Division President - Descon Engineering Services & Technology
Descon Engineering Limited
مجموع سنوات الخبرة :25 years, 5 أشهر
1) Manage engineering services division of 200 plus engineers located in Pakistan, UAE, and KSA; specializing in process, piping, mechanical, civil, E&I, and project management.
2) Provide support to EPC group in proposal development, bid preparation, and any other engineering services support required.
3) Provide engineering services support to SABIC for FEED and DEP
4) Participate in bid reviews and risk assessment and mitigation actions for larger projects
5) Conduct periodic reviews for skill assessment and development, review the array of tools used, and the overall health of engineering group
6) Manage the overall P&L of the group.
Devise and execute Business Development Strategy for Pakistan and GCC region.
● The plant manufactures contractor equipment such as lifts, jacks, carts, and pipe handling equipment. This $34
million a year revenue facility employed 120 employees in 2 shifts
● The key challenge was executing change management and driving operational excellence through lean
manufacturing, creating flow, and tightening up of management controls
● Implemented an easy to manage and sustain 6S housekeeping program and initiated Gemba walks and problem
solving (5 whys)
● Improved safety awareness and created a safety culture that focuses on leading indicators such as near misses,
changing behaviors, and removing unsafe conditions. The plant ended the 2020 with a TRIR of 0
● Ramped up the SQDCI tier boards with tier 1 and tier 2 rolling up to tier 3 in an effective manner
● Improved product delivery from mid 65% to mid 85% in 2020 by improving throughput, assigning clear
accountability, and improved production lead times. The delivery numbers in 2021 to-date fell due to global material
shortages and human resource challenges.
● Improved plant performance by clearly assigning goals and objectives and holding the team accountable
● Led cost out initiatives by brainstorming for ideas and potential opportunities. Harvested opportunities by switching
suppliers for paint, commissioning a DS30 CNC lathe and reducing 5 setups to 1, to name a few.
● Drove a problem solving culture where all challenges are boiled down to developing a list, creating a pareto, and
then deploying countermeasures to address the findings
● Regularly communicated with employees to ensure employees are in the loop on business environment, company
focus, and expectations
● The primary focus of the job is to execute a plant turnaround. In the planning stage, started off with conducting a gap analysis of the plant current state and the expected state ● In the first execution stage, started the plant transformation by first focusing on employee safety related issues ● In the second stage, aligned job requirements with employee competence and attitude. Focused on building trust and holding employees accountable. In the process, a number of employees were invited to pursue other opportunities ● In the third stage, focused on product flow and eliminated bottlenecks, thereby increasing system throughput ● In the fourth stage, the focus was on implementing 5s; employee cross-training; employee standard work; and collaboration and teamwork ● Foster continuous improvement mentality and focus by educating and implementing DMAIC methodology ● The month-on-month OEE improved from 53% to 60% in November and is on track to go up to 65% in December ● Manage 2-shift operation for 55 gallon steel drum manufacturing operation. Facility has over 75 employees with around $40 million in annual turnover. The product is used for chemical and lubricant storage and transportation Primary customers include ExxonMobil, BP, Shell and others ● Deputize for plant manager when required - which accounts for almost 25% of the time
● Manage 3-shift/365 days a year operation for poly-chloro-tri-fluoro-ethylene (PCTFE) aclar film extrusion facility. Responsible for planning, production, and shipping. Facility has 140 personnel with over $140 mil in product. ● Ensure compliance to product specifications and customer requirements through enforcement and audit of standard work, cGMP requirements, and internal product quality standards ● Coordinate with project engineering for installation, commissioning, and trial production of new equipment ● Perform RCA, RPS, for all production and operational challenges. Hold teams accountable for 5s and CI initiatives
Brookshire, TX Facility
• Responsible for managing manufacturing operations for a 3-shift operation. Six direct reports and 90 indirect reports. The facility makes elastomer products used in oil and gas industry. Main products were VBRs, packers, and seals. The facility is a cost center and the estimated turnover on cost basis is roughly $40 million
• Member lean manufacturing steering committee that initiates and reviews all on-going process improvement projects
- Houston, TX Facility
• Responsible for mud pump, drawworks, and elevating unit production. Two direct reports overseeing a staff of approximately thirty. Roughly, over $100 million in product.
• Reduced elevating unit assembly time by 30%. This was accomplished by first recording the whole assembly process and then getting a team of experts that reviewed each assembly step and eliminated waste using DMAIC approach
• Closely worked with service groups to refurbish remanufacture mud-pumps; drawworks; top drives and other top side related hardware
• Ramped up motor production by more than 100% within three months by reorganizing and restructuring the motor shop; improving flow, balancing production cells, implementing 6S initiatives, and settings measureable production targets
• Conduct Authorization for Expenditure (AFE) development and justification; cost benefit analyses; and supply chain consolidation initiatives
• Understand workings of enterprise wide information system (SAP)
• Improved Power Systems and controls’ production flow and alleviated systems constraints
• Lead and participate in strategic initiates to reduce cost, drive operational excellence, and improve product performance
• Participate in Failure Mode Effects Analysis (FMEA) to improve product reliability and performance
• Interface with engineering, project management, and client to update on product schedules, Factory Acceptance Test (FAT) status and other deliverables
Co-founded and built the company leading to a total workforce of 60 associates in South Asia, providing business process outsourcing and technology services to small and medium size businesses in North America and Europe
• Handled complete setup of offshore operation in South Asia from rental lease to infra-structure setup
• Grew the customer base from a few to almost one hundred within three years of startup
• Developed key service/expertise areas primarily in two groups:
o Business Services Group (BSG): Virtual assistant services; data mining/analysis; online marketing services; back office support; business plan development
o Technology Services Group (TSG): Application development (mostly open source platforms); e-commerce services; web-based applications/integration (APIs)
• Led business development; explored different marketing channels to push revenue growth; led forecasting and budget meetings; performed resource allocation and conducted project performance appraisals
• Worked with clients to understand their business requirements, functional requirements, to technical specifications
• Provided guidance and mentored staff on customer requirements (what the customer really wants); developed business process blue prints, test plans, and training material
• Facilitated client communication regarding requirements gathering, project planning, project reporting, issue reporting and handling, and end user training
• Experience with various software development methodologies including waterfall, agile, and scrum
• Exited the businesses by selling the offshore office to a local technology company with a 90 day post sale support agreement that ended in January 2013
• Managed operations for Oceaneering Intervention Engineering (OIE), a division of OII that designs, builds, and operates subsea hardware for offshore oil and gas industry. Direct responsibility for production (CNC machines shop, fabrication shop, and assembly area), purchasing, warehouse, production control, and facilities departments. Six direct reports overseeing a staff of 60. OIE turnover was $60 million (est.)
• Responsibilities included: conducting performance reviews, cost/benefit analysis, make or buy decisions, capital expenditure justification, forecasting and budgeting, presenting monthly/quarterly performance reports to higher management, and process improvement initiatives
• Developed and implemented functional Key Process Indicators (KPIs) supporting corporate business objectives. Improved metrics by roughly 10% year-on-year basis
• Supported corporate M&A group in the acquisition of Grayloc Products LLC, a metal-to-metal seal connector manufacturer, from private equity firm Yellowstone Capital Inc. Conducted financial and operational due diligence for the $41 million acquisition, including plant reviews in Houston, TX and Aberdeen, Scotland to confirm asset base and assess management and technical capabilities
• Purged inactive suppliers from the database and consolidated the existing suppliers and reduced cost by leveraging volume for machined parts
• Led the implementation of ISO9001 quality management system for another OII acquisition - Reflange Inc., a manufacturer of patented, metal seal piping connector and a supplier of on-site machining services. Also participated in the implementation of PeopleSoft inventory module at Reflange
• Led a production team of four supervisors (CNC machine shop, fabrication, assembly, and production control). Improved equipment utilization by 35% and system throughput by over 100% through streamlining of priority planning process, better scheduling of system constraints, and increased machining capacity
• Audited all existing manufacturing processes to document and uncover waste within the production system
• Implemented a continuous improvement program by initiating quality circles and assigning projects with deadlines and deliverables. Introduced concepts such as Kaizen, 5S, Six Sigma, and theory of constraints
• Aggressively implemented DuPont STOPTM (Safety Training Observation Program) safety training program and participated in morning safety huddle meetings. The program was designed to improve safety awareness by analyzing work activities for unsafe practices and creating a culture that promotes changing unsafe behavior/habits through repetition and reinforcement of best safety practices
• Championed the need to form partnerships with other divisions (Oceaneering Space Systems (OSS) in Houston, Texas; and Oceaneering Advanced Technologies (ADTECH), in Hanover, Maryland) to utilize each other’s surplus manufacturing capacity. The effort was mildly successful
• Provided consulting support to Oceaneering’s umbilical manufacturing division at its Multiflex plant in Panama City, Florida. Documented braiding process for the gigantic umbilical braiding machine; helped organize inventory system, and made recommendations to improve jacketing process by using Design of Experiment (DOE) approach
• Implemented Vendor Managed Inventory (VMI) for B and C items such as fittings, tooling, and fasteners. Partnered with suppliers to address in-coming machined parts quality issues at the source
• Worked on improving Remotely Operated Vehicle (ROV) manufacturing process. An ROV is a submersible primarily used in offshore rig support and under water construction applications
• Setup production flow in the form of a network of work centers. The assembly took place as ROV moved from one work center to another, improving efficiency and saving time
• Assigned tool kits to individuals assembly technicians and held them accountable for tooling loss/theft
• Organized and developed inventory database for ROV components, sub-assemblies, and assemblies. Assigned intelligent part numbers based on a standard nomenclature for ease of use for offshore ROV technician/operators
• Developed and documented assembly procedures for assemblies and sub-assemblies. Wrote Factory Acceptance Tests (FATs), quality procedures, assembly check lists, and Non-Conformance Reports (NCRs)
• Audited/visited local machine shops and fabrication facilities to subcontract requirements
• Conducted make or buy analyses for machined parts; one such analysis saved $400, 000 over the calendar year
• Developed audit methodology for offshore ROV systems and made recommendations for tracking and reducing Mean Time Between Failures (MTBF). Also participated in the implementation of AGILE documentation software and JD Edwards’ inventory module
• From 1996 to 2001, Oceaneering’s ROV fleet grew from roughly 20 to over 100, making it the largest ROV operator in the world
MBA in Finance and General Management