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 Oct10 till Dec10

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:

ORGANIZATIONS 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, companys 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 Red tag zone

moved 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 zone

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 materials 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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COMPETANCY DEMONSTRATION REPORT

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 January12 till March12

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 products 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 managers 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:

ORGANIZATIONS PROFILE -

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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

PERSONAL ENGINEERING ACTIVITIES

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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COMPETANCY DEMONSTRATION REPORT

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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COMPETANCY DEMONSTRATION REPORT

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

CORRECTIVE ACTION REQUIRED

RPN > 180

CORRECTIVE ACTION
REQUIRED

CORRECTIVE ACTION REQUIRED

Rating

Severity of Effect
SEV

Likelihood of Occurrence
OCC

10

Hazardous without warning, risk for

human injuries

> 1 in 2

Hazardous with warning, risk for human

injuries

1 in 3

Loss of primary function

1 in 8

Reduced primary function

performance

1 in 20

Loss of secondary function

1 in 80

Reduced secondary function

performance

1 in 400

Minor defect noticed

by most customers

1 in 2,000

Minor defect noticed

by some customers

1 in 15,000

Minor defect noticed by

discriminating customers

1 in 150,000

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

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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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

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 managers 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 June12 till Feb14
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: Projects 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:

ORGANIZATIONS PROFILE -

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

PERSONAL ENGINEERING ACTIVITIES

C.E.3.3.1:

The projects 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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COMPETANCY DEMONSTRATION REPORT

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 years 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.

Page 3 of 9

COMPETANCY DEMONSTRATION REPORT

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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COMPETANCY DEMONSTRATION REPORT

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

each stage and 23 m of line area used vs 46 m 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 assemblers 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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COMPETANCY DEMONSTRATION REPORT

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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COMPETANCY DEMONSTRATION REPORT

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.

Page 7 of 9

COMPETANCY DEMONSTRATION REPORT

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

Page 8 of 9

COMPETANCY DEMONSTRATION REPORT

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.

Page 9 of 9

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

Atlas Copco (I) Ltd, Pune,

India

3rd - 4th
Jan'13

Technical product training

Atlas Copco (I) Ltd, Pune,

India

22nd - 24th
April'13

Training on IMS by LRQA professional

Atlas Copco (I) Ltd, Pune,

India

6-Jun-13

Inspection of IMS as internal auditor

Atlas Copco (I) Ltd, Pune,

India

1st - 2nd
Aug'13

General SHE training

Training &
Workshop

Lean Manufacturing
Training

Atlas Copco (I) Ltd, Pune,

India

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

Page 1 of 1

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

Page 1 of 5

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

Page 2 of 5

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

Page 3 of 5

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 members 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

Page 4 of 5

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

Page 5 of 5