ECRCAn in depth analysis

1
ECRC-An in depth analysis

• By
• CPO (Admn.)
• Northern Railway

2
Objective

• The aim of this exercise is to evolve a
  universally applicable yardstick for
  creation/manning of ECRC posts with a view to
  improving staff productivity, rightsizing of
  manpower on a rational and scientific basis.

3
Area of research

• PRS Delhi Area
• Visited for detail study- SCR
• Discussion with - WR,SR NWR
• Visits by nominated staff for collecting
  data-WCR,ECR,SECR,NER,ECOR,SWR,CR,
• SER,SCR,NFR

4
Area of research

• Commercial Dept. of NR
• CRISfor data collection
• IRCA counters at various locations to study the
  work process

5
Existing yardstick, if any.

• None prescribed by the Railway Board
• No Benchmark prescribed by the Board
• However, ED/MPP, Railway Board in her D.O. Letter
  dated 04.10.06 advised that- strength to be
  reviewed that an ECRC sells at least 100 tickets
  including cash handling, enquiry and supervision.
  This yardstick also includes provision of LR, RG,
  Training etc.

6
Existing yardstick, if any.

• booking windows selling less than 30 tkts per
  ECRC should be separately mentioned. If the
  reservation window is financed by other agency,
  the same may be kept out of calculation.
• NR is following yardstick of 120 requisitions per
  shift per counter
• Enquiry clerks manning enquiry counters are not
  covered in this yardstick of 120 by NR

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Shortcomings in framing yardstick

• This yardstick of 120 is not followed by NR for
  Remote locations where criteria depends on
  several factors
• Yardstick of 120 is irrespective of the peak and
  off peak period averages
• The actual requisitions per shift per counter
  vary from 20 to 140
• Pass/warrant/concessions etc are not covered

8
Details of sub activities performed by ECRCs

• Supervision
• TIMELY OPENING OF ALL THE COUNTERS
• UPDATION OF STAFF WITH LATEST CHANGES MADE IN
  SYSTEM
• LIST OF VIPs / MPs
• TELEPHONIC BOOKING FROM MPs
• PARTY BOOKING
• CHANGE OF NAME

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Details of sub activities performed by ECRCs

• TELEPHONIC ENQUIRIES
• PROCUREMENT, STOCKING SUPPLY OF TICKET ROLLS
  STATIONERY
• ROPD STATEMENTS
• DATEWISE SORTING STORAGE OF REQUISITION FORMS
  RESERVATION CHARTS
• MISCELLANEOUS ESTABLISHMENT WORK

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Details of sub activities performed by ECRCs

• CHARTING
• STAR MARK PASSENGERS IN ALL TRAINS
• QUOTA FEEDING
• EMERGENCY QUOTA
• OUTSTATION
• DEFENCE
• TRAIN COMPOSITION
• ACTUAL AS AGAINST SCHEDULED
• COACH TYPE BERTHING CAPACITY

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Details of sub activities performed by ECRCs

• REQUESTS OF Ist AC FC PASSENGERS FOR
• LOWER/UPPER
• COUPE / CABIN
• FACING ENGINE
• PRINTING OF CHARTS
• CROSSCHECK OF CHARTS
• PRINTED FOR ALL COACHES
• QUOTA FED
• ALLOTMENT OF ALL THE BERTHS
• PROPER UPDATION OF WAITING LIST
• PROPER UPGRADATION TO HIGHER CLASS

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Details of sub activities performed by ECRCs

• FEEDING DATA
• TRAIN PROFILE OF NEW TRAIN
• CHANGE IN PROFILE OF EXISTING TRAIN
• EARMARKING OF VARIOUS QUOTAS
• GENERAL
• TATKAL
• EMERGENCY
• LADIES
• HANDICAPPED
• OUTSTATION
• CANCER CRITICALLY ILL PATIENTS

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Details of sub activities performed by ECRCs

• TIME TABLE CHANGES
• ADDITION / DELETION OF STOPPAGES
• ADDITION/DELETION / REPLACEMENT OF COACH TYPE
• RESERVATION COUNTERS
• UPDATION ON CURRENT INSTRUCTIONS
• RESERVATION ENQUIRY/DISPENCING REQUISITIONS
• AVAILABILITY POSITION
• ALTERNATIVE OPTIONS
• RESERVATION REFUND RULES

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Details of sub activities performed by ECRCs

• Preparatory complementary work
• Processing military concession vouchers
• Processing Privilege Passes/PTO
• Processing various types of concession request
  forms
• Handling credit card transactions

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Details of sub activities performed by ECRCs

• Handling cash including proper deposit
• Getting receipt of customer on cancellation
  ticket
• Printing a proper ticket
• Printing a statement at the end of duty

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Details of sub activities performed by ECRCs

• Manning manual enquiry counters at stations at
  reservation centers
• Making announcements if posted at the station
• Answering telephone queries

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Comparison of staff strength
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Comparison of staff strength
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Comparison of staff strength
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PRS Delhi a study
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PRS Delhi a study
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E-ticketing/I-ticketing statement for Jan 2007
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AN OVER-VIEW ON PRS

• PASS. BOOKED ON ALL PRSs -10.09 LAC/DAY
• PASS. CANCELLED ON ALL PRSs -1.97 LAC/DAY
• TOT. TRANSACTIONS ON ALL PRS 12.06 LAC/DAY
• PASS. BOOKED ON DLI PRS - 3.07 LAC/DAY
• PASS. CANCELLED ON DLI PRSs - 0.54 LAC/DAY
• TOT. TRANSACTIONS ON DLI PRS 3.61 LAC/DAY
• DLI PRS IN PERCENTAGE OF IR 35.8
• PEAK TRANSACTIONS ON DLI PRS- 5.53 LAC(1.3.07)

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ENQUIRY SYSTEM ON N. RLY.

• FACE TO FACE ENQUIRY
• TOTAL LOCATIONS ON N. RLY 61
• TOTAL WINDOWS ON N.RLY 107
• TELEPHONIC ENQUIRY
• TOTAL LOCATIONS ON N. RLY 61
• TOTAL TELEPHONES ON N.RLY 312

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GROWTH IN PRS ON N. RLY (2002-03 TO 2006-07)

• AGE INCREASE IN PASSENGERS BOOKED - 35.5
• AGE INCREASE OF REQUISITIONS HANDLED 26.2
• AGE SHARE OF E / I TICKETS INCREASED BY -
  19.82
• AGE INCREASE OF PRS LOCATIONS 40
• AGE INCREASE OF RESERVATION COUNTERS 36
• AGE INCREASE OF STAFF - 18

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STAFF DEPLOYMENT ON N.RLY.

• DEPLOYMENT
• COUNTERS
• ENQUIRY - 255
• TELEPHONE 171
• RESERVATION - 1221
• OTHER ACTIVITIES - 309
• TOTAL DEPLOYMENT 1956
• NOTE OTHER ACTIVITIES INCLUDE CHARTING, DATA
  BASE SUPERVISORY

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AVERAGE NUMBER OF REQUISITION SLIPS DEALT AT EACH
LOCATION IN DELHI AREA
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AVERAGE NUMBER OF REQUISITION SLIPS DEALT AT EACH
LOCATION ON DELHI DIVISION
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AVERAGE NUMBER OF REQUISITION SLIPS DEALT AT EACH
LOCATION ON LUCKNOW DIVISION
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AVERAGE NUMBER OF REQUISITION SLIPS DEALT AT EACH
LOCATION ON MORADABAD DIVISION
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AVERAGE NUMBER OF REQUISITION SLIPS DEALT EACH
LOCATION ON AMBALA DIVISION
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AVERAGE NUMBER OF REQUISITION SLIPS DEALT AT EACH
LOCATION ON FEROZPUR DIVISION
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Inter-Railway Data Comparison(April 2007)Data
Source - CRIS


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Inter-Railway Data Comparison(April 2007)Data
Source - CRIS

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Inter-Railway Data Comparison(April 2007)Data
Source - CRIS


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Analysis of data

• Cancellation of tickets is approximately 17 of
  total transactions
• Max. No. of slips per shift per counter is 161
  for SECR Min. is 53 for NF
• It is not clear from the data whether tickets
  issued on passes, concessions, military vouchers,
  seasonal tickets, credit card are included or
  not. While some railways are maintaining these
  separately others are not

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Analysis of data

• These figures do not indicate the peak period or
  lean period transactions
• Vacancy age in the cadre ranges from 2 (CR) to
  39 (SECR) with an all India average of 11

38
Work study conducted

• No work study for ECRC conducted by NR
• Other zonal railways were asked about the work
  study conducted by them for ECRC but no reports
  received from any railway

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Views on Introduction of New Work Methods

• Stress on outsourcing the ticketing activity
  through private agencies
• Opening ticket outlets through ATMs, petrol
  pumps etc
• Introducing laser printers instead of dot matrix
  for printing ticket
• Simplifying the reservation/cancellation slip
  making it computer friendly so that computer can
  read data directly instead of manual feeding
• Installing cash counting credit card reader
  machines at each counter

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Views on Introduction of New Work Methods

• Popularizing I/Ticketing E/Ticketing. In NR at
  present on an average 8,500 E-Tickets 7,000
  I-Tickets are being booked per day
• Installing new and faster computer programs for
  auto charting
• Giving regular intensive training to the staff
  regarding commercial rules and the use of
  computers
• Providing IVRS at all stations so that manual
  enquiries can be dispensed with

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Views on Introduction of New Work Methods

• Use of display boards at reservation counters
  giving information regarding status of
  reservation, fare etc
• Installing interactive machines in large numbers
  at reservation centers
• Information available on Pre recorded enquiries
  may be upgraded at shorter intervals to make it
  more reliable accurate
• Wider information can be given on pre recorded
  enquiry system instead of only ticket status and
  arrival/departure

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Views on Introduction of New Work Methods

• The system of telephonic queries can be
  outsourced to call centers
• IVRS system is presently linked to opening of
  reservation centre timings instead it should be
  made available for 24 hours
• UTS may be completely privatised

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Views on Introduction of New Work Methods

• Printout of Tickets booked on internet may be
  allowed at customer home instead of manual
  collection or delivery through courier service
• Cumbersome Refund procedure for internet
  ticketing can be simplified. Presently refund
  order is issued in favour of IRCTC which in turn
  transfers the refund amount to the customer
  electronically. Also IRCTC booked ticket can not
  be cancelled directly at reservation centers

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Views on the slackness in the work methods

• Low awareness among staff regarding latest
  commercial rules causing delay at counters
• Fear of cash handling
• Lack of inter personal skills causing improper
  handling of customer queries
• Misc. functions like establishment work
• Avoidable paper work like getting signature of
  the customer on cancellation ticket

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Views on Introduction of New Work Methods

• Improper maintenance. It was found during study
  that nearly 60 of the display boards on
  reservation counters in Delhi PRS were not
  functioning properly
• Absence of incentive for giving higher output.
  Although yardstick of 120 is prescribed on NR yet
  there are instances of lesser no. of requisitions
  being handled by one clerk and more by another in
  the same reservation center in similar
  circumstances

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Indication on redundancy of ECRC

• Vacancies vary from 2(CR) to 39(SECR) with an
  all India average of 11
• Proper training of staff can result in better
  utilization of existing manpower lessen the
  need to create more posts
• Extensive outsourcing in the cadre is feasible
  such as
• Enquiries may be handed over to call centers
• UTS can be operated through bank ATMs, petrol
  pumps etc

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Indication on redundancy of ECRC

• Commission charged for private agency ticketing
  from customers can be dispensed with and can be
  adjusted against the reduced cost of manpower and
  maintenance cost of existing assets
• Multi-skilling of staff
• Outsourcing on the lines of airlines ticketing

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Indication on redundancy of ECRC

• I/Ticketing and E/Ticketing should be the prime
  area of concern at least in the big cities.
  I/E-Ticketing has grown from 1.5 to 20.5 in the
  last five years

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Short term action plan

• Fresh indents on RRBs be placed only after
  critical after critical review
• Increase working hours from 6 to 7
• Review locations with less than 30
  requisitions/shift
• Increase public dealing time from 8 to 20hrs. to
  7 to 21 hours

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Long term action plan

• Outsourcing
• Privatization of UTS
• Purchasing new machines IT devices
• Popularizing I/Ticketing and E/Ticketing
• Installing IVRS at all stations
• Review Policy on non-railhead outlets
• Telecom cost may be charged for enquiries
• Simplify rules and procedures pertaining to types
  of quotas, concessions etc.
• Intensive training to the staff

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Grey areas of this research

• Data related to passes, warrants etc are not
  available with most of the railways.
• No detailed study is available for
  passes/warrants vis-a-vis paid tickets since
  they consume less time (no money transaction
  involved)
• Separate peak lean season data are not
  available
• Cooperation received from the Railways for data
  collection study was not encouraging

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Grey areas of this research

• Data regarding no. of passengers booked on a
  ticket is not available in any of the railways.
  As a thumb rule a factor of 1.4 per requisition
  is being followed. Time factor involved here is
  important for recommending a yard stick.
• Policy of outsourcing for future needs to be made
  available as it has a direct bearing on the
  manpower requirement

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Grey areas of this research

• Framing of yardsticks requires careful and
  detailed study regarding
• time motion,
• time methods,
• time attendance,
• time cost,
• time effort,
• time frequency distribution system,
• time material etc.

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Grey areas of this research

• No uniform criteria for opening of new
  reservation centers. It differs on
• Strategic locations
• Political considerations
• Geographical spread
• Residents demands etc.

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Recommendations

• 73 is the All India average calculated on some
  assumptions, but considering various factors 100
  requisitions per shift per counter can be taken
  as standard for all railways
• Detailed work study needs to be conducted by each
  railway by classifying various PRS on load
  factors keeping 100 requisitions as benchmark
• This study needs to be conducted for peak
  off-peak periods

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Recommendations

• Based on these studies, No. of staff to be
  deployed at each PRS needs to be decided for peak
  nonpeak season
• Since sanctions would normally correspond to the
  peak load, the excess staff during off peak
  period should be fruitfully deployed elsewhere.
  To achieve this, all commercial categories should
  be merged
• Zonal railways may be given independence to
  decide the intra zonal standards at the macro
  micro level.

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Thank You