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Manufacturing Day 2024 gold sponsor Union Pacific and The Manufacturing Institute, the National Association of Manufacturers’ (NAM) 501(c)3 nonprofit workforce development and education affiliate, recently released “Careers on Track: 3 Years of Impact,” a video (see below) highlighting the companies’ joint efforts to “inspire the workforce of tomorrow through experiential learning and interactive digital resources, bringing the future of manufacturing to the center of communities nationwide.”
CSX
Joe Hinrichs on Sept. 26 celebrated his second-year anniversary as President and CEO of CSX. Hinrichs celebrated the occasion with the following LinkedIn post:
“Today marks my second-year anniversary as President and CEO of CSX. As I reflect back on the first two years of our journey together, I want to thank each and every member of the ONE CSX team for all their support, hard work, and dedication to making progress by working better together as one team to serve our customers.
“As [one of several outsiders] to come in as CEO of a railroad, you all welcomed and supported me as I learned (and keep learning) this wonderful and critical industry. Thank you for all the progress we have made together … leading the industry in customer service and improving the employee experience, labor relations, and culture … and for all the remarkable things we are going to do together going forward. Talented people, working together, can do amazing things—and we are just getting started! ONE CSX leads us forward! Here’s a trip down memory lane with some photos from my first two years … It is an honor to serve alongside all of you!”
NS
The team at NS’s Norris Yard, located in Irondale, Ala., is spearheading a series of performance improvements that the Class I says, “will significantly enhance its ability to provide safe, reliable, and resilient service to its customers.”
Situated just outside Birmingham, the yard has built a “strong culture of accountability, open communication, and mutual respect between craft and non-craft employees,” NS noted.
“This collaborative atmosphere has fostered a team-oriented approach to problem-solving, where employees feel empowered to take ownership of their roles and contribute actively to ongoing improvements,” according to NS.
The concerted efforts of the Norris Yard team have led to significant advancements in several key performance areas:
- “AAR Dwell: The yard has reduced the average time that trains remain idle by 13 hours compared to 2023. This reduction ensures that trains are kept moving efficiently.
- “Train Connections: Efficiency in placing cars on the correct departing trains has seen a marked improvement, with a 15% increase in train connections compared to the previous year. This improvement ensures that freight is routed quickly and accurately, enhancing service reliability.
- “Left Behind Cars: A vital metric for operational efficiency, the number of left-behind cars has been reduced by 50%.”
One of the driving forces behind these improvements, NS says, is the team’s focus on fostering a culture of accountability. “Norris Yard has embraced a high level of accountability by promoting a speak-up culture focused on both safety and operational excellence,” said Wesleigh Sebasty, Assistant Superintendent of the Gulf Division. “With open communication and a commitment to excellence, the team is setting the standard for mutual accountability.”
This culture of openness, NS says, allows employees to voice their concerns, share ideas, and collaborate on solutions in real time.
“We are managing increased volume while achieving record on-time origin departures. These accomplishments are the result of our team’s commitment to excellence,” said Manager, Terminal Operations Jesse Hickey.
“We have been provided with the tools to succeed, such as locomotives, crews, and a steady and timely inbound flow of traffic to where we can apply our expertise to execute the plan,” said Brian Womble, Yardmaster.
“Recognizing that future success depends on continuous learning and skill development,” Norris Yard has launched a conductor trainee (CT) boot camp to improve the skills of the yard’s newest employees. This three-day intensive training, offered in partnership with the International Association of Sheet Metal, Air, Rail, and Transportation Workers (SMART-TD), provides conductor trainees with hands-on instruction using real-life scenarios. The boot camp focuses on enhancing core skills, ensuring that new employees are prepared to meet the demands of their roles.
Around 350 personnel work in and around Norris Yard, handling freight such as lumber, automotive products, and coal—a commodity vital to Alabama’s burgeoning energy market. The yard also plays a crucial role in supporting NS’ current operations and future growth strategies. As a key hub, Norris Yard not only services existing freight but also supports vital infrastructure corridors, including the 3B Corridor, the Memphis and New Orleans Gateways, and the Port of Mobile.
These strategic connections, the Class I says, position Norris Yard as a hub in NS’ broader operational network, making it essential for both current service demands and long-term growth objectives.
BNSF
BNSF teams recently completed a maintenance project on the Class I’s bridge in Sibley, Mo., one of the last single-track sections on BNSF’s busiest route, the Southern Transcon route between Los Angeles and Chicago.
In a short window of time, BNSF teams replaced 23 track panels on the bridge, installed two turnouts (track configurations that enable trains to move from one track to another) and surfaced more than 2,000 feet of track.
“It’s so important to make sure our maintenance plan matches the business needs for BNSF,” said Craig Rasmussen, Assistant Vice President, Engineering Services and Structure. “This short piece of single track is a crucial part of our network, and this project is another example of how our teams keep our railroad safely running.”
