Education - Part 3E3
Communication and Control
Under construction
Communication and Control Systems
A significant part of railroad infrastructure consists of communication and control systems. From early in railroad history, communication was considered a necessity for satisfactory railroad operation and for safety of passengers, crews, goods, equipment and infrastructure.
A significant part of railroad infrastructure consists of communication and control systems. From early in railroad history, communication was considered a necessity for satisfactory railroad operation and for safety of passengers, crews, goods, equipment and infrastructure.
Communication
Communication is, in its most general meaning, any form of signaling between a sender and a receiver (any two entities whatsoever). The sender and receiver are usually considered to be transceivers. That is, they both can send and receive. The signal is carried from one party to the other by some form of channel (air, light, sound, wire, fiber, etc.). Because the sender and receiver may not be able to directly access a given channel, a transducer might be required to transform the channel into one compatible with each entity. Similarly, a transducer might be required to transform the signal of the sender into one recognized by the receiver. For example, in a face-to-face conversation between a speaker of French and a speaker of Japanese, a transducer (usually called an interpreter) would be needed. (A conversation is a succession of signals exchanged between sender and receiver.)
Railroad communication was, from the beginning, necessary between stations, between stations and trains, and so on. Along the tracks, control points were needed to handle switching, derailments, hot boxes, track problems and other matters. Thus communication between control points was needed. The telegraph was quickly adopted as a means of communication, replacing hand signals, flags, semaphores, lamps and other means of signaling.
Telegraphy required operators who could tap out characters on a telegraph key using Morse Code and who could recognize such codes sent from another operator. (Keep in mind that punched paper tape came later and printed output even later still.) Telegraphy allowed voice signals to be encoded (Morse Code), sent over wires as a sequence of electrical pulses and received as clicks produced by the receiver (essentially an electromagnet that was energized briefly by the succession of pulses coming along the wire) thus causing the receiver to emit sounds corresponding to the code sent.
Communication with moving trains was another matter. One solution was to post printed messages on a pole at the correct height for a train staff member (usually someone in the locomotive cab) to reach out and grab. Such messages certainly included conditions ahead on the line (track), but could also deal with almost any other matter. This means of communication continued until radio communication became available. Initially, radio communication employed Morse Code to send messages (wireless telegraphy). But as radio technology advanced, voice communication became possible.
Today, almost any kind of data can be communicated via radio signals. It is important to note that communication via radio signals is regulated by law, coordinated by an international body called the International Telecommunication Union (ITU), which allocates frequency bands in the radio spectrum for a multitude of uses. In the United States, such communication is regulated by the Federal Communications Commission (FCC) in coordination with the ITU.
Radio communication with trains was at first supplemented by telephone communication between stations or other control points along the track (from about 1900). Larger railroads established their own telephone systems, supplemented with public telephone service. Today, much of railroad communication is via some form of radio frequency transmission. Communication within a railroad company among its personnel and among its many other parts, is most likely managed and controlled via computer. It is beyond the scope of this Web site to delve into the details of these technologies, but we will mention some of these in what follows.
Control Systems
At the same time communication systems were being developed and deployed, there was a growing need for control systems along the tracks. In order to increase revenues and to meet the growing demand for rail transportation, it was necessary to have multiple trains traveling between various transportation centers. But it was also necessary to insure against conflicts between trains operating on the same track. As a consequence, signals along the tracks were erected to inform train drivers of conditions ahead. These signals, at first fairly crude, soon became more standardized and well built, if not much more sophisticated (see Railroad Signal Systems).
Electrification made possible signaling by light and use of light to encode particular conditions ahead of a train (for a discussion of signaling, click here. Over the years, communication and control has continually improved and today all the Class I railroads operate under computer-based communication and control systems. Let us explore these systems in a bit more detail.
At the same time communication systems were being developed and deployed, there was a growing need for control systems along the tracks. In order to increase revenues and to meet the growing demand for rail transportation, it was necessary to have multiple trains traveling between various transportation centers. But it was also necessary to insure against conflicts between trains operating on the same track. As a consequence, signals along the tracks were erected to inform train drivers of conditions ahead. These signals, at first fairly crude, soon became more standardized and well built, if not much more sophisticated (see Railroad Signal Systems).
Electrification made possible signaling by light and use of light to encode particular conditions ahead of a train (for a discussion of signaling, click here. Over the years, communication and control has continually improved and today all the Class I railroads operate under computer-based communication and control systems. Let us explore these systems in a bit more detail.
Railroad Traffic Control
In general, railroad traffic control involves the movement of many trains over a multitude of tracks linking many geographic locations for business or leisure purposes. Traffic may be thought of in relation to trains, but it must also be viewed in relation to customer needs and requirements, the requirements of regulatory agencies and standards (including safety and health) and to economics. Most of these matters will be discussed under Transport.
Safe and Judicious Operation
A railroad must operate its trains in such a way that railroad assets are employed safely and judiciously. "Safely" means that assets such as rolling stock, trackage, passenger and freight facilities, etc., must be operated without damage nor loss that might occur through negligence, carelessness or excessive wear and tear. But safety also concerns the goods and/or passengers carried by the railroad since customers expect (and have the right to expect) that such carriage will permit the goods and passengers to arrive at their destination without damage or loss. In addition, safety concerns the people and property surrounding the railroad assets. Railroads are under significant potential liability as a result of unsafe operation, as evidenced by the recent derailment that occurred in East Palestine, OH (NS Derail).
Judicious use of railroad assets means that the assets are employed so as to meet capacity and scheduling requirements of both the railroad and customer. In general, customers want the fastest transport time at the lowest cost. A railroad is obliged to work out the most satisfactory compromise possible in order to thrive in a competitive enterprise.
Standards and Regulations
Standards and regulations are formulated to provide a basis for operation across any industry or enterprise. Standards are often formulated to foster safety, to modulate the competitive spirit, to improve interoperability and to provide a basis for quality and durability. Standards are sometimes formulated by an industry as "best practices" (see, for example, AAR). Regulations, on the other hand, are generally government-promulgated rules that govern permissible operations or behaviors that a business must adhere to. See, for example, Federal Railroad Administration (FRA).
One problem with government-promulgated rules is too many levels of government making the rules. Although railroads are primarily federal rather than state entities, there are still several federal agencies that play a role in the regulation of railroads, including Federal Railroad Administration (FRA), Surface Transportation Board STB), Transportation Safety Administration (TSA), ... (to be completed)
Economics
Finally, economics must be carefully analyzed and used to insure the railroad operates profitably, avoids unnecessary taxes or penalties as a result of operations, enables the railroad to gain and retain competitive advantage and operate within the compass of existing law; a tall order say the least.
In general, railroad traffic control involves the movement of many trains over a multitude of tracks linking many geographic locations for business or leisure purposes. Traffic may be thought of in relation to trains, but it must also be viewed in relation to customer needs and requirements, the requirements of regulatory agencies and standards (including safety and health) and to economics. Most of these matters will be discussed under Transport.
Safe and Judicious Operation
A railroad must operate its trains in such a way that railroad assets are employed safely and judiciously. "Safely" means that assets such as rolling stock, trackage, passenger and freight facilities, etc., must be operated without damage nor loss that might occur through negligence, carelessness or excessive wear and tear. But safety also concerns the goods and/or passengers carried by the railroad since customers expect (and have the right to expect) that such carriage will permit the goods and passengers to arrive at their destination without damage or loss. In addition, safety concerns the people and property surrounding the railroad assets. Railroads are under significant potential liability as a result of unsafe operation, as evidenced by the recent derailment that occurred in East Palestine, OH (NS Derail).
Judicious use of railroad assets means that the assets are employed so as to meet capacity and scheduling requirements of both the railroad and customer. In general, customers want the fastest transport time at the lowest cost. A railroad is obliged to work out the most satisfactory compromise possible in order to thrive in a competitive enterprise.
Standards and Regulations
Standards and regulations are formulated to provide a basis for operation across any industry or enterprise. Standards are often formulated to foster safety, to modulate the competitive spirit, to improve interoperability and to provide a basis for quality and durability. Standards are sometimes formulated by an industry as "best practices" (see, for example, AAR). Regulations, on the other hand, are generally government-promulgated rules that govern permissible operations or behaviors that a business must adhere to. See, for example, Federal Railroad Administration (FRA).
One problem with government-promulgated rules is too many levels of government making the rules. Although railroads are primarily federal rather than state entities, there are still several federal agencies that play a role in the regulation of railroads, including Federal Railroad Administration (FRA), Surface Transportation Board STB), Transportation Safety Administration (TSA), ... (to be completed)
Economics
Finally, economics must be carefully analyzed and used to insure the railroad operates profitably, avoids unnecessary taxes or penalties as a result of operations, enables the railroad to gain and retain competitive advantage and operate within the compass of existing law; a tall order say the least.
Operations Control
Control involves much more that controlling the movement of trains. It includes human relations, behavioral control (both of passengers and crew), customer relations, government relations, public relations, and more. Let us review these matters briefly.
Control involves much more that controlling the movement of trains. It includes human relations, behavioral control (both of passengers and crew), customer relations, government relations, public relations, and more. Let us review these matters briefly.
Human Relations
Human relations, for our purposes, deals with interpersonal relationships within a work environment. Although "work environment" is typically thought of in terms of employee and employer, that is a quite limited view. Enabling people to do productive work on a volunteer basis requires interpersonal relationship management as much or more that is the case in enterprises in which the worker is paid for her/his efforts.
Of course, railroads are organizations that require a certain amount of human labor to achieve the railroad's objectives. Human relations therefore deals with a labor force spread over a considerable geographic area and one requiring a wide range of knowledge and skills.
Each railroad will organize its work in various ways, but in general one may find basic train crews, train drivers (locomotive engineers), dispatchers, yard masters, track workers, electricians, clerks, telecommunication engineers, electronics technicians, trainers, and many others. Some or all of this work may be done through contracts with other organizations.
Human relations calls for an enlightened management plan that insures workers are properly trained and certified for the jobs they are to undertake, that jobs are clearly defined and that workers are equipped with the proper tools, materials and facilities needed for the job, that compensation (salary, wages and benefits) is fair, consistently applied and competitive within the industry and that performance evaluation is defined, aimed at performance improvement and is scheduled rather than arbitrarily applied. The plan includes dealing with labor unions, government agencies and laws concerning all aspects of human relations (such as limits on the amount of work without breaks, maximum number of work-hours before rest is required, equal opportunity for advancement, and many others.
Behavioral Control
Humans do not like to be controlled, at least overtly. Nevertheless, control is necessary if the goals and objectives of an organization are to be achieved. The trick is to exercise control in such a way that it is perceived as a benefit to the person (employee, customer, etc.).
For employees, behavioral control involves things like orientation, training (initial and continuing), specific directions or instructions, guidance as to relations with others (customers, supervisors, fellow employees, contractors or consultants), and evaluation (performance and results). Behavioral control also involves compensation.
Employee Relations
Orientation ...
Training ...
...
Humans do not like to be controlled, at least overtly. Nevertheless, control is necessary if the goals and objectives of an organization are to be achieved. The trick is to exercise control in such a way that it is perceived as a benefit to the person (employee, customer, etc.).
For employees, behavioral control involves things like orientation, training (initial and continuing), specific directions or instructions, guidance as to relations with others (customers, supervisors, fellow employees, contractors or consultants), and evaluation (performance and results). Behavioral control also involves compensation.
Employee Relations
Orientation ...
Training ...
...
Customer and Public Relations
For employees who work directly with customers, such as ticket agents, baggage handlers (including left luggage, storage), conductors, help-desk attendants, freight handlers and so on, behavioral control involves clear, friendly communication, prompt attention to customer needs (and wants), and prompt resolution of problems to the satisfaction of the customer (where possible).
Railroads must pay careful attention to their relations with customers (freight and passenger) and with the general public from which customers come. Things that improve such relations are good signage, clean, comfortable and convenient waiting areas, well planned crowd-control mechanisms and techniques, unobtrusive policing and well-rehearsed emergency procedures.
These all give customers a sense of well-being because the railroad has shown thoughtful consideration of customer needs (something that is not always evident in train stations or on-board trains). Perhaps even more important is communication of schedules, delays, cancellations and other operational matters that affect customers and the general public.
Schedules must be conveyed in both printed and electronic form. This applies to both passenger rail and freight rail. Schedules must reflect the reality of operations along any rail line. While railroads do not always have control over events that affect railroad operations, they must develop schedules that reflect recurring incidents or conditions that adversely affect operations and thus confound schedules. In general, customers prefer reliable schedules to optimistic but unrealistic ones.
If a delay occurs in a schedule, the railroad must promptly and clearly communicate both the delay and its cause to the customer. Customers do not appreciate having to wait past a scheduled departure or arrival with no notice of the delay or its cause. They may not be happy about the delay in any case, but will be further aggravated by lack of communication of the delay and its cause and possible consequences (e.g., failure to make a connection or late delivery of goods).
If a scheduled train must be cancelled, the railroad must promptly communicate this fact and its cause, and be prepared to offer alternative transportation. This means that a railroad must plan for such eventuality and work out alternative arrangements before a cancellation is effected.
For employees who work directly with customers, such as ticket agents, baggage handlers (including left luggage, storage), conductors, help-desk attendants, freight handlers and so on, behavioral control involves clear, friendly communication, prompt attention to customer needs (and wants), and prompt resolution of problems to the satisfaction of the customer (where possible).
Railroads must pay careful attention to their relations with customers (freight and passenger) and with the general public from which customers come. Things that improve such relations are good signage, clean, comfortable and convenient waiting areas, well planned crowd-control mechanisms and techniques, unobtrusive policing and well-rehearsed emergency procedures.
These all give customers a sense of well-being because the railroad has shown thoughtful consideration of customer needs (something that is not always evident in train stations or on-board trains). Perhaps even more important is communication of schedules, delays, cancellations and other operational matters that affect customers and the general public.
Schedules must be conveyed in both printed and electronic form. This applies to both passenger rail and freight rail. Schedules must reflect the reality of operations along any rail line. While railroads do not always have control over events that affect railroad operations, they must develop schedules that reflect recurring incidents or conditions that adversely affect operations and thus confound schedules. In general, customers prefer reliable schedules to optimistic but unrealistic ones.
If a delay occurs in a schedule, the railroad must promptly and clearly communicate both the delay and its cause to the customer. Customers do not appreciate having to wait past a scheduled departure or arrival with no notice of the delay or its cause. They may not be happy about the delay in any case, but will be further aggravated by lack of communication of the delay and its cause and possible consequences (e.g., failure to make a connection or late delivery of goods).
If a scheduled train must be cancelled, the railroad must promptly communicate this fact and its cause, and be prepared to offer alternative transportation. This means that a railroad must plan for such eventuality and work out alternative arrangements before a cancellation is effected.
Government Relations
Secretary of Transportation
Secretary of Transportation
Inter-railroad Relations
Interstate Commerce Commission, Surface Transportation Board, Social Control, vs. Consolidation, ...
Interstate Commerce Commission, Surface Transportation Board, Social Control, vs. Consolidation, ...
under construction ...