May 2011 - Amtrak

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6 | May 2011 Amtrak Ink “E VERY DAY AT 7 A.M. Eastern time, the team would run through the list of people on the line: Transportation? Here. System Ops? Here. Engineering? Here. Mechanical? Here. Passenger Services? Here. In the early 1990s, with Amtrak still under the watch of W. Graham Claytor Jr., the top priority of the company was to improve operating and safety performance. So each day began with a number of executives and managers representing every division nationwide and all facets of the company on a conference call to address any operating issues from the day before and make sure everything was squared away for the morning rush hour. The emphasis was on accountability. Nothing illustrates the way Amtrak was run better than that half-hour call. Gary Boone Carman Journeyman Los Angeles 8th Street Coach Yard Hired 1990 Delivery of 20 new diesel locomotives, P32-8BWH – first of the new generation of GE-built engines. Amtrak begins operation of leased Talgo trains in partnership with Washington State Department of Transportation. The company was still run very much as a traditional railroad — lots of involvement by senior management in day-to-day operations. Top-down management and decision-making. Vertical departments were operated centrally and independent of each other. But during that call they came together. The trains had to move. On-time performance was critical.” Lee Bullock Gil Mallery Former Assistant Former President, General Superintendent, Amtrak West Strategic Chicago Business Unit Excerpted from Amtrak: An American Story Personal Accountability Brings Success “Some of my favorite memories involve former General Foreman Cecil Greenwood, at our L.A. Mechanical Facility, I remember when he had returned from a medical leave and walked in at the beginning of our shift’s safety briefing. He was greeted with a tremendous round of applause that was heartfelt by everyone. He was a wellrespected manager who got the most out of 190 self-service ticket machines installed nationwide. every employee through mutual respect and trust. Over the years, I’ve certainly seen the company move toward more personal accountability and a cleaner and safer work environment. We have adjusted to finding ways to do more work with fewer employees. We keep growing in success.” 1992 1994 1997 1998 Consolidated National Operations Center (CNOC) opens in Wilmington, Del.
“T HE FIRST DECADE of the 21st Century was one of opportunity, innovation and challenge for the company. By 2000, on the positive side, Amtrak had completed the electrification and other upgrades of the Washington - Boston corridor. The trainsets that would be used for Acela Express service, the first true high-speed train in the United States, were just about ready to go into service. They would be a valuable supplement to the Amfleet cars and Superliner fleet. ... Later in the decade, Amtrak began a $145 million improvement program on the Harrisburg Line in Pennsylvania. Completion of that program in 2006 allowed trains to operate at up to 110 mph between Harrisburg and Philadelphia. The improvements allowed for faster, more frequent service and resulted in significant ridership growth. It was a major achievement that illustrates the technical skill and resourcefulness of the company. Rachel Coates-Knowles Manager, Grants Administration Washington, D.C. Hired 2010 December 11 – First Acela Express train set enters service. “The impression I have of Amtrak that stands out most is the camaraderie that exists amongst its employees. This is a quality that many companies struggle to develop, but here it seems to come easy. As a newbie, I had many questions, which my supervisor and co-workers in the Financial Downtown Richmond station opens for Tidewater service. Feeling Right at Home New auto carriers for Auto Train enter service. 2000 2003 2005 2006 2007 Amtrak Police Department focuses its efforts on “community policing,” with higher levels of police presence at gates, on platforms and aboard trains. Amtrak Ink May 2011 | 7 On the negative side, there were significant storm clouds on the horizon. The company finances were in desperate shape. Years of trying to force the company to be profitable or self-sufficient had done serious damage. … The company had five presidents in 10 years. …Additionally, the board of directors completely turned over three times, making management inconsistent at best. ... The good news is that upon closing out its first 40 years, Americans renewed their love of train travel. Amtrak’s ridership grew by 37 percent during the decade, despite the biggest economic crash since the Great Depression.” David Gunn Former President and CEO 2002-2005 Excerpted from Amtrak: An American Story Planning department patiently answered or pointed me in the right direction. I’ve even met a few friendly long-time Amtrak employees who commute with me daily from Philly to D.C.” Quik-Trak machine wins “Best Travel and Hospitality Deployment” from KioskCom’s Self Service Excellence Awards.
Page 1 and 2: i n k A Monthly Publication for and
Page 3 and 4: Amtrak Ink May 2011 | 3 Marking Fou
Page 5: “I T WAS A SUNDAY, January 4, 198
Page 9 and 10: Last month, Congress approved a fed
Page 11 and 12: $2,600. Repairing and refurbishing
Page 13 and 14: Amtrak Ink May 2011 | 13 Schedule C
Page 15 and 16: Blair Slaughter, principal engineer
Page 17 and 18: Company Offers Interactive Website
Page 19 and 20: Employee Milestones Congratulations

May 2011 - Amtrak

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