inside qq quotable quotes october...wdg4 diesel loco systems - compiled by k.nagarathnam,...

Prathibha- October – December 2012 of 36

� ABOUT US……………….............……… 02

� OUR POLICY…………..........……….….. 02

� OUR OBJECTIVES…..........…………… 02

� OUR TEAM…………………..........…….. 02

� SAFETY AND INDUSTRIAL

HYGIENE RULES………………………..03

� WDG4 DIESEL LOCO SYSTEMS......05

� ARE YOU AN EFFECTIVE

COMMUNICATOR? IF NOT......…….08

� THE CHALLENGES OF

SIMPLICITY IN PENETRANT

TESTING……………….............……....…10

� STRATEGIES TO BUILD AN

EFFECTIVE TEAM ..........……………..11

� WAYS AND MEANS TO IMPROVE

RAILWAY STATIONS AND MAKE

THEM MORE PASSENGERS

FRIENDLY…….........………..…………..13

� INTEGRATED CONCEPT AND

OBJECTIVES OF MATERIALS

MANAGEMENT………….……………...17

� CORROSION REPAIR PROCEDURE

OF HEAD STOCK AND THEIR

ASSEMBLY…………..............……...……21

� IMPREST STORES................................26

� TIPS FOR SUCCESSFUL

IMPLIMENTATION OF

ISO 9001:2008 QMS............................29

� SIMILARITIES IN THE PROCESS OF

TEETHING & TEACHING ..…….…..30

� OUR INFRASTRUCTURE…....……... 30

� COURSES CONDUCTED VS

CAPACITY UTILISATION…...…….. 31

� APPRENTICES UNDERGOING

TRAINING……….………..…….........….. 32

� COURSES OFFERED IN

NEXT QUARTER…..…………......….... 33

INSIDEINSIDEINSIDEINSIDE QQ

Quotable Quotes

LearningLearningLearningLearning

“Teachers open the door but you must

walk through it yourself.”

Chinese proverb

**

SafetySafetySafetySafety

Know safety, no injury.

No safety, know injury.

Author Unknown

**

QualityQualityQualityQuality

“Quality has to be caused, not

controlled.”

Philip Crosby quotes

**

**

ProductivityProductivityProductivityProductivity

"Absorb what is useful, reject what

is useless, add what is specifically

your own.”

–Bruce Lee


The institute was established in the year 1976

as ‘Technical Training Centre’ and

subsequently named as Supervisors’ Training

Centre from 21.09.1978. The geographical

area of STC comprises of about 7 acres (34963

Sq.Yards) centrally located in Secunderabad.

The institute is enveloped by gardens, breeze

of various trees and bushes and enlivened by

chirping of birds with peaceful and Gurukul

environment for systematic learning. All

mandatory courses are conducted as per the

Training Modules approved by the Railway

Board as well as various need based

programmes to meet the training needs of

Supervisors of various departments viz.,

Mechanical, Stores etc. of not only South

Central Railway but also adjoining Zonal

Railways and Production Units of ICF & RWF

of Southern Region.

To achieve continual excellence in training the

human resources for continual improvement

in the performance and uphold the image of

Indian Railways.

1. To impart qualitative training to all

supervisory grade trainees and upgrade

their knowledge in various aspects of

Rolling Stock maintenance and Stores

Departments.

2. To inculcate dedicated work culture

wrapped with safety habits among the

trainees to achieve maximum productivity.

3. To conduct seminars on important topics

covering various aspects in Railway

working with special attention on safety

and quality of service.

4. To introduce new courses as and when the

necessity arises based on the field

requirements by continuous interaction

with HODs and field officers of various

Divisions and Workshops.

5. To achieve 100% capacity utlisation.

6. We continually strive to make and

maintain Supervisors’ Training Centre,

Secunderabad as ‘Centre of Excellence

for Learning’.

Name Designation Contact No.

Head of the Institute

Sri Ramana Alla Principal

9701370412

Rly:

89589(O)

86151 (R)

Teaching Faculty (Sri/Smt.)

K. Sukumaran Sr. Lecturer

(Metallurgy)

9848287278

A. Mallikarjuna Rao

Sr. Lecturer

(Safety &

Stores)

9440425378

K. Nagarathnam Sr. Lecturer

(Mechanical)

9849550087

K. Srinivasa Prasad Sr. Instructor

(C&W)

9440518734

K.Parameshwara

Chary

Sr. Instructor

(Work study)

9866609490

M. Narasimha

Reddy

Sr. Lecturer

(Drawing)

9160044410

G.Md.Shavali Sr. Lecturer

(Electrical)

9848438395

Ch. Phaneendra

Nadh

Sr. Instructor

(Work study)

9866439517

K.L.N. Swamy Sr. Instructor

(Science &

Misc)

9492922361

B.P. Nirmal Singh Sr. Instructor

(Stores)

9989656246

N.Gunavati Sr. Instructor

(Stores)

9848911785

Administrative Staff(Sri/Smt.)

R.Jayaraman Hostel

Superindent

9441229541

Ch.Komuraiah Librarian 8897534375

B.Geetha Rani OS

Katyayani Devi Sr.Clerk 9618212231

Manikandan Jr.Clerk 9160455267

ABOUT US

OUR POLICY

OUR OBJECTIVES

OUR TEAM


SAFETY AND INDUSTRIAL HYGIENE

RULES - Compiled by

K.P.Chary, Sr.Instructor/STC/SC

These safety and industrial hygiene rules

and instructions are designed to provide

you with knowledge of the recognized and

established safe practices and procedures

that apply to many of the work situations

you may encounter while employed.

Every controlling In-charge should ensure

that the following safety rules shall be

adopted by all the staff under him at all

times.

Shops:

1. Safety glasses must be worn when

working on vehicles.

2. Safety glasses must be worn when

performing grinding or sanding

operations.

3. Follow designated walkways and aisles

while working. Short cuts are

dangerous.

4. Walk, DO NOT run.

5. Be alert for moving vehicles and

equipment.

6. DO NOT remove, alter or deface any

HAZARD WARNING LABEL.

7. NEVER pour FLAMMABLE

LIQUIDS down drains or sewers.

8. All employees shall be familiar with,

and comply with the OSHA Hazard

Communications Standard regarding

hazardous substances and materials.

9. Always place hazardous materials in

receptacles specially designed for

hazardous materials.

10. Watch for black ice around pit area.

11. Obey all smoking regulations.

12. Horseplay, wrestling or throwing any

item in play is forbidden while on the

job.

13. Before you turn on a machine, make

sure that everyone is in the clear, and

guards and safety devices are in place

and properly adjusted.

14. A neat and clean place to work is

necessary for safety. Good

housekeeping is an integral part of

your job.

15. If you observe something spilled on

the floor anywhere that could cause

someone to slip or fall, clean it up

immediately. If it is impossible for

you to clean it up at once, then it is

your responsibility to clearly mark or

barricade the hazard and report it to the

proper authority.

16. If you observe anything that could

possible cause someone to trip or slip

on, and it is obviously out of its proper

place, pick it up. IF it is something

that may not be out of place, report it

to the proper authority.

17. Pick up and clean up all scrap and

debris that accumulate from work.

18. Return all tools and equipment to their

proper storage places when finished

with the.

19. Put all trash, paper, waste, materials,

and oily rags in the proper receptacles.

20. A good job is a clean job and a safe

job.

21. Keep tools clean.


22. Check the condition of all tools and

equipment before using them.

23. Use the proper tools for the job to be

accomplished.

24. Unless you are an electrician, do not

attempt any electrical repair.

25. Respect loose or exposed wire.

26. DO NOT touch any exposed or

dangling wires that you may

encounter; report them to your

supervisor.

27. Never lift electrical equipment by the

power cord.

28. Never handle energized power cords

with wet hands or gloves.

29. Always check all cords for damage

before using them.

30. NO tennis shores, sneakers, joggling

type, or other soft sole shoes are

allowed on the job.

31. Only substantial heavy-soled gripping

shoes or boots may be worn on the

job.

All Employees:

1. USE COMMON SENSE!!! Most

accidents can be avoided by using

common sense and concentrating on

the job to be done. Always be aware

of your surroundings and what is

going on around you. SAFETY IS A

FULL TIME JOB!!!

2. It is each employee’s responsibility to

maintain personal hygiene, particularly

when working with hazardous

chemicals.

3. Horseplay, wrestling or throwing any

item in play is forbidden while on the

job.

4. DO NOT remove any lock, tag or flag

unless you placed it, and only after you

are sure all personnel are in the clear.

5. DO NOT remove any DANGER or

CAUTION sign unless you placed it,

and then only after you are certain the

dangerous condition has been

corrected.

6. If a lock, tag or flag must be removed

and the person who placed it, cannot

be found, check with your supervisor

who will take the proper steps.

7. Be aware of all articles of clothing,

jewelry or hair that may be in the way

of performing your job safety.

8. DO NOT make adjustments to

machinery unless you are authorized to

do so by your supervisor.

9. KEEP HANDS IN THE CLEAR!!!

The only way to assure not losing a

hand or finger in a Machine is not to

place it where moving parts may strike

you, or become jammed against a

Fixed object.

10. Make sure you have the proper hand

protection.

11. Obey all NO SMOKING regulations.

DO NOT smoke in the immediate area

where Flammable chemicals or

products are being used.

12. All employees shall know the locations

of the FIRE EXTINGUISHER and

how to use it properly.

@@@


WDG4 DIESEL LOCO SYSTEMS

- Compiled by

K.Nagarathnam,

Sr.Lecturer/STC/SC

I. Cooling water system Cooling system is a closed loop

pressurized system. Water from the

expansion tank as well as lube oil cooler is

drawn by both bank gear driven water

pumps, and is pumped to all the power

assemblies through both bank water inlet

manifold assemblies, water inlet tubes.

Water is then passed to both bank

Radiators through individual cylinder head

outlet elbows and both outlet header pipes.

Pipelines are connected to both

bank after coolers to cool the inlet air to

the engine. Hot water from the engine

outlet is cooled in both radiators and

circulated back to engine through lube.

Hot water in the radiator is cooled by two

AC motor driven Radiator Fans (8 blades

52” dia) powered from the Companion

Alternator, which is controlled by EM

2000 based on the feed backs from

Temperature Sensors (ETP1 & ETP2).

Radiator Fans get three phase AC

supply from Companion Alternator

through 2 sets of 300 amps fuses and 3 sets

of Contactors for each fan. FCS (Fan

Contactor Slow Speed) for half speed and

FCFA and FCF B (Fan Contactor Fast

Speed) for full speed. Temperature of the

cooling system is maintained between

790C and 870C with help of the above

computer controlled circuitary.

If, EM 2000 detects the failure of

any one of the Temperature probes, it

displays a crew message “Engine

Temperature Feedback Failure” and stores

the message in the Archive memory. If it

detects both probes have failed, it ignores

both the probes signal, remains in last

operation status and engine goes back to

idle with a message - “No Load – Engine

Temperature Feedback Failure”.

If for any reason one set of Fan

fuse blows off or one Radiator Fan motor

is not working, the coolant temperature

will rise beyond max setting of 870 C.

When the temperature exceeds 970 C, the

following message will display on EM

2000 Screen - “Hot Engine - Throttle 6

limit” even though the throttle handle is on

7 or 8th notch. This will continue till the

engine temperature reaches the safe limit.


A common outlet from both water

pumps is taken to Air Compressor. Water

taken to air compressor circulate through

all 3 cylinders, heads and Intercooler of

the compressor. Outlet water from the air

compressor is piped back to cooling

system through lube oil cooler.

II. Fuel oil system

Fuel oil system is designed to give

constant volume/ pressured fuel to the

injectors irrespective of load. As per the

throttle position and load requirement,

Engine Governor controls the injector rack

position.

The system consists of fuel tank,

suction strainer, fuel pump, fuel filters,

pressure control relief and bye pass valves.

Fuel headers (one on each left and right

bank) are fitted inside the top deck head

frame assembly and connected to fuel

injectors through individual fuel lines.

Fuel supplied to fuel injectors from the

fuel pump is injected into cylinders as per

the requirement and the excess fuel is used

to cool and lubricate fuel injector parts

taking away the heat to fuel tank through

return fuel line.

General Arrangement:

Fuel from the fuel tank (of capacity

6000 liters.) is drawn by the fuel booster

pump through suction strainer, where the

suspended particles are filtered. Fuel from

suction strainer flows to fuel booster pump

which is a crescent type positive

displacement gear pump. Pressurized fuel

from

the booster pump is piped to fuel primary

filter which is a paper type filter in which

fuel is filtered. A by-pass valve and gauge

is provided across fuel primary filter to

prevent overloading fuel booster pump in

case of chocked fuel filter.

The by-pass valve is set at 30 psi

and the gauge is having Green, Yellow &

Red zones. Gauge needle in the Green

zone indicates the healthy condition of the

fuel primary filter. Yellow and Red zones

indicate chocked filter needs renewal. Fuel

from primary filter flows to engine

mounted spin-on secondary paper type

filters (Two numbers).

A secondary filter bye pass valve is

provided for the fuel spin-on filters is set

1. Engine Block

2 & 3. Water

pumps

4.. Expansion tank

5 & 6. Radiators

7. Radiator Vent

pipes

8. Lube oil cooler

9. Air compressor

10. Water drain

cock

11 & 12. After

cooler

13. Compressor

Inter cooler


at 70 psi. which is placed inside a sight

glass bowl provided over the spin -on

housing. Oil inside this bowl indicate that

the fuel spin-on filters are chocked need to

be replaced. This sight glass should be

always empty.

Fuel flown to secondary filters

enters both bank fuel headers after

secondary /fine filtration. Fuel from both

bank fuel headers enters individual fuel

injectors through the fuel lines. According

to the notch and load demand, engine

governor meters the fuel supply to the

engine cylinders by operating fuel racks of

the injectors through linkages connected to

fuel control shaft.

The excess fuel flows back to fuel

return headers and to fuel tank through a

return sight glass provided on the fuel spin

on filters with a 15 psi pressure regulating

valve. This sight glass is near to the engine

block which should be always full of fuel

without air bubbles.

Bubbles in the fuel return sight

glass when the engine is in dead condition

& fuel pump is running indicates air draw

in suction side of the fuel booster pump.

Bubbles after cranking the engine indicates

the leaky fuel injector.

Bubbles in higher notch with full

load indicates insufficient fuel supply.

@@@


ARE YOU AN EFFECTIVE

COMMUNICATOR?

IF NOT ….

- Compiled by

K.Srinivasa Prasad,

Sr.Lecturer/STC/SC

When you step in front of a group

are you an effective communicator?

Would your audience call you a top

presenter?

Whether teaching a class, leading a

business meeting, or making a speech, you

must do everything you can to hold the

listener’s attention and get your point

across.

Zig Ziglar is one of the top

professional speakers in America. He is

also an excellent writer and a sparkling

conversationalist. In his book, Top

performance, Ziglar lists ten guidelines for

becoming an effective communicator.

1. Appearance : How you look has an

impact on others. Be sure your

appearance produces a positive effect.

2. Posture: stand straight. Sit straight.

Walk confidently. Use body language

that’s consistent with your words.

3. Gestures: Do whatever comes

naturally to you, but be sure to do

something. Gestures actually help

you express yourself better.

4. Eye contact: your eyes are

extremely expressive. Positive

thoughts will help you send

positive signals.

5. Facial expression: Use expressions

appropriate for what you’re saying

to heop you set the tone of your

message.

6. Voice: Vary your pitch, volume,

inflection, and pace. As your voice

changes, people pay more

attention.

7. Involvement: Engage your

audience. Ask questions. Use

their names. Talk about their

interests.

8. Questions: Handle them well.

Listen carefully and thing before

responding.

9. Humor: used wisely, humor will

help others relax and more friendly

and open to your ideas.

10. Visual aids: Pictures are often

more effective than words. Plus,

whenever your audience is looking

as well as listening, you’re more

likely to hold their attention.

11. Being an effective communicator

is much more than just talking. If

your correctly use all ten of these

points, Zig Ziglar says you can

make a positive impression of any

group.


Improving Communications

If you wanted to improve the way people

communicate with each other, how would

you go about it? What would you do?

Mountain Bell once asked people

what they thought they needed for

improved communication. The answers are

still as valid as ever. Here are the

suggestions people offered:

1. Share important information first

thing in the morning, before people

get involved with other projects.

2. Get information out quickly, before

rumors spread and dilute the

impact of your message. Even if

you don’t have all the facts yet,

you’ll still build credibility.

3. Stress benefits. Tell people how

something will affect them.

4. If it’s controversial, don’t be afraid

to present opposing viewpoints.

People can be trusted to thing and

they appreciate your confidence.

5. Don’t overload them with

information. The majority of us

find 15-30 minutes at a time is

most comfortable. If more needs to

be said, bring it out in a question –

and – answer session.

6. Bring in experts to handle subjects

you’re not comfortable with.

7. Ask managers at all levels to help

spread the word within the

company. It makes the information

more personnel, palatable, and

more time – effective.

8. Follow up communications with

reinforcing materials and

information. Repetition is the key

to retention.

9. If you’re uncomfortable talking in

front of groups, seek training. A

poor presentation will cause your

credibility to suffer.

10. Don’t think of disseminating

information strictly as a mass

audience proposition. You can

also present your message in one –

on – one meeting through drop- in

visits, coffee breaks, or lunches.

Ask people what they want to

know and how they’d like to hear

it. Being an effective

communicator requires being a

good listener. Employees will be

more apt to hear what you have to

say when you’ve been willing to

hear what they have to say.

@@@


THE CHALLENGES OF

SIMPLICITY IN PENETRANT

TESTING

-Compiled by

K.Sukumaran,

Sr. Lecturer (Metallurgy)/STC/SC

Penetrant testing is considered as

one of the easiest, fastest, simplest,

cheapest and best methods of NDT. Easiest

for it does not involve electronic circuitry,

automation nor does it involve hefty

preparations. It is definitely easiest by way

of technician just carrying on a small case

of Aerosol Cans and following few easy

steps.

It is fastest because results appear

immediately as the test is completed and

the total process involved for test can be

some times as less as 10 minutes. When we

are talking about micro defects of the order

of microns and the results being almost

‘instantaneous’, it is the fastest by any

means.

• Pre clean

• Apply Penetrant

• Dwell

• Excess Penetrant removal

• Apply developer

• Inspection

• Post clean

The above steps apparently look

very simple and often are not given the

importance that it needs to be given. If we

consider the ‘Objectives’ of each step and

the ‘Principles’ of operations for each

activity, there is a lot of understanding that

one has to put in before he actually

attempts to carry on the test. In a situation

where efforts are not made to understand

neither the “objectives” nor the

“Principles” for each step but the steps

carried out as “they are needed to be”.

Penetrant that can be quite misleading takes

the process for away than the purpose for

which it is intended. When we do a

“pre clean” for the sake of “pre clean”

without dust, grease, oil, paint on scale on

surface, the lack of understanding of the

steps is revealed in improper pre clean

which leads to false indications. It is not

surprising to note a sense of casualness

amongst those performing PT as each step

in PT is misleading by way of its

simplicity. One should stay focused at the

immense benefits that the test can reveal at

the end if one is cautious at each stage of

Penetrant test.

The principles of capillarity call for

a thorough understanding of Liquid

mechanics, the process of pre clean calls

for understanding of the type of cleaning

viz., chemical, mechanical and other

processes, the concept of dwell time calls

for an understanding of discontinuity

patterns, geometry, profile that can possibly

form forcing the operator to be able to

visualize based on the understanding of

metallurgical aspects of the material under

questions.

Penetrant testing is not only

conducted on metals but extends to

different non – metallic materials like

ceramics, tiles, etc., that calls for an

understanding of the material sciences. The

knowledge on codes / standards /

specifications involved for the test material

and the ability of the operator to interpret

and evaluate is yet another challenge of the

so called “simple” process of penetrant

testing.

If the professional societies around

the world wherever there is one of its name,

without any exceptions have included PT as

one of the methods calling for organized

training, examination and certification, it is

just because PT is equally as challenging, if

not more, than any other method of NDT

and calls for proper understanding of

underlying principles, advantages,

limitations and related scientific principles

before making a judgments.

@@@


STRATEGIES TO BUILD AN

EFFECTIVE TEAM

-Compiled

by M.Narasimha

Reddy

Senior Instructor (Drawing)/STC/SC

TEAM

If a ‘team’ not just ‘a group of

individuals’, then what is it?

A team is distinct from a group when it has

the following attributes:

1. A common purpose

2. Recognition by each individual as

belonging to the same unit (i.e. team

identity)

3. Interdependent functions

4. Agreed norms of values which

regulates behaviour

A common purpose, team identity,

interdependence and agreed norms form

the foundation of an effective team.

Agreed and accepted by all, they form the

‘contract’, which binds individuals to the

team as willing participants.

Why team?

Work in Organizations is a ‘process’.

Process includes the steps involved in

transforming a set if inputs into outputs.

And the steps are, usually, interdependent.

Any obstruction caused at any step in the

process has impact on every other step in

the process, either directly or indirectly.

At each step, you have ‘people’ to

accomplish the required tasks. What this

means is that if you want your ‘process’ to

go on well, you need, your people to work

together as TEAM. Therefore, the

organization needs to continuously and

consciously faster a sense of working

together to achieve individual, group and

organizational objectives.

Defining Team work

Team work is both an attitude and a set of

actions. The team work attitude reminds

people that everyone’s work is

interdependent, and the success of the

entire organization requires that people

cooperate with each other. Team work

actions involve everyone in:

1. Understanding the whole process and

its goal

2. Understanding their individual roles in

the process

3. Communicating openly and regularly

with one another, and

4. Having joint responsibility to execute,

as well as continuously improve, the

process

What makes an effective team?

‘Being Effective’ is the end result of

building a team. And from the

organization’s perspective, there is no

justification in having a team unless it

becomes effective.

A team is effective when it adds more

value that the value, which is the

equivalent of adding up the contributions

of all the individuals, if performing as

individuals.

Team Values

Values are beliefs people hold about what

is right, moral, just, and so on. They serve

as guideposts for how to behave in

different solutions.

Everyone has a set of values they have

learned through experience and education.

And they behave in ways that are

consistent with these values, which they

believe are right, moral, just, and so on.

To have values in place that support

teamwork, should be the focus of the

organizations, some basic values that the

teams should work upon are:

Value # 1: We’re all in this together.


This is the foundation value. If you believe

in this value, when something goes wrong,

your first inclination won’t be to find the

culprit who messed up. And when the

organization is successful, you will take

actions to share rewards of that success

and to recognize that everyone played a

part.

In other words this value reinforces the

idea of teams and teamwork.

If we’re all in this together, then our

individual success depends on our mutual

success and vice versa.

Value # 2: No subordinates or no

superiors.

Controversial, it may sound, but here, we

are talking about teamwork attitude. So

this value has to do with how people view

and interact with one another. If this value

is not focused on, the communication gets

closed down.

Existence of this value fosters open

communication and support of on

another’s efforts.

Value # 3: Open and Honest

Communication is Vital.

For teams to prosper, teammates need to

be able to speak candidly with one

another. Empathy and listening are two

important aspects, to foster this value.

Empathy is the ability to place your self in

the other person’s shoes. Without this, you

close yourself off from others in ways that

limit your ability to communicate and

collaborate with them.

If you are empathetic, you help create an

environment that discourages game

playing and deception in communication.

People, usually, filter what others are

saying. ‘Good listening’ has to do with

turning down those filters and just hearing

what others have to say as representing

their perspective.

These two characteristics naturally

facilitate the open and honest

communication that characterizes high

performing teams.

Value # 4:Every one has Open Access to

Information

Limited information leads decisions that

are based on speculation rather than facts.

Such decisions will be more likely to bring

about actions that can result in costly

mistakes.

There will always be an element of

uncertainty in any decision. People can

never predict what’s going to happen when

they do something. But, withholding

information from employees who need it,

will only make the situation worse.

Another reason for sharing information is

that it facilitates cooperation. Information

about each other’s operations will bring

them together.

However, this value does not mean that

every employee needs to have all the

information. It only talks about the

information that helps someone to perform

more effectively.

Value # 5:Focus on Process

It is important to emphasize the idea of

work as a process. However, most of us

tend to forget this and we focus on the

behavior of individuals separate from the

system and its processes as the key to

success.

Work in any Organization can always best

be defined as collaboration to execute

processes. Any time people forget this, it

will cause problems because they will not

take into account as well as they should,

how their work affects others.

@@@


WAYS AND MEANS TO IMPROVE

RAILWAY STATIONS AND MAKE

THEM MORE PASSENGERS

FRIENDLY

- By

K.JEEVAN BABU,

Statistical Inspector,

CME’s Office/SC

Introduction: - Railway Station is one of

the features of modern civilization. The

railway station occupies an important

place in the economy of the modern India.

For a long-distance journey a railway train

is perhaps the safest and certainly the

cheapest of transport that is available to

all. A railway station exercises a strange

fascination on all of us. The Indian

Railway stations are well organized and

designed to provide all the necessary

facilities to the passengers. The Indian

Railways always strive for ensuring

maximum passenger satisfaction.

Brief History of Indian Railways: -

Indian Railways has one of the largest and

busiest rail net works in the world. The

British rulers introduced rail service in

India in 1853 and the Indian Railways

have significantly increased its rail

network and established railway stations in

almost every corner of the India and been

working relentlessly for connecting all the

remote places and major cities. The total

numbers of Indian railways stations are

between 7500 to 8000.

Present status of Railway Stations: - The

Indian Railways stations are run and

managed by the headquarters of Indian

Railways. The stations are quite served

and playing all important role in the lives

of rural people and the only means of

transport for the major cities and towns.

The Railway stations also play a crucial

role by providing employment, as

thousands of people earn their livelihood

by running different business within the

station areas.

A majority of all the Indian Railway

stations have recently been brought under

a centralized computerized system. There

are waiting rooms for the passengers in the

stations and there are also adequate

numbers of lavatories. The large Indian

Railway stations have snacks or food stalls

on the platforms. There is also

arrangement for drinking water facility;

electronic announcement system has been

introduced in all the Indian Railways

stations by which the passengers are

informed about the arrival and departure of

the trains. The announcement is made in

English, Hindi and the native language of

the station's location. The ticket counters

and reservation centers in the stations

remain open round the clock as well. The

Indian Railways is also revamping a few

selected stations throughout the country to

upgrade them to world class level, with the

most advanced facilities.

Over the past few years railway stations

have undergone a real revolution, gaining

tremendously importance. Today, railway

stations have become genuine points of

confluence, true meeting points at the heart

of the city. Stations have become an even

greater issue for both passenger and freight

operators. The station, an essential part of

the rail transport system, must fulfill the

entire operator's needs, as well as

About this Article:

This essay has won as one of the best essays

and won Railway Minister’s Award for the

year 2011-12.

The author earlier also received two times

railway Minister Award, which was a hatrick

to him. Congratulations to Shri Jeevan Babu!


becoming a multimodal and exchange hub

for the passenger

Present situation of Railway Stations:-

The discussions recently held in regards to

the strategic issues surrounding stations

with regard to future mobility. To enhance

and coordinate the activities of various

professions involved in station operations.

Inter-modality of stations such as stations

as multimodal and multi-service hubs.

Accessibility of stations and rail services,

new technologies for customers. Stations

meeting the challenges of railway

liberalization.

To enable citizens to benefit from the

advantages of rail and inter-modality,

access to stations must be facilitated all

along the chain, and this would also mean

the involvement of public authorities at

national, regional and local level,

particularly for issues of funding ( space

becoming scarce and unaffordable).

Technical and innovating architectural

answers must be found. The development

of stations in the future must increasingly

make the passenger and citizen the core

concern.

Indian Railways Role: - Indian Railways

has set up a separate Railway Stations

Development Corporation Limited (

RSDCL) to meet with aspirations of rail

users and to provide better facilities.

Ministry of Railways have envisaged

redeveloping large number of Railway

Stations across India with primary

objective of augmentation and improving

Passenger related amenities at station.

Traffic demand forecasting at railway

stations plays a significant role in urban

railway planning. Such forecasting is

important to arrange a station plaza with

adequate facilities, as well as to select

spacing and location of stations. However,

railway systems development, especially

in the context of urban areas, involve

much spatial details as different plan levels

to represent enormous and varied project

and policy variables.

Railway station is a multifunctional hub.

The railway stations are a landmark in the

urban environment and an important asset

for the city. At the same time, they are also

a "magnet" to attract activity in the

surrounding area, based in the vicinity of

the station, both generated trips to connect

it with other cities along the high-speed

stations lines, and for attracted trips from

this large hinter land.

Government is working on setting up a

Railway Station Authority of India on

the lines of Airport Authority of India to

establish modern station with advanced

amenities across the country. The Drawing

Board is ready and once other formalities

are over, its Chairman, Managing Director

and other officials too would be

announced. Ministry of Railways has said

it is a continuous process and railways are

working on it. The concept of World Class

Railway Station is any station can be

called world-class only when it has

facilities at par with least modern airports.

It should have shops, library, neat and

clean rooms and hotels among the others.

Railways can work on the PPP model to

create such facilities as it has a lot of land

in its kitty and can enter into partnership

with large companies who can invest

capital for such projects.

Passenger Friendly Railway stations

should have the following criteria for

better future of the India railways. Some of

the items to be looked into are very

essential for a model Railway Station.

They are the basic requirement for a model

railway stations are high and medium level


platforms, Clock for all platforms which

should be in working condition, Sufficient

drinking water coolers, Train and coach

indication boards, signages, water vending

and automatic vending machines,

STD/ISD/ PCO booths, Mobile charging

points, Refreshment rooms, Book stalls,

chemist corner, Medical stall, Janaahar

catering stall, food plaza, Platform

shelters, sufficient lighting, sufficient

seating accommodation on each platform,

Dust bins, Escalators, Foot Over Bridges,

Booking Counters, VIP Lounge,

Circulating area, concourse, waiting rooms

for Sleeper class, Upper class and for

ladies, Retiring rooms, Lifts, Toilets, for

general and Pay & Use toilets, wheel

chairs, Public Address system , Ramps,

Enquiry counter, May I help you booths,

Time table, Fare list, Porterage Rates,

Tatkal rules, Refund rules, ATM centers,

Non-slippery Pathway from parking to

Platforms, Pre-paid taxi service, Sufficient

Reservation ticket counters, ladies, and

senior citizen, Stretchers first aid box,

CCTVs , Passenger Operating enquiry

system, Touch screen etc.;

Suggestions:-Stations are the places where

trains stop to collect and deposit

passengers. Since the station is the first

point of contact most passengers have with

the railway, it should be regarded as the

"shop window" for the services provided.

It should therefore be well designed,

pleasing to the eye, comfortable and

convenient for the passenger as well as

efficient in layout and operation. Stations

must be properly managed and maintained

and must be operated safety.

Platform width is also an important feature

of station design. The width must be

sufficient to accommodate the largest

numbers of passengers expected but must

not be wasteful of space-always at a

premium for station areas in expensive

land district of city. The platform should

be designed to give free visual areas along

its length so that passengers can read signs

and staff can ensure safety when

dispatching trains.

Station entrances and exits must be

designed to allow for the numbers of

passengers passing through them, both

under normal and emergency conditions.

The entrance to a station must be

welcoming to the prospective passenger.

The information systems on stations are

variously referred to as a Passenger

Information System or Passenger

Information Display. Whatever it is called,

there must be a reliable way of informing

the passengers where the trains are going.

Passenger information systems are

essential for any railway. One of the most

common complaints by passengers on

railways is the lack of up to date and

accurate information.

Information displays mounted in public

areas must be visible in all weather

conditions and be updated regularly with

accurate information.

Concessions on railway premises can be a

lucrative source of income for the railway

and it has the opportunity to provide for

them should be taken wherever possible.

The normal types of concessions are

coffee shops, refreshment counters and

small lunch rooms, plus pharmacies, dry

cleaners, newspaper shops and flower

shops. Some larger stations are able to

provide space for so many shops that they

are almost shopping malls in their own

right. This is good for the railway, since it

attracts customers and it provides a sense

of community which would otherwise be

lacking. There should be however, be


limits as to what can be done and proper

design in the first place and subsequent

good estate management are both required

to permit railway operations to continue

unhindered and with safety.

Conclusion: - The "Green" station, a

model of sustainable development, will

also be one of the main issues of the

future. It is stressed that the future of

stations would be bound up with the future

of railways. It seems certain that stations

will continue to play a vital role in the

urban, social and cultural fabric, above and

beyond their transport role.

To the extent that, stations are improved,

people would not see the station as merely

a place to catch a train. If the facilities

were nice and there were restrooms and a

place to grab a bite to eat then people

would stop planning to arrive at the station

just in the nick of time. Instead they would

arrive to the station with minutes to spare

for a nice sit-down, or a bite to eat, or a

took break. This means that they will be

less likely to be late for work as they will

catch the right train in the morning and

this will save the economy money.

Improvements in safety could come from

better lighting and more cameras as well as

employing more staff.

To develop the stations income from other

sources need to be enhanced to raise the

revenue for the railways. Railways should

have to be a visionary to raise the railways'

income and that cannot be achieved by

merely raising train fares. By raising

passenger fares the railways may earn Rs.

2000-3000 crore, but its requirement is

Rs.Three (3) lakh crore. The requirement

for this is of an Ocean , while raising fares

the railways will only get a drop. The

railways expects sizeable investments

from the private sector in areas like

building of world class stations on the

lines of Delhi Airport and modernization

of trains.

The rapid development of the different

transit systems has led to the

modernization of railway stations along

the crossed route. They have to be as

aesthetically built or modernized as

possible and to dispose of enough capacity

to provide shelter for users. passengers in

transit need special places where they

should wait for the next train. Railway

stations, integrated to other open and

attractive public spaces and eco-friendly

pedestrian ways will attract users and will

maintain passenger traffic.

Railway stations are viewed, as a part of

Railway Landscape (RL) - a railway

infrastructure considered in terms of visual

amenity and functional efficiency. Indian

Railways should have the objectives of

"Station Renaissance" a rediscovering

railways trend on par with European and

Japan Railways. Due to development of

high-speed trains, greatly improving travel

by train by the public. Sophisticated trains

require modern station, with originating

new trends in station design and

considerably focusing on customer's

expectations, particularly in regard to

aesthetic and functional station spaces.

However, majority of stations, particularly

at large metropolitan areas are still

problematic and need to be improved.

@@@


INTEGRATED CONCEPT AND

OBJECTIVES OF MATERIALS

MANAGEMENT

-Compiled by

B.P.Nirmal Singh,

Sr.Instructor(Stores)/STC/

1.1.0 Introduction to Integrated

Concept and Objective of Material

Management:

For running any industry or business, we

need a number of resources. These

resources are popularly known as 5 M's of

any Industrial activity i.e.

o Men,

o Machines,

o Materials,

o Money and

o Management.

• All these resources, which are basic

inputs, are important but their relative

importance depends upon the particular

type of industry and also other

environmental factors. Earlier, when

many modern machines were not even

known, whole activity was around men.

• But now the importance has shifted

from men to machines and in the

present environment materials are the

life blood of any industry or business

and for their proper running, materials

should be available at proper time in

proper quantity at proper place.

1.1.1 Achieving this task of making

materials available may not be difficult if

they are available in plenty and there are

no constraints as regards to cost at which

they are arranged.

• In the earlier days when there was not

much of competition, cost at which

materials were arranged was not a

constraint. Producers were able to pass

on all the costs to customers and

therefore achieving efficiency in

managing materials was not a necessary

requirement.

• But due to tough competition for most

of the Industrial products and limited

financial resources, industries have

been compelled to find out ways and

means of reducing costs if they want to

survive in the competitive market.

1.1.2 Basic goals of any industry are

survival and earning profits to make an

adequate returns on capital employed

(investment). The profitability of any

organization can be judged by a ratio

known as 'Rate of Return on Investment'

which is defined as profits earned for unit

investment;

Rate of Return (ROI) = Profit / Capital

Employed (Investment) where ,

Profit = Total Receipt - Total

Expenditure and

Capital Employed = Fixed Assets +

Current Assets

1.1.3 Different strategies for improving

profitability (ROI) may be as under:-

(i) To increase total receipts : For this

either sales have to be increased or the

prices of the products sold have to be

increased. Both these alternatives are very

difficult to achieve in present competitive

market.

(ii) To Reduce Expenditure : Majority of

the expenditure of any industry is either on

men or materials. The relative expenditure

on men and materials vary from industry

to industry but in most of the industries

expenditure on materials is 45% to 70% of

total expenditure while expenditure on

men will be around 45 to 15% (assuming

15% as miscellaneous expenditures).

• Therefore, two broad areas for

reducing expenditure are men and


materials. However, reducing

expenditure on men is a very difficult

task in today's environment of tightly

labor laws and strong trade unions.

Therefore the other are to be tackled

remains reducing expenditure on

materials.

• When we talk of expenditure on

materials, it is relevant to point out

here that there are two types of costs

related to materials

o - cost of materials and

o - cost on materials

• i.e. there are always some extra

expenditure related to materials which

is not actual cost of materials. We can

very well tackle these extra costs (cost

on materials) without affecting the

actual level of consumption and may

achieve reduction in expenditure.

(iii) Reduce Investment in Fixed Assets :

As investment has already been made,

there is very little scope for reducing

expenditure on fixed assets.

(iv) Reduce Investment in Current Assets :

Current assets consist of mainly working

capital and inventory. As a rough estimate,

about 40% of current assets are generally

tied up in inventories of raw materials,

consumables, materials under different

stages of production and finished goods. If

we could reduce stocks of these different

types of inventories. We can very well

reduce investments in current assets and

improve profitability.

• It is, thus, clear from the foregoing

paragraphs that for both survival and

for increasing profitability, managing

materials plays a very important role

and it has been now realized by most

of the industries, public as well as

private, that 'materials management'

function can also be a profit center

within the organization because this

function has lot of potential for

contributing towards profitability of

the organization.

1.2.0 Integrated Concept Of Materials

Management :

Traditionally, various activities related to

managing materials were looked after by

various departments. While purchases

were generally arranged by top

management with the assistance of a

Purchase Agent or Purchase Officer, store

keeping and stock control was the

responsibility of the production head with

the assistance of a store keeper or Stores

Officer. Apart from these two main

activities, distribution of materials (mostly

finished goods) was the responsibility of

marketing.

1.2.1 After realizing the profitability

potential of Materials Management

function, when attempts were made to

exploit this potential , it was realized that

there were many problems in achieving the

objectives due to inherent conflicts

amongst various departmental objectives.

when a purchasing personnel wants to

purchase in bulk to get price discounts,

inventory of the stores personnel becomes

high. Similarly desire of marketing

personnel to have adequate stocks of

finished goods in order not to loose any

opportunity of sale resorts in high

inventory.

• The conclusion is that in the traditional

set up one person could not be held

responsible for all the functions of

materials management to achieve

overall economy. Therefore necessity

of placing all the functions related to

materials management e.g. purchasing,

stocking, inventory control and

distribution under one department

headed by an executive of status at par

with other departmental heads, was

felt.


• Thus evolved the concept of integrated

materials management which can be

defined as the function which is

responsible for the coordination of

planning, selecting sources,

purchasing, moving, storing and

controlling materials in an optimum

manner so as to provide a pre-decided

service to the customer at a minimum

cost.

1.3.0 Objectives Of Materials

Management :

The objectives of integrated materials

management can be classified in two

categories; Primary and Secondary. These

are discussed below.

1.3.1 Primary Objectives : Following may

be identified as primary objectives which

are to be achieved.

(a) To purchase the required materials at

minimum possible prices by following the

prescribed purchase policies and

encouraging healthy competition.

(b) To achieve high inventory turnover i.e.

to meet materials requirement of the

organization by keeping low average

stocks so that the capital locked up in

materials is turned over a large no of

times.

(c) To incur minimum possible

expenditure on administrative and other

allied activities related to purchase of

materials and also to keep the materials in

stock till they are finally delivered to the

users.

(d) To ensure that continuity of supply of

materials to the users is maintained by

avoiding out of stock situation.

(e) To supply materials of consistent

quality i.e. of quality which meets user

specification and is fit for service.

(f) To keep the wage bill of the department

low by ensuring proper distribution of

work among staff and not employing

surplus staff.

(g) To maintain good relationship with the

suppliers of materials and also develop

new suppliers for the products for which

reliable suppliers do not exist.

(h) To ensure training and development of

personnel employed in the department so

that good industrial relations are

maintained.

(i) To maintain proper and up-to-date

records of all stores transactions and

purchases.

1.3.2 Secondary Objectives :

(a) To assist technical/design department

in developing new materials and products

which may be more profitable to the

organization.

(b) To make economic 'make or buy'

decisions.

(c) To ensure standardization of materials

(d) To contribute in the product

improvement.

(e) To contribute in the development of

inter departmental harmony.

(f) To follow scientific methods of

forecasting prices and future consumption

of materials.

1.4.0 Possible Conflicts Between

Departmental Objectives :

As already mentioned, it is difficult to

achieve all the objectives fully at a given

time .Many times we have to sacrifice one


objective to achieve the other in the

interest of the organization. Thus our

objective is to optimize various objectives.

1.4.1 These conflicts are listed below. It

will be seen that to achieve one primary

objective other objectives are adversely

affected.

(a) When we attempt at purchasing the

material at lower prices, many times we

may have to purchase larger quantities and

this will adversely affect our objective of

achieving high inventory turnover.

Sometimes we may have to place orders

on new suppliers and therefore the quality

may not remain consistent and also

favorable relations with the suppliers may

be adversely affected. Sometimes

depending upon price forecasts we may

have to wait for purchasing and this will

affect continuity of supply.

(b) If we try to achieve high inventory

turnover we have to manage with low

stock. For this we may have to buy in

small lots more frequently and due to

many unforeseen circumstances, we may

face more often out of stock situation.

Obviously our objectives of buying at

minimum prices with minimum

administrative expenditure and continuity

of supply will be adversely affected.

(c) Attempt to keep administrative and

other allied expenditure low, may result in

poor record keeping and frequent out of

stock situations. If we try to reduce

expenditure on Inspection organization,

this may affect quality of incoming goods.

Low expenditure on chasing organization

& review system may result in stockouts

and overstocks, which will affect our

objectives of continuity of supply and high

inventory turnover respectively.

(d) For maintaining continuity of supply

we have to provide adequate safety stocks

and purchase materials at right time

irrespective of prices to be paid. This will

affect our objective of achieving high

inventory turnover and buying at minimum

prices respectively. To ensure timely

deliveries of stores we may have to

provide for penalty clauses in our contracts

and this may affect relations with the

suppliers. Sometimes when the stocks are

very low we may have to relax Inspection-

standards for fresh supplies which will

affect consistency of quality. We may also

have to provide for a proper review system

which may affect our objective of

achieving low pay-roll costs.

(e) To achieve consistency of quality, we

may have to sacrifice on prices and also

relations with the suppliers. Tight

Inspection procedures may also affect

continuity of supply, low pay-roll cost and

low administrative costs.

(f) In an attempt to keep wage bill of

'Materials Management' Department low,

we may have to sacrifice on all the

primary objectives to some extent.

(g) Maintaining good relations with the

suppliers may affect buying at lower prices

and sometimes continuity of supply, high

inventory turnover and consistency of

quality also.

(h) Objective of development of personnel

may adversely affect the wage bill of the

department.

(i) Keeping good records may also affect

the objective of keeping wage bill low.

1.4.2 It will be seen from the above

discussions that it is not easy task to

manage various activities related to

management of materials. In order to

decide, which objective is more important

in a particular situation, we require

managerial skills and decisions have to be

taken keeping overall interest of the

organization in mind. This is reason why

all the functions related to managing

materials should be dealt by one

department. @@@


CORROSION REPAIR PROCEDURE

OF HEAD STOCK AND THEIR

ASSEMBLY

-Compiled by

K.L.N.Swamy

Sr.Lecturer/STC/SC

Introduction:

An increase in the cases of en-route

detachment of coaches due to major weld

failures. These failures have occurred due

to working out of head stock, draw bar

assembly and sole bar cracks etc. The

quality of corrosion repair has a direct

bearing on the safe running of coaches.

RDSO had been advised to prescribe

complete procedure for corrosion repair of

head stock and other critical areas.

RDSO has carried out sample

check of welding practices and type of

electrodes being used for welding of

critical areas. It is noted that Railways are

either not using “D” class electrodes for

welding of IRS M – 41 or face difficulty in

its usage. Railways are advised to take

following care during welding with “D”

Class electrodes i.e.

a. The electrode must be preheated to

about 250° C for two hours or as

recommended by electrode

manufactures before use.

b. While welding with AC, the welding

transformer must have minimum

OCV-80 volts for its smooth running.

c. If welding with DC equipment, the

electrode must be connected with

positive terminal of equipment.

d. During positional welding, 4 mm or

less diameter electrodes to be

preferred for better control of bead.

The corrosion repair procedure of head

stock, their assembly and precautions to be

taken during welding and painting after

repair in ICF/RCF coaches are mentioned

below:

Procedure:

I. Instructions for replacement of

Outer Head stock during Corrosion

Repairs

1. Dismantle the buffers and check

the buffer base periphery for

corrosion and the bolt holes for

securing buffers for wear and

oblongivity /cracks.

2. If the depth of corrosion below the

buffer base is insignificant, the bolt

holes are not worn out and no

cracks have developed, clean the

rust and paint.

3. If corrosion is not significant and

bolt holes for securing of buffers

are worn out /have become oblong,

the holes should be filed up by

welding and re-drill if required.

4. If corrosion is significant ( i.e. loss

in section is more than 20% of

original thickness) replace the

buffer base.

5. Remove the floor molding, end

wall panel, lavatory, stainless steel

inlay flooring / compreg PVC

flooring up to a distance of 300mm

in lavatory gang way and

supporting member of compreg

flooring in the gang way.

6. Support the anti-telescopic

stanchions at the bottom and sole

bar on suitable wooden stands.

7. Gas cut the head stock beam along

with the vestibule sill and other

corroded components and the end

Headstock repairs under progress


wall sheet, ensuring that no

damage is caused to the anti-

telescopic stanchions, sole bar and

the stiffener tube behind the

buffers.

8. Grind sole bar flanges, stiffener

tubes behind buffer (centre

stiffener) and floor stiffener

stanchions to match with the head

stock.

9. Remove all existing paint of visible

area by steel wire brush to bare

metal & prepare the visible surface

for painting

10. Prepare a new head stock beam

arrangement complete with 8 mm

steel plate to drawing

No.ICF/STD-1-2-002. Before

welding ensure correctness of the

bolt hole size for buffer bolts in

headstock beam as well as

stiffeners (item 5, 15, 6, 16) are

welded in the head stock in

position.

11. Check for straightness of head

stock and overall alignment.

12. Full weld the new head stock to the

sole bar, stiffener tubes, anti

telescopic stanchions, floor

stiffeners and guide angles. Weld a

new vestibule sill over the

headstock.

13. Welding shall be done by ‘D’ class

electrodes to IRS-M 28 (latest

Rev.) or class IV MIG / MAG

welding wires as per specification

IRS-M-46 (latest Rev.).

14. While welding with ‘D’ class

electrodes following special care

should be taken as these are basic

coated electrodes:

a. The electrode must be

preheated to about 250°C for

two hours or as recommended

by electrode manufactures

before use.

b. While welding with AC, the

welding transformer must have

minimum OCV-80 volts for its

smooth running.

c. If welding with DC equipment,

the electrode must be

connected with positive

terminal of equipment.

d. During positional welding, 4

mm or less diameter electrodes

to be preferred for better

control of bead.

15. Welding shall be preferred in flat

position; vertical up welding shall

be used in place of vertical down.

16. Welded head stock should cleaned

again by steel wire brush.

17. Paint the head stock and all visible

members by high performance

anticorrosion epoxy coating RDSO

specification No M & C / PCN /

123 / 2006.

18. Weld a new end wall sheet as

required.

19. Clean and paint the end wall.

II. Instructions for replacement of

Headstock Assembly during

Corrosion Repairs:

A. Cutting of Headstock Assembly:

1. Dismantle the buffers, remove the

floor moulding, end wall panel,

stainless inlay flooring from

lavatory / compreg PVC flooring

up to door way and supporting

member of compreg / PVC

flooring.

2. If the corrosion is significant i.e.

loss in thickness of section is more

than 20% of original thickness at

any location on inner head stock

and their other members, the

assembly should be replaced.

3. Gas cut the vestibule sill and the

end wall sheet up to required

height.

4. Provide Bolster Support with bogie

frame and bottom portion of Sole

bar flange to rail line.


5. Measure the camber of the coach

by “Piano Wire System” and also

measure the height of the bottom

flange of the head stock from the

rail level.

6. Note down the camber and height

of head stock from rail level.

7. Cut the end panel by gas cutting up

to required height.

8. Remove the Yoke and cut the end

stanchion pillar by gas cutting.

9. Cut the sole bar near door pillar,

sole bar boxing and body side

pillar at both side.

10. Cut the Lavatory tube / trough

floor, welded with inner head stock

by gas cutter.

B Fabrication of headstock

assembly:

Fabricate the complete head stock

with 8 mm outer beam (outer head

stock ) to RCF Drawing No.

CC12230 or ICF drawing No.

ICF/STD-1-2-001 on a welding

manipulator for facilitating down

hand full welding or procure from

trade.

C Fitting of headstock assembly:

1. From the welding manipulator

place the head stock assembly by

EOT carane (if manufactured in

house) on the lifting platform.

2. Move the loaded lifting platform

for fitment to place where old one

was removed by gas cutting.

3. Fully weld the supports on the both

side of the bottom flange of old

sole bar to the inner head stock.

4. Finish cut the outside end

stanchion pillar as per the required

height.

5. Place the lifting platform in proper

place and lift it up to the required

height. Push if forward so that the

inner head stock is support welded

with the old sole bar.

6. Tack weld two end stanchion at

both end with the old one and weld

two angles at bottom portion of it

to provide support to the head

stock portion of the assembly.

7. Place the assembly properly and set

it as per dimensions by measuring

tape & plumb.

8. Check the height of the lower

flange of Head stock from rail level

and adjust with the initial reading.

9. Check all the dimensions and tack

weld the head stock assembly with

the stanchion pillars, sole bar and

sole bar boxing. Remove the

Manipulator for Headstock Assembly

Headstock Assembly

Coach inside view of Headstock repairs


welded support form the end

stanchions.

10. Tack weld the middle stanchion

pillars.

11. Now release the lifting trolley and

pull it out.

12. Weld two Nos of vertical support

with the lower portion of the head

stock on both ends, to provide

support of the front portion of head

stock assembly from rail line.

13 Tack weld the head stock bottom

strengthening plate at proper place

and carry out full weld.

14 While welding with ‘D’ class

electrodes following special care

should be taken as these are basic

coated electrodes:

a. The electrodes must be

preheated to about 250°C for

two hours or as recommended

by electrode manufactures

before use.

b. While welding with AC, the

welding transformer must have

minimum OCV-80volts for its

smooth running.

c. If welding with DC equipment,

the electrode must be connected

with positive terminal of

equipment.

d. During positional welding, 4

mm or less diameter electrodes

to be preferred for better control

of bead.

16. Welding shall be preferred if flat

position, vertical up wedling shall

be used in place of vertical down.

17. The vertical support of the head

stock assembly should be removed

after completion of the fitment of

sole bars on both sides.

18. Welded head stock should

cleanded again by steel wire brush.

19. Paint the head stock and all visible

members by high performance

anticorrosive epoxy coating to

RDSO specification M &

C/PCN/123/2006.

20. Measure the final camber of the

coach at the ends, if required re-

adjust it accordingly.

21. Welding shall be done by ‘D’ class

electrodes to IRS-M 28 (latest

Rev.) or class IV MIG / MAG

welding wires as per specification

IRS-M 46(latest Rev.)

III Welding Electrode & Welding

Wire for different combination

of Steel Material

A ICF Shell:

Following types of steel are used

for manufacture of major shell

assemblies

S.

No

Major

Assemblies

Steels used

1

Side wall,

End wall and

Roof

structure

IRS M-41

(Corten

Steel)

2

Roof sheet

and Trough

floor

IRS M-41

(Corten

Steel)

Austenitic

Steel (SS

301)

(for 1.7 mm

Trough

floor)

3 Under frame

IRS M-41

(Corten

Steel)

IS:2062 E-

250 &

IS:1239Pt.i

Tab.3

B LHB Shell:

Following types of steel are used

for manufacture of major shell

assemblies:

Prathibha- October – December 2012

S.

No

Major

Assemblies

1

Side wall,

End wall and

Roof

structure

2

Roof sheet

and Trough

floor

3 Under frame

C Electrode & Welding Wire:

Welding electrode and MIG/MAG

welding wire for welding of

different types of steels are:

S.N

o.

Descrip

tion

MMAW

Electrode

as per IRS

M – 28

2002

(Amende

ment-2)

1

IRSM-

41with

IRSM-

41

‘D’ class

2

AISI

304

with

AISI

304

M1 Class

3

IRSM-

41 with

AISI

301

M4 Class

4

AISI

304

with

AISI

409 M

M1 Class

5

AISI

409 M

with

M2 Class

12

Steels used

Ferritic

Steel (SS

409M)

Austenitic

Steel (SS

304)

IRS M-41

Corten Steel

& IS:2062

E-250

Electrode & Welding Wire:

Welding electrode and MIG/MAG

welding wire for welding of

different types of steels are:

MMAW

Electrode

as per IRS

(Amende

MIG/MA

G welding

wire as

per IRS

M – 46-

2003

(Amende

ment-1)

Class IV

Class VI

Class VII

Class VI

Class VI

AISI

409 M

6

AISI

301 /

AISI

304

with

IS:2062

E-250

M4

7

IS:2062

E-250

to

IS:2062

E-250

or

IS:1239

Pt.I

Tab.3

A3

Class

8

IRSM-

41 with

IS:2062

E-250

M1

Ref: RDSO Lr.No.MC/C&N/REH dated

21.12.2010

@@@

CO2 welding during

Headstock repair carried out on coach

of 36

Class Class VII

3 / B1

Class Class I

Class Class IV

Ref: RDSO Lr.No.MC/C&N/REH dated

@@@

welding during Headstock

ock repair carried out on coach


IMPREST STORES

-Compiled by

N.Gunavati

Sr.Instructor(Stores)/STC/SC

Definition

Material whether stock items or non –

stock items, held in stock at running

sheds, Train examining station etc not

for specific works but as a standing

advance for the purpose of meeting

day – to – day requirements in

connection with the repairs &

maintenance & operation of rolling

stock shall, including consumable store

be treated as imprest stores.

Objects

The main object is to control the

expenditure on materials used each

month & also to have effective

financial & departmental control on the

stocks, their issues & recoupments.

There are 2 systems of imprest

stores.

• Stores – the cost of which would

have already debited to final head

of Revenue working expenses

which is also known as “Changed

– of Stores”

• Stores forming of Stores balances

of Railway. The cost of which be

at the debit of Capital Suspense.

In the ease of Charged of Stores, This

imprest holder should maintain a

numerical account of all transactions from

imprest.

Schedule of Imprest Stores

Schedule of items of such materials

showing the quantities of each item which

should be held as an imprest should be

prepared separately from each imprest

holder showing

• Group of Stores ( Class )

• Price List or Part List Number

• Brief description of Stores

• Sanctioned imprest

• Rate

• Value

• Revision of the quantity from time to

time with reference to authority &

annual revaluation.

Copies of Schedule & subsequent

modification shall be supplied to the

DRM, or immediate supervisor of the

Imprest holders concerned Stores Depot &

SAO.

Basis of fixing quantities

The quantity for each item of Imprest

holder which each imprest holder may

hold at a time should be generally based

on 2 months average consumption +

should be approved by the GM or any

lower authority whom he has authorized.

The quantity can be revised once in 6

months but this should justify with the

actual working requirements.

In case a new item is to be included in the

schedule, then a proper justification to his

controlling officer to obtain approval &

sanction from HOD.

In case the imprest stores is enhanced to

meet the requirements against works

which are going to extend beyond 2

months, the Divisional Officer may

authorize a temporary increase in imprest

stock, with a copy sent to A/c officer & the

Depot officer.

No transfers on basis of assistance

between one imprest holder to another

imprest holder is advisable without a

suitable remark on all connected

documents & under the instructions of the

Divisional Officer.

Monetary limits

The Imprest Stores are priced at Price list

rates of the cost is worked out by the A/c

officer & the total value thus ascertained


fixed at the approximate limit, in terms of

money, of the cost of Imprest that may be

held by an Imprest holder. Any change in

the monetary limit is required then it

should be finally be approved by GM,

once a year.

Recoupment of Imprest

Recoupment of imprest is made monthly

on S – 1830 companied issue &

recoupment Schedule. This is prepared in

4 foils & are sent to the fueling depot.

The imprest holder should ensure that the

quantity to be recouped will be such as to

bring up his ground balance to the fixed

sanctioned imprest level ( 2 months level

only )

Not more than 7 items should be included

in an imprest from S – 1830 & should be

signed by the compliant authority.

Depot Procedure

On receipt of S- 1830 in the depot, they

are checked with the sanctioned imprest of

the consignee concerned. Later, this is

filled with the actual quantity issued by the

depot against the quantity demanded; the

balance if any gets automatically

cancelled. The imprest holder may recoup

through the next schedule or through a

special indent drawn against S – 1830

submitted to the stocking depot with a

covering letter.

Accounts Office Procedure

The SAO should insert the rates on the

schedule, and after valuing the actual

quantities issued by the depot for each

head of accounts should post the relevant

price ledgers & forward one copy to the

District & Divisional officer concerned in

support of the daily summary of Issues

relating as record in the SA office.

Procedure in the Office of Imprest

holder

Each imprest holder should maintain a

numerical ledger for each item of stores

showing all receipts, issue & balances of

imprest materials.

From S – 1817 is to be used to enter the

issues & as each sheet for an item of

imprest is completed. The imprest holder

should count the balance on the card &

then if any issue are made against (S-1313)

a special indent this also should be

combined & the actual plus / minus should

be derived if any.

All issues should be made against issue

ticket S-1819 which should be signed by

the person authorized to approve the

quantities to be drawn from the stores

depot. Separate issue note should be made

for each item to be drawn from store

showing the head of Accounts to which the

cost is to be debited indicating the PL nos.

At the end of the day, the issue tickets

should be arranged as per the PL nos as

well as the Allocation under which they

are to be debited.

A daily abstract in form no S-1821 should

be made showing the total quantities of

each item issued & the quantities debited

to each head of the Accounts.

Likewise a monthly summary of issues are

made in form S-1823 & sent to the

controlling office along with debits advice.

Accounts revaluation and accountal

The Imprest should be valued at price list

rates by the SAO on the 31st March each

year for purpose of incorporation in as

annexure to the Annual Statement of

Stores Transactions (S-3001). The SAO

will intimate each of the Imprest Holder

regarding the revised money value of the

imprest under their control.

Whenever there is an increase in value, the

amount of the decrease with brief remarks

as to the cause, should be given to enable

the department officers to examine the


imprest sanction before obtaining the

sanction of the GM.

Verification & Inspection

Departmental verification of Imprest

Stores should be done annually by the

Departmental Officer & a certificate to

that effect should be accompanied with the

annual statement of Stores transaction.

Accounts verification should be carried out

once in 2 years& the accounts personnel

should check every record maintained by

the Imprest holder connected to drawn of

Imprest stores from the depot.

Any discrepancy or irregularity found

should be taken up as per the extent rules.

Accounts of Imprest at the debit of

capital suspense

Stores accounts officer should maintain a

manuscript register in form S-1860

showing total value of each imprest. The

subsidiary register for capital heads of

suspense accounts in form S-2937 should

be posted each month from these registers

for the purpose of reconciliation with

general books.

The imprest holder should prepare

daily a priced daily abstract of issue in

form S-1862 from these daily abstracts

should be posted daily two months daily

two months summaries one by quantities

for each item of stores and another by

detailed heads of accounts in form S-1863

A&B

The total amount allocated during

one month of each detailed head account

should be extracted from the monthly

allocation summary (S-1863)

Disposal of the 4 foils of the recoupment

schedule S-1830

I-STAGE

Consignee will prepare S- 1830 in 4

foil & send it to the depot .

II- STAGE

In the depot after checking up the levels

of the stock with the imprest holder as

mentioned in the schedule , the quantities

issued is indicated and then 1 copy is

retained by the depot , 2 copy is sent to the

accounts office and 3&4 is sent to to the

consignee for giving acknowledgment and

return back to the depot.

III-STAGE

Consignee on the receipt of 3&4 copy

checks and gives its acknowledgment on

both the copies and sends 1 copy to the

depot and another to the accounts for the

posting in their respective heads of

accounts.

IV-STAGE

At the accounts office on receipt of 2 copy

from the depot and 3copy from the

consignee inserts the rates on the schedule

and after being valuating separately for

each head of accounts should pose the

relevant price headers and dispatches 3

copy to the consignee and keeping 2 as the

office copy.

Verification and Inspection

Departmental verification of the

imprest stocks should be carried out

annually and a certificate there to be

appended to the annual statement of stores

transactions.

The stocks should be verified by the

accounts stock verifiers at least 2 years

for irregularities to rain stock against the

concern employee and call for explanation

for such irregularities .The verifier will

whether the schedules are based on annual

consumptions.

The mechanical engineering

department should inspect the sheds and

stations to check that the helpers ,abstracts

and summaries are maintained up to date

in accordance with the rules and that there

are no stores kept on hand other than those

in the sanctioned imprest.

***


TIPS FOR SUCCESSFUL IMPLEMENTATION

OF ISO 9001:2008

QUALITY MANAGEMENT SYSTEM

-Ch. Phaneendra Nadh,

Sr.Instructor/ST/SC

1. Know and remember your customers and

their requirements.

2. Understand and spread the message of

the quality policy of our workshop and

quality objectives of the shop / section.

3. Ensure that you contribute positively for

the achievement.

4. Ensure proper housekeeping.

5. Make available for reference as and when

the required to applicable documents

without solely depending on memory

only. Examples of such documents are:

i) Railway Board / RDSO / BIS / IRS

specifications, guidelines etc.

ii) Applicable plans / work order etc.

iii) Applicable drawings, sketches, catalog

etc.

iv) Applicable procedures, work

instructions etc.

6. Ensure that the documents are the current

ones and are legible. If any obsolete

documents are in your possession, please get

them exchanged for the current ones.

7. Keep sufficient number of copies of

applicable formats for ensuring prompt

filling up.

8. Make it a regular habit to fill the formats

and registers without any delay. Let the

entries be very clear and legible.

9. Ensure that only calibrated MMEs

(Monitoring & Measuring Equipment) are

used. If any MME is due for calibration,

identify the due date in advance and

ensure prompt calibration. If any status

indicating stickers or labels are defaced /

missing, please get replacements

immediately.

10. Ensure that areas are marked or tags

are readily available for identifying

non conforming products. Ensure that

till nonconformity situation is

resolved, the NC products are not

used even by mistake.

11. Depute personnel for training

promptly advising them to attend the

training on time and to learn

effectively during the training.

12. After the training is completed, ensure

that necessary feedbacks are complied

with.

13. Keep the notice board up to date with

latest information. Inculcate the habit

of looking at the Notice Board in every

body’s mind, welcome people in the

section to contribute useful displays in

the Notice Board.

14. Ensure that personnel use personnel

protective appliances while carrying

out then jobs.

15. On the shop floor jobs must be stored

neatly one above the above with

identification tags and other records

and wherever provided in the pallets

only.

16. All the material/spares/tools available

on the shop/sub-stores shall have

identification and traceability i.e.

where and how the items are received

and concerned records to be

maintained for the same.

17. Move the parts / jobs from one stage

to another not just as a routine but

only after ensuring satisfactory

completion of the job and clearance.

18. Ensure that all consumables are used

only as required without any wastage.

19. Ensure that all leakages in water lines,

oil lines and compressed air lines are

plugged since they drain resources

badly.

20. Review the performance improvement

periodically and achieve continual

improvement in the organization.

***


SIMILARITIES IN THE PROCESS OF

TEETHING & TEACHING - Compiled by

P.V.V.L.Katyayan Devi ,

Sr.Clerk/STC/SC

Teething Teaching

Comes out in hard

form from the

softest gums of a

child

Implant the hard

core subjects into

the tender brains of

a learner

Makes a child bad,

by tempting to

chew all the time

Makes the brain

detect in many a

ways it likes both

directly & indirectly

& proves to be

naughty

Mostly takes the

dirty things in and

creates problems on

the entire body

Often makes a

wrong conclusion and which makes

entire institution

polluted

Sometimes makes

the parents

annoyed of the

serial problems of

health and hygiene

In certain instances

makes both the

teacher & learner

gets disturbed with

serial doubts of

baseless nature

Looks good, if

borne with, while

sprouting up

Learns the best, if

keep pace with the

teacher, while

teaching

Primary teeth get

replaced after 6

years but the roots

remain unchanged

Knowledge of

earlier learning gets

replaced with

advancement in

studies with the

basic concepts

unchanged

After bearing with a

lot of strain, gives

the strength to

crackle the

HARDEST EATABLES with

ease

After bearing with

the heaviness of

inputs of

knowledge, gives

the way to crackle

TOUGHEST

PROBLEMS in

easiest ways

@@@

Description Details

No. of class

rooms/learning

units

05

Class rooms

total capacity

68 trainees

No. of

Seminar/Meeti

ng Halls

01 with capacity of 100

trainees

Model

Rooms/Laborat

ories

05:

i) Diesel Model Room

ii) Mechatronics

Laboratory

iii) Carriage & Wagon

Laboratory

iv) Welding Laboratory

v) Computer Centre

Computerised

Library

2729 books, about 50

CDs and 110 video

cassettes

Hostel/Mess

facility

-32 rooms with 122 beds

capacity.

-Capacity of Dining Hall -

40 persons.

-Mess run by Trainees on

no profit & no loss basis.

Entertainment i) Colour TV with DTH

connection

ii) DVD player

iii) Recreation Room

iv) Carom board & chess

etc.

Extracurricular

activities

i) Yoga & Meditation

ii) Games- indoor and

out door

iii) Gymnasium

iv) Gardening

Medical

Facilities

Central Railway Hospital,

Mettuguda,

Secunderabad at a

distance of 1 km.

- First aid kits available at

Hostel and at Training

centre.

@@@

INFRASTRUCTURE

Headstock repair carried out on coach


Department Type Code Name of the Course & Batch

No.

Batch

No.

No. of

candidate

s

attended

%

Capacity

Utilisation

July 2012

Mechanical

Initial ART&

MRT ART&MRT COURSE 10 10

131%

Special

MCH*(P

LC,CDTS

)

MECHATRONICS (PLC,CDTS) 02

AIM ACCIDENT AND INVESTIGATION

MANAGEMENT 19 12

Stores Refresher MMRC REFRESHER COURSE FOR

MATERIAL MANAGEMENT 54

Personnel Refresher RCP* REFRESHER COURSE FOR

PERSONNEL STAFF 01

August 2012

All

Departments Special

MSO* INTRODUCTION TO COMPUTERS

IN MS WORD AND EXCEL 04 15

146%

MSA* INTRODUCTION TO DATA BASE-

MS ACCESS 33 12

AWS ADVANCED WORKSTUDY

COURSE 177 02

IST* COURSE ON INTRODUCTION TO

STORES 02 05

AWT ADVANCED WELDING

TECHNOLOGY 30

September 2012

MECHANICAL

REFRESHER RC-M

REFRESHER COURSE FOR C&W,

WORKSHOP AND DIESEL

SUPERVISORS

36 23

- SPECIAL

M&P MAINTENANCE OF M&P 04 04

SAP(S) SAFETY AWARENESS PROGRAM

FOR SUPERVISORS 02 03

C&W DEVELOPMENTS IN C&W 01 03

STORES

DEPARTMENT REFRESHER MMRC

REFRESHER COURSE FOR

MATERIAL MANAGEMENT 55 07

SPECIAL CSD COURSE ON SCRAP DISPOSAL 03 08

Courses Conducted Vs Capacity Utilisation for the Last Quarter


ALL

DEPARTMENT

S

SPECIAL

OCM

ORIENTATION COURSE FOR

MINISTERIAL STAFF(NON-

PERSONNEL)

70 17

COP COURSE ON OFFICE

PROCEDURES 17 17


IN MS WORD AND EXCEL SPECIAL 07


IN MS WORD AND EXCEL 05 28

* Indicates New course introduced from this year.

S.No. Wing Category No. of Trainees

1. C&W

App.SSE (RRB) 07

App.JE (RRB) 25

Intermediate App.JE 26

App.JE (Rankers) 13

2. DSL

App.JE-II (RRB) (Dsl.Mech) 04

App.JE-II (RRB) (Dsl.Elec) 03

App.JE (Rankers) 04

3. WS

App.SE(RRB) 06

App.JE(RRB) 27

Intermediate App.JE-II 05

App.JE (Rankers) 10

4. Drawing

App.SE(RRB) 01

JE(RRB) 02

Total 133

Apprentices Undergoing Training (as on 03.10.2012)


Department Type

Code &

Batch

No.

Name of the Course

& Batch No. Duration From To Eligibility

OCTOBER 2012

MECHANICA

L

INITIAL INC

INTERMEDIATE

APPRENTICE JE

(C & W,

DIESEL,WORKSHOP)

ORIENTATION

52

WEEKS 08.10.12 05.10.13

NEW

RECRUITEES OF

JE

(INTERMEDIATE

APPRENTICES)

OF

WORKSHOPS,

C&W AND

DIESEL SHEDS

REFRESHER RC-WSI

REFRESHER COURSE

FOR SERVING

WORK-STUDY

INSPECTORS OF

INDIAN RAILWAYS

7 DAYS 03.10.12 10.10.12

WORK-STUDY

INSPECTORS OF

INDIAN

RAILWAYS

Special

AIM

ACCIDENT AND

INVESTIGATION

MANAGEMENT

1 WEEK 29.10.12 03.11.12

SUPERVISORS

OF

MECHANICAL

DEPARTMENT

EMD /

GM

COURSE ON EMD /

GM LOCO SYSTEMS 1 WEEK 29.10.12 03.11.12

SUPERVISORS

AND

TECHNICIANS

OF DIESEL

SHEDS OF SC

RAILWAYS

Stores INITIAL MMIC

MATERIAL

MANAGEMENT

INDUCTION COURSE

4 WEEKS 03.10.12 08.11.12

SUPERVISORS &

MINISTERIAL

STAFF OF

STORES,

MECHANICAL

AND OTHER

DEPARTMENTS

ALL

DEPARTMEN

TS

SPECIAL D&AR

COURSE ON

DISCIPLINE &

APPEAL RULES

1 WEEK 15.10.12 17.10.12

SUPERVISORS

AND

MINISTERIAL

STAFF

Courses Offered in the Next Quarter


MSP MS POWER POINT &

INTERNET 1 WEEK 08.10.12 13.10.12

SUPERVISORS &

MINISTERIAL

STAFF OF ALL

DEPARTMENT

INCLUDING

RAILWAY

SCHOOLS

TEACHING

FACULTY

T & C

COURSE ON

TENDERS AND

CONTRACTS

3 DAYS 18.10.12 20.10.12

SUPERVISORS &

MINISTERIAL

STAFF OF ALL

DEPARTMENTS

SPD

SUPERVISORS

PERSONALITY

DEVELOPMENT

1 WEEK 03.10.12 10.10.12

SUPERVISORS

OF ALL

DEPARTMENTS

NOVEMBER 2012

MECHANICAL

INITIAL

ART &

MRT ART & MRT COURSE 4 WEEKS 05.11.12 01.12.12

SUPERVISORS &

STAFF OF C&W

AND DIESEL OF

MECHANICAL

DEPARTMENT

REFRESHE

R

RC-LI(D)

REFRESHER COURSE

FOR LOCO

INSPECTORS(DIESEL)

1 WEEK 05.11.12 10.11.12

LIs,PRCs,CPRCs,

CCs,CCCs,OF SC

RAILWAY

SPECIAL

MCH

(140T,

LUKAS)

MECHATRONICS

(140T CRANE,LUKAS) 1 WEEK 19.11.12 24.11.12

SUPERVISORS

OF

MECHANICAL

DEPARTMENT

DEALING WITH

140T CRANE /

LUKAS

ABS AIR BRAKE SYSTEM 1 WEEK 05.11.12 10.11.12

SUPERVISORS &

STAFF OF

MECHANICAL

DEPARTMENT

STORES

DEPARTMENT

REFRESHE

R MMRC

REFRESHER COURSE

FOR MATERIAL

MANAGEMENT

12 DAYS 14.11.12 27.11.12

SUPERVISORS &

MINISTERIAL

STAFF OF

STORES AND

OTHER

DEPARTMENTS


PERSONNEL SPECIAL SCPS

SPECIAL COURSE

FOR PERSONAL

STAFF

5 DAYS 26.11.12 30.11.12

MINISTERIAL

STAFF AND

WELFARE

INSPECTORS OF

PERSONNEL

DEPARTMENT

ALL

DEPARTMENT

S

SPECIAL

MSO

INTRODUCTION TO

COMPUTERS MS

WORD & EXCEL

1 WEEK 05.11.12 10.11.12

SUPERVISORS &

MINISTERIAL

STAFF

INCLUDING

RAILWAY

SCHOOLS

TEACHING

FACULTY

AWS ADVANCED WORK

STUDY COURSE 22 DAYS 19.11.12 13.12.12

SUPERVISORS

AND OFFICE

SUPERINTENDE

NTS OF INDIAN

RAILWAYS

AWT

ADVANCED

WELDING

TECHNOLOGY

1 WEEK 19.11.12 24.11.12

SUPERVISORS

OF

MECHANICAL

AND OTHER

DEPARTMENTS

DECEMBER 2012

MECHANICAL

DEPARTMENT

REFRESHE

R RC-M

REFRESHER COURSE

FOR C&W,

WORKSHOP AND

DIESEL SUPERVISORS

18 DAYS 03.12.12 22.12.12

SUPERVISORS

OF

MECHANICAL

DEPARTMENT

SPECIAL SAP(T)*

SAFETY AWARENESS

PROGRAM FOR

TECHNICIANS

3 DAYS 17.12.12 19.12.12

ALL

TERCHNICIANS

OF

WORKSHOPS,

C&W, DIESEL

SHEDS, DEPOTS

OF

MECHANICAL

DEPARTMENTS

STORES SPECIAL HQST*

HEAD QUARTERS-

WORKING OF

STORES

3 DAYS 10.12.12 12.12.12

STAFF OF

STORES

DEPARTMENT


All

Departments SPECIAL

MSA*

INTRODUCTION TO

DATA BASE- MS

ACCESS

1 WEEK 03.12.12 08.12.12

SUPERVISORS

AND

MINISTERIAL

STAFF OF ALL

DEPARTMENTS

INCLUDING

RAILWAY

SCHOOLS

TEACHING

FACULTY

OCM

ORIENTATION

COURSE FOR

MINISTERIAL

STAFF(NON-

PERSONNEL)

1 WEEK 17.12.12 22.12.12

NON-

PERSONNEL

MINISTERIAL

STAFF

COP COURSE ON OFFICE

PROCEDURES 3 DAYS 13.12.12 15.12.12

SUPERVISORS

AND

MINISTERIAL

STAFF OF ALL

DEPARTMENTS

* Indicates new course introduced from this year.

***

QQ Quotable Quotes

Perfection is achieved, not when there is nothing more to

add, but when there is nothing left to take away.

QQ Do not confuse motion and progress. A rocking horse keeps

moving but does not make any progress.

QQ For safety is not a gadget but a state of mind.

Safety is a cheap and effective insurance policy.

Tomorrow – your reward for working safely today.

inside qq quotable quotes october...wdg4 diesel loco systems - compiled by k.nagarathnam,...

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