The thread title asks if there are lessons for the rail industry.
A few years ago the answer would have been an emphatic yes
because Railtrack and Network Rail both had a firm policy of
sub-contracting out all their maintenance and renewal work.
Now headed by Andrew Haines, an ex-professional railwayman,
Network Rail at last recognises the need to bring together
"track and trains" and it's possible that this might eventually
lead to a reduction in sub-contracting.
I'm enormously encouraged by Mr. Haines arguing on several
occasions that the main requirement on the railway is for people
who who really know the job and for a culture that respects
competence and experience.