Contents 3... · Contents Glimpse of CME Conference: ... (DLW) was set up at Varanasi in the early 1960s, ... report contains an analysis and consequent

3

Contents

Glimpse of CME Conference: Page 2

Director's Message: 3

Editorial Board: 4

Editorial: 4

On Coach POH Periodicity 5

Technology Point 6

Course in 'Stress Management, Meditation and Yoga' A Lifetime Experience 13

Design of Wagons for Transportation of Automobile Cars 14

Obituary Towards Common Sense 16

Indian Railways: Path to Fast Growth 17

EÚi…x…… i…÷®… …Æ˙ M…¥…« Ω˛®…Â 19

Training Highlights 22

Forthcoming Programmes: 22

Campus Listing 23

IRIMEE Faculty 24

New Stalwarts of IRSME 09 25

More of CME Conference 27

Life at IRIMEE 28

Sri. A.K. Agarwal

Sri Ashim Kr. Roy

Sri Utkarsh

∏…“ ∂…÷ß……∆∂…÷

From the Desk of the

Director

Six months is a long period to be at a place and Jamalpur is no exception. In this period there have been a number of positives for the institutes such as CMEs conference, MOU with Queen's

University, Northern Ireland for Student Exchange and the signs of continuity of the Special Class Apprentices scheme.

The institute however, continues to reel under the impact of poor response in respect of the nomination of trainees from the Railway zones & PUs. While the SA Grade Amelioration course is the worst sufferer - there are only three or four nominations for this course every time - other courses are placed no better, the sole exception being the Integrated Course for Group B Mechanical officers. Even on phoning up the CMEs personally, one gets the answer that “there are no surplus officers”. Apathy on the part of Zone & PUs is beyond any understanding since the participation will certainly broaden the vision and horizon of an officer, not to talk of his rejuvenation resulting in enhanced enthusiasm on the return. Seeking Board's help for this does not really help.

In the various discussion eGroups on the World Wide Web comprising of serving or retired officers of Indian Railways Mechanical branch, such as "IRSME Google Groups", members express very high expectations from IRIMEE. The institute is asked to be a fountainhead of railway mechanical knowledge, a think thank for the future strategy of the department, a continuous source churning out technical & research papers from nowhere and many more such things. How could we meet such expectations, without faculty suited for academic work culture with a genuine & deep rooted interest in teaching? Again, there is a distinctly visible apathy on the part of Board in posting suitable officers from the Zones & PUs. Any request to Board only meets with the replies such as “No one would agree to go there”. The result; only the officers either highly reluctant or not suited for such environment are posted to institute resulting in quality of output that leaves a lot to be desired.

Not withstanding above - on behalf of IRIMEE - I greet all the members of Mechanical Engineering department on the Indian Railways on the IRSME day which coincides with IRIMEE Annual Day on February 14, 2011. Let us continue delivering excellent output to benefit and boost the performance of Railways.

Pankaj Kumar

"Grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference."

Reinhold Niebuhr

Editorial Board

Chairman: Pankaj Kumar Director

Executive Editor: R. P. Singh Sr. Prof (RST)

Member: G. Chowdhury Prof (EM)

“ Arbind Kumar A. Prof (Elect)

“ Arun K Saha Lect (DSL) “ Arvind Lal CI (Met) “ Aishvarya Sachan SCA

Execution& Liaison: Debashis Ghosh Sr Librarian

Layout & Design: Arup Chatterjee TV Tech

IRIMEE Jyoti Is published quarterly by Indian

Railways Institute of Mechanical & Electrical

Engineering, Jamalpur 811 214, Bihar and

printed by M/s. BARNANA, 6/7 Bijoygarh Kolkata

700 032, Ph.: 033-64513342. All editorial

correspondences should be addressed to

Executive Editor, IRIMEE Jyoti, IRIMEE,

Jamalpur 811 214, Bihar.

Views expressed in the article/s are those of the

respective author/s. Neither IRIMEE Jyoti nor

Railways accept any responsibility nor do they

necessarily agree with the views expressed in

the articles. Every effort is made to acknowledge

source material relied upon or referred to but

IRIMEE Jyoti does not accept any responsibility

for any inadvertent omission.

From the Editor's Desk

Dear Readers,

We are on the path of

change which is inevitable

howsoever difficult it may

be. Staying at one position

is equally difficult and one

has to work hard even to

retain that position, therefore it is better to work

extra hard and improve upon the existing

position.

We strive hard to add value to this magazine

by including useful and good topics in it. Our

efforts will be better rewarded if readers also

participate positively and further improve the

contents by sending their technical articles for

the magazine.

Quarter ending December 2010 has been

full of events, during this quarter we had 2 days

conference of CMEs, 100% business oriented,

organised at IRIMEE Jamalpur headed by

Member Mechanical and was appreciated by

one and all knowing our limitations. Hectic day

was compensated by colourful cultural program

in the evening.

This was also the period when a new batch

consisting of 18 IRSME probationers joined at

Jamalpur. After a very long time Gymkhana

team has reached soccer final in the local

tournament organised annually at JSA ground.

IRIMEE also organised a highly popular

Mechatronics course for trainers which was

attended by 65 participants (record number for

any course). For the participants of integrated

course, IRIMEE organised special course on

Tender and Contract.

We will continue to strive for improvements

R. P. Singh

4

Of course there is no formula for success except perhaps an unconditional acceptance of life and what it brings.

Arthur Rubinstein

Volume 3 Issue 3 •October-December 2010

POH Periodicity of Mail & Express coaches of ICF

design has been revised from existing 12 months to

18 months vide Railway Board letter no.

2007/M(C)/141/1 dated 31.01.07 with:

Up gradation in specification of seven items and

Coach bogie to be given IOH after 9 months by

Workshops.

For this:

Either overhauled bogie is to be supplied by

Workshops to Depots.

Or Coach is to go to Workshops for bogie

changing.

Sn Item Old spec Revised spec Remarks

1 PVC CK-604 CG-12 Furnishing

2 Rexine C-9503 CG-16 items

3 LP sheet C-9602 CK-514

4 Brake gear bush kit Nylon-66 Fenolic

5 Upper washer R-64/98 Hytrel Bogie items

6 Lower washer R-64/98 Hytrel

7 Silent block C-9406 CG-15

Impact of this increased POH periodicity:• Increased availability of coaches for traffic i.e.

higher earning.• Increased attention to coach bogie by Workshops

i.e. higher safety (existing-every 12 months during POH to revised - every 9 months during IOH).

• Higher maintenance cost as revised specification items are about six times costlier than old specification items.

• Less wheel changing in coaching Depots.• Increase in bogie items consumption in

Workshops and reduction in Depots.• Increase in workload of Workshop and reduction

in workload of Depot.• Reduction in sense of responsibility in coaching

Depots.• Technical dilution in coaching Depots. Coaching

Depots shall forget the Spelling of Bogie.• C & W shall literally become Cleaning & Watering.• Dispute of bogie damages during transportation

between Workshops and Depots.• Safety responsibility gets a shift from CRSE to

CWE.

A better solution:• POH periodicity: 24 months for all variety of

coaches.• IOH periodicity: 12 months for all variety of

coaches. Coaches to go to workshops in locked condition with one day schedule for change of bogie.

• Sch 'C': 6 months by Coaching Depots.• POH - Sch 'C' - IOH - Sch 'C' - POH• Bogie items can be reverted to old specification

items, if felt so.• Furnishing items to continue with revised

specification as they have better life expectancy and fire retardant quality.

Summary:The coach POH periodicity has been revised from 12 months to 18 months with a view to increase the availability for traffic. This has led to various working anomalies. It is suggested to increase the POH periodicity further to 24 months and IOH periodicity to 12 months with restoration of Sch 'C' in 6 months. This will eliminate the working anomalies and further increase the coaches availability for traffic.

On Coach POH PeriodicitySri. A K Agarwal, Ex. Sr. Professor (ME)/RSC, Vadodara

Upgraded seven items for increase in POH periodicity are as under:

IRIMEE JYOTI•5

Green Field approach to Workshop infrastructure of DLW for manufacture of 200 EMD design locomotive per annum.

Shri Atulya Sinha, CDE/DLW

Synopsis

Diesel Locomotive Works (DLW) was set up

in the 1960s as a turnkey project in

collaboration with ALCO for manufacture of

diesel locomotives. In the 1990s, fresh

technology was obtained from General

Motors Electro Motive Division (now EMD

Inc.), for manufacturing of 4000 hp AC/AC

microprocessor controlled diesel electric

locomotives at DLW. Currently, DLW is

manufacturing both ALCO and EMD type

locomotives, but the former are being

phased out. This project follows a Greenfield

approach to the future requirements DLW's

workshop infrastructure. Further, the existing

infrastructure is reviewed with the objective

of upgrading and modifying it to suit the

growing production requirements of EMD

design locomotives.

Executive Summary

Diesel Locomotive Works (DLW) was set up

at Varanasi in the early 1960s, as a turnkey

project in collaboration with ALCO for

manufacture of diesel locomotives. DLW

continues to supply diesel locomotives to IR

as well as non-railway customers in India,

such as power plants, steel plants and port

trusts which have their own railway systems.

Despite IR's best efforts to upgrade ALCO

technology, by the 1990s, it had become

inevitable to obtain fresh inputs of latest

diesel locomotive technologies. Thus a

transfer of technology was obtained from

General Motors Electro Motive Division

(now EMD Inc.) in 1995 for design,

manufacturing and maintenance technology

of 4000 hp AC/AC microprocessor

controlled diesel electric locomotives for

freight and passenger operations.

The main trends of DLW's product mix

are declining production of ALCO

technology locomotives and increasing

production of EMD technology locomotives.

In 2008-09, DLW set a new record by

producing 257 locomotives (including 80

EMD locomotives). In 2009-10, the

production target is 285 locomotives

(including 150 EMD locomotives). Hence,

the workshop and other infrastructure at

DLW must keep pace with the rapidly

increasing production requirements of EMD

type locomotives.

Greenfield approach to workshop

infrastructure implies consideration of

opportunities from scratch, without being

encumbered by the current portfolio. In the

next stage, an optimal transition path from

the existing portfolio to the desired optimal

portfolio in the future is determined. This

report contains an analysis and consequent

recommendations for upgrading and

modifying the workshop infrastructure of

DLW to suit the growing production

requirements of EMD design locomotives.

Implementat ion plans and fur ther

suggestions are also included.

TECHNOLOGY POINTSAG officers of

Indian Railways

have been

coming to

IRIMEE for a 8

week training

course, known as

'Amelioration

Course for SAG

Officers'. As the

part of their

training they

take up a project,

as given by their

CMEs involving

some of the

major issues of

IR as well as

some futuristic

approach to

make IR a more

technology driven

organization.

Executive

Summary of a

few such project

reports are placed

here for wider

circulation. The

full reports are

available at

IRIMEE.

6•IRIMEE JYOTI


Recommendations

Loco Assembly:

§ The reasons for low productivity of the existing deck milling machine to be investigated.

§ The possibility of elimination of deck milling by introduction of new processes is to be examined in detail. In case it is considered feasible for DLW under frames, it may be tried out in a phased manner.

§ The possibilities of purchasing a new deck milling machine as well as purchasing/ leasing a second hand machine from EMD need to be examined from a techno-economic standpoint.

§ The existing fixed position (station build) approach should be continued to obtain the benefits of flexibility.

§ The on-going project of expanding the LAS by about 48 m to the east needs to be completed at the earliest, so that covered area can be utilized for additional workstations.

Under frame:

§ Manufacture of ALCO underframes is to be phased out as soon as possible. In order to accelerate this process, any remaining requirements of ALCO underframes should be met through purchase or manufacture at Parel.

§ As a consequence, the facilities available at DLW should be dedicated to the manufacture of EMD type under frames.

§ The existing workstations (laydowns, trunnions and bottom equipping) should be re-organized to enable linear and unidirectional workflow as far as possible. The conceptual layout presented in Exhibit 13 can be used as a basis for the new layout.

§ A duplicate set of workstations should be procured and installed to increase the production capacity and flexibility of underframe manufacture.

§ The new workstations proposed above should be suitable for manufacturing the proposed 5500hp WDG5 locomotive. While the detailed design features of this locomotive are yet to be finalized, it is expected that it shall be about 1 m longer than the existing WDG4/WDP4 locomotive.

§ A rollover station is to be provided just outside the paint booth.

§ The northern line may be set up first, so that there is minimum disruption to the surface plates required for ALCO underframe manufacture.

§ The on-going project of shifting the paint booth about 24 m to the west needs to be implemented at the earliest, so that covered area can be released for additional workstations.

Crankcase:

§ DLW has to continue with ALCO block production for the next 8-10 years. Since the original facilities for ALCO have already been curtailed as far as possible, the remaining facilities must be retained.

§ The productivity of the existing portal milling machine needs to be improved by offloading some operations to other suitable machines, or any other means.

§ Procurement of the second portal milling machine should be expedited and associated civil works completed well in time.

§ In the medium term (next 5 years or so), it would be advisable to develop indigenous vendors for both fabrication and machining of crankcases to create viable alternatives to import. This would require sustained efforts on the part of DLW as well as on the part of these vendors.

§ All the new facilities for crankcase fabrication and machining should be suitable for 20-cylinder engine which will be used for the proposed 5500 hp WDG5 locomotive

Conclusion:

DLW is in the process of phasing out production of

ALCO design locomotives, while stepping up the

production of EMD design locomotives to 200 per

annum. The workshop and supporting infrastructure

need to be substantially upgraded and modified to

meet the growing production demands of EMD type

locomotives.

In this project, the workshop infrastructure (especially

macro level layout of DLW and micro level layouts of

selected shops) are examined from a Greenfield

perspective, which has provided some directions for

optimizing the layouts. Finally, recommendations

have been made and suggestions for further study

have been identified.

IRIMEE JYOTI•7


Improving the quality of MLR in CRWS/BPL along with Customer Feedback and

Improving condition monitoring methods.

Shri R. Behal, CWM/CRWS/BP

Synopsis

Railway workshops are regularly booking man hours

for repair/attention to shell and furnishings. At

CRWS/BPL complete replacement of furnishing and

fittings as well as heavy corrosion repair of coaches is

under taken once in life time of coaches. The man

power input during this rehabilitation remains same

whether replacement of these items is done with new

fittings or used one. As an organizational goal it would

be logical to expect CRWS/BPL to attend coaches in

such a manner that man hours booking in subsequent

attention is reduced. This is not possible without

proper condition monitoring of coaches after being

turned out during subsequent attentions.

The organization will in turn reap benefits in terms of

saving in labour and material costs as well as better

availability of rolling stock. These benefits will accrue

both at CRWS/BPL and at all other Railway

workshops where these coaches will be attended in

years after MLR. In the prevalent era of economic

consolidation after down turn and implementation of

6th pay commission recommendations small

measures such as these, especially of labour cost

reduction, would be of great help for Indian Railways

to face difficult economic challenges ahead.

Although the concept of product quality

monitoring after Mid-life Rehabilitation of Indian

Railway Coaches is not new, structure in which it is

done, can be improved upon. Information technology

can be used not only to improve communication with

customer but also for recording important customer

needs and for monitoring of follow up action

thereupon. This will help workshop to focus its efforts

to important areas which are really affecting

passenger comfort and also, internal customers like

workshops & maintenance depots.

Executive Summary

After discussing the present status at CRWS, certain

trouble spots on the shell repair area as well as

interior furnishing area were identified. Detailed

studies and discussions with all stake holders/

workers as well as internal/ ultimate customers were

held. Thereafter relevant information was collected

as far as possible from point of generation. The data

was objectively analyzed to arrive at certain important

conclusions/ suggestions/plan for improvement.

It was observed during brain storming sessions

with external customers including CWMs of various

workshops that, during initial three POH after MLR

minimal corrosion repair is needed. Even after giving

such high level attention to coaches during MLR, as

per data collected from various workshops 2 % of

coaches still requires heavy corrosion repairs to the

tune of more than 1500 man hours during its 3rd to 5th

POH (of 1 year periodicity) after MLR. Similarly about

7 % of coaches still require corrosion repairs to the

tune of more than 600 man hours during its 3rd to 5th

POH (of 1 year periodicity) after MLR Where as it is

felt that the coach after undergoing intensive

attention to shell members should not require any

input up to next 3 POH (of one and half years

periodicity).

In some of the workshops, traditionally any

coach coming for the POH, has certain allocation

hours for corrosion and was more to complete the

POH man hours. However when further scrutiny was

made of job cards the details of corrosion pockets and

the type of attention paid was not very clear. Also it

was noted that most of the customers were happy

with the quality of coaches coming to them after MLR.

The data analysis made on the workshop

feedback based on the record and actual man hours

8•IRIMEE JYOTI


IRIMEE JYOTI•9

for the corrosion repairs is at great variance. If the

corrosion hours are as shown in workshop records

are communicated regularly to CRWS, the weak

areas can be analyzed and necessary action taken to

improve the quality which will avoid the need for these

inputs in future. However the feedback given by

various workshops is not consistent in the present

system. Hubli shop is booking no corrosion hours in

first three POH after MLR. In fact during recent visit to

shop one Coach no SWR 90721 GSLR and WCR

94708 SLR was inspected along with CWM. The first

coach was for third POH where the other one was

second POH. Both were found in good condition. This

picture also gets reflected in the man hrs booked by

the shop. But that is not the case with other

workshops

The need for effective condition monitoring

flows from above and the methodology, web based as

well as direct interaction has been evolved. The

benefits of saving in man hrs and increased

availability of coaches have been converted into

monitory terms. These benefits though substantial

are quite indicative and don't cover intangibles like

passenger satisfaction.Suggestion is made for complete repanelling of

coaches at certain periodicity which will not only set a

benchmark for maintenance of coaches in the

workshop but also have benefits of passenger

comfort. Pests and rodents in passenger cars is big

menace which dents image of Indian Railways

adversely. Repanelling will address the problem to a

great extent. Off course, increased manpower and

material input shall make maintenance expensive

and reduce outturn numbers but payback in long-

term. Improving the quality of passenger coaches

cannot be done in isolation by one unit, but this has to

be an organizational effort by involvement of all

workshops and Zonal Railways. Quality of inputs, by

way of workmanship and materials have to be

continuously monitored and effective actions taken

timely for correction so that passenger comfort is not

compromised and image of Indian Railways is

enhanced.

Recommendations

Proper feedback is identified as single most important

tool for effective monitoring of continual

improvement. There are certain web based tools

available now but it is seen that not many customers

have utilized this mode. This feedback can be further

improved upon if specific area and kind of information

expected can be readily indicated in the feedback

form itself. This can be made further user friendly if by

selecting coach no. itself, other information can be

directly picked up from database of CRWS.

Also during the course of this study after

visiting various workshops and interacting with

various executive involved, it is felt that there is no

effective bench mark for maintenance of furnishing of

coaches in workshops. Therefore it is felt that a

system of carrying out complete re-paneling of

various coaches in 6th, 9th, 18th and 21st year of their

life may be introduced on Indian Railways. As far as

passenger is concerned, this will ensure that he feels

like traveling in a new coach. This will not only put a

minimum bench mark for maintenance of coaches in

the workshops but also result in visible improvement

in the quality of coach and also remove the pockets

which are breeding ground for pest and rodents. The

quality of service to traveling passengers shall be

improved manifolds.


10•IRIMEE JYOTI

To identify various areas of concern for poor maintenance of BGKT based EMD loco and suggest a workable solution including the role to be played by different agencies.

Shri Rahul Jain, CMPE/NWR

Executive Summary:

While specific Fuel Consumption of EMD locomotive is 11.29 % & 3.43 % better than ALCO engines in passenger and goods services respectively and LOC is over 30% less in this initial phase of induction EMD locos than ALCO engine the ineffective percentage of EMD locomotives is very much on the higher side i.e. 12.7 % against Railway Board's target of 5.0%.

Upon study, it is seen that ineffective % is influenced by factors such as:

- Unsafe spares of different firms (frequent direct and premature failures of sub-assemblies),

- Delaying in releasing of material from DLW against warranty replacement, as Shed has yet not provided with any unit exchanges and exclusively depends upon warranty replacement.

- Poor planning for assimilation of EMD locos in BGKT shed.

- Insufficient training to running staff- Acute paucity of manpower 4.19 men per loco vis

a vis IR benchmark of 5.67 men per loco.

These problems can be tackled by:

- Building up infrastructure at BGKT commensurate with the needs of the EMD locomotives. A PWP (09-10) for Augmentation facilities for EMD locos costing Rs. 6.5 Crores is still pending at Railway Board level for the last 13 months (since October 2008) for approval and sanction. Repeated efforts at the Railway Board level have yet to yield results.

- RDSO needs to proactive in tackling shed and operations related issues. The issue of vibrations in WDP4 at higher speeds is one area, which needs to be addressed quickly. The repeated complaints of the running staff relating to lack of visibility during long hood working are another area.

- Since the shed has almost 25% less staff as

compared to the benchmark, the need of the hour is to make more men available. Since this is not possible easily, a better solution will be to transfer locos to other sheds where requirement and bench mark norms, both justify enhancement.

- Stocking of spares at NWR as well as supply of the same from DLW is a major area. Unit exchange spares are also needed.

Remedial Measure Needed:

- Quick response is required by DLW & RDSO to

access the root cause of prematurely failed sub

assemblies

- Arrangement of adequate unit exchange

- M/s SIEMENS & EMD representatives should be

presented at Diesel Sheds being frequent

premature failures of items of these firms

experienced by shed.

- Stocking of material should invariably be

arranged.

- M&P, WP and RSP items should be sanctioned /

arranged at the earliest being growing in

population of EMD locos in future.

- An expert team at EMD loco shed should conduct

training for maintenance.

- Sanction of staff as per requirement for loco

holding of 118.

- Sanction of PWP work for homing of 50 EMD

locomotives

- A kit of minimum spares required should be

identified and should be dispatched from DLW

with a new loco being sent to new diesel sheds,

which is not having any spares available. This will

help in reducing the ineffective time of loco in the

shed and also help to improve reliability.


Augmentation and optimization of available infrastructure to manufacture 1600 shells and structure of steel coaches.

Shri P. Suresh, CPM/ICF

Synopsis

ICF is a pioneer coach manufacturing unit and has

been producing coaches for more than 5 decades.

The schileran design has proved it versatility and

successfully outperformed it's capability, despite its

obsolete design. The need to build state of art

coaches was perceived and the manufacture of LHB

coaches was taken up by Rail Coach Factory,

Kapurthala Railway Board recently advised ICF to

switch over to the LHB designs and ICF has taken up

the task of creating infrastructure facilities, to bring

about a paradigm shift in the technology of

manufacturing modern coaches.

A study has been made with an attempt to

reorient the existing production process, with optimal

infrastructural addition and reorganizing the facility to

align it with the requirements needed for the

manufacture of LHB coaches with FIAT bogies. The

project plans for a production of 1750 coaches

comprising of 1250 LHB coaches and 500 other

types.

Executive Summary

ICF was initially set up to manufacture 700 coaches

with two shift working. The facility comprises of two

factories the shell and furnishing. The body shell &

bogies are manufactured in the shell factory, while the

furnishing & electrical work is taken up at the

furnishing factory.

As a major augmentation projects has already

been executed up at the furnishing factory and since

there are no major technological inputs required to cut

in the new LHB design, this project has taken up the

reorganization of shell factory only.

The layout in the shell factory has been

conceived with two separate units consisting of the

manufacturing shops producing subassemblies,

components & fabrications that are transported to the

main assembly line, where the complete shell is

assembled.

With development of private sectors in the

manufacturing industry, ICF has been outsourcing

many of the components, sub-assemblies &

fabrication to trade to augment the manpower in the

assembly line and has stepped up the outturn to about

1350 coaches, despite natural attrition. With the

outsourcing of end wall, sidewall & roof of LHB

coaches also to trade followed by redeploying the

released manpower due to outsourcing from the

manufacturing shops, the manufacturing shops could

face a complete shutdown.

In order to fully utilize this available

infrastructure, the project aims to amalgamate the

manufacturing shops with the main assembly line to

augment the assembly shops capacity & create

separate facilities for Stainless Steel & Corten steel

shells manufacturing. Major infrastructure inputs

which have been projected are

• Construction of a new assembly bay parallel

to the main assembly shop.• Track inside the main assembly shed.

• Proposed new pathway.

• Separate bay for manufacturing stainless steel & corten steel shells.

The estimated abstract cost of the project is Rs 85.86

crores [35.4 Crores for Purchase of M&P required for

manufacturing FIAT bogies & 50.54Crores for the

entire re-organization work]. The ROR on investment

is 17.78% justifies the implementation of this project.

IRIMEE JYOTI•11


12•IRIMEE JYOTI


Development of Model Group Incentive Scheme for Railway Workshops

Shri S.K.Bagh, CWE, ECoR

Synopsis

Indian Railways have been following Chittranjan

pattern of Incentive Scheme in various repair

workshops. Railway Board during 1989 had

undertaken a review of Incentive Scheme redesigned

of motivational package / incentive schemes for

maintenance workshops and production units. In this

review, a study was conducted through RITES for 7

different motivational packages proposed by Railway

Board. Out of which one was approved which

envisages “Section / shop group incentive scheme

based on production norms”. Consequent to this,

RITES had put up a report on development and

detailed design on acceptable motivational packages

for implementation which was critically appraised in

Railway Board and during this process, the views of

Recognized Railway Labour Organizations were

taken into consideration. After further deliberation,

RITES were awarded the study for “Implementation

of redesigned Incentive Schemes in Tirupati and

Rynapadu workshops of S. C. Railway" vide Railway

Board's letter 8.7.99. RITES were given the task to

study the various activities of Tirupati Workshops and

propose for a Group Incentive Schemes. stAfter successful implementation of 1 Group

Incentive Scheme at Tirupati Workshop, Railway

Board had advised other workshops to implement

this scheme. CRW / MCS followed the Tirupati

pattern of Group Incentive Scheme for implemen-

tation.

Executive Summary

Mancheswar Workshop has already secured ISO

9002 certification and that work methods in different

shops has been stabilized. The machinery and

equipment and infrastructural facilities have been

provided for giving annual capacity of 1080 coach

repairs. Hence, only marginal further improvements

in the workshop for capacity change are envisaged at

present. It has been agreed by workshop authorities

that method study will not be included in RITES

examination of workshop operation and system

except if found necessary for particular situation.

Conclusion:

For the purposes of giving experience of Incentive

Scheme operation to the concerned executives and

staff of Mancheswar Carriage Repair Shops as also to

take note of any teething problems encountered and

initiating remedial action, a dry run of Incentive

Scheme will be carried out. Proving out the group

incentive scheme operating formulae, reports as also

information flow, data gathering, and processing

systems will be done in the dry run phase. Any

anomalies noticed during the dry run period will be

taken up for examination and rectification. For this

purpose, it is proposed to have two consecutive

months of dry run of the proposed Incentive Scheme.

During the dry run period, the incentive amount

payable to staff in each incentive Group will be

actually calculated though not paid by Finance. Any

representations received from staff during the dry run

period with regard to working of Incentive Scheme

shall be examined and dealt with Dy.CME (Plg.).

He who has a thousand friends has not a friend to spare,

And he who has one enemy will meet him everywhere.

Ali ibn-Abi-Talib A Hundred Sayings

IRIMEE JYOTI•13


In today's busy and demanding life style, Railway

Officers are being subjected to high level of stresses

at all frontiers of life. Way back in the year of 2000,

Railway Board has recognized Yoga as an effective

means to relieve the stresses and introduced Yoga for

officials with an objective to equip them to meet the

challenges of their work life better and lead a happy

and healthy life in all its aspects.

To move the cause further, IRIMEE is coordinating a

two week residential course at Bihar School of Yoga

(BSY), Munger on the subject.

The Institute:

BSY, also known as International School of Yoga, is

the only UGC recognized institute which offers

degrees in various fields of Yoga. A large number of

foreigners regularly attend their various months long

programmes.

The Course:

A fully residential course for 12 days in the serene

atmosphere of Ashram, located over the bank of river

Ganges. You get a feel of true life, far from the

madding crowd, and learn yogic principles of life,

Yoga Darshana, Asanas and Pranayamas to keep

yourself fit, both physically & mentally.

Eligibilty:

Railway officers from any cadre can join this course.

Though not mandatory, officers are advised to come

along with spouse to reap full benefit of the course.

The course period is treated as duty for serving

Railway Officers provided nomination comes through

appropriate authority. They are entitled for full TA &

DA claims for the above period, in terms of Board's

letter No.E(G) 91/AL6,-1, of 16.08.05 & 04.08.09

(R.B.E no. 130/05 & 139/09, respectively).

Fees:

While no tuition fee is charged by BSY for this course,

the participants are required to pay Rs. 2000/- each to

BSY/Munger towards messing & lodging charges.

Contact Person:

For further details and clarification, please contact:

Goutam Chowdhury, Prof.(EM)/IRIMEE

Mob: 09771462404

Tel: 06344 241764(O)

Fax: 06344 243293/400

Course on 'Stress Management, Meditation and Yoga' A Lifetime Experience

Design of Wagons for Transportation of Automobile Cars

Sri. Ashim Kumar Roy ADE/Wagon/RDSO/Lucknow

Since long back RDSO is working in the field of automobile cars transportation through rail based on demand of automobile car manufacturers. Brief introduction of Wagon designed for the purpose is given below.

• Bi Level Maruti Wagon type BCCN – Earlier design dedicated for Maruti 800

cars– Prototype manufactured– Problem in loading and unloading– Stop further manufacturing

• Bi Level Auto Car Carrier type BCACM– Converted from BLC Wagons

• Bi Level Auto Car Carrier Wagon type BCACB– Greenfield Construction

Bi-level Autocar Converted Wagon (BCACM)• Salient features-

– Design evolved by converting existing BLC Wagon.

– Design Completed in 2008 and first BLC Conversion by JUDW in 2008.

– Easily Convertible Design from BLC Underframe, if Surplus BLC Wagons available.

– Conversion carried out in-house in JUDW Workshop in Feb 2008.

– Optimized for carrying Maruti 800 (Now not in Production) for 270 Cars/rake. However, presently optimized for “Alto K 10” for 270 Cars

• Limitations-– Problems in exit of Drivers after loading

due to lesser Width (limited by Floor Width of BLC U/F).

– Maximum Standard Wheel Size limited to 810 mm, giving a Condemning margin of only 30 mm (780mm).

– Lesser Carrying capacity due to converted BLC Wagon.

Bi-level Autocar Wagon (BCACB)• Salient features-

– Design Completed in 2009.– Stainless Steel Construction for better

Corrosion resistance, long life and better maintainability.

– Length over head stock is 20 meters.– Fitted new designed Casnub-16HS Bogie

with BMBS.– In car-A upper deck of loco-end work as

ramp during loading and unloading.– Introduction of End of Car Cushioning

Device (first time on IR) for better Cargo Handling.

– Introduction of vestibules in between two wagons.

– Increased/ Optimized Height of Cargo area by:w Better use of MMD : Lower Floor

Level Height due to introduction of Lowest size Wheels possible on IR (700 mm -760 mm)

BCACM Wagon

14•IRIMEE JYOTI


w Overall Cargo Storage Area Height of 3343 mm

w Optimized Height of Twin Carrier Decks to get maximum types of Cars : Lower Deck Height 1765 mm, Upper Deck : 1585 mm)

w More Variety of Cars & Higher Height cars like Nano and Wagon-R can be accommoda-ted.

– Higher Width than BCACM for ease of Loading, Driver Exit after Loading and Safety of Carsw 2600 mm clear width instead of

2100 mm clear width in BCACM– No of Optimized Cars/ Rake : 296 against

270 in BCACM– Lower Tare Weight per Optimized Car

Carried • Limitations-

– High cost of construction due to use of Stainless Steel.

– Railway Board Tender cancelled due

higher cost (Appx Rs 55 Lakhs) in Feb. 2010.

– Prototype not yet constructed.– Anticipated problem of lower size Wheels

availability.

COMPARISION OF BCACM AND BCACB WAGON

PARAMETERS BCACM BCACBCar-A Car-B Car-A Car-B

Length over head stock 13625 12212 20000 20000(mm.)

Width (mm.) 2600 2600 2900 2900

Maximum height from Rail 4305 4305 4305 4305Level (mm.)

Tare wt. (tonne) 26.3 24.8 29 30

Pay load 6.825 6.825 12 15

Gross wt. 33.125 33.625 41 45

No. of Cars loded 6 6 9 10

No. of wagon per rake 9 units (of 2Car-A and 3Car-B ) 3 units (of 2Car-A and 8Car-B ) total total 45 wagons 30 wagons

Makes and Types of Cars Maruti: Alto, A Star, Swift, Maruti: Wagon R, Alto, Ritz, Estillo,that can be handled Dezire, SX-4, Honda:Honda City, A Star, Swift, Dezire, SX 4, Omni

Accord, Honda: Honda City, AccordHyundai: I -10, Accent, Verna, Hyundai: Santro, Accent, Verna, Elantra, Elantra, I-10, 1-20Ford:Figo, Ford: FigoToyota: Corolla, Camry, Toyota: Corolla, Camry,Tata: Indica, Indigo, Tata: Nano, Indica, Indigo Volkswagon: Polo, Jetta, Volkswagon: Polo, JettaMahindra: Logan Mahindra: Logan

Optimized for Car Type Maruti 800, Maruti Alto Maruti Alto/ Tata Indica

No of optimized Cars/ Rake 270 296

A new design of Autorake wagon fitted with LCCF bogie is under process.

IRIMEE JYOTI•15

BCACB Wagon


Obituary Towards Common SenseAn Obituary printed in some Leading Dailies ran like this:

Today we mourn the passing of a beloved old friend, Common Sense, who has been with us for many years. No one knows for sure how old he was, since his birth records were long ago lost in bureaucratic red tape.

He will be remembered as having cultivated such valuable lessons as:

- Knowing when to come in out of the rain; - Why the early bird gets the worm; - Life isn't always fair; - and maybe it was my fault.

Common Sense lived by simple, sound financial policies (don't spend more than you can earn) and reliable strategies (adults, not children, are in charge).

His health began to deteriorate rapidly when well-intentioned but overbearing regulations were set in place: Reports of a 6-year-old boy charged with sexual harassment for kissing a classmate; teens suspended from school for using mouthwash after lunch; and a teacher fired for reprimanding an unruly student, only worsened his condition.

Common Sense lost ground when parents attacked teachers for doing the job that they themselves had failed to do in disciplining their unruly children.

It declined even further when schools were required to get parental consent to administer sunscreen or an Aspirin to a student; but could not inform parents when a student became pregnant and wanted to have an abortion.

Common Sense took a beating when you couldn't defend yourself from a burglar in your own home and the burglar could sue you for assault.

Common Sense lost the will to live as the churches became businesses; and criminals received better treatment than their victims.

Common Sense finally gave up the will to live, after a woman failed to realize that a steaming cup of coffee was hot. She spilled a little in her lap, and was promptly awarded a huge settlement.

Common Sense was preceded in death

- by his parents, Truth and Trust; - by his wife, Discretion; - by his daughter, Responsibility and - by his son, Reason.

He is survived by his 4 stepbrothers:

- I Know My Rights - I Want It Now - Someone Else is to Blame - I am a Victim

Not many attended his funeral because so few realized he was gone.

The message is being re-circulated, in case you still remember him. If not, join the majority and do nothing.

16•IRIMEE JYOTI


IRIMEE JYOTI•17

Indian Railways: Path to Fast GrowthShri. Utkarsh, Asst. Professor(Projects)/IRIMEE

Indian Railways with its 14 million employees runs 11,000 trains a day connecting about 7000 stations over 64,000 route kilometres in the country. Though conceived by the British as a means of colonial exploitation of India, Indian Railways grew into a binding force that actually brought to fore the concept of India as a nation state.

At Rs. 98,000 Crores, Railway receipts are 1.2% of the national GDP. The size of the railway budget is about 7% of the national budget. Even though these figures are impressive, everything is not well with Indian Railways. Sadly, though the Railways is treated as a corporate and asked to raise its own resources, it is always made to spend as a ministerial arm of the welfare state and asked to dabble in wasteful frittering away of resources in fields as varied as real estate, professional education, healthcare, urban planning, employment generation, tourism, industrial development, culture and international co-operation. A case in point is reduction of passenger fares by a Rupee per passenger which did not arguably enrich the passenger but which ended up making the Railways lose about Rs. 500 Crores. About 250 kilometres of new tracks could have been laid for this amount! However this act allowed the Minister concerned to boast that he had reduced railway fares. Indian Railways must not be allowed to become an exposition of “Tragedy of the Commons”.

During the current regime of fast economic development in the country, Indian Railways has not grown as required. While the generally accepted growth elasticity of transport is 1.25, it has been hovering around 0.79 for Indian Railways. Thus, Indian Railways has not even kept pace with national economic growth.

Indian Railways requires Rs. 4,21,546 Crores urgently for the projects currently on the shelf. It has concluded that it needs Rs. 14,00,000 Crores over the next ten years for capacity augmentation, upgradation and modernization if it has to achieve its own ideals of growth. This can be compared to an equivalent amount that the Chinese National Railways is investing in only the next three years. A big question is finding adequate resources. The times

are tough and some tough measures need to be implemented. Some of these have been discussed here.

1. The complete pending and planned project shelf should be re-examined. The projected rates of return in the short term should be assessed afresh in keeping with the historical performance of similar projects since, for instance, reports of the Comptroller and Auditor General of India have pointed out that many high-value electrification projects have not yielded suitable returns. The projects should then be arranged in the order of returns that they would generate.

2. Funds should then be made available intensively for the selected projects with maximum returns. Fiscal prudence must be kept in view and these projects should not be allowed to undergo time and cost overruns. It is necessary in this respect to have a complete moratorium on projects without a sufficient payback. If any state or the central government desires a so-called project due to its social desirability, Indian Railways should float a SPV for this purpose with suitable participation of these stakeholders so that Railway finances are not put in jeopardy.

Fast completion of high return projects would provide economic linkages that would generate more funds for future investments.

3. It is necessary to get funds from the private and corporate sector. The PPP route envisaged would be successful only when the private sector smells sufficient profits. The Railways should therefore establish all new production units only in the joint sector. The concept of ancillaries with equity participation and quality control and ensured buy-back agreements as prevalent in the automotive sector should be implemented.


4. Pricing mechanisms should be re-examined. Indian Railways has been losing increasing amounts of money on passenger operations. It suffered a loss of Rs. 14,000 Crores in the year 2008-09 in passenger business. This was cross subsidized from freight business. This is a loss because if the passenger business had paid for itself, this amount would have been available as an investible surplus. Therefore an independent fare regulator should be set up.

5. The Railways should utilize idle resources in the form of costly real estate by relocating old workshops away from city-centres. This would at once free up costly real estate as a source of funding future projects. The relocated workshops should be rebuilt in participation with private and corporate sectors and this would bring in modern technologies and processes.

It should utilize its soft resources like alignments for exploring laying of pipelines and data carriage paths, and expertise in planning and implementing large projects through joint ventures with industry leaders in private in corporate sectors using its PSU arms like RITES, CONCOR, RAILTEL, RLDA etc. as spearheads.

In short, the only way forward is by giving paramount importance to the financial health of Indian Railways first in the short term and then in the long term. Two organizational changes are required to implement this. The first is the reorganization of Railway accounts to absolutely follow the GAAP. The cost of providing social service to the nation would then be properly determined and attempts made to get it financed from national and state budgets. This would help Railways in evaluating its own financial health. Outside collaborators and large lending institutions would then easily favour investing in Railways.

The second change required is the reorganization of the various departments into core business units. Thus departments like Operating, Mechanical, Electrical, Engineering, Commercial, Signals & Telecommunications, Stores, Personnel, Accounts,

Medical, Security, statistics, Rajbhasha etc. should be organized into Passenger Services, Freight Services, Maintenance Services, and Production etc. This would allow doing away of inter-departmental rivalries and setting up of synergistic units in healthy competition causing betterment of Railways in general.

It is felt that upon implementing the above changes, the goals that Indian Railways has set out for itself shall be reached.

References:• Indian Railways Vision 2020, December,

2009, Government of India, Ministry of Railways (Railway Board)

• White Paper on Indian Railways, December, 2009, Government of India, Ministry of Railways (Railway Board)

• Research, Reference and Training Division, India 2010 A Reference Annual, 2010, Publications Division, Government of India

• Bipan Chandra, India's Struggle for Independence, New Delhi, 1989, Penguin India

• R C Acharya, Rly electrification: Not an exciting idea, Business Line, Internet Edition February 05, 2009

• http://exim.indiamart.com/budget-2010-11/

• h t t p : / / e n . w i k i p e d i a . o r g / w i k i / Tragedy_of_the_commons

• http://www.cag.gov.in/

• http://irsme.nic.in/files/EPCmt-JKJain.pdf

The standard of success in life isn't the things. It isn't the money or the stuff - it is absolutely the amount of joy you feel.

Abraham Hicks

18•IRIMEE JYOTI


IRIMEE JYOTI•19

EÚi…x…… i…÷®… …Æ˙ M…¥…« Ω˛®…Â®…÷∆§…<« ®…Â Ω÷˛B +…i…∆EÚ“ Ω˛®…±…‰ ®…Â ∂…Ω˛“n˘ ¥…“Æ˙-∫…‰x…… x…™……Â E‰Ú x……®…

BEÚ Æ˙…π]≈ı, BEÚ …i……, BEÚ …÷j… i…l…… BEÚ …ix…“ EÚ“ ∏…r˘…∆V… ±…™……ƒ- ∏…“ ∂…÷ß……∆∂…÷, EÚ…™…«EÚ…Æ˙“ x…n‰˘∂…EÚ (™…… xj…EÚ)/EÚπ…«h…, Æ‰˙±…¥…‰ §……‰b«˜

+…‰ ∫…Ë x…EÚ...

®…Ω˛…|…™……h… EÚ“ C™…… V…±n˘“ l…“

+…‰ ∂…Ω˛“n˘! E÷ÚUÙ Ø˚EÚ EÚÆ˙ V……i…‰

EÚi…x…… i…÷®… …Æ˙ M…¥…« Ω˛®…Â ΩË˛

™…Ω˛ i…÷®…EÚ…‰ §…i…±…… i……‰ ……i…‰

∫…°«Ú EÚ±…x…… E‰Ú ∫…∆§…±… ∫…‰

C™…… i…÷®…EÚ…‰ Ω˛®… ™……n˘ EÚÆÂ˙M…‰?

EËÚ∫…‰ +…ƒJ……Â ®…Â ……x…“ ¶…Æ˙

UÙ…i…“ ®…Â Ω˛®… M…¥…« ¶…ÆÂ˙M…‰?

P…÷∫…… n‰˘∂… ®…Â V…§… §…ËÆ˙“ l……

®…S…… Æ˙Ω˛… l…… Ω˛…Ω˛…EÚ…Æ˙

n˘…Ëc˜ …c‰˜ i…÷®… EÚ¢Úx… §……ƒv… EÚÆ˙

…“U‰Ù Ω÷˛<« +x…∫…÷x…“ …÷EÚ…Æ˙

P…÷∫…… P…Æ˙…Â ®…Â ∫…c˜EÚ…Â …Æ˙

V…§… ∂…j…÷ +…M… §…Æ˙∫……i…… Ω˛…‰M……

Ω˛Æ˙ ®……‰c˜ Ω˛Æ˙ S……ËÆ˙…Ω‰˛ …Æ˙

i…÷®…∫…‰ Ω÷˛+… ∫……®…x…… Ω˛…‰M……

n÷˘∂®…x… E‰Ú EÚ±…÷ π…i… ®…∆∫…⁄§…‰

i…÷®…x…‰ EÚ…]ı M…Æ˙…B Ω˛…ÂM…‰

EÚ±…®… EÚB Ω˛…ÂM…‰ =x…E‰Ú ∫…Æ˙

P……¥… ∫¥…™…∆ ¶…“ J……B Ω˛…ÂM…‰

M…±…“-M…±…“ ®…Â P…÷∫…‰ EÚ…™…Æ˙…Â

V…Ë∫…‰ +…i…∆EÚ“ n÷˘§…E‰Ú l…‰

x…Æ˙…Æ˙…v… +x…V……x… V…x……Â …Æ˙

§…®……Â M……‰ ±…™……Â E‰Ú ¶…¶…E‰Ú l…‰

n˘‰˘∂… |…±…™… EÚ“ <∫… +ŒMx… EÚ…‰

J…⁄x… i…÷®Ω˛…Æ˙… J……Ë±…… Ω˛…‰M……

n‰˘∂… |…‰®… E‰Ú …±…c‰˜ i…÷®…x…‰

|……h……Â EÚ…‰ i…§… i……Ë±…… Ω˛…‰M……

n˘…Ëc˜ …c‰˜ Ω˛…‰M…‰ §…‰§……EÚ

i…÷®… ®…Ω˛…EÚ…±… EÚ“ §……‰±…“ …Æ˙

Ω˛…™… i…÷®Ω˛…Æ˙… x……®… ±…J…… l……

+…i…∆EÚ“ EÚ“ M……‰±…“ …Æ˙

P……™…±… Ω˛…l……Â ∫…‰ ¶…“ i…÷®…x…‰

J…±… EÚ…‰ v…⁄±… S…]ı…<« Ω˛…‰M…“

Ω˛®…Â ™…EÚ“x… ΩË˛ M……‰±…“ i…÷®…x…‰

Ωƒ˛∫…i…‰-Ωƒ˛∫…i…‰ J……<« Ω˛…‰M…“

…Æ˙ B‰∫…“ ¶…“ C™…… V…±n˘“ l…“

+…‰ ∫…Ë x…EÚ E÷ÚUÙ Ø˚EÚ EÚÆ˙ V……i…‰

EÚi…x…… i…÷®… …Æ˙ M…¥…« Ω˛®…Â ΩË˛

™…Ω˛ i…÷®…EÚ…‰ §…i…±…… i……‰ ……i…‰


20•IRIMEE JYOTI

B‰ §…‰]‰ı...

UÙ…‰]‰ı l…‰ V…§… Ω˛…l… i…÷®Ω˛…Æ‰˙

°Ú∫…±… J…±……Ëx…‰ M…Æ˙ V……i…‰ l…‰

+…x…“ i…÷i…±…“ §……‰±…“ ®…Â i…÷®…

i…“x…-S……Æ˙ i…EÚ M…x… ……i…‰ l…‰

EËÚ∫…‰ =x… Ω˛…l……Â x…‰ l……®…“ Ω˛…ÂM…“

§…∆n⁄˘EÂÚ ∂…®…∂…“Æ˙

+…ËÆ˙ =i……Æ˙“ Ω˛…ÂM…“ M……‰ ±…™……ƒ

n÷˘∂®…x… EÚ“ UÙ…i…“ EÚ…‰ S…“Æ˙

Ω˛…‰±…“ E‰Ú Æ∆˙M……Â ∫…‰ S…g¯ i…÷®…

¶……M…-¶……M… EÚÆ˙ l…‰ U÷Ù… V……i…‰

°ÚÆ˙ EÚ∫…- EÚ∫… EÚ…‰x…‰ ®…Â U÷Ù… EÚÆ˙

Ω˛®… …Æ˙ J…⁄§… Æ∆˙M… §…Æ˙∫……i…‰

…Æ˙ ™…Ω˛ J…⁄x… EÚ“ Ω˛…‰±…“ i…÷®…x…‰

+…M…‰ §…g¯EÚÆ˙ J…‰±…“ Ω˛…‰M…“

§…§…«Æ˙ +…i…∆EÚ“ EÚ“ M……‰±…“

Ωƒ˛∫…i…‰-Ωƒ˛∫…i…‰ Z…‰±…“ Ω˛…‰M…“

®…x… i……‰ ΩË˛ N…®…M…“x… …Æ∆˙i…÷

∂……x… ∫…‰ S……Ëc˜… ∫…“x…… ΩË˛

x…EÚ±…“ …il…Æ˙ E‰Ú Æ˙ix……Â ®…Â

®…‰Æ˙… ±……±… x…M…“x…… ΩË˛

Ω˛Æ˙ ∂…Ω˛“n˘ EÚ…‰ ∫¥…M…« ®…±…‰M……

x…I…j……Â x…‰ ™…Ω˛ ±…J… b˜…±……

…Æ˙ ®…÷Z…∫…‰ …Ω˛±…‰ V……+…‰M…‰

<∫…“ ±…B C™…… ®…Ëx…‰ ……±……?

…Æ˙ B‰∫…“ ¶…“ C™…… V…±n˘“ l…“

B‰ §…‰]‰ı E÷ÚUÙ Ø˚EÚ EÚÆ˙ V……i…‰

EÚi…x…… i…÷®… …Æ˙ M…¥…« Ω˛®…Â ΩË˛

Ω˛®… i…÷®…EÚ…‰ §…i…±…… i……‰ ……i…‰

+…‰ …………ı...

®…‰±…‰, §……W……Æ˙…Â, =i∫…¥… ®…Â

=∆M…±…“ …EÚc˜ P…÷®……i…‰ l…‰ i…÷®…

®…‰Æ˙“ W…n˘ +…ËÆ˙ x……n˘…x…“ …Æ˙

x…Ω˛” EÚ¶…“ Z…÷∆Z…±……i…‰ l…‰ i…÷®…

ÀEÚi…÷ +…V… +…x…“ +E÷Ú±……<]ı

+§… ®…È EÚ∫…E‰Ú ∫…®®…÷J… J……‰±…⁄∆

EÚ<« |…∂x… ¶…“ +x…∫…÷±…Z…‰ ΩÈ˛

+§… EÚx… §……Ω˛…Â ®…Â ®…È Z…⁄±…⁄ƒ

ÀEÚi…÷ ∫……‰S… EÚÆ˙ Æ˙…‰®……∆ S…i… Ω⁄ƒ˛

i…÷®…x…‰ J…⁄§… J…n‰˘c˜… Ω˛…‰M……

∫…§… ………… Ω˛…Â, V…Ë∫…… ®…‰Æ˙…

……Æ˙ x… =x…EÚ… §…‰c˜… Ω˛…‰M……

n÷˘∂®…x… EÚ…‰ i……‰ S…÷x…-S…÷x… EÚÆ˙E‰Ú

i…÷®…x…‰ J…⁄§… Æ˙…‰]ı… Ω˛…‰M……

Ω˛…l… i…÷®Ω˛…Æ‰˙ …c˜i…‰ Ω˛“ ¥…Ω˛

Z…]ı v…Æ˙i…“ …Æ˙ ±…‰]ı… Ω˛…‰M……

…Æ˙ ………… C™……Â S…±…‰ M…™…‰ i…÷®…

+¶…“ EÚΩ˛… x…™……ƒ …c˜” +v…⁄Æ˙“

EËÚ∫…‰ EÚ∞ƒ¸ +E‰Ú±…‰ ……Æ˙

V…“¥…x… EÚ“ ™…Ω˛ ±…∆§…“ n⁄˘Æ˙“

+…ƒJ……Â ®…Â +…ƒ∫…⁄ ΩÈ˛ ®…‰Æ‰˙

…Æ˙ ∫…Æ˙ §…Æ˙§…∫… i…x…… Ω÷˛+… ΩË˛

®…‰Æ˙… ∂…‰Æ˙ §…Ω˛…n÷˘Æ˙ …………

+…V… n‰˘∂… …Æ˙ °Ún˘… Ω÷˛+… ΩË˛

…Æ˙ B‰∫…“ ¶…“ C™…… V…±n˘“ l…“

…………! E÷ÚUÙ i……‰ Ø˚EÚ EÚÆ˙ V……i…‰

EÚi…x…… i…÷®… …Æ˙ M…¥…« Ω˛®…Â ΩË˛

™…Ω˛ i…÷®…EÚ…‰ §…i…±…… i……‰ ……i…‰


IRIMEE JYOTI •21

|…™…i…®…...

<x… ∫…∂…HÚ Ω˛…l……Â ®…Â ®…÷Z…EÚ…‰

V…“¥…x… EÚ… +…v……Æ˙ ®…±…… l……

∫…÷J… Ω˛“ ∫…÷J… ∫…‰ ¶…Æ˙… Ω÷˛+…

®…‰Æ˙… +…x…… ∫…∆∫……Æ˙ ®…±…… l……

<x… Ω˛…l……Â EÚ“ ∫…‰V… §…x……EÚÆ˙

®…È +…x…‰ ∫……x…‰ l…“ §…÷x…i…“

<∫… ∫…“x…‰ …Æ˙ ∫…Æ˙ Æ˙J… EÚÆ˙ ®…È

®…“`ˆ“ x…”n˘ EÚ“ +…Ω˛]ı ∫…÷x…i…“

…Æ˙ Ω˛…™… ®…È ¶…⁄±… M…™…“ l…“

i…÷®… x… EÚ¶…“ §…∫… ®…‰Æ‰˙ l…‰

i…÷®… …Æ˙ x…¶…«Æ˙ +…ËÆ˙ n‰˘∂… ®…Â

®…÷Z… V…Ë∫…‰ §…Ω÷˛i…‰Æ‰˙ l…‰

®…÷Z…‰ ™……n˘ ΩË˛ S……™… EÚ“ ™……±…“

¶…“ i…÷®… Ω˛…Ë±…‰ ∫…‰ …“i…‰ l…‰

V…“¥…x… E‰Ú Ω˛Æ˙ …±… EÚ…‰ Æ˙∫… ±…‰,

`ˆΩ˛Æ˙-`ˆΩ˛Æ˙ EÚÆ˙ E‰Ú V…“i…‰ l…‰

…Æ˙ ∂…j…÷ EÚ… x……®… ∫…÷x…… i……‰

n˘…Ëc˜ …c‰˜ i…÷®… ±…‰ Ω˛ l…™……Æ˙

x…… `ˆ`ˆE‰Ú, x…… i… x…EÚ ¶…“ Ω˛S…E‰Ú

x…Ω˛” W…Æ˙… ¶…“ EÚ™…… ¥…S……Æ˙

+…V… i…÷®Ω˛…Æ‰˙ Æ˙h…EÚ…Ë∂…±… ∫…‰

v…Æ˙i…“ n÷˘∂®…x… ∫…‰ J……±…“ ΩË˛

™…÷r˘¶…⁄ ®… ®…Â §…J…Æ˙“ ÀEÚi…÷

®…‰Æ˙“ ®……ƒM… EÚ“ Ω˛“ ±……±…“ ΩË˛

+…i…∆EÚ“ EÚ“ M……‰±…“ x…‰ V…§…

¥…“Æ˙-¥…I… EÚ…‰ §…”v…… Ω˛…‰M……

BEÚ §……Æ˙ x…∂S…™… +…ƒJ……Â ®…Â

®…‰Æ˙… S…‰Ω˛Æ˙… EÚ…Èv…… Ω˛…‰M……

UÙ…‰c‰˜ S…±…‰ V……‰ i…÷®… +…x…… l……

®…x… ®…Â n÷˘J… UÙ…™…… i……‰ Ω˛…‰M……

∫……ƒ∫…Â =J…c˜” i…§… +v…Æ˙…Â …Æ˙

x……®… ®…‰Æ˙… +…™…… i……‰ Ω˛…‰M……

V……+…‰! i…÷®ΩÂ˛ +§… C™…… Æ˙…‰E⁄Ú ®…È

§…‰c˜“ x…Ω˛”, ∫…∆ M…x…“ Ω⁄ƒ˛ ®…È

∫…÷i… i…÷®Ω˛…Æ‰˙ <x… Ω˛…‰`ˆ…Â EÚ“

E‰Ú¥…±… ®…⁄EÚ Æ˙… M…x…“ Ω⁄ƒ˛ ®…È

=¢Ú x… EÚ∞ƒ¸M…“ n÷˘J… …“ ±…⁄ƒM…“

∫…∫…EÚ“ +∆n˘Æ˙ Ω˛“ ±…‰ ±…⁄ƒM…“

Æ˙…Ω˛…Â ®…Â i…÷®… ™……n˘ +…B i……‰

+…ƒ∫…⁄ +∆n˘Æ˙ Ω˛“ …“ ±…⁄ƒM…“

…Æ˙ <i…x…“ ¶…“ C™…… V…±n˘“ l…“

|…™…i…®…! E÷ÚUÙ i……‰ Ø˚EÚ EÚÆ˙ V……i…‰

i…÷®……Æ˙ EÚi…x…… M…¥…« Ω˛®…Â ΩË˛

™…Ω˛ i…÷®…EÚ…‰ §…i…±…… i……‰ ……i…‰


22•IRIMEE JYOTI

TRAINING HIGHLIGHTS OF Q3, 2010-2011

SL.No. Course Code from To Title Venue Participants

1. 10-MAB-02 04.10.10 08.10.10 Air Brake Course for Officer & Sup. IRIMEE 3

2. 10-OSAG-04 27.10.10 17.12.10 Amelioration Course for officers IRIMEE Nil

3. 10-BILWC-03 01.11.10 07.01.11 Integrated Course IRIMEE 23

4. 10-OEDI-04 01.11.10 12.11.10 Meditation & Yoga IRIMEE cancelled

5. 10-SC&W-02 01.11.10 05.11.10 Refresher course for supervisors IRIMEE cancelled

6. 10-MWST-01 08.11.10 12.11.10 Manufacturing Tech. for Officer/Sups. IRIMEE cancelled

7. 10-MWT-02 15.11.10 26.11.10 Welding for Officers & Sups. IRIMEE 33

8. 10-SMTC-01 15.11.10 26.11.10 Mechatronics for Trainers Sups. IRIMEE 63

9. 10-FTRG-01 22.11.10 31.12.10 Diesel Appreciation Course IRIMEE cancelled

10. 10-MECD-01 29.11.10 03.12.10 Deve. In Dsl engine cont. Officrs/Sups. IRIMEE cancelled

11. 10-FSC&W-03 29.11.10 07.01.11 C&W Course for fresh supervisors IRIMEE cancelled

12. 10-OCN-01 06.12.10 10.12.10 Computer Networking for Off./Sup. IRIMEE 10

13. 10-MDDL-02 13.12.10 17.12.10 Deve. In Diesel Loco for Off & sup. IRIMEE cancelled

14. 10-OSAG-05 20.12.10 11.02.11 Amelioration Course for officers IRIMEE 4

15. 10-MCR-02 20.12.10 24.12.10 140 ton Crane Course Officer/Sups. IRIMEE 3

16. 10-MAB-03 27.12.10 31.12.10 Air Brake Course for Officer & Sup. IRIMEE cancelled

17. 10-FSWS-02 27.12.10 04.02.11 W/s mfg. Practice for fresh sups. IRIMEE cancelled

18. 10-OEDI-05 27.12.10 07.01.11 Meditation & Yoga IRIMEE cancelled

FORTHCOMING TRAINING COURSES DURING Q4, 2010-2011SL.No. Course Code from To Title Venue

1. 10-OTC-03 10.01.11 14.01.11 Tenders & Contracts for Officers IRIMEE

2. 10-OPSAP-04 10.01.11 28.01.11 Prof. Skill augmentation Prog. IRIMEE

3. 10-BILWC-04 17.01.11 25.03.11 Integrated Course IRIMEE

4. 10-MAMF-01 17.01.11 28.01.11 Alternative Engg.Material & Fuel Off. & Sups. IRIMEE

5. 10-MCJ-01 17.01.11 21.01.11 Core Java for Officers & Supervisors IRIMEE

6. 10-SPC-01 17.01.11 21.01.11 Power course for Loco Inspector/Power controller IRIMEE

7. 10-FSDO-02 17.01.11 25.02.11 Diesel course for fresh sups. IRIMEE

8. 10-CIPM-01 17.01.11 21.01.11 Certificate in Project Management IRIMEE

9. 10-SC&W-03 31.01.11 04.02.11 Refresher course for supervisors IRIMEE

10. 10-OSAG-06 21.02.11 15.04.11 Amelioration Course for officers IRIMEE

11. 10-FSC&W-04 21.02.11 01.04.11 C&W Course for fresh supervisors IRIMEE

12. 10-OERP-02 23.02.11 24.02.11 Enterprise Appl. & IT related training At CRIS

13. 10-OEDI-06 28.02.11 11.03.11 Meditation & Yoga IRIMEE

14. 10-MWST-02 28.02.11 04.03.11 Manufacturing Tech.for Officer/Sups. IRIMEE

15. 10-SDIM-02 07.03.11 11.03.11 Disaster Management for Sups. IRIMEE

16. 10-OTC-04 14.03.11 18.03.11 Tenders & Contracts for Officers IRIMEE

17. 10-OPC-02 14.03.11 18.03.11 Power course for officers (JS & JAG). IRIMEE

18. 10-MCAD-01 22.03.11 25.03.11 Cad Applications for Officers & Sups. IRIMEE

19. 10-OCNC-02 22.03.11 01.04.11 CNC Machine & Maint. for Offs. IRIMEE

20. 10-MECD-02 22.03.11 25.03.11 Deve. In Dsl engine cont.Officrs/Sups. IRIMEE

21. 10-SMTC-02 22.03.11 01.04.11 Mechatronics for Trainers Sups. IRIMEE

22. 10-MAB-04 28.03.11 01.04.11 Air Brake Course for Officer & Sup. IRIMEE


Campus ListingsThis quarter is a festive season, interspersed with official activities. Durga Puja, Dewali and Chhat covers the season with Christmas at the end. Vote of thanks to the Year gone by is performed by grand Year ending Gala, where the Year is also welcomed.

Shri. Shri. Durga Puja

1. As usual, Shri. Shri. Durga Puja has been celebrated at Jamalpur with great fervor. Thousands of Devotees assembled in the Puja Mandap for 4 days to offer their salutation to Devi MAHAMAYA.

CME Conference

th th2. Just immediately after the Durga Puja, CME conference was held at IRIMEE for two days, 24 & 25 of October. All Railway establishments at Jamalpur joined in war footing to make the event a grand success. The limitation of being a small place with meagre facilities was literally overcome by enthusiasm and spirit of all concerned. People set aside all their engagements, even Durga Puja holidays, to make proper arrangements for receiving the dignitaries and conducting the meeting in due grace. At the end, Member Mechanical has declared in the open forum that the arrangements have much surpassed his expectations.

Deepavali & Chhat

3. DEEPAVALI, the festival of light has been celebrated at Jamalpur in great spirit. Followed by it, came Chhat Puja, the worship of Sun. In this part of the country, it is a major festival celebrated very religiously.

New stalwarts of IRSME

th4. Eighteen probationers of IRSME cadre have joined IRIMEE on 18 of December-2010. They are undergoing training at IRIMEE and different Railways and Production Units. After successful completion of training for 78 weeks, they will be posted as trainee officers to shoulder new responsibilities.

TRANSITIONS

1. On promotion, Shri. Pankaj Kumar, erstwhile Sr.Sec. Engineer, Diesel Shed, Jamalpur has joined IRIMEE as Lecturer/Dsl. on 22/11/10.

2. Shri G. P. Sinha, Lecturer/Dsl. has left IRIMEE to join as AME, Diesel Shed, Jamalpur on 24/11/2010.

IRIMEE JYOTI•23


24•IRIMEE JYOTI

IRIMEE Faculty

Name of Faculty Designation BSNL Tel Number Railway Mobile

(+91-6344) Telephone

Off Res Off Res

Pankaj Kumar Director 243184 241793 24500 24501 9771462400

Prem Chandra SP (WMT) 243131 243295 24504 24503 9771462403

Rajendra P. Singh SP (RST) 243294 24502 9771462402

Pravesh Mathur SP (DT) 241747 241754 24506 24507 9771462401

Swapan K Sen Prof (DT) 241748 241756 24510 24511 9771462407

Goutam Chowdhury Prof (EM) 241764 241757 24518 24519 9771462404

Ram Prasad Bain Prof (MIS) 241778 241767 24512 24513 9771462408

Asish K Kulhada Prof (RST) 241749 24516 9771462409

SamIr Lohani Prof (WMT) 241750 24508 9771462406

Shriram Singh Asst Prof(C&W) 24526 9771462411

Girish N Singh Asst Prof (DT) 244210 24520 24521 9771462410

Arbind Kumar Asst Prof (Elec) 24534 24535 9771462412

Utkarsh Asst Prof (Projects) 9771462405

Arun K Saha Lecturer (DSL M1) 242658 24524 24525 9771462414

Pankaj Kumar Lecturer (DSL M2) 24530 9771462415

Abhyuday Lecturer (Mech) 24536 24537

Subhuk L. Pandit Lecturer (Met) 24532 24533 9771462413

Arvind Lal CI (Met) 240024 9771462420

S. C. Patra CI(Mech) 9771462418

Rajeev Roushan SI (C&W) 9771462421

G. K. Verma T. V. Analyst 24540

Sanjay K Sinha SI (Dsl) 9097137669

D. Bhattacharya PA to Director 240521 24500 9771462419

Debashis Ghosh Sr Librarian 242426 24544 9431236812

Arvind Kumar Janitor/ Yantrik Niwas 242370 24548 24602

Gautam Bagchi HS/S G Hostel 241746 24546 24547 9771462417

Subodh K Chaurasia HS/Q R Hostel 241765 244240 24549 9955610432


New stalwarts of IRSME 09New stalwarts of IRSME 09

Akshay Kant Dusia

Ashish Kumar Gupta

Dilip Kumar Pandey

Banugade Prakash M.

Dinesh Kumar

Devender Singh

Har Kishore Rai

Anand Kumar Anurag Srivastava

IRIMEE JYOTI•25


26•IRIMEE JYOTI

Jayant Ramachandran

Naman Kumar

Sudhir Kumar Azad

Pramod Kumar Meena

Vipul Shrivastava

Shobhit Pratap Singh

Wasnik G. D.

Kaushik Datta Man Mohan Meena


New stalwarts of IRSME 09New stalwarts of IRSME 09

Documents

Contents 3... · Contents Glimpse of CME Conference: ... (DLW) was set up at Varanasi in the early 1960s, ... report contains an analysis and consequent