Tornado

Its taken off a facebook post on friday, if you dont want them anymore, just say, im just passing on info for you to digest.

 

A good summary. I’m a founder of the P2 project and a covenanter, for now. I’ve heard the stories you relate and I’m very disappointed that the Trust have not been entirely honest about what’s going on. There is also a lot more to the Ebor Flyer incident and its aftermath. I’m rapidly coming to the conclusion that the other three loco owning groups I’m a member of are more deserving of my money.

 

Excuses or reasons? I don't believe anyone could have foretold how undermined the supply situation would become in the post C19 world. The new boilers have not yet been delivered. We are aware of there being a materials certification problem or problems, but has Meiningen become another company with a shortage of skilled staff? Ditto the material supply companies.
How many businesses in the UK have struggled to get staff to return to work after the closure of "unnecessary businesses"? How many people took the decision to go and work elsewhere? And how many people decided to drop out of the workforce completely?
Again how many vital people have simply passed away or taken retirement over the past three years and more? And would this have an impact on our situation?

I see little point in anyone complaining about schedules slipping. It was suspected that they might but now we are finding out how much. This is a rather different world now and we need to develop a revised sense of reality in order to deal with it because the 2019 model no longer fits.

 

I think suggesting Tornado could be overhauled in under a year was a big mistake, however, I don't think anyone could predict she would be on her third set of tubes before the boiler had even gone back in. Some naivity yes, but I think there has been quite a lot of bad luck and there is no doubt there are issues in the supply chain too.
Unfortunately, given their funding model, there are lots of people wanting lots of updates - radio silence really isn't good business. Unfortunately that means there is also pressure to give an answer, when the reality is that there probably wasn't one to give. Poor information unfortunately is just as bad as none at all. Another harsh lesson to learn here.
I am really not sure we can criticise the A1 Trust for poor project management though given their track record on producing new express steam locomotives..
I have no doubt it will all be quickly forgotten when she is back in steam.

 

I wouldn't be so sure of that.

 

Auto-correct strikes again.

 

(OT). It’s a 5 foot gauge Finnish loco, owned by David Buck (who until recently I believe owned “Mayflower”). It’s runnable on a short length of track at his house.

Tom

 

I suspect that there are a variety of factors at play - all of which have proved to be cumulative. The sheer complexity of applying 21st century electronic control systems to 19th century mechanical systems, long distance multiple site operations, language, legal, cultural differences etc. That the A1SLT are still making progress on several fronts is to be applauded.

 

I am involved in a project that has stunning similarities in the amount of expectation, and communication.

In ours we say nothing, until something is concrete, 100% certain, as saying something that is not complete or not a definite, leaves you open to criticism, to add to the scenario are the experts, that claim to know, but in effect know nothing, or even worse claim to be on the inside, and do no end of damage, as they try and damage the project.

In my view, getting on with it is the best way forward, i am sure at the next Covenantors get together, all of this will be covered, a bit like our project will be covered at an EGM, or AGM.

Its the world we live in now, expectations need managing, its too easy for a social media backlash, to anything that is said.

 

It’s perfectly reasonable to criticise an organisation for poor project management when there is a significant gap between what they announce and what they achieve. And that doesn’t change because they used to do things well - see Llangollen engineering for a case study.

I don’t think people have issues with stuff happening and going wrong - we all understand that the unpredictable can happen, and cut slack accordingly. What’s more difficult is when that’s repeated, and when other bits of the jigsaw don’t look right either.


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I was a contributor to the initial funding of Tornado and a traveller on the ill fated Ebor Flyer. What about the incident is known but has yet to be more generally revealed?

 

Exactly my position and question, too. I thought the Trust had been very open about what had contributed to the Ebor Flyer failure.
Communications seem to have become a bit less satisfactory since the departure of Mark Allatt.

 

Totally agree with the last line.

 

I can’t expand on something that is only a personal opinion but it’s more to do with what happened afterwards.

 

Ta, corrected! Although I'm sure some at the Trust maybe hoping for divine intervention..

 

Agreed, another name that comes to mind who was really communicative with supporters etc (at least in my opinion) was Mandy Grant. Every trip, FTR, problem, delay etc she was straight onto the Facebook group etc informing everyone what was going on. It's certainly been more silent since she and Mark left.

 

The bigger picture (& positive headlines) of having a locomotive back in steam can quickly mask difficulties of getting there - we have seen that plenty of times with over running overhauls.
However, we are in unchartered territory with the business model of the group. A loss of trust in the organisation could be far more damaging - that was the point of my post, perhaps that wasn't so clear.

 

Can not agree more, I am in project management myself and expectation managment of stakeholders is a massive part of the job and can make or break success.
The trouble is, saying nothing is not an option for the trust. They have thousands of stakeholders, all who have a financial interest. They are reliant on a constant stream of information to keep existing contributors happy and drum up interest for new ones. Here a positive image is also important, 'everything is OK and we are fully in control'.
Unfortunately, they haven't been in control of proceedings, situations have overtaken events and undying positivity has started to look foolish - when the reality is very clear for everyone to see. I suspect people are correct in that the departure of several very experienced members of staff has led to errors in communication bring made. Lessons do need to be learnt quickly for damage limitation.

 

Mandy Grant has left? Pity, although she was far too good at getting me to open my wallet!