Core Competency Focus and Cost cutting
Railways has focused on many non core competencies for ever and the current minister hasnt done much to improve focus on core. We should give him inputs on that and demand action. 3 years already gone.
Railway minister has gone about setting up myriad ‘cells’ for Transformation, Mobility, Environment, et al, the categorical imperative of cost cutting has escaped attention, to raise productivity of assets consistent with newer and costlier gadgets and technologies it inducts. The minister needs to deftly, and firmly, handle the secateurs ?rst in the Kafkaesque Rail Bhawan, then right across the sprawling system—its vast web of installations—some 45 workshops for POH, 100 loco sheds, 260 repair depots and ‘sick lines’, stations and yards, colonies and offices, its 65,000 strong protection force. It’s not railways’ business to run schools, hospitals, or kitchens. Some “empires” contrive to survive, for example, the mammoth 23,325 strong construction organisation, its over-6,000 “work-charged” officers’ posts unduly continuing, not without complicity of finance.
IR’s project management is now notorious for huge cost-and-time overruns. IR has had capital infusion of a whopping `3 lakh crore in last three years, results of which remain invisible in terms of expected traffic increases and higher system-wide asset productivity. more
Railway minister has gone about setting up myriad ‘cells’ for Transformation, Mobility, Environment, et al, the categorical imperative of cost cutting has escaped attention, to raise productivity of assets consistent with newer and costlier gadgets and technologies it inducts. The minister needs to deftly, and firmly, handle the secateurs ?rst in the Kafkaesque Rail Bhawan, then right across the sprawling system—its vast web of installations—some 45 workshops for POH, 100 loco sheds, 260 repair depots and ‘sick lines’, stations and yards, colonies and offices, its 65,000 strong protection force. It’s not railways’ business to run schools, hospitals, or kitchens. Some “empires” contrive to survive, for example, the mammoth 23,325 strong construction organisation, its over-6,000 “work-charged” officers’ posts unduly continuing, not without complicity of finance.
IR’s project management is now notorious for huge cost-and-time overruns. IR has had capital infusion of a whopping `3 lakh crore in last three years, results of which remain invisible in terms of expected traffic increases and higher system-wide asset productivity. more
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Ms Manju Patel has raised TWO important issues - Core Competency and Cost Cutting. As far I remember, Local Circle had discussed the issue of Cost Cutting and revenue generation in detail and public views were presented to Ministry of Railway. Regarding Core Competency, IR Board should seriously consider handing over some of non-core functions to private sector. more
Sep 18
There is nothing wrong in introducing high speed trains. Around 3 decades ago none of us felt metro rail necessary but today it has become essential and in Delhi the metro has become the life line. Metro has either introduced or constructions are in progress in many of our small cities. However, the railway minister should not push back none of his initial programmes for transformation of indian rails and speed up the works, though a period of five years to transform the giant like indian rails may prove to be too short. more
Jul 22
Railways is busy only for running new high speed trains or trains at their faberite places. This will only increase the cost on common traveler and thus who will suffer? more
Jul 21
Railway should increase the infrastructure on main basic activity, others activities better on contractual basis. more
Jul 21
