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Csx can we fix it????
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[quote]QUOTE: <i>Originally posted by oltmannd</i> <br /><br />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. <br /> <br />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. <br /> <br />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. <br /> <br />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. <br /> <br />[/quote] <br /> <br />Sounds like a good idea. Has the Senior Management "Lend Lease" of Tony Ingram from the NS made any difference? <br /> <br />LC
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