As Mr. Finn has noted, we realized we had to do better. We now have over 70% of our grain moving in a new product that we call the dedicated train program. The dedicated train program has reciprocal commitments, from us to the shipper, and the shipper to us, around how we're going to use it, and what each of the players is going to do with that train. That has improved the communication and the planning within the supply chain. It aligns the interests of the stakeholders better.
If you unload the train efficiently, you get to benefit from the efficiencies that you've created. In the old system, you didn't see that benefit flowing to the player that was making those incremental decisions. We are seeing the cycle times on those railcars and those programs offer significant improvements versus what we saw in 2013. We think that's a result of the commercial innovation between us and our customers.