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The New Zealand Railways Magazine is delivered free to all employees in the service of the Railway Department, to the principal public libraries in the Dominion, and to the leading firms, shippers and traders doing business with the New Zealand Railways.
It is the officially recognised medium for maintaining contact between the Administration, the employees, and the public, and for the dissemination of knowledge bearing on matters of mutual interest and of educative value.
Employees and others interested are invited to forward to the Editor, the New Zealand Railways Magazine, Head Office, Railways, Wellington, articles bearing on Railway affairs, news items of staff interest, suitable short stories, poetry, photographs, pen and ink sketches, etc. The aim of contributors should be to supply interesting topical material tending generally towards the betterment of the Service.
Contributed articles should be signed. If to appear over a nom-de-plume this should be stated.
In all cases where the Administration makes announcements through the medium of this journal the fact will be clearly indicated.
The Department does not identify itself with any opinions which may be expressed in other portions of the publication, whether appearing over the author's name or under a nom-de-plume.
If New Zealand were a new Utopia where the cost of services mattered not and a balanced budget was neither known nor required, transport could be developed to so high a degree that distribution to every individual of whatever he required, and whenever he required it, would be immediately effected. Similarly, should he desire to travel, means and ways would be right at hand to meet his smallest whim in the exact manner desired.
But Utopian conditions being absent, the people of this country are well aware that compliance with the general principle of economic transport is a prime necessity, and that mass rather than individual transport conforms best with this demand.
Insofar as transport is wasteful it is unproductive, and the resources of the Dominion, although great in relation to its liabilities, are not illimitable, nor are they even sufficiently elastic to provide, without hurt, large expenditure for unremunerative services.
There has been of late, however, a tendency to look for ideal transport facilities without due consideration of the economic factor. We know of families that, finding the family car insufficiently responsive to individual needs, have overcome the difficulty by each member obtaining a car of his own. At the other end of the scale we have known a thousand people carried comfortably by a train manned with a crew of three. If a thousand individual road cars were used for the same purpose with a thousand chaffeurs to man them, the conditions might be more nearly ideal, for each passenger would have freedom to start, stop, and vary speed according to individual desire; but the cost would be infinitely higher.
A goods train of 500 tons is quite an ordinary feature of our rail transport. At a conservative estimate 50 motor lorries would be required to carry the same quantity by road. Apart from the obvious advantage in fuel cost which one steam engine has over fifty motor lorries, it must be remembered that for a 500 ton load the train requires only three of a crew while the motor lorries require fifty. These comparisons are made to indicate the main economic features as they apply to long distance traffic. For shorter distances in goods traffic, time and labour factors in regard to collection and delivery at terminal points come more into play.
It may be advanced that the Railway requires station staffs and line gangs as well as train crews for its business, whilst the motor lorry needs nothing but a driver. Here it is necessary to point out that motor haulage competing with the railway along similar routes for any considerable distance does not appear the economic absurdity that it really is because it has no safety systems (for which Railway staffs are required), and pays neither interest on the cost of the roads which it uses nor the cost of maintenance for the roads which it destroys. But if, further, the road users were required to install and maintain a safety system at all comparable with that which the Railway provides, not only would the heavy toll of life through road accidents be tremendously reduced, but direct, competition with the Railway would absolutely cease because its cost would be utterly prohibitive.
Meantime, transport control by a body with full knowledge derived from thorough investigation, freed from prejudice and with public welfare the paramount consideration, might solve the problem.
The opening words of Abraham Lincoln's first public speech are;—“Upon the subject of education, not presuming to dictate any plan or system respecting it, I can only say that I view it as the most important subject which we as a people can be engaged in.” The Board consider these words are specially applicable to our service at the present time. We are very gratified to see and congratulate the staff on the keenness with which so many of them have entered for the correspondence classes in traffic working. Already the entrants number some 1,400 and it is especially pleasing to note that some 200 belong to Division 2.
The classes already working in accountancy, tariff matters, and traffic instructions, are but the forerunners of many others. Arrangements are well in hand for classes in locomotive practice, maintenance work, and stores control, and it is firmly anticipated that these will be availed of with the same enthusiasm as those already commenced.
Following these it is hoped to establish classes in pure and applied mathematics, literature, etc.
Training in the working of mechanical appliances such as signals, valve motions, headlights, steam heating, air brakes, etc., by the use of models and cut sections has been commenced in a small way, and this is a feature which we hope largely to expand.
It will be found of great advantage to members taking the classes that the subjects under study are largely those with which they are dealing in their daily work. A good technical knowledge enables work to be done quickly and well and without the strain inseparable from duties imperfectly understood.
Members will also find that with technical facility they have gained the first requisite for valuable mental activity.
The day of rule of thumb methods has passed, and few people nowadays will be found bold enough to advocate the preeminence of the man with a purely practical training.
Disraeli defined a practical man as one who practised the errors of his forefathers. The definition may be considered somewhat sweeping when applied to the early days of railways when the good practical man was invaluable. To-day with the many problems of transportation awaiting solution it is not sufficient to merely carry on with recognized past practice. Constant analysis of operations is necessary with the view to improving services, shortening methods and reducing costs.
The problems awaiting solution or adjustment are many, some external to the organization—such as the creation of a public opinion that will recognise what the railways have done and are doing for the assistance of industry; others appertaining to the organisation—such as the creating and maintaining of morale, the wise control of the human element and labour conditions, the securing of a fair output for the expenditure.
In the economies of operation a clear perspective of the varying conditions under which work is carried out is necessary, with accurate information of the arithmetical values of the various functions. While conditions on our railways may be somewhat different from those on systems in other parts of the world, the problems are much the same, such as:
Methods of calculating the cost of moving freight and passenger traffic.
Effects of speed on cost of operation.
Effects of penal rates on goods train operation.
Costs of terminal handling.
Fuel consumption measured in terms of work done.
Establishment of units of measure for work performed.
Establishment of a normal maintenance expenditure for varying classes of tracks.
Statistics as obtained are used largely qualitatively, that is, they indicate tendencies and enable comparisons to be made so that the administration may place the weaknesses. For special problems such as are quoted above, a quantitative analysis, taking into account the many variables affecting the question, is required.
A great expansion of the business of the New Zealand Railways may be looked for in the future. Since 1900 it has increased fivefold; young members of the service may therefore rest assured that there are opportunities ahead of them.
Everything is worth while when a breed is in the making.—R. Kipling.
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Things gained are gone, But great things done endure.—Swinburne.
The above Conference held recently was the first of its kind since the appointment of Divisional Superintendents under the Divisional Control System.
In opening, Mr. J. Mason (operating member of the Board) expressed the gratification of those present in having with them the Prime Minister in his capacity of Minister for Railways, whose interest in Railway administration ever since taking over the portfolio had been an inspiration to every member of the Department. This lead made them feel that they must do their utmost to render the best possible service to the community as a whole.
Mr. Coates said that he had come principally to convey the Government's appreciation of the excellent manner in which the Management, the Superintendents, and particularly the South Island Traffic Managers, carried out their duties during the Dunedin Exhibition. Every emergency was met, and the Department earned the entire appreciation of both travelling public and business men. In moving about among people whom he had known for years, people who had been hard crities of the Railways, it was very gratifying to find that they were satisfied the railway men knew their jobs and were carrying out their duties well. A different feeling prevailed. These men said it was a treat to deal with the Railway Department from the Superintendents downwards. In fact, it became a little irksome to hear so many encomiums instead of complaints. His principal reason in meeting them had, therefore, been to convey to them direct the Government's appreciation.
He felt that he had to be in close contact, not only with the Management and Board, but with Railway matters generally. Mr. Coates also said how pleased he was with the manner in which the staff met him all over the country. Everything was at his disposal, and it seemed to him that one and all did their very best to please—not because he was the Minister of Railways, but because the practice of pleasing their customers had become the policy of their large concern.
His object as Minister was to co-operate wherever he possibly could, thus bringing strength to the Department through full co-operation with the Government. He delighted in listening to policy matters discussed by all classes of railwaymen, his object being to let all feel that none was isolated, and to obtain information that would enable him to answer questions off-hand regarding details of Departmental administration. By obtaining this knowledge he was better able to assist the Department in every way to handle the existing difficulty of competition with the Railways. In regard to this, the Commercial Agents had at their recent Conference put forward a number of suggestions, which it would be a good thing to run over. The Commercial Branch was a loose leg of the Department, and was in a position to view matters from a different angle to the ordinary traffic men. The Administration was anxious that the actual leaders of the Railway should keep in touch with the staff, particularly the fellows classed as the Second Division, with whom discussion would help to remove misunderstanding and inspire confidence, whether the men were shunters, yardmen, shopmen or running staff. One point that all should realise was that if competition cut into the Railway a little more, staff reduction would follow and this was the very thing they were trying to avoid.
Understanding would be helped along by the various officers giving short addresses to the men followed by open discussion. “I know what it is,” said Mr. Coates. “I have worked for a boss up to my neck in mud all day. At hight we had nothing else to do but to growl, and the first thing we did was to growl at the boss: that is only human nature. But when the boss came along and had a yarn we had little to say. Look how it would have improved matters if he had said, ‘Well boys, what about some suggestions? You know the business better than I.’”
Regarding courtesy, he said a little bit of unexpected attention had an extraordinary effect on men, and it was all good for the Service.
The staff review would continue meantime, but what they were driving at was a separate Department to handle staff.
The budget system had been applied in the shops, but it could be applied in other directions, and the principle being one which the Board had considered and believed in, and being now also a feature of modern railway practice, he thought the Traffic Managers' opinions on several points connected with it might be valuable.
The trial trip of the new sleeping car between Wellington and Auckland a week or two ago was a complete success.
The car, it will be remembered, created a great deal of interest when on exhibition at Dunedin, but, at the time, a considerable amount of doubt was expressed as to whether the Department really intended to put the car on the road, and there were many predictions of a dolorous nature as to what would happen should any attempt be really made to run this sleeper as a going concern on the New Zealand Railways.
The car is slightly heavier than the average for passenger vehicles on the New Zealand Railways, its gross weight being 27 tons; but it must be remembered that it is the largest car yet built for the Main Trunk. The car is also somewhat longer than are other cars in service. The trial run was decided upon, in conformity with the usual practice of the Department, for the purpose of making quite sure that everything was in good order before inviting passengers to travel by it.
There are many points that have to be considered before any new unit can be used upon the Railway, and among the chief of these is the question of clearances. In order to give the maximum comfort to passengers it is necessary to take the fullest possible advantage of all the maximum dimensions—length, breadth, and height—and this means, in the case of the car under discussion, that while the size had to be kept within the maximum clearance allowance provided for by regulation, there were certain points which only practical trial would definitely prove. For this purpose the Chief Mechanical Engineer put an extended end, true to profile of his new sleeper, on one of the ordinary 50 foot sleepers and ran this next in front of the new car. Careful clearances, etc., were taken all along the Main Trunk from Wellington to Auckland, the tests proving satisfactory in every respect. It was thus clearly demonstrated that 56 ft. cars can be used in future. This is a great asset, allowing of another two passengers per car more than in a 50 ft. sleeper of the same design.
The trial also proved that the Department knew what it was doing in spite of the very ungenerous rumours to the effect that the new sleeper was too long to negotiate the curves on the Main Trunk.
Among new features in the car is the provision of dise instead of spoke wheels, the disadvantage of the latter being that travelling at high speeds there is a tendency to throw up dust; improved insulation against sound, thus reducing the noise thrown up by the contact between wheels and rails; and greatly improved fittings and arrangement.
The car was designed by Mr. G. S. Lynde, A.M.I.Mech. E., M.I.Loco.E., our Chief Mechanical Engineer. One of the points which he introduced with success was the provision of bogie check springs to take up the pressure of lateral thrust when negotiating curves. The introduction of this new feature has done much towards the production of a smooth-riding vehicle particularly suited to the diversified country encountered on the main trunk journey. The absence of jarring was remarkable to those who were used to travelling in the ordinary cars.
There are nine two-berth cabins, each of which is fitted with an electric fan controlled at the will of the passenger. Each cabin has a double electric roof lamp, and there is a plentiful supply of hat and coat hooks. There are leaded fanlights over the doors, and the windows have spring blinds made of blue figured material which matches the well piled carpet on the floor. On the wall are coloured photographs of typical New Zealand scenes, and a large bevelled mirror. In one corner of each compartment is a washstand of polished metal, with hot and cold water laid on. The water is supplied at a pressure of fourteen pounds to the square inch by means of an electric pump which forces the water up from the containers. These are carried below floor level and help to ballast the car, a feature which doubtless does much to account for the exceptionally smooth running experienced. The hot water is obtained from the steam heating apparatus, with which the whole train is equipped. The lid and surrounds of the basin are of mahogany and when the lid is closed this forms a desk, where the passenger may write if he so desires. The woodwork throughout the car is of polished mahogany. The seats, which are wide and extremely
The car may well be described as a de luxe one, and its smooth riding qualities and palatial fittings make it a most desirable place in which to travel when flitting through the country. Its appearance on the road created a great deal of interest at the stations where the train stopped, and any of the public present who desired (and they all did) to see over the car were permitted to do so. They were little short of ecstatic in their praises.
Five cars are being built of similar type, and it is intended ultimately to place ten of these vehicles on the track. They will form the sleeping accommodation on the Limited expresses between Wellington and Auckland.
A recent visitor was Mr. A. E. Lovell. Stationmaster, Pukekohe. Mr. Lovell is feeling happy because business is increasing at his station and the staff are working ardently on good co-operative lines. He is keenly interested in the new system of staff training, and intends very shortly to commence running classes for the benefit of members of the service located in the great northern potato producing area.
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One of the finest tributes, as indicating the Prime Minister's regret in parting with a valuable Departmental officer, was paid by Mr. Coates in his capacity as Minister of Railways to Mr. H. H. Sterling (ex-member of the Railway Board) in the course of a valedictory speech. Mr. Sterling, it will be remembered, resigned from the Railway service recently to take up the position of manager for the New Zealand Co-operative Dairy Co., Ltd. “I am extremely sorry to sever connection with him,” said Mr. Coates. “Whether the separation will be for a long or short period rests mainly with himself.”
The scheme for the financial reorganisation of the railways, or more particularly that portion of the scheme providing for the payment to the working railways for services rendered, of an amount to compensate for the losses sustained in working cortain portions of the line, has been subjected to somewhat severe criticism, most of it obviously based on an incomplete knowledge and appreciation of the difficulties that had to be surmounted in order to place the railways on a sound footing.
First let it be said that the problem cannot be clearly understood without a general survey of the position of the railways at the close of the financial year ending on March 31st, 1925, a survey which necessitates a cortain amount of what one critic has unkindly dubbed “antiquarian research” into the early history of railway construction and policy.
For fifty years the railway policy of New Zealand was directed mainly to one end—the development of the country. Lines were built, tariff charges fixed, train services and other facilities granted in furtherance of that policy, to which the success of the railways as a selfsupporting business was almost completely subordinated. Apart from the Consolidated Fund the railway finances had no separate identity, no continuity, and no reserves. The true results of operation were consequently obscured, and the management was unable to build up the reserves which are so essential to sound and prudent administration.
The burden thrown on the State finances as a result of the war, and the rapid development of a rival means of transportation in the form of the road motor, finally forced a modification of the “development” policy and the substitution therefore (vide the annual statement of the Minister of Railways for 1924) of a new policy. This provided for a separate railway fiscal organisation, payment for all services rendered (including services rendered to the State in operating certain specified lines which could not be worked as a business proposition), a review of tariff charges, provision of adequate reserves, the introduction of sound accounting methods, and the setting up of a commercial organisation for the purpose of regaining, holding and developing business.
The Fay-Raven Commission in December, 1924, reported that having regard to the increase in population, the opening up of new producing areas, the revenue advantage brought about by the linking up of detached sections of the railway system and including also proper payments for the conveyance of lime and road metal as well as branch line losses to be made good out of consolidated funds, the railways would in 10 years time be in a position to pay working expenses, interest at £4 12s. per cent., and renewals fund contributions, provided the sum of £8,000,000 was spent during that period on improvements required to put the railways into a fair and economical working condition.
The position at 1st April, 1925, may be summed up as follows:—The net revenue available to meet interest charges amounting to £1,655,000 for the year 1924–25, was £1,567,000. It was estimated that the interest charges for 1925–26 (allowing for the increased rates payable and new lines to be opened for traffic), would be at least £1,900,000, including the interest burden on capital sunk on railway improvement works which, though necessary to put the service on an economic basis, would not become reproductive for several years. This burden was cestimated for the year 1925–26, at £50,000. gradually increasing to not less than £150,000 in 1928–29, after which the reduction in working costs effected by the improvements would tend to set off the higher interest charge.
The improvements programme also involves writing off retired facilities, including stations, yards, works, workshops and machinery, aggregating in value several hundred thousand pounds, which, though still serviceable, are obsolete or inadequate, and are only partially covered by reserves.
To provide for such retirements, for minor works, and for necessary but unproductive betterments which prudent finance does not allow as a charge against loan capital, at least £100,000 had to be provided annually for several years.
The additional charge against revenue to provide for renewals and insurance funds was estimated at £275,000 in excess of the actual annual expenditure. The increased superannuation subsidy for 1925–26 was £65,000, rising the following year to £90,000.
Additional revenue was therefore required during 1925–26 as follows:—
The excess of revenue over ordinary working expenses, amounting in 1924–25 to £1,567,000, had to be increased to £2,340,000, or by practically 50 per cent, before the finances could be said to be on a sound footing.
The steps taken to increase the revenue are too well known to require repetition. One of the most important was the setting up of a Commercial Branch and the fostering of a commercial spirit in the staff generally, which has resulted in a much higher standard of service rendered by the Department to its customers and a constant widening of the scope of the Department's activities. There are very few traders in New Zealand to-day who do not fully appreciate the fact that the railways are determined to secure all the transportation business offering and. prepared to consider and make a trial of any reasonable proposition put before them.
The revision of the tariff was put in hand promptly. Rates were adjusted, and are being adjusted almost daily, to meet the requirements of business, instead of business having to adjust itself to the tariff. Where the rates were too high to secure traffic they were reduced, and where they could be raised without unduly burdening essential industries they were increased.
In the face of intense sea and road competition the possibilities of increasing the revenue by adding to the tariff charges were greatly restricted, and it was estimated that less than half of the total additional net revenue required could be raised by increased charges and commercial activities, leaving approximately £400,000 to be obtained by other means.
Attention was next directed to the reduction of working expenses. The report of the Fay-Raven Commission indicated that reductions in expenditure were dependent very largely on the carrying out of the programme of new works already referred to, the results of which would not make themselves felt for several years. On the other hand a vigorous poliey demanded the provision of more trains, or faster trains with reduced loads, improved rolling stock, experiments with cheaper forms of transport such as rail motors, and generally an extension of all the activities and services of the Department, an extension which, though undoubtedly fully warranted by present or prospective results, could not be carried out without increases in expenditure, more than offsetting any immediate reductions made possible by improved methods or more economical administration. It was evident therefore that the deficiency could not be made good by reductions in working expenses.
Coming finally to consideration of the nonpaying branch lines and isolated seetions, which more than any other factor are responsible for the difficult financial position of the railways to-day:—
A brief analysis of the figures now available with respect to branch lines under the revised system of accounting will throw a good deal of light on the subject. It should be explained that the detailed figures are for the twelve four-weekly accounting periods ending on 27th February, 1926, and not for a full year, Under the terms of the Order in Council the losses are determined six-monthly in August and February so that the necessary adjustments may be made between the consolidated fund and the working railways account before the close of the six months ending 30th September, and the financial year ending 31st March, respectively.
The figures in respect of non-paying branches are as follows:—
28 Branches—774 Miles.
The results on two branch lines (Waitara and Foxton) formerly regarded as non-paying and not included above, are as follows:–
2 Branches—25 Miles.
Of the non-paying lines nine branches aggregating 330 miles yielded a revenue of £17,544 in excess of expenditure, to meet interest
A brief explanation of the method of arriving at the branch line earnings will be of interest. Each branch is credited with the carnings from all local traffic between stations on the branch; with a proportion of the earnings from traffic carried to or from the branch from or to the main line, based on the mileage travelled on each line; and also with the whole of the net profits (before charging interest) derived by the main line from traffic received from or conveyed to the branch line.
Let us assume that the cost of conveying traffic on the main line (exclusive of interest) is 75 per cent. of the revenue. A passenger travels 60 miles, 20 miles on the branch and 40 miles on the main line at a fare of, say, fifteen shillings. The branch is credited not only with five shillings or twenty sixtieths of the total fare, but with 2s. 6d., or twenty-five per cent. of the main line earnings. The branch line therefore gets credit for one half of the total receipts, though the passenger travelled only one third of the journey on the branch. Traffic from the main line to the branch is apportioned in the same way.
The effect of this method of assessing the “feeder value” of the branch lines is that every improvement made in the operating efficiency of the main lines automatically reduces the amount of subsidy payable to the railway account.
The position of the isolated sections of railway for the year ended 31st March last was as follows:—
The capital cost of these lines was £2,200,000. The position of Development Lines may be summarised as follows:—
Applying the drastic methods advocated by some crties, it would be necessary to write down capital by about 7½ millions, close 19 branch lines 444 miles in length, and 201 miles of isolated lines, to effect a saving of about £65,000 per annum. It must be remembered that the capital sunk in such railways would be practically a dead loss in the event of the lines being closed. Since the railways were constructed out of loan capital and the liability to the lender cannot be repudiated, the taxpayer would not be relieved of the interest burden, amounting to £300,000 per annum.
The position can be improved only by increasing the operating revenue or decreasing the working expenses in order to produce a greater net revenue.
It may be laid down as a general rule that capital charges should not exceed 25 per cent. of the gross revenue if lines are to be successfully operated, thus allowing for a working expense ratio of 75 per cent. Last year the percentage of capital charges to revenue on the North Island Main Line and Branches was 20 per cent. and on the South Island Main Line and Branches 30 per cent. of the operating revenue.
In order to put the subsidised lines on a self-supporting basis a revenue of £1,250,000, or three times the present income, would be required. The prospects of realising any such increase are so remote as to be negligible. Under competitive conditions the cnforcement of higher charges on branch line traffic in order to give a return more in keeping with the actual cost of the service could not produce more than a very small proportion of the amount required. On the contrary it has been found necessary in many cases to reduce charges in order to retain even the small volume of traffic offering.
The possibilities of reducing the cost of maintaining and operating lines carrying light traffic are engaging the attention of railway operators throughout the world. New Zealand is experimenting with light rail motors of various types. Officers have been sent abroad with special instructions to study the methods adopted in other countries. A number of different schemes suited to the conditions ruling in various localities have been formulated and will be given an extended trial. It is hoped by such means to eliminate the operating loss and make some contribution towards capital charges.
It is, however, obvious that the cost of constructing and maintaining railways through sparsely settled agricultural and nastoral
Government subsidies in many different forms such as land endowments, share-capital subscriptions, loans, or guaranteed minimum carnings have been granted to railways in Australia, Africa, United States, Canada, Japan, China, India, and practically all European countries except perhaps Great Britain. In New Zealand itself there is precedent for the subsidy in the case of the Midland Railway Company, which received a land subsidy of equivalent to 13/6 for every pound of capital expenditure, and the Wellington Manawatu Company, which was endowed with 215,000 acres of Crown lands and £30,000 worth of Government works.
If the system of railway construction by private enterprise assisted by State subsidy had been generally adopted in New Zealand, it may safely be assumed that the present cost of State aid to the railways would have been greatly in excess of £360,000 per annum.
In planning the new system the administration was faced with two alternatives. The first was to write down the capital to a figure at which the railways could, with efficient management, pay their way without assistance. The effect would have been to relieve the railway accounts of the interest burden and obscure the position by an unidentified charge in the Consolidated Fund. The second alternative was to let the capital stand at the original figure and show clearly in the railway accounts every year the cost to the taxpayer of providing transportation services on the subsidised lines.
Under both systems the loss must necessarily be borne by the taxpayer, just as in an unsuccessful company it must be borne by the shareholder. The plan adopted has the virtue of correctly recording the results, and affords a valuable guide in determining the railway construction policy of the future.
In conclusion it may be stated that the railway management is still faced with a difficult task.
In the South Island a large proportion of the main lines in respect of which no subsidy is payable, does not carry sufficient traffic to support fully the maintenance and interest burden.
The same position exists with respect to practically the whole of the lines recently opened, or lines now under construction and shortly to be opened for traffic in the North Island. The capital cost of such lines is in many cases almost double the average cost of opened lines, while the country served is still sparsely settled and the anticipated traffic return low.
Intense competition calls for a bold progressive policy. The need for adequate facilities to permit of economical operation is urgent. Under favourable conditions the result of the first year's operations was satisfactory, but the outlook for the current year is by no means bright.
Transportation is the life blood of commerce. Violent or revolutionary interference with the channels of circulation established during 50 years of operation might very easily do incalculable damage and would certainly not be tolerated by the country. The position has been carefully and systematically surveyed and it is believed that the foundations of a sound and lasting financial system have been laid. The completion of the plans is a matter of years rather than of months. The Railway administration and staff are fully alive to the absolute necessity of cheap and efficient transportation to ensure the continued prosperity of the Dominion and they will do their utmost to carry the scheme to a successful conclusion. They must, however, work in the light, not grope in the dark. This is what the new systm achieves.
Ubiquity is their habit.
They are a natural development of Railway activity
They are an influence for good in commercial life.
They brighten business relations by a riddling process, as lemonade is lightened by the riddling of bubbles.
They make periodic visits to headquarters and thus keep up-to-date in the minutiae of Departmental development.
They are advocates in a double sense. They advocate the Railway to the public and the public to the Railway.
The Otira Tunnel
A stationmaster of the old school was in the habit of letting the checking of charges on waybills “slide” for months. Then sharpening his pencil and remarking “the unders would balance the overs,” he would tick off waybills with the speed of a “Rose.” Having regard to the number of superannuated members who are employed by outside firms nowadays his “Easy Street” methods would be dangerous to emulate.
Stationmaster after cnrolling a new recruit called a porter off platform to show him “round.” Four hours afterwards they were seen returning towards the station having visited the Free Library, Art Gallery and other places of interest.
A clerk who styled brevity the soul of wit, in reply to a query, sent in one of his usual epistles. This was minuted on by his Chief Clerk to Goods Agent. thence to District Manager and finally reached Head Office. Back from Headquarters through same channels it returned “for further remarks.” When it eventually reached the clerk, he, without the least suspicion of being facetious, started it off again with the explanation “no further remarks.”
A raw porter was sent out on 1st April to different business places to obtain signed “verbal agreement” forms, and to accept no refusals. Without exception all the firms rang up the Stationmaster explaining they could not understand what the “fool” wanted. Of course he was the only April Fooll
Stationmaster had two stations under his control. The fare from either to Auckland was the same. Newly appointed stationmaster in seeking knowledge asked clerk what was the fare between the two home stations. Clerk not having a stock of tickets maintained there was no charge. Not being satisfied stationmaster asked guard (noted for his casualness) what would he do if he had a passenger travelling between the two points. Pat came the reply, “I would not see him.” The same guard was asked why his P.9 issues were always fewer than those of another guard making similar “runs.” Explanation was “The other guard looks for people without tickets, whereas I look for those with them.”
On Friday, 14th May, the De Luxe Sleeping Car exhibited at the Dunedin Exhibition was shipped per Waihemo to Wellington for use on the Main Trunk.
The photograph shows shipping in operation.
The lift of 17 tons necessitated the provision of special lifting gear, which was designed and made at Hillside Workshops.
The Hillside gear in conjunction with the ship's lifting gear proved very satisfactory, and the shipping operation was conducted without a hitch.
The ship's slings were attached to the lifting rods provided, the car being lifted straight off the bogies to a height of about 20 feet, sufficient to clear the ship's side.
The derrick was then pulled in ship at right angles to the mast, and the car then lowered on to packing blocks.
This was one of the largest lifts as regards bulk ever carried out at any port in the Dominion, and reflects credit on the Union Company's officers and the Railway officers concerned.
The measurements of the car were approximately 60 feet long by 10 feet wide by 13 feet high.
In the course of considering the heavy agenda dealt with at the above Conference the following decisions and recommendations were made:—
The principle of using only second class accommodation on secondary branch lines was affirmed—such cars to have chair seats. The matter of using only second class accommodation on suburban trains will be decided on the merits of each case, taking into consideration such points as desirability and economy. To reduce goods tranship work, weights of over 10 cwt. are to be loaded into wagons direct to destination as circumstances warrant, while wagon economy is made possible by loading. quantities up to 25 cwt. for any attended station in “roadsiders.”
There is now close co-operation between the traffic and locomotive officers when timetables are being compiled in order to obtain the best possible results from the engines used to work train services. The Conference was of the opinion that economies could be effected by running engines through to destination instead of to sub-terminals as at present.
These trains were greatly. extended under the re-organisation of train services effected last year, and through running has been satisfactory. By their use yard congestion has been avoided and quicker transit has been given to goods. Where possible, local goods trains have been suspended when the running of through goods trains has reduced the loading.
Already action has been taken to separate the mixed trains by providing distinct passenger and goods services. The arrangement will be extended as opportunity offers. The Conference was also of the opinion that reduced engine loading for certain mixed trains should be continued in order to quicken the journey as much as possible.
It was felt that substantial improvement in train working could be effected by shortening existing long tablet sections by either providing for new intermediate crossing places, or by installing tablets where stations already existed. The longest section it is most necessary to divide at an early date is that between Puketutu and Porootarao (North Island Main Trunk). Here opportunity offered for the institution of an intermediate tablet station at Kopaki. Other Main Line tablet sections which it was proposed to reduce were To Kuiti-Puketutu, Owhango-Raurimu, Ongarue-Waimiha, Shannon-Tokomaru and Maheno-Waiareka.
The suitability of the “Sentinel” rail car for use on the Westport section and of the “Clayton” on the Kurow and Tuatapere branches would be investigated.
Shed and yard costs could be reduced by the installation of up-to-date mechanical appliances and devices at a number of stations. Provision is being made at Auckland new goods shed for electrically operated traversing cranes. Mechanical appliances for handling goods and wagons are necessary at Christ church goods, Timaru, New Plymouth, Dunedin, Wanganui, Greymouth, Wellington, Invercargill (yard), Palmerston North, and Frankton. The electric overhead cranes at present in use in the Invercargill goods shed and in the “D” shed Christchurch have been found to be very successful and economical.
It was recommended that goods conveyed by mail and express trains should be charged parcels rates.
The Conference approved of a thorough investigation of the position being made regarding motor competition with the Railway with a view to the Department placing vehicles on the road in suitable localities to combat private services. Among the localities suggested were Napier-Hastings, Wellington-Khandallah, Wellington-Lower Hutt. Auckland-Papatoetoe, Christchurch-Southbridge, Christchurch-Rangiora and Oamaru-Ngapara.
The provision of a night light in each compartment of cars on North Island Main Trunk trains in order to facilitate the exit and entrance of passengers was recommended, the light to be adjacent to the emergency brake lever now being fitted to Main Trunk cars.
A new arrangement for the convenience of passengers who desire to store their luggage at officered stations where they break their journey will be brought into operation shortly.
Sir Vincent L. Raven, K.B.E., who, with Sir Sam Fay, formed the Commission which reported on the New Zealand Railways last year, in speaking before the Institution of Mechanical Engineers made some striking references to New Zealand. He described it as a country which by Nature is gifted with every means for producing the primary necessities of life in the way of agricultural and pastoral productions, and is capablc of finding employment for many millions more people in its rich and productive soil, “It is,” he said, “a country which must be attractive to every Briton, so like his native land, if anything more beautiful, and with a much better climate—a country being governed and organised so as to make it attractive to live in. There is a field for British capital, and it could and should find space and work for our overcrowded country to-day.”
Voluntary acts that are the result of mutual understanding and consideration, are superior in quality and likely to be more lasting than imposed duties (writes Ernest I. Lewis of the Interstate Commerce Commission, in an interesting symposium of the views of Railway executives in the Annual Statistical Number of the “Railway Age”). The best form of Government is that which is called upon to exercise its powers least but which imparts ideals and creates conditions for that understanding which leads to voluntary action. The only worth while public relations work is that which establishes character and a reputation for good service, goodwill, fair dealing, courtesy, sincerity and broad public concern. Personal contact is a great factor. Public service corporations which are most successful seem to be those whose directing heads are known to be approachable, who have and who exercise a broad interest in affairs, and who permeate their organisations with their anti-quibbling spirit. As applied to regulatory bodies the term “public relations” involves the performance of our duties in such a way as to merit public esteem, impart assurance and maintain and increase confidence.
Railway officers feel a deep responsibility to an enlightened public opinion (says W. W. Atterbury, President Pennsylvania Railroad System). They feel that they are trustees for vast interests. It puts life, spirit and enthusiasm into the men in charge of the affairs of railroads. They have a high regard for the welfare of that great army of employees devoting their lives to the railroad servics. Their responsibility is great, and when that responsibility is exercised with a knowledge that its discharge in a spirit of fidelity to all interests will be encouraged and supported by Government and Public, the possibilities of continued and substantial progress are increased beyond estimate. The foregoing is fundamental. Upon such foundations we can build a railroad structure upon which the public can rely. All also is detail.
Two young railway mechanics, W. S. Wildman and Sidney Smith, have left their benches at the L.M.S.R. works at Wolverton to become students at Liverpool University (says the Railway Gazette). They have been awarded university scholarships in exceptional circumstances. They entered the railway shops at 14 years of age, and for no fewer than seven years in succession have been bracketed as equal for first place in the annual examinations held by the Union of Educational Institutions. Eventually they tied in the recent examination for the Sir Richard Moon scholarship, a railway scholarship of £80 a year, tenable for three years at Liverpool University. An extra examination was conducted by the University authorities to see which of the two candidates was the better. Again they tied as being of equal merit. The railway directors reviewed the position. To split the scholarship between the two candidates would not have enabled either to attend the University. The directors, therefore, decided, much to the satisfaction of the two candidates, who are firm friends, to award an extra scholarship to enable both of them to go to the University
The reorganisation of the Railway timetables during the past year has undoubtedly developed great interest in this phase of Railway operations. It is probable that more consideration has been given to the timetables during recent months than in any other similar period in the history of our railways, and, though practically the whole train service has come under review, it is realised, by those who have given special thought to this matter, that the work has by no means been concluded, but that there is continual necessity to watch for opportunities to introduce improvements and economies in the service. The general reorganisation that has been in progress has given an impetus towards change and opened the way for the expression of new lines of thought. It has emphasised the necessity for considering the requirements of our customers, and for finding economies in working and improvements that will facilitate the flow of traffic.
The preparation of a Railway timetable is an intricate operation. It has to be viewed from every angle in order to reach a conclusion that will meet general requirements. A timetable that suits ordinary passengers may not meet the needs of school children; a time that suits at the starting point may not be conveniont for intermediate or destination stations, and an arrangement very suitable to the travelling public may be too costly to result in satisfactory business for the Department.
The proposed timetable should be one that will attract business, and, so, must be generally suitable to those who may be induced to travel. Convenient starting and finishing times are essential; as are sufficient intermediate stopping places. It has to be remembered that the more stopping places the longer the journey time, and judgment has to be exercised to provide for actual needs without unduly extending the time on the journey. Generally speaking, the public requires quick transit for passengers and goods. The demands of the public determine, to a great extent, the nature of the timetable, as it is useless to run trains which travellers will not use. In business the main effort is to supply what the public wants, and, to a lesser extent, to make the public want what the dealer has for sale. So with this great trading Department, it must be our aim to supply the services that are desired, and also to create the travelling habit, and induce the public in their own interests as well as those of the Railways to make full use of the services provided.
In order to suit the requirements of travellers, consideration has to be given to the various interests concerned. If the trains carry workers they must arrive in time for work, and must leave as soon after work ceases as will give the workers time to arrive at the Railway station. School children should arrive in time for school and leave soon after closing time. Commercial travellers usually leave their home station early in the week and return towards its close. Residents in country districts require a service into town and out again the same day, to enable business and shopping to be done without the cost of a night in town, and farmers attending stock sales usually require to travel to the sale and return on the same day. Whenever any alteration to a timetable is contemplated the requirements of the regular users of the trains must have due consideration. The starting time of a train is often governed by a steamer or motor connection that has to be made or by a connection with an incoming train. The making of close connections at starting and terminal stations, and also at sub-terminal stations en route is a matter of prime importance. Another most important point is the arranging of suitable meal hours. It is advisable whenever possible for passengers to be allowed time to obtain a meal before starting, and, on long journeys, meals should be obtainable at convenient hours.
Passenger trains arriving in the chief centres, if possible, should arrive at a time when tram cars are available to distribute the travellers throughout the town and suburbs.
It is necessary not only for our timetable to be attractive, but also for it to be economical in operation. And having considered a few of those matters which arise in making a timetable convenient, it is advisable to consider the subject from another aspect; the necessity for economy in working. In this connection any unnecessary running of trains or engines should be avoided, also the lengthening of the hours of the staff, and the payment of overtime rates of pay. Every effort should be made to reduce to a minimum the standing time of men and engines. It is economical to obtain full loads for the engines, and in this connection trains arriving from sections where there are steep, adverse gradients, and where schedule loads are consequently light, may in some cases be joined together into one train when the adverse gradients are passed, and the schedule load increased. Another matter requiring attention is the effective working of passenger carriages. It may be possible to effect economy in rolling stock by a suitable timetable arrangement which results in increased use of the existing stock. Similarly a timetable that gives quick despatch to goods traffic results in economy of wagons. When night passenger trains are under consideration the cost of
The combining of passenger and goods services by means of mixed trains, is justified only as a means of economy when there is no prospect of payable business separately, and, in such instances, the shunting work should be limited in order to give quick despatch.
Other matters to be considered in preparing timetables are the classes, power, and speed of engines available, the work to be done, the maximum speed permitted to be run over the portions of the line concerned, speed restrictions, gradients, the schedule and probable loads of the trains, signalling systems, the length of sections, crossing sidings, watering, coaling, and refreshment stations.
In some places trains are usually run in daylight over certain portions of the track on account of the danger from slips. In other parts daylight running may be advisable to enable passengers to view the scenery.
Goods trains require suitable starting times which should be as soon as possible after the goods consigned can be loaded for despatch; the work on route has to be considered and regulated; suitable connections have to be made and the hours for arrival at destinations must be convenient. It is important that goods trains should run through sub-terminal stations or make suitable connections there with other trains to facilitate the flow of traffic so that the goods conveyed shall stand as short a time as possible at sub-terminal stations. The avoidance of delay to wagons at such stations gives quicker transit for the goods conveyed, reduces shunting operations, avoids congestion, makes for economy in siding accommodation, and assists in the prompt despatch and timekeeping of trains. Stationmasters and others desirous of reducing the cost of shunting services at their stations may be able to suggest some timetable alteration that will effect the desired result.
Although the work of preparing suitable timetables belongs chiefly to the train control officers, the information upon which the timetables are based, to a great extent, comes from the staffs at stations. Information is continually sought from stationmasters as to the suitability of various timetable alterations that are under consideration, and the rank and file of the service should be able to give useful information as to alterations that would facilitate the work and induce additional traffic. Stationmasters, foremen, and the staff generally could assist greatly by watching for means of improving the train service in the directions indicated. The Department encourages the submission of suggestions for timetable improvement from all ranks of employees through their superior officers.
Suggestions made may not be capable of immediate adoption. An arrangement desirable at one station may be found to be quite unsuitable further along the line. The requirements of the public in one district frequently conflict with those in another. But the needs of the public, and the needs of the service should be made known to the timetable staff whose duty it is to reconcile conflicting interests as far as possible, and produce a timetable that will give general, if not entire, satisfaction.
It is only by the complete co-operation of all grades of the service in the common interest of the Railway Department, that the best timetable will be evolved.
An event of historical interest, still fresh in the memory of the writer, was the linking up of the Railway line between Christchurch and Dunedin early in 1877. To celebrate the occasion a Railway Picnic was held at Hampden, a small town about half way between Timaru and Dunedin. Two special trains, one from Timaru, the other from Dunedin, left early in the morning to convey, with their friends, as many railwaymen as could be spared from their labours.
Having just joined the service as a cadet, this outing was to me, as it was to many others, the day of my life. To travel a distance of 55 miles in a railway train, when I had never been more than five miles from home, was something to look forward to, and something to remember. Imagine, therefore, the eagerness with which I rose at 5 a.m. in the morning. I was too excited to snatch even a hasty breakfast; but my mother gave me some bread and jam to put in my pocket to eat on the way. I lost no time in getting to the station at Waimate, a town famous in those days for its timber traffic, and joined some other members of the staff. We left on a platform trolley for Waimate Junction (now Studholme Junction) to join the special train from Timaru due about 7 a.m. There was a hard frost that morning, and, as the sun rose, so did our spirits. We were a merry party, and all went well as the train sped along at the rate of 10 or 12 miles an hour on its way to Oamaru, the first town of importance enroute. It was the first time I had seen a town of that size—London would have seemed no grander to my limited vision. After a short stay, while the train was reversed and a few more carriages put on, the journcy was resumed. We eagerly scanned the passing vista of country we had never seen before. Passing Waiareka Junction, we came to the stone quarries, where huge blocks of white stone were being loaded into trucks. Hero and there we stopped to collect more picnickers, dressed in their Sunday best, their radiant faces expressing their joyous spirits. It was a bright sunny day, and as far as I could judge, there was nothing wanting to add to the enjoyment. Friendships, many of which I have no doubt have lasted to this day, were made, and many exploits on railway construction were related. All went well until we reached Otepopo (now Herbert), where our train was to cross another coming from the South. We waited and waited, but no train arrived. We became terribly impatient at the delay, and the stationmaster was urged to send on the train, but this he could not do as, just about a mile from the station, is the Otepopo tunnel, through which, owing to a bend in the middle, it is impossible to see to the other side. It must be remembered that, in those days, there being no telegraphic communication between stations such as we have to-day, the only way to find out what had become of the missing train was to send some one along the line to see. Eventually, it was decided to send a porter with flags in his hand to the top of the hill over the tunnel, and thence he was to signal if the line was clear. All eyes watched him eagerly as he ascended the hill. Soon we were delighted to see him waving. the green flag. “Seats please!” was called out in the proper orthodox fashion; the bell rang; the guard's whistle blew, and once again our train was on the move. Merriment reigned again, and the stories were resumed when, all of a sudden, we found ourselves in utter darkness, experiencing, for the first time, the sensation of being in a tunnel. Barely had we time to realise the fact when, suddenly, the engine brakes were applied, the whistle blew, and, greatly to their consternation, all those who were not firmly seated found themselves on the floor of the carriage, or sprawling over some one else. The engine seemed to be whistling louder than before, and the train soon came to a standstill in the middle of the tunnel. Not a light of any sort was visible, and soon, much sneezing and coughing, due to a horrible, choking sensation, took the place of the laughter that had filled the carriage but a few moments previously. Matches were struck, but nothing could be seen because of the dense smoke pouring in upon us. In a few moments —which seemed hours—the engine, still whistling, puffed again, and the train began to move slowly backwards. What passed through the minds of those passengers, many of whom had never been in a train, or a tunnel, before, you can better imagine than I can describe. It is sufficient to say that the most welcome sight that day, was the daylight that greeted
The apprentice in passing through the critical stage of life from boyhood to young manhood, is easily influenced. Habits are quickly formed, and it is well that a strong, but kindly hand guide his steps and direct his youthful energy and ambition in correct paths.
Here is where the leading hands and foremen will prove their value. The apprentice should never be considered as a matter of convenience nor assigned to labouring or helpers' duties. We should make him feel that his chosen trade is the best possible selection he could make. We should hold the foreman responsible for the boy's thorough training just as we hold him responsible for the output of his shop. A good shop foreman will study each boy, advancing the alert, and coaching the backward. A great problem in apprentice school work is to secure a man as instructor who understands what is actually going on in the shops and who can also impart this knowledge to the boys. A good judge of human nature and one possessed of tact is required.
Apprentices must be taught to think and act for themselves. The most successful way of accomplishing this is by the use of charts or models of the work. Modern shop education should include both practice and theory. For his practical experience the boy should work in the shop on a regular machine, or at bench work. The theoretical work should be most carefully studied. It should consist of mechanical drawing and shop mathematics.
There was a time when an apprentice was automatically disciplined by his fellow workman. This period has, however, passed and the journeymen now feel that it is the Department's work to train the boys. Discipline, therefore, should be administered by the Department. But care must be exercised by their agent in its administration. He should be a man who is intimately acquainted with the boys and with the men. He should know each little peculiarity of his boys, their weaknesses and ambitions. He should have the respect of the journeymen and the liking of the apprentices. He should be intelligently sympathetic, yet impartial and just.
Foremen and Shop Instructors should work together to bring home to the boy the principle of prime importance—thoroughness, explain everything clearly, and never leave a boy in doubt regarding any operation or problem. Everything about the shop has a reasonable explanation and it is essential to future advancement that the reason, not merely the theory, be understood by the apprentice. It is not necessary that explanatory titles be given to each branch of study, but, starting with the elementary principles of the work, the entire study should be fabricated into a structure of practical working knowledge. Create within the apprentice first a love of principle, then teach him the importance of accuracy and finally develop speed.
I would suggest that an “Apprentice Board” be appointed, to be composed of each shop foreman with the works manager as chairman. This board to meet once a month to pass on the progress of apprentices and discuss matters pertaining to their training. They should go into each case carefully and thoroughly, strengthening the weak and encouraging the strong; for in spite of all the care that is taken there will be times when a boy will be discovered who is not making the progress that he should. If, after everything has been done that can be done to help him, it is found that he continues below the standard and does not take the right interest he should be advised to seek a job more in keeping with his capabilities.
It will also be necessary for the development of the apprentices to prepare rules to ensure an equitable method of employing standard lesson sheets for school-room work to avoid partiality and to ensure an equal opportunity to all. A faithful record of all apprentices while serving their time and an equally complete record of those who have completed their apprenticeship must be kept. Our Railways should instruct and promote their own men and not depend upon other railways to furnish them. In a very short time it will be found that this course of apprentice training is the only method to pursue to keep our Railway supplied with first-class mechanics, as we have no other avenue to draw from. It will give us a flexible body of young men whom we can transfer, as the need arises, to any position in our shops. The thorough training of our apprentices has the backing and support of our Chief Mechanical Engineer for it ensures to him not only skilled mechanics for the shops, but men trained and qualified to fill any position of a supervisory nature that may become vacant in his department. As a matter of fact every officer owes it to the Railways and to his superior officer to have men trained and qualified to fill any position that may arise.
There are four distinct phases of shunting, viz., goods shed and goods yard shunting, station yard shunting, dock shunting, classification and marshalling.
The efficiency of goods shed operation largely hinges on the facilities provided outside. It is necessary therefore that the track layout should be designed to facilitate rapid handling and that the motive power to move the wagons should always be ready to hand when required.
In this country, as most of my readers know, shed and yard shunting is done by a yard engine, in some cases supplemented by horses. Each morning wagons are placed in the sheds and yards for loading and unloading and draws made when all wagons are ready, or when it is most convenient, that is to say, during meal hours, or when an engine is available.
In large centres the use of the yard engine for dealing with shed traffic is apt to become uneconomical, especially at busy periods, in that groups of men have to stand idle until an engine is free to draw the loads.
There are many devices for relieving shunting engines of this work. Illustration 1 shows one of the methods of handling shed wagons in Britain. Electric capstans pull the wagons in and out of the sheds and by means of turntables switch them to and from other roads. The turntable method was introduced in congested areas where adequate track facilities could not be provided. It considerably reduces shunting and sorting at the end of the day. Further, with a grid-iron layout, wagons can be moved from the goods sheds to the goods yard and vice versa without utilising engine power and without interfering with ordinary station yard work. The great disadvantage of this system is, however, that only four wheeled vehicles can be handled, and it is not recommended for a country where high capacity wagons will possibly become the standard.
Where space is available the better method is to provide sufficient tracks outside the sheds to enable capstans to feed and clear the sheds as required. The shunting engines can then handle the wagons when time permits. Diagram 3 shows three sample layouts and the position of the capstans and dummies.
A single road shed equipped with a capstan requires two roads outside, each of the same capacity as the shed road. The shed road is filled in the morning and one of the two outside roads is utilised for surplus wagons arriving during the day. When the shed is required to be “drawn” the capstan hauls the wagons on to the empty road and refills the shed from the other.
For sheds with two roads it is usually found that three outside roads accessible to both shed roads are sufficient, unless the peculiarities of the traffic require the drawing of both roads at the same time. In such cases accommodation of twice the capacity of the two shed roads would be required. This can be found either by providing four roads equal in length to the shed roads or three roads sufficiently long to accommodate twice the capacity of the shed roads. The layout in every case depends upon which direction ground space is available.
The modern capstan can haul up to 100 wagons at a time and an operation is simple and safe. As will be noticed in the illustration the capstan man takes two turns of the rope, his foot is on a push button operating the motor. By rotating the drum and applying slight pressure by gripping the rope the drive is taken up. At instant notice he can release the pull on the rope by slackening his grip. For the benefit of my readers who may be called upon to use a capstan I would like to add a word of warning. Never take more than two
In addition to the capstans there are other methods of moving wagons by mechanical means, such as tractors, ordinary motor lorries, etc. Lately a new type has been tried whereby a kind of wheelbarrow operated by an electric battery pushes or pulls the wagons. The various efforts in this direction indicate that there is a field for a more economic method of making small shunts in yards than by the ordinary shunting engine.
It should not be thought that all sheds must be equipped with mechanical appliances for shunting. Before any decision is made regard must be had to the general organisation of the shunting services of the station yard, i.e. the number of engines employed, the position of the sheds in relation to the station yard, the number of goods yard roads and shed roads to be drawn at the same time, general track facilities, etc.
The timetable also enters into the question. Possibly the hour the shunting engines are fully occupied getting trains away, conflicts with the most convenient time for shunting the sheds. Again, incoming trains may arrive at an inopportune moment and interfere with the drawing of sheds.
It can be seen therefore that each case has to be fully investigated, bearing in mind not only the £s.d. aspect of the case, which is sometimes difficult to determine, but that efficiency in the operation of a yard has very far-reaching effects. This applies particularly to single line operation. A quarter of an hour's delay in one yard can soon spread disorganisation in all directions. Main line trains are delayed and terminals and sub-terminals 200 and 300 miles distant are affected. I mention this, because, from my own experience, I have noticed very often schemes have been turned down because operating officers have not been able to determine the exact monetary saving, whereas, they know, from practical experience, the capital outlay would be amply justified.
Station yard shunting consists, mainly, of breaking up strings of empty and loaded wagons into groups to the various parts of the yard, i.e. team tracks, cattle dock, sheds, wharves, private sidings, weighbridge roads, etc., or gathering them together and putting them in station order, preparatory to being picked up by passing trains, or taken to a marshalling yard for disposal.
In this country, due to the comparatively light traffic it is the practice for all such operations to be carried out in one yard
As regards team tracks, cattle docks, crane roads, weighbridge roads, etc., considerable economy in engine hours and wagon user, can be effected by being able to place or draw wagons quickly. This can be accomplished only when the facilities are such that the shunting engines engaged on preparing and receiving main line traffic in no way interfere with the engines engaged on station yard work.
In addition to the use of capstans for assistance in this work, overhead travelling cranes straddling two or three roads considerably reduce the shunting movements in yards dealing with heavy lifts, motor cars, machinery, etc. In most of the yards, at the present time, all wagons with heavy lifts have to be shunted out and put in a separate road to be placed one by one opposite the hand crane. This causes a lot of unnecessary shunting and, in addition, considerable delay to wagons must necessarily occur as loads are left on the wagons to avoid double handling. Overhead travelling cranes are now recognised as necessary appliances and have become part of the standard equipment of modern yards. Where there is an amount of stock traffic capstans can be usefully employed, but a more economical method is to lay the feeder roads on a slight grade so that the shunters can let the wagons down as required. Unfortunately there are few places where advantage can be taken of this practice owing to the nature of the ground. Horses are still used extensively and, in certain circumstances, are more economical.
Track Layout For Goods Sheds Worked By Capstans
The latest official figures show that Canada has 40,261 miles of railway in operation. Canada has therefore more railway mileage perhead of population than any other country in the world.
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The best thing of all is to live like honest men, and to add something to the cause of liberty, justice and truth.—Chatfield.
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What is greater than to be numbered with those who extend the bounds of human freedom and thought; who enlarged the hope and the vision of mankind!—Moncure Conway.
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And this life, exempt from public haunt, finds tongues in trees, books in the running brooks, sermons in stones, and good in every thing.—Shakespeare.
A revised edition of “Freight Trains and Terminals,” by John A. Droege, General Manager of the New York, New Haven and Hartford Railway, has just been issued by McCraw-Hill Co., price 6/-. Many of the operating practices described in the first edition are further dealt with and brought up to date in this new issue, while there has been added a number of new chapters which deal specifically with present day railway problems. Mr. Dreage in this issue of his work has sought to cover the entire field of transportation as pertaining to the movements of freight. Proceeding logically from one point to another, the book deals not only with actual movements of trains, the manifold yard operations, and the duties of supervisors, but goes into the subject of electrification, harbour operations, and personal matters as well To remedy the criticism levelled at several American railways for placing men in positions without any prior experience, the perusal of more books dealing with railway operations has been advocated. While the field of such literature is extensive, that of books written by men who speak from actual personal experience rather than from theory, is limited. Mr. Droege's work is based on a varied experience in both steam and electric traction. Profusely illustrated and containing valuable statistical charts and tables, the function of this work is not only of current application to problems arising daily, but as a book of reference always to be kept at hand.
The knowledge of psychology applied to industry has grown considerably during recent years. The old rudimentary mental tests, often misleading or valueless, have been discarded, and new tests formulated in relation to particular industries, and, therefore, more useful for industrial purposes have been substituted. What these tests are, how they are applied and to what extent they may be found useful in industry will be found described in a most lucid and interesting fashion in “Industrial Psychology in Great Britain,” by Charles S. Myers (Jonathon Cape, London. Price, 7/6). It can be shown that psychology can be of great assistance to an employee making his work easier, more interesting and more pleasing. Vocational guidance, movement study, and physical and mental fatigue are the three chief questions dealt with in Dr. Myers' volume. He is of opinion that industrial fatigue is not reduced by shortening hours of labour, but rather by the avoidance of too long uninterrupted spells of work by rest pauses and change of task and posture. He notes that the best results are not necessarily achieved through the medium of the irreduciable minimum of movements, as, he says some allowance must be made for “style.” The need of all industry is the keeping of square pegs out of round holes. It is here that psychology can be of great assistance. A complete system, of course, would include psychological, physiological, and medical examination. Vocational selection is not nearly so difficult as vocational guidance, for the youthful mind is less reliable, less stable. Besides, vocational guidance may be only negative in character, and, is, therefore, also less definite than vocational selection. The tests for vocational selection may be supplemented by trade tests or by what are termed analogous tests, in which the same qualities are called into play as will be necessary, or at least helpful to a particular industry. The method of analytic tests is applied by abstracting the various qualities considered necessary to efficiency in a given occupation and by testing said qualities more or less separately. In this book Dr. Myers fully describes the process, with many illustrations from various industries. In order to make the highest use of the tests given, it is necessary that they be applied by some one who has had a training in psychology. As must be obvious to those with even a slight knowledge of the subject, unqualified individuals applying these tests to measure ability, as they would measure a suit length, will fail to get results that can be relied upon, for, besides not having a scientific standard of judgment, they do not know when nor how to “make allowances,” nor how to qualify or amplify results.
Until the latter part of 1917 Railway Catering in New Zealand was conducted in dining cars on the principal long distance express trains and in privately leased refreshment rooms for the less important trains.
The dining car system, quite apart from the financial loss at which it was operated, was not at all satisfactory from the viewpoint of either the Department or the majority of the travelling public.
The seating accommodation of each car was limited to 24, and as the cooking and galley facilities were also limited, one can readily appreciate the difficulties attendant upon serving several sittings and at the same time maintaining a desirable standard for the meals served. In many instances it was found impossible to cater for all who desired to partake of meals.
Most of the dishes required during the journey were cooked off either in land kitchens or in the dining cars some considerable time prior to the commencement of the meals, which naturally affected the standard.
The difficulties connected with the working of the cars were considerable and resulted in passengers suffering much discomfort and inconvenience in travelling backwards and forwards through long trains to reach the dining car and this discomfort was very severe in cold, wet weather.
One way to have overcome some of the inconvenience would have been the provision of a second dining car, but as this would, in most cases, have meant the loss of a passenger car on account of haulage limitation, such