Overview

During the 1980s, three major events--a change in focus, deregulation, and a merger with Frisco Railroad--boosted Burlington Northern's railway earnings and radically transformed the work of departments and specialties.First, company officials realigned corporate objectives to focus on increasing investment in resource development, a move they made to improve earnings from BN's vast holdings in timber, oil, gas, and underdeveloped land and minerals. At the same time, deregulation allowed them to restructure work rules governing operating and maintenance employees. Finally, uniting with Frisco Railroad initiated a major leadership change and introduced new standards, work methods, and technology that greatly reduced the size of the work force. Further restructuring and increased investment in non-rail businesses, as well as the shift of resource units to shareholders that resulted from those actions, left BN's railroad company as an independent unit. This, the second book in a two-volume series, evaluates the initiatives and strategies the company employed to reach the ambitious goals it set in the early 1980s, and examines the profound cost of their departure from BN's founding culture, character, and values.

Full Product Details

Author:   Earl J. Currie ,  Norman M. Lorentzsen
Publisher:   Rails Northwest
Imprint:   Rails Northwest
Dimensions:   Width: 21.60cm , Height: 2.20cm , Length: 27.90cm
Weight:   1.202kg
ISBN:  

9780996122580

ISBN 10:   0996122583
Pages:   304
Publication Date:   01 October 2019
Audience:   General/trade ,  General
Format:   Hardback
Publisher's Status:   Active
Availability:   Temporarily unavailable  
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Table of Contents

PART I DRIVING FORCES IN THE 1980s 1 The New Leadership Team 2 Merger with the Frisco 3 Deregulation of PricingPART II REVALUING RESOURCES 4 Establishing a Holding-Company Structure 5 Aggressive Plan and Actions to Enhance Earnings 6 Preparation for Spin-off of Burlington Resources and Plum Creek 7 Evaluation of Results PART III REDUCING THE ASSET BASE 8 Severing a Vital Corridor: Creation of Montana Rail Link 9 Line Sales to Start-up Entrepreneurs 10 Populism in Montana 11 Contention over Shops and Facilities in Montana 12 Decision to Abandon a Crown Jewel : Spokane-Pasco 13 Rationalizing Yard and Terminal Facilities PART IV INNOVATION AND NEW DIRECTIONS 14 Change Your Department 15 Relocating Headquarters Offices 16 Giving Up Seniority 17 Innovative Intermodal Service 18 The Winona Bridge Company 19 Industry-Leading Advances in Mechanical20 Power by the Hour 21 Research and Development for the Future 22 Sourcing by Purchasing and Material Department 23 Innovations in Maintaining a High Tonnage Railroad PART V LABOR: IN TRANSITION TO A LOW-COST OPERATION 24 Upheaval in the 1980s 25 Overhaul Needed in Work Rules and the Basis of Pay 26 Change in Direction on the Crew Consist Issue 27 Introduction of Regional Gangs 28 Reflections on Strategy Employed in the 1980s PART VI SAFETY: REBUILDING THE FOUNDATION 29 Safety in Times of Turmoil and Rapid Change 30 Making the Operation Safer 31 Employee Reflections on Safety PART VII CREATING AND SEIZING NEW OPPORTUNITIES 32 The Milwaukee Road: Shutdown and Break-Up 33 Crossing the Cascades 34 Evaluating the Non-Rail Subsidiaries 35 Electrification: Considered But Not Approved 36 Moving the Masses: Suburban Service 37 Coal Terminal at Astoria 38. Further Additions to Roadway Capacity Epilogue by Norman M. Lorentzsen Appendix: Eruption of Mount St. Helens

Reviews

"""Exceptionally detailed and enlightening, made more so from someone who was in the thick of it as a company officer with BN."" --GNGoat"

Exceptionally detailed and enlightening, made more so from someone who was in the thick of it as a company officer with BN. --GNGoat

Author Information

Earl J. Currie spent forty years in line management of operations and maintenance in the rail industry, including as BN's Senior Vice President of Maintenance and Transportation.

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