I want to talk about on-time performance, and especially the role of freight prioritization. How has that played out?
The big problem I see right now is the on-time performance in and out of Chicago. Chicago is the hub for the long-distance system. All freights today are having a fluidity problem in and out of Chicago.
One of the things I’ve just done recently is every senior manager of this company had to adopt a train that operates in and out of Chicago. The reason for that is to get them really paying attention and focusing on a major part of what we do as a business. To make sure that our employees know that senior management’s paying attention to this. Communities know that senior management is out there looking at this. So that they understand our business better than they have in the past. That they can see what might be hurting us. Where can we improve ourselves? So that we can continue to hold a higher ground on the need for the freights to move our trains.
This is both a boon and a problem. For Chicago, this means that there is a tremendous amount of rail traffic going through the region, providing more opportunities for jobs and facilities. On the other hand, there is a limited amount of land, a lot of at-grade crossings, and getting trains through this bottleneck can be a headache. These issues have helped push more trains and facilities further out from the Loop, whether beltway lines or new intermodal facilities.
And this isn’t just a railroad problem in Chicago. As a transportation center, Chicago can be a bottleneck for air traffic with the soon-to-be world’s busiest airport (and recent infrastructure issues). The road traffic isn’t so great either.