Omar Ibrahim Ayesh - Competency Demonstration

Competency Demonstration Report
Narrative: 1 – 3
CE.1: System Analysis and Performance Assessment for Royal
Jordanian air cargo warehouse.
CE.2: Obtaining Good Manufacturing Practice (GMP) licence for
new production in Spartan Modern Industry.
CE.3: Initiating new GMP water treatment unit for new production in
Spartan Modern Industry based on ISO 9001:2008 ‘Quality
System’.
Declaration
All statements of fact in this report are true and correct and I have made claims of
acquired competencies in good faith. The report is all my own work and is a true
representation of my personal competence in written English. I confirm that I
understand that members of the engineering team in Australia are required to display
a commitment to exercising professional and ethical responsibility in all aspects of
their work. I also understand that documentation submitted in support of my
application may be referred to the Department of Immigration and Citizenship (DIAC)
for integrity checking.
Name: Omar Ibrahim Ayesh
20 January 2015

Narrative: 1
System Analysis and Performance Assessment for Royal Jordanian air
cargo warehouse.
CE 1.1 Introduction: -
During my final year of Industrial Engineering degree in university, I have to work on
a real life project and write a thesis about that experience in how the problems been
addressed and solved. I chose to work in a team with another colleague on a System
Analysis and Performance Assessment at Royal Jordanian Company. As an
engineer’s our main scope was to analyse any system and assess it for any
malfunctions or improvements. The RJ air cargo warehouse was available for us,
and it was a golden chance to do our thing, to analyse and assess.
Project duration: 1st
February 2011 tell 15th
January 2012 (11 months).
Location: Industrial Engineering Department at Applied Science University,
Amman-Jordan. In addition to Queen Alia International Airport
(QAIA), Amman-Jordan.
Company: Royal Jordanian Airlines (cargo division).
Position: Industrial Engineering Student working on the engineering
graduation project.
CE 1.2 Background:-
“Royal Jordanian (RJ) air cargo warehouse” is locate in Queen Alia International
Airport, which delivers and receives cargo in and out through its airport. It built in
1983 that the cargo facility and the ground handling been operated and provided by
a subsidiary of Royal Jordanian Airlines (cargo division) that flies to over 60
destinations and 40 countries. The warehouse covers an area of 17,000 m² with a
sufficient space to expand the facilities by about 40%. The cargo terminal located
some distance from the passenger terminals, between the two taxiways connecting
the parallel runways and an aircraft maintenance facility, with an import and export
area to allow the flow of goods.
CE.1.3 The warehouse main income source is varies hugely with the degree of the
utilization of its operations/performance. After interviewing the supervisors at the RJ
cargo warehouse, their main concern was the lack of workers. They need to check if
the number of operators were adequate to conduct different operations at the cargo
warehouse.
Mission: - The fundamental objectives of this study were to do system analysis and
performance assessment of the warehouse. These objectives meant to be satisfied
through a collection of mean objectives:
 The analysis of the role of a warehouse system and the identification of the
requirement that it should meet.

 Knowing the key performance measurements that used for quantifying the
utilization of a labour.
 To assess if the number of operators were enough to achieve the desired
work.
CE 1.4 Hierarchy of the Project Team:-
The following chart represents the Enterprise mode for both the team and the
organization structure including my role.
Chairman of the board
Chief executive
officer
Chief
Financial
Office
Chief
Commercial &
Strategy Officer
Director-General
for shipping and
sales (cargo)
General
manager of
Airport Service
Head of
Engineering &
Maintenance
Head of Sales,
Marketing &
Distribution
Head of Flight
Operations
Quality Control
Manager
Industrial
Engineering
Student 2
Industrial
Engineering
student -Me
(Group leader)
Industrial
Engineering
Department –
Applied Science
University
Supervisor
Dr. Lina Al-Qatawni
CE 1.5 Personal Engineering Activity
To achieve the main objective, the following methodology used, which consist of two
parts:
1. System analysis of the RJ cargo warehouse.
Tools that used in this part include:
 Interviewing the supervisors at the warehouse.
 Flowcharts.
 Data collection from record files.
 Direct observation.
2. Performance assessment of operators at RJ cargo warehouse.
Tools that used in this part include:
 Actual data collection.
 Data collection from record files.
 Interviews with the supervisors at the warehouse.
 Key performance indicators for labour assessment (KPI’s).
 Graphs development using computer software.

CE 1.6 After interviewing the supervisors and having a direct observation of the
warehouse, I have made a basic process flow chart for both the export and the
import area of the warehouse by considering the sequence of operations on priority.
D O I S TDetails
Shipments on carts are transferred to the import bulk cart break-down station
Shipments sorted and scanned in the break-down station
Shipments placed into a roll box, conveyed and stored either in AS/RS or storage area (terminal goods or connecting goods).
Shipments on containers (ULDs) are introduced into the terminal through computer-assisted airside transfer vehicle (ATV).
Transfer ULDs either to: Road Feeder Service (RFS) dock area, import/export ULDs storage area or import ULDs breakdown area
Store in the import ULDs storage area
ULD retrieve and transfer either to the customer (via RFS dock or truck dock pick area) or to the airside (via ETV and ATV).
Freights on dollies or carts are transferred with a tractor-trailer from aircraft to the airside level of the cargo terminal
Flow Process Chart
Industry: RJ warehouse, Flow of goods through the import area
Delay
Operation
Inspection
Storage
Transport
D O I S TDetails
ULD’s shipments stored in the RFS area or in the export truck acceptance area (customs approval)
Transfer ULD’s to the airside either directly or through the export storage area (Let export order)
Loose shipments retrieved from the AS/RS or from any storage area
Loose shipments sent to the cart or to the ULD build-up area directly (bonded area)
Cart break-down processing the shipments on ULDs ( Lashing and location number)
Store and retrieve ULDs in the export ULDs storage
Receiving shipments either loose on in ULD’s (Examination area, X-Ray testing machine)
Flow Process Chart
Industry: RJ warehouse, Flow of goods through the export area
Delay
Operation
Inspection
Storage
Transport
Loose shipments store in the AS/RS or other storage area (packaging and labelling)
Sent ULD to the airside area by using ETVs
ULDs are placed on dollies throughout an ATV
ULDs delivered to the aircraft staging area
The overall view of the warehouse layout and the flow of goods in the export and
import area.

The nature of my particular work area was to analyse various warehouse operations
from storage and movement of goods to provide the required level of customer
satisfaction when done efficiently. In addition, of doing an assessment to the way
whether action or activity was going the right way to maintain quality and improve
operations performance.
CE.1.7 One of my duties and responsibilities in this project was to do a detail
analysis for the operations in the export area, including the flow of goods and
information, which helps to understand the work done by each operator and be more
familiar with it. There were two sources of goods that come to the export area, If
Amman is not the final destination then it is Transit shipments otherwise it is New
shipments as shown in the flow chart.
Shipment
arrive in the
import area
QAIA (Amman)
final destination
Flight operator
Airway bill
Transfer
to export
area
Breakdown
operator
Ready to go
Store in proper area
(racks, cold room,..etc.)
ETV
storage
Yard Collect
operator
Cargo Control
Shipment Airway
bill
Prepare other
shipments with
that flight
 Maintenance (Spare parts
for RJ airplanes)
 Direct customer on spot
Agent on RJ flight
 Other carriers
NO YES
YES NO
CE.1.8 My job involve identifying the operations at the export area, which I began of
collecting data from the record files and using different methods such as time and
motion study. However, it was important to know the warehouse human resources
and the operating time of the terminal that currently run on three shifts with a total
labour of some 160-170 operators. This study done for the (Shift A) staffed [7 hours
– (08:00–18:00): 29% of total time]. A Chant chart demonstrate the Profound RJ
analysis of the operations at the export area.

ID Operations at the export area Duration
Fri 19 Dec
129 2108 3111
2 2hUnloading shipment
3 1hWeighing shipment
4 1hX-Ray machine
5 1hInspection
1h
Putting the shipments on pallets and
move to examination zone
Operator
Unloading operator
weighing operator
Security officer
Jordanian army
officer
Put-Away operator
Forms
Shipment Discharge Form
Security approval
Instructions For Dispatch Of
Goods Form
Goods Form
Goods Form (White page)
Office
Export office
Export office
Security office
Jordan Civil
aviation office
Export office6
7
Goods Form (Yellow page)
Customs officer1hCustoms officeExamining at least 10% of the goods
Goods Form (blue page)
Yard forklift operator2hTransit officeAllocate the shipments to be store
8
9
Export Goods WeightingsYard forklift operator1hTransit officeWeighs the shipment
Flight Booking List
Yard Collect
operator
7hControl office
Preparing the shipment according to
the sequence of the flight time.
11
12
10
ETV clearanceATV operator1hcontrol office
Covering the pallet with a net and put
it on the ETV storage racks
Airway billETV operator1hControl officeShipping
Weighing and
unloading activity
Weighing and
unloading activity
Inspection activity
Inspection activity
Put-away activity
Storage activity
Storage activity
Pick and pack
activity
Pick and pack
activity
Pick and pack
activity
Shipping activity
Activity
1 Shipment Discharge Form
Reception and
accounting operator
0hExport office
Reception and
accounting activity
Receiving the shipment
CE 1.9 Assessing the performance of operators especially in the export area done
by classifying the operators according to their operations. In addition, I collected
data of the number of operators per operation, the available time, the actual time,
number of bills, total pieces and total weight for shift A.
Reception & accounting
1 person
40 bills
16348 kg
929 pcs
5.92 hrs Setup
2.17 hrs
5.92 hrs
1.08 hrs 2.08 hrs
4.83 hrs
Unloading & weight
1 person
40 bills
16348 kg
929 pcs
4.83 hrs Setup
1.9 hrs
4.92 hrs
2.08 hrs
5.1 hrs
Put-away
1 person
40 bills
16348 kg
929 pcs
4.92 hrs
Storage (Yard)
1 person
40 bills
16348 kg
929 pcs
5.1 hrs
1.08 hrs
4.92 hrs
Collect (Yard)
1 person
41 bills
17482 kg
2205 pcs
4.92 hrs
0.75 hrs
5.92 hrs
RJ flights
1 person
36 bills
85951kg
264
5.92 hrs
4.25 hrs
Other carriers
1 person
5 bills
9247 kg
1941 pcs
4.25 hrs
Values Added Time as % of Total Time of operations =
35.56 ℎ𝑟𝑠
48.79 ℎ𝑟𝑠
= 72.88%
CE 1.10 After that, I worked on assessing the performance of operators in the export
area, one of the activity I did was for the “Reception and Accounting”. I started by
measuring the available time which was 7 hours for this shift multiplied by the
number of operators working for that operation. The actual time that the operator/s
were actually working calculated from the forms they filled. To measure the utilization
and productivity, the equation shown as follow:
𝑃𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑣𝑖𝑡𝑦 =
𝑡𝑜𝑡𝑎𝑙 𝑏𝑖𝑙𝑙𝑠
𝑎𝑐𝑡𝑢𝑎𝑙 𝑡𝑖𝑚𝑒
𝑈𝑡𝑖𝑙𝑖𝑧𝑎𝑡𝑖𝑜𝑛 =
𝑎𝑐𝑡𝑢𝑎𝑙 𝑡𝑖𝑚𝑒
𝑎𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒 𝑡𝑖𝑚𝑒
Then I did tables and graphs using MS Excel to simplify and monitor operators
performance which been filled with operators’ data which been collected only for shift
A (8:00 – 15:00) and for period of two weeks, starting from the 17th
of December
2011 until the 30th
of December 2011.
Week one. Saturday Sunday Monday Tuesday Wednesday Thursday Friday

17-Dec 18-Dec 19-Dec 20-Dec 21-Dec 22-Dec 23-Dec
Number of operators 1 2 2 2 2 2 1
Time Available (Hrs) 7 14 14 14 14 14 7
Time Actual (Hrs) 5.92 8.32 9.84 9.66 10.82 8.2 -
No. of Bills 40 38 55 55 63 39 -
Total Weight (Kgs) 16348 20056 20196 12031 14995 22191 -
Total Pcs. 929 937 1959 563 314 1174 -
Utilization (%) 84.57 59.43 70.29 69.00 77.29 58.57 -
Productivity (Bills/Hr) 6.76 4.57 5.59 5.69 5.82 4.76 -
Week two. Saturday
24-Dec
Sunday
25-Dec
Monday
26-Dec
Tuesday
27-Dec
Wednesday
28-Dec
Thursday
29-Dec
Friday
30-Dec
Number of operators 1 2 2 2 2 2 1
Time Available (Hrs) 7 14 14 14 14 14 7
Time Actual (Hrs) 6.1 9.32 7.2 9.5 11.84 11 -
No. of Bills 40 46 31 51 84 63 -
Total Weight (Kgs) 28652 23461 12229 27591 30035 34330 -
Total Pcs. 4445 625 1176 2176 1113 2594 -
Utilization (%) 87.14 66.57 51.43 67.86 84.57 78.57 -
Productivity (Bills/Hr) 6.56 4.94 4.31 5.37 7.09 5.73 -
0.00
50.00
100.00
Saturday 17-
Dec
Sunday 18-Dec Monday 19-DecTuesday 20-Dec Wednesday 21-
Dec
Thursday 22-
Dec
Utilization (%) for for week one
0.00
5.00
10.00
Saturday 17-
Dec
Sunday 18-Dec Monday 19-Dec Tuesday 20-Dec Wednesday 21-
Dec
Thursday 22-
Dec
Productivity (Bills/Hr) for for week one
0.00
50.00
100.00
Saturday 24-
Dec
Dec
Thursday 29-
Dec
Utilization (%) for week two
0.00
20.00
40.00
60.00
80.00
100.00
Saturday Sunday Monday Tuesday Wednesday Thursday
Week 1
Week 2
Utilization for Reception & Accounting (%)

This operator/s utilization was within the limit, except for one day, which was the 24th
of December operator, which was a day before Christmas holiday. Usually for
Saturday’s, there was only one worker for this task at “shift A” which increases the
utilization. Monday the 26th
of December had lower utilization because Sunday was
the Christmas holiday and most businesses were on a break. Wednesdays and
Tuesdays operator/s utilization were acceptable.
CE 1.11 The overall assessment of the operators’ utilization and productivity was
done by calculating the average utilization and average productivity for each type of
operators for the two weeks as shown below.
Operators
classification
Average Utilization
(week one) (%)
Average Utilization
(week two) (%)
Average Productivity
(week one)
Average Productivity
(week two)
Comments
Reception &
Accounting
69.86 72.69 5.53 Bills/Hr 5.6 Bills/Hr
Utilization: Acceptable
Productivity: Unacceptable
Unloading &
Weighing
67.24 80.45 199.3 Psc/Hr 349.2 Psc/Hr
Productivity: Acceptable
Put-away 68.26 78.24 195.3 Psc/Hr 352.1 Psc/Hr
Storage (Yard) 71.86 80.02 185.7 Psc/Hr 350.7 Psc/Hr
Collect (Yard) 74.92 77.45 335.4 Psc/Hr 282.8 Psc/Hr
Preparation
RJ
74.67 75.14 128.0 Psc/Hr 97.3 Psc/Hr
Preparation
Other Carriers
62.60 69.31 169.2 Psc/Hr 188.7 Psc/Hr
Utilization: Unacceptable
CE 1.12 Analysing the system assisted me to control and improve the logistics
services and effectively doing operations and employees’ assessments of the air-
cargo warehouse. In result to the output of performance assessment, the utilization
for the whole operators were acceptable except for the other carriers’ operator/s. In
addition, the productivity for the whole operators were acceptable except for
Reception & Accounting, RJ Preparation and other carriers’ operator/s.
0.00
5.00
10.00
Saturday 24-
Dec
Dec
Thursday 29-
Dec
Productivity (Bills/Hr) for week two
0.00
2.00
4.00
6.00
8.00
Saturday Sunday Monday Tuesday Wednesday Thursday
Week 1
Week 2
Productivity for Reception & Accounting (Bills/Hr)

CE 1.13 So far the number of operators were enough, especially that the flow of
products in the region was low. However, we noticed that there was a lot of time
wasted for the “Pick and pack” operators of getting the “Flight Booking Lists” from the
transit office, which located on the second floor, that time wasting can be eliminate
by putting computers that could be connected and updated by the Transit Office.
Also when the information been documented they would not need to weight the
shipments three times (unloading & weighing, Yard, Collect). But due to the different
types of pallets they use, the Gross Weight also change, these ULDs pallets were
seven to eight types, so they can standardized them to eliminate that waste.
CE 1.14 This project allow me to apply my engineering knowledge and the theories
that I learnt into a practical work. In addition, I improved my communication and time
management skills while working within my team, and I increased my knowledge in a
global level that involves working daily with different time zones, languages,
economic systems and cultures. However, I analysed the system from different point
of views by using different engineering tables and graphs, in which we efficiently
completed the project on time. Finally, the warehouse managers were satisfied with
the results that assessed the management in making decisions that we came up with
a study where all the actors’ interests were satisfied. We received High Distinction
for this final year project.

Narrative: 2
Obtaining Good Manufacturing Practice (GMP) licence for new
production in Spartan Modern Industry.
CE 2.1 Introduction:-
CE 2.2 Employment Organisation:-
“Spartan Modern Industry (SMI)” Amman – Jordan, is a limited liability company that
established in 1977 based on corporation and affiliation with Spartan Lebanon and
Spartan USA. It is the first chemical company in Jordan to produce and introduce
liquid detergents, household chemicals, dishwashing liquid, germicidal bowl cleaner
and personal care consumer goods to the market such as:
 Toilet soap,
 Hair shampoo,
 Sanitary cleaning agents,
 Baby care products,
 Powder / plates for washing clothes,
 Perfumes,
 Stain remover,
 Shampoo / Cleaning agents for cars,
 Dish washing / powder and pastes,
 Carpet cleaning agents,
Organisation Background: - Today “Spartan Modern Industry" has many leading
brands covering the Jordanian, Iraqi and West Bank territories such as "Flash",
"Golden", "Easy", "Manix", "Lenol" and "Plus-5". SMI is a manufacturer and
distributor committed to enhancing its strong leadership position in the industry
through substantial investment of time and resources. In 2012, SMI accredited by
SGS for the ISO 9001:2008 standard and by the Jordan Food and Drug
Administration (JFDA) for the Good Manufacturing Practices (GMP) for cosmetics
and personal care products. In addition, the company had its own plastic bottle
manufacturing and printing facilities for their internal consumption.
Project dates: 15th
of February 2012 until 10th
September
2012 (7 months project duration).
Location: Spartan Modern Industry company building.
King Abdullah Street, Sweileh area. Amman-
Jordan.
Company name: Spartan Modern Industry.
Position title: Industrial Engineer / Quality Engineer.

CE 2.3 Nature and objectives of the overall engineering project:-
This career episode will discuss the project related to the achievement of GMP along
with the manufacturing facility for shampoo production that had been constructed
and modified to meet with cosmetic GMP standards. In addition to that, there was a
continuous improvement on both instruments and working environment to meet
national and international regulatory standards with JFDA.
Mission: - The project was taken up with the Quality Management System that
encompass developing, manufacturing, packaging, and distributing products by
implementing GMP according to the JFDA requirements for customer satisfaction
and commitment to quality.
CE 2.4 An organisation chart:-
The following chart represents the Administration mode for the organisation as a
structure highlighting my position.
Managing Director
Quality Manager
Planner /Production
Manager
Quality Control
Manager
Maintenance
manager
Calibration
Manger
Plant Manager
Assistant Plant
Manager
Storage and
Distribution manager
Materials manager
Employees Employees
Assistant maintenance
Engineer
Assistant Calibrate
Engineer
Finance Manger
Securities
Manager
Finance Controller
Marketing
manager
Advertising
Manager
Sales Manger
Quality Assurance
Manager
Quality Engineer
CE 2.5 The nature of my particular work area:-
Top management want to ensure that quality objectives, including those needed to
meet requirements for raw material, packaging material and product been
established at relevant functions and level within the organization. Since, I was
directly responsible as Engineer for Quality Assurance to ensure the GMP
implementation and maintenance of the quality system in accordance with JFDA.

CE 2.6 Technical details of the work:-
The site designed to manufacture of shampoo only. The site also designed to
monitor and control the environment needed in the manufacturing area to assure
production of required high quality such as humidity and temperature that monitored
in the manufacturing area and data been registered and kept in the Quality
Assurance Department to ensure that all condition of production and storage are
maintained. I made flow chart structure for receipt, sampling, testing and storage of
raw material and packaging material as show bellow.
The project phases consist of planning, construction and execution, which I ensured
to be follow and taken under the following consideration:
 Documentation control,
 Review, approval and distribution of standards operating procedures,
 Review of the manufacturing batch records,
 Establishing and following up on the SOP training,
 Ensure implementation and understanding of GMP rules and regulations.
Receiving of
ordered materials
Purchase order
checking against
received material
Storekeeper clean
the containers at
receiving area
Inform QC for
inspection
Transfer material
to quarantine area
Label the material
with identification/
under quarantine
label
QC sampling &
testing
QC results
Label as reject Label as pass
Transfer
material to
Reject Material
Store
Transfer
material to
Approved
Material Store

CE 2.7 Detailed description of the work:-
At the beginning of a production operation for a specific product, I begin from the
Quality Assurance department to control and prepare following records:
 Batch Record for every product as per relevant Product Master Formula;
 Bulk Preparation Record issued by Production manager that consists of the
manufacturing steps that followed by the production operators.
It was necessary from my position first to approve that raw material been dispensed
according to the controlled production material issue (BILL OF MATERIAL); each
raw material dispensed was weighted by the storekeeper and double-checked by the
production officer. After that, Materials transferred to staging area in locked cages
before proceeding to next stage. Finally to achieve a quality work, the following flow
chart done after a series of discussions and meeting with internal managers.
Manufacturing step done by one officer that endorsed and checked by another
officer whenever required as per batch record. In addition, manufacturing yield was
calculated, reviewed and recorded at the conclusion of each critical phase of the
process.
Production
Batch Record
Line
clearance
Raw Material
weighing
Staging Area
Bulk
Preparation
Room Cleaning,
Equipment Cleaning,
Line Clearance
filling
Room Cleaning,
Equipment Cleaning,
Line Clearance
QC. Sampling &
Release of Bulk
Labelling
Packing
Finished
Store
QA: Calculate
intermediate yeild
QA, QC Final
release

CE 2.8 Work description performed personally:-
My duties and responsibilities as an Industrial Engineer were:
 Double check the packaging process was carried out according to an
authorized packaging order, and the packaging materials needed to execute
the order been dispensed by the stakeholder.
 Checks and results been recorded in relevant records and documents.
 General review of the Batch File (including production Batch Record and
Packaging Batch Record) to check data records/documents and to make sure
that they were complete and correct.
 Perform and prepare the raw and packaging material reconciliation to ensure
that product batch file complied with the GMP.
 Review and approve all packaging materials and finish product specifications.
 Handling of product recalls and returns.
 Handling of customer complains.
CE 2.9 Solving engineering problems:-
My job involved managing the process of change control system through evaluating
the impact of change and approving the changes in which this assess the impact of
deviations on the batch quality and determine the disposition status of the batches.
Additionally ensure product compliance with respect to defined manufacturing
procedure, process parameters, in process control and finish product specifications
before batch release.
I analysed that there were five elements needed to be addressed their related
problems after a series of brainstorming sessions. I used models, well-established
rules and systems to guide me towards a singular right answer.
Elements Problems Counter measure
Personnel
 Arrangements of basic
and in-service training.
 Internal and external training archived in the
employee-training file.
 Health requirements for
personnel engaged in
production.
 Checked by an outside party.
 Official certificate of disease free before
employment.
 Employees should report any conditions
related to their health affairs.
 Personnel hygiene
requirements.
 A use of plant uniforms that include:
 Trousers or overall,
 Foot covers,
 Gloves,
 Masks
 Safety glasses (when applicable).
Premises and
equipment
 Nature of construction
and finishes.
 Non-porous and easy clean floors with smooth
walls and ceilings.
 Major production and
control laboratories
equipment.
 All production equipment’s have to be GMP
constructed and meet GMP requirements.
 Maintenance.  Defining and describing the work instruction
by maintenance department and the
frequency of preventive maintenance and
schedule for laboratory.

Elements Problems Counter measure
Documentation
 Necessary
documentation for
manufacturing.
 A clear documentation system.
 Ensure compliance with the GMP guidelines.
 Standard formats and
instructions.
 Categorized documents based on the type of
activities described.
 Availability of
documents.
 All documents kept in the QA archives and
Batch Records kept for one year after expiry
date of product.
Production
 Production operation.  All conditions of production maintained.
 Handling of materials.  Defined and clear work instructions.
 Handling of rejected
materials.
 Labelled by Reject red label by QC
department.
Quality Control
 Quality control system.  Review the Batch Records and insure results
and tests with GMP.
 Release the batch for the sale and
distribution.
CE 2.10 Accomplishing tasks:-
I was involved with the project from the planning stage to the execution stage due to
my technical capabilities and problem solving skills in additional to my Industrial
Engineering background. All duties handled to me demonstrated efficiently and
delivered on time. The tasks that delegated to me was accomplished and with some
innovative ideas to Quality Assurance department, one of them was I did the
following Flow Chart for raw material issuance.

Signed raw material issue
voucher
Weighting of raw
material as per issue
voucher
Line
clearance
Weighing is done by
storekeeper and
checked by
production personnel
Balance
calibration
card check
Raw material bags
identified and closed
Raw material placed
identified shrink
wrapped pallets/
carriages
Raw material transferred
to production storage area
CE 2.11 Applying engineering knowledge and skills:-
This project aims for consistently exceed customer’s expectations for good quality of
products. Therefore, In-process checks been carried out concurrently during
production and after each stage by an independent department (Quality Control
Department). Moreover, Intermediate products and bulk products have to sampled
and analysed as required as per Batch Record by the Quality Control Department.
Intermediate and bulk products were stored in the intermediate store until released
by the Quality Control Department for processing in the next manufacturing step. In
addition, the product, the room and the equipment’s status been identified
throughout the manufacturing process using relevant status labels as identified in
Standard Operating Procedure.
CE 2.12 Strategies I devised, including any original design work:-
My position inside multicultural industrial company put me to develop standards
implemented as sets of rules for the employees to follow. Certain procedures were
implemented such as training and self-observation that been well balanced of
experience and judgement.
CE 2.13 Working with team members:-
Team member’s response and interact to achieve the organisation objectives and
missions. After understanding teamwork, I become a member who increase team
performance and improving training within activity of operation and functional quality

of the team. I assure the effectiveness of closed-loop communication, acceptance
and willingness to help directly interact member, and by the amount of value shared,
attitude and the connectivity of team members. Moreover, I been flexible among
different situations, time team worked together, help the work environment to
strength the results of teamwork, and affect team performance.
CE 2.14 Brief summary of the overall project:-
This project was the first of its kind that executed by our company as an overall
continuous development process. We got a lot of support from the management in
addition to good increments and recommendations. After the achievement and
successfully completed the project, the company had accredited by the Jordan Food
and Drug Administration (JFDA) for Good Manufacturing Practices (GMP) license to
begin production and start distribution products to the market.
CE 2.15 The project successfully meets the arrangements for Quality Assurance,
including Production and Quality Control, arrangements for basic and in-service
training. The check of health requirements for personnel engaged in production and
personnel hygiene requirements. Description of planned preventive maintenance
program and recording system for major production and control laboratories
equipment. In addition to clear preparation, revision and distribution of necessary
documentation for manufacturing, production operations and handling material.
CE 2.16 The management was pleased with my professional work, collaboratively
and productively in a team environment. I manage my own time and processes
effectively by prioritising competing demands to achieve the company goals.

Narrative: 3
Initiating new GMP water treatment unit for new production in Spartan
Modern Industry based on ISO 9001:2008 ‘Quality System’.
CE 3.1 Employing Organisation:-
“Spartan Modern Industry (SMI)" is one of Jordan’s leading manufacturer and
Distributor Company produces and introduce liquid detergents and household
chemicals. SMI was awarded by SGS as complying with the requirements of ISO
9001:2008 which the company Quality Management System first achieved Quality
certification in 2012 with registration covering:
“Approaches quality as a basic strategy for growth and development.”
Project duration: 15th
September 2012 until 5th
February 2013 (5 months).
Location: Spartan Modern Industry Company building, King Abdullah Street,
Sweileh area. Amman-Jordan
Company: Spartan Modern Industry (SMI).
Position: Industrial Engineer.
CE 3.2 Background:-
The in house team of engineers and supervisors ensure that all activities and
operations been carried out using proven quality management methods, ISO
9001:2008 ‘Total Quality Management’. Hence, the international quality standard
ISO 9001 essentially requires the determination of processes that could affect the
quality of the product and documented as Standard Operating Procedures (SOP).
The project requirement include all high-class processes and procedures to be the
base for the training programme and used by staff members in their work
environment.
CE 3.3 The chart below represents the team structure for this project and my role in
it.

General Manager
Quality Manager
Quality Assurance Manager
Industrial Engineer
(My role)
CE 3.4 My responsibilities as an Industrial Engineer were to begin with a new project
that has functions as a sub-system of a project designed to produce a cosmetics and
a body care products within a GMP requirements and controlled by procedures as
required from ISO 9001 standard. This role was to establish a new water treatment
system used as a unit to feed a new GMP production line and other sections of the
system with a specific standard quality water that totally controlled and reviewed by
the laboratory department and by both the Quality and R&D departments.
CE 3.5 I had organized the most of the things in the project, such as preparing water
treatment process diagram and process flow chart, supervise the input, the process
and the output of the system. A series of tools and techniques used such as
Brainstorming, Delphi method, Root Cause Analysis and Failure Mode and Effect
Analysis to achieve best practices and quality to the project.
Tools and Techniques Process
Brainstorming, Delphi method and Cause-and-effect analysis Project Identification
Failure mode and effect analysis (FMEA) Project analysis
CE 3.6 While initiating the project, I begin to analyse the old water treatment unit and
identify the causes of failure by using observations, historical data and interviews
with supervisors. Using the resulted outcomes from this analysis was useful
especially at the beginning of the project to avoid high cost when the failures occur at
the end of the project life cycle and also a vision that gives an overview about the
critical activities. Cause and effect analysis was a good tool used to identify this unit
as shown below.

Water treatment unit failure
Machines
Material
Manpower
Method
Quality
Unqualified operator
Insufficient supervision
Maintenance
Poor preventive maintenance
Poor corrective maintenance
Procedures
Lack formal schedule working tasks
No standard process for task
No skills, knowledge and experience
poor control and review
Undefined responsible person
Undefined specification and feedback
Multi undefined suppliers
Slow machines and old installation
Documentation
Installation
Not fully automated machines
big waste of water
Measurements and calibration
No standard type of Salt or Resin
No shifts or training
Lack of workflow process
Well
50m³
Feed Tank Pump
100 – 750 L/min
P 3
Automatic
Sand Filter
Sand
Collector
Tank
Tank S1
1
Softener Pump 4
50 – 150 L/min
Tank
S3 & S4
RO Tank
RO Pump
RO Unit
DI Pump
DI Unit
DI Tank
1
V-23
V-28
V-29
V-30
V-31
New Water
Treatment
Unit
Water flow diagram
The following diagrams shows the basic components of the water treatment system and how they are interconnected.
Pressure Pallone
Tank A Salt
Softener Pump 5
50 – 150 L/min
E-53 E-55
P-99Salt
Pump
50 – 150 L/min
E-59 E-58
P-115
P-113
V-35
Easy Press
V-36
P-116Salt
P-108
Pump
50 – 150 L/min
E-61 E-60
P-129V-37
Easy Press
P-127
Salt
P-125
V-38
Tank
5
Tank
9
Tank
13
Tank
14
Tank
10
Tank
6
Tank
2
Tank
3
Tank
7
Tank
11
Tank
15
Tank
16
Tank
12
Tank
8
Tank
4
Tank
18
Tank
17
Tank
19
Tank
20
V-39
DI Tank
3
DI Tank
4
DI Tank
5
DI Tank
6
DI Tank
7
DI Tank
2
DI Tank
8
Sediment Filter 5µ (1) Flow Meter
F 1
Sediment Filter 5µ (1)
Flow meter
F2
Flow Meter
P-166
E-103
E-102
P-168
Flow Meter
V-40
P-15
Easy Press
E-105
Sample Point (SP 1)
Distributor
Tank (A)
Softener 1 Valve
Softener 2 Valve
Softener 3 Valve
Softener 4 Valve
Feed RO ( Valve 6)
Final RO ( Valve 7)
DI ( Valve 5)
S3 & S4 Valve
RO Tank Valve
Softener
2
Softener
3
Softener
4
DI Unit
RO Unit
Raw
Water
Strainer
PG 1
PG 2
PG 3
PG 16
PG 4
PG 5
Brain
Tank BT 1
CE 3.7 The design and specifications identified carefully for almost one month by my
team followed by analysing the project as required and to comply with GMP:
 Make sure the name and number of the document defined clearly when
documented.
 Clearly defined purpose, responsibilities, scope of work, appendix models,
tools used, work procedure and reference for every device and equipment
used in the system.
 Clearly explained procedures, specifications and technical parameters for
machines and equipment’s.

 Workflow Agenda for the water treatment unit in the event of operating.
Example shown below for the parts and equipment’s that used in the system and for
Workflow Agenda for the water treatment unit in the event of operating. Other
Standard Operation Procedures also done by me for this project such as:
 Procedure of programming and maintenance the sand and carbon filter.
 Procedure of programming and maintenance the softener machine.
 Procedure of Ultra-Violet machine maintenance.
 Procedure of changing the Impurities, carbon and reverse osmosis device
filters.
 Procedure of talking water sampling.
 Procedure of sterilization and cleaning water treatment unit.
 Procedure of calibration and activate the Di-Ionizer machine.
 Procedure of changing Resin inside Softener filter.

CE 3.8 I did water treatment flowchart for easy summarise the processes and show
how the water will flow through the system. The project analysis was used to
examine the sequence of machines, capabilities and specifications which it helped
the team to achieve the project effectively with best outcomes.

WATER TREATMENT UNIT / FLOWCHART
Collector tank (4400 Lt)
Sand filter
Sediment filter 5 micron
Carbon filter 5 micron
Duplex softener
Activated carbon
Membrane filter
A(1,2) ,B(1,2)
R.O Tank(1000 lt)
ULTRA VIOLET LAMP (A)
De- ionizer
D.I Tank (1000 lt)
Ultra violet lamp (B)
Biological filter 0.2 micron
• Total hardness after softener : soft
• Chlorine after carbon filter : zero
• Conductivity after Revers Osmosis : less
than 30µS/cm
Circulation loop
• Conductivity after De-Ionizer : less than
4.7µS/cm
• PH after De-Ionizer: (5-7)
Circulation loop
R.O pump (500-p3)
Removing TDS by 99-90% from the
water
RAW WATER (500-P1)
Remove dust and impurities larger than 5
microns of water
Remove hardness (calcium and magnesium ions
and potassium) from water
Remove the color, taste and odor, chlorine
and organic matter from the water
Disinfect water and kill microbial
biology
Removal of negative ions and cationic
water
R.O pump (500-p1)
Remove the color, taste and odor, chlorine
and organic matter from the water
To collect water from outside the R.O
To collect water from
outside the De-Ionizer
D.I pump (500-p2)
Disinfect water and kill
microbial biology
Sterilization of water on
the 0.2-micron De-Ionized water
Main sand filter
WELL (2) 80m ≥
To remove impurities and dust, which increases
the diameter (50-25) microns from water
RAW WATER (501-P3)+Balloon tank
Main pump (501-P1),(501-P2)
Supply water for other application
• Raw water chlorine : (0.1-2)ppm
• Raw water conductivity : less than 1200 µs/cm
• Raw water PH: (7-8)
WELL(1)
WATER TREATMENT UNIT
500 (GMP)
MUNICIPAL WATER WATER TANKS
2 PUMPS
LIQUID MIXING ROOM
PRODUCTION
WASHING ROOM
CE 3.9 After the system built and all its components installed. Processes of
inspection applied to ensure that the produced water is complying with the in-house
specification. The maximum capacity of the water system was 1000 Liter per hour
maximum. However, I involved in the improvements of the old water treatment unit
which I optimize equipment’s by using new equipment and machines in order to
improve the quality and reduce waste.
CE 3.10 I ensured that procedures and standards were reasonable and well
founded. Furthermore, I ensure that we, and the institutions we help to shape, live up
to standards that were reasonable and solidly based. Thus the project completed, as

I allowed to integrate processes such as planning, executing, monitoring, controlling
and closing. However, to avoid or to know how to deal with and plan to follow in
order the completion of the project, I did the following FMEA chart to insure better
quality
CE 3.11 The strategy in project management methods lead me to success and fulfils
the requirements, which it leads to a trust between me and management. In addition,
the relation that I made with the team members and also sharing experiences and
engineering skills, resulted that the project was completed in short period of five
months. The complete project with the approval JFDA completed in 7 months. The
management was been daily reported with our work that were I had to document all
the proceedings by using different MS office programs
CE 3.12 In between all this, the success of the project has its positive effects on the
company, but it also makes me more experienced and specialized to perform more
complicated tasks, that leads me to achieve greater and more challenging projects.
Moreover, I trained operators in how to perform the procedures and I did consultation
with my higher management in how the system will running. I work in the project as
an effective member of diverse teams within a multi-level, multi-disciplinary and
multi-cultural setting, which I strength my analytical skills and engineering
knowledge, also I gain the following competencies:
 Management of time and priority setting,
 Problem identification and solution,
 Preparing the Standard Operating Procedures.

Summary statement of competencies demonstrated
1. Knowledge base:-
Competency element How & where demonstrated Achieved Paragraph reference in
carrier episode
PE1.1 Knowledge of
science and
engineering
fundamentals.
a. My Industrial Engineering Background provide me the
ability to enable fundamental principles while working
on the projects during my bachelor degree.
b. Basic knowledge enhanced by taking a number of
training courses relevant to the board field of
engineering.
c. Strong understanding of science and engineering
fields.
d. Wide knowledge in mathematics were required to
analysis and synthesis techniques that were relevant
to a wide field of engineering.
Yes CE 1.3, CE 1.5, CE 1.6,
CE 1.7, CE 1.8, CE 1.9,
CE 1.10, CE 1.11,
CE 2.3, CE 2.5, CE 2.6,
CE 2.7, CE 2.11,
CE 3.5, CE 3.6, CE 3.7
PE1.2 In-depth technical
competence in at
least one
engineering
discipline.
a. Knowing the main technical areas that include at
least one engineering discipline, and in applications
of engineering science for analysing and solving
problems, situation and challenges in those areas.
b. Knowledge of the programs and procedures with the
ability to choose appropriate programs and
techniques for achieving specific goals.
c. Technical and professional awareness of current
practice, critical issues, and in the current state of
developments in the key technical areas that make
up the discipline.
d. Advanced knowledge in at least one area within the
discipline, and utilize my software knowledge in
getting optimal results.
e. The ability to ensure that all aspects of the project
were identified and the sources and the nature of
problems been considered to be taken for corrective
actions.
Yes CE 1.3, CE 1.5, CE 1.6,
CE 1.7, CE 1.8, CE 1.10,
CE 1.11,
CE 2.3, CE 2.5, CE 2.6,
CE 2.7, CE 2.8, CE 2.10,
CE 2.11,
CE 3.4, CE 3.5, CE 3.6,
CE 3.7, CE 3.8, CE 3.9
PE1.3 Techniques and
resources.
a. The ability to develop and build physical and
conceptual models for the cases, components and
devices, and the ability to take advantages of these
models for analysis and design.
b. Estimation accuracy and limitations of such tools and
the underlying assumption in their use; the ability to
verify the authenticity of the results achieved.
c. Efficiency in a wide range of laboratory procedures in
the discipline, and a strong understanding of safety.
d. Ability to recognize potential sources of error remove
or control them where possible.
e. Demonstrate research skills and a range of
disciplinary and interdisciplinary activities to arrive at
problem and design solutions.
f.
Yes CE 1.5, CE 1.6, CE 1.7,
CE 1.8, CE 1.9, CE 1.10,
CE 2.5, CE 2.6, CE 2.7,
CE 2.9, CE 2.10, CE
2.11, CE 2.12,
CE 3.4, CE 3.5, CE 3.6
CE 3.7, CE 3.8, CE 3.9
PE1.4 General knowledge. a. Good judgement associated with decision-making
and ability to face particular difficulties experience.
b. Knowledge that were essential in technical related
industries
c. Managerial knowledge includes discipline values and
norms, portfolios of policies, methodologies, plans
and strategies.
d. Abstraction, modelling, simulation and visualization
inform decision-making underpinned by mathematics,
as well as basic discipline sciences.
Yes CE 1.12, CE 1.13, CE
1.14, CE 2.8, CE
2.11, CE 2.12, CE
2.13,
CE 3.7, CE 3.8, CE 3.10

2. Engineering ability:-
carrier episode
PE2.1 Ability to undertake
problem
identification,
formulation, and
solution.
a. Identify and apply relevant problem solving
methodologies. Implement and test solutions.
b. Meet challenges of quality management and
continuous improvement at any level.
c. Be aware of global perspective (needs,
rules/regulations, and specifications).
d. Ability to achieve a state for the system and make
sure the causes and effects were relevant.
e. Using systems engineering to deal with and solve
complex technical problems.
f. I manage to verify a set of requirements for a problem
before solving it.
g. I apply a variety of techniques, models and problem
solving methodologies to solve and find solutions to
problems.
h. Identify constrains, uncertainties and risk of the
system (social, cultural, legislative, environmental,
business).
Yes CE 1.3, CE 1.9, CE 1.11,
CE 1.12, CE 1.13,
CE 2.3, CE 2.5, CE 2.6,
CE 2.9, CE 2.10,
CE 2.12,
CE 3.5, CE 3.6, CE 3.9
PE2.2 Understanding of
social, cultural,
global, and
environmental
responsibilities and
the need to employ
principles of
sustainable
development.
a. Apply systems thinking to understand complex
system behaviour including interactions between
components and other systems (social, cultural,
legislative, environmental, business etc.).
b. Apply methodologies to evaluate solutions for
efficiency, effectiveness and sustainability.
c. Appreciate ethical implications of professional
practices to achieve results properly integrated to the
overall project.
d. Use risk management within a project management
environment.
Yes CE 1.6, CE 1.7, CE 1.10,
CE 2.11, CE 2.12,
CE 3.4, CE 3.6, CE 3.6,
CE 3.9, CE 3.10,
CE 3.11
PE2.3 Ability to utilize a
systems approach
to complex
problems and to
design and
operational
performance.
a. Ability to deal with situations and problems that
involve uncertainty, and inaccurate information, and
non-technical factors and technical conflicting.
b. Understand the need for planning and quantitative
performance during the life of the project cycle, and
the integration of technical performance with
outcomes.
c. Ability to take advantages of the system engineering
and establish all considerations.
d. Ability to visualize and identify possible alternative
engineering approaches and evaluate the
advantages and disadvantages in terms of
functionality, quality, operations and other factors.
e. Ability to identify, analysis, evaluate, treat and review
the risks in each case and develop strategies for their
management.
f. Ability to determine the optimal approach based on
objective criteria.
g. Understand of the importance of design components,
systems and/or processes to meet required
specification.
Yes CE 1.6, CE 1.7, CE 1.8,
CE 1.9, CE 1.10,
CE 1.11, CE 1.12,
CE 1.13,
CE 2.3, CE 2.5, CE 2.6,
CE 2.7, CE 2.9, CE 2.10,
CE 2.11,
CE 3.5, CE 3.6, CE 3.7,
CE 3.8, CE 3.10
PE2.4 Proficiency in
engineering design.
a. Ability to explain business process, quality
imperatives, values and methodologies for
engineering practice and management.
b. Experience to integrate quality into design of products
and services.
c. Experience in quality management system, based on
modern and up-to-date quality planning and analysis
tools and techniques.
d. Ability to identify, interpret and analyse stakeholder
needs.
e. Understand what resources needed to complete the
project and highlights the use of an effective
operational management system for continuous
Yes CE 1.6, CE 1.7, CE 1.8,
CE 1.9, CE 1.10, CE
1.11,
CE 2.6, CE 2.7, CE 2.8,
CE 2.10, CE 2.11, CE
3.6, CE 3.7, CE 3.8

carrier episode
quality improvement.
f. Understand the concept and methods of evaluation
g. of quality and operations for continual improvement
strategies, initiatives and programs
PE2.5 Ability to conduct
an engineering
project.
a. Personally experience in conducting and managing
engineering project to achieve professional
standards, and as a member of a project, ability to
show a major contribution to the team’s efforts and
success results.
b. Ability to hold several meetings with supervisors and
managers for reviews and feedbacks.
c. Ability to prepare Agenda, Tables and a Work
Breakdown Structure for all tasks by each member to
be able to categorize duties.
Yes CE 1.1, CE 1.3, CE 1.5,
CE 2.2, CE 2.4, CE 2.5,
CE 2.12, CE 2.15, CE
3.4, CE 3.5, CE 3.6, CE
3.8, CE 3.10
the business
environment.
a. Ability to pre-define behaviour, engineering projects,
management capabilities, structures and engineering
workforce.
b. Consideration of marketing aspects and requirements
by applying financial and commercial estimate for the
engineering projects.
c. Ability to understand and follow organizations’
objectives and missions.
d. Understanding all constrains during the
implementation of the projects such as 5M’s
Yes CE 1.2, CE 1.3, CE 1.4,
CE 2.3, CE 2.6, CE 2.12,
CE 2.15,
CE 3.3, CE 3.5, CE 3.7
3. Professional attributes:-
carrier episode
PE3.1 Ability to
communicate
effectively, with the
engineering team
and with the
community at large.
a. Implementing certain procedures and practices such
as training and self-observation
b. I affect team performance by free flow of feedback
and awareness among members, effectiveness of
closed-loop communication, willingness to help
directly, value share, attitude and the connectivity of
team members.
c. Understanding teamwork and taking team members
responsibilities and decisions made.
d. Ability to affect team members tasks by level of
security, self-confidence, style, knowledge to provide
feedback and recommendations.
Yes CE 1.3, CE 1.5, CE 1.6,
CE 1.14,
CE 2.7, CE 2.12,
CE 2.13, CE 2.16,
CE 3.5, CE 3.7, CE 3.10,
CE 3.11
PE3.2 Ability to manage
information and
documentation.
a. Ability of accurate data exchange between
departments and error-free which results in more
reliable services and products.
b. Ability of using different input techniques that include
standard documentation and interviews. Otherwise,
outputs that include technical report format.
c. Ability to screen out unacceptable decisions and
adaption of others using different mechanisms.
Yes CE 1.5, CE 1.6, CE 1.7,
CE 1.10, CE 1.11,
CE 2.6, CE 2.8, CE 2.11,
CE 3.7, CE 3.8
PE3.3 Capacity for
creativity and
innovation.
a. Ability of idea generation and concept selection by using
different matrix methods
b. Ability of keeping the projects in there defined category
and create results that admired by upper hierarchy.
c. Ability to identify opportunities and accept uncertainty
and risk.
d. Ability of identifying, creating, developing alternative
effective procedures and concepts.
e. Understanding the need and benefits of the system,
system boundary, requirement analysis, functional
structure, human factors, measure of effectiveness and
other assumptions and considerations.
f. Ability to synthesise alternative/innovative solutions,
concepts and procedures.
Yes CE 1.7, CE1.8, CE.1.9,
CE 1.10,
CE 2.6, CE 2.7, CE 2.9,
CE 2.10, CE 2.11,
CE 3.6, CE 3.7, CE 3.8
professional and
ethical
a. Ability to explain business process quality imperatives,
values and methodologies for engineering practice and
management, with particular reference to Jordan Food
Yes CE 1.3, CE 1.5, CE 1.11,
CE 1.12,

carrier episode
responsibilities, and
commitment to
them.
and Drug Administration (JFDA) and SGS.
b. Ability to design, develop and implement operational
management systems including quality, environmental,
safety, and risk management systems and how to
achieve certifications according to the International
standards ISO.
c. Appreciate ethical implications of professional practices
CE 2.3, CE 2.5, CE 2.12,
CE 2.15,
CE 3.4, CE 3.11
PE3.5 Ability to function
effectively as an
individual and in
multidisciplinary
and in multicultural
teams, as a team
leader or manager
as well as an
effective team
member.
a. Time management.
b. Ability of collecting information in how things and
people should be, focus on what were our goals
wanted to accomplish, and timelines and plans to
accomplish these goals.
c. Understand cross-cultural issues (regions or
workplace).
d. Dealing with several levels of the organisational hierarch
and departments.
e. Ability to divide tasks and set deadlines within group
members.
Yes CE 1.3, CE 1.5, CE 1.7,
CE 1.8, CE 1.14
CE 2.7, CE 2.10,
CE 2.13,
CE 3.5, CE 3.7, CE 3.10,
CE 3.11
PE2.6 Capacity for lifelong
learning and
professional
development.
a. Reflecting on personal and professional experiences
to engage in independent development beyond
formal education.
b. Ability to acquire knowledge and to seek counselling,
or conduct research to complete the projects.
c. Ability to identify areas for development and the ability to
undertake appropriate learning programs.
d. Work professionally as being part of a professional and
intellectual community, and improve my non-engineering
skills necessary to help achieve the engineering results.
Yes CE 1.12, CE 1.14,
CE 2.8, CE 2.11,
CE 1.15,
CE 3.5, CE 3.7, CE 3.8,
CE 3.11
PE3.7 Professional
attributes.
a. Ability to conduct critical self-review and performance
evaluation against appropriate criteria as a primary
means of tracking personnel development needs and
achievements.
b. Provide professional image to all stakeholders as well as
to all colleagues.
c. All sense of physical and intellectual dimensions been
demonstrated as also welling to develop experiences
d. Communicate effectively in ways appropriate to the
discipline, audience and purpose.
Yes CE 1.12, CE 1.13,
CE 1.14,
CE 2.5, CE 2.6, CE 2.16,
CE 3.5, CE 3.6,CE 3.7,
CE 3.8, CE 3.11

Omar Ibrahim Ayesh - Competency Demonstration

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (17)

Similar to Omar Ibrahim Ayesh - Competency Demonstration

Similar to Omar Ibrahim Ayesh - Competency Demonstration (20)

Omar Ibrahim Ayesh - Competency Demonstration