An artist's impression of the revamped bunks with en suite shower Photo: Transport Scotland/PA Wire
The revamp of the Caledonian Sleeper train service between Scotland and London looks like good news for the business travellers who account for half the traffic on that route.
Serco, the outsourcing group that has just snagged the franchise from FirstGroup, said more than £100m would be invested in new rolling stock that would come into service in 2018, with taxpayers footing much of the bill.
It already offers luxury sleeper services in Australia, including double beds at the very top end. The new Caledonian Sleeper carriages will feature berths for one or two travellers with an en suite toilet and shower, a safe, larger “hotel quality” towels and Shetland wool blankets (or duvets for the unpatriotic). Read more
Readers from countries accustomed to wild extremes of weather, please look away.
But for those in the path of the storm that swept through southern Britain into London’s rush hour this morning, we’re keen to know how you managed your teams to cope with the disruption. Read more
Having become used to A grades being handed out liberally in New York schools, I was taken aback to find a report card with an overall grade of D+. That is the current assessment of US infrastructure by the American Society of Civil Engineers.
The ASCE has a stake in persuading the US public to invest in infrastructure. Still, it is hard to contest the view that one of the weaknesses of the country’s economy is the poor state of its roads, railways, airports and other transport infrastructure. Read more
Eiji Toyoda was the man who taught the world’s production workers Japanese. If you know kaizen means continuous improvement, and use kanban inventory tags to eliminate muda, or waste, then Toyoda, who died recently, was your sensei.
The New York minicab service I used to favour communicated in code. When you rang and gave your address, the radio dispatcher would reply “five minutes” and hang up. This meant a cab would arrive at any time from one to 10 minutes later. “Seven minutes” meant 20, and “10 minutes” meant that anything, or nothing, could happen.
No corporate activity is as dispiriting, as futile, or, unfortunately, as common as blame-shifting. The tawdry process is familiar to anyone who has worked in business. However, the temptation to lay blame first and ask questions later is greatest at big companies with their web of complex, global suppliers.