work study to review the staff strength...

1

WORK STUDY TO REVIEW

THE STAFF STRENGTH

AT

DY.CMM/O/GSD/PER

2

SOUTHERN RAILWAY

PLANNING BRANCH

G.275 / WSSR - 341617 / 2017-18

STUDIED BY WORK STUDY TEAM OF PLANNING BRANCH

JANUARY 2018


THE STAFF STRENGTH

AT

DY.CMM/O/GSD/PER

3

INDEX

SERIAL

NUMBER CONTENTS

PAGE

NUMBER

(i) ACKNOWLEDGEMENT 1

(ii) TERMS OF REFERENCE

(iii) METHODOLOGY

(iv) SUMMARY OF RECOMMENDATIONS 2

CHAPTERS

I INTRODUCTION 3-4

II PRESENT SCENARIO 5-23

III CRITICAL ANALYSIS 24-45

IV PLANNING BRANCH REMARKS ON CO-ORDINATING OFFICER`S VIEWS

46

V FINANCIAL IMPLICATIONS 47

ANNEXURES

I SAVE STATEMENT OF GROUP `C` & ‘D’ STAFF 48

II SAVE STATEMENT OF ARTIZAN STAFF 49

III RAILWAY BOARD CIRCULAR ON ANNUAL MANHOURS ISSUED BY DOPT Dt. 26.01.1977

50

1

(i)

ACKNOWLEDGEMENT

The study team conveys its sincere thanks to Dy.CMM/CSSD & GSD/PER,

Dy CMM/G, CDMS/DC, CDMS/G, Ch.OS/PB and other staff of General Stores

Depot for rendering guidance and co-operation in conducting the study.

(ii) AUTHORITY

Annual programme of work studies approved by SDGM for the year 2016-17.

(iii) TERMS OF REFERENCE

Work study to review the staff strength of General Stores Depot, Perambur

(including Personnel Branch).

(iv) METHODOLOGY

✓ Collection of data.

✓ Interaction with co-ordinating officials and field officials.

✓ The requirement of manpower based on purely Need basis.

2

SUMMARY OF RECOMMENDATIONS

The Posts mentioned below in the table is found excess to the requirement, the

same may be surrendered and credited to the Vacancy Bank.

(28 Posts)

Sl. No

Category Grade Pay

& Level No. of posts

Money value

Annual financial Savings

1. OS 4200/6 6 77595 5586840

2. Sr. Clerk 2800/5 1 63788 765456

3 Peon/J.Peon 1800/1 2 39323 943752

4 Sr.Tech Carpenter 4200/6 1 77595 931140

5 Carpenter Gr.I 2800/5 2 63788 1530912

6 Tin smith Gr.I 2800/5 1 63788 765456

7 Tinsmith Gr. II 2400/4 1 55965 671580

8 Crane Jamedar Sr.Tech

4200/6 1 77595 931140

9 Crane Jamedar Gr.III 1900/2 1 43628 523536

10 Serang, KH, SSK 1800/1 11 39323 5190636

11 Canteen Assistant (Bearer)

1800/1 1 39323 471876

TOTAL 28 1,83,12,324

3

CHAPTER-I

1.0 INTRODUCTION

1.1 Materials play an important role in railways as also in any other

organization, both in production and maintenance of existing assets.

Therefore, their continuous availability is a prime requirement and at the

same time there should not be overstocking also.

1.2 To have an effective control on purchases and stocking of stock items,

they have been classified as `A`, `B`, and `C` category items based on

Average Annual Consumption value. Accordingly, `A` category items

constitutes 70% of the total usage and these items should not be stocked

above three months. `B` category items constitute 20% and should not

exceed 6 months requirement. `C` category items will be 10% and these

items should not exceed one year requirement.

1.3 The main objective of Stores department is purchase of right quantity at

right place and right time. In short, there should always be a better

control. 25 depots are functioning on Southern Railway, spreading over

six divisions. Totally 7000 items (approx.) which are required on regular

basis are being stocked. Apart from this, High value Non stock items are

procured through Headquarters and small value items through field units.

1.4 The major functions of Stores Department:

Purchase and procurement of Stock and Non-stock items.

• Issue of stock items.

• Printing of Railway Books & Forms, card tickets and money valued

items.

• Receipt, Custody and Sale of scrap.

• Supply of uniforms to Railway staff.

1.5 The stocked items based on usage is categorized into 79 major groups

with each item having a unified Price Ledger number (PL number) bearing

8 digits.

4

They are Diesel Loco spares, AC loco spares, Electrical General, Carriage,

Wagon & EMU, Signal & telecommunication, Engineering Consumables

and General. In addition to procurement and warehousing,

approximately 5000 Non stock Indents per annum is processed by various

field units.

1.6 The availability of materials is ensured on the basis of the list furnished by

the user department every year in respect of Vital, Safety and Passenger

Amenities (VSPA) items. The traceability of material is confirmed through

Bin card, Receipt note and the corresponding supplier dockets and are

identified by label card having various colour stamps.

1.7 Consequent upon the implementation of MMIS, now IMMS, the quality of

work and output, flow of information and transparency in working has

improved to a larger extent. Now-a-days, procurement of goods, Sales of

materials, Leasing of Assets are being done through E-Tendering, E-

Auction etc on IREPS, the official portal of Indian Railways. The modules

implemented under MMIS are Purchase Module, Finance Module, Depot

Module, Uniform Module, Sales Module and LP Module.

1.8 General Stores Depot/PER is located near Perambur Loco Works Railway

Station at a distance of 8 Kms from the Headquarters office and

opposite to the back gate of Loco Motive workshops / PER. The Office

of the Controller of stores which is the Headquarters of Stores

department is situated at New Joint office which is near to GSD/PER.

1.9 General Stores Depot, Perambur (GSD/PER) started functioning in the

year 1869 to cater to the requirement of materials and stationery for the

offices, hospitals, open line depots/stations of Southern Railway. At

present, it caters to the requirement of materials for Chennai division, ICF

and extra Divisional Offices. Also supply of books and forms, Uniform and

High value items for the entire Southern Railway. This is also a major

scrap depot of Southern Railway.

5

CHAPTER – II

2.0 PRESENT SCENARIO 2.1 The General Stores Depot at Perambur is headed by a Dy.CMM who in

turn is assisted by a SMM for sales matters and one AMM for general

matters. Twenty other units spread over MAS, TVC; PGT & SA Divisions

also come under the control of Dy.CMM/GSD/PER. Most of these Units

are headed by either SMM or AMM stationed at the depots. If no officers

are available, they are attached to the SMM/AMM available in the nearest

depot of the respective Division. As per schedule of powers, the

procurement is carried out and Dy CMM will initiate the same beyond the

powers of SMM/AMM.

2.2 The organisation chart of Dy.CMM/CSSD & GSD/PER is as under:

An Administrative Office for material management apart from Personnel

DY.CMM CSSD& GSD

CDMS Forms Ward

CDMS

DC/IC

Chief OS PB

Chief OS LP

Chief OS

Sales

Chief OS RPT

Chief OS

Genl.

Chief OS Admin

AMM/GSD

Administrative Wing

Inventory Management Wing

CDMS

Genl

CDMS Clothing ward

CDMS Sales

SMM/CSSD

6

2.3 The Office of the Dy. CMM/GSD co-ordinates various activities connected

with sales, procurement and supply through its various wards at GSD/PER.

For the purpose of overall administration, an Administrative Wing is

functioning (Non-Personnel Branch) in this unit.

It consists of five sections each headed by Chief Office

Superintendent/Office Superintendent. Other than Administrative Wing,

there are Depots and Wards which deal with Receipt and supply of

materials to the consignees. This wing is known as Inventory Management

Wing.

2.4 A separate personnel branch is also functioning to look after the

Establishment matters like salary, Cadre, Settlement etc. The

Wards/Depots is headed by either CDMS or DMS.

2.5 This branch is functioning under the direct and general supervision of

SMM/AMM and Dy.CMM respectively. The activities of each section and

deployment of staff therein is as under:

2.6. ADMINISTRATIVE WING

Admn / Receipt and Despatch

The activities of this section are:-

➢ Maintenance of attendance register for NPB staff.

➢ Stocking and issuing of stationery items required for officers and

staff of Administrative Wing and Inventory Management Wing.

➢ Consolidation and sending of Leave returns of staff to bill preparing

authority.

➢ Receipt and Despatch of letters meant for Dy.CMM’s office and

wards.

➢ Maintenance of Non stock certification register of all the

consignees.

➢ Communication with SSE/W, SSE/Elec, CHI etc in regard to

cleanliness, uninterrupted supply of power, water etc.

➢ Issue of Photo ID card to employees of GSD/PER.

➢ General correspondence.

7

The number of staff deployed in this section:

Sl.No. Designation No.of staff

1 Ch. OS 2

2 OS 1

3 Peon 2

4 Group ‘D’ 1

Total 6

2.7 GENERAL SECTION


➢ Forwarding of Inspection notes of officers, higher level officers to

the concerned and compiling of action taken letters thereof.

➢ Correspondence related to Transport vehicles (FC, Tax etc.)

➢ Check on items purchased for staff canteen.

➢ Works programme, contingency expenses and Imprest of officers.

➢ Preparation of PCDO, MCDO and other required data to be sent to

Headquarters.

➢ Forwarding of Audit paras to various sections issued by statutory

Audit.

➢ Collecting remarks form the concerned sections and reconciles with

Audit office.

➢ Condemnation of machineries and plants pertaining to the office of

the Dy. CMM/GSD/PER.

➢ Correspondence related to Efficiency shield, Magazines and Papers

with regard to Publicity matters, Swatch Bharat.

➢ Preparation and compilation of data for ISO certification.

➢ Matters related to RTI, D & AR cases.

➢ Preparation of NS Indents of items required for use of Dy.CMM

Office & wards.

8



1 Ch.OS 2

2 OS 1

3 J. Peon 1

4 Group ‘D’ 1

Total 5

2.8. RECOUPMENT SECTION


➢ Generation of AIS and Stock Recoupment Sheet including Clothing

items.

➢ Follow-up of indents with COS/O/PER till the P.O is released.

➢ Reviewing of Annual average consumption (AAC) and Estimated

Annual Requirement (EAR).

➢ Maintenance of PO register and updating of PO in the Tally card.

➢ Arranging survey committee for non-moving items and other

related works.

➢ Ensuring of materials are received in time and correspondence

related to Belated supply and action taken thereof.

➢ Placing of Depot Transfer for arrangement of materials.



1 CHOS 4

2 OS 3

3 Peon 1

Total 8

9

2.9. SALES SECTION :

This section has two sub sections viz., RM Sales and Depot Sales.

i) Depot Sales

➢ Arrangement of survey committee.

➢ Auction Sale notification, preparation of Catalogue and all other

related works.

➢ Co-ordinating with other departments in order to ensure timely

receipt of scrap/DS 8 for disposal.

➢ Inspection of Rolling stock

➢ Refund of sale value on account of shortage in supply of scrap.

➢ Preparation of Bid sheet, Sale Advice, Delivery order, extension

of delivery date

➢ Payment reconciliation of Auctioneer/Sales contracts.

➢ Refund of excess receipt, etc.

Ensuring collection of Income Tax, Sales tax from the

auctioneers.

➢ Completion Report – Preparation and finalisation.

ii) RM Sales :

➢ Post auction works.

➢ Pre auction works like co-ordinating with Engg./Construction

wing in getting DS8 for early disposal of scrap.

➢ Inspection of P. Way scrap other than rails as per DS8.

➢ Arranging payment of excess/shortage amount to

purchasers.

➢ Co-ordinating with ISAs for inspection of rails for early

disposal.

➢ Generation of Sale advice.

➢ Releasing of Delivery order.

➢ Ensuring collection of Income Tax, Sales tax from the

bidders

➢ Other duties related with Auctions held at other locations

10



1 CDMS 2

2 CHOS 2

3 OS 5

4 Clerk 1

5 Group ‘D’ 2

Total 13

2.10 LOCAL PURCHASE SECTION


➢ Purchase of materials (both stock and non-stock) for CEWE,

RH/PER, SSE/W/PER, COS/PER, SSE/SRM/Sig/PER,

SSE/SRM/Tele/PER.



1 CHOS 1

2 OS 1

3 Sr. clerk 1

4 Group ‘D’ 2

5 RS 1

Total 6

2.11 PERSONNEL BRANCH

The Personnel Branch of Dy.CMM/GSD/PER caters to the cadre and

establishment need of all the staff under Dy.CMM/GSD/PER located at

GSD/PER, units at BBQ, TNP, AJJ, ED, ERS, QLN & TVC. The Pay and

allowances are prepared through 7 Bill units. The number of staff of

Personnel Branch is as under:


1. Ch.OS 1

2 OS 5

3. Sr.Clerk 3

TOTAL 9

11

2.12 Data Processing Centre/Inventory Control :

DPC (Data Process Centre) is functioning under Dy.CMM/GSD. This

section co-ordinates with COS/PER in implementation of MMIS, now

IMMIS, other Stores units of MAS Division.

The major activities of this section are:

✓ System co-ordination with IC section of the office of the COS, FA &

CAO/W&S and EDPM.

✓ Data processing

✓ Budgeting

✓ Preparation of stocking application, any changes in existing items

(ARD) in both EDPM & IMMIS.

✓ Monitoring and Rectification of Transaction Register Errors with

regard to all Issues and Sales.

✓ Stores- in- Transit (SINT) items.

The number of staff deployed in this section is as under:


1. CDMS 1

2. OS 1

3. Group `D` 1

TOTAL 3

2.13 INVENTORY MANAGEMENT WING :

The wards of GSD/PER are divided into four major groups under

Inventory Management System as detailed below:

i) CDMS/General

ii) CDMS/Forms Ward

iii) CDMS/Sales

iv) CDMS/Clothing ward

12

The details of activities carried out in each ward which are forming part of

above four major units are listed below.

2.14 CDMS/General

All the wards except that of Sales and Forms are under the control of

CDMS/General.

Duties in brief:

✓ Over all in-charge of the depot.

✓ Surprise check of materials in wards regarding receipt and dispatch

of materials, correctness of weighing machines etc.

✓ Keeping the depot neat and tidy.

i) A1 Ward (01) : All items pertaining to wagon components and

stocked and issued. 86 items are stocked and issued.



1 CDMS 1

2 OS 1

3 Group ’D` 2

Total 4

ii) A II Ward (02) : The items required for Engineering, Signal &

Telecom Units are stocked for issual. 74 items are stocked and

issued. Items are issued not only to SSE/S/SRM/PER and

SSE/T/SRM/PER but also to the entire Southern Railway.



1 CDMS 1

2 Clerk 1

3 Group ’D’ 3

Total 5

13

iii) B-Ward (03) : This ward is meant to stock items required for

Commercial Depot, Machinery & Plant, Tools & Plants of various

departments. 53 items are stocked in this ward.



1 CDMS 1

2 OS 1

3 Group ’D’ 4

Total 6

The following ledgers are maintained apart from the data input in

the IMMIS.

➢ Dump register

➢ Issue register

➢ Receipt order register

➢ IDN Sample register

➢ NS Indent (Non stock certification)register

➢ Despatch register

➢ Data centre register

➢ T&P register.

iv) C-I Ward (04) : This ward stocks materials required for coaching

components. 107 items are stocked in and issued from this ward.



1 CDMS ---

2 OS 1

3 Group D’ 2

Total 3

14


the IMMIS.

➢ Dump register

➢ Issue register






➢ T&P register.

v) C-II Ward (05) : This ward stocks materials required for

coaching spares like Bolts & Nuts. 29 items are stocked and issued

from this ward.

vi) The number of staff deployed in this section is as under:


1 CDMS ---

2 OS ----

3 Group D’ 2

Total 2


the IMMIS.

➢ Dump register

➢ Issue register






➢ T&P register.

15

vii) E-I Ward (06) : This ward holds materials like oil, paints and

petroleum products.



1 DMS 1

2 OS 1

3 Group ’D’ 5

4 Pump operator 1

Total 8


the IMMIS.

➢ Dump register

➢ Issue register






➢ T&P register.

viii) E-II Ward (07) : This ward is meant for stocking chemical and

consumable items.42 items are stocked for issual of items.



1 CDMS 1

2 OS 1

3 Group ’D’ 4

Total 6

16


the IMMIS.

➢ Dump register

➢ Issue register






➢ T&P register.

ix) H-ward (08) : This ward deals with electrical (GS and Train

Lighting items). Presently 85 items are stocked and another seven

items are to be included in the stock items. As per Audit guidelines,

the following ledgers are maintained apart from the data input in

the IMMIS.

➢ Dump register

➢ Issue register



➢ NS Indent register



➢ T&P register.



1 CDMS 1

2 OS 1

3 Group ’D’ 2

Total 4

17

x) S-Ward (11) : This Ward is exclusively meant for stationery

items. It can be said as universal ward as it caters the needs of all

consignee departments. Nearly 80 items are stocked in this ward.

Besides the data input in the IMMIS with regard to Issue of items,

following ledgers are also maintained in this section as per Audit

guidelines.

• Dump register

• Issue register

• Recoupment register

• Receipt and Despatch register

• Transaction register

• Data Centre register

• Numbering items register (ICV items – PWB, LT)

Staff deployment in this section is as follows:


1 CDMS 1

2 OS 2

4 Group ’D’ 4

Total 7

xi) CDMS/General/Office

This Section works as a Field Office for the Issue wards.

Miscellaneous activities like maintenance of attendance register for

Group ’C’ and issue of EDPs, witnessing of payments and

sanctioning of leave are dealt by the section. This section is

headed by a CDMS.

18



1 CDMS 1

2 Time keeper 1

3 Group’D’ 10

Total 12

➢ Field Office for Wards

➢ Maintenance of Muster for Group `C`.

➢ Sanctioning of Leave

➢ Issue of Passes, etc

➢ Signing of Gate passes of all Issue wards.

xii) In addition, the following artisans and canteen staff also come

under CDMS/G.

a) CANTEEN:


1 Canteen Manager ---

2 Cook ---

3 Group ’D’ 4

Total

b) ARTISAN STAFF

Sl. No. Designation No. of staff

1 MV Driver 6

2. Truck Driver 1

3. Crane Jamedar 7

4. Carpenter 6

5. Tin Smith 1

6 Painter 3

Total 24

xiii) Receipt Ward (41): This ward deals with Accountal of received

items from suppliers as also rejection of materials, necessary

debits accounted in the stock of items.

19

Apart from the data input in the IMMIS, some of the ledgers

maintained in this section as guide lined by Audit are as under:

➢ Day Book receipt (DBR)

➢ Day Book Receipt – Rejection

➢ Day Book - Non Stock

➢ Depot Transfer (DTF)

➢ Issue Demand Note Register (IDN)

➢ Weighment Register

➢ Stock Adjustment Register (SAR)

➢ Gate pass for challan, sample and material issued items.

Deployment of staff in this section is under:


1 CDMS 1

2 DMS 1

3 OS 3

4 Group ’D’ 8

Total 13

xii Clearing & Forwarding (51): This section is responsible for

clearance of materials various sources and issue of gate pass for

such materials.

Duties in brief:

✓ Collection of materials including scrap from various depots.

✓ Delivery of consignments to respective wards and releasing

the wagons on time after unloading.

Deployment of staff in this section is under :


1 DMS-I 1

2 OS 1

3 Group’D’ 8

Total 10

20

2.15 CDMS/FORMS WARD

Duties in brief:

➢ Receipt, Accountal and issue of Books and Forms

➢ Receipt, Accountal and Issue of Issuable Cash Value (ICV)

items . The following wards are under CDMS/Forms Ward.

i) SSW (Stock security ward)(30)

ii) Forms Ward – I (31)

iii) Forms Ward – II (32)

iv) Forms Ward – Recoupment


a) Forms Ward Recoupment :


1 Ch.OS 1

2 Group ’D’ 2

Total 5

b) SSW ward (30):

Number of Books and Forms stocked in this ward is around 191 of

which 30 pertains to ICV items.


1 CDMS 1

2 OS 1

3 Group ’D’ 3

Total 5

21

c) Forms Ward-I & II (31 & 32):

Staff deployment of these two wards is as follows:


1 DMS 1

2 OS 1

3 Group ’D’ 8

Total 10

2.16 CDMS/ Sales:

Based on the advise received from RSG (Return Stores General) and RSF

( Return Stores Ferrous), this section arranges for surveying the material

by survey committee.

For out siders and on completion of Auction proceedings, the successful

bidders are advised to remit the balance value of the material to Railways

and on production of money receipt , necessary delivery order is released.

The staff distribution is as follows:

i) RSG Ward (9):

155 PL numbers are listed in this depot. This Scrap depot

(General) deals with receipt and issue of general DS8 items i.e.,

Non ferrous.

13 godowns are attached to this depot, being most of the scrap

are high value items.


1 DMS 1

2 OS 2

3 Group `D` 9

Total 12

22

ii) RSF Ward (10)

76 PL numbers are listed in this depot. This Scrap depot (Ferrous

items) deals with receipt and issue of DS8 items. Apart from

deliveries of scrap to Bidders and other railway units, RWF

(Yelahanka) is a major and regular consignee in taking delivery of

Wheel set, Wheel Disc, Rails, Axle etc. All the scrap are lying in

the open area except one in covered godown.

The staff deployment is as follows:


1 CDMS 1

1 DMS 1

2 OS 2

3 Clerk 1

4 Group’D’ 25

Total 30

CDMS/Sales is the incharge of RM Sales and Electronic Weigh

Bridge sections:

iii) R M sales (12):

The works included in this section i.e., released materials sales

section is as follows

➢ Informing successful bidders to remit the balance amount to

railways on getting advice from Headquarters and other

allied duties.

➢ Issue of sale delivery order and witness thereof.

➢ Allocation of duty for witness (DMS/CDMS) to various

locations of MAS, PGT and SA divisions.

23

The staff deployment is as follows:


1 CDMS 1

2 Group ‘D’ 1

Total 2

Weigh Bridge (WB)


1 OS 1

2 Group’D’ 1

Total 2

2.17 F1 & F2 Ward (Clothing cell):

This ward deals with receipt and supply of uniforms for railway staff and

other cloth materials like Hand flag and Bedroll items. Totally, 119 items

are stocked in two wards named F1 and F2. F1 ward is stocked with

uniform clothes whereas F2 is stocked with Hand flags, Ready made

uniforms, Bedroll items (Woolen bed sheet, Pillow and covers, bed sheets

and Towel) and other cloth items used in Railways.

Unlike other issue wards, this ward is supplying uniform materials to

entire Southern Railway on demand well in advance of more than one

year. Besides common ledgers maintained in the Issue wards two extra

ledgers are maintained in this ward viz., Pending Demand register (PDR)

and Debited but not removed register (DNR).

24

The staff deployed in this section is


1 CDMS 1

2 OS 1

3 Group ’D’ 4

Total 6

25

CHAPTER – III

3.0 CRITICAL ANALYSIS 3.1 The Sanction, Actual, Vacancy & Excess statement is placed as

Annexure I & II

3.2 Consequent upon on the decentralization of Stores Branch from the

erstwhile District System the Stores Depots at the following places

were brought under the control of Dy.CMM/GSD/PER. On formation of

these Depots, posts were sanctioned in the respective divisions itself

and some posts were transferred from GSD/PER. However, the

incumbents working against these posts are inter se seniority of

GSD/PER. Though the other Divisional Units come under the control of

Dy.CMM/GSD/PER, the study is confined to GSD/PER only.

3.3 The requirement of staff based on the workload furnished by the

Depot staff and also on physical study conducted by work study team

is assessed as detailed below.

The number of working days for the staff working in

Dy.CMM/O/GSD/PER is assessed as 292 viz.,

Total number of days in a year : 365 days

Less : 22 General holidays and

52 Sundays

: 74

-----------

Total working days : 291 days

----------- 3.4 The time involved for each activity is assessed, based on the data

collected from the concerned CDMS/Ch. OS in Administrative Wing

and Inventory Management Wing and also on physical visit by the

work study. The requirement is worked out as one staff for 1900

hours of workload per year in the case of Ministerial staff and one

staff for 2184 hours of workload per year in the case of depot staff.

26

For Ministerial staff, the yardstick is 1900 man-hours, as prescribed in

Ministry of finance (Department of Expenditure) letter No. 4/2/71/SIU

dated 26.11.1971. As far as ward staff is concerned the yardstick is

worked out as under:

Total number of available days in a year : 291

Less : Saturdays (half day working) : 52

-----------

Total working days : 243

-----------

Working hours per year = 243 x 8 : 1944

Saturdays (5 hours working) 48 x 5 : 240

-----------

Total working hours in a year 2184

-----------

3.5 Based on the methodology explained above the present deployment of

staff vis-à-vis the staff requirement and surplus/shortage of manpower

is worked out. Details of activities and time taken for each activity are

shown section/ward-wise.

3.6 ADMINISTRATIVE WING OF GSD/PER

The NPB Ministerial staff of the Dy.CMM/GSD/PER is mainly deployed

for overall co-ordination and ensuring timely procurement and supply

of various indents received and sale of scrap items. For the smooth

and efficient functioning, the staff is distributed section wise/ depot

wise. The workload of these staff is collected from concerned section

and leave reserve at 12.5% is added to the workload of each section

and resultant workload /man hours are taken as the actual

requirement.

Since there is no separate sanction for ministerial staff working in

Personnel Branch and ministerial staff working in the Material

management side, the requirement is taken separately and the

surplus is arrived together.

27

These staff are attached to different sections/wards and their

workload vis-à-vis the manpower requirement section-wise is

consolidated from the data furnished by Dy CMM/O/GSD/PER

Accordingly, the Manpower requirement is calculated from the total

man-minutes as per the given data by converting into Man hours.

3.7 The arrived man power requirement is as follows:

Total Man minutes in a Year as furnished by the office of Dy.

CMM/O/GSD/PER

Ward No. CDMS/DMS Ch.OS/OS Group D Total

A-1 134952 121385 914462 1170799

Man hours 2249.2 2023.083 15241.03 19513.32

Man Power 1.02985348 1.021243 7.693606 8.934669

A-2 136971 122875 804015 1063861

Man hours 2282.85 2047.917 13400.25 17731.02

Man Power 1.045260989 1.033779 6.764387 8.843427

B 185676 207340 852257 1245273

Man hours 3094.6 3455.667 14204.28 20754.55

Man Power 1.416941392 1.744405 7.170259 10.33161

C-1 129714 118365 350743 598822

Man hours 2161.9 1972.75 5845.717 9980.367

Man Power 0.989880952 0.995835 2.950892 4.936608

C-2 118904 98275 390867 608046

Man hours 1981.733333 1637.917 6514.45 10134.1

Man Power 0.907387057 0.826813 3.288465 5.022666

E-1 183497 199995 1502756 1886248

Man hours 3058.283333 3333.25 25045.93 31437.47

Man Power 1.400312882 1.68261 12.64308 15.726

E-2 173803 198575 1107861 1480239

Man hours 2896.716667 3309.583 18464.35 24670.65

Man Power 1.32633547 1.670663 9.320722 12.31772

28

F-1 137154 146245 69490 352889

Man hours 2285.9 2437.417 1158.167 5881.483

Man Power 1.046657509 1.230397 0.584637 2.861692

F-2 132956 130235 1133951 1397142

Man hours 2215.933333 2170.583 18899.18 23285.7

Man Power 1.01462149 1.095701 9.540224 11.65055

H 178742 167925 804264 1150931

Man hours 2979.033333 2798.75 13404.4 19182.18

Man Power 1.364026252 1.412797 6.766482 9.543304

S 248936 362760 783088 1394784

Man hours 4148.933333 6046 13051.47 23246.4

Man Power 1.89969475 3.051994 6.588322 11.54001

C & F 143588 215830 1220125 1579543

Man hours 2393.133333 3597.167 20335.42 26325.72

Man Power 1.095757021 1.815834 10.26523 13.17682

CDMS/G 165812 185460 1771230 2122502

Man hours 2763.533333 3091 29520.5 35375.03

Man Power 1.26535409 1.560323 14.90182 17.72749

CDMS/Forms 155188 0 0 155188

Man hours 2586.466667 0 0 2586.467

Man Power 1.184279609 0 0 1.18428

CDMS/Forms Receipt 170086 222953 1045387 1438426

Man hours 2834.766667 3715.883 17423.12 23973.77

Man Power 1.297970085 1.875761 8.795112 11.96884

CDMS/Forms Recoupment 0 136480 134315 270795

Man hours 0 2274.667 2238.583 4513.25

Man Power 0 1.148242 1.130027 2.278269

SSW 183118 240924 1624316 2048358

Man hours 3051.966667 4015.4 27071.93 34139.3

Man Power 1.397420635 2.026956 13.66579 17.09017

29

FW-1 163418 214615 338511 716544

Man hours 2723.633333 3576.917 5641.85 11942.4

Man Power 1.24708486 1.805612 2.847981 5.900677

FW-2 139176 187099 358799 685074

Man hours 2319.6 3118.317 5979.983 11417.9

Man Power 1.062087912 1.574112 3.018669 5.654869

Receipt/G 345674 401195 1085120 1831989

Man hours 5761.233333 6686.583 18085.33 30533.15

Man Power 2.63792735 3.375358 9.129396 15.14268

RSG 324541 586621 1859275 2770437

Man hours 5409.016667 9777.017 30987.92 46173.95

Man Power 2.476655983 4.935395 15.64256 23.05461

RSF 299224 496077 5646405 6441706

Man hours 4987.066667 8267.95 94106.75 107361.8

Man Power 2.283455433 4.173624 47.50467 53.96175

RM/Sales 161993 129939 144554 436486

Man hours 2699.883333 2165.65 2409.233 7274.767

Man Power 1.236210317 1.09321 1.21617 3.545591

Elec WB 276686 284130 324579 885395

Man hours 4611.433333 4735.5 5409.65 14756.58

Man Power 2.111462149 2.390459 2.730767 7.232689

NPB/LP 0 643235 391893 1035128

Man hours 0 10720.58 6531.55 17252.13

Man Power 0 5.411703 3.297097 8.7088

NPB/RPT 0 1375093 132112 1507205

Man hours 0 22918.22 2201.867 25120.08

Man Power 0 11.56901 1.111493 12.68051

NPB/Sales 190988 689518 317320 1197826

Man hours 3183.133333 11491.97 5288.667 19963.77

Man Power 1.457478632 5.801094 2.669695 9.928268

TOTAL 34.1941163 66.32293 211.2375 310.9446

30

From the above table, it can be seen that the requirement of

CDMS/DMS is 34 whereas the sanction is 29

Like wise the requirement of Ministerial staff is worked out as

75, whereas the sanctioned strength is 86, which can also be

justified to some extent.

But the requirement arrived in the case of Group `D` staff is

highly impracticable since the furnished data depicts more than

the sanctioned strength 1.e, 237 including LR against the

sanction of 164 i.e., 73 posts over and above the sanction,

whereas the Actual is 126 leaving behind 38 posts.

On physical visit to each Ward, it is noticed that some Wards

need Extra man power with respect to Ministerial staff as also

Group`D` staff. So, the study team is bound to take a holistic

approach in revising the Man- minutes given by the office of Dy

CMM/GSD/PER.

Accordingly, 50 % reduction in the total man minutes as per the

furnished data in the case of Group`D` staff is taken for Issue

wards and 30% of the total man minutes is deducted in the case

of staff working in Sales/Scrap wards and LR @ 12.5 % is

provided in addition to the minimum requirement.

Moreover, absence of CDMS/DMS is noted in some wards, due to

allotment of mandatory witness duties in outstations which

leads to shortage of supervisory posts in the Issue wards. So,

suggestion is made to fill up some of the vacant posts at the

earliest.

31

3.8 CDMS GENERAL

A1 Ward (01) :

The present deployment of staff is OS - 1; Group `D` - 2 (Total-3 staff)

The requirement of staff is as under :

1. Total man minutes assessed = 713568

2 Man hours (total man mts ÷ 60) = 11893

3 Men required (Total man hrs ÷ 2184) = 5.53 or say 6

[Break up of Staff: CDMS/DMS-1; Ministerial staff-1; Group `D`- 4] Men required (Total man hrs ÷ 2184)

A-II Ward (02)

The present deployment of staff is CDMS – 1; and Clerk - 1; Group `D’ - 3

(Total – 5 staff)

The requirement of staff is as under:




[Break up of staff – CDMS/DMS – 1; Ministerial staff-1; Group `D` - 3]

B-Ward (03) :

The present deployment of staff is CDMS – 1; Office Supt – 1; Group `D –

4 (Total – 6 staff)





[Break up of staff – CDMS/DMS-1; Ministerial staff-1; Group`D`- 4]

32

C-I Ward (04) :

The present deployment of staff is OS -1; Group `D` - 2 (Total-3 staff)




3 Men required (Total man hrs ÷ 2184) = 5.2 say 5

[Break up of staff – CDMS/DMS- 1; Ministerial staff-1; Group `D`- 3]

C-II Ward (05) :

The present deployment of staff is Group `D` - 2 (Total - 2 staff)

CDMS & OS of `B` Ward is looking after this ward.





[Break up of staff- CDMS/DMS-1; Ministerial staff-1; Group ‘D’- 2]

E-I Ward (06) :

The present deployment of staff is DMS -1; OS-1;Group`D’-5; Pump

operator- 1 (Total-8)



2. Man hours (total man mts ÷ 60) = 18914


[Break up of staff- CDMS/DMS-1; Ministerial staff- 1; Group`D`-7]

33

E-II Ward (07) :

The present deployment of staff is DMS-1; OS-1; Group `D’ - 4

(Total- 6 staff).





[Break up of staff- CDMS/DMS-1; Ministerial staff-1; Group `D’- 5]

F1- Ward ()

The present deployment of staff is DMS – 1; OS -1; Group `D’ - 4

(Total - 6 staff)




3. Men required (Total man hr5 ÷ 2184) = 4.89 or say 5

[Break up of staff- CDMS/DMS- 1; Ministerial staff-1; Group `D’- 3]

F2-Ward

The present deployment of staff is DMS-1; Group `D` - 4 (Total - 5 staff)




3. Men required (Total man hrs ÷ 2184) = 6.34 say 6

[Break up of staff- CDMS/DMS-1; Ministerial staff-1; Group `D’ - 4]

34

H-ward (08) :

The present deployment of staff is CDMS – 1; OS -1; Group `D’ -2

(Total - 4 staff)




3. Men required (Total man hrs ÷ 2184) = 5.77 or say 6

[Break up of staff- CDMS/DMS-1; Ministerial staff-1; Group `D`- 4]

S-Ward (11) :

The present deployment of staff is DMS – 1; OS- 2; Group `D` -2

(Total – 4 staff)





[Break up of staff- CDMS/DMS-1; Ministerial staff-3; Group `D`- 4]

CDMS/General/Office (13)

The present deployment of staff is CDMS – 1; Time Keeper – 1; Group

`D’ - 10 (Total – 12 staff)




[Break up of staff- CDMS/DMS-1; Time keeper-1; Group`D’- 8]

35

RECEIPT WARD (41):

The present deployment of staff is CDMS – 1; DMS -1; OS-3; Group `D’ -

8 (Total – 13 staff)





[Break up of staff- CDMS/DMS- 2; Ministerial staff- 3; Group `D`- 6]

Clearing and Forwarding (51):

The present deployment of staff is DMS – 1; OS -1; Group `D` - 8

(Total – 10 staff)





[Break up of staff- CDMS/DMS-1; Ministerial staff-1; Group`D`- 6]

3.9 SUMMARY OF WORKLOAD OF CDMS GENERAL (Group “C”)

Sl. N

o.

Nam

e o

f th

e

Ward

Actuals Requirement

CD

MS/D

MS

Min

iste

rial

Tota

l

CD

MS/D

MS

Min

iste

rial

Tota

l

1. A-I Ward (01) 1 1 2 1 1 2

2. A-II Ward (02) 1 1 2 1 1 2

36

3. B Ward (03) 1 1 2 1 1 2

4. C – I Ward (04) --- 1 1 1 1 2

5. C – II Ward (05) --- --- 0 1 1 2

6. E – I Ward (06) 1 1 2 1 1 2

7. E – II Ward (07) 1 1 2 1 1 2

8. H – Ward (08) 1 1 2 1 1 2

9. S – Ward (11) 1 2 3 1 3 4

10 CDMS/General & Time Office (13) 1 1 2 1 1 2

11 Receipt Ward (41) 2 3 5 2 3 5

13 Clearing & Forwarding (51) 1 1 2 1 1 2

14 DC/IC 1 1 2 1 1 2

TOTAL 12 15 27 14 17 31

3.10 CDMS FORMS WARD

SSW – Forms Ward (30)

The present deployment of staff is DMS – 1; OS-1; Group `D` - 3 (Total –

5 staff).




[Break up of staff: CDMS/DMS-1;Ministerial staff -2; Group `D`- 7]

Forms Ward - I (31):

The present deployment of staff is DMS-1; OS-1; Group`D’ -4

(Total –6 staff)





[Break up of staff: CDMS/DMS-1; Ministerial staff-1; Group `D`-3]

37

Forms Ward II (32) :

The present deployment of staff is DMS-1; Group`D`- 4 (Total – 5 staff)





[Break up of staff: CDMS/DMS-1; Ministerial staff-1; Group`D`-2]

Recoupment Ward (33)

The present deployment of staff is (Total – 2 staff)





[ Break up of staff: Ministerial staff-1; Group D`-1]

CDMS Office Forms Ward (34):

The present deployment of staff is (Total – 2 staff)




3 Men required (Total man hrs ÷ 2184) = 2.28

[Break up of staff: CDMS/DMS-2]

38

Receipt Ward (43) :

The present deployment of staff is





[ Break up of staff: CDMS/DMS-1; Ministerial staff-1; Group `D’-5]

3.11 SUMMARY OF WORKLOAD OF CDMS/FORMS WARD

Sl. N

o.

Nam

e o

f th

e

Ward

Actual Requirement

CD

MS/

DM

S

Min

iste

rial

Tota

l

CD

MS/

DM

S

Min

iste

rial

Tota

l

1. SSW (30) 1 1 2 1 2 3

2. Forms Ward – I (31) 1 1 2 1 1 2

3. Forms Ward – II (32) 0 0 0 1 1 2

4. Recoupment Ward (33) --- --- -- 0 1 1

5. CDMS Forms Ward (34) --- --- -- 2 0 2

6. Receipt Ward (43) --- --- -- 1 1 2

TOTAL 2 2 4 6 6 12

3.12 CDMS/SALES

RSG Ward (9)

The present deployment of staff is DMS-1; OS-2; Group ‘D’-9 (Total – 12)





[Break up of staff: CDMS/DMS-1; Ch.OS/OS-2; Group `D’- 15]

39

RSF Ward (10)

The present deployment of staff is DMS-1;OS-2; clerk-1; Group`D’- 25

(Total – 29 staff)





[Break up of staff: CDMS/DMS-1; Ch.OS/OS-3; Group `D’- 33]

CDMS/R M Sales (12): The present deployment of staff is CDMS-1 (Total – 1 staff)





[Break up of staff: CDMS/DMS-1; Ch.OS/OS-1; Group `D’- 1] CDMS/Depot sales Office and Weigh Bridge (14) The present deployment of staff is CDMS-1; OS-1; Group`D’ -1

(Total – 3 staff).





[Break up of staff: CDMS/DMS-1; Ministerial staff-1; Group `D’- 4]

40

3.12 SUMMARY OF WORKLOAD OF CDMS/SALES WARD

Sl. N

o.

Nam

e o

f

the W

ard

Actual Requirement

CDMS/DMS

Ch.OS/ OS Total CDMS/DMS

Ch.OS/ OS

Total

1. RSG (09) 1 2 3 1 2 3

2. RSF (10) 1 3 4 1 3 4

3. RM (12) 1 0 1 1 1 2

4. CDMS Office and Weigh Bridge (14)

1 1 2 1 1 2

TOTAL 4 6 10 4 7 11

3.13 Personnel Branch:

Presently, 9 Group `C` and 12 Group `D’ staff is working in Personnel

Branch against the sanctioned strength of 12 and 14 respectively.

3.14 Recoupment Section (NPB)

The present deployment of staff is Chief Office Supt. – 4; Office Supt.- 1;

Office Supt. – 1; Peon - 1 (Total – 6)



2 Total man hours (total man mts ÷ 60) = 24019

3 Total men required (Total man hrs ÷ 1900) = 12

[Break up of staff: Ministerial staff- 10; Group `D’ - 2]

41

3.15 Sales Section (NPB) The present deployment of staff is Chief Office Supt. - 2, Office Supt.- 5,

Clerk- 1; DMS-2; Peon -1; Group ‘D’ - 2 (Total – 13)


1. Total man minutes assessed

(Depot & RM Sales)

= 1069166


3 Total men required (Total man hrs ÷ 1900) = 8.9 or say 9

[Break up of staff: CDMS/DMS-2; Ch.OS/OS-5; Group `D’ - 2]

Local Purchase Section

The present deployment of staff is Chief Office Supt. - 1, Office Supt.- 1,

Sr. clerk – 1; and Group `D’ - 2 (Total – 5).




3 Total men required (Total man hrs ÷ 1900) = 7.1 or say 7

[Break up of staff: Ministerial staff-5; Group`D` -2]

3.18 SUMMARY OF WORKLOAD OF ADMINISTRATIVE WING

Sl. N

o.

Nam

e o

f th

e

Sect

ion

Actual Requirement

CD

MS/D

MS

Min

iste

rial

Tota

l

CD

MS/D

MS

Min

iste

rial

Tota

l

1. Personnel Branch (PB) 0 9 9 0 12 12

2. Receipt and Despatch and Administrative Section (NPB)

0 2 2 0 3 3

42

3. General Section (NPB) 0 3 3 0 3 3

4. Recoupment Section (NPB) 0 6 6 0 10 10

5 Sales Section (NPB) 2 8 10 2 5 7

6 Local purchase Section (NPB) 0 3 3 0 5 5

7 Group `D` staff 0 0 0 0 12 12

TOTAL 2 31 33 2 50 52

3.19 It is to be mentioned that the sanction is not maintained separately for

the Ministerial staff of Administrative wing and Ministerial staff of Material

management wing i.e., Personnel branch and Non personnel branch.

Similarly sanction of OS is 54 whereas 37 posts are operated in this grade

resulting in a vacancy of 17 posts. Likewise the sanction of Sr.clerk and

clerk in toto is 10 whereas 8 posts are operated leading to a vacancy of 2

posts. At present, there are 19 vacancies lying vacant for the past five

yers against the sanction of 86 posts.

3.20 Sanction Vs Requirement of Group `C` staff and Peons at

Personnel & Non personnel Branch of GSD/PER.

Category Sanction Actual Requirement Surplus

CDMS 14 16 14 0

DMS 15 12 15 0

Ch.OS 15 15 15 0

OS 54 37 48 6

Sr.Clerk 10 8 8 2

Clerk 7 8 8 -1

Group D 14 9 12 2

Canteen staff 7 4 6 1

TOTAL 136 109 126 10

43

3.21 GROUP’D’ STAFF (Ward)

The requirement of Depot wise Group `D` staff (Serang, KH and SSK) is

appended below.

Wards Stores Khalasi /

SSK / Serang

CDMS/GENERAL

A I (01) 4

A II (02) 4

B (03) 4

C I (04) 3

C II (05) 2

E I (06) 7

E II (07) 5

F1 3

F2 4

H (08) 4

S (11) 4

CDMS/General (13) 10

Receipt (41) 6

C & F (51) 10

RSG (09) 19

RSF (10) 38

R M (12) 5

Weigh Bridge (14) 4

SSW (30) 7

FW I (31) 3

FW II (32) 2

RECEIPT (43) 5

TOTAL 153

44

3.22 The material handling by the Group ’D’ staff in Issue Wards is minimal

now-a -days, since the goods are supplied directly to the respective

wards by the suppliers. Even the user depot comes with adequate staff to

take delivery of the items. Hence, the workload of Group ’D’ staff is very

limited only.

On observation at various Issue wards, it is noted that the present staff

strength in most of Issue wards is sufficient and can be well managed.

3.23 Sanction Vs Requirement of Group `D` and Artizan staff:

Category Sanction Actual Requirement Surplus

Group` D’

(Serang, SK, SSK)

164 126 153 11

Carpenter 7 3 4 3

Painter 3 3 3 0

Tinsmith 3 1 1 2

Crane Jamedar 7 6 5 2

MV Driver 5 4 5 0

Truck Driver 2 1 2 0

TOTAL 191 144 173 18

Recommendation No.1:

Six vacant posts of OS in GP Rs.4200/-(Level 6) is found excess to

requirement, the same may be surrendered and credited to vacancy

bank.

(6 posts)


One vacant post of Sr. Clerk in GP Rs.2800/-(Level 5) is found excess to

requirement, the same may be surrendered and credited to vacancy

bank.

(1 post)

45


Two vacant posts of Peon/J.Peon in GP Rs.1800/-(Level 1) is found

excess to requirement, the same may be surrendered and credited to

vacancy bank. (2 posts)

Recommendation No4:

One vacant post in the category of Canteen Assistant (Bearer) with GP

Rs.1800/-(Level 1) is found excess to requirement, the same may be

surrendered and credited to vacancy bank.

(1 Post) Recommendation No.5:

Eleven vacant posts of Group `D staff in Serang, KH and SSK categories

with GP Rs.1800/-(Level 1) is found excess to requirement, the same may

be surrendered and credited to vacancy bank.

(11 Posts)


Three vacant posts of Carpenters (One in Sr.Tech and two in Gr. I with

GP Rs.4200/- and 2800/-) is found excess to requirement, the same may


(3 posts)


Two vacant posts of Tinsmith one each in GP Rs.2800/- and Rs. 2400/-

(Level 3 & 4) is found excess to requirement, the same may be

surrendered and credited to vacancy bank.

(2 Posts)


Two vacant posts of Crane Jamedar [one in GP Rs.4200/-(Level 6) and

one in GP 1900/-(Level 2)] is found excess to requirement, the same may


(2 Posts) [Total – 28 posts]

46

CHAPTER – IV

4.0 PLANNING BRANCH REMARKS ON CO-ORDINATING OFFICER’S

VIEWS :-

Planning branch has held a discussion with Dy CMM/GSD/PER(Co-

ordinating Officer), SMM/GSD/PER, AMM/GSD/PER & CDMS/IC (Co-

ordinating Supervisor) regarding the draft work study report on the staff

strength of Office of Dy.CMM/GSD/PER including Personnel Branch on

25.01.2018.

During the discussion, Planning Branch apprised the conduct of the study,

application of methodology in arriving at the requirement and also

identifying 34 Posts as Surplus in the report. Further, the surplus has

been revised to 28 Posts as detailed below.

Summary of Sanction VS Requirement:

Accordingly, the Final report on the work study is released.

Location Sanction Actual Requirement Surplus

Admin. Office (Group C, Peons & Canteen staff)

136 109 126 10

Ward staff (Group D & Artisan)

191 144 173 18

Grand Total 327 253 299 28

47

CHAPTER – V

5.0 FINANCIAL IMPLICATIONS

5.1 If the recommendations made in the study report are implemented, the

annual recurring financial savings will be as under:

Sl. No.

Category Grade Pay & Level

No. of posts

Money value

Annual financial Savings

1. OS 4200/6 6 77595 5586840

2. Sr. Clerk 2800/5 1 63788 765456

3 Peon/J.Peon 1800/1 2 39323 943752

4 Sr.Tech Carpenter 4200/6 1 77595 931140

5 Carpenter Gr.I 2800/5 2 63788 1530912

6 Tin smith Gr.I 2800/5 1 63788 765456

7 Tinsmith Gr. II 2400/4 1 55965 671580

8 Crane Jamedar Sr.Tech

4200/6 1 77595 931140

9 Crane Jamedar Gr.III

1900/2 1 43628 523536

10 Serang, KH, SSK 1800/1 11 39323 5190636

11 Canteen Assistant (Bearer)

1800/1 1 39323 471876

TOTAL 28 1,83,12,324

48

ANNEXURE – I

Sheet - 1

‘SAVE’ STATEMENT OF Dy.CMM/GSD/PER

Category Grade

Pay (Rs.) Sanction Actual Vacancy Excess

Chief OS 4600 15 15 0 0

OS 4200 54 37 17 0

Sr.Clerk 2800 10 8 2 0

Clerk 1900 7 8 0 1

CDMS 4600 14 16 0 2

DMS 4200 15 12 3 0

Record Sorter 1800 4 2 2 0

Peon/J.Peon 1800 10 7 3 0

Serang 1800 12 2 10 0

Khalasi 1800 55 9 46 0

SSK 1900 97 76 21 0

SK 1900 0 39 0 39

Manager Canteen 4200 1 0 1 0

Cook

2800 1 0 1 0

Canteen Assistant

(Vendor) 1800 1 1 0 0

Canteen Assistant (Bearer/Cleaner)

1800 2 1 1 0

Canteen Assistant (Tea Maker)

1800 2 2 0

0

TOTAL 300 235 107 42

49

ANNEXURE – I Sheet - 2

‘SAVE’ STATEMENT OF ARTIZAN CATEGORY/ Dy.CMM/O/GSD/PER

Category Grade Pay

(Rs.) Sanction Actual Vacancy Excess

Sr.Tech/ Carpenter 4200 3 1 2 0

Carpenter - I 2800 3 1 2 0

Carpenter – II 2400 1 1 0 0

Sr. Tech/Painter 4200 1 1 0 0

Painter – I 2800 1 0 1 0

Painter – II 2400 1 1 0 0

Painter – III 1900 0 1 0 1

Tin Smith - I 2800 2 1 1 0

Tin Smith - II 2400 1 0 1 0

Sr.Tech/Crane Jamedar 4200 2 0 2 0

Crane Jamedar- 1 2800 4 4 0 0

Crane Jamedar – II 2400 0 0 0 0

Crane Jamedar - III 1900 1 2 0 1

Sr.Tech/MV Driver 4200 1 1 0 0

MV Driver - 1 2800 2 2 0 0

MV Driver - II 2400 1 0 1 0

MV Driver III 1900 1 1 0 0

Truck Driver - I 2800 1 1 0 0

Truck Driver - II 2400 1 0 1 0

TOTAL 27 18 11 2

50


THE STAFF STRENGTH

AT

DY.CMM/O/GSD/PER


THE STAFF STRENGTH

AT

DY.CMM/O/GSD/PER


THE STAFF STRENGTH

AT

DY.CMM/O/GSD/PER

work study to review the staff strength...

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