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Emerging Dimensions of Railway Safety
Integration of Safety Management in Development Planning
Emerging Development Project Patterns
in
Management of Rolling Stock Safety
Sanjeev Kishore, GM (RSD)/RITES Ltd
&
Niraj Kumar, EDME (Coaching), Indian Railway Board,
Ministry of Railways, Government of India
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Organizational Imperative
Innovative & Creative
activities
Tight Control of
Certain Routine Aspects
Successful Organization

Routine and voluminous tasks delivered efficiently
but…

What about safety related development projects?
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Types of Organizations - Indian Railways
Annual revenue of Rs 600 Billion

Type I organizations



Type II organizations



Commercially oriented Public sector companies -30 years old.
Type IV Organizations


Production units - 20 to 50 years old.
Structured as production facilities
Type III organizations


more than 100 years old
well suited to deliver large scale repetitive tasks
New PSUs created in last five years.
Type V organizations

Type III PSU diversification and growth - “New” organizations
of seventies have matured and are setting up new ventures.
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III. PSUs ~ 20 years old
II. Pus- 20-50 years old
I. Zonal Rlys., Division 50-150 years old
Internal Foc us
V. PSU Diversification
IV. PSVs/JVs < 5 Years old
Effic ienc y Orienta tion
Flexib ility
External Foc us
IR - Net revenue of Rs 160 Billion in 2006-07
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Type III and V Organizations

RITES, IRCON, CONCOR
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The “new” ventures of the “seventies”
working together in new areas and markets.
are

The concession in Mozambique undertaken by
RICON, a joint venture company formed by RITES and
IRCON.

Tanzania (TRC) Concession
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RITES

Multidisciplinary
internationally
recognized
consultancy
organization
in
the
field
of
transportation
infrastructure
“Mini-Ratna”
company

Provides consultancy and engineering services in the
fields
of
railways,
urban
transport,
urban
development and urban engineering, roads and
highways, airports, ropeways, inland waterways,
ports and harbor, information technology, and export
packages of rolling stock and railway related
equipment.
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RITES

Modular organizational structure – transfer of
resources among SBUs - MOU based framework to
exploit the strengths of IR & flexibilities of RITES.

Marketing-Design integration; Less rigid divisional
boundaries; Flexible recruitment system; Externally
oriented legal, tax and finance functions.
Year
Total Turnover
Profit before tax
2002-03
269
47.83
(Rupees in crores)
2003-04
2004-05
2005-06
285
240
426
82.5
67.87
133
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A More Complex Pattern

Reverse flow of knowledge - Knowledge
acquired during marketing of products is finding
its way back to the parent organization

Innovative collaborative arrangements in
development of engineering systems such as
export of cape gauge railway rolling stock,
crashworthy coach and frameless tank wagon
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Invisible Hand – Crafting Strategy

In the paradigm of Mintzberg, “crafting
strategy”, it is as if an invisible hand is shaping
the formation of new organizational entities,
periodically, during a period of significant
environmental changes.

Vertical integration, decentralization of authority,
functional departmentalization, divisionalization,
integrative controls, participative management
and external orientation
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Strategic Choices
limitations
that the organizational context places on
and the opportunities it presents in the form of
strategic choices.
Configuring
new safety projects is not a passive act of
letting the possibilities emerge but to understand the
emergent patterns and make the appropriate strategic
choices to extend these patterns as per the strategic
objectives.
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Crashworthy Coach For IR

Development of crashworthy coach design
started in mid-2003 in an interorganizational collaborative mode.

Twelve organizations were involved. Three
from USA, five Indian private sector.

Modelling & analysis capability developed
at RITES and RDSO.
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Crashworthy Coach Design- Organizations :

RDSO- Carriage &Testing Directorates – extensive
domain knowledge

RCF- e-database, detail design and prototype
manufacture

RITES- System integration, sub-system design,
technology
intermediation
and
project
management.

TTCI/AAR- Expert testing and sub-system design
inputs
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Crashworthy Coach Design- Organizations:

ARA- Engineering Simulation

GMH- Instrumentation
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Progression, Hinode, Altair, Ansys and Gissetta
- Cluster Hw and Sw supply and Training.

IIT/D – Training in advanced Explicit FEM
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HPC Cluster
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40 kmph Impact Analysis
New Crashworthy GS coach crush behavior
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40 kmph Impact Analysis
New Crashworthy GS coach crush behavior
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56 kmph Impact Analysis
New Crashworthy GS coach crush behavior
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56 kmph Impact Analysis
New Crashworthy GS coach crush behavior
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Platten Wagon
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Platen Car Ramp Test
Test Setup
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Platen Car Ramp Test
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Platen Car Ramp Test
Predicted and measured Crush Mode of Under Frame
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
Three crash tests up to speeds of 66
Kmph

The first crash test was carried out
successfully on 29th March’2005 in RDSO
at 42 Kmph

A train in service for extended in-service
trials since Feb 2006
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
Second set of crash tests were conducted at 54
and 66 Kmph using a GS and a SLR-GS Coach
consist.

Design adopted for series manufacture.

Indian railways have developed the capability
to design and manufacture crashworthy
coaches.
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Crash Test - 55 kmph
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Other Projects
 Fire code as a part of TOT project
 Crash buffers – Induction of proven design
after tests and trials
 Injury free interiors – result of competition
among IR Pus and workshops
 Locomotive Crashworthiness and Occupant
Protection
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Rolling Stock Safety Projects
 Uncertainty – Flexibility through prudent task
partitioning
 Resource constraints - low munificence –
Flexibility in HR practices
 Complexity – Knowledge Partitioning
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Network Competence
 An organization specific ability to handle, use
and exploit inter-organizational relationships.
 An
organization’s degree of network
competence
and
technological
interweavement has a positive impact on its
product and process innovation success.
Thomas Ritter and Hans George Gemunden, Journal of Business
Research 56 (2003)745-755 -Study based on about 308 German
Mechanical and Electrical Engineering Firms
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Administration
 Subsidy
 Political support
 Mediations, transfer
 Laws, (de-) regulations
Suppliers
Producers of means of
production
• Complementary know-how
 Solving interface problems
Co-suppliers
 Complementary know-how
 Solving interface problems
Consultants
 Innovative Concepts
 Structuring of processes
 Financial, legal and
insurance services
Research and training
institutes
 Research
 Training
 Qualified personnel
Competitors
Focal Company
Own
competencies
Own authority
Buyers
 Defining new requirements
 Solving problems of
implementation and market
acceptance
 Reference function
 Joint basic research
 Establishing basic standards
 Getting subsidies
Distributors
 Changing and weighting of
demands
 Gathering information about
developments of competitors
Innovation partners and their contributions (adapted from Germunden et al. 1996, p.450)
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Access to
resources
Degree of
technological
interweavement
Network orientation
of human resource
management
Integration of
communication
structure
Degree of
network
competence
Degree of
innovation
success
Openness of
corporate culture
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Strategic Imperative
 Dynamic capabilities approach - high-performance
routines shaped by processes and positions -where
an organization can go is a function of its current
position and the paths followed.
 The best option is to have a prudent mix of projects
that exploit the strengths of various types of
organizations having different structures, systems
and
processes
and
institutionalizing
interorganizational arrangements
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Semi-structured Organizations
Rigid Core & Flexible Periphery - Modular Resources
Conclusion
 Interactions between different structures and
systems - Dynamically changing task and
resource partitioning patterns
 Configuring rolling stock safety projects –
Innovative arrangements between
organizations