Review of Redundant / Non Operative & Outsourced Posts in

STUDY NO. WSCR/MECH/BB/05/19-20

Review of Redundant / Non

Operative & Outsourced

Posts in Mechanical

Department, Mumbai

Division

WSCR/MECH/BB/05/2019-20

2

OFFICERS & INSPECTORS

Officers Work Study Inspectors

Miss Anshu Priya Shri Anand R Kewat

Secy. to AGM Shri Pradeep Kalal

Shri S. K. Sharma

CO-ORDINATING OFFICERS & INSPECTORS

Officer Supervisors

CDO/LTT Shri J. K. Singh / SSE (Coaching)

Shri A. A. Deshpande Shri Siraj / SSE ( Freight)

3

SYNOPSIS OF THE STUDY

Study Number :- WSCR/MECH/BB/05/19-20

Name of Study : - Review of Redundant/Non Operative & Outsourced

Posts in Mechanical Dept. Over Mumbai Division.

Approved by :- AGM

Department :- Mechanical

Division :- Mumbai

Date of Commencement :- 07.08.2019

Date of Completion : -05.11.2019

Date of Submission :- 19.11.2019

No. of Recommendations :- 15

Sanctioned Strength :- 3237

No. of Man Studied :- 2440 No. of Depot Studied :- 20

No. of vacancies :-797

No. of posts identified surplus

(Gr. C+D)

:- 551 Against Vacancy + 43(after outsourcing)=594posts

Financial Implication (Tentative) :- Rs. 34,65,20,592

4

INDEX

S. CONTENTS PAGE NO.

1 ACKNOWEDGEMENT, TERMS OF REFERENCE,

AUTHORITY AND METHODOLOGY 5

2 SUMMARY OF RECOMMENDATIONS 6

3

&

4

CHAPTER – I INTRODUCTION

8 CHAPTER – II EXISTING SCENARIO

5 CHAPTER – III CRITICAL ANALYSIS,

RECOMMENDATIONS & SUGGESTIONS 56

6 CHAPTER – IV FINANCIAL IMPLICATIONS 74

5

ACKNOWLEDGEMENT

The work-study team takes this opportunity to express hearty thanks to Sr.DME Coaching and

Sr. DME/Freight and Shri A.A Deshpande CDO/LTT, Shri J. K. Singh, SSE/Coaching and Shri

Siraj Hasan SSE/Freight for the valuable guidance provided by them for successful completion

of study.

The work study team also likes to thanks all SSE of WB, NCC/WB, CSTM, MZN, DR(T), NRL,

LTT, Coaching Depot and SSE of VDLR, CLA, KYN, PNVL, JASAI, THAL, LNL, IGP, RCD

LTT, Freight Depot over Mumbai Division for the guidance rendered to the work study team for

completion of the study. The work-study team is also thankful to other staff of all C&W Depot

that rendered guidance to the team in conducting the study.

AUTHORITY AND TERM OF REFERENCE

The work-study of “ Review of Redundant/Non Operative & Outsourced Posts in

Mechanical Dept. at Mumbai Division included in work-study Program 2019-20 with No.

G.250/WSCR/MECH/BB/05/19-20.

The term of reference for the given work-study is “Rationalize Manpower in the C&W Depot

due to outsourcing of various activities and Rightsizing of man power as per recent Yard Stick,

in BB div.”

BASE FOR STUDY

1. Out sourcing of various activities in C&W Depot Such as Linen, Watering, and Coach

Amenity Attention etc.

2. Applying of Yard Stick (No. E (MPP) 2019/1/12) Dated 30.09.2019 in various activities

in C&W depot.

3. Need based Requirement of manpower in various activities.

4. Up gradation of technology in regard to coaches and Wagons in Rolling Stock.

5. Automation in activities like Washing, Cleaning etc.

METHODOLOGY

1. Identification of activities of Outsourced/Redundant/Non Operative posts due to change

in working pattern and technical advancement.

2. Identification of Surplus staffs due to Outsourcing.

3. Rightsizing of existing manpower, in view of Yardstick provided by Railway Board.

6

SUMMARY OF ALL RECOMMENDATIONS

Part – 1

A. Posts found redundant after Application of new yardstick and old Yard stick

(L. No. E (MPP) 2019/1/12 dated 30.09.2019 and 2000/M(C)/143/5 dated 24.12.2001)

S

l.

Depot S/S MOR Staff

requirement

as per

yardstick

Staff given for

unforeseen

workload

Redundant

posts

Vac

1 New Coaching

Complex WB

334 272 272 20 42 62

2 C&W Depot

CSMT

493 356 391 23 79 137

3 C&W Coaching

Depot MZN

318 240 262 18 38 78

4 C&W Depot

DR(T)

226 150 158 08 60 76

5 C&W Depot LTT 950 705 720 30 200 245

6 C&W Depot

Neral

30 23 30 00 00 07

7 C&W Depot

PNVL

36 29 29 02 05 07

Total 2387 1775 1862 101 424 612

B. Posts found redundant after Need Based requirement as under

S

l.

Depot S/S MOR Need Based

requirement

Staff given for

unforeseen

workload

Redundant

posts

Vac

1 C&W /

Wadibunder

243

IOH Depot 105 105 13 25 38

Weighing Machine

Instrument

04 0 0 04 *

(After Phased

out)

00

Store Section 21 21 00 00 00

One Ton

Departmental

Laundry

42 29 00 13 00

Misc. (BTC and

other offices etc)

33 33 00 00 00

Total 243 205 188 13 42 38

*- After Phased out of Mech. Weighing Machine

(As per RB L. no.2004/Dev/cell/IDEI/Vol.II dt.12.02.2015)

7

2 C&W NGSM

(Mulund &

TMBY)

26 24 26 00 00 02

3 C&W Depot

IGP

176 114 138 05 33 62

4 C&W Depot

KYN

161 118 133 06 22 43

5 C&W Depot

KLMG

60 42 56 04 00 18

6 C&W Depot

Jasai

80 49 59 06 15 31

7 C&W LNL 94 67 73 06 15 27

Total 840 619 604 36 127 183

Part – 2

Posts identified surplus after outsourcing the activity

Sl. Depot No of posts Remark

1 Canteen Staff Wadibunder 10 After contract on line to

C&W depot LTT

2 One ton Departmental Laundry WB 21 No.E(MPP)2019/1/12

Identified for

Outsourcing

3 C&W Depot IGP(Platform Watering

Activity)

12 No.E(MPP)2019/1/12

Identified for

Outsourcing

Total 43

Total post Identified Surplus for Surrendered

Part - 1 Redundant posts on application of Yardstick 424 Posts

Redundant posts after Need Based Requirement 127 Posts

Part – 2 After Outsourcing 043 Posts

Total 594 Posts

8

CHAPTER 01 & 02

INTRODUCTION & EXISTING SCENARIO

Mechanical Department is responsible for maintenance of rolling stock including

passenger coaches, freight wagons, diesel locomotives, DMUs and cranes. Besides, it maintains

large number of machinery & plant in workshops, sheds and other work centers. The department

also formulates plans for procurement of rolling stock, machinery & plant and ensures safety and

reliability of stock in train operation.

Chief Mechanical Engineer is the overall in-charge of Mechanical Department. He

reports to and advises General Manager on all administrative and technical matters concerning

the department.

Organization chart of Mechanical Department

CME

DME (Coaching) DME (Freight)

CDO Depot In charge

SSE

JE

Depot In charge

SSE

JE

Technician

Khalasi Khalasi

Technician

9

Chief Mechanical Engineer:

Chief Mechanical Engineer is in-charge of Mechanical Department. He has technical and

administrative control over the three Mechanical Workshops, viz. loco Workshop-Parel, Carriage

Workshop-Matunga Workshop and Kurduwadi Workshop. Besides, he has technical control over

Diesel Sheds, Coaching Depots and Freight Depots. The duties of Mechanical Officers in

Headquarters and Workshops are briefly enumerated below:

At Divisional level Mechanical Department mainly divided into Sub-Department i.e.

Coaching and Freight – Accordingly the study is discussed mainly in two parts Coaching

Depot and Freight Depot.

A) Coaching Depot, B) Freight Depot

A. Coaching Depot

Chief Rolling Stock Engineer (Coaching):-

CRSE (Coaching) exercise direct control on the affairs of the repairs and maintenance of

coaching stock. He issues instructions, in consultation with the Chief Mechanical Engineer, in

matters relating to policy formulation which concerns the Mechanical Department.

Responsibilities for budgetary controls in the Coaching Depot also rest with CRSE (Coaching).

He is assisted by Dy. CME (HQ/Coaching).

Divisional Mechanical Engineer (Coaching)

Sr. D. M. E is the controlling authority of entire Coaching Depot. He has technical and

administrative control over coaching Rolling Stock at Divisional level.

The activities of coaching maintenance in Mumbai Division are carried out at four

coaching depots for the mainline coaches i.e. Chhatrapati Shivaji Maharaj Terminus (CSMT),

Mazgaon, Wadibunder, Dadar Terminus and Lokmanya Tilak Terminus (LTT).

B. Freight Depot.

Chief Rolling Stock Engineer (Freight):-

CRSE (Freight) exercises direct control on the affairs of the repairs and maintenance of

Freight stock. He issues instructions, in consultation with the Chief Mechanical Engineer, in

matters relating to policy formulation which concerns the Mechanical Department.

Responsibilities for budgetary controls in the Freight maintenance Depot also rest with CRSE

(Freight). He is assisted by Dy. CME (HQ/Freight).

10

Divisional Mechanical Engineer (Freight) –

Sr. D. M. E is the controlling authority of entire Freight Depot. He has technical and

administrative control over Freight Rolling Stock at Divisional level.

Mechanized Laundry:

712T mechanized laundry on BOOT model at Wadibunder Depot.

Mechanized Power Laundry of 1 Ton capacity at Wadibunder Depot.

13 T mechanized laundry on BOOT model at LTT.

Vide Railway Board’s letter No.2009/M(C)/165/6 dt.17.12.2009, the complete activity of

linen management including washing, storage, supply and distribution of linen kits in trains is to

be done by Mechanical (C&W) department as a single window agency. However, though linen

washing & storage is done by Mech. Department, coach attendants for distribution of linen in

trains have been outsourced by Electrical Dept. in most of the trains.

11

DETAILS STUDY OF THE DEPOTS VIZ. INTRODUCTION AND EXISTING

SCENARIO,

A. COACHING OPERATION

A.1 IOH DEPOT (C&W) WADIBUNDER

INTRODUCTION:

This depot is mainly for IOH purpose, depot in charge is Shri Anand Kumar Sahu SSE/C&W. It

is having 06 Pits (04 for scheduled maintenance and 02 for unscheduled maintenance) and 03

another pits for electrical work. In this depot activities are carried out in to various sections and

staff deployment is as per section wise manner.

EXISTING SCENARIO

A.1.1. – Existing Scenario:-

A.1.1.1 - Scale Check of Technical Staff of C & W Wadibunder:-

Sl Category Level S/S MoR Vacancy

1 SSE & CWI Level-7 7 7 0

2 JE-1 Level-6 4 3 1

3 Sr. Instructor(Ex) Level-7 1 1 0

4 Sr. Instructor(Ex) Level-7 1 1 0

5 Material Inspector Level-6 1 0 1

7 MCM Fitter Level-6 26 22 4

8 Fitter Gr. I Level-5 33 11 22

9 Fitter Gr. II Level-4 15 31 -16

10 Fitter Gr. III Level-2 15 26 -11

11 MCM Carpenter Level-6 3 1 2

12 Carpenter Gr. I Level-5 6 1 5

13 Carpenter Gr. II Level-4 1 1 0

14 Carpenter Gr. III Level-2 1 2 -1

15 MCM Welder Level-6 2 2 0

16 Welder Gr. I Level-5 3 1 2

17 Welder Gr. II Level-4 0 1 -1

18 Welder Gr. III Level-2 1 2 -1

19 MCM Trimmer Level-6 1 0 1

20 Trimmer Gr. I Level-5 2 1 1

21 Trimmer Gr. II Level-4 0 2 -2

22 Trimmer Gr. III Level-2 0 2 -2

23 MCM Machinist Level-6 2 2 0

24 Machinist Gr. I Level-5 4 2 2

25 Machinist Gr. II Level-4 1 0 1

12

26 Machinist Gr. III Level-2 0 0 0

27 MCM Painter Level-6 2 2 0

28 Painter Gr. I Level-5 6 1 5

29 Painter Gr. II Level-4 1 3 -2

30 Painter Gr. III Level-2 1 3 -2

31 MCM Crane Operator Level-6 2 3 -1

32 Crane Operator Gr. I Level 5 2 1 1

33 Crane Operator Gr. II Level-4 1 0 1

34 Crane Operator Gr. III Level 2 1 1 0

35 MCM M/W Fitter Level 6 1 1 0

36 M/W Fitter Gr. I Level 5 1 1 0

37 M/W Fitter Gr. II Level 4 1 0 1

39 MCM Truck Driver Level 6 1 2 -1

40 Truck Driver Gr. I Level 5 1 1 0

41 Truck Driver Gr. III Level 4 4 3 1

42 Truck Driver Gr. III Level 2 6 1 5

47 Hostel Supervisor Level 2 1 0 1

50 Khalasi Level 1 81 60 21

Total 243 205 38

A.1.1.2 Ministerial Cadre (Personnel and non-personnel)

Ministerial Cadre (P)

Category Level S/S MOR Vacancy

Cos (P) Level- 7 0 0 0

OS (P) Level- 6 1 0 1

Sr. Clerk (P) Level- 5 0 0 0

Jr. Clerk (P) Level- 2 1 2 -1

Jamadar/Recorder Level- 1 1 0 1

Office Peon Level- 1 3 1 2

Total 6 3 3

Ministerial Cadre (NP)

Category Level S/S MOR Vacancy

Ch.O S (NP) Level- 7 1 0 1

OS (NP) Level- 6 5 3 2

Sr. Clerk (NP) Level- 5 1 0 1

Jr. Clerk (NP)Level-2 Level- 2 3 2 1

Total 10 5 5

13

Summary

Category S/S MOR Actual Vacancy

Group C 162 145 17

Group D 81 60 21

Ministerial P 6 3 3

Ministerial N/P 10 05 05

Total 259 213 46

A.1.1.3 Section Wise distribution all staff Men on Roll (Technical & Non-Technical)

Sec

tion

SS

E/J

E/i

n

s Pai

nte

r

Fit

ter

Khal

asi

Wel

der

Tri

mm

er

Car

pen

ter

Mac

hin

ist

Cra

in /

op

M/W

ri

Dri

ver

OS

JR C

lerk

Cle

rk

Peo

n

Tota

l

IOH 2 2 50 30 4 4 5 3 4 0 0 1 1 1 0 107

WMI 1 1 5 03 0 0 0 0 0 0 0 0 0 0 0 10

KYN GOODS 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 2

LAUNDRY 2 2 16 17 0 0 0 0 0 1 2 0 1 0 1 42

STORE WB 2 2 13 0 0 0 0 0 0 0 0 2 1 0 0 20

BTC 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 3

SR DME (cog/fr.) 0 0 4 3 0 0 0 1 0 0 4 0 0 0 0 12

CME office 0 0 1 1 0 0 0 0 0 0 1 0 0 0 0 3

KARNAK BUNDER

0 0 2 0 1 0 0 0 0 0 0 0 0 0 0 3

M&P 1 1 1 1 0 0 0 0 0 1 0 0 0 0 0 5

CSMT 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 2

NCC WB 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 2

Sr. Instructor 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 02

Total 12 9 95 60 6 5 5 4 5 2 7 3 3 1 1 213

The above staff position is inclusive of all Staff of IOH, Ministerial, and Laundry.

A. 1.1.4 Yearly Outturn of IOH Depot WB

Schedule Attention

Year IOH Trolley Change

IOH W/T Trolley Change

IOH Wheel Change

IOH Return Date

Total

2016-17 557 48 141 38 789

2017-18 719 6 80 68 873

2018-19 559 0 127 42 728

2019-

20(July)

169 0 19 12 200

14

Non Schedule Attention

Maintenanc

e

2016-

17

2017-

18

2018-

19

2019-

20(Jul

y)

Trolley Change(AC

) 507 409 169 197

Mechanical

T/C

747 669 696 220

Total

1254 1078 865 417

0

100

200

300

400

500

600

700

800

IOH Trolly Change IOH W/T TrollyChange

IOH Wheel Change IOH Return Date

2016-17

2017-18

2018-19

2019-20(July)

0

100200

300

400

500600

700

800

15

A.2 CANTEEN STAFF WADIBUNDER:

INTRODUCTION:

Canteen is situated between IOH depot and departmental laundry, to serve the lunch and

breakfast for the staff from 07.00 to 15.00. It is based on “NO PROFIT, NO LOSS” basis. All

raw materials for cooking food are purchased from open market and managed by departmental

staffs.

EXISTING SCENARIO

A.2.1 Existing Scenario:

A.2.1.1 Staff Working in Canteen

**********

A.3. WEIGHTING MACHINE INSTRUMENT SECTION:

INTRODUCTION

This Section is stabilized for maintenance of Mechanical Weighing Machines installed in entire

division. They are provided for verification and stamping of 44 weighing machines in presence

of concern Inspector of Legal Metrology Department.

EXISTING SCENARIO

A.3.1. Existing Scenario:

Staff Position: 01 SSE, 02 MCM Fitter, 03 Fitter and 03 Khalasi are posted in this section.

Among these staffs 02 fitter and 03 Khalasi are working in Sr. DME office.

In the year of 2014 total 244 mechanical weighing machines were installed over Mumbai Div..

Over the years these numbers have been decreasing rapidly to the 44 marks.

Sl. No. Category Level S/S MoR Vacancy

1 Manager Level- 4 1 0 1

2 Asst. manager Level- 3 1 2 0

3 Salesman- II Level- 2 1 1 0

4 Salesman- I Level- 1 1 1 0

5 Cook - I Level- 1 1 1 0

6 Cleaner Level- 1 5 3 1

Total 10 8 2

16

In Mumbai division total 08 in Motion Weighing Bridge are installed as of now. Every 03

months schedule and verification is required for them.

Work done by the staff on quarterly basis maintenance, verification & stamping is as below:

I Qtr _ 16 no. of Weighing Machines and 610 weights

II Qtr _ 14 no. of Weighing Machines and 610 weights

III Qtr – 09 no. of Weighing Machines and 610 weights

IV Qtr – 05 no. of Weighing Machines and 160 weights

********

A.4 STORE SECTION:

INTRODUCTION

Store Section is mainly for Transporting of trolley and wheel from Matunga and Parel to Wadibunder and

back.

EXISTING SCENARIO

A.4.1 Existing Scenario: Store Section is mainly for Transporting of trolly and wheel from Matunga

and Parel to Wadibunder and back. The section is is being managed by two SSE with help of following

employees.

A.4.1.1 Staff Position of Store

Sr.

no.

Category No. of

Employees

Remark

1 SSE 02

1 Clerk (NP) 03

2 MCM 02

3 Fitter 11

4 Technician 02

5 Driver 01 For Sr. DME(Coaching)

Total 21

A.4.1.2 Trolley Transported from/to Matunga / PR/ PL

Year MTN PR PL Good Total MTN PR PL Bad Total

2015-16 1731 301 41 2073 1763 294 35 2092

2016-17 1759 406 20 2185 1748 402 24 2174

2017-18 1413 890 100 2403 1416 869 108 2393

2018-19 997 841 0 1838 1001 820 0 1821

17

A.4.1.3 Transported Wheel Position from MTN/PR

Year MTN PR(ICF) PR(LHB) Good

Total

MTN PR(ICF) PR(LHB) Bad

Total

2015-16 1346 235 - 1581 1346 216 - 1562

2016-17 1104 700 410 2214 1078 707 414 2199

2017-18 770 417 946 2133 825 361 1018 2204

2018-19 780 299 1720 2799 568 502 1760 2860

Above chart indicates that during last four year on an average 2150 good / bad trolley as well as wheels

are transported per year.

*************

Average/Year 2124 2120 2181 2198

0

500

1000

1500

2000

2500

3000

Good Total Bad Total Good Total Bad Total

Transported GoodsYearly

2015-16 2016-17 2017-18 2018-19

18

A.5 DEPARTMENTAL MECHANIZED LAUNDRY OF ONE TON CAPACITY WB

INTRODUCTION

In Charge of This Laundry is SSE Shri Vijay R. Malviya and being operated by departmental

staff, in general shift only. It was installed at the coast of Rs.86, 00,253 to achieve the target of

one ton per shift. It is used to wash bed sheets, hand towels, pillow covers and blankets.

EXISTING SCENARIO

A.5.1. Existing Scenario:-

A.5.1.1 Staff Deployment:

Sr. No. Category Existing staff

01 SSE/JE 02

02 Sr. Clerk 01

03 MCM Fitter 01

04 Fitter 15

05 M / W 01

06 Khalasi 17

07 Painter 02

08 Driver 02

10 Peon 01

Total 42

A.5.1.2 Yearly output:

0

10

20

30

jan feb mar apr may jun jul aug sep oct nov dec

Out-turn (in Ton)

2017 2018 2019 till July

Departmental Mechanized Laundry of One

Ton Capacity Out turn ( in Ton)

Month 2017 2018 2019

Jan 12.42 21.26 5.74

Feb 9.24 17.06 4.27

Mar 13.55 18.57 5.87

Apr 20.45 20.42 8.07

May 27.34 14.46 10.08

Jun 19.38 6.77 7.43

Jul 16.29 5.05 9.18

Aug 9.94 6.93 --

Sep 10.63 5.55 --

Oct 17.78 6.14 --

Nov 16.62 4.72 --

Dec 16.79 4.93 --

Total 190.43 131.86 50.64

19

A.6 RECORD ROOM SECTION:

INTRODUCTION

This section maintains records of all activities performing in entire IOH section i. e. marketing

related records, indent, PCDO, IOH Forms, Data maintaining, Bio toilet, Fit Memo of IOH

coaches, file etc.

EXISTING SCENARIO

A.6.1 Existing Scenario:-

Staff Position:- Fitter I -01, Fitter III - 01, and Khalasi – 02)

**********

A.7 NEW COACHING COMPLEX WADIBUNDER

INTRODUCTION

Spreaded across 19.2 hectares of land, the WadiBunder yard is termed to be the vital part of the

Mumbai division. One of the major connecting sources for mail trains starting from Chhatrapati

Shivaji Terminus (CST), it also helps share work load from the Mazgaon yard, very close to

Wadi Bunder.

Established in the pre-independence era, in 1882, the yard would in its initial days boast of 14

sheds and 64 main lines for trains. These 14 sheds would be used for excessive loading and

unloading of commodities, mostly cement, food grains, explosives and other raw materials.

New Coaching Complex Wadibunder is known as main hub of coaching complex in Mumbai

division. This depot plays an important role in coach maintenance i.e. Primary, Secondary,

RBPC. Total outturn of this depot is 123 Primary coaches, 98 Secondary, and 70 RBPC coaches

per day and Coach holding capacity is 1183.

Schedule Periodicity

For ICF Coaches

Trip Schedule D1 Every Trip/Weekly

Monthly Schedule/ D2 30 days ± 3 days

Six Monthly Schedule D3 180 days ± 15 days

20

For LHB Coaches

Shop Schedule I- - - SS-I ------ 18 Month±30 days/6 Lakh Km earned whichever is earlier

Shop Schedule II - - SS-II- - - 3 Years/12 Lakh Kms earned whichever is earlier

Shop Schedule III - - SS-III - - 6Years/24 Lakhs Kms earned whichever is earlier

Inspection carried out by Engineers and Staffs during maintenance on Pit:

Exterior Roof board & Brackets, Hand Rails, Triangular Coach Indication Board

Under slung Items Window bars, Filling Pipe % Brackets, Commode Chute & BKT, Wash

Basin Drain Pipe & BKT

Corridor Area Main Door Pivot, Main Door Profile, Main Door Handle, Turning Latch

&Catch, Pad Locking Arrangement, Dustbin Below, Mirror With Self,

Wash Basin Push Cock, Coach Indication, Board, Chequered plate

Gang Way Pall Plate, Pins, Fall plate Support plate, Gang way Rubber Below

Lavatories Lav Pan & Foot Steps, Western Commode & CCR, WPP, Wash Basin,

Looking Glass & Frame, Frosted Glass & Benjo Fitting, Lota Pipe &

Push Cock, Flusher Valve,& Pipe, Fish Plate, Pipe Clips, Drain Hole On

Flooring, Lavatory PVC Floor & Mouldings, S. S mug With Chain,

Health Faucets, Lavatory ceiling, & moulding, Lavatory Door &

hinges, Lavatory Door Handle, Turning Latch, Wall Panel Inside &

Outside, Hand hold, Liquid Soap Dispenser, & BKT, Coat hook, Step

moulding,

Bio-toilet Awareness Sticker, dustbin, Ball Valve Mechanism, Survey Sticker,

Water Column

Compartment Glass Shutter, Venation Shutter, Window Sill, Berth And Support

Bracket, Middle Birth Hinges,/pivot, Upper Berth Straps and Fitting,

Berth No, Berth Chain & Covers, Back Rest Stopper, & Brackets, PVC

Flooring, Berth Rexene, Condition Pillar, Berth Ladder, Snacks Table &

Magazine Pouch, Bottle Holder, Coat hook, Looking Glass, Fan ceiling,

Luggage Securing Arrangement, Emergency Window, Grill & FRP

Housing

Under Gear on Pit Line

Axle Box Wing Suspension Strip And U Type

Axle Box Front

Cover

Break Beam And Block Hanger

Wheel Profile Safety Wire Rope

Wheel Disc Breke Gear Sets, Lever, Lever hanger, Floating Lever, Connecting Link,

Fixing Brackets and Pushes

Hook Hand Brake Complete

Draw Bar Pad VSA

Supporting Plate Air hose FP, BP And Suspension Hook

21

Suspension Hook For

Screw Coupling

Cut Off Angle Cock And BP Branch Pipe

Buffer Plunger DV & CR

Buffer Case Metallic Pipe BP and FP

Anchor Link PEASD PEAV GEV FP & BP Gauge Bypass Coupling Chain Pull

Handle

Equalising Stay Rod Soundness of Inner & Out Headstock

BSS Hanger &

Hanger Block

Bracket Soundness

Block Hanger Tightness of Tank Mounting Bolts

Upper And Lower

Plank

Bio Tank Safety Wire Rope Condition and Its Fitting

Centre Pivot & Side

Bearer

Bio Tank For any Damage/ Leakage

EXISTING SCENARIO

A.7.1 Existing Scenario: -

A.7. 1.1 Scale Check of NCC/WB

Scale Check Wadibunder NCC / WB

Sl. No.

Category Level S/S MoR Vacancy

1 SSE Level- 7 21 19 2

2 JE Level- 6 12 14 -2

3 OS/NP Level- 6 1 0 1

4 Sr. Clerk (NP) Level- 5 1 0 1

5 Jr. Clerk (NP) Level- 2 0 1 -1

Total 35 34 1

1 MCM Fitter Level-6 25 36 -11




5 MCM Carpenter Level - 6 5 12 -7

6 Carpenter-I Level - 5 11 5 6

7 Carpenter-II Level - 4 2 1 1

8 Carpenter-III Level - 2 3 2 1


10 Welder Gr.I Level-5 5 3 2

11 Welder Gr. II Level-4 1 1 0

12 Welder Gr. III Level- 2 1 0 1

13 MCM Trimmer Level- 6 2 2 0

14 Trimmer Gr. I Level- 5 4 2 2

15 Trimmer Gr. II Level- 4 0 0 0

22

16 Trimmer Gr. III Level- 2 1 1 0

17 MCM Machinist Level- 6 0 0 0

18 Machinist Gr. I Level- 5 0 0 0

19 Machinist Gr. II Level- 4 0 1 -1

20 Machinist Gr. III Level- 2 0 0 0

21 MCM Painter Level- 6 2 2 0

22 Painter Gr. I Level- 5 4 1 3

23 Painter Gr. II Level- 4 0 1 -1

24 Painter Gr. III Level- 2 1 1 0

25 Khalasi Level - 1 95 73 22

Total 299 238 61

Ministerial Staff

sl. No.

Category Level S/S MoR Vacancy

1 OS Level- 6 1 1 0

2 Sr. Clerk Level- 5 0 1 -1

3 Jr. Clerk Level- 2 1 0 1

Total 2 2 0

A.7.1.2 Staff Deployment Activity Wise

Sl. Activity Staff Deployed Supervisor Total

1 12105/17057 20 02 22

2 11019/12809 20 02 22

3 11093 18 02 20

4 12859/16339 16 02 18

5 12137/12322 19 02 21

6 11057/Spl 18 02 20

7 On Rake 07 01 08

8 Roaster Gang 17 02 19

9 Ac Maintenance 30 03 33

10 12534/Sick line 14 02 16

11 Contract Cell 4 01 05

12 Renovation 28 0 28

13 M&P 6 1 7

14 Schedule 14 1 15

15 Bio-toilet 4 1 5

16 Office Record Keeping 2 1 3

17 Stock Cell/Store 3 1 4

18 Staff WKG in Other Office 2 2 4

19 Absent /Sick 4 0 4

Total 246 28 274

23

A.7.1.3 Total Out-turn at NCC/WB

Primary Maintenance Coach Maint. / Day

Sl. Train no. no. of

Rake

Non Ac

Coach

es

AC

Coach

es

OCV Grand

Total

Ac Non

AC Total

1 11019 (Daily) 4 64 24 4 96 6 17 23

2 12137 (Daily) 4 60 32 4 96 8 16 24

3 11093 (Daily) 3 63 9 0 72 3 21 24

4 12105 (Daily) 2 30 18 0 48 9 15 24

5 11057 (Daily) 5 81 22 0 103 5 18 23

6 22221(Wed, Sat) 1 0 13 3 16 5 0 5

Bare Req. 19 298 118 11 431 - - -

Spare 0 40 16 2 58 - - -

Holding 19 338 134 13 489 36 87 123

Secondary Maintenance Coach Maint. / day

Sl. Train no. no. of Rake

Non

Ac Coach

es

AC

Coach

es

OCV Grand Total

Ac Non AC

Total

1 12809 (daily) 4 64 28 4 96

7 17 24

2 12322 (daily) 4 64 28 4 96 7 17 24

3 16369 (W,T,F,S) 4 72 12 4 88 2 11 13

4 16351 (sat, Tue) 2 32 10 2 44 1 5 6

5 16331 (Mon) 1 16 5 1 22 1 2 3

6 12362 (Tue) 1 20 2 0 22 0 3 3

7 15102 (Thu) 1 19 0 0 19 0 3 3

8 12289 (Daily) 2 16 24 4 44 14 8 22

Total 19 303 109 19 431 32 66 98

RBPC Trains

Coach Maint./Day


Non Ac Coaches

AC

Coach

es

OCV Grand Total

Ac Non AC

Total

1 12534 (Daily) 3 57 12 3 72

4 20 24

2 12869 (Sun) 1 16 4 3 23

1 2 3

3 17057 (Daily) 4 68 16 0 84

4 17 21

4 12859 (Daily) 4 68 16 4 88

4 18 22

Total 12 209 48 10 267

13 57 70

24

A.7. 1.4 Coach Maintenance per Day

Coach Maintenance /Day Superfast/Long Dist

Maintenance Non A/C A/C Total

Primary 87 36 123

Secondary 66 32 98

RBPC 57 13 70

Total 210 81 291

A.7.1.5 Depot Holding Capacity

Maintenance

type

No. of

Rakes Non A/C WCB A/C VPU/LWRRM Total

Primary 19 338 11 134 2 485

Secondary 12 303 15 109 4 431

RBPC 12 209 8 48 2 267

Total 43 850 34 291 8 1183

*************

87

6657

36 3213

Primary Secondary RBPC

Non A/C A/C

C

Prim41%

Sec36%

RBPC

23%

25

A.8 CHHATRAPATI SHIVAJI MAHARAJ TERMINUS C&W DEPOT.

INTRODUCTION:

Then Wadibunder Depot was stabilized for maintenance purpose of those coaches but over the

years train movement has been drastically increased. Therefore coaches have been increased and

it is needed to preservation them became a big task. To resolve this issue coach conservation

work has been shared with LTT, DR (T), WB (NCC) and CSMT. CSMT is one of the most

significant role plays in this arena. This depot is mainly for RBPC maintenance purpose.

EXISTING SCENARIO

A.8.1 Existing Scenario: -

A.8. 1.1 Scale Check of C&W Depot CSMT

sl. Category Level S/S MoR Vacancy

1 SSE & CWI Level-7 37 43 -6

2 JE-1 Level-6 20 11 9



















21 Painter Gr. II Level- 4 0 0 0


23 MCM TAR Level- 6 1 1 0

24 TER-I Level- 5 4 2 2

25 TAR_II Level- 4 1 1 0

26 TAR_III Level- 2 0 0 0

26

27 Car Attendant-III Level - 2 5 0 5

28 Car Attendant Level - 1 8 0 8

29 Khalasi Level - 4 212 112 100

Total 493 356 137

A.8.1.2 Staff Deployment Activity Wise

Sl. Activity Staff

Deployed

Supervisor Total

1 51153+17617+10103+11301 9 1 10

2 17031+11009+12139+11401 8 1 9

3 11139(P) 17 2 19

4 RA (SPL) (P) FTR/ Coaching Spl 13 1 14

5 17411+12109+10023+12125 4 1 5

6 12111+12115+10111+12127 6 1 7

7 Rest giver gang 14 1 15

8 AC maintenance 22 1 23

9 M&P/Bio-toilet 4 1 5

10 Schedule 4 1 5

11 On rake Attention 6 1 7

12 Contract Cell 6 1 7

13 Platform activity 88 10 98

14 Store 1 - 1

15 Long Absent/Sick - 1 1

16 Saloon 14 02 16

17 PCD - - -

18 General Gang/Painting 17 1 18

19 Depot. In Charge 5 1 6

20 Shift/In charge Office 5 5 10

21 RG/LR 7 6 13

Total 243 34 277

1 Control Office 9 8 17

2 Pest Control 6 1 7

3 Linen Carnac Bunder 29 6 35

4 Heritage Museum 4 1 5 5 Sr.DME Office 3 1 4

6 CME Office /HQ 4 1 5

7 Stock Sr. DME 5 1 6

Total 60 19 79

27

A.8.1.3 Bare Holding of Primary Maintenance of Coaches CSMT Depot

A.8. 1.4 Total Holding of Coaches:

S. no. Type Non AC AC Total

1 Primary 21 39 60

2 RBPC 592 159 751

Total 613 198 811

*********************

A.9 RCD DEPOT: -

INTRODUCTION

This depot is included in freight operation but pay sheets prepared by coaching operation CSMT.

This depot is for fueling purpose in Loco and Power car in LHB coaches at CSMT platform.

EXISTING SCENARIO


A.9.1.1 Scale Check of RCD Depot

Category S/S MOR Vacancy

MCM Fitter 1 0 0

Fitter Gr. I 1 00 1

Fitter Gr. II 0 0 0

Fitter Gr. III 1 4 -3

Khalasi 12 06 06

OS 0 1 -1

Jr. Clerk 0 1 -1

Total 15 12 3

7%

93%

Primary

RBPC

Sr. Train no. Rake Non

A/C A/C Total Coach Maintenance / Day

1 11139 2 18 6 24 12

2 Deccan Odyssey 1 0 21 21 3

3 Saloon 0 0 12 12 12

4 Bare requirement. 3 18 39 57 24

5 Spare Coaches 0 3 2 5 0

Total 3 21 41 62 27

28

A.9.1.2 Yearly Wise Fueling

Year Traction (Loco) Non Traction(P/C) Total

2016-17 656 645 1301

2017-18 596 323 919

2018-19 2085 1059 3144

2019-20(till July) 841 511 1352

**********************

A.10 COACHING DEPOT MAZGAON:

INTRODUCTION

Coaching Depot Mazgaon is another major coaching maintenance depot in BB Division.

EXISTING SCENARIO

A.10.1.1 Scale check of C&W Mazgaon

Sl. Category Level S/S MoR Vacancy


2 JE-1 Level-6 14 14 0

3 MCM Fitter Level-6 33 35 -2






9 Carpenter Gr. II Level-4 1 2 -1




0

500

1000

1500

2000

2500

2016-17 2017-18 2018-19 2019-20(tillJuly)

Traction (Loco)

Non Traction(P/C)

29

13 Welder Gr. II Level-4 0 1 -1




17 Trimmer Gr. II Level- 4 0 2 -2






23 Mason -I Level- 1 1 0 1

24 Khalasi Level- 1 93 53 40

Total 318 240 78

Ministerial Cadre

26 O S (P) Level- 6 1 1 0

27 Sr. Clerk Level – 5 1 0 1

28 O S(N/P) Level – 6 1 1 0

29 Sr. Clerk Level – 5 0 0 0

Total 03 02 01

A.10.1.2 Gang Chart of C&W Mazgaon

GANG CHART OF MAZGAON COACHING DEPOT AS ON DATE 26.08.19

Train No ENGG

Under Gear Interior Minist staff

Gran

d

Total MC

M

FTR

-I

FTR

-II

WEL

D

FTR

-III

CAR

P

PAIN

T

TRI

M

KH

11027/51033 2 4 2 3 1 1 6 19

22105/11007/11

029

3 3 4 3 4 1 2 20

11041/16381 2 7 1 1 3 1 4 19

12123/22107 2 2 1 4 1 1 7 18

12133/12261 2 3 2 5 2 1 4 19

Rest Reliever 2 3 4 1 2 1 5 18

22119 2 3 3 3 1 4 16

Tejas escorting 2 2

AC/Maint 2 1 2 3 3 3 0 2 4 20

Schedule 1 2 2 4 1 2 12

Sick Line

On Rake

1 4 2 4 2 13

M&P 1 3 1 2 1 1 4 13

Store 1 2 2 3 1 9

30

Time Office 1 0 1 1 0 1 4

MIS CELL 1 1 2

Bio toilet 1 1 1 3

Contract 1 1 1 0 3

General 0 1 2 2 3 2 4 14

Welding Staff 4 4

Long Absent/

Under Sick

0

Working at BTC 1 1

Working with

CRSE (Fr)

1 1 2

Working with

Sr.DME (Cog)

BB

2 1 3

Working at IOH 1 1

Working at DF 1 1

Restgiver/Leave

reserve

3 3

Depot In Charge 1 1

SSE (Gen) 1 1

Sr.CWI 1 1

Total 35 35 27 35 4 29 13 3 5 54 2 242

A.10.1.3 Bare Requirement of Coaches as per Trains:-

Primary maintenance Coaches Maint./ Day

Sl. Train no.

no. of

Rake

Coaches

Non Ac

AC Coache

s

OCV Grand

Total

A/C Non A/C Total

1 22105 1 15 2 0 17 2 15 17

2 11007 1 15 2 0 17 2 15 17

3 11041 3 36 12 6 54 4 14 18

4 11027 3 36 12 6 54 4 14 18

5 51033/29/27 2 36 2 0 38 1 18 19

6 12123 1 12 4 1 17 4 13 17

7 22107/43 2 28 8 0 36 4 14 18

8 12133 2 22 12 0 34 6 11 17

9 22119 1 0 15 0 15 4 0 4

10 Bare Req 16 200 69 7 282

26 14 1 42

Total 16 226 83 15 324 31 114 145

31

Secondary Maintenance

Coaches maintenance/ Day

Sl. Train

no.

no. of

Rake

Coaches

Non Ac

AC

Coaches OCV

Grand

Total

A/C Non A/C Total

1 16381 5 70 10 5 85 2 15 17

2 12261 3 0 48 3 51 10 0 10

Total 8 70 58 08 136 12 15 27

RBPC Maintenance Coaches Maintenance/ Day

5 Train no. no. of

Rake

Coaches

Non Ac

AC

Coaches OCV

Grand

Total

A/C Non A/C Total

6 11029 2 26 4 0 30 2 13 15

7 83256 1 8 7 1 16 2 3 5

8 22119 1 0 15 0 15 2 0 2

Total 4 34 26 1 61 6 16 22

Depot Holding Coaches Maintenance/Day

Maint.

Type no. of

Rake

Coaches

Non Ac

AC

Coaches OCV

Grand

Total

A/C Non

A/C

Total

1 Primary 16 226 83 15 324 31 114 145

2 Secondary 8 70 58 8 136 12 15 27

3 RBPC 4 34 26 1 61 16 6 22

Total 28 330 167 17 521 49 145 194

Primary maintenance Secondary Maintenance RBPC Maintenance

***************

0

5

10

15

20

AC Non-AC

0

5

10

15

1 2 3

AC

Non-AC

0

5

10

15

20

1 2 3 4 5 6 7 8 9

AC

Non-AC

32

A.11 C&W DEPOT DADAR (T)

INTRODUCTION

Dadar Terminus Coaching Depot is one of the major coaching depots in Mumbai Division which

plays an important role in smooth function of train movement. It is having 02 pit line capacities

of 17 coaches, 02 stabling line of 15 coaches and 02 plate forms of 18 coaches’ capacity. This

depot is performing some other activities along with coach maintenance simultaneously.

EXISTING SCENARIO


A.11.1.1. Scale Check of Dadar Terminus



2 JE-1 Level-6 8 9 -1




















22 Painter Gr. III Level- 2 1 2 -1

23 Mason -I Level- 5 0 1 -1

24 Mason -II Level- 4 1 0 1

25 MCM TAR Level- 6 1 1 0

26 M/W Fitter-I Level- 5 1 1 0

27 M/W Fitter-II Level- 4 0 0 0


29 Tr. Khalasi Level- 1 0 1 -1

33

Total 226 150 76

Ministerial Cadre(Personnel & Non Personnel)

30 O S(P) Level – 6 2 1 1

31 Sr. Clerk (P) Level - 5 1 0 1

31 O S (N/P) Level – 6 2 2 0

Total 5 3 2

A.11.1.2 Bare Requirement For maintenance of Coaches as Under;

Primary maintenance Coaches Maint./

Day

Sl

. Train no.

no. of

Rake

Coaches

Non Ac

AC

Coaches OCV

Grand

Total Total

1 12163 4 48 20 4 72 18

2

11005/11021/1

1035 4 52 16 0 68

17

3 11003 2 26 4 0 30 15

4 22147/12131 1 15 2 0 17 17(Thrice a Week)

Bare Requirement 11 141 42 4 187

58/day Coach Holding(Including

Spare Coaches) 160 49 5 214

RBPC Coaches

1 12051 3 36 6 1 43 6

2 50103(Daily) 3 54 0 0 54 18

3 Bare

Requirement 3 36 6 1 43

24/day

Total Coach Holding 41 7 1 48

A.11.1.3 Dadar Depot Bare Holding


Coaches Non Ac

AC Coaches

Bare Req.

AC Non AC Total

1 12163 4 56 16 72 19 64 82

2 11005/11021/11035 4 56 12 68 14 64 77

3 11003 2 26 4 30 5 30 34

4 12131/22147 1 15 2 17 2 17 19

Total 11 153 34 187 40 175 212

5 121051 3 36 7 43 8 41 51

Grand Total 14 189 41 230 48 216 264

34

A.11.1.4 Section Wise Staff Deployment

Sl. Activity Engineer Staff Total Staff

1 12163+12131 2 24 26

2 11003+12051 2 21 23

3 P/line + SSE (MTN Q/C) 1 4 5

4 11005/11021/11035+H/Spl Gang 2 16 18

5 12071(RBPC)+50103+Yard 0 4 4

6 Time Office 0 2 2

7 A/C Maint. 1 7 8

8 On Rake Attention 1 8 9

9 M&P + Renovation 1 6 7

10 Store 0 4 4

11 Tool Room 0 2 2

12 Pass. Feedback+ MIS+ Contract 2 2 4

13 Misc. Activity(Vistadome+ Accompany) 0 3 3

14 Staff Wkg in Other Depot 0 2 2

15 Bio Toilet 1 2 3

16 Platform (8-16)(16-00)(00.-08) 3 15 18

17 Linen Management 1 6 7

18 Roster Gang 1 5 6

19 SSE Depot incharge 1 0 1

20 SE(G) 1 0 1

Total 20 133 153

******************

A.12 COACHING DEPOT C&W LTT

INTRODUCTION

LTT is located in middle of two suburban railway stations, Tilak Nagar and Kurla, on

the Harbour Line. It is easily accessible through Tilak Nagar railway station as a direct overhead

bridge is made to LTT from Tilak Nagar. It is a major coaching depot of Mumbai division which

maintains all types of coaches such as Primary, Secondary and RBPC. Total coach holding of

this depot is 1209.

WSP Testing

1. Initially with no pressure, the WSP processor in all the coaches should be OFF. If any processor is in

ON condition, there is problem in any of pressure switch, wiring or K-05 relay. Attend the same.

2. Start the BP & FP pressure. The processor should automatically ON when BP pressure reaches 1.6 to

2.0 kg/cm2 in M/s KNORR WSP system & when FP pressure reaches in M/s FTIL WSP system.

https://en.wikipedia.org/wiki/Harbour_Line_(Mumbai_Suburban_Railway)

https://en.wikipedia.org/wiki/Tilak_Nagar_railway_station

35

3. Check & attend for loose/proper fitment of WSP components like speed sensor, junction box, dump

valve, dump valve connector & pressure switch.

4. Drop the BP pressure by 1.6 kg/cm, brake should apply in all the coaches. Now check the WSP

processor for correct reading ‘99’ on the electrical panel inside the coach. If the reading shows ‘99’, it

means that the WSP system is OK. Operate the test button on the processor to check the proper working

of dump valves. The dump valve should operate in a sequence & pressure should be exhausted from brake

cylinder. If the dump valve is not operated in proper sequence attend the same. Similarly, check & attend

the WSP system of all the coach. All the WSP system should be in operating condition in

Periodicity of periodic overhauls (POH) in designated workshops is being followed.

Schedule Periodicity (RB’s letter no. 95 /M (C)/ 141 (LHB) dtd 22.08.06

IOH (Shop Sch I) -----18 months / 5 lakh Km

POH (Shop Sch II) ----3 yrs/ 10 lakh Km

POH (Shop Sch III)--- 6 yrs / 20 Lakh Km

EXISTING SCENARIO


A.12.1.1 Scale Check of C&W /LTT


1 SSE & SE Level-7 51 46 5

2 JE-1 Level-6 29 25 4













15 MCM Trimmer Level- 6 3 4 -1


17 Trimmer Gr. II Level- 4 4 7 -3





22 Painter Gr. III Level- 2 1 5 -4

23 MCM Mason Level- 6 1 0 1

36

24 Mason -I Level- 5 1 0 1

25 MCM M/W Fitter Level- 6 1 1 0

26 M/W Fitter-I Level- 5 2 1 1

27 M/W Fitter-II Level- 4 0 0 0

28 M/W Fitter-III Level- 2 1 1 0

29 MCM Machinist Level- 6 2 1 1

30 Machinist- I Level- 5 4 2 2

31 Machinist- II Level- 4 0 2 -2

32 Machinist -III Level- 2 0 0 0

33 Truck Driver-I Level- 5 0 1 -1

34 Truck Driver-III2 Level- 2 2 1 1

35 Staff Driver-II Level- 4 1 0 1

36 MCM Crane Operator Level- 6

2 1 1

37 Crane Operator Level- 5 4 2 2

38 Crane Operator Level- 4 0 2 -2

39 Crane Operator Level - 2 1 2 -1


41 Khalasi (RCD) Level- 1 5 1 4

42 Fitter-I RCD Level- 5 2 2 0

43 Fitter-II RCD Level- 4 00 0 0

44 Fitter-III RCD Level - 2 1 1 0

45 CDMH B Peon Level- 1 1 0 1

46 Office Peon Level- 1 0 1 -1

Total 950 705 245

47 Ch. O S (P) Level – 7 1 2 -1

48 O S (P) Level – 6 2 1 1

49 Sr. Clerk (P) Level - 5 1 0 1

50 Ch O S (N/P) Level – 7 2 0 2

51 O S (N/P) Level – 6 3 2 1

52 O S ( RCD) Level – 6 1 2 -1

53 Jr. Clerk Level - 2 1 1 0

54 Sr. Clerk(NP) RCD Level – 4 0 1 -1

Total 11 9 2

Grand Total 961 714 247

A.12.1.2 Bare Requirement of Coaches Aug 2019

Type AC Coaches Non AC Coaches Grand Total

Bare Requirement Bare Requirement

LHB 255 295 333 378 673

ICF 115 133 356 403 536

Total 370 428 689 781 1209

37

A.12.1.3 Coaches Maintenance per Day

Sl. Train No. No. of

Rakes

Load AC Non

AC

WCB Total

Primary Trains

1 12165/66 2 24 1.71 8.14 0.43 10.28

2 11073/74 23 0.57 2.57 0.14 3.28

3 11067/68 1 19 1.71 3.71 0 5.42

4 11067A 5 0.29 1.14 0 1.43

5 22103/04 3 24 0.71 2.71 0 3.42

6 11081/82 24 0.71 2.71 0 3.42

7 11043/44 24 0.71 2.71 0 3.42

8 22129/30 24 0.71 2.71 0 3.42

9 11055/59 4 22 6 16 0 22

10 11061/62 4 22 5 16 1 22

11 11072/71 4 22 7 15 0 22

12 12107/53/61/73 3 24 4 19 1 24

13 12101/51 4 22 9.43 8.57 0.86 18.86

14 12145 22 1.57 1.43 0.14 3.14

15 11013/14 3 24 7 16 1 24

16 11015/16 4 22 5 16 1 22

17 12223/24 1 14 3.71 0 0.29 4

18 12143/44 1 22 1 2.14 0 3.14

19 11053/54 22 1 2.14 0 3.14

20 12171/72 1 20 5.71 0 0 5.71

21 12293/94 1 20 5.43 0 0.29 5.72

22 22115/16 20 2.71 0 0.14 2.85

23 121141/42 3 24 7 16 1 24

24 12167/68 3 24 7 16 1 24

25 22109/10 1 20 2.71 0 0.14 2.85

26 2212/22 20 2.71 0 0.14 2.85

27 11011/12 1 22 1 2.14 0 3.14

28 11017/18 22 1 2.14 0 3.14

29 22113/14 1 23 2 4.57 0 6.57

30 11075/76 1 17 0.43 2 0 2.43

31 11083/84 17 0.43 2 0 2.43

32 22127/28 1 22 0.86 2.29 0 3.15

33 11079/80 22 1 2.14 0 3.14

34 11085/86 1 8 3.43 0 0 3.43

Grand Total 48 706 101.25 187.96 8.57 297.78

Secondary Train

1 12219/20 1 17 4.57 0 0.29 4.86

2 12335/36 2 23 1.71 8.14 0 9.85

3 12519/20 1 20 2.71 0 0.14 2.85

38

4 12546/45 1 23 0 3.29 0 3.29

5 12879/80 2 23 1.43 4.86 0.29 6.58

6 15268/67 1 23 0 3.29 0 3.29

7 15645/46 2 23 1.42 4.86 0.28 6.56

8 15647/48 1 23 0.71 2.43 0.14 3.28

9 18029/30 5 22 3 19 0 22

10 18610/09 1 22 0.86 2.29 0 3.15

11 22511/12 1 19 1.14 1.57 0 2.71

12 22865/66 1 22 1 2.14 0.14 3.28

13 15547/48 1 18 0.29 2.29 0 2.58

Grand Total 20 278 18.84 54.16 1.28 74.28

RBPC Train

1 11201/02 1 22 0.71 2.43 0 3.14

2 11205/06 1 22 0.71 2.43 0 3.14

3 12117/18 2 17 1 16 0 17

4 12012/02 1 15 4.29 0 0 4.29

5 12542/41 4 22 3 18 1 22

6 12619/20 4 23 4 19 0 23

7 122811//12 2 24 1.43 5.14 0.29 6.86

8 13202/01 4 22 8 13 1 22

9 15017/18 6 23 2 21 0 23

10 16345/46 2 23 4.29 11.43 0.71 16.43

1 22 2.57 3.43 0.29 6.29

11 17222/21 1 20 1.71 4 0 5.71

12 17318/17 4 16 2 14 0 16

13 18520/19 3 22 4 18 0 22

14 22848/47 1 20 0.43 2.43 0 2.86

15 17322/21 1 16 0.29 2 0 2.29

16 15063/64 1 18 0.43 2.14 0 2.57

17 14313/14 1 19 0.43 2.29 0 2.72

18 22886/85 1 18 0 5.14 0 5.14

Grand Total 41 384 41.29 161.86 3.29 206.44

A.12.1.4 Summary of Work done by On Rake Attention Gang (April 18 to March 19)

Failure

Month

2019

V Belt Dash

pot

Cover

Hanger

Block

Bolster

spring

Dash pot

Spring

BSS Pin BSS

Hanger

Hard

Packing

Ring

D/Pot

Oil

Cup

Apr 57 27 12 2 1 10 3 1 0

May 84 25 3 5 5 0 0 0 0

Jun 78 25 3 5 10 1 2 0 0

July 81 26 6 15 6 3 0 0 0

Aug 64 14 7 13 11 3 4 0 0

Sept 75 52 6 11 5 5 0 0 0

39

Oct 67 24 5 6 7 7 2 0 2

Nov 51 37 3 4 2 2 0 0 2

Dec 38 25 10 2 7 7 1 0 0

Jan 26 24 6 2 4 11 1 0 0

Feb 31 31 3 2 4 3 2 0 0

Mar 34 42 6 6 4 4 2 0 0

Total 686 352 70 73 66 56 17 1 4

Grand Total 1325

As above table indicates that total failures attended by on rake attention gang is 1325 per year or

1325/365=3.63 per day Or 1.21 Coaches per shift.

A.12.1.5 Wheel Shelling Cases (LHB) As Per Primary Detachment:-

Month LHB ICF

Coach Held Coaches Detached Coach Held Coaches Detached

April 2018 549 21 668 1

May 549 31 668 2

Jun 549 37 668 9

July 549 47 668 8

Aug 549 45 668 6

Sept 575 45 642 8

Oct 598 37 614 2

Nov 598 31 614 4

Dec 598 21 618 2

Jan 597 35 618 2

Feb 597 19 618 2

march 597 30 618 1

Total 6905 399 7682 47

April 2019 567 33 640 4

May 573 13 648 2

Jun 623 9 595 1

July 673 14 506 3

Aug 673 28 536 9

Total 3109 97 2925 19

As above table shows that Failure of LHB coach ratio is 496/10014 whereas ICF ratio is

66/10607, which is 7.5 times higher than ICF. Total failures of both types of coaches are 562 Per

Year or 1.53/Day or 0.51/Shift and 72 staff are working for the same.

A.12.1.6 Gang Chart C&W Depot LTT

Sl. Gang/Section Staff Deployed Sl Gang/Section Staff Deployed

1 Primary 1( A) 20 21 M&P 29

2 Primary 1( B) 22 22 Mechanized Coach Cleaning 9

40

3 Primary 2 (A) 22 23 PF 03 Gang RBPC 38

4 Primary 2 (B) 22 24 PF/R 12

5 Primary 3 (A) 22 25 AMM 4

6 Primary 3 (B) 24 26 Roaster gang 2 18

7 Primary 4 (A) 22 27 EX LTT CME office 2

8 RBPC (1) 7 28 Misc/ long Absent/Sick 16

9 RBPC (2) 7 29 Bio-Toilet 10

10 RBPC (3) 9 30 SSE (G) Paint Shop, Pass.

Complained

12

11 Roster 1 18 31 SSE (Pest Control) 5

12 Duran to 24 32 Store/ Material 21

13 LHB 2 22 33 CMM+IMS+D/I 3

14 11015 LBH (D) 20 34 Sr. CDO Off.+ Tender Cell+

SSE Tech

5

15 ON Rake Gang (4) 17 35 Engineers 69

16 AC Section 35 Total 696

17 LHB Record, Data,

AMOC, DPT gang

16 36 Non Personnel Staff +

Drivers(2)

7

18 Schedule 20 37 Personnel Staff 3

19 Sick Line (IOH) 72 38 RCD 8

20 Linen Monitoring 22 - -

Total 714

*****************

A.13 NARROW GAUGE C&W DEPOT NERAL

INTRODUCTION Narrow Gauge Coaching Depot Neral is performing a remarkable role to keep our heritage sight in

present days. It has working from Neral to Matheran narrow gauge coaching service 05 and 10 Trip Amangaon to Matheran and back. Total distant of this section is 20.2 KM and the Running time is nearly

2.30 hrs @ 10 KmPH.

EXISTING SCENARIO

A.13. 1 Existing Scenario

A.13. 1.1 Scale Check of C&W depot NRL


1 SSE & SE Level-7 1 1 0

2 JE-1 Level-6 2 1 1



5 Fitter Gr. II Level-4 4 4 0



41


10 Khalasi Level-1 14 07 7

Total 30 23 7

A.13. 1.2 Schedule Maintenance of MLR Coaches of NRL-MAE-NRL NG Section

Sl. Schedule Periodically

1 Trip After Every Trip on Arrival at NRL

2 Weekly Every Week on Monday

3 Two Monthly After Every Two Month

4 IOH After One Year of POH

5 POH After Two Year (at Kurdwadi Depot)

The depot is functioning in 06.00 to 00.00 hrs only, staff is deployed in this depot is 06.00 to 14.00, 12.00

to 20.00, and 08.00 to 17.00, 06 staffs in each shift, and 05 staffs for sick line attention.

The depot is holding 49 coaches and 08 wagons for material supply. Among these 49 coaches 32 coaches are utilized on daily basis and 17 coaches are spare.

*****************

A.14 C&W DEPOT PNVL (COACHING)

INTRODUCTION

C&W Depot PNVL is situated for performing coaching activities especially for originating and

terminating trains from PNVL and rolling in /out examination of all coaching trains admitted or

dispatching from PNVL. In addition to this they attend all kind of failures regarding coaching and freight

operation received by messages or any other mode.

EXISTING SCENARIO A.14. 1 Existing Scenario:

A.14.1.1 Scale Check of C&W PNVL


1 SSE Level-7 4 5 -1

2 JE-1 Level-6 1 1 0



5 Fitter Gr. II Level-4 2 2 0


7 MCM Trimmer Level-6 0 1 -1

8 Trimmer – III Level-2 1 0 1

9 Khalasi - Level-1 18 16 2

Total 36 29 7

42

A.14.1.2 Unusual Work Attended at STR Examination (1st Jan 2018 to 31st Dec.2018)

Sl. Nature of Work No. of Cases

1 Master Gauge provided to show BP to Guard 48

2 Bio Toilet Choke Up 46

3 Push coc missing 28

4 MU Washer Change Of BP/FP 26

5 Brake Winding in wagons 24

6 Rat pad/ Hit Spray/ Liquid Soap provided 22

7 Wash basin choke up , leakage from pipe 21

8 Water leakage from flusher valve 17

9 Door Closer defective 16

10 Rolling in examination of load for unusual sound 13

Above said activities are being done by the staff deployed at PNVL C&W Depot.

Total No of Trains (UP & DOWN) 110

Total Trains Examination for Watering C.RLY (UP & DOWN) 6+ Deccan

Total Trains Examination for Watering W.RLY (UP & DOWN) 10

Trains Originating from PNVL (17614/15065/51317) 03

A.14.1.3 Staff Utilization as under:

1. 05 Staff + supervisor in each shift Total 06 X 03 = 18 and 06 staff in Rest Giver gang and rest 05 staff

is being utilised for roster gang.

43

B. FREIGHT OPERATION

Chief Rolling Stock Engineer (Freight):- CRSE (Freight) exercises direct control on the affairs

of the repairs and maintenance of Freight stock. He issues instructions, in consultation with the

Chief Mechanical Engineer, in matters relating to policy formulation which concerns the

Mechanical Department. Responsibilities for budgetary controls in the Freight maintenance

Depot also rest with CRSE (Freight). He is assisted by Dy. CME (HQ/Freight).

Divisional Mechanical Engineer (Freight)

Sr. D. M. E is the controlling authority of entire Freight Depot. He has technical and

administrative control over Freight Rolling Stock at Divisional level.

Wagon Maintenance

Lot of developments have taken place such as introduction of new stock, stainless steel wagons,

permissible loading up to CC+8t+2t, introduction of premium examination, introduction of bogie

mounted Air brake system, Twin pipe air brake system etc,. As a result, the maintenance pattern

and requirements have changed considerably. This has necessitated revision of existing wagon

maintenance manual. For ensuring optimum performance of wagon fleet, it is necessary that: Preventive maintenance

is given timely to avoid occurrence of defects

Defects are attended effectively and well in time so that the wagons

Remain fit for traffic use till the next schedule falls due Detention during examination

and repairs is kept to minimum

Frequent failures of similar nature are studied and necessary

Modifications/ design changes are effected to eliminate the cause of such failure. In

course of time and based on experience, various procedures/ schedules for maintenance

of wagons have been prepared. The schedules and procedures have been largely

standardized and issued by Railway Board, RDSO, and IRCA etc. However, in many

cases, instructions have been issued in piecemeal. This manual consolidates various

standing instructions issued on wagon maintenance and lays down guidelines for

ensuring uniformity in the practices to be followed on various railways. The important

aspects of wagon maintenance have been covered and wherever necessary, the references

are indicated so that the reader can refer these, if necessary, for detailed instructions and

procedures not contained in this manual.

This manual does not deal with the special stock or ODCs for which separate instructions

are issued by RDSO/manufacturers.

At the end of this chapter, the list of important instructions and references has been given.

Throughout this manual, wherever IRCA Part III has been mentioned, it refers to IRCA

Part-III (Latest edition).

While proper maintenance plays a vital role in ensuring effectiveness of the rolling stock,

an equally crucial role is played by proper handling and careful operation of the wagon

fleet so as to minimize the incidences of damage and subsequent need for repairs. Draft

CHAPTER 1- INTRODUCTION Page 3 of 53 WAGON MAINTENANCE MANUAL

44

The CRT’s and other four wheeler stock other than tank wagon and brake van have been

completely phased out therefore details of this type of stock have been completely

deleted.

The operation of MG stock, vacuum brake UIC and four wheeler tank wagons have

reduced considerably and are likely to be phased out in next few years, details of these

stock have also been deleted. The 2001 version of wagon maintenance manual may be

referred whenever necessary.

CATEGORISATION OF WAGON REPAIR

Classification of wagon repairs have been rationalized under the following nomenclature:-

a) Petty Repairs: - Repairs involving not more than 8 man - hours. Such repairs are to be

normally carried out on nominated lines in traffic yards in less than 8 man hours.

b) Medium Repairs: - Repairs involving more than 8 man - hours and upto 100 man - hours.

These would normally cover repairs to under frame members viz. head stock, middle bars, sole

bars, changing of axle guards, wheel changing heavy panel patching, heavy floor repairs, etc.

Such repairs are to be carried out in sick lines.

c) Special Repairs: - Repairs to heavily damaged wagons involving more than 100 man hours.

Such repairs may be carried out either in the workshops or in major sick line. Recommended

work areas where serious repairs should be carried out are given in the Table 2.4 at the end of

this chapter. Repair to under frame members and other heavy work should be dealt in properly

equipped major and medium sick line. Repair to under frame members viz. patching of

headstock, sole bar and middle bars, strengthening of bulged ends, replacement of end angle,

fitment of more than 5 new full width panel patches, replacement of axle guards to be done in

sick line / wagon depot.–

“BOXN wagons requiring repair are classified as under:

Category A: BOXN wagons requiring petty repairs which can be attended in sick lines.

Category B: unloadable BOXN wagons, which require attention/body repairs in well equipped

sick lines or ROH depots.

Category C: unloadable BOXN wagons requiring very heavy repair on body/floor. These may

be attended in wagon depots nominated for Category C repairs or in workshops.

45

B.1 C&W NGSM (MULUND) & (TMBY)

INTRODUCTION

This depot is stabilized for checking of loads after loading and unloading of BCN and rolling

in/out checking at NGSM and TAPG container rakes.

Workload of depot:

1. Revalidation of container rakes and rolling in / out checking at NGSM/TAPG

2. Examine and releasing of BCN loads at NGSM yard

3. Releasing and ready to run coaching rakes stabled in yards.

4. Occasionally movement of material trains.

EXISTING SCENARIO

B.1.1 Existing Scenario:

B.1.1.1 Scale Check of C&W NGSM and TMBY


1 SSE Level - 7 2 2 0

2 MCM Fitter Level- 6 5 8 -3

3 Fitter - I Level- 5 10 4 6

4 Fitter - II Level - 4 1 2 -1

5 Fitter - III Level - 2 2 2 0


Total 26 24 2

Among these staffs 01 SSE, 12 fitter, 06 khalasi are working in NGSM Depot at Mulund for

above said workload.

B.1.1.2 Workload of C&W depot Mulund

Sl. Month Container BCN ART Remark

1 April 19 21 23 01 Tower wagon-4, maintenance -04, C/ Rake 15

2 May 19 25 23 00 BPC Mat/Trrain-4, Fit to run -7, C/ Rake 31

3 June 19 23 26 00 BPC -6, Fit to Run -10, BLC -4, C/ Rake 23

4 July 19 18 16 00 Fit to Run-6, BPC -3, attended-8, C/ Rake-31

5 Aug 19 19 20 00 Fit to Run-6, BPC -14, Military SPL-04,C/R 21

total 106 108 1

******************

46

B.2 C&W DEPOT IGATPURI

INTRODUCTION

C&W Depot /IGP plays a significant role in smooth working of either operation of freight and coaching

because of its location. It ensures the brake power 90 % of all freight trains depart from IGP to UP

direction towards Mumbai. If this stipulated Break power percent is not found, new BPC is issued from

IGP. After receiving the trains it is thoroughly examined and dispatched with required percentage of BPC

towards Kasara direction only. No need of this condition for the load going to towards BSL.

EXISTING SCENARIO B.2.1 Existing Scenario:

B.2.1.1 Scale Check for C&W / IGP


1 SSE Level - 7 9 11 -2

2 JE Level - 6 6 1 5

3 MCM Fitter Level - 6 35 31 4

4 Fitter - I Level - 5 39 11 28

5 Fitter - II Level - 4 6 3 3


7 Painter – I Level - 5 1 1 0

8 Painter – II Level - 4 0 0 0

9 MCM Welder Level - 6 1 0 1

10 Welder – I Level - 5 1 0 1

11 Welder - II Level - 4 0 0 0


Total 176 114 62

B.2.1.2 Deployment of staff for C&W / IGP

Sl. Category Coaching Freight Kasara Total

1 SSE 4 07 0 11

2 JE 1 0 0 01

3 MCM Fitter 8 22 0 30

4 Fitter - I 07 05 01 13

5 Fitter - II 02 02 0 04

6 Fitter - III 05 10 01 16

7 Painter – I 0 01 0 01

9 Khalasi 18 19 01 38

Total 45 66 3 114

47

B.2.1.3 Workload performance of C&W / IGP for The year of 2019-20

Activity Type Apr May June July Aug Total

Above 90 % Break power

train attended

PM 18 46 38 31 38 171

CCR 104 114 109 89 112 528

ETE 35 30 29 26 29 149

Total 157 190 176 146 179 848

Below 90 % Break power

train attended

PM 02 06 05 09 04 26

CCR 09 15 11 11 09 55

ETE 18 18 18 17 17 88

Total 29 39 34 37 30 169

No. of Train dispatched UP

Direction (1+2)

Total 186 229 210 183 209 1017

No. of Train dispatched in DN Direction

257 248 226 174 194 1099

Average train per day (UP) 6.2 7.6 7.0 6.0 6.9 6.7

Average Time Taken for

Break Power check / up gradation

Hr :

Min

01:24 01:28 01:26 01:26 01:22 -

No. of Wagon attended in sick

line

3=2 2=2 4=2.5 2=1.05 - 11=8

No. of Wheel Changed - - - - - -

No. of Trains found Invalid

BPC

04 - 01 02 05 12

No. of ART/ARME ordered ART 02 06 10 07 01 26

ARME - - 01 02 - 03

No. of DV Changed 04 02 02 04 01 13

No. of EM Pad 12 31 73 24 18 158

No. of Hot Axle Case - - - - - -

Departmental Train 04 03 04 05 04 20

As above table indicates that total 169 trains having below 90 % Break Power are examined at IGP by

C&W depot. Therefore 169/5=33.8 train per month or 1.12 Train/day have been attended at IGP during

last five month for ensuring of BP percentages and total 12 train during this five month period is found having invalid BPC.

Simultaneously, during last five month it is found that 848 trains attended which were having above 90%

Break Power for insuring the Break Power percentage. Total trains attended during the last five month is

848 means 848/5=169.6 per month or 169.6/30=5.65 per day or 5.65/3=1.8 trains per shift.

In addition to this work the staff of this depot is performing other activities defined in table (B 2.1.3).

**************.

48

B.3 C&W DEPOT KALYAN

INTRODUCTION C&W depot KYN is a major depot in BB division which plays an important role in freight

operation. It has huge area for performing the activities of freight trains like maintenance,

revalidation of BPC, issuing of BPC, Rolling in/out examination, sick line, rake formation,

shunting etc.

EXISTING SCENARIO


B.3.1.1 Scale Check foe C&W/KYN


1 SSE Level - 7 13 11 02

2 JE Level - 6 03 03 -

3 MCM Fitter Level - 6 17 17 -

4 Fitter - I Level - 5 47 13 34

5 Fitter - II Level - 4 06 10 -04

6 Fitter - III Level - 2 12 13 -01

7 MCM Painter Level - 6 01 03 -02

8 Painter – I Level - 5 01 00 01

9 Painter – II Level - 4 00 00 00

10 Crain Operator - I Level - 5 01 00 01

11 MCM Welder Level - 6 02 03 -01

12 Welder – I Level - 5 03 02 01

13 Welder - III Level - 2 01 01 00

14 Caneman Level - 6 00 01 -01

15 MCM Truck Driver Level - 6 00 01 -01

16 Truck Driver - I Level - 5 01 01 00

17 Truck Driver - II Level - 4 02 01 01

18 Truck Driver - III Level - 2 01 00 01


20 Khalasi Trg Level - 1 00 01 -01

Total 161 118 43

B 3.1.2 Deployment of staff at C&W / KYN

Location SSE/JE MCM

Fitter

Khalasi Painter Driver Caneman Welder Sr.

CWI

Total

KYN/YD 07 30 16 - - - 04 - 57

Sick line 01 09 08 03 - 01 02 - 24

Breakdown 01 02 02 - 03 - - - 08

KYN/PF - 04 02 - - - - - 06

KJT/PF 01 05 04 - - - -- 10

Office 01 02 01 - - - - - 04

49

Div. Store 01 - 02 - - - - - 03

Depot

Store

- 01 02 - - - - - 03

Other

Office

- 01 01 - - - - 02 04

Total 12 54 38 03 03 01 06 02 118

B 3.1.2 Workload for year 2018-19

Month

Train Examined Material

Train

Wagon

repair in Yard

Wagon

Repair in Sick line

No of BK

Down Works attended

PM INT Revalidation Total

Monthly avg

of 2018

12 59 01 62 52 72 134 02

Jan 19 14 50 02 66 62 82 191 01

Feb 19 08 40 01 49 57 77 121 02

Mar 19 05 56 02 36 54 71 152 02

Apr 19 07 51 04 62 45 55 137 02

May 19 17 50 01 68 60 75 224 05

Jun 19 12 51 0 63 63 58 157 04

Jul 19 24 31 02 57 51 63 143 03

Aug 19 32 38 01 71 50 65 191 03

Total 119 367 13 472 442 546 1316 22

B 3.1.3 Activity Performed at C&W Depot KYN Yard

Sl. Activity 2017-18 2018-19 2019-20 till Aug

1

No. of Train Examined (Intensive)

Empty 539 603 191

Loaded 75 70 30

Total 614 673 221

Avg/Month 51.16 56.08 38.2

Avg/Day 1.68 1.84 1.27

2

No. of Train Examined (Premium)

BCN 70 114 92

Avg/ month 5.83 9.5 18.4

Avg/day 0.2 0.3 0.6

Total Examined (INT+PM)

684 787 313

Avg/Month 57 65.5 62.6

Avg/day 1.9 2.18 2.08

3 Avg time Taken for Intensive Examination

4.04 4.1 4.57

4 Avg time Taken for Premium Examination

6.8 5.5 5.8

5(i) No. Of Wagons Repaired in Sick line

1587 1672 854

Avg/Month

132.25 139.33 170.8

Avg/day

4.34 4.58 5.7

5(ii) Avg Time Taken for Sick Marking to Placement

27.43 20.2 21.8

5(iii)

Avg Time Taken for Sick Wagon in S/L to Removal From S/L

21.68 13.45 14.5

5(iv

)

Avg Time Taken for Sick Wagon Repair After

placement of Sick Wagon in S/L

19.96 11.53 13.01

50

6(i) No of Trains Received (UP) Direction 3939 4175 1635

6(ii) No of Trains Received (DN) Direction

4031 4386 1655

6(iii

)

Total Train Received 6(i)+6(ii)

7970 8561 3290

Avg /Month

664.16 713.11 658.16

Avg/Day

21.83 23.45 21.93

7(i) No. Of Train Despatched UP Direction

4453 4739 369

7(ii) No. Of Train Despatched DN Direction

3543 3829 1266

Total Trains Dispatched 7(i)+7(ii)

7996 8568 3306

Avg/Month

666.3 714 661

Avg/Day

21.9 23.47 22.01

8 No. Of Wagons Repaired in Yard

834 882 316

Avg/Month

69.5 73.5 63.2

Avg/Day

2.28 2.41 2.1

9 No. Of Wagons Marked Sick During Rolling

In/Out Exam

1 2 1

10 Wagon Detachment Per Rake

2.15 2.3 2.62

11 No. Of Trains Attended for Revalidation

64 14 8

****************

B.4 C&W DEPOT KALAMBOLI

INTRODUCTION

C&W Depot KLMG is situated in DBRP section in Mumbai Division which is dedicated corridor for container goods of JNPT harbour and BCC siding for cement loading stabilized for examined of freight

load and

EXISTING SCENARIO


B. 4.1.1 Scale Check of C&W Depot KLMG


1 SSE Level - 7 6 5 1

2 JE Level - 6 3 1 2


4 Fitter - I Level - 5 9 4 5



7 MCM Welder Level - 6 1 2 -1


9 Truck Driver - I Level - 5 0 1 -1

10 Truck Driver - II Level - 4 0 2 -2

11 Truck Driver - III Level - 2 4 0 4


51

Total 60 42 18

B 4.1.2 Workload of C&W Depot KLMG from April 2019 to till to Sept 2019

Sl Month No.

of

Trai

n

Rel.

&

desp

.

R-

ART

PNVL

B/D

Work

JSWD

Releasi

ng

work

FSQ Sick

line

wor

k

No.

of

Loa

d

exa

mini

ned

Item wise work attended on load during intensive examines.

Brea

k

Bloc

k

EM

Pad

CBC K/Pi

n

Brea

k

Rear

Fitti

ng

An

gle

Co

ck

SPG CBC

OPT

G

Handl

e

B/Pi

ece

Oth

ers

1 Apr 279 13 53 17 4/4 23 09 03 21 10 09 - - 01 02 02

2 May 208 06 50 06 2/2 21 46 04 13 02 08 01 - - - 01

3 June 149 05 52 06 2/2 07 13 05 02 02 - - - - - 02

4 July 222 04 43 04 - 20 23 08 23 11 17 03 01 03 01 01

5 Aug 223 11 34 07 3/3 25 43 09 32 06 14 03 01 06 - 04

6 Sept 235 06 43 15 1/1 27 49 26 106 14 15 01 02 - 01 05

Total 1316 45 275 55 123 183 55 197 45 63 8 4 10 4 15

****************

B. 5 C&W DEPOT JASAI

INTRODUCTION

C&W Depot Jasai is for maintaining of Freight Traffic from siding GTI, NSICT, JNPT, BCMT,

DRT, HIND, BPCL etc.

EXISTING SCENARIO


B.5.1.1 Scale Check OF C&W Depot JASAI


1 SSE Level - 7 9 6 3

2 JE Level - 6 3 4 -1

3 MCM Fitter Level - 6 6 9 -3

4 Fitter - I Level - 5 14 4 10





9 Crane Operator -I Level - 5 1 0 1


Total 80 49 31

52

B.5.1.2 Staff Deployment at Various locations:

Sl. Location Staff X Shift Total

1 NSICT 4 X 3 12

2 GTI 4 X 3 12

3 JSLE 3 X 3 9

4 RCD Depot. 02 02

5 Welder 01 01

Total 36

RG+LR 13

Grand Total 49

B.5.1.3 No. of Load Revalidated Operator wise

Sl Operator Apr-19 May-19 June-19 July-19 Aug-19 Sept-19

1 Concor 307 272 242 306 330 283

2 GRPL 10 12 13 09 07 08

3 DL-1 16 15 18 22 12 20

4 HTPL 10 05 05 08 03 00

5 APL 16 18 16 13 09 09

6 KRIL 22 21 27 21 15 20

7 ADIL 26 34 35 37 54 59

8 PMLP 08 14 15 19 19 25

9 DPW - - - - 07 08

Total 415 391 371 435 456 432

B.5.1.4 Work done at various Siding for the year 2019

Sl. Siding Activity done Apr May June July Aug Sept Total

1 JNPT EM Pad changed 04 05 04 02 01 02 18

Adaptor Canted Case 16 35 25 18 31 28 153

Trolley Shifted 08 03 02 01 01 04 19

2 NSICT EM Pad changed 05 13 06 06 00 07 37


Trolley Shifted 08 04 03 02 01 05 23

3 BULK EM Pad changed 06 00 01 11 05 08 31


Trolley Shifted 06 11 03 05 06 10 40

4 GTI EM Pad changed 06 10 06 05 03 10 40


Trolley Shifted 03 02 03 04 00 04 16

5 BMCT EM Pad changed 04 02 03 04 02 05 20


Trolley Shifted 02 03 01 02 01 03 12

6 DRT EM Pad changed 02 01 01 02 01 02 09


Trolley Shifted 02 02 02 02 01 02 11

53

Above table shows that total EM pads changed in year 2019 (Apr-Sept) are 155 whereas Adaptor canted

cases are 1618 and Trolley shifted cases are 121.

B.5.1.5 Performance of the Depot for the year 2019

Activity Apr May June July Aug Total

No. of Train received & dispatched UP Direction

415 391 371 435 456 432

No. of Train received &

dispatched in DN Direction 415 391 371 435 456 432

Total no. of trains received & dispatched

830 782 722 870 912 864

Average per Day 14 13 13 14 15 15

No. of Wagon attended in yard 195 251 246 288 292 516

No. of Wagon attended per

day 6.5 8.0 8.0 9.2 9.3 15

No. of wagon marked sick

during checking 02 02 02 03 030 02

No. of trains attended for

revalidation 415 391 371 435 456 432

No. of trains attended for

revalidation (Avg /day 14 13 13 14 15 15

No. of wagon attended on load

during revalidation 195 251 246 288 292 516

No. of wagon marked sick

during revalidation of loads 03 04 05 05 06 03

No. of wheel changed 02 04 03 06 03 03

No. of wagon repaired in sick

line 04 04 05 05 06 03

********************

54

B.6. C&W DEPOT LONAWALA

INTRODUCTION

C&W Depot LNL is for insuring the security of load going towards Ghat section. All the trains

going towards up direction are checked for Break Power @ 90 %. If found less Break Power is

Revalidated at Lonawala. During this checking if detect any abnormality, it repaired and make

the load run safe.

At LNL Tool Van is also available for attending any break down or failure of train in nearby

section.

EXISTING SCENARIO


B.6.1.1 Scale Check of C&W Depot / LNL


1 SSE Level - 7 5 6 -1

2 JE Level - 6 4 2 2


4 Fitter - I Level - 5 18 10 08




08 Welder – I Level - 5 02 01 01

09 Painter - I Level - 1 01 00 01


Total 94 67 27

B.6.1.2 Staff Deployment

Sl. Activity Staff X Shift Total

1 Yard/LNL 07 X 3 21

2 Platform 02 X 3 06

3 Tool Van Dedicated 08 08

4 Office 02 02

5 Store 02 02

6 Supervisors (Inc In charge) 08 08

Total 47

RG+LR 20

Grand Total 67

55

B.6.1.3 Work done at LNL by C&W Staff

Month Total train Checked Break Power > 90% Wagon Attended on Load Wagon Attended on Sick Line

2018-19 2019-20 2018-19 2019-20 2018-19 2019-20 2018-19 2019-20

Apr 256 261 54 80 41 83 02 01

May 306 280 81 50 91 53 01 00

June 266 237 78 53 108 71 02 02

July 224 160 79 28 83 35 00 02

Aug 244 154 82 22 71 29 02 00

Sept 274 167 91 23 109 38 03 03

Oct 290 80 90 02

Nov. 263 73 60 00

Dec 268 60 60 01

Jan 289 88 60 02

Feb 258 80 63 02

Mar 282 70 90 03

56

CHAPTER 02

DEPOT WISE OBSERVATIONS, CRITICAL

ANALYSIS AND RECOMMENDATIONS

A. COACHING OPERATION

A.1- IOH DEPOT (C&W) WADIBUNDER

A.1.1 Observation and Critical Analysis

I) The comparative table(A 1.1.4) shows the that total out-turn of IOH Depot is nearly 750 per year in last

three years and in current year 2019-20 till July it becomes more than 200 which is going to be on an

average target.

II) In the context of Non Schedule Attention achieved target is getting down in number of coaches per

year i.e. 1254 (2016-17) to 417(2018-19) coaches per year. Table (A 1.1.4)

From staff strength at A.1.1.1 it is seen that there are 38 vacancies and from A.1.1.4 it is seen

that the work load is variable every year but in average is stood steady and work is being carried

out by Men on Roll smoothly hence on Need Based criteria the existing Men on Roll is sufficient

and 38 vacancies notified as surplus But in nearby future it is seen 03 more pit is going to be

installed for Electrical purpose. For this work 13 post may be given excess.

A.1.2 Recommendation: 38 posts found surplus but unforeseen work load 13 staff may be given

extra. Rest 25 may be surrendered against 38 vacancies.

****************

A.2 CANTEEN STAFF WADIBUNDER:

A.2.1 Observation and Critical Analysis:

The canteen situated at IOH/WB is providing average 30 meal and 45 breakfasts per day. The 10

canteen staff is provided to run canteen. It is also noticed that Canteen at Coaching Depot LLT is

being run on Contract, where approx 750 railway staff are on roll.

A.2.2 Recommendation: The canteen may be run on contract basis in line of Coaching Depot

LLT and surrender 10 posts of canteen staff after contract awarded.

57

*********

58

A.3. WEIGHTING MACHINE INSTRUMENT SECTION:

A.3.1 Observation and critical Analysis: - As per Railway Board Letter no.

2004/Dev/Cell/IDEI/Vol.II Dated 12.02.2015, Mechanical Weighing Machines may be replaced

by phased manner. During these last five years these number of mechanical weighing machines

reduced to 44 from 244.

A.3.2 Recommendation: It may be emphasized to phase out all mechanical weighing machines

as early as possible and employees deployed may be surrendered. 01 SSE+02 MCM Fitter+ 01

Fitter = Total 04

***********

A.4 STORE SECTION:

A.4.1 Observation and critical Analysis:- During observation workload of the store is on an

average 2150 Good and bad trolley as well as wheel in same quantity transferred from store WB

to MTN/ PR/ PL. Therefore the workload is justified for existing staff. Table (A.4.1.2)

A.4.2 Recommendation: Nil

*************

A.5 DEPARTMENTAL MECHANIZED LAUNDRY OF ONE TON CAPACITY WB

A.5.1 Observation and Critical Analysis: - From the Table (A5.1.2) it is seen that outturn in

steep descending manner i.e. 190 Ton in year 2017 to 50 Ton 2019 till July. Whereas the strength

of workers has not been reduced accordingly.

LTT BOOT system Laundry giving more output in less manpower compare to Wadibunder

departmental laundry. In LTT coaching yard there is 13 Ton BOOT based laundry is being run

by only 120 Private staff under the supervision of departmental supervisor and per month outturn

is more than 500 Ton. Whereas the departmental laundry per month average outturn is less than

10 Ton and for which 42 staff is deployed.

In above table 03 Fitter and 05 Khalasi are deployed for inspection work in BOOT System based

12 Ton lobby. Inspection carried out by the staff is on random sampling check basis and 02 staff

in each shift is sufficient for the same. In addition to this 02 staff for LR/RG. Total Staff

21+08=29 staff. Rest 13 staff found surplus.

Sr. No. Category Existing staff Need base Requirement

01 SSE/JE 02 02

02 Sr. Clerk 01 01

59

03 MCM Fitter 01 01

04 Fitter 15 09

05 M / W 01 01

06 Khalasi 17 12

07 Painter 02 01

08 Driver 02 For Sr. DME office For store & for SSE

10 Peon 01 00

Total 42 29

A.5.2 Recommendation:

1. Total 13 Staff found surplus may be surrendered.

2. It is suggested that the laundry may be outsourced completely and existing staff may be

utilized in core activity in coaching maintenance depot and also surrender further 21 posts

after outsourced.

******************

A.6 RECORD ROOM SECTION:

A.6.1 Observation and Critical Analysis:- During work study it is observed that workload of

record room section is deserve for four staff.

A.6.2 Recommendation: NIL

************

“At the end of IOH Depot (C&W) WADIBUNDER study the summery of

recommendations are as under:-“

Sl Sections Recommendations

1 IOH Depot 25 Posts

2 Canteen 10 Posts after outsourced

3 Weighing Machine Instrument

Sec.

04 posts after phased out of Mechanical

Weighing Machine

4 One Ton Departmental

Laundry/WB

13 posts Immediately

21 posts after outsourced

Total 73 posts

**************

60

A.7 NEW COACHING COMPLEX WADIBUNDER

A.7.1 Observation & Critical Analysis:

Staff Requirement as per latest Yardstick letter dated 30.09.2019

Trips of 22221 Rajdhani Express has been increased recently from two to four trips. Therefore

32 coaches has been increased, weekly 05 coaches available for primary maintenance per day so

05X0.85=4.25 staff per day for the said train needed.

Sl. Activity no. of coaches yardstick

Men/Coach Total Man

1 Primary Maintenance 123 0.85 104.55

2 Secondary Maintenance 98 0.3 29.4

3 RBPC Maintenance 70 0.2 14

4

Terminating &

originating 0 0 0

5

Material Storage >150

Coaches Holding

26 26

6

Statically Work > 150

Coaches holding

8 8

7 Sick Line Attention 0 0.12 0

8 Sub total 181.95

9

Leave Reserve 12.5 % of no. 8(RG is included as per RB

2000/M(C)/143/5 Dt 24.12.01 22.74

10 Total 204.69

Need based requirement

11 On Rake Attention 24

12 M&P/ Bio-toilet 12

13 Pest Control 0

14 Linen Platform 0

15 Staff Working in Other Office 4

16 Sub Total 40

17 RG/LR for no.16 @ 29% 11.6

18 Total 51.6

19 Grand Total no. (10+18) 256.29

20 Training Reserve 4 % of no. 19 10.25

21 Overall Grand Total no. (19+20) 266.55

61

As per above table it is observed that according to bench marking NCC/WB depot requirement

of staff is 267+05=272 whereas depot is having 334 staff. Therefore 334-272=62 staff found

surplus against exiting 62 vacancies.

Latest Yardstick letter dated 30.09.2019 also suggested to outsourced the following

activities

1. All coach cleaning and watering activities including en-route watering (already identified

for outsourced)

2. Coach amenity attention including carpentry, welding, trimming plumbing/pipe fitting

and provision of item like window glass, mirror, bottle holder, snack table, tapes and

faucet etc.

3. Attention of fire extinguisher(already outsourced)

4. Linen washing and distribution(already outsourced on most of the depot)

5. New amenity/security activities like PA/PIS, CCTV &infotainment etc.

A.7.2 Recommendation: C&W depot WB 62 Staffs are found surplus but for holiday trains and

unforeseen workload 20 staff may be given extra. Rest 42 posts may

be surrendered against 62 vacancies.

*************

A.8 CHHATRAPATI SHIVAJI MAHARAJ TERMINUS C&W DEPOT.

A.8.1 Observation and Critical Analysis:-


CSMT

Sl. Activity No. of coaches Yardstick Men/Coach Total


2 Secondary Maintenance 0 0.3 0

3 RBPC Maintenance 357 0.2 71.4

4 Terminating & originating 0 0 98

5 Material Storage >150

Coaches Holding

26 18

6 Statically Work > 150 Coaches

holding

8 6

7 Saloon 12 1.76 21.12

8 Sub total 237.47

9

Leave Reserve 12.5 % of no. 8(RG is included as per RB 2000/M(C)/143/5 Dt

24.12.01 29.68

10 Total 267.15

Need base requirement

11 ON Rake Attention 7

12 M&P 5

62

13 Pest Control 7

14 Linen Platform + Carnac (28+04) 32

15 Museum 5

16 RCD Depot 12

17 Control Office 17

18 Sub Total 85

19 RG/LR for no.18 @ 29% 24.6

20 Total. No.(18+19) 109.6

21 Total no. (10+20) 376.6

22 Training Reserve 4 % of no. 21 15

Overall Grand Total no. (21+22) 391.24

The above table displays that total requirement of the staff at C&W coaching Depot is 391

whereas the sanction strength of the depot is 493, having vacancy of 137.

Therefore 493-391 = 102 posts are found surplus against vacancy of 137.

A.8.2 Recommendation: 102 Post found surplus but for holiday trains and unforeseen

Workload 23 staff may be given extra. Rest 79 posts recommended to be surrendered against

vacancy of 137 posts.

*********************

A.9 RCD DEPOT: -

A.9.1 Observation and Critical Analysis:- From Chart(A9.1.2) it is observed that total fueling

per year is increasing from 1301 to 3144 and in this current year till July end it became 1352

which may becomes above 3500 at the end of this year. Per/day workload becomes 3500/360=

9.7 fueling and each shift it will be 3 loco fueling, which is justify for existing staff strength.

A.9.2 Recommendation: NIL

***************

63

A.10 COACHING DEPOT MAZGAON:



Sl. Activity no. of coaches yardstick

Men/Coach Total





5 Material Storage >150

Coaches Holding

26 26

6 Statically Work > 150

Coaches holding

8 8

7 Sick Line Attention 0 0.12 0

8 Sub total 169.75

9 Leave Reserve 12.5 % of no. 8 (RG is included as per RB 2000/M(C)/143/5 Dt 24.12.01) 21.22

10 Total 190.97

Need based requirement

11 On Rake Attention 18


13 Pest Control 4

14 Escorting Staff 8

15 Staff Working in Other Office 7

16 Sub Total 47

17 RG/LR for no.17 @ 29% 13.63

18 Total 60.63

19 Grand Total no. (10+18) 251.60



From per above Table is seen that total requirement of staff is 262 at C&W depot. Whereas depot

having sanction strength of 318 with 78 vacancy. Hence 318-262 = 56 Posts are found surplus.

A.10.2 Recommendation: 56 Posts are found surplus but for holiday trains and unforeseen

workload 18 staff may be given extra. Hence, 38 posts may be surrendered against 78 vacancies.

***************

64

A.11 C&W DEPOT DADAR (T)

A.11.1 Observation and Critical Analysis:

Staff Requirement as per Yard stick

According to above table requirement of staff in DR (T) is 158 and existing sanction strength of

this depot is 226. Therefore 226-158=68 posts are found surplus against 76 vacancies.

A.11.2 Recommendation: 68 posts are found surplus but unforeseen workload 08 staff may

be given extra. Rest 60 posts may be surrendered against vacancy of 76 posts.

******************

Sl. Activity no. of coaches yardstick Men/Coach

Total 1 Primary Maintenance 58 0.85 49.3 2 Secondary Maintenance 0 0.3 0 3 RBPC Maintenance 24 0.2 4.8 4 Terminating & originating 0 0 24 5 Material Storage >150

Coaches Holding 26 13

6 Statically Work > 150 Coaches holding

8 6 7 Sick Line Attention 0 0.12 0 8 Sub total 97.1

9 Leave Reserve 12.5 % of no. 8 (RG is included as per RB 2000/M(C)/143/5

Dt 24.12.01) 12.14

10 Total 109.24 Need based requirement

12 ON Rake Attention

9

13 M&P/ Bio-toilet

10

14 Pest Control

0

15 MCC / RCD

0

16 Linen

7

17 Working in other office

7

16 Sub Total 33 17 RG/LR for no.16 @ 29% 9.57 18 Total 42.57 19 Grand Total no. (10+18) 151.81 20 Training Reserve 4 % of no. 19 6.07


65

A.12 COACHING DEPOT C&W LTT


Staff Requirement for C&W /LTT as per Bench Marking and Need base as under

It is observed that 06 staffs are being utilized for making of packets at 13 ton BOOT based

laundry are against the LOA of BOOT. The Packaging work is included in the scope of work of

BOOT system.

According to above table it is observed that total staff requirement for C&W LTT is 720

(including RCD) and Sanction strength of this depot is 950 with 245 vacancies. Therefore 950-

720=230 posts are found surplus against vacancies of 245.

C&W Depot LTT

Sl. Activity no. of coaches yardstick Men/Coach Total





5 Material Storage >150 Coaches

Holding

26 26

6 Statically Work > 150 Coaches

holding

8 8

7 Sub total 410.15

8 Leave Reserve 12.5 % of no. 7 (RG is included as per RB 2000/M(C)/143/5

Dt 24.12.01) 51.27

9 Total 461.42

Need based Requirement


11 Pest Control 5

12 MCC / RCD 17

13 Linen LTT 16

14 Working in other office 7

15 Sub Total 84

16 RG/LR For NO. 15 (29%) 24.36

17 Total no. (15+16) 108.36

18 Grand Total no.(9+17) 569.78


20 Grand Total no.(18+19) 592.57

21 Sick Line Attention 1059 0.12 127.08

22 Overall Grand Total no.(20+21) 719.65

66

A.12.2 Recommendations: 230 posts found surplus but holiday Spl Trains and unforeseen

workload 30 staff may be given extra. Rest 200 posts may be surrendered against vacancy of 245

posts.

A.13 NARROW GAUGE C&W DEPOT NERAL

A13.2 Observation and Critical Analysis

This depot is on halt for monsoon season from 16 June to 16 Oct. every year than it resumes

service from 16 Oct. onwards. During this period the staff is utilized for IOH maintenance of all

coaches. During these for month they maintain 49 + 08 coaches. Therefore the workload is

justifying tor existing staff.

A.13.3 Recommendations: NIL

************

A.14 C&W Depot PNVL (Coaching)

A.14.1 Observation and Critical Analysis:-

Only three trains are originating from PNVL for which RBPC examination is carried out by the

staff deployed in PNVL Depot. Watering activities are outsourced and activities regarding

housekeeping are carried out by A to Z services LTT.

PNVL depot required working in round the clock for this requirement 07 staff including

supervisor in each shift is good enough. Total staff required is 07 X 03 = 21 staff, for RG &LR

29 % of 21 staff becomes 6.3 staff. Therefore depot requirement is 21+7=28 with one in charge.

Total Requirement is 29 staff which is already exists. Rest 07 posts identified surplus.

A.14.2 Recommendations: -07 posts found surplus but unforeseen workload 02 staff may be

given extra. Rest 05 posts may be surrendered against vacancy of 07 posts.

*************

67

B. FREIGHT OPERATION

B.1 C&W NGSM (MULUND) & (TMBY)

B.1.1 Observations and Critical Analysis

From above table B.1.1.2 it is found that at Mulund/ NGSM workload for 14 staff (including SSE) is

being carried out in round the clock format. In each shift they are having 02 staffs and one gang is for rest

giver and Leave Reserve in addition to this one staff is for training as well. These 08 staff is not good

enough for smooth working of this depot. Therefore in each shift 03 staff is sufficient for the workload

defined in table (B.1.1.2) and 03 staff for RG/LR. Total 09+03=12 staff

For working of Vadala Depot there are two shift working 10.00-18.00 One Staff and 22.00-06.00 Two

staffs available and total train per month is on an average is 15. Total 05 staffs are deployed for the same

is sufficient.

Total staff required in NGSM Mulund is 17+01(SSE) =18 staffs

TMBY Depot is having sanction strength 08 (including SSE) which are justifying for the work load of as

under:

Month RCF(FZSG) load HPC(VOSG) Load BPC(BRSG) Load

April 19 26 8 7

May 19 23 8 10

June 19 19 10 10

July 19 17 6 8

Aug 19 25 13 6

Total 110 45 41

B.1.2 Recommendations: - NIL

******************

B.2 C&W Depot IGATPURI

B.2.1 Observation and Critical Analysis: It is observed that the requirement of staff of the depot may be as under:

Sl. Activity Existing

Deployment

Total

Need base

Requirement

Total

1 BPC Up gradation UP Direction 03 X 3= 09 09 03 X 3= 09 09

2 Rolling in/out Check 02 X 3= 06 06 04 X 3= 12 12

3 Testing of Air Break 01 X 3= 03 03 01 X 3= 03 03

4 For DN Yard 02 X 3= 06 06 03 X 3= 09 09

5 Kasara Yard 01 X 3= 03 03 02 X 3= 06 06

6 Sick Line 01 X 3= 03 03 02 X 3= 06 06

7 M&P 01 01 01 01

68

8 Store 02 02 03 03

9 Office Work 01 X 3= 03 03 03 03

10 ART/ARME 12+08(Dedicated) 20 20 20

11 Rolling in/out (Coaching) + Misc. 04 X 3 = 12 12 05 X 3= 15 15

12 Watering (6-14,14-22,10-18,09-17) 03+02+05+01 11 04 X 3= 12 12*

13 Supervisor (Total) 12 08

Total 91 107

14 RG/LR 29% 25 31

Grand Total 116 138

Note: * Watering activity already identified for outsourced RB no. E(MPP)2019/1/12 dated 30.09.2019.

From the above table, C&W IGP is having 114 staff in present scenario with sanction strength of 176

The workload defined in table B.2.1.3 shows that total staff is required for this depot is 138. Therefore it is recommended that 176 – 138 = 38 Staff are surplus whereas vacancy is 62 posts.

B.2.2 Recommendations: -

1. 38 posts found surplus but unforeseen condition 05 staff may be given extra. Rest 33 posts may be

surrendered against vacancy of 62 posts.

2. 12 posts may be surrendered after outsourcing the activity of watering at IGP Depot.

************ B.3 C&W Depot Kalyan

B.3.1 Observation and Critical Analysis:

As above table indicates that workload for yard activity as under:

Sl. Activity Work Time Taken

1 Average Intensive Rake attended per Day

1.27 Rake 6 hrs

2 Average Premium Rake attended per Day

0.6 Rake 04 hrs

3 Average Train Received in yard per day 22 Rakes -

4 Average Train Dispatched in yard per day 22 Rakes -

5 No. of Trains Revalidate per year 18 (Avg of 2019-20)* -

(*) Revalidation of rakes in year 2017-18 total 64 rakes are revalidated and in year 2018-19 it is only 14

rakes are revalidated whereas in year 2019-20 only 08 rakes are revalidated in the first five month of the

current year i.e. up to August 2019. (Table 3.1. 2 & B 3.1.3)

Activity of sick line Daily average of wagon repairing in sick line is 4.33 wagons in first five month in

current year (up to August 2019).

69

Break Down activity: Average Three breakdown ordered per month in the first five month of the current

year (up to August 2019).

Miscellaneous Activity of C&W Staff of KYN Depot:

Coaching activity at KYN platform(attending of ACP and Break Block and Other mechanical

failures of mail/Exp)

Coaching and Freight activity at Karjat platform (attachment and detachment of Bankers and

receive and dispatch of goods trains and any failures of enroute mail/express.

Divisional and Depot store also run by C&W KYN.

Sl. Activity Existing MoR

Need base Requirement

Total

1 KYN Yard Rolling in/out 57 06 X 3 18

Examination & BPC

Revalidation

09 X 3 27

2 Sick line Wagon repair in yard 24 07 X 3 21

Sick wagon repairing at

sick line 3 Break Down Dedicated staff for B/D 08 08 X 1 08

4 KYN/ PF Coaching Activity 06 02 X 3 06

5 Karjat PF Coaching/Freight Act. 10 03 X 3 09

6 Office In charge & record 04 04 X 1 04

7 Div. Store 03 03 X 1 03

8 Depot Store 03 03 X 1 03

9 Sr. CWI Inspection & Enquiry 02 - 02

10 DTC/HQ 02 - 02

Total 119 - 103

14 RG/LR 29% - - 30

Grand Total 119 133

As above table displays that C&W yard KYN is leading with 161 staff with vacancies of 43 staff and

need based requirement of the depot is 133 staff as per present scenario. Therefore 161-133=28 staff are

found surplus. Vacancies are 43.

B.3.2 Recommendations: - 28 posts found surplus but unforeseen condition and training reserve 06

staff may be given extra. Rest 22 posts may be surrendered against vacancy of 43 posts.

****************

B.4 C&W Depot Kalamboli


Work Study Team observed the requirement of staff as under activity wise.

70

Sl. Activity Supervisor

Need base Requirement

Total 1 KLMG Yard Rolling in/out

1 10 X 01 11

Intensive Examination &

BPC Revalidation Attention of minor C&W

defects 03 X 3 09

2 Revalidation of BPC at JSWD and trouble

shooting at siding/section and loading

certification of JSWD siding

3 02 X 3 09

3 Road-ART Dedicated staff for ART 1 08 09

4 Office In charge & record 1

02 03

5 Material Handling( Store) 02 02

Total - 43

6 RG/LR 29% - 12.4

Grand Total 55.4

KLMG depot is having sanction strength 60 staffs with vacancy of 18 posts. As per above table

displays that Need based requirement of the depot is 56. Therefore 04 posts are identified

surplus.

B.4.2 Recommendations: - 04 Posts found surplus but unforeseen condition and training reserve

04 posts may be given extra. Hence No Post recommended for surrender.

****************

B. 5 C&W Depot JASAI

B.5.1 Observation and Critical Analysis: As per above table B.5.1.5 indicates that staff

requirement for the depot may be as under

Sl. Location Staff X Shift Total

(Existing)

Need based

Requirement

1 NSICT 4 X 3 12 15

2 GTI 4 X 3 12 15

3 JSLE 3 X 3 9 12

4 RCD Depot. 02 02 02

5 Welder 01 01 01

Total 36 45

RG+LR (29%) 13 13

Grand Total 49 58

As per requirement of the depot is 59 staffs (including In Charge), 21 posts found surplus

whereas the vacant posts are 29.

B.5.2 Recommendation: 21 posts found surplus but unforeseen condition 06 posts may be given

extra. Rest 15 posts may be surrendered against vacancy of 31 posts.

*************

71

B.6. C&W depot Lonawala


Sl. Activity Staff X Shift Total

(Existing)

Need Based

Requirement

1 Yard/LNL 07 X 3 21 27

2 Platform 02 X 3 06 09

3 Tool Van Dedicated 08 08 08

4 Office 02 02 02

5 Store 02 02 02

6 Supervisors (Inc In charge) 08 08 08

Total 47 56

RG+LR 20 17

Grand Total 67 73

As per above table requirement of the staff is 73 (including In Charge), 21 posts found surplus

whereas the vacant posts are 27.

B.6.2 Recommendation: 21 posts found surplus but unforeseen condition 06 posts may be given

extra. Rest 15 posts may be surrendered against vacancy of 27 posts.

72

SUMMARY OF ALL RECOMMENDATIONS

Part – 1

A. Posts found redundant after Application of new yardstick and old Yard stick

(L. No. E (MPP) 2019/1/12 dated 30.09.2019 and 2000/M(C)/143/5 dated 24.12.2001)

S

l.

Depot S/S MOR Staff

requirement

as per

yardstick

Staff given for

unforeseen

workload

Redundant

posts

Vac

1 New Coaching

Complex WB

334 272 272 20 42 62

2 C&W Depot

CSMT

493 356 391 23 79 137

3 C&W Coaching

Depot MZN

318 240 262 18 38 78

4 C&W Depot

DR(T)

226 150 158 08 60 76

5 C&W Depot LTT 950 705 720 30 200 245

6 C&W Depot

Neral

30 23 30 00 00 07

7 C&W Depot

PNVL

36 29 29 02 05 07

Total 2387 1775 1862 101 424 612

B. Posts found redundant after Need Based requirement as under

S

l.

Depot S/S MOR Need Based

requirement

Staff given for

unforeseen

workload

Redundant

posts

Vac

1 C&W /

Wadibunder

243

IOH Depot 105 105 13 25 38

Weighing Machine

Instrument

04 0 0 04 *

(After Phased

out)

00

Store Section 21 21 00 00 00

One Ton

Departmental

Laundry

42 29 00 13 00

Misc. (BTC and

other offices etc)

33 33 00 00 00

Total 243 205 188 13 42 38

73

*- After Phased out of Mech. Weighing Machine

(As per RB L. no.2004/Dev/cell/IDEI/Vol.II dt.12.02.2015)

2 C&W NGSM

(Mulund &

TMBY)

26 24 26 00 00 02

3 C&W Depot

IGP

176 114 138 05 33 62

4 C&W Depot

KYN

161 118 133 06 22 43

5 C&W Depot

KLMG

60 42 56 04 00 18

6 C&W Depot

Jasai

80 49 59 06 15 31

7 C&W LNL 94 67 73 06 15 27

Total 840 619 604 36 127 183

Part – 2

Posts identified surplus after outsourcing the activity

Sl. Depot No of posts Remark

1 Canteen Staff Wadibunder 10 After contract on line to

C&W depot LTT

2 One ton Departmental Laundry WB 21 No.E(MPP)2019/1/12

Identified for

Outsourcing

3 C&W Depot IGP(Platform Watering

Activity)

12 No.E(MPP)2019/1/12

Identified for

Outsourcing

Total 43

Total post Identified Surplus for Surrendered

Part - 1 Redundant posts on application of Yardstick 424 Posts

Redundant posts after Need Based Requirement 127 Posts

Part – 2 After Outsourcing 043 Posts

Total 594 Posts

74

CHAPTER 04

Financial Implication

The tentative financial implication due to surrender of posts as on October 2019 (DA-17%) will

be as under:-

Level Mean Value

Pay

(Monthly)

Total posts to be

surrender

Average Mean

Value Monthly

Yearly money value for

594 posts

Level 2 48614 594 2,88,76,716 34,65,20,592

Tentative money value after surrendering of 594 posts is Rs. 34,65,20,592/-

***END OF STUDY***

Documents

Review of Redundant / Non Operative & Outsourced Posts in