BNSF News

How Complicated Is a "Complex" Best Way Implementation?

2009-11-05

During the hot summer months of July through September, when the Pacific Northwest reached record temperatures of 109 degrees, the Vancouver, Wash., Complex took on the opportunity of becoming the next "Best Way" Terminal.

The Service Excellence team has implemented Best Way practices at a complex before, but the Vancouver implementation gave new meaning to the word "complex" for several reasons. Although the implementation was more complicated, the result will be a streamlined operation and improved standardization and efficiency.

One difference the team had to work through was developing an effective process to manage the high volume of priority trains, particularly Amtrak. The high volume of priority trains created a real challenge in coordinating scheduled (regular Transportation Service Plan - or TSP) trains and unscheduled traffic (industry jobs) on the main line. Forty percent of the volume through the terminal is industry work.

The sheer size of the Vancouver Complex was another variable adding to the challenge. The Vancouver Complex is made up of seven distinct yards and three bridges that open for marine traffic. The complex's swing bridges and lift bridges that open for marine traffic presented a unique challenge because notification to open the bridges is often given at the last minute. The Arrival Departure initiative helped to ensure that this type of traffic was given appropriate priority to help with the overall fluidity throughout the complex.

To simplify bridge operations, bridge operators came up with the idea of documenting unnecessary bridge openings and reporting that information to the U.S. Coast Guard. The goal is to reduce the number of unnecessary requests to open bridges. The Coast Guard can then coach the vessels on the Code of Federal Regulations over the river traffic.

The number of yards that make up the complex is also a logistical challenge for Best Way training. The higher number of yards translates into higher numbers of employees to train, and sometimes the Best Way team faced difficulties moving from one yard to another because of traffic.

Despite these and other challenges, the team rolled out the IBU (Intermodal Business Unit) Lite program during the regular Best Way implementation. The intermodal operations at the Portland Hub center are a small but vital part of the overall complex operation. The team helped to initiate better paths of communication between the Hub and Transportation teams. This improved communication helped the terminal to understand TSP conflicts and drove some changes in TSP for an originating Z train at the Hub facility, which improved overall fluidity of the complex.

The implementation of Best Way processes brought the entire Vancouver Terminal Complex together with employees focused on common goals, particularly the goal of on-time train performance. Transportation, Locomotive and Car employees now realize how their individual responsibilities affect on-time departures.

With this new level of team work and dedication, the Vancouver Complex team has been able to reach new levels of excellence. As of Oct. 30, this terminal has departed 239 trains on-time since implementation with no sign of slowing down.

BNSF Headquarters

For more information on the company and its transportation solutions, visit the BNSF Web site at www.bnsf.com