Presentation on theme: "A 1 Emerging Dimensions of Railway Safety Integration of Safety Management in Development Planning Emerging Development Project Patterns in Management."— Presentation transcript:
a 1 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
2 Routine and voluminous tasks delivered efficiently but… What about safety related development projects? Successful Organization Innovative & Creative activities Tight Control of Certain Routine Aspects Organizational Imperative
3 Types of Organizations - Indian Railways Annual revenue of Rs 600 Billion Type I organizations more than 100 years old well suited to deliver large scale repetitive tasks Type II organizations Production units - 20 to 50 years old. Structured as production facilities Type III organizations Commercially oriented Public sector companies -30 years old. Type IV Organizations 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.
5 Type III and V Organizations RITES, IRCON, CONCOR The “new” ventures of the “seventies” are working together in new areas and markets. The concession in Mozambique undertaken by RICON, a joint venture company formed by RITES and IRCON. Tanzania (TRC) Concession
6 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.
7 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.
8 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
9 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
10 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. Strategic Choices
a 11 Crashworthy Coach For IR n Development of crashworthy coach design started in mid-2003 in an inter- organizational collaborative mode. n Twelve organizations were involved. Three from USA, five Indian private sector. n Modelling & analysis capability developed at RITES and RDSO.
a 13 Crashworthy Coach Design- Organizations : n RDSO- Carriage &Testing Directorates – extensive domain knowledge n RCF- e-database, detail design and prototype manufacture n RITES- System integration, sub-system design, technology intermediation and project management. n TTCI/AAR- Expert testing and sub-system design inputs
a 14 n ARA- Engineering Simulation n GMH- Instrumentation n Progression, Hinode, Altair, Ansys and Gissetta - Cluster Hw and Sw supply and Training. n IIT/D – Training in advanced Explicit FEM Crashworthy Coach Design- Organizations:
a 24 Platen Car Ramp Test Predicted and measured Crush Mode of Under Frame
a 25 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
a 26 n Second set of crash tests were conducted at 54 and 66 Kmph using a GS and a SLR-GS Coach consist. n Design adopted for series manufacture. n Indian railways have developed the capability to design and manufacture crashworthy coaches.
29 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
Rolling Stock Safety Projects Uncertainty – Flexibility through prudent task partitioning Resource constraints - low munificence – Flexibility in HR practices Complexity – Knowledge Partitioning 30
31 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
32 Administration Subsidy Political support Mediations, transfer Laws, (de-) regulations Co-suppliers Complementary know-how Solving interface problems Consultants Innovative Concepts Structuring of processes Financial, legal and insurance services Suppliers Producers of means of production Complementary know-how Solving interface problems Buyers Defining new requirements Solving problems of implementation and market acceptance Reference function Research and training institutes Research Training Qualified personnel Competitors Joint basic research Establishing basic standards Getting subsidies Distributors Changing and weighting of demands Gathering information about developments of competitors Focal Company Own competencies Own authority Innovation partners and their contributions (adapted from Germunden et al. 1996, p.450)
33 Degree of network competence Access to resources Openness of corporate culture Network orientation of human resource management Integration of communication structure Degree of technological interweavement Degree of innovation success
34 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 inter- organizational arrangements
Conclusion Interactions between different structures and systems - Dynamically changing task and resource partitioning patterns Configuring rolling stock safety projects – Innovative arrangements between organizations