Omar Ibrahim Ayesh - Competency Demonstration

Competency Demonstration Report

Narrative: 1 – 3

CE.1: System Analysis and Performance Assessment for Royal

Jordanian air cargo warehouse.

CE.2: Obtaining Good Manufacturing Practice (GMP) licence for

new production in Spartan Modern Industry.

CE.3: Initiating new GMP water treatment unit for new production in

Spartan Modern Industry based on ISO 9001:2008 ‘Quality

System’.

Declaration

All statements of fact in this report are true and correct and I have made claims of acquired competencies in good faith. The report is all my own work and is a true representation of my personal competence in written English. I confirm that I understand that members of the engineering team in Australia are required to display a commitment to exercising professional and ethical responsibility in all aspects of their work. I also understand that documentation submitted in support of my application may be referred to the Department of Immigration and Citizenship (DIAC) for integrity checking.

Name: Omar Ibrahim Ayesh

20 January 2015


Narrative: 1

System Analysis and Performance Assessment for Royal Jordanian air

cargo warehouse. CE 1.1 Introduction: -

During my final year of Industrial Engineering degree in university, I have to work on

a real life project and write a thesis about that experience in how the problems been

addressed and solved. I chose to work in a team with another colleague on a System

Analysis and Performance Assessment at Royal Jordanian Company. As an

engineer’s our main scope was to analyse any system and assess it for any

malfunctions or improvements. The RJ air cargo warehouse was available for us,

and it was a golden chance to do our thing, to analyse and assess.

Project duration: 1st February 2011 tell 15th January 2012 (11 months). Location: Industrial Engineering Department at Applied Science University,

Amman-Jordan. In addition to Queen Alia International Airport (QAIA), Amman-Jordan.

Company: Royal Jordanian Airlines (cargo division). Position: Industrial Engineering Student working on the engineering

graduation project.

CE 1.2 Background:-

“Royal Jordanian (RJ) air cargo warehouse” is locate in Queen Alia International

Airport, which delivers and receives cargo in and out through its airport. It built in

1983 that the cargo facility and the ground handling been operated and provided by

a subsidiary of Royal Jordanian Airlines (cargo division) that flies to over 60

destinations and 40 countries. The warehouse covers an area of 17,000 m² with a

sufficient space to expand the facilities by about 40%. The cargo terminal located

some distance from the passenger terminals, between the two taxiways connecting

the parallel runways and an aircraft maintenance facility, with an import and export

area to allow the flow of goods.

CE.1.3 The warehouse main income source is varies hugely with the degree of the

utilization of its operations/performance. After interviewing the supervisors at the RJ

cargo warehouse, their main concern was the lack of workers. They need to check if

the number of operators were adequate to conduct different operations at the cargo

warehouse.

Mission: - The fundamental objectives of this study were to do system analysis and

performance assessment of the warehouse. These objectives meant to be satisfied

through a collection of mean objectives:

The analysis of the role of a warehouse system and the identification of the

requirement that it should meet.


Knowing the key performance measurements that used for quantifying the

utilization of a labour.

To assess if the number of operators were enough to achieve the desired

work.

CE 1.4 Hierarchy of the Project Team:-

The following chart represents the Enterprise mode for both the team and the

organization structure including my role.

Chairman of the board

Chief executive

officer

Chief

Financial

Office

Chief

Commercial &

Strategy Officer

Director-General

for shipping and

sales (cargo)

General

manager of

Airport Service

Head of

Engineering &

Maintenance

Head of Sales,

Marketing &

Distribution

Head of Flight

Operations

Quality Control

Manager

Industrial

Engineering

Student 2

Industrial

Engineering

student -Me

(Group leader)

Industrial

Engineering

Department –

Applied Science

University

Supervisor

Dr. Lina Al-Qatawni

CE 1.5 Personal Engineering Activity

To achieve the main objective, the following methodology used, which consist of two

parts:

1. System analysis of the RJ cargo warehouse.

Tools that used in this part include:

Interviewing the supervisors at the warehouse.

Flowcharts.

Data collection from record files.

Direct observation.

2. Performance assessment of operators at RJ cargo warehouse.

Tools that used in this part include:

Actual data collection.

Data collection from record files.

Interviews with the supervisors at the warehouse.

Key performance indicators for labour assessment (KPI’s).

Graphs development using computer software.


CE 1.6 After interviewing the supervisors and having a direct observation of the

warehouse, I have made a basic process flow chart for both the export and the

import area of the warehouse by considering the sequence of operations on priority.

D O I S TDetails

Shipments on carts are transferred to the import bulk cart break-down station

Shipments sorted and scanned in the break-down station

Shipments placed into a roll box, conveyed and stored either in AS/RS or storage area (terminal goods or connecting goods).

Shipments on containers (ULDs) are introduced into the terminal through computer-assisted airside transfer vehicle (ATV).

Transfer ULDs either to: Road Feeder Service (RFS) dock area, import/export ULDs storage area or import ULDs breakdown area

Store in the import ULDs storage area

ULD retrieve and transfer either to the customer (via RFS dock or truck dock pick area) or to the airside (via ETV and ATV).

Freights on dollies or carts are transferred with a tractor-trailer from aircraft to the airside level of the cargo terminal

Flow Process Chart

Industry: RJ warehouse, Flow of goods through the import area

Delay

Operation

Inspection

Storage

Transport

D O I S TDetails

ULD’s shipments stored in the RFS area or in the export truck acceptance area (customs approval)

Transfer ULD’s to the airside either directly or through the export storage area (Let export order)

Loose shipments retrieved from the AS/RS or from any storage area

Loose shipments sent to the cart or to the ULD build-up area directly (bonded area)

Cart break-down processing the shipments on ULDs ( Lashing and location number)

Store and retrieve ULDs in the export ULDs storage

Receiving shipments either loose on in ULD’s (Examination area, X-Ray testing machine)

Flow Process Chart

Industry: RJ warehouse, Flow of goods through the export area

Delay

Operation

Inspection

Storage

Transport

Loose shipments store in the AS/RS or other storage area (packaging and labelling)

Sent ULD to the airside area by using ETVs

ULDs are placed on dollies throughout an ATV

ULDs delivered to the aircraft staging area

The overall view of the warehouse layout and the flow of goods in the export and

import area.


The nature of my particular work area was to analyse various warehouse operations

from storage and movement of goods to provide the required level of customer

satisfaction when done efficiently. In addition, of doing an assessment to the way

whether action or activity was going the right way to maintain quality and improve

operations performance.

CE.1.7 One of my duties and responsibilities in this project was to do a detail

analysis for the operations in the export area, including the flow of goods and

information, which helps to understand the work done by each operator and be more

familiar with it. There were two sources of goods that come to the export area, If

Amman is not the final destination then it is Transit shipments otherwise it is New

shipments as shown in the flow chart.

Shipment

arrive in the

import area

QAIA (Amman)

final destination

Flight operator

Airway bill

Transfer

to export

area

Breakdown

operator

Ready to goStore in proper area

(racks, cold room,..etc.)

ETV

storage

Yard Collect

operator

Cargo Control

Shipment Airway

billPrepare other

shipments with

that flight

Maintenance (Spare parts

for RJ airplanes)

Direct customer on spot

Agent on RJ flight

Other carriers

NO YES

YES NO

CE.1.8 My job involve identifying the operations at the export area, which I began of collecting data from the record files and using different methods such as time and motion study. However, it was important to know the warehouse human resources and the operating time of the terminal that currently run on three shifts with a total labour of some 160-170 operators. This study done for the (Shift A) staffed [7 hours – (08:00–18:00): 29% of total time]. A Chant chart demonstrate the Profound RJ analysis of the operations at the export area.


ID Operations at the export area Duration

Fri 19 Dec

129 2108 3111

2 2hUnloading shipment

3 1hWeighing shipment

4 1hX-Ray machine

5 1hInspection

1hPutting the shipments on pallets and

move to examination zone

Operator

Unloading operator

weighing operator

Security officer

Jordanian army

officer

Put-Away operator

Forms

Shipment Discharge Form

Security approval

Instructions For Dispatch Of

Goods Form


Goods Form


Goods Form (White page)

Office

Export office

Export office

Security office

Jordan Civil

aviation office

Export office6

7Instructions For Dispatch Of

Goods Form (Yellow page)Customs officer1hCustoms officeExamining at least 10% of the goods


Goods Form (blue page)Yard forklift operator2hTransit officeAllocate the shipments to be store

8

9

Export Goods WeightingsYard forklift operator1hTransit officeWeighs the shipment

Flight Booking ListYard Collect

operator7hControl office

Preparing the shipment according to

the sequence of the flight time.

11

12

10

ETV clearanceATV operator1hcontrol officeCovering the pallet with a net and put

it on the ETV storage racks

Airway billETV operator1hControl officeShipping

Weighing and

unloading activity

Weighing and

unloading activity

Inspection activity

Inspection activity

Put-away activity

Storage activity

Storage activity

Pick and pack

activity

Pick and pack

activity

Pick and pack

activity

Shipping activity

Activity

1 Shipment Discharge FormReception and

accounting operator0hExport office

Reception and

accounting activityReceiving the shipment

CE 1.9 Assessing the performance of operators especially in the export area done

by classifying the operators according to their operations. In addition, I collected

data of the number of operators per operation, the available time, the actual time,

number of bills, total pieces and total weight for shift A.

Reception & accounting

1 person

40 bills

16348 kg

929 pcs

5.92 hrs Setup

2.17 hrs

5.92 hrs

1.08 hrs 2.08 hrs

4.83 hrs

Unloading & weight

1 person

40 bills

16348 kg

929 pcs

4.83 hrs Setup

1.9 hrs

4.92 hrs

2.08 hrs

5.1 hrs

Put-away

1 person

40 bills

16348 kg

929 pcs

4.92 hrs

Storage (Yard)

1 person

40 bills

16348 kg

929 pcs

5.1 hrs

1.08 hrs

4.92 hrs

Collect (Yard)

1 person

41 bills

17482 kg

2205 pcs

4.92 hrs

0.75 hrs

5.92 hrs

RJ flights

1 person

36 bills

85951kg

264

5.92 hrs

4.25 hrs

Other carriers

1 person

5 bills

9247 kg

1941 pcs

4.25 hrs

Values Added Time as % of Total Time of operations = 35.56 ℎ𝑟𝑠

48.79 ℎ𝑟𝑠= 72.88%

CE 1.10 After that, I worked on assessing the performance of operators in the export

area, one of the activity I did was for the “Reception and Accounting”. I started by

measuring the available time which was 7 hours for this shift multiplied by the

number of operators working for that operation. The actual time that the operator/s

were actually working calculated from the forms they filled. To measure the utilization

and productivity, the equation shown as follow:

𝑃𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑣𝑖𝑡𝑦 = 𝑡𝑜𝑡𝑎𝑙 𝑏𝑖𝑙𝑙𝑠

𝑎𝑐𝑡𝑢𝑎𝑙 𝑡𝑖𝑚𝑒 𝑈𝑡𝑖𝑙𝑖𝑧𝑎𝑡𝑖𝑜𝑛 =

𝑎𝑐𝑡𝑢𝑎𝑙 𝑡𝑖𝑚𝑒

𝑎𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒 𝑡𝑖𝑚𝑒

Then I did tables and graphs using MS Excel to simplify and monitor operators performance which been filled with operators’ data which been collected only for shift A (8:00 – 15:00) and for period of two weeks, starting from the 17th of December 2011 until the 30th of December 2011.

Week one. Saturday Sunday Monday Tuesday Wednesday Thursday Friday


17-Dec 18-Dec 19-Dec 20-Dec 21-Dec 22-Dec 23-Dec

Number of operators 1 2 2 2 2 2 1

Time Available (Hrs) 7 14 14 14 14 14 7

Time Actual (Hrs) 5.92 8.32 9.84 9.66 10.82 8.2 -

No. of Bills 40 38 55 55 63 39 -

Total Weight (Kgs) 16348 20056 20196 12031 14995 22191 -

Total Pcs. 929 937 1959 563 314 1174 -

Utilization (%) 84.57 59.43 70.29 69.00 77.29 58.57 -

Productivity (Bills/Hr) 6.76 4.57 5.59 5.69 5.82 4.76 -

Week two. Saturday 24-Dec

Sunday 25-Dec

Monday 26-Dec

Tuesday 27-Dec

Wednesday 28-Dec

Thursday 29-Dec

Friday 30-Dec

Number of operators 1 2 2 2 2 2 1

Time Available (Hrs) 7 14 14 14 14 14 7

Time Actual (Hrs) 6.1 9.32 7.2 9.5 11.84 11 -

No. of Bills 40 46 31 51 84 63 -

Total Weight (Kgs) 28652 23461 12229 27591 30035 34330 -

Total Pcs. 4445 625 1176 2176 1113 2594 -

Utilization (%) 87.14 66.57 51.43 67.86 84.57 78.57 -

Productivity (Bills/Hr) 6.56 4.94 4.31 5.37 7.09 5.73 -

0.00

50.00

100.00

Saturday 17-Dec

Sunday 18-Dec Monday 19-Dec Tuesday 20-Dec Wednesday 21-Dec

Thursday 22-Dec

Utilization (%) for for week one

0.00

5.00

10.00

Saturday 17-Dec


Thursday 22-Dec

Productivity (Bills/Hr) for for week one

0.00

50.00

100.00

Saturday 24-Dec


Thursday 29-Dec

Utilization (%) for week two

0.00

20.00

40.00

60.00

80.00

100.00

Saturday Sunday Monday Tuesday Wednesday Thursday

Week 1

Week 2

Utilization for Reception & Accounting (%)


This operator/s utilization was within the limit, except for one day, which was the 24th

o\f December operator, which was a day before Christmas holiday. Usually for

Saturday’s, there was only one worker for this task at “shift A” which increases the

utilization. Monday the 26th of December had lower utilization because Sunday was

the Christmas holiday and most businesses were on a break. Wednesdays and

Tuesdays operator/s utilization were acceptable.

CE 1.11 The overall assessment of the operators’ utilization and productivity was

done by calculating the average utilization and average productivity for each type of

operators for the two weeks as shown below.

Operators classification

Average Utilization (week one) (%)

Average Utilization (week two) (%)

Average Productivity (week one)

Average Productivity (week two)

Comments

Reception & Accounting

69.86 72.69 5.53 Bills/Hr 5.6 Bills/Hr Utilization: Acceptable Productivity: Unacceptable

Unloading & Weighing

67.24 80.45 199.3 Psc/Hr 349.2 Psc/Hr Utilization: Acceptable Productivity: Acceptable

Put-away 68.26 78.24 195.3 Psc/Hr 352.1 Psc/Hr Utilization: Acceptable Productivity: Acceptable

Storage (Yard) 71.86 80.02 185.7 Psc/Hr 350.7 Psc/Hr Utilization: Acceptable Productivity: Acceptable

Collect (Yard) 74.92 77.45 335.4 Psc/Hr 282.8 Psc/Hr Utilization: Acceptable Productivity: Acceptable

Preparation RJ

74.67 75.14 128.0 Psc/Hr 97.3 Psc/Hr Utilization: Acceptable Productivity: Unacceptable

Preparation Other Carriers

62.60 69.31 169.2 Psc/Hr 188.7 Psc/Hr Utilization: Unacceptable Productivity: Unacceptable

CE 1.12 Analysing the system assisted me to control and improve the logistics

services and effectively doing operations and employees’ assessments of the air-

cargo warehouse. In result to the output of performance assessment, the utilization

for the whole operators were acceptable except for the other carriers’ operator/s. In

addition, the productivity for the whole operators were acceptable except for

Reception & Accounting, RJ Preparation and other carriers’ operator/s.

0.00

5.00

10.00

Saturday 24-Dec


Thursday 29-Dec

Productivity (Bills/Hr) for week two

0.00

2.00

4.00

6.00

8.00

Saturday Sunday Monday Tuesday Wednesday Thursday

Week 1

Week 2

Productivity for Reception & Accounting (Bills/Hr)


CE 1.13 So far the number of operators were enough, especially that the flow of

products in the region was low. However, we noticed that there was a lot of time

wasted for the “Pick and pack” operators of getting the “Flight Booking Lists” from the

transit office, which located on the second floor, that time wasting can be eliminate

by putting computers that could be connected and updated by the Transit Office.

Also when the information been documented they would not need to weight the

shipments three times (unloading & weighing, Yard, Collect). But due to the different

types of pallets they use, the Gross Weight also change, these ULDs pallets were

seven to eight types, so they can standardized them to eliminate that waste.

CE 1.14 This project allow me to apply my engineering knowledge and the theories that I learnt into a practical work. In addition, I improved my communication and time management skills while working within my team, and I increased my knowledge in a global level that involves working daily with different time zones, languages, economic systems and cultures. However, I analysed the system from different point of views by using different engineering tables and graphs, in which we efficiently completed the project on time. Finally, the warehouse managers were satisfied with the results that assessed the management in making decisions that we came up with a study where all the actors’ interests were satisfied. We received High Distinction for this final year project.


Narrative: 2

Obtaining Good Manufacturing Practice (GMP) licence for new

production in Spartan Modern Industry.

CE 2.1 Introduction:-

CE 2.2 Employment Organisation:-

“Spartan Modern Industry (SMI)” Amman – Jordan, is a limited liability company that

established in 1977 based on corporation and affiliation with Spartan Lebanon and

Spartan USA. It is the first chemical company in Jordan to produce and introduce

liquid detergents, household chemicals, dishwashing liquid, germicidal bowl cleaner

and personal care consumer goods to the market such as:

Toilet soap,

Hair shampoo,

Sanitary cleaning agents,

Baby care products,

Powder / plates for washing clothes,

Perfumes,

Stain remover,

Shampoo / Cleaning agents for cars,

Dish washing / powder and pastes,

Carpet cleaning agents,

Organisation Background: - Today “Spartan Modern Industry" has many leading

brands covering the Jordanian, Iraqi and West Bank territories such as "Flash",

"Golden", "Easy", "Manix", "Lenol" and "Plus-5". SMI is a manufacturer and

distributor committed to enhancing its strong leadership position in the industry

through substantial investment of time and resources. In 2012, SMI accredited by

SGS for the ISO 9001:2008 standard and by the Jordan Food and Drug

Administration (JFDA) for the Good Manufacturing Practices (GMP) for cosmetics

and personal care products. In addition, the company had its own plastic bottle

manufacturing and printing facilities for their internal consumption.

Project dates: 15th of February 2012 until 10th September 2012 (7 months project duration).

Location: Spartan Modern Industry company building. King Abdullah Street, Sweileh area. Amman-Jordan.

Company name: Spartan Modern Industry.

Position title: Industrial Engineer / Quality Engineer.


CE 2.3 Nature and objectives of the overall engineering project:-

This career episode will discuss the project related to the achievement of GMP along

with the manufacturing facility for shampoo production that had been constructed

and modified to meet with cosmetic GMP standards. In addition to that, there was a

continuous improvement on both instruments and working environment to meet

national and international regulatory standards with JFDA.

Mission: - The project was taken up with the Quality Management System that

encompass developing, manufacturing, packaging, and distributing products by

implementing GMP according to the JFDA requirements for customer satisfaction

and commitment to quality.

CE 2.4 An organisation chart:-

The following chart represents the Administration mode for the organisation as a

structure highlighting my position.

Managing Director

Quality Manager

Planner /Production

Manager

Quality Control

Manager

Maintenance

manager

Calibration

Manger

Plant Manager

Assistant Plant

Manager

Storage and

Distribution manager

Materials manager

Employees

Employees

Assistant maintenance

Engineer

Assistant Calibrate

Engineer

Finance Manger

Securities

Manager

Finance Controller

Marketing

manager

Advertising

Manager

Sales Manger

Quality Assurance

Manager

Quality Engineer

CE 2.5 The nature of my particular work area:-

Top management want to ensure that quality objectives, including those needed to

meet requirements for raw material, packaging material and product been

established at relevant functions and level within the organization. Since, I was

directly responsible as Engineer for Quality Assurance to ensure the GMP

implementation and maintenance of the quality system in accordance with JFDA.


CE 2.6 Technical details of the work:-

The site designed to manufacture of shampoo only. The site also designed to

monitor and control the environment needed in the manufacturing area to assure

production of required high quality such as humidity and temperature that monitored

in the manufacturing area and data been registered and kept in the Quality

Assurance Department to ensure that all condition of production and storage are

maintained. I made flow chart structure for receipt, sampling, testing and storage of

raw material and packaging material as show bellow.

The project phases consist of planning, construction and execution, which I ensured

to be follow and taken under the following consideration:

Documentation control,

Review, approval and distribution of standards operating procedures,

Review of the manufacturing batch records,

Establishing and following up on the SOP training,

Ensure implementation and understanding of GMP rules and regulations.

Receiving of

ordered materials

Purchase order

checking against

received material

Storekeeper clean

the containers at

receiving area

Inform QC for

inspection

Transfer material

to quarantine area

Label the material

with identification/

under quarantine

label

QC sampling &

testing

QC results

Label as reject Label as pass

Transfer

material to

Reject Material

Store

Transfer material to Approved

Material Store


CE 2.7 Detailed description of the work:-

At the beginning of a production operation for a specific product, I begin from the

Quality Assurance department to control and prepare following records:

Batch Record for every product as per relevant Product Master Formula;

Bulk Preparation Record issued by Production manager that consists of the

manufacturing steps that followed by the production operators.

It was necessary from my position first to approve that raw material been dispensed

according to the controlled production material issue (BILL OF MATERIAL); each

raw material dispensed was weighted by the storekeeper and double-checked by the

production officer. After that, Materials transferred to staging area in locked cages

before proceeding to next stage. Finally to achieve a quality work, the following flow

chart done after a series of discussions and meeting with internal managers.

Manufacturing step done by one officer that endorsed and checked by another

officer whenever required as per batch record. In addition, manufacturing yield was

calculated, reviewed and recorded at the conclusion of each critical phase of the

process.

Production

Batch Record

Line

clearance

Raw Material

weighing

Staging Area

Bulk

Preparation

Room Cleaning,

Equipment Cleaning,

Line Clearance

filling

Room Cleaning,

Equipment Cleaning,

Line Clearance

QC. Sampling &

Release of Bulk

Labelling

Packing

Finished

Store

QA: Calculate

intermediate yeild

QA, QC Final

release


CE 2.8 Work description performed personally:-

My duties and responsibilities as an Industrial Engineer were:

Double check the packaging process was carried out according to an

authorized packaging order, and the packaging materials needed to execute

the order been dispensed by the stakeholder.

Checks and results been recorded in relevant records and documents.

General review of the Batch File (including production Batch Record and

Packaging Batch Record) to check data records/documents and to make sure

that they were complete and correct.

Perform and prepare the raw and packaging material reconciliation to ensure

that product batch file complied with the GMP.

Review and approve all packaging materials and finish product specifications.

Handling of product recalls and returns.

Handling of customer complains.

CE 2.9 Solving engineering problems:-

My job involved managing the process of change control system through evaluating

the impact of change and approving the changes in which this assess the impact of

deviations on the batch quality and determine the disposition status of the batches.

Additionally ensure product compliance with respect to defined manufacturing

procedure, process parameters, in process control and finish product specifications

before batch release.

I analysed that there were five elements needed to be addressed their related

problems after a series of brainstorming sessions. I used models, well-established

rules and systems to guide me towards a singular right answer.

Elements Problems Counter measure

Personnel

Arrangements of basic and in-service training.

Internal and external training archived in the employee-training file.

Health requirements for personnel engaged in production.

Checked by an outside party.

Official certificate of disease free before employment.

Employees should report any conditions related to their health affairs.

Personnel hygiene requirements.

A use of plant uniforms that include: Trousers or overall, Foot covers, Gloves, Masks Safety glasses (when applicable).

Premises and equipment

Nature of construction and finishes.

Non-porous and easy clean floors with smooth walls and ceilings.

Major production and control laboratories equipment.

All production equipment’s have to be GMP constructed and meet GMP requirements.

Maintenance. Defining and describing the work instruction by maintenance department and the frequency of preventive maintenance and schedule for laboratory.


Elements Problems Counter measure

Documentation

Necessary documentation for manufacturing.

A clear documentation system.

Ensure compliance with the GMP guidelines.

Standard formats and instructions.

Categorized documents based on the type of activities described.

Availability of documents.

All documents kept in the QA archives and Batch Records kept for one year after expiry date of product.

Production

Production operation. All conditions of production maintained.

Handling of materials. Defined and clear work instructions.

Handling of rejected materials.

Labelled by Reject red label by QC department.

Quality Control

Quality control system. Review the Batch Records and insure results and tests with GMP.

Release the batch for the sale and distribution.

CE 2.10 Accomplishing tasks:-

I was involved with the project from the planning stage to the execution stage due to

my technical capabilities and problem solving skills in additional to my Industrial

Engineering background. All duties handled to me demonstrated efficiently and

delivered on time. The tasks that delegated to me was accomplished and with some

innovative ideas to Quality Assurance department, one of them was I did the

following Flow Chart for raw material issuance.


Signed raw material issue

voucher

Weighting of raw

material as per issue

voucher

Line

clearance

Weighing is done by

storekeeper and

checked by

production personnel

Balance

calibration

card check

Raw material bags

identified and closed

Raw material placed

identified shrink

wrapped pallets/

carriages

Raw material transferred

to production storage area

CE 2.11 Applying engineering knowledge and skills:-

This project aims for consistently exceed customer’s expectations for good quality of

products. Therefore, In-process checks been carried out concurrently during

production and after each stage by an independent department (Quality Control

Department). Moreover, Intermediate products and bulk products have to sampled

and analysed as required as per Batch Record by the Quality Control Department.

Intermediate and bulk products were stored in the intermediate store until released

by the Quality Control Department for processing in the next manufacturing step. In

addition, the product, the room and the equipment’s status been identified

throughout the manufacturing process using relevant status labels as identified in

Standard Operating Procedure.

CE 2.12 Strategies I devised, including any original design work:-

My position inside multicultural industrial company put me to develop standards

implemented as sets of rules for the employees to follow. Certain procedures were

implemented such as training and self-observation that been well balanced of

experience and judgement.

CE 2.13 Working with team members:-

Team member’s response and interact to achieve the organisation objectives and

missions. After understanding teamwork, I become a member who increase team

performance and improving training within activity of operation and functional quality


of the team. I assure the effectiveness of closed-loop communication, acceptance

and willingness to help directly interact member, and by the amount of value shared,

attitude and the connectivity of team members. Moreover, I been flexible among

different situations, time team worked together, help the work environment to

strength the results of teamwork, and affect team performance.

CE 2.14 Brief summary of the overall project:-

This project was the first of its kind that executed by our company as an overall

continuous development process. We got a lot of support from the management in

addition to good increments and recommendations. After the achievement and

successfully completed the project, the company had accredited by the Jordan Food

and Drug Administration (JFDA) for Good Manufacturing Practices (GMP) license to

begin production and start distribution products to the market.

CE 2.15 The project successfully meets the arrangements for Quality Assurance,

including Production and Quality Control, arrangements for basic and in-service

training. The check of health requirements for personnel engaged in production and

personnel hygiene requirements. Description of planned preventive maintenance

program and recording system for major production and control laboratories

equipment. In addition to clear preparation, revision and distribution of necessary

documentation for manufacturing, production operations and handling material.

CE 2.16 The management was pleased with my professional work, collaboratively

and productively in a team environment. I manage my own time and processes

effectively by prioritising competing demands to achieve the company goals.


Narrative: 3

Initiating new GMP water treatment unit for new production in Spartan

Modern Industry based on ISO 9001:2008 ‘Quality System’.

CE 3.1 Employing Organisation:-

“Spartan Modern Industry (SMI)" is one of Jordan’s leading manufacturer and Distributor Company produces and introduce liquid detergents and household chemicals. SMI was awarded by SGS as complying with the requirements of ISO 9001:2008 which the company Quality Management System first achieved Quality certification in 2012 with registration covering:

“Approaches quality as a basic strategy for growth and development.”

Project duration: 15th September 2012 until 5th February 2013 (5 months).

Location: Spartan Modern Industry Company building, King Abdullah Street, Sweileh area. Amman-Jordan

Company: Spartan Modern Industry (SMI).

Position: Industrial Engineer.

CE 3.2 Background:-

The in house team of engineers and supervisors ensure that all activities and

operations been carried out using proven quality management methods, ISO

9001:2008 ‘Total Quality Management’. Hence, the international quality standard

ISO 9001 essentially requires the determination of processes that could affect the

quality of the product and documented as Standard Operating Procedures (SOP).

The project requirement include all high-class processes and procedures to be the

base for the training programme and used by staff members in their work

environment.

CE 3.3 The chart below represents the team structure for this project and my role in

it.


General Manager

Quality Manager

Quality Assurance Manager

Industrial Engineer

(My role)

CE 3.4 My responsibilities as an Industrial Engineer were to begin with a new project

that has functions as a sub-system of a project designed to produce a cosmetics and

a body care products within a GMP requirements and controlled by procedures as

required from ISO 9001 standard. This role was to establish a new water treatment

system used as a unit to feed a new GMP production line and other sections of the

system with a specific standard quality water that totally controlled and reviewed by

the laboratory department and by both the Quality and R&D departments.

CE 3.5 I had organized the most of the things in the project, such as preparing water

treatment process diagram and process flow chart, supervise the input, the process

and the output of the system. A series of tools and techniques used such as

Brainstorming, Delphi method, Root Cause Analysis and Failure Mode and Effect

Analysis to achieve best practices and quality to the project.

Tools and Techniques Process

Brainstorming, Delphi method and Cause-and-effect analysis Project Identification

Failure mode and effect analysis (FMEA) Project analysis

CE 3.6 While initiating the project, I begin to analyse the old water treatment unit and

identify the causes of failure by using observations, historical data and interviews

with supervisors. Using the resulted outcomes from this analysis was useful

especially at the beginning of the project to avoid high cost when the failures occur at

the end of the project life cycle and also a vision that gives an overview about the

critical activities. Cause and effect analysis was a good tool used to identify this unit

as shown below.


Water treatment unit failure

Machines

Material

Manpower

Method

Quality

Unqualified operator

Insufficient supervision

Maintenance

Poor preventive maintenance

Poor corrective maintenance

Procedures

Lack formal schedule working tasks

No standard process for task

No skills, knowledge and experience

poor control and review

Undefined responsible person

Undefined specification and feedback

Multi undefined suppliers

Slow machines and old installation

Documentation

Installation

Not fully automated machines

big waste of water

Measurements and calibration

No standard type of Salt or Resin

No shifts or training

Lack of workflow process

Well

50m³

Feed Tank Pump

100 – 750 L/min

P 3

Automatic

Sand Filter

Sand

Collector

Tank

Tank S1

1

Softener Pump 4

50 – 150 L/min

Tank

S3 & S4

RO Tank

RO Pump

RO Unit

DI Pump

DI Unit

DI Tank

1

V-23

V-28

V-29

V-30

V-31

New Water

Treatment

Unit

Water flow diagram

The following diagrams shows the basic components of the water treatment system and how they are interconnected.

Pressure Pallone

Tank A Salt

Softener Pump 5

50 – 150 L/min

E-53 E-55

P-99Salt

Pump

50 – 150 L/min

E-59 E-58

P-115

P-113

V-35Easy Press

V-36

P-116Salt

P-108

Pump

50 – 150 L/min

E-61 E-60

P-129V-37

Easy Press

P-127

Salt

P-125

V-38

Tank

5

Tank

9

Tank

13

Tank

14

Tank

10

Tank

6

Tank

2

Tank

3

Tank

7

Tank

11

Tank

15

Tank

16

Tank

12

Tank

8

Tank

4

Tank

18

Tank

17Tank

19

Tank

20

V-39

DI Tank

3

DI Tank

4

DI Tank

5

DI Tank

6

DI Tank

7

DI Tank

2

DI Tank

8

Sediment Filter 5µ (1) Flow Meter

F 1

Sediment Filter 5µ (1)

Flow meter

F2

Flow Meter

P-166

E-103

E-102

P-168Flow Meter

V-40

P-15

Easy Press

E-105

Sample Point (SP 1)

Distributor

Tank (A)

Softener 1 Valve

Softener 2 Valve

Softener 3 Valve

Softener 4 Valve

Feed RO ( Valve 6)

Final RO ( Valve 7)

DI ( Valve 5)S3 & S4 Valve

RO Tank Valve

Softener

2

Softener

3

Softener

4

DI Unit

RO Unit

Raw

Water

Strainer

PG 1

PG 2

PG 3PG 16

PG 4

PG 5

Brain

Tank BT 1

CE 3.7 The design and specifications identified carefully for almost one month by my

team followed by analysing the project as required and to comply with GMP:

Make sure the name and number of the document defined clearly when

documented.

Clearly defined purpose, responsibilities, scope of work, appendix models,

tools used, work procedure and reference for every device and equipment

used in the system.

Clearly explained procedures, specifications and technical parameters for

machines and equipment’s.


Workflow Agenda for the water treatment unit in the event of operating.

Example shown below for the parts and equipment’s that used in the system and for

Workflow Agenda for the water treatment unit in the event of operating. Other

Standard Operation Procedures also done by me for this project such as:

Procedure of programming and maintenance the sand and carbon filter.

Procedure of programming and maintenance the softener machine.

Procedure of Ultra-Violet machine maintenance.

Procedure of changing the Impurities, carbon and reverse osmosis device

filters.

Procedure of talking water sampling.

Procedure of sterilization and cleaning water treatment unit.

Procedure of calibration and activate the Di-Ionizer machine.

Procedure of changing Resin inside Softener filter.


CE 3.8 I did water treatment flowchart for easy summarise the processes and show

how the water will flow through the system. The project analysis was used to

examine the sequence of machines, capabilities and specifications which it helped

the team to achieve the project effectively with best outcomes.


WATER TREATMENT UNIT / FLOWCHART

Collector tank (4400 Lt)

Sand filter

Sediment filter 5 micron

Carbon filter 5 micron

Duplex softener

Activated carbon

Membrane filter A(1,2) ,B(1,2)

R.O Tank(1000 lt)

ULTRA VIOLET LAMP (A)

De- ionizer

D.I Tank (1000 lt)

Ultra violet lamp (B)

Biological filter 0.2 micron

• Total hardness after softener : soft

• Chlorine after carbon filter : zero

• Conductivity after Revers Osmosis : less than 30µS/cm

Circulation loop

• Conductivity after De-Ionizer : less than 4.7µS/cm

• PH after De-Ionizer: (5-7)

Circulation loop

R.O pump (500-p3)

Removing TDS by 99-90% from the water

RAW WATER (500-P1)

Remove dust and impurities larger than 5 microns of water

Remove hardness (calcium and magnesium ions and potassium) from water

Remove the color, taste and odor, chlorine and organic matter from the water

Disinfect water and kill microbial biology

Removal of negative ions and cationic water

R.O pump (500-p1)

Remove the color, taste and odor, chlorine and organic matter from the water

To collect water from outside the R.O

To collect water from outside the De-Ionizer

D.I pump (500-p2)

Disinfect water and kill microbial biology

Sterilization of water on the 0.2-micron De-Ionized water

Main sand filter

WELL (2) 80m ≥

To remove impurities and dust, which increases the diameter (50-25) microns from water

RAW WATER (501-P3)+Balloon tank

Main pump (501-P1),(501-P2)

Supply water for other application

• Raw water chlorine : (0.1-2)ppm• Raw water conductivity : less than 1200 µs/cm• Raw water PH: (7-8)

WELL(1)

WATER TREATMENT UNIT 500 (GMP)

MUNICIPAL WATER WATER TANKS

2 PUMPS

LIQUID MIXING ROOM

PRODUCTION

WASHING ROOM

CE 3.9 After the system built and all its components installed. Processes of

inspection applied to ensure that the produced water is complying with the in-house

specification. The maximum capacity of the water system was 1000 Liter per hour

maximum. However, I involved in the improvements of the old water treatment unit

which I optimize equipment’s by using new equipment and machines in order to

improve the quality and reduce waste.

CE 3.10 I ensured that procedures and standards were reasonable and well

founded. Furthermore, I ensure that we, and the institutions we help to shape, live up

to standards that were reasonable and solidly based. Thus the project completed, as


I allowed to integrate processes such as planning, executing, monitoring, controlling

and closing. However, to avoid or to know how to deal with and plan to follow in

order the completion of the project, I did the following FMEA chart to insure better

quality

CE 3.11 The strategy in project management methods lead me to success and fulfils

the requirements, which it leads to a trust between me and management. In addition,

the relation that I made with the team members and also sharing experiences and

engineering skills, resulted that the project was completed in short period of five

months. The complete project with the approval JFDA completed in 7 months. The

management was been daily reported with our work that were I had to document all

the proceedings by using different MS office programs

CE 3.12 In between all this, the success of the project has its positive effects on the

company, but it also makes me more experienced and specialized to perform more

complicated tasks, that leads me to achieve greater and more challenging projects.

Moreover, I trained operators in how to perform the procedures and I did consultation

with my higher management in how the system will running. I work in the project as

an effective member of diverse teams within a multi-level, multi-disciplinary and

multi-cultural setting, which I strength my analytical skills and engineering

knowledge, also I gain the following competencies:

Management of time and priority setting,

Problem identification and solution,

Preparing the Standard Operating Procedures.


Summary statement of competencies demonstrated

1. Knowledge base:-

Competency element How & where demonstrated Achieved Paragraph reference in carrier episode

PE1.1 Knowledge of science and engineering fundamentals.

a. My Industrial Engineering Background provide me the ability to enable fundamental principles while working on the projects during my bachelor degree.

b. Basic knowledge enhanced by taking a number of training courses relevant to the board field of engineering.

c. Strong understanding of science and engineering fields.

d. Wide knowledge in mathematics were required to analysis and synthesis techniques that were relevant to a wide field of engineering.

Yes CE 1.3, CE 1.5, CE 1.6, CE 1.7, CE 1.8, CE 1.9, CE 1.10, CE 1.11, CE 2.3, CE 2.5, CE 2.6, CE 2.7, CE 2.11, CE 3.5, CE 3.6, CE 3.7

PE1.2 In-depth technical competence in at least one engineering discipline.

a. Knowing the main technical areas that include at least one engineering discipline, and in applications of engineering science for analysing and solving problems, situation and challenges in those areas.

b. Knowledge of the programs and procedures with the ability to choose appropriate programs and techniques for achieving specific goals.

c. Technical and professional awareness of current practice, critical issues, and in the current state of developments in the key technical areas that make up the discipline.

d. Advanced knowledge in at least one area within the discipline, and utilize my software knowledge in getting optimal results.

e. The ability to ensure that all aspects of the project were identified and the sources and the nature of problems been considered to be taken for corrective actions.

Yes CE 1.3, CE 1.5, CE 1.6, CE 1.7, CE 1.8, CE 1.10, CE 1.11, CE 2.3, CE 2.5, CE 2.6, CE 2.7, CE 2.8, CE 2.10, CE 2.11, CE 3.4, CE 3.5, CE 3.6, CE 3.7, CE 3.8, CE 3.9

PE1.3 Techniques and resources.

a. The ability to develop and build physical and conceptual models for the cases, components and devices, and the ability to take advantages of these models for analysis and design.

b. Estimation accuracy and limitations of such tools and the underlying assumption in their use; the ability to verify the authenticity of the results achieved.

c. Efficiency in a wide range of laboratory procedures in the discipline, and a strong understanding of safety.

d. Ability to recognize potential sources of error remove or control them where possible.

e. Demonstrate research skills and a range of disciplinary and interdisciplinary activities to arrive at problem and design solutions.

f.

Yes CE 1.5, CE 1.6, CE 1.7, CE 1.8, CE 1.9, CE 1.10, CE 2.5, CE 2.6, CE 2.7, CE 2.9, CE 2.10, CE 2.11, CE 2.12, CE 3.4, CE 3.5, CE 3.6 CE 3.7, CE 3.8, CE 3.9

PE1.4 General knowledge. a. Good judgement associated with decision-making and ability to face particular difficulties experience.

b. Knowledge that were essential in technical related industries

c. Managerial knowledge includes discipline values and norms, portfolios of policies, methodologies, plans and strategies.

d. Abstraction, modelling, simulation and visualization inform decision-making underpinned by mathematics, as well as basic discipline sciences.

Yes CE 1.12, CE 1.13, CE 1.14, CE 2.8, CE 2.11, CE 2.12, CE 2.13, CE 3.7, CE 3.8, CE 3.10


2. Engineering ability:-


PE2.1 Ability to undertake problem identification, formulation, and solution.

a. Identify and apply relevant problem solving methodologies. Implement and test solutions.

b. Meet challenges of quality management and continuous improvement at any level.

c. Be aware of global perspective (needs, rules/regulations, and specifications).

d. Ability to achieve a state for the system and make sure the causes and effects were relevant.

e. Using systems engineering to deal with and solve complex technical problems.

f. I manage to verify a set of requirements for a problem before solving it.

g. I apply a variety of techniques, models and problem solving methodologies to solve and find solutions to problems.

h. Identify constrains, uncertainties and risk of the system (social, cultural, legislative, environmental, business).

Yes CE 1.3, CE 1.9, CE 1.11, CE 1.12, CE 1.13, CE 2.3, CE 2.5, CE 2.6, CE 2.9, CE 2.10, CE 2.12, CE 3.5, CE 3.6, CE 3.9

PE2.2 Understanding of social, cultural, global, and environmental responsibilities and the need to employ principles of sustainable development.

a. Apply systems thinking to understand complex system behaviour including interactions between components and other systems (social, cultural, legislative, environmental, business etc.).

b. Apply methodologies to evaluate solutions for efficiency, effectiveness and sustainability.

c. Appreciate ethical implications of professional practices to achieve results properly integrated to the overall project.

d. Use risk management within a project management environment.

Yes CE 1.6, CE 1.7, CE 1.10, CE 2.11, CE 2.12, CE 3.4, CE 3.6, CE 3.6, CE 3.9, CE 3.10, CE 3.11

PE2.3 Ability to utilize a systems approach to complex problems and to design and operational performance.

a. Ability to deal with situations and problems that involve uncertainty, and inaccurate information, and non-technical factors and technical conflicting.

b. Understand the need for planning and quantitative performance during the life of the project cycle, and the integration of technical performance with outcomes.

c. Ability to take advantages of the system engineering and establish all considerations.

d. Ability to visualize and identify possible alternative engineering approaches and evaluate the advantages and disadvantages in terms of functionality, quality, operations and other factors.

e. Ability to identify, analysis, evaluate, treat and review the risks in each case and develop strategies for their management.

f. Ability to determine the optimal approach based on objective criteria.

g. Understand of the importance of design components, systems and/or processes to meet required specification.

Yes CE 1.6, CE 1.7, CE 1.8, CE 1.9, CE 1.10, CE 1.11, CE 1.12, CE 1.13, CE 2.3, CE 2.5, CE 2.6, CE 2.7, CE 2.9, CE 2.10, CE 2.11, CE 3.5, CE 3.6, CE 3.7, CE 3.8, CE 3.10

PE2.4 Proficiency in engineering design.

a. Ability to explain business process, quality imperatives, values and methodologies for engineering practice and management.

b. Experience to integrate quality into design of products and services.

c. Experience in quality management system, based on modern and up-to-date quality planning and analysis tools and techniques.

d. Ability to identify, interpret and analyse stakeholder needs.

e. Understand what resources needed to complete the project and highlights the use of an effective operational management system for continuous

Yes CE 1.6, CE 1.7, CE 1.8, CE 1.9, CE 1.10, CE 1.11, CE 2.6, CE 2.7, CE 2.8, CE 2.10, CE 2.11, CE 3.6, CE 3.7, CE 3.8



quality improvement. f. Understand the concept and methods of evaluation g. of quality and operations for continual improvement

strategies, initiatives and programs

PE2.5 Ability to conduct an engineering project.

a. Personally experience in conducting and managing engineering project to achieve professional standards, and as a member of a project, ability to show a major contribution to the team’s efforts and success results.

b. Ability to hold several meetings with supervisors and managers for reviews and feedbacks.

c. Ability to prepare Agenda, Tables and a Work Breakdown Structure for all tasks by each member to be able to categorize duties.

Yes CE 1.1, CE 1.3, CE 1.5, CE 2.2, CE 2.4, CE 2.5, CE 2.12, CE 2.15, CE 3.4, CE 3.5, CE 3.6, CE 3.8, CE 3.10

PE2.6 Understanding of the business environment.

a. Ability to pre-define behaviour, engineering projects, management capabilities, structures and engineering workforce.

b. Consideration of marketing aspects and requirements by applying financial and commercial estimate for the engineering projects.

c. Ability to understand and follow organizations’ objectives and missions.

d. Understanding all constrains during the implementation of the projects such as 5M’s


3. Professional attributes:-


PE3.1 Ability to communicate effectively, with the engineering team and with the community at large.

a. Implementing certain procedures and practices such as training and self-observation

b. I affect team performance by free flow of feedback and awareness among members, effectiveness of closed-loop communication, willingness to help directly, value share, attitude and the connectivity of team members.

c. Understanding teamwork and taking team members responsibilities and decisions made.

d. Ability to affect team members tasks by level of security, self-confidence, style, knowledge to provide feedback and recommendations.

Yes CE 1.3, CE 1.5, CE 1.6, CE 1.14, CE 2.7, CE 2.12, CE 2.13, CE 2.16, CE 3.5, CE 3.7, CE 3.10, CE 3.11

PE3.2 Ability to manage information and documentation.

a. Ability of accurate data exchange between departments and error-free which results in more reliable services and products.

b. Ability of using different input techniques that include standard documentation and interviews. Otherwise, outputs that include technical report format.

c. Ability to screen out unacceptable decisions and adaption of others using different mechanisms.


PE3.3 Capacity for creativity and innovation.

a. Ability of idea generation and concept selection by using different matrix methods

b. Ability of keeping the projects in there defined category and create results that admired by upper hierarchy.

c. Ability to identify opportunities and accept uncertainty and risk.

d. Ability of identifying, creating, developing alternative effective procedures and concepts.

e. Understanding the need and benefits of the system, system boundary, requirement analysis, functional structure, human factors, measure of effectiveness and other assumptions and considerations.

f. Ability to synthesise alternative/innovative solutions, concepts and procedures.

Yes CE 1.7, CE1.8, CE.1.9, CE 1.10, CE 2.6, CE 2.7, CE 2.9, CE 2.10, CE 2.11, CE 3.6, CE 3.7, CE 3.8

PE3.4 Understanding of professional and ethical

a. Ability to explain business process quality imperatives, values and methodologies for engineering practice and management, with particular reference to Jordan Food

Yes CE 1.3, CE 1.5, CE 1.11, CE 1.12,



responsibilities, and commitment to them.

and Drug Administration (JFDA) and SGS. b. Ability to design, develop and implement operational

management systems including quality, environmental, safety, and risk management systems and how to achieve certifications according to the International standards ISO.

c. Appreciate ethical implications of professional practices

CE 2.3, CE 2.5, CE 2.12, CE 2.15, CE 3.4, CE 3.11

PE3.5 Ability to function effectively as an individual and in multidisciplinary and in multicultural teams, as a team leader or manager as well as an effective team member.

a. Time management.

b. Ability of collecting information in how things and people should be, focus on what were our goals wanted to accomplish, and timelines and plans to accomplish these goals.

c. Understand cross-cultural issues (regions or workplace).

d. Dealing with several levels of the organisational hierarch and departments.

e. Ability to divide tasks and set deadlines within group members.

Yes CE 1.3, CE 1.5, CE 1.7, CE 1.8, CE 1.14 CE 2.7, CE 2.10, CE 2.13, CE 3.5, CE 3.7, CE 3.10, CE 3.11

PE2.6 Capacity for lifelong learning and professional development.

a. Reflecting on personal and professional experiences to engage in independent development beyond formal education.

b. Ability to acquire knowledge and to seek counselling, or conduct research to complete the projects.

c. Ability to identify areas for development and the ability to undertake appropriate learning programs.

d. Work professionally as being part of a professional and intellectual community, and improve my non-engineering skills necessary to help achieve the engineering results.

Yes CE 1.12, CE 1.14, CE 2.8, CE 2.11, CE 1.15, CE 3.5, CE 3.7, CE 3.8, CE 3.11

PE3.7 Professional attributes.

a. Ability to conduct critical self-review and performance evaluation against appropriate criteria as a primary means of tracking personnel development needs and achievements.

b. Provide professional image to all stakeholders as well as to all colleagues.

c. All sense of physical and intellectual dimensions been demonstrated as also welling to develop experiences

d. Communicate effectively in ways appropriate to the discipline, audience and purpose.

Yes CE 1.12, CE 1.13, CE 1.14, CE 2.5, CE 2.6, CE 2.16, CE 3.5, CE 3.6,CE 3.7, CE 3.8, CE 3.11

Documents

Omar Ibrahim Ayesh - Competency Demonstration