I needed a bit success something that said there's something to this guy besides talk and we

installed schedule running in September of 98 and 14 months later we reduced the locomotives the fleet 35% in that case 650 less

locomotives you don't need as many parts, labor, material, same with the car fleet.

So it became a very successful operating model, producing low operating ratios, good case flow, and it became very successful

in the market, I think it's fair to say.

The fourth portion of this is, which we sometimes don't pay the appropriate attention to,

is just simply don't get anybody hurt when you're doing this. the program

to do you just simply don't get anybody hurt by doing this.

Now, we can be very sophisticated.

We can talk about risk management and loss control

and programs and processes and so forth. and

lost control and programs and processes and so forth.

I got blood all over my hands

from injuries in this industry that

should have been lordable. I think these issues of safety never fall through the wayside of us.

Now the fifth thing is the key and it's where we slipped and it's where we recognized

some degree the vulnerability in this, and that's the people, because the people do it.

I can write all the great architecture.

I can put the X's nose up there. If I don't have anybody that can pass it and catch it,

I can throw it away.

The people execute and the rails that have done the best are the ones that execute day in and day out.

And we so much so many guys over look at. Overworking. Hello and welcome to the Antifada, A non-engineering communist podcast without slides.

...