b.e.s.t.

TQM IN B.E.S.T. BUSES

Introduction of Total Quality Management

Definition of total quality management -

The concept of Total Quality Management was developed by Dr. Deming, regarded as

the father Of TQM, in 1960 sin Japan. TQM can be defined as follow:-

“TQM is a management approach that places emphasis on continuous improvement in

quality in the interest of the organisationation that of its customers.” TQM is a strategic

approach that focuses on production of best possible produce or service through constant

innovation and timely action.

It places emphasis on prevention of errors that on rectification.

In the words of Prof. K.K.Chaudhari “TQM represents customers oriented quality

focused management philosophy.”

In simple words “TQM definition is products and services that totally satisfy our

customer needs and expectations in every respect, on a continuous basis.”

TQM is a process which goes on forever, because at no time quality can be 100% right.

However, there is always a new and better way of doing things quality exports like Dr.

Joseph Juran and Dr.W.E. Deming have claimed that 80% of the quality costs originate in

are as other that manufacturing. It is possible to improve systems and procedures to

reduce time consuming low value activities.

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Concept of Total Quality Management -

TQM is a structured system for satisfying internal and external customers and

suppliers by integrating the business environment, continuous improvement, and

breakthroughs with development, improvement, and maintenance cycles while

changing organizational culture.

Total Quality Management is a management style based upon producing quality

service as defined by the customer. TQM is defined as a quality-centered, customer-

focused, fact-based, team-driven, senior-management-led process to achieve an

organization’s strategic imperative through continuous process improvement. TQM

principles are also known as total quality improvement, world class quality,

continuous quality improvement, total service quality, and total quality leadership.

The word "total" in Total Quality Management means that everyone in the

organization must be involved in the continuous improvement effort, the word

"quality" shows a concern for customer satisfaction, and the word "management"

refers to the people and processes needed to achieve the quality.

Total Quality Management is not a program; it is a systematic, integrated, and

organizational way-of-life directed at the continuous improvement of an organization.

It is a proven management style used successfully for decades in organizations around

the world. TQM is not an end in itself; it is a means to an organizational end. Total

Quality Management must not be the primary focus of an organization; it should

merely be the means to achieve organizational goals.

Total Quality Management differs from other management styles in that it is more

concerned with quality during production than it is with the quality of the result of

production. Other management styles have different concerns.

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History of TQM

Total Quality Management was developed in the mid 1940s by Dr. W. Edward Deming

who at the time was an advisor in sampling at the Bureau of Census and later became a

professor of statistics at the New York University Graduate School of Business

Administration. He had little success convincing American businesses to adopt TQM but

his management methods did gain success in Japan.

After World War II, General MacArthur took 200 scientists and specialists, including Dr.

Deming, to Japan to help rebuild the country. While working on the Japanese census, Dr.

Deming was invited by the Japanese Union of Scientists and Engineers to give lectures

on his statistical quality techniques. One of the attendees was a past professor to many of

Japan’s CEOs. After attending the lectures, the professor told his CEO students that, if

they wanted to turn Japan’s economy around in five years, they should attend Dr.

Deming’s lectures on using statistics to achieve quality at a reduced cost. Many of the

CEOs took the professor’s advice and attended the lectures. Eventually, many Japanese

manufacturing companies adopted Dr. Deming’s theories and were able to produce

quality products at reduced costs.

While the Japanese business world was concentrating on producing quality products,

businesses in the United States were more concerned with producing large quantities of

products. Their emphasis on quantity at the expense of quality let the Japanese, with their

inexpensive, high quality products; gain a substantial foothold in American markets.

In the 1970s and 1980s, many American companies, including Ford, IBM, and Xerox,

began adopting Dr. Deming’s principles of Total Quality Management. This gradually

led to their regaining some of the markets previously lost to the Japanese. Although Total

Quality Management gained its prominence in the private sector, in recent years it has

been adopted by some public organizations.

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Need And Importance Of TQM In Organization

The need and importance of TQM can be started with the help of its advantages:-

(1) Customer satisfaction:-

The need to satisfy both the internal as well as external customer.9 internal customer

refers to the person within the company who receives the work of another and then adds

his or her contribution to product or service before in a restaurant the chief has the

waiters as internal customers and chief must meet requirements if they are to please the

quests. To do, so the initial focus should be on meeting the needs of internal customer

before an attempt is made4 to meet the requirements of the external customer

(2) Helps to face competition :-

A proper emphasis on TQM enables a company to face competition in the market. The

company may even cone out as a winner or a leader. This is because of high quality

product at the lowest possible cost produced by a dedicated team of work force.

(3) Goodwill:-

TQM generates name and reputation to the company in the market. This is because of its

constant efforts in bringing him improvement in the products design, variety, shape, size,

color, shade and other features.

(4) Highly motivated personnel:-

TQM developed a sense of dedication discipline. The employees. There is willingness on

the part of the employees to identify quality improvements and waste elimination

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opportunities. This leads to greater participation of employees. The employees become

aware of their importance in the company performance and progress. This leads to greater

involvement and participation of the employees. The employees receive recognition and

rewards for their services.

Those who perform exceptionally well or who provide valuable suggestions are

recognized with appreciation and monetary incentives. This results in enhanced ‘Job

ownership’ of employees.

(5) Lower Rejection Rate –

Internal rejection rate gets reduced considerably over a period of time. Various initiatives

such as quality circles, process control, right first time approach, just in time approach

etc. enables the company to reduce rejection rate, The goods are produced at ace[table

quality levels or with zero defects. Since TQM is widely followed in Japan, they are in

opposition not only to manufacture the goods at acceptable quality levels but with zero

defects.

The concept of zero defect can be illustrated as follows- as IBM Firm in Windsor,

Ontario, ordered , a shipment of components from a Japanese firm, specifying the as 3

defective components for every 10,000 components

(6) Reduction in customer complaints:-

TQM results in less or no customer complaints. This is because of the products are built

to specification with zero defects. Again efforts are made to improve upon the customer

specification so as to provide complete satisfaction.

(7) Better facilities to employees:-

TQM results in higher benefits to the organization in terms of increased profits. This is

because of higher sales and cost reduction to the employees in terms of training, salary,

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working conditions, amenities like canteen facilities, transport facilities, recreation

facilities and so on.

(8) Expansion and diversification:-

TQM generates a good name in the market. It also brings in higher returns. This enables a

company to expand and diversify. The company may be in a better position to introduce

more brands or products lines.

This is all need and importance of the TQM. With the help of TQM we can achieve the

target more effectively.

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Comparing The TQM With Other Concept of Management -

(1) Management-by-Objectives (MBO)-

Emphasizes achieving specified objectives, under the control of individual managers.

This approach works against multi-functional process performance with teamwork and

quality. TQM is not objective-oriented, except for its on goal of achieving continuous

quality improvement.

(2) Management-by-Results (MBR) –

Is management by viewing past results as an indication of future results. It has been

compared to driving and automobile in a forward direction while looking in the rear view

mirror. In today’s fast-paced, quick-changing business environment, managers cannot

rely on past results as for future performance. In contrast, TQM is only concerned with

current results and ways to improve them.

(3) Management-by-Exception (MBE)-

Is management by identifying specific targets for management attention and action. It

produces short-term results by reacting to immediate problems. But there is no analysis of

the processes that produced the problems, so long-term benefits re lost. On the other

hand, TQM is more concerned with correcting processes that produce problems than it is

with responding to individual problems.

Total Quality Management is very different from these and other management systems. It

recognizes that quality as determined by the service e provider might be much different

from quality as perceived by the service receiver. If the customer is not satisfied with a

service, then the service does not have quality.

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Total Quality Management requires an organizational transformation a totally new and

different way of thinking and behaving. This transformation is not easy to achieve; it is

not for the weak or the statistically untrained. At first glance, many TQM techniques may

seem simple and based on common sense, but they must be understood and used

correctly for TQM to function properly. Knowing the history of Total Quality

Management may help in understanding its techniques.

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Principles of Total Quality Management –

The customer is the ultimate determiner of quality. Services and programs should be

designed, with the needs of the customer in mind. Therefore, it is important to determine

who the customers are and define the customers are and define their specific needs.

Quality should be built into the process from the beginning, and not simply derive from

customer complaints. All levels of an organization must be involved in producing a

Quality product and not just try to modify it before delivery.

Achieving Quality requires continuous improvements. Expectations of Customer are

always changing and continue rising as quality management begins to yield results. It is

important to remember that when customers are assessing quality, they are not simply

comparing us to our performance last year, but to every other organization that is serving

their needs.

Quality management requires the involvement of all staff and partners. Since improved

Quality comes from improvements during the processes leading up to delivery of the

product or service, all levels and divisions of an organization must be involved in

developing Quality.

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Benefits Of Total Quality Management -

When organization adopts systematic approach to quality improvement based on TQM

principles, they gain both measurable and intangible benefits. Some of these include

following things:-

Ability to be more competitive.

Increased market; share

Cost reductions

Increased flexibility and responsiveness

Simplified processes

Improved communications.

Less frustration and more satisfaction among the workforce.

CHART SHOWING QUALITY IS MORE THAN QUANTITY

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QUALITY CIRCLE & KAIZEN

Total Quality Management process and implementation can be divided in two parts as

follows :

Quality Circle or Small Group Activity -

Kaizen -

Explanation of above techniques as follows –

Quality Circle –

Quality circles are typically said to have originated in Japan in 1960s. Some state that the

practice started with the United Stated Army soon after 1945, after the Second World

War. The Japanese then adopted the concept and its application.

Concept

A quality circle consists of a small group of people who perform the same jobs or tasks.

This group meets voluntarily, on a regular basis, to discuss problems, seek solutions, and

cooperate on the principle that employee’s participation in decision-making and problem

solving improves the quality of work. Through the circle, members generate mutual

respect and trust as they work on solution to the common, on the job problems. Quality

circles have characteristics. Participation in quality circle is strictly voluntary. Members

of the circles set their own rules and priorities and select the problems to be discussed and

solved. Decisions are made by consensus. Open communication is encouraged. Negative

criticism is discouraged. They utilize organized approaches to solving the problem, such

as brainstorming and cause and effect diagramming. Team leaders should be familiar

with these and other participative management techniques.

Methodology –

The Quality Circle Movement is like technology. It requires skill, knowledge, training,

implementing, monitoring and continuous updating like any other technology.

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A team of 6-9 persons needs to participate freely together, to challenge assumptions and

existing methods, examine data and explore possibilities. They should be able to call in

expertise and ask for training. The Quality circle needs a budget so hat members can be

responsible for tests and possible pilots. They need a skill team leader who works as

facilitator of team efforts not a dominator.

KAIZEN

It is part of TQM activity.

Definition –

Kaizen is a method of involving company employees .Kaizen is Japanese work. It is joint

word.

Kai = Small and

Zen = Improvement

Kaizen is a Japanese business philosophy first made famous by Masski Imai. Through

his book “Kaizen : the key to Japan’s competitive success”, he defined it as; “a means

of continuing improvement in personal life, home, life, social life, and working life.

Kaizen means continuing improvement involving everyone, managers and workers in the

same way. These people are working together to make improvements without large

capital investments.

Employee of ay level is making small improvement in his day-to-day activity. This gives

rise to improvement in the improvement in the performance of the person.

KAIZEN is a culture of continuous improvement focusing on eliminating waste in all

systems and processes of organization. The Kaizen strategy begins and ends with people.

This small improvement is recorded on a paper. Then the particular activity is displaced

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or highlighted in the company. Every Kaizen so made is appreciated in a group of the

employees. There are number of methods through which the appreciated. The person

concerned feels happy about the same. In some cases company gives a small gift.

The small improvements done by any person takes the person long way in his personal

life. His personal performance goes up. His life becomes free of tension. Employee

satisfaction is very important factor. This comes by his involvement.

Two Elements of KAIZEN –

There are two elements that construct KAIZEN.

(1) Improvement or change for the better.

(2) On going or continuity

KAIZEN should contain both elements. KAIZEN Concept is for our individual life.

KAIZEN, as we learn from the definition, is a common word and very natural to

individual, continuous improvement in personal life, home life, social life and working

life.

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Profile of BEST Undertaking

Type: Autonomous State-owned enterprise

Founded: Mumbai (1873)

Headquarters: Mumbai, India

Key people: Uttam Khobragade, General Manager

Industry: Public transport, Electricity

Products: none

Revenues: Rs. 2,353.40 cr. (2004)

Employees: 44, 000 (2005)

Website: www.bestundertaking.com9

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INTRODUCTION OF B.E.S.T.

Organizational Information –

The transportation wing of Brihanmumbai Electric Supply and Transport Undertaking

operates a large number of bus lines in the Mumbai metropolitan area. These buses are

called BEST or B.E ST bus . BEST bus serves the entire Mumbai City. It also has

operation outside city limits into neighboring Navi Mumbai, Thane and Mira-Bhayandar.

In addition to buses, it also operates a ferry service in the northern reaches of the city.

The BEST also operates bus rapid transit service - Mumbai BRTS. Mumbai BRTS is a

massive Bus Rapid Transit System taken up by the MCGM, B.E.S.T Undertaking, and

Government of Maharashtra. The Mumbai BRTS began operation in 2008.

The present BEST undertaking was started as a Electric supply company which they then

branched out to provide Bus and Tram services. In 1964 Electric tram where terminated

due to due to high operational costs and poor public support

Bombay Tramway Company Limited

In 1873, the Bombay Tramway Company Limited , was given the license to operate

trams in the city. The Bombay Municipal Corporation (BMC) was given the right to

purchase the company after first twenty-five years, or after every period of seven years

thereafter. In 1874, the Bombay Tramways Act was enacted after the contract was

formally signed between the Municipality and the Company to start such a tramway

service. The Municipality could have taken over the Company in 1894 as stipulated by

the contract, but it waived the right and the Bombay Tramway Company Limited was

given extension till 1901. In 1899, the Company applied to run its tram-cars on

electricity. It also filed a plea that considering heavy expenditure the company will occur

the Municipality should waive its right of taking it over in 1901. But even before the

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application was disposed of, the Municipality decided to exercise its right to take over the

Company. In 1905, The Bombay Electric Supply & Tramways Company Limited (B.E.S.

& T Co.Ltd) bought the Bombay Tramway Company Limited.

On 9 May 1874, the company started Hourse-drawn tram operation. It introduced two

kinds of trams on road - those drawn by one horse and those drawn by two. Initially the

company started with a fleet of 20 cars and 200 horses. Because it was an unfamiliar

vehicle and high fare the tram-car was not at first received with the enthusiasm shown for

the railway. The company brought down the fare and made special effort to persuade the

public that tram was cheap, fast and smooth. When it closed down in 1905, it had as

many as 1,360 horses

Formation of the Bombay Electric Supply & Tramways Company Limited

Mumbai first electric tram car began operations in 1907.

In 1905, a newly formed concern The Bombay Electric Supply & Tramways Company

Limited (B.E.S. & T Co.Ltd) bought the Bombay Tramway Company Limited and the

first electrically operated tram-car appeared on Mumbai’s roads in 1907.

Electric Tram

B.E.S. & T Co.Ltd placed order for the city's first electric tram-car with the Brush

Electrical Company of London. The vehicle arrived in Mumbai in January 1906. The

service was formally inaugurated on 7 May 1907 by the Chairman of the Municipality.

The inaugural service ran between Municipal Office building and Crawford Market.

Regular services started from next day. Unlike the horse drawn tram, electric tram drew

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praise from public for its comfort and low fare. The Upper Class in the tram-cars was

removed after some time. By 1910 the company faced rush hour traffic during office

hours and there were not enough trams to cope with the office goers. The company asked

for permission to run a triple car and allow standees on tram, the first was rejecting and

later discontinued in 1914.

Double-decker electric trams were introduced in September, 1920 to ease rush hour

traffic.

To handle rush-hour traffic double-decker trams were introduced on Mumbai’s roads in

September, 1920.

The BEST has been fully conscious of the alarming levels of pollution in cities. With

modern and reliable technology, the BEST has been making constant efforts not only to

keep pollution level under control, but minimize it. Keeping this view in mind the BEST

has introduced CNG buses, i.e. buses run on Compressed Natural Gas in the Golden

Jubilee year. CNG run buses being almost pollution free as compared to the diesel run

buses their introduction on Mumbai roads has proved the responsibility of public

transport.

The BEST has a well equipped Training Center for the traffic staff and designed program

to reeducate them on such relevant topics as fuel conservation, safety measures, behavior

with the public etc. Training is slao imparted in Refresher Courses to improve driving

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habits of the drivers under which officers check the habits of drivers constantly and as a

result of which there is a great reduction in accidents. In the Refresher Courses, the stress

is on image revamp from a mere BEST employee to a concerned individual who cared

for passenger comfort, The accident prevention wing of the BEST has an accident

prevention van with ‘safety slogans’ and equipped with instructive ‘audio-visual’

programs.

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History of BEST Buses -

The Bombay Tramway Company limited was formally set up in 1873. The Mumbai

Municipality was given the right to buy up the concern after the first 25 or after every

period of 7 years thereafter. After this contract was entered into between the Bombay

Tramway Company and the Municipality, the Government of Mumbai enacted the

Bombay Tramways Act, 1874, under which the company was licensed to run a tramway

service in the city. The tram cars were of two kinds of those drawn by one horse and

those drawn by two. In 1905, a newly formed concern, “The Bombay Electric Supply and

Tramways Company Limited” bought the Bombay Electric Supply and Tramway

Company and the first electrically operated tram car appeared on Mumbai’s roads in

1907. To overcome the problems of rush hours the BEST Company introduced the

Double Decker trams were introduced in September, 1920.

Mumbai saw its first bus run on 15th July, 1926. The people of Mumbai received the bus

with enthusiasm, but it took quite sometimes before this means of conveyance really

established itself. For several years, it was like upon as transport for the upper middle

classes. Those were the days when the poor man’s transport, carried one all the way from

Sassoon Dock to Dadar for a mere on paisa and a half that was nine paisa. The bus fare

for the same journey was four paisa that is 25 paisa.

In response made by the Government and the Brihan Mumbai Mahanagarpalika, the

Company extended its services to the northern part of the city in 1934. Double deck buses

were introduced in 1937 in order to cope better with the growing traffic. The first limited

bus service in Mumbai, and probably the first in the country as well, started running in

1940 between Colaba and Mahim.

Pursuant to the option given to it under the Deed of Concession granted to the Bombay

Electric Supply and Tramways Co. Ltd, the Brihan Mumbai Mahanagarpalika acquired

on 7th August, 1947, the assets of the combined Undertaking, namely the operation of

tramways and distribution of electricity in the city of Mumbai as a going concern.

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By mutual agreement, the Corporation also took over the operation of the bus services,

which was run by the B.E.S.T.Company Ltd.

Thus, the Bombay Electric Supply and Transport Company were municipalized and came

to be known as Bombay Electric Supply & Transport Undertaking. The BEST has

completed 50 years of its municipalisation on 7th August, 1997.

The city of Mumbai has grown from a small trading center 50 years and now rightly

called the first commercial capital of India. Mumbai Electric Supply &Transport

Undertaking, popularly known as ‘BEST’ has scored many ‘firsts’ in the country’s life

and established many records. The changeover from horse driven trams to buses has been

spectacular.

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Organizational Hierarchy-

B.E.S.T. buses have their own organizational hierarchy. Better explained by chart shown below –

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B.E.S.T. WORK MANAGEMENT

Our entire operation is divided into 25 depots. The Depot Managers are heading each

Depot. The Traffic Officers, Assistant Traffic Officers and Sr. Asst.Office Asst. assist the

Depot Managers. This team of officers directly controls the operational and

administrative activities of the respective Depot. Apart from this team, the supervisory

category viz. Bus Inspectors, for plugging the leakage in revenue, Starters for controlling

the bus operation etc., are appointed at depots. Each depot is provided with a wireless

vehicle, which is used to monitor the operation of buses in the jurisdiction of the depot.

Traffic Control Room :-

The Bus Running Control (BRC) Officer mans the Traffic Control Room, round the

clock. The section is provided with VHF set and with hot lines connecting all the depots

as also the Police Control, Traffic Police Control, and Railways etc. This officer regulates

the entire operation smoothly with the help of the Divisional Officers, by being in touch

with them through wireless sets.

Bus Control Room :-

The Bus Control Section functions round the clock, to attend to the vehicle breakdowns

on field. The total operational area is divided into zones and emergency breakdown vans

are provided for each zone. These vehicles are provided with necessary spares/units so as

to carry out emergency repairs on the field itself. For speedy communication these

vehicles are equipped with VHF sets.

Traffic Training Center :-

The BEST has established a Training Center, to provide training and refresher courses to

the operating crew members. On line training to new bus drivers is also provided with the

help of training vehicles. At the depots our Accident Prevention Training Vehicle, is

making rounds and counseling the operating staff about safe driving habits.

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Ticket & Cash department :-

The Ticket and Cash Department collects the daily revenue earned at the depots. The

same is counted, consolidated, and remitted in the banks. Inventory of ticket blocks to be

issued to the conductors, is also maintained by the Ticket & Cash Department.

Accident & Claims Section :-

The Accident and Claims Section, as the name suggests, is established for settling the

claims of personal injury / death due to accident involving our buses. Also various

programs on Road Safety / Passenger Safety, to create awareness amongst the operating

staff, passengers, pedestrians, and school children, are organized by this section in co-

ordination with Training Center.

Traffic Planning Section :-

The Planning Section is established to prepare the schedules for different routes. An

exercise in revision of schedules is periodically carried out after taking into consideration

the guidelines given by the Management, suggestions received from the Divisional

Officers and also from our valued commuters. The schedules are revised after every four

months. Uneconomic routes are discontinued and the financial viability of the routes is

appraised both at depot level as also at the Head Quarter level.

The routes operated by the BEST can be broadly classified in the following categories.

.1) Feeder Routes:

These routes which feed the railway station either from the residential complexes or

Business Districts.

2) East-West Connectors:

These are the routes, which run East/West, where railways have no role to play and

connect the Western Suburb with the Eastern suburb.

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3) Trunk Routes :

These routes run South-North through the city and are almost parallel to the railways.

4) BRTS Routes :

These route runs on Western, and Easter Express Highways, to provide faster services to

the commuters

The primary role of the BEST is to supplement Suburban Rails, which is the mass carrier.

It is for this reason that BEST always gives priority for feeder routes and thereafter for

East-West connectors where the railways have absolutely no direct role to play. The third

priority is the long distance trunk route, which is an alternative to Suburban Railways,

apart from being inter-corridor link between Suburbs and City.

The BEST always gets suggestions for introducing new routes. These suggestions are

categorized into the above mentioned groups. While introducing new operation on any

new road the following requirement are insured for maintaining the quality of services.

(1) The road is municipalized.

(2) The road is bus worthy and wide enough to allow the passage of two.

(3) There are no overhead obstructions in the form of cables / tress branches.

(4) There are enough streetlights.

(5) Traveling will be comfortable.

(6) There is a good turning circle at the terminating point.

At this stage it is necessary to state that when every commuter desires a direct

connection, he should realize that it is not always possible to inter connect every point

with a direct route. One change is absolutely inevitable in any city transport network. In

spite of this the BEST tries to provide a direct connection wherever absolutely required

but specific access to some areas is available with one changeover. For convenient

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changeovers, the Undertaking has introduced Bus Pass Scheme, and “Daily Travel As

you like” passes. With these passes the commuter can easily changeover on parallel

routes, and can enjoy multiple journeys.

Go Mumbai smart card

On 2 January 2007 the BEST launched multi-application smart card called Go Mumbai.

Go Mumbai card can be used for storing Season tickets, single journey and extension

tickets. The Fares using bus pass can be paid only by Go Mumbai smart card. The Go

Mumbai smart card was subsequently made valid for travel on Central Railway main line

and Harbor line.

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The passes fall into two categories - Distance wise bus pass and Zonal pass.

Distance-wise bus pass values

Distance bus value pass are valid only between two destinations (on km basis) on

Ordinary/Limited bus service. Unlimited rides and transfer are available between opted

destinations except for single rides. The bus pass are valid for travel between any two

destinations up to a distance of maximum 15 Kilometers. The commuter can opt for

maximum two travel patterns for distance up to maximum 15 kilometers for each travel

pattern.

All fares are in Indian Rupees. Go Mumbai smart card required for purchasing Distance

wise bus pass.

Distance-wise bus pass values for Adults(on km basis)

Distance (km) Single ride * Monthly Quarterly

km Adult

2 4 160 140

3 6 240 660

5 7 280 770

7 8 320 880

10 10 400 1100

15 12 480 1320

20 14 560 1540

Single Ride fares valid only for single journey

Above Fares valid only on Ordinary/Limited Bus service and between two destination.

To travel beyond the destinations specified on the pass, a purchased extension ticket from

the conductor on board is required. Regular ticket fare is applicable for the extended journey

distance.

Senior Citizen (Above 60 yrs) get discount of 5/-, 10/-, 20/- & 50/- for weekly, fortnightly,

monthly and quarterly passes.

.

Zonal Pass

Zonal Passes can be purchased according to the service type. Except for City limit and

Suburban limit pass, all other passes are valid for entire BEST bus operational area.

All fares are in Indian Rupees. Go Mumbai smart card is required to purchase Zonal Pass.

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Zonal pass.

Type of Pass

Magic Bus

Pass (Non-

A.C All

Over)

Global

Express

(Non-A.C.)

Diamond

(King

Long)-All

Over

Diamond

(Express)-

All Over

Student Bus

Pass (Up to

S.S.C.)

Student Bus

Pass - 11th

& 12th Std

Monthly 550 800 1500 2000 90 190

Quarterly 1500 2000 4000 5500 270 570

Financial Position of BEST Buses

Daily earning from its Transport system is Rs. 2 crore. It collects Rs. 70 lakh worth of

five rupee coins daily, Rs. 48 lakh worth of ten and twenty rupee notes, and Rs. 60 lakh

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worth of fifty rupee notes, through its fare collection system. This hassled a unique

situation wherein it has accumulated a surplus of short change. In July 2005, the

Company floated tender inquiries to 54 banks to exchange the loose change, which total

4.67 crore.

However, none of the banks sent in a single bid, something that their vaults are full, and

others saying it would be in profitable for low denominations, given security

consideration.

YEAR

LANDMARKS

1873 Bombay Tramway Co. Ltd. Started.

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1905 Bombay Electric Supply & Tramway Co. Ltd. Started

1937 Double Decker Bus Services Introduced

1940 First Limited Bus Between Colaba and Mahim introduced

1947 B.E.S. &T. Co. Limited Municipalized.

1968Facility of Concessional Fare to totally blind person

introduced

1971 Seats reserved of ladies in buses.

1986 Printing of “Marathi” tickets started

1990Free travel facility to freedom fighters residing in Mumbai, introduced.

1998 Air Conditioned Bus Service introduced.

2003 Low floor bus introduced

2007 Bus pass scheme with SMART CARDS introduced.

29


TOTAL QULITY MANAGEMENT STRATEGY USED IN BEST BUSES -

BEST buses management dealing always with the lakh of passenger’s everyday so it

becomes the service based industry. Now days BEST buses management improving the

services through introducing the new services, new buses, adopting the new and modern

technology, incentives schemes for employees, adopting the new Japanese technology,

kaizen etc. It can be better explained with the help of the following diagram,

AREAS OF

IMPLEMENTING THE TQM IN

BEST

TQMIN

SERVICES AND FACILITIES

TQM IN

TECHNOLOGY

TQM IN

PERSONNEL

30


Launching the New Services and Buses –

Now days the BEST management improving and upgraded their service quality by the

help of lunching the new and modern buses like -

(1). BRTS Buses (Bus Rapid Transit System)

(2). Low floor Buses.

(3). All standees Buses.

(4). Articulated Buses

(5). Trolley Buses

(6). Coach Buses

(7). Mini buses

(8). CNG Buses (Compressed Natural Gas Buses)

(9). A/C Luxury Buses.

(10). Midi Buses

Let’s see the information about the new lunched buses -

(1). BRTS (Bus Rapid Transit System) -

31


The vehicle population in the City of Mumbai has increased considerably in the recent

past. More and more people are using personalized vehicles and this has resulted in

ascendancy of traffic problems. With a view to motivate private owners to switchover to

Mass Transport, BEST has introduced upgraded Air-conditioned services under Bus

Rapid Transit System (BRTS), along the Eastern and Western Express highways. On

these sectors newly acquired King Long make buses are being operated during peak

hours. Also the Undertaking is operating Air conditioned services on prominent sectors.

(2). Low Floor Buses –

We have received demands from various section of the society, who are working for the

welfare of physically handicapped, regarding need for introducing Low Floor buses in the

city of Mumbai. In response to these demands and suggestion, BEST has launched the

trial run of Low Floor buses provided by TELCO.

(3). All Standees Buses –

Another innovation came in 1967: the "all standee" bus. It has only a few seats, the rest of

the space being for strap hanging passengers. These buses were put on short routes. It

was hoped that they would reduce the period of waiting in the queue for the passengers.

But the passengers were not impressed. Finally, in 1970, the buses had to be withdrawn.

(4). Articulated Buses –

1967 saw yet another type of bus put on the roads: the articulated bus. There were ten of

them. The Undertaking was the first transport organization in the country to use such a

bus. The engine was separate from the bus in this vehicle, and the two were joined

together. The vehicle was of entirely Indian make, with the Ashok Leyland of Madras

manufacturing the tractor-engine, and Mahindra Owen of Poona building the ‘bus’ part of

it.

(5). Trolley Buses –

32


In the days of the B.E.S.T. Company, the proposal to run trolley buses was seriously

considered. The Undertaking too gave a thought to it. Its tramcars had been ageing fast.

Could a convenient substitute be found? So it decided to go in for trolley-buses. Twelve

such vehicles were imported, and they replaced the tramcars on the Gowalia Tank-

Mazgaon route on 11th June 1962. Somehow, the service did not do well. The trolley

buses would go out of order again and again. They were finally withdrawn on 24th March

1971 in favor of ordinary buses.

One reason for the failure of the service was that as it passed along very congested roads

its speed had to be kept much below its maximum; and the trolley-bus had to run at a

good speed in order to be profitable, as experience showed. As such speed is

impracticable on any of the old tram-routes; it seems very unlikely that trolley-buses will

be tried again in the city.

(6). Coach Buses -

The undertaking had eight luxury coaches, and they were open to hire at three rupees per

mile, but the demand for them was very limited. Therefore, to put them to profitable use,

the Undertaking started a ‘Coach Service’ in 1966. The service operated every day

between Electric House and Sion, and between Dadar and Juhu on Sundays and holidays.

There was a special fare for this service: 8 paise per kilometer. Once the novelty of riding

in a luxury coach wore out, the higher fares tended to discourage passengers from using

it, unless they had no time to wait for the regular service bus.

The service lasted for hardly a year. With more ‘limited’ services introduced on the Sion-

Fort route, the Coach Service was patronized even less. The income from the service

started dwindling, while the operating costs kept rising. Finally, in June 1967, it was

discontinued.

(7).Mini Buses -

The idea of using mini-buses was first mooted in March 1969. The vehicle was to be

something between a taxi and a bus, and it was to be used for short runs. According to the

33


initial scheme, for a flat charge of 30 paise, mini-buses were to ply on the following

routes: Strand Cinema to Nagar Chowk (Bori Bunder) or Ballard Estate or Churchgate;

Colaba Bus Station to Churchgate; Museum to Mahatma Phule Market (Crawford

Market); and Pydhoni to Dhobi Talao. In addition to using the bus stops, the mini-buses

were to set down or pick up passengers on request. The driver was also to act as the

conductor. It was intended to use station wagons for this service.

A year before the proposal started taking shape, some public bodies approached the

Undertaking with the request that it start a mini-bus service on certain routes as between

the Ghatkopar Railway Station and the S.G. Barve Nagar, for example. The demand for

mini-buses kept growing. Meanwhile, all the aspects of the proposal were under scrutiny.

Two points were newly stressed:

(1) Some of the undeveloped areas in the suburbs have narrow and Kutcha roads, which

cannot take ordinary buses. Mini-buses would be particularly useful in such areas.

(2) Mini-buses could be used to provide direct and speedy transport between the suburbs

and the central parts of the city.

(8). CNG Buses (Compress Natural Gas) -

The demand for petroleum products in India has been increasing at a rate higher than the

increase in domestic availability. At the same time there is continuous pressure on

emission control through periodically tightened regulations particularly for metropolitan

cities. In the wake of this situation there is an urgent need to promote use of alternative

fuel as substitute for HSD. Among the options Compressed Natural Gas has received a

great deal of attention and has been already applied successfully to some of the BEST

buses (first time in India). The BEST is planning to increase the strength of CNG buses in

its fleet.

CNG can be used in the existing SI/CI engines with minor modifications -

Availability in abundance.

34


CNG is a clear burning fuel, with no black smoke and very low particulate emissions.

Thus CNG engine is environmental friendly.

CNG being lighter than air diffuses upwards.

CNG is very safe fuel due to its very narrow flammability limits.

Excellent knock resistant, lower compression ratio. Lower rates of pressure rise and

low peak cylinder pressures.

Low noise level of the engine. This will add to passenger comfort.

(9). A/C Buses –

In an honest effort to attract the private vehicle owners to BEST buses and thereby reduce

the congestion to some extent on Mumbai city roads, which affects the mobility of

vehicles, BEST has introduced 71 Air-conditioned buses, including 20 newly introduced

King Long make buses.

The salient features of these buses are:-

Luxury seats with soft transo fabric.

Completely Air-conditioned passenger saloon (for A/C Buses)

Carpeted flooring

Jack-knife doors at entrance and exit

Wide corridor for easy movement.

Stanchion bars for safe movement in the corridor (for Luxury Buses).

(10). Midi Buses –

The areas in which it was not possible for the BEST to operate the conventional buses

due to narrow roads, the BEST has introduced Midi Buses at such places. It thus goes on

with its ultimate aim of providing a BEST bus service to every nook and corner of the

city.

35


These are all the new buses which are lunched by BEST buses management

Now days they are more concern about the customer’s retaination and the customer

satisfaction. That’s why the best had taken decision to improve the service quality. And

now they are providing the new and updated services to the customer to gain the

customer satisfaction.

36


New upgraded services –

(1) Zero Waiting Plan

(2) Growing fleet

(3) Festival Operation Plan

(4) Ladies special

(5) Operation of Midi Buses

(6) Excursion Action Plan

37


(1) Zero Waiting Time Plan –

The BEST operates buses with Zero Waiting Time concept on different routes during the

Morning and Evening peak hours to have faster clearance of heavy passenger traffic

outside Railway Stations and major residential/commercial/CBD Areas. The BEST

ensures that a bus is always waiting for a passenger rather than having it the other way

round. The plan is designed keeping in mind the volume/period of traffic with a view to

encourage use of Public Transport and discourage use of private and Intermediate

NEW UPGRADED SERVICES

ZERO WATIING PLAN

GROWING FLEET

FESTIVAL OPERATION PLAN

LADIES SPECIAL PLAN

OPERATION OF MIDI BUSES

EXCURSION ACTION PLAN

38


Personal Transport modes like Taxis and Auto rickshaws. The important points of

operation are Bhatia Baug, NCPA, World Trade Center, etc.

(2) The Growing Fleet –

The Undertaking applied itself to improving its service in many of its aspects, but the

prime need was for increasing the number of buses. Since its inception in August 1947,

the Undertaking has been making a well-planned effort to meet the need. Every year

brought new vehicles. In 1947, 242 vehicles were on the roads. In ten years the number

swelled to 582.

A double-decker bus was more suitable than a single-decker one, for occupying no more

road space than the latter and with only one driver; it carried one and a half times as

many passengers.

In the early days of the Undertaking a pressing need was increase the carrying capacity of

the buses. The ‘standee’ bus system introduced in 1955 was one attempt in that direction.

It was restricted in the beginning to vehicles of a particular type. In these buses, ten

standees were allowed in the city, and seven in the suburbs. In 1958, the permission was

extended to some double-decker buses; these were allowed to take eight standees.

(2) Festival Action Plans –

Mumbai being a cosmopolitan city its citizens celebrate their festivals with gaiety and

pomp. The BEST operates special buses during the festivals like Ganapati Festival,

Diwali Festival, Bandra Mount Merry Festival, Erangal Festival Christmas and New

Year Eve. Also on special occasions like various pre-planned rally’s organized by the

social bodies where huge crowd is expected, the Undertaking is operating special

buses in consultation with the organizers.

(3) Ladies Special & Ladies First Services -

39


In Order to reduce the hardships faced by the Lady commuters, while boarding the

bus during the peak hours, the BEST has introduced Ladies Special Trips on heavily

patronized routes. Similarly “Ladies First at Starting Points” trips are also provided to

facilitate lady commuters.

(4) Operation of Midi Buses –

The areas in which it was not possible for the BEST to operate the conventional buses

due to narrow roads, the BEST has introduced Midi Buses at such places. It thus goes on

with its ultimate aim of providing a BEST bus service to every nook and corner of the

city.

(5) Excursion Action Plan -

The city of Mumbai has various Excursion points where heavy passenger traffic is

generated from the City and Suburbs during Weekends and Holidays. To cater with the

heavy demand of the passengers, the BEST operates Excursion Action Plans on various

routes on Sundays/Holidays. Some of the Action Plans are Juhu Chowpatty Action Plan,

National Park Action Plan etc.

Excursion Services –

BEST in collaboration with the Maharashtra Tourism Development Corporation, has

introduced a special heritage tour with effect from 26th January 1997, in an Open Deck

Bus in South Mumbai.

40


(1) Ground bookings

(2) Operation beyond municipal limits

(3) Bust transport in suburbs

(4) More facilities for passenger

(5) Ferry services

(6) Bus fares

The excursion services can be better explained with the help of following chart -

GROUND BOOKINGS

OPERATIONBEYOND THE MUNICIPAL

LIMITS

FERRY SERVICES

BUS SERVICES

MORE FACILITIES

TO JOURNIES

BUS TRANSPOT

INSUBURBAN

EXCURSION SERVICES

41


(1) Ground Bookings –

For the convenience of the passenger the Undertaking has implemented ground booking

scheme at the prominent locations during peak hours.

(2) Operating Beyond the Municipal Limits –

The BEST operates inter-city services to three different areas beyond the Municipal

limits of Mumbai city, i.e. into the limits of the bordering corporations.

The three areas are as follows:

1) Navi Mumbai -

Due to the closure of the Bombay Metropolitan Transport Corporation, the BEST

management was requested to extend some of its services from Mumbai to Navi Mumbai,

in order to relieve the hardships faced by the commuters of Navi Mumbai.

2) Mira-Bhayander-

Citing the reference of the BEST operation in Navi Mumbai area, the Chairman, Mira-

Bhayander Nagar Palika and the residents of that area requested the BEST to extend the

service in their jurisdiction.

3) Thane-

The Mayor, Thane Municipal Corporation had requested the BEST, on behalf of the

residents of the Thane area, to extend a few services of BEST into the jurisdiction of

Thane Municipal Corporation.

Transport is the lifeline of any city, and BEST being the monopoly stage carriage

Operator of this great Metro, it becomes the prime duty of BEST to ensure the

42


development of the satellite townships by providing a proper transport network. No city

or township can develop, if the Transportation, and Communication network is not proper

and it is here that the onus of developing a transport network falls on the BEST.

(3) Bus Transport in Suburban -

The Bandra Bus Company used to run the bus service in the Western suburbs. As the

Company refused to comply with the Regional Transport Authority’s order that only the

main road in those suburbs should be used for the service, the Authority requested the

B.E.S.T. undertaking to take it over immediately. That was on 30th September, 1949. The

request was more of a challenge - for it meant assuming the responsibility of providing

transport for 50,000 passengers at twenty-four hours’ notice. The undertaking accepted

the challenge. And on 1st October 1949, B.E.S.T. buses started plying in the western

suburbs. Twenty-six buses were spared for the service, which was hailed by the residents

of the suburbs as a boon. The Undertaking was overwhelmed with expressions of praise

and gratitude. The Undertaking bought eleven of the buses the Bandra Bus Company had

been using.

(4) More Facilities for the Passenger -

You have read of the various schemes operated by the Undertaking to augment the

efficiency of its transport service. Simultaneously, more facilities, besides the daily bus

service, were being made available. Since the days of the B.E.S.T. Company, schools and

private parties had been hiring out buses, and the practice continued. Some facilities tried

out by the Undertaking were given up after a while as unworkable. The Luxury Coach

Service was one of these. It was started in August 1955. The coach was fitted up with all

manner of conveniences like Dunlopillo cushions for the seats, adjustable backs, a

reading light for each seat, and fans. The coach was mainly meant for the use of foreign

tourists. They were taken round in the coach on a guided tour of the city. Accompanying

them was a guide to tell them about the important places.

43


(5) Ferry Services -

The BEST Undertaking started a ferry service at Manori in 1981. The Brihanmumbai

Municipal Corporation entrusted the running of the service to the Undertaking

acknowledging its excellent bus service, as it were. The Undertaking has justified the

trust placed in it by making a success of the Marve-Manori ferry service.

(6) Bus Fare -

Even after the B.E.S.T. Company was taken over by the Municipal Corporation, the bus

fares continued unchanged till 31st March, 1951. For the city the fares were telescopic,

that is, as the distance increased the fare per mile came down. For the suburbs, the fare

was ‘flat’, that is, it remained the same whatever the distance. For one anna you could go

a mile and a half in the city, but only one mile in the suburbs.

Then came the changes in the fare-structures. From April 1951, bus travel in the city

became even cheaper, with the basic fare of one anna taking you a mile and three

quarters. However, the fractional fares, like 1.1/2 anna or 2.1/2 annas and 3.1/2 annas, for

the fare ‘stages’ were rounded off to the full anna. In the suburbs too the fare was brought

down from one anna per mile to nine pies that are three quarters of anna.

The disparity in the fares for the city and the suburbs was brought to an end in October

1955. The suburbs naturally profited from this. For an anna you could now travel a mile

and three quarters, instead of a mile and a quarter. But the fractional fares were restored.

In 1959, with decimal coinage coming into force, except for the 7 paisa fare for the first

stage, all the fares were multiples of five, that is, 10, 15, 20 and so on. These came into

effect from 15th January 1959. From 21st April 1963, the minimum fare was raised from

7 paisa to 10 paisa.

44


The Undertaking revised its bus fares from time to time strictly according to the provision

made under Govt. notification. The details of revised bus fares from 1963 onwards are

given below:

Every day the Undertaking’s buses run about 6.51 lacs km. and carry about 47 lacs

passengers. These figures are an index of the vastness of the transport system. It would be

wrong to expect that everything will run smoothly in such an organization. Troubles have

to be taken for granted; difficulties will arise. The organization has to take them in its

stride. A trivial incident touches off a lightning strike. There is hectic running about. The

complaint is traced to a misunderstanding. It is set right, and normal working is resumed.

In 1950, the Undertaking had a serious problem to face. Conductors in those days carried

a ‘ticket-issuing’ machine, specially designed to print and produce a ticket of the required

denomination at the turning of a handle. The machine recorded the amount automatically.

At the end of his day, the conductor had to pay in the day’s takings as recorded. This

sounds smooth and foolproof. But some conductors, who were obviously anything but

foolish, found a way of so manipulating the machine as to make it record less than the

amount collected. How much the Undertaking was fleeced of was anybody’s guess.

However, the moment the trick was discovered, the Undertaking took swift action, and in

twenty-four hours the ticket-issuing machine with every conductor was replaced with a

ticket-box.

These are ‘internal’ troubles; not all of them cause disturbance to the transport service.

But ‘external’ troubles invariably do, and sometimes they can be serious. The dislocation

caused by the first heavy showers of the rainy season is almost a matter of habit. The

low-lying parts of the city are flooded, and buses have to be diverted. To make it worse,

the railway services too are disrupted. That puts further responsibility on the bus service.

The buses, of course, do their best, but the best in such circumstances can never be good

enough. Then there are the railway accidents, and man-made troubles like strikes, riots

and hartals (or bandhs). They put a heavy strain on the bus service, but it has not been

found wanting.

45


Strikes and political agitations usually aim, among other things, at disrupting

communications. Buses, on such occasions, are exposed to the risk of being damaged; the

driver’s cabin has to be fitted with wire meshes to protect him from different types of

flying missiles. On some of these occasions not many people move out. Should the bus

service be suspended then? The Undertaking does not opt for it; it owes a duty to the

community.

There is always a limit to the number of buses a transport organization can run, and to its

efficiency as well, for there is a limit to what the city roads can carry. Other means of

conveyance too keep increasing in number. In Mumbai, for instance, in 1951, the number

of vehicles, leaving out buses, was 45,000. In 1961 it was 85,000, and in 1971 it reached

1, 80,000. Today there are over 6 lakh vehicles on Mumbai roads. The number continues

to grow; but over the years the roads have been the same, except for a few additions, and

some widening here and there. In such a situation, the vehicles have to move slower and

slower. The average speed of our buses has been falling down. At present it is 12 to 15

km. per hour. In the congested localities it is as low as 6km. per hour.

46


Modern Facilities Provided by BEST Buses Management

BEST believes that it has a social obligation towards the city where it has grown. As such

it is felt essential to provide concession to certain sections of society. A few facilities are

listed below –

(1) Free travel facilities

(2) Concessional fare

(3) Pubic cash counters for distributions of 5 Rs. Coins

(4) Special counters

(5) Reservation of seats

(6) Front door entry

(7) Passenger refund claims

(8) Disaster management

(9) Lost property

(10) Free travel facility

(11) Pass schemes and other facilities.

Explanation of this as follow-

Free Travel Facility -

Presently, the BEST provides free travel facility to the freedom fighters. One person

accompanying the freedom fighter is also permitted to travel free. Municipal Councilors

and Non-Councilor Members of the BEST Committee are also permitted to travel free on

BEST buses. Members of Legislative Assembly and Legislative Council, accompanied

by his wife and Female Members accompanied by any one viz. husband, son, daughter,

father, mother, brother or sister are allowed to travel free on BEST buses. Police

47


personnel are allowed to travel free on BEST buses against an ad-hoc payment of

compensation towards free travel facility by the Government of Maharashtra. This

facility of free travel however is not available on Luxury and Air-Conditioned services.

Concessional Fare -

Children below 12 years of age are charged concessional fare. Student studying up to

Higher Secondary and up to the age of 22 years are charged concessional fare. Persons

who are 60 % and above, permanently Orthopaedically handicapped are charged

concessional fare. Blind persons are charged a flat fare of Re.1/- per journey.

Concessional fare facility is not available on Luxury and Air-Conditioned Services.

Public cash counter for distribution of 5/- coins -

For the benefit of general public, coins in the denominations of Rs. 5 / in exchange of

notes in the denominations of Rs. 50/- or Rs.100. are made available by the Undertaking,

at all the Depots. The timings for this are 10.00 hrs to 15.00 hrs, on all working days.

Special Counters are also opened at the following places for the same –

(1) Bandra bus station ( West )

(2) Andheri bus station (West)

(3) Agarkar Chowk Bus Station, Andheri (East)

Reservation of Seats:

The BEST has reserved 3 seats for handicapped person, 2 seats for Senior Citizens and 6

seats for lady passengers in the Single Decker buses. In the Double Decker buses it has

reserved 3 seats each for lady passengers and handicapped persons and 2 seats for Senior

Citizens.

Front Door Entry:

48


The BEST have permitted physically and mentally handicapped persons, senior citizens,

and expectant mothers to board the bus from the front door except at starting point.

Passenger Refund Claims:

In case the conductor does not have enough change to return the baklace of the passenger,

he writes on the back it the ticket the amount of balance due and authenticates the same.

Such a ticket is treated as a receipt by the BEST.The passenger can claim the balance

amount from Ticket & Cash Department, head office at Wadala after producing the

ticket.

Disaster Management –

In the event of disruption of rail services the BEST operates additional buses in the area

of disruption. Timely actions are taken with the help of our communication system.

Lost property -

The lost property section of the Transport Division is in existence prior to the

municipalisation of the BEST Undertaking in the year 1947. Initially the Lost Property

section was at Colaba Depot, Transport House and it was subsequently shifted to 2nd

floor of Wadala Depot, Administrative Building with effect from 01/02/1980. As per Act

132(4) of Bombay Motor Vehicle Rules 1959 (New rule 122 of Maharashtra Motor

Vehicles Rules 1989), the Lost Properties were required to be handed over to the Police

Department, However the BEST Undertaking has been exempted from the provision of

rule 132(4), and therefore all such articles are deposited in the Lost Property Section of

the Undertaking vide notification issued by Home Department No MVR.1859/69814-XII

date 07.10.1959.

49


The working of the Lost Property Section is given below:

The articles found by the conductor or any other member of staff in the bus or in the

premises of the Undertaking are handed over to the nearest Bus Terminus Starter, who

sent it to the concerned Depot. These articles are then forwarded to the Lost Property

Section. On receipt of such articles from Depots to Lost Property Section the same are

entered in the register maintained for the purpose, after bifurcating them as per their

category.

Whenever any claimant approaches immediately to the Bus terminus / Bus Chowkey

where the article is deposited, then the articles are issued to the claimant by the officer on

duty after due verification and taking necessary charges as per the administrative order.

The particulars of charges to be recovered as per Administrative Order Number 304

dated 06/02/2003 from claimant are as under:

Storage charges are only applicable for cash deposited and collected only after 3 days

from the date of lost.

Whenever any claimant approaches Lost Property Section at Wadala Depot, the

articles are issued only after confirming the Identity and genuineness of claimant on

verification of residential proof such as ration card, passport, election voting identity card

or driving license of the claimant. In case of higher amount or valuable ornaments, the

claimant has to obtain No Objection Certificate from concerned police authorities. After

verification and receiving necessary charges, articles are handed over to the claimant.

Traffic outdoor staff has been strictly prohibited from handing over any Lost Property

articles directly to the claimant. However, the concerned Traffic Officers can issue such

articles at the Depots after satisfying themselves as to the authenticity of the claimant and

charging necessary charges as applicable.

50


The cash or valuable articles (Gold or Silver Ornaments) received in the Lost Property

Section is kept in the section for one month, and there after deposited at the Undertaking

Cash department for safe custody. In case of foreign currency deposited in the Lost

Property section the same is deposited with our Cash Department at Dadar for further

disposal.

Perishable articles such as vegetables, ready food etc is disposed off on the same day at

the depots by auction in the presence of Traffic Officers. The other perishable articles

such as sugar, tea powder, oil, and talcum powder etc are kept for 10 days in the Lost

Property section and then disposed off, by auction in the presence of officers, and auditor.

Medicines are kept for one month and then disposed off. Unclaimed lost property articles

(Semi valuable, and sundry) are sent to Oshiwara Scrap yard after one month for further

disposal by way of auction.

A letter of appreciation is issued to the member of staff who deposits lost property

articles. If the value of the article deposited is Rs.2000/- or more then the concerned

member of staff is recommended for cash reward / appreciation letter to be given on

BEST Din.

51


Pass Scheme and other facilities in BEST buses s

The scheme of Bus Passes was introduced in BEST Undertaking from 2 January 2007.

The Bus Passes are in form of Smart Card, which, is a plastic card resembling to

Debit/Credit Cards of Banks with a built in electronic chip that stores information of

validity period of the bus pass, the destinations of travel permitted on the pass, value of

the bus pass, and passenger’s Identity Card number. Conductors working inside the buses

/ Inspectors posted for checking the passenger tickets validate these bus passes with the

help of a Hand Held Terminal (HHT).

These Smart Cards are contact less cards and can be validated by Bus Conductors or

Inspectors by simply holding these Smart Cards close to the HHT. The screen on HHT

displays the validity period of the pass, the permitted destinations for travel on bus pass

& the I-Card Number of the Pass Holder. Passenger can charge (purchase / renew) these

Smart Cards for different types of passes at any of the convenient Service Delivery Points

(SDP) located at various important Bus Chowkies & Bus Depots in the City. At a time

passenger can load more than one type of bus pass on the same Smart Card as per his

requirements.

The entire activity of issuing / renewing bus passes (Smart Cards) is outsourced. It

available at Monthly, Quarterly, Annual basis. BEST management also introduced the

Magic Bus Pass of Rs. 15/-, Rs.20/-, Rs 25/-

Other facilities -

52


(1) Installation of P.C.O.s in BEST Buses:

The purpose of fitting P.C.O.s inside BEST buses was one of the measures enlisted in the

actions to be taken under Disaster so to provide them means of communication. This will

also yield Non Operating Revenue to the Undertaking.

(2) Cheques box –

M/s. Vodafone Ltd. has installed their Drop Boxes in BEST buses. One drop box is

installed per bus behind the driver’s cabin area. Vodafone customers drop their payment

cheques in these boxes and BEST gets Non Operating Revenue towards fixed rental

charges and cheques collection charges per bus every month.

(3) Grab Handles on BEST Buses –

M/s. Admire Sign & Display Pvt. Ltd., a firm engaged in business of advertising has

replaced the old grab handles with those of international design and standard. These Grab

Handles are patented product and would be maintained by them. The space on grab

handles will be sold by them as an advertisement space at their cost and the revenue will

be shared with BEST on a fixed income per bus per month basis

(4) Help Line Facilities -

The BEST is working hard to improve the quality of service given to the commuters. The

various cadres of authorities closely monitor the services for maintaining the Punctuality,

Reliability, and Regularity. It is said that the city can be considered as normal if the

BEST bus is seen plying on its roads. BEST gets immense satisfaction when a bus is seen

plying during the heavy monsoon when everything else stands still. Just as food, clothing

and shelter are considered to be the basic needs, in the same manner the BEST bus also

has become an integral part in the life of the citizens of this Mumbai. Passenger's

53


suggestions, queries, and complaints are heard or examined and rightful decisions are

taken.

(5) Parking Facilities -

List of parking facilities available at BEST Bus Depots in Mumbai from 09.00 to 19.00

hrs for Rs. 50 /- per car. These are the all facilities offer by BEST Buses to improve their

qualitative services for their customer.

TQM IN TECHNOLOY

BEST buses management is also introducing modern and upgraded technology to

improve the service quality and serve the best quality services which makes BEST buses

best. Following are the technology which they introduced.-

(1) Transport Engineering

(2) Unification of tram and bus workshop

(3) Standardization of bus control

(4) Engineering department

(5) Operation wing

(6) Bus control section

(7) Project planning and development

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It is better explained with the help of following diagram -

55


CHART SHOWING TQM IN TECNOLOGY IN BEST BUSES

Transport Engineering -

The origins of the Kingsway Workshop go back to the Colaba Causeway workshop of the

Bombay Tramways Company as it then was. The workshop was opened there in 1886.

People living in the surrounding area complained of nuisance from the workshop in 1910

TQM IN TECHNOLOGY

TRANSPORT ENGINEERING

UNFICATION OF TRAM & BUS WORKSHOP

STANDARDIZATION OF BUS & CONTRACTION

ENGINEERING DEPARTMENT

OPERATION WING

BUS CONTROL SECTION

PROJECT PLANNLING AND DEVELOPMENT

56


and the Company (by now the B.E.S.T. Company) decided to shift the workshop to a

convenient spot in the north of the city. Accordingly, in June 1915 land was acquired

from the Improvement Trust at Kingsway, between Dadar and Matunga, on a 999-year

lease. A workshop was soon erected on the plot.

The workshop undertook the repairs of both the coachwork and the electrical machinery

of trams. It was equipped with all the necessary machines, such as a heavy-duty shaping

machine, a tyre-cutting lathe, a tyre-heating furnace, an armature-winding plant, a coil-

testing machine, etc. The work was carried out in sections such as the truck shop, the

paint shop, the machine shop, etc.

When bus services were introduced in 1926, a bus workshop was opened in Colaba.

Transportation engineering was now divided into separate sections for trams and buses.

When the Colaba workshop began to prove inadequate to the needs of buses, another bus

workshop was opened at Dadar near the tram workshop. This workshop had various

sections for repairs to chassis (base-frame, engine and wheels), body and ancillaries, and

seats and windows, a paint shop, a machine stop, an electrical section, a unit section,

calibration and lubrication, a tyre section, etc.

After 1947, the workshop space was found to be inadequate with the expansion of the bus

service. In 1950, further land was acquired next to the Kingsway Tram Workshop and the

new Workshop was planned to maintain a fleet of 600 buses.

When trams were abolished in 1964, the tram sheds in the Kingsway Workshop were

taken over for the expansion of the Bus Workshop. This was a useful temporary

expedient; but these sheds had been specially designed for trams and did not permit a

scientifically planned expansion of the Bus workshop.

Unification of Tram and Bus Workshops -

57


When the trams were abolished, the tram and bus workshops were merged. The pits in

the tram sheds (for under carriage repairs) were filled in and leveled and the space was

allotted to bus body repair sections. Machines no longer useful were sold. Some of the

tram workshop staff were redundant under the new arrangement and under the

regulations, could have been retrenched on payment of compensation. They were,

however, suitably re-trained and absorbed in the bus workshop.

The rearrangements at unification were carried out as methodically as possible. The space

needed for each section was calculated as for an assumed fleet of 1500 buses. The layout

of the Shops was arranged, so as to avoid unnecessary movement of materials. The work

of shifting of machinery and equipment and merging of shops was carried out without

affecting the daily production.

At the time the Municipality took over the B.E.S.T. Company, double decker buses

constituted 65 to 70 per cent of the fleet, the rest were single deckers. Economically, this

was a sound proportion.

The chassis (and spare parts of the chassis) of D.D. buses were imported from England.

However, in 1961, the Government of India laid down restrictions on the import of D.D.

chassis, as it was proposed to manufacture the chassis in India. The import of spare parts

was also severely restricted.

The Undertaking’s buses were in a grave state at this period. Most were old. New chassis

were not available. The fleet utilization was 81 per cent. i.e. out of every 100 vehicles

only 81 were available for actual service; the other 19 were in the workshop awaiting

repairs. Shortage of spares delayed their repair. In the circumstances, two alternatives

were open: one, to purchase the uneconomic single-deckers, for they were being

manufactured in India; the other, to strive for self-sufficiency by repairing the existing

double-deckers with maximum efficiency and putting them on the road again.

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Transportation Engineering accepted the challenge and started methodical work. About

50 vehicles in the available fleet were temporarily withdrawn from service and brought

into the workshop. Their units were dismantled and the parts were thoroughly inspected

for the degree of wear and tear. Then they were sorted into reparable and condemned.

Inquiries were set on foot about the possibilities of having replacements for the

condemned parts manufactured in the country. Indian manufacturers were induced to

undertake the manufacture of parts which were needed on a large scale, such as pistons

rings, valve guides, and rocker shafts, main and big-end bearings for Gardener engines.

etc.

The same solution could not be adopted for parts which were not needed in large

quantities. Attempts were made to repair them in the workshop. With processes such as

welding and metal-spraying, sleeving, metal-stitching, such parts as valves, crank-shafts,

master-cylinders, wheel-cylinders, tappets, flywheel housings, cam-shafts, etc., were

given a new lease of life.

Until the B.E.S.T. Company was taken over by the Municipality, only the Colaba Depot

was available for the maintenance of buses and minor repairs. As the fleet grew, the need

for more depots was felt. In 1961 the fleet comprised 1045 buses in all. Six new depots

were constructed for their maintenance. The Wadala Depot was equipped for the

maintenance of 300 buses. At this time it was the largest depot in Asia. After this, taking

long maintenance experience into account, the authorities decided that no depot should be

called on to look after more than 125 to 150 buses. Accordingly, small depots were built

at convenient spots in the city and its suburbs.

Standardization of Bus Construction -

From an engineering point of view, a bus has two main components: the body or

coachwork and chassis (together with the engine and the transmission) on which the body

is built. Both were standardized as far as possible.

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In the period up to 1960 different manufacturers built varying bus-bodies. Some bus-

bodies were of composite type and some were built of steel and aluminum. These

variations proved troublesome and costly in maintenance. A decision to have complete

metal bodies was taken and brought into effect from 1962. Another early step was to

standardize the various fitments on bus-bodies.

In 1967, with a view to standardizing bus construction, buses were classified into three

types. Type A comprised single deckers, steel-built throughout. Type B comprised double

- deckers, also steel-built throughout. Type C included both single deckers and double-

deckers and used both steel and aluminum in their construction.

Manufacturers build these types of buses in conformity with special designs prepared by

the Transportation Engineering Department. The demands of city transport are different

in some respects from those of other transport. In the city gear-changes are far more

frequent and brakes must be extremely efficient. A large diesel tank is required; medium

horse-power is adequate for the engine. Transportation Engineering takes all these

requirements into account in designing a chassis to suit the special needs of city traffic.

Efforts are being made to improve the bus-bodies and make them better looking.

Engineering Department -

The transport wing of B.E.S. & T. undertaking operates buses within the Municipal limits

of Greater Bombay and it is presently extended up to Belapur in Navi Mumbai in

northeast direction as well as up to Bhayander and Teen hath naka at Thane. In order to

keep this bus fleet roadworthy; a Two –Tier System of maintenance is followed by

Transportation Engineering Department. A workshop located centrally at Tillak road near

khodadad Circle, Dadar acts as on work centre, which carries out major overhauling of all

unilts, chassis, major body damage repairs and modification work, replacement of heavy

unilts, reclamation work. This system facilitates groping of jobs requiring same process/

machines/ equipment’s together for better utilization of manpower.

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Depot is another work centre, which provides bus services effectively on every day,

carries out preventive maintenance as well as repairs on buses. We have 25 depots

located in four zones viz. City, Central, Western, Eastern suburban zones.

Dadar workshop has a built up area of 27,170 square meters. All unit overhauling, plant

& equipment installation and repairs, reclamation activities are carried out in the

workshop.

Following are the important sections of workshop.

(1) Bus body repairs & its ancillary sections

(2) Engine & its ancillary Units

(3) Major Units, Brake, Transmission Units

(4) Electrical Units

(5) Tire section

(6) Machine Shop & Reclamation

(7) Chassis overhaul, Repair and Scrapping

(8) Inspection Section & Chemical Lab

(9) Material Control

(10) Work Study section

Considering higher in – house cost i.e. labor cost, many jobs are given to outside

contractors such as Boby repairs, Tier re-trading, Tire cut repairs & reclaimation of

spares. This approach I called as Tapered integration where by overflows of workload or

new activities are carried out without increasing present manpower.

Operation Wing –

Operation wing consists of 25 depots spread over the areas of greater Mumbai in addition

to Bus Control secton, Motor vehicle section and statistical section. For its effective; bus

operation all depots carry out various mailntenance practices such as preventive

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maintenance, unit replacement, RTO passing, body damage repairs of buses. An

important stock of various units, important chassis or bus components is maintained at

depot level. Depot replaces the defective units with the important stock units and sends

the defective units to Material Control section of workshop for repairs.

In order to curb the menace of air pollution, which is fast deteriorating the health

standards of the citizens of Mumbai, BEST take special efforts o curb the amount smoke

emitted by our vehicles. Smoke meters of the latest state of the art technology are

provided in all depots itself.

Bus Control Section –

This section in the undertaking primary after breakdown of the vehicles on the line as

well as looks after the repairs of plant and equipment a the depots. It aksi acts as

coordinator between depots, central workshop and senior officials of BEST. The smooth

fuctioning &roadworthiness of the buses on the line is ensured in the minimum amout of

downtime. This section is equipped with wireless sets and the mobile sets are installed on

break down vans located at each depot. This section also deals with breaksdown of plan,

machinery, installed at depots.

Project Planning & Development –

Technical Training Centre, Wadala –

BEST introduced Technical Training Centre situated at Wadala depot. Training centre is

well equipped with models, equipment & latest trainin aids. On the job training is

impared to trade apprentices in various cadres as well as pro0bationary engineers. It also

conducts refreshyer taining programs for supervisory staff or employees. We also have

on well- equipped mobile trining van, which goes to the depots and imparts training

related to specific problems of maintenance of different types of bus systems.

Inspection and Chemical-testing Lab –

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We have physical and chemical –testing Labs to test the mterial as per relevant standard

specification. Physical Testing consiss of Visual linspection, dimensional check, and

physical properties like hardness, tensile strength, breaking strength etc. Chemical testing

of material, etc is carried out by the Chemical Lab. This Lab also monitors field trials on

various grades of lubricants, greases, paints, etc.

Research & Development Section –

New technologies introduced

Automatic fan belt

Accelerator cable in place of linkages

Diesel pre-heater

Air intake by pass system on CNG buses

Buses running on Bio Diesel

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TQM in Personnel –

In any organization there are efforts to increase production with or without increase in

productivity. Following are the main schemes introduced by BEST buses management to

improve the quality of the personnel policies –

CHART SHOWNG TQM IN PERSONNEL

TQMIN

PERSONNEL

TQMIN

PERSONNEL

INCENTIVE SCHEMESFOR THE

EMPLOYEES

INCENTIVE SCHEMESFOR THE

EMPLOYEES

BOUNSSCHEMES

FOR CONDUCTOR

BOUNSSCHEMES

FOR CONDUCTORCAUSUAL WORKER

CAUSUAL WORKER

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(1) Incentive Bonus Scheme For The Employees -

To provide the passengers with a comfortable bus service needs a sufficient number of

vehicles. The Undertaking has always been trying to achieve such sufficiency. But then

what does ‘sufficient’ mean? You cannot define it. The vehicles are just one factor in a

bus transport system. There are others like the conductors, the drivers, the maintenance

staff and the repairs staff in the workshops. If all these employees are not up to the mark,

no increase in the number of buses is going to make it ‘sufficient’. So much depends on

the proportion of vehicles stabled for repairs.

Similarly, the efficiency of the service depends a good deal on the conductor and the

driver not unnecessarily holding up the movement of their vehicle, the conductor issuing

tickets promptly, and taking care to avoid altercation with the passengers. Efforts to

secure such efficiency have to be made methodically.

Some efforts made by the Undertaking in this direction in the beginning were as follows:

(1) The system of granting an efficiency bonus of Rs.25 every quarter was started in

1951. It applied to both the conductors and the drivers. To be eligible for the bonus, the

employed had to attain a certain level in attendance and in efficiency.

(2) Absenteeism among employees is epidemic in the March June period. For lack of

conductors and drivers, the usual number of buses cannot go out on the roads. A special

bonus scheme had therefore been instituted for this period, to dissaude them from going

on leave.

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(3) A scheme called ‘Model Unit’ was started in 1961. To find out the defects in the

maintenance of vehicles, and to decide on the remedies for them, fifty vehicles of the

same make were grouped together, and their maintenance was to be carried out according

to the methods and time-table laid down by the manufacturers.

On the basis of this, a model maintenance system was to be finalised, and then aplied to

all the vehicles of that make. To operate the scheme, fifty double-decker buses of

Leyland Titan make were grouped together in the Central Depot. Similar groups were

made in the other depots, one by one. Selected drivers were put on these vehicles.

(4) Sometimes it is minor defect which puts a bus out of action. In order that such a bus

should not get stuck on the road for long, mechanics were stationed specially for the job

at some of the starters’ chowkies at the important termini. To deal with major defects

there is a ‘Breakdown Lorry or Van’. The van goes to the ailing bus, and sets it right as

quickly as possible.

(5) The schemes like ‘bus running control’, the wireless van, etc. were in operation. The

wireless van is a special feature. It does important jobs like reporting breakdowns of

vehicles to the staff concerned or asking for extra buses at points where there are

inordinately long queues of passengers.

These schemes were definitely instrumental in increasing efficiency. And yet they

seemed to fall short of the requirements.

There were not enough vehicles. The proportion of absentees came down, but even then it

was large enough to affect the working. Would the recruitment of women conductors

bring about an improvement in the attendance? This was considered in 1951.

Then there were the sick vehicles. Although their proportion was gradually coming down,

it was still considerably higher than in the bus systems in cities like London, New York

and Tokyo. There was much scope for improvement in the maintenance of vehicles. The

rainy season brought in its wake a flood of complaints about leaking roofs and windows

that got stuck. The population of the city kept growing. It was a trying situation, and it

called for more throughgoing and fundamental improvement. "The Incentive Bonus

Scheme for Bus Transport instituted in April 1967 proved quite effective in combating

some of the troubles mentioned above.

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(2) Bonus Scheme For Conductors -

Under this scheme, a conductor was to be granted a bonus for extra ‘work’. The fare

collected by him during the month was taken as his ‘work’. Some of the immediate

benefits of the scheme were as follows: (1) the number of complaints received from

passengers dropped from 600 to 400 per month. (2) The Undertaking could cope with the

traffic without increasing the number of buses. (3) Passengers had to wait for a shorter

time in queues. (4) The proportion of absentees among conductors came down.

New Incentive Bonus Scheme -

Like the conductors, the three categories of staff namely Bus Drivers, Workers in the

Traffic and Engineering Departments and the Maintenance Staff are important in a bus-

transport system achieving maximum efficiency. But, in their case, the efficiency is not

of an individual; it is the result of the co-operative effort of workers from each of the

three categories. Such joint effort enables a bus to run smoothly and punctually. This

scheme was designed to keep more buses running - that is, to reduce the number of ‘sick’

buses.

In 1969, this scheme brought down the percentage of ‘sick’ vehicles by 2 to 3 per cent -

which meant 100 vehicles more on the road. In that year about 4,000 drivers, 200 of the

traffic supervisory staff and 2,000 maintenance workers joined the scheme.

The workshops too came under a similar scheme from 1st October 1969. The measure of

efficiency in this case was the number of vehicles lying idle in the workshop waiting for

repairs. This scheme too had proved effective, the percentage of vehicles under repairs

dropping.

3. Causal worker -

Now days BEST starting recruitment of Causal Worker. Causal workers are not

permanent worker. When they work for 8 hours they get wages. Now wages are

increasing from Rs.100/- to Rs. 140/-. Causal worker must have the RTO Batch number

of Heavy Vehicle.

67


The causal worker does not get any facilities such as PF, Gratuity and many more

facilities which get to permanent worker. They get the facilities of free travel in by BEST

bus anywhere in Mumbai.

PROBLEMS OF BEST BUSES -

No urban transport service can hope to escape problems; they keep on cropping up all the

time. And they have to be tackled! Else the press and the citizens will not leave you in

peace.

Knowing this fully well, the BEST undertaking took charge of the bus and tram transport

in the city in 1947, and it soon ran into a whole lot of problems.

(1)Migration is increasing

Every day migrates are coming in Mumbai and settle down in Mumbai so the population

is increasing. So the numbers of BEST buses are not enough to fulfill the need of

transportation of every body. And the rush is increase.

(2) Increasing the population at increasing rate -

Actually, Mumbai had started changing in a big way since World War II. Its population

in 1941 was about 14 lakhs; in the next ten years it shot up to 28 lakhs; the next ten years

took it to 41 lakhs, and in 1970 it was 56 lakhs. This population explosion, as far as the

city was concerned, was most unexpected. Oblong in shape, Mumbai has most of its

68


Government, professional and commercial centers of work concentrated in its southern

part. This sets a traffic pattern. The rush is north-south in the mornings, and in the reverse

direction in the evenings.

(3) Traffic problems –

The main problems in operating in BEST Buses in Mumbai city is the traffic problems.

Due to the increasing the rate of the using the private vehicles there is increasing in

problems of traffic. And due to the traffic problems, sometimes the BEST buses are not

able to provide the qualitative services to their customer.

Solutions for the problem face by BEST buses -

Mumbai has thus changed a great deal from what it was about fifty years ago. But the

changes, and the difficulties of adjustment that changes usually bring, did not come

suddenly. They were spread over the years. In its early years the Undertaking tried find a

solution to every problem like –

(1) The available buses were re-allocated amongst the various routes, according to the

pressure of traffic. The seating arrangement in the buses was altered to squeeze in

a few more passengers.

(2) The procedure for repairing the buses was streamlined so as to reduce the number

of buses on ‘sick list’, and more buses were acquired. But the Undertaking also

gave a thought to long-term measures like getting a scientific survey of the bus-

routes made with the help of a computer, or getting experts to study the

possibilities of using alternative means of transport like underground railway,

mono rail, water-bus or mini-bus.

(3) These fifty years the Undertaking has been conscientiously trying to plan for and

provide as efficient a service as it can. It discovered that a short-term measure can

only bring a temporary cure.

69


Every increase in the pressure of traffic rendered such measures are required in practice.

And expertise to find the solution for this problems. It strengthened the Undertaking’s

resolve to pursue its problems to their roots.

OUTCOMES

SR.

NO.OBJECTIVES FINDING

1What is TQM and Importance,

Relevance, and Implementation of

TQM?

TQM is a structured system

For satisfying internal and

external customers and

Suppliers by integration the

businessenvironment.. TQM

means continuous improvement

in work to give quality services

to their customer. TQM is not a

program, it is a systematic,

integrated, and organizational

way of life directed at the

continuous improvement of and

organization.

70


2 To know more about tools and

techniques like Quality circles, Kaizen

etc.

Quality circle and Kaizen are very

much effectives tools and techniques

to implement the TQM. A Quality

Circle consists of a small group of

people who perform the same jobs

or tasks. This group meets

voluntarily, on a regular basis, to

discuss problems, seek solutions,

and cooperate on the principle that

employee’s participation in

decision-making and problem

solving improves the quality of

work. KAIZEN means of

continuing improvement in personal

life, home, life, social life, and

working life. KAIZEN is a culture

of continuous improvement focusing

on eliminating waste in all systems

and processes of organization.

3 To more about BEST Management an

d daily operation

BEST is public utility company they

manage their work very efficiently

complicated management. BEST

took over the company in 1947’;

there were 242 buses in operation on

23 routes and these buses carrying

45 lakhs passengers daily on 335

routes. Special transport

arrangements are made and extra

buses under various action plans are

71


operated during the year on various

social or religious occasions.

4 Implementation TQM in BEST Buses. BEST implement TQM in services

and facilities and TQM technology,

TQM in personnel, to provide the

qualitative service to the customer.

While implementing the TQM

services like pass schemes and

facilities they introduced new buses

like BRTS Bus. Midi Buses etc. and

they provide new facilities like zero

waiting plan, excursion services,

ladies special plan etc.

In TQM in technology they used

now modern technology like

Transport Engineering, introduced

the R&D department for giving new

and innovative services. In TQM in

personnel they came with the

Semployee new incentive plan and

causal worker etc.

5 Problems faced while operating and

solution find by BEST for problem.

They faced problem like traffic,

population, increasing and

migration. And they find the

solution on it like introducing new

buses, increasing the round of buses

etc.

72


ARTICLES FROM NEWS PEPAR -

CCTV In Best Buses

Indian Express

Saturday 7th November 2009

After terror attacks on the city’s public transport system over the years—buses in the past

and trains more recently, the Brihanmumbai Electric Supply and Transport Undertaking

(BEST) has entered into a barter deal to install closed-circuit television cameras (CCTVs)

inside its 3,400 buses as part of a major security measure.

According to BEST General Manager Uttam Khobragade, this surveillance system—

three CCTVs in each bus—will capture every movement of the passengers. “The

surveillance system will help as a psychological deterrent for anti-social elements. Being

a very high-end system, with lots of wiring, it will take around six to eight months for all

buses to have the CCTVs,” said Khobragade.

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“M/s Aments has got the contract for 10 years. In lieu of the CCTVs, the company has

got the rights to advertise in BEST buses by putting up 2 LCD screens, which will also

air information about BEST buses and some recorded songs. Therefore it’s a win-win

situation for the Undertaking as we will get the much needed security measure in place

without investing a single rupee,” said Khobragade.

Starting this month-end, the CCTVs will be placed in three different corners of the bus,

while the two LCD screens will be installed behind the driver’s seat.

According to BEST’s Assistant General Manager (traffic operations) V Y Amdekar, the

security system has a black box—also found on aircraft—which will record all

movements throughout the day.

“The black box has a storage capacity of two days. Thereafter, the footage will be

automatically deleted. If needed, we can download a particular recording and keep it for

our record,” added Amdekar.

Best Makes A Smart Move

DNA

Saturday, August 26, 2006

In a bid to make transport services passenger friendly, the Brihanmumbai Electric Supply

and Transport (BEST) undertaking on Friday installed the smart card system, the PCO

system, CCTVs and drop boxes by Hutch is on Essar in its buses.

These systems were inaugurated by Chief Minister Vilasrao Deshmukh who travelled

in one of these buses from Mantralaya to NCPA and back. On board, he also gave a piece

of advice to the undertaking that they should work towards introducing these facilities

even on the Mumbai-Pune stretch (the route which is popular among Mumbaikars).

"There is constant terror threat, making BEST one of the most vulnerable spots. To

ensure safe and comfortable journey for over 45 lakh commuters, we have installed

74


CCTVs to monitor the activities of each and every passenger," said Uttam Khobragade,

general manager of BEST.

Smart card has been installed in 200 buses, and will be installed in the remaining 3,391

within the next three months. The buses will also be fitted with Global Positioning

System (GPS) for automatic identification of their location, and also for the purpose of

fare calculation. This card can be later used by commuters who travel by the railways too.

Talking about the functioning of the smart card, Khobragade said that the commuter has

to present the card to the validator, which will calculate the actual fare, and then

automatically debit the amount from the card. However, if passengers fail to present the

card at the time of exit the card will be debited for the full journey. Forty entries can be

registered at the validating machine in one minute.

Beneficiary of the Projects –

The projects is basically beneficiary to following –

(1) BEST Management

(2) Customer

(3) Transport Company

(4) Society

(5) Company who want to impalement the TQM.

(6) Student who want to learn about TQM.

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CONCLUSION

After the completed the project on TQM in BEST Buses, I have come in to the

conclusion that BEST management is not only vast but also complicated management.

Still it managed very well than any big organization.

However, sometimes they have to face some of problems like traffic problems, migration,

population problems. Due to this they sometimes not able to give quick and on time

services to their customer to overcome this hurdles they adopt total quality management

in their duly operation they introduces TQM in services TQM in personnel, TQM

technology, and also they introduced new facilities. They are continuous improving in

their services and come out with qualitative facilities for their customer.

After this all view at BEST management I have to say that “BEST is best.”

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BIBLIOGRAPHY

BOOKS –

(1) Implementation of Total Quality Management –

Rampal Gupta

Mumbai – By Survodhay Prakashan,

Year – March 25, 2008

(2) Tram to B.E.S.T. buses –

Suvarna Varma,

Mumbai – By Pragati Publication,

Year – Sep, 25, 2005

NEWS PAPER –

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(1) CCTV in BEST Buses –

Indian Express

7th Nov, 2009. (Page no. 4)

(2) Best Make a Smart Move –

DNA

26th Aug, 2006 (Page no. 5)

WEB SITE –

(1) www.bestundertaking.com

(2) www.yahoo.com

(3) www. google.com

(4) www. businesssolution.com

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http://www.yahoo.com/

http://www.bestundertaking.com/


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80

b.e.s.t.

Documents

total quality improvement

quality service

word quality

time quality

quality costs

total service quality

expense of quality

total quality leadership