“USCCG carried out a program that has produced dramatic improvement in servicing. Now, the maintenance center can do the same amount of train servicing and maintenance with 200 fewer employees than previously required.” – Assistant Chief of Motive Power – Railroad

Featured Clients

  • AMF Technotransport Inc.
  • Canadian National Railways
  • Conrail
  • Trentonworks Ltd.

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Satisfaction Ratings

Clients Give USCCG High Marks

USCCG Client Satisfaction Ratings (Through 9/22/11)

Overall Satisfaction 95.9 percent of USCCG clients expressed overall satisfaction with the firm with 81.0 percent saying they were “extremely” or “very” satisfied.

Case Histories

Railroad wanted to improve maintenance of rail cars and locomotives.

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Testimonials

"The USCCG staff that was assigned to us in the Methodist Healthcare System were just very professional, and obviously knew their stuff." – Jana Stonestreet, Southwest Texas Methodist Hospital

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Challenge - Technological Improvements

Technological improvements have led to huge productivity gains within the railroad industry.  Automated real-time inspection systems detect rail failures; GPS and radio frequency identification (RFID) tags allow for real-time freight tracking.  Class I railroads use complex computer workstations and telecommunication networks to efficiently schedule and manage freight traffic.

What We Think

“Real time information, delivered to empowered decision-makers through a business intelligence portal such as our own Proxim-IT ™, can produce significant savings in time and money.”

– Joe DiNapoli, Railroad Practice Leader

  • Motive power, freight and passenger rolling stock maintenance operations Station servicing, scheduled or unscheduled, heavy maintenance and rebuild Maintenance planning and scheduling
  • Fleet, regional maintenance center, servicing master scheduling
  • Production planning and control and materials and inventory management
  • Inventory investment, warehouse, internal and external supply chains
  • Freight and passenger yard sequencing and indexing
  • Freight yard operations
  • Maintenance-of-way operations
  • Engineering
  • Capacity and resource planning
  • Transportation and operations coordination
  • Intermodal facility operations
  • Personnel management skills development
  • New facilities transitions
  • Motive power and rolling stock manufacturing operations
  • Improved asset and resource utilization
  • Lower operating cost
  • Improved attainment to plans
  • Improved market competitiveness
  • Improved skills of supervisory and associate workforce
  • Reduced waste
  • Reduced process variation
  • Implemented process and culture changes