Indian Railway Rolling Stock Code (2022) Comprehensive Study Notes

Preface and Professional Background

• Original Publication: The State Railway Code for the Mechanical Department was first published provisionally in March 1940.
• Reprint History: The first reprint edition followed in 1944. Subsequent editions were published in 1950, 1970, 1974, and 1991 under the name "Indian Railway Code for the Mechanical Department (Workshops)" including correction slips up to No. 7 of 2008.
• The 2016 Update: This edition introduced new techniques in manufacturing and maintenance, the Group Incentive Scheme, Biometric Attendance, Environment Management, Factory Act provisions, Enterprise Resource Planning (ERP), and Information Technology. At this time, it was renamed the "Indian Railway Rolling Stock Code."
• The 2022 Revision: Revised by the Railway Board with inputs from IRIMEE and Railway officers. Key additions include the linkage of biometric attendance with wages, costing and incentives, domain consultancy by workshops, Workshop Information System implementation, and Umbrella works for PH-41.
• Mandatory Status: The provisions of this code are mandatory and binding unless a contrary intention is explicitly stated. Any deviation requires the sanction of the Railway Ministry.

Chapter 1: Organization of Rolling Stock Production and Maintenance

• Corporate Objectives of Indian Railways (Para 101):
  • Provide passenger and goods transport to meet demand where railway operation confers optimum benefit to the economy, honoring the Government's policy on backward area development.
  • Provide transport at the lowest cost consistent with user requirements, safety, asset replacement provision, business development, and minimal environmental pollution.
  • Utilize or associate with other modes of transport (road/pipelines).
  • Maintain a corporate image as an up-to-date business organization with national interest as the prime objective.
  • Develop effective personnel with pride in work and faith in management.
• Mission Areas for Rolling Stock Vertical (Para 102):
  • Definition of Rolling Stock: Includes Coaches, Wagons, Locomotives, EMU, DEMU, Trainsets, MEMU, Tower Cars, Power Cars, SPART, ART, ARMV, and other special-purpose assets.
  • Responsibilities: Evolve optimal designs based on "life cycle costing," manufacture at Production Units or external units to stringent standards, maintain assets for operational efficiency and safety throughout codal life, and manage relief and rescue during disasters.
• Organizational Hierarchy (Para 103-107):
  • MTRS (Member Traction and Rolling Stock): The vertical reports to him. Supported by Additional Members (AMs) for Mechanical Engineering, Production Units, Traction, and Rolling Stock.
  • EDME (Chg) / EDME (Frt): Responsible for activities from design to condemnation for coaching and freight stock respectively.
  • PED (W&D): Oversees all railway workshops and technological advancements.
  • CAO (COFMOW): Responsible for Machinery and Plant (M&P) procurement.
  • PCME (Principal Chief Mechanical Engineer): The departmental head in Zonal Railways reporting to the General Manager.
  • Chief Workshop Engineer (CWE): Administrative head for Zonal Railway workshops; responsible for planning, stores coordination, and budgetary controls.
  • Chief Rolling Stock Engineer (CRSE): Exercises technical control over coaching (Chg) or freight (Frt) depots. Roles include ensuring target availability, reliability, and timely POH/MLR.
• Workshop Roles (Para 109-124):
  • CWM (Chief Workshop Manager): Administrative and financial powers at par with Division Railway Managers (DRMs) within their workshop jurisdiction.
  • Chemist and Metallurgist: Manages the CMT (Central Material Technology) Lab. Focuses on TQC (Testing and Quality Control), TIFA (Technical Investigations and Failure Analysis), NDT (Non-destructive Testing), and NMT (New Materials Technology).
  • Environment and Safety Manager (EnSM): Ensures compliance with the Environment Protection Act 1986, Water Act 1974, Air Act 1981, and Factories Act 1948.
  • Production Engineer (PE): Manages drawing offices, planning, rate fixing, progress office, tool room, and inspection.
• Agility (Para 135): The capability to adjust to changing workloads (product mix or volumes). Built through flexible production systems, multi-skilled staff, and seamless staff mobility between sections.
• Acts and Codes (Para 142-143): Relevant acts include the Industrial Disputes Act, Workmen's Compensation Act 1923, Indian Boiler Act, Weights and Measures Act, and Electricity Act 2003.

Chapter 2: Production Units (PUs)

• General Production Units (Para 201):
  • CLW (Chittaranjan Locomotive Works): Electric locomotives.
  • DLW (Diesel Locomotive Works, Varanasi): Diesel Locomotives and engines.
  • ICF (Integral Coach Factory, Perambur): Coaching stocks.
  • RWF (Rail Wheel Factory, Yelahanka): Wheels, axles, and wheel sets.
  • RCF (Rail Coach Factory, Kapurthala): Coaching stocks.
  • DMW (Diesel Modernization Works, Patiala): Rehabilitation and spares.
  • RWP (Rail Wheel Plant, Bela): Wheels.
  • MCF (Modern Coach Factory, Raebareli): Coaching stocks.
• Process Costing System (Para 206-207): Used for unit cost of iron melt in foundries. Calculation formula: $Total Cost / Good Castings = Unit Rate of Melt$. Inputs include raw materials, indirect materials (Ferro Manganese, Fire bricks, etc.), coke, direct labor, and on-costs.
• Batch Costing System (Para 208-210): Used for rolling stock manufacture. Costs are collected per batch and divided by the number of items. Completion reports should be drawn within 6 months of batch completion.
• Overhead Classification (Para 220):
  • Factory Overhead: Indirect expenses of production/service shops, apprentices, and timekeeping.
  • Administrative Overhead: GM's office and general administrative expenses.
  • Township Overhead: Civil engineering, sanitation, horticulture, and staff quarters.
  • Stores Overhead: Expenses of the stores department, handling, and freight.
• Overhead Formulas (Para 221):
  • $Factory Overhead \% = \frac{\text{Total FOH for the shop}}{\text{Total direct labour of the shop}} \times 100$
  • $Administrative Overhead \% = \frac{\text{Total AOH}}{\text{Total direct labour of the entire factory}} \times 100$
  • $Township Overhead \% = \frac{\text{Total TOH}}{\text{Total direct labour of the entire factory}} \times 100$
  • $Stores Overhead \% = \frac{\text{Total SOH}}{\text{Total direct stores}} \times 100$
• Transfer Price (Para 234): Predetermined prices for products supplied to other railways, fixed considering previous costs and escalations. Revised once a year at the Revised Estimate (RE) stage.

Chapter 3: Employees' Duties and Responsibilities

• Working Hours (Para 301-303): Governed by the Factories Act 1948. Standard work is 48 hours per week (typically 8.5 hours on weekdays and 5.5 hours on Saturdays).
  • Limit: No adult should work more than 9 hours in a day or 48 hours in a week.
  • Intervals: At least 30 minutes rest after 5 hours of work.
  • Spread Over: Maximum 10.5 hours in any day.
• Gate Attendance System (Para 305-308): Must use Smart Cards and Biometrics. Deliverables include CCTV monitoring, immunity to manipulation, recorded time of exit, multi-purpose smart cards (Pass, Medical ID, etc.), and automated exception statements for statutory violations.
• Late Attendance (Para 311): 5-minute concession. If late up to 30 minutes, wages are lost for 30 minutes. If late over 30 minutes, half a day's pay is lost (for 2-session shifts).
• Leaving Shops (Para 319-323): Requires a machine-numbered 'Gate Pass' (Form M.319). For official duty, a 'Duty Certificate' (Form M.320) is required. Persons injured on duty are marked "hurt on duty."
• Overtime (Para 325-329): Only for exceptional circumstances. Not permitted in incentive sections. Paid at twice the ordinary rate of wages if exceeding 9 hours/day or 48 hours/week.
• Disaster Management (Para 345-350):
  • Golden Hour: Aim to reach the site within one hour to minimize trauma.
  • ARME (Accident Relief & Medical Equipment Train) and ART (Accident Relief Train): Positioned at Divisional HQ. Must be maintained for prescribed sectional speeds.
  • Breakdown Staff: Must be certified fit and undergo refresher courses. Entitled to extra monthly allowance.

Chapter 4: Administration's Duties to Workers

• Chittaranjan Incentive Scheme (Para 402):
  • Worker Classification: Direct (time-studied), Essential Indirect (contribute to work continuity), and Indirect (cleaning, etc.).
  • Basic wage is guaranteed.
  • Allowed time includes 33-1/3% bonus allowance, fatigue (12.5%), gauging (5%), and contingencies (10%).
  • Ceiling on profits: 50% of time taken/GA hours.
• Time Study and Normalizing (Para 406-409):
  • A worker producing 60 units/hour is at 60 rating (day work). An incentive worker performs at 80 rating (80 units/hour).
  • $Normalized Time = \frac{\text{Actual time} \times \text{observed rating}}{80}$
• Idle Time (Para 427-428): Recorded for power failure, machine repair, lack of material/tools, or waiting. If idle time from lack of work/tools is over 2%, supervisor bonus is deducted (10% for 2-5%; 20% for 5-15%; no bonus for >15%).
• Group Incentive Scheme (Para 433-434): Links bonus to physical outturn (Standard Production Units - SPUs). Includes production shops (100% bonus), support shops (80% bonus), and support departments (50% bonus). Penalty clauses exist for quality defects.
• Training (Para 436-441): Goal is 2% of annual man-days per employee.
  • Multi-skilling: Cross-training in 5-6 trades to strengthen plant agility.
  • Refresher courses: Pre-requisite for promotion to entry grades.

Chapter 5: Materials Management

• Item Categories (Para 501):
  • Stock Items: Regular requirement, stocked in depots.
  • Non-Stock Items: Indented as needed.
  • M&P Items: Machinery and Plant for conversion processes.
• Raw Material Norms (Para 505): Computed based on product shape/size and cutting diagrams. Revised every 3 years to reduce wastage.
• Sub-Stores (Para 506): Attached to shops/depots. Capacity for 1 full working day's requirement. Inventory remains on shop suspense until charged to a job card.
• Returned Stores (Para 518): Handled via 'Advice Notes' under Chapter 15 of the Stores Code.
• Write-Back Orders (WBO) (Para 522): Used to regularize incorrect allocation of stores charges. Must be done in the same month.

Chapter 6: Costing in Workshops

• Job Costing System (Para 604): Used for shop-manufactured spare parts. Compares actual costs with standard rates.
• Elements of Cost (Para 615-620):
  • Prime Cost: Direct Labor (includes incentive/overtime) + Direct Material.
  • Shop On-Cost: Wages of JEs, apprentices, leave pay, idle time, small tools, and power.
  • General On-Cost: Common expenses like yard staff, apprentice school, and factory lighting.
• Marginal Costing (Para 623b): Adds direct material, labor, expenses, and variable overheads. Used for pricing decisions in competitive environments.
• Opportunity Cost (Para 623d):
  • $OC = FO - CO$
  • FO = Return on Foregone option; CO = Return on Chosen option.
  • If OC is positive, the discounted price option is viable.
• Pricing for Non-Railway Customers (Para 623f): CWM can offer discounts if market-driven: up to 25% on shop/general on-cost and up to 50% on proforma/profit.

Chapter 7: Execution of Works

• Estimates (Para 701-704): Detailed estimates are required for all Capital/DF/DRF works and works for outsiders.
  • Revision: Required if expenditure is likely to exceed sanctioned amount (Revised Estimate).
• Deposit Works (Para 712): Requires 20% advance deposit or Rs. 50 lakhs (whichever is less). Acceptance of total actual cost is mandatory from the ordering party.
• Heritage Rolling Stock (Para 734): Sold to educational/Govt bodies at 50% scrap value; to private bodies at full scrap value. Antique value is typically excluded.
• Workshop Manufacture Suspense (WMS) Account (Para 754-770): Clears debits (labor, stores, cash, freight) and credits (Capital works, Revenue work, DRF/DF works). Reconciliation with General Books must occur every month.
• Completion Reports (Para 781): Prepared as soon as the advice of completion is received. Must explain variations over 15% to the CME.

Chapter 8: Information Technology - WISE

• WISE (Workshop Information System) (Para 801-804): A centralized custom application designed by CRIS. Integrated with CMM, FMM, UDM, IMMIS, IPAS, and HRMS.
• ROAMS (Rolling Asset Management System): Common web portal for WISE, CMM (Coaching), and FMM (Freight).
• Modules (Para 808):
  • Rolling Stock: Forecasts, berthing, job creation, condemnation, and NTXR offering.
  • Material: Tracks consumption on assets; integrated with UDM for real-time inventory decreases.
  • Assembly: Lifecycle of sub-assemblies (Bogie, Wheelset) including dismantling and fitment.
  • Production: Defines BOM and Routing for item manufacture; generates Route/Job cards.

Chapter 9: Quality

• Definitions (Para 901):
  • Crosby: "Conformance to requirements."
  • Juran: "Fitness for use."
  • Taguchi: "Uniformity around a Target Value."
  • Drucker: "What the customer gets out and is willing to pay for."
• Techniques (Para 903): Includes SPC (Statistical Process Control), TQM, ISO-9000, TPM (Total Productive Maintenance), Six Sigma, and LEAN principles (eliminating waste).
• Vendor Approval (Para 907): Suppliers should have certified quality systems. Critical items require traceability (stamped manufacturer name/batch/date).
• Warranty Obligations (Para 920): Workshops are accountable for defects for a specific period after turn-out. 100-day warranty for POH coaches/wagons; One year for Locos.

Chapter 10: Investment Planning

• Plan Heads (Para 1003): PH-21 (Rolling Stock), PH-41 (Machinery & Plant), PH-42 (Workshops & Sheds).
• Codal Life (Para 1007-1008): Average economic life. Normal condemnation occurs after codal life on "age-cum-condition" basis.
• Underage Condemnation (Para 1009): Requires DCF (Discounted Cash Flow) method for financial justification. Must be approved by HQs and vetted by Finance.
• T&P vs. M&P (Para 1020): Tools and Plant (T&P) includes items costing up to Rs. 10 lakh (chargeable to revenue). Machinery and Plant (M&P) are stationery assets or specific vehicles (Staff cars, Cranes) costing more.
• Umbrella Work (Para 1028A): For M&P of urgent nature. GMs can sanction individual items below Rs. 50 lakhs within an allocated limit.

Chapter 11: Capacity Optimization

• Outsourcing Strategies (Para 1103-1106): In-house work can be outsourced if there is a sudden spurt in demand, necessity for new technology, or standardizing for lower costs.
  • Safety check: Work area for contractors must be separate; industrial safety apply to contract workers.
• Innovation strategies (Para 1110): Management should provide prototyping support for innovative personnel; encourages patenting by railway employees.
• Surplus Capacity (Para 1112): Can be used for outside orders if foundries/shops are under-utilized. Ads should specify facilities; costing should exclude excessive overheads to remain competitive.