By Paul Ziobro | Photographs by Daniel Acker for The Wall Street Journal
DECATUR, Ill. -- Norfolk Southern Corp. executives, employees
and customers holed up for five days recently to work on a complex
puzzle. How could they unclog a sprawling freight yard in central
Illinois without triggering chaos?
They asked a multitude of small questions akin to word problems
in a math class. Their answers point toward some of the most
sweeping changes to the nation's railroad system in decades.
There are 19 railcars bound for Kansas City that reach Decatur
around 7:10 a.m. most days, about two hours before their connecting
train. That isn't enough time to unhook the cars, which are loaded
with freight like coiled steel and corn syrup, move them along a
grid of tracks, then attach them to the outbound train. So they sit
in Decatur for an average of 26 hours -- well over Norfolk
Southern's goal of 20.
Pushing back the Kansas City departure to 2:30 a.m. the
following day would fix that problem but generate another: 21 cars
from Conway, Pa., would miss the train to Kansas City. One fix
would be to have the Conway train arrive later.
"It's a cascade," says Todd Reynolds, general manager of Norfolk
Southern's western region.
Freight railroads generally have operated the same way for more
than a century: They wait for cargo and leave when customers are
ready. Now railroads want to run more like commercial airlines,
where departure times are set. Factories, farms, mines or mills
need to be ready or miss their trips.
Called "precision-scheduled railroading," or PSR, this new
concept is cascading through the industry. Under pressure from Wall
Street to improve performance, Norfolk Southern and other large
U.S. freight carriers, including Union Pacific Corp. and Kansas
City Southern, are trying to revamp their networks to use fewer
trains and hold them to tighter schedules. The moves have sparked a
stock rally that has added tens of billions of dollars to railroad
values in the past six months as investors anticipate lower costs
and higher profits.
The new approach was pioneered by the late railroad executive
Hunter Harrison, who engineered turnarounds at two major Canadian
railroads and Jacksonville, Fla.-based CSX Corp. by radically
revamping their logistics.
His template won over Wall Street by boosting profits and stock
prices, but it generated chaos on the tracks. The 2017 revamp at
CSX caused crippling congestion east of the Mississippi River,
jeopardizing operations at plants that made Pringles potato snacks,
threatening deliveries of McDonald's french fries and idling
Cargill Inc. soybean-processing plants because of lack of
railcars.
The challenge for Norfolk Southern, which operates in the
Eastern U.S., and others is to make sure that doesn't happen again.
Federal regulators, flooded with complaints about CSX, which also
operates in the East, have pledged to scrutinize other companies
adopting a similar strategy.
"The board does not want to see any carrier implement so-called
PSR the way CSX did," said Ann Begeman, chairman of the Surface
Transportation Board, the federal agency that oversees freight
railroads. "It had unacceptable impacts on so many of its shippers
and, frankly, other carriers."
CSX spokesman Bryan Tucker said the company could have done
better communicating the changes to customers, but he defended the
actions by pointing to its financial results. He said CSX trains
are running faster and with less downtime, and the railroad is
hauling more cargo with fewer locomotives, railcars and
employees.
Norfolk Southern estimates that its own plan will similarly
allow its system to operate faster and more efficiently, while
cutting about 3,000 employees from its current workforce of about
26,000 and shedding 500 locomotives from its fleet of about
4,100.
Ideally, the end result would be a more fluid railroad network
that operates much like a moving conveyor belt, with fewer jams. It
would allow shippers and customers to ship finished goods on a
just-in-time basis, reducing carrying costs across the board.
Norfolk Southern is starting its overhaul with a process it
calls "clean sheeting," which involves dismantling and reassembling
schedules and processes -- one yard at a time.
The Decatur rail yard, which contains 180 miles of track on a
550-acre plot, is the largest flat-switching yard in Norfolk
Southern's system. The yard connects to two other railroads, and
several large customers nearby have plants adjacent to the yard,
including Archer Daniels Midland Co. corn and soybean processing
plants.
During the recent five-day work session, Norfolk Southern Senior
Vice President Michael Farrell outlined the railroad's objectives
to a group Norfolk executives, union workers and customers gathered
at the downtown Decatur Club.
"We're here to build it from the ground up," he said. "When we
come out of here on Friday, we will have a plan. Then, it comes
down to execution."
Later that day, in the basement of the railroad's Decatur
office, about two dozen members of the team pored over data on
timetables, track lengths and the makeup of the 15 trains that stop
daily at the terminal. Operations executives who had performed
similar exercises at other Norfolk Southern yards drilled workers
about how long it took to perform tasks such as switching cars
between trains and turning around a locomotive.
Executives pieced together new outbound schedules by working
backward. Their goal was to reduce "dwell" -- downtime railcars
spend in the yard -- to around 20 hours, on average, for the 1,200
to 1,500 cars handled daily. Figuring out how to get the largest
blocks of arriving cars to leave sooner was the priority.
The yard has four receiving tracks where eastbound trains pull
in to get rearranged based on destination. One Norfolk Southern
executive suggested using two of those tracks to park strings of
railcars heading out on the same train so the outbound train can be
rebuilt more quickly. Two union workers pointed out that plan would
cause problems if more than two trains arrived at nearly the same
time, as can happen when trains arrive late.
Railroads like Norfolk Southern are essentially 20,000-mile
outdoor assembly lines that have to contend with weather, broken
tracks and derailments. Mr. Farrell, the Norfolk Southern senior
vice president, reminded those attending the meeting that the goal
would be to overcome problems and get back to the plan as quickly
as possible. "You manage the exceptions," he said. "Become
exception managers."
Norfolk Southern said it is bringing customers in during the
planning and development process to head off the kinds of problems
that have plagued other railroads. "They're all open to that
approach," Chief Executive Officer James Squires said of the
customers. "Many of them want to see results. They want to feel
confident that there will be no network disruption."
Christopher Boerm, Archer Daniels Midland's president of
transportation, declined to comment on the proposed changes at the
Decatur yard, but said ADM wants to see rail service improve and
appreciates "the opportunity to voice our concerns and help our
rail partners understand our specific business challenges and
needs."
Some Norfolk customers who have seen similar changes play out at
other railroads say they are skeptical. They say that while
railroad operators profess to be sensitive to customer needs, the
changes proposed are still largely take-it-or-leave-it.
Many customers of railroads own their own freight cars. Norfolk
Southern wants customers to prune their car fleets. It promises to
cycle cars quicker from plant to customer and back.
Customers say they don't want to give up that buffer of railcar
supply, especially in industries where the price of goods sold is
tied to commodities markets, or where demand can shift quickly
because of outside factors such as weather or tariffs. Some
shippers don't see Norfolk Southern's approach as much different
than CSX's. "It's still doing less with less, and not charging any
less," said one rail shipper.
Mr. Squires said Norfolk Southern "will be pursuing pricing that
is commensurate with the value of our services."
BNSF Railway Co., which operates alongside Union Pacific in the
Western U.S., has resisted the industrywide push to cut capital
spending and drastically change service plans. Executive Chairman
Matthew Rose, who is scheduled to retire this month, said railroads
that cut back on service risk pushback from regulators. Mr. Rose
said BNSF, owned by Warren Buffett's Berkshire Hathaway Inc., is
focused on carrying more loads. "More volume leads to more
investment," he said.
Norfolk Southern, Kansas City Southern and Union Pacific all had
service issues last year that they said exposed the perils of
maintaining the status quo. When, in some cases, they responded by
adding cars to handle the extra volume, congestion in some
corridors got worse.
As Union Pacific tried to clear gridlock, it experimented with
some strategies modeled after Mr. Harrison's, which it then decided
to adopt more broadly.
"We came to the realization that experimenting with pieces of
precision-scheduled railroading was less effective on our network
than going the whole way," said Chief Executive Lance Fritz. The
catalyst, he said, "was nothing more complex than our growing
frustration and our customers' growing frustration with the service
product at that time."
Norfolk's Mr. Farrell, a 53-year-old former All American
wrestler at Oklahoma State University, previously worked at both
Canadian railroads where Mr. Harrison's plan went into effect --
Canadian National Railway Co. and Canadian Pacific Railway Ltd. At
Norfolk Southern, he spent more than a year crisscrossing the
network as a consultant to identify problem spots, a process he
jokingly called the longest-ever episode of "Undercover Boss."
After he formally joined the company in November, he ramped up
clean-sheeting sessions. As of mid-February, the railroad says,
trains were running 13% faster and dwelling 20% less in yards
compared with last year.
Its operations executives are fanning out to more locations each
week to rework operations. Once local operations are fine-tuned,
Norfolk Southern plans to more broadly overhaul how trains move
across its network.
Norfolk Southern's promise to shareholders is that it will lower
its operating ratio -- the percentage of revenue consumed by
operating costs -- to 60% by 2021, from 65.4% in 2018. CSX and
Union Pacific are racing to get their operating ratios below 60%
sooner, in part by cutting capital expenditures.
Norfolk Southern is holding its capital spending to between 16%
and 18% of revenue, compared with less than 15% for Union Pacific
and about 13% for CSX. It will be upgrading its locomotive fleet
and adding equipment so that it can carry more trailers -- a
business thriving, in part, from more e-commerce packages crossing
the country.
Weeks after the clean-sheeting session in Decatur, the new plan
is up and running at the yard. Mr. Reynolds, the regional manager,
said most tracks are now used for the same purpose each day,
simplifying operations. Railcars are making their connections more
reliably and spending less time in the yard. And in a sign that
customers are buying in, he said, fewer cars are sitting idle in
the yard.
Write to Paul Ziobro at Paul.Ziobro@wsj.com
(END) Dow Jones Newswires
April 03, 2019 10:58 ET (14:58 GMT)
Copyright (c) 2019 Dow Jones & Company, Inc.
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