (PTT) is accessed by approximately 10% of Australian obstetrics and gynaecology trainees, a small but increasing minority which reflects the growing demand for improved work/life balance amongst the Australian medical workforce. This survey reports the attitudes and experiences of both full-time and part-time trainees to PTT. METHODS: An email-based anonymous survey was sent to all Australian obstetrics and gynaecology trainees in April 2009, collecting demographic and training status data, data on personal experiences of PTT and/or trainees, and attitudes towards PTT. RESULTS: 105 responses were received (20% response rate). These indicated strong support (90%) from both full-time (FT) and part-time (PT) trainees for the availability of PTT. PT trainees were significantly more likely than FT trainees to be female with children. Improved morale was seen as a particular advantage of PTT; decreased continuity of care as a disadvantage. CONCLUSIONS: Although limited by poor response rate, both PT and FT Australian obstetric trainees were supportive of part-time training. Both groups recognised important advantages and disadvantages of this mode of training. Currently, part-time training is accessed primarily by female trainees with family responsibilities, with many more trainees considering part-time training than the number that access it

A decision support system for crew planning in passenger transportation using a flexible branch-and-price algorithm

This paper discusses a decision support system for airline and railway crew planning. The system is a state-of-the-art branch-and-price solver that is used for crew scheduling and crew rostering. We briefly discuss the mathematical background of the solver, of which most part is covered in the Operations Research literature. Crew scheduling is crew planning for one or a few days that results in crew duties or pairings, and crew rostering is crew planning for at least one week for individual crew members. Technical issues about the system and its implementation are covered in more detail, as well as several applications. In particular, we focus on

Making it work: a workforce guide for disability service providers

This guide provides strategies for disability service providers to draw upon when creating and sustaining a workforce of support workers to meet the aims of DisabilityCare Australia and implement the National Disability Insurance Scheme Act 2013. In particular, the Guide is designed to assist providers develop a workforce strategy that will enable support workers to: i)    support the independence and social and economic participation of people with disability ii)    provide reasonable and necessary supports, and iii)    enable people with disability to exercise choice and control in the pursuit of their goals and the planning and delivery of their supports. The essence of DisabilityCare Australia is to be supportive, responsive, flexible and creative. This Guide offers a wealth of ideas and practical suggestions without being prescriptive. It includes ideas relating directly to support workers as well as to their interactions with service users and their employing service provider, and there are varying cost implications. The Guide does not attempt to provide one integrated workforce management strategy. Instead, it is intended that providers will take away ideas to develop their own unique workforce strategy relevant to their environment and provider type. The aim of this guide is to contribute to the development of enthusiastic, competent and satisfied workers who will embrace the aims of DisabilityCare Australia and provide excellent support to people with disability. The Guide is organised around the following themes: Communication Organisational culture, values and expectations Recruitment Flexible, responsive and creative work Training, mentoring and support Recognition and incentives Career Pathways Authors: Dr Carmel Laragy, RMIT University Associate Professor Paul Ramcharan, RMIT University Associate Professor Karen Fisher, Social Policy Research Centre, University of NSW Karen McCraw, CEO, Karden Disability Support Foundation Robbi Williams, CEO, Purple Orange (Julia Farr Foundation

Decision support for crew rostering at NS

This paper describes a method for solving the cyclic crew rostering problem (CCRP). This is the problem of cyclically ordering a set of duties for a number of crew members, such that several complex constraints are satisfied and such that the quality of the obtained roster is as high as possible. The described method was tested on a number of instances of NS, the largest operator of passenger trains in the Netherlands. These instances involve the generation of rosters for groups of train drivers or conductors of NS. The tests show that high quality solutions for practical instances of the CCRP can be generated in an acceptable amount of computing time. Finally, we describe an experiment where we constructed rosters in an automatic way for a group of conductors. They preferred our - generated - rosters over their own manually constructed rosters

Solving large scale crew scheduling problems by using iterative partitioning

This paper deals with large-scale crew scheduling problems arisingat the Dutch railway operator, Netherlands Railways (NS). NSoperates about 30,000 trains a week. All these trains need a driverand a certain number of conductors. No available crew schedulingalgorithm can solve such huge instances at once. A common approachto deal with these huge weekly instances, is to split them intoseveral daily instances and solve those separately. However, wefound out that this can be rather inefficient.In this paper, we discuss several methods to partition hugeinstances into several smaller ones. These smaller instances arethen solved with the commercially available crew schedulingalgorithm TURNI. We compare these partitioning methods with eachother, and we report several results where we applied differentpartitioning methods after each other. The results show that allmethods significantly improve the solution. With the best approach,we were able to cut down crew costs with about 2\\% (about 6 millioneuro per year).crew scheduling;large-scale optimization;partitioning methods