Indian Railway Codes and Manuals-Mechanical code (Rolling stock )-Chapter- 1 (I)

 

INDIAN RAILWAY ROLLING STOCK CODE OCTOBER 2022

PREFACE

101. Corporate Objectives: The corporate objectives of Indian Railways are: a. To provide rail transport for both passenger and goods adequate to meet demand in areas where Railway operation confers optimum benefit to the economy, having due regard to the Government's policy of development of backward areas; b. To provide such rail transport at the lowest cost consistent with i. requirements of the Railway users and safety operations, ii. adequate provision for replacement of assets and some provision for development of business and iii. the least amount of pollution of the environment ; c. To work in association with or utilize other modes of transportation, such as pipelines and road transport, and to engage in ancillary activities necessary to sub-serve the above two objectives ; d. To establish a corporate image of the Railways as being an up-to-date business Organization With the interest of the public and of the nation as its prime objectives ; and e. To develop organizationally effective personnel with pride in their work and faith in the management. (Para 219 of the Indian Railway Code for Administration and Finance)

102. Mission Areas for Rolling Stock Vertical Note: The term Rolling Stock means Coaches, Wagons, Locomotives, EMU, DEMU, Trainset, MEMU, Tower Cars, Power Car, SPART, ART, ARMV, other special purpose coaches & wagons and rolling stocks. Rolling Stock Vertical is primarily assigned with the responsibility for Design, Manufacture, deploy and maintain the Rolling Stock of Indian Railways. The mission areas for this activity are:

a. Evolving optimal designs for Rolling Stock, choosing the most economical option on a “life cycle costing basis”

b. Manufacture of the rolling stock at Production units or external Manufacturing Units to stringent standards in a cost effective manner

c. Maintaining the moving assets ensuring that they give optimal operational efficiency and safety throughout their full codal life.

d. Planning, procurement and maintenance of Machinery & Plant.

e. Ensuring realization of the full potential of the assets.

f. Adopting and maintaining the best practices in the industry with excellence in all areas of operation.

g. Arranging relief and rescue in any unlikely event of Railway disasters. While pursuing the above mission, the orientation of Rolling Stock, Production/Maintenance Vertical should remain in complete consonance with Corporate Objectives of Indian Railways.

103. Organisation: The organizational structure of the Rolling Stock, production/maintenance Vertical is driven by the manufacture and maintenance philosophy of rolling assets and is shown in the chart below: Area of responsibility: - EDME(Chg.) – Responsible for all activities from design of new coaches to condemnation of coaching stock. - EDME(Frt.) – Responsible for all activities from design of new wagons to condemnation of freight stock. - PED(W&D) – Responsible for all activities of railway workshops and for development/ introduction of new/advanced/improved technologies in rolling stock. - EDME(EnHM & Projects) – Responsible for all activities of cleaning/housekeeping of passenger carrying rolling stock and is nodal officer on GCC services. In addition, EDME (EnHM&Proj.) is also responsible for execution of project work related to rolling stock. - CAO(COFMOW) – Responsible for all activities for procurement of M&P and other technological items for Zonal railways and PUs. - CAO(WPO) – Responsible for all activities for establishing new infrastructural establishment for Rolling Stock. While the manufacturing practices in the Workshops are shaped by the strategies that characterize the internationally acclaimed World class industries, the maintenance philosophy balances between the two extremes of –

a. Corrective maintenance: running the assets non-stop and attend only when they break down- thus enhancing availability at the cost of reliability.

b. Preventive maintenance: withdrawing from traffic for frequent and prolonged maintenance attention, enhancing reliability at the cost of availability. Choosing a mid course between the two, Indian Railways contain the ineffective hours within the stipulated targets by restricting frequency and duration of preventive maintenance schedules. Emerging technologies with fit and forget components, enhanced quality conscience and principles of predictive maintenance further help in reducing the quantum of preventive maintenance with higher and higher levels of availability.

104. Railway Board and RDSO: Complete rolling stock vertical reports to MTRS. AMs - ME, PU, Traction & RS report to him. Various directorates in Railway Board in charge for specific areas of rolling stock Workshops & Development functions, not only stipulate the philosophy for manufacture and maintenance, but also keep a close watch on the performance of the Railways. The motive power, PS & EMU, Carriage, wagon and testing directorates in the RDSO act as the depository of all technical knowledge in their respective domains and issue technical directives to the Production Units and zonal Railways, balancing between maintainability and ease of manufacturing.

105. Production Units: Production units are headed by General Managers/Chief Administrative Officers (CAO) assisted by Heads of Departments in Mechanical, Electrical, Accounts, Engineering, Security, Stores and Personnel Departments at appropriate level. Since design and quality are very important, there shall also be Chief Design Engineers. Other broad organizational set up of Workshops as discussed in Paragraphs 108 to 133 below will apply mutatis-mutandis, to Production Units.

106. Zonal Railways: The General Manager of Zonal Railway is the head of the administration and the organization. In discharge of his duties he is, assisted by a number of Principal Officers who are departmental heads of their respective departments.

107. Rolling Stock Maintenance Organization in Zonal Railways: The Principal Chief Mechanical Engineer (PCME) is the Principal Head of the Mechanical Department reporting directly to the General Manager. His important function is maintenance of the rolling stock and other mechanical equipment of the Railway in good repair, as on this depends the safety and reliability of railway transportation to a very large extent. To enable him to carry out this duty, Rolling Stock Vertical of the Railways have within their control one or more workshops, in which Rolling Stock are periodically examined, repaired and overhauled before being Activities Function of a. Evolve specifications and designs of the rolling stock and choosing the most economical option on a “life cycle costing basis”. Railway Board and RDSO b. Manufacture Production Units, Zonal Railway Workshops and external manufacturers c. Periodical major overhauls and mid life rebuilds (MLRs) (see annexure 1.1) Zonal Railway Workshops and MLR shops d. Top overhauls and minor schedules, Intermediate and routine overhauls Locomotive sheds, Distributed Power Rolling stock (DPRS) Shed and the carriage, EMU, MEMU,Train set and Wagon depots e. Cleaning, topping up supplies, yard or pit line examination attention Locomotive sheds, Distributed Power Rolling stock (DPRS) Shed and the carriage and Wagon, EMU, MEMU, Train set depots, fuel pads and outstation depots. placed back on the line. Day to day maintenance of the rolling stock is done in sheds for various Rolling stock Locomotive Sheds, Distributed Power Rolling stock (DPRS) Shed, Coaching Depots, freight depots or other outstation maintenance points, all forming part of the divisional set up. The PCMEs assisted by heads of departments as shown below: a. Chief Workshop Engineer (CWE): The direct control on the affairs of the workshops in the Zonal Railway is exercised by the "Chief Workshop Engineer" who is the administrative head of the department for workshops and responsible for total planning of workshops including coordination with stores department for all workshop matters. In all matters relating to policy formulation which concerns workshops in general and the Rolling Stock Vertical in particular, the CWE issues instructions in consultation with the PCME, who is the Principal Head of the Vertical. Responsibility for budgetary controls in the workshop rests with the CWE. b. Chief Rolling Stock Engineers/Coaching (CRSE/Chg.) – CRSEs/Chg. exercises technical control over the coaching depots and other coaching activities in yards/ outstations CRSEs/Chg. will ensure that: i. Availability and reliability of the coaching stock are above the levels fixed by Board from time to time. ii. MLR, POH and other preventive maintenance schedules on the coaching stock including EMU/MEMU/ Train-sets are carried out in time and to the prescribed quality. iii. Ready availability of spare parts and supplies for coaching stock in coaching depots and outstation depots. iv. Rake links are made to maximize utilization without jeopardizing maintenance and safety. v. Cadre management for maintenance staff including timely recruitment and training. c. Chief Rolling Stock Engineers/Freight (CRSE/Frt) – CRSE/Frt exercises technical control over the freight depots and other freight activities in yards and outstations. CRSE/Frt will ensure that: i. Availability and reliability of the freight stock are above the levels fixed by Board from time to time. ii. POH, ROH and other preventive maintenance schedules on the freight stock are carried out in time and to the prescribed quality. iii. Ready availability of spare parts and supplies for freight stock in freight depots and outstation depots iv.To ensure maximum utilization of freight stock without jeopardizing maintenance and safety. v. Cadre management for maintenance staff including timely recruitment and training. d. Chief Electrical Service Engineers (CESE) – CESE exercises technical control on the department of electrical general service including passenger reservation system. CESE will ensure that: i. Availability and reliability of Train lighting and Air conditioning in coaches. ii. Planning, maintenance and periodic overhauling of Train lighting and Air conditioning in coaches. iii. Maintain liaison with division and state electricity board for uninterrupted power supply. iv. Ensure electrical power supply to railway residential, service building, stations and passenger amenities items. i. He also assists PCEE for overall works of general services. e. Chief Electrical Engineers/Rolling Stock (CEE/RS) – CEE/RS exercises technical control on the maintenance and operation of EMU/MEMU. CEE/RS will ensure that: i. Availability and reliability of the EMU/MEMU stock are above the levels fixed by Board from time to time. ii. Monitoring material availability, RSP items and procurement of stock items for EMU/MEMU. iii. All planning works and coordination with workshop for EMU/MEMU POH. iv. Cadre management for maintenance staff including timely recruitment and training. i. f. Chief Mechanical Engineer (Planning) – The CME (Planning) assists the PCME in all matters pertaining to Investment Planning i.e. requirements of Rolling Stock, Machinery and Plant and infrastructure creation under Works Program CME(Planning) will be the nodal officer for execution of all works under PH21, PH41 & PH42 of Demand No 16 and the planning process is elaborated in Chapter 11. g. Chief Motive Power Engineer/ Diesel & R (CMPE/D&R) – CMPE/D&R will assist PCME in management of ARMEs/ ARTs/ SPART and 140 T Cranes and other items of Disaster management. h. Chief Environment & House Keeping Manager (CEnHM) – CEnHM will be responsible for the following: i. All activity related to environmental and housekeeping management. ii. Monitoring of EnHM activities of stations, depot, colony etc. iii. NGT works and compliance iv. Monitoring of waste Management, ETP, CTS, OBHS etc., over Zonal Railways. These HODs are assisted by Dy.CMEs, EMEs/SMEs & AMEs in Headquarters. Note: In addition to above, additional designations can be assigned by PCMEs to additional posts like CME(EnHM), CME(IT), CTO, CAO(Project) etc.

108. Zonal Railway Workshops The Zonal Railway may have one or more workshop for repair and periodic overhauling of Rolling stocks based on the requirements and constraints of location. In the same workshop, repair and maintenance of different types of rolling stock and locomotives can be taken up. In addition to the repairs and reconditioning of rolling stocks and of plant and machinery, and manufacture of the spare parts for the repair thereof, these workshops may carry out work of the nature shown below: — a. Construction and assembly of –

i. Locomotives.

ii. Coaching Vehicles,

iii. Goods Vehicles.

iv. Distributed Power Rolling stock (DPRS) b. Manufacture of articles required by other departments of the Railways. c. Manufacture or repair of rolling stock (conventional as well as DPRS) or components for— i. Other Government Department. ii. Other zonal Railways/Production units, iii. Others. Any other activity, as specified by the PCME.

109. Chief Workshop Manager (CWM) The Chief Workshop Manager is posted as the officer in charge of the workshop. All the officers posted in the workshop will be under his direct administrative control analogous to that Divisional Railway Managers. CWMs (in SAG) of Workshop are given Financial as well as Administrative power at par with DRMs in Open line so far as areas within the Jurisdiction of CWM are concerned.

110. Chemist and Metallurgist In one or more of its workshops, each Railway zone shall have a specialized Central Material Technology (CMT) Laboratory with expertise on the following aspects: a. Testing and quality control (TQC): Testing chemical, physical, and mechanical properties of materials. The TQC should have adequate infrastructure such as metrology, hardness testers, organic and inorganic lab, testing of oils and fuels, optical microscope with image analyzer, UTM etc b. Technical investigations including failure analysis (TIFA): Expertise in fracture metallurgy and tribology; ability to differentiate between service and process failures and suggest preventive measures. c. Non destructive testing (NDT): To undertake testing and certification- keep abreast of NDT technologies and maintain documentation. d. New materials technology (NMT): Develop facilities and knowledge to test the new materials such as polymers, composites, ceramics, additives, amorphous metals, insulating materials, etc. and to help the shed or shop exploit their special qualities to upgrade the materials and processes. The officers (Chemists and Metallurgists) working in these specialized laboratories in Workshops and those working in the running sheds and depots aid in quality control in manufacturing and maintenance, involving special knowledge of modern chemical and metallurgical techniques. They will also help in failure analyses. The Chemist and Metallurgist who is in overall command of the Laboratory will report to the CWM or the officer in charge of the shed or depot, as the case may be.

111. Workshop Personnel Officer The open line workshops have an establishment branch under a Personnel Officer (at an appropriate level decided by the Principal Chief Personnel Officer) working under the direct control of Chief Workshop Manager in matters of day to day working, but taking policy directives from Principal Chief Personnel Officer of the Railway. One of his main duties is to attend to all affairs regarding staff and workshop labour. He is responsible to the workshop for all matters relating to establishment such as recruitment, payment of wages and overtime, grant of leave and passes, complaints, discharges, payment of provident fund, gratuity and compensation, maintenance of service registers and other such records. Staff welfare activities like canteen, management of railway quarters, railway schools, supports & cultural activities are also handled by him.

112. Environment and Safety Manager (EnSM) In 1986, the parliament enacted the Environment Protection Act. (EP Act.) for protection and improvement of environment, which includes water, air and land and also the inter relationship that exists among and between water, air and land and human beings, other living creatures, plants, micro-organism and property. Provision of safety officers in Workshops has been separately mandated in the Factories Act. Creating a work place safe not just for the employees, but the entire neighborhood in an environmentally responsible manner is a specialized activity of the Environment and Safety Manager (EnSM). The EnSM should be fully conversant with these Acts: The water- Prevention and Control of pollution Act 1974 The Air- Prevention and control of pollution Act 1981 The Environment (Protection) Act. 1986 The Hazardous Waste (Management, Handling and Trans Boundary Movement) Rules 2008 Factories Act,1948 Municipal Solid Waste (Management and Handling) Rules 2000. (These acts are reckoned in EMS 14001 and OSHAS 18001) The responsibilities of the Environment & Safety Managers (EnSM) inter alia, are listed in Annexure 5.3 & 5.4 as Administration’s duties & Responsibilities to workers. He will report to the Chief Workshop Manager and will oversee/inspect/control the activities of various departments on the subjects of environment protection & industrial safety. Industrial safety and adherence to the legislations like pollution act, factory act etc and assisting the CWM in his duties as the factory occupier are his functions. Based on the strength of staff, required number of safety officers to work under ENSM will be provided. For environment protection and industrial safety, a similar but smaller and lower level organization can be provided in bigger open line establishments like Loco sheds/Coaching Depots (conventional as well as DPRS) , as the impact of these subjects will be going up in the years to come.

113. Workshop Civil Engineer Each workshop shall have an exclusive civil engineering department headed by an appropriate level officer, to ensure construction and maintenance of various fixed assets of the Workshops like sheds, buildings, roads, permanent way, pillars and gantries, toilets & washrooms, drainage & water supply systems and other civil infrastructure He shall work under the administrative control of CWM & technical control of PCE. The Civil Engineer shall be suitably empowered to finalize tenders also. A separate budget shall be provided for Civil engineering maintenance of workshops.

114. Workshop Electrical Engineer Electrical Engineers in Workshops work under administrative control of Chief Workshop Manager. They are under the technical control of the Principal Chief Mechanical Engineer. Apart from rolling stock related maintenance, duties of Electrical Engineers include supply and distribution of electrical energy, the maintenance of electrical plants and machinery in the workshop.

115. Dy. Chief Mechanical Engineer (Dy.CME) / Workshop Manager (WM) For workshops exclusively/largely meant for repair and rehabilitation of rolling stock, Dy.CME/WM is (are) posted under the administrative control of Chief Workshop Manager and technical control of Principal Chief Mechanical Engineer. The Dy.CME/WM is in charge of mechanical repairs of rolling stock and other typical mechanical engineering functions.

116. Workshop Accounts Officer The workshops have an accounts and finance branch under an Accounts Officer at an appropriate level decided by the Principal Financial Adviser (PFA) and. Workshop Accounts Officer is under the direct control of Chief Workshop Manager in matters of day to day working. He is in charge of all the costing and accounting of the workshops and is the Financial Adviser to the Head of the Workshops and is responsible for rendering him all the assistance and cooperation related to Finance function that may be required by the later. He may take policy & professional directives from PFA.

117. Dy. Chief Material Manager (Dy.CMM) The workshops have a stores branch under a Dy. Chief Material Manager (Dy.CMM). He is responsible for the custody, replenishment and distribution of workshop stores. The Officer is under the direct control of Chief Workshop Manager in matters of day to day working and his exclusive charge will be supply management of the workshop in the most efficient manner possible and to maintain all records for the correct and prompt procurement/accountal of all stores/stores transactions. He may take policy directives from the PCMM.

118. Production Engineer (PE) PE reports to CWM and is responsible for the work of the following sections: a. Drawing office — Design b. Drawing office — Plant c. Drawing office — Jigs and Tools d. Planning and rate fixing e. Progress office f. Tool Room g. Inspection For those workshops, which are under Group Incentive Scheme, PE reports to CWM and is responsible for the work of Industrial Engineering Department having the following sections: a. Drawing b. Tender section c. General Section d. Electronic Data Processing center /Computer center e. ISO cell f. Material Control Cell g. Customer Service Cell h. Incentive cell i. Planning j. Budget Cell k. M&P cell l. RSP cell

119. Important duties of the Production Engineer a. Plan and ensure most economical and the best method of Production and the most economical use of machines; b. Determine the standard time for each operation by following the analytical method of fixing rates; and c. Design machines and tools to suit the needs of works passing through the shops. d. Conduct work study whenever changes in work is necessary on account of introduction of new rolling stock, changes in schedule maintenance works, introduction of new machineries/higher productivity machineries, introduction of new method of works etc in group incentive workshops.

120. Production Engineer’s office a. Prepares design drawings and specifications for new standard parts and for the necessary jigs and tools; b. Prescribes the nature and sequence of operations to be performed: c. Inspects all manufactured parts: and d. On completion of any series of operations, compares the times actually taken with those originally estimated by it, investigates all important differences and reports as to the causes thereof and remedies therefore.

121. Planning and Production Control The efficiency of a Railway Workshop or a Production Unit is largely dependent on an efficient planning and production control organization. The broad functions of this department comprise of: a. Pre-planning: Study of drawings and specifications, preparation of cost and details Books for each component; drawing up of lists of raw material or component requirements for ensuring its availability; maintenance of data for installed capacity; booked load; spare capacity, etc. for each machine group etc. b. Drawing office: Scrutiny of drawings received; preparation of part drawings to facilitate manufacturing operations, designing various jigs and fixtures, templates, gauges, etc. for economical manufacture of components; maintenance of drawings for standard cutting tools etc., placing manufacturing orders on Tool Room, when required, etc. c. Planning: This office plans the activities connected with production to ensure fullest use of the plant and other means of production; It makes all arrangements to work as smoothly and efficiently as possible. The functions of this office are broadly divided as under: i. Processing: The functions include preparation of scroll process sheets indicating sequence of operation, quantity of material to be used, the section or load centre where the operation is to be carried out, the requirement of machine groups, jigs, fixture and gauges, etc. ii. Rate fixing: The functions include maintenance of synthetic data for fixing rates (time) for individual operation, indicating allowed time in the process sheet for each of the operation involved; to scrutinize all completed piece work cards, issue of excess time cards etc. iii. Efficiency: This section deals with matters of general efficiency of the shops. Its activities comprise of review of existing practices, suggest improvement, keeping constant watch on off cuts and rejected materials lying on the shop floor or stores scrap yard in order to suggest suitable usage of that materials etc. e. Production control: Release of work orders for components assemblies etc. well in advance of the schedule of production; preparation of production schedule and distribution thereof in advance to all concerned for their guidance, arranging with stores departments for reservation of required material before actual release of work orders etc. f. Progress office: This office keeps constant watch of Production of components, assemblies, erection etc. as per schedules laid down, preparation of monthly report of production and their deliveries, keeping liaison with shops and stores departments in the drawal of raw material and finished parts. Intersection and inter-shop movement of components; maintenance of records for number of orders received, orders completed for each batch etc. g. Inspection: To inspect components, assemblies etc. on completion of each operation to ensure conformity to drawings and specifications, bringing to the notice of concerned authorities of deviation from drawings; and specifications for rectification and rejection; certification on the job card, and Route cards regarding quantities passed or rejected in respect of each operation etc. Inspectors are also deployed where ever required in checking materials or assemblies received from suppliers, for conformity to drawings and specifications.

122. Chief/Deputy Chief Mechanical Engineer (Information Technology)- CME/Dy.CME(IT) With the introduction of Information Technology (IT) in workshops, each workshop shall have a CME/Dy.CME(IT) for Enterprise Applications and Industrial Automation (EA&IA) with a CORE team for implementation, change management and user support as a part of the production control organization in the workshops and PUs. Production Units to have CME/Dy.CME(IT) under administrative control of PCME. Cadre of data entry operators for handling various IT applications like WISE, UDM, IMMIS, IREPS etc. will be under IT Manager in PUs/ Workshops. CME/Dy.CME(IT) will support Production Engineer in the rolling out of IT module. 123. Workshop Security Officer (WSO) Each workshop shall have a security officer from the Railway Protection Force (RPF) at an appropriate level, as decided by the Principal Chief Security Commandant of the Railway; He will work under the direct control of Chief Workshop Manager in matters of day to day working, taking policy directives from the Principal Chief Security Commandant.

123 (A). Workshop Health unit/Hospital Each workshop shall have a health unit/hospital depending upon staff strength. Adequate number of doctors at an appropriate level and para medical staff shall be posted, as decided by the Principal Chief medical director of the Railway; health unit/hospital will work under the direct control of Chief Workshop Manager in matters of day to day working, taking policy directives from the Principal Chief medical director.

124. As an officer entrusted with the Industrial security, the WSO is expected to a. Protect the railway premises and to safeguard railway property; ensure that the shop gates are kept under continuous watch, perimeter walls are robust and properly lit in the nights and adequately patrolled and the shops are free from thefts b. Gather crime intelligence and take security arrangements to protect Railway Property so as to insure that shops remain sterilized and impervious to terrorists and thieves at all times; and free from intrusion by unauthorized persons, especially those with criminal intents or mala-fide intentions of theft of technology secrets. c. Put in a system of screening and recording of all incoming and outgoing vehicles and materials d. Equip the CWMs with intelligence reports, in real time, on emerging labour problems with a potential to manifest into works stoppages or disruptions and to assist the shop administration during strikes and lockouts. e. Provide assistance to the shop officers particularly in conducting auctions or in matters pertaining to law and order by liaising with the local police officers, etc. 124a. The identified locations of workshop have to be covered under CCTV.

125. Workshop Supervisors Along with officers as listed above, supervisors are posted in different grades. Each workshop is sub-divided into 'Shops' and sub-divisions and is supervised by Senior Section engineers (SSEs) and Junior engineers (JEs). Supervisors are technically qualified “Shop Floor Managers” acting as an interface between management and the workmen.

126. Assisted by the other supervisors and clerks, the senior most supervisor of a shop (generally an SSE) exercises overall command of the affairs of the shop. He ensures that his shop remains current in paperwork and achieves the desired outturn and quality. SSEs have a special responsibility to instill discipline and resolve conflicts; and hence they have to remain neutral and unbiased and equidistant from the staff unions/Associations.

127. Duties of Supervisors The shop supervisors have a definite function in enforcing/ overseeing/ supervising the under-mentioned aspects: a. Allocation of work and deployment of Staff & supervisors b. Verification of timely and proper opening and closing of job cards c. Enforcing quality through Supervision of work and stage inspections d. Ensuring availability of tools and materials & Material handling / housekeeping equipment. e. Ensure economy in use of raw materials. f. Ensure punctuality in attendance, discipline and also presence of workers at the work spot during duty hours. Supervise the electronic staff attendance punching, discipline and also presence of workers at the work spot during duty hours. g. Ensure supply of safety kits to workers and ensure adherence to safety regulations and safe work practices. h. Ensure timely completion of work as per target set by the management. i. Ensure proper up-keep and safety of Railway’s assets - both immovable and movable. j. Ensure cleanliness of work premises and ensure good house-keeping by eliminating trash, filth, and foreign matters creating a cleaner workplace. Inculcate cleaning as a form of inspection and establish a clean-up time every day. k. Ensure correct handling of material so that damage does not occur due to mishandling. l. Inculcate and maintain proper work culture amongst staff. m. Design and establish an efficient and neat layout so that one can always get just as much of what is needed and whenever needed. n. Design of workstations: Design an efficient layout and ensure proper storage of tools, jigs and fixtures, raw materials, spare parts and semi- finished and finished work; and to put things in order (or organize them) according to a specific rule or principle. o. Ergonomics: To optimize tasks and workstations form the point of view of common place postures and movements such as sitting, standing, lifting, pulling and pushing with least stress on ligaments, joints and muscles of the workmen; and modify them as needed with change of activity or workmen with different anthropometric background. p. Environment: To create a conducive work environment free from avoidable heat, noise, pollution, vibrations and lack of illumination. q. Ensure staff safety. r. Issue of gate pass as per shop requirement. s. Ensure staff welfare including sanction of leave, issue of privilege pass/PTO etc t. Conduct market survey, initiate procurement of non-stock materials as per requirement, issue of technical suitability and rate reasonability. u. Monitoring of availability of materials for day-today maintenance works. Responsible for implementation of instructions and regulations issued by his superior officers.

128. Categorization of Shops The Zonal Railway workshops have Process Shops (i.e. Manufacturing Shops) and Job Shops (i.e. Repair shops). Amongst the Process Shops are the foundries, Forge & Smithy, welding, fabrication shops etc. All the other shops are job shops. Each shop should be allotted a shop number by which it can be distinguished. Certain "Shops" may be sub-divided usefully into "sections" or subdivisions and this should be done wherever possible.

129. The 'Shop' or 'Section' of a shop is the unit not only for purposes of technical control, but also for those of financial and cost control. The number of jobs in progress at any one point of time in any such compact unit is comparatively small and the margin of error in booking to each job the correct time and materials spent on it as low as practical. Any method of distributing overhead expenditure (on cost) attributable to such an unit amongst the jobs undertaken would give more reliable results than what would be the case if the distribution were made, either taking the workshop as a whole or as divided up into a few large units.

130. Maintenance and inspection of boilers Boilers are maintained in accordance with the relevant provisions in the Factories act of the concerned State as well as Indian Boiler Act. PCME of each zonal railways becomes the Chief Boiler Inspector of Indian Railways, bestowed with the authority for inspection of in use/new boilers. An inspectorial organization with required number of inspectors is made available in certain workshops with earmarked Railway jurisdiction to perform the duties of inspection and certification of Boilers in use in various Railway units. These inspectors are specially trained and may be working as a part of the Mechanical millwright/M&P maintenance organizations of such workshops. The authority of PCME as Chief Boiler Inspector will be exercised by an officer of not less than senior scale level, who is also in charge of M&P maintenance activities in such workshops. With steam locos having been removed from service in most of the Railways, the expertise for maintenance of boilers need to be sustained as a special skill/trade by exclusive training of selected supervisors & staff. A Headquarter organization of Chief Boiler Inspector should also be available functioning under the workshop organization of HQs reporting to CWE. He will oversee the functioning of Boiler maintenance organizations of workshops. He will invoke the powers of PCME as Chief Boiler Inspector to serve notices for non compliance based on the stipulated acts on maintenance of Boilers.

131. Maintenance of Weigh Bridges & Weighing Scales Weigh Bridges & Weighing Scales which are in commercial use in various Railway units have to be maintained in accordance with the relevant Acts on ‘Weights& Measures’, currently in vogue. In many Railways, Rolling Stock Vertical is given the responsibility for maintenance and certification of these Weigh Bridges & Weighing Scales. M&P maintenance organization of Railway Workshops are generally charged with this responsibility, either through their in-house expertise or through certified outside agencies. In some Zonal Railways, this responsibility is given to the Divisional Rolling Stock Vertical.

132. Classification of staff in Workshops The staff employed in Railway workshops, other than Ministerial staff, may be classified under the following broad categories: (i) Helper (ii) Technician. Gr III (iii) Technician Gr. II (iv) Technician Gr. I (v) Senior Technician (vi) Junior Engineer (JE) (vii) Senior Section Engineer(SSE)

133. Staff strength Maximum number of staff in each grade that may be employed on a shop, under normal conditions should be fixed by the General Manager. Any variation in the number so fixed will require appropriate sanction. Note: If the existing number of staff is in excess of the normal strength so fixed, vacancies shall not be filled up until the strength fixed for the workshop is reached.

134. Within the staff strength limits prescribed by the General Manager or any lower authority empowered to do so, the detailed distribution of staff under each trade category will be made by the CWM. This will be the sanctioned strength of each shop. The CWM should communicate to the Workshop Accounts Officer any variations made in the strength so fixed.

135. Agility The annual orders of rolling stock (conventional as well as DPRS) (both numbers and variety) placed on the Production Units is driven by the emerging traffic needs, and shall not be constrained or expanded to match the production capacity. Likewise POH workload on the workshops, number and types of locos or coaches based in sheds and depots will be customer driven and not capacity driven. In order to meet such fluctuations, Production units, workshops or sheds, must be agile like world class organizations i.e. capable of “quickly” adjusting to changing workload (such as product mix or product volumes) and thrive under conditions of constant and unpredictable change. Such agility is consciously built in by: a. Incorporating flexible production systems and creating flexible structures, b. Creating a strong base of multi skilled staff, cross trained to handle a variety of jobs. It shall be the endeavor of the Chief Workshop Managers to get every skilled artisan trained in more than one trade. After the employee passes the prescribed training course for the new skill, the same will be entered in the personal database of the employee. c. Instant mobility of staff between sections, made smooth and seam-less, without establishment hurdles or delays d. As the volume of work decreases or increases necessitating contraction or expansion of staff strength, fixing numbers in each shop with reference to the minimum requirements of the shop, making temporary additions for a limited period. Fall back plans to quickly outsource critical items of work when the demand exceeds capacity.

136. Open Line divisions Rolling Stock (both conventional as well as DPRS), on being inducted on line are allotted to loco sheds, Distributed Power Rolling stock (DPRS) Sheds, coaching, EMU, MEMU, Train set or freight car depots in open line divisions. Thereafter, the Home sheds or depots look after these assets during their entire codal life and keep them operational bya. Ensuring availability of spares and supplies (fuel, sand water etc) for locomotives, Distributed Power Rolling stock (DPRS) and coaches. b. Undertaking preventive maintenance of locomotives, Distributed Power Rolling stock (DPRS) and ensuring their outage and deployment c. Maintenance of carriages, wagons and other items of rolling stock (both conventional as well as DPRS) keeping the ineffective stock to the minimum d. Safety examinations and unscheduled attention as necessary arising on line and at satellite sheds and outstation depots e. Timely withdrawal from traffic and dispatching to nominated workshops for Periodical Overhaul and Mid life rehabilitation to MLR shops f. Planning facilities for induction of additional assets or new trains

137. In addition, open line divisions have the following important functions: a. To ensure that punctuality of trains remains unaffected by defects in the rolling stock (both conventional as well as DPRS) or Locos b. Maintenance of crew booking points c. Proper maintenance of running rooms d. Ensuring coordinated disaster management and maintenance of rolling stock, (conventional as well as DPRS) and equipments needed for deployment in disasters e. Ensuring effective manpower planning f. Ensuring training of staff. g. Ensure passenger amenities in trains like proper cleaning, provision of good quality linen, pest control, watering etc.,

138. Customer orientation Generally speaking, Passengers spend more time in coaches than in terminals. The need for making customer friendly coaches with all amenities cannot therefore be overstated. Likewise, freight once loaded has to reach destination without damages and en-route detachments. RDSO, PUs and the zonal workshops contribute greatly in this effort, but it is the Divisions that act as a window to the customer and it is their performance that ultimately decides customer satisfaction.

139. Some of the instances that provoke customer complaints are: a. Introduction of new or special trains without creation of supporting manpower and infrastructure, b. Failure of Coach or linen cleaning and watering contracts coupled without any separable departmental staff to take over, c. Failure of watering systems, d. Theft of amenity fittings and damages by miscreants etc.,

140. Empowering Coach Maintenance & Disaster Management Wings In an environment of inelasticity in creation of posts (and placing in position skilled persons at short notice) it is necessary that the officers in the open line heading coaching depots/Operation (Running) are given adequate special powers for the following: a. Fall back options while designing cleaning and watering contracts in connection with maintenance/servicing of rolling stock b. Hiring of mobile crane, welders, bulldozers etc across the counter at accident sites. c. Execution of Composite contracts for Passenger amenity works Such empowerment has been recommended by Railway Safety Review Committee (RSRC) also. Schedule of Powers in Zonal Railways should have necessary provisions for empowering the field officers on the above.

141. Unitary Command and Control The unitary command & control of different wings/departments of loco sheds & mega coaching depots must function in manner similar to the practice in workshops as outlined in para 109.

142. Acts relevant to Rolling Stock Production & Maintenance Department Officers and staff of the Rolling Stock Vertical must be familiar with the following Acts which have a bearing on their day to day functioning. a. Factories Act b. Industrial Disputes Act c. Workmen's Compensation Act, 1923 d. The water - Prevention and Control of pollution Act 1974 e. The Air – Prevention and control of pollution Act 1981 f. The environment (Protection) Act , 1986 g. The hazardous waste (management, handling and trans boundary movement) Rules 2008 h. Municipal solid waste (Management and Handling) Rules 2000. i. Indian Boiler Act j. Weights and Measures Act k. The Electricity Act 2003, etc. Copy of Bare Acts can be downloaded from Government of India website ‘www.indiacode.nic.in’

143. Important Codes and Manuals of Indian Railways Officers and senior supervisors of Rolling Stock vertical must also be conversant with the salient provisions in the following Manuals and Codes and abide by them in discharge of their duties: Annexure 1.1 Mid Life Rehabilitation (MLR): Except for the mainframe and superstructure of a Locomotive or rolling stock, rest of the components gets invariably renewed or repaired during Periodical overhauls (POHs) in workshops. Thus only the physical life of frame and structure has been central to decisions on codal life of the Locomotives or rolling stock, which once inducted, therefore stay for long years in service (25 to 40 years). But the technology moves on and today’s equipments come with many superior and cost effective features than that of yesteryears. Stand alone equipments are renewed piecemeal, whenever the renewal is warranted; however systems such as engine, propulsion or brake circuits, flooring and upholstery, wagon bodies etc are renewed en-block in line with latest technology in the middle of the codal life. Using this opportunity, the locomotive or rolling stock is also modernized, while getting a new lease of life. The Mid Life Rehabilitations are carried out either in exclusive MLR shops or in nominated Railway Workshops as decided by Board.

Multiple choice questions:

1.What is one of the corporate objectives of Indian Railways regarding rail transport?

• a) To provide transport only for passengers.
• b) To provide transport only for goods.
• c) To provide rail transport at the lowest cost consistent with user requirements and safety.
• d) To provide rail transport regardless of pollution impact.

Answer: c) To provide rail transport at the lowest cost consistent with user requirements and safety.

2.Which of the following is NOT a mission area for the Rolling Stock Vertical?

• a) Evolving optimal designs for Rolling Stock.
• b) Providing international shipping services.
• c) Maintaining the moving assets ensuring optimal operational efficiency.
• d) Arranging relief and rescue in railway disasters.

Answer: b) Providing international shipping services.

3.Who is responsible for all activities from design to condemnation of coaching stock in the Rolling Stock Vertical?

• a) EDME(Chg.)
• b) PED(W&D)
• c) EDME(Frt.)
• d) CAO(WPO)

Answer: a) EDME(Chg.)

4.What is the role of the Principal Chief Mechanical Engineer (PCME) in the Zonal Railways?

• a) Overseeing ticket sales.
• b) Maintenance of rolling stock and other mechanical equipment.
• c) Managing railway stations.
• d) Supervising railway construction projects.

Answer: b) Maintenance of rolling stock and other mechanical equipment.

5.The Chief Rolling Stock Engineers/Coaching (CRSE/Chg.) ensures:

• a) That freight depots have adequate supplies.
• b) Availability and reliability of the coaching stock above levels fixed by the Board.
• c) That new locomotives are designed and manufactured.
• d) The safety of passengers on platforms.

Answer: b) Availability and reliability of the coaching stock above levels fixed by the Board.

6.The Chief Electrical Service Engineers (CESE) is responsible for:

• a) Maintenance of rolling stock engines.
• b) Availability and reliability of train lighting and air conditioning.
• c) Recruitment of new staff.
• d) Design of new railway coaches.

Answer: b) Availability and reliability of train lighting and air conditioning.

7.What is the responsibility of the Workshop Personnel Officer in a railway workshop?

• a) Designing new railway lines.
• b) Overseeing staff recruitment, payment, and welfare activities.
• c) Supervising train schedules.
• d) Managing ticket sales.

Answer: b) Overseeing staff recruitment, payment, and welfare activities.

8.The Environment and Safety Manager (EnSM) must be fully conversant with which of the following Acts?

• a) Railway Act, 1989
• b) Environment Protection Act, 1986
• c) Indian Penal Code, 1860
• d) Companies Act, 2013

Answer: b) Environment Protection Act, 1986

9.In a Zonal Railway Workshop, the Chief Workshop Manager (CWM) is responsible for:

• a) Managing railway station operations.
• b) Overseeing all officers posted in the workshop.
• c) Selling train tickets.
• d) Conducting train inspections.

Answer: b) Overseeing all officers posted in the workshop.

10.What is one of the duties of the Chief Electrical Engineers/Rolling Stock (CEE/RS)?

• a) Managing railway finances.
• b) Monitoring material availability and procurement for EMU/MEMU.
• c) Designing new railway stations.
• d) Supervising ticket sales.

Answer: b) Monitoring material availability and procurement for EMU/MEMU.

11.The Chief Mechanical Engineer (Planning) assists the PCME in:

• a) Planning railway station layouts.
• b) Investment planning for rolling stock and infrastructure.
• c) Conducting passenger surveys.
• d) Supervising ticket checking.

Answer: b) Investment planning for rolling stock and infrastructure.

12.What is the role of the Chemist and Metallurgist in a railway workshop?

• a) Designing new trains.
• b) Testing and quality control of materials.
• c) Conducting ticket inspections.
• d) Overseeing train schedules.

Answer: b) Testing and quality control of materials.

13.The responsibilities of the Production Engineer in a railway workshop include:

• a) Selling train tickets.
• b) Planning and ensuring the best method of production.
• c) Supervising passenger boarding.
• d) Managing railway stations.

Answer: b) Planning and ensuring the best method of production.

14.What does the planning office in a railway workshop primarily do?

• a) Manages passenger reservations.
• b) Plans activities connected with production for optimal use of resources.
• c) Designs railway stations.
• d) Conducts ticket sales.

Answer: b) Plans activities connected with production for optimal use of resources.

15.The efficiency of a railway workshop or production unit is largely dependent on:

• a) Ticket sales.
• b) Effective planning and production control.
• c) Passenger satisfaction surveys.
• d) Number of trains operated.

Answer: b) Effective planning and production control.

16.Who is responsible for supporting the Production Engineer in rolling out IT modules in workshops?

• A. Chief Workshop Manager
• B. Workshop Security Officer
• C. Chief/Deputy Chief Mechanical Engineer (IT)
• D. Workshop Health Unit Head

Answer: C. Chief/Deputy Chief Mechanical Engineer (IT)

17.What is the primary role of the Workshop Security Officer (WSO)?

• A. To manage the health unit/hospital
• B. To handle IT applications like WISE, UDM, IMMIS
• C. To protect railway premises and safeguard railway property
• D. To supervise the maintenance of boilers

Answer: C. To protect railway premises and safeguard railway property

18.Under whose administrative control does the Workshop Health Unit/Hospital operate?

• A. Principal Chief Security Commandant
• B. Chief Workshop Manager
• C. Principal Chief Medical Director
• D. Chief Mechanical Engineer

Answer: B. Chief Workshop Manager

19.What is one of the responsibilities of shop supervisors?

• A. Protecting the railway premises
• B. Allocating work and deploying staff
• C. Rolling out IT modules
• D. Handling health-related issues in workshops

Answer: B. Allocating work and deploying staff

20.What does the categorization of workshops into Process Shops and Job Shops help with?

• A. Enhancing security measures
• B. Improving health facilities
• C. Streamlining technical and financial control
• D. Simplifying IT application deployment

Answer: C. Streamlining technical and financial control

21.Who is responsible for the maintenance and inspection of boilers in railway workshops?

• A. Workshop Health Unit
• B. Chief Workshop Manager
• C. Chief Boiler Inspector
• D. Workshop Security Officer

Answer: C. Chief Boiler Inspector

22.How is agility in production units achieved according to the document?

• A. By ensuring robust security measures
• B. Through flexible production systems and multi-skilled staff
• C. By maintaining a strong health unit/hospital
• D. Through strict supervision of work and stage inspections

Answer: B. Through flexible production systems and multi-skilled staff

23.Which act is not listed as relevant for the Rolling Stock Production & Maintenance Department?

• A. Factories Act
• B. Indian Boiler Act
• C. Prevention of Corruption Act
• D. The Electricity Act 2003

Answer: C. Prevention of Corruption Act

24.What does the Mid Life Rehabilitation (MLR) process involve?

• A. Enhancing security protocols
• B. Rolling out new IT modules
• C. Renewing or repairing locomotive components
• D. Introducing new healthcare facilities

Answer: C. Renewing or repairing locomotive components

25.Who should be conversant with the salient provisions in important codes and manuals of Indian Railways?

• A. All workshop employees
• B. Chief Workshop Manager only
• C. Officers and senior supervisors of the Rolling Stock vertical
• D. IT managers only

Answer: C. Officers and senior supervisors of the Rolling Stock vertical

 

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