CE2.3.9 made PowerPoint Presentations of PT&D Opex program

CE2.3.9 I revised
SCM policies for formwork procurement. One of the major policies changed in
PT&D business was formwork expenditure. I observed, formwork was rented and
after work returned to the vendor. While returning, some of the formwork items
were misplaced, damaged & lost, resulting in paying huge damage charges to
the vendor. To minimize this loss, I analyzed formwork expenditure data,
checked with local vendor price of new formwork and prepared formwork owned vs
renting cost-benefit analysis and shared with PT&D top management for decision
making to buy rather renting. Finally, after a lot of discussions, top
management approved to buy 2 sets of formwork as pilot run and advised SCM to
procure 2 sets of formwork instead of renting and CAPEX to be approved from
Business unit.  To monitor and control, I
created centralized formwork department at Qatar project

CE2.3.10 I took care
of performance metrics of the initiatives. I prepared Opex project Standard
Operating Procedure (SOP), standard templates to capture productivity, project
milestone completion, material planning and operational metrics, management
dashboards, weekly review template. I made PowerPoint Presentations of PT&D
Opex program & benefits to the top management of Larsen and Toubro group
which included CEO and MD of the company, Sr. Vice president of the Opex department,
PT&D international GCC business head & PT&D IC head and Opex
department head

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CE2.3.11 Problem
Statement

Problem 1: One of the critical challenges in the project was the
implementation of steel reinforcement tying machine. There was major resistance
from the project site team, as people were unaware of the technology and they
had their own apprehensions.

Solution: To ice break on new technology, firstly, I invited rebar tying
machine vendors on board and along with team discussed machine operating, technical,
productivity and cost details and also cost of the binding wire with different
gauge size. I checked with the vendor on machine certification also. I prepared
productivity and cost comparison statement between manual and automatic tying
and presented to PT&D top management & project team (Image below of
comparison statement).

 

I highlighted
the tangible savings of rebar machine implementation. After reviewing cost of
machine & benefits, PT&D top management was convinced but project team
had too many concerns, therefore to clear project team doubts, I again invited
vendor and  asked him to conduct on-site demonstration
at live project site so that project team could see physically live performance
and also take look and feel of the machine. I organized the demonstration on
the construction of Raft and vertical columns & walls in presence of labors,
technicians, supervisors, site engineer, construction manager, project manager,
project consultant and senior management. Post demonstration, I organized
knowledge transfer and Q&A session of the machine. Later, all doubts were
cleared and finally, the Purchase order was placed and implemented successfully.

Problem 2: Next major
problem I encountered was the preparation of engineering drawing, which was
taking a lot of time and impacted the delay in getting construction approvals,
permits and delay in the start of execution work.

 Solution: I conducted detailed diagnostics
of the engineering drawing release process and came to know that major delay
was due to vendor finalization. Further, I noticed that substation layout
drawing was the key drawing; therefore next delay identified was in preparation
of substation layout drawing. I invited SCM and Design team together for
discussion and interviewed them. Then I got to know that the real delay was in finalizing
top 5 key equipment vendors that are GIS, Transformer, CRP panel, 11KV switchgear
and LV switchgear due to longer negotiation and payment terms.

I listed down key equipment vendors with
their technical details and then asked design team to check the database and
pull out similar equipment drawing used in past for same Kahramaa client projects
for reference purpose.

I discussed the issue with PT&D top
management and they gave go-ahead to redesigned SCM and Design drawing process.
In new process Design and SCM team together will start the activity immediately
after P-LOA is received. Further, I advised design team to shortlist key equipment’s
and list down all technical data points and queries needed to be addressed by
vendors. On another side, I asked SCM team to take an input of key equipment’s from
the design team and immediately start procurement process. I also told them to place
LOI to the vendor with conditional payment and delivery terms to minimize transaction
time by 2 months.

CE2.3.12 I identified
another major challenge during Opex assignment in this business was “missing of
unified / builders’ engineering drawings”. To bridge the gap I invited external
design agency, in-house design, SCM, and site teams for the discussion to know
the reason for unnecessary cutouts and rework at the site in spite of getting
an earlier approval of substation equipment layout drawing. During the
discussion, I found there was no proper coordination between the in-house
design team, external design agency, and site team. Also, SCM team was taking
6-8 months for finalizing LSP, firefighting and HVAC vendors. Resulting,
unnecessary cutouts and reworks. I created following new system to solve the
problem:

·        
In-house design team forwarding substation equipment layout
approved drawings to the external design agency.

·        
SCM to finalize LSP, firefighting and HVAC vendors within 2months
from project zero date.

·        
Revised external agency contract conditions. The new contract mandated
external design agency in coordination with an in-house design team to prepare
all relevant drawings first and later superimpose and prepare unified /
builders drawing and send it for approval.

·        
Civil head identified as the owner to coordinate and track builders’
drawings.

·        
All builders’ drawing to be reviewed and seek approval first from
the civil head and in-house design head and upon satisfaction sent to the
client for approval and later to site for construction.

CE2.3.13I used
Microsoft suite (Excel, word, and presentation) and Microsoft projects /
primavera for planning and preparing the schedule. Additionally, I also used in-house
ERP platform called EIP for reverse auction of transformers, cables, and many consumables.
I took help of Microsoft Visio for preparing flowchart and network design and mind
mapping software to layout thoughts and capture new ideas.

2.4 Summary

I gained a number of professional abilities by
working on the project that included leadership skills, unique project
challenges, ideas on mechanization, ways of handling pressure and stressful
situation. I improved my planning, decision making and communication abilities
to convince client and business top management with enhanced negotiation
skills, cross culture resource management. I along with my team successfully
streamlined most of the critical engineering activities and reduced project
timeline by 24weeks and saved material cost. Summary of benefits is shown below.
I was again awarded top performer badge and rewarded with money for
successfully completion Opex program