1

A Summer Training Reporton

Grievance Handlingin

Diesel Locomotives Works, Varanasi

Submitted in the partial fulfillment

Masters Of Business Administration

inHuman Resource Development

Session 2010-2012

Submitted by, Submitted to,

DILEEP KUMAR VARUN Dr. RASHI KESH MBA(HRD) 3 semester TRAINING CO-ORDINATORVBSPU, JAUNPR (UP) VBSPU, JAUNPUR (UP)

Department of HRDVBS Purvanchal University

Jaunpur

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CONTENTS PAGE NO

CERTIFICATE: ORGANISATION

CERTIFICATE: DEPARMENT

DECLARTION

ACKNOWLEDGEMENT

PREFACE

1. INTRODUCTION

2. DLW AT A GLANCE

3. GRIEVANCE HANDLING:

A THEORETICAL FRAMEWORK

4. GRIEVANCE HANDLING IN DLW

5. SUMMERY, CONCLUSION &SUGGESTION

REFERENCE

BIBLIOGRAPHY

ANNEXURE

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To Whom It May Concern

This is certify that Sri/Km/Smt. ……DILEEP KUMAR

VARUN… students of …M.BA.-3rd SEMESTER……

in ……HUMAN RESOURCE DEVELOPMENT……………… branch

from …V. B. S. PURVANCHAL UNIVERSITY, JAUNPUR………

has completed short term vocational training from…30-05-2011……...

to …23-07-2011… at Diesel Locomotive Works, Varanasi (up) , During the

above period he/she received training in …GMP (PERSNNEL OFFICE)….

Areas/Shops.

Principal

Technical Training Centre

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To Whom It May Concern

This is to certify that Mr. /Ms DILEEP KUMAR VARUN, student of MBA in Human

Resource Development, 3 semester has done his Summer Training Project

Report under my supervision on the topic 'Grievance Handling & Personnel

Management in Diesel Locomotives Works Varanasi(UP) '. To the best of my

knowledge his Project Report is original piece of work.

I wish him good luck for his future endeavors.

DR. AVINASH SIR HEAD OF THE DEPARTMENT

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Declaration

I do hereby declare that, this Summer Training report titled as, “Grievance

Handling & Personnel Management in Diesel Locomotives Works Varanasi (UP.)

“, has been submitted in the partial fulfillment of the Masters of Business

Administration in Human Resource Development, Human Resource

Development Department, VBS Purvanchal University, Jaunpur (U.P.), is an

original piece of work.

DILEEP KUMAR VARUN MBA(HRD) 3th SEM.

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ACKNOWLEDGEMENT

Nothing in the world can be achieved in isolation. Every Individual needs

co-operation of others for the effective accomplishment of one’s objectives. I do

acknowledge that this report compilation is an outcome of support and co-

operation of many catch mates.

I acknowledge my sincere gratitude to my revered Shri Dr. AVINASH

Sir Head of the Department HRD Dep’t. VBS Purvanchal University his

passion of teaching has been an unfailing source of inspiration to me.

I take the opportunity of expressing my deep sense of gratitude and

indebtedness to my faculty and report guide Mr. J.P. Singh for his invaluable

guidance and suggestions for improving my project compilation. My special

thanks to Mr. JIYUT RAM (Chief Welfare Inspector) D.L.W. Varanasi for

allowing me to do my summer report in the reputed organization. Moreover his

thoughts and views have helped me in redefining my study to make it more

effective. I too express my hearties gratitude to my parents in all other catch

mates who directly or indirectly helped me.

Signature

(Dileep Kumar Varun)

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PREFACE

Needs are a function of the body, mind and soul, This is true of

individuals, groups, organizations, nations, and the globe. The physical means

are functions of the physique the emotional need that of the personality and the

spiritual needs that of the soul.

An entity tries to meet these needs and satisfy them. If it cannot it

searches for alternative methods of doing so. It loop-routes to satisfactions

cannot be devised; frustration begins to build to build up. The results are apathy,

d9isinterest & deionization at the natural level and backbiting brick walling,

disrupting at the dysfunctional level.

This particular research work “grievance/personnel Mgt at D.L.W. is an

the study was to expands is an kind of discontentment or dissatisfaction,

whether expressed or not, whether valid or not, arising out of anything

connected with the organization than an employee thinks believes or even feels

is unfair, unjust or inequitable.

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1. INTRODUCTION

1.1 IMPOTANCE OF GRIEVANCE IN ORGANISATION

Maintaining quality of work life for its employees is an important concern for the any organisation. The grievance handling procedure of the organisation can affect the harmonious environment of the organisation. The grievances of the employees are related to the contract, work rule or regulation, policy or procedure, health and safety regulation, past practice, changing the cultural norms unilaterally, individual victimization, wage, bonus, etc. Here, the attitude on the part of management in their effort to understand the problems of employees and resolve the issues amicably have better probability to maintain a culture of high performance. Managers must be educated about the importance of the grievance process and their role in maintaining favorable relations with the union. Effective grievance handling is an essential part of cultivating good employee relations and running a fair, successful, and productive workplace. Positive labor relations are two-way street both sides must give a little and try to work together. Relationship building is key to successful labor relations.

Precautions and Prescriptions

The management should take care of following aspects to develop a culture of trust and confidence upon the employees.

1. Always ensure that the managers involved in the grievance handling procedures have a quiet place to meet with the complainant.

2. Always ensure that managers have adequate time to be devoted to the complainant.

3. Explain manager's role, the policy and the procedures clearly in the grievance handling procedure.

4. Fully explaining the situation to the employee to eliminate any misunderstanding and promote better acceptance of the situation complained of.

5. Try to let employee present their issues without prejudging or commenting

6. Do use a positive, friendly ways to resolve the crisis than punitive steps, which disturb the system.

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7. Do remain calm, cool, collected during the course of the meeting.

8. Always focus on the subject of the grievance than allied issues.

9. Don't make threats manage the grievances.

10. Never make use of allegations against personalities.

11. Be aware of the staff member's potential concerns to the possible repercussions of raising a grievance.

12. Don't become angry, belligerent, or hostile during grievance handling procedure.

13. Do listen for the main point of arguments and any possible avenue to resolve the grievance.

14. Listen and respond sensitively to any distress exhibited by the employees.

15. Eliminating the source of the irritation or discomfort being complained of.

16. Reassure them that the managers will be acting impartially and that your hope is to resolve the matter if possible.

17. Don't "horse trade" or swap one grievance for another (where the union wins one, management wins one). Each case should be decided on its merits.

18. Avoid usage of verbalisms like "it will be taken care of."

19. Ensure effective, sensitive and confidential communication between all involved.

20. Take all possible steps to ensure that no victimization occurs as a result of the grievance being raised.

21. The investigator or decision maker acts impartially, which means they must exclude themselves if there is any bias or conflict of interest.

22. All parties are heard and those who have had complaints made against others are given an opportunity to respond.

23. Try to look upon the problem on different angles for appropriate understanding.

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24. Ensuring that there is proper investigation of the facts and figures related the problem under concern.

25. Consider all relevant information in the investigation process.

26. Ask the staff member their preferred resolution option, although it is important to make it clear that this may not be a possible outcome.

27. Be aware of the limits of authority of the person who involved in the grievance handling procedures.

28. If the manager feels that he/she is not the appropriate person (senior manager) to deal with the issue refer the complainant to the appropriate person as soon as possible.

29. Try to get a better idea of whether the alleged discrimination or harassment happened or didn't happen.

30. Tell them exactly what they are supposed to have done, to whom and explain, why this may be seen as discrimination/harassment or as inappropriate.

31. Grievances are preferably to be settled informally at the level of the employee's immediate supervisor.

32. Try the level best to involve team members to resolve the crisis at unit level itself.

33. Avoid as far as possible the union involvement in conflict resolution situation process.

34. Follow documentation the procedures, of all necessary steps taken to resolve the problem/complain.

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1.2 IMPORTANCE OF THIS STUDY

A grievance is a sign of an employee's discontentment with his job or his relationship with his colleagues. Grievances generally arise out of the day-to-day working relations in an organization. An employee or a trade union protests against an act or policy of the management that they consider as violating employee's rights.

One of the effective ways of minimizing and eliminating the source of an employee's grievance is by having an ‘open door policy'. An ‘open door policy’ facilitates upward communication in the organization where employees can walk into a superiors’ cabin at any time and express their grievances. The National Commission on Labor suggested a Model Grievance Procedure, which lays down the sequence of steps to be taken whenever a grievance is expressed.

Conflict occurs when two or more people or parties perceive an incompatibility in their goals or expectations. There are seven methods for achieving reconciliation of conflict. These methods are win-lose, withdrawal and retreat from argument, smoothing and playing down the difference, arbitration, mediation, compromise and problem solving. Of all these methods ‘problem-solving’ method is most likely to bring about a win-win situation.

1.3 Scope of Grievance Handling Unionization collective bargaining for public employees are now accepted parts of American lab our relations. Many states have statues authorizing organization and negotiations, and in a number of states without these statues, judicial decisions have approved collective bargaining between a public employer and a union of public employees. In the public sector, as in the private sector, disputes develop about the proper interpretation and application of collective bargaining agreement. A well established procedure for setting disputes in the private sector is grievance arbitration; arbitration provides a useful middle ground between the protracted process of court enforcement and the industrial strife that might result unless there is a means of enforcing colleting bargaining agreements. The use of arbitration as the final step in the grievance procedure of a public employment contract is a logical corollary of the private sector experience.

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1. 1.4 Research Methodology

Grievance & personnel can have (two) factions. One is an act of faith an

investment in people by which a caring organization ensures its tomorrow. The

other is a corporate new for a pool of adequately skilled manpower without

which the concern cannot operate; both the above functions are very significant

for an organization to keep pace with changing technology.

To improve performance increase productivity, to reduce wastage.

Accidents and lab our turnover. Looking at this significance and keeping in

mind that it is new emerging and growing area as for as Indian industry is

concerned. Grievance and personnel has been selected as the area of research.

“DLW is a very large Central Govt. Organization (Under in Indian Railways)

and is one of the major locomotive manufacturing companies of India. Since it

got ISO Quality certification, therefore, it follows strict measures for Grievance

& Personnel. DLW was easily accessible for researcher and it was formed that

no similar study has been done in the organization stated/Above are of the

reasons behind the selection of DLW for the study/summer training for the

students of management.

DLW is a very large organization where in different class’s standard of

people/staff/workmen and officers are employed. Having diversity in age

standard, qualification of the employee, it is bound to generate a miscellaneous

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kind of grievance which might be harmful for the organization and staff/officer

both.

Miscellaneous kind of grievance and miscellaneous kind of employee

with intention/guide line to overcome any dispute arising of is the subject of

research.

2. DLW AT A GLANCE

2.1 INTRODUCTION TO DLW

BACKGROUND: DLW is production unit under the minister of railways, this

was setup in collaboration with ALCO, USA 1961 and the 1st locomotive was

tolled out in 1964. This unit produces diesel electronic locomotives and DG sets

for Indian Railways and other customers in Indian an abroad.

Subsequently a contract for transfer of technology of 4000

Microprocessor Controlled AC-AC freight (GT 46 MAC)/passenger (GT 46

PAC) locomotives and family of 710 engines has been signed with

electromotive division of general motors’ USA for manufacture in DLW. The

production of these locomotives has not started and thus DLW is the only

manufacturers of diesel electric locomotive with both ALCO; GM technology in

the world.

VISION: “We are committed to excellence in all activities and total customer

satisfaction through continuous improvement in quality of products and

services.”

SCOPE: “We shall achieve our vision through continuous improvement in the

areas of product Quality, Research and Development, supplier partnership.

Human Resource Development and Team Work with emphasis on core

Competence leading to customer Satisfaction and Business Excellence.”

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SALIENT FEATURES

Annual production capacity 135 locomotives

Annual turn-over (Rs) 5000 millions

Total no. of staffs 7223

Workshop land 89 hectares

Township area 211 hectares

Covered area in shops 86300 sq. metres

Electrical power requirements 3468 KVA

Electrical energy consumption (units/year) 19.8 Millions

Stand by power generation capacity 3000 KW

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Genesis to DLW

Post independence India in the early sixties was restless to unleash its

potential and new of the hour-transportation infrastructure. Soon a sleepy

village on the outskirts of the eternal city of Varanasi would become the site for

one of the largest diesel locomotive manufacturing facilities in the world. From

the first 2600 HP. WDM-2 diesel locomotive in January 64 to the present day

state- of – the- art 400 HP WPG-4, we have been wing to the power generation

capacity of the nation the story of diesel locomotive works (DLW) has been the

story of diesel traction in Indian Railways.

Technology Edge: With the transfer of Technology from M/S general Motors

of USA. DLW has become the only manufacturer with products from two great

lineages M/S Alco and M/S General motors. The WDG and its Passenger

Version- the WDP are one of the most modern diesel locomotives in the world

combining enhanced fuel efficiency with frugal maintenance requirement. DLW

has become the only Manufacturing facility outside M/S Preneral Motors with

exclusive rights for the manufacture of locomotives of their clesign.

Our Products: DLW has a product for every type of conceivable rail road

requirement, be it the Indian Railways, steel plants, Port trusts or other national

Railways Ranging from the 1350 hp WDS-6 shunter to the State- of the- art

4000 hp WDG-4, there is a locomotive, for every application freight, high speed

passenger service, special locomotive: for heavy industries.

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Integrated Manufacturing

DLW is one of the few facilities which can be truly called on integratude

diesel locomotive manufacturing plant. The complete engine Chassis, super

structure, fabricates logies and over 2000 components are manufactured under

one roof staling from such basis material as plants shuts and pipes.

Manufacturing activities at D.L.W are brawly divides in to two major divisions

the engine division and the loco division where as the machine Maintenance

division and “Tooling division directly support them. In house infrastructure of

design and development, Testing laboratories Production planning wing and

materials management make it self continued heavy engineering plant. Critical

operations like profile cutting, milling, finding etc. on the engine components

are carried out on highly sophirtictev CNC machines. The felling of Materials

for manufacturing is manage through on efficient work housing derangement

which utilizes concepts of 3 Dimensional; storage and modern holing facilities

like tri-stacker. Etc.

Design Capabilities

DLW has modern design and development wing having unigraphics 3-D

moving and AUTOCAD work stations along with finite element analysis

facilities. A highly motivation and trained design team ensures that the best

concepts and feature in into each and every component of our products. With

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The m-house capability to design product ground upwards we offer total

solutions for railroad and captive power requirements.

Exports

With the emergence of diesel traction as a cost effective solution over the

world. DLW has been instrumental in introducing diesel locomotives in the a

flsricom and Asian regions. Repeat orders from Sri-Lanka have integrated the

superior performance of our products in the Global market. The prestigious

Vietnam project for 1350 by meter gauge locos is currently execution. The new

millennium brought in exciting possibilities and we are up growing our facilities

to provide complete diesel solution fro railsoures and captive power

applications.

Quality

Since the day D.L.W was set up, quality has been at the heart of all our

activities. Emphasis is placed on all aspects of quality during every stage of

manufacture right from the selection of vendors. Material procurement process

control and use of equipment. These were formally recognized with the

covetous ISO 9002 certification in 1997. Subsequently ISO 14001 certification

for specific areas gave a foot to the environmental drive. We are the first in

India to adapt an integrated quality and environmental system. Train gin has

also from identified as a very important input and it is imparted through trading

modules designs for specific requirement. This is done through and exclusive

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Technical training center advantage to the workshop the aim is to upgrade the

skills of our human resource to supply a product which performs in the most

demanding of situations.

Customer Care

From building mainline high speed and heavy locomotives for the Indian

Railways to specially design models for the ISU’s and generating sets, for the

Nuclear power Units. DLW has complete diesel solution. The design wing

keeps abash of the latest technology to provide cost effective products. With a

view to ensuring that the customer remains our primary concern a single

window service is provided right from the enquiry stage to after sales service

through 2 full fledge proactive marketing wing.

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2.2 BRIEF HISTORY OF DLW

Diesel electric locomotives were introduced on Indian Railways in 1950’s

to exploit their versatility, better hauling capabilities, low maintenance

requirements and cost effectiveness as compared to the steam locomotives.

Diesel locomotive Works was established in 1961 in collaboration with M/s

ALCO, USA in the ancient Temple City of Varanasi to undertake indigenous

manufacture of diesel locomotives and meet the increase the transportation

needs of Indian Railways. Over the years, DLW’s production has progressively

increased and it produced 164 locomotives, the highest no, ever in the year

1997-98 as against 4 locomotives produced in the first year of its production in

1963-64. Presently the locomotive are almost fully indigenous. The Important

content of its production in 1963-64. Presently the locomotives are almost fully

indigenous. The important content of the locomotive has come down from 98%

in 1963-64 to less than 5% as at present. Through in house development efforts,

the original design has been made 7% more fuel efficient and has also been

successfully operated to deliver about 30% more power.

By end of March 2005-2010 DLW has manufactured 4707 locomotives and 39

high capacity diesel-generating sets. This includes 321 locomotives for Non-

Railways Customers in India like Power.

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2.3 IMPORTANT OF DLW

Diesel electric locomotives were introduced on Indian Railways in 195

Diesel Locomotive Works was established in 1961.

By end of March 2005, DLW has manufactured 4707 locomotives and high

capacity diesel generating sets.

321 locomotives for non railway customer,

75 Locomotives for export,

36 YDM4 locomotives manufactured by D.L.W are also operating only in

Malaysia. Indian Railway entered into an agreement with M/s G.M. For

Transfer of Technology for the manufacture of 4000 HP state – of – to art, AC-

AC Microprocessor controlled fuel efficient WDG4/WDP4 locomotive at

DLW.

The 1st indigenous, WDG4 freight loco was manufactured in March 200

The 1st passenger version WDP4 in March 03, with 50% indigenous co

straightway,

51 such locomotives have been manufactured so far and the indigenous content

increased to 70%.

DLW got its 1st ISO certification in 1997.

DLW got “Integrated Quality and Environment Management System”

certification based on ISO-9001 and ISO-14001 in Dec.2002.

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Achievement of

D.L.W. during the year 2009-2010

The year 2009-2010 has been very successful due eventful for D.L.W. This has

been possible due to support- assistance and guidance extenuated by the

Railway Board. We hope for continued support in future as well. Some of the

developments, which have taken place during the year, are as under.

(1) Production:-

I. 186 Locomotive has been during the year. It is 4 locomotive more than

the forget of 182 tired by the Railway Board.

ii. Manufacture of 12 Microprocessor controlled WDGZ SWDMZD

Locomotives successfully.

(2) Marketing-

D.L.W signed due agreement (M.O.U) with sail for the supply of 10-12

locomotives per year for coming three years.

(3) Design-

Projects finalized by the design department during the year 2009-2010 are as

under:-

i. Manufacture of IGBT based 4000 HP WoG4&WDP4 AC/AC

locomotive.

ii. Manufacture of high speed 3500 HP updated WDM-3D locomotive

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(4) Trading-

255 refresher / Management / Promotional due other cowries of 6772

days organized, in which 2368 supervisors/ artisans were tarried.

(5) Safety & Security-

i. Electrical lathing of the machinery & plant in the workshop.

ii. Procurement of additional fire tenders for the D.L.W. fire Brigade.

iii. By taking up improving measures as Preventive actions, regular safety

check dud accident dialysis. Fire incidents have come dour 2 to 0.

iv. In the Field of security the Procure anal of 50 Willkie- talkies sets of 5

watts, 6 Willkie- talkie sets of 25 watts. 10 metal door detectors in

process it is also proposed to install CCTV in the Administrative

Building are various in the workshop.

(6) Welfare-

i. Ayurvedic Dispensary was established for the Welfare of DLW

employees and their families.

ii. Organized meeting of staff council with Railway Board officers to

discuss the problems of DLW employees.

iii. Under the aegis of welfare Department Regional youth forum of Scouts

and chides was organized.

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Major Projects (other than locomotive designs) implemented in recent

years:

1. Release of composite vendor directory of DLW

2. Funnel exhausts valves.

3. 251+cylinder heads

4. Single bolt design steel cap piston

5. Improved LO system with modified drive gears and modified & relocated

LO strainer

6. Proof machined camshaft gear procurement

7. Single volute design for GENTS turbocharger

8. Modified piston rings and piston to reduce LOC

9. Improvement in FIP’s including Negate make FIP’s

10. ABB TPR series high- efficiency turbocharger with triple entry GIC.

11. Herringbone gears for LO pumps

12. Open grain cylinder liners

13.Removal of Bye pass valve and turbo filter.

14.Full fillet Induction hardened Crankshafts

15.Engine fuel line redesign of parallel entry to both left and right bank

instead of series path in the existing design

16.stiffer unit camshaft

17.Fitment of Pressed and push rods

18.Removal of wear plate form Main base of engine.

19.Engine fuel line redesign with parallel entry into the Fuel oil headers

20. Streamlined flow of air in Engine block and After cooler housing

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21.Redesign of larger After cooler end plates with sliding plate design for

taking rare of thermal expansion

22.Implementation of De-aerator in place of Bubble collector on all the 16

Cyl engines.

23. Modified base door rubber gasket.

24. Unification of WDM3D and WDG3A bogies.

25. Improved high adhesion bogie

26.122 days LO filter

27.Modified LO Piping

28. Pressurized control cubicle

29.Compact panel- mounted brakes for air brake locos

30.Inertial fitters for carboxyl

31.Improved fuel tank for WDG3A & WDM3D locomotives.

32.Modified low loss low maintenance cooling water system

33. Modified high adhesion bogies

34.Modified under frame for WDGA locomotives

35.Mechanically Bonded Radiator

36.Modified air duct boot (with reinforced fabric)

37.High capacity buffers.

38.Modification in pipe line of Compressor discharge pipe

39.Two piece FRP Cover modification in Control desk

40. Provision made for 4 point lifting of the bogie frame instead of 2 point in

WDM3D

41.Improvement in the Engine pit drain pipe system instead of blind channel

42. Modified in Driver seat

43. Modification in double sliding window sash frame.

44. Modification of exhaust stack along with cover and compressor root for

Unification for all turbo.

45. Modification in Inertial car body filter

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46.Improved control compartment for new WDM3D locomotives

47. Radiator fan skirting

48. Relocation of compressor air intake for cooler air

49. Home Relocation

50. 3’O’ clock position for BP, FO, LO gauges on cab wall

51. Redesign of lube oil fitter housing incorporating dish bottom and proper

inlet/outlet connections.

52. Punched plate on the footboard above air-cooling pipe in locomotive

frame.

53. Use of Comp rage sheet on cab floor

54.Air intake Filter Housing.

55.Axle Box with CRU bearing on WDG3A/WDM3D locos.

56.Wheel die increased from 1092 to 1097 mm

57. Window in partition plate for WW Gov Plunger

58. Redesign of handrails

59.Modification in drain arrangement in Under frame

60. Pilot support assay made common with WDG4 in WDG3A% WDM3D

loco.

61. Font & Rear bolster as sly made common in WDG3A loco

62.Improved driver’s seat

63.3’O” clock position for BP, LO gauges on Cab wall

64.Durable synthetic gauge pipes

65.Rubber cable cleats

66.AC motor for fuel pump and crankcase

67.Microprocessor control system

68.Self load feature

69.TE limiting feature

70.Prepublication feature on locomotive

71.Event recorder and VCD

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72.Green/Red LED provision for battery charging ammeter

73.Reliable self cooled Rectifier

74.Improved cable conducting, sleeking and heat shrinkable tubing’s

75. LED type class flasher light

76.Modified LED based focus light

77.Improved high-cap SS slip ring alternator – 10102DW

78.Mycelex brush holder pins

79. Case-carburized shot-preened hear/pinion

80. Light Wt. TMs with roller sups brag

81.Finale cables for TMs

82.TM 4907 with roller sups brag

83.Rectifier with built-in blower

84.Development of stick type master Controller

85.PCB based cards

86. LOW maintenance battery (92 days sch.)

87.Rivet less bearings for traction motor pinion-end and commutates end

both

88. E-beam cables

89. Twin beam halogen headlight

90. LED type class Light

91. Development of PTFE Seals for gear case

92.Improved brush-holder pins

93.4-pole AGs with flexible inter connectors

94. Paperless speed recorder

95.Automatic switching ‘on’ of flasher light

96.Improved insulation scheme for traction inotors

97.Non-asbestos are-chutes

98.Rubber cable cleats

99.Improved cable conducting, sleeking and heat shrinkable tubing’s

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100. Alternator mounted rectifier on alternator assembles type.

2. 4 PRODUCTS OF DLW

DLW is an integrated and its manufacturing facilities are flexible in an a

these can be utilized for manufacture of different design of locomotive various

gauges suiting customer requirements and other products. The product range

available is as under:

WDG4 4000 HP AC/AC Freight Traffic Locomotive

WDP4 4000 HP AC/AC broad Gauge high Speed Locomotive

WDG3D 3400 HP AC/AC Broad Gauge Mixed Traffic Microprobe Control

Locomotive

WDM3C 3300 HP AC/AC Broad Gauge Mixed Traffic Locomotive

WDM3A 3100 HP AC/AC Broad Gauge Mixed Traffic Locomotive

WDP3A 3100 HP AC/AC Broad Gauge High Speed Passenger Locomotive

WDG3A 3100 HP AC/DC Freight Traffic Locomotive

WDM2 2600 HP AC/DC Broad Gauge Mixed Traffic Locomotive

WDP1 2300 HP AC/DC Broad Gauge Intercity Express Locomotive

WDM7 2150 HP DC/DC Broad Gauge Intercity Express Locomotive

WDM6 1350 HP DC/DC Broad Gauge Mixed Traffic Locomotive

YDM4 3350 HP AC/DC & DC/DC Broad Gauge Mixed Traffic

Locomotive

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Export Loco 2300 HP AC/DC Meter Gauge/Cap Gauge Mixed Traffic

Locomotive Diesel generating sets 800KW to 2500KW

Spare Parts of engines, locomotives and generating sets.

2.5 VISION AND MISSION OF DLW

DLW, Varanasi

Vision

To be a work class manufacturer

Of

Diesel Electric Locomotives.

Mission

We shall achieve our vision through continuous improvement in the areas

of product quality. Research development supplier partnership human resource

development and team work with emphasis on care competence beadings to

customer satisfaction and Business excellence.

Objectives

1. Reduction in rectification & rework

2. Improvement Reliability of Locomotive

3. Reduction in Resource Consumption

4. Reduction in inventory including WIP

5. Reduction in fire emergent ice- 10% every year.

6. Reduction in HOD cases-10% every year.

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7. Improvement in use of PPL8.

8. Improvement in Emergency preparedness.

BIRD’S EYE VIEW

1. Persons employee - 6835

2. Production capacity - 220gS- (2007-2008) 2008-250 Engine do Target

gaps In future – 400 Engine do Target gaps

3. Workshop land -89 hectares

4. Township Area -211 hectares

5. No. of staff houses -3611

6. Power supply -

(Maximum Demand)

7. Workshop -3500KVA

8. Township -2000KW

9. Administration Building -1500KW

10. Stand-by power supply- DLW built 1750 KW Generator and 850 KQ D.G.

set.

11. Medical facilities - One hospital (105 Beds), two health Units.

12. Educational Facilities- Primary Schools, Intermediate College, Rakaia

Mahila Mahavidyalaya, Kendriya Vidayalaya, St. John’s School (Run by home

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catholic prefecture), Badminton and chatting (Run by DLW women’s

organization).

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2.6 Manufacturing Facilities at DLW

Integrated Manufacturing

DLW is one of the few facilities which can be truly called an integrated

diesel locomotive manufacturing plant. The complete engine chassis,

superstructure, fabricated bogies and over 2000 components are manufactured

under one roof starting from such basic material as pates, sheets and pipes.

Manufacturing activities at DLW are broadly divided into two major divisions:

the Engine Division and the Loco Division whereas the Machine Maintenance

Division and Tooling Division directly support them, in- house infrastructure of

Design and Development, Testing Laboratories, Production Planning Wing and

Materials Management arm make it a self-contained heavy engineering plant.

Critical operations like profile cutting, milling, grinding, etc. on the

engine components are carried out on highly sophisticated CNC machines, the

feeding o materials for manufacturing is managed through an efficient

warehousing arrangement which utilizes concepts of 3-dimensonal storage and

modem handling facilities like tri-stacker.etc.

Diesel power…….. From DLW

32

MANUFACTURING ACCOUNT FOR THE YEAR 2009-2010

CREDIT

Fig. in Thousand of Rs.

Items Particulars 2008-2009 2009-2010

1. (a) Supply to Railways

(i) Loco

(ii) Miscellaneous

(b) Work don for PSU’s etc

(i) Loco

(ii) Spares

706,96,00

10,87,53

76,65,26

3,01,36

939,66,48

27,57,07

144,31,99

7,78,37

2. To Work

To Capital

(i) Stores Suspense

(ii) Other Works

(iii) Returned Stores

79,08,17

4,15,58

65,42,89

2,93,80

3. Deduction for issue within

demand

(Item 2 per contra)

(-)8-323,75 (-)68,36,69

4. Total Credit during the year 797,5015 1119,33,93

5. Balance at the close of the year(i) Work in progress(ii) Labour Suspense(iii) Total Dev. Sups.

(7240)(iv) Dev. Sups. (7241)

railways’(v) Dev. Sups. (7242)

NRC Pre. May’04(vi) Dev. Sups. (7243)

NRC Post. May’04

3,44,47(-) 6,74,35(-) 56,52,5914,61,85(-) 69,14,06(-) 2,00,28

128,84,65(-) 7,94,69(-) 88,83,53(-) 13,68,81(-) 69,14,06(-) 6,00,66

Total (-) 59,82,37 320643

33

Grand Total 737,67,78 1151,40,36

2.7 QUALITY SYSTEMS DIVISION

Following major works were accomplished. Projects completed by Quality

Systems Division during financial year 2009-2010 (April’06-March07).

(i) First surveillance audit of Quality management system (ISO

9001:2000) Environment management System (ISO 14001:2004) and

OHS management system (18001:1999) successfully conducted by

M/s NQA/QSR, New Delhi, This certificate would be valid up to

21.12.2008.

(ii) All documents pertaining to Quality Environment Health & Safety

management system have now been integrated.

(iii) Organized and successfully conducted mandatory management

meeting via MRM (04nos). Corrective Action- meeting (07nos)

connective Action-II (32nos).

(iv) 4 nos. Internal Audits were conducted by trained and certified internal

auditors of DLW during the year.

34

Quality Environment, Health & Safety Policy:

Diesel Locomotive works is a Production Unit of Indian Railways.

Manufacturing Diesel-electric Locomotives, Diesel Generating sets and their

spaces for Indian Railways. Non-Railway Customers and exports

We are committed to achieve excellence by:

Continual improvement of the Quality, Environmental and Health&

Safety –at-work-place performance.

Preventing pollution by all means including minimizing resource

consumption and waste generation using cleaner technologies. Material

substitution and process changes.

Preventing all injuries and loss of property including environmental

performance through continuous safety inspections.

Striving for compliance with all applicable Environmental and Health &

Legislation.

Striving for “Right first time” and safe working practice through system

improvement and training.

Enhancing Customer Satisfaction through improvement in reliability and

performance of products.

Preventing all employees from occupational diseases and health hazards.

35

We shall:

Set objective & targets and periodically monitor their progress through

internal audit and management review.

Communicate Quality, Environment and Health & safety policy to the

employees and to make it available to the public on demand.

Periodically review our Quality, Environment and Health & Safety policy

and management systems for continuing suitability, adequacy and

effectiveness.

Quality Policy:

“We are committed to excellence in all activities and total customer

satisfaction through continuous improvement in quality of products and

services.”

Quality Systems:

In order to strengthen Quality Standards, DLW embarked upon a project

to obtain the internationally recognized ISO-9000 certification in this quest

DLW had to train over 6000 staff to import basic awareness of ISO Quality

System Quality policy was framed with clear emphasis on customer satisfaction

an continuous improvement.

In long and arduous road to achieving ISO-9002 certification standards,

over 1800 quality plans, 450 work instructions 42 procedure orders had to be

36

written and their actual implementation demonstrated to the Auditors. DLW’

certification under ISO-9002 for the complete range of manufacturing activities.

Having achieved this major success, DLW has now started working

towards Total Quality Management (TQM). A team of officers and supervisors

has been tanned in USA. Work in this direction has already been started in a

few sections as a pilot project.

Quality Plan:

1. Purpose: To define, document, execute and monitor the training

consistent with, requirement of personnel, performing activities affecting

quality of diesel electric locomotives and spares.

Quality Plan:

2.1 Defining training needs:

2.1.1 Training needs are identified by Aus for the full calendar year and

executed by TTC.

2.1.2 Training related with Quality system is organized in consultation with

Management Representative (MR.)

2.1.3 Welders involved in are-welding, engaged in production and identified by

CME/P are periodically qualified.

2.1.4 Documentation:

2.2.1.1. Records on qualification of welders in retained in TTC and concerned

shops.

37

2.2.2. All other training records are sent to Dy. CPO/G for retention and

subsequent retrieval.

2.1.5 Quality objective to TTC as approved in implemented and monitored to

ensure quality training.

Production Targets:

Year of Production Target in units

1990-1991 110

1991-1992 118

1992-1993 126

1993-1994 135

1994-1995 140

1995-1996 175

1996-1997 185

1997-1998 190

1998-1999 195

1990-2000 198

2000-2001 201

2001-2002 207

2002-2003 213

2003-2004 218

2004-2005 225

38

2005-2006 230

2006-2007 238

2007-2008 242

2008-2009 255

2009-2010 260

Quality System:

In order to strengthen Quality standards, DLW embarked upon a project

to obtain the internationally recognized ISO-9000 certification in the quest

DLW had to train over 6000 staff to import basic awareness of ISO Quality

System Quality policy was framed with clear emphasis on customer satisfaction

and continuous improvement.

In log and arduous road to achieving ISO-9002 certification standards,

over 1800 quality plans, 450 work instructions 42 procedure orders had to be

written and their actual implementation demonstrated to the Auditors. DLW’

certification audit was undertaken from 26.12.96 to 28.12.96 DLW is given

certification under ISO-9002 for the complete range of manufacturing activities.

Having achieved this major success, DLW has now started working

towards Total Quality Management (TQ-M). A team of officers and supervisors

has been trained in USA. Work in this direction has already been started in a

few sections as a pilot project.

39

Quality Plan:

1. Purpose: To define, document, execute and monitor the training

consistent with, requirement of personnel, performing activities affecting

quality of diesel electric locomotives and spares.

Against 4 locomotives produced in the first year of its production in 1963-64

presently the locomotive are almost fully indigenous. The important content oE

it production in 1963-64. Presently the locomotives are almost fully indigenous.

The important content of the locomotive has come down from 98% in 1963-64

to less than 5% as at present. Through in house development efforts, the original

design has been made 7% more fuel efficient and has also been successfully

operated to deliver about 30% more power.

By end of March 2005, DLW has manufactured 4707 locomotives and 39

high capacity diesel-generating sets. This includes 321 locomotives for Non-

Railways Customers in India like Power Plants, Ports Trust/Steel Plants/etc. and

35 locomotives for export to Tanzania, Vietnam, Sri Lanka, Bangladesh and

Malaysia. 36YDM4 locomotives manufactured by DLW are also operating on

lease in Malaysia.

In order to upgrade the technology and keep pace with the latest, Indian

Railways entered into an arrangement with M/s General Motors, USA for

Transfer of the art, AC-AC microprocessor control fuel efficient WDG4/WDP4

40

locomotives at DLW. These locos are now under manufacture at DLW. The

first indigenous WDG4 freight loco was manufactured in March 2002 and the

first passenger version.WDP4 in March 2003, with 50% indigenous content

straightway. 51 such locomotives has been manufactured so for and the

indigenous content increased to 70%.

DLW got its 1st ISO certification in 1997. Recently DLW has obtained

the “Integrated Quality and Environment Management System” Certification

based on ISO-9001 and ISO-14001 in Dec 2002 DLW is proud to be the pioneer

in this area amongst the government/public sector units in the country.

OHSAS 18001

Scope:

This Occupational Health and Safety Assessment Series (OHSAS)

specification gives requirements for an occupational health and safety (OH &S)

management systems, to enable an organization to control its OH & S risks and

improve its performance. Its performance it does not state specific OH & S

performance criteria, not does it give detailed specifications for the design of a

management system.

This OHSAS specification is applicable to any organization that wishes to:

a) establish an OEI&S management system to eliminate or minimize risk to

employees and other interested parties who may be exposed to OH&S

risks associated with its activates.

41

b) Implements maintain and continually improve an OH & S management

system.

c) Assure itself of its conformance with its stated OH&S policy.

d) Demonstrate such conformance to others.

e) Seek certification/registration of its OH&S management system by an

external organization; or

f) Make a self-determination and declaration of conformance with this

OHSAS specification.

All the requirements in this OHSAS specification are intended to be

incorporated into any OH&S Management system. The extent of the application

will depend on such factors as the OH&S policy of the organization, the nature

of its activities and the risks and complexity of its operations this OHSAS

specification is intended to address occupational health and safety rather than

product and services safety.

2. Reference publications

Other publication provide information or guidance are listed in the

Bibliography it is advisable that the latest editions of such publication be

consulted. Specifically reference should be made to.

OHSAS 18002: 1999, Guide to occupational health and safety management

system.

42

3. Terms and definitions

For The purposes of this OHSAS specification the following terms and

definitions apply

3.1

Accident

Undesired event giving rise to death, Ill health injury damage or other loss

3.2

Audit

Systematic examination to determine whether activities and related results

conform to planned arrangements and whether these arrangements are

implemented effectively and are suitable for achieving the organization’s policy

and objectives.

3.3

Continual improvement

Process of enhancing the OH&S management system to achiever improvement

in overall occupational health and safety performances.

3.4

Hazard

Source or situation with a potential for harm in terms of injury rill health

Damage to property damage to the workplace environment, or a combination of

base.

3.5

43

Hazard identification

Process of recognizing that a hazard exists and defining its characteristics

3.6

Incident

Event that gave rise to an accident or had the potential to head to an accident

NOTE an accident where no ill health, injury, damage or other see occurs is also

refereed to as a near miss the term incident includes near misses.

3.7

Interested parties

Individual or group concerned with or affected by the OH & S performance of

an organization.

3.8

Non-conformance

Any deviation from work standards, practices, procedures, regulations,

management system performance etc. that could either directly or indirectly

lead injury or illness, property damage, damage to the workplace environment,

or a combination of these.

3.9

Objectives

Goals in terms of OH&S performance that an organization sets itself to achieve.

3.10

44

Occupational Health and Safety.

3.17

Risk assessment

Overall process of estimating the magnitude of risk and deciding whether or not

the risk is tolerable

3.16

Safety

Freedom from unacceptable risk of harm (ISO/IEC Guide2)

3.17

Tolerable risk

Risk that has been reduced to a level that can be endured by the organization

having regard to its legal obligations and its own OH&S policy

4. OH &S management system elements

FIGURE

General requirements

The organization shall establish and maintain an OH&S management

system, the requirements for which are set out in clause4.

There shall be an occupational health and safety policy authorized by the

organization’s top management that clearly states overall health and safety

objectives and a commitment to improving health and safety performance.

45

The policy shall:

a) Be appropriate to the nature and scale of the organization’s OH&S risks.

b) Include a commitment to continual improvement.

c) Include a commitment to at least comply with current applicable OH & S

legislation and with other requirements to which the organization

subscribes; Conditions and factors that affect the well-being of

employees, temporary workers, contractor personnel, visitors and any

other person in the workplace.

3.11

OHSAS management system

Part of the overall management system that facilitates the management of

the OH&S risks associated with the business of the organization. This includes

the organizational structure, planning activities, responsibilities, practices,

procedures, processes and resources for developing implementing, achieving,

reviewing and maintaining the organization’s OH&S policy.

3.12

Organization

Company, operation, firm, enterprise, institution or association, or part there of,

whether incorporated note for organizations with more than one operating unit,

a single operating unit may be defined as an organization.

3.13

46

Performance

Measurable results of the OH&S management system. Related to the

organization’s control of health and safety risks, based on its OH&S policy and

objectives.

Note:- performance measurement includes measurement of OH&S management

activities are results.

3.14

Risk

Combination of the likelihood and consequence (s) of a specified hazardous

event occurring.

d) Be documented, implemented and maintained,

e) Be communicated to all employees with the intent that employee are

made aware of their individual OH&S obligations.

f) Be available to interested parties; and

g) Be reviewed periodically to ensure that it remains relevant and

appropriate to the organization.

OCCUPATIONAL HEALTH AND SAFETY

MANAGEMENT SYSTEMS SPECIFICATION

Acknowledgment

OHSAS 18001 has been developed with the assistance of the follow

Co-operating organizations

National Standards Authority of Ireland

47

South African Bureau of Standards

British Standards Institution

Bureau Verities Quality International

Debt Norske VERITAS

Lloyds Register Quality Assurance

National Quality Assurance

SFS Certification

SGS Yardley international Certification Services

Association Espanola de Normalization Certification

International Safety Management Organization Ltd.

Standards and Industry Research Institute of Malaysia (Quality Assurance

Services)

International Certification Services.

Foreword

This Occupational Health and safety Assessment Series (OHLSAS)

specification and the accompanying OH: SAS 18002. Guidelines for the

implementation of OHSAS 18001 have been management system standard

against which their management systems can be assessed and certified.

OHSAS 18001 has been developed to be compatible with the ISO

9001:1994 (Quality) and ISO 14001:1996 (Environmental) management

48

systems standards, in order to facilitate the integration of quality, environmental

and occupational health and safety management systems by organizations,

should they wish to do so.

This OHSAS specification will be reviewed or amended when considered

appropriate reviews will be conducted when new editions of either ISO 9001 or

ISO 14001are published, to ensure continuing compatibility.

This OHSAS specification will be withdrawn on publication of its

contents in, or as, an international standard.

For the United Kingdom:

-BSI-OHSAS 18001 is not a British Standard:

BSI-OHSAS 18001 will be withdrawn on publication of its content in or

as, a British Standard:

-BSI-OHSAS 18001 is published by BSI which retains its ownership and

copyright.

The development process used for OHSAS 18001 is open to other

sponsors wishing to produce similar types of document in association with BSI,

provided that those sponsors are willing to comply with BSI’s conditions for

such documents.

Publications referred to during the development of this OHSAS specification

The following documents were referenced during the development of this

OHSAS specification.

BS 8800:1996 Guide to occupational health and safety management systems

49

Technical Report NPR 5001: 1997 Requirements for Safety and Health

Management systems.

SGS & ISMOL ISA 2000:1997 Requirements for Safety and Health

Management systems.

BVQI SA fatty Cert Occupational Safety and Health Management Standard

DNV standard for Certification of Occupational Health and Safety Management

Systems (OHSMS): 1997

Draft NSAI SR 320 Recommendations for an Occupational Health and Safety

(OH and S) Management System

Draft AS/NZ 4801 Occupational health and safety management systems

Specification with guidance for use

Draft BSIPAS 008 Occupational health and safety management systems UNE

81900 series of pre-standards on the prevention of occupational risks

Draft LRQA SMS 8800 Health & safety management systems assessments.

OHSAS 18001 will supersede some of these referenced documents.

OHSAS 18001 maintain a high level of community with, and technical

equivalence to UNE 81900.

This publication does not purport to include all necessary provision of contract

Users are responsible for its correct application.

Compliance with this Occupational Health and Safety Assessment Series

publication does not of itself confer immunity from legal obligations.

50

SCOPE- 9001:2000

DLW workshop and Administration;

It does not applicable – Accounts & Personnel

Quality Units = 47 (Shops)

ISO DOCUMENT

Apex manual-39 chapter

QSP, ESP & OHSP Manual -47 Chapter

Work Instruction

Operational control procedure

Emergency Manual

Quality Plan

Management Programmed

Form & Formats

Products of DLW

Diesel Locomotive Works manufactures following type of products.:

Diesel Electric Locomotives

Diesel Generating Set

Spare parts

Customers of DLW

Customers of DLW are:

Zonal Railways

51

Non Railway Customer in India via NTPC, Port trusts, Steel Plants.

Abroad via Sri Lanka, Bangladesh, Sudan Vietnam

What is ISO?

It refers to International Organization for Standardization

Quality System was adopted in 1979 in UK

ISO was headed by Canada & was implemented in 1987

Various standards of ISO:

ISO 9000: 1987 & ISO 14001:1996

ISO 9000

ISO 9000 indicates the Quality of the Product. It does not depend on the

size of Product.

The important points of this standard are given below;

Continuous improvement in quality;

It will be reviewed after 5 year.

ISO 9000: 1987

ISO 9000: 1994

It was the first version of ISO:

After five years it has been revised.

ISO 9000: 2000

The second version of ISO 9000 was issued in the year 2000

The major changes in this version were:

52

Benefits of ISO

Entrance into the International Market

Continuous Improvement in Quality

Customer Satisfaction

Improvement in Product and image of employees

Improvement in workmanship by training

Improvement in production

What is Quality?

Fitness for use

Meeting requirements to achieve customer satisfaction.

Ability to fulfill customer expectations.

Conformance of specification.

ISO 9001: 2000

There are 8 clauses, which are given below;

Clause Description

Scope

General

Application

2.0 Normative reference

53

3.0 Terms and Definitions

ISO-9001:2000

4.0 Quality Management System

4.1 General:

The Organization shall establish, document, implement and maintain a

Quality Management System and continual improvement,

The organization shall

a) Identify the process

b) Determine the sequence and interaction of the processes;

c) Ensure the availability of resources

d) Monitor measure and analyses these process.

e) Implement actions necessary to achieve planned results.

ISO 9001:2000

4.2 Documentation Requirement

4.2.1 General Requirement

4.2.2 Quality Manual

4.2.3 Control of Documents

4.2.4 Control of Record

5.0 Management Responsibility

5.1 Management commitment

54

i. Communicating to the organization the importance of statuary and

regulatory Requirements.

ii. Quality Policy

iii. Ensuring quality objectives

iv. Conducting management review

v. Ensuring availability of resources.

ISO 9001: 2000

5.2 Customer focus

5.3 Quality Policy

5.4 Planning

5.4.1 Quality objectives

5.4.2 Quality Management System planning

5.5 Responsibility, authority and communication

5.5.1 Responsibility and authority

5.5.2 Management representative

5.5.3 Internal Communication

ISO 9001:2000

5.6 Management Review

5.6.1 General

5.6.2 Review input

55

Following points to be included in this meeting:

i) Result of audits

ii) Customer feed back

iii) Process performance & product conformity

iv) Status of preventive & corrective action & follow up action of previous

MRM

v) Recommendation of improvement.

5.6.3. Review out put

ISO 9001: 2000

6.0 Resource management

6.1 Prevision of Resource

6.2 Human Resource

6.2.1 General

6.2.2 Competence, awareness and training

6.3 General

6.4 In fracture

7.0 Product Realization

7.1 Planning of Product Realization

Quality objective and requirement for product:

a) The need to establish documents, resources

b) Required verification, validation, monitoring, inspection and test activity

56

ISO 9001: 2000

7.2 Customer related Process

7.2.1 Determination of requirements related to the product

7.2.2 Review of requirement related to the product

7.2.3 Customer communication

7.3 Design and Development

7.3.1 Design and Development Planning

7.3.2 Design and Development input

7.3.3 Design and Development output

7.3.4 Design and Development review

7.3.5 Design and Development Verification

7.3.6 Design and Development validation

7.3.7 Control of Design & Development Changes

ISO 9001:2000

7.4 Purchasing

7.4.1 Purchasing Process

7.4.2 Purchasing information

7.4.3 Verification of purchased Product

7.5 Production and Service Provision

7.5.1 Control of production and Service Provision

7.5.2 Validation of processes for Production and Service Provision

57

7.5.3 Identification and Trace ability

7.5.4 Customer Property

7.5.5 Preservation of Product

7.6 Control of monitoring and measuring devices

ISO 9001:2000

Measurement, analysis and improvement

General

Monitoring and Measurement

Customer Satisfaction

Internal Audit

Monitoring and Measuring of Process

Monitoring and Measurement of Product

Control non conforming product

Analysis

Improvement

Continual improvement Corrective Action, Preventive Action.

2.8 LOCOS EXPORTED

S.No. Period No. of Export Locos Type of Loco Country

1 1964-70 01 YDM4(MG) Tanzania

58

2 1970-75 01 YDM4(MG) Vietnam

3 1975-80 01 YDM4(MG) Bangladesh

4 1980-85 08

01

YDM2(BG)

YDM6(BG)

Sri Lanka

Sri Lanka

5 1985-90 05 WDM2(BG) Bangladesh

6 1990-95 05 WDM2(BG) Bangladesh

7 1995-00 02 WDM7(BG) Sri Lanka

8 2000-05 01 2300 HP Loco Malaysia

9 2005-07 04 YDM4 (MG) Vietnam

10 2007-10 03 WDM2(BG) Bangladesh

Pants Ports Trust / Steel Plants/etc and 35 locomotives for export to

Tanzania, Vietnam, Sir Lanka, Bangladesh and Malaysia. 36 YDM4

locomotives manufactured by DLW are also operating on lease in Malaysia

In order to upgrade the technology and keep pace with the latest, Indian

Railways entered into an arrangement with M/s General Motors USA for

Transfer of the art, AC-AC microprocessor control fuel efficient WDG4/WDP4

locomotives at DLW. These locos are now under manufacture at DLW. The

first indigenous WDG4 freight loco was manufactured in Mar 2002 and the first

59

passenger version. WDP4 in March 2003, with 50% indigenous content

straightway 51 such locomotives has been manufactured so for and the

indigenous content increased to 70%.

DLW got its 1st ISO certification in 1997. Recently DLW has obtained

the “Integrated Quality and Environment Management System” Certification

based on ISO-9001 and ISO-14001 in Dec 2002. DLW is proud to be the

pioneer in this area amongst the government/public units in the country.

2.8 SAFETY

Industrial Safety: DLW has taken a lead in improving safety standards

in shops by complying the statutory provisions/obligations under the different

laws. Safety organization is looking a after Dy. CME/M&P as chief safety

officer. Four safety officers have been selected amongst the existing supervisors

of workshop as per the UP factory (Safety officer) Rules 1984, in DLW there is

an APEX level safety committee chaired by chief Mechanical Engineer

(Production) and five divisional safety committee which is chaired by

DYCME / DYHOD Staff Council Member and Staff representative are also

members of above committee.

STEPS TAKEN BY DLW REGARDING SAFETY ARE:

1. Health and safety policy of DLW has been prepared and sent in from of

Annual Return occupational health and safety previsions has been

followed as per directives of OHSAS 1800/-

60

2. Fire fighting wing has burn established by RPF in DLW to tackle the fire

emergencies.

3. DLW a corporate member of National safety council and LPA (Loss

prevention Association) Periodicals and publication of their agency are

given publicity in DLW for promotion of safety of worked. Working

place and property in DLW.

4. DLW has been providing publication feature on all microprocessor

locomotives turned out in 2009-10 DLW is now providing prepublication

arrangement in 02nos.

HOW TO CONTROL

SAFETY EDUCATION TRAINING

AWARENESS/MOTIVATIVE

SAFETY ORGANIZATION

SAFETY COMMITTEE

SAFETY AUDIT

POSTER

SLOGAN

TEAM WORK

ATTITUDE/PSYCHOLOGY

USE OF PPE

PLANT SAFETY INSPECTION (CHECKLIST)

61

ACCIDENT PREVENTION METHOD:

(i) ENGINEERING REVISION

(ii) PERSONAL ADJUSTMENT

(iii) INSTRUCTION, PERSUATION AND APPEAL

(iv) DISCIPLINE

INDUSTRIAL SAFETY

OBJECTIVE:

TO SHARE THE KNOWLEDGE

OF

INDUSTRIAL SAFETY

NEED:

RATE OF INDUSTRIALISATION

RATE OF ACCIDENT

PREVENT/CHECK

THE

RATE OF ACCIDENT

“WE WANT YOU SAFE”

ACCIDENT:

ACCIDENT IS AN UNDESIRED, UNINTENDED AND UNEXPECTED

EVENT WHICH MAY CUASE FOR LIKELY TO CAUSE AN INJUTY OR

LOSS OF PROPERTY.

62

CAUSES OF ACCIDENT

POOR H/K

BAD M/H

FALLING OBJECT

FLYING PARTICLE (CHIPS)

POOR CONDITION OF M/C

NOT USING ELECTRICAL SAFETY DEVICE

FIRE

IMPROPER ILLUMINATION

NOT ADEQUATE VENTILATION

NOISE POLLUTION

RADIATION

OCCUPATIONAL DISEASE

INVESTIGATION

63

MEASUREMENT OF SAFETY PEFORMANCE

F.R= NO. Of Reportable Accident

Men Hours worked

S.R.= Man Days Lost x106

Man Hours worked

ANALYSEDATA

MONITOR

COLLECTDATA

SELECTREMEDY

APPLYREMEDY

64

INDUSTRIAL SAFETY

OBJECTIVE:

TO SHARE THE KNOWLEDGE

OF

INDUSTRIAL SAFETY

NEED:

RATE OF INDUSTRIALISTATION

RATE OF ACCIDENT

PREVENT/CHECK

THE

RATE OF ACCIDENT

“WE WANT YOU SAFE”

ACCIDENT:

ACCIDENT IS AN UNDESIRED UNINTENDED AND UNEXPECTED

EVENT WHICH MAY CUASE FOR LIKELY TO CAUSE AN INJUTY OR

LOSS OF PROPERTY.

65

2.11 COMPUTERISATION AT DLW

1.0 BACKGROUD:

DLW was one of the pioneer Production units of Indian Railways to

come under the ambit of computerization, way backing 1964. Traditional batch

processing systems covering Payroll, inventory Control, and Production

Planning etc. were developed run on mainframes –IBM- 1401 from 1968 to

1986 and ICIM-6060 from 1986 to 1996. This Application served the

information requirements of DLW for a very long span. These systems were

using the classical batch processing technology. The scope was limited to

payroll generation production document printing and basic transaction

processing for me stores side. Further there was no direct user integration and

data was put into the systems in batch mode monthly much after the completion

of the actual activities. Thus the system was not online. It was required to be

replaced by an online system which could effectively cater to the information

requirement of the manager and decision makers.

Over time with the evolution of the real time information system data

capture directly from the user become an essential requirement of any

information system. Further there is a need for an integrated application system.

Further there is a need for a mite grated application to cover the complete gamut

of the business process so that the system may not only satisfy the needs of the

individual user but also cater to the multi functional requirements. This is

66

essential, to improve the quality of data and also to enhance efficiency and

effectiveness of working of the individual users. At DLW the EDP started work

in this direction in 1996. The basic infrastructure for such a system is a

computer network which was first established. The mainframe computer system

were replaced by a RISC based HP-9000 computer April 1997 to function as a

robust Data base service on-line application under the railway board scheme for

production units EDP centre up gradation. Over time a number of Intel based

servers have been added to the server room for specific requirements. A Total of

about 200 computer nodes have been provided and installed at various user

locations connected to the EDP network. On the FOXPRO database plane form

a number of customized on-line applications have been developed and deployed

by the in house team of software developers. The DLW EDP centre has so

managed to shift almost all its traditional centralized Batch processing at EDP

Center to on-line working. It has also enhanced the system to have a more

extensive features list and cater to the needs of many users from almost all areas

of DLW.

TECHNOLOGY:

The application at DLW has been implemented as very low cost

solutions. In fact the entire applications at DLW are one a very low cost

platform. The online application are running on DOS based diskless nodes

connected to Novel Netware Server and applications have been developed in

FoxPro (including major part of E-mail/Messaging System). To enable the

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messaging a low end Linux Server has been used with free Web and E-mail

request. By use of the peril script, a system has also been developed to enable

access of information in FoxPro databases over Web and over Rail net.

HARDWARE:

After pleasing out the main frame systems the payroll was shifted to

MECOBOL on the HP UX system running on the HP 9000 servers. Considering

the criticality of the payroll application systems, tow HP 9000 D 210 RISC

processor servers are running it. These were provided to DLW in 1997 as part

of the railway boards EDP up gradation on project. These systems are also

running the SYBASE ROBMS Database. A project is under implementation at

DLW to replace this complete intra-structure and also change the payroll

application to a new database platform.

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3. GRIEVANCE HANDLING: A THEROTICAL FRAMEWORK

3.1 MEANING OF GRIEVANCE HANDLING: Purposes of the Grievance Procedure: The primary purposes of a grievance procedure are to: (1) channel conflict into an institutionalized mechanism for peaceful resolution; (2) facilitate communication between labor and management regarding problems that arise in a collective bargaining relationship; (3) enable employees to complain with dignity knowing that there is a system of appeals leading to an impartial decision-maker; and (4) enforce compliance with the terms and conditions negotiated by the parties.

Handling Employee Grievance: The following checklist is provided as guidance when an employee comes to you with a complaint: 3.2 CHECKLIST FOR HANDLING EMPLOYEE COMPLAINTS: PREREQUISITES: -Know the contract. -Make sure that meetings with employees to handle complaints are held in accordance with any contract provisions that regulate the time and/or location for such meetings. -Develop good listening and note taking skills. -Be prepared to spend the time to get the evidence and testimony to support your case and to refute management's case. -Treat all employees fairly and consistently. -Do not make judgments about the case to the employee or anyone else until you get the facts. -Keep good records of all transactions, oral and written, that occur from the time a complaint is brought to you until the case is resolved in the grievance procedure or in arbitration. -Know who, when and how to ask for help.

3.3 INTERVIEW: -Let the employee tell his/her story without interruption. Take notes. When the employee has finished, ask, "Is there anything else you would like to add?" -Review the employee's description of the case with him/her to make sure you have all the facts. Make sure you get the answers to the questions who, what, when, where, why and how. -Ask the employee for the names, addresses and telephone numbers of any witnesses. Then ask the employee to tell you what he/she thinks each witness

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knows about the case. Record this information. Try to clarify any uncertainties about what a witness is supposed to know. -Ask the employee to give you all of the evidence he/she has concerning the case. Make copies so that no information is lost. -Before the employee leaves, check one more time to make sure you have all the facts, names of witnesses and evidence.

3.4 REVIEW: -Refer to the grievance procedure in the contract to make sure the issue the employee has raised is defined as a proper subject of a grievance. If you are uncertain, ask for help. If the issue is not a proper subject of a grievance, the best thing to do is to tell the employee and explain how this affects his/her case. -Check to make sure that the procedural requirements set forth in the grievance procedure have been complied with. Key considerations include: -Is the complaint timely? -Who should the employee and/or union representative meet with at the first step? -What information must be presented by both parties at the first step? -Review the contract provisions alleged to have been violated to make sure they fit the issue described by the employee and that no provisions have been left out. -Review the evidence. Go through all the documents the employee has given you. Make sure everything is dated and signed. Carefully check the content of each document to find out what it actually states, if this information pertains to the case and is timely. Check for inconsistencies in the documents and between the documents and the information the employee has given you. Make a list of all inconsistencies. Check to see if the documents contain the names of other potential witnesses that the employee did not mention and/or that might be called by management. Make a list of these persons and find out how to contact them. -Find out is there is any other evidence, e.g., rules and regulations, past grievances and arbitration decisions, past practice, documents in the employee's personnel file that he/she may not have, etc., that have a bearing on the case as viewed by both the union and the employer. Request documents from the employer as appropriate, in a timely fashion and in writing. -Match the evidence you have with the list of potential witnesses. Make a list of questions to ask each witness when you interview them. Be sure to include at the end of each list the questions, "Is there anything else you would like to add?" and "Do you know of any other witnesses?" -Interview witnesses. Apply the guidelines as set forth in II. Also, carefully check the following things as you consider what witnesses state that they know about the case:

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-Does the witness have direct personal knowledge about what happened or is his/her knowledge based only on hearsay (i.e., second hand)? -Is the witness credible (i.e., able to give a reasonable explanation about the events, and an honest, accurate accounting even if this means revealing negative things about his/her record/conduct)? -Does the witness' statement confirm what the employee has said, or are their differences/inconsistencies? -Does the witness have any reason to be less than truthful in stating what he/she knows about the case? -If there is more than one witness who knows about a given event, note which ones would be best able to present clear testimony under the pressure of examination and cross-examination at an arbitration hearing. -Verify name, address, telephone, work shift and location.

3.5 ANALYSIS: After you have thoroughly reviewed all of these matters, you may find that a complaint is not givable/arbitral or that the case lacks merit. One way to proceed is to explain your findings to the employee and ask if there is any additional information he/she has that might have a bearing on the case. If not, you should be guided by local or international union policy and perhaps by counsel, in determining how to handle this situation. Grievances lacking merit should be screened out to conserve a union's resources for other cases. This can be done by committee in consultation with an international representative or counsel. This determination should be made with care because unions have a legal duty to fairly represent all employees in the bargaining unit whether or not they are union members. -Can you account for any inconsistencies in the case and, if so, how? -Are there any mitigating circumstances that could explain the employee's behavior and thus lessen or remove any disciplinary action? -Does the evidence and testimony the union has demonstrate one or all of the following: -Disparate treatment; -Arbitrary and capricious action; and/or Discrimination?-Are there any past practices which pertain to the case and, if so, how? -Does the evidence and testimony the union has support the remedy requested or should some modification be made in that remedy? -Do you have hard evidence and testimony based upon direct personal knowledge to support your case or is your case largely based upon circumstantial evidence? -Is the remedy requested reasonable or is it nonsensical, outside the scope of the employer's or of an arbitrator's authority to grant? Would it be impossible to implement even if granted, etc.? -Is the contract provision(s) you are relying upon modified by more specific

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language in the provision or elsewhere in the contract? -Where rules and regulations are concerned, have they been posted and given to employees, are they reasonable and have they been fairly, consistently and equitably enforced? -What has been the outcome of other similarly situated cases? Does this information help or hurt your case? How? Once you have reviewed and analyzed all these considerations with respect to the union case, prepare a summary of what you think the employer's response will be and determine if you have a sound rebuttal for each of the points the employer could raise.

3.5 FILING: Be sure to properly and timely complete the grievance form. This includes such items as: names; dates; signatures; clear and accurate statement of the complaint; contract clauses alleged to have been violated; and remedy requested. This is a checklist, not a magic wand. It highlights key points to consider in handling employee complaints. This task is time consuming and requires the application of a number of skills. There are no real short cuts. If you take them, an employer will usually find them at some stage in the grievance procedure or in arbitration. The result may be very damaging involving not only loss of a case that might have been won, but also expenditures of time, other resources and credibility that a union can ill afford. Handling Discipline and Discharge Cases: In all likelihood, most of the grievances you handle will involve discipline or discharge. Since management is the party that took the action, (i.e., is the moving party) the BURDEN OF PROOF is on the employer to show that it has just cause for such action. This means that, in arbitration, management must go first in showing what evidence and testimony it has to support the action taken. A union then responds with the evidence and testimony it has in defense of the grievant and as rebuttal to the case presented by the employer. There are 7 commonly accepted tests for just cause. These are: 1. If a rule is alleged to have been violated was that rule reasonable? 2. Was the grievant given adequate notice that the conduct complained about was improper? 3. Was the alleged offense sufficiently investigated? 4. Was the investigation fair? 5. Was the misconduct proved? 6. Did the employee receive equal treatment with all others who have committed a similar offense? If not, were there any mitigating circumstances? 7. Was the penalty appropriate for the offense committed? Refer back to the Checklist for Handling Complaints to remind yourself of the

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type of information you must collect to support a complaint in a discipline or discharge case. Remember to find out: who; what; when; where; why; and how. Collect all of the evidence and interview witnesses, then review and analyze these in relation to the 7 tests listed above. This will give you an idea of the strength of support for the union's case. Remember, you must also consider what evidence and testimony management may be able to present and assess your case accordingly.

3.6 Contract Interpretation Cases: These cases involve disputes over the interpretation of contract language. Unlike discipline and discharge cases, the party that claims the contract language has been improperly interpreted has the burden to go forward in presenting its case. Critical to prevailing in a contract interpretation case can be: evidence obtained from the bargaining history of the parties (what have they done in the past, for how long, and what was the intent at the bargaining table); and have any past practices developed that have changed the meaning of that contract language. The tests for a binding past practice are that the practice must be: (1) unequivocal; (2) clearly enunciated and acted upon; and (3) readily ascertainable over a reasonable period of time as a fixed, and established practice accepted by both parties. Mutual acceptance may be tacit, however, an implied mutual agreement determined by inference from the circumstances. It is very important in contract interpretation cases that you obtain witnesses who were actually at the bargaining table when the disputed language was agreed to, and/or have direct knowledge that the language has been rolled over in successive contracts without dispute for a period of years, or of past practices that have changed the meaning of the disputed language. In such cases, the kinds of proof that can be critical to support either party's case may include: Copies of past contracts; Notes from bargaining sessions; -Other documentation that will prove how the language has actually been Implemented (e.g., other arbitration awards); -Employees with long service that can testify about how a contract provision has been implemented; -Whether the disputed language is clear and unambiguous on its face; -is general language limited by more specific language in the same provision or elsewhere in the contract; -Are the disputed terms being interpreted in normal language or as they usually are in your business or is the interpretation strained; Will upholding your position or that of management produce a nonsensical or unworkable result?

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2. Study the grievance procedure and practice in your organisation and present a brief report.

COMPANY POLICYCOMPANY .................. aims to resolve problems and grievances promptly and as close to the source as possible with graduated steps for further discussions and resolution at higher levels of authority as necessary.

Statement of General Principles•   Complaints must be fully described by the person with the grievance •   The person(s) should be given the full details of the allegation(s) against them•   The person(s) against whom the grievance/complaint is made should have the opportunity and be given a reasonable time to put their side of the story before resolution is attempted•   Proceedings should be conducted honestly, fairly and without bias •   Proceedings should not be unduly delayed.

3.7 PROCEDURESThe following is a four level process:

1.   The Employee attempts to resolve the complaint as close to the source as possible. This level is quite informal and verbal

If the matter is not resolved

2.   The Employee notifies the Supervisor (in writing or otherwise) as to the substance of the grievance and states the remedy sought.Discussion should be held between employee and any other relevant party.This level will usually be informal, but either party may request written statements and agreements.  This level should not exceed one week.

  If the matter is not resolved

3.   The Supervisor must refer the matter to the Manager (or Board of Directors if applicable). A grievance taken to this level must be in writing from the employee.

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The Supervisor will forward to the Manager any additional information thought relevantThe Manager will provide a written response to the EmployeeThe Manager also communicate with any other parties involved or deemed relevant.This level should not exceed one week following the next scheduled meeting.

  If the matter is not resolved

4.   The Employee will be advised of his/her rights to pursue the matter with external authorities if they so wish.

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4. GRIEVANCE HANDLING IN DLW

4.1 INTRODUCTION TO GRIEVANCESEvery employee has certain expectations which he thinks must be fulfilled by

the organization he working for: when the organization to do this, he develops a

feeling of discontents or dissatisfaction when an employee feels that something

is unfair in the organization, he is said to have a grievance According to Julius,

a grievance is “any discontent or dissatisfaction, whether expressed or not,

whether valid or not, arising out of anything connected with the company which

an employee thinks, believes or even feels to be unfair, unjust or inequitable.”

Features

If we analyze this definition, some noticeable features emerge clearly:

a. A grievance refers to any form of discontent or dissatisfaction with any

aspect of the organization.

b. The dissatisfaction must arise out of employment and not due to personal

or family problems.

c. The discontent can arise out of real or imaginary reasons. When the

employee feels the injustice has been done to him, he has a grievance.

The reasons for such a feeling may be valid or invalid, legitimate or

irrational, justifiable or ridiculous.

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d. The discontent may be voiced or unvoiced. But it must find expression in

some form. However, discontent peruses not a grievance. Initially, the

employee may complain orally or in writing. If this is not looked into

promptly, the employee feels a sense of lack of justice. Now the

discontent grows and takes the shape of a grievance.

Forms of Grievances

A grievance may take any one of the following forms: (a) factual, (b)

imaginary, (c) disguised.

a. Factual: A factual grievance arises when legitimate needs of employees

remain unfulfilled, e.g., wage hike has been agreed but not implemented citing

various reasons.

b. Imaginary: When an employee’s dissatisfaction is not because on any valid

reason but because of a wrong perception, wrong attitude or wrong information

he has. Such a situation may create an imaginary grievance. Though

management is not at fault in such instances, still it has to clear the ‘fog’

immediately.

c. Disguised: An employee may have dissatisfaction for reasons that are

unknown to him, if he she is under pressure from family, friends, relatives,

neighbors, he/she may reach the work spot with a heavy heart. If a new recruit

gets a new table and Elmira, this may become an eyesore to other employees

who have not been treated likewise previously.

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4.2 Causes

Grievances may occur for a number of reasons.

a. Economic: Wage fixation, overtime, bonus, wage revision, etc.

Employees may feel that are paid less when compared to others.

b. Work environment: poor physical conditions of workplace, tight

production norms, defective tools and equipment, poor quality of

materials, unfair rules, lack of recognition etc.

c. Supervision: Relates to the attitudes of the supervisor towards the

employee such as perceived notions of bias, favoritism, nepotism, caste

affiliations, etc.

d. Work group: Employee is unable to adjust with his colleagues; suffers

feelings of neglect, victimization and becomes an object of ridicule and

humiliation, etc.

e. Miscellaneous: These include issues relating to certain violation in

respect of promotions, safety methods, transfer, disciplinary rules, fines,

granting leave, medical facilities etc.

Effects

Grievances, if they are not identified and redressed, May adversely affect

workers, managers and the organization as a whole. The effects are:

i. On production include:

Low quality of production.

Low quantity of production and productivity.

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Increase in the wastage of material, spoilage/breakage of

machinery.

Increase in the cost of production per unit.

ii. One the employees:

Increases the rate of absenteeism and turnover.

Reduces the level of commitment, sincerity and punctuality.

Increases the incidence of accidents.

Reduces the level of employee morale.

iii. On the managers:

Strains the superior-subordinate relations.

Increases the degree of supervision, control and follow up.

Increases in indiscipline cases.

Increase in unrest and thereby machinery to maintain industrial

peace.

Need for a Grievance Procedure

Thus, grievances affect not only the employees and managers but also the

organization as a whole. In view of these adverse effects, the management has

to identify and redress the grievances in a prompt manner. If the individual

grievances are left ignored and unattended, there is a danger that these

grievances may result in collective disputes.

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They affect the employee morale adversely. Hence, it is essential to have

a proper grievance handling procedure for the smooth functioning of the

organization.

4.3 Advantages of having a Grievance Handling Procedure

The following are some of the distinct advantages of having a grievances

handling procedure:

a. The management can know the employee’s feelings and opinions

handling procedure.

b. With the existence of a grievance handling procedure, the employee gets

a chance to ventilate his feelings. He can let off steam through an official

channel. Certain problems of workers cannot be solved by first line

supervisors, for these supervisors lack the expertise the top management

has, by virtue of their professional knowledge and experience.

c. It keeps a check on the supervisor’s attitude and behavior towards their

subordinates. They are compelled to listen to subordinates patiently and

sympathetically.

d. The morale of the employees will be high with the existence of proper

grievance handling procedure Employees can get their grievances

redressed in a just manner.

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4.4 The Discovery of Grievances

Grievances can be uncovered in a number of ways. Gossip and grapevine

offer vital clues about employee grievances. Gripe boxes, open door policies

periodic interviews, exit survey could also be undertaken to uncover the

mystery surrounding grievances. These methods are discussed below:

a. Observation: A manager/supervisor can usually track the behaviors or

people working under him. If a particular employee is not getting along

with people, spoiling materials due to carelessness or recklessness,

showing indifference to commands, reporting late for work or is

remaining absent- the signals are fairly obvious. Since the supervisor is

close to the scene of action, he can always find out such unusual

behaviors and report promptly.

b. Grievance procedure: A systematic procedure is the best means to

highlight employee dissatisfaction on at various levels. Management, to

this end, must encourage employees to use it whenever they have

anything to say. In the absence of such a procedure, grievances pole up

and explode in violent forms at a future date. By that time things might

have taken an ugly shape altogether, impairing cordial relations between

labor and management. If management fails to induce employees to

express their grievances, union will take over and emerge as powerful

bargaining representatives.

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c. Gripe boxes: Gripe boxes may be kept at prominent location in the

factory for lodging antonymous complaints pertaining to any aspect

relating to work. Since the complainant need not reveal his identity, he

can express his feelings of injustice or discontent frankly and without any

fear of victimization.

d. Open door policy: This is a kind of walk-in-meeting with the manager

when the employee can express openly about any work-related grievance

the manager can cross-check the details of the complaint through various

means at his disposal.

e. Exit interview; Employees usually leave their current jobs due to

dissatisfaction or better prospects outside. If the manager tries sincerely

through an exit interview he might be able to find out the real reasons

why ‘X’ is leaving the organization. To elicit valuable information, the

manger must encourage the employee to give a correct picture so as to

rectify the mistakes promptly. If the employee is not providing fearless

answers, he may be given a questionnaire to fill up and post the same

after getting all his dues cleared from the organization where he is

currently employed.

f. Opinion surveys; survey s may be conducted periodically to elicit the

opinions of employees about the organization and its policies.

It is better to use as many channels as possible, if the intention is to uncover

the truth behind the curtain.

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4.5 Essential pre-requisites of a Grievance procedure

Every organization should have a systematic grievance procedure in order

to redress the grievances effectively. As explained above, unattended

grievance may culminate in the form of violent conflicts later on, the

grievance procedure, to be sound and effective should possess certain pre-

requisites:

a. Conformity with statutory provisions: Due consideration must be given

to the prevailing legislation while designing the grievance handling

procedure.

b. Unambiguity: Every aspect of the grievance handling proc endures

should be clear and unambiguous. All employees should know whom to

approach first when they have a grievance, whether the complaint should

be written or oral, the maximum time in which the redressed is assured

etc, the redressing official should also know the limits within which he

can take the required action.

c. Simplicity: The grievance handling procedure should be simple and

short. If the procedure is complicated it may discourage employees and

they may fail to make use of it in a proper banner.

d. Promptness: The grievance of the employee should be promptly handled

and necessary action must be taken immediately. This is good for both

the employee and management, because if the wrong doer is punished

late, it may affect the morale of other employees as well.

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e. Training: The supervisors and the union representatives should be

properly trained in all aspects of grievance handling beforehand and or

else it will complicate the problem.

f. Follow up: The personnel Department should keep track of the

effectiveness and the functioning of grievance handling procedure and

make necessary changes to improve it from time to time.

4.6 Steps in the Grievance procedure

a. Identify grievances: Employee dissatisfaction should the identified by

the management if they are not expressed. If they are ventilated,

management has to promptly acknowledge them.

b. Define correctly: The management has to define the problem properly

and accurately after it is identified/acknowledge.

c. Collect data: Complete information should be collected from all the

parties relating to the grievance. Information should be classified as facts,

data, opinions, etc.

d. Analyze and solve: The information should be analyzed, alternative

solutions to the problem should be developed and the best solution should

be selected.

e. Prompt redressed: The grievance should be redressed by implementing

the solution.

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f. Implement and follow up: Implementation of the solution must be

followed up at every stage in order to ensure effective and speedy

implementation.

4.7 Model Grievance procedure

The Modern Grievance procedure suggested by the National Commission on

Labor involves six successive time-bound steps each leading to the next, in case

of dissatisfaction. The aggrieved worker in the first instance will approach the

foreman and tell him of his grievance orally. The foreman has to redress his

grievance and if the worker is not satisfied with this redressed, he can approach

the supervisor. The supervisor has to provide an answer within 48 hours. In the

event of the supervisor not ginning an answer or the answer not being

acceptable to the worker, the worker goes to the next step. At this stage the

worker (either alone or accompanied by his departmental representative)

approaches the Head of the Department who has to give an answer within three

days. If the Departmental Head fails to give an answer or if the worker is not

satisfied with his answer, the worker may appeal to the Grievance committee,

consisting of the representatives of the employer and employees.. The

recommendations of this committee should be communicated to the manager

within seven days.

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DLW grievance procedure

Procedure Time Frame

Appeal against within a week 3 days

Manager 7 days

Grievance committee 3 days

HOD 48 hours

Supervisor 48 hours

Foreman 24 hours

Worker 7 days

From the date of the grievance reaching it Unanimous decisions, if any, of the

committee shall be implemented by the management. If there is no unanimity

the views of the members of the committee shall be placed before the manager

for his decision. The manager has to take a decision and inform the worker

within three days.

The worker can make an appeal against the manager’s decision and such

an appeal has to be decided within a week. A union official may accompany the

worker to the manger for discussion and if no decision is arrived at his stage,

both the union and management’s decision. The worker in actual practice may

not resort to all the above mentioned steps. For example, if the grievance is

because of his dismissal or discharge he can resort to the second step directly

and he can make an appeal against dismissal or discharge.

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Grievance Management in Indian industry

At present, there are three legislations dealing with grievances of

employees working in industries. The Industrial Employment (Standing Orders)

Act, 1946, requires that every establishment employing 100 or more workers

should frame standing orders. These should contain, among other things, a

provision for redressed of grievances of workers against unfair treatment and

wrongful actions by the employer or his agents. The Factories Act, 1948,

provides for the appointment of a Welfare Officer in every factory ordinarily

employing 500 or more workers. They also look after proper implementation of

the existing labor legislation. Besides, individual disputes relating to discharge

dismissal or retrenchment can be taken up for relief under the industrial

Disputes Act, 1947, amended in 1965.

However, the existing labor legislation is not being implemented properly by

employers. There is lack of fairness on their part. Welfare officers have also not

been keen on protecting the interests of workers in the organized sector. In

certain cases, they are playing a double role. It is unfortunate the public sector,

which should set up an example for the private sector, has not been

implementing lab our laws properly.

In India, a Model Grievance Procedure was adopted by the Indian Labour

Conference in its 16th session held in 1958, at present, Indian industries are

adopting either the Model. Grievance Procedure or procedures formulated by

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themselves with modification in the Model Grievance Procedure. In other

words, the grievance procedures are mostly voluntary in nature.

Guidelines for Handling Grievances

The following guidelines may help a supervisor while dealing with

grievances. He need not follow all these steps in every case. It is sufficient to

keep these views in mind while handling grievances (W, Baer, 1970).

Treat each case as important and get the grievance in writing.

Talk to the employee directly. Encourage him to speak the truth. Give

him a patient hearing.

Discuss in a private place. Ensure confidentially, If necessary.

Handles each case within a time frame.

Examine company provisions in each case. Identify violations, if any. Do

not hold back the remedy if the company is wrong. Inform your superior

about all grievances.

Get all relevant facts about the grievance. Examine the personal record of

the aggrieved worker. See whether any witnesses are available. Visit the

work area. The idea is to find where things have gone wrong and who is

at fault.

Gather information from the union representative, what he has to say,

what he wants, etc. Give short replies, uncovering the truth as well as

provisions. Treat him properly.

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Control your emotions, our remarks and behavior.

Maintain proper records and follow up the action taken in each case.

Be proactive, if possible Companies like VSP, NALCO actually invite

workers to vent late their grievances freely, listen to the other side

patiently, explain the reasons why the problems arose and redress the

grievances promptly.

12. Educational Facilities – Primary Schools, Intermediate College Rakaia

Woman Mahavidyalay, Kendriya vidyalaya. St. John’s Schools (Run by home

catholic prefecture), Badminton and chatting (Run by DLW women’s

organization).

Public Grievances Redressed

Total grievances Received by welfare inspector in the D.L.W. workshop. Years

as Amendment below. [General] Jan-08

Year Grievances Receive Redressal

2005 207 206

2006 349 344

2007 218 211

2008 216 201

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Year SC & St

2005 11

2006 06

2007 18

(i) Grievances Register- Check.

(ii) Engine Division engine testing shop

Engine Shop Number Shop Name

01 Engine Ere um Shop

02 Engine test

03 Heavy weight shop

04 Heavy machine shop

05 Sub Assembly shop

06 Light machine shop

07 Heat treatment shop

08 Chromium pleating shop

09 Rotor Shop

10 Progress engine

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Loco Division

(While) Vehicle Division Number of shop – blue as D; K&D; K gksrk gas

Vehicle/Loco Division- vex shift gas

Shop Number Name

20 Loco frame shop

21 Loco Assembly shop

22 Shut Metal shop

23 Truck Machine shop

24 Paint Shop

25 Loco Paint shop

26 Loco test shop

27 Testing shop

28 Frame shop

29 Pipe shop

30 Loco Progress shop

31 Design shop

32 Division shop

33 Heat treatment shop

34 Heavy material shop

35 Truck Assembly shop

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Maintenance Division

Shop Number Shop Name

0 Tool Room

1 Plant Shop

2 Electric Repair Shop

3 Central Transport Shop

4 Electric Maintenance Shop

5 Main Receiving shop

Objective of the study:

The main objective of the study was to expand the system of grievance

and personnel in DLW. It also included the critical examination of the

prevailing grievance and personnel system is DLW in the light of a model

grievance and personal system. The objectives of the study may be further

elaborated as follows.

1. Why do the grievances arise in an industrial organization?

2. Bring out the various causes of employee’s grievances in an, or

generation. How can these grievances be managed effectively?

3. Design a suitable grievance procedure which could be set up in an

industry for the early settlement of the employee’s grievances.

4. What is the process of grievances handling in industrial organizations?

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5. What are the various steps involves in a grievance handling process.

6. What is the different type of grievance at Railways’?

7. What is the shot out arrangement of grievance

8. How you are evaluate to grievances.

9. What is your own suggestion to reduce the grievances?

5 CONCLUSIONS, FINDINGS AND SUGGESTIONS

5.1 Conclusion

An organization confluence of individuals with different attitude

perceptions. Interest and cultures, various technological inputs, demographic

elements, economic factors both internal and external, social factors etc., or in

other works. It is unity in diversity in the ultimate analysis; organization exists

for the individuals, families. The employees are the active building blocks of an

organization. The organization will survive, grow and sustain it all it has quality

building blocks. How these quality building blocks are developed? Develop in

grievances where the development of the individual or employee in all respect is

taken care of under a healthy and positive grievance development of the

employee, the role, the day, the team and finally the organization would thrive

through various elements. Even during the challenging periods. Then it would

become a self sustaining process.

With reference to Diesel Locomotive works, various fundamental

conditions are favorable for rejuvenating grievance such as economy of the

company, industrial relations and other advantages of a systemic industry. With

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adequate planning and structuring of the grievance and its gradual

implementation over a period of time with sincere participation and

involvement of employees will definitely make the organization more

competent to take up any challenges, Internal or external in the future.

Simultaneously, it would be fulfilling its prime responsibility as a public sector

enterprise social responsibility silently.

Collection of Data

Collection of data was done from various sources which include the

document of personal office and technical training centre (TTC), report of the

study of group of standing committee on Railways, Annual report and personnel

of personnel office and technical training centre. The concerned persons were

interviewer many times and were asked questions related to various aspects of

the grievance and personnel system in D.L.W. The persons who were

interviewed for, the collection of data included Po/Ho, TTC, and members of

staff in personnel office and TTC. Ten workers who have participated in

training programmers recently were also interviewed.

Limitations:

Nothing is this world is without limitations, so is the case with this study

also. The main limitations of the study were time. The study was undertaken

when the semester classes were going on. Grievance Whenever any grievance

or complain are being host three types of slips to where assembled when on:

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2. Yellow slip: Grievances are regarded by welfare inspector by putting their

signature on this slips and the same is given to complement.

3. Red Slips: The red hip given to the conserving delete with the brief of the

complain which is required to the regress and dealer to constant.

4. White Slips: This slip being storey by welfare inspector and he will watch

the complaint being reverses and the after the proper referral and the

recorded the consolation.

5. Research Methodology

Statement of the problem:

Grievance & personnel can have (two) factions. One is an act of faith an

investment in people by which a caring organization ensures its tomorrow. The

other is a corporate new for a pool of adequately skilled manpower without

which the concern cannot operate; both the above functions are very significant

for an organization to keep pace with changing technology.

To improve performance increase productivity, to reduce wastage.

Accidents and lab our turnover. Looking at this significance and keeping in

mind that it is new emerging and growing area as for as Indian industry is

concerned. Grievance and personnel has been selected as the area of research.

“DLW is a very large Central Govt. Organization (Under in Indian Railways)

and is one of the major locomotive manufacturing companies of India. Since it

got ISO Quality certification, therefore, it follows strict measures for Grievance

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& Personnel. DLW was easily accessible for researcher and it was formed that

no similar study has been done in the organization stated/Above are of the

reasons behind the selection of DLW for the study/summer training for the

students of management.

DLW is a very large organization where in different class’s standard of

people/staff/workmen and officers are employed. Having diversity in age

standard, qualification of the employee, it is bound to generate a miscellaneous

kind of grievance which might be harmful for the organization and staff/officer

both.

Miscellaneous kind of grievance and miscellaneous kind of employee

with intention/guide line to overcome any dispute arising of is the subject of

research.

While doing my report I met 105 prospects. As far as the awareness is

concern of these 105 prospectuses it can be divided in three parts.

1. Totally Aware

2. Partially Aware

3. Unaware

Above 105 falls under the three categories as below…………..

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Year wise reported accident

Total year wise reported accident in the DLW workshop.

DATA ANALYSIS AND INTERPRETATION

Year wise grievances received

Total grievances received by welfare inspector in the DLW workshop.

Year wise reported accident in DLW Workshop

24

3028

0

5

10

15

20

25

30

35

2008 2009 2010

Accident

207

249

10085

0

50

100

150

200

250

2007 2008 2009 2010

Grievances

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While doing my report I met 105 prospects. As far as the awareness is concern of these 105 prospectuses it can be divided in three parts.

1) Totally Aware2) Partially Aware3) Unaware

Above 105 falls under the three category as below .............

No. of Persons (Prospectus) Awareness

Totally 35

Partially 20

Unaware 45

Awareness

35

20

45 Totally

Partially

Unaware

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Have you visited any of their DLW Sites?

From where you come to know about D.L.W.?

35%

65%

Yes

No

Friends25%

Other medium25%

Newspaper and Magazines

50%

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Sources of information was found as under that is 53 people come to know

from newspaper and magazines 26 from friends and 26 from other medium.

Would you like to go for on D.L.W.?

Percentage of prospects wanted to go for DLW

Yes 52%

No27%

Can't Say21%

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5.2 FINDINGS

As to the matter of summer training – such kind of training at any

organization however big or small is very fruitful for the students.

A correspondence in regard to the training may be undertaken between

the institutes on the organization. Where the students are self for training.

D.L.W. as has been stated here in is a heavy engineering industry having

large capability with men. Machines, material, specially the

employee/staff having strength of Bird Eye Flue. The Grievances arising

out of bare minimum which indicates an optimum amount of care has

been taken to look after the health. Safely & welfare of the employee.

On perusal of the data’s in corporate in here with at page No. in forms’ of

accident analysis endeavor’s should be made to eliminate the No. of

reportable accidents.

On perusal of the data’s available at page No. in terms of No. of

grievances reused in different years, an effort should be made by the

management to reduce the no. of grievances by providing all the

situateries requirements/otherwise requirements of the personnel

employed there in.

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5.3 SUGGESTION

1. More & method of redressed of grievance should be improved.

2. Communication skill between officer/supervisor/workmen should be

made improved through the mode of training, seminar etc. So that

grievance are projected in better way.

3. Personnel of personnel department should be sent for different stages

training, Training on management & development, skill improvement and

customer satisfaction.

4. Tried should be made with the personnel of sister organization such as

other production unit auserilerise. To have optimum achievement &

betterment for the department.

5. Achievement accrued by the department should be broadcasted through

public relations management to infisiyes achievement of D.L.W.

Grievance is a kind of discontentment or dissatisfaction, whether expressed or

not, whether valid or not, arising out of anything connected with the

organization that an employee thinks, believes or even feels, is unfair, unjust or

inequitable.

Represented grievances are tip of the ice berg and the best way to solve

them is to understand the complainant’s point of view, and explaining him/her

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the totality of the circumstances, open and impartial dealings always help.

Unattended grievances are not a health practice. It is our primary duly to give

personal attention to grievance, detection and their redressal. This will also help

us in segregating the apparent from the real grievances and will also reduce the

incidence of court eases.

Most common reasons of grievances are transfers promotion, seniority,

selections, pay fixation, arrers of pay an allowances. Most items may look petty

and routine to us but not to the aggrieved. He she must be given I patient

hearing and qulo action is to be taken to solve them. Every item of dealing

needs normal time for action, a grievance arises only it abnormal time being

taken or delay is deliberate or dealer is rough and incommunicative.

Petty and regular items need no recording, but a written grievance from

any source is to be recorded for action, follow in and feed back to the party

Usual sources are (1) Leders in the Dak, (2) MP/MLA references, (3)

Board/HQ/Higher Officer’s da with nothing, (4) WI/PI’s inspection, (5) Items

from Recognize Unions etc., (6) Grievance collected during drivers/grievance

sammetans.

Grievances register with the supervisor will have SI. No. Name:

designation of the aggrieved, his/her address to communication, receipt date:

items of complaint; dealer’s name time schedule for disposal;

acknowledgement, final disposal with letter number and date.

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All grievance must be acknowledged and replied within two months. It final

disposal needs time, an interim reply giving factual position of the case should

be issued invariably. This will also help reduction of litigation, officers should

exercise their judgment while accepting time barred grievance, but the party

must be informed of the reasons of non-accoplance etc.

Jr/Sr. Clerks with supervisor’s approval will reply simple grievances. The

Group D staff will be informed in Hindi/vemacular OS (coordination) will put

up a monthly summary of.

a. MP/MLA references received/ replied/not replied.

b. HQ/GM/DRM’s marked cases received/replied/ not replied.

c. CA (iii) references received/replied/not replied.

d. Staff grievance received/replied/not replied.

Individual grievances should be dealt on the Personal file of the employee.

MP/MLA references should be replied within ten days of the receipt; the CA

(iii) cases from Railway Board within the stipulated time; and HQ references

within a fortnight.

WI/Pls items should be soloved before their next visit to the station and

final replied should be handed over to the WI/Pls who should personally convey

them to the party.

Whereever possible, WI and PI should establish grievance collection

center from where the replied would be available. Stations with large

concentration of staff should form such points for tacking the staff grievance.

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Date of visit of inspector should be prominently displayed. WI will find out

position in his weekly visit in the divisional office. His/Her offices should have

normal stationary items like various forms/applications for settlements payment.

Leave, nominations, pay fixation, options on promotion; as well seniority lists

copies, copies of panels notified, rule books and instructions etc. With these

small efforts, Personal Deptt. Can reach out of its traditional office image and

prove to be a friend to all those who seek their help.

Transparency features of personnel department where human resources

are available are made clears and seems visible primfasie.

The systems of bureaucracy as is available in public administrative

system is visible in the department.

The women worker are employee in D.L.W. though there no. are just

below 40, they haven trusted any grievances as to three safely & welfare in the

welfare department.

105

BIBLIOGRAPHY

Book Referred:

1. Human Resource Management

P.C. Triphathi

2. Human Resource Management

K. Aswattappa

3. Human Resource Development

P.C.Triphathi

4. Business Management

L.M.Prashad

External Sources:

i. Www. Desellocoworks.com

ii. Www. Loco division. Com

iii. Www. Dlw.com

iv. Newspaper Articles

v. Outlook Money

106

REFERENCES

1. JIYUT RAM Personnel Dep’t.

(Chief Welfare Inspector) Grievance (Scope and Enforcement)

2. J.P.Singh, Data regarding grievances

(Welfare inspector Grade I)

CDAE (P) Office/DLW

3. G.K. Singh (O.S.I.) Grievances

(Office Superintendent)

4. A.K.Khare ISO 9001, 2000(OHSAS, 18001)

Section Engineer

Quality System Division/DLW.

5. Vinay Kumar Safety at D.L.W.

(Safety Officer)

Safety cell/DLW

6. Akhilesh Kumar Computer Knowledge

(S.S.E.) (Programmer)

EDP Centre

7. Mr. U.K. Rougappa

S.S.E. (Electrical. T.T.C.) (Workshop Visit)

107

Abbreviations Used

DLW Diesel Locomotive Works

T & D Training and Development

MR Management Representative

TTC Technical Training Centre

CME/P Chief Mechanical Engineer/Production

Dy. CPO/G Dy. Chief Personnel Officer/General

Dy. CPO/HQ Dy. Chief Personnel Officer/Head Quarter

PTC Principal Training Centre

CPO Chief Personnel Officer

AU Administrative Unit

OSI Office Superintendent-I

CPI Chief Personnel Inspector

CMgm Chief Marketing Manager

QSD Quality Systems Division

CME Chief Mechanical Engineer

GM General Manager

MRM Management Review Meeting

OHSAS Occupational Health & Safety Assessment Series

108

ANNEXURE

QUESTIONNAIRE

Name of Respondent:

Address of Respondent:

City: Pin:

Mobile No: Phone (STD Code):

Gender:

Q.1. Why do the grievances arise in an industrial organization?

Q.2. Bring out the various causes of employees grievances in an organization.

How can these grievances be managed effectively?

Q.3. Design a suitable grievance procedure. Which could be set up in an

industry for the early settlement of the employee’s grievances.

Q.4. What is the process of grievance handling in an industrial organization?

Q.5. What is the various steps involved in a grievance handling process.

(a) Transparency (b) Mechanically (c) Technically

Q.6. What is the different types of grievance at Railways?

Q.7. Can you specify your Job.

(a) Business Man (b) Professional (c) Executives (d) Others.

Q.8. Are your officer listening your matter under to grievances.

(a) Yes (b) No (c) Can’t say

Q.9. Can you want short out arrangement of Grievances?

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(a) Yes (b) No (c) Can’t say

Q.10. What you don’t like about grievances.

……………………………………………………………………………………

…………………………………………………………………………

Q.11. What fascinates you about grievances?

(a) Transparency (b) Economical (c) Time saving

Q.12. When you are satisfied in this organization?

(a) 60% (b)45% (c)25%

Q.13. When your officer are give you punishement in your lightly fault; well

you are credit to confliet under to organization.

(a) (b) No (c) Can’t say