Changes and developments in the Indian

Railways since independence

It is pertinent to examine Indian Railway`s track record in managing change over the
last Iew decades. One way would be to look at initiatives taken to reduce expenditure
and increase revenues. An examination oI the expenditure incurred by the railways
reveals that almost 60 is spent on staII wages and pensions. The balance is spent
almost equally between energy and materials. In 1989 it was decided to look at the
manpower oI the railways which at that time stood at about 1.75 million people. A
major exercise oI developing yardsticks, simulating scenarios oI Iinancial positions
with diIIerent staII strength positions, identiIying possible improvements in
productivity and making inter railway and inter departmental perIormance comparions
over the years, resulted in drawing attention to the emerging Iinancial crisis iI staII
were allowed to grow unchecked. With an annual retirement oI 3 oI the staII
strength accounting Ior up to 45,000 people a year, it was decided to limit Iresh intake
to 1 in order to achieve an annual reduction oI about 30,00035,000. Through this
strategy the railways were able to reduce its strength by about 150,000 over the last 7
seven years, representing an annual recurring saving oI over Rs 700 crores. But Ior
this planed eIIort at reducing staII strength (which was contrary to the trends in other
government undertakings) the railways would have Iaced a severe Iinancial crisis.
However, the railways still has surpluses in several areas such as track maintenance,
non core activities such as running outmoded printing presses, a huge protection Iorce
and an army oI cleaners using ineIIicient and antiquated manual systems. Many oI
these activities should be contracted out to reduce their costs and improve quality.
On the income side oI the balance sheet, the railways, decided to concentrate on Iull
trainloads realising that numerous goods collection centres, yards and train Iormation
activity led to unacceptably high costs. The system capacity had not expanded to deal
with the rapid growth in the inIrastructure areas such as power, steel and industry and
it became clear that the railways would have to pull out oI Ireight business other than
those in the rake loads just to ensure supplies oI coal to the steel and power plants.
Thirteen commodities now account Ior about 96 oI the Ireight carried by the
railways.
Soon, however, it was realised that the high value traIIic that yielded greater proIit
margins was going away Irom the railways. The Container Corporation oI India, a
subsidiary oI the Indian Railways, was then activated to capture long distance high
value cargo. There has been spectacular growth in container traIIic and it is expected
that iI capacities can be provided, the railways will be in a position to enhance its
income signiIicantly through specialised point to point container services. However,
the key to this lies in entering into partnership with road transporters and industry to
create and operate intermodal terminals.
urther improvements in railway eIIiciency and productivity lie in the organization
distancing itselI Irom government and realising that they are not in the railway
business but in the business oI transportation. The need to invest in the inIrastructure
areas has been emphasised in the India InIrastructure Report
4
. In the transportation
inIrastructure plan developed in the report, no mention is made oI railways. The
railways appear to have opted out oI the national debate on upgrading inIrastructure.
The insularity oI the organisation does not help it in playing an important role in the
national transportation inIrastructure where it has obvious advantages oI energy
eIIiciency, saIety and cost eIIectiveness in comparison to road transport. Indian
Railways would need to Iind ways to work in partnerships with private enterprises to
run operations in a manner which reduces the gap between what the railways oIIer and
what the customers want
5
. Private capital will bring in specialised management
capabilities that are essential inputs to create an innovative and Ilexible organisation.
The inherent strengths oI the system and the Iact that there is a huge demand arising
out oI the rising rate oI economic development, makes the railways an attractive target
Ior institutional investors. The railways should leverage its purchasing power, its large
land holdings and its capacity Ior eIIicient project execution to attract the large
investments required to increase capacity.
As an organisation, it has developed the capacity to perIorm the Iunctions related to
manuIacture, maintenance, administration and operations without much help Irom the
outside. The organisation has created a pool oI managers with considerable practical
experience. This became evident in the 50s and 60 when the railways embarked on a
process oI modernisation, boldly replacing steam locomotives with diesels and
thereaIter by electric locomotives. The technology chosen then was current and the
terms oI technology transIer were suIIiciently challenging Ior the railway engineers,
who embarked on building a sustainable Ileet oI over 3000 diesel locomotives and
2000 electric locomotives.
At the same time bold initiatives were taken to electriIy the railway system using
25 kV single phase 50 cycle industrial Irequency. At the time when this decision was
taken, only rance had the technology which later on became a world standard. A
programmed approach has led not only to the electriIication oI 20 oI the route
carrying 50 oI the traIIic but also to the build a pool oI engineers and project
managers to carry out this task. Projects to introduce modern signalling using
centralised traIIic control were commissioned in the remote north east region and
Iunctioned well. However, the absence oI a program to modernise signalling along the
lines oI the electriIication program resulted in piecemeal inputs with little advantage
to the system as a whole. In all it could be said that quantum leaps were made in the
hard` areas oI technology induction.
The same enthusiasm was not evident in improving the organisational and managerial
environment. A militaristic style oI management based on rigid controls Iunctioned
Ior quite some time aIter the British leIt. However, the increasing power oI trade
unions coupled with the inability oI the management to put in place an appropriate
human resource development program, led to the benign neglect oI motivational and
oranisational issues thrown up in a democracy. Maintenance oI the status quo became
the order oI the day and management was increasingly governed by code books that
had lost their relevance. Meanwhile the demand Ior transport was increasing at an
average rate oI 9 during the 80s while the railway increased their output by an
average oI only 3, thereby steadily losing their share oI the market.
It was not till the early eighties when the Iirst management development programs
were introduced that the soIt` areas oI organization and management were Iinally
given attention. The management development program began as a mid career input
consisting oI an eight week course in which business management was taught to
middle level managers. While this continued as a regular activity Ior some years, it
was quickly realized that the middle level manager was not able to communicate well
with his senior managers. The problem was more severe at the top levels since many
had reached an age where they Ielt that they knew all that there was to be learnt, and
in some cases many had lost their learning abilities. The increasing use oI inIormation
technology also alienated several oI the senior managers who Iound themselves
incapable oI understanding the use oI computers.
It was then decided to make management education available Irom the beginning oI
an oIIicer`s career and continue providing inputs till the end oI his career. Particular
mention needs to be made oI a six week strategic management program aimed at those
who were likely to occupy the key position oI Divisional Railway Manager and were
slated to became General Managers and Members oI the Railway Board. The program
ran Ior six years Irom 1989 at Manchester Business School and covered 108 oI the top
managers who now occupy
senior positions in the hierarchy. A program oI mentorship oI Railway StaII College
Iaculty and a collaborative agreement with the Indian Institute oI Manage-
ment, Ahmedabad was also put in place in order to
continue the program in Iuture. It could thus be said
that there exists a critical mass among the top management oI the railways who are
capable oI managing
the changes necessary to transIorm the Indian
Railways into a business like agency in the Iield oI transportation.
Simultaneously several other initiatives were taken to deal with speciIic thrust areas oI
the railway`s corporate goals to achieve eIIiciency, quality and increase in capacity.
The strategies to achieve the corporate goals were:
Business-led management, market orientation, investment optimization, cost
reduction, saIety, reliability, heavy haul and higher speed.
Several projects were conceptualised and implemented by teams assisted by national
and international experts. The projects were designed with predeter-
mined outputs that would help in achieving the corporate goals oI the organization
and the overall objective oI providing transportation at minimum cost to the society.
Many oI these projects were launched with help Irom Iunding agencies such as United
Nations Development Programme, The World Bank, Asian Development Bank,
German, Swedish and British Governments and other bilaterial agencies.
The projects covered the soIt` areas under which organisational and managerial
aspects and also the hard` technology areas such as rolling stock acquisition.
Some oI the soIt` areas covered were:
DeIining a new relationship between the state and railways.
Introducing marketing as a Iunction at diIIerent levels in the organisation.
Introducing a Iinancial inIormation system that could help in introducing the cost and
proIit centres.
Developing a project management system which could incorporate the past experience
and knowledge gained by the railway in executing large projects such as the Konkan
railway.
Designing oI motivational packages Ior the operations staII who are subject to
considerable stress and a hostile operating environment.
Introduction oI total quality management initially at the production units and then to
be extended into the service sector.
Improving productivity and quality in maintenance management.
Meanwhile, aIter the initial burst oI technology induction in the 50s and 60s, the
Indian railways
lapsed into a status quo in these hard` areas. The
design oI locomotives, coaches and wagons remained virtually unchanged Ior 30/40
years. The increasing demands on the railway system in India remained unsatisIactory
owing to the inability oI the management to take timely decisions on technology
changes. It was not until a couple oI years ago, that the railways decided to induct
modern technology Ior its locomotives and coaches.
However, in the all important areas oI signalling and telecommunications which
presents the most eIIective method oI improving capacity, the railways have yet to
take up a system upgradation program. There were sporadic eIIorts to introduce
elements oI improved signalling. These have, by and large, been too thinly spread out
to have an impact. The tracks are getting busier and dependence on manual operations
oI these systems is resulting in enormous stress on the operating staII such as Station
Masters, Cabinmen and Drivers. The system capacity remains stagnant and when such
systems are operated continuously at peak capacity, the chances oI human error
increase with tragic results. It is now being realised that the capacity demands on the
railway has assumed proportions which cannot be dealt with unless appropriate
technologies are inducted and made operational in a sustainable way. Out busiest
mainline railway routes run less than 60 trains each way in a day. Modern signalling
and operating systems could double this capacity with greater in-built saIety.
In the area oI inIormation technology, the railways were pioneers in introducing
computers. The computerised passenger reservation system stands out as an example
oI the widespread and sustainable use oI computers and communicatioins to provide
better customer service. The inability to provide a similar Ireight operation system
stands out in stark contrast. AIter the initial steps to computerize the accounting and
personnel activity, there has been a slow down. Projects to introduce eIIiciency
through computerization and communications are Iew.
As an example, statistics oI the railways are available Ior use a Iull year aIter the
relevant period comes to a close. A project to computerize and link the railways to a
database is an urgent necessity. Similarly the monitoring systems put in place by each
oI the ten Iunctional departments contains duplications and there is scope Ior an
independent project to merge the systems and provide comprehensive inIormation
with much greater eIIiciency. The organisational structure does not yet recognise the
role played by the inIormation systems manager. Thus the use oI inIormation
technology in assisting the decision making process is just beginning to be understood
with the development oI the Long Range Decision Support System at the Railway
Board.