from CSX TODAY
Feb/March 1999
Tropicana-CSXT culture pilot builds trust and a cool 1 million
bucks
Fresh orange juice must move from the grove to
the breakfast table in a matter of days – the kind of time-sensitive demand
that trucks can meet. But Tropicana North America and CSXT have found a way
to grow the orange juice producer’s rail traffic and reduce more costly
truckloads – all by involving the people who do the work.
TAMPA, Fla. –
Locomotive Engineer Randy Hall has delivered empty cars and picked up loaded
ones at Tropicana North America, south of here at Bradenton, for a number of
years. But no one ever asked him how to improve the service. That is, until
now.
"The company is asking for and accepting my advice," Hall said recently.
"Imagine that."
Imagine that and more, says Paul Sandler, general manager and vice president
of CSXT’s Florida Business Unit. Sandler, along with Tropicana’s Gene
Zvolensky, vice president-distribution, started a cultural change pilot that
has saved the two companies almost $1 million, improved service, and could grow
business further. Tropicana’s distinctive orange refrigerated cars are
making the trip from the Bradenton processing plant to the distribution center.
in Jersey City, NJ, and back in eight days – down from 11 when the project
began – and on-time deliveries are up more than 20 percent. It’s the
result of employee empowerment and improved communication.
"This is a model program," said Tropicana North America President
Gary Rodkin. "It is a major competitive advantage for us in terms of cost
and efficient service."
Sandler was one of the original team members convened by Jim Schultz, vice president
and chief safety officer. Schultz was recruited by president and CEO Pere Carpenter
from the No. 2 position at the Federal Railroad Administration to delve into
cultural change.
Sandler volunteered to serve on a sub-team whose mission was to offer suggestions
on cultural changes that would result in improved customer service. He developed
a proposal to unite Tropicana and CSXT in a customer-supplier relationship that
would benefit both companies.
The two companies, both with union-represented employees, began meeting last
September. Tropicana, with a fleet of 354 refrigerated rail cars and a growing
orange juice business, desperately needed improved car cycles. CSXT, just as
a anxious to reduce operating costs, wanted to find ways to make the service
more efficient.
Sandler was joined by CSXT teammates Eddie Pollock, manager-industrial development;
Leonard Baker, national account manager, Dennis Carroll, trainmaster; Terri
Noseworthy, manager-employee relations; Rodney Crawford, foreman; Leon O’Steen,
freight car welder; Randy Hall, engineer; Jack Penland, conductor; Larry Adams,
general clerk; Donna Acors, director-customer satisfaction; Jack Hanna, assistant
vice president-food and consumer products; and James Tolbert, roadmaster. Progress
was soon evident:
• Tropicana car
mechanical inspections were moved from Tampa’s Yeoman Yard to Bradenton,
where the orange juice processor maintains its own fleet. previously, a ‘bad-order’
car in need of repair would lose at least three days getting switched out and
returned to Bradenton.
• Light poles
that made every car spot a chess game were repositioned out of the way.
• Appreciation
improved for the unique challenges each company faced as ‘flash cards’
were used to quiz members on key facts. For example, Tropicana employees learned
about the Hours of Service rules governing railroad employees, and CSXT employees
learned that the value of products in each of the orange cars amounted to an
average of $40,000.
• Communication
improved, with Trainmaster Dennis Carroll calling Tropicana’s Larry Shelly
to update him on expected train arrivals so that loading could be extended beyond
the ‘cutoff time.’ Tropicana increased productivity and is better
able to fill out its six unit trains per week that travel to Jersey City or
Cincinnati.
"I don’t get any more angry calls," Carroll said at a recent
team meeting, drawing laughter from his Tropicana and CSX colleagues. "It’s
made my life so much better. And my wife appreciates it, too."
Sandler said the key was putting a face on the customer and his products.
"We created a relationship that raises the stakes of failure and taps that
drive within us to do our best for our friends," Sandler said.
Zvolensky, Tropicana’s head of distribution, said the team wants to maintain
the momentum toward further reductions in car cycle time, and even more savings.
"We succeeded in changing the culture and achieving a break-through performance
that resulted in something far beyond the expected results," Zvolensky
said. "We’ve been doing business with you for 28 years. We’ve
been partners for five months."
Baker, the national account manager, will lead CSXT’s involvement in the
next step of this cultural change process.
"The rewards are tremendous, both in developing a productive relationship
with our colleagues and the involvement of the crafts," Baker said.
Engineer Randy Hall, for one, is happy that he’s been asked to contribute
to the success of Tropicana and CSXT.
"Having a work force out here with good ideas is like having thousands
of consultants to help you run your business," Hall said. "All you
have to do is ask."