Locomotive Utilization Principles

Locomotive Utilization

• Operating staff are responsible for loco utilization but must consider maintenance/inspection schedules and send locomotives to the shed on time
• Overdue running of locos should be avoided by carefully planning train running
• Locomotives requiring attention should be sent to the home shed
• The hauling capacity of the locomotives and any special restrictions must be adhered to
• The operating department should maximize traffic movement with the minimum number of locomotives by improving efficiency
• The locomotive organization should provide the optimal number of locomotives in good condition to meet traffic needs
• Loco failures, troubles en-route, and ineffective locos should be minimized
• Locomotives without loads can be sent to other divisions where they are required
• Reducing terminal detentions and increasing average speed of goods trains will improve engine utilization

Engine Crew and Guard Availability

• Running staff for goods operations are generally booked on a first-in, first-out basis
• Balancing of crews/guards by sending staff spare is required if train running is uneven in both directions on a section

Path Availability

• On double-line sections, goods trains can generally be run whenever load, power, and crew are available and the next block section is clear
• On single-line sections, despatching a train out of path can be counterproductive due to mail/express blocks, peak suburban or commuter traffic, and the readiness of the interchange point or terminal to accept the trains
• Directional flow for goods trains is desirable
• Master charts are prepared in consultation with operating officers, controllers, yard staff, power controller, and station masters of important stations to:
  • Find out line capacity of the section
  • Highlight suitable paths for guidance of Control, which can be used for ordering goods trains
  • Prepare tentative goods train timetables for selected express stream of trains

Lobby System

• Lobbies are established to reduce engine detention and crew detention at yards or crew/engine changing stations through realistic train ordering and crew/guard booking
• It's advantageous to have a combined crew and guard booking lobby
• Lobby supervisors/staff can take a forecast of train running from the Deputy Controller/Section Controller
• They can verify loco schedules, keep liaison with the Power Controller/TLC and watch for train formation, examination, and readiness
• Through constant chasing, planning, and updating of information, trains are ordered on realistic expects
• Trains may be put back or cancelled if required, and crew booking and engine allocation changed promptly
• Overlapping crew/guards may be kept in the lobby to take care of last-minute absenteeism
• Shunters may be kept in the lobby of big yards/junctions to attach, detach, and run round locos or pull trains from yards up to the crew changing points to avoid wastage of mainline loco pilots
• Lobby supervision helps to monitor pre-departure detention to the crew, crew hours balancing, rescheduling of locos, and yard detentions to locos

Role of various agencies in freight operation

• Marshalling Yards, Train Examination, Locomotives, and Lobbies have been discussed elsewhere in this manual.
• The roles of a few agencies are discussed below with special reference to freight operations:
  • Review of unusual occurrences
  • Examination of Control Charts
  • Particulars of stabled loads
  • Yard performance
  • Unloading on Division
  • Registrations and Loading
  • Power position, utilization of Locos & Terminal detention
  • Sick line working
  • Special type of stock
  • Clearance of piecemeal wagons (sick or otherwise) from roadside stations

Head Quarter's Role in Freight Operations

• The Division’s Freight Operations require close co-ordination and assistance from other Divisions and Railways.
• Headquarters plays a pivotal role in coordinating freight operations between divisions and railways.
• Some of the functions performed by Headquarters are:
  • Planning and coordinating freight operations
  • Ensuring interchange of goods on busy sections is uniformly distributed throughout the day, not just confined to a few hours
  • Managing load of trains to ensure optimal use of motive power and increased capacity utilisation
  • Optimization of loading and unloading to maximize revenue and availability of wagons for loading
  • Reducing empty running of wagons, especially cross movements of similar empty stock.
  • Despatching of wagons in block rakes to avoid transit delays and maximize efficiency
  • Monitoring wagon turn round time (WTR) to measure wagon usage efficiency.

Management Information System

• The Head Quarters receives information through phone, FOIS, Teleprinter, or FAX about freight operations on various divisions
• This includes loading and stock position, registration of indents, unloading, transhipment, yard balances, train running, average speed, interchange position, locomotive position and utilization
• The Head Quarters reviews and analyzes this information, conveying important points to the departments concerned and to the General Manager.
• The Head Quarters also obtains monthly statements and compares performance to targets, previous months, previous year's performance, and best ever record
• The Statistical Branch provides data for analysis and review

Engine Utilization Measures

• Running goods trains on proper path to avoid delays and make full use of engine capacity
• Proper coordination between Control and Line Staff
• Reduction in terminal detention of locomotives by proper monitoring, coordination, and working of yard staff, C&W staff etc
• Judicious ordering of trains and right-time starts of goods trains
• Proper controlling, judicious crossings and preferences for efficient train movement
• Keeping loop lines on critical block sections unblocked
• Judicious and planned stabling and picking up of loads for optimal use of locomotive capacity
• Running locomotive pilots at maximum permissible speed subject to restrictions
• Coupling or attaching light engines to trains to save path and energy
• Running Light Engines (Single or Couple) at maximum permissible speed, for which they are fit, subject to speed restrictions
• Promptly taking off signals at stations and taking off distant/warner signals promptly
• Handing over tangible authority to proceed at appointed place instead of slowing the train down in front of the station
• Running trains through the mainline (as far as possible) since looping results in extra time on run

Detention to Trains and Wagons

• Detention to Trains:
  • Regularly check detentions to trains outside signals, at stations adjacent to goods terminals, during shunting operations at roadside stations, and en-route for various reasons
• Detention to Wagons:
  • Closely monitor areas where wagons are likely to suffer avoidable detention, such as marshalling yards, goods terminals, and stabling points
  • Pay particular attention to areas where piecemeal wagons suffer prolonged detention and often remain out of sight.

Freight Operations and Logistics

• Staff responsibilities for freight operations:

  • Operational Staff: Manage loco utilisation, maintain operational flexibility, and ensure adherence to maintenance and inspection schedules.
  • Maintenance & Inspection Staff: Keep locos in good condition, ensuring optimal availability to meet traffic demands.
  • Engine Crew & Guards: Adhere to a "first in, first out" booking system, and balance crew assignments for smooth operations.
  • Control Office: Plan, execute, and review freight operations, encompassing various activities like interchange, train scheduling, and rake management.

• Planning and Execution:

  • The Control Office creates daily operation plans after evaluating:
    • Divisional wagon holding (number of wagons available).
    • Power availability (locomotives).
    • Availability of loads and empty rakes.
    • Loading demands.
  • The plan is subject to review and adjustment based on updated information and directives.
  • Execution involves active participation from yards, loco sheds, stations, terminals, and freight depots.

• Performance Monitoring:

  • Daily reviews assess performance metrics:
    • Interchange failures.
    • Divisional wagon balance (number of wagons on hand).
    • Train running performance (punctuality, efficiency).
    • Disposition of empty rakes.
    • Loading at key terminals.
  • Based on the review, headquarter staff issues directions and instructions concerning various aspects of freight operations.

Traffic Control and Management

• The Railway Board plays a crucial role in coordinating freight operations across the network and ensuring efficient utilisation of assets (locomotives, wagons, etc.).
• They monitor load and movement of key materials like coal, iron ore, cement, food grains, fertilizers, POL products, and container traffic.
• The Railway Board also coordinates with other railways and government departments to manage traffic flow and logistics.

Performance Metrics and Improvement Strategies

• Wagon Turn Round (WTR): A measure of the time it takes for a wagon to complete a cycle, from loading to unloading and back to loading.
• Engine Utilization: Important for optimizing resources and cost effectiveness:
  • Strategies to improve engine utilization:
    • Running trains on the most efficient paths.
    • Effective coordination between control office and line staff.
    • Minimizing terminal detentions of locomotives.
    • Properly planning train schedules (ordering and starting times).
    • Judicious crossings and preferences for trains.
    • Avoiding unnecessary blockages of loop lines.
    • Efficient stabling and picking up of loads.
    • Adhering to speed limits and prompting signal clearance.
    • Effective handover procedures to avoid unnecessary delays.
    • Keeping locomotives in good working order and well-trained staff.
    • Maximizing the hauling capacity of locomotives.
    • Regularly reviewing and optimizing speed restrictions.
    • Implementing incentive schemes to motivate staff, particularly loco pilots.
    • Periodic footplating by officers and staff to improve awareness and communication.
    • Analysing factors hindering locomotive utilization, train speed, and terminal detentions.
• Average Speed of Goods Trains: Calculated based on the distance travelled by each train and the total time taken, including detentions.
  • The average speed is influenced by factors affecting engine utilization, such as operational delays and detentions.
• Detention to Trains and Wagons: Minimizing this is crucial for increasing efficiency:
  • Detention to trains: Measured at signals, stations adjacent to terminals, during shunting operations, and for other delays en route.
  • Detention to wagons: Monitored at marshalling yards, goods terminals, and other locations where wagons might experience delays.

Staff Development and Supervision

• Excellence in freight operations depends heavily on having a well-trained and motivated workforce.
• Continuous training and development programs are essential for enhancing knowledge, skills, and commitment among staff.