2. "What is important is that I have created an organization which has got a unique
work culture and organizational values." - E. Sreedharan
Nandan Naik (36460)
Umesh Kalekar (36447)
Chandan Naryani (36449)
Anand Rajak (36446)
From Idea to Implementation!
Sarang Shah 36469)
Sameer Kudhale (36467)
Nilesh Deo (36461)
Garvit Bohora (36454)
Ajit Sankpal (36444 Manish Arora (36458)
3. The need for a reliable public transportation was felt in Delhi for a
long time.
A comprehensive traffic and transportation study completed in 1990
highlighted the urgent need for a rail-based transit system comprising
a network of underground elevated and surface corridors to meet the
traffic demand projected for 2021.
To make this dream a reality , the Delhi Metro Rail Corporation
Limited (DMRC) was registered on 3rd May 1995 and it is solely
responsible for the construction and operation.
4. Population of over 1 million.
More registered vehicles than Mumbai,
Kolkata & Chennai put together.
Automobiles contributing to more than
two – thirds of the total atmospheric
pollution.
High rate of road accidents.
More than 35 studies recommended
Mass Rapid Transit System.
Increasing Population (17 Million)
Growing size of cities
Heterogeneous mix of Vehicle
s buses, Cars, Scooters
Road Accidents Traffic Jams
More Pollution
5. A study was conducted by the Central Road Research Institute in 1957 followed by
35 more studies conducted by MRTS (Massive Road Transportation System).
In 1989 GNICTD with support from GOI conducted a feasibility study for
developing MRTS for Delhi the study was undertaken by RITES and they
recommended 3 component transit system comprising of rail corridors at ground
and elevated level , metro corridors and dedicated buswau totalling 198 kms .
In 90’s GOI gave go ahead for Metro project and formation of DMRC came into
picture.
To start Delhi metro project GOI and GNCTD set up a 50-50 joint venture. Phase
1 target is set to complete by 2005.
Phase I included 3 lines :
1: Shahadara to Tis hazari
2: Vishwa vidhyalay to Central Secretarit
3: Barakhamba to Dwarka
Phase I was constructed, 58% government land and 39% was private agricultural
land and 3% was private urban land.
Mr. Sreedharan was appointed in 1997 as a head of DHRC (Retired in 1990).
Mr. Sreedharan was the brain behind executing metro project on time within the
given budget.
He choose right people for the right job and implemented lean techniques.
This is how Delhi Metro Journey began
6. CHALLENGES RESOLUTIONS
Lack of skilled manpower Training given to specific personnel to over come
operational and maintenance deficiencies at Hong
Kong mass transit railway corporation. Later they
will train other employees. Thus reducing costs
and building in house expertise.
Land and property acquisition issues In 2002 Delhi metros railway operation and
maintenance act was enacted which bared the
lower courts from issuing stay orders. Team of
lawyers were nominated to quickly resolve the
issues.( Single window)
Dispute over Standard gauge or Broad gauge Under this DMRC had to bow in front of GOI and
adopt broad gauge network as the entire Indian
railway system follows the broad gauge railway
system.
Traffic Control In order to over come the traffic problems in line
1 and Line 2 as most of the project was covering
the busy areas , DMRC surveyed the area before
the work was started and constructed new roads
or expanded the existing roads in order to over
come the issues of traffic problem.
7. CHALLENGES RESOLUTIONS
Corruption and political interference. To over come this problem , it asked GOI to
grant DMRC autonomous body who will take
there decision on there own whether whom
the contract is to be given and whom not
Managing Utilities Proactively managed the water and
electricity problems.
DMRC paid Delhi Transco Rs 4.80/Unit
Employed 45 persons every KM of track,
(In contrast) Kolkata Metro had 3 times
more manpower per KM
There was a loss of time due to delayed start Use of modern technologies like pre-casted
concretes , ballast-less tracks , which help to
minimize cost , maintenance and saved time
8. CHALLENGES RESOLUTIONS
Safety of building while constructing the
tunnel
DMRC done a pre survey of buildings which
were in the line of tunnel and almost of the
where old and there foundations had
become weak and some of them had
shallow bottom so DMRC first strengthened
them and then began the construction of
tunnels this was seen mainly in line 2 and
line 3 construction .
9. PROJECT MANAGER ROLE AND STAND
Role:
• Motivating Teams
• Imbibing trust in team
• Quick problem solving ability.
• Project communication.
• Information Disseminator.
• Spokesperson.
• Resource allocator.
• Negotiator.
• Weekly reviews and targets.
Stand:
• Firm stand and confidence shown by Mr. Shreedharan to
complete the project in time, even though the project started
3 years late.
• Opted for Lean structure (having only project organization,
operation and maintenance).
• Implemented Individual accountability.
• Courage to stand and take Fast decisions.
• Corruption free Process.
• Autonomy in decision making.
• ‘We mean business’ attitudes.
• Punctuality and Professional Competence.
• Ethical behavior.
10. 1. Completed project prior to schedule and estimated saving of INR 6-7 billion .
2. DMRC per km cost(US$32-53) less as compared to Bangkok Metro(US$ 56-80)
3. ‘We mean business’ attitudes – Politeness and Perfection.
4. DMRC had gained lot of technological expertise – Tomorrow’s Technology.
5. Efficient Manpower managemet( 45 workers/KM).
6. 2 Million man hours/ Day is saved due to this project
7. Line 2 (Viswa Vidyalaya – Kashmere Gate) was completed within budget and 9 months
ahead of time.
8. Corruption free Contract Awarding System & Procurement Process.
9. Autonomy in decision making.
10. Advance planning in utility diversion, minimizing public inconvenience.
11. DMRC successfully managed various stakeholders in the project.
12. Reduced pollution level and traffic congestion.
13. Fuel worth 5 billion/yr saved and CO2 emission
11. "Everyone who has travelled by Delhi Metro wants
one in his/her city. Today there is a national
resurgence in public interest in urban public
transport”
–Dr. Manmohan Singh, Prime Minister in 2006
