Jan 30, 2018 - Note: Dwell and velocity displayed according to CSX methodology; explanation of ... efficiency and networ
STB UPDATE
JANUARY 30, 2018
Network continued to perform at high levels
Velocity, dwell, originations and arrivals all further improved this week Right Car Right Train improved week-over-week Crew and power resource levels well matched to demand Hump yard performance steady Western terminals performing well Car fulfillment settled higher, averaging 99% year-to-date Local pull and place performance higher Customer problem logs at normal levels Interchange volumes current and gateways fluid
Dwell achieved new record low of 9.8 hours, and is 13% improved from 2017 average dwell
2
All measures improved this week On Time Originations (%)
On Time Arrivals (%)
80%
60%
60%
40%
40%
20%
20%
3
Jan. 20 – Jan. 27
2017
1
2
3
9.2
16.0 14.0
6.0
12.0
79%
79%
15.1
10.0
2017
1
2 Weeks
3
Jan. 20 – Jan. 27
2017
1
2
3
Jan. 20 – Jan. 27
Weeks
Note: Dwell and velocity displayed according to CSX methodology; explanation of CSX methodology can be found at csx.com/servicemetrics. 2017 dwell and velocity exclude the Hurricane Irma-impacted period for terminals that held cars and specific trains held through storm, respectively.
17.5
17.7
18.0
18.7
18.2
18.0
18.0
8.0
4.0
3
9.5
10.0
9.9
10.7
10.3
10.8
10.7
20.0
9.5
14.0 9.6
22.0 18.6
Velocity (mph)
16.0
12.0
80%
Jan. 20 – Jan. 27
Weeks
Dwell (hours)
11.5
83%
+2 hrs
Weeks
11.3
+2 hrs On-Time
18.6
2
68%
18.5
1
73%
18.2
2017
69%
On-Time 71%
80%
78%
80%
100%
78%
79%
83%
80%
83%
84%
85%
80%
81%
89%
100%
83%
90%
Weekly Average
Right Car Right Train improved week-over-week Right Car Right Train is no longer a measure that CSX uses to manage its operation
Right Car Right Train1 Weekly Average
― In scheduled railroading, if a car can be advanced on another train to speed transit or ensure its on-time arrival, there is not one “right train”
90%
75%
71%
76%
Car priority is to move cars quickly, on next available train ― Asset utilization a key tenet of scheduled railroading
70% 65%
Train priority is blocking integrity and departing all available, relevant cars from the yard
60% 55% 50%
2017
1
4
76%
78%
77%
70%
75%
72%
79% 74%
80%
77%
85%
1
2 3 Weeks
Jan. 20 – Jan. 27
― Blocking integrity certifies that a train is built correctly and shipments are headed to the correct location ― Managed through field supervision
‘Right Car Right Train’ is defined as the percentage of cars that departed from a yard in accordance with their car scheduling trip plan
Resourcing appropriately to meet business needs Train & Engine Headcount and Re-crew Rate1
Active Locomotives 3,800
3,400
9,800 9,400
3,368
12% 9,365 10%
9,000 3,025 3,000
8,760
2,979 2,881
2,857
8,680
8,612
8,600
8% 8,558 6%
8,200
2,600
4%
7,800 2,200
2%
7,400 1,800
0%
7,000 2017
1
2
3
4
5
6
2017
1
2
Locomotive level coming down in concert with network velocity improvement
4
5
6
Headcount decline driven by train staffing efficiency and network velocity improvement
Power and crew availability steady at approximately 99% and 95%, respectively 1
5
2018 Weeks
2018 Weeks
3
Re-crew rate is re-crew people starts as a percent of total measured people starts, and represents incidences of replacing a crew on the same train ID (generally due to hours of service)
Hump yard performance steady CSX Hump Terminal Overview
Key hump productivity and efficiency measures performing well
Total hump yard volumes remain at normal levels, well below capacity of yards
Transitioned to flat-switching operations Hump terminals
Selkirk, NY Toledo, OH Avon, IN
Willard, OH
Dwell at Hump Terminals1
Cumberland, MD Cincinnati, OH
Weekly Average
Louisville, KY
19.2
1
2 Weeks
18.0 14.0 10.0
Absolute number of humps not “good” or “bad”; goal is best mix of hump and flat yards for processing efficiency
6
1 Dwell
6.0 2017
3
Jan. 20 – Jan. 27
displayed according to CSX methodology; explanation of CSX methodology can be found at csx.com/servicemetrics. 2017 dwell excludes the Hurricane Irma-impacted period for terminals that held cars through the storm.
18.5
Waycross, GA
22.1 19.6
19.9
20.9
19.5
22.0
22.9
26.0
19.4
Birmingham, AL
Atlanta, GA
19.9
Nashville, TN
20.4
30.0 Hamlet, NC
Western terminals performing well Western Corridor Key Terminals
Key terminal productivity and performance measures healthy, dwell remains well below 2017
Avon, IN
Nashville, TN
Dwell at Western Terminals1 Weekly Average
22.0 Birmingham, AL
1
2 Weeks
13.2
10.0 6.0
Key Western terminals
1
7
2017
3
Jan. 20 – Jan. 27
Dwell displayed according to CSX methodology; explanation of CSX methodology can be found at csx.com/servicemetrics. 2017 dwell excludes the Hurricane Irma-impacted period for terminals that held cars through the storm.
10.8
11.0
11.0
11.5
10.8
Mobile, AL
11.6
13.7
14.0
12.2
14.9
Montgomery, AL
13.1
18.0
Car fulfillment settled higher, averaging 99% year-to-date Weekly Car Orders, Customer Empty Idles, and Fill Rate1 Order Fill Rates
Cars Ordered/Idle 6,000
110%
5,000
100%
4,000
90%
3,000
80%
2,000
70%
1,000
60%
Over 340 orders filled in week 4 against week 3 open orders, increasing fill to 102% ― Delivered strong initial fill rate in week 4 despite rising order levels
Empty car dwell remains elevated at customer locations ― Empty idle cars at a given customer held >24 hours considered available to fill that customer’s orders
50%
0 2017
1
2
3
4
5
6
2018 Weeks Weekly Orders
Customer Empty Idles (> 24 hours)
2017 Blended Fill %
Order Fill %
1
8
2017 orders and fill rate normalized for Weeks 14-44 against historical/expected order levels (Q1 2017), as orders were disconnected with demand; starting week 45, improved process leaves orders open for two weeks, counts empty idle cars > 24 hours at a customer location as a filled order for that day
Last mile performance measure higher
Local Service Measurement (LSM) is not a primary metric that CSX uses to manage its operation
Local Service Measurement1 100% 90%
87%
80%
86%
86%
88%
― In scheduled railroading, focus on end-to-end transit and customer expectations
74%
70% 60%
However, reliable pull and place expected as part of service to customers
50% 40% 30% 20% 10% 0%
2017
1
9
1
2
3 4 2018 Weeks
5
6
‘Local Service Measurement’ is defined as the percentage of cars that were pulled or placed at a customer location based upon daily customer request, the local service plan and available inventory at the local serving yard
Customer problem logs remained at normal levels Improved communication allowing for faster, more local resolution
Customer Problem Logs Daily Average Volume
― Accountability for resolution of customer issues resides with field responsibility ― Escalating and resolving critical issues with senior leadership
570 Total Logs in Week 30 2017 at height of service challenges
284
271 223
2017
1
2
Delayed Cars
10
252
3 4 2018 Weeks Bad Order
Enhancing key customer tools and aligning workstreams to allow for easier, more direct connections and self-service
219
5
Switching Issues
6
Interchanges current and performing to expectations Chicago
East St. Louis 800
Daily Average Interchange Volume
Daily Average Interchange Volume
2,000 1,600
600
1,200
400
800 200
400
0
0 2017
1
2
3
4
5
6
2017
1
2
2018 Weeks
5
6
Memphis
Daily Average Interchange Volume
Daily Average Interchange Volume
300
400
200
200
100
0
0 2017
1
2
3
4
2018 Weeks
11
4
2018 Weeks
New Orleans 600
3
5
6
2017
1
2
3
4
2018 Weeks
5
6
Scheduled railroading producing service improvement Service Improvements & Productivity Improvements
Operational Focus Balanced Train Plan
Improved Frequency
Better Reliability
Rolling Stock Utilization
People Efficiency
Terminal Fluidity
Faster Transit
Quicker Turnaround
Fuel Optimization
Train Density
Improve Service
Operate Safely
Control Costs
Drive Asset Utilization
Develop People
Accomplishments in 2017: realigned service frequency, balanced train plan, improved terminal efficiency
Improved execution on this foundation to drive long-term service and productivity improvements
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