ICF-PIONEERING IN A

CHANGING ECONOMIC
ENVIRONMENT
INTEGRAL COACH FACTORY

 Established in 1955
 India’s first Rail Coach Factory
 World’s Largest Coach Manufacturing Unit with a world a record of over
55,000 coaches manufactured
 Financial year 2018-19 witnessed the record highest ever coach production of
3268 coaches per annum, which is already broken in the current financial year
within 10 months. Current year targets over 4000 coaches.
 First and Only Carbon Negative factory of Indian Government
Modernization of ICF

 With a Changing demand and market conditions, ICF has undergone a Phase
Change in recent years to become a Global Player in Coach Making and to be
competitive in the Indian Market
 Recent Coaches have been manufactured with state of the art facilities for
providing a safe, reliable and a comfortable train journey with better
amenities.
 The entire Manufacturing facility and Practises have been revamped in the
process of providing superior coaches to the public.
Challenges

 Complete Switch over from Conventional to Stainless steel coaches

 Introduction of New Practices
 Adopting International Weld and Rail Standards
 Space Constraints
 Change Management

ICF saw these Challenges as an Opportunity for Growth

Complete Switch over from Conventional to Stainless
steel coaches

 Conventionally Mild Steel Coaches were used in Coach Making for over 60
years.
 Although few trains were manufactured using Stainless steel, they were fewer
in Number
 In 2017, A Rail accident in state of UP has resulted in policy change of
manufacturing only Stainless steel coaches thereon.
 These Stainless steel coaches known as LHB(Linke-Hoffmasn-Bosh) coaches
provides a better safety and passenger comfort than earlier Mild steel
coaches
 Service Life of the Stainless steel Coach is 35 years, compared to 25 years for
Conventional coaches.
Introduction of New Practices

 New State of the Art Robotic Welding Machines and LASER welding machines
were installed, for providing rapid manufacturing capability without
compromising on Quality.
 Break Even Analysis carried out to decide outsourcing of certain processes,
and procurement of certain parts which earlier carried out or produced within
ICF.
 This is a major breakthrough, as the outsourcing helps to cope up with the
increasing demand and helps in achieving manufacturing Targets
Adopting International Weld and Rail
Manufacturing Standards
 Adopting International standards were essential for ICF to compete in International
Market
 ICF is already certified for various international Management systems including ISO
9001, ISO 18001, ISO 14001, ISO 50001 which are Quality, Occupation Health,
Environment and Energy Management system respectively.
 However new management systems were incorporated to address the Rail Industry
specific requirements
ISO 3834- Quality requirement of fusion welding of Metallic Materials
EN ISO 22163-Railway Applications-Quality Management system for Rail Organizations
Adopting International Weld and Rail
Manufacturing Standards
 Cross Functional Teams were formed in each areas, to identify the lacuna in
existing practises and implement the additional requirements
 These CFTs disseminated the necessary information to all levels of employees
to create awareness about the requirements of new standards, which in turn
lead to the successful implementation of the standard across the organization
 In addition ICF has demanded its Major suppliers to be certified in these
Standards, so that there are no compromise on quality.
Space Constraint

 Factory is located in the heart of the city, hence expansion of factory

premises practically not possible
 With increase in Target each year, the available space for production raised
serious concern
 Also the newly introduced LHB Coaches are 2 meters longer than conventional
coaches.
 Hence the existing lay out and machineries setup were altered in Phased
manner, without affecting the production targets
 Space occupied by processes which were outsourced now, were converted
and utilized for additional space requirements.
CHANGE MANAGEMENT
Change Management

Three cases are discussed here

 Upgrading Welders to International Standard
 Additional resources through process change
 Multiskilling of Technicians
Change Management
Case: 1 Upgrading of welders to International Standard

 Earlier welders are qualified periodically to Indian and In-house

established standards
 As an initial preparation for stepping up to International levels, Welders
were trained rigorously in Advanced Welding Training Institute facility.
 These Welders were then tested for skill to International welder qualifying
standard of ISO 9606
 About 1000 welders are trained and qualified to ISO 9606-1 in advanced
process like GMAW, FCAW, GTAW
 ICF also tests and qualifies welders working in supplier firms, to ensure the
skill levels of welders.
Change Management
Case 2: Additional Resources

 The most common welding practise used earlier was Manual Metal Arc
Welding, which is comparatively slower as it involves frequent stops to
replace the electrode
 Now that the welders are Trained more efficient process Gas Metal Arc
Welding(GMAW), most of the welding activities are now switched to GMAW
 Because of the introduction of Stainless steel welding, Welders were trained
in Flux Cored Arc Welding and Tungsten Inert Gas welding and are made
proficient in welding Stainless steel
 With these efficient process, additional manpower operated in teams earlier
were diverted and new additional teams were formed which in turn boosted
the productivity
Change Management
Case 3: Multiskilling of Staffs
 Since few of the activities were outsourced technician of certain trades were
available in excess.
 These technicians were counselled and provided with options to choose an
alternate trade or work area
 Through proper support, all of these technicians were trained in alternate
trades and deployed successfully in alternate work areas.
Reasons for the Success

 Effective Downline Communication of Objectives of the Organization

 Addressing the fears and Doubts
 Comforting and Counselling
 Creating Awareness about advantages of the new system
 Instilling a competitive and motivated work area
 Creating an fear free environment for Unlearning and Relearning.
Train-18

 Vande Bharath Express commonly known as Train-18, is a product of rapid

adaptation and growth of ICF
 It’s the first of its kind to be conceptualized, designed and manufactured in
India.
 The train was designed and built in record time of 18 months.
 It become the first train to be tested at speed greater than 180Km/hr.
 The underslung propulsion system(Engineless) provides rapid acceleration and
decelaration.
 It houses world class amenities and interiors, which is none less than its
European counterparts
Result

 Graph-insert
Summary

 Keeping up with the rapidly Changing Economic situation is key for the
survival and flourishing of any organization
 These rapid advances wouldn’t have been possible without the Top
Management support and Cooperation of the Labour force
 Hence the successful young manager shall have the ability to communicate
both way with top management and the workforce.