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I Tried To Run A Railway by G F Fiennes
published by Ian Allen1967 revised 1973 priced £1.10
Mentioned by another poster I finally had my local library get me the copy from Lincolnshire.
Excellent illustrated reading of progress - steam through diesel to electrification - from the management perspective with the author having contact with Dr Beeching, who's intellect impressed him, as he progressed through the grades to become Chairman and General Manager of the Eastern Region.
The book makes interesting reading with little anecdotes and covers
the death of marshalling yards, why certain lines went or were singled.
The branding of Intercity
The introduction of Merry-go-round & Liner trains.
An eye opener as to why decisions are made or were not made recounted by Gerard Fiennes from when he joined in 1928 until he was asked to leave by the BRB which he felt at the end were too involved in managing and re-organising so that not enough time was given to actually running a service . . ..
Now the mantra of the franchisees is not to break even but to make a profit - having regard for the subsidies the railway services receive
.
Fortunately safety remains the number one priority if, to my mind, over egged on occasion.
published by Ian Allen1967 revised 1973 priced £1.10
Mentioned by another poster I finally had my local library get me the copy from Lincolnshire.
Excellent illustrated reading of progress - steam through diesel to electrification - from the management perspective with the author having contact with Dr Beeching, who's intellect impressed him, as he progressed through the grades to become Chairman and General Manager of the Eastern Region.
The book makes interesting reading with little anecdotes and covers
the death of marshalling yards, why certain lines went or were singled.
The branding of Intercity
The introduction of Merry-go-round & Liner trains.
An eye opener as to why decisions are made or were not made recounted by Gerard Fiennes from when he joined in 1928 until he was asked to leave by the BRB which he felt at the end were too involved in managing and re-organising so that not enough time was given to actually running a service . . ..
“Our duty as railwaymen is to -'provide railway services having due regard for safety, efficiency and economy' and to ' break even financially taking one year with another'. This is the law.” - page 135
Now the mantra of the franchisees is not to break even but to make a profit - having regard for the subsidies the railway services receive
Fortunately safety remains the number one priority if, to my mind, over egged on occasion.
