CHAPTER ONE

INTRODUCTION

1.1 HISTORY OF A.M.I

Founded in 1983 under the name of El Mohandes for Consulting & Trading Co.
Managed by its founders, Dr Eng. M Khamis, Eng. Aly Khamis & Eng Tarek Abdu
with its Headquarter in Cairo, Mohandes is known in the Egyptian market as a
reliable, Professional Engineering Contractor with high capabilities and multi activity
firm.

In September 1994, Al Mohandes Co. decided to strength its capabilities in producing

diesel generating sets and invested $780,000 to design & build a new modern factory
in 6th of October City, 35 KM North West of Cairo on 5000 sq. meter.

In January 1996 production started in the new factory with annual capacity of 500 sets
and output range up to 800 KVA.

Export of gensets business from Egypt to African & Middle East markets is the
company main target.

Al Mohandes International (AMI) is now an established, experienced organization

with a high reputation, significant existence and progressive impact on both local,
African and Middle East markets in the field of Diesel & Gas Generating Sets.

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1.2Departments

AMI operates on a team work principal. A total number of employee equal to 230
including 72 specialized engineers are AMI's proud. The factory is divided into
different departments.
*Production Department
AMI production area is divided into four different lines of well equipped
production lines, as follows:

• Low voltage line-up to 250 kVA generator

• Medium and low voltage line for above 250 up to 2500 kVA generator

*Quality Department
Carries on a daily monitoring process for AMI product during different phases of
production, The department implements high precision tools to measure the
compatibility of the finished product to specifications and standards.

*After-Sales Service
Provides quality services to end users, implementing specialized engineers,
technicians, well equipped work shop and spare parts section, to ensure AMI
customer satisfaction and minimum down time.

*Research and Development

An in-house design team provides CAD's designs, drawings for AMI standard
product and different solutions for power generation projects.

*Logistics Department
This department handles company material flow from local or overseas vendors,
ensuring the availability of high quality components required for manufacturing.

*Marketing and Sales Department

Operates with a number of 12 engineers handles different business sectors, all are
experienced in the field of power generation applications

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1.3 layout of the factory:

Fig 1.1
Show the plan view Al mohandes factories

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 Fig. 1.2 Show the front view of Al Mohandes International Company

1- Stamford power

2- Horas for energy for

3- Sheet metal factory

4- The security

5- The painting work shop

6- The maintains and after-sales service

7- Al-mohandes International Company

8- The entrance to the store

9- Horas for energy

10- The entrance to Al Mohandes International Company

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11- The reception

12-the spare parts and the genset store

13- The legal

14- The quality and the financial management

15- The chairman room

16- The design department

17- The lunch room:

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 CHAPTER TWO
THE TRAINING COURSE

2.1 The training contact

1- Stamford power

2- Horase for energy {1}:

a. the sheet metal factory

b. The maintains and the after sales service

3- Al Mohandes International Company:

a- Mechanical design

b- Electrical design

c- The control system factory

d- The quality section

4- Horase for energy {2}

2.2 Stamford power

1-This factory produce the small unit up to 500 kVA

2- The factory import the diesel engine form:

a- Volvo penta

b- Perkins

c- Cummins

3- Assembly Engine and single bearing alternators are close coupled and mounted on

a heavy-duty fabricated steel base frame, For sets up to 500 kVA the base frame

incorporate a fuel tank of suitable capacity for 8 hours continuous operation at 75%

full load (however we can also provide the sets with separate daily fuel tank of same

capacity and base frame without daily tank).

4-The tank is equipped with supply and return lines, fuel content gauge, Manual fuel

transfer pump. For sets above 500 kVA, a separate daily fuel tank will be supplied.
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 5-The industrial water cooled set includes a mounted tropical duty fan cooled radiator

industrial silencer with flexible exhaust coupling and heavy duty batteries for electric

engine starting. The marine Set includes fresh/raw water heat exchanger for cooling.

Fig. 2.1 Show the diesel genset

2.3 Horase for energy

A- The sheet metal factory

1- This factory consists of many work shop like:

* Welding

* Cutting

* Shaping

* Grinding

* Painting

2- They used modern machine in all of their operation {we will study some of them

in chapter 3}

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3- They produce the canopies with different modes:

*Weather proof canopies.

*Sound Proof Canopies.

*Super Silent Canopies.

Fig. 2.2 Show the canopies

4- The canopies used to hold the generator and the alternators inside it and there is a

door to outside it to hold the electric circuit system and a special door for the

circuit breaker

5- There is a special unit the Flood Light mobile unit:

*Very stable.
*Mobile unit.
*6 - 9 meters height, by 3 – 4 section mast.
*Hand winch and one-man operation.
*2 – 3 cylinder diesel engine.
*Stamford generator 50 HZ.
*4 to 6 X 1000W tungsten halogen lamps.

Fig. 2.3Show the flood light generating set

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 b- The after-sales service and maintained center

1- This center proved with all the tools for any maintained operation.

2- This center care out with the overhaul for any engine.

3- The after-sales services proved the customer with all the necessary maintained to

prevent the sudden failure while the operation takes off.

4- This center provided with good team consists of electrical and mechanical team

work as one and supervised by the head leader.

2.4 Al Mohandes International Company

a- the mechanical design

1-This department is the main and the moving part of the factory it make the design

of the chasse that the alternative and the generator set on it.

2-they used the {Autodesk inventor} to calculate and make the stress analysis on the

chasse body.

3- Then they used the {AutoCAD} to draw the shape of the chasse body and give the

dimension on it.

4- Finally they give the order to began the work

b- The electrical design

1- This department is specialized in electrical circuit design there is a good stuff in

design field

2-the design take place as the customer need to control the genset

3- Then the designer start to drawing the electric circuit and the place of the sensor

and the circuit breaker

4- The electrical designer makes the control panel to control the genset

c- The control system factory

It makes the electric box that holds the relays and the fuse and the cables and the

temperature and pressure sensor the start for the engine

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d-the quality section

This section have the final check after a several exams on the genset to proved the

quality degree of the {ISO} and satisfied the customer need

2.4 Horaes for energy {2}

This factory for produce the large genset up to 20000 KVA and make the huge body

chasse for the genset

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 CHAPTER THREE
SPECIALIZED STUDY AND DESCRIPTIVE
FOR A UNIT OF PRODUCTION UNITS

3.1 Description of production unit mechanical guillotines

Fig. 3.1 Show the mechanical guillotines

Name: MECHANICAL GUILLOTINES

The producer: Morgan Rushworth

Production place: England

Function: for fast cutting of steel sheets up to 4mm

Frame: Rigid steel frame are optimally designed to avoid weak sections at load supports and

interlocked design. The ram is guided throughout its length by hardened and ground guide

ways ensuring proper clearance and clean cut.

Hold-Down System: Spring loaded mechanical hold-down pads hold the sheets securely to

avoid slipping and bowing result in clean square cut. Holds down units are provided with

oversize pads to avoid impression on sheet metal.

Blades: are provided with single & segment alloy High Carbon, Chromium Steel Blades suitable

for M.S. &.S.S. Cutting and Extra long life.

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Lubrication: All bearing parts and guide surfaces are lubricated through centralize hand-

operated lubrication system.

Mechanical Back Gauge: This is standard equipment provided on all mechanical guillotines.

Scale on the back gauge gives instantaneous reading of distance between shear and back

gauge, thus avoiding errors and maintenance encountered in electronic equipment.

Standard Equipment: Electrical System consisting of motor & Control Panel of Starter, Gear

and wheel guard, V-Belts, Hand operated back gauge, Manual Lubrication System, T-slot

front gauge, Front scale gauge, instruction Manual.

Optional Equipment: Hydraulic hold-down system, Automatic lubrication system, Ball roller

or Ball Transfer, Foundation bolts, Extension squaring arm.

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3.2 Specialized study of mechanical guillotines

The machine used is called a squaring shear, power shear, or guillotine. The machine may
be foot powered (or less commonly hand powered), or mechanically powered.
It works by first clamping the material with a ram. A moving blade then comes down across a
fixed blade to shear the material. For larger shears the moving blade may be set on an angle
or "rocked" in order to shear the material progressively from one side to the other; this angle
is referred to as the shear angle.
This decreases the amount of force required, but increases the stroke. A 5 degree shear angle
decreases the force by about 20%. The amount of energy used is still the same. The moving
blade may also be inclined 0.5 to 2.5°, this angle is called the rake angle, to keep the material
from becoming wedged between the blades, however it compromises the square ness of the
edge. As far as equipment is concerned, the machine consists of a shear table, work-holding
device, upper and lower blades, and a gauging device the shear table is the part of the
machinery that the work piece rests on while being sheared.
The work-holding device is used to hold the work piece in place and keep it from moving or
buckling while under stress. The upper and lower blades are the piece of machinery that
actually do the cutting, while the gauging device is used to ensure that the work piece is being
cut where it is supposed to be.

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 3.3 Description of production unit hydraulic press brake

Fig. 3.2 Show the hydraulic press brake

Name: HYDRAULIC PRESS BRAKE

The producer: Morgan Rushworth

Production place: England

Function: for bending sheet and plate material.

Bend depth: A variable that describes how deep a bend is formed during a press brake operation.

Bending speed: The speed of the ram as it advances during the first part of the stroke height cycle.

The bending speed is also called the forming speed or the press speed.

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3.4 Specialized study of hydraulic press brake

A brake can be described by basic parameters, such as the force or tonnage and the
working length. Additional parameters include the amplitude or stroke, the distance
between the frame uprights or side housings, distance to the back gauge, and work
height. The upper beam usually operates at a speed ranging from 1 to 15 mm/sec.

There are several types of brakes as described by the means of applying force:
mechanical, pneumatic, hydraulic, and servo-electric.

In a mechanical press, energy is added to a flywheel with an electric motor. A clutch

engages the flywheel to power a crank mechanism that moves the ram vertically.
Accuracy and speed are two advantages of the mechanical press

Hydraulic presses operate by means of two synchronized hydraulic cylinders on the

C-frames moving the upper beam. Servo-electric brakes use a servo-motor to drive a
ball screw or belt drive to exert tonnage on the ram.

Pneumatic presses utilize air pressure to develop tonnage on the ram

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 CHAPTER FOUR

TECHNICAL SPECIFICATIONS OF THE EQUIPMENT

4.1 screwdrivers
Is a tool for driving screws and rotating other machine elements with the mating drive
system. The screwdriver is made up of a head or tip, which engages with a screw, a
mechanism to apply torque by rotating the tip, and some way to position and support
the screwdriver.

Fig. 4.1 Show the screwdrivers family

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 4.2 Oxyacetylene Welding

Fig. 4.1 Show the oxyacetylene welding

Are processes that use fuel gases and oxygen to weld and cut metals a welding torch
is used to weld metals.

Welding metal results when two pieces are heated to a temperature that produces a
shared pool of molten metal. The molten pool is generally supplied with additional
metal called filler. Filler material depends upon the metals to be welded.

4.3 wrench

Fig. 4.3 Show all the type of wrench

A wrench or spanner is a tool used to provide grip and mechanical advantage in

applying torque to turn objects usually rotary fasteners, such as nuts and bolts or keep
them from turning. The most common shapes are called open-end wrench and box-
end wrench.

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4.4 bench vice

is a mechanical screw apparatus used for holding or clamping a work piece to allow
work to be performed on it with tools such as saws, planes, drills, mills, screwdrivers,
sandpaper, etc. Vises usually have one fixed jaw and another, parallel, jaw which is
moved towards or away from the fixed jaw by the screw.

Fig. 4.4 Show the three type of the vice

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4.5 drill press

Is a fixed style of drill that may be mounted on a stand or bolted to the floor or
workbench. A drill press consists of a base, column, table, spindle and drill head,
usually driven by an induction motor. The head has a set of handles (usually 3)
radiating from a central hub that, when turned, move the spindle and chuck vertically,
parallel to the axis of the column. The table can be adjusted vertically and is generally
moved by a rack and pinion

Fig. 4.5 Show the drill press

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 CHAPTER FIVE

SAFETY RULES IN THE FACTORY

5.1 Personal Protective Equipment

1. Wear your safety glasses, goggles or the face shield while operating
2. Do not continue to work if your safety glasses become fogged. Stop work and clean the
glasses until the lenses are clear and defogged.

5.2 Machine Safety

1. Do not remove, alter or bypass any safety guards or devices when operating mechanical
machines such as balance machine, piranha machine, or other rotating equipment.
2. Replace guards, before starting the machine, after making adjustments or repairing the
machine.
3. Do not try to stop a workpiece as it goes through any machine. If the machine becomes
jammed, disconnect the power before clearing the jam.
4. Do not wear loose clothing, jewelry or ties in the machine shop.
5. Read and obey safety warnings posted on or near any machinery.

6. Long hair must be contained under a hat or hair net, regardless of gender.

5.3 Welding/Cutting/Brazing

1. Obey all signs posted in the welding area.

2. Do not leave oily rags, paper or other combustible materials in the welding, cutting or
brazing area.
3. Use the red hose for gas fuel and the green hose for oxygen.
4. Do not use worn or cracked hoses.
5. Do not use oil, grease or other lubricants on the regulator.
6. "Blow Out" hoses before attaching the torch.
7. "Blow Out" the cylinder valve before attaching or reattaching a hose to the cylinder.

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 8. Do not use a cigarette lighter to ignite torches; use friction lighters only.
9. When welding, wear welding gloves, a long sleeve shirt, long pants, a welding apron and
the welding helmet that has filter plates and lenses.
10. "Bleed" oxygen and fuel lines at the end of the work shift.
11. Use the welding cart that has a safety chain or cable when transporting cylinders used
for welding.

5.4 Oxyacetylene Welding

1. Do not use oxygen cylinders in areas where oils or any combustible liquids such as
diesel fuel or motor fuel are present.
2. Turn the valve on the torch clockwise to turn off the gas before putting down the welding
orcutting torch.
3. Never allow pressure to remain in the hoses over night:
A. Turn the valve knobs located at the base of the torch handle, clockwise, to close the
valves.
B. Turn the valve knobs on the oxygen and acetylene cylinders, clockwise, to close the
valves on these cylinders.
C. Reduce the pressure on the regulator diaphragms by pulling back on the Handles, out
from the regulator, until the T-handles turn easily; do not completely back the T-
handles out from the regulator.
D. Turn the valve knobs at the base of the torch, counterclockwise, to open the valves;
leave the valves open for only two seconds, then turn the valve knobs clockwise to
close the valves again. If you do not observe a drop in pressure on the regulator gages,
repeat steps a.-b.
4. If the cylinder has been transported in a horizontal position, do not use it until it has been
stored upright for two hours.

5.5 Hydraulic/Pneumatic Tools

1. Lock and/or tag tools "Out of Service" to prevent usage of defective or damaged tools.
2. Do not use tools that have handles with burrs or cracks.
3. Do not use compressors if their belt guards are missing. Replace the belt guards before
using the compressor.

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 4. Turn the power switch of the tool to "Off" and let it come to a complete stop before
leaving it unattended.
5. Disconnect the tool from the air line before making any adjustments or repairs to the tool.

5.6 Hearing Protection

1. Do not perform operations in work area's posted " HEARING PROTECTION REQUIRED",
unless you have been approved for use of hearing protection and trained in the selection and
fitting of the protector.
2. Inspect the hearing protectors for cleanliness and worn or defective area's after use.
3. Store hearing protectors in a clean and sanitary location.

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 CHAPTER SIX
Management system in the company
6.1 Company Mission

AMI’s mission is to provide quality product, installation, after sales services and
consultancy for customers maintaining business ethics and credibility.

6.2 AMI management system was based on 8 principles

1. Customer-Focused Organization

AMI depends on their customers and therefore we understand current and future
customer needs, meet customer requirements and strive to exceed customer
expectations.

2. Leadership

To establish unity of purpose and direction of our company, we create and maintain
the internal environment in, which people can become fully involved in achieving
our objectives.

3. Involvement of People

People at all levels are the essence of an organization and their full involvement
enables their abilities to be used for AMI benefit.

4. Process Approach

We understand that a desired result is achieved more efficiently when related

resources and activities are managed as a process.

5. System Approach to Management

We Identified and managing our system with interrelated processes for a given
policy & objectives.

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6. Continual Improvement

Our permanent objective is continual improvement.

7. Factual approach to decision making

Our decisions are based on the analysis of data and information.

8. Mutually beneficial supplier relationships

AMI and its suppliers are interdependent, and a mutually beneficial relationship
enhances the ability of us to create value.

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 6.3 DIFFERENT RESPONSIBILITIES OF INDIVIDUALS

6.3.1Basic concepts

Definition of management: factory's main managerial problem is coordinating and

controlling authority and responsibility on:

- Men. – Material. – Machines.

And it includes:

1) Professional management:

It depends on origin due to complexity which demands specialists which provide

effective coordination and direction of departmentalized functions:

• Finance
• Engineering
• Procurement
• Manufacturing
• Sales
• Personnel

2) Scientific management:

Its main factors and tasks:

a- A definite task: determined by study of the job leading to the best operation
sequence.
b- Definite time: established by stop watch time study or from schedules.
c- Definite method: developed by detail experiment and records on instruction
card.

6.3.2 Its advantages

1. Clear responsibility and authority picture and no chance of shifting

responsibility.

2. No confusion for rewards and punishment.

3. Effective coordination between departments.

4. Unity of purpose is achieved.

5. Flexible organization can be expanded.

6. Easy to be established and to understudy.

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6.3.3 The disadvantages

1) Needs high skilled department heads.

2) Departmental heads are overloaded.

3) The order of the GM gets distorted when passed to lower limits.

4) Efficiency of departments depends on one man.

5) Suitable for limited and moderate size organizations only.

6) Authority lies in the hand of one man and department heads have lower
power.

6.3.4 Different responsibilities of individuals' careers

1) General Manager (GM):

The general manager is the head of the corporation, company or factory. He

almost has all the powers of ordering, permissions and penalties in his hand. His
responsibility is commanding and leading his head departments, engineers and
employers to success by wise management.

2) The head departments:

They are under the authority of the general manager directly and they are
responsible for commanding their departments and proposing suggestions to the
general manager and the company's council that lead to success.

3) The engineers of the sections and departments:

They are responsible for presenting the qualified product by their authority on the
workers.

4) The technicians and workers:

They have to obey their bosses' orders and give out their endmost effort for best
qualified product.

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Fig. 6.1 Show the management system of {A.M.I}

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6.4 Management Responsibility

6.4.1 Quality Policy

Al Mohandes International Co. aims to full conformity of its products to the
specifications and to the relevant standards required for each product, as well as the
special specifications requested by our customers that meet with the international
standards and recommendations. This is to achieve our customer’s total satisfaction.

In that respect the company adopts the following:

• Full commitment to its quality assurance system and ensuring the continuous
compliance to the latest issues of the ISO
• The use of suitable and appropriate measurement and test tools and equipment
that ensure the quality of its products during all phases of production.
• Providing suitable organizational and managerial environment that encourages
continues improvement.
• Orienting and training its employee on the proper performance of their work
and principles and methods for improvement.
• Quality management is considered as one of the main factors for the success
and development of the company. It should be the responsibility of all
employees.

6.4.2 Documented Quality Assurance System

To ensure that all products conform to the required specifications, the documents of
the quality assurance system in AL MOHANDES INTERNATIONAL CO. AMI
is composed of the following:

• Quality manual fulfilling the requirements of international standard ISO

• Quality Assurance procedures applicable to all departments and covering the
requirements of the international standard ISO
• Detailed work instructions as needed
• Quality records and forms used in the company
• Quality plans for each product as appropriate

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6.4.3 Quality planning
The Company shall define and document how the quality requirements will meet the
Quality planning requirements. It shall be documented in a format suitable to the
method of operation currently in use.

6.4.4 Design Control

AL MOHANDES INTERNATIONAL CO. AMI has documented procedures
ensuring carrying out the design activities in accordance with prescribed sequences in
compliance with ISO . The design department develops and updates the various
activities of the design process (design - development - design changes),
responsibilities for these activities are defined, personnel qualifications are identified
and documented plans are kept.

6.4.5 Document and Data Control

The company has policy for issuing, distributing, changing, updating, canceling and
reviewing documents and data, which is in compliance with the international
standards ISO.

6.4.6 Purchasing
Description of the company policy to ensure the quality of purchased products and
their conformance to specifications. Purchases are made according to documented
procedures to ensure that purchases conform to specified requirements and are
suitable for use.

6.4.7 Identification and Traceability

The company policy is to ensure the identification and the traceability of the AMI
final products.

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6.4.8 Customer Supplied Product
The company policy for dealing with customer supplied products:

• The company shall establish and maintain documented procedures for

verification, identification, storage and maintenance of customer supplied
products provided to be used in his products.
• Any material supplied by the customer shall be inspected and tested upon
receipt and before storage.
• Customer supplied products shall be identified and segregated to prevent their
unintended use.
• Customer supplied products shall be stored and maintained in such a way to
prevent their damage, loss, deterioration.
• AMI shall record any customer-supplied products that is lost or damaged.
These records shall be reported to the customer.

6.4.9 Inspection and Testing

The company policy towards inspection and testing that aims at:

• Helping the production to obtain products conformity to requirements or

specifications.
• Verifying that products that are used in production achieve quality
requirements. Ensuring that final products conform to specifications.

AMI shall establish and maintain documented procedures for inspection and testing to
verify that the products are conforming to specified requirements. This inspection and
testing will be carried out in the following phases:

• Receiving inspection and testing.

• In-Process inspection and testing.
• Final inspection and testing.
• Inspection and test records.

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6.4.10 Control of Inspection, Measuring and Test Equipment (IMT)

To establish a policy controlling (IMT) equipment to ensure:

• The accuracy and calibration of IMT equipment.

• The choice of suitable IMT equipment that is capable of the necessary
accuracy and precision.

6.4.11 Inspection and Test Status

The company policy for the inspection and test status to ensure:

• Prevention of products which have not been inspected and/or tested from
being delivered to customers.
• Prevention of unintended handling of products which haven’t been inspected.

6.4.12 Control of Non-Conforming Products

Company policy for dealing with nonconforming products is to ensure:

• Prevention of delivery of nonconforming products to customers.

• Prevention of using nonconforming products in production lines.

6.4.13 Handling, Storage, Packaging, Preservation and Delivery

The company policy is to ensure:

• Prevention of damage or deterioration of product or changes of its

characteristics due to handling, storage, preservation and delivery of product.
• Products shall be handled, packaged, stored, packed, preserved and delivered
in such a way as to prevent damage, and unauthorized use according to
documented procedures.

6.4.14 Training
The company policy for internal quality audit is to ensure that the company has an
adequate work force staffed with personnel of appropriate education, training and
experience.

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6.4.15 servicing

The company system for after sale service to customers is to achieve and ensure:

• The Improvement of the servicing performance level of the company to its

customers.
• Verify that the servicing is to meet the contractual specified requirements.

6.4.16 Statistical Techniques

The company policy towards the implementation of statistical techniques is to achieve the
verification of product conformity to specified requirements.

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