Quality Engineer - Quality Management Department
dar al handasah (shair & partners)
Total years of experience :14 years, 11 Months
>Beirut Departmental Management
• Update the Quality management procedures and audit checklists on a quarterly- annual basis.
• Develop and administer management information interface systems, namely Project Management Information system (PMIS) and INSIDAR.
• Analyze testing and inspection procedures (DSR & IDC) to optimize the quality of the submittals.
• Use metrology and statistical methods to diagnose and correct improper quality control practices (CADD Handbook).
• Follow up with the project director and manager who follow up with the group leaders of the involved departments and project
engineers to close non conformities as per corrective actions issued.
• Ensure that country codes are taken into consideration and abided by through adding the country codes icon as a mandatory
field to be filled by PM and viewed by GLs of the ten departments via the management interface system PMIS.
• Audit quality systems for deficiency identification and correction.
• Prepare the Management Review presentation, and provide suggestions to Quality Manager to be communicated in the semiannual board of directors meeting.
>Leadership
• Train and manage a group of three Quality Engineers.
• Build a high performance team that drives results by managing, coaching, training and motivating the engineers within ten
design departments: Architecture, Electrical, Structures and Bridges, Landscaping architecture, Mechanical, Project
Management and Contracts, Geotechnical and Maritime Engineering, Planning and Urban Design, Resources and Environment, and Transportation.
• Assess and develop Quality Engineering Team capabilities to achieve execution excellence.
>Operational - Project Basis
• Review and approve the quality plan, organization chart, and project schedule after being finalized by the project manager
prior being distributed to project team.
• Approve the sources (MTD “Master Technical Document” and/or “Other than MTD” sources) and country codes used for
preparing tender documents (Bill of Quantities, Specifications, Methods of Measurement) after being suggested by Project
Manager and prior being used by trades.
• Study and approve/reject any deviation from the procedures.
• Ensure that deviation from procedures, if approved, is documented in a “Work Instruction” and forwarded to project team by the project manager.
• Ensure that the submittals (end product submitted to Client) are subject to proper Design and Safety Review and Interdepartmental
Checking prior being forwarded to Client.
>Financial management - Project Basis
• Review and approve the tentative budgeted man hours set by the departments’ Group Leaders and Project Manager at the
project initiation.
• Monitor the monthly performance (spent Man Months v/s budgeted Man hours) of the whole project.
• Monitor and approve the Other Direct Cost Budget (accommodation, travel, printing, translation, supplier, surveying…).
>Relationship (Internal and External)
• Close and coherent working relationship with Quality Management team, Head of Departments and Department Directors to
effectively implement the audit cycle calendar and achieve the quality objectives.
• Mutual working relationship with Quality Engineers in Cairo, Pune, London, and Jordan to share learning.
• Ensure strong relationship with Project Managers and Group Leaders throughout all Dar Offices.
>Supply Chain
• Monitor the selection of suppliers in reference to the last performance monitoring record.
• Update the list of approved suppliers and make sure the supplier abides by the quality requirements.
>Sample Projects
• Concourse 4 at Dubai International ($Million: 429) Dubai
• Abraj Kudai ($Billion: 4) Saudi Arabia
• Identified need for and established a production line to more effectively manage large-size monopoles (production previously
handled by subcontractors); the new system yielded 30% increase in profit in less than six months.
• Supervised the Quality Manager: Quality Management procedures were reviewed; Health and safety section was added; Took
approval from CEO and directly drafted and implemented new procedures.
• Conducted research surveys analyzing customer feedback that led to a year-long development project of improving customer
service system control pre, during, and post advertising campaigns. Major initiatives included increasing the team to six
controllers, preparing intensive training sessions, and upgrading the qualifications of the fitters in the control department.
• Prepared market research analysis in collaboration with the R&D and PR departments for the yearly business plan of
allocation of new billboards.
• Managed a new product implementation, basic, and digital signage, covering structural installation, software application, and
preventive maintenance procedures.
• After conducting the management review, reduced the cost of subcontractors by 40% by employing experienced electricians
and diminishing the need for external resourcing.
• With five specialized teams, managed the operations related to installation, dismounting and maintenance of 1500 billboards
(static and digital) yearly for the purpose of renting them to clients.
• As a team leader, formulated new replenishment strategies with the purchasing and warehouse departments, leading to a
decrease in supply costs and better estimations of lead times, resulting in a 47% increase in revenues.
• Reported directly to CEO.
• Managed the installation, maintenance, planning, controllers and billposting departments.
• Directed, supervised and coordinated the installation of new billboards.
• Approved incoming material.
• Minimized number of errors& accidents.
Lead 23 installation teams• Handle project from take over stage to handle over to customer• Plan and supervise technicians’ installation work• Provide technical assistance to installation teams as needed• Ensure proper
implementation requirements and safety process
Financial engineering track