RRUserious
OBS Chief
- Joined
- Oct 31, 2011
- Messages
- 505
Just looking at some ontime percentages. I really had a jaw drop when I looked at what Amtrak has posted for Train 8 in May. It says 9.7 percent ontime. For all intents and purposes that is tantamount to never being on schedule. It reminds me of other transportation I use that never gets there, that I know won't. Yet, nobody changes the schedule to something meaningful. Can't the managers SEE this train can't perform as they have suggested it should? Why not give it times it can make at least half the time? Even the percent for the last 12 months (including the lightest seasons) is only 47 percent. To me, this makes their printed schedule meaningless. Really the schedule is "when we pull into the station, and that's different every day". I think when the numbers go that low, they really need more numbers such as mean and range of late times into destinations for making connections. In other words, if they must connect to other trains in Chicago, how much of the time are they there to make the connection? Passengers need to know that before purchasing a ticket. We always look at plane connections in the light of whether the layover is adequate to go through whatever processing a given airport requires.
Absent this sort of disclosure, how is one to plan? I was thnking today what I'd suggest Amtrak do to improve its service. A big part of it is "assume the worst and plan". They could HOPE an Empire Builder train that is late will still reach Chicago in time to make the departures of connecting trains. But it is unprofessional to say "let's hope" Someone responsible needs to speak up and say "but suppose they don't, what is our policy?" And then based on that they need to start asking themselves "what are the numbers of people we have to provide a backup plan, what number of staff have to be THERE to insure the company handles paperwork to speed those customers onto their next step?" I remember in my IT years, when something went badly wrong, we didn't just stand and wait for a vendor to fix the problem, we knew we were missing schedule milestones, we could identify what they are, we could predict which business lines needed to know so that they were ready to answer customer questions, etc. It was a drill. We were failing our normal service, so all we could do is show we had handled what was totally in our control.
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Absent this sort of disclosure, how is one to plan? I was thnking today what I'd suggest Amtrak do to improve its service. A big part of it is "assume the worst and plan". They could HOPE an Empire Builder train that is late will still reach Chicago in time to make the departures of connecting trains. But it is unprofessional to say "let's hope" Someone responsible needs to speak up and say "but suppose they don't, what is our policy?" And then based on that they need to start asking themselves "what are the numbers of people we have to provide a backup plan, what number of staff have to be THERE to insure the company handles paperwork to speed those customers onto their next step?" I remember in my IT years, when something went badly wrong, we didn't just stand and wait for a vendor to fix the problem, we knew we were missing schedule milestones, we could identify what they are, we could predict which business lines needed to know so that they were ready to answer customer questions, etc. It was a drill. We were failing our normal service, so all we could do is show we had handled what was totally in our control.
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