G.275/Wssr-071718/2017-18 Work Study to Review the Staff Strength at Boiler Shop-Goc

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G.275/Wssr-071718/2017-18 Work Study to Review the Staff Strength at Boiler Shop-Goc 1 G.275/WSSR-071718/2017-18 WORK STUDY TO REVIEW THE STAFF STRENGTH AT BOILER SHOP-GOC 2 SOUTHERN RAILWAY PLANNING BRANCH G.275/WSSR-071718/2017-18 WORK STUDY TO REVIEW THE STAFF STRENGTH AT BOILER SHOP -GOC STUDIED BY WORK STUDY TEAM OF G.275/WSSR-121617/2016-17 PLANNING BRANCH AUGUST - 2017 . 3 I N D E X SERIAL CONTENTS PAGE NUMBER NUMBER (i) ACKNOWLEDGEMENT 1 (ii) TERMS OF REFERENCE (iii) METHODOLOGY (iv) SUMMARY OF RECOMMENDATIONS 2 CHAPTERS I INTRODUCTION 3-8 II PRESENT SCENARIO 9-17 III CRITICAL ANALYSIS 18-22 IV PLANNING BRANCH REMARKS ON CO-ORDINATING 23 OFFICER’S VIEWS V FINANCIAL SAVINGS 24 ANNEXURES I BOILER SHOP DETAILS 25-34 II TRAINING DETAILS 35 III IR CODE FOR MECH WORKSHOPS 36-37 IV CO-ORDINATING OFFICER’S VIEWS 38 . 1 (i) ACKNOWLEDGEMENT The work study team acknowledges the valuable guidance given by Dy.CME/GOC,PE/GOC,APE/GOC, SSE/Planning, SSE/Boiler Shop and the staff of Shop which was very helpful in completing the study in time. (ii) AUTHORITY Annual programme of work studies for the year 2017-18 (iii) TERMS OF REFERENCE Work study to review the staff strength at Boiler Shop/GOC (iv) METHODOLOGY The work study team has applied the following techniques in conducting the work study. (1) Collection and compilation of Data. (2) Observation of present system of working. (3) Interaction with Dy.CME/GOC,PE/GOC,APE/GOC, SSE/Planning, SSE/Boiler Shop and the staff of Shop (4) Discussion with Officers and Supervisors (5) Provision as per AT/TT/yardstick/requirement as deemed fit. (6) Evaluation of the manpower requirement for the current workload as Well as to meet the Production Schedule for the Financial Year 2017-18. 2 (v) SUMMARY OF RECOMMENDATIONS Category Sanction Actual Required Surplus SSE 8 6 6 2 JE 4 1 1 3 Recommendations Two posts of SSE in Grade pay Rs.4600/- and Three posts of JE in Grade pay Rs.4200/- are found excess to the requirement, may be surrendered and credited to the Bank of Surplus Posts. ( 5 Posts) . 3 CHAPTER-1 1.0 Introduction: 1.1 Golden Rock Railway Workshop The Golden Rock Railway Workshop (officially Central Workshop, Golden Rock) is situated in Ponmalai (Golden Rock), Tiruchchirappalli in the Indian state of Tamil Nadu, is one of the three mechanical railway workshops serving the southern zone of the Indian Railways. This repair workshop is basically a "Mechanical Workshop" which comes under the control of the Mechanical Department of the Indian Railways. The other two mechanical workshops of Southern Railway are located in Perambur, Chennai. They are "Carriage Works, Perambur" and "Loco Works, Perambur". 1.2 This central workshop was set up in 1897 by South Indian Railways at Nagapattinam mainly to cater to the requirement of steam locomotive maintenance. South Indian Railways decided to shift the workshop to Trichinopoly, presently known as Tiruchchirappalli, owing to its locational advantage. Consequently, foundation stone was laid by Mrs. R.P. MUNRO on 20.10.1926. It was shifted to Tiruchchirappalli in 1928 because of its strategic location. The Central Workshop, Golden Rock is functioning at Tiruchchirappalli since then. The total area of this workshop is around 200 acres (0.81 km2), out of which 26 acres (110,000 m2) is covered under roof. At present 6,091 employees are working in this workshop. This workshop is primarily engaged in the activities of DSL Loco POH, heritage steam locomotive POH, coaching stock maintenance and wagon manufacturing and other sundry activities. This workshop does have a long traverser way around 600 metres long and 80 feet (24 m) wide. This workshop was involved in repairing of Royal Air Force's air planes during World War II. This workshop when built had state-of-the-art facilities rarely seen in those days. It had its own powerhouse which generated electricity for the workshop and the colony. In fact, Railway colony, Golden Rock was one of the first places to be lit by electrical lights in Tiruchchirappalli city those days. 4 1.3 The organizational set up of Boiler Shop/Central Workshop /GOC is as below : CWM Dy.CME WPO WM PE AWM APE SEs JEs 1.4 BOILER SHOP 1.4.1 This Shop is responsible for POH / conversion of X class locomotives. In view of the UNESCO's world heritage site status given to the Nilgiri Mountain Railways, maintaining and augmenting the rolling stock for this Railway has gained significance. The Golden rock workshops has been entrusted with the responsibility of carrying out the POH of X-class locomotives (special locomotives which have a toothed cog which engages with the racks available in the railway track in very steep gradients)and manufacturing of new locomotives. 1.4.2 At the time of POH, the original coal-fired boiler of the loco is converted into oil fired loco without altering the external looks to preserve the heritage value. The conversion has become necessary in view of the logistics, economy and availability of coal for the loco. At present the workshop has also secured the order for manufacturing 4 X class locomotives. 1.4.3 Apart from the regular Reclamation / Manufacture of DSL components viz., Equalising beams, Side buffers, Cattle guards, Main Reservoirs, Lube oil filters, Dust guard, ECG Guard, Sand box, etc., 1.4.4 Reclamation / Manufacture of Coaching components viz., Brake beams, Equalising stays, Buffer plungers, Battery fuse box, Body part pillars, etc., 5 1.4.5 Reclamation/ Manufacture of Components pertaining to other divisions under A, C orders. 1.4.6 This present work study is to review the staff strength at Boiler Shop of this Workshop. 1.4.7 This work shop is an incentive based shop working under the Chittaranjan Pattern Scheme of Incentive. 1.5 CHITTARANJAN PATTERN SCHEME: 1.5.1 Introduction Piece work bonus systems were in existence in certain workshops like Jamalpur, Kancharapara and Perambur prior to Independence. The Railway board decided in 1949 to introduce some form of incentive scheme in Railway workshops to afford direct financial incentive to workers who exceed a minimum level of performance. The first formal incentive scheme was introduced in Chittaranjan Locomotive Works in December 1954. Time was the basis of this scheme and the time standards used were pre-determined after systematic work measurement. The scheme was considerable success and it was extended to Integral Coach Factory in 1960. 1.5.2 Salient Features of Chittaranjan Pattern of Incentive Scheme: Under the incentive bonus scheme, the basic wages are guaranteed to all the works. Time is yardstick for measuring work. The various operations in the workshops are subjected to time study measurement. The allowed time are so fixed that the workman of normal ability may earn 33-1/3% bonus over and above his basic wages in respect of period spent on piece-work jobs. This allowed time includes all allowances such as fatigue, general handling, and gauging and production bonus allowance. The scheme is based on the concept that an average worker while working under non-incentive conditions is assumed to be working at a rating of 60 units. 6 The same worker while working under incentive conditions would be expected to improve his ratings to 80 units i.e., 33-1/3%more. It is expected that an average worker would complete an operation in ¾ of the allowed time. The time saved/lost on the time allowed in each operation is calculated separately for each worker and the gain or loss cannot be carried over to the next month. 1.5.3 The various terms in use and their meaning is given below. The incentive workers are classified as Direct, Essentially Indirect and Indirect Workers. Supervisors are directly responsible for idle time arising out of lack of work and lack of tools. Apprentices are not eligible for participating in the incentive bonus scheme. DW - Direct workers: They are so called because they play a direct role in producing output. ‘Direct role’ means that their role is confined to those mandatory operations that need to be performed as per ‘CAMTECH’ on the arising to produce the out turn. It does not include ancillary activities such as procurement of materials, tools etc that need to be done to perform the operations. They earn bonus ranging from 1% to 49% based on the time saved on doing a particular operation. EIW - Essentially Indirect Workers: They supplement the efforts of the DWs in producing out turn by procuring materials, picking up tools, erecting implements etc. Since their role is not directly linked to the out turn and is only supplementary in nature, they are entitled to only 80% of the bonus earned by the DWs they assist. IW –Indirect worker: Their role is confined to such of those activities that are in no way linked to the out turn, such as keeping the shop floor clean etc. They do not get any incentive. Outturn: The results of incentive working will be determined on basis of the total quantity ‘Passed’ in respect of each operation, as recorded on the job card. AT –Allowed Time: As and when an arising rolls in to a work shop for POH, operations that need to be performed as mandated are determined and the time taken to complete such 7 operations are computed based on the computation sheet that lists the time required to perform various operations. This is called as Allowed Time. As such, AT denotes the workload of an incentive shop. AT is fixed based on time study and takes in to consideration various factors, such as infrastructure, skill set etc, that determine the capacity of a worker to produce an output.
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