Career Episode 1:
Project Name: Manufacture of Liner hanger Equipment – 272 sets
- ADCO is one of the premier customers of Weatherford. This project includes the complete production phases of the 272 liner hanger sets which comprises of assemblies like Hangers, Packers, Float Collar, Float shoe, Landing Collar, Cross Over , Wiper Plug & Drill pipe dart. I was instrumental in setting up the master plan for the project, ordering of the materials, coordinating different departments for the execution of this project. I completed the project within 4 months July 25th 2015 to November 25th
- The prime project objective was to manufacture some major items with part numbers for the liner hanger string which meets ADCO’s STD 03 and STD 01 standards. I selected the most efficient work centers after analyzing the machine allocations on the manufacturing work order routers of the components needed for this project.
- I selected best lathe machines, milling machines and assembly shop for the project execution. Their specifications were as follows:
|Lathe Machines||PUMA 300 -1,2,3,4,5
Mega Bore -1,2
|Assembly Shop||Assembly/Test bay-1 &2|
- I estimated total labor hours as 26,588 hours included the component machining hours and the final assembly and testing hours. I also evaluated manufacturing estimated hours based by summing up the labor hours needed for manufacturing each components routed through different machines for various machining operations.
- My role was to manage the entire project- from reviewing the contract, providing the delivery schedule, giving instruction to purchase department to order the necessary materials, co- coordinating with quality department to inspect these parts once received, instructing the planners to release workorders to production shop, coordinating with the production shop team on the manufacturing schedule and completion of equipment to meet ADCOs standards and specification at highest quality level.
- I divided the complete project in four phases. The first phase was Order commitment and providing delivery dates to customer- contract review stage, second was placing the purchase orders for the Raw materials and buyout items as per ADCO standards, the third one Receipt of Raw materials and buyout items and ensuring that they meet the customer specifications. Commencement of manufacture of the components based on the pre-determined manufacturing schedule was the fourth one and Assembly, testing and final shipment of the product was the fifth. The organizational chart showing my position is given below:
- My duties & responsibilities were as follows:
- Project Planning Lead for preparing a Master plan for the project.
- Analyzing manufacturing capability/capacity and the raw material needed and giving instruction to procurement team.
- Reporting the developments of the project to the General Manager & Material Manager
- Preparing a schedule of the project delivery and assigning the jobs based to concerned departments.
- Coordinating with the other departments such as the Production, Purchasing and Logistics and monitoring the entire execution of the project at execution level.
Personal Engineering Activity
- I summarized the available information and committed the delivery date to customer service department. I also planned for the resources needed and for necessary layout changes needed in manufacturing shop. I actively participated in all project activities. I timely educated and updated my subordinates about the failure and concern areas of defects. I reported to the management immediately whenever anything unforeseen happened.
- I prepared weekly progress report and presented it to the management. I also distributed and followed up daily work to Engineers & Technicians. I developed tools for identifying the capacity and for displaying the load on the resources. The tools and applications available in the JD Edwards ERP system were used to the maximum extent with high expertise. Spread sheets for daily production tracking and progress reports were used.
- I gave on the spot directions to my subordinates in consultation with my higher management and took corrective actions, depending on the nature and merit of problem. I analyzed current manufacturing capacity using the load report generated by the ERP system along with the lead time for the materials. Based on it, I prepared manufacturing schedule and resources needed to execute the projects were identified.
- I assured project delivery as per the delivery dates given to the customer based on the above analysis. I used capacity vs load report from ERP system, lead time date from suppliers for this. I carefully analyzed Bill of material (BOM) for each part to be assembled. I gave instructions to the Purchasing department to order the components and materials as per the engineering specifications and standards meeting ADCO requirements.
- I maintained strict confidentiality while providing the technical information to the suppliers. Once this exercise was done, after a week, I made sure that all the necessary purchase orders are made by conducting a meeting with the procurement group. I used Engineering Bill of materials, Engineering specifications and standards to prepare purchase orders to supplies with promised delivery dates.
- I received the raw material and buyout parts and got those inspected and moved to inventory in a safe and economic manner. I coordinated with the procurement and quality control departments on the receipt and clearance of the incoming materials. Weekly follow up meeting with the procurement team was done and information timely passed to quality department to arrange manpower and resources to perform the necessary action to clear the parts to start production.
- I inspected the parts received and moved them to ware house. I marked/stenciled with ‘ADCO’ for easy identification and for safe and effective material handling. New racks were made to store the materials specific to this project and fork lift operators were instructed and trained to pull the material in a most efficient manner. Once the parts were cleared from inspection, and then came the most important part of this project, the manufacturing phase: where my involvement was very crucial.
- The raw materials were cleared from inspection and moved to ware house. WOs were released for starting manufacturing of the necessary shortage components as per BOM. Manufacturing schedule was given to machine shop by analyzing the current capacity Vs load. I conducted daily follow up meetings with the production shop leads and me to make sure that nothing is missed out or not following the schedule to meet the committed dates.
- I actively participated in assembly and testing phase of the project. This was the final phase involving final assembly and testing, Third party inspection, packaging and shipment. I provided the schedule to assembly shop supervisor and followed up on the progress of work. I improved structuring the machine shop and assembly line for the easy flow in production. I designed a new lay out specific to this project. Machines were moved from the existing positions and kept in such a manner that it followed the sequence of operations of the product manufacturing phases.
- I identified and grouped the machines as per the similarity of operations and layout prepared as per the sequence of operations which would have minimum material movement and more emphasis to safety. I created a temporary Ware house location in the shop floor itself between the machine shop and assembly line for storing the components once manufactured. This reduced the time for moving in and out of parts to the original WH thus reducing the movement of parts and manpower.
- I completed the project as per schedule and owing to this project revenue to the company was 5.7 million dollars. I made some big savings to the company by reducing the set up time during production (Work orders were released in big batches to complete the maximum number of parts without altering the machine set ups):1,306 Man hours= 65,300$. The project for 272 sets of Liner Hanger equipment was completed ahead of the delivery date and was achieved by setting new milestones like 100% On time delivery and with 65,000$ additional savings to the company. The company was able to meet the customers’ urgent demand of having these tools in the field to ensure that they are ahead of their competitors in the market.
- This project provided me the opportunity to utilize my managerial skills with large amount of decision making required at many critical stages. On the whole the project taught me to meet the objectives in spite of many constraints. The project helped me to gain the following competencies.
- Application of theoretical knowledge in project management and production scheduling
- Efficient coordination, problem solving, teamwork and communication skills
- Managing the resources in the most effective and productive manner.
- Presentation skills
- Identify opportunities for improvement and savings to the organization
Career Episode 2: CDR Reference Reports for Mechanical Engineers
Project Name: 2 Development of Solution for Shop Scheduling and Capacity Planning in an Infinite Capacity/Low volume-high mix Manufacturing Environment
- My second career episode is based on the project ‘Development of Solution for Shop Scheduling and Capacity Planning in an Infinite Capacity/Low volume-high mix Manufacturing Environment’. The total project duration was 3 months from January 2015 to April 2015. My project customer was Planning Department, Weatherford Manufacturing.
- Managing production Capacity has been a perennial challenge that Manufacturing Industry is facing since its inception. As Capacity Management is a key determinant in an organization’s profitability and Success, how effectively an organization meets the capacity requirements compared to its competitors will be the decisive factor for its survival in the market. The Challenge is even more in low volume/high mix environment since the production lines cannot be rated in units/hour like in high volume/low mix environment where calculation of capacity is rather straight forward.
- I developed a solution with a set of tools that could act as a Decision Support system in a fluctuating Load v/s Capacity scenario, for both long term and short term, help planners & machine shop leads to plan and schedule work; ensure that there is clear visibility of the load on the work centers; and help to Identify the critical items and critical/bottleneck work centers.
- A typical Material Requirement Planning (MRP) system begins with a high level Aggregate Production Plan (APP). The high level plans include business, sales and operations, production and the Master Production Schedule (MPS) which can be described as a schedule plan. An important check and balance must be performed to see if the MPS is feasible before the MRP process is initiated.
- Weatherford Manufacturing Services, Abu Dhabi is currently one of the largest manufacturing units of Weatherford groups. Started functioning in year 2010 with 15 machining work centers and a single bay assembly unit, the machine shop has grown with 55 machines and and multi bay assembly unit by year 2014. The demand for monthly shipment has increased from 2 Mn $ to 10-12 Mn$ per month.
- I committed dates to customer and checked parts for their availability. I, then, released work orders to shop. I entered a customer order and committed a lead time purely based on the judgment based on planner experience. I exported the Bill of material (BOM) to excel sheet and manually analyzing the shortages. I checked for the parts availability in inventory and released Work orders (WO) to shop floor for machining. I took the lead of this project by forming a team of planners, data/system analyst and machine shop supervisors. The key objective was to move over to a more proactive system to manage the capacity and to schedule the jobs.
Personal Engineering Activity
- This always had the danger of over loading the machines by committing order without having clear picture of the load on the machines when multiple orders were committed as per the customer requirement from various customers around the globe. This method was more of a reactive type resulting in schedule breaks, additional expediting charges to supplier or paying over time, late deliveries to Customer etc. I recommended restructuring of the machine shop for grouping the machines under cells. Machine shop was divided into 9 different cells.
- I gave each machine a unique number like 66124-1P4001, 66124-1P4S01 and were put under cells. I set up routers with current machines and assigning labor hours for each All the work centers needed for the required operations are routed as per the sequence of operations and the required time in hours are given. I continuously reviewed all the part numbers set up in our ERP system and assured that the manufacturing engineers were modifying the routers with the correct machines.
- I actively participated in Data Extraction for generating load report. I exported Master sales order book from JD Edwards ERP system to excel format. I also extracted shortages to meet the orders by report generated by ERP system. I created work orders for making these shortages and took them out from the ERP system in excel format. The machining hours associated with each work center/cells was grouped together by using pivot tables and formulas in excel format.
- I developed the below logic in this process. The master sales order book had the part numbers of the items which need to be manufactured and shipped. These part numbers were searched in the work order open report for the work orders created for this particular part numbers. Once the work orders were identified the system checks for the associated work centers and the hours need for operations as per the work order routing.
- I checked all the parts in the order book with the same logic using macro programming formulas in excel work book. Finally the load on each work center will be tabulate and displayed on weekly intervals using pivot tables. I used my engineering and mathematical skills to calculate Capacity and Load representation in the report. I analyzed the load on weekly basis and actions taken to balance the load. I modified WO routing too. The same exercise was followed for the other WOs which were creating over load and then the load report was generated again.
- I conducted the same exercise for the other machines also on a weekly basis and reduced the bottle necks in the over loaded machines/cells. Over loaded cells were identified and load distribution done to under loaded cells. If off-loading is beyond the capacity /capability of other machines, then send the jobs to local machining vendors or overtime was used. I planned the shop activities, ie manpower requirement based on the load on the machines.
- I conducted weekly meetings with the production departments, outsourced department to make sure that everyone understood this analysis and actions were taken immediately to balance the load. This load report later evolved as a decision making tool for making management decisions like lead-time commitment to customer orders based on the capacity analysis, order expedition as per customer requests, resource requirements: Manpower, additional machines for future, outsourcing decisions, and preparing the maintenance schedule.
- I calculated a ratio that by dividing the time remaining until a job’s due date by the total shop time remaining for the job, which was defined as the setup, processing, move, and expected waiting times of all remaining operations, including the operation being scheduled. I obtained due date from the request date of the WOs and Total shop timing was calculated by adding up the machining hours required at different work centers and the queue hours and a buffer time also added to it.
- I decided queue times for each machine based on the average load on the machines for a particular period of time. I reviewed this along with the load review done on all weeks and queue hours were decided based on the load level on the machines. This information was passed to the data analyst and the queue hours were logically adjusted in the macro formulas. Similarly the critical ratios of all the WOs were calculated and these WOs were arranged according to the machines and work centers to which they belonged to.
- I released a sheet on a daily basis for all the cells where each cell leader was able to get separate sheets for his cells. This sheet was vital for the cell supervisor to understand the priority without checking with planning department which helped in taking decisions quickly and speeding up production. This provided a look ahead for the machine shop supervisors and helped machine shop to plan better on the upcoming jobs. In case of over load or under load on the machine, this sheet helped in deciding which work orders need to be done on urgent basis and which one can be delayed based on the priority. I developed and implemented new tools for the on-time completion of the work orders immediately reached 86% and then grew to 95% then consistently following the same.
- This project provided me the opportunity to
- Utilize my analytical and logical reasoning skills.
- Use my functional and engineering knowledge in the different processes in manufacturing
- Identify the bottlenecks and finding solutions to resolve the same.
- Opportunity to convert my concepts to reality and successfully changing the current practices with new ideas.
Career Episode 3: CDR Reference Reports for Mechanical Engineers
Project Name: Setting up a process for the Assembly of SWELLABLE PACKERS in Weatherford Abu Dhabi Manufacturing for ZADCO orders
- My third career episode is based on the project ‘Setting up a process for the Assembly of SWELLABLE PACKERS in Weatherford Abu Dhabi Manufacturing for ZADCO orders’. The total duration of the project was 4 months from November 2015 to March 2016. My project customer was ZADCO.
- The objective of this project is to setting up a process for the installation and assembly of the Swellable Packer at Weatherford manufacturing plant in Abu Dhabi, UAE. Weatherford was supplying these tools to ZADCO by procuring from external suppliers from USA.Since there occurred delays from the supplier and the customer demand was not getting met, there was a requirement of developing this product in our facility to meet the customer demand. More over the client was ready to sign a big contract if we can delivery this project successfully.
- I was the technical leader for this project and a team was formed with the below structure.
- I worked closely with engineering groups of other Weatherford plants, production plants who manufacture similar for figuring out a process for setting up the manufacturing in our facility. I led a team of engineers and production technicians to understand the exact customer requirements, product requirements, engineering.
- I worked closely with engineering groups of other Weatherford plants, production plants who manufacture similar for figuring out a process for setting up the manufacturing in our facility. I led a team of engineers and production technicians to understand the exact customer requirements, product requirements, engineering specifications, capability and capacity requirements. Also the current business environment was studied by analyzing the trends in the industry to make sure that we deliver in the most cost effective way in a quicker time with topmost quality.
Personal Engineering Activity
- With the help of the regional engineering group, design was released and I obtained the part numbers and specifications for components needed for building the assembly. I gave instructions to the procurement group for arranging the items needed as per the engineering bill of materials. Design and specifications were provided to the supplier and strict confidentiality was maintained in transfer of technical documents.
- I assured that all these documents were approved by the company before the transmittal to suppliers. All the components were sourced from the suppliers in USA and were cross checked by QC and Engineering to make sure everything complies with the engineering requirements. I closely reviewed the drawings and the technical sheets. Lot of analysis and research was done by myself and my team in understanding the various steps in the manufacturing .After thorough understanding of the design and analyzing our manufacturing capabilities were developed. All the latest trends in the below processes were thoroughly checked and the one which suited our capability to the maximum was implemented.
- Whenever there was a problem, then the whole team was involved in the technical discussions and the best solutions from the experts in the industry were taken into consideration. I was leading these with conference calls with engineering experts and by referring to industrial journals etc. Daily production feedback meetings were done and weekly progress was reported to the higher management. I participated in Mandrel preparation, Bonding agent application, Primer application, Extruder operation, Heat blanket curing, Finishing, and Installation of fold back ring.
- I identified equipments upon doing a capability analysis to set up the processes and were arranged. Existing Leblond manual late was moved from our Machine shop to the new location. Custom made machine was rented from one of Weatherford facility in USA. Heating blankets with temperature monitoring systems were purchased from the local and global suppliers. I was in continuous disscussion with the enineering and production team and finally took the best out of all designs to finalize the below layout.I was able to use my knowldege in interpretting engineering drawings and my process knowledge in designing this.Safety and minimized materil handling was given the first consideration in this design.
- I considered provision for enhancement of capacity during the layout design. Currently heating blankets are in use for the curing process. But for the future, space for the autoclaves was taken into account and is displayed in the layout. I purchased the mandrel from supplier in USA confirming to the engineering requirements. The mandrels were visually inspected before they were taken to production. I made sure that the fold back rings and end rings were installed on the mandrels as per the engineering drawing.
- The mandrel was loaded on the engine lathe .Withe the mandrel rotating on the lathe a 3M 38+ grit Belter sander was used to remove the rust /coatings completely and to create anchor profile for primer to wet. I recommended measuring the efflux time using Zahn cup. After conducting a series of trials and observations, I developed the below guidelines. Strict instructions were given to follow all safety procedures in handling and storing the coting chemicals. All measures were taken to avoid spillage of any liquid from the containers that will affect the environment.
- I gave proper protective equipment to the operators while handling this process. With reference to the material property of the elastomers and through engineering instructions, I obtained the parameters and prepared the procedure for the extrusion process. I placed the Mandrel/Pipe on the extruder bed. I ensured that the extruder Speed Dial is set zero. I turned on the Control Power to the Extruder. I set the extruder/applicator as and allow the extruder to warm to operating temperature.
- I made this decision for not investing on big autoclave equipment since we were in the development stages of this production. Later when the project was successful and when we received more customer orders, autoclave was ordered. After careful study of the curing process from technical documentation, I developed the procedure. Similar operation was done in Weatherford’s another unit in Calgary, Canada who manufactures another type of tools. With the help of the technical discussions with engineers in that plant, I was able to make the below process for the product manufactured here.
- I was able to get lot of non-engineering knowledge while finding out what was the best set up for this process. There was abundant information available from the operators who had hands-on experience in handling similar products and machines. I was able to use that information to combine with my technical knowledge and analytical skills for formulating the best process. I installed the fold back ring- end ring.
- Whenever there was bend on the fold back rings, I suggested to use our press machined to correct it and assemble it easily. This was a new idea and helped in saving time and avoiding rejection of parts. The jobs were assembled successfully and all dimensions were checked by the quality control department and were found acceptable. All the process parameters were monitored and documentation was reviewed.
- The jobs were now ready for the final testing by customer (ZADCO). I verified all the documentation done on the processes and making sure that all the necessary information regarding the dimensions and test report were ready and were complying with the design requirements. As the project lead, I had to signoff the final documentation packages before the product was shipped to the customer location for testing. Once the assembly was done, the jobs were moved to customer location for pressure testing and test was conducted successfully and the facility was qualified by ZADCO for the production of swellable packers.
- I was the management representative and focal point with customer during all follow ups from customer regarding the status updates and for any technical clarifications needed from the customer. Regular visits/audits from the customer were there during the manufacturing stages and we were able to give excellent feedback to all customer related concerns and queries throughout the project.
- I could set a new milestone in our plants growth. We were awarded by ZADCO with a long term project of 1000 assemblies in the coming month. This project provided me with a great opportunity to utilize my engineering knowledge. and thoroughly tested my manufacturing process knowledge. The project helped me gain the following competencies:
- Presenting my engineer skills.
- Thorough understanding of the process and the problems in product realization process.
- Preparing the Standard operating Procedure for a new process.
Summary Statement for CDR Reference Reports for Mechanical Engineers
|Competency Element||A brief summary of how you have applied the element||
Paragraph in the career episode(s) where the element is addressed
|PE1 KNOWLEDGE AND SKILL BASE|
|PE1.1 Comprehensive, theory-based understanding of the underpinning natural and physical sciences and the engineering fundamentals applicable to the engineering discipline||
Sound knowledge of mathematics to the level required for fluency in the techniques of analysis and synthesis that are relevant to the broad field of engineering, and to potentially related fields
Ability to work from first principles in tackling technically challenging problems
CE 1.8, CE1.10, CE1.12, CE1.14, CE2.9, CE2.11, CE2.11, CE2.13, CE3.9, CE3.11, CE3.12
CE 1.2, CE 1.3, CE 1.10
CE 2.6, CE 2.9, CE 2.14
CE3.7, CE3.11, CE3.12
|PE1.2 Conceptual understanding of the mathematics, numerical analysis, statistics and computer and information sciences which underpin the engineering discipline||
Awareness of current technical and professional practice, critical issues, and the current state of developments in the major technical areas that
constitute the discipline
Advanced knowledge in at least one area within the discipline, to a level that engages with current developments in that area
CE 2.13, CE3.12,
CE1.7, CE1.11, CE2.9, CE2.12-CE2.13, CE3.15,CE3.18
|PE1.3 In-depth understanding of specialist bodies of knowledge within the engineering discipline||
I carried out proper planning and deep researching of relevant topics to make the projects successful
I conducted many tests necessary for resolving the project issues.
CE1.5, CE2.6CE3.5, CE3.17CE1.11,
CE1.12, CE2.10, CE2.12, CE2.14, CE3.9, CE3.11
PE1.4 Discernment of knowledge development and research directions within the engineering discipline
I always visit library and use internet to update my knowledge regarding the ongoing trends and developments in my profession.
I exchanged ideas with suppliers and colleagues and did background research to accumulate precise knowledge.
CE1.6, CE2.7, CE3.17
CE1.5, CE1.8, CE2.8, CE3.8
|PE1.5 Knowledge of contextual factors impacting the engineering discipline||
I can understand the impact of the engineering systems to the society and the environment.
|PE1.6 Understanding of the scope, principles, norms, accountabilities and bounds of contemporary engineering practice in the specific discipline||
I followed principles of project management like planning, design, etc. to achieve project objectives.
CE 1.7, CE1.8, CE2.10, CE 3.8, CE3.10
|PE2 ENGINEERING APPLICATION ABILITY|
|PE2.1 Application of established engineering methods to complex engineering problem solving||
I researched and investigated complex issues and found practical solutions.
I conducted tests to ensure the quality of the project.
CE1.7, CE1.9, CE2.8, CE2.9, CE2.12, CE2.13, CE3.7, CE3.7, CE3.9, CE3.10
CE1.11, CE1.12, CE2.10, CE2.12, CE2.14, CE3.9, CE3.11
|PE2.2 Fluent application of engineering techniques, tools and resources||
I proved my understanding of the criticality of Quality in all my projects
I have demonstrated proficiency in using computational resources and software tools.
I carried out numerical calculations for the project issues.
CE1.7, CE 1.8, CE2.10, CE 3.11
CE1.7, CE1.11, CE2.9, CE2.12, CE3.5, CE3.9
CE1.10, CE1.11, CE1.12, CE2.11, CE2.13, CE3.10, CE3.12
|PE2.3 Application of systematic engineering synthesis and design processes||
Ability to implement new technology and methodology in order to overcome obstacles.
Awareness of current tools for analysis, simulation, visualization, synthesis and design, particularly
computer-based tools and packages, and competence in the use of a representative selection of these
CE 1.7, CE 1.10, CE 1.12, CE 1.13, CE 2.8, CE 2.15, CE 3.10, CE 3.11, CE 3.12
CE 1.7, CE 1.8, CE 1.10,
CE 2.3, CE 2.4, CE 2.7, CE 2.8, CE 3.4, CE 3.6, CE 3.7
|PE2.4 Application of systematic approaches to the conduct and management of engineering projects||
I primarily aimed at achieving project goals and maintaining the project progress.
CE1.15, CE2.8, CE2.12, CE3.8, CE3.12
|PE3 PROFESSIONAL AND PERSONAL ATTRIBUTES|
PE3.1 Ethical conduct and professional accountability
I complied with all professionally approved regulations and risk management processes for my projects.
CE 1.5, CE 1.7, CE 2.11, CE 2.16, CE 3.3, CE 3.4, CE 3.6
PE3.2 Effective oral and written communication in professional and lay domains
I am proficient in the oral and written English language.
I always communicated and coordinated with my team members and supervisors over the project matters.
CE 1.10,CE2.9, CE3.7,CE1.13, CE1.15, CE2.8, CE3.6, CE3.8
CE 1.3, CE 1.8, CE 1.15, CE 2.7, CE 2.8, CE 2.17, CE 2.18, CE 3.5, CE 3.7, CE 3.10, CE 3.11
|PE3.3 Creative innovative and proactive demeanor||
I am creative and able to apply alternative concepts in my work on projects.
I often seek out knowledge of advances and new technological developments in my profession.
CE 1.4, CE 1.10, CE 1.12, CE 2.24, CE 2.10, CE 2.15, CE 3.6, CE 3.7, CE 3.10
CE 1.1 CE 1.4, CE 1.8, CE 2.2, CE 2.17, CE 3.3, CE 3.5
|PE3.4 Professional use and management of information||
I am capable of gathering, assessing and utilizing information and data critical to the success of the project objectives.
I documented project reports and updates on regular basis.
CE 1.9, CE 2.9, 2.15, CE 3.7
CE1.5, CE1.10, CE2.6, CE2.9, CE3.5, CE3.7, CE3.10
|PE3.5 Orderly management of self, and professional conduct||
I have always managed my own and team’s time to finish my project objectives.
CE 1.1, CE 1.6, CE 1.7, CE 1.12, CE 2.2, CE 2.4, CE 2.17, CE 3.3, CE 3.5, CE 3.6, CE 3.15
|PE3.6 Effective team membership and team leadership||
I understand the fundamentals of team dynamics and communicate with my management and other team members.
CE 1.4, CE 1.6, CE 1.17, CE 2.11, CE 2.16, CE 3.3, CE 3.18, CE 3.3.
Continuing Professional Development (CPD) for CDR Reference Reports for Mechanical Engineers
I successfully completed Lead Auditor certification in Quality Management System as per ISO 9001: 2008 under IRCA certified training center. I got Internal auditor certification as per ISO 9001-2000, ISO 9000-2000, ISO 9004-200 and ISO 19011-2002 standards. I also have American Society of Non-destructive testing(ASNT) level -II certification in Magnetic particle inspection( MPI), Liquid penetrant insection( LPI) and ultrasonic Testing (UT).
I successfully completed Lean Six sigma green belt training. I am well familiar with practice of 5S Methodologies in shop floor.
I am qualified in the Graduate Aptitude Test in Engineering (GATE) and a Member of American Production and inventory control Society (APICS). I am currently preparing for APICS- Certified Supply Chain Professional (CSCP) certification. I am also qualified in First aid training course conducted by Falck Abudhabi. I have learnt “Microsoft Project” and successfully Completed Supervisory training program conducted as a part of professional development at Weatherford Abudhabi.
I also completed Risk Management training program conducted as a part of professional development at Weatherford Abudhabi, training on Health ,Safety and environment conducted by Weatherford global training management. I attended various seminars, discussions and presentations of Material Requirement Planning( MRP) as a part of the on the job training.
I am an active participant in the occupational health and safety campaigns in the organizations worked. I possess good knowledge gained during the carrier in oil and gas industry in American Petroleum Institutes (API) Specifications like , API 7, API 7-1, API 5CT, API 14 D and API Q1