CHAPTER 4

BACKGROUND OF WORKSHOPS UNDER STUDY

4.1 INTRODUCTION

The previous chapter contained the description of objectives and scope of the study, case
study approach adopted in this research and also the methods of data collection. It also
incorporated the explanation of methodology followed in achieving the stated objectives.
This chapter provides the background of IR in general and the two workshops under
research in specific. This is done by briefly explaining the repair and manufacturing
processes and environmental aspects of the workshops. The salient characteristics of
workshops are also described in order to appreciate the discussion in ensuing chapters of
this thesis in the right perspective.

4.2 BACKGROUND OF INDIAN RAILWAYS (IR)

The East India Company and Lord Dalhousie who was the Governor General at that time
were instrumental for the introduction of railways to India in 1853 and also its subsequent
progress in the years to follow. On 16 April 1853, a red letter day in the history of India,
three steam locomotives hauled the first train fi"om Bombay (Now Chatrapati Shivaji
Terminus) to Thane in just less than an hour. Soon after the railway network spread to
Kalyan, Pune, Bhusaval and new networks came up in East, South and North India. Burma
and Pakistan were part of India and Burma on separation had their share of railways in
1937 and 1947 respectively. On 15 August 1947, the total route kilometreage with India
was 54,694 km. In the post-independence era the railways developed rapidly with the
implementation of successive five year plans and as on 2014 the total track kilometreage
stands at 1,06,000 km (IR Yearbook, 2009).

Indian Railways is a state owned public utility of the Government of India under the
Ministry of Railways. As a national carrier it transports passengers and goods over its vast
network. IR has always played a key role in India's social and economic development. It is
a cheap and affordable means of transportation for millions of passengers. As a carrier for
bulk fi"eight viz. ores and minerals, iron and steel, cement, mineral oils, food grains and
fertilizers. The importance of IR for agriculture, industry and the common man is well
recognized. During 2011-12, IR carried 23 million passengers and 2.67 million tonnes of
freight each day (IR Annual Report and Accounts, 2012).

61 Kuvemou Unfversitv UDrarv

Jnina Sanvadri ShafikaraQhatta
IR is headed by the Minister for Railways. The apex body entrusted with the management
called Railway Board is led by Chairman Railway Board. Members of the board include
Financial Commissioner, Member Traffic, Member Engineering, Member Mechanical,
Member Electrical and Member Staff who represent their respective functional domains.
IR has been divided into 17 zones for administrative purposes each headed by a General
Manager. Zonal Railways are further divided into smaller operating units called divisions.
There are 68 operating divisions each under the control of a Divisional Railway Manager.
Workshops function under the zone and are headed by Chief Workshop Managers. Out of
the 41 workshops on IR, 20 are undertaking Coach PoH activity. IR is one of the world's
largest rail networks with 64,600 route kilometers of route lengths (IR Yearbook, 2010).

4.2.1 Rolling Stock

As on 31.3.2011, IR has a fleet of 43 steam, 5197 Diesel and 4309 Electric locomotives.
IR has introduced indigenously designed Linke Hoffmann Busch coaches since 2004 and
has introduced these coaches in Rajdhani and Shatabdi express train rakes. 696 old
coaches were given mid life rehabilitation and 816 coaches were refurbished which
brought substantially improvements in the flooring, toilets and other passenger amenities.
During 2011-12, IR has 7,793 Electrical Multiple Unit coaches, 46,722 passenger coaches,
824 Diesel Multiple Units/Diesel Hydraulic Multiple Units coaches and 6,560 other
coaching vehicles (IR Statistical Statements, 2012).

4.2.2 Consumption of Fuel / Energy during 2011-12

IR is India's largest consumer of energy which consumes 2.5% of nation's electricity and
40% of diesel annually. The energy consumption break-up is as given in table 4.1 below.

Table 4.1 Annual Energy Consumption of IR for 2011-12 (IR Yearbook, 2012)

Traction Non Traction Total

Electricity (Million kWh) 14158 2458 16,616

HSD Oil Million Liters 2705 40 2745

Coal (Million Tonnes) 0.001 0.001 0.002

Traction indicates hauling of trains either by diesel or electrical locomotives. Non Traction
includes the Railway Board, Production Units and Zones which comprise of Divisions and
Workshops. It is evident that use of Coal is negligible for both traction and non traction
applications. In terms of energy units the consumption is as shown in Table 4.2
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(Considering Diesel having specific gravity of 0.84 and CV of 44 MJ/kg and 1 kWh = 3.6
MJ) and depicted in Figures 4.1 and 4.2.

Table 4.2 Energy Consumption of IR during 2011-12 in million GJ (IR Yearbook, 2012)

Energy Carrier Traction Non Traction Total

Electricity ( Million GJ) 51 9 60

HSD Oil (Million GJ) 100 1.5 101.5

Total 151 10.5 161.5

IR-2011-12: Annual Energy Share in Million GJ

I Electricity I Million GJ)

I HSD Oil (Million GJ)

Figure 4.1: IR -2011-12 - Total Energy break up in Energy Units (GJ)

IR-2011-12: A n n u a l Energy c o n s u m p t i o n share f o r N o n T r a c t i o n

application

l E I o c l r i c i t y l MillionGJ)

I HSD Oil (Million GJ)

Figure 4.2: IR 2011-12 - Total Non-Traction Energy break up in Energy Units (GJ)

4.2.3 Personnel on Indian Railways

IR had 13, 05,700 regular employees as on 31.03.2012. Management personnel (Groups

A&B) constitute 1.3% of the total strength, while Group C and D account for 89% and
9.7% respectively. 29.9% of the Group C and D employees (4.02 lakh) are workshop

63
employees and rest is from other categories. The ratio of Group C to D changed from
25:75 in 1950-51 to 90:10 in 2011-12, indicating a shift towards induction of skilled
manpower.

4.2.4 UIC (International Union of Railways)

The worldwide international organization of the railway sector has 197 members in 5
continents and IR too is its member. UIC mission is to promote rail fransport at world
level and meet the challenges of mobility and sustainable development.

Main UIC objectives are as follows

> facilitate the sharing of best practices among members (benchmarking)
> support members in their efforts to develop new business and new areas of
activities
> propose new ways to improve technical and environmental performance
> promote inter-operability, create new world standards for railways (including
common standards with other transport modes)
> develop centers of competence (High Speed, Safety, Security, e-Business)

IR does represent itself in the conferences and exhibitions conducted by UIC and there is
technological and frade exchanges between the member nations.

4.2.5 Workshops over Indian Railways

IR has 41 workshops spread all over India as given in Table 4.3.The key statistics of IR for
the year 2011-12 are given in appendix III.

4.3 DEVELOPMENT OF COACHES OVER THE YEARS

Coaches are basically passenger carrying vehicles. Initially the coaches on Railways were
wooden bodied wherein the wooden body was resting on the steel bogie and was secured
by body bolts. The standard coach was developed after First World War and it was a
wooden coach on steel under-frame (4 wheeled). Later bogie coaches with wooden body
and steel under-frame were developed. The wooden body was riveted to the steel under-
frame. Wooden coaches used in olden days were very heavy in weight and were quite
unsafe during collisions. These were prone to fatal accidents as the wooden body used to
get crushed during collisions and the wooden splinters used to pierce the passengers
bodies due to telescopic collision. Later after independence the first attempt at
standardization of manufacture of passenger coaches on IR led to the development of

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Indian Railway Standard (IRS) design of steel bodied coaches. An integral all metal coach
design was taken from M/s Schlieren, Switzerland in 1954 for manufacture at Integral
Coach Factory, Perambur. These coaches are stronger, lighter, have improved riding
quality, safer and can run at higher speeds. The original design had bogies with speed
potential of 96 kmph only and had anti-telescopic property i.e. the coaches do not get into
one another during collisions thereby saving the precious lives of the passengers during
accidents.

Further developments have since taken place to provide for increased speed, more
strength, to make lighter coaches and improve riding quality. Majority of IR coaches are
of Integral Coach Factory (ICF) make (>90%) and of late new generation stainless steel
body coaches are being manufactured and introduced into the system.

The design was modified to all coil bogies with longer suspension hangers and weight
transfer through side bearers. Over the years changes have been made to use helical
springs instead of laminated springs in the secondary suspension while minor changes in
the shell have been made to reduce corrosion and improve the strength of certain
members. At present all new coaches are being manufactured with bogie mounted air
brake system and enhanced capacity draw gear. To meet the demands of the passengers,
coaches of various layouts like second class sitting accommodation, sleepers, upper class,
air conditioned chair car and sleeper, pantry cars, generator cars, luggage-cum-passenger
cars and postal vans have been designed and manufactxired.

65
 Table 4.3 Workshops over Indian Railways (IR website)
SI. No. Location Staff Strength Officers
1 Parel - Mumbai, Maharashtra 4683 22
2 Matunga- Mumbai, Maharashtra 7909 29
3 Kurduwadi, Maharashtra 286 2
4 Jamalpur - Bihar 9309 63
5 Lilluah - West Bengal 9659 48
6 Kanchrapara- West Bengal 9805 45
7 Samastipur 588 6
8 Mancheswar 1885 14
9 Charbagh - Lucknow, Uttar Pradesh 3554 22
10 Alambagh- Uttar Pradesh 4089 12
11 Amritsar - Punjab 1826 10
12 Jagadhri 6140 22
13 Kalka - Himachal Pradesh 558 1
14 Jhansi - Madhya Pradesh 4623 9
15 Gorakhpur - Uttar Pradesh 5282 19
16 Izatnagar 1849 9
17 Dibrugarh 1715 10
18 New Bongaigaon - Assam 2717 15
19 Tindharia 82 1
20 Ajmer (Carriage) - 2927 4
21 Ajmer (Loco) 2010 4
22 Bikaner 989 4
23 Jodhpur - Rajasthan 1617 2
24 Perambur (Carriage) - Chennai Tamil Nadu 5331 13
25 Perambur(Loco)- Chennai Tamil Nadu 2432 13
26 Golden Rock - Tiruchirapally, Tamil Nadu 6016 33
27 Lallaguda - Secunderabad, Andhra Pradesh 3392 17
28 Guntapalli - Rayanpadu - Andhra Pradesh 2603 14
29 Tirupati Andhra Pradesh 1500 11
30 Kharagpur - West Bengal 11484 52
31 Raipur - Chhattisgarh 1598 9
32 Mysore - Kamataka 1742 10
33 Hubli - Kamataka 3170 9
34 Dahod 2129 12
35 Lower Parel - Mumbai, Maharashtra 4779 14
36 Mahalaxmi- Mumbai, Maharashtra 1494 13
37 Pratapnagar 531 2
38 Junagarh 138 1
39 Bhavnagar - Gujarat 407 3
40 Bhopal - Madhya Pradesh 2170 16
41 Kota - Rajasthan 2499 14
Total 137517 629

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4.3.1 Structural details of ICF Coach (Broad Gauge)

ICF coach consists of a body or shell mounted on two ICF bogies (Trolleys).
ICF Shell consists of pressed steel sections welded together with sheet covering. The shell
assembly is divided into major sub assemblies like roof assembly, side wall assembly,
under-frame assembly and end wall assembly. ICF shells behave as a hollow tube offering
considerable resistance towards telescoping in case of end wall collisions. The skeleton of
the shell consists of a series of hoops each consisting of floor cross beams, body side

pillars and roof car lines. The sole bar, waist rails, light rail, cant rail and roof purlines

hold these hoops together. This is covered by roof sheet on top, side panels on sides and
corrugated frough floor. On each end specially designed head stock with destruction tubes
are welded. The head stock consists of a main and auxiliary (inner) head stock connected
by a rigid buffer beam which transmits all the buffing forces to the under-frame structure
(CAMTECH, 1994).

Body bolsters are welded to bottom side trough floor. Now day's stainless steel plates of
1.7 mm thickness are being used as trough floor after corrugating them in press brakes. 12
mm thick compressed resin impregnated sheet is screwed on the trough floor on which 2
mm PVC sheet is laid with the help of adhesive. The edges of the sheets are joined using
hot air welding using PVC electrodes. The coach end walls consist of 4 vertical box
section stanchions fransversely connected by Z section stiffeners and are welded to
headstock. During collision impact is first absorbed largely by end stanchions and later by
the destruction tubes in headstock. These features make these coaches anti telescopic. The
windows are made separately and screwed to the side wall double chamber. Rubber
Vestibules with fall plates at the bottom are provided for safe passage from one coach to
another. Trough floor below the lavatories are provided with tubular construction to avoid
corrosion due to seepage of water.

The concept of the lightweight integral design originated in the recognition of the
properties of hollow girders from the point of view of strength and utilization of
material. The reduction in tare weight of these coaches could be achieved by utilizing
"stressed skin" concept and by use of low alloy fittings. 1.6 mm thick steel sheets are used
on the roof and 2 mm thick sheets are used in side walls and end walls. Corrugated sheets
are utilised for the trough floor to form part of the tubular construction as well as to absorb
a large portion of the buffing forces.

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Roof assembly mainly consists of roof sheets, carlines, purlines, cant rails, longitudinal
stiffener and fixing facilities for alarm pull tubes, electrical items, partition and berths.
Side wall assembly mainly consists of side wall sheet, pillars, light rail, waist rail,
stiffeners, door comer sheets and other fixing facilities for seats and berths, partitions and
electrical items.

Under frame assembly mainly consists of sole bar, trough floor, cross bearers, floor
support, framing below trough floor, tubular frame, inner head stock, outer head stock,
body bolster and other fixing facilities for buffer, draw gear, brake drums, electrical items,
seats, partitions and sanitary items. During POH as shown in figure 4.3 great attentions
and care is observed to the under-frame components as they are prone to corrosion. The
duration for the activities undertaken in PoH is as provided in table 4.4. End wall assembly
comprises of vestibule pillars, end panels, end cant rails, stiffeners, end stanchions and
some electrical fittings.

Fig 4.3 Network for PoH of Coaches (CAMTECH, 1994)

The network diagram of coach PoH is shown in figure 4.3. Activities are denoted by
alphabets "A" to "N" and their description is provided in table 4.4. By applying the critical
path method, more than one activity is undertaken simultaneously wherever feasible and
hence the total duration of PoH of coach is brought down to 15 working days.

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 Table 4.4 PoH of Coach - Flow Chart Nomenclature (CAMTECH, 1994)
Activity Description Duration in
Days
A Verification of deficiencies 1
B Pre Inspection and Lifting 1
C Stripping 2
D Body Repair, Modifications and Alterations 3
E Painting 9
F Fitting of Water Tank, Plumbing and leak testing 3
G Repairs to Interior Panels 3
H Fitment of Shutters 2
I Fitment of Doors 1
J Fitment of berths & Seats 3
K Air brake testing and Final Works 1
L Final Inspection & Dispatch 1
M Fitment of axle pulley. Tension Rod and Testing of Coach 1
Wiring
N Testing of Branch Wiring and Fitment of Electrical Equipment 9

4.3.2 ICF Bogie Assembly

The bogies being currently manufactured by Integral Coach Factory (ICF)/Rail Coach
factory (RCF) which have been accepted as standards of the IR and are of an all welded
light weight construction. Axles are located on the bogie by telescopic dash pot and axle
guide assemblies. Helical coil springs are used in both the primary and the secondary
stages. The axle guide device provides viscous damping across primary springs while
hydraulic dampers are provided across the secondary stage. Dampers are protected against
misalignment by resilient fittings. Isolation of vibration is effected by rubber pads in
primary and secondary suspension. Deflection due to the tare weight is almost equally
divided between axles and bolster springs. Weight of coach body is transferred to its
bogie by side bearers pitched 1600 mm apart. Side-bearers consist of lubricated nylon
slides immersed in oil baths. No vertical weight transfer is affected through bogie pivot
and the pivot acts merely as a center of rotation and serves to transmit tractive/braking
forces only.

69
The weight of the coach is transferred through side bearers on the bogie bolsters. The ends
of the bogie bolsters rest on the bolster helical springs placed over the lower spring beam
suspended from the bogie frame by the inclined swing links at an angle 70°. Hydraulic
shock absorbers and dash pots are provided in the secondary and primary suspensions
respectively to damp vertical oscillations. The bogie frame and components are of all-
welded light construction with a wheel base of 2.896 meter. The wheel sets are provided
with self-aligning spherical roller bearings mounted in cast steel axle box housings.
Helical coil springs are used in both primary and secondary suspension.

Fabrication of ICF bogies frames involves the manufacturing of four major sub assemblies
viz. headstock, side frame, transom and longitudinal members. These subassemblies are
made of steel plates of varying thickness from Smm to 16 mm and are integrated together
to form the bogie. Sfraight members such as longitudinal members, head stock web etc are
cut in shearing machine and the members having contours are gas cut in profile cutting
machines. Separate fixtures are available for these sub assemblies for joining the top plate
and bottom plate with the web. Hydraulic press is used for nicking and horizontal
hydraulic press is used for leveling the subassemblies and the final bogie. The various
brackets for mounting components of air brake on the bogie are manufactured in house by
shearing/profile cutting the plates to required size and welding them on the respective
fixtures.

The main energy consumed in the fabrication of bogie is for profile cutting of the steel
plates and for joining those using welding process. Oxygen gas and Bharat cutting gas
(LPG) is used for profile cutting and Manual Metal Arc Welding (MMAW) is utilised for
tack welding. Argoshield gas is extensively used for fiall welding of the subassemblies, for
main assembly of the components and welding of various brackets on to the bogie frames.

4.4 WORKSHOPS UNDER STUDY

To facilitate a better understanding of energy and environmental performance of

workshops over IR, it is essential to be acquainted with their technical and socio-economic
background. With this intention, a descriptive analysis of sampled two workshops based
on the primary data obtained during the field study is presented here. The analysis is
carried out in terms of:
> General characteristics: comprising location, products, origin and age of
workshops.

70
 > Size characteristics: including labour force and annual value of output.
> Functional characteristics: encompassing energy inputs, and technology used
> Human resource: Manpower details
> Organizational characteristics: consisting of work practices, layout &
housekeeping, interaction level, and importance attached to energy aspects in
workshops.

4.4.1 Carriage Repair Shop - Hubli (UBLS)

The Loco, Carriage and Wagon Workshop at Hubli was established in 1885 under
Southern Mahratta Railway (SMR) headquartered at Dharwad for maintenance of meter
gauge locomotives, coaches and wagons. In 1919 Madras & Southern Mahratta Railway
(MSMR) was formed and the workshop was brought under the jurisdiction of MSMR. The
workshop continued with periodic overhauling activities of metre gauge rolling stock. On
reorganization of the railways after independence six zonal railways were formed and in
1951, Hubli workshop was brought under the control of Southern Railway (SR). During
this period IRS type rolling stocks were introduced and therefore, new facilities were
added in the workshop under modernization plan taken up by SR during the period 1960-
66 at a total cost of about Rs 1.5 Crores. Under the plan a new complex with EOT crane
for repair of steam locomotives was set up and a 100 Tonne Traverser was installed.
Periodic overhaul of passenger class YP 4-6-2 and goods class YG 2-8-2 configuration
steam locomotives and YD 2-8-2 dual class steam locomotives used on steep gradients
were carried out by Erecting Shop and Boiler Shop Metre gauge IRS type coaches were
wooden body mounted on metal under-fi"ame. A fiiU-fledged saw mill was fimctioning
under Carriage Shop comprising various wood working machines such as log band saw,
vertical band saw, planing, drilling and boring machines. The workshop also manufactured
wooden body inspection carriages, narrow gauge coaches and horse vans during this
period. Metre gauge wagons having riveted construction were repaired in Wagon Shop. In
recognition of the commendable work done by the workshop, the first meter gauge diesel
locomotive rolled out fi-om Diesel Locomotive Works, Varanasi in 1961 was aptly named
as Hubli (UBLS Glimpses, 2010).

Later in 1966 another reorganization of railways was undertaken and three more zones
were carved out of the existing zones. South Central Railway (SCR) was formed by
merging Hubli and Vijayawada divisions of SR and Secunderabad and Sholapur divisions
of Central Railway. Thus, on the Gandhi Jayanti day of 1966, the workshop was taken

71
over by newly formed SCR. In 1969. entire repair work of meter gauge rolling stocks of
Central Railway portion which was previously done in Lallaguda workshop was
transferred to the Hubli workshop. In 1969, the workshop was adjudged the best railway
workshop on Indian Railways for achieving productivity improvement in excess of ten
percent. The financial award was utilized to set up a community hall on Club road at
Hubli.

4.4.2 Diversification of activities from overhauling to manufacturing

As part of diversification process, in 1987, the workshop commenced manufacture of

fabricated UIC bogies for Bogie Open high-speed (BOX) wagons. However the UIC bogie
manufacturing activity was discontinued in 1995 due to phasing out of BOX wagons on
Indian Railways. The BOX wagons have been replaced by technologically superior higher
capacity Bogie Open High speed Air Brake (BOXN) wagons. Furthermore in 1990 the
workshop commenced manufacture of fabricated bogies for ICF type coaches.

During 1989 under SCR the second modernization plan was undertaken at a total cost of
about Rs 17 Crores with emphasis on introduction of new machinery and plant along with
material handling facilities. In 1993 with the end of steam traction, periodic overhaul of
meter gauge locomotives was discontinued. In the following year, periodic overhaul of
meter gauge coaches and wagons was also discontinued due to gauge conversion. The
gauge conversion work firom metre gauge to broad gauge was taken up during 1995-1996
at a total cost of about Rs. 18 Crores. Finally with the formation of South Western
Railway (SWR), the workshop is now part of SWR fi-om 1'' April 2003. UBLS forms the
backbone of SWR for maintenance and repair activities of rolling stock and its
components. An Iron foundry Shop which used to manufacture cast iron brake blocks was
closed in 2003 due to technological switching over to composite brake blocks. Similarly
Brass foundry which used to cast suspension bearings and bimetallic journal bearings has
also been closed. Ever enterprising and highly motivated staff was redeployed in other
areas of manufacturing activities by providing necessary training inputs at Basic Training
Centre of the workshop.

Now, apart from regular periodic overhauling of coaches, it has also become a premiere
manufacturing hub of Indian Railways for manufacture of brake vans and bogies for
coaches. The workshop is spread over 26 acres with approximately 37% covered area and
about 6 km of track. Installed load is 9,000 kVA, the peak load being 1,300 kVA (UBLS

72
Electrical PCDO, 2010). 11 kV supply is taken from Hubli Electricity Supply Company
(HESCOM). In addition two 500 kVA stand by diesel generating sets are available.
Average monthly consumption is about 1, 36,000 kWh (HESCOM Bills, 2010). Water
storage capacity is about 1, 32,000 liters. The workshop employs 3000 staff of which 4%
are women employees. 25% of staff lives in railway accommodation near workshop.

4.4.3 Present activities of UBLS

Some of the important and critical activities being carried out presently in the Workshop
are periodic overhauling of all types of coaches of SWR, KR and WCR; Conversion and
up-gradation of coaches and manufacture of BVZI Brake Vans for Railways; ICF type
bogies and bogie frames for Integral Coach Factory Chennai, Rail Coach Factory
Kapurthala, Bhopal Workshops, M/s JESSOP and other railway workshops. Presently the
workshop is carrying out periodic overhauling of 900 coaches annually and manufacturing
of 15 brake vans, 120 ICF type bogies on a monthly basis. The workshop has started
periodic overhauling of coaches with 18 months periodicity in 2009. The coaches for this
purpose are being provided with upgraded bogie materials and upgraded fire retardant
fiimishing materials. In addition, all passenger amenity and safety features are being
provided including laptop / mobile chargers etc.

4.4.4 Works undertalcen under Modernisation Plan -2009 onwards

As per short and medium term plan, actions have been initiated on key areas. Workshop
layout plan has been improved based on industrial engineering study of uniform process
flow, material movement etc. Material handling and storage systems have been improved.
Work areas have been improved by adopting improved processes, storage system, worker
fiiendly work benches, efficient material handling devices, proper tools and plants etc.
Finished goods are being dispatched promptly by road transport. In-process inventory of
materials have been reduced. Workload has been reviewed and old machinery & plant is
being disposed off Coach POH cycle time has been reduced by 20%. Productivity and
output has improved considerably.

As part of the modernisation plan, a detailed estimate for modernization & up-gradation
project of workshop at a total cost of Rs 80 Crores has been sanctioned by Railway Board
in 2009. Work has been undertaken for drainage, sewerage and road networking, industrial
flooring and pathway, demolition of old dilapidated sheds and structures and construction

73
of new sheds and gantry etc in addition to procurement new state-of-the-art machinery and
plant and material handling facilities.

Carriage Repair Shop Hubli under South Western Railway (SWR) is one of the major
workshops employing about 3400 staff, catering to the POH of @ 80 Broad gauge (BG)
coaches per month apart from being involved in fabricating Bogies for Coaches and
locomotives. Of late fabrication of high speed brake vans for freight stock has been taken
up. UBLS undertakes POH of both air conditioned (AC) coaches as well as non air
conditioned coaches. POH of coaches is carried out at an interval of eighteen months and
the first POH is carried out after two years from the date of manufacture. The average
man-hours required to undertake the POH of the coach is mainly dependent on the type of
coach, its age and the area of its operation as the coaches plying in coastal belt get heavily
corroded due to humid atmosphere and saline water. On an average 3500 man hours are
required to POH a non AC coach and 5500 man-hours are required for POH of an AC
coach. As regards manufacture of bogies this shop manufactures @ 160 ICF bogie frames
per month of all the three variants viz. 13 tonne, 16 tonne (AC) and 20 tonne Air
suspension bogies (ASR). The average man hours required to fabricate ICF bogie frame
with guide is about 400 man hours whereas it is 600 man hours to manufacture ASR
bogie. These bogies are regularly supplied to the manufacturers of coaches i.e. Integral
coach factory (ICF) Chennai and Rail Coach Factory (RCF) Kapurthala and Central
Workshop Bhopal.

UBLS was established in 1885 under the Southern Mahratta regime and was basically
overhauling Meter gauge rolling stock (Steam locomotives. Coaches and Wagons) till
1992. This workshop is spread over an area of 1, 05,000 sq.mtrs having covered
accommodation of @40%. Salient features of the workshop are provided in table 4.5
(UBLS, Standard Note 2011). This workshop continued with the same activity for more
than a century under various railways viz. Madras and Southern Mahratta Railway,
Southern Railway and South Central Railway till 1994 when the steam era came to an end.
Gauge conversion took place in 1995-96 to facilitate overhauling of 90 BG coaches per
month. This being one of the oldest workshops on IR having wide ranging energy
consuming equipments has a considerable potential for energy conservation (ENCON)
both from thermal and electrical perspective as some of the technology/equipment being
made use of is old and obsolete. UBLS has an installed load of 9000 kVA, peak load of
1300 kVA and consumes about 1, 30,000 kWh of electric power on an average per month.

74
About 2500 liters of diesel is consumed monthly for the material handling equipments
such as fork lift trucks, road mobile cranes, lorries etc. Diesel is also consumed by the two
numbers of Diesel Generating (DG) Sets of 500 kVA capacity each.

Table 4.5 Salient features of UBLS (Standard Note, 2011)

SL Description UBLS Remarks/Inference
1 Year of establishment 1885 Started during pre independence period
2 Area occupied in lakh m 1.05 Large area for stabling, movement and for
various groups of activities
3 Annual Outturn of 900 Fixed by Railway Board as per manpower
coaches (PoH) and infi-astructure
4 Annual Electricity 16
Consumed in lakh Units
5 Annual Diesel 60
Consumption in '000 Itr
6 Armual LPG consumption

7 Total No. of staff 3043

8 Mechanical staff 2689 Greater Mechanical activities undertaken
9 Electrical Staff 354
7 Average age of manpower 45
in years
8 Attrition 5% Mainly due to superarmuation, transfers or
death in service
9 Educational Qualification Technically qualified and suitably trained in
of manpower house training centre's
10 Average Experience 23
11 Trade Union Present Yes Cordial interaction to ensure fair working
practices and redressal of grievances
12 Labour unrest Nil Well structured mechanisms to redress
grievances and hence no loss of man-day's
on account of labour unrest
12 Ratio of Officers to 1:400
employees
13 Ratio of Supervising 1:13
engineers to employees

The salient features of UBLS are as provided in table 4.5.

4.4.5 Energy Inputs

Various industrial gases such as Argoshield gas, Bharat Cutting gas (LPG), Dissolved
Acetylene (DA) and Oxygen are consumed monthly to carry out welding as well as profile
cutting operations.

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The electricity consumed by this workshop is consumed by a wide variety of equipments
mainly consisting of machinery and plants, air compressors, welding plants (Transfonner
type, Argoshield, Motor Generator sets, submerged arc, Inverter based. Rectifier units and
TIG plant), traversers, Electric Overhead Traversing (EOT) Cranes. For profile cutting of
plates and welding activities LPG, Oxygen and Argo shield gas is consumed. Of late from
November 2007 Bharat Cutting Gas (LPG) is being introduced for cutting the plates in
lieu of DA. Each filled cylinder of DA contains 6.5 m^ of DA and oxygen cylinder
contains 7 m of Oxygen, Argoshield gas contains 7 m^of gas.
4.4.6 Manpower at UBLS
The breakup of manpower at UBLS and their deployment status as on Jan 2011 are as
shown in figure 4.4. The hierarchy of technicians in both the workshops is as follows,
Tech - Technician, SSK - Semi Skilled, USK - Un-Skilled. Carriage PoH being the major
activity highest number of technicians are deployed in Carriage shop. The workshop also
has a dedicated training centre for training of staff for induction, skill up gradation, trade
conversion and for promotional training.

UBLS: 2 0 1 1 S h o p w i i e M a n p o w e r

Lab.DrR, BTC
Yard
Production B
Production A
PCO
Air Brake
Millwright
WaRon Shop
Paint
Production C
Welding
Machine
Carriage

100 200 300 400 500

Manpower in Numbers

Figure 4.4 UBLS Manpower breakup shop wise: As on 30.4.2011

The utilisation of manpower at UBLS during 2011 for technical activities and support
services is depicted via pie chart at figure 4.5. Majority of the staff i.e. 87% are directly
involved in technical activities such as coach PoH and manufacturing activities and only
13% are involved in support services.

76
 UBLS2011:Staff Utilisation (Total 2630Staff)

I Tech Activities
I Supporting Activities

Figure 4.5 UBLS Manpower breakup: As on 30.4.2011

The supervising staff and subordinate staff working in various departments at UBLS
during the year 2012 are as shown in figure 4.6. Mechanical department has the greatest
number of staff followed by electrical department. Stores, personnel department and civil
engineering departments render the necessary support services.

UBLS: 2012 Departmentwise Manpower

2500

2000

1500

1000

500
^
0 ^ 1
Mechanical Electrical Stores Ministerial Accounts Personnel Engineering

• Supervisors 219 16 26 20 9 4 1
jH Staff 2329 274 i 216 149 28 25
! "

Fig 4.6: Manpower in numbers at UBLS in various departments-As on 1.1.12

As seen from figure 4.6 seven department staff is employed in workshops over IR. The
organizational structure of railway workshops is given at appendix I A and 1 B.

77
 SiipeiTisois at TJBLS - 2012

-..,- . l i ^ ^

^aelf^^k • Mechanical
• Electrical
^ 230 , ^ ^ ^ ^ ^ • Stores

m^m ^^H • Ministerial

^^K ^^H • Accounts

^^^^^ j^^K • Personnel

^ ^ ^ ^ ^ ^ M l T ' ^ 2548 ii Engineering Civil

Figure 4.7: Department wise Supervisors at UBLS during 2011-12

Fig 4.7 above describes the ratio of supervisors of various departments working at UBLS.
It is clearly evident that more than 75% supervisors belong to the mechanical department
and rest of the departments put together are less than 25%. The second highest number of
supervisors belong to the electrical department. Electrical department not only looks at the
power side but also undertakes the overhauling ofelectrical components of coach.

StatYat UBLS - 2012

IAL
• Mechanical

LlT • Electrical
• Stores
• Ministerial
• Accounts

#f^^ • Personnel
• Engineering Civil

Figure 4.8: Department wise Staff at UBLS during 2011-12

78
As regards technicians are concerned once again mechanical department has the lion's
share of about 75% as seen in figure 4.8 followed by the stores department which is into
inventory supply, management and disposal.

The average cost of PoH of one Non AC coach at UBLS for the year 2010-11 is shown
vide figure no 4.9. The cost of PoH has a lion's share of 78 % towards mechanical
department labour and material with the balance 22% towards electrical department costs.
The average cost of PoH of a non AC coach at UBLS is Rs 7.84 lakhs per coach for the
year 2010-11.

I Mechanical Labour

I Mechanical Material

I Electrical Labour

r Electrical Material

Figure 4.9: UBLS - POH of Non AC Coach - Cost breakup department wise

The workshops are divided into various shops. There are electrical shops as well as
mechanical shops. The various shops of UBLS and their activities are described in table
4.6.

79
 Table 4.6: Various Mechanical & Electrical Shops at UBLS
Shop Name Shop Activity
Carriage Lift Inspection, washing, lifting of body, keeping the body on trestle, carriage
flooring repair work, exterior body work, repairs to lavatories, end walls,
modification, RSP work, etc;
Carriage Bogie Entire bogie repair work which includes complete stripping, thorough
cleaning, repair and rectification works, testing, dimensional checking,
trammeling, assembly and painting.
Carriage Repairs to interior panels, window frames and shutters, doors, battery boxes,
Fumishing etc;
AC Shop Repairs, modifications to AC coaches.
Production A Manufacturing of new ICF design bogie frames.
Production B Manufacturing of bogie frames.
Production C Profile cutting of MS Plates of various thickness for manufacturing activity.
Production D Manufacturing of new ICF bolster assembly and Lower Suspension Beams.
Wagon Shop Manufacturing and POH of high speed brake vans.
Machine Shop Manufacturing of components required for bogie manufacturing and coach
POH.
Wheel Shop Repairs wheel sets.
Millwright Repairs machines, tools, equipments, air compressors, cranes, internal and
Shop external transport vehicles.
ERS Repairs electric motors.
EMS Repairs all machines and plants including welding equipments.
TLW Repairs Coach wiring, alternator, batteries.
AC Shop Repairs AC coach equipments such as, compressors, evaporators, condensers,
rectifiers, etc;

The Average Cycle time for PoH of Coaches during 2011 was 9.6 days (for Non AC
coach) and 18.2 days (for AC coach). For Refiirbishment of Non AC coach it is 40 days,
and 60 days for refiirbishment of AC coach. The break up cost of PoH of a non AC coach
by UBLS during 2011 is given in figure 4.9. It can be seen from table 4.7 that UBLS
performance has been consistent over the years and are working at peak incentive
performance.
Table 4.7: Incentive performance of UBLS
Year Percentage Earned Amount Paid In Crores of Rs
2009-10 48.27 5.84
2010-11 48.53 8.47
2011-12 47.61 8.39

80
4.4.7 Activities of UBLS: 2007-2011
The activities of UBLS during the period of current research are as follows:
> Periodical Overhaul (PoH) and Intermediate Overhaul (loH) of Coaches
> Manufacturing of Bogie frames and Air Suspension Bogie frames
> Manufacturing of Bolsters, Lower Spring Beams, Body Bolsters, Equalizing stays
and Brake beams.
> Manufacturing of Bogie mounted Brake vans and PoH.
> Manufacturing of miscellaneous items required for POH of Coaches.
> Manufacturing of miscellaneous items for Diesel shed and Carriage & Wagon
depots.
> Repair and overhauling of Wheel sets for Diesel locos, Wagons, and Coach wheel
sets for POH
> Rolling Stock Programme (RSP) works carried out by UBL workshop:
> Refurbishment of BG Coaches (RFB).

4.5 CARRIAGE REPAIR SHOP-MYSORE

Central Workshop situated at Ashokapuram in Mysore was established as a base workshop

of the erstwhile Mysore State Railway in 1924. The salient features of MYSS are as given
in table 4.8 below. This workshop currently employs 1800 staff and is involved in POH of
BG coaches, up gradation of coaches by implementing new technologies and manufacture
of brake blocks. The total installed load of this workshop presently is 4750 kVA, Contract
demand of 800 kVA and consumes on an average 90,000 units per month. The recorded
MD is 600 kVA which is well within the CD of this workshop (MYSS, Standard Note,
2012).

After the transfer of few sections like Bangalore- Harihar and Yeshwantpur- Hindupur to
the state Railways, the workshop was expanded to the present form in 1938 with the task
of maintaining the MG and NG rolling stock in the then undivided Mysore and Guntakal
divisions. After independence with the formation of integrated Southern Railway in 1951
this workshop became part of Southern Railway.

Thereafter the activities have steadily increased like POH of MG and NG Steam
locomotives, MG Coaches and Wagons. The peak POH workload was of the order of 8
Steam locomotives, 62 units of MG coaches and 60 units of MG wagon per month. The
peak staff strength of this workshop was in the order of 2800 during the peak outturn

81
period. Progressive dieselization of the MG sections coupled with the policy of uniguage
contributed to the steady decline of MG load arising.

4.5.1 Conversion from Meter Guage to Broad Guage Workshop

A proposal for converting this shop into BG was sanctioned in the year 1992-93 at a cost
of 7.2 Crores. By July 1994 most of the BG conversion work was completed and BG
coach POH started inside the workshop form August 1994 onwards. The workshop is
equipped to undertake POH of 78 coaches (68 Non AC +10 AC) with capacities to feed
the requisite spares not only to the workshops but also to Mysore and Bangalore Divisions,
besides capacity has also been developed for conversion of BG stock and
production of composite brake blocks. This workshop possesses Indian patent for the
manufacturing technology of "Asbestos free Composite brake block" and manufactures
around 4000 brake blocks per month. This workshop is certified for ISO - 9001-2000
Quality Management Systems during January 2004 from the Bureau of Indian Standards,
ISO - 14001 Environmental Management System during January 2003 from British
Standards Institute, London and ISO - 18001 Occupational Health and Safety
Management Systems from Indian Register quality systems in January 2005.
SaUent features of MYSS as on 2012 are provided in table 4.8.

82
 Table 4.8: Salient features of MYSS (Standard Note, 2012)
SL Description MYSS Remarks/Inference
1 Year of establishment 1924 Started during pre independence period
2 Area occupied in lakh m 1.1 Large area for stabling, movement and for
various groups of activities

3 Annual Outturn Fixed by Railway Board as per manpower and

infi-astructure

4 Annual Electricity 7.8

Consumed in lakh Units

5 Annual Diesel 8.5

Consumption in '000 Itr

6 Annual LPG consumption

7 Total No. of staff 1864

8 Mechanical staff 1433
9 Electrical Staff 143
7 Average age of manpower 45
8 Attrition 5% Mainly due to superannuation, transfers or
death in service

9 Educational Qualification Technically qualified and suitably trained in

house training centre's

10 Average Experience years 22

11 Trade Union Present Yes Cordial interaction to ensure fair working
practices and redressal of grievances

12 Labour unrest Nil Well structured mechanisms to redress

grievances and hence no loss of man-day's on
account of labour unrest

12 Ratio of Officers to 1:300

employees
13 Ratio of Supervising 1:16
engineers to employees

83
4.5.2 MYSS Shop staff strength as on 1.1.12
The breakup of staff department wise at MYSS during 2012 is as given in figure 4.10.

MYSS: 2012 Staff Strength

1600

Ministeria
Electrical Stores Accounts Personnel Total
I
• Supervisors 140 9 4 5 11 1 171
• OroupC 1209 119 51 74 41 13 1509
• Group D 67
i ^ « 1 184
^' __iL_J
_J '

Figure 4.10: MYSS Shop staff strength departmentwise as on 1.1.12

The supervisors manage sections and shops and are frontline managers who report to the
officers on a day to day basis. The breakup of supervisors department wise at MYSS
during 2011 are provided in figure 4.11. Largest number of supervisors (140 numbers) are
employed in mechanical engineering department followed by electrical department.

SiipeiTisoKHt MYSS - 2012

I Mechanical

I Electrical

I Stores

I Ministerial

I Accounts

I Personnel

Figure 4.11: Department wise Supervisors at MYSS during 2011-12

84
Staff deployment department wise during 2011 has been given vide figure 4.12. More than
75% of the staff are working in mechanical department at MYSS as on 2012.

StatYat MYSS - 2012

^ f lis • Mechanical

i^^A • Electrical

• Stores

• Ministerial

• Accounts
^fe^j^iy • Personnel

Figure 4.12: Department wise Staff at MYSS during 2011-12

The manpower breakup of MYSS for the five year study period is as given in figure 4.13.
Mechanica technicians form the bulk of manpower at MYSS followed by mechanical
supervisors.

MYSS- Manpower breakup

12007

12008

12009

12010

12011

Sup Tech Gr D Sup Tech Gr D

Mechanical Electrical

Figure 4.13: Mechanical & Electrical Department Staff at MYSS

4.5.3 Activities undertaken during 2007-2011
• PoH and loH of BG coaches
• Standard Schedule-I, II & III of LHB coaches.
• Manufacturing of Composite Brake Blocks.
• Manufacturing of Toy Train.
• Rolling Stock Programme Activities
• Conversion of Accident Relief Train/Accident Relief Medical Equipment vans.

85
 Fitment of Bogie Mounted Brake System.
Conversion of New Modified Goods Vans.
Conversion of Camping Coaches.

Electrical Connected Load at MYSS - 2011

• Machineries

I Welding Plants

I EOT Cranes & Hoists i

I Air Compressors

IAC& Water Coolers

Figure 4.14: Connected Electrical load at MYSS -2011

The break up connected electrical load at MYSS during 2011 is as given in figure 4.14.
The Average Cycle time for PoH of Coaches -14.39 days (for Non AC) and -16.56 days
(for AC) during 2011 ( Standard Note MYSS 2012). The cost of PoH of coaches at MYSS
has been listed in table 4.9. Annual incentive performance of MYSS has been consistently
high of the order of 49 % against a maximum possible limit of 50 % which is shown in
table 4.10.
Table 4.9: MYSS - Average PoH Cost in '000 of Rupees as on Jan 2013
Activity Mechanical Electrical Grand
Labour Material Total Labour Material Total Total
Non AC 270 250 635 44 75 132 767
AC 282 266 676 155 760 966 1642

Table 4.10: Annual incentive performance of MYSS

Year Percentage Incentive Amount Paid In Crores of
Earned Rs
2009-10 48 4.93
2010-11 49 4.94
2011-12 48 5.18

86
4.6 Organizational Characteristics

It is seen that both the workshops were established prior to independence and were meant
to cater to meter guage rolling stock. They were integrated workshops which used to
undertake PoH of all sorts of rolling stock i.e. steam locomotives, wooden bodied coaches
and wagons. Initially the education levels of employees were very less as the workshops
was managed by the British and Indians were only supporting staff After independence,
these workshops came under the umbrella of Indian Railways and Indians were inducted
in supervisory category. During preliminary visits to the workshops it was observed that
the machinery and plant were energy intensive in nature. There was a group belt drive
which used to drive various machines simultaneously and had a large horse power motor.
The machinery was using mechanical drives such as mechanical clutches, mechanical gear
shifting and use of electronics in the equipment was yet to commence. Also the circuit
breakers were oil cooled type and the pumps were run using steam and were called donkey
pumps. The factor of safety incorporated during the design of the machinery and plant was
of high order. Thus to run them high powered motors were installed. Material handling
was mostly carried out manually and diesel operated listers were introduced later.

Now the current scenario is different as there is optimal factor of safety and hence the
sizes of the machines have drastically shrunk. Independent drives are available to all the
equipment and the motors too are energy efficient. The present equipments are embedded
with electronics and are faster, with least response time. The technological changeover has
led to introduction of Variable frequency drives for motors, introduction of battery
operated platform trucks and diesel operated fork lift trucks. Presently material handing is
mostly undertaken by material handling equipment like hoists, cranes, fork lift trucks and
battery operated trucks. This calls for greater use of electricity and diesel for material
handling. The important machinery at UBLS and MYSS is given at appendix W.

The manpower being inducted is well qualified and recruited through open competition
resulting in the best brains joining the organisation. Attrition rates are very low and are
mainly due to death in harness or due to superannuation. Proper training facilities in the
form of well equipped Basic Training Centres are available in both the workshops. The
inductions, pre promotional, change of trade, technical up-gradation trainings are provided
on a regular basis in such centers.

87
4.7 SUMMARY

The objective of this chapter was to provide an overview of IR right from its inception to
current state. The salient features of IR in terms of manpower and the details of 41
workshops are provided. The evolution of coaches has been dealt as both these workshops
are today primarily taking care of coach PoH activity. The network diagram for coach PoH
has been presented and discussed. As the bogies are fabricated at UBLS and serviced in
both the workshops since 2009, the technical details of ICF bogies is also dealt with. The
background of the two manpower and energy-intensive workshops considered in this study
from various viewpoints including energy consumption and human resource has been dealt
in detail. The evolution of workshops since their establishment decades ago and the major
upgradations has been discussed. The discussion also covered the various manufacturing
technologies available, and the ones adopted presently by the workshops.

Finally, the various characteristics of both the workshops were analyzed in detail in terms
of their general features, size, various shops, human resources both departments wise as
well as grade wise in mechanical department, incentive performance and cost of
overhauling. The outcome of this analysis suggests that about one thirds of the technical
workforce in IR work in the 41 workshops and most of them were established decades ago
during the British Raj.

With this backdrop, analysis of various activities of both the workshops and their energy
consumption pattern are covered in a greater detail in the next chapter.

88