Process Improvement
For technology-driven process improvement, Princeton is a recognized trailblazer. We build simulation and optimization tools to evaluate policy changes and what-if scenarios at Rail facilities. We help executives transform planning, capacity, movement, and execution, and implement new-generation operational processes and requirements.
Case Study
Process Improvement: Railcar Fleet Distribution at TTX
Princeton designed and created a new, highly automated platform called Unified Fleet Distribution (UFD) for TTX, North America’s largest railcar pooling company. UFD replaced an aging mainframe system and has revolutionized the management of railcars by providing continuous, real-time visibility of railcar activity.
The modern optimization-based system resulted in annual savings of $35 million.
Case Study
Process Improvement: User Journey Design
Rail executives engage Princeton to document existing user journeys and create the next-generation journeys. Princeton employs a streamlined “Design-Think” design methodology for journey design, which may focus on a journey from a system point of view rather than a human end-user point of view.
Case Study
Process Improvement: Intermodal Operations
Princeton improved a Class 1 railroad’s intermodal day-of-operations processes.
Princeton built an industry-leading, next-generation decision support tool to optimally assign intermodal equipment to railcars that provided automated train loading optimization, enhanced planning capabilities and a customizable user interface.
Since production launch in 2018, the tool has planned 100% of outbound Intermodal trains, with the majority of the planning process automated through the use of the optimizer.
Case Study
Process Improvement: Airline Jet and Crew Scheduling
An international airline sought to transform highly complex flight scheduling and crewing decisions through state-of-the-art systems.
Princeton designed, developed and implemented a multiphase project to dramatically improve the planning process with high-end custom optimization.
The airline moved from unprofitable to profitable due mainly to a 10% reduction in empty miles that saved in excess of $150 million dollars annually in jet fuel.