CE2.3.1 of improvement and value stream mapping

CE2.3.1 I and my team were
engaged by PT&D Middle-East top management to develop an engineering
process improvement strategy. I and my team started by interviewing and brainstorming
every person in business at the different altitude (C-suite to site staff) and conducted
department wise diagnostics to map current state business process and to
identify improvement levers. I utilized Fishbone diagram and issue tree tools
to identify levers of improvement and value stream mapping (VSM) tool to map
the current state of engineering process flow. Later, I invited and organized
Opex program kick-off meeting to take buy-in from business key stakeholders. I
presented Opex initial diagnosis report, which identified improvement areas and
took the consensus from stakeholders and concluded with project objective, key initiatives
and benefit/savings expected from Opex program such as faster project completion, man-days savings, material cost savings and
improving business profit margins. I estimated Opex assignment expenses and sent to PT&D business top
management for approval

CE2.3.2 I identified mechanization need and reduced
manpower cost and increased productivity by 60%. For instance: Earlier, prior
to concrete pouring activity manpower used to do rebar tying manually, productivity
outcome was  60 tie’s in 20 minutes, but
after my intervention using my past experience, I introduced and implemented
rebar tying machine, the productivity shot up by 20 times that is 60 ties in 1
min with handheld machine. It resulted in huge savings of binding wire,
increased steel tying productivity and reduced manpower and skilled dependency

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CE2.3.3 I deployed one of Opex
team person to site to capture “As-Is” productivity data of civil structure
construction, electrical & HVAC equipment installation and MEP works.
Moreover, I consulted industry expert and used my past project experience to
establish new productivity norms to complete execution work faster. Based on the project objective and top management mandate, I redesigned
project execution plan referring to timeline, manpower, material, and plant
& machinery availability. I combined multiple activities and defined new critical
and subcritical activities using my prior work experience, taking PT
senior experts and suggestions from industry experts. I got an approval of this
new execution plan from the internal and external client. Snapshot showed below

CE1.3.4 I and my team rationalised manpower requirement based on skillset needed
for the activity. Based on upcoming critical and subcritical activities, I
ensured desired & the number of skilled/unskilled resources were deployed by
the project manager. I made project team interact with the team and prepare three
weeks to forecast planning for resources and material required to complete the
critical activity. I computed new unit Man-days norms after discussing with project
directors, industry experts, and using my past project site experience (image
is shown below). I conducted idea generation workshop at a project site, which
included site team and business cross-functional staff to generate ideas for
engineering improvement.

 

CE2.3.5 I prepared roles and
responsibilities of my team and assigned key result areas and gave feedback
frequently. During Opex program journey, I found one of my teammates was facing
difficulty in understanding the linear project, as he was from manufacturing
background, so I arranged a linear project management training session at
L Institute of project management. I harmonized with the project manager, construction manager, site
engineer, safety engineer to ensure safety standards are met as per
organizations norms, I implemented safety scorecards which will be filled by
site engineer and supervisor before the start of an activity. Also, I developed
the Quality scorecard, where quality engineer along with site engineer inspect
the activity and give clearance to raise RFI/RFQ to the client, this minimised
rework and time. I followed Qatar National Constructions standards (QCS) and Qatar water and
electricity standards in the tasks. I made risk register and created Heat map
basis on severity scores. I listed down all the risk involved in the project
and associated cost impact.

CE2.3.6 I received training on next level of negotiation, communication, client
relationship management and advance excel, and attended the workshop for steel
and concrete detailing software by Tekla. I referred articles on advanced
construction techniques, modular formwork to eliminate unnecessary carpentry need.
I used internal R department to find strength & durability tests of new
chemical curing agents, processed sand, etc. and along with project team take
the test results to client & consultant and discuss the benefits of new
materials for the way forward and approval.

CE2.3.7 I along with my team organized weekly meetings with business key
stakeholders to update Opex progress, take approval of CapEx item, and decision
on cascading initiatives across other projects. I also meet with PT Middle-East
top management once a month to update on Opex progress and share the tangible and
non-tangible benefits. Further, I created way forward roadmap for cascading
initiatives across the business. I used software such as Microsoft suite and
Microsoft projects and Primavera for planning and preparing schedules. I also
used in-house software called EIP for reverse auction of transformers, cables,
and other project consumable materials. I prepared project flowchart and
network design using Microsoft Visio and took help of mind mapping software to
layout thoughts and capture new ideas.