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REVIEW OF STAFF STRENGTH

OF

C&W STAFF WORKING

AT

COACH CARE COMPLEX, JAIPUR

(G/HQ/WS/463/01/Mech./Critical Analysis/CCC/JP/2018-19)

GUIDED BY STUDIED BY

P. K. MALIK 1 KAMLESH KUMAR MEENA CWSI-JP

Dy. Secy. (Gen.) & AWSO/NWR/JP 2 PRAKASH GURNANI WSI-JP

3 RAJENDRA SINGH KHIRIA WSI-JP

WORK STUDY ORGANIZATION

NORTH WESTERN RAILWAY

JAIPUR

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EXECUTIVE SUMMARY

Sr. No. 01

Study No. G/HQ/WS/463/01/Mech./Critical Analysis/CCC/JP/2018-19

Subject

Review of staff strength of Coach Care Complex, Jaipur.

Area Coach Care Complex, Jaipur

Department Mechanical

Terms of Reference Assessment of Man Power requirement

Present Cadre

Sanctioned cadre = 642

On Roll Staff = 464

Vacancies = 167

Proposed Cadre 627

Projected Surplus Man Power 15

Total No. of Recommendations 02

Financial Implication 75.50 Lakhs/Annum

Month of Circulation May’ 2019

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INDEX

Chapter No.

Contents Page No.

1 Introduction 4

2 Acknowledgement 5

3 Cadre, duties and deployment of staff 6

4 Observation & critical analysis. 7-9

5 Meeting at Officers level 10-14

6 Summary of Recommendation 15

7 Financial Implication 16

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CHAPTER 1 INTRODUCTION

Indian Railway is the biggest transport organization of in India. It is playing an important role in the economy and development of the country. Along with the Commercial activities, the Railways have to fulfill the social obligations also, especially in the time of natural

calamity and towards the weaker sections of the society. For the healthy existence of such an important organization it is necessary to be financially viable, which can be achieved

by ensuring optimum utilization of the resources i.e. Man, Material and Machinery.

With the implementation of 7th pay commission, the establishment charges have

gone up drastically and hence manpower has become an important factor in bringing economy in the system. In order to check the cost of manpower, the Railway

administration issues guidelines from time to time, in the form of yardsticks, circulars etc. Now-a-days, benchmarking is being utilized to ensure best utilization of manpower. Benchmarking is a continuous process of comparing different units and identifying

which one is the best in the business, followed by learning how this excellence was achieved and then setting out to improve the efficiency of those units, which were left

behind. The optimum utilization may further be ensured by multi skilled use of man power. With the introduction of computers in the offices, paper activities has been

reduced considerably resulting in further possibilities of diminution in manpower has become mandatory due to lesser manual exercise in all the offices over entire railways.

Productivity has acquired a new and broader meaning in the light of highly competitive economic environment, increasing educational levels, degradation of physical environment and increasing population, creating pressure on the limited available

resources.

All efforts should be made to ensure that the revenue is spent carefully over assets,

infrastructure and manpower. In other words, Railway administration should curtail wasteful expenditure in operational and maintenance costs so as to bring down the

operating ratio which is the prime indicator of Railway’s financial efficiency.

Keeping in view of the above mentioned factors, SDGM/NWR has approved the Work

Study on review of staff strength of Coach Care Complex, Jaipur.

***

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CHAPTER 2 ACKNOWLEDGEMENT

2.1 Coordinating Officials of the department:

The Study Team expresses its sincere thanks and gratitude to Shri Naveen Meena, CDO/CCC/JP and to Co-coordinators Sh. M.K.Singh, SSE/CCC/JP & Sh. Rajeev Ranjan ,

SSE/MOD/CCC/JP. We are also thankful to other staff for their extended co-operation during the course of study.

2.2 Terms of Reference:

The study has been conducted under the following terms of reference:-

i) Review of staff strength vis-a-vis workload on existing working condition.

ii) Review of staff strength in view of the work has already been out sourced.

2.3 Methodology Adopted:

The following techniques of method study as well as work measurement have been applied to conduct the study:-

i) Data collection and its critical analysis to arrive on factual status of present working.

ii) Discussion with officers & subordinates at various levels with a view to produce fruitful

results.

iii) Applied out sourcing.

2.4 Field units visited:

During the course of work study of CCC staff, the work study team visited at DRM office,

JP, PIT Line, Sick line, Train Passing locations and Linen store, etc.

***

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CHAPTER 3 CADRE, DUTIES AND DEPLOYMENT OF CANTEEN STAFF

3.1 Cadre Position:

Present Sanctioned Strength of Coach Care Complex, Jaipur is 629 technical staff and 13 ministerial staff. Against this sanctioned strength total 464 technical staff and

11ministerial staff are performing the work. Thus, effective vacancies against the sanctioned strength are of 165 technical staff and 02 of ministerial staff (total 167

posts).

3.2 Deployment of staff:

3.2.1 Pit Line staff (Shift- In different rosters):

144 staff under supervision of 11 SSEs/JEs have been deputed for pit line maintenance.

This staff has been distributed in formation of gangs and total 10 such gangs are formed to carried out the work assigned.

3.2.2 Sick line staff (Shift 08.12 & 13-17):

73 staff under the supervision of 02 SSEs have been deputed for sick line maintenance work. Different gangs have been formed with this staff to carry out the work assigned.

3.2.3 Store staff (Shift 08-12 & 13-17):

16 staff (06 Tech., 08 Khalasi & 02 truck drivers) under supervision of 02 SSEs have

been deputed for material management.

3.2.4 Train passing staff (Shift 08-16, 16-24 & 00-08 and 07-15, 15-23 & 23-07):

91 staff under supervision of 11 SSEs have been deputed for examination/maintenance of en-route and platform return trains in different gangs as per requirement.

3.2.5 Linen staff (Shift-08-16, 16-24 & 00-08):

12 staff (08 Technician, 01 Saloon attendant & 01 Cleaner) with 01 SSE has been deputed for linen management.

3.2.6 Development Gang:

21 staff under supervision of 01 SSE has been deputed for development and innovation

work of sick line depot in different gangs as per requirement.

3.2.7 Inspection Carriage staff:

29 staff under supervision of 02 SSEs have been deputed for maintenance and operation of Inspection Carriages.

3.2.8 ART/ARME:

Loco staff has been deputed for maintenance and operation of ART/ARME. These staff has not been included in C&W cadre of coach care complex, JP.

3.2.9 Ministerial Staff:

Total 11 Ministerial staff is working in Coach Care Complex, JP at different location i.e.

- 06 in establishment section 04 at store 01 at pit line. Ministerial staff has not been covered in calculation of coach maintenance staff of depot as per bench-marking norms.

***

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CHAPTER 4 OBSERVATION & CRITICAL ANALYSIS

4.1 Observations and Critical Analysis:

Coach Care complex has informed requirement of 1146.3 men for coach holding of 727 (with 63 LHB) coaches on the basis of zero based cadre review, against the existing

sanctioned strength of 629 men. As there was a huge difference in the existing sanctioned strength and requirement of man-power informed, therefore SDGM/NWR

has desired to critically analyze the requirement of man-power at Coach Care Complex, Jaipur.

Prima-facie it was observed that the requirement informed by Coach Care Complex, Jaipur has included the calculation of man power of the works which had already been

outsourced. On pointing out the issue with SSE/Coach Care complex, Jaipur. He subtracted the man-power of those activities which have been outsourced and informed the revised requirement of 733.5 Men.

A work study was performed at Coach Care Complex, Jaipur to analyze the requirement of zero based cadre review informed by the SSE/Coach care complex. The

Work Study Team has received the bench marking of year 2001 (Rly Board’s letter no. 2000/M(C)/443/5; dated: 24.12.2001) and other data from SSE/Sick Line, SSE/Pit

Line, SSE/Train Passing, SSE/Linen & SSE/Store. Work study team also visited the coach care complex, washing line, train passing locations & linen store to observe the work

being performed by the departmental and outsourced staff. In the critical analysis of the data following facts have been received:

4.2 It has been informed that following activities have been outsourced:

4.2.1 Cleaning & washing during primary & secondary maintenance.

4.2.2 Interior cleaning of en-route and platform return trains.

4.2.3 Watering of platform return trains, en-route trains and of rakes received for maintenance.

4.2.4 Locking of platform return trains and rake received for primary and secondary maintenance.

4.2.5 Rodent and pest control.

4.2.6 Maintenance of Bio toilets of coaches.

4.3 In the above calculation of zero base cadre review for requirement of staff,

following factors are not included:

4.3.1 Previously “C” schedule of bogie maintenance was being performed by coach care

complex which now is being performed by the Workshops. At present the workshop is taking 234 hours 26 minutes per bogie for its maintenance. This is costing approximately

INR 1, 48,207.26 which includes labour, material and on cost-LOC & SOC.

4.3.2 Running Kms for primary maintenance of bogies have been increased from 2500 Kms to

3500Kms or running….days whichever is earlier.

4.3.3 Activity of supply of Linen in AC coaches, have been transferred to Mechanical department from Commercial department. Further this work has been outsourced by the

Mechanical department, even though 11 staff have been deputed to monitor the work.

4.3.4 Even after outsourcing of coach cleaning work, Cleaner Mukddam staff are being

deployed.

4.4 During discussion over factors informed at Sr.No.5, it was replied by the SSE(sick

line) that:

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4.4.1 Fitting of coach body on the bogies took relatively more time as compare to earlier when “C” schedule was being performed by Coach Care Complex.

4.4.2 It has been informed that most of the trains are running at long distance, whose primary maintenance is with Jaipur. It completes the distance approximately 2800-3000 Kms.

Therefore, without primary maintenance the rake cannot allow for second trip.

4.4.3 This has been informed that staff has been hold to supervise the linen supply.

4.4.4 Cleaner Mukaddam are being utilized to assist the SSE in supervision of maintenance work of the rake.

4.4.5 SSE/ Train Passing has reported that additional man-power is required for examination of en-route and platform return trains.

4.5 On the above mentioned points work study team has following opinion:

4.5.1 It has been observed that there are certain problems in adjustment of coach body with the bogies but still on this account the complete time invested in the workshop for “C”

schedule cannot be left, while calculating the man hours. Therefore, after deducting the reasonable man hours required for adjustment of coach body and bogie, remaining time

must be curtailed from the required man hours. Adjustment time can further be improved by using dummy coach body while checking the Parameters of body during

“C” schedule maintenance at Workshops.

4.5.2 To utilize the rake at its optimum distance prior to maintenance possibility of revised rake link can be explored.

4.5.3 Work study team agree that supervision of linen supply by the contractor is required but existing deployed man power can be reduced and can be used for core maintenance

work.

4.5.4 Work study team is of the opinion that as Cleaner Mukddam are not being performed

the assigned work in their duty list and they are assisting to SSE. Therefore, this staff may be surrendered and redeployed against vacancies in core activities.

4.6 Further it has been observed that –

4.6.1 Total 45.5 men are demanded for material management of Coach Care Complex. Presently 22 staff with SSEs are performing material management. As such “C” schedule

maintenance of bogies is being performed by the Workshop and cleaning activities are also outsourced therefore, number of stock items has been reduced. Further quality and

design of items being used has been improved over the time, which has reduced the effort in procurement and in material handling.

Presently 370 items have been stocked at this depot and Indent of average 5 non –stock items per day have generated. In future approximately 200 items for DEMU

maintenance will be required. SSE/store has informed that only 04 to 05 employees are required at the time of scrap handling and material unloading. The material management in coach care complex is running smoothly. Therefore, no additional staff

is required for this work.

4.6.2 Total 32 men are demanded for linen management of trains. Presently 11 staff and 01

SSE are performing linen management. Linen activities are being operated through outsourced agency therefore, only supervision of this activity shall be done by Railway

officials.

4500 inward and 4500 out ward bed roles are being handled per day. The staff

deputed there is required to count number of used bed roles and number of unused bed roles and updated record thereof i.e. cleaning, shortage, procurement etc.

Page 9 of 16

11 number of staff deputed there is more than sufficient and work study team has advised that there is urgent need to review supervision pattern and existing

deployed staff may also be used for performing core activities of coach maintenance as well.

4.6.3 Total 09 staff are demanded by SSE/Coach Care Complex for statistical work. At present 08 staff are deployed to perform this work. This requirement to perform

statistical work is based upon the bench-marking of year 2001, when computer system were not freely available. Now a days all the statistical work is being performed on the

computer system and calculations can be done with one click and without repetitive efforts. This has reduce the human efforts remarkably. Thus, looking at the existing work load 04 staff are sufficient to manage the work.

4.6.4 Work study team is agree with the view that watering work being performed by the contractor is requires supervision by departmental staff but existing demand of 16 men

power is very high and not at all justified. In view of work study team deployment of only 04 staff (01 in each shift and 01 LR/RG) are sufficient to meet out with the need of

existing workload. Work Study team also advises that this supervision work may be performed by SSEs/JEs and existing staff shall be used for core maintenance work.

4.6.5 Total 05 staff are exclusively engaged for refilling of fire extinguishers and hydraulic test. By engagement of the departmental man-power this activity became very expensive as compare to outsourcing the work. Therefore, work study team is of the

opinion to outsource this activity at the earliest; so as to save man-power engaged in this activity can be used for core activities.

4.6.6 En-route passing train’s benchmarking includes–“cleaning activity excluding interior dry cleaning”. Therefore, benchmarking to calculate staff for en-route passing trains

required correction in minus because clean work in the en-route passing train is already being performed by OBHS staff.

4.7 Recommendations:

4.7.1 In view of above points the existing sanctioned staff strength has been considered justified (Except for 15 posts of Cleaner Mukaddam). Therefore, there is no need of

additional staff as demanded by CDO/Coach Care Complex, JP.

4.7.2 Work study team is of the opinion that as Cleaner Mukddam are not performing the

assigned work in their duty list and they are assisting to SSE. Therefore, this staff may be surrendered and redeployed against vacancies in core activities.

4.7.3 The bench-marking/Yard-stick for maintenance of LHB coaches is not separately available and bench-marking for ICF designed coaches was circulated in the year

2001 which is almost 18 years old. In this long period of time lots of technology up gradation in tools and plants and improvement in quality of material have been introduced along with skill of labour has also improved through rigorous trainings.

Thus, there is urgent need to review the benchmarking for maintenance of both types of coaches, so that actual man power can be calculated and optimum

utilization of existing man power can be ensured.

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CHAPTER 5 MEETING AT OFFICERS LEVEL

5.1 REMARKS HAVE BEEN RECEIVED FROM SR.DME (C&W)/JP IS PASTED BELOW:

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5.2 OBSERVATIONS OF WORK STUDY TEAM ON COMMENT RECEIVED FROM SR. DME

(C&W)/JP:

Majorly cleaning of coaches, cleaning of circulating area, OBHS, watering in the

coaches, washing and distribution of linen and refilling & hydraulic testing of fire extinguishers

activities have been outsourced at Coach Care Complex, Jaipur. Thus for those activities which

have been outsourcing engaging large number of the departmental man-power dilutes the

purpose of outsourcing and viewed as misuse of the departmental man-power. Thus any man

power other than the supervisors who is required to check the quality of work through

inspections shall be withdrawn immediately and they shall be used for the any work which is

being performed departmentally. In view of this the existing staff is more than sufficient to meet

out with the existing workload of Coach Care Complex, Jaipur.

The recommendation of the Work Study Report about surrendering post of Cleaner

Mukadam is very much relevant, as such Cleaner Mukadam were deployed to supervise the

cleaning work being performed by the department Safaiwala and Cleaner but soon these work

have been outsourced there was no use of holding these post of the Cleaner Mukadam in the

cadre. But these staff was put on the hold and as informed they were being utilized to supervise

the cleaning work being performed by the contractor’s labour. No group “D” staff is authorized

to supervise the work being performed by the contractor’s labour and further deploying them in

addition to the contractor’s labour is improper utilization of the man-power.

As such the cleaning activity has already been outsourced, therefore instead of making

utilization of Cleaner Mukadam in different pockets without due approval these 15 posts of

Cleaner Mukadam must be surplus from the cadre and surrender immediately.

The bench-marking/Yard-stick for maintenance of LHB coaches is not separately

available and bench-marking for ICF designed coaches was circulated in the year 2001 which is almost 18 years old. In this long period of time lots of technology up gradation in tools and plants and improvement in quality of material have been introduced along with skill of labour

has also improved through rigorous trainings. Thus, there is urgent need to review the benchmarking for maintenance of both designed of coaches, so as to actual man power can be

calculated and existing man power should be optimum utilized.

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CHAPTER 6 SUMMARY OF RECOMMENDATION

Sr.

No.

RECOMMENDATION Para

no.

Accepting/

Implementing Authority

1. Recommendation no.-1:

As such Cleaner Mukadam were deployed to supervise the

cleaning work being performed by the department Safaiwala

and Cleaner but soon these work have been outsourced there

was no use of holding these post of the Cleaner Mukadam in

the cadre. But these staff was put on the hold and as informed

they were being utilized to supervise the cleaning work being

performed by the contractor’s labour. No group “D” staff is

authorized to supervise the work being performed by the

contractor’s labour and further deploying them in addition to

the contractor’s labour is improper utilization of the man-power.

Therefore, Work Study Team has considered that 15 Posts of

Cleaner Mukaddam are surplus and advised to surrender

forthwith. Identified Surplus on roll staff should be redeployed

against vacancies in core activities as per extent rules.

In view of above points the existing sanctioned staff strength

has been considered justified (Except for 15 posts of cleaner

Mukaddam). Therefore, there is no need of additional staff as

demanded by CDO/Coach Care Complex, JP.

4.7 DRM, JP

2. Recommendation no.-2:

The bench-marking/Yard-stick for maintenance of LHB coaches

is not separately available and bench-marking for ICF

designed coaches was circulated in the year 2001 which is

almost 18 years old. In this long period of time lots of

technology up- gradation in tools and plants and improvement

in quality of material have been introduced along with skill of

labour has also improved through rigorous trainings. Thus, there

is urgent need to review the benchmarking for maintenance of

both designed of coaches, so as to actual man power can be

calculated and existing man power should be optimum utilized.

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CHAPTER 7 FINANCIAL IMPLICATIONS

7.1 Financial Implications:

7.2 Direct recurring Saving:

With the proposal for surrender of 15 posts of Cleaner Mukdum working at coach

care complex, Jaipur. The recurring savings per annum in money value amount is given as below:-

Sr. No.

Category Pay Matrix Mean Pay

DA 12%

Total Pay

No. of

posts

Total saving

per month

(Rs.)

Total saving

per year (Rs.)

1. Cleaner

Mukdum

18000 56900 37450 4494 41944 15 629160 7549920

Total 15 629160 7549920

Total savings of 15 surplus posts is Rs. 75.50 lac. per annum approximately.

7.2.1 Indirect recurring Saving:

Coach Care complex, Jaipur has informed requirement of 1146.3 men for coach holding

of 727 (with 63 LHB) coaches on the basis of zero based cadre review, against the

existing sanctioned strength of 629 men.

Prima-facie it was observed that the requirement informed by Coach Care Complex,

Jaipur has included the calculation of man power of the works which had already been

outsourced. On pointing out the issue with SSE/Coach Care complex, Jaipur. He

subtracted the man-power of those activities which have been outsourced and informed

the revised requirement of 733.5 Men.

A work study was performed at Coach Care Complex, Jaipur to analyze the requirement

of zero based cadre review informed by the SSE/Coach care complex. The Work Study

Team has received the bench marking of year 2001 (Rly Board’s letter no.

2000/M(C)/443/5; dated: 24.12.2001) and other data from SSE/Sick Line, SSE/Pit

Line, SSE/Train Passing, SSE/Linen & SSE/Store. Work study team also visited the coach

care complex, washing line, train passing locations & linen store to observe the work

being performed by the departmental and outsourced staff. Work Study team is of the

opinion that the Bench Marking Informed by the Railway Board is too old and required to

review in existing scenario. With certain suggestions as given above existing cadre of

629 posts considered justified for the present work load. This has been agreed by the

CDO/JP too. Thus, Work study team has effectively restrict the creation of (734-629)

=105 posts. By calculating the creation amount of these post with lowest level i.e.

level-1, Work Study Team succeeded to save (41944X105x12) = INR 528.48 Lacs

(approx) per annum.

Total indirectly savings is Rs. 528.48 Lacs per annum approximately.