Work Study to Review the Staff Strength at SSE/C&W/RMM

Work study to review the staff strength at SSE/C&W/RMM- MADURAI DIVISION

SOUTHERN RAILWAY

PLANNING BRANCH

G.275/WSSR-421718/2017-18

WORK STUDY TO REVIEW THE

STAFF STRENGTH AT

SSE/C&W/RMM -

MADURAI DIVISION

STUDIED BY

WORK STUDY TEAM OF PLANNING BRANCH

OCTOBER 2017

.

I N D E X

SERIAL CONTENTS PAGE NUMBER NUMBER

(i) I. ACKNOWLEDGEMENT 1 (ii) II. TERMS OF REFERENCE

(iii) III. METHODOLOGY

(iv) IV. SUMMARY OF RECOMMENDATIONS 2

CHAPTERS

I INTRODUCTION 3 - 4

II PRESENT SCENARIO 5 – 15

III CRITICAL ANALYSIS 16 – 23

IV PLANNING BRANCH’S REMARKS ON CO-RDINATING 24 - 29 OFFICER’S VIEWS

V FINANCIAL SAVINGS 30

ANNEXURES

I SANCTION, ACTUAL, VACANCY & EXCESS STATEMENT 31 - 32

II CO-ORDINATING OFFICER’S VIEWS 33 -35

. 1

(i)

ACKNOWLEDGEMENT

The work study team gratefully acknowledges the valuable guidance and co-operation rendered by DRM/MDU, ADRM/MDU, Sr.DME/MDU, ADME/I/MDU (Co-ordinating Officer), SSE/C&W/RMM (Co-ordinating Supervisor), other Supervisors and staff of C&W/RMM for completing the work study in time.

(ii)

AUTHORITY

Annual programme of work studies for the year 2017-18 approved by SDGM.

(iii)

TERMS OF REFERENCE

To review the staff strength at SSE/C&W/RMM - Madurai Division.

(iv)

METHODOLOGY

The following methodology has been adopted while conducting the study. 1) Collection of Data 2) Observation of present working system. 3) Interaction with Co-ordinating Officer, Co-ordinating supervisor and, Depot officials and staff. 4) Analyse the data and arrive the man power requirement based on yard stick and on need basis wherever applicable. 5) Effect of modern technologies equipments, likely changes in the near future in the quantum of activities and improvements.



(v)

SUMMARY OF RECOMMENDATIONS

Recommendation No.1: One vacant post of SSE in GP Rs.4600/- is found excess to requirement; and the same may be surrendered and credited to vacancy bank. (1 post)

Revised Recommendation No.2: Nine vacant posts of Technician Gr-I in GP Rs.2800/- are found excess to requirement, the same may be surrendered and credited to vacancy bank. (9 posts)

(TOTAL – 10 POSTS)



CHAPTER – I

1.0 INTRODUCTION

1.1 MADURAI DIVISION Madurai Division was formed on 16th May 1956 and this is one of the largest Divisions in Southern Railway having 1293 Route Kilometers length. Madurai City is the Divisional Headquarters of Madurai Railway Divisions. It is located on the banks of Vaigai river and it is the second largest city in Tamil Nadu. Madurai is called as “Temple city” with archaeological and sculptural excellence and the world famous “Sri Meenakshi Sundhareswarar Temple“ which has been declared as a world heritage site is situated here. It attracts lakhs of people all over India and abroad. Madurai Railway station connects Madurai city with rest of the country through 32 daily express trains, 41 non-daily express trains and 62 daily passenger trains. More than a lakh of passengers visit the Railway station daily.

Madurai Railway station is an A1 category model Railway station with an annual revenue of Rs.65 crores.

Mechanical Branch is the body of the transportation system of Railways connected with the production, maintenance and repairs of the Rolling Stock – viz., Locos, Carriages and Wagons.

The C&W Wing is mainly responsible for maintenance and repair of rolling stock which is carried out under prescribed schedules and procedures. Standardisation and inspection is also an important aspect for smooth functioning of the system.

Timely supply of Quality Stores is another important factor for maintenance of Rolling stock.

Mechanical Department functions under the overall control of CME at Zonal level and Sr.DME at Divisional level, maintaining the diesel locos, coaches, wagons, ARTs and ARMEs.

1.2 The improvements in the rolling stock have not only resulted higher speeds and safety but also easy maintenance. The outsourcing of some activities is also a factor while reviewing the staff strength. The overall productivity is increased not only by more production but also by qualitative. Railways have introduced High speed Locos, LHB coaches, Mechanised cleaning, Bio- toilet system etc in the recent past. RAMESWARAM is the Terminal in Madurai Division.

1.3 RAMESWARAM Rameswaram is an Important Pilgrim centre connecting people from all Over India. It has got an Important Hindu Temple viz. Ramanatha Swamy Temple and Hindus are performing their rituals in the sea. Rameshwaram is considered to be an important holy place for Hindus. Hence, Rameshwaram station gets large number of passenger traffic.

Rameswaram Railway station is located on the Rameswaram island in the Ramnad district of Tamilnadu. It belongs to Madurai railway division and an important terminal of southern railway zone. Tourism and fishery employ the major workforce in Rameswaram.

The station links pilgrim town as well as rest of the island to the mainland via the highly acclaimed Pamban Railway bridge. Pamban bridge is the first sea railway bridge(2065M). Pamban bridge has a double leaf bascule section midway, which can be raised to let ships and barges pass through. There are 4 platforms and 2 pit lines are available at this station.

The work study has been proposed to assess the work load and Man power requirement at SSE/C&W/RMM. The sanctioned strength for SSE/C&W/RMM is 118 staff and actual strength is 106 and hence 12 vacancies exist.



CHAPTER-II

2.0 PRESENT SCENARIO

2.1 The Rameswaram C&W Depot is situated near Rameswaram railway station which is 161 KM away from Madurai Junction. Sr.DME is the overall in charge of the mechanical department of the division. The C&W Depot/RMM is functioning under the direct control of ADME/I/MDU.,SSE/C&W/RMM is the overall in charge of the depot..

2.2 ORGANISATIONAL SET UP

Sr. DME

ADME/I

SSE / C&W

JE JE JE JE JE JE JE SSE Ministerial staff

Sr. TECHNICIANS

TECHNICIANS -I

TECHNICIANS - II

TECHNICIANS - III

KHALASIS/ HELPERS/SUBSTITUTES

2.3 Major activities of C&W / RMM Depot:

1. Primary Maintenance, Secondary Maintenance of Coaches and attention of sick coaches in Pit lines.

2. Release of air pressure from coaches for detachment of Locos and attaching engines for outgoing trains.

3. Pest control & Rodent management 4. Linen Management 5. Bio-Toilet lab maintenance 6. OBHS (On board House Keeping Services)

2.4 Pit line / Yard activities: The Primary, Secondary maintenance and Sick line attention of coaches are carried out in two pit lines of CAMTECH Design with cat walk facility to a length of 600M and capacity of 26 coaches. The pit lines are provided with all facilities like Tower lights, Cat walk lights on both sides, inside pit lights for both sides, watering hydrant valves, carriage washing hydrants, hot & cold High Pressure jet cleaning machine, welding, and all other 230V & 440V Machineries and Plants.

Some of the normal activities carried out during Maintenance are; ✓ Job writing. ✓ Undergear attention ✓ Brake gear attention with air testing ✓ Rolling gear attention ✓ Suspension checking ✓ Coupler checking ✓ Schedule A - Monthly maintenance, B - Quarterly Maintenance ✓ Intensive cleaning / moping of coaches ✓ Cleaning of lavatory and wash basins ✓ Watering and washing ✓ Checking of water pipes, flush pipes etc to ensure free flow of water ✓ Thorough distinction of all compartments ✓ Draw gear attention, buffer attention ✓ Coach sweeping ✓ Inside panel cleaning etc ✓ Bio-Toilet maintenance

2.5 Shed Details No.of lines - 3 No.of pitline - 1 Capacity - Each 25 mtrs under shed Drainage - Available Lighting - Available Waterline - Available Electrical power point = Available

2.6 Primary Maintenance of Coaches The following trains (Coaches) are having Primary Maintenance at RMM Depot.

Sl. No. T No. No. of coaches Frequency 1 22662 23 Daily 2 22621 17 Mon, Thu, Sat 3 16780 21 Mon, Thu, Sat 4 16733 23 Fri

2.6.1 The following train (Coaches) are having Secondary Maintenance at RMM Depot.

S No. T No. No. of coaches Frequency 1 15119 17 Wed 2 18495 23 Sun

2.7 Pitline maintenance Registers :

1. Duty diary register – RS-17/A

2. Trip schedule maintenance

3. “A” schedule maintenance

4. “B” schedule maintenance

5. Air Brake Testing

6. Fire Extinguisher

7. Disinfection

8. Bacon Treatment

9. Intensive coach cleaning

10. Coach attendance

11. DRS Card Register - RS 59

2.8 Platform RMM

The Rameswaram is provided with 4 Platforms & 7 lines . Road No. 1 to 4 are meant for dealing of UP & Down Receipt & Despatch of all Pass / Exp. Trains. RMM station provided with two pit lines with a capacity of 26 coaches (600 mt. Long each) and CAMTECH Design with Catwalk facility.

2.8.1 The Main Activities of PF:

The various activities are.

a) Starting trains Air-continuity test, spraying of deodorant, issue of BPC and rolling out examination.

b) PFTR – Rolling in examination, axle box feeling, release of brakes, safety checks, interior check for amenities, carpentry, water service, repair attention etc.

c) Terminating trains : Rolling in examination, axle box feeling, releasing of brakes, safety check, interior check for amenities, carpentry, water service, repair attention, dry sweeping, lavatory cleaning and closing of doors and shutters.

d) Loco change / Turn Round : Rolling in and Rolling out examination, axle box feeling, releasing of brakes, safety check, air continuity check and handing over of BPC. 2.8.2 PF staff working in three shifts daily in 1) 06.00 – 14.00 hrs., 2) 14.00 – 22.00 hrs, 3) 22.00 – 06.00 hrs

2.8.3 PFTR maintaining Trains :

Sl. No. T No. No. of coaches Frequency 1 56722 12 Daily 2 56724 12 Daily 3 56726 12 Daily 4 56730 12 Daily 5 16102 19 Daily 6 16617 21 Wed

2.8.4 Abstract of PF Workload

Sl. Description of work No. of Trains No. per day

1 Total No. of PF 4

2 Total No. of Originating Passenger trains 4

3 Total No. of terminating Passenger Trains (PFTR) 4

4 Total No. of originating SF.& Exp. Trains per week 10

5 Total No. of Terminating SF & Exp. Trains per week 15

6 Total No. of ETR trains per week 7

7 Total No. of power change trains per day 7

8 Total No. of nominated trains for watering inclusive 4 of non daily train & PFTR pass. Train.

9 Total No. of nominated trains for Rolling In / Out 13 Exam inclusive of non daily trains & PFTR Pass. Trains.

10 Total No. of trains dealt per day in 24 hrs. 13

2.8.5 Carriage Watering Systems:

RAMESWARAM is dealing with 6 trains in a day of 24 hrs. out of which around 4 trains including PFTR passenger trains are nominated for watering point. Ordinary watering system is installed at RMM. Watering of coaches for the following trains are done at RMM. T.Nos. 56722, 56724, 56726 & 56730 – Passenger trains – daily T.Nos.16102 (Exp.) – Daily, T.No.16617 (Exp.) – Only on Wednesday

2.8.6 Platform Registers :

1. TXR diary - RS 7

2. TXR handbook – RS 5

3. Axle box feeling register

4. Staff sign ON and OFF

5. Carriage watering complaints

6. Special occurrence

7. Component failure

8. Spare coach register

9. Incoming LP remarks RS-5

10. Brake power certificate RS-6

11. Theft Report Register - RS-18

12. Sick memo - Rs-16

13. Fit Memo - Rs.17

14. Memo Book

15. Thermal Hunter

2.9 Sick attention of coaches: The SSE/C&W/RMM Depot has to attend the sick line maintenance, is as follows:

The coaches which are inspected in the pit line with reference to the IRCA rejection rules. The coaches parameters attained to rejection level, according

to the rule marked sick and detached from the formation. The sick marked coaches are placed in the sick line for repairing and return. The sick line works in day time in all days except Thursday. The various types of sick attended are Wheel defects, spring broken dash pot problems, anchor link defects, brake gear defects, air system defects, Couplers defects, and interior furnishing and amenities defects etc.

2.9.1 SICKLINE ATTENTION FOR THE PAST 3 YEARS.

Year JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 2013 - - - 29 19 17 32 20 24 28 29 35 2014 35 33 33 30 32 29 27 41 20 21 17 20 2015 16 27 21 17 09 01 04 10 07 19 19 19 2016 25 33 38 50 37 31 36 49 64 38 41 40 2017 44

2.9.2 Intermediate overhauling activities (IOH) The coaches are detached for IOH attention once in nine months wherein bogies are replaced which is also a part of sick line activity.

1. Initial and final measurements including wheel and tyre on arrival and after IOH recording of Roller bearing details and register maintenance.

2. Coach positioning, jack setting, coach lifting, placement of trustles, shifting of bogie for transportation to the respective nominated workshops. The overhauled bogies received from the workshops is reassembled and lowering.

3. Coach Centre pivot cleaning, examination, dye penetrate testing before lowering.

4 Axle box safety strap removal and refitting, dashpot assembly and side bear examination and attention crown clearance adjustment to wheel dia if required.

5. Buffer gear dismantling, adjustment of buffer projection and plunger stroke, examination of shock absorber; draw gear, replacement and painting.

6. Air brake testing, painting, dirt collector cleaning, single car testing, ICV testing and replacement. 7. Painting of foot board. 8. Under frame examination for corrosion, scratching, dusting and painting with red oxide and then with bituminous black. 9. Intensive cleaning of IOH coach and exterior washing

10. Welding and cutting works in underframe ,pipe lines etc

11. Carpentry attention

12. Minor painting works, stencilling application of putty etc.

14. IOH shed cleaning and upkeeping

15. Store activity.

2.9.3 IOH ATTENDED

Year JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 2013 - - - 08 06 07 05 09 08 05 08 07 2014 10 15 09 09 08 05 05 03 09 06 05 02 2015 07 07 02 04 - 02 02 05 05 08 10 09 2016 09 07 14 17 29 07 02 02 04 02 06 16 2017 10

2.9.4 Registers kept at IOH Depot:

1. IOH dimensional check register

2. Check list for bogie details

3. Check list for Buffing gear, draw gears, underframe register

4. Checklist for Air brake Register

5. Single car test Register

6. Daily released coaches register

7. Daily road occupation register

8. Job distribution register

9. 17 hours position register

10. Calibration history register

11. Corrective action register

In addition to the above, a quality manual, quality procedure and a work instruction booklet are also available here.

2.10 OTHER GENERAL ANCILLARY ACTIVITIES PEST control & LINEN Management:- • Pest control for the entire Primary maintenance coaches, linen management for AC coaches, pitline sweeping and dry cleaning, security and locking of Rakes and waste disposal activities are outsourced, though the pest control activity is out sourced, the Roach ball treatment is also being done by outsourced agency staff were engaged. The linen check for departure / arrival of PM trains are to be monitored by departmentally.

2.11 Miscellaneous activities :

Disinfestation Fenthion treatment Roof leakage Bacon treatment PF Jet washing Bio toilet checking

2.12 Details of outsourced activities

a) Coach cleaning contract (D.Senthil KKDI) b) Pest &Rodent contract M/S.Hughes & Hughes c) Running room (Selva Vinayaga groups) d) Linen Management (M/S.Premier Chennai) e) Bio-Toilet (M/S. Hughes & Hughes ) f) OBHS (SR enterprises)

2.13. Port folios for Supervisors

1 SSE - 1 Overall in-charge for C&W / RMM Depot activities such as Stores & Office, co-ordinating with other depots & departments, decision making etc.

2 SSE – 2 22662-Undergear inspection 3 JE Weekly trains attention -Undergear 4 JE 22662-Amenities 5 JE IOH 6 JE Pest/Linen/OBHS 7 JE PF 8 JE Bio-Toilet 9 JE Working as Leave Reserve & Rest giver for pit line, PF supervisors.

2.14 MINESTERIAL STAFF

One Office Superintendent is available at RMM depot looking after stores and office .The requirement of ministerial staff is excluded in this study since there is an another study is under progress for the cadre.

2.15 The Staff Strength at SSE/C&W/RMM

As per the Sr.DPO/MDU the sanctioned strength is 118 and the actual strength is 104 leaving 14 vacancies (net).

But, the statement from SSE/C&W/RMM shows an actual strength of 107 against the sanction strength of 128 showing 21 vacancies only.

The number of SSE/JEs in both list for sanction (13) and actual (9) is tallying. In this work study sanction strength is taken from Sr.DPO statement.i.e 118 and the actual strength is taken from the depot.i.e.107.(as on 22.06.2017).

Sl. Category Actual staff No. available 1. Sr.Technician (GP Rs.4200) 3 2. Technician-I (GP Rs.2800) 6 3. Technician-II (GP Rs.2800) 15 4. Technician-III (GP Rs.1900) 17 5. Helper C&W (GP Rs.1800) 33 6. Welder 1 7. OS 1 8. Carpenter sr.tech 1 9 Substitute 21 10. SSE 2 11. JE 7 TOTAL 107

The details staff, categories is given in the SAVE statement in Annexure-I.

CHAPTER – III

3.0 CRITICAL ANALYSIS

3.1 The periodical maintenance of coaching stock is a very important requirement for ensuring safety, punctuality and customer service. The regular attendance at platform and at the end of rake link at the base stations, secondary depots and at notified junction stations in the rake link is also of paramount importance. Watering, cleaning, attendance of amenities are also part of these activities.

3.2 There are some additional factors to be taken into consideration while arriving at the right size of man power required for each activity. They are late running trains, detention on account of other departments, different timings during monsoon trains, running of special trains, extra coaches, weather related issues etc. The timely supply of stores, running of departmental and freight trains, the obligation under inter change quotas with other division / zone, disasters etc also affect the coaching operations.

3.3 However there is an urgent need to minimise manpower utilisation because it is the main factor in arriving of productivity. The overall shortage of earnings from expenditure, operating ratio, performance efficiency index (PEI) etc of Southern Railway calls for prudent steps in this direction. RMM is not having freight traffic and hence cross subsidy is not possible.

3.4 Some of the measure need to be taken to minimise the Man power cost so as to achieve better Operating ratio.

(a) Imparting Training to technical staff for better and improved working.

(b) Outsourcing of activities like watering of coaches, interior cleaning of coaches, Maintenance of Bio-Toilets, Pest control & Rodent Management, Supply of Linens to AC Passengers.

3.5 MAN POWER REQUIREMENT: The manpower requirement is arrived on the basis of the average coaches handled per day.

3.5.1 (A) Primary maintenance

Details of Coaches under Primary Maintenance:

Sl. Train No Type Services No.of Average No.of No coaches coaches in a day

1 22662 SF Daily 23 23x7/7 = 23

2 22621 Exp 3 days 17 17x3/7 =13

3 16780 Exp 3 days 21 21x3/7 = 9

4 16733 Exp 1 day 23 23x1/7 = 3.3

=48.3

3.5.2 Avearage Primary maintenance in a day.

Super fast - 23 Coaches Express - 25.3 Coaches

Total - 48.3 Coaches

3.5.3 Manpower calculation

As per Bench mark/Yard stick norms for maintenance staff provision for Coach maintenance letter N.2000/M( C)/143/5 dated 24.12.2001

Super Fast trains @ the rate of 1.1 staff per coach = 23 coaches x 1.1 = 25.3 staff

Express trains @ the rate of 0.9 staff per coach = 25.3 x 0.9 = 22.77 staff

Total staff required to maintain 23 coaches of SF trains and 25 Coaches of Express trains = 25.3 + 22.77 = 48.07 staff

3.5.4 Secondary maintenance

Sl. Train No Type Services No.of Average No.of No coaches coaches in a day 1 15119 Exp 1 day 17 17x1/7 = 2.5 2 18495 Exp 1 day 23 23x1/7 = 3.3 = 5.8

3.5.5 Manpower calculation

Secondary Maintenance is carried out for about 5.8 coaches per day. Man power requirement for Secondary maintenance of 5.8 coaches @ the rate 0.45 staff per coach = 5.8 x 0.45 = 2.61 staff

Total Man power for Primary & Secondary Maintenance = 48.07 + 2.61 = 50.68 Say 51 Staff

3.6 Platform turn round & Platform activities:

In RMM, the maintenance for following trains are done at Platform. Train Nos.56722, 56724, 56726, 56730, 16102 & 16617. All four passenger trains and two express trains are attended PFTR.

Sl. Train No Type Services No.of Average No.of No coaches coaches in a day

1 56722 Passenger Daily 12 12x7/7=12

2 56724 Passenger Daily 12 12x7/7=12

3 56726 Passenger Daily 12 12x7/7=12

4 56730 Passenger Daily 12 12x7/7=12

TOTAL 48X0.18=8.64

5 16102 EXP Daily 19 19x7/7=19

6 16617 EXP 1 Day 21 21x1/7=3

TOTAL 22X0.23=5.06

3.6.1 As per the yard stick, 0.23 staff per coach for Express trains and 0.18 staff per coach for Passenger trains are allowed. This yard stick includes Turn round attention, Terminating/originating (inclusive of cleaning and examination at Platform).

Hence, the Man power requirement for Platform turn round and platform activities is as follows.

Man power requirement for 48 coaches (Passenger trains) @ the rate of 0.18 Staff per coach = 48 x 0.18 = 8.64 staff.

Man power requirement for 22 coaches (Express trains) @ the rate of 0.23 Staff per coach = 22 x 0.23 = 5.06 staff.

Total Man power requirement for PFTR = 8.64 + 5.06 = 13.70 say 14 staff.

3.7 Man power requirement for attention of Sick & IOH coaches: SICK RELESED

Total number of coaches marked sick during 2015 = 169 coaches Average No. of coaches marked sick p.m. during 2015 = 169/12 = 14 coaches. Total number of coaches marked sick during 2016 = 442 coaches Average No of coaches marked sick p.m. during 2016 = 442/12 = 37 coaches. Average number of sick coaches per month = 14 + 37 =51/2 = 25.45 or say 25 coaches.

3.8 IOH ATTENDED. Total number of coaches marked IOH during 2015 = 61 coaches Average number of coaches marked sick p.m. during 2015 = 61/12 = 5.08 coaches. Total number of coaches marked IOH during 2016 = 115 coaches Average number of coaches marked sick p.m. during 2016 = 115/12 = 9.58 coaches

Average number of sick coaches per month = 5.08 + 9.58 = 14.66/2 = 7.33 or say 7 coaches

No. of coaches under sick attention per month = 25 coaches No. of coaches under IOH attention per month = 07 coaches Total number of coaches under sick & IOH/month = 32 coaches

The Average No of Coaches Released In Sick/IOH Per Day =1.2 Say 1 Coach

Man power requirement 32 sick & IOH coaches @ rate of 0.14 staff per coach = 32 x 0.14 = 4.48 staff.

Say 5 staff

3.9 IRCTC Trains: No. of IRCTC trains attended during 2015 = 56 No. of IRCTC trains attended during 2016 = 51 Total = 107 Average per month = 107 / 2 = 53.5/12 = 4.45 trains per month or say 4 trains.

Man power requirement for 4 trains = 4 x 18 coaches = 72 coaches. No. of coaches per month = 2.4 coaches. No. of coaches per day is less than one only

The requirement of staff Maintenance/Sick etc @ the rate of 1.1 staff per coach = 2.4 x 1.1 = 2.66 or say 3 staff is allowed and their services during idle may be utilized in other short fall areas.

3.10 Miscellaneous activities: The contracts available at present is detailed below Sl. Name of the Name of the Value of the No. of No work Contractor contract in RS contract staff 1 Pest & rodent M/s. HUGHES & 2,33,38,530 03 control HUGHES 2 Coach cleaning D.Senthil , KKDI 95,30,560 30 3 Linen M/s. PREMIER, 1,42,72,648 14 Management Chennai 4 Bio- toilet M/s. HUGHES& 1,57,72,000 11 HUGHES 5 OBHS SR Enterprises 2,04,12,127 05

3.10.1 Even though, duly considering the activities outsourced, on need base, the following staff are allowed to manage the maintenance activities.

Linen Management - 2 staff OBHS - 1 staff Pest Control - 1 staff Bio Toilet Lab maintenance - 3 staff Total for Misc. activities 7 staff is allowed and their services during idle may be utilized in other short fall areas.

3.11 SUMMARY OF MAN POWER REQUIRMENT:

Sl. No. of staff Activity No. required

Primary Maintenance and Secondary 51

1 Maintenance

2 PFTR and Platform activities 14 3 IRCTC 3 4 Total 68

5 LR @ 12.5% FOR 68 STAFF 9

6 Sick line &IOH 5

7 Stores & material collection 3 Miscellaneous (Linen management/ 7 8 Pest control/ OBHS/Bio toilet

Total Say 92

3.11.1 The total Technocratic man force requirement is 92 including permitted ancillary cadres.

3.12 REQUIRMENT OF SUPERVISORS: There are 2 SSEs on rolls as against sanctioned strength of 9 and there are 7 SSEs posts lying vacant.

Requirement of SSEs: Over all Incharge 1 SSE Primary Maintenance & Secondary Maintenance 1 SSE PFTR/Platform activities 1 SSE Sick line/IOH/IRCTC trains 1 SSE Outsourcing activities/Amenities/Stores 1 SSE Total 5 SSEs

3.13 Requirement of JEs: There are 7 JEs on roll against sanction of 4 JEs., 3 JEs are excess to the sanction. Actual requirement of JEs on need basis is as follows.

Primary Maintenance & Secondary Maintenance 1 JE PFTR/Platform activities 1 JE Sick line/IOH/IRCTC trains 1 JE Outsourcing activities/Amenities/Stores & LR/RG 1 JE Total 4 JEs

3.14 Requirement Of Supervisors (SSE&JE) including LR & RG (5+4+3 ) =12

3.15 SUMMARY OF REQUIREMENT OF STAFF AT SSE/C&W/RMM

Sl. NO. CATEGORY REQUIRMENT SSE 1 8 JE 2 4 3 Technicians/Khalasis/Sub-khalasis 92 Total 104

3.16 COMPOSITE STATEMENT OF SANCTION ACTUAL REQUIREMENT AND EXCESS.

SANCTION ACTUAL REQUIREMENT EXCESS CATEGORY (A) (B) (C) (A-C) SSE 9 2 8 01 JE 4 7 4 0 Technicians/ maintenance 105 97 92 13 staff Total 118 106 104 14

3.17 SANCTION VS REQUIRMENT

Sanction Requirement Excess 118 104 14

SUMMARY OF RECOMMENDATIONS

Recommendation No.1: One vacant post of SSE in GP Rs.4600/- is found excess to requirement; and the same may be surrendered and credited to vacancy bank. (1 post) Revised Recommendation No.2: Nine vacant posts of Technician Gr-I in GP Rs.2800/- are found excess to requirement, the same may be surrendered and credited to vacancy bank. (9 posts)

(TOTAL – 10 POSTS)



CHAPTER – IV

4.0 PLANNING BRANCH’S REMARKS ON CO-ORDINATING OFFICER’S VIEWS:

With reference to the work study report No.G.275/WSSR-421718/2017-18 dated 10.08.2017 for RMM depot, the following remarks are given below:

Para 3.5.1 - No of staff calculated by work study inspector for PM as 48 is accepted.

Para 3.5.4 - No of staff calculated by work study inspector for SM as 03 is accepted.

Para No.3.6 - Platform turn round & Platform activities: Platform turned round coaches at RMM per day as calculated by the work study inspector as 71 coaches is accepted.

Manpower required for maintenance of PF turned round coaches as calculated by the work study inspector as 14 staff is accepted.

Yardstick of 0.45 men given for interior dry cleaning for the terminating/originating trains (PFTR) for 71 coaches is not taken into account by the work study inspector. On this account men required is 71 x 0.45 = 31.94 (say 32 men).

Para No.3.7 & 3.8 - Manpower requirement for Sick line attention :- Man power requirement for sick line attention is given as 0.14 men per coach. Hence it is to be calculated for the holding (171 coaches) but not to the actual average sick. Hence, man power requirement for sick line attention will be 23.94 (say 24 men).

Para No.3.9 - Man power requirement for IRCTC train as worked out by the work study inspector as 3 men is accepted. Para No.3.10 - Miscellaneous activity : Man power requirement for Linen management as worked out by the work study inspector as 2 men is accepted. Men required for OBHS, Pest control, Bio Toilet Lab maintenance as given by the work study inspector is accepted.

The following are the left over items not discussed by the WSI: 1. Statistical work: Men prescribed for statistical work as per Bench Marking is 8 men where the holding is 150 or more. In RMM depot the holding is 171 coaches. Hence, men required for statistical work is 8 men. 2. Material storage / Accountable: Men prescribed for this work is 26 men per coaching depots holding is 150 or more. Coaching holding of RMM depot is 171 coaches. Hence, men required for this work is 26 men as per Bench Marking norms. 3. Watering of coaches: it is based on local conditions: Men required for watering is 2 men per shift. Total 4 men per day. 4. Staff training: In RMM depot there are 40 C&W Tech. Each technician should be sent for RC(Two weeks) once in 3 years. Hence staff required for training will be 40 x 14/3 = 183 man days which is approximately 1 man per day.

Summary of Man power requirement

Men

Sl. No. Sl.

Activity

Division Division

required

No. No. staff of

Remarksof

calculated by

to worktostudy corresponding Primary Maintenance and 51 51 Accepted 1 Secondary Maintenance 2 14 14 Accepted PFTR and Platform activities Interior dry cleaning for the 00 32 Not Accepted terminating / originating trains 3 (PFTR) for 71 coaches. 03 03 Accepted IRCTC 02 02 Accepted Linen Management 01 01 Accepted OBHS 01 01 Accepted Pest control 03 03 Accepted Bio-toilet maintenance 00 08 Not Accepted Statistical work 03 26 Not Accepted Material storage Watering 00 04 Accepted Staff Training 00 01 Not Accepted 4 Total 78 146 Accepted

5 LR @ 12.5% FOR 68 STAFF 10 18 Accepted 6 Sick line &IOH 05 24 Accepted Grand Total 93 188 Accepted

Bench Marking Norms (other than sick line) are inclusive of rest giver allowance (RG) but LR may be provided as applicable (12.5%). For sick line both LR & RG are included.

Work study inspector has excluded all other items excluding PM,SM,PFTR & IRCTC for calculating LR. Had he calculated like this his calculation would be 93 instead of 92.

The ratio of supervisors Vs non-supervisory is 1:11 ie., for 11 staff. No. of supervisors required is 1. Supervisors required is - 17 LR @ 12.5% - 02 Total supervisors required - 19

Para 3.16: Composite statement of Sanction, Actual, Requirement & Excess:

Sl. Category

No Excess / Sanction Actual Requirement Shortfall (A-C) (A) (B) (C )

1 SSE 09 02 19 07 2 JE 04 07 3 Technicians / 105 97 188 83 Short Maintenance staff Total 118 106 207 89 Short

Para 3.17 : Sanction Vs Requirement

Sanction Requirement Excess / Shortfall

118 207 89 Short

Conclusion: Out of a sanction of 11 ancillary posts, there exist 9 vacancies. These vacancies could not be filled up since volunteers for these posts from Loco Helpers is black as there is only 4 helpers are available due to closure of steam shed and they are also not will to volunteer for these posts. Another channel is available from Helper/C&W. They are also not willing for these posts as the promotion chances are very very remote when compared to the channel for promotion to Tech Gr.III/C&W. There is no direct recruitment to these categories through RRB also. Their duties managed with difficulties by the existing Tech/C&W. Surrendering of another category for these vacant posts which could not be filled is not correct. From the above points put forth it is clear that the surrender of any of the category at RMM depot will not arise. Hence, the recommendations for surrender of 1 post of SSE/C&W and 13 post of Tech Gr.I by the work study Inspector is not accepted. Planning branch remarks. Interior dry cleaning: As per the para no.3.6.1 it was arrived for PFTR&PF is 14.The average no. of trains dealing at PF is ; Sl. Activity Average no. of trains per day Average no. of No trains per shift. 1 Reception 7.4 (6 daily+ 1.4(3 weekly) 2.5 2 Despatch 7.4(6 daily+ 1.4(3 weekly) 2.5 3 PFTR(Dry sweeping, 5.1 (4 Passenger trains requires 1.7 Toilet cleaning, dry sweeping and 1.1 Exp. Train watering) requires toilet cleaning which also having bio- toilet. Water filling is common. From the above it could be understood that in a shift a batch is handling to an average of 2.5 trains reception ,2.5 trains despatch and 1.7 trains PFTR, for which 5 staff per shift(Total 14+1.75 LR) allowed which is comfortably enough. In the PFTR activities 90% of trains are passengers which are regularly maintained in the nearest mother depots, ie.MDU &TPJ requires only minimal attention at RMM. The allowed 14 staff with LR is sufficient.

Para 3.7 & 3.8 Man power requirement for Sick line attention.

The Bench marking norms given as 0.14/coach held means the number of coaches held at sick line on a day for attention. Moreover, the manpower is calculated on the daily released average basis, and the average coaches marked as sick and attended is only one coach per day, for which 5 staff was allowed in work study which is sufficient. (1) Statistical work. Now a days most of the statistical activities are computerised and made simple . The man power arrived for the major activities by applying bench mark norms issued by RB during 2001. The past 16 years there are lot of technical advancements achieved in the C&W side..i.e. Composite brake blocks, Modified bushes, Hytral washers, BMBC, Disc brakes, Modified air pipelines etc..is reducing the maintenance activities to the considerable level. In the calculation manpower allowed for major maintenance is as per BM which is over and above to the actual deployment, they have to cover including statistical work. Hence for the Statistical work , there is no need of any separate staff.

(2) Material storage/Accountable. At present only one store is functioning effectively in a limited space with two staff and the study team allowed 3 staff on need basis is sufficient. (3) Watering of Coaches: As per the extant norms for watering of coaches manpower is allowed in local conditions basis. The man power allowed for the PFTR activities including to carryout watering. (4) Staff Training: Staff Training is not covered by the Bench marking norms. A master circular issued by the RB for staff reserve norms emphasis to provide separate reserve for staff training for the operating branch only. Hence, the available LR may be utilised for the replacement of staff undergoing for training. (5) supervisors The supervisors sanction strength is 13 and actual is 9 only. The work study arrives the requirement is 12 and identified 1 supervisor post is surplus .Though ratio was not applied on need basis 12 supervisors are sufficient which is 3 more over the present actual of 9 supervisors.

Conclusion: Filling up of ancillary categories or any other categories are the responsibility of the Division .This work study identified the total manpower requirement by referring the present workload by applying the Benchmark norms and need basis to the quantity of 104. The recommendations are to surrender 14 posts in preliminary work study report.

However, duly considering the future work load after discussion with Co-ordinating Officer, 4 more Technicians / Gr.I are allowed to continue. The revised recommendations are 1 SSE & 9 Technician/Gr.I, Total 10 posts as surplus.

The Ten surplus posts recommended by the work study team may be complied by the Division.

CHAPTER – V

5.0 FINANCIAL SAVINGS

5.1 If the recommendations of the study report are implemented, the annual financial savings will be as under:

Sl. Category Grade pay No. of Money Annual No. (Rs.) post Value savings (Rs.) (Rs)

1. SSE 4600 1 98322 1179864

2. Technician Gr.I 2800 9 63787 6888996

TOTAL 8068860

.

ANNEXURE – I

‘S.A.V.E.’ STATEMENT OF SSE / C&W /RMM

Sl. Category Grade S A V E No Pay(Rs.)

1. SSE/C&W 4600 9 2 7 -

2. JE/C&W 4200 4 7 - 3

3. Sr.Technician /C&W 4200 7 3 4 -

4. Technician Gr.I/C&W 2800 30 6 24 -

5. Technician Gr.II/C&W 2400 11 15 - 4

6. Technician Gr.III/C&W 1900 10 16 - 6

7. Helper/C&W 1800 36 53 - 17

8. Technician Gr.I/Loco Fitter 2800 0 0 0 -

9. Sr.Tech. /Carpenter 4200 1 1 0 -

10. Tech.-I / Carpenter - I 2800 1 0 1 -

11. Tech.-II / Carpenter 2400 1 0 1 -

12 Sr.Tech. /Trimmer 4200 1 0 1 -

13 Tech.-I / Trimmer 2800 1 0 1 -

14 Tech.-II / Trimmer 1900 1 0 1 -

15 Sr.Tech/Painter 4200 1 0 1 -

16 Tech.I/Painter 2800 1 0 1 -

17 Sr.Tech./Welder 4200 1 0 1 -

18 Tech.I/Welder 2800 1 1 - -

19 Tech.II/Welder 2400 1 0 1 -

TOTAL 118 104 44 30

NET VACANT 14