BNSF News

Best Way: Sprawling Seattle Complex Successfully Implements New Practices

2010-03-08

More than 110 employees in the Seattle Complex have clarified roles and responsibilities and improved coordination while implementing Best Way practices.

When Service Excellence team members arrived in Seattle in September 2009, they found a number of opportunities.

For example, the Seattle Complex, which includes Everett, Seattle and Tacoma, has seven yards covering a 70-mile territory. One superintendent manages the complex, but the three major terminals operated independently. Teams saw opportunity to improve coordination and interaction. Prior to Best Way, terminal trainmasters were responsible for on-site around-the-clock management of terminal daily operations. The new philosophy of running the terminal as part of a unified complex meant that change was needed, however, so the terminal managers' roles were revised. A new position was added so the complex would have around-the-clock oversight.

Given the size of the task, two Service Excellence teams were needed. One team worked with employees in Everett while the other team handled Seattle and Tacoma.

The gathering-and-distribution (G-&-D) process posed a significant challenge; the greater Seattle Complex serves nearly 200 industries, more than any previous implementation. The Seattle Complex also originates three to four empty grain trains/day from two elevators. To improve velocity and customer service for the elevators, a cross-functional team reviewed key processes across Service Design, Customer Support, Ag, Technology Services, e-Tools and others to ensure the new standards met both departmental and Best Way goals.

The team's next opportunity was training the large core of terminal employees. Terminal leaders Jeff Beck, Dave Moreno and Dave Bertholf brought in trainers to help more than 110 employees in Transportation and Mechanical understand their newly defined roles and responsibilities and the six foundation initiatives.

Did it work?

The foundation initiatives have been implemented in the complex for several months, and terminal employees have noted the benefits. "The increased communication between departments has made my job easier," said Interbay Yardmaster Michael Whitcomb.

Interbay Roundhouse now has the ability to make consist changes locally, which helps ensure consists are built within goal. All three departments use an internal alert process to notify team members about potential barriers and protect on-time departures.

Rick Lovin, Mechanical Car foreman, said the carmen working the trains appreciate the focus on the importance of their tasks. "They like knowing that their work is being recognized, and they feel that they are valued members of the team," he said.

The implementation of the Best Way process has the entire Seattle team working toward one common goal: running trains on time.

Kevin Tenny, yardmaster, said he is happy to see all departments working on the same goal. "We are all working on the same page now," he said.

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