Boston & Maine Achieves Control over Railroad Performance

Carl D. Martland, Henry S. Marcus and George B. Raymond
Additional contact information
Carl D. Martland: Department of Civil Engineering, Massachusetts Institute of Technology, Room 1-177, Cambridge, Massachusetts 02139
Henry S. Marcus: Massachusetts Institute of Technology, Room 5-205, Cambridge, Massachusetts 02139
George B. Raymond: Renault, 18, rue jean Jaurés, 79400---Saint Maixent l’Ecole, France

Interfaces, 1986, vol. 16, issue 5, 1-16

Abstract: Between 1977 and 1982, the Boston & Maine Railroad made extensive efforts to improve its operating performance, especially in the areas of freight service, terminal control, and freight-car utilization. Major changes were made in the organizational structure, in information systems, in the decision-making processes, and in physical facilities. As a result, significant improvements in service and costs were achieved. The railroad saved more than $3 million annually, or roughly three percent of total operating expense, which helped the B&M to achieve the first income-based reorganization in the rail industry in more than 20 years. Operations planning played a major role. The MIT service planning model was developed in order to evaluate alternative operating plans and establish origin-to-destination trip-time standards.

Keywords: transportation: rail; facilities/equipment planning (search for similar items in EconPapers)
Date: 1986
References: Add references at CitEc
Citations:

Downloads: (external link)
http://dx.doi.org/10.1287/inte.16.5.1 (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:inm:orinte:v:16:y:1986:i:5:p:1-16

Access Statistics for this article

More articles in Interfaces from INFORMS Contact information at EDIRC.
Bibliographic data for series maintained by Chris Asher ().