QUOTE: Originally posted by joeyalone QUOTE: Originally posted by JoeKoh Just a few observations.Have reported dark signals and crossing gate problems to csx the past couple weeks.(also today).Today in Deshler the MOW hounds were working on the east side of town.A worker came down checked on the diamond and said things are going to get worse. They wished management would let them maintain things like they should.Not a good way to run a railroad[:(] stay safe Joe A Message to Joe Koh: Pardon me for being a bit off topic. Say joe, by any chance I didn't happen to meet you on a very cold October night back in Deshler, Ohio at the railfan park by any chance, did I? I was the young man with the blue bicycle that had a flat tire, stuck trying to make my way out of Deshler? If so, it was good talking to you, and thanks for your advice and help. take care - joey
QUOTE: Originally posted by JoeKoh Just a few observations.Have reported dark signals and crossing gate problems to csx the past couple weeks.(also today).Today in Deshler the MOW hounds were working on the east side of town.A worker came down checked on the diamond and said things are going to get worse. They wished management would let them maintain things like they should.Not a good way to run a railroad[:(] stay safe Joe
Deshler Ohio-crossroads of the B&O Matt eats your fries.YUM! Clinton st viaduct undefeated against too tall trucks!!!(voted to be called the "Clinton St. can opener").
QUOTE: Originally posted by BNSF railfan. You know to all of you in this forum I say this. I am amazed in the Union Pacific Railroad in how there doing a much better job than the CSXT ever would.Everyone has there problems just like the UP did. And even though the CSXT is having theirs now. Just think,They will too,Do the same just like the UP! The Railroads need to work TOGETHER. The CSXT "CAN" fix there problems......It will just take time. Just give them more time!
QUOTE: Originally posted by BaltACD QUOTE: Originally posted by Limitedclear QUOTE: Originally posted by oltmannd What I've seen and read of CSX leads me to believe that their problems are the result of some questionable strategic decisions added to general lack of focus and short span of attention. They made a strategic decision to concentrate on bulk commod. and drop their "high speed" routes, figuring intermodal had no future. This turned out to be flat wrong and they have been scrambling around trying to re-assemble some high speed east-west routes. The Conrail aquisition was part of this. They also have had trouble figuring out if they were just a RR, or a RR/steamship/barge company. So, lots of money and opportunity down the drain. They also have tried out many bright ideas over the past couple of decades such as "service lanes" and "local operating playbooks", but just didn't stick with any of them long enough to fine tune and actually make work. They would tend to declare failure after a relatively short time and look for another magic, silver bullet solution. This approach really corrodes the commitment of the employees to any new idea - they figure they just have to bide their time until mgt. loses interest in the "program du jour" and moves on to something else. I think the way out is to pick one key thing, such as intermodal train performance or carload terminal car connections or even their current network redesign and then set up a measurement system that allows local management to see their particular details, create some goals, and then manange by that measure until goals are met. Focus everybody on that measure and don't move onto anything else until the goals are achieved. Sounds like a good idea. Has the Senior Management "Lend Lease" of Tony Ingram from the NS made any difference? LC Tony Ingram hasn't made any impact.....the operating plan has to fit the CSX physical plant....not the NS plant. You either design the operating plan to fit the physical plant or you change the physical plant to facilitate the operating plan. Ingram has done neither.
QUOTE: Originally posted by Limitedclear QUOTE: Originally posted by oltmannd What I've seen and read of CSX leads me to believe that their problems are the result of some questionable strategic decisions added to general lack of focus and short span of attention. They made a strategic decision to concentrate on bulk commod. and drop their "high speed" routes, figuring intermodal had no future. This turned out to be flat wrong and they have been scrambling around trying to re-assemble some high speed east-west routes. The Conrail aquisition was part of this. They also have had trouble figuring out if they were just a RR, or a RR/steamship/barge company. So, lots of money and opportunity down the drain. They also have tried out many bright ideas over the past couple of decades such as "service lanes" and "local operating playbooks", but just didn't stick with any of them long enough to fine tune and actually make work. They would tend to declare failure after a relatively short time and look for another magic, silver bullet solution. This approach really corrodes the commitment of the employees to any new idea - they figure they just have to bide their time until mgt. loses interest in the "program du jour" and moves on to something else. I think the way out is to pick one key thing, such as intermodal train performance or carload terminal car connections or even their current network redesign and then set up a measurement system that allows local management to see their particular details, create some goals, and then manange by that measure until goals are met. Focus everybody on that measure and don't move onto anything else until the goals are achieved. Sounds like a good idea. Has the Senior Management "Lend Lease" of Tony Ingram from the NS made any difference? LC
QUOTE: Originally posted by oltmannd What I've seen and read of CSX leads me to believe that their problems are the result of some questionable strategic decisions added to general lack of focus and short span of attention. They made a strategic decision to concentrate on bulk commod. and drop their "high speed" routes, figuring intermodal had no future. This turned out to be flat wrong and they have been scrambling around trying to re-assemble some high speed east-west routes. The Conrail aquisition was part of this. They also have had trouble figuring out if they were just a RR, or a RR/steamship/barge company. So, lots of money and opportunity down the drain. They also have tried out many bright ideas over the past couple of decades such as "service lanes" and "local operating playbooks", but just didn't stick with any of them long enough to fine tune and actually make work. They would tend to declare failure after a relatively short time and look for another magic, silver bullet solution. This approach really corrodes the commitment of the employees to any new idea - they figure they just have to bide their time until mgt. loses interest in the "program du jour" and moves on to something else. I think the way out is to pick one key thing, such as intermodal train performance or carload terminal car connections or even their current network redesign and then set up a measurement system that allows local management to see their particular details, create some goals, and then manange by that measure until goals are met. Focus everybody on that measure and don't move onto anything else until the goals are achieved.
-Don (Random stuff, mostly about trains - what else? http://blerfblog.blogspot.com/)
Our community is FREE to join. To participate you must either login or register for an account.