cdr joseph thomas
TRANSCRIPT
From, 1st March 2011
Joseph Thomas Verghis,
1/11 Gipps Street,
Wollongong, NSW 2500
Ph: 0411 646 085
Email: [email protected]
To,
Overseas Qualification Assessment,
Education & Assessment,
Engineers Australia
11 National Circuits
Barton ACT 2600
Australia.
Subject: Application for the assessment of the Bachelor of Engineering Degree in
Industrial & Production Engineering.
Dear Sir/Madam,
I, Joseph Thomas Verghis completed my Bachelor of Engineering degree in
Industrial & Production Engineering from Malnad College of Engineering (MCE) –
Hassan, affiliated to The University of Mysore, India, in January 1992. Worked in
related field up until 2008, and then came to Australia to pursue my Master in Science
(Logistics) and MBA from University of Wollongong, Australia, both of which I
began in March 2009 and completed in November 2010.
I now would request you to assess my Bachelors degree in Industrial & Production
Engineering through your institution for the purpose of migration and in this regard
sending you the following documents as per your requirements.
Completed application form
CDR Cover page with full name, passport style photo and signed declaration.
Continuing professional development(CPD)
Curriculum Vitae
Certified true copies of all academic certificates and transcripts.
Certified true copy of Master of Logistics ( University of Wollongong)
Certified true copy of Master of Business Administration ( University of
Wollongong)
Certified true copies of passport
I hope the above information and documentation will suffice to do the needful,
and in case you need any further clarifications, please do not hesitate contact me
on my mobile no. 0411 646 085 or mail me at [email protected]
Looking forward to your positive and early response.
Thanks & Regards
Joseph Thomas
CONTINUING PROFESSIONAL DEVELOPMENT
I obtained my undergraduate degree in Industrial & Production Engineering in 1992
from the Malnad College of Engineering – Hassan, University of Mysore, India. The
Project work undertaken, which was part of my course was on “Value Engineering”
We did this project with one of India‟s premier motor manufacturer – Kirloskar Motors.
Our task was to essentially enhance the value of one of their best selling induction
motors, by either decreasing the cost of manufacture or keeping the cost at its present
price and enhancing its features, thereby increasing the value of the product. This was
achieved by basically stripping the motor of its parts, and identifying each and every
part for its primary and secondary functions, the material used and the ease and cost of
its manufacture and whether or not it could be standardized, basically an exercise of
where the costs lie, and ways to replace or reduce it. This project work was successful
and its recommendations were being considered to be implemented with some fine
tuning.
After graduation, I took up a job as a Sales Engineer in a company by the name
Schenck Avery Pv t Ltd., a technical and commercial collaboration between Carl
Schenck AG, Darmstadt and Avery India Ltd., India. Their main products were Dynamic
Balancing Machines, Vibration Monitoring Systems and Dynamometers. As a Sales
Engineer, I was responsible for the Sales & Service of my region, which included,
presentation of my company and its products to potential buyers, presentation of its
operation and its benefits, commercial and technical discussions, closing sales and post
sales activities. For the 4 ½ years I worked here, I met all my quarterly and yearly
targets.
From an exposure of the commercial aspects of business, I was curious and keen to
learn how products were manufactured and the activities therein, this led me to switch
my career to Production & Operations and put to use the knowledge I gained in college.
I joined the Apparel Manufacturing and Exporting Industry, with a focus on Production
as the Asst. Production Manager of an apparel manufacturer. During my tenure in this
role I was exposed to all aspects and activities of Production and Industrial Engineering
such as Lean Management, Increasing Efficiencies, Production Planning and Control,
Inventory Management, Preparing Bill of Materials and Procurement, Scheduling Man
and Materials for different activities, Preventive and Breakdown maintenance of
machines meeting delivery deadlines and quality control.
After several months in this role, I was given the additional responsibility of managing
the entire factory which included Administration, HR, Compliance, Payroll, and Profit
Centre Head. It was at this stage that I was introduced to the practical world of my
studies i.e. Improving Productivity and Efficiency, with a view of cutting down
operational expenses.
I have during my working experience, also initiated, designed, coordinated the
execution of a 300 machine apparel making facility with a in house laundry and
embroidery that could turn out a million pieces annually.
Also, was part of a team that started a buying office with a marketing collaboration with
a firm in the USA. This office which I was heading was responsible for business
development and execution of the orders through various associated manufacturing
facilities in the area.
As I was advancing in my career, I felt the need to further strengthen my knowledge in
by combining elements of technical and management studies and this led me to take up
a Masters in Logistics and a Masters in Business Administration.
I am now looking for employment in the field of Strategic Planning, Change
Management, Productivity Improvement and Efficiency enhancement especially in the
manufacturing or Process Industries.
DECLARATION
„All statements of fact in this report are true and correct and I have made claims of
acquired competencies in good faith. The report is all my own work and is a true
representation of my personal competence in written English. I confirm that I understand
that members of the engineering team in Australia are required to display a commitment
to exercising professional and ethical responsibility in all aspects of their work. I also
understand that documentation submitted in support of my application may be referred
to the Department of Immigration and Citizenship (DIAC) for integrity checking.‟
Printed Name: Joseph Thomas Verghis
Signature:
Date:
COMPETENCY DEMONSTRATION REPORT
CAREER EPISODE 1
CE 1.1 INTRODUCTION
Chronology: Feb 1991 – July 1991
Name of Company: Kirloskar Motors Pvt. Ltd.,
Location: Bangalore, Karnataka, India
Nature of Project: Enhancing the Value of a 280KW LD 280 Induction Motor by Value
Engineering Techniques.
Title: Final Year Engineering Student
This project work was part of my Engineering degree course and it was essential to
undertake this project to graduate. One of the many important aspects of Industrial &
Production Engineering was to improve efficiency and productivity of products or
process such that it could value to the product and for the organization.
C.E. 1.2 BACKGROUND
Being an integral part of the course and essential for award of the degree, it was
imperative that all students do a project work. Taking this opportunity to get an insight of
the commercial world and manufacturing activity coupled with an aim to implement what
we had studied in theory and experience the outcome of our work.
C.E. 1.2.1 Objective of this Project
The objective of this project was to enhance the value of the selected product – a 280
KW induction motor, by either keeping the cost at the same level or increasing the
features of this product, or by reducing the cost of its manufacture, thereby enhancing
the value of the product.
C.E. 1.2.2 Hierarchy of the Project Team
C.E.1.2.3 My Duties in the Project
Take a complete Bill of Materials for the Motor
Segregate each and every component into that which are outsourced and that
which is made in house
Note down the prices of the bought out items and estimate the prices of the
components that are made in house.
Observe and map the process of all the components made in house
Observe and map the process of the final assembly.
Work study and Time study each and every activity
Tabulate and document all findings – cost, time, and process in its existing
method of manufacture
C.E.1.3 PERSONAL ENGINEERING ACTIVITY
First and foremost I am very indebted to my Guide and Professor, Mr. Mohan Babu to
have got me this opportunity to work with India‟s leading Motor Manufacture – Kirloskar
Motors. I was clearly briefed by my guide on the aim and objective of this project, the
Professor & Guide
Mr. Mohan Babu
Value Engineering
Manager
I.E. Department
Mr. Ganesh Bhatt
Team Member
Joseph Thomas
(Myself)
methodology to be followed, the tools and techniques to be used, and when where and
how to use them. I was also given the utmost cooperation by the Value Engineering
Manager, Mr. Ganesh Bhatt and his staff on this exercise, and they were delighted and
welcomed the idea as this exercise, which they felt was important and useful, but were
rarely done as it did not find time in their busy day to day schedules. This whole
experience was of immense value to me, as it not only gave me the opportunity to see
and feel my theoretical studies being put to practical use, but it taught me the
importance of personal interaction, team work, presentation of my work, and a general
picture how industries run.
C.E. 1.3.1 The first couple of days I was oriented by the staff of the company as to the
various aspects of their products, process, personnel‟s, departments, design shop, shop
floor, stores and inventory and the finance / accounts department. All these
departments and functions played an integral part for the success of the project. The
staff at Kirloskar along with me narrowed down to one particular product, their best
selling 280 KW induction motor. Since an exercise of this nature was never performed
on existing products, everybody was curious and keen to know the outcome, and if
tangible and implementable, wanted to apply the same to every product of theirs.
C.E.1.3.2 In the first stage, I carefully studied the Motor, its functions, its expectations,
its performance with reference to the standards set, its reliability, serviceability, the cost
of manufacture and its selling price. The next step was to take the complete bill of
materials for this product and even the consumables that is used to finish and ready the
product for delivery.
C.E. 1.3.3 My next task was to identify the primary and secondary function of each and
every component that went into making this motor, by asking myself straight forward
questions as what is its primary role / function, and if it serves any other purpose what
was its secondary role. This exercise gave an in-depth technical and functional
knowledge for the true purpose of every component that led me into the next step of
brainstorming along with the design, sourcing and production departments as to
whether or not certain components is actually required to be there, can it be replaced
with substitute materials (cheaper or dearer) either to enhance the functionality or
reliability or reduce cost. These findings were tabulated as follows:-
Main
Assembly
------------------
Sub
Components
-------------------
Primary
Function
------------------
Secondary
Function
------------------
Cost
------------------
Remarks
-------------------
This exercise was performed on both, bought out items, and in house items. A similar
exercise was performed on the processing activities of those components that were
made in house, and an estimated cost of manufacture of bought out items. A separate
study was conducted on all bought out items, as to see the feasibility of doing the same
in house, given the existing resources and discussions with suppliers as to what would
be the cost of outsourcing components that were made in house. Components that
were not critical enough to be made in house and was cheaper to outsource was
marked and compared.
C.E. 1.3.4 The next step was to study the work flow and the map the process of how the
components arrive to the final assembly stage, how they were assembled, doing a
thorough work, method and time study of each and every activity. This meant that the
present methods of each activity and was observed and noted down and the time taken
from start to finish that activity was recorded by use of stop clocks. Here again a
meeting of all concerned people was convened and a brainstorming session held as to
whether or not the current methods adopted could be improved not only in terms of
time, but also ease and ergonomics that could reduce strain on the worker. Discussions
were held whether certain process could be eliminated totally, or coupled with another
by the same worker, or whether certain tools, fixtures or aids could be applied to ease
and speed up the operation and the study was recorded as follows :-
Activity
----------------
Functionality
----------------
Method
Adopted
---------------
No. of
workers
involved
---------------
Tools /
Aids
Utilized
---------------
Time
Taken
---------------
Remarks
---------------
C.E.1.3.5 With all these data‟s in hand, a meeting was held amongst all members of the
team, mine and that of the factory‟s and a brainstorming session was held on every
component of the product stage and on every process at the assembly stage. Several
ideas were thrown in to mark an improvement, and every idea, however good or
unpractical it may have seemed, was recorded. Once the brainstorming session was
exhausted with ideas, every idea was considered and segregated into feasible or
practical vs. not feasible or practical. This narrowing down stage, was to zero down to
the best few ideas that suited every component or process activity that was practical
and feasible given the available resources.
C.E.1.3.6 These ideas were then put to a hypothesis testing to see its practicality of
implementation, the cost involved, and the savings derived from the replacement of
existing components and methods. The best idea was then decided upon taking into
account the ease of change, the cost saving, the availability of substitute product, the
design, its overall functionality in reference to the desired standards.
C.E.1.3.7 Findings & Recommendations
Too many fasteners, nuts and bolts of various sizes – We proposed the standardization
of all nuts and bolts, which was design friendly and made no difference to the
performance of the motor. This simple act, saved a lot of time in assembly and ease of
maintenance on site, and more importantly eased the inventory and brought down the
cost tremendously. The next important proposal was to shave off the wall thickness of
the casing which reduced the weight of the motor by around 7%, easing the handling
and onsite maintenance and reducing the material cost. Overall our study and the
recommendations we proposed brought down the cost of this motor by 12%, with no
extra investment.
C.E.1.4 SUMMARY
The overall objective of my course in Industrial & Production Engineering is to
constantly find ways of improving the way things are done, thereby reducing the cost of
the product or service, or by increasing its features or functions, thereby enhancing its
value. This project work was my first peep into the real world of business and an
opportunity to see and experience how theoretical knowledge can be transformed into
practicality and experience its outcome.
This project gave me a real life experience of my Engineering studies and set the tone
for my future endeavors in the job market. It taught me the step by step method on how
to conduct a Value Engineering study, and the use of tools and techniques to be
applied. It taught me the importance of team work, developed my interpersonal skills,
showed me the importance of brainstorming sessions and the outcome from it, and
gave me the confidence to make a difference. The detailed study of the motor, gave me
the technical knowledge on the products.
COMPETENCY DEMONSTRATION REPORT
CAREER EPISODE 2
CE 2.1 INTRODUCTION
Chronology: Jan 1999 – May 2003
Name of Company: Hope & Glory Ltd.,
Location: Mumbai, Maharashtra, India
Nature of Project: Greenfield Project: Setting up a 300 machine apparel manufacturing
Facility for one of my Suppliers
Title: Branch Manager
Hope & Glory is a buying house, for popular US brand Tommy Hilfiger, Guess, Limited
and UK brand Pepe. This company‟s role was mainly to facilitate in the procurement of
various merchandise, especially apparels, for these brands. This meant that once the
design was received from these brands, this company‟s role was to source suppliers,
merchandising, control quality, production planning and control reporting and logistic
activities.
I was in charge of all the suppliers in the southern region of India for execution of
sample and production orders placed on them. Responsibility also included Quality
control, Production planning and follow-up, Development of the line for every season,
Compliance, Shipping
C.E.2.2 BACKGROUND
One of our most resourceful suppliers was keen to expand, and we encouraged this as
we needed more capacities as business grew. This required a brand new manufacturing
facility complying with all SA8000 standards and other government regulations like
OH&S. The Director of this company along with the General Manager of my company,
taking into account my experience in Production and Plant Layout and my knowledge
on Lean Management, assigned this task to me.
C.E.2.2.1 Objective of this Project
To design, build and put into operation a 300 machine facility that meets all Compliance,
Buyer‟s and Government‟s standards and regulations, with an inbuilt laundry and
embroidery unit To design the layout and work flow of Man, Machine and Materials in a
manner that gives the maximum efficiency with the available resources.
C.E.2.2.2 Hierarchy of the team
C.E.2.2.3 My Duties in the Project
Design the complete layout of the Factory
Map out the responsibility and Accountability of all concerned and delegate the
job, and get regular feedback on the progress.
Coordinate with the Architect and his team
Invite Tenders for Machine Supplies
Negotiate Technical & Commercial details with all Suppliers
Managing
Director
Executive
Director
Project In
charge
(Myself)
HR Manager Other
Suppliers
Architect Machine
Supplier
Interior
designer
Building
Contractor
Electrical
&
Plumbing
Contractor
Draw Timelines, set deadlines and follow-up
Coordinate with HR for Recruitment of Staff and Workers
Supervise for quality, quantity, adherence to design specifications and time.
C.E.2.3 Personal Engineering Activity
I was very fortunate to have been assigned this great opportunity, as it enabled me to
put into live action all my theoretical studies and the experience I gained from my work
experience as a Production and Factory Manager. I was also honored to have been
given a free hand and the trust bestowed on me for this approximately 2 million dollar
project which was a serious amount of money in the year 2000. The project was a
Greenfield project wherein this project had to start from a barren land of approximately
2000 sq. meters. The target for this factory was to make approximately a million pieces
annually. The various departments required for the production were as follows:-
The Raw material stores – Fabric, Trims, and accessories.
Cutting Department – Where the fabric is cut and numbered and prepared for
sewing
The sewing department
The Finishing department – Trimming, Quality checking, Ironing, Packing &
Carton Boxing
The Embroidery unit – Two 12 head automatic embroidery machines and a 4
head machines for samples
The Laundry – Three 50 kg washing machines and dryer and a 10 kg machine
and dryer for samples.
Sampling Department, Showrooms, Office, Meeting Rooms, Reception, Electrical
& Machine maintenance room & Generator Room.
Dining Area, First Aid room & Crèche
C.E.2.3.1 My first step was to survey the land for its dimensions, and then draw out the
initial plan of the departments and machine layout. This was done taking into account
the number of sewing machines required to meet the target number of pieces,
supplementary machines, its placement in an assembly line system, taking into account
the dimension of the machine, no. of machines and work stations required in a line to
make products like men‟s and women‟s tops and bottoms, the space between them,
aisle space, the design of material handling aids to move the WIP (Work in progress)
from one station to the next. I designed the layout in a manner that there was a smooth
flow and shortest route from raw material stage to finished products. Every department
and the machines and Man in them were designed to produce approximately 3500-4000
pieces a day depending on the style and complexity.
C.E.2.3.2 The next step was to take this drawing and discuss with the Architect and his
team as to how to build the structure around this layout. Given the size of the land, and
how much of it could be utilized giving room for driveway, fire escapes, and frontage.
After various discussions, permutations and combinations we froze on the design as
follows:-
The structure would be a 4 storey building each floor measuring 1200 sq. meters
totaling up to 4800 sq.meters.
The Ground floor consisted of the Office, Meeting Rooms, Reception, and
Showroom (2) (one for apparels and one for fabric swatches). It also housed the
laundry, the embroidery unit, a 30 machine sampling unit, Raw material store, a
dining area for staff and the Generator Room.
The first floor was the Finishing area – Trimming, Checking, Ironing, Quality
Inspections area, Packing, Carton Box Area and area for storage of ready to ship
cartons. This floor also housed the Cutting section area and one sewing line of
56 work stations of which 42 were sewing machines.
The second floor consisted of six sewing assembly lines – 4 with 42 work
stations and 2 with 56 work stations.
The third floor was mainly a dining area for the workers with provision for having
a Canteen, and resting area.
The final drawings were drawn and firmed and submitted for budget and plan approval
to the M.D. and Government authorities.
On getting the approval, my next step was to draw timelines, for all activities and
phases that went into building the structure and supervise and follow up to see things
went according to plan. The deadline for this project was 15 months.
C.E.2.3.3 The next step was to list down all that had to be done and bought in executing
the project namely
Re-search on machine suppliers and inviting quotes and technical details from
them.
The same exercise on items such as furniture, lighting fixtures, tools and working
aids.
Coordination with the HR department on the no. of workers and staff required,
and setting standards for their qualifications.
All these activities were listed down in an Activity chart, and the lead times for its
execution noted down. With these dates in hand, we planned backwards to see what
activity needed to be taken up first, what needed to wait till the previous was completed,
what could be done independently which wouldn‟t affect other activities. These were all
put onto a PERT chart and the CPM decided. The aim was to see to that all came
together by the end of 15 months. We also had to take care to see that purchased items
did not come in too early for lack of storage and financial implications, neither did it
come too late which would delay the project and end up with cost overruns.
C.E. 2.3.4 The next phase was to go through all the quotations we received from
suppliers (3 suppliers minimum for every item) to see if they met technical, cost and
delivery standards. Technical and commercial discussions were held and negotiations
on price and features were made. Once I froze on these, P.O. were raised for all items
required and delivery schedules recorded for follow up. In addition to that I had to
calculate the energy requirements for the complete factory which included machines,
lights and other power points so as to discuss with the electrical contractors as to the
power required and the size of the generator to be purchased. I had arranged for a bi-
weekly meeting of all concerned at the site for any additions or alterations that had to be
made in terms of layout, lighting and all other aspects for finishing the building.
Discussions were held with the interior designer for design of showrooms and the office
area.
In the meantime hiring of workers and staff had to begin such that I could fill up the
factory with the right people so as to fill up the vacancies and be ready to start the
operation in the 16th month, after completion and testing of the structure and the
electrical circuits and machines.
On completing of the building and before the machines or furniture arrived, I marked the
placement of every machine, furniture and work aids, and aisles to make it easy for the
machine suppliers to erect and place their machines. While this was going on, I was
following all the compliance, government and OH&S standards for fire extinguishers and
exits, outfits that certain workers needed for certain operations, drinking water facilities,
toilet facilities, resting and first aid areas.
C.E. 2.4 SUMMARY
The project was finished right on time, 15 months as estimated and planned. The
factory was certified by all Government bodies and the buyers compliance teams. The
workers and staff were all hired and ready to start, the raw materials for the orders
planned in this facility had arrived, and with a week of trial runs, the facility was ready to
execute the orders placed on them.
This was truly a wonderful and fulfilling experience for me as it taught me all the
essence of a project work, multi-tasking, negotiating, planning and control, interpersonal
relationships. This project furthered my knowledge on many technical aspects like civil,
electrical, plumbing and mechanical.
COMPETENCY DEMONSTRATION REPORT
CAREER EPISODE 3
CE 3.1 INTRODUCTION
Chronology: September 2006 – September 2008
Name of Company: Bachi Shoes (India) Pvt. Ltd.,
Location: Ranipet, Tamilnadu, India.
Nature of Project: Certification of the company for ISO 9000, SA 80000, Enhancing
Productivity and Efficiency
Title: Consultant
C.E.3.2 BACKGROUND
Bachi shoes is one of India‟s more popular children shoe manufacturer exporting their
merchandise to popular European brands like Ecco, Start rite and Stones & Bones. This
company started off as a shoe upper manufacturer and then diversified into making the
complete shoes. This diversification led to a flood of orders that needed expansion and
streamlining to service the order as per requirements. It was around this time that I was
hired, mainly to streamline all production activities, and assist in the setting up of 3 new
facilities.
C.E.3.2.1 Objective of this Project
To streamline all pre-production, production and post production activities and get the
company certified for ISO 9000, and thereafter to focus on the manufacturing area and
get the facility certified for SA 800000. The next major area was then to improve the
productivity and increase the overall efficiency of this company..
C.E.3.2.2 Hierarchy of the team
C.E.3.2.3 My Duties in the Project
Streamline all activities and get the company certified for ISO 9000
Meet all the Buyer‟s and Government regulations for manufacturing and get the
facility certified for SA 800000
Improve the Productivity of the manufacturing facility
Improve the efficiency of the complete chain and the overall company.
Map out the responsibility and Accountability of all concerned and delegate the
job, and get regular feedback on the progress.
C.E.3.3 Personal Engineering Activity
With adequate experience from the apparel manufacturing industry and the wealth of
knowledge I had gained over the years, I was confident to take up this assignment,
even though it was a different trade, with a host of similarities with regard to the
assignment I was entrusted with. By this time I had learnt that before embarking on a
project like this, it was critical to first have a holistic view of the entire functioning of the
company, before any one area is targeted for improvement, as this causes a ripple
effect, maybe positive or negative to other areas as well. Hence it was all the more
important for the balance to be maintained.
Managing
Director
Finance & Admn
Director
Consultant
(Myself)
Accounts Production I.T. Administration HR Merchandising
C.E. 3.3.1 The first step I took was to observe and record how the present system is
functioning. The findings were recorded in a flow chart. This flow chart was then added
with more information like the resources utilized for every activity, such as Man, material
and money and the time it took to complete it. These were then carefully analyzed and
studied, along with the top Management and concerned department heads, for true
functions, and activities such as duplication of work, unnecessary work, activities that
are necessary but missing in the process, activities that were utilizing more than the
required resources, and similarly activities that lacked enough resources. This exercise
was a two pronged effort, one to comply with the ISO standards and the other to make it
more lean and efficient.
C.E. 3.3.2 The complete process was broken into three main parts: (1) Pre-Production,
such as Processing buyers enquiries, Costing, Sales Samples, Prototypes, Approvals of
colors, styles, raw materials, Production Planning and Scheduling (2) Production: Listing
the bill of materials, sourcing, negotiating prices, specifications and delivery schedules,
generating Purchase Orders, receiving the same at the raw material stores and
maintaining inventory, Trial runs, Actual Production and Quality control. (3) Post
Production: Shipping, Logistics, Commercial Activities and Receipt of Payments. I then
started to work on them one by one and began to make necessary changes that were
conducive to all other activities or departments. During this exercise I began to try out
various Permutations and Combinations that delivers the required output at a much
lesser cost. One of the best streamlining efforts was to computerize the entire operation
that not only speeded up the work, but also needed lesser people and was transparent
as to the exact status of the order, for everyone concerned, both internal and external to
see. This saved a lot of time on want of information at the right time and waiting for
information for actioning. More importantly it also met the ISO requirement of
documentation. This exercise alone saved the company approximately 20% of its
resources.
C.E.3.3.3 My next step was to address the Production area. Firstly in terms of the work
flow and documentation, such that it had a smooth continuous flow from the
Merchandising and Sampling departments, this was an ISO 9000 requirement which we
met. Here again, it was lack of information, lack of proper documentation and
coordination that caused the delays and this was set right by educating the Production
staff on how the new process is beneficial and mandatory. One of the greatest cost
savers in this area was to try and bring closer to the JIT concept of inventory control,
and an exercise which was never done before, and that is to prepare all raw materials
required in the right quantities to process an order / style in advance, rather than
retrieving it when the order just begins, which proves to be risky as there may not be
enough time for an item that is required or mismatch quantities. This also gave the
Production time to inspect the raw materials for specifications, quantities and quality
before it went into the production line. The documentation that was mainly required here
was designed for back tracking of any quality problems, and its causes, that may arise
when the merchandise arrives at the buyer‟s end. It also revealed information on the
resources utilized, which was critical information when applying Lean Management
principles.
C.E.3.3.4 The next area we focused upon was all the post shipping activities, such that
not only was the documentation process right to avoid any discrepancies, but this would
also mean receipt of payments quicker and with more ease. This involved the
participation and cooperation of the Logistics provider and the Shipping lines.
C.E.3.3.5 I, in the meantime also simultaneously began all the work that was required to
get the SA 8000 certification. This included workers regular and overtime hours and
compensation, working environment standards like the No. of toilets per worker,
drinking water, canteen and resting areas, OH&S, facilities like First Aid room, Crèche,
signs and boards for safe work, educating the workers of their rights and
responsibilities, adequate space for aisles, and movement of goods and marking the
same. Documentation of preventive maintenance and consumables used and its
frequency were recorded.
C.E.3.3.6 These exercises got the company the ISO 9000 & the SA 8000 certification
and more importantly paved the way to apply the principles of Lean Management with
the objective to increase productivity and enhance total efficiency. The exercise that
went into the certification had many similarities to the initial jobs of Lean Management.
From all the information I gathered, my first task was to identify the weakest links in the
chain right from the pre-production activity all the way till receipt of payment. Most of the
work that went into the pre and post production activities were mainly information
gathering and sharing, eliminating unnecessary and duplicating activities, streamlining
information and delegating the right people for given tasks. Due to the limitation of this
report, I shall focus more on the Production activity where we applied most of our Lean
Management Principles.
C.E. 3.3.7 After the initial work of process mapping and work flows, I along with the
Production team took a very out of the ordinary approach to the existing method of line
production wherein the raw materials in batches of 10 would enter the line and go
through the line of 40 machines before the final product comes out from the other end.
The approach we took was to make smaller batches/line entering the production line
one piece at a time, and the line was re-arranged from straight lines to circular, leading
to lesser and shorter movement of WIP and the first finished piece coming out much
faster. This also was advantageous to correct any quality problems immediately rather
than wait for 10 pieces to come out at a time at a much delayed time. This arrangement
had another great advantage of producing smaller SKU‟s at a much faster rate. After
many trial runs and fine tuning, we timed the whole operation and came to realize that it
took close to 15-20% much lesser time than the traditional method, thereby increasing
productivity by the same amount.
C.E. 3.3.8 The same exercise was carried on to the sole fixing and finishing section,
and we incorporated the packing section into this area. This also increased the
productivity by around the same amount, and one of the good things amongst many
other things, that came out was the floor space savings, which was big enough to
accommodate another line. This was a trial exercise carried out in one line in one
factory, and its success was to be duplicated on to other lines and other units too.
C.E. 3.4 SUMMARY
One of the greatest advantages of applying Lean Management is that the investments
Vis-a vis the outcome is tremendous, and the improvement continuous. This exercise in
itself improved the productivity by around 20% with much more scope to improve, it
saves space which can be utilized for other purposes saving real estate investments,
less tiresome for workers as movements reduced by close to 30-40% which in turn
minimized handling.
This project helped me to realize the potential of taking a holistic approach to problems
and targeting the weakest link, strengthening it, and moving onto to the next weakest
link, and in the process improving the overall efficiency of a facility. It also taught me
that waste reduction is in itself a great tool to improve bottom lines rather than just
focusing on getting more business. This facility also saved a lot of dollars by adherence
to delivery schedules which otherwise needed to be aired to the client rather than it
being shipped.
PROFESSIONAL ENGINEER
Summary Statement
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 BASE
PE1.1
Knowledge of science and
engineering fundamentals
I have utilized my
theoretical knowledge and
applied those concepts in
the various projects I have
been involved with during
my undergraduate degree
and work experience.
I have gained a lot of
knowledge in the
fundamental principles of
Industrial Engineering while
working towards my Project
work at University and at
work involving Value Engg,
Project Management and
Lean Management
CE 1.3.2, CE 1.3.3 CE 1.3.4, CE 1.3.7, CE 2.3, CE 2.3.1, CE 2.3.2, CE 2.3.3, CE 2.3.4, CE 3.3.1, CE 3.3.2, CE 3.3.6 CE 3.3.7 CE 1.3.3, CE 1.3.4 CE 1.3.5, CE 1.3.6 2.3.3, CE 3.3.3, CE 3.3.4
PE1.2
In-depth technical competence
in at least one engineering
discipline
I have been able to
achieve in-depth technical
competence in Value
Analysis and its application
on products and design of
systems and layouts for
maximising productivity
and efficiency.
I also gained in-depth
knowledge in handling
projects through my
experience in a green field
project, my lean
management experiment
and through my studies in
Project Management and
Supply Chain
Management in my post
graduate studies.
CE 1.3.2, CE 1.3.3, CE 1.3.4, CE 2.3.1, CE 2.3.3, CE 2.3.7, CE 3.3.1, CE 3.3.2, CE 3.3.3, CE 3.3.7, CE 2.2.1, CE 2.3.3, CE 2.3.4, CE 2.3.5, CE 3.3.2, CE 3.3.3
PE 1.3
Techniques and resources
I have done extensive
literature reviews for my
projects and in the work
place by critically
reviewing journals,
textbooks and catalogues
including the internet in
general to learn more
about the different aspects
of the projects as well as
look for possible
improvements in the
particular field of research.
CE 1.3.2, CE 1.3.3, CE 1.3.4, CE 2.3.1, CE 2.3.2, CE 2.3.3 CE 2.3.4, CE 3.3.6, CE 3.3.7, CE 3.3.8
I am proficient with various
Industrial and Production
engineering tools and
techniques like process
mapping, Problem
identifications, Method,
Time and Work study,
PERT and CPM charts
I have an extensive
knowledge base in using
the different packages in
MS office including MS
Word, MS PowerPoint and
advanced usage of MS
Excel including using
macros for calculations as
well as MS Project for
project management.
CE 1.3.3, CE 1.3.4, CE 1.3.5, CE 2.3.1, CE 2.3.3, CE 3.2.1, CE 3.3.6, CE 3.3.7, CE 3.3.8, CE 3.3.2, CE 3.3.3, CE 1.3.7, CE 1.3.8,
PE 1.4
General Knowledge
I have used my general
knowledge in identifying
problems in the different
projects and solved them
with appropriate
measures.
I successfully completed
my projects which was
approved by various
institutions and are even
today operational, which
CE 1.1, CE 1.2, CE 1.3. CE 2.1, CE 2.2 CE 2.3, CE 3.1, CE 3.2, CE 3.3
CE 1.4, CE 2.4, CE 3.4
requires general
knowledge of engineering
and science.
PE2 ENGINEERING ABILITY
PE 2.1
Ability to undertake problem
identification, formulation, and
solution
I first thoroughly examine
the objectives of my
project or client and the
problems and obstacles
before finding the solutions
to them. I have always
worked to meet the
demand and the
requirements of my
projects and my client. I
have improved
professionally with every
project that I was involved
in.
Detailed Process mapping
gives me an idea to
identify the weakest links
in the chain, and to focus
on a solution to strengthen
it, and then move on to the
next weakest link and so
on until the whole chain
works in tandem with each
other supporting one
another.
CE 1.1, CE 1.2, CE 1.2.1, CE 1.2.3, CE 1.3.1, CE 1.3.2, CE 1.4, CE 2.2, CE 2.2.1, CE 2.3.2, CE 2.3.4, CE 3.1, CE 3.2.1, CE 3.3.2, CE 3.3.3
CE 3.3.1, CE 3.3.2, CE 3.3.3, CE 3.3.6 CE 3.3.7, CE 3.3.8
PE 2.2
Understanding of social,
cultural, global, and
environmental responsibilities
and the need to employ
principles of sustainable
development
I have interacted with
various departments
during my project work and
all through my working
career and the specified
projects undertaken and at
different levels to ensure
successful project
implementation.
I have worked in both
western and eastern
cultural environments due
to the nature of my work
and understand the
differences in their
procedures and
requirements.
All the projects that I have
worked are focussed
towards the improvement
of society and aspects of
sustainable development
are entwined with
improvements made to the
community at large.
CE 2.3.3, CE 2.3.4, CE 3.3.2, CE 3.3.3 CE 1.3.1, CE 1.3.2, CE 1.3.6, CE 1.3.7, CE 1.3.8, CE 2.3.3, CE 2.3.4, CE 2.3.8, CE 1.4, CE 3.3.2, CE 3.3.9, CE 3.3.10 CE 1.1, CE 1.2, CE 1.3.8, CE 1.4, CE 2.2, CE 2.3.8, CE 3.1, CE 3.2
PE 2.3
Ability to utilize a systems
approach to complex problems
and to design and operational
performance
I used different techniques
to accomplish the task of
designing in my projects
by systematically
producing various
solutions and selecting the
CE 1.2.3, CE 1.3.2, CE 1.3.3, CE 1.3.4, CE 2.2, CE 2.3.3, CE 2.3.5, CE 2.3.8, CE 3.2.1
best alternative for the
different constraints
involved
I have made schedules for
my activities and prepare
project schedule outlines
to identify responsibilities
of all the people involved
in the project
I have always consulted
and researched with
various experts in this field
and demand for
continuous feedback from
the senior management on
my project during its
implementation
CE 1.2.2, CE 1.2.3, CE 1.3.1, CE 1.3.5, CE 1.3.6, CE 1.3.7, CE 1.3.8
CE 1.3.1, 1.3.2, CE 2.2.2, CE 2.3.1, CE 2.3.8, CE 3.3.2, CE 3.3.9
PE 2.4
Proficiency in engineering design
The project in my
Bachelor‟s degree was a
re-design of a motor which
involved the re-design and
standardization of several
components which
involved implementation of
design techniques and
technical knowledge
The opportunity to be
involved in a Greenfield
project, wherein I utilized a
lot of aspects of Industrial
Engineering to set up this
CE 1.2, CE 1.2.1, CE 1.2.3, CE 1.3.3, CE 1.3.4, CE 1.3.5
CE 2.3.3, CE 2.3.4, CE 2.3.5
manufacturing facility to
ensure maximum
efficiency and productivity.
I have designed systems
and applied them to get
the ISO 9000 and SA
800000 certification which
greatly improved the pre-
production and post
production activities and
cut down tremendous time
in paper work and
improved the filing system
which made backtracking
very easy.
CE 3.3.3, CE 3.3.4, CE 3.3.5, CE 3.3.6, CE 3.3.7, CE 3.3.8
PE 2.5
Ability to conduct an engineering
project
I have extensive
capabilities of conducting
and managing projects
evidenced by the project in
my Bachelor‟s degree.
I further improved my skills
in setting up a 300
machine apparel
manufacturing facility and
setting up systems to
improve the efficiency of a
shoe manufacturing
facility.
Whole of CE1 Whole of CE2 Whole of CE 3
PE 2.6
Understanding of the business
environment
I have a good
understanding of the
hierarchy of organizations
and the inter-relationship
Whole of CE1
between the different
departments during my
project work at for my
Bachelor‟s
I have dealt effectively with
all departments, my
clients‟ suppliers and
company executives for all
kinds of business
transactions during my
working career. Working
as a Profit centre head
gave me an immense
understanding of the
business world.
Whole of CE 2 Whole of CE 3
PE 3 PROFESSIONAL ATTRIBUTES
PE 3.1
Ability to communicate
effectively, with the engineering
team and with the community at
large
I have excellent
communications skills
proven by my role as
Merchandiser and
Production Manager
wherein I had to
communicate with my
buyers based overseas
and at all levels of my
office and production staff.
Communication with
suppliers and all external
bodies during my projects
was another clear
evidence of the same.
I have presented my
project to the management
CE 1.2.2, CE 1.3.1, CE 1.3.5, CE 1.3.6, CE 2.1, CE 2.2, CE 2.3.1, CE 2.3.2, CE 2.3.3, CE 2.3.4 and CE 3 CE 2.
for budget approvals and
communicated well with
industry partners for
equipment and materials
I have given presentations
and submitted several
assignments on various
subjects during my post
graduation course in
Logistics and Business
Administration at the
University of Wollongong.
Curriculum Vitae
PE 3.2
Ability to manage information
and documentation
A key function during my
project work for my
Bachelor‟s was to collect
as much data as possible
and file them in a manner
that it can be easily
retrieved and acted upon.
During the execution of the
Greenfield project and the
ISO 900 and SA 80000
certification projects, large
amounts of various data‟s
such as technical,
commercial, social and
cultural, and general
data‟s, had to collected
and documented, upon
which critical decisions
need to be made.
CE 1.3.1, CE 1.3.2
CE 2
CE 3
My post graduate studies
required a lot of
assignments and reports
to be submitted on various
subjects, companies, and
projects. This required a
lot of information gathering
and compiling and
choosing the appropriate
ones.
PE 3.3
Capacity for creativity and
innovation
My project in my
Bachelor‟s degree shows
that I have a flair for
creative thinking and
innovative ideas.
Continuous improvement
and adjustments during
the execution and
application of my projects
from the drawing board to
the site was essential and
delivered.
Recommendations and
solutions for all my
research during my post
graduate studies was a
result of my creativity and
innovative ideas.
CE 1.1, CE 1.2, CE 1.3.3 CE 2, CE 3
PE 3.4
Understanding of
professional and ethical
responsibilities, and commitment
I have ensured to keep my
supervisor and team
members well informed of
CE 1.3.1, CE 1.3.5, CE 1.3.6, CE 2.3.1, CE 3.3.2, CE 3.3.9
to them the status of the project on
a regular basis.
I have managed to
incorporate changing
requirements in a project
without any hesitation
incorporating all agreed
upon suggestions from all
concerned.
Factory Compliance which
includes, workers
compensations, high
standard of working
environment, OH&S,
Waste management,
Water and air pollutions
was my responsibility and
a key part of my job during
the management of
factories or sourcing
factories.
C.E. 1.3.6
The whole of CE 2
The whole of CE 3
PE 3.5
Ability to function effectively as
an individual and in
multidisciplinary and multicultural
teams, as a team leader or
manager as well as an effective
team member
I have handled projects
individually as well as a
part of a team.
I have coped well to the
change in work cultures
and understand the
importance of team work
and contributions to the
team as an individual.
CE 1, CE 2 & CE 3
CE 1, CE 2 & CE 3
I have interacted in various
levels and departments in
the organization.
I have led a team during
my project work for
Bachelor‟s and during my
work experiences in
several occasions.
Whole of CE 1, CE 2 & CE 3
PE 3.6
Capacity for lifelong learning
and professional development
I have shown keen interest
in learning new aspects of
Industrial & Production
engineering, especially in
areas of minimizing waste
and improving
sustainability
I have learnt and applied
several tools and
techniques in order to
keep myself updated with
latest technology.
I have strengthened my
knowledge and skills in
this field with a Master‟s
degree in Logistics and
Business Administration,
and will continue to pursue
a career path wherein I
can contribute my skills
and knowledge to
Industries in a more
Whole of CE 1, CE 2 & CE 3 Whole of CE 1, CE 2 & CE 3
economical and
sustainable approach to
business.
PE 3.7
Professional Attitudes
I have always performed
professionally during my
work and study; interacting
with technicians, industry
personnel, engineers and
the management alike.
I have been able to
achieve a high level of
knowledge in the
engineering discipline and
have also been
commended for my
dedication and success in
all the projects I undertook.
CE 1, CE 2, CE 3 CE 1, CE 2, CE 3