Dear Sir (Shri Gurucharan Das),

 

Your article started one of the most invigorating debates on a Sunday afternoon. It's altogether a different matter that the discussion spilled over to next Sunday. Therefore, I am late in my response. 

Ever since Mr. Nitish Kumar presented the Rail Budget, I was amused about the decision on Rail Neer (On the TV, I had seen a young management graduate from Delhi questioning Mr. Nitish Kumar on the same issue on the basis of the concept of CORE COMPETENCE, it’s a different matter that Rail Mantri was able to explain such a decision as a learning experience of some Japanese Railway). However, I would like to ask you a basic question

“ Is a Make / Buy decision taken only based on Core Competence” ? Or, are there other factors also which are taken into account while deciding on whether to manufacture or outsource. Min. of Railways thinks that Rail Neer will be one of the “profit centers” of the newly formed IRCTC. (Indian Railway Catering & Tourism Corporation, a PSU under Min. of Railways). Further, it is very clear from Minister’s speech, that profit is not the sole motive of formation of Rail Neer, but the fact that there have been lots of complaints regarding the quality/ impurities/ presence of particulates in bottled water. From my perception as a common man, I am sure that even Mr. Gurucharan Das with vide experience as a professional in FMCG sector should be aware of this problem. The customers of bottled water would still want to know why even after spending Rs.12 per litre we are not provided with SAFE DRINKING WATER. Since high-cost labour & its inefficiency has been quoted by you, I would like to point out that all the Rail PSUs (like CONCOR, IRCON, RITES etc.) are consistently making profits irrespective of cost of labour.

As regards to your allusion on comforts provided by Indian Railways to its staff, much can be debated and at great lengths. As an officer in Indian Railway Cadre, I think that the benefits enjoyed (direct/indirect) are much less than my peers in other organisations ( pvt. Sector/ Oil PSUs etc.)  

Sir, since you have made a reference of Rakesh Mohan Committee report in your article, I would only point out that in the same report Indian Railways has been again & again referred to as an organisation that provides the cheapest service & maintenance cost (inclusive of staff cost) is the cheapest in the world. 

I would agree with you when you describe the dirt & squalor present around the railway track. Yes, the rail journey hasn’t got the same charm as it used to be. However, Sir, as a young civil servant in Indian socio-cultural setup, I still do not have (neither do any other citizen in this country has, my presumption) any solution to the social problems of poverty, illiteracy, basic health facility etc. In such a situation, blaming the railways would be factually correct but still not addressing the problem. (it would be same as “jaana tha Nagpur, pahunch gaye Kanpur) We would still be groping around the “part” & isolating from the “whole”.  

Regarding 5 lakh surplus employees, I think you have once again been confused by someone. My Operating department colleagues will still vouch for shortage of employees in safety category. Thus, the problem of Surplus is also associated with “Restructuring/ Rebalancing of Manpower” i.e., deputing the man at the right place. However, I would not or rather cannot disagree with you on the chilling facts on band party or transferring of Chief Area manager. The symptoms of greater disease are clearly there & no honorable Railwaymen can disown this. Not even after pointing the blaming finger towards “Chief Destroyers” i.e., politicians. After all, why were we not able to convince these politicians about the wealth destruction some of their decisions would cause to the society ? Or was it that we ended up abetting these politicians take such decisions to rake in a moolah! Or create jobs for us in higher positions to take care of our career prospects. 

The problem of 2 year tenure of DRMs is the most stupid decisions I can imagine. The same is true with the TOPMOST level management i.e., Railway Board. According to a study by some “career conscious” railway managers. It was revealed that in the next 5 years, 50 members of Railway Board will change. I cannot imagine an organisation with so much of top-level management turnover. 

As regards to the compliments bestowed upon MS Gujral, All railway men agree that he was a genius. However, today when the average lead of freight carried has become shorter, his decision to carry rake load traffic only in 1980 needs to be reviewed. We need a different product now. CONCOR, our own PSU is making profits at our expense by carrying “smalls” traffic (& pay us a dividend of Rs.10 crores only)

The issue of reinventing the railways as suggested by RAKESH MOHAN COMMITTEE has been discussed at great lengths by all & sundry. It is indeed a good document. But I am not sure whether the suggestions of RMC will ensure the survival of Railways. The basic presumption of strategic High Growth is questionable. A lot has been written about it. Some useful comments can be obtained by you at our site http://pub54.ezboard.com/firastimesfrm3.showMessage?topicID=2.topic

However, coming back to your 1st comment, I think that from bottled water to growing paddy does appear to be taking the industrial organisation to agrarian setup. I would like to know more on “Core Competence” from you & how does it fit in Make / Outsource decision ?



Sanjeeva Shivesh,
Divisional Accounts Officer, Vadodara
Ph:-91-265-641996(O),651953(R)