Future Engineering Recruitment Ltd’s Post

𝘾𝙧𝙖𝙣𝙚 𝙤𝙥𝙚𝙧𝙖𝙩𝙤𝙧𝙨 Crane operators are professionals who operate cranes to lift, move and place heavy loads. Cranes are used in a variety of industries, including construction, manufacturing, transportation and warehousing. They must have proper training and certification to perform their jobs safely and efficiently. Typical training for crane operators includes theoretical and practical classes on crane operation, safety techniques and applicable regulations. Key skills and aptitudes that crane operators must have include: ➡️ 𝙀𝙭𝙘𝙚𝙡𝙡𝙚𝙣𝙩 𝙘𝙤𝙢𝙢𝙪𝙣𝙞𝙘𝙖𝙩𝙞𝙤𝙣 𝙨𝙠𝙞𝙡𝙡𝙨: Crane operators must be able to communicate effectively with other workers, such as supervisors, signalmen, and other crane operators. ➡️ 𝘾𝙧𝙞𝙩𝙞𝙘𝙖𝙡 𝙩𝙝𝙞𝙣𝙠𝙞𝙣𝙜 𝙨𝙠𝙞𝙡𝙡𝙨: Crane operators must be able to quickly assess situations and make safe and efficient decisions. ➡️ 𝙈𝙖𝙩𝙝𝙚𝙢𝙖𝙩𝙞𝙘𝙖𝙡 𝙨𝙠𝙞𝙡𝙡𝙨: Crane operators must be able to perform basic calculations, such as measuring loads and determining the reach of the crane. ➡️𝙋𝙝𝙮𝙨𝙞𝙘𝙖𝙡 𝙨𝙠𝙞𝙡𝙡𝙨: Crane operators must be able to lift heavy objects and work at height. They can work in a variety of environments, including construction sites, factories, ports and warehouses. Crane operators typically work full-time, but may also work overtime or night shifts. Salary varies based on location, experience and training. In general, crane operators earn a good salary, with an average annual salary of around $50,000. They play an important role in many industries. Their work is essential for the safe and efficient movement of heavy loads.

Well, you've finally made it! Maintenance manager at a large plant producing products that are in high demand! You're in charge of a maintenance crew of about a dozen good men, maintaining the hundreds of machines which support the hundreds of people that are manufacturing these parts! Everything is running smooth, then all of the sudden, BAM! One of the machines go down! You assemble a crew of your best mechanics and tear into the machine, only to find a broken shaft! You go the the MRO only to find that they don't have one in stock! You call the machine manufacturer and find out that they have either gone out of business or are so slammed themselves that it will be weeks before they can get you a new part! You call your usual machine shop service provider and find out that they are slammed too, working everyone overtime and it will be weeks before they can get to your repair! The plant manager screams, "this could shut us down!" "What are our options?" You stop and think, then all of the sudden your remember seeing an add on Linkedin about a small shop in your area that specializes in emergency breakdown repairs! You look up that add and get the number. Hello, TW Precision. How can I help you? After a short conversation, I'm on my way to your plant to evaluate your situation to see if it's something that I can help you with. 2 days later, I deliver the repaired part to you and start building a spare one to keep in your MRO, all for less cost and as good if not better quality than the original manufacturer's product! If you have ever found yourself in this position, give me a call at 931-703-6142 and let's see just what TW Precision can do for you!

Can you believe this? A supposed 2-hour maintenance job can take 6 to 8 hours to finish... …all because the job wasn’t properly planned for. And you might think I’m exaggerating… But I’m not. It’s something I’ve seen repeatedly in organisations stuck in the firefighting culture. And there are a lot of reasons why this could happen… … technicians looking for missing parts … incorrect repair methodology in the work instruction … the job was labeled “ready for execution” when it truth, it wasn’t Among other reasons. But on the flip side... If you effectively implement maintenance planning & scheduling in your organisation, you can actually do things faster, and save a few hours. Just imagine… What would you do if your team had an extra few hours a day? Hours you gained NOT because you did overtime… or you skipped a few tasks. No. But because you were efficient. What would you do? #planningandscheduling #maintenance #ReliabilityAcademy

Can you believe this? A supposed 2-hour maintenance job can take 6 to 8 hours to finish... …all because the job wasn’t properly planned for. And you might think I’m exaggerating… But I’m not. It’s something I’ve seen repeatedly in organisations stuck in the firefighting culture. And there are a lot of reasons why this could happen… … technicians looking for missing parts … incorrect repair methodology in the work instruction … the job was labeled “ready for execution” when it truth, it wasn’t Among other reasons. But on the flip side... If you effectively implement maintenance planning & scheduling in your organisation, you can actually do things faster, and save a few hours. Just imagine… What would you do if your team had an extra few hours a day? Hours you gained NOT because you did overtime… or you skipped a few tasks. No. But because you were efficient. What would you do? #planningandscheduling #maintenance #ReliabilityAcademy

To what extent does Engineer/Contract Administrator/Project Manager allow the Contractor to work at his "own risk"?   Majority of the Construction Contracts use output-based specification and not process based specification. For an example, the specified structural concrete strength is 30Mpa strength over 28days. As part of quality control, the Engineer/Contract Administrator/Project Manager may require test results for 7days and 14 days but based on the specification, the Contractor is not obliged to conduct tests at 7days nor 14days obtained strength gained. Usually, concrete attains 2/3 of its strength during the first 7 days. If it fails to achieve the 2/3 strength, it is an indication that it may not reach the desired strength.   Since concrete strength increases overtime, the Contractor says that he wants to work at his own risk after the concrete had failed to achieve the 2/3 of the specified strength since the specification requires 30Mpa after 28days. The Contractor in this case goes ahead and build the second floor and completes the building including roofing whilst the concrete slab is gaining strength. After 28days, the concrete slab failed to meet the required strength as per the specifications after various tests were conducted by the Contractor.   Now the Engineer/Contract Administrator/Project Manager instructed the Contractor to demolish the building and recast the floor slab. The Contractor abandons the site and now the risk reverts to the Employer. Now, to what extent does engineer/contract administrator/project manager allow the Contractor to work at his "own risk"?

"I'll build a factory so I can have a maintenance crew" said no one ever! A factory exists to produce product and to be competitive it must be efficient. This is where the maintenance team is needed. The equipment and infrastructure needs to be kept in good condition to ensure quality of product with minimum reject rates. With a 10% reject rate the factory has to produce at 110%+ of shipping rate which often means overtime for both production and maintenance and a waste of 10% of materials. Even with the best machinery and well trained (and motivated) workers things still break and wear out. To deal with this there needs to be a good supply of maintenance supplies (including lubricants), spare parts and a predictive failure system to identify and procure long lead items before originals fail This is the basis for the concept of reliability centered operation. With this in mind I categorize assets as A, B, or C. Level A is an asset where failure shuts down production (only one unit in production process). This can also apply to assets like cranes that have to be regularly re-certified. Level B is an asset where failure directly affects production (two or more units in process). This can also apply to reduction in quality and not just throughput. Level C assets can fail without immediate affect on production. This might mean overtime or subcontracting but production quantity and quality can be maintained When management does not have a clear grasp on the impact maintenance (or lack of maintenance) can have on production we have the unfortunate "normal" situation where there are two sides blaming each other for failures. My humble opinion is that the #1 task of maintenance management is developing a corporate mindset of maintenance enabled production efficiency.

🛑 Engineering never stops!!!!! Whilst other departments are starting to adjust their processes for the Christmas rush ahead, engineering never stops. Whether it is Easter season, Summer season or the Christmas rush, the engineering departments continue to work around the clock to ensure the factories production lines never stop and are performing to the desired standard. So I ask all engineering managers these questions: ⁉ How many holes in your team are currently being covered by overtime? ⁉ How much pressure is being applied to you because downtime is too high? ⁉ Is balancing project pipeline and engineering needs alongside the day to day PPMs and operation running smoothly? ⁉ What is the cost benefit analysis when bringing in a contractor to ensure money is not being lost by slow production numbers? ⁉ What do I need to do so you pick me first to resolve the above? Reach out today and have access to the best contract engineers in your area, who are immediately available and ready to reduce the high levels of downtime and have production firing on all cylinders. ☎ Call me today to discover how I can help. Call me on 07481 344 620! Go on I dare you! #engineering #engineeringmanager #foodandbeverageindustry #foodandbeverage #foodforthought

Good opportunity

If you don’t fix the root cause of the problem then it will keep coming back. Step 1. Conduct a survey by asking employees and staff what they think is the root cause of the problem. Review the survey and make a final decision on the root cause. Step 2. List the options to fix or minimize the root cause. Step 3. List the most important criterias that will yield the best option for the root cause. Step 4. Determine which option best fits all of the criterias. Step 5. Reevaluate to remove bias and emotion and apply the option. Step 6. Monitor decision progress and make adjustments as needed. (Example) Eric is the manager of a small aerospace parts manufacturer. The company manufactures parts for aircraft engines. There are a total of 10 departments at the plant. Eric noticed that for the past 3 months the welding department is moving at a much slower pace than the other departments. Eric conducts a survey and collects opinions from all 5 welders as to what they think can improve speed while still delivering quality and accuracy. After reviewing the survey, Eric determines that the root cause of the problem is that 2 new welders out of 5 are training on the same shift. He lists the 3 best options to improve speed. 1. Put each trainee on a different shift with 2 experienced welders. 2. Have 1 trainee come in on the weekend for overtime training so they can get familiar with processes as quickly as possible. 3. Fire one trainee to free up the other trainer so they can focus and complete more work. Eric lists the criterias that his final decision will be based on and adds weights to those criterias. 1. Speed (40%) 2. Quality (30%) 3. Accuracy (30%) As Eric goes through the list of options, he will check them against the criterias. He will pick the option that best fits all criterias with a little more weight on speed. Notice that emotion, love and hate is not part of the list. Writing down options and important criteria that those options must meet helps to ensure we can make unbias and unemotionally sound decisions in managing people, communities and businesses.