cdr - sample - 2.pdf

8/18/2019 CDR - Sample - 2.pdf

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COMPETANCY DEMONSTRATION REPORT

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C.E.1.1 INTRODUCTION

C.E.1.1.1 DURATION: Duration of this project was from Oct’10 till Dec’10C.E.1.1.2 LOCATION: This project was carried out at Ahmedabad, Gujarat, India

C.E.1.1.3 POSITION: At the time of project I was working as Graduate Engineer Trainee.

C.E.1.1.4 ORGANIZATION: This project was conducted with Ingersoll Rand (I) Ltd.

C.E.1.2 BACKGROUND

C.E.1.2.1: NATURE OF PROJECT: Project was based on bringing productive improvement and

cultural improvement on shop floor by bringing in lean initiatives in company.

C.E.1.2.2: OBJECTIVE – The objective of project was implementation of 5S tool in centrifugal

compressors department with intent of productivity increase by eliminating part

searching time, minimizing and eradicating operations breakdowns and evolving

existing standard operating procedures. Project also focused to get workmen

involved, get innovative ideas from them with overall improvement in employee

engagement. As a whole this project focused on changing complete picture of shop

floor on basis of lean fundamentals.

C.E.1.2.3: NATURE OF MY WORK AREA: I was supposed to perform activities that would drive

implementation of 5S and thereby develop lean fundamentals in department. I hadto engineer deliverables of project, train and spread lean fundamentals and behave

as a controller of project.

C.E.1.2.4: ORGANIZATION’S PROFILE -


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C.E.1.2.5: DUTY STATEMENT: - My Job responsibilities as ‘Project Engineer’ relating to project

were as below:-

To use all possible lean Tools and implement on shop floor for betterment. To make appropriate training material for 5S and train associated people.

To make process map project and to procure required tags/stationaries.

To create sub-sections of workshop area and to identify section leader and

work closely with them.

To identify isolation area and to have methodical approach of 5S :-

1. Sort, Clearing & Classify

2. Uncurl, Streamline, Set in order, Configure

3. Sweep, shine, Clean and Check

4. Standardize & stabilize

5. Sustain and practice

C.E.1.3 PERSONAL ENGINEERING ACTIVITIES

C.E.1.3.1: With increase in market demand of centrifugal compressors, Ingersoll Rand

management decided to initiate lean culture in department with productivity

improvement goal. To start with same, company’s operations head selected me for

implementing so. I being in production department of centrifugal compressors, a

hand on experience in assembly with deep relationship with direct workmen was

given this responsibility to initiate lean culture.

C.E.1.3.2: I used my understanding of mechanical engineering fundamentals to investigate

basic production flaws and analyzed flaws like lot of assembly touch points and

interdependent processes. I used basic science to find solutions like using below

listed tools to achieve project objective:-

1. 5S

2. Total Productive Maintenance

3. KAIZEN

4. Visual management

C.E.1.3.3: To start, I formed a team of 3 workmen from shop floor and trained them with

basic information. My intention in doing so was not only to impart knowledge but

also to have a team building environment within my team to ensure proper

synchronization between all members including me.

C.E.1.3.4: Then I prepared an overview layout of work scope and divided it on basis of

function bifurcation like Material stores, Production shop floor and machine

dispatch department and allocated each team member with one division.


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C.E.1.3.5: With my trained and dedicated work force, I designed various documents required

for implementing 5S. Firstly, by deep research, I designed a ‘red tag’(refer picture A)

for material sorting which had advanced method of object categorizing, identifiableprobable reasons for tagging and their respective suggested actions. Secondly, I

designed and procured various sized stickers to give proper identification. While

doing so I ensured that I went through relevant standards available on internet and

I located and utilized relevant information from those standards and evaluated

them to make best use. I gave a document identification number to each new

document prepared and made sure

that its tracking/control process is

in place.

C.E.1.3.6: I started with first S of 5S by

sorting equipment, objects and

tools basis whether a part is to be

used or is useless. Based on this I

found out abnormal materials

which were unwanted. For this

task, my clear instruction to all

three operators was to first see

removal of low hanging fruits. I

took a month to identify, sort and

collect all these red tag materials

and then moved it to red tag zone.

C.E.1.3.7: After proper dialogue with

operations head, basis my

engineering knowledge, I decided

to sort and take actions of unused

equipment in below forms:-

Equipment Condition Immediate Action Permanent Action

Equipment that is faulty but is

requiredMoved to maintenance

once rectified moved back to

shop floor with proper area

identification

Equipment that is broken/faulty Moved to Red tag zone scrapped off from plant

PICTURE A


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Equipment that is in good

condition and not required now

but will be required in future

Moved to Red tag zonemoved to material stores where it

will be stored for future usage

Equipment that is in good

condition but not required in

future

Moved to Red tag zonesold off by tendering within 3

customers

C.E.1.3.8: After that, out of required lot of equipment, I divided them into 5 categories basis

their frequency-usage like Daily, Weekly, Monthly, Quarterly and Yearly. These

actions took around a month but gave a cleaner and spacious look. With unwanted

equipment removed, chances of faulty part or tool usage were eliminated andhence a quality value addition was achieved.

C.E.1.3.9: Further in 2s implementation I marked function based work stations to have a

focused GEMBA and have clear aisles and area for man and material movement.

Now, I marked all material trolleys, machine trolleys, fixtures with their location

markup. All stations & equipment were given description board which gave clear

visuals for onsite workmen. Further, all tools and instruments were color coded

based on their function and area of use by me and were placed in identified

locations like shadow board and over hanging fixed locations. For making locations

for tools/equipment I devised below methodology: -

Criteria 2S Action

Equipment required dailylocation for such part was made within nearest

reach of workman

Equipment required weeklylocation for such part was made within work

station

Equipment require monthlylocation for such part was made in common

stores

Equipment required quarterlylocation for such part was made in common

stores

Equipment require yearlylocation for such part was made in common

stores

This eliminated wastages like searching time, potential safety hazards and also

made over all working environment better.

C.E.1.3.10: For implementing 3S which states to ‘shine’ GEMBA and its parts, I trained my team

in cleaning tools, equipment, instrument, shop floor, machine, etc. I motivated

them to clean every bit of dirt that was clearly visible by setting an example by


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doing it myself. I used project management tool named ‘Gantt Chart’ to schedule

this particular activity which was a major success in a way that on its completion it

gave a dramatic and realistic look to work areas. This activity of cleaning toolhelped in increasing tool life. Also, I identified and corrected source of dirt spread

like holes in wall and oil leakages from machinery which gave me a sustainable

result. All workmen got engaged to this initiative and helped cause.

C.E.1.3.11 In 4S implementation, I systematically designed standard formats for ‘Operating

Procedures’ with sequentially listing of all standard periodic tasks that were done

in 1S, 2S and 3S by my team and workmen on shop floor. I trained my team to

mention each and every activity done by individual operator in Standard Operating

Procedure format and then make it visual on respective GEMBA. This made a

healthy list of standard operating procedures which were meant to be followed foreach workmen working in his area. I was able to perform this activity due to my

comprehensive knowledge of basic principles of lean management.

C.E.1.3.12 5th

S implementation was all about sustaining all previous S that were executed. For

ensuring that standards were being followed, I developed check lists and audit lists

at each stage end that gave feedback on standardization adherence. I also initiated

lean directive of ‘Total Productive Maintenance’ to have autonomous maintenance

of critical equipment before usage that ensured its safe operation and long life. All

critical lot of equipment were listed down by me and a checklist-before-start was

implemented for all those equipment. Then I trained each workman for performing

daily maintenance check on his equipment. Machine break downs were evidentlyless because of this initiative which was noted within 15 days of implementation.

C.E.1.3.13: One of major complex engineering issues that I speculated was difficulty in ensuring

that improvement initiative of 5S continues to improve shop. With deep diving in

shop floor management techniques, I found out that KAIZEN is best established

engineering tool to implement after any 5S event to bring in cultural change. It

helps in developing new ideas/improvements and also sustains level of

improvement on shop. Hence, I made KAIZEN standard format that would include

before-after pictures of scope, description and implication of improvement and

gradually I transformed it into a live document that engaged every personnel

working in factory to participate in it by linking his performance to quality andnumber of KAIZENs he attended. I trained each and every workman on shop floor

with help of my team on using KAIZEN and its effectiveness. Over period of one

month I started getting KAIZENs from shop floor which was biggest sense of

accomplishment for me personally. I had various dialogues with operations head on

evolvement of this document competently.

C.E.1.3.14: Another major problem faced was time lost due to waiting time of operators

because of Assembly raw material shortages. To have a detail analysis of problem, I

spent 5 days on shop floor tracking a raw material’s lead time right from order


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scheduling till assembly fit. It took 2 waiting days for that material to reorder,

receive and assemble and for that time assembly was held up. Here in, I designed a

KANBAN system also known as 2-bin system which gave autonomous trigger to

supplier while a bin material was still available. I used my mathematical and

numerical understanding to devise below formula which had various factors in 2-

bin system design:-

For any part under calculation,

No of Bins (N) = [{(C * L1) / L2} + 1] * 1.25

C = Daily consumption of part

L1 = Supplier delivery lead time

L2 = packing lot size

Here, I considered Factor of safety as 25% considering previous data of material

delay in delivery and lot size accuracy.

Solving this problem not only made me a lead in eye of my management but also

gave me a healthy acceptance between shop floor people.

C.E.1.3.15: I established groundbreaking concepts strengthened with my intelligence by

creating a project tracking sheet that allowed me to have a reality check on project

time line status. As a result of this document I was always able to update my

seniors about project shortfalls/achievements. I also regularly updated my

management for various professional circumstances in project including team inter-

relationship.

C.E.1.3.16: I made a point to continuously make list of corrective actions during project and

planned preventive actions. I worked with my team closely and cohesively in order

to get best out of them and ultimately make project a successful event. I was all

earful and respectful to them during project tenure. This enlightened my managing

quality with correct code of conduct practice and genuine ethics along with

technical expertise to my management.

C.E.1.3.17: One of prime aspects of having good communication proficiency is to listen

cautiously and devotedly to what others say and then reciprocate with most

pertinent response which would upsurge over-all efficiency of subject. I was always

keen on doing so and was always open to healthy advice from either my

subordinates or my seniors. This helped me in having a positive professional

relationship in factory.


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C.E.1.4 SUMMARY

C.E.1.4.1: In my view this project was one of best boosts to my career. This project was

completed within agreed timelines and had prominent impact on managing

production.

C.E.1.4.2: More than getting results in production, now people were focusing on how it is

achieved. This was a big cultural change my department went through during this

project. Over all shop floor had better work environment, it prevented tool losing

and major reduction in potential safety accidents was observed. At end of project

term objective was evidently attained.

C.E.1.4.3: Being a Project Controller, I constantly coordinated with my team members so as to

work upon various nuances that affected project. My thorough understanding in

shop floor management helped me to use various lean tools and ultimately get out

best of project.


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C.E.2.1 INTRODUCTION

C.E.2.1.1 DURATION: Duration of this project was from January’12 till March’12C.E.2.1.2 LOCATION: This project was done in Pune, Maharashtra, India

C.E.2.1.3 POSITION: At the time of project I was working as Methods Engineer.

C.E.2.1.4 ORGANIZATION: This project was carried out with Atlas Copco (I) Ltd.

C.E.2.2 BACKGROUND

C.E.2.2.1: NATURE OF PROJECT: This project was of problem analysis and executing

appropriate solutions nature for a production line of rotary compressors.

C.E.2.2.2: OBJECTIVE – This project intended to identify and solve potential failure modes by

using lean technique of Process Failure mode & effect analysis for a production line

of rotary compressors. Product audit index score is the quality audit score of a

product where in, out of 100 marks, severity wise marks are deducted to have a

final score of product’s quality. As per organizational policy each flow team

(product line) has to have Average Product index audit score above 80. In actual,

current product audit score was below ‘0’ i.e. in negative, due to lots of process

defects in assembly and part defects from suppliers. For having a control over

process quality, I being Methods Engineer of that line, was given responsibility to

bring audit score in limits within time of 3 months which was my ultimate project

objective. As per my manager’s guideline, I was supposed to use Process Failure

Mode Effect Analysis as a lean tool to understand process gaps and develop a

control plan.

C.E.2.2.3: NATURE OF WORK AREA: My work area pertaining to this project was to behave as

a process sensei; basically I was supposed to use lean technique to eliminate

process defect.

C.E.2.2.4: ORGANIZATION’S PROFILE -


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C.E.2.2.5: DUTY STATEMENT: - My Job responsibilities as a ‘Project In-charge’ pertaining to

project were as below:-

To study manufacturing process in detail.

To identify various possible failure modes in the process. To identify and list down effects of potential failure modes.

Assign rankings to severity, detection and occurrence of identified failures

and there by calculate Risk Priority Number (RPN).

Develop Control plan against analysis of PFMEA.

Implementation of Process Failure Mode and Effect Analysis

Lead team members to have successful implementation of PFMEA

Guide team members where ever they find difficulty or any hindrance


C.E.2.3.1: I was given liberty from my manager to choose team members from our team and

strategize on using PFMEA tool so that target can be achieved. Hence, by my past

experience and knowledge I decided to have a team of 2 workmen along with

production supervisor as my project team members. Particularly PFMEA was

selected because it gives potential (future state) failure modes which can be

worked upon and a control plan can be developed against same by assessing and

ranking the risk associated with it.

ModuleManager(HOD)

Project Incharge (MyPosition)

Workman 1 Workman 2

ProductionSupervisor


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C.E.2.3.2: To initiate the project, I precisely prepared all the necessary formats and standard

work instructions for PFMEA. Then I started with a kick off meeting in which I

trained my team members on how we would perform PFMEA in ‘Z’ compressors byusing standard documents. This training session was quite an interactive one which

had cross questions within team and I handled all questions with proper technical

replies with utmost content and to best satisfaction of questionnaire. Also, I made a

project time line/Gantt Chart to have a holistically mange the project, identified

roles and responsibilities of each member clearly in Standard Operating procedure

documents.

C.E.2.3.3: Then I along with my team went on shop floor to prepare Assembly process flow

chart. I applied nuances of basic science and engineering and ensured that all

processes are covered and required in puts and output at each stage is noted. The

purpose of performing this activity was to ensure that each and every member of

team is equally versed with the processes and activities involved. If that was being

not done, it would have been a complex issue for the project.

C.E.2.3.4: Now I had task to list down assembly activities in detail. While doing so I ensured

that none of the activity is missed out after which I asked my team to brain storm

possible failure modes against each activity. After that, out of this common list, I

identified the known and potential failures that could prevent or degrade the ability

of the process to perform its designated functions. With constant training andconsultation I helped my team to derive list of possible failure modes.

C.E.2.3.5: For mentioning potential failure effects I selected 3 most critical activities out of the

lot and mentioned its potential failure effects against its potential failures.

Simultaneously, I explained my team members that how I derived this. My motive

of getting my team involved was successful; they listed down all possible potential

failure effects in chart. One of the key inputs from me was to lead the team by

doing first by myself and showing them the way. This helped me in gelling well with

the team and my team members had self-confidence with good internal co-

ordination.

C.E.2.3.6: As a next step, I listed down potential failure causes from inputs coming out from

my team members. They gave me technical inputs and I listed them with filtering

out non relevant information. This particular event was ideal team effort for my

team and this happened as I was grounded in doing my task and never turned back

to the ideas coming out from my team members.


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RatingSeverity of Effect

SEV

Likelihood of Occurrence

OCC

Likelihood of Detection by Design Control

DET

10Hazardous without warning, risk for

human injuries> 1 in 2

Cannot detect. Design or Evaluation control not capable of detecting potential cause /

mechanism / or failure mode (CMFM) or there is no design control.

9Hazardous with warning, risk for human

injuries1 in 3

8 Loss of primary function 1 in 8

Remote chance of detection. Design or evaluation control not likely to detect CMFM.

Methods not validated and proven through experience.

7Reduced primary function

performance1 in 20

6 Loss of secondary function 1 in 80

Low chance of detection. Design or evaluation control have a low chance of detecting

CMFM.

Techniques are non-correlated proxies to aging mechanism or unusual events.

5Reduced secondary function

performance1 in 400

Moderate chance. Design or evaluation control have a moderate chance of detecting

CMFM.

4Minor defect noticed

by most customers1 in 2,000

3Minor defect noticed

by some customers1 in 15,000

High chance of detection. Design or evaluation control has a high likelyhood of detecting

CMFM. Time proven maturity.

2Minor defect noticed by

discriminating customers1 in 150,000

1 No effect < 1 in 1,500,000Almost certain detection. Design or evaluation control will almost certainly detect a CMFM.

RPN > 180

RPN 100 - 180

SEVERITY RATING LESS

THAN 9 OR OCCURRENCE

RATING LESS THAN 5

FMEA RPN Action LevelsSafety, Quality, Process & PFMEA RPN Action Levels:

Criticality: Severity & Occurrence

Risk Priority

Number (RPN)

RPN < 100

SEVERITY RATING OF 9 OR HIGHER IN COMBINATION WITH OCCURRENCE OF 5

OR HIGHER

CORRECTIVE ACTION REQUIRED



NO ACTION REQUIRED

TEAM TO DISCUSS

WHETHER CORRECTIVEACTION IS REQUIRED

CORRECTIVE ACTION

REQUIRED

C.E.2.3.7: I then examined the current controls available on line against listed potential

failures; mainly I focused on stage inspection or ‘POKA YOKE’ in design. Idea was to

list down all available check in current system that can mitigate the occurrence of

potential failures.

C.E.2.3.8: After listing down all the required data, I decided upon the required recommended

actions that would be corrective actions to eliminate the risk against all tasks. Also,

responsible function pertaining to that corrective action was mentioned by me

after consent from my manager.

C.E.2.3.9: The next task was to rate severity of all listed failures with understanding of its

effect on customer. But the major problem in doing so was absence of company

defined standard rating chart against which I could do the ratings. I systematically

searched and analyzed lot of standards available in company library and on internetand evaluated the relevant data to design the rating chart which is as seen in below

chart that had the Risk Priority Number criteria definition.


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Basis on this chart I rated occurrence of potential causes listed based on how often

would that cause occur. Lastly, I calculated rating for detectability which I did based

on above chart.

C.E.2.3.10: To evaluate the associated risk in failure mode and to prioritize upon the corrective

action I calculate Risk Priority Numbers calculation which was based on severity of

each effect of failure, likelihood of occurrence for each cause of failure and

likelihood of prior detection for each cause of failure. Its basic formula is as shown

below

RPN = Severity X Likelihood of Occurrence X Detection

C.E.2.3.11: There were around 43 action items listed against 5

functions with a priority list. Here the big problem was

that project required to work only on those action items

which would give us Rapid Improvements as our target

time plan for completion was 3 months. Here in, I came

up with the idea of using a tool named ‘Effect Vs

Difficulty’ graph that helps to build list of those activities

that would have highest impact versus ease in

implementation. I came up with this technique by

reviewing myself critically by which I understood

requirement of speeding up gears for timely completion

of project. Table shown besides shows implementation

of this graph in project.

C.E.2.3.12: As per above report there were 9 action items which if worked upon would give

80% of improvement. Hence, I decided to focus on those 9 action items.

C.E.2.3.13: Out of 9 action items, I had 3 on my name for resolution hence I started working

upon same. Creating corrective action for these 3 control actions included below

activities to be performed by me:-

To find out apt and creative Torque Tool that can be used at difficult-to-

access locations which would diminish risk of untightened fastener. To

procure, take trials and validate new processes of usage of these tools.

To design innovative lifting tackle to lift complex assembly sub-parts that

would reduce risk of misaligned assembly. To procure, take trials and

validate new processes of usage of these lifting tackle.


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To link all non-tagged tools with calibration chart so that no fitment defects

occurs. This was achieved by identifying and developing alternative

concepts.

C.E.2.3.14: After corrective actions were accomplished for these 9 action items by all functions

including me, overall effect on the failure mode that the actions were supposed to

address were re-assessed and a new RPN was calculated which helped in

determining whether additional actions were required to be taken on same

potential failure mode.

C.E.2.3.15: As a continuous process, I made a standard operating procedure which said that for

any process change in product, FMEA table has to be updated with RPN calculation

and action items. I uploaded this document on common drive of our departmentand then conducted a training module for all my colleagues in department so that It

can be updated continuously. I ensured that matter was comprehended precisely

by my audience and for doing so I prepared a detailed specification document that

explained the process precisely. This not only helped develop a live document in

the department but also created a lean culture in department.

C.E.2.3.16: Basis successful task completion I was also made responsible for complex issues

having interrelationship with the project. All these tasks were accomplished by me

within stipulated time line.

Updating work instructions, cycle time hours of assembly, training workmen

according to updates and tool procurement/implementation as per new

instructions as this was really important for product and ultimately business.

Also to improve incoming part quality, I ensured that proper packing

instructions are available of parts for suppliers to adhere to and strong part

handling mechanism is available.

C.E.2.3.17: I understood team dynamics properly and led my team with scholarly advice for

timely completion of tasks and sustained virtuous professional relationship withthem. I always made a point to work within management time lines with

appropriate ethics however this never stopped me in being accountable about the

task on board. I took relevant initiatives and fulfilled it whenever and wherever it

was necessary. I made sure that I was always diligent to management targets while

project completion along with quality deliverables at place.


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C.E.2.4 SUMMARY

C.E.2.4.1: Project was executed within agreed time lines and average audit index score for

next 9 months was ‘85’. All over, according to me, my contribution to company via

executing this project was immense in a way that it helped in reducing customer

complaints for that product and eventually helped in improve upon market share

for that segment.

C.E.2.4.2: Implementation of this project opened new lean gates for our department and

motivated my colleagues to work towards lean direction.

C.E.2.4.3: As a thorough professional, I was obedient to my manager’s guidelines; I

channelized teamwork in a proper way within my team so that each one of us is

aligned to project target.


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C.E.3.2.5: DUTY STATEMENT: - My job responsibility pertaining to this project was to act as

Continuous Improvement Process Engineer wherein I had to bring in necessary

process improvements (by ‘Lean’ fundamentals) which improves Key PerformanceIndicator of project. Also I was responsible to have amiable relationship with all

team members, motivate and bring out ideas from them and ensure timely

completion of project. My statutory duties for project were as follows:-

To organize a functional team

To calculate existing data of Key Performance Indicators

To design tools, tackles and lot of equipment used for production

To design lean shop floor production so as to increase productivity

To design lean material logistics system so as to increase productivity

To design and implement Quality Management System for process.


C.E.3.3.1: The project’s objective was to achieve targeted Key performance indicators

pertaining to a business stream of a product named ‘G’ Compressor. This was

supposed to be achieved by redesigning manufacturing and material logistics and

ordering system and performing continuous improvements. Due to my role of

Industrial Engineer and good cordial relationship within my colleagues I was

entrusted as a lead of this project which was to be executed under guidance of

Project coordinator.

C.E.3.3.2: I critically assessed company policies and norms of Engineering Practice for their

accuracy and reliability pertaining to project. Also, I ensured that I have gone

through latest files and after that I designed various performance indicators that

would drive mapping of project. As such these KPIs formed a tracking document

which I formatted and numbered according to ISO 90001 requirements. I initiated

project with digging and mapping existing data of Key performance indicators

pertaining to product so as to make a base line data of six months to have a target-

platform developed.

C.E.3.3.3: A team of material call off, machine planner, production supervisor, sourcing

engineer, design engineer was formed and was named as ‘Continuous

Improvement Process’ Team which used to have weekly targets of working on

improvements. I designed work content document for all these functions and

explained rigorously to them. One of my key roles was to motivate and drive this

team to get desired results and hence I started with various team building

techniques.


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C.E.3.3.4: I initiated with investigating existing phenomenon of producing compressors. I

prepared a spaghetti diagram of man, machine and material movement to

understand and map existing way of production. I interpreted spaghetti diagram byproperly analyzing it and understood that existing production system was a

stationed assembly where in material and man moved around it to carry out

manufacturing.

C.E.3.3.5: I went through a book named ‘lean manufacturing implementation’ as suggested by

Project Manager and understood advanced and new age technology. As per same,

existing production line was supposed to be transferred to Unidirectional-single

piece flow line with ‘Pull-concept’. So as per those guidelines, I calculated Number

of stations required, number of assemblers required, line length, TAKT Time based

on 1 year’s sales forecast target based on below formulae:-

TAKT Time = (Customer Demand/Available time for production)

Number of Assemblers = Cycle time of machine/TAKT time of machine

Number of Stations required = Number of assemblers/2

Line Length = Number of stations X (Length of Machine + 2 meter)

C.E.3.3.6: In order to judge existing assembly situation, I applied specialized methodology of

Method & Time study by video recording all assembly activities for one compressor.

Later, I critically analyzed all activities for man, machine and material movement andprepared activities vs time matrix which gave me total number of activities and time

required to assemble one compressor. Then I applied ‘Yamazumi’ chart method to

break down activities versus man on each calculated station. This technique

particularly helped in creating a balanced layout of activities. Same is shown in figure

1.


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Tool/Fixture What will it do

Canopy Trolley Standard material carrying trolley

Fan & Motor Assembly fixture ergonomic & efficient way to assemble

Torque Tool - 0-540 Nm quality enhancement tool

Crow Foot spanner quality enhancement tool

Lifting tackle - Fanmotor assembly reduction in assembly time

Lifting tackle - Door reduction in assembly time

FIGURE – 1- BALANCING REPORT

C.E.3.3.7: Any assembly activity would include value adding, non-value adding and waste

activities within. Later has an adverse effect like fatigue of workman, impact on his

social life and health issues. I calculated a waste report containing all waste types in

recorded assembly so that they can be eliminated and total cycle time as well asTAKT time can be reduced. This shows adverse effect of engineering aspect to

human. I analyzed video to sort out various wastages and listed them down in my

data bank. Based on this analysis, I found out requirement of new tools & fixtures

that would reduce assembly time by cutting down wastages. Below is list of tools,

fixtures & trolleys that I designed, procured and took trial of. By doing so, work life

balance of workman would be appropriate and this was a positive role of

engineering in sustainable development.

C.E.3.3.8: Based on all above technical methodologies I implement a unidirectional single flow

manufacturing method by rearranging line layout such that assembly starts at


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station no 1 and ends at station no 3 with 3 numbers of assemblers required on

each stage and 23 m² of line area used vs 46 m² previously.

C.E.3.3.9: Based on these improvements in assembly method, new Standard Operating

Procedures documents were developed by me which was a procedure against

which assembler’s adherence was required. Myself with help of team members

conducted a training of all associated assemblers for new assembly method.

C.E.3.3.10: Then myself with help of team members laid new layout according to above

calculation (please refer below picture).

C.E.3.3.11: It was now time to understand essential changes material supply chain should go

through in alignment with lean fundamentals. Hence, by current mapping of

material I found out that material storage was not enough for all parts and had lot

of touch points in logistics. Also material feed system on line was with lot of

hurdles.

C.E.3.3.12: This was a major hurdle in project. To reduce complexity in material flow, I studied

all materials used in this flow line and divided them into four categories named ‘A’,

‘B’, ‘C’ & ‘D’ based on their size, weight, dimension, supply from supplier and point

of usage and their flow was redesigned to eliminate wastages. Category description

for same is as given below:-

Category ‘A’ – parts of weight higher than 5 Kgs and which require EOT crane for

lifting and are supplied directly by supplier on line in JIT

Category ‘B’ – parts of weight higher than 5 Kgs and which require EOT crane for

lifting. These parts were stored in internal warehouse and supplied on line in

sequence by specified person.

PICTURE OF MODIFIED LINE 1

DRAWING OF NEW

LAYOUT 1


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Page 6 of 9

GENERAL CLASSIFICATION QUANTITY

External Sequence(A) 40

Internal Sequence(B) 69

KANBAN Part (D) 76

Kitting Material( C ) 282

Category ‘C’ – parts of weight equal or less than 5 Kgs which can be stored in

small crates/bins and having their usage per machine less than or equal to 4 nos.

these parts were stored in internal supermarket and supplied on line in kit

trolleys by specified person.

Category ‘D’ – parts of weight equal or less than 0.5 Kgs and having their usage

per machine more than 4 nos. These parts were stored on line side and used in

bulk in machines.

C.E.3.3.13: Next task for me was to calculate material storage capacity in supermarket and line

side parts. This task I started with deciding on various possibilities of rack design.

Few of finalized rack pictures are given below for reference. I considered industrial

engineering fundamentals like total height of rack, ergonomic ease in pick up, saferacking of parts while finalizing these designs.

DRAWING – 2- SUPERMARKET RACKS DESIGN

C.E.3.3.14: Along with rack design, I also calculated no of bins required based on below

formula:-

Number of Type 1 rack = (Total number of Type A bins/ storage capacity per rack)

C.E.3.3.15: On above calculation method I found out that total Type 1 – 14 numbers & Type 2 –

25 numbers of racks were required. Next task was to carry out calculations for

number of bins required and calculation formula for same is as given below:

Number of bins = ((Consumption X Lead-Time/Lot-size) + 1) x Factor of Safety


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Page 7 of 9

Based on this calculation, total 450 numbers of bins were required. Hence, I found

out competent supplier with help of sourcing team and finalized quotes for all

variants of racks. After this, I placed purchase order, received racks and took trialswith help of production supervisor. This activity ensured that material planning and

storage plan was ready for execution.

C.E.3.3.16: Then I worked cordially with my team members to develop Standard Operating

Procedure for flow and activities of material feed persons and then imparted its

effective and systematic training to concerned people. I lead this activity along with

material feeder, production supervisor and call off.

C.E.3.3.17: Once material planning and calculations were done, I designed and procured kitting

& sequence trolley for ‘C’ and ‘B’ type material respectively. While designing, Iconsidered ergonomic conditions, material pick ease, trolley handling ease,

accommodation of all material of 1 TAKT and finalized below shown trolleys,

procured them and took successful trials. With this task, Material logistic planning

and execution was completed and line was ready to take trials upon.

DRAWING - 3 KITTING TROLLEY DESIGN

C.E.3.3.18: Going ahead, next task was to have control over Quality issues, I took below steps;

1. I took weekly quality awareness talks with machine assemblers and production

supervisor to ensure quality culture growth.

2. In order to ensure that standard work is practiced, I developed work instructions

which resulted in up to mark process quality.


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Page 8 of 9

3. Formed a team of Supplier Quality Assurance that worked upon quality of

incoming material for which I went along with team and audited key suppliers

for their quality measures and made standardization at their end to improve

upon incoming material quality.

C.E.3.3.19: To improve upon First Pass Yield in testing, failure data was collected after which I

analyzed it and made a Pareto Chart to have priority on action item. One of core

problems I faced was to make people adhere to Assembly Standard operating

procedure for which I designed and implemented feedback book which mentioned

inaccuracies done in assembly in previous station. This helped in making assemblers

aware of assembly defect and hence reduces in same. I implemented this system

with help of testing & production supervisor which again showed my ability to work

and get results out of team.

C.E.3.3.21: Now since all these improvement methods were implemented, I with help of my

team calculated final KPI Index which showed improvements against target. With

successful completion of project, my Project coordinator, local management and

my colleagues acknowledged my work.

C.E.3.3.22: While performing this project I continuously maintained cordial relationship with

thorough professionalism with my team members which in return also made it

possible for me to get over any sort of hurdle along way in project.

C.E.3.3.23: Bi-weekly meetings with my project coordinator helped me keep my self-

disciplined, understand on necessary changes required in direction of project, track

down participation and increase competency level of my team members including

me.

C.E.3.3.24: During tenure of project, I was open to innovative suggestions from team members.

Also, I made a point that they pointed me out whenever I was in wrong or different

direction with regards to project. This sort of culture helped building excellent

interpersonal relationship within team.

C.E.3.4 SUMMARY

C.E.3.4.1: By and large this project was all about having a lean transformation in way

compressor is being manufactured and sold with end target of improving upon

market share.

C.E.3.4.2: Keeping above as my ultimate goal, I ensured that product has improved in ‘On

time delivery (reduced cycle-time) and ‘Quality’ through this project and this was

evident from improved KPI figures. Also, this project enabled me to apply my


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Page 9 of 9

engineering skills in varied aspects which ultimately groomed me to reach

managerial position.

C.E.3.4.3: Project out-come KPIs were meeting targeted KPIs at end and this helped company

in fetching more orders and growing in market share.


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CONTINUING PROFESSIONAL DEVELOPMENT

Page 1 of 1

After successfully completing bachelors in Mechanical Engineering I have been actively participating/learning following

through conferences, short courses, workshops, seminars, technical trainings and meetings and private study with intention

of embracing continuing personal and professional development.

Mode of

Development

Title of mode Venue When Discussion/Training Topic

Seminar

Welding Procedure

Specification and

Qualification and

Hands on Welding

Betz Engineering &

Research Division,

Chennai

7th - 9th

Jan'11

Training and learning on various

modes of welding according to ASME

Section - 9

Training Project ManagementAtlas Copco (I) Ltd, Pune,

India8-Oct-12

A short training on various tools used

in Project Management

Conference Lean ManufacturingAtlas Copco (I) Ltd, Wuxi,

china15-Oct-12

A conference where in different

members from Atlas Copco plants

shared their knowledge on lean

implementation

Training AVIX Softwareoperating training

Atlas Copco (I) Ltd, Wuxi,china

16th - 17thOct'12

Hands on training on Methods andtime study software

Training4-Pillar Training

Program

Atlas Copco (I) Ltd, Pune,

India12-Dec-12 A training on Quality Manufacturing

Technical

Training

Oil Free Air

compressor Technical

Training


India

3rd - 4th

Jan'13Technical product training

Training

LRQA Integrated

Management

Systems Internal

Auditor Training


India

22nd - 24th

April'13Training on IMS by LRQA professional

Technical

Inspection

Auditing IntegratedManagement

Systems


India6-Jun-13 Inspection of IMS as internal auditor

TrainingSafety Health &

Environment training


India

1st - 2nd

Aug'13General SHE training

Training &

Workshop

Lean Manufacturing

Training


India

12th - 14th

Aug'13

Detail training on basic Kaizen, Total

Flow Management and Total Quality

Management

Workshop Safety WeekAtlas Copco (I) Ltd, Pune,

India

4th - 7th

Mar'14Safety practice

Event

Rotary Value Stream

Analysis

Ingersoll Rand (I) Ltd,

Ahmedabad, India

18th - 22nd

May'15

Current and future state Value stream

practiced

Also, I have constantly appraised my skills and competency by private study of books and via relevant websites which are

mentioned below:-

Book The Goal Website http://en.wikipedia.org/wiki/Lean_manufacturing

Book Lean Manufacturing Implementation Website http://www.leanproduction.com/

Book The Toyota Way Website http://www.industryweek.com/

Website www.kaizen.com


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Page 1 of 5

PROFESSIONAL ENGINEER

Summary Statement

Competency ElementA brief summary of how you have applied the

element

Paragraph in thecareer 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 theengineering fundamentals

applicable to the engineering

discipline

I understand basic engineering fundamentals like

5S, TPM, KAIZEN, Lay-outing and Visual

Management in Lean & Industrial Engineering

and used them in executing project

I understand various methods of preparingassembly flow chart which is engineering

fundamental.

I know in-detail spaghetti diagram and used it for

mapping various touch points in production.

C.E.1.3.2, C.E.1.3.4

C.E.2.3.3

C.E.3.3.4

PE1.2 Conceptual

understanding of the

mathematics, numerical

analysis, statistics and

computer and information

sciences which underpin the

engineering discipline

I analyzed current statistics and drew out solution

based on mathematical model. I understand

mathematical model of number of bins and did

numerical analysis on same.

I conceptually know and understand math,

numerical analysis, usage of computer and

information interpretation of various processes

related to engineering discipline.

I understood and used information on lean

manufacturing to drill down to various

mathematical formulae. I also used math for

calculations of number of racks and bins by doing

numerical analysis on it.

C.E.1.3.8, C.E.1.3.14

C.E.2.3.9

C.E.3.3.5, C.E.3.3.15

C.E.3.3.14

PE1.3 In-depth understanding

of specialist bodies of

knowledge within the


Designed marking layout for various fixtures and

equipment while 2S also color coding was used

and a criterion was equipped for 2S actions by

me.

I understand and proficiently applied advanced

torque tools usage, innovative lifting tackle

design and concepts for tool to calibration

linkage

C.E.1.3.9

C.E.2.3.13


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Page 2 of 5

I understand method and time study and its

linked tools. Also I know and applied Yamazumi

(balance study) tool. Also, I understand supply

chain techniques like categorizing materials to

reduce material flow complexity.

C.E.3.3.6, C.E.3.3.12

PE1.4 Discernment of

knowledge development and

research directions within the


I identified and critically appraised ‘Red Tag’

design and its application in 1S.

I know and also applied ‘Effect Vs Difficulty’

Graph for categorizing high impact action items.

Identified and applied pull concept with single

flow type production method in manufacturing

compressors.

C.E.1.3.5

C.E.2.3.11

C.E.3.3.5

PE1.5 Knowledge of

contextual factors impacting

the engineering discipline

I defined structure, roles and responsibilities of

my team members. Also brought in andimplemented KAIZEN system that brought in

cultural change in the company.

I made work instructions and trained workmen

over it which shows my understanding of factors

which relate engineering systems to people and

business in fundamental.

Identified adverse effect of activities on social and

ergonomic life of human and implied it asadverse effect of engineering to human life. Also I

am aware of positive and negative factors of

engineering that affect human. I defined work

content of my team members

C.E.1.3.4, C.E.1.3.13

C.E.2.3.16

C.E.3.3.3, C.E.3.3.7

PE1.6 Understanding of the

scope, principles, norms,

accountabilities and bounds

of contemporary engineering

practice in the specific

discipline

Applied systematic design method in preparing

Operating procedures which was based on

relevant standards, inclusive of safety engineering

and ergonomic impact

Applied systematically PFMEA to the activities,

appreciate standards that were made and

understood and used Gantt Chart for managing

project effectively. Understood accountability of

workmen in this project.

Systematically applied Single flow Manufacturing

method & equipment design method which are

principle technology in lean mechanical

engineering which appreciated formal structure

C.E.1.3.11

C.E.2.3.2

C.E.3.3.8, C.E.3.3.17


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Page 3 of 5

and methodology of system engineering as

holistic basis for managing complexity and

sustainability in manufacturing.

PE2 ENGINEERING APPLICATION ABILITY

PE2.1 Application of

established engineering

methods to complex

engineering problem solving

Applied KAIZEN as a lean engineering tool for

continuation of lean directives in manufacturing.

Worked in Operating procedures, cycle time and

tooling developments and supplier quality

developments to attend complex manufacturing

issues.

Application of unidirectional single piece flow

method and Pareto Chart to solve production

issue and prioritization issue respectively.

Developed and implemented feedback

mechanism to create awareness for quality.

C.E.1.3.13

C.E.2.3.16

C.E.3.3.8, C.E.3.3.19

PE2.2 Fluent application of

engineering techniques, tools

and resources

Proficiently identified the system and technique

to sort equipment and materials in a lean way.

Applied tool named ‘Effect Vs Difficulty’ graph to

come up with priority list.

Designed ergonomic and safe but lean storage

racks.

C.E.1.3.7, C.E.1.3.6

C.E.2.3.11

C.E.3.3.13


systematic engineering

synthesis and design

processes

I designed and applied KANBAN, 2 bin system on

line for improvement of the process.

Integrated cohesive engineering systems to come

up with possible potential failures in assembly

process.

Drilled down and designed requirements for total

number of racks and bins via systematic working

on industrial engineering fundamentals.

C.E.1.3.14

C.E.2.3.4

C.E.3.3.15, C.E.3.3.13


systematic approaches to the

conduct and management of

engineering projects

I applied project management tools

systematically to plan and process timely project

completion.

I, being leading team, took initiative to draw

down potential failure effects there by solving

complex task on hand.

C.E.1.3.10

C.E.2.3.5


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Page 4 of 5

Accommodated relevant contextual issues by

categorizing parts and there by adding value to

business management strategy.

C.E.3.3.12

PE3 PROFESSIONAL AND PERSONAL ATTRIBUTES

PE3.1 Ethical conduct and

professional accountability

I understand ethics of work environment and

always adhered to it.

I always updated my management for any

milestone accomplishments and other updates. I

respected my team member’s role and always

listened to their inputs.

C.E.1.3.16, C.E.2.3.17

C.E.3.3.21, C.E.3.3.16,

C.E.3.3.24

PE3.2 Effective oral and

written communication in

professional and lay domains

I maintain to and fro effective communication

methods for better engagement of team

members.

Made standards having technical descriptions andpresentations and explained effectively to

concerned.

Made standards and communicated effectively to

workmen. Also, successfully completed project by

presenting KPIs to management.

C.E.1.3.17

C.E.2.3.15

C.E.3.3.21,

C.E.3.3.16, C.E.3.3.18

PE3.3 Creative innovative and

proactive demeanour

I used KAIZEN tool to innovate in its format and

usage method and established it as a tool to beused in project.

I used advanced torque tools, lifting tackles to

mitigate reference issues. Also, I developed

creative procedure of liking tools to calibration

chart.

I used innovative technique of using Quality

Feedback Book and developed a process.

C.E.1.3.13

C.E.2.3.13

C.E.3.3.19

PE3.4 Professional use and

management of information

I used database given on internet to design red

tag, critically assessed its accuracy, reliability and

authenticity of information given in it and applied

it. I also gave its identification number for

tracking.

I proficiently located data required to design

FMEA RPN Action level chart by going through

published works and data in company library and

C.E.1.3.5

C.E.2.3.9


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Page 5 of 5

internet.

I went through company policies and norms to

design Key Performance Indicators for the project

and used identification and tracking mechanism

according to ISO 90001.

C.E.3.3.2

PE3.5 Orderly management of

self, and professional conduct

I was professional enough to have a project

tracking sheet with regular updates to

management.

I came up with new techniques by reviewing my

contribution to project. Also I understand

importance of being member of a professional

and intellectual community, managed time and

processed effectively.

I managed project with tracking methods at allstages and helped develop competencies of my

colleagues

C.E.1.3.15

C.E.2.3.11

C.E.3.3.23, C.E.3.3.24

PE3.6 Effective teammembership and team

leadership

I engaged team building technique with apt

synchronization within team while start of

project.

I functioned as effective team member as well as

a leader and earned trust and confidence of team

members by pursuing assistance and timelyadvice to them.

I effectively engaged in team building and team

leadership activities.

C.E.1.3.3, C.E.1.3.16

C.E.2.3.17

C.E.3.3.2, C.E.3.3.16,

C.E.3.3.19, C.E.3.3.21,

C.E.3.3.24

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