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 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
Never too old to have a happy childhood!
QUOTE: Originally posted by Limitedclear 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 Joe- CSX is hurting for ca***o handle repairs. That is one reason they are spinning off all sorts of lines and will continue the program in 2005. It could even be that the lines you are looking at might be candidates for spin offs. They have been spinning some mighty big lines. LC
QUOTE: Originally posted by n_stephenson Problem Solved???? Not hardly!!! CSX is still reeling from taking over Conrail and the UP would have to inherit that problem as well as the nightmare of doubling its territory and responsibilities. UP is still wiping its hands from the SP takeover. Anyways, I don't think the NTSB would even consider it. Things will probably stay the way there are pertaining to the Class 1's. That's my [2c]
-Don (Random stuff, mostly about trains - what else? http://blerfblog.blogspot.com/)
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.
QUOTE: Originally posted by up829 I sometimes wonder if we would have been better of with east/west mergers instead of regional. What if, instead of Penn Central, UP+NYC and ATSF+Pennsy?? Then maybe NS+SP and BN+C&O/B&O???
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 n_stephenson LC, Thanks for the heads up on the STB boggle; wasn't quite sure. I don't that Tony Ingram is completely behind the "ONE PLAN" that is currently in effect and was implemented in July, but a lot of my overtime to Chicago has disappeared. Many people I have worked with are stunned at how fast trains are getting into the Chicago yards recently. Set outs and pickups have also been reduced to only a few trains instead of most of the trains, so this saves time. I'm actually sort of impressed that something CSX implemented to improve train velocity is actually working. I wonder if any other CSX employees in other areas have noticed changes due to the ONE PLAN.
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