Plant Status Manangement - Mechanical Planning Engineer for Auxiliary Systems
Areva
مجموع سنوات الخبرة :18 years, 3 أشهر
In charge of planning and coordinating all mechanical activities in the facility, specifically auxiliary systems. Ensure that the operating shifts and other executing organizations (including Commissioning and Integrated Maintenance Organisation) correctly plan and execute tasks, resulting in a safe, dependable, and efficient operation. Conduct independent verification for all safety-related planning and preparation, particularly the development of blockings and normalisations. Ensure that all physical operations connected to the OL3 plant's operation and commissioning are planned and scheduled in an organized way to ensure nuclear and radiation safety and that technical standards are not violated. The goal is also to keep the unit from experiencing unplanned production losses and to guarantee that work processes are followed.
Project 1: The modification design, supply and installation (including engineering, procurement and construction) of the chilled water system of the nuclear island at Koeberg Nuclear Power Station for Eskom.
Focus on risk mitigation and quality is critical since the project needs to be implemented on an operational nuclear power plant and not during a maintenance outage. I ensure that the client’s requirements are interpreted accurately with my leadership of a multi-disciplinary design team (Electrical, C&I, Mechanical and Civil engineers and draughtsmen). Rigorous change management protocols are continuously enforced, and a recent dispute resolution was successfully executed. The role also includes the technical evaluation of subcontractor bids and all procured engineering components. All project tasks are managed within the company’s enterprise resource planning system (IFS) and project planning is executed in Primavera. Contract management for nuclear projects, with the client and subcontractors, are governed by the NEC®3 suite of contracts.
Project 2: SALTO - Safety Aspects of Long Term Operation Scoping and Ageing Management Evaluation.
From 9 April 2018 I was additionally requested to initiate this project in line with company project procedures in conjunction with PMBOK® principles. This project was awarded to an unincorporated consortium established between Lesedi and Framatome. I was appointed as both the project manager for Lesedi and the consortium project manager. I created the project budget and appropriate financial control mechanisms for effective cost control. Local and foreign design engineering teams are being managed to perform the analysis for a plant life extension. Due to the PFMA (Public Finance Management Act) requirements, strict rules need to be applied to subcontracting and procurement protocols for the project.
In the interest of professional development, the CEO requested my transfer to his new business development department. My role required the development of prospective waste to energy and biomass projects throughout the African continent. My responsibilities included the following:
- The research and development for the project concept phase.
- Performing bankable feasibility studies and financial modelling.
- The preparation of legal documentation (Memorandum of understandings/Exclusivity Agreements/Stakeholder Agreements/ Off‐Take and Supply Agreements and Power Purchase Agreements).
- Compiling Project Development budgets.
Project: The design, supply, procurement and setting to work of 17 Balance of Plant (BOP) systems, together with auxiliary and ancillary plant, services and works at the Medupi Power Station for Eskom.
Initially I was hired as one of the project managers for the project. During implementation my role evolved into the Project Engineer to fulfil the need for technical co-ordination due to the size and complexity of the project. I managed a team of multi-disciplinary engineers to design various BOP systems and directed the integration with the appointed construction teams. Cost and extension of time entitlements were managed by me. The FIDIC Conditions of Contract for Plant and Design-Build with the application of PMBOK® Principles was used. This approach ensured effective infrastructure development.
Project: Replacement of the Turbine Control and Turbine Safety system as well as the main plant computer upgrade at Koeberg Nuclear Power Station for Eskom. Multi‐disciplinary Nuclear Engineering Project.
I was able to manage the nuclear infrastructure project effectively and mitigate all risks by utilising NEC®3 suite of contracts. I simultaneously continued all planning functions. During my tenure I developed and continuously improved the company’s quality management system. In 2012 I was instrumental in achieving the company’s ISO 9001:2008 certification. My role further encompassed the evaluation of contract tenders for future plant modifications at Koeberg Nuclear Power Station.
My role was to ensure the utilisation of planning and scheduling best practices and to maintain awareness of emerging nuclear project planning techniques using Microsoft Project and Primavera software. I developed and managed project master plans and created reports on the overall project performance. I chaired and co-ordinated various meetings with the client (Eskom), contractors, design engineers and site supervisors and created various reports on activity progress. This involved establishing appropriate metrics for measuring key project criteria. Managed project task deliverables on the client’s enterprise resource planning system (SAP).
This limited duration employment contract was to co‐ordinate an engineering team to generate designs of mechanical systems and components for a locomotive engine testing system. I further conducted project feasibility
investigations for stealth military motorboats and advanced propulsion systems.
I started at Toyota SA Motors as a Graduate Management Trainee in 2006. After a 6 week rotation through all departments of the plant I was assigned to the Production Control & Logistics Department. I was appointed to manage the design and fabrication of component packaging for 31 component suppliers. Just in Time (JIT) principles, Kaizen (Continuous Improvement) strategies and Toyota Business Practices always had to be applied. After the 2‐year graduate trainee programme I was promoted into a principal engineer position.