Archive for the ‘Strategic Railroading’ Category

The U.S. freight railroads are caught up in their own hype at this point.  They like to state how scheduled they are, when in fact they aren’t. Now, with the threat … err opportunity . . .  to integrate high speed passenger rail into those fine schedules so as to receive a bunch of Federal funds, they may have to fess up as to the true lack of scheduling. Well, maybe not. Perhaps the Feds will buy into the idea that if the railroads add more infrastructure, arguably sidings being the most popular, the freight railroads will be able to squeeze in those high speed passenger trains between the freight slugs. Really? Not a chance.  There may be an opportunity for Higher speed passenger rail, but clearly not High Speed Rail as enjoyed across a good portion of the globe outside of North America. The basic truth is that the only way to achieve High speed passenger rail is with so-dedicated track, save the 1-5 A.M window.

What is being missed by the Feds and several of the Class I’s is what can be done by investing in positioning technologies and mathematical tools, in lieu of additional trackage, to improve the effective capacity of the railroads’ current infrastructure instead of just the raw capacity. What is missing by several of Class I’s is how to complement (not replace) their current dispatching platforms (a.k.a. CAD) with execution platforms infused with mathematical planners fed by both timely train position and speed data via simplistic wireless data systems, whether commercial or private. (And don’t forget those OS reports). These are the type of data that are being fatuously promoted as a subsequent capability of PTC, when in fact it has nothing to do with PTC. It can be done NOW with or without PTC. This is really simple stuff, but railroad technicians are not expected, capable, or interested in focusing on the functionality and the business case of advancing technologies. Rather, their interest, their responsibility, is to deliver the ultimate systems whether they are required or not in the name of PTC interoperability. So be it!

I think the following quote of a quote in a recent on-line posting by John Boyd of the Journal of Commerce regarding the criteria for Federal funds being provided to freight railroads to incorporate high speed rail, is quite revealing.

Szabo (FRA Administrator) now says the agreements must include quantifiable service outcomes based on ‘mutually agreed upon analysis / modeling’ that includes trip times, train frequencies and schedule reliability ‘to the extent it is under a party’s control.‘

There are a number of key points being promoted in this quote, but arguably the most important is that of the last 4 words, i.e., “ under a party’s control.” Simply stated, the Class I’s don’t have control over a significant part of their “schedules”. But what they won’t admit to themselves, it seems, is that the need to dynamically schedule the lineup continuously is their own fault as to mutually-abusive railroad interchange, as well as specific customers, e.g., mines, that determine when the trains will run. The railroads don’t seem to understand that their lack of credible customer service is at fault here; the shippers are simply protecting themselves.

For more in-depth understanding of the above, you may want to consider obtaining the next issue of my quarterly publication, Full Spectrum, Volume 55, titled Buerre Manié which addresses the above in further detail along with other things you may want to consider.

Please contact me via the contact form or directly at ron@strategicrailroading.com, if you wish to discuss further.

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Railroads & Math

I can’t quote exactly, but a railroad executive’s statement several years ago went something like:

“ Yeah, those math guys keep pushing those computerized traffic management tools, but they just don’t realize that mainline operations are just too complex with too many exceptions to make them useful.”

Wow!  What a jaw dropper. I was actually on pause for a moment as how to respond as several thoughts flashed through my mind starting with:

“So, I guess that high school algebra stuff wasn’t good for you.”

… to …

“ If it’s that complex, then how in the world is a dispatcher able to make the appropriate traffic management decisions?”

… to …

“Well if you ran your railroad in anywhere near a scheduled manner, there wouldn’t be the steady onslaught of crises.”

Fortunately, my IBM sales training some 30  years prior kicked in, and I took the CSI Miami’s Lt. Caine’s stance of tilting my head while removing (symbolically) my sunglasses, and  I responded with the fail safe :

“Why do you say that?”

All that I heard for the next 10 minutes or so were examples of train movement crises that had been handled “satisfactorily” by experienced dispatchers.

Again, a series of comments went through my mind during the executive’s tyrant starting with: “How do you know they were satisfactory solutions?” … to … ‘Did the dispatcher consider options as to alternate routings given yard or crew constraints?” … to … “So, what did the dispatchers learn as to how to prevent similar situations in the future?. Again, the IBM-conditioned response:

“Really?  How interesting?”

I had to get out of there; my sales training only took me to level 2, and this executive was pushing all the boundaries of cognitive rationalization.

Looking back, I can now understand where I was being too critical in evaluating this executive’s perspective of the railroad’s operations.  Simply stated: He didn’t understand what he didn’t understand.  He had been raised on traditional railroading based upon technologies that have changed little since their introduction in the early parts of the last century, i.e., track circuits and wireless voice. And, unfortunately the subsequent introduction of CAD platforms were limited to provide basic block status, from which dispatchers have been forced  to make decisions on untimely and overly-gross data. By default, this sophistic process had become the state-of-the-art traffic management methodology.

A study of dispatcher operations performed in Sweden several years back revealed (as in “a firm grip of the obvious) that dispatchers attempt to find workable solutions instead of ideal solutions. That means, in part, that dispatchers restrict their decision making process as to handling a very, very few variables to get out of a mess.  That is, they have learned through their experience to consider only a very few variables that provide the quickest solutions, but not necessarily the most cost-effective ones from the railroad’s standpoint; dispatchers are the heroes that master the inadequacies of antiquated practices based upon antiquated technologies.

In the last several years, two U.S. Class I’s have taken a more or less aggressive position that things have to change.  I say more or less, because one railroad bought into the concept of Proactive Traffic Management just way too much  They brought in a supplier who is so idealistic as to the movement of high speed passenger trains without the pragmatic, 80/20 perspective of what can be done with freight trains. In short, they blew it. Perhaps they are coming around, I don’t know. Reportedly, the other Class I has taken a more realistic perspective of what can be done with in-time data as to train status as to position and speed, if not just OS reports. I’m not going to give away all of the secrets here since I am a consultant that strives to make a living on dealing with the 80/20. But, permit me to just say that there are really important variables, that are much more critical than those considered by dispatchers traditionally, that can lead too much better analysis as to handling the dynamics of freight movements.

There is a next step, I can assure you, as how to merge higher-speed passenger trains into freight operation.  That’s a major perspective that sets up the importance of future posts on Strategic Railroading.

Okay, so let’s test your algebra. Consider the following problem.

Train A leaves Chicago at 11:00 A.M heading East at 30 mph (instantaneous acceleration assumed) on Track 1. At  9:00 AM  Train B leaves Cleveland heading West at 25 mph.on Track 2 (again, instantaneous acceleration).  These are parallel tracks with the distance between Cleveland and Chicago being 350 miles.  The question is where will the trains pass each other, assuming no hours-of-limits for the crews … or fuel limitations …or locomotive breakdowns … or wayside detector problems … or  other disruption issues?

ANSWER:  The trains meet at 200 miles West of Cleveland (150 miles East of Chicago) at 5:00 PM Eastern (clue).   For the equations contact me at  ron@strategicrailroading.com.

Lastly, now take this discussion to the next level of dealing with interchange between railroads, and quickly one realizes that dispatching is one freaking mess. That is unless we use timely train status, both position and speed, regardless of the interconnecting railroad over which it is operating, fed into mathematical planners.  While several railroads are beginning to realize this on their individual basis, there is clearly no industry perspective as addressed in the previous posting to this blog: Operability’s Dimensions.

Capitalizing on RR Industry Intra-Operability

Any Class I railroad’s Chief Engineer can quickly and dispassionately list the challenges of handling an “unequipped train” when new technologies, equipment, and systems are being deployed across the property. This perspective of railroad intra-operability is an inherent aspect of maintaining the physical plant and functionality of a railroad as technologies evolve. For example, the migration to narrow-band VHF will involve the eventual replacement of nearly ¼ million radios nationwide without interfering with operations. Now, with the enactment of the Rail Safety Improvement Act of 2008, an additional level of operability that has been long discussed and studied, but effectively unresolved, has come to the forefront of the technicians’ tasks. I refer to railroad inter-operability as the ability of trains with foreign power to cross onto and perform PTC effectively.

With the pursuit of railroad inter-operability consuming unprecedented levels of resources and cooperation across the industry to meet the end-of-2015 deadline, a different perspective of operability is not even being considered, yet alone pursued. This is the concept of industry intra-operability that provides the ability to track resources without regard to the property over which they are operating. Unlike railroad inter-operability, industry intra-operability offers substantial business benefits that are either being handled poorly today or are not even available to the railroads, both individually and collectively as an industry.

The business benefits fall into three categories, i.e., resource management, equipment maintenance, and security, as follows –

Increased resource management effectiveness is potentially available via industry intra-operability including moving from the current crisis-based management processes prevalent today to that of being proactive.  This means having timely data on train position and speed and approaching a railroad’s network in sync with the tools to project conflicts in a railroad’s lineup whether truly scheduled or not. Such projections will permit the various resource managers to minimize, if not avoid altogether, the effect of projected conflicts including track-time, yards, train crews, locomotives, and critical rolling stock.

Industry intra-operability offers unique advantages as well in the maintenance of locomotives including knowing the status of a foreign locomotive and the opportunity for performance-based maintenance in lieu of prescriptive mandates. An accurate and complete history of diagnostic data could also result in a different concept of competitive nationwide maintenance and warranty services contracted on a railroad if not an industry basis.

Given the increasing expectations and requirements for security of shipments for both commercial and safety purposes, industry intra-operability provides a reliable and commanding level of data for both a shipment’s status and its chain of custody, including TIH shipments. As noted in the Teddy Bear posting PTC Delivers Business Benefits, these business benefits as well as a range of other business benefits that are mistakenly associated with PTC, can be achieved relatively easily with a strategic railroading perspective leveraging the three core technologies discussed in the three prior postings – if the appropriate human resources are provided.

As noted earlier, the railroads are applying substantial technical resources to obtain railroad inter-operability. Fortunately, these technicians are not the same resources required to pursue the business benefits. Unfortunately, the appropriate human resources actually don’t exist in the railroads today, i.e., technologists that can deliver a unique blend of multiple disciplines including wireless & IT technologies, business case development, business process analysis, operations research, and a touch of Six Sigma. Fortunately, however, the ROI’s of the business benefits that can be delivered are quite substantial and can thereby justify obtaining and committing the appropriate resources. Unfortunately though, few railroads, if any, have identified the use of technologists to rethink operations based upon advancing technologies, most specifically wireless.  It seems that there are no senior technologist positions in the railroads that can develop and present a threshold business case to senior management to pursue developing a strategic technology plan in sync with a strategic business plan.

As to the supplier community, there are at best a few that have the wherewithal to put together synced business / technology strategies, albeit somewhat biased undoubtedly. But even those suppliers that may be capable of doing so are reluctant to take on the railroads in a top-down fashion instead of the politically correct but likely ineffective bottom-up approach. In either intrinsic railroad practices or supplier marketing practices, senior railroad management is not getting the message as to what can be done with advancing technologies.

The bottom line is that the railroads don’t need to wait for the business benefits that have been inappropriately associated with the deployment of PTC. The financial justification is there to deploy a team of technologists to structure the business and technology strategies, the implementation of which will handsomely offset the investment required for narrow-band 160-161 MHz and PTC’s 220 MHz. The cost to take full advantage of narrow-banding as well as the somewhat green-field deployment of the 220 MHz bands for PTC by 2016 will be extraordinary. However, the business value that the new-found wireless capacity can deliver is unprecedented, that is if the railroads collectively expand the dimensions of operability.

“Operating a railroad safely requires signaling.”

Major suppliers sell major signaling systems to major railroads for major bucks. But what about those small freight railroads, even those with some passenger service? Do they really require the traffic control systems that are offered to them; the ones that involve extensive investment in wayside infrastructure, communications, and back office systems?  Additionally, what about those railroads that are being planned for difficult terrain subject to extreme weather, a lack of power, theft of equipment, and a lack of trained maintenance personnel? Do they need to confront these hardships on top of extensive investment and on-going maintenance costs to provide for a safe railroad?

While signaling does provide for safe operations, that is not its purpose.  Signaling is used to provide capacity. It is possible to operate a railroad very safely without signaling, as well evidenced in North America. Specifically, nearly half of the freight trackage in N.A. operates as non-signaled territory (albeit only 20% of the traffic) meaning that there are no track circuits, no wayside or cab signals, and no code lines as required in Centralized Traffic Control (CTC) systems. The only technology requirement is that of some form of wireless communications that can be either commercial (satellite, cellular) or private network sufficient to provide for voice communications.  That’s it for the infrastructure.

As to the vitality (i.e., the integrity of train movement), as noted in the post “There’s nothing vital in dark territory.”, the computerized conflict checking process is the simplest of a traffic control process that doesn’t permit two trains to be in the same portion of track at the same time. In a way, this is not unlike the most ancient traffic control system based upon track occupancy referred to as token block. The key difference is that dark territory is programmed whereas token block’ vitality can be readily compromised by lack of discipline with the manual efforts required; indeed this is the case in some countries where it is still in use.

The only issue with dark territory is the time required for the iterative, manual process of the dispatcher transmitting the movement authorities to the train crew followed by the rolling-up of the authorities once the train crew has reported the train’s progress.  With such a simple process, a decent size freight or passenger railroad can operate safely. Additionally, there are even ways to tweak dark territory operation to improve capacity even further, e.g., digital transmission of authorities, automatic roll-ups, embedded signals (without CTC), and the ability to throw switches from the locomotive.  Lastly, with the combination of dark territory and Positive Train Crew (PTC), the railroad is assured of a safe operation both as to dispatcher errors and train crew errors respectively.

Also, Dark territory is really, really inexpensive. However, don’t expect those major suppliers or consultants to share its existence with small to medium railroads. First of all, those supplier don’t have a dark territory deliverable or mindset, and second, there is nothing for them to sell as to infrastructure and complex back office systems.

The team of railroad professionals at Maendeleo Rail is well experienced with dark territory operations as well as PTC. We can readily address the alternatives as to processes and wireless technologies, as well as determine the level of throughput that can be delivered for freight, passenger, or mixed traffic. Since we’re independent of any suppliers, and instead look to partner with railroad operators, we provide low cost, highly efficient solutions.

“There’s nothing vital in dark territory.”

My Railroad Immersion Course has been used by railroads and suppliers alike to obtain a new perspective of railroad operations based upon advancing the traditional core technologies of communications, positioning, and intelligence, i.e., wireless voice, track circuits, and Computer Aided Dispatching (CAD), respectively. When giving the course to traditional traffic control suppliers, I address the difference between signaled and non-signaled operations (a.k.a., dark territory). Consistently, there is a point in the course where it makes a transition from a one-way lecture to a very interactive discussion. Specifically, it is when I ask the question: “So! What’s vital in dark territory?” Without fail the response is “There’s nothing vital in dark territory.” And, with as much detente that my personality permits, I respond “Really?”

From their perspective there is an understandable reason why traffic control suppliers would respond as such in that dark territory operation is one in which they have little to no experience in that there is no wayside infrastructure required, and hence there is nothing for them to sell. Additionally, the term vitality to these folks has a very product-oriented perspective of failing safely, i.e., to not place the railroad in the position of additional risk upon a failure in the signaling infrastructure. Therefore, their logic would be that since there is no product along the wayside, then there is no vitality. Voila!

What traffic control suppliers don’t consider is that vitality has also a functional perspective of insuring the integrity of train movements … which more specifically means that the movement authorities are generated in a fashion that provides for safe train movements; that indeed is the underlying requirement of signaling infrastructure after all. Therefore, to answer the question of what is vital in dark territory means identifying the source of movement authority generation. This is where the discussion really takes off.

Usually the second answer offered by the class is “The dispatcher is vital.” Wrong!. Just as in signaled territory, the dispatcher does not generate the authority and therefore is not vital. He does indeed set up the authority generation process, as well as deliver the authority via voice radio. But, he does not generate the authority. In the old days, authority generation in non-signaled territory was provided by the train sheet, which is literally a piece of paper, upon which the dispatcher managed the allocation of track distance and time. The dispatcher abided by what the train sheet permitted him to do or not do as to the allocation of track. Today, the movement authority generation is a computerized program, a.k.a., conflict checker, that emulates the train sheet. The underlying logic of either the track sheet or the conflict checker cannot be simpler. That is, a specific portion of track can only be allocated to one train at a time. That’s it (with some exceptions that are not important here). That’s vitality in dark territory. Should the dispatcher wish to override this vitality in some fashion, then s/he has now become vital. But wait, there’s more.

Once everyone is satisfied with that understanding, I move onto Automatic Block operation (ABS) which is the use of signals within dark territory operation, what I refer to as dark / lighted operation. In ABS, the signals function the same as they do in CTC territory, but the dispatcher is not provided with the aspects. Hence, it is dark to the dispatcher, but lighted to the train crew.  Now the question to the class is two-fold. First, “Is ABS signaled operation or dark operation?”  Second, “What is vital in ABS operation?” Those individuals who have been following the discussion up to that point usually respond quite well to these two questions. However, for hardcore signal engineers it is difficult to realize that the overall operation is dark (officially so) in that the initial movement authority to get the train into ABS was provided by the conflict checker. However, once in ABS, the train is subjected to a second level of authority from the signal infrastructure. Hence, there are two levels of vitality.   But wait, there’s more.

Once everyone is satisfied as to ABS, I now introduce the concept of work zones where maintenance crews have the authority for a portion of track for a given period of time. The question to the class then is “What’s vital in a work zone?” Hopefully, by now they are able to respond that the Employee in Charge (EIC) of the work zone adds an additional level of authority to the train that has the movement authority generated by the traffic control system to move through the area. That is, the train crew must request permission by the EIC to enter the work zone when that zone is in effect. Hence, the EIC is vital within the work zone. But wait, there’s more.

After this discussion, the class is now thinking about vitality from a functional standpoint. This leads to two more questions for their consideration … and which leads to forthcoming Teddy Bear Posts regarding the vitality of PTC and the vitality of transmitting authorities in non-signaled operations. By the way,check out a brochure for the Railroad Immersion Course.

As of two years ago, the advancement in railroad operations had stalled at the end of the wire, literally. While railroads have invested heavily in the backbone communication and signaling infrastructures that define the perimeter of their IT and traffic control architectures, the primary assets that need to be managed (trains, crews, locomotives, maintenance crews) operate beyond the reach of those tentacles.

Unfortunately, railroads continue to rely on track circuits and voice radio for managing trains and thereby the locomotives, train crews, and yard utilization. Accordingly, the back-office dispatching systems are so geared to provide a level of traffic management that can no longer service the railroads’ markets during peak periods. The net effect of such inefficiency is two-fold: 1. railroads have turned away (or lost) business during peak market periods, and 2. railroads are paying a severe price to obtain and maintain excessive resources, e.g., locomotives and crews.

Suddenly and unexpectedly in 2008, the Congressional mandate for Positive Train Control (PTC) in the Rail Safety Improvement Act of 2008 delivered the requirement for the railroads to advance wireless data networks, both individually and as an industry.

Suddenly, there was some hope by the few progressives in the industry that the PTC mandate would lead to a broad understanding of what the required wireless data infrastructure could do for rail operations.

Shortly thereafter, but not surprisingly, all such hopes were dashed as the railroad technicians sunk their teeth into this new opportunity to provide a new, most advanced, extremely tailored wireless data platform that could be envied by all and do all …but without any desire, recognition, or management directive to consider other than PTC.

Shamefully, this wasn’t the first mandate from the Feds that could have led to a revitalization of a railroad’s operations via wireless. The FCC had issued a Point & Order referred to as Narrowbanding that effectively requires the railroads to replace their extensive 160-161 MHz infrastructure consisting of 250,000 analog devices with digital equivalents by January 1, 2013. However, this requirement has been viewed  by the railroad technicians as a technology investment issue and not as an opportunity to advance operations.

Amazingly, after two extraordinary opportunities to advance railroad operations with an advanced wireless platform that required no justification other than a Federal mandate, there is still no real focus on the Last Mile as to optimizing the capacity and productivity.

The phrase Last Mile is not a new one for some industries where it has been  used to describe alternatives to deliver cable services in the 1990’s as well as to providing communication infrastructures in developing countries, and most recently to define new markets for advancing mobile services.  The phrase is also used to define the delivery of goods that is beyond the railroads’ physical infrastructure and that is provided by trucking firms. In this latter case, the intermodal industry has emerged as a seemingly seamless transportation offering the combination of rail, trucking, and maritime. Taking that approach to the last mile relative to a railroad managing its own resources is directly comparable, i.e., developing and merging the necessary technologies into a seamless technology platform that I refer to as the core technology infrastructure.

Simply described, the core technology infrastructure is the integration of communication, positioning, and intelligence technologies that supports the basis of a railroad’s operations. Today, that infrastructure is a ménage of voice radio and backbone networks as to communications, track circuits for positioning, and control points enslaved by CTC systems for intelligence. This infrastructure provides a level of block positioning data, but without train speed, that constrains the effectiveness of managing traffic to that of being reactive to conflicts in the meeting and passing of trains. With improved timeliness and accuracy in both train position and speed information, the railroads can achieve an advanced operating practice of  Proactive Traffic Management (PTM) that I introduced to the industry in 2005.

PTM is the ability to see the future state of a railroad’s operations so as to provide solutions to minimize, if not avoid, foreseen traffic conflicts. It does so by projecting the current status of trains by feeding both timely and accurate train position and speed data to sophisticated meet / pass planners aligned with a railroad’s operating objectives. For traffic management, the frequency of such data is dependent upon traffic density and the type of traffic control.  To be brief here, that means the reporting frequency of position and speed data ranging from 5 to 15 minutes in addition to AEI and CTC’s on-station (OS) reports. This is what I refer to as in-time data.

To obtain in-time data requires a strategic perspective of the core technology infrastructure, a perspective that needs to be both evolutionary and revolutionary. As to the former, the railroads should be able to leverage their current, massive communications infrastructure to obtain the level of in-time data required. The most obvious opportunity here is the conversion of the  current analog, voice-based VHF infrastructure to a digital, data-based one … justified by the rational understanding that by doing so the railroads could avoid the $1 billion investment in the 220 MHz platform for PTC. As to a revolutionary perspective, obtaining PTM will mean making significant changes in the traffic control processes that stem from the 1^st qtr of the last century. Such changes are supported by integrating advanced communication, positioning, and intelligence technologies that have yet to successfully storm the innovation barricades of both the railroads’ and traditional suppliers’ engineering departments. A critical design point in developing a strategic core technology infrastructure is to not fall for the fallacy of  zero tolerance – 100% efficiency,  to not drive towards unrealistic, if even achievable, goals such as moving block dependent upon real-time data.

To do the Last Mile requires a strategic technology plan in sync with a strategic operations plan. It requires Strategic Railroading.

Why are you reading this posting?  Perhaps what caught your attention is the peculiarity of the title. After all, neither of the words strategic nor technologist are easy to find individually, yet alone together, in the North American rail industry. The fact that you came to a blog called Strategic Railroading is itself most appreciated .  But the Strategic Technologist is one additional leap of exploration.

Neither railroads nor suppliers traditional to the rail industry employ technologists, i.e., those individuals that address a pragmatic deployment of technologies based upon cost-effective analysis.  Accordingly, neither railroads nor suppliers have comprehensive strategies as to the deployment of advancing technologies aligned with progressive business processes (i.e. Strategic Railroading).  Instead, both rely on technicians who are chartered with keeping on with evolving generations of technologies without delivering a business perspective as to how advancing technologies can best be utilize to improve the railroads’ business processes.

Unquestionably, the most critical example of this dire situation until recently has been that of the two primary technology infrastructures that the railroads continue to depend upon for their operations: track circuits for signaled territory and voice radio in dark territory. These two technologies have their roots in the first and second quarters of the 20^th century, respectively. As such, the dispatching systems dependent upon these ancestral technologies are geared only for reactive traffic control vs. the opportunities for proactive traffic management.  The difference between  the two is substantial when the dysfunctional train dispatching (to be kind) of the former is compared to the latter’s ability to re-plan train movements to avoid foreseeable traffic conflicts based upon timely knowledge of train speed and location knowledge that is not available via the current reliance on track circuits and voice radio.

The technicians are not solely at fault here in that there are no operation strategists pursuing the advance business opportunities across a railroad’s system that advancing technologies could support.  Operations management lacks the awareness, and heretofore the impetus, to pursue more effective means of running the railroad. The net result is that there is neither strategic business nor strategic technology plans within the railroads, yet alone the critical synergistic link between the two. Keep in mind, that each railroad will readily claim that they in fact do have a strategic technology plan. However, it is at best a plan to integrate wireless data-based applications into the IT infrastructure in a “real time” fashion.  As will be discussed in other posts, the phrase “real time” is a major indication that there really isn’t any true technology plan.  With the exception of moving block operations, which have been rightfully rejected by freight railroads, real time is a completely unnecessary goal for wireless systems … and a very expensive one if truly pursued.

Unlike any other time in the history of North American railroads, there are now several key market drivers that demand a change in the way of deploying technologies and, more important, in rethinking the primary business processes.  I am referring to the Congressional mandate to deploy PTC before 2016, and the FCC Refarming Point and Order that will require a $1 billion investment in the VHF  -161MHzinfrastructure between now and 2013.  The former requires the availability of a wireless data system for which the railroads technicians have decided to deploy a capital intensive 220 MHz network parallel to the 160 MHz infrastructure, thereby essentially doubling the capital investment . There is little justification for parallel networks in my opinion in that the refarmed 160 MHz could readily handle the current requirements as well as those projected for PTC.  The only rational reason, but inexcusable nonetheless, is that technicians made the decisions to avoid the complexity of a proficient 160 MHz platform and instead saw the opportunity to create a new network.  That is what technicians like to do and the railroads will pay heavily for this traditional, myopic perspective.

Enter the Strategic Technologist: a conceptualist that determines the demand for critical information flow and subsequently designs the technical architecture to service that demand in a cost-effective, holistic fashion across the railroad’s system. This blog will be covering a number of underlying issues associated with the role of the Strategic Technologist relative to Strategic Railroading.

Strategic Railroading™

Since their introduction nearly a century ago, the deeply-rooted operating practices of railroads have normally been adequate in servicing the traffic requirements of the railroads. But, in times of heavy demand, those practices are not sufficient to provide the necessary capacity.

The traditional means to meet high demands is to increase the raw capacity via significant capital investments in infrastructure, rolling stock, and locomotives. Improving the effective capacity, i.e. the boundary placed upon the raw capacity by the operating practices, has not been a consideration. However, with the substantial advancements in technologies in the past decade, railroads can now increase their effective capacity in selected corridors without investment in raw capacity. But, it takes an operations strategy in sync with a technology strategy.

It takes Strategic Railroading.

The phrase Strategic Railroading may seem a bit oxymoronic. After all, the rail industry is a very traditional one with its primary operation practices and processes having not changed since the 1st qtr. of the last century. This is so because the set of the 3 core operational technologies, the core technology infrastructure if you will, has not changed, i.e.,

1. Positioning: track circuits
2. Communications: voice & signals
3. Intelligence: dispatchers using non-intelligent Computer Assisted Dispatching platforms (CAD)

Indeed, a railroad’s operational practices and processes based upon these technologies are well established as are the associated business practices and processes including customer service, fueling, maintenance, and the interchange of trains between railroads.

The railroads have yet to make the quantum transition from traditional technologies and operations to those advance capabilities afforded by having timely resource data
being used by advanced planning and execution tools. Additionally, the railroads
have yet to look beyond their own borders to take an industry perspective that benefits all. To make such transitions will require technologists and a reality that wireless data infrastructure, with or without the pursuit of PTC, provides the means to make such advancements. At this point without such understanding, the railroads are destined to spend extraordinary amounts of capital on raw infrastructure, including parallel wireless platforms, while realizing only a small portion of the business benefits that could be achieved via Strategic Railroading.