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STUDY NO. WSCR/MECH/BB/05/19-20
Review of Redundant / Non
Operative & Outsourced
Posts in Mechanical
Department, Mumbai
Division
WSCR/MECH/BB/05/2019-20
2
OFFICERS & INSPECTORS
Officers Work Study Inspectors
Miss Anshu Priya Shri Anand R Kewat
Secy. to AGM Shri Pradeep Kalal
Shri S. K. Sharma
CO-ORDINATING OFFICERS & INSPECTORS
Officer Supervisors
CDO/LTT Shri J. K. Singh / SSE (Coaching)
Shri A. A. Deshpande Shri Siraj / SSE ( Freight)
3
SYNOPSIS OF THE STUDY
Study Number :- WSCR/MECH/BB/05/19-20
Name of Study : - Review of Redundant/Non Operative & Outsourced
Posts in Mechanical Dept. Over Mumbai Division.
Approved by :- AGM
Department :- Mechanical
Division :- Mumbai
Date of Commencement :- 07.08.2019
Date of Completion : -05.11.2019
Date of Submission :- 19.11.2019
No. of Recommendations :- 15
Sanctioned Strength :- 3237
No. of Man Studied :- 2440 No. of Depot Studied :- 20
No. of vacancies :-797
No. of posts identified surplus
(Gr. C+D)
:- 551 Against Vacancy + 43(after outsourcing)=594posts
Financial Implication (Tentative) :- Rs. 34,65,20,592
4
INDEX
S. CONTENTS PAGE NO.
1 ACKNOWEDGEMENT, TERMS OF REFERENCE,
AUTHORITY AND METHODOLOGY 5
2 SUMMARY OF RECOMMENDATIONS 6
3
&
4
CHAPTER – I INTRODUCTION
8 CHAPTER – II EXISTING SCENARIO
5 CHAPTER – III CRITICAL ANALYSIS,
RECOMMENDATIONS & SUGGESTIONS 56
6 CHAPTER – IV FINANCIAL IMPLICATIONS 74
5
ACKNOWLEDGEMENT
The work-study team takes this opportunity to express hearty thanks to Sr.DME Coaching and
Sr. DME/Freight and Shri A.A Deshpande CDO/LTT, Shri J. K. Singh, SSE/Coaching and Shri
Siraj Hasan SSE/Freight for the valuable guidance provided by them for successful completion
of study.
The work study team also likes to thanks all SSE of WB, NCC/WB, CSTM, MZN, DR(T), NRL,
LTT, Coaching Depot and SSE of VDLR, CLA, KYN, PNVL, JASAI, THAL, LNL, IGP, RCD
LTT, Freight Depot over Mumbai Division for the guidance rendered to the work study team for
completion of the study. The work-study team is also thankful to other staff of all C&W Depot
that rendered guidance to the team in conducting the study.
AUTHORITY AND TERM OF REFERENCE
The work-study of “ Review of Redundant/Non Operative & Outsourced Posts in
Mechanical Dept. at Mumbai Division included in work-study Program 2019-20 with No.
G.250/WSCR/MECH/BB/05/19-20.
The term of reference for the given work-study is “Rationalize Manpower in the C&W Depot
due to outsourcing of various activities and Rightsizing of man power as per recent Yard Stick,
in BB div.”
BASE FOR STUDY
1. Out sourcing of various activities in C&W Depot Such as Linen, Watering, and Coach
Amenity Attention etc.
2. Applying of Yard Stick (No. E (MPP) 2019/1/12) Dated 30.09.2019 in various activities
in C&W depot.
3. Need based Requirement of manpower in various activities.
4. Up gradation of technology in regard to coaches and Wagons in Rolling Stock.
5. Automation in activities like Washing, Cleaning etc.
METHODOLOGY
1. Identification of activities of Outsourced/Redundant/Non Operative posts due to change
in working pattern and technical advancement.
2. Identification of Surplus staffs due to Outsourcing.
3. Rightsizing of existing manpower, in view of Yardstick provided by Railway Board.
6
SUMMARY OF ALL RECOMMENDATIONS
Part – 1
A. Posts found redundant after Application of new yardstick and old Yard stick
(L. No. E (MPP) 2019/1/12 dated 30.09.2019 and 2000/M(C)/143/5 dated 24.12.2001)
S
l.
Depot S/S MOR Staff
requirement
as per
yardstick
Staff given for
unforeseen
workload
Redundant
posts
Vac
1 New Coaching
Complex WB
334 272 272 20 42 62
2 C&W Depot
CSMT
493 356 391 23 79 137
3 C&W Coaching
Depot MZN
318 240 262 18 38 78
4 C&W Depot
DR(T)
226 150 158 08 60 76
5 C&W Depot LTT 950 705 720 30 200 245
6 C&W Depot
Neral
30 23 30 00 00 07
7 C&W Depot
PNVL
36 29 29 02 05 07
Total 2387 1775 1862 101 424 612
B. Posts found redundant after Need Based requirement as under
S
l.
Depot S/S MOR Need Based
requirement
Staff given for
unforeseen
workload
Redundant
posts
Vac
1 C&W /
Wadibunder
243
IOH Depot 105 105 13 25 38
Weighing Machine
Instrument
04 0 0 04 *
(After Phased
out)
00
Store Section 21 21 00 00 00
One Ton
Departmental
Laundry
42 29 00 13 00
Misc. (BTC and
other offices etc)
33 33 00 00 00
Total 243 205 188 13 42 38
*- After Phased out of Mech. Weighing Machine
(As per RB L. no.2004/Dev/cell/IDEI/Vol.II dt.12.02.2015)
7
2 C&W NGSM
(Mulund &
TMBY)
26 24 26 00 00 02
3 C&W Depot
IGP
176 114 138 05 33 62
4 C&W Depot
KYN
161 118 133 06 22 43
5 C&W Depot
KLMG
60 42 56 04 00 18
6 C&W Depot
Jasai
80 49 59 06 15 31
7 C&W LNL 94 67 73 06 15 27
Total 840 619 604 36 127 183
Part – 2
Posts identified surplus after outsourcing the activity
Sl. Depot No of posts Remark
1 Canteen Staff Wadibunder 10 After contract on line to
C&W depot LTT
2 One ton Departmental Laundry WB 21 No.E(MPP)2019/1/12
Identified for
Outsourcing
3 C&W Depot IGP(Platform Watering
Activity)
12 No.E(MPP)2019/1/12
Identified for
Outsourcing
Total 43
Total post Identified Surplus for Surrendered
Part - 1 Redundant posts on application of Yardstick 424 Posts
Redundant posts after Need Based Requirement 127 Posts
Part – 2 After Outsourcing 043 Posts
Total 594 Posts
8
CHAPTER 01 & 02
INTRODUCTION & EXISTING SCENARIO
Mechanical Department is responsible for maintenance of rolling stock including
passenger coaches, freight wagons, diesel locomotives, DMUs and cranes. Besides, it maintains
large number of machinery & plant in workshops, sheds and other work centers. The department
also formulates plans for procurement of rolling stock, machinery & plant and ensures safety and
reliability of stock in train operation.
Chief Mechanical Engineer is the overall in-charge of Mechanical Department. He
reports to and advises General Manager on all administrative and technical matters concerning
the department.
Organization chart of Mechanical Department
CME
DME (Coaching) DME (Freight)
CDO Depot In charge
SSE
JE
Depot In charge
SSE
JE
Technician
Khalasi Khalasi
Technician
9
Chief Mechanical Engineer:
Chief Mechanical Engineer is in-charge of Mechanical Department. He has technical and
administrative control over the three Mechanical Workshops, viz. loco Workshop-Parel, Carriage
Workshop-Matunga Workshop and Kurduwadi Workshop. Besides, he has technical control over
Diesel Sheds, Coaching Depots and Freight Depots. The duties of Mechanical Officers in
Headquarters and Workshops are briefly enumerated below:
At Divisional level Mechanical Department mainly divided into Sub-Department i.e.
Coaching and Freight – Accordingly the study is discussed mainly in two parts Coaching
Depot and Freight Depot.
A) Coaching Depot, B) Freight Depot
A. Coaching Depot
Chief Rolling Stock Engineer (Coaching):-
CRSE (Coaching) exercise direct control on the affairs of the repairs and maintenance of
coaching stock. He issues instructions, in consultation with the Chief Mechanical Engineer, in
matters relating to policy formulation which concerns the Mechanical Department.
Responsibilities for budgetary controls in the Coaching Depot also rest with CRSE (Coaching).
He is assisted by Dy. CME (HQ/Coaching).
Divisional Mechanical Engineer (Coaching)
Sr. D. M. E is the controlling authority of entire Coaching Depot. He has technical and
administrative control over coaching Rolling Stock at Divisional level.
The activities of coaching maintenance in Mumbai Division are carried out at four
coaching depots for the mainline coaches i.e. Chhatrapati Shivaji Maharaj Terminus (CSMT),
Mazgaon, Wadibunder, Dadar Terminus and Lokmanya Tilak Terminus (LTT).
B. Freight Depot.
Chief Rolling Stock Engineer (Freight):-
CRSE (Freight) exercises direct control on the affairs of the repairs and maintenance of
Freight stock. He issues instructions, in consultation with the Chief Mechanical Engineer, in
matters relating to policy formulation which concerns the Mechanical Department.
Responsibilities for budgetary controls in the Freight maintenance Depot also rest with CRSE
(Freight). He is assisted by Dy. CME (HQ/Freight).
10
Divisional Mechanical Engineer (Freight) –
Sr. D. M. E is the controlling authority of entire Freight Depot. He has technical and
administrative control over Freight Rolling Stock at Divisional level.
Mechanized Laundry:
712T mechanized laundry on BOOT model at Wadibunder Depot.
Mechanized Power Laundry of 1 Ton capacity at Wadibunder Depot.
13 T mechanized laundry on BOOT model at LTT.
Vide Railway Board’s letter No.2009/M(C)/165/6 dt.17.12.2009, the complete activity of
linen management including washing, storage, supply and distribution of linen kits in trains is to
be done by Mechanical (C&W) department as a single window agency. However, though linen
washing & storage is done by Mech. Department, coach attendants for distribution of linen in
trains have been outsourced by Electrical Dept. in most of the trains.
11
DETAILS STUDY OF THE DEPOTS VIZ. INTRODUCTION AND EXISTING
SCENARIO,
A. COACHING OPERATION
A.1 IOH DEPOT (C&W) WADIBUNDER
INTRODUCTION:
This depot is mainly for IOH purpose, depot in charge is Shri Anand Kumar Sahu SSE/C&W. It
is having 06 Pits (04 for scheduled maintenance and 02 for unscheduled maintenance) and 03
another pits for electrical work. In this depot activities are carried out in to various sections and
staff deployment is as per section wise manner.
EXISTING SCENARIO
A.1.1. – Existing Scenario:-
A.1.1.1 - Scale Check of Technical Staff of C & W Wadibunder:-
Sl Category Level S/S MoR Vacancy
1 SSE & CWI Level-7 7 7 0
2 JE-1 Level-6 4 3 1
3 Sr. Instructor(Ex) Level-7 1 1 0
4 Sr. Instructor(Ex) Level-7 1 1 0
5 Material Inspector Level-6 1 0 1
7 MCM Fitter Level-6 26 22 4
8 Fitter Gr. I Level-5 33 11 22
9 Fitter Gr. II Level-4 15 31 -16
10 Fitter Gr. III Level-2 15 26 -11
11 MCM Carpenter Level-6 3 1 2
12 Carpenter Gr. I Level-5 6 1 5
13 Carpenter Gr. II Level-4 1 1 0
14 Carpenter Gr. III Level-2 1 2 -1
15 MCM Welder Level-6 2 2 0
16 Welder Gr. I Level-5 3 1 2
17 Welder Gr. II Level-4 0 1 -1
18 Welder Gr. III Level-2 1 2 -1
19 MCM Trimmer Level-6 1 0 1
20 Trimmer Gr. I Level-5 2 1 1
21 Trimmer Gr. II Level-4 0 2 -2
22 Trimmer Gr. III Level-2 0 2 -2
23 MCM Machinist Level-6 2 2 0
24 Machinist Gr. I Level-5 4 2 2
25 Machinist Gr. II Level-4 1 0 1
12
26 Machinist Gr. III Level-2 0 0 0
27 MCM Painter Level-6 2 2 0
28 Painter Gr. I Level-5 6 1 5
29 Painter Gr. II Level-4 1 3 -2
30 Painter Gr. III Level-2 1 3 -2
31 MCM Crane Operator Level-6 2 3 -1
32 Crane Operator Gr. I Level 5 2 1 1
33 Crane Operator Gr. II Level-4 1 0 1
34 Crane Operator Gr. III Level 2 1 1 0
35 MCM M/W Fitter Level 6 1 1 0
36 M/W Fitter Gr. I Level 5 1 1 0
37 M/W Fitter Gr. II Level 4 1 0 1
39 MCM Truck Driver Level 6 1 2 -1
40 Truck Driver Gr. I Level 5 1 1 0
41 Truck Driver Gr. III Level 4 4 3 1
42 Truck Driver Gr. III Level 2 6 1 5
47 Hostel Supervisor Level 2 1 0 1
50 Khalasi Level 1 81 60 21
Total 243 205 38
A.1.1.2 Ministerial Cadre (Personnel and non-personnel)
Ministerial Cadre (P)
Category Level S/S MOR Vacancy
Cos (P) Level- 7 0 0 0
OS (P) Level- 6 1 0 1
Sr. Clerk (P) Level- 5 0 0 0
Jr. Clerk (P) Level- 2 1 2 -1
Jamadar/Recorder Level- 1 1 0 1
Office Peon Level- 1 3 1 2
Total 6 3 3
Ministerial Cadre (NP)
Category Level S/S MOR Vacancy
Ch.O S (NP) Level- 7 1 0 1
OS (NP) Level- 6 5 3 2
Sr. Clerk (NP) Level- 5 1 0 1
Jr. Clerk (NP)Level-2 Level- 2 3 2 1
Total 10 5 5
13
Summary
Category S/S MOR Actual Vacancy
Group C 162 145 17
Group D 81 60 21
Ministerial P 6 3 3
Ministerial N/P 10 05 05
Total 259 213 46
A.1.1.3 Section Wise distribution all staff Men on Roll (Technical & Non-Technical)
Sec
tion
SS
E/J
E/i
n
s Pai
nte
r
Fit
ter
Khal
asi
Wel
der
Tri
mm
er
Car
pen
ter
Mac
hin
ist
Cra
in /
op
M/W
ri
Dri
ver
OS
JR C
lerk
Cle
rk
Peo
n
Tota
l
IOH 2 2 50 30 4 4 5 3 4 0 0 1 1 1 0 107
WMI 1 1 5 03 0 0 0 0 0 0 0 0 0 0 0 10
KYN GOODS 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 2
LAUNDRY 2 2 16 17 0 0 0 0 0 1 2 0 1 0 1 42
STORE WB 2 2 13 0 0 0 0 0 0 0 0 2 1 0 0 20
BTC 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 3
SR DME (cog/fr.) 0 0 4 3 0 0 0 1 0 0 4 0 0 0 0 12
CME office 0 0 1 1 0 0 0 0 0 0 1 0 0 0 0 3
KARNAK BUNDER
0 0 2 0 1 0 0 0 0 0 0 0 0 0 0 3
M&P 1 1 1 1 0 0 0 0 0 1 0 0 0 0 0 5
CSMT 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 2
NCC WB 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 2
Sr. Instructor 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 02
Total 12 9 95 60 6 5 5 4 5 2 7 3 3 1 1 213
The above staff position is inclusive of all Staff of IOH, Ministerial, and Laundry.
A. 1.1.4 Yearly Outturn of IOH Depot WB
Schedule Attention
Year IOH Trolley Change
IOH W/T Trolley Change
IOH Wheel Change
IOH Return Date
Total
2016-17 557 48 141 38 789
2017-18 719 6 80 68 873
2018-19 559 0 127 42 728
2019-
20(July)
169 0 19 12 200
14
Non Schedule Attention
Maintenanc
e
2016-
17
2017-
18
2018-
19
2019-
20(Jul
y)
Trolley Change(AC
) 507 409 169 197
Mechanical
T/C
747 669 696 220
Total
1254 1078 865 417
0
100
200
300
400
500
600
700
800
IOH Trolly Change IOH W/T TrollyChange
IOH Wheel Change IOH Return Date
2016-17
2017-18
2018-19
2019-20(July)
0
100200
300
400
500600
700
800
15
A.2 CANTEEN STAFF WADIBUNDER:
INTRODUCTION:
Canteen is situated between IOH depot and departmental laundry, to serve the lunch and
breakfast for the staff from 07.00 to 15.00. It is based on “NO PROFIT, NO LOSS” basis. All
raw materials for cooking food are purchased from open market and managed by departmental
staffs.
EXISTING SCENARIO
A.2.1 Existing Scenario:
A.2.1.1 Staff Working in Canteen
**********
A.3. WEIGHTING MACHINE INSTRUMENT SECTION:
INTRODUCTION
This Section is stabilized for maintenance of Mechanical Weighing Machines installed in entire
division. They are provided for verification and stamping of 44 weighing machines in presence
of concern Inspector of Legal Metrology Department.
EXISTING SCENARIO
A.3.1. Existing Scenario:
Staff Position: 01 SSE, 02 MCM Fitter, 03 Fitter and 03 Khalasi are posted in this section.
Among these staffs 02 fitter and 03 Khalasi are working in Sr. DME office.
In the year of 2014 total 244 mechanical weighing machines were installed over Mumbai Div..
Over the years these numbers have been decreasing rapidly to the 44 marks.
Sl. No. Category Level S/S MoR Vacancy
1 Manager Level- 4 1 0 1
2 Asst. manager Level- 3 1 2 0
3 Salesman- II Level- 2 1 1 0
4 Salesman- I Level- 1 1 1 0
5 Cook - I Level- 1 1 1 0
6 Cleaner Level- 1 5 3 1
Total 10 8 2
16
In Mumbai division total 08 in Motion Weighing Bridge are installed as of now. Every 03
months schedule and verification is required for them.
Work done by the staff on quarterly basis maintenance, verification & stamping is as below:
I Qtr _ 16 no. of Weighing Machines and 610 weights
II Qtr _ 14 no. of Weighing Machines and 610 weights
III Qtr – 09 no. of Weighing Machines and 610 weights
IV Qtr – 05 no. of Weighing Machines and 160 weights
********
A.4 STORE SECTION:
INTRODUCTION
Store Section is mainly for Transporting of trolley and wheel from Matunga and Parel to Wadibunder and
back.
EXISTING SCENARIO
A.4.1 Existing Scenario: Store Section is mainly for Transporting of trolly and wheel from Matunga
and Parel to Wadibunder and back. The section is is being managed by two SSE with help of following
employees.
A.4.1.1 Staff Position of Store
Sr.
no.
Category No. of
Employees
Remark
1 SSE 02
1 Clerk (NP) 03
2 MCM 02
3 Fitter 11
4 Technician 02
5 Driver 01 For Sr. DME(Coaching)
Total 21
A.4.1.2 Trolley Transported from/to Matunga / PR/ PL
Year MTN PR PL Good Total MTN PR PL Bad Total
2015-16 1731 301 41 2073 1763 294 35 2092
2016-17 1759 406 20 2185 1748 402 24 2174
2017-18 1413 890 100 2403 1416 869 108 2393
2018-19 997 841 0 1838 1001 820 0 1821
17
A.4.1.3 Transported Wheel Position from MTN/PR
Year MTN PR(ICF) PR(LHB) Good
Total
MTN PR(ICF) PR(LHB) Bad
Total
2015-16 1346 235 - 1581 1346 216 - 1562
2016-17 1104 700 410 2214 1078 707 414 2199
2017-18 770 417 946 2133 825 361 1018 2204
2018-19 780 299 1720 2799 568 502 1760 2860
Above chart indicates that during last four year on an average 2150 good / bad trolley as well as wheels
are transported per year.
*************
Average/Year 2124 2120 2181 2198
0
500
1000
1500
2000
2500
3000
Good Total Bad Total Good Total Bad Total
Transported GoodsYearly
2015-16 2016-17 2017-18 2018-19
18
A.5 DEPARTMENTAL MECHANIZED LAUNDRY OF ONE TON CAPACITY WB
INTRODUCTION
In Charge of This Laundry is SSE Shri Vijay R. Malviya and being operated by departmental
staff, in general shift only. It was installed at the coast of Rs.86, 00,253 to achieve the target of
one ton per shift. It is used to wash bed sheets, hand towels, pillow covers and blankets.
EXISTING SCENARIO
A.5.1. Existing Scenario:-
A.5.1.1 Staff Deployment:
Sr. No. Category Existing staff
01 SSE/JE 02
02 Sr. Clerk 01
03 MCM Fitter 01
04 Fitter 15
05 M / W 01
06 Khalasi 17
07 Painter 02
08 Driver 02
10 Peon 01
Total 42
A.5.1.2 Yearly output:
0
10
20
30
jan feb mar apr may jun jul aug sep oct nov dec
Out-turn (in Ton)
2017 2018 2019 till July
Departmental Mechanized Laundry of One
Ton Capacity Out turn ( in Ton)
Month 2017 2018 2019
Jan 12.42 21.26 5.74
Feb 9.24 17.06 4.27
Mar 13.55 18.57 5.87
Apr 20.45 20.42 8.07
May 27.34 14.46 10.08
Jun 19.38 6.77 7.43
Jul 16.29 5.05 9.18
Aug 9.94 6.93 --
Sep 10.63 5.55 --
Oct 17.78 6.14 --
Nov 16.62 4.72 --
Dec 16.79 4.93 --
Total 190.43 131.86 50.64
19
A.6 RECORD ROOM SECTION:
INTRODUCTION
This section maintains records of all activities performing in entire IOH section i. e. marketing
related records, indent, PCDO, IOH Forms, Data maintaining, Bio toilet, Fit Memo of IOH
coaches, file etc.
EXISTING SCENARIO
A.6.1 Existing Scenario:-
Staff Position:- Fitter I -01, Fitter III - 01, and Khalasi – 02)
**********
A.7 NEW COACHING COMPLEX WADIBUNDER
INTRODUCTION
Spreaded across 19.2 hectares of land, the WadiBunder yard is termed to be the vital part of the
Mumbai division. One of the major connecting sources for mail trains starting from Chhatrapati
Shivaji Terminus (CST), it also helps share work load from the Mazgaon yard, very close to
Wadi Bunder.
Established in the pre-independence era, in 1882, the yard would in its initial days boast of 14
sheds and 64 main lines for trains. These 14 sheds would be used for excessive loading and
unloading of commodities, mostly cement, food grains, explosives and other raw materials.
New Coaching Complex Wadibunder is known as main hub of coaching complex in Mumbai
division. This depot plays an important role in coach maintenance i.e. Primary, Secondary,
RBPC. Total outturn of this depot is 123 Primary coaches, 98 Secondary, and 70 RBPC coaches
per day and Coach holding capacity is 1183.
Schedule Periodicity
For ICF Coaches
Trip Schedule D1 Every Trip/Weekly
Monthly Schedule/ D2 30 days ± 3 days
Six Monthly Schedule D3 180 days ± 15 days
20
For LHB Coaches
Shop Schedule I- - - SS-I ------ 18 Month±30 days/6 Lakh Km earned whichever is earlier
Shop Schedule II - - SS-II- - - 3 Years/12 Lakh Kms earned whichever is earlier
Shop Schedule III - - SS-III - - 6Years/24 Lakhs Kms earned whichever is earlier
Inspection carried out by Engineers and Staffs during maintenance on Pit:
Exterior Roof board & Brackets, Hand Rails, Triangular Coach Indication Board
Under slung Items Window bars, Filling Pipe % Brackets, Commode Chute & BKT, Wash
Basin Drain Pipe & BKT
Corridor Area Main Door Pivot, Main Door Profile, Main Door Handle, Turning Latch
&Catch, Pad Locking Arrangement, Dustbin Below, Mirror With Self,
Wash Basin Push Cock, Coach Indication, Board, Chequered plate
Gang Way Pall Plate, Pins, Fall plate Support plate, Gang way Rubber Below
Lavatories Lav Pan & Foot Steps, Western Commode & CCR, WPP, Wash Basin,
Looking Glass & Frame, Frosted Glass & Benjo Fitting, Lota Pipe &
Push Cock, Flusher Valve,& Pipe, Fish Plate, Pipe Clips, Drain Hole On
Flooring, Lavatory PVC Floor & Mouldings, S. S mug With Chain,
Health Faucets, Lavatory ceiling, & moulding, Lavatory Door &
hinges, Lavatory Door Handle, Turning Latch, Wall Panel Inside &
Outside, Hand hold, Liquid Soap Dispenser, & BKT, Coat hook, Step
moulding,
Bio-toilet Awareness Sticker, dustbin, Ball Valve Mechanism, Survey Sticker,
Water Column
Compartment Glass Shutter, Venation Shutter, Window Sill, Berth And Support
Bracket, Middle Birth Hinges,/pivot, Upper Berth Straps and Fitting,
Berth No, Berth Chain & Covers, Back Rest Stopper, & Brackets, PVC
Flooring, Berth Rexene, Condition Pillar, Berth Ladder, Snacks Table &
Magazine Pouch, Bottle Holder, Coat hook, Looking Glass, Fan ceiling,
Luggage Securing Arrangement, Emergency Window, Grill & FRP
Housing
Under Gear on Pit Line
Axle Box Wing Suspension Strip And U Type
Axle Box Front
Cover
Break Beam And Block Hanger
Wheel Profile Safety Wire Rope
Wheel Disc Breke Gear Sets, Lever, Lever hanger, Floating Lever, Connecting Link,
Fixing Brackets and Pushes
Hook Hand Brake Complete
Draw Bar Pad VSA
Supporting Plate Air hose FP, BP And Suspension Hook
21
Suspension Hook For
Screw Coupling
Cut Off Angle Cock And BP Branch Pipe
Buffer Plunger DV & CR
Buffer Case Metallic Pipe BP and FP
Anchor Link PEASD PEAV GEV FP & BP Gauge Bypass Coupling Chain Pull
Handle
Equalising Stay Rod Soundness of Inner & Out Headstock
BSS Hanger &
Hanger Block
Bracket Soundness
Block Hanger Tightness of Tank Mounting Bolts
Upper And Lower
Plank
Bio Tank Safety Wire Rope Condition and Its Fitting
Centre Pivot & Side
Bearer
Bio Tank For any Damage/ Leakage
EXISTING SCENARIO
A.7.1 Existing Scenario: -
A.7. 1.1 Scale Check of NCC/WB
Scale Check Wadibunder NCC / WB
Sl. No.
Category Level S/S MoR Vacancy
1 SSE Level- 7 21 19 2
2 JE Level- 6 12 14 -2
3 OS/NP Level- 6 1 0 1
4 Sr. Clerk (NP) Level- 5 1 0 1
5 Jr. Clerk (NP) Level- 2 0 1 -1
Total 35 34 1
1 MCM Fitter Level-6 25 36 -11
2 Fitter Gr. I Level-5 105 19 86
3 Fitter Gr. II Level-4 9 39 -30
4 Fitter Gr. III Level-2 20 34 -14
5 MCM Carpenter Level - 6 5 12 -7
6 Carpenter-I Level - 5 11 5 6
7 Carpenter-II Level - 4 2 1 1
8 Carpenter-III Level - 2 3 2 1
9 MCM Welder Level-6 3 2 1
10 Welder Gr.I Level-5 5 3 2
11 Welder Gr. II Level-4 1 1 0
12 Welder Gr. III Level- 2 1 0 1
13 MCM Trimmer Level- 6 2 2 0
14 Trimmer Gr. I Level- 5 4 2 2
15 Trimmer Gr. II Level- 4 0 0 0
22
16 Trimmer Gr. III Level- 2 1 1 0
17 MCM Machinist Level- 6 0 0 0
18 Machinist Gr. I Level- 5 0 0 0
19 Machinist Gr. II Level- 4 0 1 -1
20 Machinist Gr. III Level- 2 0 0 0
21 MCM Painter Level- 6 2 2 0
22 Painter Gr. I Level- 5 4 1 3
23 Painter Gr. II Level- 4 0 1 -1
24 Painter Gr. III Level- 2 1 1 0
25 Khalasi Level - 1 95 73 22
Total 299 238 61
Ministerial Staff
sl. No.
Category Level S/S MoR Vacancy
1 OS Level- 6 1 1 0
2 Sr. Clerk Level- 5 0 1 -1
3 Jr. Clerk Level- 2 1 0 1
Total 2 2 0
A.7.1.2 Staff Deployment Activity Wise
Sl. Activity Staff Deployed Supervisor Total
1 12105/17057 20 02 22
2 11019/12809 20 02 22
3 11093 18 02 20
4 12859/16339 16 02 18
5 12137/12322 19 02 21
6 11057/Spl 18 02 20
7 On Rake 07 01 08
8 Roaster Gang 17 02 19
9 Ac Maintenance 30 03 33
10 12534/Sick line 14 02 16
11 Contract Cell 4 01 05
12 Renovation 28 0 28
13 M&P 6 1 7
14 Schedule 14 1 15
15 Bio-toilet 4 1 5
16 Office Record Keeping 2 1 3
17 Stock Cell/Store 3 1 4
18 Staff WKG in Other Office 2 2 4
19 Absent /Sick 4 0 4
Total 246 28 274
23
A.7.1.3 Total Out-turn at NCC/WB
Primary Maintenance Coach Maint. / Day
Sl. Train no. no. of
Rake
Non Ac
Coach
es
AC
Coach
es
OCV Grand
Total
Ac Non
AC Total
1 11019 (Daily) 4 64 24 4 96 6 17 23
2 12137 (Daily) 4 60 32 4 96 8 16 24
3 11093 (Daily) 3 63 9 0 72 3 21 24
4 12105 (Daily) 2 30 18 0 48 9 15 24
5 11057 (Daily) 5 81 22 0 103 5 18 23
6 22221(Wed, Sat) 1 0 13 3 16 5 0 5
Bare Req. 19 298 118 11 431 - - -
Spare 0 40 16 2 58 - - -
Holding 19 338 134 13 489 36 87 123
Secondary Maintenance Coach Maint. / day
Sl. Train no. no. of Rake
Non
Ac Coach
es
AC
Coach
es
OCV Grand Total
Ac Non AC
Total
1 12809 (daily) 4 64 28 4 96
7 17 24
2 12322 (daily) 4 64 28 4 96 7 17 24
3 16369 (W,T,F,S) 4 72 12 4 88 2 11 13
4 16351 (sat, Tue) 2 32 10 2 44 1 5 6
5 16331 (Mon) 1 16 5 1 22 1 2 3
6 12362 (Tue) 1 20 2 0 22 0 3 3
7 15102 (Thu) 1 19 0 0 19 0 3 3
8 12289 (Daily) 2 16 24 4 44 14 8 22
Total 19 303 109 19 431 32 66 98
RBPC Trains
Coach Maint./Day
Sl. Train no. no. of Rake
Non Ac Coaches
AC
Coach
es
OCV Grand Total
Ac Non AC
Total
1 12534 (Daily) 3 57 12 3 72
4 20 24
2 12869 (Sun) 1 16 4 3 23
1 2 3
3 17057 (Daily) 4 68 16 0 84
4 17 21
4 12859 (Daily) 4 68 16 4 88
4 18 22
Total 12 209 48 10 267
13 57 70
24
A.7. 1.4 Coach Maintenance per Day
Coach Maintenance /Day Superfast/Long Dist
Maintenance Non A/C A/C Total
Primary 87 36 123
Secondary 66 32 98
RBPC 57 13 70
Total 210 81 291
A.7.1.5 Depot Holding Capacity
Maintenance
type
No. of
Rakes Non A/C WCB A/C VPU/LWRRM Total
Primary 19 338 11 134 2 485
Secondary 12 303 15 109 4 431
RBPC 12 209 8 48 2 267
Total 43 850 34 291 8 1183
*************
87
6657
36 3213
Primary Secondary RBPC
Non A/C A/C
C
Prim41%
Sec36%
RBPC
23%
25
A.8 CHHATRAPATI SHIVAJI MAHARAJ TERMINUS C&W DEPOT.
INTRODUCTION:
Then Wadibunder Depot was stabilized for maintenance purpose of those coaches but over the
years train movement has been drastically increased. Therefore coaches have been increased and
it is needed to preservation them became a big task. To resolve this issue coach conservation
work has been shared with LTT, DR (T), WB (NCC) and CSMT. CSMT is one of the most
significant role plays in this arena. This depot is mainly for RBPC maintenance purpose.
EXISTING SCENARIO
A.8.1 Existing Scenario: -
A.8. 1.1 Scale Check of C&W Depot CSMT
sl. Category Level S/S MoR Vacancy
1 SSE & CWI Level-7 37 43 -6
2 JE-1 Level-6 20 11 9
3 MCM Fitter Level-6 38 35 3
4 Fitter Gr. I Level-5 99 26 73
5 Fitter Gr. II Level-4 15 61 -46
6 Fitter Gr. III Level-2 21 46 -25
7 MCM Carpenter Level-6 4 2 2
8 Carpenter Gr. I Level-5 9 2 7
9 Carpenter Gr. II Level-4 1 1 0
10 Carpenter Gr. III Level-2 3 5 -2
11 MCM Welder Level-6 1 1 0
12 Welder Gr.I Level-5 2 1 1
13 Welder Gr. II Level-4 1 0 1
14 Welder Gr. III Level- 2 2 0 2
15 MCM Trimmer Level- 6 2 2 0
16 Trimmer Gr. I Level- 5 3 3 0
17 Trimmer Gr. II Level- 4 0 0 0
18 Trimmer Gr. III Level- 2 0 0 0
19 MCM Painter Level- 6 2 1 1
20 Painter Gr. I Level- 5 1 0 1
21 Painter Gr. II Level- 4 0 0 0
22 Painter Gr. III Level- 2 1 0 1
23 MCM TAR Level- 6 1 1 0
24 TER-I Level- 5 4 2 2
25 TAR_II Level- 4 1 1 0
26 TAR_III Level- 2 0 0 0
26
27 Car Attendant-III Level - 2 5 0 5
28 Car Attendant Level - 1 8 0 8
29 Khalasi Level - 4 212 112 100
Total 493 356 137
A.8.1.2 Staff Deployment Activity Wise
Sl. Activity Staff
Deployed
Supervisor Total
1 51153+17617+10103+11301 9 1 10
2 17031+11009+12139+11401 8 1 9
3 11139(P) 17 2 19
4 RA (SPL) (P) FTR/ Coaching Spl 13 1 14
5 17411+12109+10023+12125 4 1 5
6 12111+12115+10111+12127 6 1 7
7 Rest giver gang 14 1 15
8 AC maintenance 22 1 23
9 M&P/Bio-toilet 4 1 5
10 Schedule 4 1 5
11 On rake Attention 6 1 7
12 Contract Cell 6 1 7
13 Platform activity 88 10 98
14 Store 1 - 1
15 Long Absent/Sick - 1 1
16 Saloon 14 02 16
17 PCD - - -
18 General Gang/Painting 17 1 18
19 Depot. In Charge 5 1 6
20 Shift/In charge Office 5 5 10
21 RG/LR 7 6 13
Total 243 34 277
1 Control Office 9 8 17
2 Pest Control 6 1 7
3 Linen Carnac Bunder 29 6 35
4 Heritage Museum 4 1 5 5 Sr.DME Office 3 1 4
6 CME Office /HQ 4 1 5
7 Stock Sr. DME 5 1 6
Total 60 19 79
27
A.8.1.3 Bare Holding of Primary Maintenance of Coaches CSMT Depot
A.8. 1.4 Total Holding of Coaches:
S. no. Type Non AC AC Total
1 Primary 21 39 60
2 RBPC 592 159 751
Total 613 198 811
*********************
A.9 RCD DEPOT: -
INTRODUCTION
This depot is included in freight operation but pay sheets prepared by coaching operation CSMT.
This depot is for fueling purpose in Loco and Power car in LHB coaches at CSMT platform.
EXISTING SCENARIO
A.9.1 Existing Scenario:
A.9.1.1 Scale Check of RCD Depot
Category S/S MOR Vacancy
MCM Fitter 1 0 0
Fitter Gr. I 1 00 1
Fitter Gr. II 0 0 0
Fitter Gr. III 1 4 -3
Khalasi 12 06 06
OS 0 1 -1
Jr. Clerk 0 1 -1
Total 15 12 3
7%
93%
Primary
RBPC
Sr. Train no. Rake Non
A/C A/C Total Coach Maintenance / Day
1 11139 2 18 6 24 12
2 Deccan Odyssey 1 0 21 21 3
3 Saloon 0 0 12 12 12
4 Bare requirement. 3 18 39 57 24
5 Spare Coaches 0 3 2 5 0
Total 3 21 41 62 27
28
A.9.1.2 Yearly Wise Fueling
Year Traction (Loco) Non Traction(P/C) Total
2016-17 656 645 1301
2017-18 596 323 919
2018-19 2085 1059 3144
2019-20(till July) 841 511 1352
**********************
A.10 COACHING DEPOT MAZGAON:
INTRODUCTION
Coaching Depot Mazgaon is another major coaching maintenance depot in BB Division.
EXISTING SCENARIO
A.10.1.1 Scale check of C&W Mazgaon
Sl. Category Level S/S MoR Vacancy
1 SSE & CWI Level-7 24 21 3
2 JE-1 Level-6 14 14 0
3 MCM Fitter Level-6 33 35 -2
4 Fitter Gr. I Level-5 79 27 52
5 Fitter Gr. II Level-4 14 35 -21
6 Fitter Gr. III Level-2 23 30 -7
7 MCM Carpenter Level-6 5 5 0
8 Carpenter Gr. I Level-5 9 1 8
9 Carpenter Gr. II Level-4 1 2 -1
10 Carpenter Gr. III Level-2 3 5 -2
11 MCM Welder Level-6 2 0 2
12 Welder Gr.I Level-5 5 2 3
0
500
1000
1500
2000
2500
2016-17 2017-18 2018-19 2019-20(tillJuly)
Traction (Loco)
Non Traction(P/C)
29
13 Welder Gr. II Level-4 0 1 -1
14 Welder Gr. III Level- 2 1 1 0
15 MCM Trimmer Level- 6 2 1 1
16 Trimmer Gr. I Level- 5 4 1 3
17 Trimmer Gr. II Level- 4 0 2 -2
18 Trimmer Gr. III Level- 2 1 1 0
19 MCM Painter Level- 6 1 1 0
20 Painter Gr. I Level- 5 2 1 1
21 Painter Gr. II Level- 4 0 1 -1
22 Painter Gr. III Level- 2 1 0 1
23 Mason -I Level- 1 1 0 1
24 Khalasi Level- 1 93 53 40
Total 318 240 78
Ministerial Cadre
26 O S (P) Level- 6 1 1 0
27 Sr. Clerk Level – 5 1 0 1
28 O S(N/P) Level – 6 1 1 0
29 Sr. Clerk Level – 5 0 0 0
Total 03 02 01
A.10.1.2 Gang Chart of C&W Mazgaon
GANG CHART OF MAZGAON COACHING DEPOT AS ON DATE 26.08.19
Train No ENGG
Under Gear Interior Minist staff
Gran
d
Total MC
M
FTR
-I
FTR
-II
WEL
D
FTR
-III
CAR
P
PAIN
T
TRI
M
KH
11027/51033 2 4 2 3 1 1 6 19
22105/11007/11
029
3 3 4 3 4 1 2 20
11041/16381 2 7 1 1 3 1 4 19
12123/22107 2 2 1 4 1 1 7 18
12133/12261 2 3 2 5 2 1 4 19
Rest Reliever 2 3 4 1 2 1 5 18
22119 2 3 3 3 1 4 16
Tejas escorting 2 2
AC/Maint 2 1 2 3 3 3 0 2 4 20
Schedule 1 2 2 4 1 2 12
Sick Line
On Rake
1 4 2 4 2 13
M&P 1 3 1 2 1 1 4 13
Store 1 2 2 3 1 9
30
Time Office 1 0 1 1 0 1 4
MIS CELL 1 1 2
Bio toilet 1 1 1 3
Contract 1 1 1 0 3
General 0 1 2 2 3 2 4 14
Welding Staff 4 4
Long Absent/
Under Sick
0
Working at BTC 1 1
Working with
CRSE (Fr)
1 1 2
Working with
Sr.DME (Cog)
BB
2 1 3
Working at IOH 1 1
Working at DF 1 1
Restgiver/Leave
reserve
3 3
Depot In Charge 1 1
SSE (Gen) 1 1
Sr.CWI 1 1
Total 35 35 27 35 4 29 13 3 5 54 2 242
A.10.1.3 Bare Requirement of Coaches as per Trains:-
Primary maintenance Coaches Maint./ Day
Sl. Train no.
no. of
Rake
Coaches
Non Ac
AC Coache
s
OCV Grand
Total
A/C Non A/C Total
1 22105 1 15 2 0 17 2 15 17
2 11007 1 15 2 0 17 2 15 17
3 11041 3 36 12 6 54 4 14 18
4 11027 3 36 12 6 54 4 14 18
5 51033/29/27 2 36 2 0 38 1 18 19
6 12123 1 12 4 1 17 4 13 17
7 22107/43 2 28 8 0 36 4 14 18
8 12133 2 22 12 0 34 6 11 17
9 22119 1 0 15 0 15 4 0 4
10 Bare Req 16 200 69 7 282
26 14 1 42
Total 16 226 83 15 324 31 114 145
31
Secondary Maintenance
Coaches maintenance/ Day
Sl. Train
no.
no. of
Rake
Coaches
Non Ac
AC
Coaches OCV
Grand
Total
A/C Non A/C Total
1 16381 5 70 10 5 85 2 15 17
2 12261 3 0 48 3 51 10 0 10
Total 8 70 58 08 136 12 15 27
RBPC Maintenance Coaches Maintenance/ Day
5 Train no. no. of
Rake
Coaches
Non Ac
AC
Coaches OCV
Grand
Total
A/C Non A/C Total
6 11029 2 26 4 0 30 2 13 15
7 83256 1 8 7 1 16 2 3 5
8 22119 1 0 15 0 15 2 0 2
Total 4 34 26 1 61 6 16 22
Depot Holding Coaches Maintenance/Day
Maint.
Type no. of
Rake
Coaches
Non Ac
AC
Coaches OCV
Grand
Total
A/C Non
A/C
Total
1 Primary 16 226 83 15 324 31 114 145
2 Secondary 8 70 58 8 136 12 15 27
3 RBPC 4 34 26 1 61 16 6 22
Total 28 330 167 17 521 49 145 194
Primary maintenance Secondary Maintenance RBPC Maintenance
***************
0
5
10
15
20
AC Non-AC
0
5
10
15
1 2 3
AC
Non-AC
0
5
10
15
20
1 2 3 4 5 6 7 8 9
AC
Non-AC
32
A.11 C&W DEPOT DADAR (T)
INTRODUCTION
Dadar Terminus Coaching Depot is one of the major coaching depots in Mumbai Division which
plays an important role in smooth function of train movement. It is having 02 pit line capacities
of 17 coaches, 02 stabling line of 15 coaches and 02 plate forms of 18 coaches’ capacity. This
depot is performing some other activities along with coach maintenance simultaneously.
EXISTING SCENARIO
A.11.1 Existing Scenario:
A.11.1.1. Scale Check of Dadar Terminus
Sl. Category Level S/S MoR Vacancy
1 SSE & CWI Level-7 17 11 6
2 JE-1 Level-6 8 9 -1
3 MCM Fitter Level-6 21 17 4
4 Fitter Gr. I Level-5 52 14 38
5 Fitter Gr. II Level-4 10 26 -16
6 Fitter Gr. III Level-2 5 11 -6
7 MCM Carpenter Level-6 4 1 3
8 Carpenter Gr. I Level-5 7 2 5
9 Carpenter Gr. II Level-4 1 0 1
10 Carpenter Gr. III Level-2 2 4 -2
11 MCM Welder Level-6 1 0 1
12 Welder Gr.I Level-5 3 3 0
13 Welder Gr. II Level-4 0 0 0
14 Welder Gr. III Level- 2 1 1 0
15 MCM Trimmer Level- 6 2 2 0
16 Trimmer Gr. I Level- 5 3 1 2
17 Trimmer Gr. II Level- 4 0 0 0
18 Trimmer Gr. III Level- 2 1 1 0
19 MCM Painter Level- 6 2 0 2
20 Painter Gr. I Level- 5 4 1 3
21 Painter Gr. II Level- 4 0 2 -2
22 Painter Gr. III Level- 2 1 2 -1
23 Mason -I Level- 5 0 1 -1
24 Mason -II Level- 4 1 0 1
25 MCM TAR Level- 6 1 1 0
26 M/W Fitter-I Level- 5 1 1 0
27 M/W Fitter-II Level- 4 0 0 0
28 Khalasi Level- 1 78 38 40
29 Tr. Khalasi Level- 1 0 1 -1
33
Total 226 150 76
Ministerial Cadre(Personnel & Non Personnel)
30 O S(P) Level – 6 2 1 1
31 Sr. Clerk (P) Level - 5 1 0 1
31 O S (N/P) Level – 6 2 2 0
Total 5 3 2
A.11.1.2 Bare Requirement For maintenance of Coaches as Under;
Primary maintenance Coaches Maint./
Day
Sl
. Train no.
no. of
Rake
Coaches
Non Ac
AC
Coaches OCV
Grand
Total Total
1 12163 4 48 20 4 72 18
2
11005/11021/1
1035 4 52 16 0 68
17
3 11003 2 26 4 0 30 15
4 22147/12131 1 15 2 0 17 17(Thrice a Week)
Bare Requirement 11 141 42 4 187
58/day Coach Holding(Including
Spare Coaches) 160 49 5 214
RBPC Coaches
1 12051 3 36 6 1 43 6
2 50103(Daily) 3 54 0 0 54 18
3 Bare
Requirement 3 36 6 1 43
24/day
Total Coach Holding 41 7 1 48
A.11.1.3 Dadar Depot Bare Holding
Sl. Train no. no. of Rake
Coaches Non Ac
AC Coaches
Bare Req.
AC Non AC Total
1 12163 4 56 16 72 19 64 82
2 11005/11021/11035 4 56 12 68 14 64 77
3 11003 2 26 4 30 5 30 34
4 12131/22147 1 15 2 17 2 17 19
Total 11 153 34 187 40 175 212
5 121051 3 36 7 43 8 41 51
Grand Total 14 189 41 230 48 216 264
34
A.11.1.4 Section Wise Staff Deployment
Sl. Activity Engineer Staff Total Staff
1 12163+12131 2 24 26
2 11003+12051 2 21 23
3 P/line + SSE (MTN Q/C) 1 4 5
4 11005/11021/11035+H/Spl Gang 2 16 18
5 12071(RBPC)+50103+Yard 0 4 4
6 Time Office 0 2 2
7 A/C Maint. 1 7 8
8 On Rake Attention 1 8 9
9 M&P + Renovation 1 6 7
10 Store 0 4 4
11 Tool Room 0 2 2
12 Pass. Feedback+ MIS+ Contract 2 2 4
13 Misc. Activity(Vistadome+ Accompany) 0 3 3
14 Staff Wkg in Other Depot 0 2 2
15 Bio Toilet 1 2 3
16 Platform (8-16)(16-00)(00.-08) 3 15 18
17 Linen Management 1 6 7
18 Roster Gang 1 5 6
19 SSE Depot incharge 1 0 1
20 SE(G) 1 0 1
Total 20 133 153
******************
A.12 COACHING DEPOT C&W LTT
INTRODUCTION
LTT is located in middle of two suburban railway stations, Tilak Nagar and Kurla, on
the Harbour Line. It is easily accessible through Tilak Nagar railway station as a direct overhead
bridge is made to LTT from Tilak Nagar. It is a major coaching depot of Mumbai division which
maintains all types of coaches such as Primary, Secondary and RBPC. Total coach holding of
this depot is 1209.
WSP Testing
1. Initially with no pressure, the WSP processor in all the coaches should be OFF. If any processor is in
ON condition, there is problem in any of pressure switch, wiring or K-05 relay. Attend the same.
2. Start the BP & FP pressure. The processor should automatically ON when BP pressure reaches 1.6 to
2.0 kg/cm2 in M/s KNORR WSP system & when FP pressure reaches in M/s FTIL WSP system.
35
3. Check & attend for loose/proper fitment of WSP components like speed sensor, junction box, dump
valve, dump valve connector & pressure switch.
4. Drop the BP pressure by 1.6 kg/cm, brake should apply in all the coaches. Now check the WSP
processor for correct reading ‘99’ on the electrical panel inside the coach. If the reading shows ‘99’, it
means that the WSP system is OK. Operate the test button on the processor to check the proper working
of dump valves. The dump valve should operate in a sequence & pressure should be exhausted from brake
cylinder. If the dump valve is not operated in proper sequence attend the same. Similarly, check & attend
the WSP system of all the coach. All the WSP system should be in operating condition in
Periodicity of periodic overhauls (POH) in designated workshops is being followed.
Schedule Periodicity (RB’s letter no. 95 /M (C)/ 141 (LHB) dtd 22.08.06
IOH (Shop Sch I) -----18 months / 5 lakh Km
POH (Shop Sch II) ----3 yrs/ 10 lakh Km
POH (Shop Sch III)--- 6 yrs / 20 Lakh Km
EXISTING SCENARIO
A.12.1 Existing Scenario:
A.12.1.1 Scale Check of C&W /LTT
Sl. Category Level S/S MoR Vacancy
1 SSE & SE Level-7 51 46 5
2 JE-1 Level-6 29 25 4
3 MCM Fitter Level-6 85 78 7
4 Fitter Gr. I Level-5 246 65 181
5 Fitter Gr. II Level-4 20 84 -64
6 Fitter Gr. III Level-2 89 106 -17
7 MCM Carpenter Level-6 12 6 6
8 Carpenter Gr. I Level-5 23 09 14
9 Carpenter Gr. II Level-4 4 1 3
10 Carpenter Gr. III Level-2 7 9 -2
11 MCM Welder Level-6 3 3 0
12 Welder Gr.I Level-5 9 8 1
13 Welder Gr. II Level-4 3 1 2
14 Welder Gr. III Level- 2 2 0 2
15 MCM Trimmer Level- 6 3 4 -1
16 Trimmer Gr. I Level- 5 7 2 5
17 Trimmer Gr. II Level- 4 4 7 -3
18 Trimmer Gr. III Level- 2 3 1 2
19 MCM Painter Level- 6 5 3 2
20 Painter Gr. I Level- 5 9 3 6
21 Painter Gr. II Level- 4 3 4 -1
22 Painter Gr. III Level- 2 1 5 -4
23 MCM Mason Level- 6 1 0 1
36
24 Mason -I Level- 5 1 0 1
25 MCM M/W Fitter Level- 6 1 1 0
26 M/W Fitter-I Level- 5 2 1 1
27 M/W Fitter-II Level- 4 0 0 0
28 M/W Fitter-III Level- 2 1 1 0
29 MCM Machinist Level- 6 2 1 1
30 Machinist- I Level- 5 4 2 2
31 Machinist- II Level- 4 0 2 -2
32 Machinist -III Level- 2 0 0 0
33 Truck Driver-I Level- 5 0 1 -1
34 Truck Driver-III2 Level- 2 2 1 1
35 Staff Driver-II Level- 4 1 0 1
36 MCM Crane Operator Level- 6
2 1 1
37 Crane Operator Level- 5 4 2 2
38 Crane Operator Level- 4 0 2 -2
39 Crane Operator Level - 2 1 2 -1
40 Khalasi Level- 1 301 213 88
41 Khalasi (RCD) Level- 1 5 1 4
42 Fitter-I RCD Level- 5 2 2 0
43 Fitter-II RCD Level- 4 00 0 0
44 Fitter-III RCD Level - 2 1 1 0
45 CDMH B Peon Level- 1 1 0 1
46 Office Peon Level- 1 0 1 -1
Total 950 705 245
47 Ch. O S (P) Level – 7 1 2 -1
48 O S (P) Level – 6 2 1 1
49 Sr. Clerk (P) Level - 5 1 0 1
50 Ch O S (N/P) Level – 7 2 0 2
51 O S (N/P) Level – 6 3 2 1
52 O S ( RCD) Level – 6 1 2 -1
53 Jr. Clerk Level - 2 1 1 0
54 Sr. Clerk(NP) RCD Level – 4 0 1 -1
Total 11 9 2
Grand Total 961 714 247
A.12.1.2 Bare Requirement of Coaches Aug 2019
Type AC Coaches Non AC Coaches Grand Total
Bare Requirement Bare Requirement
LHB 255 295 333 378 673
ICF 115 133 356 403 536
Total 370 428 689 781 1209
37
A.12.1.3 Coaches Maintenance per Day
Sl. Train No. No. of
Rakes
Load AC Non
AC
WCB Total
Primary Trains
1 12165/66 2 24 1.71 8.14 0.43 10.28
2 11073/74 23 0.57 2.57 0.14 3.28
3 11067/68 1 19 1.71 3.71 0 5.42
4 11067A 5 0.29 1.14 0 1.43
5 22103/04 3 24 0.71 2.71 0 3.42
6 11081/82 24 0.71 2.71 0 3.42
7 11043/44 24 0.71 2.71 0 3.42
8 22129/30 24 0.71 2.71 0 3.42
9 11055/59 4 22 6 16 0 22
10 11061/62 4 22 5 16 1 22
11 11072/71 4 22 7 15 0 22
12 12107/53/61/73 3 24 4 19 1 24
13 12101/51 4 22 9.43 8.57 0.86 18.86
14 12145 22 1.57 1.43 0.14 3.14
15 11013/14 3 24 7 16 1 24
16 11015/16 4 22 5 16 1 22
17 12223/24 1 14 3.71 0 0.29 4
18 12143/44 1 22 1 2.14 0 3.14
19 11053/54 22 1 2.14 0 3.14
20 12171/72 1 20 5.71 0 0 5.71
21 12293/94 1 20 5.43 0 0.29 5.72
22 22115/16 20 2.71 0 0.14 2.85
23 121141/42 3 24 7 16 1 24
24 12167/68 3 24 7 16 1 24
25 22109/10 1 20 2.71 0 0.14 2.85
26 2212/22 20 2.71 0 0.14 2.85
27 11011/12 1 22 1 2.14 0 3.14
28 11017/18 22 1 2.14 0 3.14
29 22113/14 1 23 2 4.57 0 6.57
30 11075/76 1 17 0.43 2 0 2.43
31 11083/84 17 0.43 2 0 2.43
32 22127/28 1 22 0.86 2.29 0 3.15
33 11079/80 22 1 2.14 0 3.14
34 11085/86 1 8 3.43 0 0 3.43
Grand Total 48 706 101.25 187.96 8.57 297.78
Secondary Train
1 12219/20 1 17 4.57 0 0.29 4.86
2 12335/36 2 23 1.71 8.14 0 9.85
3 12519/20 1 20 2.71 0 0.14 2.85
38
4 12546/45 1 23 0 3.29 0 3.29
5 12879/80 2 23 1.43 4.86 0.29 6.58
6 15268/67 1 23 0 3.29 0 3.29
7 15645/46 2 23 1.42 4.86 0.28 6.56
8 15647/48 1 23 0.71 2.43 0.14 3.28
9 18029/30 5 22 3 19 0 22
10 18610/09 1 22 0.86 2.29 0 3.15
11 22511/12 1 19 1.14 1.57 0 2.71
12 22865/66 1 22 1 2.14 0.14 3.28
13 15547/48 1 18 0.29 2.29 0 2.58
Grand Total 20 278 18.84 54.16 1.28 74.28
RBPC Train
1 11201/02 1 22 0.71 2.43 0 3.14
2 11205/06 1 22 0.71 2.43 0 3.14
3 12117/18 2 17 1 16 0 17
4 12012/02 1 15 4.29 0 0 4.29
5 12542/41 4 22 3 18 1 22
6 12619/20 4 23 4 19 0 23
7 122811//12 2 24 1.43 5.14 0.29 6.86
8 13202/01 4 22 8 13 1 22
9 15017/18 6 23 2 21 0 23
10 16345/46 2 23 4.29 11.43 0.71 16.43
1 22 2.57 3.43 0.29 6.29
11 17222/21 1 20 1.71 4 0 5.71
12 17318/17 4 16 2 14 0 16
13 18520/19 3 22 4 18 0 22
14 22848/47 1 20 0.43 2.43 0 2.86
15 17322/21 1 16 0.29 2 0 2.29
16 15063/64 1 18 0.43 2.14 0 2.57
17 14313/14 1 19 0.43 2.29 0 2.72
18 22886/85 1 18 0 5.14 0 5.14
Grand Total 41 384 41.29 161.86 3.29 206.44
A.12.1.4 Summary of Work done by On Rake Attention Gang (April 18 to March 19)
Failure
Month
2019
V Belt Dash
pot
Cover
Hanger
Block
Bolster
spring
Dash pot
Spring
BSS Pin BSS
Hanger
Hard
Packing
Ring
D/Pot
Oil
Cup
Apr 57 27 12 2 1 10 3 1 0
May 84 25 3 5 5 0 0 0 0
Jun 78 25 3 5 10 1 2 0 0
July 81 26 6 15 6 3 0 0 0
Aug 64 14 7 13 11 3 4 0 0
Sept 75 52 6 11 5 5 0 0 0
39
Oct 67 24 5 6 7 7 2 0 2
Nov 51 37 3 4 2 2 0 0 2
Dec 38 25 10 2 7 7 1 0 0
Jan 26 24 6 2 4 11 1 0 0
Feb 31 31 3 2 4 3 2 0 0
Mar 34 42 6 6 4 4 2 0 0
Total 686 352 70 73 66 56 17 1 4
Grand Total 1325
As above table indicates that total failures attended by on rake attention gang is 1325 per year or
1325/365=3.63 per day Or 1.21 Coaches per shift.
A.12.1.5 Wheel Shelling Cases (LHB) As Per Primary Detachment:-
Month LHB ICF
Coach Held Coaches Detached Coach Held Coaches Detached
April 2018 549 21 668 1
May 549 31 668 2
Jun 549 37 668 9
July 549 47 668 8
Aug 549 45 668 6
Sept 575 45 642 8
Oct 598 37 614 2
Nov 598 31 614 4
Dec 598 21 618 2
Jan 597 35 618 2
Feb 597 19 618 2
march 597 30 618 1
Total 6905 399 7682 47
April 2019 567 33 640 4
May 573 13 648 2
Jun 623 9 595 1
July 673 14 506 3
Aug 673 28 536 9
Total 3109 97 2925 19
As above table shows that Failure of LHB coach ratio is 496/10014 whereas ICF ratio is
66/10607, which is 7.5 times higher than ICF. Total failures of both types of coaches are 562 Per
Year or 1.53/Day or 0.51/Shift and 72 staff are working for the same.
A.12.1.6 Gang Chart C&W Depot LTT
Sl. Gang/Section Staff Deployed Sl Gang/Section Staff Deployed
1 Primary 1( A) 20 21 M&P 29
2 Primary 1( B) 22 22 Mechanized Coach Cleaning 9
40
3 Primary 2 (A) 22 23 PF 03 Gang RBPC 38
4 Primary 2 (B) 22 24 PF/R 12
5 Primary 3 (A) 22 25 AMM 4
6 Primary 3 (B) 24 26 Roaster gang 2 18
7 Primary 4 (A) 22 27 EX LTT CME office 2
8 RBPC (1) 7 28 Misc/ long Absent/Sick 16
9 RBPC (2) 7 29 Bio-Toilet 10
10 RBPC (3) 9 30 SSE (G) Paint Shop, Pass.
Complained
12
11 Roster 1 18 31 SSE (Pest Control) 5
12 Duran to 24 32 Store/ Material 21
13 LHB 2 22 33 CMM+IMS+D/I 3
14 11015 LBH (D) 20 34 Sr. CDO Off.+ Tender Cell+
SSE Tech
5
15 ON Rake Gang (4) 17 35 Engineers 69
16 AC Section 35 Total 696
17 LHB Record, Data,
AMOC, DPT gang
16 36 Non Personnel Staff +
Drivers(2)
7
18 Schedule 20 37 Personnel Staff 3
19 Sick Line (IOH) 72 38 RCD 8
20 Linen Monitoring 22 - -
Total 714
*****************
A.13 NARROW GAUGE C&W DEPOT NERAL
INTRODUCTION Narrow Gauge Coaching Depot Neral is performing a remarkable role to keep our heritage sight in
present days. It has working from Neral to Matheran narrow gauge coaching service 05 and 10 Trip Amangaon to Matheran and back. Total distant of this section is 20.2 KM and the Running time is nearly
2.30 hrs @ 10 KmPH.
EXISTING SCENARIO
A.13. 1 Existing Scenario
A.13. 1.1 Scale Check of C&W depot NRL
Sl. Category Level S/S MoR Vacancy
1 SSE & SE Level-7 1 1 0
2 JE-1 Level-6 2 1 1
3 MCM Fitter Level-6 3 2 1
4 Fitter Gr. I Level-5 3 2 1
5 Fitter Gr. II Level-4 4 4 0
6 Fitter Gr. III Level-2 1 4 -3
7 MCM Carpenter Level-6 1 1 0
41
9 Carpenter Gr. II Level-4 1 1 0
10 Khalasi Level-1 14 07 7
Total 30 23 7
A.13. 1.2 Schedule Maintenance of MLR Coaches of NRL-MAE-NRL NG Section
Sl. Schedule Periodically
1 Trip After Every Trip on Arrival at NRL
2 Weekly Every Week on Monday
3 Two Monthly After Every Two Month
4 IOH After One Year of POH
5 POH After Two Year (at Kurdwadi Depot)
The depot is functioning in 06.00 to 00.00 hrs only, staff is deployed in this depot is 06.00 to 14.00, 12.00
to 20.00, and 08.00 to 17.00, 06 staffs in each shift, and 05 staffs for sick line attention.
The depot is holding 49 coaches and 08 wagons for material supply. Among these 49 coaches 32 coaches are utilized on daily basis and 17 coaches are spare.
*****************
A.14 C&W DEPOT PNVL (COACHING)
INTRODUCTION
C&W Depot PNVL is situated for performing coaching activities especially for originating and
terminating trains from PNVL and rolling in /out examination of all coaching trains admitted or
dispatching from PNVL. In addition to this they attend all kind of failures regarding coaching and freight
operation received by messages or any other mode.
EXISTING SCENARIO A.14. 1 Existing Scenario:
A.14.1.1 Scale Check of C&W PNVL
Sl. Category Level S/S MoR Vacancy
1 SSE Level-7 4 5 -1
2 JE-1 Level-6 1 1 0
3 MCM Fitter Level-6 2 1 1
4 Fitter Gr. I Level-5 8 1 7
5 Fitter Gr. II Level-4 2 2 0
6 Fitter Gr. III Level-2 0 2 -2
7 MCM Trimmer Level-6 0 1 -1
8 Trimmer – III Level-2 1 0 1
9 Khalasi - Level-1 18 16 2
Total 36 29 7
42
A.14.1.2 Unusual Work Attended at STR Examination (1st Jan 2018 to 31st Dec.2018)
Sl. Nature of Work No. of Cases
1 Master Gauge provided to show BP to Guard 48
2 Bio Toilet Choke Up 46
3 Push coc missing 28
4 MU Washer Change Of BP/FP 26
5 Brake Winding in wagons 24
6 Rat pad/ Hit Spray/ Liquid Soap provided 22
7 Wash basin choke up , leakage from pipe 21
8 Water leakage from flusher valve 17
9 Door Closer defective 16
10 Rolling in examination of load for unusual sound 13
Above said activities are being done by the staff deployed at PNVL C&W Depot.
Total No of Trains (UP & DOWN) 110
Total Trains Examination for Watering C.RLY (UP & DOWN) 6+ Deccan
Total Trains Examination for Watering W.RLY (UP & DOWN) 10
Trains Originating from PNVL (17614/15065/51317) 03
A.14.1.3 Staff Utilization as under:
1. 05 Staff + supervisor in each shift Total 06 X 03 = 18 and 06 staff in Rest Giver gang and rest 05 staff
is being utilised for roster gang.
43
B. FREIGHT OPERATION
Chief Rolling Stock Engineer (Freight):- CRSE (Freight) exercises direct control on the affairs
of the repairs and maintenance of Freight stock. He issues instructions, in consultation with the
Chief Mechanical Engineer, in matters relating to policy formulation which concerns the
Mechanical Department. Responsibilities for budgetary controls in the Freight maintenance
Depot also rest with CRSE (Freight). He is assisted by Dy. CME (HQ/Freight).
Divisional Mechanical Engineer (Freight)
Sr. D. M. E is the controlling authority of entire Freight Depot. He has technical and
administrative control over Freight Rolling Stock at Divisional level.
Wagon Maintenance
Lot of developments have taken place such as introduction of new stock, stainless steel wagons,
permissible loading up to CC+8t+2t, introduction of premium examination, introduction of bogie
mounted Air brake system, Twin pipe air brake system etc,. As a result, the maintenance pattern
and requirements have changed considerably. This has necessitated revision of existing wagon
maintenance manual. For ensuring optimum performance of wagon fleet, it is necessary that: Preventive maintenance
is given timely to avoid occurrence of defects
Defects are attended effectively and well in time so that the wagons
Remain fit for traffic use till the next schedule falls due Detention during examination
and repairs is kept to minimum
Frequent failures of similar nature are studied and necessary
Modifications/ design changes are effected to eliminate the cause of such failure. In
course of time and based on experience, various procedures/ schedules for maintenance
of wagons have been prepared. The schedules and procedures have been largely
standardized and issued by Railway Board, RDSO, and IRCA etc. However, in many
cases, instructions have been issued in piecemeal. This manual consolidates various
standing instructions issued on wagon maintenance and lays down guidelines for
ensuring uniformity in the practices to be followed on various railways. The important
aspects of wagon maintenance have been covered and wherever necessary, the references
are indicated so that the reader can refer these, if necessary, for detailed instructions and
procedures not contained in this manual.
This manual does not deal with the special stock or ODCs for which separate instructions
are issued by RDSO/manufacturers.
At the end of this chapter, the list of important instructions and references has been given.
Throughout this manual, wherever IRCA Part III has been mentioned, it refers to IRCA
Part-III (Latest edition).
While proper maintenance plays a vital role in ensuring effectiveness of the rolling stock,
an equally crucial role is played by proper handling and careful operation of the wagon
fleet so as to minimize the incidences of damage and subsequent need for repairs. Draft
CHAPTER 1- INTRODUCTION Page 3 of 53 WAGON MAINTENANCE MANUAL
44
The CRT’s and other four wheeler stock other than tank wagon and brake van have been
completely phased out therefore details of this type of stock have been completely
deleted.
The operation of MG stock, vacuum brake UIC and four wheeler tank wagons have
reduced considerably and are likely to be phased out in next few years, details of these
stock have also been deleted. The 2001 version of wagon maintenance manual may be
referred whenever necessary.
CATEGORISATION OF WAGON REPAIR
Classification of wagon repairs have been rationalized under the following nomenclature:-
a) Petty Repairs: - Repairs involving not more than 8 man - hours. Such repairs are to be
normally carried out on nominated lines in traffic yards in less than 8 man hours.
b) Medium Repairs: - Repairs involving more than 8 man - hours and upto 100 man - hours.
These would normally cover repairs to under frame members viz. head stock, middle bars, sole
bars, changing of axle guards, wheel changing heavy panel patching, heavy floor repairs, etc.
Such repairs are to be carried out in sick lines.
c) Special Repairs: - Repairs to heavily damaged wagons involving more than 100 man hours.
Such repairs may be carried out either in the workshops or in major sick line. Recommended
work areas where serious repairs should be carried out are given in the Table 2.4 at the end of
this chapter. Repair to under frame members and other heavy work should be dealt in properly
equipped major and medium sick line. Repair to under frame members viz. patching of
headstock, sole bar and middle bars, strengthening of bulged ends, replacement of end angle,
fitment of more than 5 new full width panel patches, replacement of axle guards to be done in
sick line / wagon depot.–
“BOXN wagons requiring repair are classified as under:
Category A: BOXN wagons requiring petty repairs which can be attended in sick lines.
Category B: unloadable BOXN wagons, which require attention/body repairs in well equipped
sick lines or ROH depots.
Category C: unloadable BOXN wagons requiring very heavy repair on body/floor. These may
be attended in wagon depots nominated for Category C repairs or in workshops.
45
B.1 C&W NGSM (MULUND) & (TMBY)
INTRODUCTION
This depot is stabilized for checking of loads after loading and unloading of BCN and rolling
in/out checking at NGSM and TAPG container rakes.
Workload of depot:
1. Revalidation of container rakes and rolling in / out checking at NGSM/TAPG
2. Examine and releasing of BCN loads at NGSM yard
3. Releasing and ready to run coaching rakes stabled in yards.
4. Occasionally movement of material trains.
EXISTING SCENARIO
B.1.1 Existing Scenario:
B.1.1.1 Scale Check of C&W NGSM and TMBY
Sl. Category Level S/S MoR Vacancy
1 SSE Level - 7 2 2 0
2 MCM Fitter Level- 6 5 8 -3
3 Fitter - I Level- 5 10 4 6
4 Fitter - II Level - 4 1 2 -1
5 Fitter - III Level - 2 2 2 0
6 Khalasi Level - 1 6 6 0
Total 26 24 2
Among these staffs 01 SSE, 12 fitter, 06 khalasi are working in NGSM Depot at Mulund for
above said workload.
B.1.1.2 Workload of C&W depot Mulund
Sl. Month Container BCN ART Remark
1 April 19 21 23 01 Tower wagon-4, maintenance -04, C/ Rake 15
2 May 19 25 23 00 BPC Mat/Trrain-4, Fit to run -7, C/ Rake 31
3 June 19 23 26 00 BPC -6, Fit to Run -10, BLC -4, C/ Rake 23
4 July 19 18 16 00 Fit to Run-6, BPC -3, attended-8, C/ Rake-31
5 Aug 19 19 20 00 Fit to Run-6, BPC -14, Military SPL-04,C/R 21
total 106 108 1
******************
46
B.2 C&W DEPOT IGATPURI
INTRODUCTION
C&W Depot /IGP plays a significant role in smooth working of either operation of freight and coaching
because of its location. It ensures the brake power 90 % of all freight trains depart from IGP to UP
direction towards Mumbai. If this stipulated Break power percent is not found, new BPC is issued from
IGP. After receiving the trains it is thoroughly examined and dispatched with required percentage of BPC
towards Kasara direction only. No need of this condition for the load going to towards BSL.
EXISTING SCENARIO B.2.1 Existing Scenario:
B.2.1.1 Scale Check for C&W / IGP
Sl. Category Level S/S MoR Vacancy
1 SSE Level - 7 9 11 -2
2 JE Level - 6 6 1 5
3 MCM Fitter Level - 6 35 31 4
4 Fitter - I Level - 5 39 11 28
5 Fitter - II Level - 4 6 3 3
6 Fitter - III Level - 2 21 15 6
7 Painter – I Level - 5 1 1 0
8 Painter – II Level - 4 0 0 0
9 MCM Welder Level - 6 1 0 1
10 Welder – I Level - 5 1 0 1
11 Welder - II Level - 4 0 0 0
12 Khalasi Level - 1 57 41 16
Total 176 114 62
B.2.1.2 Deployment of staff for C&W / IGP
Sl. Category Coaching Freight Kasara Total
1 SSE 4 07 0 11
2 JE 1 0 0 01
3 MCM Fitter 8 22 0 30
4 Fitter - I 07 05 01 13
5 Fitter - II 02 02 0 04
6 Fitter - III 05 10 01 16
7 Painter – I 0 01 0 01
9 Khalasi 18 19 01 38
Total 45 66 3 114
47
B.2.1.3 Workload performance of C&W / IGP for The year of 2019-20
Activity Type Apr May June July Aug Total
Above 90 % Break power
train attended
PM 18 46 38 31 38 171
CCR 104 114 109 89 112 528
ETE 35 30 29 26 29 149
Total 157 190 176 146 179 848
Below 90 % Break power
train attended
PM 02 06 05 09 04 26
CCR 09 15 11 11 09 55
ETE 18 18 18 17 17 88
Total 29 39 34 37 30 169
No. of Train dispatched UP
Direction (1+2)
Total 186 229 210 183 209 1017
No. of Train dispatched in DN Direction
257 248 226 174 194 1099
Average train per day (UP) 6.2 7.6 7.0 6.0 6.9 6.7
Average Time Taken for
Break Power check / up gradation
Hr :
Min
01:24 01:28 01:26 01:26 01:22 -
No. of Wagon attended in sick
line
3=2 2=2 4=2.5 2=1.05 - 11=8
No. of Wheel Changed - - - - - -
No. of Trains found Invalid
BPC
04 - 01 02 05 12
No. of ART/ARME ordered ART 02 06 10 07 01 26
ARME - - 01 02 - 03
No. of DV Changed 04 02 02 04 01 13
No. of EM Pad 12 31 73 24 18 158
No. of Hot Axle Case - - - - - -
Departmental Train 04 03 04 05 04 20
As above table indicates that total 169 trains having below 90 % Break Power are examined at IGP by
C&W depot. Therefore 169/5=33.8 train per month or 1.12 Train/day have been attended at IGP during
last five month for ensuring of BP percentages and total 12 train during this five month period is found having invalid BPC.
Simultaneously, during last five month it is found that 848 trains attended which were having above 90%
Break Power for insuring the Break Power percentage. Total trains attended during the last five month is
848 means 848/5=169.6 per month or 169.6/30=5.65 per day or 5.65/3=1.8 trains per shift.
In addition to this work the staff of this depot is performing other activities defined in table (B 2.1.3).
**************.
48
B.3 C&W DEPOT KALYAN
INTRODUCTION C&W depot KYN is a major depot in BB division which plays an important role in freight
operation. It has huge area for performing the activities of freight trains like maintenance,
revalidation of BPC, issuing of BPC, Rolling in/out examination, sick line, rake formation,
shunting etc.
EXISTING SCENARIO
B.3.1 Existing Scenario:
B.3.1.1 Scale Check foe C&W/KYN
Sl. Category Level S/S MoR Vacancy
1 SSE Level - 7 13 11 02
2 JE Level - 6 03 03 -
3 MCM Fitter Level - 6 17 17 -
4 Fitter - I Level - 5 47 13 34
5 Fitter - II Level - 4 06 10 -04
6 Fitter - III Level - 2 12 13 -01
7 MCM Painter Level - 6 01 03 -02
8 Painter – I Level - 5 01 00 01
9 Painter – II Level - 4 00 00 00
10 Crain Operator - I Level - 5 01 00 01
11 MCM Welder Level - 6 02 03 -01
12 Welder – I Level - 5 03 02 01
13 Welder - III Level - 2 01 01 00
14 Caneman Level - 6 00 01 -01
15 MCM Truck Driver Level - 6 00 01 -01
16 Truck Driver - I Level - 5 01 01 00
17 Truck Driver - II Level - 4 02 01 01
18 Truck Driver - III Level - 2 01 00 01
19 Khalasi Level - 1 50 37 13
20 Khalasi Trg Level - 1 00 01 -01
Total 161 118 43
B 3.1.2 Deployment of staff at C&W / KYN
Location SSE/JE MCM
Fitter
Khalasi Painter Driver Caneman Welder Sr.
CWI
Total
KYN/YD 07 30 16 - - - 04 - 57
Sick line 01 09 08 03 - 01 02 - 24
Breakdown 01 02 02 - 03 - - - 08
KYN/PF - 04 02 - - - - - 06
KJT/PF 01 05 04 - - - -- 10
Office 01 02 01 - - - - - 04
49
Div. Store 01 - 02 - - - - - 03
Depot
Store
- 01 02 - - - - - 03
Other
Office
- 01 01 - - - - 02 04
Total 12 54 38 03 03 01 06 02 118
B 3.1.2 Workload for year 2018-19
Month
Train Examined Material
Train
Wagon
repair in Yard
Wagon
Repair in Sick line
No of BK
Down Works attended
PM INT Revalidation Total
Monthly avg
of 2018
12 59 01 62 52 72 134 02
Jan 19 14 50 02 66 62 82 191 01
Feb 19 08 40 01 49 57 77 121 02
Mar 19 05 56 02 36 54 71 152 02
Apr 19 07 51 04 62 45 55 137 02
May 19 17 50 01 68 60 75 224 05
Jun 19 12 51 0 63 63 58 157 04
Jul 19 24 31 02 57 51 63 143 03
Aug 19 32 38 01 71 50 65 191 03
Total 119 367 13 472 442 546 1316 22
B 3.1.3 Activity Performed at C&W Depot KYN Yard
Sl. Activity 2017-18 2018-19 2019-20 till Aug
1
No. of Train Examined (Intensive)
Empty 539 603 191
Loaded 75 70 30
Total 614 673 221
Avg/Month 51.16 56.08 38.2
Avg/Day 1.68 1.84 1.27
2
No. of Train Examined (Premium)
BCN 70 114 92
Avg/ month 5.83 9.5 18.4
Avg/day 0.2 0.3 0.6
Total Examined (INT+PM)
684 787 313
Avg/Month 57 65.5 62.6
Avg/day 1.9 2.18 2.08
3 Avg time Taken for Intensive Examination
4.04 4.1 4.57
4 Avg time Taken for Premium Examination
6.8 5.5 5.8
5(i) No. Of Wagons Repaired in Sick line
1587 1672 854
Avg/Month
132.25 139.33 170.8
Avg/day
4.34 4.58 5.7
5(ii) Avg Time Taken for Sick Marking to Placement
27.43 20.2 21.8
5(iii)
Avg Time Taken for Sick Wagon in S/L to Removal From S/L
21.68 13.45 14.5
5(iv
)
Avg Time Taken for Sick Wagon Repair After
placement of Sick Wagon in S/L
19.96 11.53 13.01
50
6(i) No of Trains Received (UP) Direction 3939 4175 1635
6(ii) No of Trains Received (DN) Direction
4031 4386 1655
6(iii
)
Total Train Received 6(i)+6(ii)
7970 8561 3290
Avg /Month
664.16 713.11 658.16
Avg/Day
21.83 23.45 21.93
7(i) No. Of Train Despatched UP Direction
4453 4739 369
7(ii) No. Of Train Despatched DN Direction
3543 3829 1266
Total Trains Dispatched 7(i)+7(ii)
7996 8568 3306
Avg/Month
666.3 714 661
Avg/Day
21.9 23.47 22.01
8 No. Of Wagons Repaired in Yard
834 882 316
Avg/Month
69.5 73.5 63.2
Avg/Day
2.28 2.41 2.1
9 No. Of Wagons Marked Sick During Rolling
In/Out Exam
1 2 1
10 Wagon Detachment Per Rake
2.15 2.3 2.62
11 No. Of Trains Attended for Revalidation
64 14 8
****************
B.4 C&W DEPOT KALAMBOLI
INTRODUCTION
C&W Depot KLMG is situated in DBRP section in Mumbai Division which is dedicated corridor for container goods of JNPT harbour and BCC siding for cement loading stabilized for examined of freight
load and
EXISTING SCENARIO
B.4.1 Existing Scenario:
B. 4.1.1 Scale Check of C&W Depot KLMG
Sl. Category Level S/S MoR Vacancy
1 SSE Level - 7 6 5 1
2 JE Level - 6 3 1 2
3 MCM Fitter Level - 6 6 2 4
4 Fitter - I Level - 5 9 4 5
5 Fitter - II Level - 4 3 2 1
6 Fitter - III Level - 2 6 11 -5
7 MCM Welder Level - 6 1 2 -1
8 Welder – I Level - 5 2 0 2
9 Truck Driver - I Level - 5 0 1 -1
10 Truck Driver - II Level - 4 0 2 -2
11 Truck Driver - III Level - 2 4 0 4
12 Khalasi Level - 1 20 12 8
51
Total 60 42 18
B 4.1.2 Workload of C&W Depot KLMG from April 2019 to till to Sept 2019
Sl Month No.
of
Trai
n
Rel.
&
desp
.
R-
ART
PNVL
B/D
Work
JSWD
Releasi
ng
work
FSQ Sick
line
wor
k
No.
of
Loa
d
exa
mini
ned
Item wise work attended on load during intensive examines.
Brea
k
Bloc
k
EM
Pad
CBC K/Pi
n
Brea
k
Rear
Fitti
ng
An
gle
Co
ck
SPG CBC
OPT
G
Handl
e
B/Pi
ece
Oth
ers
1 Apr 279 13 53 17 4/4 23 09 03 21 10 09 - - 01 02 02
2 May 208 06 50 06 2/2 21 46 04 13 02 08 01 - - - 01
3 June 149 05 52 06 2/2 07 13 05 02 02 - - - - - 02
4 July 222 04 43 04 - 20 23 08 23 11 17 03 01 03 01 01
5 Aug 223 11 34 07 3/3 25 43 09 32 06 14 03 01 06 - 04
6 Sept 235 06 43 15 1/1 27 49 26 106 14 15 01 02 - 01 05
Total 1316 45 275 55 123 183 55 197 45 63 8 4 10 4 15
****************
B. 5 C&W DEPOT JASAI
INTRODUCTION
C&W Depot Jasai is for maintaining of Freight Traffic from siding GTI, NSICT, JNPT, BCMT,
DRT, HIND, BPCL etc.
EXISTING SCENARIO
B.5.1 Existing Scenario:
B.5.1.1 Scale Check OF C&W Depot JASAI
Sl. Category Level S/S MoR Vacancy
1 SSE Level - 7 9 6 3
2 JE Level - 6 3 4 -1
3 MCM Fitter Level - 6 6 9 -3
4 Fitter - I Level - 5 14 4 10
5 Fitter - II Level - 4 6 5 1
6 Fitter - III Level - 2 5 7 -2
7 MCM Welder Level - 6 1 1 0
08 Welder – I Level - 5 1 0 1
9 Crane Operator -I Level - 5 1 0 1
12 Khalasi Level - 1 34 13 21
Total 80 49 31
52
B.5.1.2 Staff Deployment at Various locations:
Sl. Location Staff X Shift Total
1 NSICT 4 X 3 12
2 GTI 4 X 3 12
3 JSLE 3 X 3 9
4 RCD Depot. 02 02
5 Welder 01 01
Total 36
RG+LR 13
Grand Total 49
B.5.1.3 No. of Load Revalidated Operator wise
Sl Operator Apr-19 May-19 June-19 July-19 Aug-19 Sept-19
1 Concor 307 272 242 306 330 283
2 GRPL 10 12 13 09 07 08
3 DL-1 16 15 18 22 12 20
4 HTPL 10 05 05 08 03 00
5 APL 16 18 16 13 09 09
6 KRIL 22 21 27 21 15 20
7 ADIL 26 34 35 37 54 59
8 PMLP 08 14 15 19 19 25
9 DPW - - - - 07 08
Total 415 391 371 435 456 432
B.5.1.4 Work done at various Siding for the year 2019
Sl. Siding Activity done Apr May June July Aug Sept Total
1 JNPT EM Pad changed 04 05 04 02 01 02 18
Adaptor Canted Case 16 35 25 18 31 28 153
Trolley Shifted 08 03 02 01 01 04 19
2 NSICT EM Pad changed 05 13 06 06 00 07 37
Adaptor Canted Case 22 39 20 79 46 67 273
Trolley Shifted 08 04 03 02 01 05 23
3 BULK EM Pad changed 06 00 01 11 05 08 31
Adaptor Canted Case 36 39 83 38 54 136 386
Trolley Shifted 06 11 03 05 06 10 40
4 GTI EM Pad changed 06 10 06 05 03 10 40
Adaptor Canted Case 42 90 87 38 93 185 535
Trolley Shifted 03 02 03 04 00 04 16
5 BMCT EM Pad changed 04 02 03 04 02 05 20
Adaptor Canted Case 36 28 32 28 35 32 191
Trolley Shifted 02 03 01 02 01 03 12
6 DRT EM Pad changed 02 01 01 02 01 02 09
Adaptor Canted Case 12 15 13 12 10 18 80
Trolley Shifted 02 02 02 02 01 02 11
53
Above table shows that total EM pads changed in year 2019 (Apr-Sept) are 155 whereas Adaptor canted
cases are 1618 and Trolley shifted cases are 121.
B.5.1.5 Performance of the Depot for the year 2019
Activity Apr May June July Aug Total
No. of Train received & dispatched UP Direction
415 391 371 435 456 432
No. of Train received &
dispatched in DN Direction 415 391 371 435 456 432
Total no. of trains received & dispatched
830 782 722 870 912 864
Average per Day 14 13 13 14 15 15
No. of Wagon attended in yard 195 251 246 288 292 516
No. of Wagon attended per
day 6.5 8.0 8.0 9.2 9.3 15
No. of wagon marked sick
during checking 02 02 02 03 030 02
No. of trains attended for
revalidation 415 391 371 435 456 432
No. of trains attended for
revalidation (Avg /day 14 13 13 14 15 15
No. of wagon attended on load
during revalidation 195 251 246 288 292 516
No. of wagon marked sick
during revalidation of loads 03 04 05 05 06 03
No. of wheel changed 02 04 03 06 03 03
No. of wagon repaired in sick
line 04 04 05 05 06 03
********************
54
B.6. C&W DEPOT LONAWALA
INTRODUCTION
C&W Depot LNL is for insuring the security of load going towards Ghat section. All the trains
going towards up direction are checked for Break Power @ 90 %. If found less Break Power is
Revalidated at Lonawala. During this checking if detect any abnormality, it repaired and make
the load run safe.
At LNL Tool Van is also available for attending any break down or failure of train in nearby
section.
EXISTING SCENARIO
B.6.1 Existing Scenario:
B.6.1.1 Scale Check of C&W Depot / LNL
Sl. Category Level S/S MoR Vacancy
1 SSE Level - 7 5 6 -1
2 JE Level - 6 4 2 2
3 MCM Fitter Level - 6 13 06 07
4 Fitter - I Level - 5 18 10 08
5 Fitter - II Level - 4 06 04 02
6 Fitter - III Level - 2 07 07 00
7 MCM Welder Level - 6 01 01 00
08 Welder – I Level - 5 02 01 01
09 Painter - I Level - 1 01 00 01
12 Khalasi Level - 1 37 30 07
Total 94 67 27
B.6.1.2 Staff Deployment
Sl. Activity Staff X Shift Total
1 Yard/LNL 07 X 3 21
2 Platform 02 X 3 06
3 Tool Van Dedicated 08 08
4 Office 02 02
5 Store 02 02
6 Supervisors (Inc In charge) 08 08
Total 47
RG+LR 20
Grand Total 67
55
B.6.1.3 Work done at LNL by C&W Staff
Month Total train Checked Break Power > 90% Wagon Attended on Load Wagon Attended on Sick Line
2018-19 2019-20 2018-19 2019-20 2018-19 2019-20 2018-19 2019-20
Apr 256 261 54 80 41 83 02 01
May 306 280 81 50 91 53 01 00
June 266 237 78 53 108 71 02 02
July 224 160 79 28 83 35 00 02
Aug 244 154 82 22 71 29 02 00
Sept 274 167 91 23 109 38 03 03
Oct 290 80 90 02
Nov. 263 73 60 00
Dec 268 60 60 01
Jan 289 88 60 02
Feb 258 80 63 02
Mar 282 70 90 03
56
CHAPTER 02
DEPOT WISE OBSERVATIONS, CRITICAL
ANALYSIS AND RECOMMENDATIONS
A. COACHING OPERATION
A.1- IOH DEPOT (C&W) WADIBUNDER
A.1.1 Observation and Critical Analysis
I) The comparative table(A 1.1.4) shows the that total out-turn of IOH Depot is nearly 750 per year in last
three years and in current year 2019-20 till July it becomes more than 200 which is going to be on an
average target.
II) In the context of Non Schedule Attention achieved target is getting down in number of coaches per
year i.e. 1254 (2016-17) to 417(2018-19) coaches per year. Table (A 1.1.4)
From staff strength at A.1.1.1 it is seen that there are 38 vacancies and from A.1.1.4 it is seen
that the work load is variable every year but in average is stood steady and work is being carried
out by Men on Roll smoothly hence on Need Based criteria the existing Men on Roll is sufficient
and 38 vacancies notified as surplus But in nearby future it is seen 03 more pit is going to be
installed for Electrical purpose. For this work 13 post may be given excess.
A.1.2 Recommendation: 38 posts found surplus but unforeseen work load 13 staff may be given
extra. Rest 25 may be surrendered against 38 vacancies.
****************
A.2 CANTEEN STAFF WADIBUNDER:
A.2.1 Observation and Critical Analysis:
The canteen situated at IOH/WB is providing average 30 meal and 45 breakfasts per day. The 10
canteen staff is provided to run canteen. It is also noticed that Canteen at Coaching Depot LLT is
being run on Contract, where approx 750 railway staff are on roll.
A.2.2 Recommendation: The canteen may be run on contract basis in line of Coaching Depot
LLT and surrender 10 posts of canteen staff after contract awarded.
57
*********
58
A.3. WEIGHTING MACHINE INSTRUMENT SECTION:
A.3.1 Observation and critical Analysis: - As per Railway Board Letter no.
2004/Dev/Cell/IDEI/Vol.II Dated 12.02.2015, Mechanical Weighing Machines may be replaced
by phased manner. During these last five years these number of mechanical weighing machines
reduced to 44 from 244.
A.3.2 Recommendation: It may be emphasized to phase out all mechanical weighing machines
as early as possible and employees deployed may be surrendered. 01 SSE+02 MCM Fitter+ 01
Fitter = Total 04
***********
A.4 STORE SECTION:
A.4.1 Observation and critical Analysis:- During observation workload of the store is on an
average 2150 Good and bad trolley as well as wheel in same quantity transferred from store WB
to MTN/ PR/ PL. Therefore the workload is justified for existing staff. Table (A.4.1.2)
A.4.2 Recommendation: Nil
*************
A.5 DEPARTMENTAL MECHANIZED LAUNDRY OF ONE TON CAPACITY WB
A.5.1 Observation and Critical Analysis: - From the Table (A5.1.2) it is seen that outturn in
steep descending manner i.e. 190 Ton in year 2017 to 50 Ton 2019 till July. Whereas the strength
of workers has not been reduced accordingly.
LTT BOOT system Laundry giving more output in less manpower compare to Wadibunder
departmental laundry. In LTT coaching yard there is 13 Ton BOOT based laundry is being run
by only 120 Private staff under the supervision of departmental supervisor and per month outturn
is more than 500 Ton. Whereas the departmental laundry per month average outturn is less than
10 Ton and for which 42 staff is deployed.
In above table 03 Fitter and 05 Khalasi are deployed for inspection work in BOOT System based
12 Ton lobby. Inspection carried out by the staff is on random sampling check basis and 02 staff
in each shift is sufficient for the same. In addition to this 02 staff for LR/RG. Total Staff
21+08=29 staff. Rest 13 staff found surplus.
Sr. No. Category Existing staff Need base Requirement
01 SSE/JE 02 02
02 Sr. Clerk 01 01
59
03 MCM Fitter 01 01
04 Fitter 15 09
05 M / W 01 01
06 Khalasi 17 12
07 Painter 02 01
08 Driver 02 For Sr. DME office For store & for SSE
10 Peon 01 00
Total 42 29
A.5.2 Recommendation:
1. Total 13 Staff found surplus may be surrendered.
2. It is suggested that the laundry may be outsourced completely and existing staff may be
utilized in core activity in coaching maintenance depot and also surrender further 21 posts
after outsourced.
******************
A.6 RECORD ROOM SECTION:
A.6.1 Observation and Critical Analysis:- During work study it is observed that workload of
record room section is deserve for four staff.
A.6.2 Recommendation: NIL
************
“At the end of IOH Depot (C&W) WADIBUNDER study the summery of
recommendations are as under:-“
Sl Sections Recommendations
1 IOH Depot 25 Posts
2 Canteen 10 Posts after outsourced
3 Weighing Machine Instrument
Sec.
04 posts after phased out of Mechanical
Weighing Machine
4 One Ton Departmental
Laundry/WB
13 posts Immediately
21 posts after outsourced
Total 73 posts
**************
60
A.7 NEW COACHING COMPLEX WADIBUNDER
A.7.1 Observation & Critical Analysis:
Staff Requirement as per latest Yardstick letter dated 30.09.2019
Trips of 22221 Rajdhani Express has been increased recently from two to four trips. Therefore
32 coaches has been increased, weekly 05 coaches available for primary maintenance per day so
05X0.85=4.25 staff per day for the said train needed.
Sl. Activity no. of coaches yardstick
Men/Coach Total Man
1 Primary Maintenance 123 0.85 104.55
2 Secondary Maintenance 98 0.3 29.4
3 RBPC Maintenance 70 0.2 14
4
Terminating &
originating 0 0 0
5
Material Storage >150
Coaches Holding
26 26
6
Statically Work > 150
Coaches holding
8 8
7 Sick Line Attention 0 0.12 0
8 Sub total 181.95
9
Leave Reserve 12.5 % of no. 8(RG is included as per RB
2000/M(C)/143/5 Dt 24.12.01 22.74
10 Total 204.69
Need based requirement
11 On Rake Attention 24
12 M&P/ Bio-toilet 12
13 Pest Control 0
14 Linen Platform 0
15 Staff Working in Other Office 4
16 Sub Total 40
17 RG/LR for no.16 @ 29% 11.6
18 Total 51.6
19 Grand Total no. (10+18) 256.29
20 Training Reserve 4 % of no. 19 10.25
21 Overall Grand Total no. (19+20) 266.55
61
As per above table it is observed that according to bench marking NCC/WB depot requirement
of staff is 267+05=272 whereas depot is having 334 staff. Therefore 334-272=62 staff found
surplus against exiting 62 vacancies.
Latest Yardstick letter dated 30.09.2019 also suggested to outsourced the following
activities
1. All coach cleaning and watering activities including en-route watering (already identified
for outsourced)
2. Coach amenity attention including carpentry, welding, trimming plumbing/pipe fitting
and provision of item like window glass, mirror, bottle holder, snack table, tapes and
faucet etc.
3. Attention of fire extinguisher(already outsourced)
4. Linen washing and distribution(already outsourced on most of the depot)
5. New amenity/security activities like PA/PIS, CCTV &infotainment etc.
A.7.2 Recommendation: C&W depot WB 62 Staffs are found surplus but for holiday trains and
unforeseen workload 20 staff may be given extra. Rest 42 posts may
be surrendered against 62 vacancies.
*************
A.8 CHHATRAPATI SHIVAJI MAHARAJ TERMINUS C&W DEPOT.
A.8.1 Observation and Critical Analysis:-
Staff Requirement as per latest Yardstick letter dated 30.09.2019
CSMT
Sl. Activity No. of coaches Yardstick Men/Coach Total
1 Primary Maintenance 27 0.85 22.95
2 Secondary Maintenance 0 0.3 0
3 RBPC Maintenance 357 0.2 71.4
4 Terminating & originating 0 0 98
5 Material Storage >150
Coaches Holding
26 18
6 Statically Work > 150 Coaches
holding
8 6
7 Saloon 12 1.76 21.12
8 Sub total 237.47
9
Leave Reserve 12.5 % of no. 8(RG is included as per RB 2000/M(C)/143/5 Dt
24.12.01 29.68
10 Total 267.15
Need base requirement
11 ON Rake Attention 7
12 M&P 5
62
13 Pest Control 7
14 Linen Platform + Carnac (28+04) 32
15 Museum 5
16 RCD Depot 12
17 Control Office 17
18 Sub Total 85
19 RG/LR for no.18 @ 29% 24.6
20 Total. No.(18+19) 109.6
21 Total no. (10+20) 376.6
22 Training Reserve 4 % of no. 21 15
Overall Grand Total no. (21+22) 391.24
The above table displays that total requirement of the staff at C&W coaching Depot is 391
whereas the sanction strength of the depot is 493, having vacancy of 137.
Therefore 493-391 = 102 posts are found surplus against vacancy of 137.
A.8.2 Recommendation: 102 Post found surplus but for holiday trains and unforeseen
Workload 23 staff may be given extra. Rest 79 posts recommended to be surrendered against
vacancy of 137 posts.
*********************
A.9 RCD DEPOT: -
A.9.1 Observation and Critical Analysis:- From Chart(A9.1.2) it is observed that total fueling
per year is increasing from 1301 to 3144 and in this current year till July end it became 1352
which may becomes above 3500 at the end of this year. Per/day workload becomes 3500/360=
9.7 fueling and each shift it will be 3 loco fueling, which is justify for existing staff strength.
A.9.2 Recommendation: NIL
***************
63
A.10 COACHING DEPOT MAZGAON:
A.10.1 Observation and Critical Analysis
Staff Requirement as per latest Yardstick letter dated 30.09.2019
Sl. Activity no. of coaches yardstick
Men/Coach Total
1 Primary Maintenance 145 0.85 123.25
2 Secondary Maintenance 27 0.3 8.1
3 RBPC Maintenance 22 0.2 4.4
4 Terminating & originating 0 0 0
5 Material Storage >150
Coaches Holding
26 26
6 Statically Work > 150
Coaches holding
8 8
7 Sick Line Attention 0 0.12 0
8 Sub total 169.75
9 Leave Reserve 12.5 % of no. 8 (RG is included as per RB 2000/M(C)/143/5 Dt 24.12.01) 21.22
10 Total 190.97
Need based requirement
11 On Rake Attention 18
12 M&P/ Bio-toilet 10
13 Pest Control 4
14 Escorting Staff 8
15 Staff Working in Other Office 7
16 Sub Total 47
17 RG/LR for no.17 @ 29% 13.63
18 Total 60.63
19 Grand Total no. (10+18) 251.60
20 Training Reserve 4 % of no. 19 10.06
21 Overall Grand Total no. (19+20) 261.66
From per above Table is seen that total requirement of staff is 262 at C&W depot. Whereas depot
having sanction strength of 318 with 78 vacancy. Hence 318-262 = 56 Posts are found surplus.
A.10.2 Recommendation: 56 Posts are found surplus but for holiday trains and unforeseen
workload 18 staff may be given extra. Hence, 38 posts may be surrendered against 78 vacancies.
***************
64
A.11 C&W DEPOT DADAR (T)
A.11.1 Observation and Critical Analysis:
Staff Requirement as per Yard stick
According to above table requirement of staff in DR (T) is 158 and existing sanction strength of
this depot is 226. Therefore 226-158=68 posts are found surplus against 76 vacancies.
A.11.2 Recommendation: 68 posts are found surplus but unforeseen workload 08 staff may
be given extra. Rest 60 posts may be surrendered against vacancy of 76 posts.
******************
Sl. Activity no. of coaches yardstick Men/Coach
Total 1 Primary Maintenance 58 0.85 49.3 2 Secondary Maintenance 0 0.3 0 3 RBPC Maintenance 24 0.2 4.8 4 Terminating & originating 0 0 24 5 Material Storage >150
Coaches Holding 26 13
6 Statically Work > 150 Coaches holding
8 6 7 Sick Line Attention 0 0.12 0 8 Sub total 97.1
9 Leave Reserve 12.5 % of no. 8 (RG is included as per RB 2000/M(C)/143/5
Dt 24.12.01) 12.14
10 Total 109.24 Need based requirement
12 ON Rake Attention
9
13 M&P/ Bio-toilet
10
14 Pest Control
0
15 MCC / RCD
0
16 Linen
7
17 Working in other office
7
16 Sub Total 33 17 RG/LR for no.16 @ 29% 9.57 18 Total 42.57 19 Grand Total no. (10+18) 151.81 20 Training Reserve 4 % of no. 19 6.07
21 Overall Grand Total no. (19+20) 157.88
65
A.12 COACHING DEPOT C&W LTT
A.12.1 Observation and Critical Analysis
Staff Requirement for C&W /LTT as per Bench Marking and Need base as under
It is observed that 06 staffs are being utilized for making of packets at 13 ton BOOT based
laundry are against the LOA of BOOT. The Packaging work is included in the scope of work of
BOOT system.
According to above table it is observed that total staff requirement for C&W LTT is 720
(including RCD) and Sanction strength of this depot is 950 with 245 vacancies. Therefore 950-
720=230 posts are found surplus against vacancies of 245.
C&W Depot LTT
Sl. Activity no. of coaches yardstick Men/Coach Total
1 Primary Maintenance 297 0.85 252.45
2 Secondary Maintenance 75 0.3 22.5
3 RBPC Maintenance 206 0.2 41.2
4 Terminating & originating 0 0 60
5 Material Storage >150 Coaches
Holding
26 26
6 Statically Work > 150 Coaches
holding
8 8
7 Sub total 410.15
8 Leave Reserve 12.5 % of no. 7 (RG is included as per RB 2000/M(C)/143/5
Dt 24.12.01) 51.27
9 Total 461.42
Need based Requirement
10 M&P/ Bio-toilet 39
11 Pest Control 5
12 MCC / RCD 17
13 Linen LTT 16
14 Working in other office 7
15 Sub Total 84
16 RG/LR For NO. 15 (29%) 24.36
17 Total no. (15+16) 108.36
18 Grand Total no.(9+17) 569.78
19 Training Reserve 4 % of no. 18 22.79
20 Grand Total no.(18+19) 592.57
21 Sick Line Attention 1059 0.12 127.08
22 Overall Grand Total no.(20+21) 719.65
66
A.12.2 Recommendations: 230 posts found surplus but holiday Spl Trains and unforeseen
workload 30 staff may be given extra. Rest 200 posts may be surrendered against vacancy of 245
posts.
A.13 NARROW GAUGE C&W DEPOT NERAL
A13.2 Observation and Critical Analysis
This depot is on halt for monsoon season from 16 June to 16 Oct. every year than it resumes
service from 16 Oct. onwards. During this period the staff is utilized for IOH maintenance of all
coaches. During these for month they maintain 49 + 08 coaches. Therefore the workload is
justifying tor existing staff.
A.13.3 Recommendations: NIL
************
A.14 C&W Depot PNVL (Coaching)
A.14.1 Observation and Critical Analysis:-
Only three trains are originating from PNVL for which RBPC examination is carried out by the
staff deployed in PNVL Depot. Watering activities are outsourced and activities regarding
housekeeping are carried out by A to Z services LTT.
PNVL depot required working in round the clock for this requirement 07 staff including
supervisor in each shift is good enough. Total staff required is 07 X 03 = 21 staff, for RG &LR
29 % of 21 staff becomes 6.3 staff. Therefore depot requirement is 21+7=28 with one in charge.
Total Requirement is 29 staff which is already exists. Rest 07 posts identified surplus.
A.14.2 Recommendations: -07 posts found surplus but unforeseen workload 02 staff may be
given extra. Rest 05 posts may be surrendered against vacancy of 07 posts.
*************
67
B. FREIGHT OPERATION
B.1 C&W NGSM (MULUND) & (TMBY)
B.1.1 Observations and Critical Analysis
From above table B.1.1.2 it is found that at Mulund/ NGSM workload for 14 staff (including SSE) is
being carried out in round the clock format. In each shift they are having 02 staffs and one gang is for rest
giver and Leave Reserve in addition to this one staff is for training as well. These 08 staff is not good
enough for smooth working of this depot. Therefore in each shift 03 staff is sufficient for the workload
defined in table (B.1.1.2) and 03 staff for RG/LR. Total 09+03=12 staff
For working of Vadala Depot there are two shift working 10.00-18.00 One Staff and 22.00-06.00 Two
staffs available and total train per month is on an average is 15. Total 05 staffs are deployed for the same
is sufficient.
Total staff required in NGSM Mulund is 17+01(SSE) =18 staffs
TMBY Depot is having sanction strength 08 (including SSE) which are justifying for the work load of as
under:
Month RCF(FZSG) load HPC(VOSG) Load BPC(BRSG) Load
April 19 26 8 7
May 19 23 8 10
June 19 19 10 10
July 19 17 6 8
Aug 19 25 13 6
Total 110 45 41
B.1.2 Recommendations: - NIL
******************
B.2 C&W Depot IGATPURI
B.2.1 Observation and Critical Analysis: It is observed that the requirement of staff of the depot may be as under:
Sl. Activity Existing
Deployment
Total
Need base
Requirement
Total
1 BPC Up gradation UP Direction 03 X 3= 09 09 03 X 3= 09 09
2 Rolling in/out Check 02 X 3= 06 06 04 X 3= 12 12
3 Testing of Air Break 01 X 3= 03 03 01 X 3= 03 03
4 For DN Yard 02 X 3= 06 06 03 X 3= 09 09
5 Kasara Yard 01 X 3= 03 03 02 X 3= 06 06
6 Sick Line 01 X 3= 03 03 02 X 3= 06 06
7 M&P 01 01 01 01
68
8 Store 02 02 03 03
9 Office Work 01 X 3= 03 03 03 03
10 ART/ARME 12+08(Dedicated) 20 20 20
11 Rolling in/out (Coaching) + Misc. 04 X 3 = 12 12 05 X 3= 15 15
12 Watering (6-14,14-22,10-18,09-17) 03+02+05+01 11 04 X 3= 12 12*
13 Supervisor (Total) 12 08
Total 91 107
14 RG/LR 29% 25 31
Grand Total 116 138
Note: * Watering activity already identified for outsourced RB no. E(MPP)2019/1/12 dated 30.09.2019.
From the above table, C&W IGP is having 114 staff in present scenario with sanction strength of 176
The workload defined in table B.2.1.3 shows that total staff is required for this depot is 138. Therefore it is recommended that 176 – 138 = 38 Staff are surplus whereas vacancy is 62 posts.
B.2.2 Recommendations: -
1. 38 posts found surplus but unforeseen condition 05 staff may be given extra. Rest 33 posts may be
surrendered against vacancy of 62 posts.
2. 12 posts may be surrendered after outsourcing the activity of watering at IGP Depot.
************ B.3 C&W Depot Kalyan
B.3.1 Observation and Critical Analysis:
As above table indicates that workload for yard activity as under:
Sl. Activity Work Time Taken
1 Average Intensive Rake attended per Day
1.27 Rake 6 hrs
2 Average Premium Rake attended per Day
0.6 Rake 04 hrs
3 Average Train Received in yard per day 22 Rakes -
4 Average Train Dispatched in yard per day 22 Rakes -
5 No. of Trains Revalidate per year 18 (Avg of 2019-20)* -
(*) Revalidation of rakes in year 2017-18 total 64 rakes are revalidated and in year 2018-19 it is only 14
rakes are revalidated whereas in year 2019-20 only 08 rakes are revalidated in the first five month of the
current year i.e. up to August 2019. (Table 3.1. 2 & B 3.1.3)
Activity of sick line Daily average of wagon repairing in sick line is 4.33 wagons in first five month in
current year (up to August 2019).
69
Break Down activity: Average Three breakdown ordered per month in the first five month of the current
year (up to August 2019).
Miscellaneous Activity of C&W Staff of KYN Depot:
Coaching activity at KYN platform(attending of ACP and Break Block and Other mechanical
failures of mail/Exp)
Coaching and Freight activity at Karjat platform (attachment and detachment of Bankers and
receive and dispatch of goods trains and any failures of enroute mail/express.
Divisional and Depot store also run by C&W KYN.
Sl. Activity Existing MoR
Need base Requirement
Total
1 KYN Yard Rolling in/out 57 06 X 3 18
Examination & BPC
Revalidation
09 X 3 27
2 Sick line Wagon repair in yard 24 07 X 3 21
Sick wagon repairing at
sick line 3 Break Down Dedicated staff for B/D 08 08 X 1 08
4 KYN/ PF Coaching Activity 06 02 X 3 06
5 Karjat PF Coaching/Freight Act. 10 03 X 3 09
6 Office In charge & record 04 04 X 1 04
7 Div. Store 03 03 X 1 03
8 Depot Store 03 03 X 1 03
9 Sr. CWI Inspection & Enquiry 02 - 02
10 DTC/HQ 02 - 02
Total 119 - 103
14 RG/LR 29% - - 30
Grand Total 119 133
As above table displays that C&W yard KYN is leading with 161 staff with vacancies of 43 staff and
need based requirement of the depot is 133 staff as per present scenario. Therefore 161-133=28 staff are
found surplus. Vacancies are 43.
B.3.2 Recommendations: - 28 posts found surplus but unforeseen condition and training reserve 06
staff may be given extra. Rest 22 posts may be surrendered against vacancy of 43 posts.
****************
B.4 C&W Depot Kalamboli
B.4.1 Observation and Critical Analysis:
Work Study Team observed the requirement of staff as under activity wise.
70
Sl. Activity Supervisor
Need base Requirement
Total 1 KLMG Yard Rolling in/out
1 10 X 01 11
Intensive Examination &
BPC Revalidation Attention of minor C&W
defects 03 X 3 09
2 Revalidation of BPC at JSWD and trouble
shooting at siding/section and loading
certification of JSWD siding
3 02 X 3 09
3 Road-ART Dedicated staff for ART 1 08 09
4 Office In charge & record 1
02 03
5 Material Handling( Store) 02 02
Total - 43
6 RG/LR 29% - 12.4
Grand Total 55.4
KLMG depot is having sanction strength 60 staffs with vacancy of 18 posts. As per above table
displays that Need based requirement of the depot is 56. Therefore 04 posts are identified
surplus.
B.4.2 Recommendations: - 04 Posts found surplus but unforeseen condition and training reserve
04 posts may be given extra. Hence No Post recommended for surrender.
****************
B. 5 C&W Depot JASAI
B.5.1 Observation and Critical Analysis: As per above table B.5.1.5 indicates that staff
requirement for the depot may be as under
Sl. Location Staff X Shift Total
(Existing)
Need based
Requirement
1 NSICT 4 X 3 12 15
2 GTI 4 X 3 12 15
3 JSLE 3 X 3 9 12
4 RCD Depot. 02 02 02
5 Welder 01 01 01
Total 36 45
RG+LR (29%) 13 13
Grand Total 49 58
As per requirement of the depot is 59 staffs (including In Charge), 21 posts found surplus
whereas the vacant posts are 29.
B.5.2 Recommendation: 21 posts found surplus but unforeseen condition 06 posts may be given
extra. Rest 15 posts may be surrendered against vacancy of 31 posts.
*************
71
B.6. C&W depot Lonawala
B.6.1 Observation and Critical Analysis:
Sl. Activity Staff X Shift Total
(Existing)
Need Based
Requirement
1 Yard/LNL 07 X 3 21 27
2 Platform 02 X 3 06 09
3 Tool Van Dedicated 08 08 08
4 Office 02 02 02
5 Store 02 02 02
6 Supervisors (Inc In charge) 08 08 08
Total 47 56
RG+LR 20 17
Grand Total 67 73
As per above table requirement of the staff is 73 (including In Charge), 21 posts found surplus
whereas the vacant posts are 27.
B.6.2 Recommendation: 21 posts found surplus but unforeseen condition 06 posts may be given
extra. Rest 15 posts may be surrendered against vacancy of 27 posts.
72
SUMMARY OF ALL RECOMMENDATIONS
Part – 1
A. Posts found redundant after Application of new yardstick and old Yard stick
(L. No. E (MPP) 2019/1/12 dated 30.09.2019 and 2000/M(C)/143/5 dated 24.12.2001)
S
l.
Depot S/S MOR Staff
requirement
as per
yardstick
Staff given for
unforeseen
workload
Redundant
posts
Vac
1 New Coaching
Complex WB
334 272 272 20 42 62
2 C&W Depot
CSMT
493 356 391 23 79 137
3 C&W Coaching
Depot MZN
318 240 262 18 38 78
4 C&W Depot
DR(T)
226 150 158 08 60 76
5 C&W Depot LTT 950 705 720 30 200 245
6 C&W Depot
Neral
30 23 30 00 00 07
7 C&W Depot
PNVL
36 29 29 02 05 07
Total 2387 1775 1862 101 424 612
B. Posts found redundant after Need Based requirement as under
S
l.
Depot S/S MOR Need Based
requirement
Staff given for
unforeseen
workload
Redundant
posts
Vac
1 C&W /
Wadibunder
243
IOH Depot 105 105 13 25 38
Weighing Machine
Instrument
04 0 0 04 *
(After Phased
out)
00
Store Section 21 21 00 00 00
One Ton
Departmental
Laundry
42 29 00 13 00
Misc. (BTC and
other offices etc)
33 33 00 00 00
Total 243 205 188 13 42 38
73
*- After Phased out of Mech. Weighing Machine
(As per RB L. no.2004/Dev/cell/IDEI/Vol.II dt.12.02.2015)
2 C&W NGSM
(Mulund &
TMBY)
26 24 26 00 00 02
3 C&W Depot
IGP
176 114 138 05 33 62
4 C&W Depot
KYN
161 118 133 06 22 43
5 C&W Depot
KLMG
60 42 56 04 00 18
6 C&W Depot
Jasai
80 49 59 06 15 31
7 C&W LNL 94 67 73 06 15 27
Total 840 619 604 36 127 183
Part – 2
Posts identified surplus after outsourcing the activity
Sl. Depot No of posts Remark
1 Canteen Staff Wadibunder 10 After contract on line to
C&W depot LTT
2 One ton Departmental Laundry WB 21 No.E(MPP)2019/1/12
Identified for
Outsourcing
3 C&W Depot IGP(Platform Watering
Activity)
12 No.E(MPP)2019/1/12
Identified for
Outsourcing
Total 43
Total post Identified Surplus for Surrendered
Part - 1 Redundant posts on application of Yardstick 424 Posts
Redundant posts after Need Based Requirement 127 Posts
Part – 2 After Outsourcing 043 Posts
Total 594 Posts
74
CHAPTER 04
Financial Implication
The tentative financial implication due to surrender of posts as on October 2019 (DA-17%) will
be as under:-
Level Mean Value
Pay
(Monthly)
Total posts to be
surrender
Average Mean
Value Monthly
Yearly money value for
594 posts
Level 2 48614 594 2,88,76,716 34,65,20,592
Tentative money value after surrendering of 594 posts is Rs. 34,65,20,592/-
***END OF STUDY***
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