For those new to this blog, I should first explain that Teddy Bear postings address beliefs or statements that railroaders like to state as the truth, but in fact are misleading, if not totally false. Such beliefs and statements are unfortunate rationale for those individuals that strive to be comfortable with what they understand of their railroad operations without either the understanding and/or motivation to adjust their concepts of railroading based upon advancing technologies. Keep in mind that it was the 1st and 2nd quarter of the last century during which the two key technologies that the railroads depend upon today were introduced, i.e., track circuits and voice radio, respectively.
In this light, this posting strikes at the core of operations in that it takes on the hype that the freight railroads are doing the best that can be done with their primary operations platform, i.e., Computer Assisted Dispatching (CAD).
CAD came into play decades ago as railroads implemented Centralized Train Control (CTC) systems to consolidate block operators into centralized dispatching operations for both the efficiency of train movements as well as eliminating the multitudes of block operators with their individual track segment kingdoms. Clearly, CAD platforms have serviced the railroads well, but not as well as they can now given the recent advancement in technologies, most importantly wireless data and computer-based intelligence that can handle a substantially greater number of operational complexities than the best, most experienced dispatcher.
I start my argument with the fact that CAD is NOT a PLANNING platform in any true sense, i.e. CAD is NOT a traffic management platform. That is, CAD provides a view of where the railroad was at some point in time, but not where it is currently (e.g., CAD does not know if a train has stopped or is still moving) … or more importantly, where it will or can be. Rather CAD is a traffic control platform, an EXECUTION platform, that presents to the dispatcher the status of the railroad as to block-occupancy with the dispatcher left to make his/her too often crisis-based evaluation as how to throw switches to route trains. That is, the dispatcher uses his/her convenient, traditional processes, based upon the status of block occupancy, to decide how to request the routing of trains via the vital wayside infrastructure. CAD then executes those requests based upon the vital process of the wayside control points in permitting or not permitting the switches to be thrown subject to the condition of the appropriate track circuits (a train detection technology). The underlying point is that the dispatcher cannot throw a switch to route trains (usually), if the track circuit indicates that another train is already in the desired blocks. Simply stated, CAD does not do any analysis of what is the best way to meet the operating objectives of the railroad. Granted, there is a simplistic Autorouting process that is used primarily by Western U.S. railroads in selected, straight-shot corridors to set up the switches for high priority trains, e.g., intermodal traffic. But, such a mindless process does not consider critical variables including the status of crews, the availability of yard receiving tracks, and the need of locomotives to be available for other trains.
Autorouting is robotics, not planning.
So! If CAD is not a planning platform, then what is? … and how can it be provided?
These are two great questions that several Class I’s so very recently have addressed, although only to a limited extent in my opinion, as follows -
A TRUE planning platform is one which balances a number of objectives as to the most cost-effective movement of trains based upon a mixture of variables, including the status of yard receiving tracks, crew status as to outlawing and minimal crew deployment cost factors, track maintenance, fueling requirements, locomotive management, as well as being able to react to unpredictable circumstances, e.g., derailments, main line switching, etc. If that seems to be very complex, then you understand why it can’t be expected that dispatchers take these issues into the routing of trains. In fact, they don’t. Rather, dispatchers work to get the trains across the railroad based upon some simplistic objective without consideration of the above points that can directly affect the railroad’s bottom line as well as the welfare of the employees. That is why mathematical planners, using clear objectives, are necessary especially in the majority of operations that are truly not scheduled. This is even more critical now given the increased push for comingling high (rather, higher) speed passenger trains with freight. If indeed railroads were truly scheduled by the railroad’s Service Design department, and if those schedules were truly held to by Operations, then the objective function would be relatively simple, i.e., minimize the cost of getting back to schedule. But, truly working to a schedule takes a leap of faith that traditional railroaders simply can’t accept.
Hmmmm! Surely, with the consolidation of passenger airlines, there must be some of those folks that understand and function by scheduled operations that would be willing to work in the rail industry.
As to providing planning platforms, railroads can expect to be approached by suppliers to replace their CAD platforms with movement planners integrated into their operation, e.g., with CAD displays that permit the dispatcher to perform forthcoming conflict analysis based upon how trains are progressing as to their movement authorities, whether it be signaled or non-signaled operations. However, providing planning platforms can be done without swapping out a railroad’s CAD platform. That is, a planning platform can be implemented that is outboard and independent of CAD. This is really straight-forward stuff that seems to be just too convenient to ignore by traditional traffic control suppliers. Additionally, I need to point out that it can be done NOW, with or without consideration of PTC implementation.
So! What can my team of railroad operations, planning, and technology professionals do for your railroad? Perhaps we can expose the key issues, backed by objective analyses and technical insight, as to what your railroad can do so as to balance what you are being told by internal resources and suppliers that have not advanced their railroad process thinking in sync with the advancement in technologies. Simply stated, suppliers don’t understand, yet alone are pursuing Strategic Railroading. Keep in mind that my team neither represents nor accepts commissions from suppliers. We work in a railroad’s best financial, operations, and safety interests.