CDR - Sample - 2.pdf

COMPETANCY DEMONSTRATION REPORT

C.E.1.1

INTRODUCTION

C.E.1.1.1 C.E.1.1.2 C.E.1.1.3 C.E.1.1.4

DURATION: Duration of this project was from Oct’10 till Dec’10 LOCATION: This project was carried out at Ahmedabad, Gujarat, India POSITION: At the time of project I was working as Graduate Engineer Trainee. 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 had to 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:x To use all possible lean Tools and implement on shop floor for betterment. x To make appropriate training material for 5S and train associated people. x To make process map project and to procure required tags/stationaries. x To create sub-sections of workshop area and to identify section leader and work closely with them. x 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. 2. 3. 4.

5S Total Productive Maintenance KAIZEN 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, identifiable probable 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

PICTURE A Permanent Action

Equipment that is faulty but is required

Moved 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

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Equipment that is in good condition and not required now but will be required in future


moved to material stores where it will be stored for future usage

Equipment that is in good condition but not required in future


sold 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 and hence 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

location for such part was made within nearest reach of workman location for such part was made within work Equipment required weekly station location for such part was made in common Equipment require monthly stores location for such part was made in common Equipment required quarterly stores location for such part was made in common Equipment require yearly stores This eliminated wastages like searching time, potential safety hazards and also made over all working environment better. Equipment required daily

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 tool helped 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 for each 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 evidently less 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 and number 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 2bin 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 interrelationship. 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 C.E.2.1.2 C.E.2.1.3 C.E.2.1.4

DURATION: Duration of this project was from January’12 till March’12 LOCATION: This project was done in Pune, Maharashtra, India POSITION: At the time of project I was working as Methods Engineer. 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:


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Module Manager(HOD)

Project Incharge (My Position)

Workman 1

Workman 2

Production Supervisor

C.E.2.2.5:

DUTY STATEMENT: - My Job responsibilities as a ‘Project In-charge’ pertaining to project were as below:x To study manufacturing process in detail. x To identify various possible failure modes in the process. x To identify and list down effects of potential failure modes. x Assign rankings to severity, detection and occurrence of identified failures and there by calculate Risk Priority Number (RPN). x Develop Control plan against analysis of PFMEA. x Implementation of Process Failure Mode and Effect Analysis x Lead team members to have successful implementation of PFMEA x Guide team members where ever they find difficulty or any hindrance

C.E.2.3


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.

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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 by using 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 and consultation 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 coordination.

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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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 internet and evaluated the relevant data to design the rating chart which is as seen in below chart that had the Risk Priority Number criteria definition. FMEA RPN Action Levels Safety, Quality, Process & PFMEA RPN Action Levels: Criticality: Severity & Occurrence

Risk Priority Number (RPN)

SEVERITY RATING LESS THAN 9 OR OCCURRENCE RATING LESS THAN 5

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

RPN < 100

NO ACTION REQUIRED

CORRECTIVE ACTION REQUIRED

RPN 100 - 180

TEAM TO DISCUSS WHETHER CORRECTIVE ACTION IS REQUIRED


RPN > 180



Rating

Severity of Effect SEV

Likelihood of Occurrence OCC

10

Hazardous without warning, risk for human injuries

> 1 in 2

9

Hazardous with warning, risk for human injuries

1 in 3

8

Loss of primary function

1 in 8

7

Reduced primary function performance

1 in 20

6

Loss of secondary function

1 in 80

5

Reduced secondary function performance

1 in 400

4

Minor defect noticed by most customers

1 in 2,000

3

Minor defect noticed by some customers

1 in 15,000

2

Minor defect noticed by discriminating customers

1 in 150,000

1

No effect

< 1 in 1,500,000

Likelihood of Detection by Design Control DET Cannot detect. Design or Evaluation control not capable of detecting potential cause / mechanism / or failure mode (CMFM) or there is no design control. ([5HIULJHUDQWOLTXLGOLQHKDPPHU

Remote chance of detection. Design or evaluation control not likely to detect CMFM. Methods not validated and proven through experience. (;1RDQDO\VLV(OHFWULFFXUUHQWOHDNXQGHUKLJKYROWDJH3UHGLFWLRQRI()7FDSDFLWLYH FRXSOLQJ)($PRGDODQDO\VLVRISRVWVWUHVVHGGLVSODFHGWXEHV)UHWWLQJZHDU

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. (;6DOWVSUD\FKHPLFDOGHJUDGDWLRQOLJKWQLQJVXUJH6KLSSLQJWHVWWUDQVLHQWUHIULJHUDWLRQ IORRGLQJXQFRQWUROOHGIODPHSURSDJDWLRQ Moderate chance. Design or evaluation control have a moderate chance of detecting CMFM. (;1RQYDOLGDWHGFRPSOH[DQDO\VLVH[)DWLJXHLPSDFWFUHHS ([SHUWDQDO\VLV QHHGHGWRLQWHUSUHWUHVXOWVRUSHUIRUPWDVNVYLEUDWLRQLPSDFW«

High chance of detection. Design or evaluation control has a high likelyhood of detecting CMFM. Time proven maturity. (;9DOLGDWHGDQDO\VLVPHWKRGV6((7UHIULJHUDWLRQHYDOXDWLRQWHVWV$16,«DLUIORZ FDORULPHWHU

Almost certain detection. Design or evaluation control will almost certainly detect a CMFM. ([1RPLQDOLQWHUIHUHQFHLQ3UR(8QLWQRWIXQFWLRQDOFRPSUHVVRUVWDUWDELOLW\«

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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:x

x

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

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 department and 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. x

x

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 with them. 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.3.1

INTRODUCTION

C.E.3.1.1 C.E.3.1.2 C.E.3.1.3 C.E.3.1.4

DURATION: This project was carried out from June’12 till Feb’14 LOCATION: This project was performed in Pune, Gujarat, India POSITION: At the time of project, I was designated as Methods Engineer. ORGANIZATION: This project was carried out with my then organization; Atlas Copco (I) Ltd.

C.E.3.2

BACKGROUND

C.E.3.2.1:

NATURE OF PROJECT: Project’s nature particularly was to use various techniques of Lean transformation in manufacturing ways of compressor (i.e. our product).

C.E.3.2.2:

OBJECTIVE – Objective of this project was to achieve targeted Key Performance Indicators which were decided by ‘Global Project Coordinator’ and ultimately improve on market share of product.

C.E.3.2.3:

NATURE OF WORK AREA: My work area pertaining to this project was as a designer and controller of lean activities and developments.

C.E.3.2.4:


GENERAL MANAGER

GLOBAL PROJECT COORDINATOR

MANUFACTURING MANAGER

SOURCING MANAGER

ENGINEERING MANAGER

TECHNICAL SERVICES MANAGER

FLOW TEAM MANAGER

PRODUCTION MANAGER

METHODS/INDUSTRIAL ENGINEER (My position)

PRODUCTION SUPERVISOR

MATERIAL CALL OFF

PLANNER

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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 Performance Indicator 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:x To organize a functional team x To calculate existing data of Key Performance Indicators x To design tools, tackles and lot of equipment used for production x To design lean shop floor production so as to increase productivity x To design lean material logistics system so as to increase productivity x To design and implement Quality Management System for process.

C.E.3.3


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 targetplatform 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 by properly 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 and prepared 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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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 as TAKT 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. Tool/Fixture Canopy Trolley Fan & Motor Assembly fixture Torque Tool - 0-540 Nm Crow Foot spanner Lifting tackle - Fanmotor assembly Lifting tackle - Door

C.E.3.3.8:

What will it do Standard material carrying trolley ergonomic & efficient way to assemble quality enhancement tool quality enhancement tool reduction in assembly time reduction in assembly time

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).

PICTURE OF MODIFIED LINE 1 DRAWING OF NEW LAYOUT 1

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:x x

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.

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x

x

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, safe racking 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:GENERAL CLASSIFICATION QUANTITY External Sequence(A) 40 Internal Sequence(B) 69 KANBAN Part (D) 76 Kitting Material( C ) 282

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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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 trials with 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, I considered 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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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 selfdisciplined, 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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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 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

Seminar

Welding Procedure Specification and Qualification and Hands on Welding

Betz Engineering & Research Division, Chennai

7th - 9th Jan'11

Training

Project Management

Atlas Copco (I) Ltd, Pune, India

8-Oct-12

Conference

Lean Manufacturing

Atlas Copco (I) Ltd, Wuxi, china

15-Oct-12

Discussion/Training Topic Training and learning on various modes of welding according to ASME Section - 9

AVIX Software operating training 4-Pillar Training Program Oil Free Air compressor Technical Training LRQA Integrated Management Systems Internal Auditor Training Auditing Integrated Management Systems Safety Health & Environment training

Atlas Copco (I) Ltd, Wuxi, china Atlas Copco (I) Ltd, Pune, India

16th - 17th Oct'12

A short training on various tools used in Project Management A conference where in different members from Atlas Copco plants shared their knowledge on lean implementation Hands on training on Methods and time study software

12-Dec-12

A training on Quality Manufacturing


3rd - 4th Jan'13

Technical product training


22nd - 24th April'13

Training on IMS by LRQA professional


6-Jun-13

Inspection of IMS as internal auditor


1st - 2nd Aug'13

General SHE training

Training & Workshop

Lean Manufacturing Training


12th - 14th Aug'13

Detail training on basic Kaizen, Total Flow Management and Total Quality Management

Workshop

Safety Week

Event

Rotary Value Stream Analysis

Atlas Copco (I) Ltd, Pune, India Ingersoll Rand (I) Ltd, Ahmedabad, India

4th - 7th Mar'14 18th - 22nd May'15

Training Training Technical Training

Training

Technical Inspection Training

Safety practice 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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PROFESSIONAL ENGINEER Summary Statement

Competency Element

A brief summary of how you have applied the element

PE1 KNOWLEDGE AND SKILL BASE I understand basic engineering fundamentals like 5S, TPM, KAIZEN, Lay-outing and Visual Management in Lean & Industrial Engineering PE1.1 Comprehensive, theoryand used them in executing project based understanding of the underpinning natural and I understand various methods of preparing physical sciences and the assembly flow chart which is engineering engineering fundamentals fundamental. applicable to the engineering discipline I know in-detail spaghetti diagram and used it for mapping various touch points in production.

PE1.2 Conceptual understanding of the mathematics, numerical analysis, statistics and computer and information sciences which underpin the engineering discipline

PE1.3 In-depth understanding of specialist bodies of knowledge within the engineering discipline

Paragraph in the career episode(s) where the element is addressed C.E.1.3.2, C.E.1.3.4

C.E.2.3.3

C.E.3.3.4

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.

C.E.1.3.8, C.E.1.3.14

I conceptually know and understand math, numerical analysis, usage of computer and information interpretation of various processes related to engineering discipline.

C.E.2.3.9

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. 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.

C.E.3.3.5, C.E.3.3.15 C.E.3.3.14

I understand and proficiently applied advanced torque tools usage, innovative lifting tackle design and concepts for tool to calibration linkage

C.E.2.3.13

C.E.1.3.9

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PE1.4 Discernment of knowledge development and research directions within the engineering discipline

PE1.5 Knowledge of contextual factors impacting the engineering discipline

PE1.6 Understanding of the scope, principles, norms, accountabilities and bounds of contemporary engineering practice in the specific discipline

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. I identified and critically appraised ‘Red Tag’ design and its application in 1S.

C.E.3.3.6, C.E.3.3.12

I know and also applied ‘Effect Vs Difficulty’ Graph for categorizing high impact action items.

C.E.2.3.11

Identified and applied pull concept with single flow type production method in manufacturing compressors. I defined structure, roles and responsibilities of my team members. Also brought in and implemented KAIZEN system that brought in cultural change in the company.

C.E.3.3.5

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.

C.E.2.3.16

Identified adverse effect of activities on social and ergonomic life of human and implied it as adverse 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 Applied systematic design method in preparing Operating procedures which was based on relevant standards, inclusive of safety engineering and ergonomic impact

C.E.3.3.3, C.E.3.3.7

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.

C.E.2.3.2

Systematically applied Single flow Manufacturing method & equipment design method which are principle technology in lean mechanical engineering which appreciated formal structure

C.E.3.3.8, C.E.3.3.17

C.E.1.3.5

C.E.1.3.4, C.E.1.3.13

C.E.1.3.11

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and methodology of system engineering as holistic basis for managing complexity and sustainability in manufacturing. PE2 ENGINEERING APPLICATION ABILITY Applied KAIZEN as a lean engineering tool for continuation of lean directives in manufacturing.

PE2.1 Application of established engineering methods to complex engineering problem solving

PE2.2 Fluent application of engineering techniques, tools and resources

PE2.3 Application of systematic engineering synthesis and design processes

PE2.4 Application of systematic approaches to the conduct and management of engineering projects

C.E.1.3.13

Worked in Operating procedures, cycle time and tooling developments and supplier quality developments to attend complex manufacturing issues.

C.E.2.3.16

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. Proficiently identified the system and technique to sort equipment and materials in a lean way.

C.E.3.3.8, C.E.3.3.19

Applied tool named ‘Effect Vs Difficulty’ graph to come up with priority list.

C.E.2.3.11

Designed ergonomic and safe but lean storage racks.

C.E.3.3.13

I designed and applied KANBAN, 2 bin system on line for improvement of the process.

C.E.1.3.14

Integrated cohesive engineering systems to come up with possible potential failures in assembly process.

C.E.2.3.4

Drilled down and designed requirements for total number of racks and bins via systematic working on industrial engineering fundamentals.

C.E.3.3.15, C.E.3.3.13

I applied project management tools systematically to plan and process timely project completion.

C.E.1.3.10

I, being leading team, took initiative to draw down potential failure effects there by solving complex task on hand.

C.E.2.3.5

C.E.1.3.7, C.E.1.3.6

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Accommodated relevant contextual issues by categorizing parts and there by adding value to business management strategy. PE3 PROFESSIONAL AND PERSONAL ATTRIBUTES

PE3.1 Ethical conduct and professional accountability

PE3.2 Effective oral and written communication in professional and lay domains

PE3.3 Creative innovative and proactive demeanour

PE3.4 Professional use and management of information

C.E.3.3.12

I understand ethics of work environment and always adhered to it.

C.E.1.3.16, C.E.2.3.17

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. I maintain to and fro effective communication methods for better engagement of team members.

C.E.3.3.21, C.E.3.3.16, C.E.3.3.24

Made standards having technical descriptions and presentations and explained effectively to concerned.

C.E.2.3.15

Made standards and communicated effectively to workmen. Also, successfully completed project by presenting KPIs to management.

C.E.3.3.21, C.E.3.3.16, C.E.3.3.18

I used KAIZEN tool to innovate in its format and usage method and established it as a tool to be used in project.

C.E.1.3.13

I used advanced torque tools, lifting tackles to mitigate reference issues. Also, I developed creative procedure of liking tools to calibration chart.

C.E.2.3.13

I used innovative technique of using Quality Feedback Book and developed a process.

C.E.3.3.19

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.

C.E.1.3.5

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.2.3.9

C.E.1.3.17

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internet.

PE3.5 Orderly management of self, and professional conduct

PE3.6 Effective team membership and team leadership

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. I was professional enough to have a project tracking sheet with regular updates to management.

C.E.3.3.2

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.

C.E.2.3.11

I managed project with tracking methods at all stages and helped develop competencies of my colleagues

C.E.3.3.23, C.E.3.3.24

I engaged team building technique with apt synchronization within team while start of project.

C.E.1.3.3, C.E.1.3.16

I functioned as effective team member as well as a leader and earned trust and confidence of team members by pursuing assistance and timely advice to them.

C.E.2.3.17

I effectively engaged in team building and team leadership activities.

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

C.E.1.3.15

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CDR - Sample - 2.pdf

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