Indian Railway Codes and Manuals-Mechanical code (Rolling stock )-Chapter- 4 (IV)
CHAPTER 4
Administration's Duties and Responsibilities to workers
401.
Introduction With the avowed objective of improving productivity in workshops,
the Railway Board took a decision to introduce some form of incentive scheme in
1949. The first formal incentive scheme was introduced in Chittaranjan
Locomotive Works in December 1954. The initial success of the scheme known as
"payment by results" manifested in extending it to other Repair
Workshops and Integral Coach Factory. The salient features of the incentive
scheme are discussed in paras 402.
402.
Features of the Chittaranjan Scheme a) The workers in an incentive shop are
classified as Direct, Essentially Indirect and Indirect Workers: - i. Direct
workers are those engaged in work, whose quantum can be assessed through time
studies. iv. Essential Indirect workers are those who contributed to the
continuity of the work and whose services are essential but whose work cannot
be assessed through time studies. Supervisors up to the rank of Charge man are
also included in this category. v. Indirect workers are those who are provided
for cleaning etc. do not contribute directly or indirectly to production and do
not earn any incentive bonus. vi. Apprentices are not eligible to participate
in the incentive bonus scheme. b) Basic wage is guaranteed to all the workers.
c) Time is the yardstick for measuring work. The various operations in the
workshops are subjected to time study in accordance with the standard practices
of work measurement. d) The allowed time is so fixed that a workman of normal
ability may earn 33- 1/3%, bonus over and above his basic wages in respect of
period spent on piece-work jobs. e) This allowed time includes all allowances
such as fatigue, general handling, gauging (as relevant) and production bonus
allowance. i. General handling & contingencies: allowance up to 10% or as advised
by board time to time is given. ii. Gauging allowance: allowance up to 5% or as
advised by the board time to time is given. iii. Fatigue allowance: allowance
up to 12.5% or as advised by the board time to time is given. f) The allowances
are built up cumulatively and works out to 65 to 73 % of the time taken by the
workman of normal ability as seen from the table below: Chittaranjan scheme
Visa-vis ILO Normal-ized time of an 80 rating person Built in bonus %
Contingency % Fatigue % Gauging, if applicable % AT reduction by RB in % Total
W/out Gauging Hrs Original 1954 scheme 100 hrs 33.33 12.5 25 5 187 Modified in
Year1999 100 hrs 33.33 10 12.5 5 165 Modified in 2009 100 33.33 10 12.5 5 5 157
Modified in 2019 100 hrs 33.33 10 12.5 5 5 149 g) The ceiling limit of profit
is fixed at 50%, of the time taken in each of the operations/GA hours.
403.
Prerequisites for introduction of Incentive Scheme The proposal to bring the
direct workers, essentially indirect workers and staff of service shops under
the coverage of Incentive Scheme shall be dealt with on the basis indicated in
the broad guidelines laid down by the Railway Board from time to time and shall
be sanctioned by the General Managers under their own powers. Following points
are kept in view while introducing incentive scheme in shops/sections of a
workshop: — a) Whether a list of items to be manufactured or repaired in the
section/shop in which incentive scheme is proposed to be introduced has been
prepared. b) Whether adequate load to meet the increased capacity generated as
a result of introduction of Incentive scheme has been ensured. c) Whether
proper computation and the time studies have been carried out. d) Whether
allowed time have been approved by the Production Engineer/Works Manager. e) Whether
quota cards have been introduced and the allowed time established before any
system of payment by results can be introduced, the allowed times computed from
basic data should be checked to see that they compare favorably with those
actually required to carry out the job. f) Whether the strength and categories
of indirect workers including those declared essentially indirect have been
fixed as a result of proper analysis and approved by Chief Mechanical Engineer.
g) Whether the strength and categories of staff of direct workers have been
determined with reference to the workload on the different load centers and
sections. The No. of effective hours available per shift per month will be
taken as 200 and with the addition of 33-1/3% representing the average
efficiency under incentive scheme, 267 man hours per man per month shall be the
basis for working out the number of direct workers. h) Whether the number of
supervisors has been determined according to actual need keeping in view the
supervisory ratio authorized by Railway Board from time to time. i) Whether
regular supply of raw materials has been ensured. Also whether arrangements
have been made with the stores departments for their reservation before the
release of work orders. j) Whether a system of periodical oiling of machines
tools and plants and other preventive maintenance measures have been
introduced. k) Whether a proper system of inspection has been introduced. l)
Whether action has been taken to introduce biometric punching of entry and exit.
m) Whether production forms on the Chittaranjan Locomotives Works pattern have
been introduced. n) Whether computers for making production documents are in
place.
404.
Allowed Time This is assessed on the assumption that under non-incentive
conditions, an average employee will work at a rating of 60 units. The same
worker while working under incentive conditions would be expected to improve
his rating to 80 units i.e. 33-1/3% more. It is expected that an average worker
would complete an operation in 3/4 of the allowed time. The time saved/lost on
the time allowed in each operation is calculated separately for each worker and
the gain/ loss can not be carried over to the next month. The ceiling limit of
profit is fixed at 50%, of the time taken in each of the operation. Allowed
time of elemental activities should not be stagnant for more than five years.
Allowed time for elemental activities has to be reviewed at least every five
years by work study, in CLW pattern as well as in Group Incentive Scheme, taking
to in to account the changes in process, inputs of M&P & materials as
well as the effect of learning due to expiring gained.
405.
Timing of Operation The only positive check on the efficiency of labor is the
systematic comparison of' time taken for a known job with that allowed for it
careful experimentation, the conditions of work such as speeds and feeds,
quality of material, promptness of supply services, being all sufficiently
fixed and standardized so as to enable just comparison being made. Time standards
should be fixed for individual operation on or with the aid of particular
machines and materials and the time taken by individual worker should be
carefully recorded before it is decided whether the required standard of
efficiency has been attained.
406.
Time Study The system envisages fixation of time standards for each operation,
through a time study to determine the time necessary to carry out a given
activity as accurately as possible from a limited number of observations, at a
defined standard of performance. Before starting a time study it is necessary
to undertake method study and work -simplification. The time Study is the
detailed record of series of events on a floor cycle, which accounts for all
elements of work both effective and ineffective idle time (during which man,
machine or both are idle), the effective time having been rated and ineffective
time classified. Each operation is split into elements which are basic parts of
the operation and consists of one or more motions regularly combined in the
same sequence to establish a definite purpose. These movements are termed as
elements and can be classified into constant and variable. Constant elements
are those which have a standard time allowance for the same set of conditions
while variable elements are those where time will change in allow for variation
of work required in accordance with the dimension or the condition of setting;
Time Studies are then taken separately to establish definite and tangible data
for the performance of above elements. It is essential that wasteful motions
and time taken thereon are not accounted for. Elements should be chosen with
clearly defined break points as for example where the worker changes his hand
from one level to another or puts down one as ride and picks up another. After
observations, the actual time of each element is normalized depending up to the
rating performed by the worker.
407.
Synthetic Times Synthetic time standards are time standards built up
(synthesized) from element times, previously obtained from direct time studies.
Sufficient time studies are taken to arrive at synthetic data such as: a.
Manipulation values. b. Loading and unloading values. c. Setting up values. d.
Changing tool values. e. Preparational values. The average normalized values
obtained out of series of similar studies or standard given by the machine
manufacturer is taken as basis for the synthetics.
408.
Rating Rating is the assessment of the skill and effort involved in each
element and every element should be rated independently of previous elements.
The principle of rating is that an average worker when working at such a speed
and with such an effort that he is just earning basic pay i.e. working at a
time or day work rate under non-incentive conditions is said to be working at a
60 rating. This can be interpreted as saying that he is producing 60 units of
work per hour. This same average worker when working under a properly applied
incentive scheme works at a speed and with such effort as to earn 33-1/3% more
i.e. at an 80 rating, can then be said to be producing 80 units of work per
hour. If he is working at half the effective speed, he is working at 30 rating
or alternatively if he is working at double the effective speed, he is said to
be working at 120 rating. Similarly other ratings are assessed by comparing the
worker under study with the rating of an average worker. Different operative
workers performing the same job are studied and the results checked by superior
rate fixers which finally be endorsed by the Senior Section Engineer of the
rate fixing department.
409.
Normalizing On completion of the time study, the actual times of all the
elements in the work cycle should be converted to time at 80% rating i.e. the
time which the average worker should take to do each element when working under
a correct incentive scheme. This conversion is done by the following
calculation: Normalized Time = Actual time x observed rating / 80 i.e.
Incentive rating Additional allowances as given in the table at Para 502-f are
added to the above.
410.
Preparational Time (PT) Whereas the operational time is per piece, the
preparational allowance is added per batch which allows a worker to prepare to
take up a new job such as collecting tools and drawing raw materials, obtaining
necessary instructions etc.
411.
Extra Time Extra time over the allowed time can be allowed due to: a. Excess
machining work required on castings forgings bars etc. b. Hard
material/alternative material. c. Defects in the machine for which the worker
is not responsible. d. Change in batch quantity against a work order. The rate
fixer will fill up an excess Time Card and issue it to the supervisor concerned
who will get it countersigned by the SSE hand over to the Time Booth clerk for
connecting up with the relevant job/squad cards. At least 10 to 20% of excess
time cards in manufacturing shops and 2 to 5% of inspection cum computation
sheets should be personally checked by PE/APE. “Extra time” taken must be
submitted to the workshop in charge in the form of an exception report every
month; the issues contributing to “repeated bookings” of extra time shall be
addressed to prevent recurrence.
412.
Job Cards/Squad Cards Job card /squad cards are basic documents on the basis of
which incentive bonus is calculated. Allowed time for the job is indicated in
each job card. Once the job is done, same is passed by inspector and certified
by Rate Fixer. Such completed job/squad cards should be sent to Incentive Bonus
section within 48 hours of completion of the job.
413.
Out-turn Results of Incentive working will be determined on the total quantity
"passed" in respect of each operation as recorded on the job-card.
The "passed" out-turn should be recorded by the inspector concerned
on job cards under his dated initials. The inspector examining and passing the
work in regard to both quality and quantity should not be under the influence
of any of those participating in the incentive bonus scheme. The computation
sheets should be finalized within two working days after passing of final
inspection.
414.
Simplification of accountal of Time Taken with computerized GA. With the
introduction of computerized GA system, accountal of Time Taken in job cards
for the monthly accountal period can be simplified by accounting the total number
of jobs passed by inspector for the respective accountal period of the month
instead of maintaining Allowed Time vis a vis Time Taken for each job card
passed. Based on this, bonus earned for any month can be calculated as under:-
a. Total GA hours (under incentive) clocked as recorded by his entry and exit.
b. Aggregate of the Allowed time of all jobs completed c. His hourly rate and
the bonus based on the formula= (b-a)*c.
415.
Time Saved/Time Lost (i) The difference between the "time allowed"
and "time taken" is the time saved, if the former is greater than the
latter and "time lost" if it is otherwise, the allowed time will
comprise of the following: a. Time per piece multiplied with the quantity
passed by inspection. b. Preparatory time per batch-, and c. Extra time allowed
by the rate fixer as per extra time card. (ii) Where two or more workers are
engaged on the same job, the net time saved/lost from each squad card as worked
out will be distributed over the workers in proportion to the time taken by
each of them. (iii) Allowed time on job cards should be printed by the
computer. The allowed times on squad cards should be supported with detailed
printed/cyclostyled inspection cum computation sheets. Hand written/typed
allowed times on job cards/inspection cum computation sheets should be
countersigned by PE/APE. The job cards and other production documents shall be
printed through the computer. Suitable specific electronic security checks on
the computer system would have to be incorporated to prevent possibility of
tampering with the job data for different shop manufactured items.
416.
Material Scrap Normally incentive bonus is payable on quantities of work which
conform to laid down standards and pass inspection. However, if the inspector
certifies rejections as owing to Material scrap. The reject of out-turn will
also be taken into account up to the percentage of work done on the rejects,
for calculation of the "total time allowed and consequently the net time
saved/ lost.
417.
Guaranteed Basic Wages The basic wages of all workers are guaranteed
irrespective of their results of Incentive Bonus, but losses during any
particular month are adjustable against the profits of the same month. Special
procedure should be laid down to electronically disallow completed job cards of
one wage period accounted in the bills of any other month than the current
bill. Details of painted numbers of Locos, coaches or wagons turned out every
month from the workshop or Production Unit must be fed into the system at regular
intervals. Job cards pertaining only to those of the rolling stock turned out
during the month should get accounted; and they should be accounted in the same
month and the system should reject any accumulation.
418.
Incentive Bonus Rates and ceiling on profits in CLW scheme Time saved or lost
will be evaluated at the Incentive Bonus hourly rates as fixed by the Railway
Board for different categories of staff from time to time and circulated to
Railways. Time saved or lost will be evaluated at the Incentive Bonus hourly
rates. Ceiling limit on profits has been fixed at 50% of the standard basic
wages in respect of each worker on simplification of the system as in para 414.
419.
Abnormal Profits The ceiling limit on profit is fixed at 50% of time taken/GA
hours. When large profits (above 50%) are made more or less consistently or by
the majority of workers, the causes contributing to this result should be
carefully analyzed and any defects discovered, rectified. Allowed times can be
revised if improved machine tools are installed or other time saving devices
are introduced and also if there is any error in computation or in printing.
Revised timings thus to be issued with the approval of Production Engineer
should be effective from the date of issue without any retrospective
adjustments.
420.
Losses It is expected that the average worker will complete an operation in 75%
of the allowed time when he will earn 33 1/3 % bonus. If allowed times are
realistic and established, there should be no reason why an employee of average
ability should incur losses instead of making profits. Therefore where losses,
however, small are made more or less consistently by the majority of workers,
the inducement offered by the incentive scheme has ceased to exist. Hence detailed
investigations must be made to ascertain the cause and take remedial measures
including improvement of methods.
421.
Incentive Bonus to essential indirect workers and Junior Supervisors a.
Supervisors at the level of Junior Engineers as essential indirect workers
participate in the incentive bonus. Their earnings are to be restricted to 80%
of the average percentage of profit earned by direct workers of the incentive
section supervised by them. b. The Shop in charge shall submit the information
monthly to the Incentive Bonus section in respect of Direct workers, Essential
Indirect workers and the supervisory staff in the following format, duly
countersigned by Assistant Works Manager by the second of the month following
that to which this relates. -----------------------------------------------------------------------------------------------------
Form 421 A Railway................ Work Shop. ........... Monthly list of
"Essential Indirect Workers" serving Direct workers in Section
No............. of Shop No............ during the month. ............... Part
'A' S.No. Ticket No. Name Category Rate of Pay Remarks Part 'B' Ticket Nos. of
Direct workers served by the "Essential Indirect Workers". S.No.
Ticket No. Name Category Rate of Pay Remarks Assistant Works Manager SSE
-------------------------------------------------------------------------------------------------------
Form 421 B Railway................ Work Shop. ........... Statement of
"Essential Indirect Workers" serving Direct workers in Section
No............. of Shop No............ Part 'A' Name Designation Ticket No.
Rate of Pay Category No. Remarks Part 'B' Ticket Nos. of Bonous workers served
under the supervision of S.No. Ticket No. Name Remarks Assistant Works Manager
SSE Note: A separate statement is required for each supervisor.
422.
Incentive Bonus to Senior Supervisors Senior Engineers and Senior Section
Engineers supervising incentive sections shall be paid a monthly bonus of 15%
of their basic pay. This bonus will be suitably attenuated to debit for the
days of absence. Thus the monthly bonus of will be = 0.15 X ratio of no of days
he was on duty to the total no of working days in the month. The senior
supervisors are entitled to this bonus, even while supervising essentially
indirect workers (EIWs). When supervising incentive and non incentive sections,
the bonus shall however be reduced in the ratio of labor hours under incentive
section to total labor hours of incentive and non incentive section.
423.
Payment of incentive bonus (a) Direct workers. Payment of incentive bonus to
Direct workers is made monthly along with the monthly salary. The payment of
bonus to direct workers is made on the basis of net time saved. The total of
time taken as recorded on job cards is deducted from the total allowed time
obtained from job cards passed by the inspectors. Time saved/lost /month is
worked out with the restriction that the time saved is not more than 50% of the
GA hours. The net time saved is multiplied by the prescribed rate of the category
of worker and bonus paid accordingly. (b) Essential Indirect Workers and Junior
Supervisors are paid bonus at 80% of the average bonus earnings of the section.
For this purpose a concept of standard hour is used to simplify calculations
for hours of work per month. The formula for working out .standard hours is:
Total No. of G.A. card hours actually worked by the direct workers during the
preceding 6 months/one year x 208 hrs Total No. of hours which the workers
should have worked as per the Scheduled working hours during the preceding
6-months/one year. Standard No. of hours can be worked for the workers is a
whole or for certain divisions of the works. Standard hours thus worked out
shall remain current for the ensuring 6 months/12 months after which it will
again be revised. The average percentage of profit of direct workers of each
section is calculated separately as follows: Total net time saved by the
section Section Percentage = X 100 Standard Hours X No. of direct workers in
the section. Note : Leave reserve should be included in above calculation.
Accordingly bonus payable to the essential indirect workers is = Section
percentage / 100 X 80/ 100 X No. of G.A. card hours X Hourly rate of category
of worker. In case of JEs the bonus is paid as per the above formula. Note: The
bonus payments of the supervisors supervising the direct worker under incentive
scheme as well as direct workers under non incentive, calculated as per the
above, formula should be further multiplied by the ratio of the Direct Workers
under the incentive scheme to direct workers under incentive scheme plus direct
workers under non incentive scheme supervised by them.
424.
Incentive to staff in the service shops Such of the service shops and sections
of mill Wright and tool and template shops where workload can be measured and
quantified should be covered under incentive scheme as for direct workers. But
where it cannot be undertaken and where the maintenance staff are wholly
engaged in the servicing maintenance and repairing of machinery, plant and
equipment of various shops, should be covered under incentive scheme as
essential indirect workers. The following guidelines should be adopted: a. The
machinery, plant and equipment maintenance should be completely segregated into
individual groups attached to specified manufacturing and production shops; b.
For each such maintenance group a work register must be maintained indicating
the jobs done in each shift with the commencement and completion time thereof.
This should be countersigned by the JE/SSE every day. This is necessary because
on the basis of the information contained in this register idle time of
machines due to breakdown will be assessed. c. Gang strength should be fixed
after hiking random study of the activities of these gangs and the workload
involved in the shops/sections where they are attached. d. In the case of
absenteeism in the maintenance gangs, the deficient numbers should be made good
from the general pool of workers of the millwright shops and on the specific request
made by the gang in-charge. e. Payment of incentive to 'Essential Indirect
Workers" should be related to their performance for this purpose a minimum
monthly machine breakdown leading to idle time of direct workers should be
fixed. When this target is exceeded, no incentive payment will be made to the
maintenance gangs. f. The amount of incentives bonus should be worked out as
for "Essential Indirect Workers" staff, with reference to average
percentage of profits earned by direct workers of the shops/ sections to which
they are attached. Supervising the service shop artisans who have been brought
under incentive scheme will also be eligible for 80% of the average percentage
of bonus earnings of the sections to which such service shop men are attached.
425.
Workers booked on Incentive and day work systems Ordinarily a worker booked on
Incentive system should not be utilized on 'day work' and vice versa during the
same wage period except in very special circumstances.
426.
Overtime working in Incentive sections There should not be any overtime booking
in sections under incentives.
427.
Idle time Apart from wages having to be paid for no work done, idle time
entails huge avoidable losses in production. All possible steps should
therefore be taken for preventing idle time. The time taken up in delays and
holdups, due to breakdown of service or plant or any other cause for which the
direct worker cannot-be held responsible should be booked to "idle
time" and all time so booked should be carefully investigated,
responsibility for the delay or breakdown located and such steps, as may be,
considered desirable, taken to prevent such waste. To record idle time, there
shall be an ''idle time card" for each worker for each month. These cards
will depict the reasons as detailed below on the reverse of the idle time cards
for the analysis of idle time. These cards will remain in the custody of time
booth clerk and shall be punched on/off with the commencement/cessation of idle
time on the authority of idle time slips issued by JE. Idle time cards shall be
signed by JE and countersigned by SSE and shall be sent to the accounts office
along with the job cards. Idle time shall be chargeable against shop on cost
work order. However, idle time up to 15 minutes in each case may be allowed to
be booked against job card concerned and not accounted for as idle time. Idle
time can be booked on account of the following reasons: a. No power. b. Machine
repair. c. Lack of material d. Lack of tools e. Waiting for work f. Crane
repair g. Miscellaneous.
428.
Deduction from supervisors for idle time The JE of a shop are directly
responsible for (i) lack of work and (ii) lack of tools. Therefore, for the
idle time arising out of these two causes, proportionate deductions on the
following scales should he made from the percentage incentive bonus earned by
the concerned supervisors. S.No Idle time for direct workers Percentage
incentive bonus to be debited 1 2% and above but less than 5% 10% 2 5% and above
but less than 15% 20% 3 15% and above No Bonus If data for idle time not
available at the time the bills for incentive bonus are prepared, the position
should be reviewed subsequently and necessary adjustments carried out through
the bill for the next month.
429.
Allocation of bonus a. The amount of Incentive bonus of direct workers shall be
chargeable to the work order concerned. The amount of bonus of Essential
Indirect workers and the supervisory staff shall be chargeable against shop on
cost work order to be opened for this purpose. b. For the purpose of
allocation, the time saved up to the ceiling limit of 50% of the time taken/GA
hours as evaluated at hourly rate shall be taken into account. Time lost which
shall be taken into account for calculating the net amount payable, shall be
ignored. The difference between the amount allocate and paid shall be charged
as shop on cost.
430.
Extension/ Contraction Proposals The following points should be kept in view
while dealing with the Extension/ Contraction proposals of incentive scheme in
the sections already operating under the scheme: - The proposal for extension
should only be made out wherever there is an increase in the work load on the
nature of work for which an incentive proposal has already been noted and
reasons for increase in work load have been brought out. a. No increase has
been made in the original allowed lime and that any increase in the strength of
staff is proportionate to that indicated in the original proposal. b. Number of
Essential Indirect Workers and Indirect Workers is strictly below the caps
prescribed. c. In cases of extension, the possibility of using the same
unskilled staff for material handling movements under the extended load should
be carefully checked, in case of contraction of incentive scheme, the
possibility of reductions of unskilled staff should be carefully checked, d.
The provision of supervisory staff should be critically examined. In cases of
merger of sections, the possibility of reduction of supervision shall be
properly looked into.
431.
Capping on IW and EIW strength The following targets should be worked in
respect of unskilled staff engaged as indirect and essential indirect workers.
As the infrastructure and methods of operations improve, this ratio can be further
reduced by Chief Workshop Managers. Name of the sub-shop Maximum Strength of
unskilled workers engaged as indirect and essentially indirect workers.
Erecting 15% of the total strength of the erecting/shop. Welding 12-1/2% of the
total strength of the Welding shop. Carriage Building 10 % of the total
strength of the Carriage Building shop. Carriage Repair 10% of the total
strength of the Carriage Repair/shop. Paint 10% of the total strength of the
Paint shop. Trimming 10% of the total strength of the Trimming shop. Wagon
Building . 12% of the total strength of the Wagon Building shop. Wagon repair
15% of the total strength of the Wagon Repair shop. General Iron Foundry 20% of
the total strength of the General Iron Foundry. Brass Foundry 25 % of the total
strength of the Brass Foundry. Smith & Forge 10% of the total strength of
the Smith & Forge Shop. Machine 10% of the total strength of the Machine
shop. Wheel 10 % of the total strength of the Wheel shop. Tool Room 10 % of the
total strength of the Tool room. Millwright 25 % of the total strength of the
Millwright. General Iron Foundry 25% (instead of 20%) of the total strength of
the General Iron Foundry. Increase EIW staff %age because engagement of EIW
staff is high as per nature of the work or applicable as per requirement
decided by competent authority. Smith & Forge 15% (instead of 10%) of the
total strength of the Smith & Forge Shop. Wheel 20% (instead of 10 %) of
the total strength of the Wheel shop. Millwright 50% (instead of 25 %) of the
total strength of the Millwright. *Calculation formula for EIW staff = EIW
staff (excluding JE) x 100 DW+EIW staff ((excluding JE) JE is not included as
they have to monitor peripheral work as well
432.
Checking of Job Cards The job cards received in Incentive section of the
Accounts Office should be checked to see that: a. These have been inspected and
signed with date by the shop inspector for the quantity passed; b. All
corrections in the pre-printed job cards bear the dated signature of the shop
rate fixer under his designation. c. Total of the 'Time Taken" as struck
on the job cards by the Time booth clerk tallies with the details on the job
cards. d. "Total allowed time" will be worked out on the basis of the
'passed' outturn. The allowed time as appearing on the job card should be
checked with that approved by the P.E. by comparison with the master planning
card or list of allowed times approved by Production Engineer. For this
purpose, a copy of each master-planning card should be supplied by die P.E. to
W.A.O. This check may be exercised as a percentage post check (under orders of
the FA&CAO) in such a way that all "allowed times" get checked in
rotation. e. Time saved/lost for each operation shall be worked out taking care
that the time saved against job card/squad card is restricted to 50 % of
checked up "time taken" as recorded on each card. If simplification
of job card accountal is adopted as per para 515, the limit of 50% of time
saved over time taken should be adopted for the entire accountal month for each
worker. f. Hand written job cards are certified by AWM/P.E. g. Excess time card
is attached with the job card wherever "excess time card' is indicated. h.
Out-turn statements are certified by the Inspector and are signed by the shop
supervisors. For excess time and for the items of work not covered by the
approved list there should be signature of the rate fixer. i. It should be
crosschecked that No. of direct workers, essentially Indirect Workers and
supervisors in whose favor bonus has been billed for, are not in excess of the
sanctioned strength. j. All the job cards as per monthly statement showing
serial nos. of job cards supplied during the month as received from the time
booths have been taken into account. k. Proportionate deductions are made from
the profits earned by the JEs and SEs, if idle time of production workers on
account of lack of work and lack of tools is 2% and above. l. Amount of bonus
to JEs is in the ratio which the total No. of direct workers under incentive
bears to total number of direct workers in the section. m. Detailed
instructions for checks to be exercised on the job cards and bills of incentive
bonus may be laid down by the Financial Adviser & Chief Accounts officers
of each railway to suit the local requirements. n. The idle time cards attached
with the job cards should be checked with idle time slips issued by shop JEs.
All the idle time cards should have been personally checked by Works
Manager/Assistant Works Manager within 24 hours of being punched "IN".
o. Job cards should be supported by suspension/ resumption slips if there have
been punching -OFF" and punching "IN" due to suspension/
resumption of jobs. Suspended job should be rigidity checked by Works
Manager/Assistant Works Manager and suspended jobs for one month to another
month should be checked by Production Engineer/Assistant Production Engineer.
433.
Group Incentive scheme The group incentive scheme has following aims: a.
Improved output performance of shops and sections b. Improved quality of
workmanship c. Reduced absenteeism d. Improved man power ratio. For a new PU or
Railway workshop where an incentive scheme is proposed, GIS shall be
introduced. In the PUs or Shops where Chittaranjan pattern is already in vogue,
GIS shall be progressively implemented. Incentive scheme was introduced with an
objective of improving productivity in workshops. Outsourcing of activities is
another means to improve productivity, as such New PU or railway workshops must
weigh the pros and cons of outsourcing vs. Incentive scheme before introducing
the same.
434.
Main Features Main features of this scheme are: a. Built on the fundamental
logic of linking bonus to physical output which-- Shall be transparent and identifiable as the
final product and«
not lend itself for reworking or recycling.«
b. In units having a broad product matrix, the unit of output is standardized
in terms of SPUs (Standard Production Units) c. Classification of employees
into direct, indirect and EIW categories is replaced by a new classification
based on groups Production shops, with
100% bonus« Support shops at 80% of Average Incentive
earned by Production shops and«
Support departments at 50% of Average Incentive earned by Production
shops.«
d. Covers all manpower – supervisor upto JE, skilled and unskilled e.
Individual groups are chosen such that the products manufactured/repaired by
them are directly dispatchable in numbers. If they produce/ repair different
products with varying man-hours, such products are expressed in an equated
SPUs. f. Groups are to be as small and as cohesive as possible. g. SE &
SSE’s earn bonus a maximum of 15% of their basic pay, subject to the condition
that, their production shops earns incentive bonus equal to (or) above 15%. If
it is less than 15%, they will get as per the shops earnings. h. There is
deduction in this system against the quality factor and excess detention of
products/rolling stock i. Irrespective of work content of each type of rolling
stock/product, the unit of account is in ‘SPUs’. j. The incentive earnings is
purely dependent if the out turn of the system crosses over and above the
outturn based on 100R. k. Here, if the percentage of heavy repair rolling
stock/product be received more at par with the product mix, the incentive gets
affected. Annexure 4.2 compares the features of the Group incentive scheme with
those of the earlier Chittaranjan model.
435.
Special Management responsibility in incentive schemes With a thorough
understanding of the limitations of both the incentive schemes managements in
Workshops and Production Units have a special responsibility to maximize
returns from incentive payments by constantly fine tuning the schemes and
ensuring that efficiency and enterprise are only rewarded.
436.
Training The responsibility for equipping an employee with necessary skills and
knowledge to discharge his/her duty rests with the employer. When the employee
is not sure of his/her skills or knowledge of rules, he/she tends either to
make mistakes or altogether avoid his legitimate duty or activity under some
pretext due to fear of flouting an unknown rule, damaging a machine, facing the
ignominy of vigilance complaints, peer sneer etc. While the establishment
related issues of training are spelt out in the Establishment Manual, the
exposure necessary for employees in various activities in a Production Unit,
Repair Workshop, Loco shed or C&W depot is elaborated here. Management must
aim to train up every employee of the unit for at least two percent of their
man-days every year on any need based subject or standard syllabus adopted for
promotion /refresher courses. CWMs of workshops must be suitably empowered for
hiring of outside trainers and training agencies as well as arranging training
of railway staff in private institutions.
437.
Categories of Employees Employees can be divided into three groups: a. Skill
based - for e.g. artisans b. Rule based - for e.g. senior supervisors and
junior management. c. Knowledge based - for e.g. senior management As seen from
the table below, there are no tight compartments and some overlap of traits
between the groups is not only essential, but also inescapable. Apart from
improving attitude and commitment to organization, Training courses should
intensively target the core competence on aspects as highlighted in this table:
Training to concentrate on Designation of Trainee Skills Rules Knowledge
Strategy Unskilled to Skilled Skilled to JEII, JE I JEII, JE I to SE/SSE SE/SSE
to Junior officers Junior to Senior officers Senior officers Remarks: a.
Irrespective of the grade of entry, every employee should be given a short
orientation course on his/her first appointment, explaining organizational
structure, work environment and basic rules of the Railway and how he/she is
expected to conduct himself/herself. b. Special care must be taken to ensure
that employees are not qualified routinely without acquiring necessary skills
before being deployed in “safety critical work”, that is likely to affect
safety of the organization or the society at large (fitters or electricians for
e.g. deployed in wiring, maintenance of brakes etc). It is incumbent on the
management to ensure that- The employee
is competent and has developed adequate skills in that trade«
and is so certified fit to undertake that work by an competent agency like
NCTVT. There is an existence of an
adequate record of training and an assessment as« said above
undergone by the employee and that the employee has been issued with means of
identification. c. Promotion to any of the entry grade should be preceded by a
structured training. In fact, such training will be a “pre-requisite” for
promotion to the entry grades (skilled artisan, JE II, SSE, junior
scale/assistant officers etc.).
438.
Training of new comers Just as a person’s character is shaped by the love and
care he/she received in the infant days, an employee’s commitment and
competence is made or marred by how an organization treats him in the initial
years. Every new comer to the organization should have a focused, albeit short
training, exposing him to the organizational structure, basic conduct and
discipline rules, organizational goals and what the organization expects from
an employee. The syllabus for this training should be carefully crafted and
reviewed periodically, at least once a year. Once trained and certified fit,
these persons should be employed straightaway in core activities to derive the
full benefits of their commitment and competence.
439.
Multi-skilling In order to strengthen Plant agility and labor mobility, best
plants across the world train their employees in 5 to 6 trades. Inside their
production shops people are cross trained to operate all machines in a cell and
many firms have as many as six job descriptions for their employees. For
training artisans in additional trades, the Directorate General of Employment
& Training, Ministry of Labor & Employment, Government of India
(http://dget.nic.in/mes/index.htm) has designed “modular employable courses”.
These short courses enable a person to do other jobs requiring different skills.
In order to improve the productivity standards of the employees, appropriate
multi skilling with “Modular Employable Skills” must be attempted progressively
through specific administrative orders. To start with, technicians being
rotated through various work centres demanding similar skills should be tried
so as to make them familiar with the working of different work
centres/sections, say once in five to seven years. This will improve their
employability and promotional prospects, besides the productivity. This will
also pave way for optimization of manpower to suit the changing pattern of
workload. Every employee who widens the span of skills/knowledge should be
rewarded generously.
440.
Designing of courses and employee involvement Apart from mandatory training
courses, special courses are needed to hone the skills of employees. Here it
may be necessary to involve the stake holders and ask them areas where they
feel some exposure is necessary to improve their functioning. Some examples are
- rate fixers looking for training on work study, millwright fitters on CNCs,
electricians on locomotive circuits, supervisors on 6 sigma or 5S Kaizen,
clerical staff on Word Processing, drawing office staff on AutoCAD for, Crane
usage on accident sites for BD staff and a variety of such topics. Employees
may not be aware of the menu that the world of training can offer them and the
Director/IRIMEE/other Centralized Training Institutes (CTI) shall circulate
details of these courses every quarter, and also help by conducting these
courses in the workshop BTCs or divisional training centers. The list sent by
IRIMEE/other Centralized Training Institutes (CTI) should be exhibited for the
notice of the employees and formal consultations made to know their perceived
training needs.
441
Improving trainee Participation It is necessary that the training programs are
run with full attendance with employees carefully chosen for each course. In
order that the fruits of the vast infrastructure reach the targeted employees
and training slots do not remain unutilized, the following action must be
taken: a. Period of training to be kept less than 7 days more so for older
employees with family commitments. b. Compulsory training Programs may include
an element of lucrative sojourns to a good industry combining with a tourist
spot. c. Assure trainees of getting posted back to the same station after the
program. d. Decentralize the training to Divisions and workshops to the extent
possible so that each Division/Workshop has a training center liberally
equipped with class rooms, latest training gadgets, teaching aids, equipment,
etc. The minimum requirement must be stipulated by Railway Board and this must
be reviewed once in 5 years by Railway Board. e. In addition PUs and zonal
Railways should have a running arrangement with renowned training institutions
for specialized courses. f. Promising employees with excellent performance
records and trainees who excelled in their courses may be incentivized by
deputing them to training in premier Institutions inside and outside the
country. g. Create advisory boards for every training Institution with retired
officers and supervisors of academic and professional eminence, whose
collective thinking with years of experience can provide valuable inputs in
deciding the courses, course content and the target audience. h. Adequate
resource personnel in the form of faculty members/Instructors/ identified Key
Resource Persons (KRPs) who are regular employees must be made available as
trainers. The incentive for teaching staff must be adequate to attract talent.
It is important to realize that every rupee spent on training is a good
investment and not a wasted expenditure.
442.
Salary Payment. All regular salary payments will be made through Banks by
electronic means of transfer (like Electronic Clearing System, Electronic Funds
Transfer etc.) All miscellaneous payments like supplementary bills, advances,
arrear payments, PF withdrawals etc. shall be planned to coincide with monthly
salary and shall be prepared in the appropriate payroll system and merged with
salary. However, the Chief Workshop Manager in consultation with their
associate finance can arrange for cheque payment only for miscellaneous
payments in an emergency.
Annexure
4.1 Managerial And Exception Statements to be generated by the system Four
levels of managerial statements are required for analysis and effective
utilization of manpower. i. Individual Shop level ii. Workshop level iii. Head
quarters level. iv. Railway Board- mostly exception statements, arising out of
comparing the vital statistics of shops. a. The details of GA hours logged by
the shop/section /division/workshop etc; the detail should be available up to
each employee. b. Load lifted by the shop/ section /division/workshop etc; the
detail should be available up to each employee. c. Details of incentive earned
shop/ section /division/workshop etc; the detail should be available up to each
employee. d. Details of idle time, missing hours of shop/ section
/division/workshop etc; the detail should be available up to each employee. e.
List of regular absentees and DAR action details. f. List of poor incentive
performers. g. Load center/section/shop wise rejection/rework details. h. Load
center/section/shop wise +timing/-timings booking. i. For POH of every type of
Rolling stock, man hours consumed in each shop and for the total workshop and
the national best figures. (Painting man hours of a GS coach in one shop for
example to be compared with the paint shop in another zone). j. Failure on line
of stock within- 3 months of
POH/Rebuild/Manufacture of coaches¬ 100 days for POH/Manufacture of wagons¬ One year for POH/Rebuild/Manufacture of Locos¬
k. Accident indicted quality problems reported by divisions. l. Incidence of
wagon Heavy Repair within 2 POHes of new manufacture or previous Heavy repair.
m. Incidence of corrosion in Coaches within 10 years of manufacture/Rebuild or
5 years of previous corrosion repair. Annexure 4.2 Comparison between
Chittaranjan and Group Incentive Scheme Chittaranjan Incentive Scheme (CIS)
Group Incentive Scheme (GIS) There are two Groups of Staff. Direct Workers.« Essentially Indirect Workers.«
Shops are categorized as follows:
Production Group«
Support shops.«
Support Dept« 1 All Incentive shops are DW & EIW,
where DWs gets 100% and EIWs get 80% of DWs.
Production shop 100% incentive.¬ Support Shop 80% of “Average¬
Incentive of Production shops”. Support
Departments 50% of¬ “Average Incentive of Production
Shops”. 2 SE & SSE in shops get 15% incentive bonus on their Basic pay.
Their bonus is not linked with the bonus earned by shops. SE & SSE’s earn
bonus a maximum of 15% of basic pay, subject to their production shops earning
incentive bonus equal to (or) above 15%. If less than 15%, they will get as per
the shops earnings. 3 There is no penalty clause included in this system for
deduction from the outturn in respect of quality factor. There is deduction in
this system against the quality factor and excess detention of rolling stock. 4
Here allowed time is assessed for each and every nature of repairs on the
product/wagon. Irrespective of work content of each type of stock, unit of
account is in ‘SPUs’. 5 Even a PU or workshop produces less than even the
minimum targeted outturn that was achievable under Non-incentive conditions, a
section in that PU/Workshop if it completes its quota can still earn bonus.
Unless there is physical dispatch, there is no incentive earning. 6 Quality is
achieved by the Inspection staff and no bonus is payable for jobs not passed by
inspection. Physical parameters as reported by the user are quantified to
measure Quality and determine the bonus. Annexure 4.2A All Incentive shops are
DW & EIW, where DWs gets 100% and EIWs get 80% of DWs. Support shops at 80% of weighted Average
Incentive«
earned by Production shops and Support
departments at 50% of weighted Average Incentive« earned by
Production shops. Annexure 4.3 Administration Responsibilities on Industrial
Safety & Environment Management Industrial Safety a. Putting in place, fire
fighting systems and to ensure its efficacy in times of distress by conducting
regular drills. b. Evolve an Emergency Preparedness Plan‖ for the shop and
ensure that it works by frequent mock drills. c. Battery management and
handling as per rules. d. Maintenance of fire extinguishers, fire hydrants and
static water tanks and other equipments e. Setting up of disaster management
system and to conduct periodic drills to deal with any eventuality. f. Medical
examination of operators of dangerous machines. g. Accident preventive
measures, counseling, safety propaganda campaign. h. Training in Safety &
Environmental issues: i. Conduct safety audits internally and externally and
implement recommendation based on audits. j. Investigation and enquiry of accidents
of major nature. k. Other safety related activities. l. Training employees in
reducing repetitive motion injuries. m. Eye water wash facility for staff
working in welding and painting area. n. Assessment and provision of personal
protective equipment like industrial safety shoes, helmets, goggles, ear muffs,
nose mask and gloves. o. Testing and examination of EOT cranes, hoists, lifting
tackles pressure vessels, power presses, grit blasting plant, Forklifts, mobile
cranes by competent personnel. p. Work permit system for contract workers q. To
ensure that contract labour, when employed, use necessary protective clothing.
r. Orientation programme on industrial safety and environment must be arrange
for all new entrants of workshop including contract labor, vocational trainees
etc. Environment Management 1. Air management a. Ambient air quality monitoring
b. Stack monitoring of furnace gases c. Remedial measures to improve air
quality in consultation with Pollution Control Board (PCB) d. Identification of
sources of dust and airborne particles and their elimination e. Effective
operation and maintenance of air pollution equipment like wet scrubbers and
dust collectors f. Afforestration including development of green area. 2. Water
management a. Construction and maintenance of Effluent treatment plants as
necessary. b. Regular sampling and evolving control measures to neutralize
Toxins and Pollutants. c. Sewage collection, treatment and disposal d.
Identification and origin of water pollutants and their disposal e. Supply of
potable water f. Recycling waste water where economically and/or ecologically
justified. g. Rainwater harvesting. 3. Other majors a. Solid waste management
solutions e.g waste of compost, waste to energy plant etc. b. Eco friendly faecal
treatment/ disposal arrangements. c. Solar energy plants including PV modules
for off-grid applications . d. Energy efficient lighting fixtures. Mandated
Procedures and Other Improvements on Industrial Safety and Environment
Management. a. Obtaining license for operation of factory from Chief Inspector
of Factories. b. Obtaining license from Chief Controller of Explosives for
usage and storage of flammable, compressed/liquefied gases if any. c. Obtaining
consent for operation of factory from Pollution Control Board (PCB). d.
Obtaining approval for any alterations, extension or inclusion of M&P items
and fixed structure from Chief Inspector of Factories. e. Submitting annual
environmental audit report f. Filing periodical returns as per acts. g. Coordination
with PCB and Factory Inspectorate for sampling, testing, and issue of Licenses.
h. Coordinate with external laboratories for conducting tests. i. To conduct
energy and fuel audits and to reduce their consumption in a graduated manner.
j. Periodical environment audits k. Setting up of environment laboratory where
necessary. l. Maintenance of fixed structures. In case of repair workshops,
separate cleaning area should be created outside the workshop security zones,
where incoming coaches and wagons are cleaned thoroughly by a separate
contract. In the divisions, On-Board Housekeeping System (OBHS) should be
adopted to ensure faster cleaning of coaches. The effluent water may be
recycled and the debris should be cleared by the same contractor on a day to day
basis Waste generation Any by product of the repair/manufacturing processes and
activities executed inside the workshop premises, not useful to the Railways is
termed “waste”. Waste in any form is a cost to the Railways and therefore
generation of waste must be creatively and actively eschewed. Accordingly an
important environmental initiative is to frequently review input material
specifications, processes and final products so as to minimize, if not,
completely eliminate pollution or hazardous and other wasters through capital
and process improvements. The efficacy of these initiatives may be assessed by
the reduction in the “solids-per-pound of product” from the workshops, as well
as waste liquid discharged, the eventual goal being Zero waste discharge.
When was the first formal incentive
scheme introduced in Chittaranjan Locomotive Works?
- A) 1949
- B) 1954
- C) 1965
- D) 1971
- Answer: B) 1954
2. In the Chittaranjan Scheme, who
are classified as Direct Workers?
- A) Those who clean the workshops
- B) Those engaged in work assessed through time studies
- C) Supervisors up to the rank of Charge man
- D) Apprentices
- Answer: B) Those engaged in work assessed through time
studies
3. What is the ceiling limit of
profit fixed at in the Chittaranjan Scheme?
- A) 40%
- B) 50%
- C) 60%
- D) 70%
- Answer: B) 50%
4. What is the purpose of
preparational time (PT)?
- A) To account for machine downtime
- B) To allow workers to prepare for a new job, such as
collecting tools and drawing raw materials
- C) To cover personal breaks
- D) To include quality inspection time
- Answer: B) To allow workers to prepare for a new job,
such as collecting tools and drawing raw materials
5. How often should allowed time for
elemental activities be reviewed according to the guidelines?
- A) Every 3 years
- B) Every 5 years
- C) Every 10 years
- D) Annually
- Answer: B) Every 5 years
6. Who is responsible for fixing
allowed times for operations in the workshops?
- A) Production Engineer/Works Manager
- B) Senior Supervisors
- C) Rate Fixer
- D) General Manager
- Answer: A) Production Engineer/Works Manager
7. Which of the following is NOT
included in the allowances for allowed time?
- A) General handling & contingencies
- B) Gauging allowance
- C) Fatigue allowance
- D) Break time allowance
- Answer: D) Break time allowance
8. What percentage of bonus over and
above basic wages is a workman of normal ability expected to earn in the
Chittaranjan Scheme?
- A) 25%
- B) 33-1/3%
- C) 50%
- D) 75%
- Answer: B) 33-1/3%
9. What is the expected rating of a
worker under incentive conditions as per the guidelines?
- A) 60 units
- B) 70 units
- C) 80 units
- D) 100 units
- Answer: C) 80 units
10. Who certifies extra time allowed
due to excess machining work or defects in the machine?
- A) Rate Fixer
- B) Senior Section Engineer
- C) Inspector
- D) Production Engineer
- Answer: A) Rate Fixer
11. Who is NOT eligible to
participate in the incentive bonus scheme?
- A) Direct workers
- B) Essential Indirect workers
- C) Indirect workers
- D) Apprentices
- Answer: D) Apprentices
12. What is the expected average
efficiency under the incentive scheme?
- A) 100 man hours per month
- B) 150 man hours per month
- C) 200 man hours per month
- D) 267 man hours per month
- Answer: D) 267 man hours per month
13. What type of workers are
classified as Indirect Workers?
- A) Those engaged in work assessed through time studies
- B) Those who contributed to the continuity of work
- C) Those provided for cleaning and do not earn any
incentive bonus
- D) Supervisors up to the rank of Charge man
- Answer: C) Those provided for cleaning and do not earn
any incentive bonus
14. How should extra time cards be
checked according to the guidelines?
- A) 10 to 20% of cards in manufacturing shops and 2 to
5% of inspection cum computation sheets should be checked by PE/APE
- B) 50% of all extra time cards
- C) Only those above a certain threshold
- D) Random sampling without specific percentage
- Answer: A) 10 to 20% of cards in manufacturing shops
and 2 to 5% of inspection cum computation sheets should be checked by
PE/APE
15. What is the basis for working
out the number of direct workers?
- A) 100 man hours per shift per month
- B) 150 man hours per shift per month
- C) 200 man hours per shift per month
- D) 267 man hours per shift per month
- Answer: D) 267 man hours per shift per month
16. Who is responsible for ensuring
the regular supply of raw materials before the release of work orders?
- A) Rate Fixer
- B) Production Engineer
- C) Stores Department
- D) Chief Mechanical Engineer
- Answer: C) Stores Department
17. How is the time saved/lost on
the allowed time in each operation calculated for each worker?
- A) It is carried over to the next month
- B) It is calculated separately for each worker and not
carried over
- C) It is averaged over all workers
- D) It is ignored if within a certain threshold
- Answer: B) It is calculated separately for each worker
and not carried over
18. Who should countersign the
hand-written/typed allowed times on job cards/inspection cum computation
sheets?
- A) Senior Section Engineer
- B) Production Engineer/Assistant Production Engineer
- C) Rate Fixer
- D) General Manager
- Answer: B) Production Engineer/Assistant Production
Engineer
19. What should be done if large
profits above 50% are made consistently?
- A) Continue without changes
- B) Analyze causes and rectify defects
- C) Increase the allowed time
- D) Decrease the bonus rates
- Answer: B) Analyze causes and rectify defects
20. What is the expected standard
rating of an average worker under non-incentive conditions?
- A) 40 units
- B) 50 units
- C) 60 units
- D) 80 units
- Answer: C) 60 units
21.
How is the monthly bonus for Senior Engineers and Senior Section Engineers
supervising incentive sections calculated?
a) 10% of their basic pay
b) 15% of their basic pay, adjusted for days absent
c) 20% of their basic pay
d) 15% of their basic pay, irrespective of absence
Answer:
b) 15% of their basic pay, adjusted for days absent
22.
What is the basis for paying incentive bonuses to Direct Workers?
a) Total hours worked
b) Time saved compared to the allowed time
c) Fixed percentage of their salary
d) Monthly attendance
Answer:
b) Time saved compared to the allowed time
23.
Essential Indirect Workers and Junior Supervisors receive their bonus at what
percentage of the average bonus earnings of their section?
a) 50%
b) 60%
c) 80%
d) 100%
·
Answer: c)
80%
·
4. What
factor affects the bonus calculation for supervisors who oversee both incentive
and non-incentive sections?
a) Ratio of direct workers to indirect workers
b) Ratio of labor hours under incentive to total labor hours
c) Number of absences in a month
d) Type of machinery used
·
Answer: b)
Ratio of labor hours under incentive to total labor hours
·
5. For
which type of workers should the incentive scheme be applied if workload can be
quantified?
a) Direct workers only
b) Essential Indirect Workers only
c) Service shop workers
d) Supervisors
·
Answer: c)
Service shop workers
·
6. What
should be included in the calculation of idle time?
a) Time taken for breaks
b) Delays due to breakdowns or lack of materials
c) Personal time off
d) Scheduled maintenance
·
Answer: b)
Delays due to breakdowns or lack of materials
·
7. What is
the maximum idle time that can be booked against a job card without being
considered as idle time?
a) 10 minutes
b) 15 minutes
c) 20 minutes
d) 30 minutes
·
Answer: b)
15 minutes
·
8. What
percentage deduction is made from a supervisor’s bonus if idle time for direct
workers is between 5% and 15%?
a) 10%
b) 15%
c) 20%
d) No deduction
·
Answer: c)
20%
·
9. How
should overtime booking be handled in incentive sections?
a) Allowed at any time
b) Restricted but permissible in special cases
c) Not allowed
d) Encouraged to increase productivity
·
Answer: c)
Not allowed
·
10. What
should be reviewed in extension proposals of incentive schemes?
a) Increase in the number of direct workers
b) Proportionate increase in staff strength
c) Decrease in the cost of materials
d) Upgradation of machinery
·
Answer: b)
Proportionate increase in staff strength
·
11. What
is the maximum strength percentage of unskilled workers engaged as indirect
workers in the Welding shop?
a) 10%
b) 12.5%
c) 15%
d) 20%
·
Answer: b)
12.5%
·
12. What
should be done if idle time data is not available at the time of preparing
incentive bonus bills?
a) Ignore the data
b) Review the position later and adjust through the next month’s bill
c) Report to the higher authorities
d) Withhold the bonus
·
Answer: b)
Review the position later and adjust through the next month’s bill
·
13. How is
the bonus for supervisors supervising both direct workers under incentive and
non-incentive schemes calculated?
a) Based on direct workers only
b) Based on non-incentive workers only
c) Multiplied by the ratio of direct workers under the incentive scheme to the
total number of workers supervised
d) Fixed amount irrespective of the ratio
·
Answer: c)
Multiplied by the ratio of direct workers under the incentive scheme to the total
number of workers supervised
·
14. What
action should be taken for maintenance staff in shops where workload can’t be
quantified?
a) Apply the same incentive scheme as for direct workers
b) Treat them as Essential Indirect Workers
c) Provide a fixed monthly bonus
d) Exclude them from the incentive scheme
·
Answer: b)
Treat them as Essential Indirect Workers
·
15. What
is the method for calculating standard hours for Essential Indirect Workers?
a) Total hours worked divided by 208 hours
b) Total hours worked in the past 6 months divided by total hours scheduled
c) Average hours worked per week
d) Fixed number of hours per month
·
Answer: b)
Total hours worked in the past 6 months divided by total hours scheduled
16.What should be checked on job cards received in the Incentive section
of the Accounts Office?
- a) Whether the job cards are stamped by the shop
supervisor
- b) Whether all corrections in job cards are signed and
dated by the shop rate fixer
- c) Whether the total time taken as struck on the job cards
by the Time booth clerk matches the master planning card
- d) All of the above
Answer: d) All of the above
17.How should the total allowed time on a job card be verified?
- a) By comparing it with the master planning card
- b) By checking with the Production Engineer’s approval
- c) By calculating it from the passed outturn
- d) All of the above
Answer: d) All of the above
18.What is the maximum percentage of time saved that can be claimed on
job cards?
- a) 25%
- b) 50%
- c) 75%
- d) 100%
Answer: b) 50%
19.Who should certify hand-written job cards?
- a) Works Manager
- b) Assistant Works Manager
- c) AWM/P.E.
- d) Shop Supervisor
Answer: c) AWM/P.E.
20.What must be attached to a job card if "excess time card"
is indicated?
- a) An additional job card
- b) A summary report
- c) The excess time card
- d) A supervisor’s signature
Answer: c) The excess time card
21.What should be checked to ensure no excess billing for bonus?
- a) Number of direct workers and supervisors
- b) Number of indirect workers
- c) Total number of supervisors
- d) Total number of idle time cards
Answer: a) Number of direct workers
and supervisors
22.In the Group Incentive Scheme, what is the incentive percentage for
support departments compared to production shops?
- a) 50%
- b) 60%
- c) 70%
- d) 80%
Answer: a) 50%
23.Which of the following is NOT a feature of the Group Incentive
Scheme?
- a) Linking bonus to physical output
- b) Deduction for quality factors
- c) Linking bonus to direct and indirect worker
classification
- d) Incentive earnings based on SPUs
Answer: c) Linking bonus to direct
and indirect worker classification
24.What is the primary aim of the Group Incentive Scheme?
- a) Increased absenteeism
- b) Improved quality of workmanship
- c) Decreased output performance
- d) Increased paperwork
Answer: b) Improved quality of
workmanship
25.What type of training is mandatory for employees in a Railway
workshop?
- a) Safety audits
- b) Modular employable skills
- c) Environmental audits
- d) Marketing strategies
Answer: b) Modular employable skills
26.How should the training program be designed to improve employee
participation?
- a) By extending training periods
- b) By offering lucrative sojourns
- c) By decentralizing training to workshops
- d) By increasing theoretical content
Answer: b) By offering lucrative
sojourns
27.What is the required method for salary payment according to the
policy?
- a) Cash payments
- b) Bank electronic transfers
- c) Check payments only
- d) Manual transfers
Answer: b) Bank electronic transfers
28.What must be reviewed annually to keep training relevant?
- a) Training budgets
- b) Training syllabuses
- c) Staff attendance
- d) Training materials
Answer: b) Training syllabuses
29.In what way should multi-skilling impact employee training?
- a) Restrict training to a single skill
- b) Limit training to on-the-job experience
- c) Encourage training in multiple trades
- d) Focus only on managerial skills
Answer: c) Encourage training in
multiple trades
30.What responsibility does the management have in incentive schemes?
- a) Setting unrealistic goals
- b) Maximizing returns by fine-tuning schemes
- c) Ignoring employee performance
- d) Reducing bonus payments
Answer: b) Maximizing returns by
fine-tuning schemes
31.What type of training should be avoided before deploying an employee
in safety-critical work?
- a) Practical training
- b) Structured training
- c) General orientation
- d) On-the-job training
Answer: b) Structured training
32.Which of the following is NOT a component of effective industrial
safety management?
- a) Fire fighting systems
- b) Emergency preparedness plan
- c) Employee performance reviews
- d) Regular safety audits
Answer: c) Employee performance
reviews
33.What must be included in the environment management strategy?
- a) Waste reduction plans
- b) Employee reward schemes
- c) Outsourcing training programs
- d) Product reworking
Answer: a) Waste reduction plans
34.Which statement is true about the Group Incentive Scheme’s unit of
account?
- a) It is based on actual man-hours
- b) It is in Standard Production Units (SPUs)
- c) It varies by product mix
- d) It is based on direct worker hours
Answer: b) It is in Standard Production
Units (SPUs)
35.What should be regularly tested and maintained in industrial safety
management?
- a) Office furniture
- b) Personal protective equipment
- c) Communication devices
- d) Employee identification cards
Answer: b) Personal protective equipment
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