James J. Hill’s Legacy To Railway Operations by Earl J. Currie Soft Cover
James J. Hill’s Legacy To Railway Operations by Earl J. Currie Soft Cover
James J. Hill’s Legacy To Railway Operations by Earl J. Currie Soft Cover
James J. Hill’s Legacy To Railway Operations by Earl J. Currie Soft Cover
James J. Hill’s Legacy To Railway Operations by Earl J. Currie Soft Cover
James J. Hill’s Legacy To Railway Operations by Earl J. Currie Soft Cover
James J. Hill’s Legacy To Railway Operations by Earl J. Currie Soft Cover
James J. Hill’s Legacy To Railway Operations by Earl J. Currie Soft Cover
James J. Hill’s Legacy To Railway Operations by Earl J. Currie Soft Cover
James J. Hill’s Legacy To Railway Operations by Earl J. Currie Soft Cover
James J. Hill’s Legacy To Railway Operations by Earl J. Currie Soft Cover

James J. Hill’s Legacy To Railway Operations by Earl J. Currie Soft Cover

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James J. Hill’s Legacy To Railway Operations by Earl J. Currie Soft Cover
 
James J. Hills Legacy To Railway Operations by Earl J. Currie
Forth in a series of writings on railway operations
Softbound 501 pages  DARK Blue cover

CONTENTS
Foreword
Acknowledgementsvii
A Note About the Authorix
Author's Notesix
List of Abbreviations and Shortened Namesxi
List of Tablesxii
List of Figuresxv
Introductionxix
Chronology and Career Mileposts, James J. Hillxxiii
Part I: Core Beliefs, Values and Principles
Chapter 1 "The Way We Do Things Here"1
Chapter 2 Quotes from Speeches and Letters11
On building a superior property
On safety
On leadership
On standards for grades and construction
On rates
On freight car utilization
On train operation
Part II Comparisons of Performance
Chapter 3 Operating Ratio29
Chapter 4 Productivity Measures45
Gross ton-miles per freight train hour
Net ton-miles per car-day
Tons per train
Per cent empty miles to loaded car-miles
Revenue per revenue ton-mile
Per cent locomotive miles in helper service
Earnings in Depression years


Part III Decisions on People
Chapter 5
People of the Great Northern and Of Other Railways
John Stevens Ralph Budd Henry Minot Louis W Hill Carl Gray Allen Manvel A.L. Mohler Howard Elliott A.B. Stickney
65
John Egan
Daniel Willard
ED. Underwood
C.O. Jenks
Harry E. Byram
William C. Van Horne
Major A.B. Rogers
Part IV: Application of Mr. Hill's Engineering Standards and Operating Principles to Major Projects
Chapter 6 Engineering Standards - Grades113
The need for low grades
Decision on line location
Earthwork required
Comparison of mountain grades Decision to build via Spokane Comparison of lines in North Dakota Standards for construction of SP&S Construction over Haskell Pass Libby line change
Comparison with Milwaukee Road
Comparison with Union Pacific
Chapter 7 Engineering Standards - Curvature153
Chapter 8 Extension to Helena159
Chapter 9 Crossing the Rocky Mountains165
Chapter 10 The Cascades183
Chapter 11 The Mesabi Range207
Chapter 12 Improvements to Roadway, Equipment
and Operating Practices229
On the GN property
On the NP property
Construction of double track
Major line change projects
Upgrading of rail, bridges and locomotives
Policies in making capital improvemen
Extension of crew districts
Improvements needed in the future

Chapter 13 Running a Growing Railway271
Chapter 14 The Burlington279
Chapter 15 The SP&S297
Chapter 16 British Columbia309
Chapter 17 Inside Gateway341
Chapter 18 Terminals355
Part V: Evaluation of Operating and Engineering
Principles Applied on Neighboring Railways
Chapter 19 Northern Pacific369
Chapter 20 Union Pacific381
Influence of E.H. Harriman
Major improvement projects
Improvements made on Southern Pacific Gaining access to the Pacific Northwest Gaining access to southern California Leadership
The importance of density
Chapter 21 The Milwaukee Road417
Chapter 22 Canadian Pacific425
Influence of Mr. Hill
Recruitment of Wm. C. Van Horne
Expansion of Soo Line
Construction over Crowsnest Pass
Chapter 23 Soo Line455
Part VI: Evaluation and Conclusions467
Chronology - Major Railway Companies of
Northwestern U.S. and Western Canada477
Glossary489
Primary Sources (Bibliography)494
Index497

JAMES J. HILL'S LEGACY TO RAILWAY OPERATIONS INTRODUCTION
Much has been written about the work of James J. Hill in building the
Great Northern Railway into a very successful business. Most of these writings are biographies, with particular emphasis on the entrepreneurial skills Hill developed so effectively for obtaining the information and the financial support he needed for very rapid and successful growth of his railway system, and the development of the territory it served. Emphasis is placed on the strengths he had in dealing with his competitors and the rivals he encountered in his efforts to outperform them, and in how he applied those strengths in extending the franchise of the Great Northern Railway.
In this book I examine the philosophies and principles he developed for management of a large enterprise, and more specifically, for establishing the methods and standards he believed best for planning and managing the operation of a railway. To help evaluate the effectiveness of the methods and standards Hill put into place, I have examined several measures that show how well the Great Northern performed in comparison with other large railway companies of that day.
The question of course is whether the operating standards and
methods developed and implemented by Hill enabled the Great Northern to outperform the neighboring railways that were his principal competitors. In other words, can the principles and practices for which he is so well known be validated through examination of the Great Northern's performance? Did Hill's principles evolve into a legacy of success, i.e., a foundation upon which his successors could base their work, and continue to outdo their competition? Finally, how well have Hill's principles for running a railway stood the test of time? Are they valid in the environment in which today's railways must operate?
This book is not a corporate history, a biography or a political history. Instead, it is directed toward examination of the principles, standards and methods developed and applied by Hill to the operation of a railway company. My intention it to explore how Hill and the managers he developed succeeded in formulating important fundamentals and practices for operations and maintenance.
In writing this book, I have used the benefit of my experience of about 40 years in railway management to expand on the principles for operations and maintenance that Hill laid out in many of his speeches, written communications, and in the methods he used directing the work of railway officers and employees. I have related these principles to the results they achieved, as revealed by the indicators that best show how well a railway is being operated. Also, I have provided some evaluation of how valid his principles were for those who held leadership positions in managing the operations of the Great Northern in the years following Hill's retirement, and later, in its successor companies, the Burlington Northern and the BNSF Railway.

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