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Morrison–Knudsen (MK) was an American civil engineering and construction company, with headquarters in Boise, Idaho. [7] [8]MK designed and constructed major infrastructure throughout the world and was one of the consortium of firms that built Hoover Dam, San Francisco–Oakland Bay Bridge, the Trans-Alaska Pipeline, and many other large projects of American infrastructure.
Morrison-Knudsen established a separate rail division, MK Rail, in 1972. [1] Morrison-Knudsen spun-off the division in 1993; it became a publicly traded company in 1994. After Morrison-Knudsen's bankruptcy in 1996, MK Rail renamed itself "MotivePower Industries", doing business as "Boise Locomot
The Westinghouse motors were retained on the Alstom C (C1) and Morrison-Knudsen C2 cars and the motors that were removed from the Rohr cars were kept as spares. Cars have a starting acceleration of 3.0 mph/s or 4.8 km/(h⋅s) and are capable of holding that acceleration up to 31 mph (50 km/h).
The M-K TE70-4S was a four-axle 2,800 hp (2.1 MW) B-B diesel-electric locomotive built by Morrison-Knudsen. The locomotive was a rebuild of the GE U25B with a Sulzer V-12 prime mover installed. Morrison-Knudsen rebuilt four for the Southern Pacific Railroad in 1978. The experiment proved unsuccessful and no additional units were rebuilt.
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Morrison-Knudsen had almost no experience in the design of passenger railcars, and did not build a prototype for the M6. As a result, the first cars were rejected by Metro-North. [ 20 ] In April 1995, the M6s were delayed by 18 months; only 12 cars were accepted in 1994, with the rest scheduled to be put into service in 1995. [ 6 ] :
Electro-Motive Division manufactured 475 F40PHs of all types between 1975 and 1992. The orders for GO Transit and VIA Rail Canada were built by General Motors Diesel (GMD), the company's Canadian subsidiary. Morrison-Knudsen (M-K) and its successor MotivePower (MPI) remanufactured another 31 locomotives between 1988 and 1998. [17]
The main effect of stock splits is an increase in the liquidity of a stock: [3] there are more buyers and sellers for 10 shares at $10 than 1 share at $100. Some companies avoid a stock split to obtain the opposite strategy: by refusing to split the stock and keeping the price high, they reduce trading volume.