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WORK STUDY TO REVIEW THE STAFF

STRENGTH

AT SSE/C&W/KCVL

THIRUVANANTHAPURAM DIVISION

SOUTHERN RAILWAY

PLANNING BRANCH

G.275/WSSR-221718/2017-18

STUDIED BY

WORK STUDY TEAM

OF

PLANNING BRANCH

SEPTEMBER 2017

.

WORK STUDY TO REVIEW THE

STAFF STRENGTH AT

SSE/C&W/KCVL -

TVC DIVISION

I N D E X

SERIAL

NUMBER

CONTENTS PAGE

NUMBER

(i) ACKNOWLEDGEMENT

1 (ii) TERMS OF REFERENCE

(iii) METHODOLOGY

(iv) SUMMARY OF RECOMMENDATIONS 2

CHAPTERS

I INTRODUCTION 3 - 4

II PRESENT SCENARIO 5-21

III CRITICAL ANALYSIS 22-30

IV PLANNING BRANCH’S REMARKS ON CO-RDINATING

OFFICER’S VIEWS 31

V FINANCIAL SAVINGS 32

ANNEXURES

I SANCTION, ACTUAL, VACANCY & EXCESS

STATEMENT OF SSE/C&W/KCVL

33

II RAILWAY BOARD’S LETTER 2000/M(C)/143/5 DATED

24.12.2001.

34-36

III RAILWAY BOARD LETTER NO.95/M(C)/141/1 DATED

31.01.2007 37-38

IV VACANCY STATEMENT ISSUED BY Sr. DPO/TVC 38-39

V CO-ORDINATING OFFICER’S VIEWS 40-45

.

1

(i)

ACKNOWLEDGEMENT

The work study team acknowledges the valuable guidance and

co-operation rendered by Sr.DME/TVC, ADME/KCVL (Co-ordinating

Officer), SSE/C&W/KCVL (Co-ordinating Supervisor) and other

Supervisors of KCVL in completing the 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/KCVL-Thiruvananthapuram

Division.

(iv)

METHODOLOGY

The following methodology has been adopted while conducting the study.

1. Collection of data.

2. Observation of activities at KCVL Depot.

3. Application of relevant yardsticks on ground realities.

4. Effect of modern technologies, likely changes in the near

future in the quantum of activities and improvements.

.

2

(v)

SUMMARY OF RECOMMENDATIONS

REVISED RECOMMENDATION

The vacant posts mentioned below are found excess to the

requirement, the same may be surrendered and credited to the

vacancy Bank.

(Total – 7 Posts)

Category Grade Pay Surplus

Junior Engineer

4200/- 2

Helper 1800/- 4

Carpenter 1800/- 1

TOTAL 7

3

CHAPTER – I

1.0 INTRODUCTION

1.1 Thiruvananthapuram, formerly known as Trivandrum is the capital city of

Kerala, located on the West coast of India. It was a trading port for Spices,

sandalwood and Ivory. The city gets its name from Thiru-anantha-puram

meaning the “city of Lord Anantha” derived from the deity of the Sri

Padmanabhaswamy temple.

1.2 The TVC division was formed on 2nd October 1979, carved out of the portions

of Madurai and Olavakkod (presently Palakkad) divisions. It is a passenger

oriented division situated at a distance of 910 Kms from Southern Railway

Headquarters. Approximately 60 Express/Mail trains and nearly 60 passenger

trains are being operated on an average by this division.

1.3 Thiruvananthapuram division is one of the six divisions of Southern Railway

having a route klometrage of 625 Kms with 896 running Track kilometres.

Southern Railway network serves the states of Tamilnadu, Kerala, Puducherry

and parts of Karnataka and Andhra Pradesh.. The total Kilometres aggregate

to 7194 Kms, of which 5080 is route kilometres with 4770 Kms as BG and

380 Km as MG out of which 2792 Kms are electrified.

1.4 Mechanical Branch plays a vital role in 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

procedure. Standardisation and inspection is also an important

aspect for smooth functioning of the system. Timely supply of

Quality Stores is another important factor.

4

1.5 The improvements in the rolling stock, the latest being CBC

Coupling has not only resulted in higher speeds and safety but

also easy maintenance. The role of Electrical Branch is increasing

after electrification, introduction of EMUS / MEMUs and computer

applications in loco as well as in maintenance practices. The

outsourcing of some activities is also a factor while reviewing the

staff strength. The overall productivity is to be achieved not only

by more production but also by qualitative training and effective

man power utilisation through rightsizing.

1.6 In order to implant a sense of belonging and better care in maintenance, the

coaches of a particular base division are to run only by rakes primarily

maintained by the Division. As per the revised policy circular No. 4 of 2007,

maintenance pattern for coaching trains is broadly classified into 5 groups, in

which it stipulates the schedule of maintenance for various categories of

trains. Accordingly, Primary maintenance is to be carried out after a run of

3500 Kms in respect of Mail/Exp, whereas En-route attention be carried out

after every 250 to 350 Kms. The details of work is broadly classified as

✓ Preventive maintenance at Pit line.

✓ Under gear examination and brake system

✓ Internal cleaning, Passenger amenities and watering

✓ External washing.

✓ Continuity check and Brake power check.

1.7 Out of 18 Coaching depots of Southern Railway, Trivandrum division has 5

to its credit viz., TVC, KCVL, ALLP, ERS and NCJ, of which the study pertains

to C&W depot/KCVL. Needless to say that TVC division is the highest coach

Holding in Southern Railway with 1773 coaches.

1.8 An attempt has been made to arrive at the manpower requirement based on

not only the yardstick but also the salient features of various modern

technologies.

5

CHAPTER-II

2.0 PRESENT SCENARIO

2.1 The C&W Depot/KCVL is situated at 5 Kms from

Thiruvananthapuram central which is 910 Kms away from Southern

Railway headquarters. The KCVL depot started functioning from

30.03.2005. It is surrounded by the famous tourist place Veli Lake,

International Airport and major IT centres of Kerala viz., Techno

Park and Techno City. Apart from these, KCVL is surrounded by

Vikram Sarabhai Space Centre (VSSC), Liquid Propulsion Systems

Centre, National Centre of Earth Science Studies,

Travancore Titanium Products and Indian Institute of Science

and Research (IISR). Beside this, Kochuveli is a satellite

Passenger Rail Terminal station.

2.2 The core activities of the depot are

➢ Pit line Maintenance

➢ Sick line Maintenance

➢ Platform Maintenance

Ancillary activities

➢ Stores

➢ M&P Section

➢ IMS Monitoring

➢ Relief & Rescue

Outsourced Activities.

➢ Interior and Exterior Washing of Coaches.

➢ Watering of coaches.

➢ Pest and Rodent Control.

➢ Linen Management.

➢ On Board House Keeping Management (OBHS)

➢ Buffing of stainless steel parts of the Coaches.

➢ Annual Maintenance operation of Bio toilets.

➢ Annual Maintenance of Fire extinguishers.

6

2.3 Presently the coach holding of the depot is 287 including Special

trains. The salient features of the depot are appended below.

✓ CAMTECH design pit lines having a capacity of 24 coaches.

✓ RCD commissioned on 30.04.2008 with a capacity of 20000

litres.

✓ Sick line shed started functioning from 05th November 2012.

✓ BOOT laundry started functioning from Ist April 2015 with a

capacity of 3 tonnes per shift and having an average load of

7.5 tonnes per day.

✓ Bio Toilet Effluent Testing Lab started functioning from 22nd

June 2015.

✓ IOH activity started from 29th March 2016 and for LHB

coaches from 14.04.2017.

✓ OBHS started from 14.04.2017.

✓ Number of Pit lines ---- 3 (each 650 mts)

Number of Sick lines ---- 3 (60-70 mts)

2.4 Coach holding of SF/MAIL/EXP/Passenger trains at C&W

/KCVL Depot.

T.No ACCW ACCN WCB SCN GS SLR TOTAL

12625 12 30 6 72 12 12 144

16316 2 6 0 28 6 4 46

22659 1 3 0 8 6 3 21

GHY

SPL

0 0 0 12 6 2 20

MAJN

SPL

0 1 0 8 8 2 19

TOTAL 15 40 6 128 38 23 250

Apart from these, the train No. 16312 with 22 coaches (LHB coach)

& the train No.12202 with 15 coaches (Garibrath) is also

maintained at this shed amounting to 287 coaches.

7

2.5 For convenience of the administration, the coaching stock is

classified into two categories. One is Passenger coaching vehicles

(PCV), mainly used for carrying passengers and the second one is

Other coaching vehicles (OCV) which includes Inspection carriage,

Saloons, Pantry cars, Military car and composite luggage cum brake

van etc.

2.6 Coaching stock is periodically overhauled in the workshops at

prescribed intervals according to their service and usage. For PCVs,

the periodicity for POH is 18 months, whereas it is 24 months for

OCVs. In respect of IOH, the periodicity is 9 months.

2.7 The organisation set up of this unit:

Sr.DMETVC

DME/TVC

ADME/KCVL

SSE/C&W/KCVL

2.8 THE STAFF STRENGTH AT SSE/C&W/KCVL

The details of staff strength is given in the scale check is also

placed as Annexure-I. The sanctioned strength is 194 whereas

the actual is 166 leaving behind a vacancy of 28.

Sl. No.

Category Sanction Actual Vacancy

1. SSE 8 6 2

2. JE 10 6 4

3. Ch.OS 0 1 -1

4. Sr.Technician 12 10 2

5. Technician-I 29 20 9

6. Technician-II 23 21 2

8

7. Technician-III 35 34 1

8. Helper 69 65 4

9. Welder 2 2 0

10. Trimmer 1 1 0

11. Carpenter 3 0 3

12. Painter 2 0 2

TOTAL 194 166 28

2.9 BRIEF OUTLINE OF ACTIVITIES

❖ Primary maintenance

❖ Secondary maintenance

❖ Sick line activities

❖ IOH activities

❖ Store activities

❖ Bio lab, Bio maintenance

❖ Coaching cell/complaints

❖ OBHS

❖ BOOT Laundry

❖ M&P maintenance

❖ Contract activities

2.10 PRESENT ENGAGEMENT OF STAFF – PRIMARY MAINTENANCE OF COACHES.

Primary Maintenance is to be undertaken on all running coaches at

Primary Depot and shall include periodical schedules as also trip

schedules.

Periodical Schedules are:

Schedule A : Every month (grace period 3 days).

Schedule B : Every three months (grace period 7 days)

IOH : Every nine months (grace period 30 days)

POH : 18 months

9

22 activities are listed under Schedule A including trip schedule,

cleaning washing, testing, checking, oiling, lubrication, inspection

etc. This can be done without detaching the coaches. Nine

activities are listed under Schedule-B apart from all the activities

under Schedule-A, for which no detachment is required in normal

course.

2.11 Trip Schedule

Nine activities are listed under this head with many activities

having sub-activities. All the coaches of long distance trains having

3500 kms run and Mail/Exp trains are given trip schedule at the

end of the trip.

2.12 Washing and Cleaning of Coaches :

Detailed instructions are given in Appendix – E (Rule 3.8.1) for

a) External cleaning and washing

b) Cleaning of buffers and screw coupling

c) Interior cleaning of 1st class, AC coaches, second class coaches.

d) Interior cleaning of parcel, luggage and brake vans

e) Cleaning of lavatories

f) New and existing trains

2.13 Deployment of staff for various activities:

Sl. No.

Activity Sr. Tech Tech Helper

1 Gang I 1 10 6

2 Gang 2 1 13 3

3 Gang 3 1 12 3

4 Gang 4 2 8 5

5 Sick Line 1 12 13

6 Platform 4 6 4

7 Contract billing 0 0 2

10

8 OBHS 0 0 1

9 Bio maintenance 0 1 2

10 Pest control 0 1 1

11 Bio Lab

0 1 0

12 Store collection 0 0 4

13 Special gang 0 3 4

14 RCD 0 1 0

15 Coaching cell

0 2 2

16 Time section /

Pass / Misc

0 1 2

17 Laundry 0 1 4

18 Control/Driver 0 2 3

19 Store 0 1 2

20 Welder 0 2 0

21 Trimmer 0 1 0

22 Resigned but still

on Roll

0 0 4

TOTAL 10 78 65

2.14 Activities involved in Platform Maintenance:

1. Rolling in examination

2. Visual Inspection of hanging parts, unusual sound.

3. Axle box feeling.

4. Pulling of DV release valve.

5. Cleaning, watering and certification of PFTR trains.

6. Continuity check.

7. Rolling out examination.

11

Details of PFTR Trains :

Sl.

No

Train No. From To No. of

coaches

Days of turn

round/

week

Daily aver

age

1 12257/12258 KCVL/YPR YPR/KCVL 18 Thrice 8

2 12777/12778 KCVL/UBL UBL/KCVL 14 Once

2

3 16561/16562 KCVL/YPR YPR/KCVL 16 Once

12

4 16315/16316 KCVL/SBC SBC/KCVL 23 Twice

7

5 22113/22114 LTT/KCVL KCVL/LTT 18 Twice

5

6 07115/07116 HYB/KCVL KCVL/HYB 15 Once

4

Total - Avg / day 38

2.15 Details of Pass through trains :

• Two trains are shown as pass through trains at KCVL.

• Train No. 56308/56307-QLN Passenger; Daily service with 15

coaches.

• Train No. 56318/56317- NCJ-KCVL Passenger; Daily service with 15

coaches.

2.16 Platform Attention activities :

a) Pass through trains – Rolling in and rolling out examination,

axle box feeling and carriage watering.

b) Starting trains

Air-continuity test, spraying of deodorant, issue of BPC and

rolling out examination.

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.

12

2.17 Details of Primary Maintenance Trains :

Sl.

No

Train No. Train Name No. of

coaches

Days of turn

round/ week

Daily

average

1 12626/25 TVC-NDLS Kerala Exp 24 Six 21

2 16315/16 KCVL-SBC Exp 23 Twice

7

3 16311/12 KCVL-BKN Exp 21 Once

3

4 22660/59 KCVL-DDN Exp 21 Once

3

5 12201/02 KCVL-LTT Garibrath 15 Once

2

6 06335/36 KCVL-GHY Spl 20 Once

3

7 06065/64 KCVL-MAJN Spl 19 Once

3

Average / day 42

2.18 Details of Secondary Maintenance Trains

Sl. No

Train No. Train Name No. of coaches

Days of turn

round/week

Daily average

1 12218/12217 Sampark Kranthi (CDG)

21 Twice 7

2 12483/12484 ASR Exp – KCVL-ASR 23 Once 3

3 19260/19259 KCVL-BVC Exp 19 Once 3

4 19262/19261 KCVL- PBR Exp 18 Once 3

5 19331/19332 KCVL-INDB Exp 18 Once 3

Average / day 19

2.19. Machinery and Plants:

Sl.

No.

Description Qty. Location

1 Distributor Valve Test Bench 1No Sick line

2 Hand operated shearing Machine Heavy

Duty 1No Gents Rest

Room

13

3 Welding Plant Mini with accessories 6

KV 1No Sick line

4 Single Car Test Rig 2 Nos Pit line &

Sick line

5 Rake Test Rig 2 Nos Pit line

6 AirCompressor Portable Pneumatic CPS 160

1 No Pit line

7 Welding plant 300 Amps Thyristorised welding Rectifier

2 Nos. Sick line

8 High pressure Jet cleaning system 10

Hp

1 No Pit line

9 Drainage Pump heavy duty 5 Hp 3 Phase AC

1No Pit line

10 Fork Lift Truck 3 Tonne capacity 1 No Sick line

11 Air compressor with electric motor 3 Hp

200 litre tank capacity

1 No Sick line

12 Air compressor with 120 CFM with air

drier

1 No Pit line

13 Electronic flow scrubber 2 No Near

Coaching cell

14 Welding plant, converted to A & C Plant 1 No Pit line

15 Multi scrubber E 700 1 No Sick line

16 Jamalpur Jack 15 tonne capacity 8 No Sick line

17 Jamalpur jack 15 ton capacity 5 no Sick line

18 Platform truck :battery with charger,

capacity 2000 kg

2 no Sick line

19 Electric hoist .5 tonnes 1 no Sick line

20 EOT 10/3 capacity 1 no Sick line

21 Mud pump 2 hp 1 no Near

compressor

room

22 Hydro jet cleaning system 1 no Near

compressor

room

14

2.20 Intermediate overhauling activities (IOH)

1. Initial and final measurements including wheel and tyre on

arrival and after IOH recording of Roller bearing details and

register maintenance as per ISO and tool room management

instructions.

2. coach positioning, jack setting, coach lifting, placement of

trustles shifting of bogie to dismantling bay, bogie

dissembling, bolster dismantling, cleaning of bogie and

components with high pressure jet, reassembly and lowering.

3. Brake gear components examination, dismantling, cleaning,

renewal of damaged components and refitting.

4. Centre pivot cleaning, examination, dye penetrant testing

equalising stays and anchor links dismantling and refitting.

5. Axle box safety strap removal and refitting, dashpot assembly

and side bearers examination and attention crown clearance

adjustment to wheel dia.

23 High pressure cleaning system 10 hp 1 no Pit line

24 Welding plant 400 tonnes 1 no Pit line

25 Single car test rig 1 no Sick line

26 Rake test rig 1 no Pit line

27 Welding plant 400 amps 1 no Sick line

28 Electric operated sewing machine with

clutch hand electric motor ¼ hp

1 no Platform

office

29 Coach floor scrubber 1 no Pit line

30 Pallet truck 1 no Stores

31 Spray paint machine with 24 litre

capacity air compressor with one pint

paint sprayer gun, 25 mtr 8 mm braced

hoist

1 no Night store

15

6. Deflecting testing of coil springs, grouping and colour coding

and painting of the same, dye penetration test, grouping and

examination of BSS hanger blocks and pins.

7. Buffer gear dismantling, adjustment of buffer projection and

plunger stroke, examination of shock absorber; draw gear,

replacement and painting.

8. Air brake testing, painting, dirt collector cleaning, single car

testing, ICV testing and replacement

9. Bogie scraping, dusting, cleaning and painting with primer

and bituminous, painting of foot board.

10. Under frame examination for corrosion, scratching, dusting

and painting with red oxide and then with bituminous black.

11. Re-examination, cleaning and ultrasonic testing of roller

bearing of 4 wheels, cleaning of axle box with high power jet,

dye penetrant testing, regressing and assembling, painting of

axle, axle box, re-profiling of wheels.

12. Intensive cleaning of IOH coach and exterior washing

13. Hoist and whiting jack operators.

14. Welding and cutting works in bogie frame, underframe pipe

lines etc

15. Carpentry attention, if any

16. Minor painting works, stencilling application of putty etc

17. Minor turning of axle box front cover, plate cutting with

shearing machine.,

18. Blacksmithy works as required

19. IOH shed cleaning and upkeeping

20. Material collection and jurisdiction works.

16

2.21. Registers kept at IOH Depot:

1. IOH dimensional check register

2. Check list for bogie details

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

register

4. Checklist for Air brake Register

5. Single check Register

6. Amenities / Check Register

7. Ultrasonic testing of Axle Register

8. Roller bearing related registers

9. Daily released coaches register

10. Daily road occupation register

11. Job distribution register

12. 17 hours position register

13. Calibration history register

14. Customer complaint register

15. Corrective action register

2.22 Sick line attendance from the past three years

MONTH 2014-15 2015-16 2016-17

APR 67 35 50

MAY 29 53 37

JUNE 34 63 41

JULY 61 43 52

AUG 65 56 64

SEP 46 42 60

17

OCT 47 45 61

NOV 42 31 52

DEC 36 42 42

JAN 70 49 27

FEB 52 31 18

MAR 52 46 35

TOTAL 601 536 539

SICK PER MONTH 50 44.6 44.9

SICK PER DAY 1.66 1.48 1.50

2.23 Pitline maintenance Register :

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

18

2.24 Platform Register :

1. TXR diary - RS 7

2. TXR handbook – RS 5

3. Axle box feeling register

4. Staff sign ON and OFF

5. Platform message register

6. SLR Equipment Register

7. Component failure

8. Spare coach register

9. Incoming LP remarks RS-5

10. Brake power certificate RS-6 Goods & Coaching

11. Theft Report Register - RS-18

12. Sick memo - Rs-16

13. Fit Memo - Rs.17

14. Memo Book

15. Thermal Hunter

16. Inspection Light

17. Goods yard attention.

2.25 Miscellaneous activities:

i) BIO- TOILETS:

Bio toilet Effluent Testing Lab started functioning from 22nd June

2015. This depot caters the needs of whole division.

(a) Inspection

(b) Co ordination of AMOC activities

(c) Bio toilet schedules

(d) Bio toilet testing

(e) Maintenance of registers

19

Performance parameters of bio toilets:

➢ PH – 6 to 9

➢ Total solids (TS) – 750 mg

➢ Total volatile solids – 500 mg

➢ Total dissolved solids – 350 mg

Apparatus used in bio-lab:

➢ Crucible

➢ Weighing machine

➢ Desiccator

➢ Hot air oven

➢ Muffle furnace

Measuring of PH value and TDS are electronic metres

whereas TS & TVS are machines.

2.26 OBHS: (ON BOARD HOUSE KEEPING SYSTEM)

OBHS started functioning in Train no 22659/60 (KCVL-DDN) Exp

from 14th April 2017.

Activities involved in this section:

(a) Distribution of OBHS materials, ensuring attendance of OBHS

staff.

(b) Maintenance of registers.

(c) Ensuring availability of OBHS stickers

(d) Preparing monthly summary for billing purpose.

2.27 BOOT- LAUNDRY:

It started functioning from 1st of April 2015 with a capacity of 3

tonnes per shift and an average load of 7.5 tonnes per day. This

mechanical laundry caters the needs of whole division and is

working in 2 shifts i.e., 6 to 14 hrs & 14 to 22 hrs.

20

➢ The average requirement of bed sheets per day: 13050 Nos.

➢ Average tonnage per day with blankets: 7.496 tonnes

➢ Average blanket washing per day: 400 Nos

There are 3 types of machines namely,

1. Washing machines- 5Nos. (each washing machine washes

250 sheets in 45 minutes )

2. Drying machines- 2 Nos (each machine dries 250 sheets in

45 minutes)

3. Ironing cum folding machines- 4 Nos (each machine can iron

and fold 20 sheets per minute )

Schedule of washing:

The bed sheets, pillow cover and face towel are washed on daily

basis except that of blanket which is washed once in a month.

Codal Life 0f Materials:

➢ Bed sheets – One year

➢ Pillow cover - 9 months

➢ Face towel - 9 months

➢ Blanket - 4 years.

➢ Pillow - 2 years.

2.28 PEST & RODENT CONTROL:

The activities involved are fumigation, pest application in trains,

boric mixture application etc., apart from maintenance of the

related registers.

21

2.29 STORES:

In addition to 288 stock items, 185 items are shown in the non-

stock items. Collection of materials, receipt, stacking and issue

are maintained by this section.

2.30 WORKING HOURS

The working hours of maintenance sheds including IOH shed is

09.00 to 17.00 hours and 22.00 to 06.00 hours. The staff at the

station for rolling in and rolling out etc are working round the

clock.

2.31 The C&W/KCVL depot, under the guidance of Sr.DME/TVC,

ADME/KCVL and the able supervision of SSE/JEs is really making

rapid improvement in service and is in the advanced stage of

preparation in getting ISO Certification.

.

22

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 is 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 a dire need to minimise the utilisation of

manpower because it is the main factor in arriving at productivity.

The overall shortage of earnings from expenditure, operating ratio,

and performance efficiency index (PEI) of Southern Railway calls for

prudent steps in this direction.

3.4 An all out effort is required to achieve Rs. 12 lakhs / employee

productivity to be on par with IR average. The SR figure is around

6 lakhs per annum at present.

23

3.5 The following improvements have an impact on the efforts required

for maintenance activities.

a) Improved fittings like couplings, springs, break blocks, braking

system, bearings etc.

b) All steel bodied, anti telescopic, anti climbing coaches

c) Reduction in attachment / detachments, slip coaches and

shunting operations.

d) Advanced technology and equipments for inspection, checking,

maintenance, attendance etc.

e) Better training facilities and induction of technically better

qualified staff for ART, SPART, MRV, Cranes there of etc.

f) Outsourcing activities like watering, cleaning etc.

g) Computerisation for records maintenance, stores works etc

h) Possibilities for multi skilling under changed pattern of working

i) The requirement for each activity is calculated based on the

inputs from SSE/C&W, yardsticks and ground realities.

3.6 As per Railway Board’s norms, staff provision for coach maintenance (for

Primary & Secondary maintenance) is listed as under (Board’s letter

2000/M/143/5 dated 24.12.2001)

Maintenance SF/LD Trains Express Trains Passenger Trains

Primary 1.1Men / Coach 0.9 Men / Coach 0.75 Men / Coach

Secondary 0.55Men/ Coach 0.45 Men / Coach 0.38 Men / Coach

Sick line & IOH 0.14 Men per coach inclusive of RG & LR

24

3.7 PRIMARY MAINTENANCE:-

Sl.

No

Train No. Train

type

No. of

Coaches

Service Total

coaches

per

week

PM

coaches

/ per

day

Express trains

1 16315/16316 EX 23 Twice a week 46 6-57

2 06065/06064 EX 19 Once in a

week

19 2.71

Total 65 9.28

As per the RB norms the man power Requirement is 0.9 / per coach

Hence actual requirement for Primary maintenance of Express Trains

9.28 x 0.9

8.35

say 9

Super Fast/ Long Distance Trains

1 12626/12625 SF 24 6 days a week 144 20.57

2 16311/16312 LD 22 Once in a week 22 3.14

3 22660/22659 SF 21 Once in a week 21 3.00

4 12201/12202 SF 15 Once in a week 15 2.14

5 06335/06336 LD 20 Once in a week 20 2.85

Total 222 31.70

As per the RB norms the man power Required is 1.1 / per coach

Hence actual requirement for Primary maintenance of SF/LD Trains

31.70 x 1.1

34.87

say

35

25

3.8 SECONDARY MAINTENANCE:-

There are 5 nominated trains for which Secondary maintenance has to be

done. All the 5 trains are of SF/LD type. The details of the trains are as

appended below..

Sl.

No

Train No. Train

Type

No. of

Coaches

Service Total

coaches

per

week

PM

coaches/

per day

1 12218/12217 SF 21 Twice a

week

42 6.00

2 12483/12484 SF 23 Once in a

week

23 3.28

3 19260/19259 LD 19 Once in a

week

19 2.71

4 19262/19261 LD 16 Once in a

week

16 2.28

5 19331/19332 LD 16 Once in a

week

16 2.28

104 16.55

As per the Prevalent norms, the man power required is 0.55 /

per coach. Hence actual requirement for Secondary

maintenance of SF/LD trains 16.55 x 0.55

9.10 say

10

Requirement of manpower for Primary/Secondary Maintenance

Minimum requirement of staff for Primary/Secondary Maintenance ---- 54

Add LR @ 12.5% ---- 7

Total ---- 61

26

3.9 INTERMEDIATE OVERHAULING (IOH) & SICK LINE

Intermediate overhauling is done after 9 months of POH. The

present utilisation is shown as 26 working posts excluding LR.

Since IOH shed is not working on Sundays and NH Days, there is no

need for RG.

Certain activities will definitely need a team of 4 or more persons

to work in tandem. But after that they have a lot of idle time to be

utilised for supplementary activities.

The measurement at all stages is to be done by SSE/JE with the

help of an assistant.

3.10. The services of MV Driver, Welders, Fork lift operator, Hoist /

Whiting jack operations, carpentry, trimming, etc. is not exclusive

for IOH but can be used for primary, PFTR etc. also.

The number of coaches attended in the sick line is shown as 268.

As per the Railway Board norms the yardstick is 0.14 men /coach.

Accordingly, the requirement of staff for IOH & Sick line is as

follows.

Number of coaches attended in a year - 268

As per yardstick @ 0.14 men/coach - 37 staff [

3.11 ENROUTE TRAIN PASSING /PFTR / OTHER END ATTENTION:

This is round the clock activity at station which includes loco

change, loco turn round, platform turn round and pass through

trains.

At present, 14 staff are deputed for this purpose in each of the

three shifts excluding supervisor.

27

KCVL station is located just parallel to the pit line which is exclusively used

for receiving and despatching of the trains pertaining to destinating and

originating of KCVL terminus. There is another platform in the Main line is

located in the Main line. No staff is required for this main line platform since

only very few passenger trains are dealt. The KCVL Terminus platform

dealt an average of Two trains for reception and Two number of trains for

despatch in a shift and only two trains are required Pass through attention in

a day.

On Need base, the work study permitted three staff in a shift round the

clock. The total requirement is 11 including RG.

There are six trains required platform Turn round attention at KCVL terminus

platform to the average of 1.4 trains per day for which a contract is on live

for the PFTR cleaning activities. Hence Supervision only is required, the study

team allowed 4 staff including RG. The total staff requirement at PFTR & PF

is 15.

3.12 Pest Control

One staff utilised for this purpose may be maintained as such.

3.13 Store Activities:

The present utilisation is 7 staff. Three are for material handling in

depot and four for outstation collection. This is more than enough

and the existing system can be continued.

3.14 Requirement of staff other than supervisors including LR @

12.5% wherever applicable.

Primary/Secondary maintenance 61

IOH/Sickline 37

Platform maintenance/PFTR 15

Special gang 7

28

Stores/Collection 7

BOOT Laundry 5

OBHS 1

Bio maintenance/Lab 4

Pest control 2

RCD 1

Welder 2

Trimmer 1

Painter 2

Carpenter 2

Coaching cell 4

Control/driver 5

Time section/Pass/Misc 3

Contract billing 2

Ministerial staff 2*

163

* Even though no Ministerial staff is sanctioned, the study team

recommends two posts in this category on Need base,

considering the works related to maintaining the employees

personal data, stores, contract management etc as is being done

in other C&W depots.

3.15 Requirement of Supervisors

Sl. No

Activity

Design. No. of posts

1 Depot incharge SSE 1

2 Rake maintenance SSE/JE 5

3 IOH & SL SSE/JE 2

4 BOOT Laundry SSE 1

29

5 Platform maintenance SSE/JE 3

6 Contract works JE 1

7 TOTAL 12

The total requirement of staff including supervisors is

arrived at 175.

3.16 Sanction vs Requirement

Sl.

No

Designation Sanction Actual Requirement Surplus

1 SSE 8 6 12 6

2 JE 10 6

3 Ch.OS/OS 0 1 2 -2

4 Sr.Technician 12 10 154 14

5 Technician Gr.I 29 20

6 Technician Gr.II 23 21

7 Technician Gr.III 35 34

12 Helper 69 65

8 Welder 2 2 2 0

9 Trimmer 1 1 1 0

10 Carpenter 3 0 2 1

11 Painter 2 0 2 0

TOTAL 194 166 175 21*

* The total requirement is 175 and the study team recommends to

surrender 21 posts in various categories and also requests the

division to initiate two posts of Ministerial staff while

considering the necessity of the present workload.

30

Recommendation No.1:

Two vacant posts of SSE in GP Rs.4600/- is found excess to

requirement, the same may be surrendered and credited to

vacancy bank. (2 posts)


Four vacant posts of JE in GP Rs.4200/- is found excess to




Two vacant posts of Senior Technician in GP Rs.4200/- is found

excess to requirement, the same may be surrendered and credited

to vacancy bank. (2 posts)


Seven posts of Technician Gr. III in GP Rs.1900/- is found excess to




Five posts of Helpers in GP Rs.1800/- is found excess to




One vacant post of carpenter in GP Rs.1800/- is found excess to


vacancy bank. (1 post)

[Total – 21 posts]

31

CHAPTER – IV

4.0 PLANNING BRANCH’S REMARKS ON CO-ORDINATING

OFFICER’S VIEWS

Co-ordinating Officer’s views were received vide Sr.DME/TVC’s letter No.

V/M.225/Staff/Work study/KCVL dt. 01.09.2017 and the remarks of the

Planning Branch on the co-ordinating officer’s views are given below.

4.1 Co-ordinating Officer`s views/comments( Para 2.17):

Corrections in the details of primary maintenance trains.

1. 12626/25 – Kerala Express 7 days a week instead of 6 days a week.

2. 16315 KCVL-SBC Express- 4 days a week instead of 2 days a week

3. 12201/02 – KCVL-LTT – Twice a week instead of once in a week.

Planning Branch Remarks:

Noted, the same is incorporated in the subsequent paras under the

revised calculations.

4.2 Co-ordinating Officer`s views/comments (Para 2.26):

OBHS is now functional for Train No. 22659/60, 16315/16 & 16311/12.


Noted.

4.3 Co-ordinating Officer`s views/comments (Primary & Secondary) -

(Para 3.7 & 3.8) :

Sl. No

Train

No. Type

No. of

coaches

Days of turn

round/ week

Total No of

Coaches

Daily

average

1 16315/16 Ex 23 4 times a week 92 13.14

2 06065/04 Ex 19 Once in a week 19 2.71

Total man according to RB norms will be 15.85 x 0.9 = 14.2 = 15

15.85

32

Sl. No

Train

No. Type

No. of

coaches

Days of turn

round/ week

Total No of

Coaches

Daily

average

1 12626/25 SF 24 7 days a week

168 24

2 12201/02 SF 15 Twice a week 30 4.28

Total man according to RB norms will be 37.25 x 1.1 = 41.0 = 41 men

37.28

Requirement of manpower for Primary & Secondary maintenance will change.

Minimum requirement of staff for PM & SM per day = 66

LR @ 12.5% = 8.25

Total = 74.25 (75 staff)


Noted and the corrections are incorporated as follows:

Sl. No

Train No. Train type

No. of Coaches

Service Total

coaches per week

PM coaches/ per day

Express trains

1 16315/16316 EX 23 Four days a

week

92 13.14

2 06065/06064 EX 19 Once in a

week

19 2.71

Total 111 15.85

As per the RB norms, the man power Requirement is 0.9 men / per coach Hence actual requirement for Primary maintenance of Express Trains 15.85 x 0.9

14.26

say

14

33

Super Fast/ Long Distance Trains

1 12626/12625 SF 24 7 days a week 168 24.00

2 16311/16312 LD 22 Once in a week 22 3.14

3 22660/22659 SF 21 Once in a week 21 3.00

4 12201/12202 SF 15 Twice a week 30 4.28

5 06335/06336 LD 20 Once in a week 20 2.85

Total 271 37.27

As per the RB norms the man power Required is 1.1 Men / per coach Hence actual requirement for Primary maintenance of SF/LD Trains 37.27 x 1.1

40.99

say

41

Secondary Maintenance:

Sl.

No Train No.

Train

Type

No. of

Coaches Service

Total

coaches

per

week

PM

coaches/

per day

1 12218/12217 SF 21 Twice a week 42 6.00

2 12483/12484 SF 23 Once in a week 23 3.28

3 19260/19259 LD 19 Once in a week 19 2.71

4 19262/19261 LD 16 Once in a week 16 2.28

5 19331/19332 LD 16 Once in a week 16 2.28

104 16.55

As per the Prevalent norms, the man power required is 0.55 men / per coach. Hence actual requirement for Secondary maintenance of SF/LD trains 16.55 x 0.55

9.10

say 10

Requirement of manpower for Primary/Secondary Maintenance

Minimum requirement of staff for Primary/Secondary Maintenance ---- 65

Add LR @ 12.5% ---- 8

Total ---- 73

34

4.4 Co-ordinating Officer`s views/comments: (IOH & SL)-(Para 3.9 &

3.10)

IOH shed is working on all the 7 days & National Holidays instead of 6 days

as mentioned in the Draft work study report.

Number of coaches in a year ---- 268

Yardstick @ 0.14/coach ---- 37

LR & RG to be added because IOH is functioning for 7 days and NH

Yardstick ---- 37

LR @ 12.5% ---- 4.6

RG @ 16.66% ---- 6.14

Total ----- 47.74 (48 staff)


Though the IOH shed functions for all the 7 days, the study team allowed

37 staff in lieu of the utilised strength of 26 staff. If RG @ 16.66% is added,

the requirement will become 31 i.e., 6 staff more than that of 31.

4.5 Co-ordinating Officer`s views/comments (PFTR)-(Para 3.11)

According to norms for PFTR

LR to be provided in excess of Bench mark

Total staff --- 15

LR @ 12.5% --- 1.8

---16.8 (17 men)


Agreed to Co-ordinating Officer`s views.

4.6 Co-ordinating Officer`s views/comments (Para 3.12):

Pest control

Right now only 1 staff is used for day and night monitoring of contract

work.

Comments : One more staff to be given for RG & LR for efficient

monitoring of pest control as it is done by contract.

35


Agreed to the views of Co-ordinating Officer.

4.7 Co-ordinating Officer`s views/comments –(Para 3.13):

Store activities:

Presently there is 7 staff for store.

Comments: LR @ 12.5 % = 0.87

RG @ 16.66% = 1.16

= 2 staff more to be given


Not agreed to. Sufficient number of staff is provided for both collection and

issue of materials. Moreover provision of separate RG & LR for each and

every activity is not reasonable and it may be judiciously planned.

4.8 Co-ordinating Officer`s views/comments – (Para 3.14):

Requirement of staff other than supervisors including LR @ 12.5% wherever

applicable.

Final calculation:

Primary/secondary maintenance - 75

IOH - 48

PFTR - 17

Stores - 9

OBHS - 3

Bio-toilet/Maintenance - 4

Bio Lab - 3

Pest & Rodent control - 3

RCD (Currently day & night duty done by 1 staff only) - 2 Welder - 5 (for each shift + Sick line)

Trimmer - 5 (for each shift +Sick line)

(We are having 5 gangs for maintenance of amenities and Under gear)

Contract billing:

36

Currently 2 staff are doing billing, maintenance of records and sending bills to

division HQ. One more can be given.

Extra one person required for IMS, as we have started IMS for

maintaining 134 registers.

Mill Wright:

For maintenance of M&P (Crane, Jack and tools)

Accompany staff for LHB - 2, as we have to send 2 staff for every trip of LHB

rake i.e., 2 men daily.


Based on the above remarks, the revised calculation as follows activity-wise :-

Primary/Secondary maintenance 73

IOH/Sickline 37

Platform maintenance/PFTR 17

Special gang 7

Stores/Collection 7

BOOT Laundry 5

OBHS 1

Bio maintenance/Lab 4

Pest control 2

RCD 1

Welder 2

Trimmer 1

Painter 2

Carpenter 2

Coaching cell 3

Control/driver 3

Time section/Pass/Misc 2

Contract billing 2

Ministerial staff 2

Total Man power : 173

37

4.9 Co-ordinating Officer`s views/comments – (Para 3.15) :

Requirement of Supervisors:

Depot incharge - 1

Store activities - 1

Sick line/ IOH - 1

Rake Maintenance - 6

Platform - 4

Bio toilet, Bio lab & OBHS - 1

Contract works - 1

BOOT Laundry - 2

Coaching Cell/IMS - 1

Total requirement - 18


Sl. No

Activity

Design. No. of posts

1 Depot incharge SSE 1

2 Rake maintenance SSE/JE 6

3 IOH & SL SSE/JE 1

4 BOOT Laundry SSE/JE 1

5 Platform maintenance SSE/JE 3

6 Contract works (Bio toilet, OBHS & Pest

control)

SSE/JE 1

7 Stores/M & P SSE/JE 1

TOTAL 14

LR @ 12.5% 2

Grand Total 16

The request of one additional post for Linen Management and one separate

SSE for IMS is not accepted and the study is of the opinion that all SSE/JEs

may be conversant with all activities of the depot.

4.10 Co-ordinating Officer`s views/comments – (Para 3.16):

38

Sanction vs Requirement

Sl. No.

Designation/Section Sanction Actual Require

ment Shortage

1 SSE 8 6 8 7 2 JE 10 5 10

3 Sr. Technician 12 9

191 42

4 Tech Gr. I 29 21

5 Tech Gr. II 23 21

6 Tech Gr. III 35 34

7 Helper 69 64

8 Welder 2 2 5 3

9 Trimmer 1 1 5 4


11 Mill Wright 0 0 2 2

12 Painter 2 0 2 2

13 IMS 0 0 1 1

14 Accompany staff for LHB

0 0 2 2

15 Ministerial staff 0 1 2 1

TOTAL 194 164 230 66

Total requirement = 230

Shortage = 66

Extra comments:

Considering staff retiring within 3 years

Upto December 2018 - 4 staff

Upto Decmber 2019 - 10 staff

Upto December 2020 - 16 staff

16 persons to be replaced on retirement account.

39


Out of 28 vacancies, the study team recommends only 7 posts i.e., 25 % of

the total vacant posts. Still 21 vacancies are left over.

Revised summary of sanction Vs Requirement :

Sl.

No Designation Sanction Actual Requirement Surplus

1 SSE 8 6 16 2 2 JE 10 6

3 Ch.OS/OS 0 1 2 -2*

4 Sr.Technician 12 10

164 4

5 Technician Gr.I 29 20

6 Technician Gr.II 23 21

7 Technician Gr.III 35 34

8 Helper 69 65

9 Welder 2 2 2 0

10 Trimmer 1 1 1 0


12 Painter 2 0 2 0

TOTAL 194 166 189 7

*The division may initiate to create 2 posts.

The total requirement is 189 and the study team recommends

surrendering of 7 posts in various categories. Considering the

present workload of Ministerial staff, the Planning Branch suggests

that the Executive Department may initiate for creation of two

posts of Ministerial staff on matching surrender as per extant

norms.

The division`s calculation of 230 staff i.e, 36 posts more than that

of the sanctioned strength of 194 is not accepted and it is requested

to surrender the 7 posts identified as Surplus.

40

CHAPTER– V

5.0 FINANCIAL SAVINGS

5.1 If the recommendations made in the study report are implemented,

the annual recurring financial savings will be as under:

Sl.

No.

Category Grade

pay/

Level

No.

of

posts

Money

value

Annual

financial

savings

1. JE 4200/6 2 75378 1809072

2. Helper 1800/1 4 38948 1869504

3. Carpenter 1800/1 1 38948 467376

TOTAL 7 41,45,952

.

41

ANNEXURE – I

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

Sl.

No.

Category Sanction Actual Vacancy Excess

1. SSE 8 6 2 0

2. JE 10 6 4 0

3. Ch.OS 0 1 0 1

4. Sr.Technician 12 10 2 0

5. Technician-I 29 20 9 0

6. Technician-II 23 21 2 0

7. Technician-III 35 34 1 0

8. Helper 69 65 4 0

9. Welder 2 2 0 0

10. Trimmer 1 1 0 0

11. Carpenter 3 0 3 0

12. Painter 2 0 2 0

TOTAL 194 166 29 1

42

ANNEXURE – II

Sheet – 1

BENCHMARKING NORMS FOR MAINTENANCE STAFF PROVISIONS FOR

COACHING MAINTENANCE

ANNEXURE TO BOARD’S LETTER 2000/M©/143/5, dated 24.12.2001

Sl.

No. Activity

Prevalent Norms

Unit/men

Benchmarking Norms

Unit/men

1 Primary Maintenance

Primary Men / Coach /

Day

Super Fast / Long

distance Trains – 1.2

Mail / Express – 1

Pass. Trains – 0.8

Men / Primary Coach

handled per day

Superfast / Long

distance trains: 1.1

Mail / Express – 0.9


2 Secondary

Maintenance

50% of Primary

Men / coach examined

/ day

Superfast / long

distance trains – 0.55

Mail / Express

Trains – 0.45


3

Enroute Train

Passing.

Turn round attention.

Terminating /

originating (Inclusive

of cleaning and

examination of

Platform but

excluding interior dry

cleaning of turn

round trains

As per local practice

Men / coach examined

per day (up and down pair of trains to be

counted as one rake)

Superfast / Long

distance trains – 0.26

Main / Express Trains –

0.23


43

ANNEXURE – II

Sheet – 2

Sl.

No. Activity Prevalent Norms

Unit/men Benchmarking Norms

Unit/men

4 Sick Line Attention 0.15 / coach held 0.14 / coach

5

Cleaning & complete

washing

0.7 / coach

maintained daily

including primary and

secondary trains

0.55 coach maintained

daily including primary

and secondary trains.

6 Only for dry cleaning 0.5 / coach cleaned 0.45 / coach cleaned

7 Watering Not covered

A committee is

separately examining

the area. For the

present requirement

may be based on local

conditions.

8 Material storage /

accounting 32 men

26 men for each

coaching depot holding

150 or more coaches

9 Linen management 0.27 men / AC coach 0.22 / AC coach holding

10 Inspection carriage 2.2 / insp. Carriage 1.76 / insp. Carriage

11 Train escorting staff

As per Boards letters

99 / TGV /12/2, dated

13.03.99

No Change

12 Statistical Work

10 men 8 men only for depots holding 150 or more

coaches

13 Outstation / Line

Attention

7 men NIL

14 Pest Control Already Outsourced No Change

44

ANNEXURE – II

Sheet – 3

Sl.

No. Activity

Prevalent Norms

Unit/men

Benchmarking Norms

Unit/men

15

Waste disposal

Pit line sweeping &

drain cleaning

Security and locking of

rakes

Already Outsourced

Already Outsourced

Already Outsourced

No Change

Railways where yardstick provides

for staff for these

items of work may work towards

outsourcing based on

local condition

16 Staff Training

requirement of trainers Not covered

Not covered by

benchmarking norms

to be provided on

Need basis

17

ART and accident relief

Mill wright, W. measures and ancilliary

staff

Not covered

Not covered by

benchmarking norms

to be provided based

on existing norms for

accident relief trains

of different types

and on need basis

for other tasks

1. The above norms (other than sick line) are inclusive of rest giver

allowance (RG), but Leave Reserves (LR) may be provided as

applicable. For sick line, both LR & RG are included.

2. The Norms do not cover ministerial staff and divisional control

staff which may be provided according to local practices.

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