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PROJECT ON INDIAN RAILWAY

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OPERATIONS MANAGEMENT

PROJECT REPORT ON

INDIAN RAILWAYS

CENTRAL RAILWAY

CARRIAGE & WAGON MATUNGA WORKSHOP


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ACKNOWLEDGEMENT

The project on OPERATION MANAGEMENT ON INDIAN

RAILWAYS is a result of co-operation, hard work and good wish of manypeople. We students of IES MCRC would like to thank our project guide

PROFESSOR P.G KANE for his involvement in my project work and timely

assessment that provided me inspiration and valued guidance throughout my

study.

We also take this opportunity to express my sincere gratitude to the

MR.CHITENDRA SHETTY CHIEF INSTRUCTOR OFFICER BTC, C.R

MATUNGA WORKSHOP for providing us with right information and right

materials at the right time. Guiding and explaining us the Operations Process of

Matunga Carriage & Wagon Workshop.

We are also thankful to all those seen and unseen hands and heads, which

have been of help in the completion of this project work.


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TABLE OF CONTENTS

Sr.no Particulars Page No.

1 Introduction of Indian Railways 5

2 Growth of Railways 10

3 Organizational Structure 13

4 HRM challenges &opportunities 14

5 Need for Large Scale Investments 20

6 SWOT & PESTEL analysis of Indian Railways 22

7 PPP Initiatives 26

8 Project Report C.R Matunga workshop 30

9 Conclusion 44

10 Bibliography 45


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EXECUTIVE SUMMARY:

The Railways in India provide the principal mode of transportation for freight and

passengers. It brings together people from the farthest corners of the country and makes

possible the conduct of business, sightseeing, pilgrimage and education. The Indian Railways

have been a great integrating force during the last more than 155 years. It has bound the

economic life of the country and helped in accelerating the development of industry and

agriculture. From a very modest beginning in 1853, when the first train steamed off from

Mumbai to Thane, a distance of 34 kilometres Indian Railways have grown into a vast

network of 7,025 stations spread over a route length of 63,273 kilometres with a fleet of

8,330 locomotives, 47,375 passenger service vehicles, 6,180 other coaching vehicles and 2,

04,034 wagons as on 31st March, 2008. The growth of Indian Railways in the 155 years of its

existence is thus phenomenal. It has played a vital role in the economic, industrial and social

development of the country. The network runs multi-gauge operations extending over 63,273

route kilometres.


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INTRODUCTION

India is the land of diverse culture and Indian Railways play a key role in not only meeting

the transport needs of the country, but also in binding together dispersed areas and promoting

national integration. Railways in India provide the principal mode of transportation for

freight and passengers. The Indian Railways have been a great integrating force during the

past 150 years and more. It has bound the economic life of the country and helped in

accelerating the development of industry and agriculture. From a very modest beginning in

1853 it has played a vital role in the economic, industrial and social development of the

country.

The Indian Railways operates the worlds second largest rail network under a single

management. The network runs multi-gauge operations extending over 63,327 route

kilometres. In terms of infrastructure it operates more than 14,444 trains backed by 7,739

locomotives and 39,263 coaches. Thus it is one of the largest and busiest railway networks in

the world carrying sixteen million passengers on a daily basis. It also carries more than one

million tonnes of freight on a daily basis and with the employee strength surpassing 1.6

million is also one of the biggest commercial employers and is only next to Chinese Army in

terms of people recruited by it.

The main characteristic of the Indian Railways is that it is an independent, corporatized,

customer focused, and financially viable railway; run along commercial principles and

subject to generally accepted corporate accounting principles and reporting. The Indian

Railways Corporation (IRC) is responsible for managing railway assets and resources to meet

the objectives of Indian Railways. The Indian Railway Executive Board (IREB) manages

IRC and is responsible for restructuring process.The functions of the Indian Railways can be

divided into core and non-core activities. The core activities comprise transportation of

freight and passengers (Running of trains and owning of assets).The non-core activities

comprises catering, running schools and colleges for the children of the railway staff, medical

healthcare facilities for the railway staff production units and workshops, protection force for

the safety of railway assets & maintenance of an exclusive telecommunications network etc.


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Indian Railways is the state-owned railway company of India, which owns and operates most

of the country's rail transport. It is overseen by the Ministry of Railways of the Government

of India. However, rampant corruption has spread inside the organization which the Indian

Railway department has acknowledged.

Indian Railways has the largest rail network in Asia and the world's second largest less than

one management, transporting 20 million passengers and more than 2 million tons of freight

daily. It is one of the world's largest commercial or utility employers, with more than

1.6 million employees. The railways traverse the length and breadth of the country, covering

6,909 stations over a total route length of more than 63,327 kilometers (39,350 mi). As to

rolling stock, IR owns over 200,000 (freight) wagons, 50,000 coaches and 8,000 locomotives.

TypeDepartmental Undertaking of The Ministry of

Railways, Government of India

Industry Rail transportFounded 16 April 1853

Headquarters New Delhi, Delhi, India

Area served India

Key peopleD. V. Sadananda Gowda

(Ministry of Railways)

Products Rail transport,Cargo transport,Services,more...

Revenue Rs 88,355 crore (US$ 18.82 billion) (2012-13)Net income Rs. 951 crore (US$ 202.56 million) (2012-13)

Employees 1.307 million (2013)

Divisions 16 Railway Zones (excludingKonkan Railway)

Website Indianrailways.gov.in
http://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Ministry_of_Railways_%28India%29http://en.wikipedia.org/wiki/Product_%28business%29http://en.wikipedia.org/wiki/Rail_transporthttp://en.wikipedia.org/wiki/Service_Sectorhttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/Indian_rupeehttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/Indian_rupeehttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Division_%28business%29http://en.wikipedia.org/wiki/Konkan_Railwayhttp://en.wikipedia.org/wiki/Websitehttp://www.indianrailways.gov.in/http://en.wikipedia.org/wiki/File:Indian_Railway-logo.Phttp://www.indianrailways.gov.in/http://en.wikipedia.org/wiki/Websitehttp://en.wikipedia.org/wiki/Konkan_Railwayhttp://en.wikipedia.org/wiki/Division_%28business%29http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Indian_rupeehttp://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Indian_rupeehttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/Service_Sectorhttp://en.wikipedia.org/wiki/Rail_transporthttp://en.wikipedia.org/wiki/Product_%28business%29http://en.wikipedia.org/wiki/Ministry_of_Railways_%28India%29http://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Types_of_business_entity


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EVOLUTION OF RAILWAYS

The novel plan for the introduction of a rail system, transformed the whole history of India.

This innovative plan was first proposed in 1832; however no auxiliary actions were taken for

over a decade. In the year 1844, private entrepreneurs were allowed to launch a rail system by

Lord Hardinge, who was the Governor-General of India. By the year 1845, two companies

were formed and the East India Company was requested to support them in the matter. The

credit from the UK investors led to the hasty construction of a rail system over the next few

years.

On 22nd Dec' 1851, the first train came on the track to carry the construction material at

Roorkee in India. On September 22, 1842, Britishcivil engineerCharles Blacker Vignoles,

submitted aReport on a Proposed Railway in India to the East India Company.[1]By 1845,

two companies, the East Indian Railway Company operating fromCalcutta, and theGreat

Indian Peninsula Railway (GIPR) operating fromBombay,were formed. With a passage of

one and a half years, the first passenger train service was introduced between Bori Bunder,

Bombay and Thana on the providential date 16th Apr' 1853. This rail track covered a distance

of 34 kms (21 miles). Ever since its origin, the rail service in India never turned back. The

British Government approached private investors and persuaded them to join the race with asystem that would promise an annual return of 5% during the early years of operation. Once

finished, the company would be transferred under the Government ownership, yet the

operational control will be enjoyed by the original company. In 1880, the rail network

acquired a route mileage of about 14,500 km (9,000 miles), mostly working through Bombay,

Madras and Calcutta.

By 1895, India had started manufacturing its own locomotives. Into time, different kingdoms

assembled their independent rail systems. In 1900, the GIPR became a government owned

company. The network spread to modern day states ofAssam,Rajasthan andAndhra

Pradesh and soon various independent kingdoms began to have their own rail systems. In

1901, an early Railway Board was constituted, but the powers were formally invested

underLord Curzon.It served under the Department of Commerce and Industry and had a

government railway official serving as chairman, and a railway manager from England and

an agent of one of the company railways as the other two members. For the first time in its

history, the Railways began to make a profit. It was comprised of three members - a
http://en.wikipedia.org/wiki/Civil_engineerhttp://en.wikipedia.org/wiki/Charles_Blacker_Vignoleshttp://en.wikipedia.org/wiki/History_of_rail_transport_in_India#cite_note-andrew-0http://en.wikipedia.org/wiki/History_of_rail_transport_in_India#cite_note-andrew-0http://en.wikipedia.org/wiki/History_of_rail_transport_in_India#cite_note-andrew-0http://en.wikipedia.org/wiki/East_Indian_Railway_Companyhttp://en.wikipedia.org/wiki/Calcuttahttp://en.wikipedia.org/wiki/Great_Indian_Peninsula_Railwayhttp://en.wikipedia.org/wiki/Great_Indian_Peninsula_Railwayhttp://en.wikipedia.org/wiki/Bombayhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Lord_Curzonhttp://en.wikipedia.org/wiki/Lord_Curzonhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Bombayhttp://en.wikipedia.org/wiki/Great_Indian_Peninsula_Railwayhttp://en.wikipedia.org/wiki/Great_Indian_Peninsula_Railwayhttp://en.wikipedia.org/wiki/Calcuttahttp://en.wikipedia.org/wiki/East_Indian_Railway_Companyhttp://en.wikipedia.org/wiki/History_of_rail_transport_in_India#cite_note-andrew-0http://en.wikipedia.org/wiki/Charles_Blacker_Vignoleshttp://en.wikipedia.org/wiki/Civil_engineer


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Chairman, a Railway Manager and an Agent respectively. For the very first time in its

history, the Railways instigated to draw a neat profit. In 1907, most of the rail companies

were came under the government control. Subsequently, the first electric locomotive emerged

in the next year. During the First World War, the railways were exclusively used by the

British. In view of the War, the condition of railways became miserable. In 1920, with the

network having expanded to 61,220 km, a need for central management was mooted by

Sir William Acworth.

The period from 1920 to 1929 was a period of economic boom. Following With the Second

World War, the railways got incapacitated since the trains were diverted to the Middle East

(theGreat Depression,the company suffered economically for the next eight years).

TheSecond World War severely crippled the railways. Trains were diverted to theMiddle

East and the railways workshops were converted to munitions workshops. By 1946 all rail

systems were taken over by the government.

On the occasion of India's Independence in 1947, the maximum share of the railways went

under the terrain of Pakistan. The existing rail networks were forfeited for zones in 1951 and

6 zones were formed in 1952. With 1985, the diesel and electric locomotives took the place

of steam locomotives. In 1995, the whole railway reservation system was rationalized with

computerization.

History of Railway in India- Important Years

1832- Plans were proposed to introduce a rail network in India.

1844- Private entrepreneurs set up a private rail system in India.

1851- Trains became operational.

1875- 95 million pounds were invested into Indian railways by British companies.

1895- Indian locomotives began to operate in the country.

1907- The government obtained total control over most of the rail companies.

1908- First electric locomotive was introduced.

1947- 40% of the railway network came under Pakistan's possession.
http://en.wikipedia.org/wiki/Great_Depressionhttp://en.wikipedia.org/wiki/World_War_IIhttp://en.wikipedia.org/wiki/Middle_Easthttp://en.wikipedia.org/wiki/Middle_Easthttp://en.wikipedia.org/wiki/Middle_Easthttp://en.wikipedia.org/wiki/Middle_Easthttp://en.wikipedia.org/wiki/World_War_IIhttp://en.wikipedia.org/wiki/Great_Depression


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History of Indian Railways- Important Years

After India obtained independence from the British, the rail network in the country was

christened as the Indian Railways.

1951- Nationalization of the rail system in India took place.

1952- Six railway zones were introduced.

1995- Steam locomotives became obsolete. Only diesel and electric locomotives were

operational.

1987-1995- The Indian Railways reservation system was computerised.


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Growth of Railways

Start of Indian Railways

Following independence in 1947, India inherited a decrepit rail network. On the whole, 42

independent railway systems with thirty-two lines were merged in a single unit and were

acknowledged as Indian Railways & hence it earned the distinction of being one of the

largest railway networks in the world. About 40 per cent of the railways then passed through

the newly independent republic ofPakistan. A large number of lines had to be rerouted

through Indian Territory, and new construction had to be undertaken. Underinvestment and

unproductive management and maintenance practices have sharply curtailed growth in route

length. A total of forty-two separate railway systems, including thirty-two lines owned by the

former Indian princely states existed at the time of independence spanning a total of

55,000 km. These were amalgamated into theIndian Railways.

In 1951, the rail networks were abandoned in favor of zones. A total of six zones came into

being in 1952. As India developed its economy, almost all railway production units started to

be built indigenously. Broad Gauge became the standard, and the Railways began to electrify

most lines toAC.In 1985, steam locomotives were phased out.

UnderRajiv Gandhi, reforms in the railways were carried out. In1987, computerization ofreservation first was carried out in Bombay and in 1989 the train numbers were standardized

to four digits. In 1995 the entire railway reservation was computerized through the railways

intranet. In 1998, theKonkan Railway was opened, spanning difficult terrain through the

Western Ghats.Few of the recent developments include construction of Calcutta Metro and

Delhi Metro.

Railways (Post Reforms)

Post reforms in the 1990's the progress of the railways was not satisfactory. The Rakesh

Mohan Committee report suggested that the railways needed a complete overhaul if any

progress had to be made. Since it was not that easy from a political point of view, it was not

given due importance by the inner circle in the railways.

But with the appointment of Mr.Lalu Prasad in 2004 as railway minister, things changed

dramatically. In the next five years the minister and his team worked out a strategy to bring

about a complete turnaround in the working of the railway. Currently Mamata Banerjee has

chalked out future plans for railways which seem optimistic and achievable.
http://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Indian_Railwayshttp://en.wikipedia.org/wiki/Alternating_Currenthttp://en.wikipedia.org/wiki/Rajiv_Gandhihttp://en.wikipedia.org/wiki/Konkan_Railwayhttp://en.wikipedia.org/wiki/Western_Ghatshttp://en.wikipedia.org/wiki/Calcutta_Metrohttp://en.wikipedia.org/wiki/Calcutta_Metrohttp://en.wikipedia.org/wiki/Western_Ghatshttp://en.wikipedia.org/wiki/Konkan_Railwayhttp://en.wikipedia.org/wiki/Rajiv_Gandhihttp://en.wikipedia.org/wiki/Alternating_Currenthttp://en.wikipedia.org/wiki/Indian_Railwayshttp://en.wikipedia.org/wiki/Pakistan


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The economic turn-around was a result of:-

Higher freight volumes.

Increased occupancy in passenger trains.

Monitor costs and reduce tariffs.

The railways have managed to improve their market share and operating margins. The

government has been credited with pursuing inclusive reforms, without comprising on the

social obligation.

The railways have been applauded for improved customer service and for reducing passenger

fares.

Some of the salient features of the reform are:

A well planned strategy to build around capacity generation through optimization of the

existing infrastructure and assets.

Adopting a different approach to the social and commercial segment of the traffic.

Increasing the passenger carrying capacity of important trains. Improved operational

efficiency meant the unit cost of operation reduced.

Dynamic and market driven tariff policy linked to seasonality and price elasticity of

demand.

The policy of overhaul increase in freight rates has been replaced by a system of

differential tariff based on market conditions.

Tremendous growth in traffic volumes, revenues and surpluses has proven the fact

that the process of globalization has brought positive results for everyone concerned.


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The Future Prospects

The railways have devised a planned strategy to remove bottlenecks and increase capacity to

meet the demand. The key areas of focus would be up gradation of infrastructure,

modernization of wagons technology, advanced signalling and telecommunication, induction

of high horse power locomotives, grade separation and usage of information technology to

decrease transit times and reduce unit operational cost.

The railways also propose to construct state of the art passenger and freight terminals

bench.

Over the next 5 to 10 year the government plans to give utmost priority to low cost,

rapid pay back and high return investments with the view of speeding up works on

doubling railway line, port connectivity, gauge conversion, signalling and telecom,

renewal of assets and modernization of passenger terminals.

The government has initiated private investments in major stations to create world

class passenger amenities and services.

There is an increase in demand for coaches. The government has proposed to meet the

increase in demand partly through increase in the capacity in the existing production

units and partly by setting up a new manufacturing unit through a joint venture under

Public Private Partnership (PPP).

The railways are also planning to build a super specialty hospital in Patna. If

successful, the concept would be extended to other parts of the country.


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ORGANISATIONAL STRUCTURE

Indian Railways is a department owned and controlled by theGovernment of India,via the

Ministry of Railways.As of May 2014, the Railway Ministry is headed by Sadanand Gowda

Union Minister for Railways, and assisted by two ministers of State for Railways. Indian

Railways is administered by the Railway Board, which has a financial commissioner, five

members and a chairman.
http://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Ministry_of_Railways_%28India%29http://en.wikipedia.org/wiki/Ministry_of_Railways_%28India%29http://en.wikipedia.org/wiki/Government_of_India


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Human Resource Management: Chal lenges and opportuni ties

The core aim of Human Resource Management is to attain the organization effectiveness.

Transport is one of the service sectors in India. Indian Railways is the life line of India.

Indian Railways carried 19 millions of passengers and 2.29 million tonnes of freight every

day during the year 2008-09. The Indian Railways organization structure depicts the superior

subordinate relationship in vivid manner. The density of human resource in Indian Railways

is at 22 Human Resource per kilometre. The electrification network is at 29 percent to the

total route kilometres. However, the electrifications network should further increased to 50

percent in order to render the best services to the commuters.

The socio-economic development is linked with the number of railways stations; hence the

railway stations should further increase. The electric engines are eco friendly, fastest and

cheapest hence. The number of electric engines should further increase in number in order to

render best services to the goods and commuters in Indian Railways. The net revenue reflects

the contribution of Indian railways to the Indian exchequer. The net revenue in Indian

Railways is substantial at Rs 9174.45 crores while the operating ratio is at 90 percent during

the year 2008-09. The Productivity is substantial in Indian Railways through NTKMS and

PKMS. The Human Resource cost to the Total cost in Indian Railways is at 55 percent due to

the implementation of the VI pay commission.

The market share of Indian Railways is at 30 percent during the year 2008-09 hence, the

Railway Board ought to take decisions in tapping the small consignments also to boost up the

productivity and net revenue. However, the Indian Railways should focus on the core

activities and the non core activities should be given to the BPO. The USA railroad length

network is the largest in the entire globe while the Indian Railway stands fourth largest in the

Network through the route kilometres. Indian Railways stands second in the deployment of

Human Resource with 14 lakhs during the year 2007-08. Indian Railways stand fourth largest

as far as the freight tones are concerned. However Indian Railways has the highest PKMS

with 694764 millions in the entire globe. The Human Resource Planning is the core aspects

of the Human Resource Management. The Human Resource has reduced by 2.66 lakhs

during the period 1990-91 to 2008-09 depicts vividly the human planning strategy to reduce

the human resource on one hand and to reduce the human resource cost of Rs 3,273 crores on

the other. The Recruitment and Selection of group A&B officers is empowered to UPSC


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while The Railway Recruitment Board is empowered to recruit the group C and D staff.

However, the RRBs have to follow the recruitment and selection pattern of the UPSC.

Chal lenges and opportunities

The core aim of Human Resource Management is to attain the organization effectiveness.

Human Resource Management includes the following key aspects

Human Resource Planning aims at anticipating the movement of Human Resource in the

organization on account of Turnovers, Transfers, Retirement and Promotions. Recruitment

and Selection aims at to select the right person at the right place. Training helps in upgrading

the skills, knowledge and attitudes while Development is to enhance the skills, knowledge,

and Personality Development.

Training and Development helps in synchronization of Human Resource in an effective

manner for achieving the goals of the organization. Reward Management is one of the tools

for encouraging the desired employee behaviours while the Human Relations will help in

boosting the morale of the employees.

Of all the resources, the Human Resource is vital for utilization of scarce resources in

an effective and efficient manner. The author of Personnel Management C B.

Mamoria states that the organizations performance and resulting productivity are

directly proportional to the quality and quantity of human resources, hence, the

significance of the Human Resource.

Service sector is the life line of the economic growth of the country. Transport is one

of the service sectors in India. Indian Railways caters to the needs of the commuters

and movement of bulky goods for longer distances in India. Indian Railways are the

life line of India. Indian Railways are the cheapest, fastest and safest means of

transport in India in comparison to Roadways.

Indian Railways is one of the gigantic public undertakings enriched with fixed assets. Viz:

64015 Route Kilometres, 7030 Railway Stations while the Railway Bridges are 1, 30,776 in

number. About 29 percent of Total Route kilometres has Electrification network in Indian

Railways.


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The Indian Railways Fleet is substantial with 4963 Diesel Traction, and 3586 Electrical

Traction, while 2, 11,763 Wagons, and 49110 Passenger service Vehicles. The Total strength

of Human Resource in Indian Railways is at 13.86 Lakhs during the year 2008-09.

The Medical and Health services of employees are taken care with the help of 121 Hospitals

and 586 Health units. Apart from that the 133 private hospitals recognized for medical

treatment also do render the yeomen services. About 46 percent of the employees are

provided with Railway Accommodation facilities. The total area of 4.31 lakhs in hectares of

Land is the hallmark of Indian Railways. Indian Railways carried 19 million passengers and

2.29 million tonnes of freight each day during the year 2008-09.The Railway Board

synchronizes of scare resources with the help of Human Resource in Indian Railways. Human

resource helps not only in tapping the fixed and scare resources of organization in an

effective and efficient way but also in attaining the goals of organization in a rapid manner.

In fact, they are the real assets of Indian Railways.

RAIL BUDGET AND FINANCES

The Railway Budget deals with planned infrastructure expenditure on the railways as well as

with the operating revenue and expenditure for the upcoming fiscal years, the public elements

of which are usually the induction and improvement of existing trains and routes, planned

investment in new and existing infrastructure elements, and the tariff for freight and

passenger travel. The Parliament discusses the policies and allocations proposed in the

budget. The budget needs to be passed by a simple majority in theLok Sabha (Lower House).

The comments of theRajya Sabha (Upper House) are non-binding.

Indian Railways is subject to the same audit control as other government revenue and

expenditures. Based on anticipated traffic and the projected tariff, requirement of resources

for capital and revenue expenditure of railways is worked out. While the revenue expenditure

is met entirely by railways itself, the shortfall in the capital (plan) expenditure is met partly

from borrowings (raised by Indian Railway Finance Corporation) and the rest from budgetary

support from the Central Government. Indian Railways pays dividend to the Central

Government for the capital invested by the Central Government.
http://en.wikipedia.org/wiki/Parliament_of_Indiahttp://en.wikipedia.org/wiki/Lok_Sabhahttp://en.wikipedia.org/wiki/Rajya_Sabhahttp://en.wikipedia.org/wiki/Rajya_Sabhahttp://en.wikipedia.org/wiki/Lok_Sabhahttp://en.wikipedia.org/wiki/Parliament_of_India


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As per the Separation Convention (on the recommendations of the Acworth Committee),

1924, the Railway Budget is presented to the Parliament by the Union Railway Minister, two

days prior to theGeneral Budget,usually around 26 February. Though the Railway Budget is

separately presented to the Parliament, the figures relating to the receipt and expenditure of

the Railways are also shown in the General Budget, since they are a part and parcel of the

total receipts and expenditure of the Government of India. This document serves as a balance

sheet of operations of the Railways during the previous year and lists out plans for expansion

for the current year. The formation of policy and overall control of the railways is vested in

Railway Board,comprising the Chairman, the Financial Commissioner and other functional

members of Traffic, Engineering, Mechanical, Electrical and Staff departments.

Indian Railways, which a few years ago was operating at a loss, has, in recent years, been

generating positive cash flows and been meeting its dividend obligations to the government,

with (unaudited) operating profits going up substantially. The railway reported a cash surplus

of INR 9000 cr in 2005, INR 14000 cr in 2006, INR 20,000 cr in 2007 and INR 25,000 cr for

the 2007-2008 fiscal year. Its operating ratio improved to 76% while, in the last four years, its

plan size increased from INR 13,000 cr to INR 30,000 cr. The proposed investment for the

2008-2009 fiscal years is INR 37,500 cr, 21% more than for the previous fiscal year.

Budget Estimates-2008 for Freight, Passenger, Sundry other Earnings and other Coaching

Earnings have been kept at INR 52,700 cr, INR 21,681 cr, INR 5,000 cr and INR 2,420 cr

respectively. Maintaining an overall double digit growth, Gross Traffic Earnings have been

projected as INR 93,159 crore in 2009-10 (19.1 billion USD at current rate), exceeding the

revised estimates for the current fiscal by INR 10,766 crore. Around 20% of the passenger

revenue is earned from the upper class segments of the passenger segment (the air-

conditioned classes).
http://en.wikipedia.org/wiki/Union_budget_of_Indiahttp://en.wikipedia.org/wiki/Railway_Board_%28India%29http://en.wikipedia.org/wiki/Railway_Board_%28India%29http://en.wikipedia.org/wiki/Union_budget_of_India


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PUBLIC EXPENDITURE ACCOUNTABILITY OF THE INDIAN

RAILWAYS

In a largely government controlled economy, the Indian Railways (IR) has been used as a tool

of dispatch towards government objectives. A separate budget owing to historical

circumstances is just one of the features that mark the close bondage between the government

and its chief logistics agency. The basic attitude of running IR is that of a bureaucracy. A

welfare outlook has burdened IR with many liabilities.

Populist measures leading to an irrational fare structure with a heavy cross subsidy of the

passenger sector by freight has corroded its viability as a profit making entity. Its share in the

goods transport sector has steadily slipped behind road. An unwieldy workforce means that agreater part of its finances are being diverted towards staff costs and pensions. This is

seriously compromising IRs ability to invest in capital goods like tracks and rolling stock

leading to an alarming safety issue and the inability to keep abreast with global technology

standards.

Railway Government Inter face

While considering the IR government interface, it is necessary to understand certain roles anddefine some terms. IR is under the Ministry of Railways, which is referred to as the central

government in the Indian Railways Act. The word government in this paper refers to the

Government of India (GOI) which consists of all the other government agencies (including

the Finance Ministry) other than IR. The Railway Minister (who heads the Ministry of

Railways) acts as a link between the GOI and IR. The Railway Board heads the executive

arm of IR and is also the secretariat to advise the Railway Minister on all matters concerning

railway management. This section begins with an examination of the Indian Railways Act,

1989. This is followed by an analysis of the financial interface of IR and GOI. The special

railway budget is considered next followed by an overview of the different issues related with

political interference in the working of IR. IRs interactions with state governments form the

last part of this section.


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The I ndian Railway Act -1989

The Indian Railways Act enacted by Parliament vests the central Government (Ministry of

Railways) with powers over the functioning of IR. There are chapters dealing with railway

administrations, Commissioners of Railway Safety, construction and maintenance of works,

opening of railways, fixation of rates, carriage of passengers and goods etc. The act provides

for operational independence of IR. There are only few instances when there is need for

direct interaction with Parliament. They are related to safety, and exemptions and

amendments with respect to the Act. The Chief Commissioner of Railway Safety is required

to lay down an annual report of the activities of the Commissioners of Railway Safety before

Parliament. Exemptions from the rules or inclusion of new rules into the Act also require the

approval of Parliament. The separate Railway budget (discussed later), that is presented

annually in the Parliament, is more a matter of convention and is not required by the Act.

F inancial I nter face between GOI and IR

The financial interface between GOI and IR has three dimensions: budgetary

support, IRFC and dividends. The budgetary support is a direct fund input by the GOI into IR

for plan investments. The borrowings of IRFC warrant mention in this section as they involve

an indirect funding support to IR - The GOI eventually guarantees all IRFC borrowings. The

dividend is a return on investment that IR pays annually to GOI.

It is to its credit that IR, unlike its counterparts even in many developed countries, has been

able to maintain an operating profit and has been sourcing funds for investments through

internal resources. Even so, there is not enough funding. Part of this shortfall has been met by

the governments budgetary support. The share of budgetary inputs in the investment plans

has been varying, with IR having to look for other strategies like market borrowings through

the Indian Railways Financial Corporation (IRFC) and schemes like Build Operate Lease

Transfer (BOLT) and Own Your Wagon (OYW).


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Large-scale investment required to improve Indian Railways

The Indian Railways is crawling in a phase of state-sponsored decay. Despite being a crucial

mode of transport across the country, the system has hardly been developed over the past

years. While the new terminal at Mumbais international airport is earning raving reviews,

the train system in India has sadly been neglected.

Since its inception in 1853, the railway network in India has hardly developed to meet

international standards. The first ever train, carrying 400 passengers, ran between Mumbai

and Thane at a speed of about 28 kmph. In comparison, a Mumbai slow local suburban train

currently runs at an average speed of just 50 kmph. The increase in speed is marginal despite

the railway service being over 161 years old. Slow speeds are an endemic problem across the

Indian Railways and not just on local Mumbai trains. Even Indias much-hyped Shatabdi

Express currently runs at a speed which was attained in Europe before the Second World

War. The incumbent United Progressive Alliance government has considered foreign

investment to breathe life into the Indian Railways. Across the world, investors are realizing

the importance and profitability of a railway network. The railway network in the Arabian

Peninsula has seen a surge in investments over the past ten years. However, considering thedecaying state of the Indian railways, it will take much more than foreign funds to improve

its standards.

Fell short of i ts target

During the 11thFive-Year plan (2007-2012), the Indian Railways fell short of its targets by

25 percent. Comparatively, the gas and pipelines sector overachieved by 80 percent while the

telecom industry grew by 25 percent. Despite the likes of Lalu Prasad, Mamata Banerjee and

Nitish Kumar being Union Railway Ministers in the past, the Indian Railways havent

expanded by a large margin despite the vastness of the country. According to a report by

Ernst and Young, India has added just 13,000km of new railway line since independence in

1947. In comparison, Chinas Railway Construction Corporation added 14,000km between

2006 and 2011 and plans to invest a further US$ 104.2 billion this year.


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Safety, or the lack of it, is a major factor plaguing the Indian Railways. A report by a safety

review committee stated: The financial state of the Indian Railways is at the brink of

collapse unless some concrete measures are taken. Passenger fares have not been increased

over the last decade during which many passenger-carrying trains were introduced on the

existing overloaded infrastructure. This has strained the infrastructure way beyond its limit

and all the safety margins have been eaten up, pushing Indian Railways to a regime of

adhocism in infrastructure maintenance.

The only reason the Indian Railways has survived this long is due to the absence of a

competitor or the lack of a viable alternative. India has the fourth biggest railway network in

the world and therefore should have skilled staff, the best engine industry and most efficient

signaling technique. However, despite a massive revenue base, a lot is left to be desired on

the Indian Railways.


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SWOT & PESTEL ANALYSIS

SWOT Analysis of I ndian railway:

Strengths:

Financial back up from government.

Biggest company in the world in terms of Employee Strength.

Large Infrastructure.

Large Network across the country.

Luxurious and also affordable to common man.

Weakness:

Assets are not properly utilized

Government protocols, lot of negligence.

Lack of safety measures in all trains.

Delay in train timings.

Opportunities:

Use of Latest Technology.

Better customer service.

Metro trains in cosmopolitans cities.

Threats:

Heavy vehicles with two trailers may replace freights carriage.

Low cost airlines.

Development of roadways.


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PESTLE Analysis:

Political:

The Indian Railways is owned and run by the government of India. As a resultThere was lot of policy changes which resulted in increase in efficiency of the railways

Economic:

IR is a Public Sector Undertaking so fund flows were taken care of by the Government and

Revenue generated helped in economic prosperity of the country.

Social:

As there was no further hike in the travel fare, so travel was made affordable for common

man at the same time the additional services were also provided. This led to considerable

increase in revenues and tourism.

Technological:

Introduction of Diesel engines, Electric super fast trains, redesigning of coaches and

improved safety measures were undertaken which earned more revenues to the railways.

Legal:

The contracts undertaken by the railways for freight carriages and insurance are major of

Legal aspects.

Environmental:

Introduction of electric engine helped in decreasing the pollution. Also Introduction of

Kulhars (cups made of mud) and ban on use of plastic cups in train also led to decrease in

pollution and gave financial help to potters.


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Alternative Financing Initiatives of Indian railway

F IRST STEP IN MARKET BORROWINGS

IR realized the resource gap between the requirement and funds available as longback as in 1984, when it started market borrowings through its first special purpose

vehicle (SPV), Indian Railway Finance Corporation (IRFC). Money raised by IRFC

through issue of bonds was used for acquiring rolling stock like locomotives and wagons,

which were then leased to IR against committed lease charges. IR in turn distributed

these assets to Zonal Railways, who were then paying lease charges to IR as a part of

their revenue expenditure. This arrangement continues even today.

SECOND STEP OF CUSTOMER OWNED ASSETS

The second initiative taken in 1980s was to encourage big institutional customers to own

their wagons through Own Your Wagon Scheme (OYWS). The wagons so procured were

operated on predetermined routes as decided by the company owning the wagons. The

Company was given guaranteed supply of wagons by IR and also predetermined

discount in freight rate as lease charges. This policy did not survive for long as it suited

only few cash rich industrial units with consistent source of supply and regular need of rail

transport.

CONTAINER MARKETING & PRIVATISING PARCELS

By mid 1990s, IR revolutionized their loading performance by introducing speedier bulk

movement with only end to end train examination. During the same time, IR established

Container Corporation of India Ltd (CONCOR)to cater to smalls and piecemeal traffic

through containerized service. Both these initiatives led to higher growth and better services

in cargo and piecemeal traffic. CONCOR remains under IRs control but has since

outsourced lot of its activities to private sector during its expansion.

CATERING & TOURISM SERVICES

IR was providing catering and tourism services on its own. It was felt that a

professional body should take over these activities relieving Railways of this ancillary

Industry. This resulted in creation of Indian Railway Catering & Tourism Corporation Ltd.

(IRCTC) in 1999.


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PROJECT COST SHARING WITH STATE GOVERNMENT

With a view to meet aspirations of various State Governments, the concept of cost sharing

with State Government was first initiated on Mumbai Suburban System for linking

Mumbai with Navi Mumbai through Thane Creak Bridge. Maharashtra Government

through its PSU, CIDCO contributed 2/3rdof the cost of this project. The cost was proposed

to be recovered through surcharge on all tickets issued to stations in Navi Mumbai. The

model and its variants have been subsequently tried out for projects in the states of

Karnataka. Andhra Pradesh, Jharkhand. Tamil Nadu & West Bengal There are a large

number of other states which have also signed agreements with IR. The improvement in

infrastructure helps the State Government ultimately and Railways get the advantage of

having to do only part funding of the projects.

PORT LINKING PROJECTS

IR has launched several schemes to supplement investment in partnership with private

players for specific projects to develop port linkages. These include setting up of private

terminals and public private partnership to provide rail connectivity to new upcoming

ports. Rail linkages to Gujarat Pipavav Port Ltd and Adani Port Ltd were the earliest projects

to be done under the scheme. Similar efforts are on for developing other port linkages withprivate participation.

OTHER EFFORTS

Apart from construction/ gauge conversion of railway lines through private

participation, Railways have also privatized tourist trains. Palace on Wheels has been

operating for over a decade now. Another tourist train Deccan Odyssey is being run by

Maharashtra State Tourist Corporation. Privatisation of some more tourist trains including the

Kisan Tourist Train to cater to common people is on the anvil.

As can be seen from above, though some progress has been made since last over a decade

to bring in alternative financing, it has not been enough for meeting the investment

requirement of IR; both in capacity augmentation and revenue generating projects.

There is a growing realization that the solution lies in Government sharing the cost and the

risks with private sector through fair and appropriate risk sharing mechanisms

embedded in well designed concession agreements for PPP projects.


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PUBLIC PRIVATE PARTNERSHIP INITIATIVES OF

RAILWAYS

Several models of Private - Public Partnership are now being used in variousinfrastructure projects in the Transport Sector including Railways. The spectrum of

projects varies from leasing out of Government owned facilities to BOO (Build, Own,

Operate) and BOT (Build, Operate and Transfer).

While it is possible for other infrastructure projects in ports, highways & airports to be an

independent system which could be operated and maintained independently of the existing

system, the same is not possible for Railways. Here any project has to be

supplementary or an extension to an existing larger railway network. Due to this

historical perspective, railway activities are not readily available to private sector which

poses a new challenge of building capacity with private sector through PPP. Following are

some PPP project initiatives undertaken by Railways. Detailed write ups on these projects,

their efficacy and lessons learnt from them are as follows:

INDIAN RAILWAY CATERING & TOURISM CORPORATION LIMITED (IRCTC)

Indian Railway Catering and Tourism Corporation Ltd has been set up by the Ministry ofRailways with the basic purpose of hiving off entire catering and tourism activity of the

railways to the new Corporation so as to professionalise and upgrade these services with

public-private participation.

IRCTC was incorporated in 1999 as a marketing arm of IR with an authorized capital of

Rs.50 crores and a paid up capital of Rs 20 crores to hive off the entire catering and internet

booking activity of Railways. It started its operations from 1stAugust, 2001.

In all the below mentioned missions, IRCTC has adopted PPP as a primary strategy. The

Companys operations have been profitable and it earned a net profit of Rs 20.75

crores in FY -08 and paid a dividend of Rs 4.15 crores.


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PPP IN FOOD PLAZAS

IRCTC has tied up with well known entities in hospitality industry such as McDonalds,

Subway, Amul, Haldiram etc to open food plazas at major stations. Till March 2008, 53 food

plazas had become operational and licences for 10 more had been issued. The

partnership is fully market driven and entire investment is through private partner on long

term basis with a concession of at least ten years. The payment is in two parts, one time

upfront fee and then an annual fee based on land use charges and business license fee. The

annual fee is then shared with IR to the extent of 40%. This arrangement is working well as

can be seen from example of Bombay Central Station. A McDonalds / R.K. hospitality

food plaza opened at that station has given an upfront concession fee of Rs. 2crores, an

annual land use charge of Rs.3 lakhs plus an annual license fee of Rs.2.5 lakhs to the

Railways.

PPP IN INTERNET TICKETING

The Internet Rail reservation was launched in August 2002 with Railway booking

through the internet with ticket delivery to the customer. During 2007-08, a total of 1.89

crores e tickets valued at over Rs 1705 crores were booked through the IRCTC web site.

IRCTC has also launched Rail Reservation through Mobile phones of HUTCH,RELIANCE and IDEA CELLULAR. This service is available in all circles of these

operators. IRCTC is now tying up with mobile companies for reservation through SMS.

IRCTC earns revenue out of payments made to them by IR for each such ticket out of service

charges levied by them on the customers

RAIL SAMPARK 139

IRCTC had taken up the project for launch of Integrated Train Enquiry System- Rail

Sampark 139 with the objective of providing State of the Art enquiry services to Railway

Passengers all over the country. This was a pioneering PPP project where the call centre was

taken on a revenue model rather than on a cost model. This project has brought about a sea

change in the quality of enquiry services available to Rail Passenger across the

country. Work is on for launch of various value added & premium services


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PPP IN BUDGET HOTELS & YATRI NIWAS

IRCTC has taken over YatriNiwas at New Delhi, Howrah and BNR hotels at Puri. In

addition, IRCTC proposes to establish Rail YatriNiwas on surplus unused Railway land for

passengers at Bangalore, Secunderabad, Bhopal, Chandigarh, Madurai and Sealdah in the

first phase. In all these PPP initiatives, IRCTC will act as an interface between IR and the

private investor

DEPARTMENTAL CATERING BUSINESS

IRCTC has from 1st January, 2004 onwards taken over 18 departmental catering units, 659

commission vendor and almost 3125 staff. The departmental staff will be phased out

gradually and business would be gradually outsourced.

FUTURE OUTLOOK

Complete takeover of departmental catering activity and licensee management from IR along

with the departmental staff. Consolidate Railway catering services through public private

partnership. Enhance tourism business by utilizing Rail passenger services on major routes

and hill Railways. Promote multiple distribution channels for Rail tickets through state of art

technologies Establish Rail YatriNiwas / Budget hotels on surplus unused Railway land.

SUCCESS / FAILURES

It has been a success story all the way. IR and IRCTC have hugely benefited from PPP in

food plazas. IRCTC has helped IR in reducing its workforce in this loss making

peripheral activity and has hugely succeeded in improved ticketing, enabling business tie ups

with Banks, mobile phone service provider, credit card and cash card companies etc. IRCTC

model as an intermediate PSU for privatization and outsourcing has proved to be a success.

This is more so because IR provides a captive market for peripheral services. There is an

untapped huge opportunity in licensing of commercial space for which, another

Corporation is being proposed. The success of IRCTC has reinforced the perception

that Railways should concentrate on what it does best- manage the railway operations

and exit all the peripheral activities.


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Indian Railways has been consistently recording impressive growth rates for the last few

years. The cash surplus before dividend and net revenue are estimated at US$ 6.17 billion and

US$ 4.53 billion, for 2007-08 respectively. This has placed Indian Railways in a much better

position ahead of many of the Fortune 500 companies. India Railway has taken up one of

the most ambitious annual plans for 2008-09 with huge investment of about USD 7.91

billion. The plan includes a total budgetary support of USD 1.66 billion that includes USD

163.33 million from the Central Road Fund. This much ambitious plan is eying massive

profits of more than USD 20.447 billion for the year2008-09.

Initiatives

The Indian Railways has initiated one of the most challenging growth targets for the coming

year. This has been claimed on the basis of the most innovative plans and initiatives thought

out by the ministry. Over past few years Indian Railways has remarkably transformed itself to

set a bench mark in the global level.

construction of a dedicated freight corridor, with an investment of US$ 81.92 million

slated for 2008-09 and US$ 614.40 million for 2009-10

Development of PPP envisaged in new routes, railway stations, logistics parks, cargo

aggregation and warehouses etc.

Development of 100 budget hotels with private participation in the vicinity of railway

stations.

Installation of Wi-Fi for providing wireless access at 500 stations.

Establishment of integrated logistic parks on unused lands.

Development of agri-retail hubs, cold storage houses, multi-purpose warehouses on

surplus land with the Railways.

Renewal over 2941 kilometres (kms), which will require 3, 39,288 tonnes of rail steel,

and sleeper renewal over 2382 kms.

The rapid rise in international trade and domestic cargo has placed a great strain on the Delhi-

Mumbai and Delhi-Kolkata rail track. Government has, therefore, decided to build dedicated

freight corridors in the Western and Eastern high-density routes. The investment is expected

to be about Rs. 22,000 crore (USD 4.525 billion). Requisite surveys and project reports are in

progress and work is expected to commence within a year.


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PROJECT REPORT

CARRIAGE & WAGON WORKSHOP, MATUNGA

The Carriage Workshop, Matunga was set up in 1915 as a repair workshop for broad gauge

and narrow gauge coaches and wagons of the erstwhile Great Indian Peninsular (GIP)

Railway. The workshop covers a triangular piece of land/area of 35 hectares, including a

covered area of about 11 hectares, skirted by the Central Railway suburban corridors on the

east and the Western Railway corridors on the west.

The workshop now carries out Periodical Overhaul (POH) and heavy corrosion repairs of

main line as well as EMU coaches. Last year ie in 2009-10, a total of 3182 coaches consisting

of 2207 Non AC, 341 AC coaches and 634 EMU coaches were attended. For the year 2010-

11 target is 1884 Non AC, 360AC and 720 EMU coaches.

The workshop is certified with ISO 9001/2000 and ISO 14001/1996 since 2001 & 2002

respectively. It was last recertified for ISO 9001-2000 in 2007 & ISO 1400-2004 in 2008.

Now this workshop is going one step ahead to adopt Integrated Management System

covering ISO: 9000, ISO: 14000 & ISO: 18000 (Occupational Health and Safety Assessment

Series). The system is likely to be implemented by July 2011.


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A FEW FIRSTs OF MATUNGA WORKSHOP

First Zonal workshop on Indian Railways to start Cushioning in Unreserved Coaches

from Oct. 2008. PROVISION OF CUSHIONED SEATS IN ALL GS/SLR

COACHES DURING POH HAS BEEN CARRIED OUT

First Zonal workshop on Indian Railways to provide all coaches with Bogie Mounted

Air Brake System by the end of Jan.2011. The bogie mounted brake system is not

only more reliable but also gives faster braking and release of brakes thus making

trains faster.

First workshop to implement Payment to contractors & suppliers through NEFT from

15th July 2010.


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First Zonal workshop on Indian Railways to start cleaning of bogies by Grit blasting

in 2004. This has improved the safety standards of Rolling stock by enabling better

examination

First Zonal Workshop in Indian Railways to provide consultancy for ISO 9001:2000

Certificate to another unit. (Kalyan Freight Depot in the year 2003)

First Railway unit in which more than 3500 workers, supervisors, union officials and

officers took pledge on the New Year day against PASTING OF POSTERS on walls

on 1st January, 2003.

First Zonal Railway workshop to convert all ARMEs and A Class ARTs into Air

brake in the year 2002.

First Zonal Railway Workshop in Indian Railways to get ISO-14001 Certification in

the year 2002.


the year 2001.


the year 2001.

First Zonal workshop to start provision of bogie mounted air brake system in 1993-94. First zonal workshop to provide Nylon 66 bushes in brake rigging in 1980.

The only workshop to have been nominated in 1953 to manufacture the Honourable

President twin-car Saloon based at New Delhi & thereafter regularly doing its POH.


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NOTABLE ACCOMPLISHMENTS

Coaches For Heritage Special

Lifeline Express

Deccan Odyssey

Retro fitment Of Dc To Ac/Dc EMU(Siemens)

STAFF STRENGTH OF MATUNGA WORKSHOP

SupervisorsSkilled

TechniciansSupporting

StaffTotal

TOTAL 584 5790 1361 7719


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INNOVATIONS BY MATUNGA WORKSHOP

1) HEADSTOCK MANIPULATOR AND FIXTURE

Earlier repair to the head stock was being carried out by replacing/repairing individual items

of the headstock assembly viz. HS, Aux. HS, yoke bracket, stiffner etc. during the corrosion

repair of the coaches. Fixture for assembly of complete headstock has been commissioned

which facilitates precise and expeditious assembly of headstock. The manipulator facilitates

down hand welding which enhance welding quality and thereby safety.

2) GRAVITY CONVEYER SYSTEM

A gravity conveyer system was commissioned to eliminate manual handling for painting of

coil springs. The springs are now being painted in two stages primer and black painting.

The gravity conveyer system minimizes handling of springs, saves time and also improves

quality of spring painting.
http://www.cr.indianrailways.gov.in/uploads/files/1301037198167-innovation_mtn1.pdfhttp://www.cr.indianrailways.gov.in/uploads/files/1301037198167-innovation_mtn1.pdf


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3) MOTORIZED BEARING AND AXLE BOX EXTRACTION SYSTEM

Motorized bearing and axle extraction system has been commissioned which saves man hour

and thereby additional outturn per shift is achieved. By using this extractor bearings are

pulled out easily, safely and without any defects. In manual extraction some bearing could

not be pulled out due to over pressure and other defects. In such cases wheel discs were

pressed off along with bearing in wheel press machine.

4) ROOF LEAKAGE TESTING BY SPRINKLING WATER ON THE ROOF

During the monsoon season, divisions had complained for leakage through the coach roof. To

overcome this problem, Matunga workshop has developed in-house roof leakage testing

facility by sprinkling the water on the roof top. This innovation may help to examine the roof

leakage on the coach and attending the same.


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5) BSS/BRAKE BLOCK HANGER TESTING AND PAINTING INTEGRATED

WORK STATION

BSS and Break Block Hangers were tested in C&M Lab at BB end Trolley Shop andtransported to Smithy Shop for Stress reliving &Painting.

An Integrated Work Station is developed in Smithy Shop for BSS and Break Block Hangers

in Smithy Shop for Testing, Stress reliving &Painting. This has helped to reduce

transportation manpower and also has improved the quality.


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6) PROVISION OF VENTURY TYPE VENTILATORS AND RELOCATING BODY

SIDE WINDOWS OF KITCHEN AREA.

Four windows out of the five existing windows were closed; this will help in reducing gas

consumption as the direct air from the window will not strike the gas flames. Also as the

windows are closed possibility of throwing of garbage and water from windows is eliminated

which will prevent corrosion of body side panel.

Ventury type ventilators are provided on the top of the body side panel which improves the

ventilation in the pantry car.

7) PROVISION OF MODEL ROOM FOR ERRU TRAINING

In the Year 2006 RDSO introduced electronic rectifier regulator unit to be used in place of

conventional rectifier regulator unit. The regulation achieved in the ERRU as well as ripple

content in the E.R.R.U. is better than R.R.U. Further biggest advantage in ERRU is to get the

data downloaded from the E.R.R.U. and analysis of data for further corrective action.


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Data downloading and data analysis from the ERRU was a challenge faced by field staff. To

overcome such difficulties original manufacture of ERRU such as STASLIT, KEL, HMTD,

and ICE were called at MTN Workshop and detail training programme of field supervisor of

all Division of Central Railway was organized. During the training it was felt necessary to

provide Model Room for ERRU where all training related to ERRU such as data

downloading from various makes of ERRU, data analysis from the downloaded data,

simulation Study of various faults and identification of ERRU components etc to be given.Matunga Workshop has taken lead towards provision of model room having flowing features.

8) COMMISSIONING OF VARIABLE VOLTAGE VARIABLE FREQUENCY

DRIVE ON ALTERNATOR TESTING BEDS


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This workshop has been taking various measures for energy conservation to achieve

considerable reduction in Electricity consumption. Variable Voltage Variable Frequency

drive with regenerative control panel is energy saving system provided in Alternator testing

bed in ER Shop. 03 Nos. of 25KW Alternator testing beds have been provided with VVVF

drive.

9) REGULAR TRAINING OF MATUNGA STAFF AT BASIC TRAINING CENTER


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At Matunga workshop BTC is having 5 class rooms and a seminar hall, having capacity to

train 175 trainees. BTC Matunga is equipped with all multimedia audio-visual teaching aids.

Various training courses are being conducted at BTC MTN like Training of Apprentice

Mechanics, Graduate Apprentice, Trade Apprentice, Competency training, refresher training,

In-plant training, pre-promotional courses, training on safety etc. Recently Interactive touch

screen board has been commissioned which is having various teaching application like

demonstration of photograph, video clips, creating new sheets from the power point

presentation, taking a print out of created work sheet etc. This modern teaching aid has

improved teaching quality in BTC. BTC Matunga is having model room which is provided

with cut section models for better understanding of important assemblies. BTC Matunga is

also having CDTS test bench, CDTS is a new technology introduced in Railway, provision of

CDTS test bench gives opportunity of better understanding of the system to the trainees of

BTC.

10) SAFETY

Safety cell Matunga was formed in November 2003 dedicated exclusively for industrial

safety. Safety cell Matunga manned with 3 safety officers belonging to Mechanical, electrical

and EMU branches. Safety cell Matunga is involved in carrying out safety audit/inspection of

various shops/sections of Matunga workshop and time to time issue of safety circulars and

instructions. Safety counseling centre is set up at Main gate Matunga. Safety cell is taking

persistent effort for provision of personal protective equipments like safety shoes, hand

gloves, masks, safety goggles etc.


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BASIC TRAINING CENTER

MODEL COACH


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FINAL FINISHED BOGGIE

UNDERSTANDING HOW SHELL IS FIXED WITH THE BOGGIE

Machine worth 3.5cr which creates flanges of a wheel


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ABONDENDED DOORS & WHEELS

INTERNAL MANUFACTURING CENTER


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Conclusions

The visualisation of Indian Railways has been made very effective through the integration of

geospatial technology in data storage and representation by developing repositories. These

repositories definitely have advantage over the existing schematic view of Indian railways

that displays just the network without any coordinates attached to the nodes and edges.

Challenges to overcome

1. To increase operational efficiency

2. To be responsive to business constituents

3. Make the information accessible and actionable

4.

Re-act quickly to threats and opportunities

5. Turn I.T. into a competitive business asset

6. Technological up gradation for better maintenance of railway assets

7.

To fight back the greater competition from Roadways, with major investments in

Highway network up gradation

8. Increase freight market share through higher availability of services at competitive

prices

9. Greater attention to passenger services and safety & Up gradation of the Railway

Production units for improved efficiency and productivity


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BIBLIOGRAPHY

www.cr.indianrailways.gov.in

www.researchandmarkets.com swatpestanalysis.blogspot.com

indiarailinfo.com

www.ireps.gov.in

www.jagranjosh.com/articles-railway-recruitment-

indianrail.wikia.com/wiki/Production Units

www.pppinindia.com
http://www.jagranjosh.com/articles-railway-recruitment-1347444269-1http://indianrail.wikia.com/wiki/Production_Unitshttp://indianrail.wikia.com/wiki/Production_Unitshttp://www.jagranjosh.com/articles-railway-recruitment-1347444269-1


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GROUP MEMBERS

NIKHIL ARORAATAUL BEREKAR - 4

CHETAN KHOBRAGADE - 23

GAURAV MAGARE - 27

RAHUL PANDEY - 33

TANOJ PANDEY - 34

ZEESHAN SIDDIQUI - 56

ANAND SINGH - 57

RAHUL TIWARY - 61

Download - Full Final IR

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