Mechanical Engineers’ Careers – Employment and Work Profile of Mechanical Engineers

Engineering colleges provide many courses. Do you want to select a mechanical course and are you confused about the future options available for it? Then I want to tell an overall idea about a mechanical course and its career options. Basically successful career should have evergreen employment and wide opportunities. Mechanical engineering course satisfies all these qualities. Designing, planning and development of machines are done by these engineers.

Equipment like jet planes and micro-surgical instruments are manufactured by them. Moreover mechanical degree is an all-purpose degree. Since mechanical course covers wide variety of fields, it has career options in various sectors. If you are a talented mechanical engineer, then you will surely get a job. Mechanical engineers solve complex problems and handle challenging jobs. These engineers build many high tech vehicles. They are the entrepreneurs in automobile industry. Successful car and bike models are produced by these engineers. They analyse peoples requirement and design car and bike models according to that. Many automobile companies are successful due to these engineers.

Mechanical engineers usually find practical and simple solutions. These solutions can easily be applied. They develop solutions based on physics laws and theory. Since physics has reasoning, it plays a key role in mechanical course.

These engineers build a wide variety of devices. These include life-saving devices, heaters, power planters, air-conditioners, exercise equipments, computers, printers and riding lawn mowers. Mechanical engineers have much scope in diverse companies like construction firms, consulting firms, electronics manufacturers, textile industries, aerospace industry, auto industry, petroleum industry and industrial machinery industry.

Supply Chain Management Software-as-a-Service: IBM – A Leaner, Global Supply Chain

IBM aims to practice what it preaches. The company’s early support of fully automated processes–such as order management, service requests and OEM manufacturing work orders–has served to improve customer satisfaction and operational efficiencies. And over the years the company has remained committed to continuous improvement through the intelligent application of new technologies, becoming a model for a fully automated enterprise using the most advanced supply chain solutions and practices.

IBM defines the next level of business process efficiency as an on-demand model: “An enterprise whose business processes can respond with speed to any customer demand, market opportunity or external threat.” This model requires seamless end-to-end business process integration of internal IBM systems while extending into key partners, suppliers and customers.


With one of the largest and most complex supply chains in the world, IBM spends $41 billion annually on orders for more than two billion component parts a year, working with 33,000 suppliers and 45,000 business partners.

“IBM has long focused on creating and building an integrated, end-to-end supply chain,” says Kevin O’Connell, IBM’s director of manufacturing and procurement processes. “Now we wanted to bump it up to new levels of collaboration. To achieve our on-demand goals, we needed to extend integration of business processes across a multi-tiered supply chain and into customer and partner systems as well.”

IBM realized that their in-house supply chain system was not sustainable. With their legacy system, IBM relied on suppliers’ and partners’ reports and management systems for visibility into its own supply chain. Sourcing compliance by Electronics Manufacturing Services (EMS) providers for IBM core suppliers was nothing close to real time. Instead, IBM operated in a reactionary mode, relying on EMS self-reporting and supplier end-of-quarter information.

After extended analysis, IBM determined that it needed an industry-standard supply chain management solution that allowed for synchronization of demand and supply and visibility into Tier 2 and 3 suppliers and contract manufacturers, for all IBM global manufacturing sites and divisions. The solution had to be flexible and robust enough to support changing customer demand scenarios with proactive supply/demand planning.


IBM turned to E2open to provide two customer-proven supply chain management solutions:

* E2open Demand / Supply Synchronization Solution: Enables IBM to sense and respond rapidly to demand and supply changes–quickly flagging imbalances and potential shortages. These capabilities allow IBM to reach its goal of building an integrated end-to-end supply chain that responds to demand and supply changes rapidly and accurately.

* E2open Multi-tier Visibility Solution: Provides Tier 1, 2 and 3 suppliers with consolidated visibility into forecasts, commits, aggregate order quantities and inventory positions–so each tier of the supply chain can track supply chain execution and respond quickly to imbalances, errors and shortages. The scope and depth of this visibility is critical to high levels of supply assurance.

Working seamlessly together, the E2open supply chain management solutions provide IBM and suppliers with a consolidated view of customer demand, available supply and any imbalances. They allow IBM to proactively manage demand / supply execution, inventory and replenishment across IBM’s global supply chain by providing a more accurate view of supply positions. Through use of the information aggregated by the E2open solution, every supplier tier has the business data they need to make effective supply chain decisions.


The solution currently extends across 37 manufacturing facilities and 10 replenishment (VMI) service centers, representing more than 85 percent of IBM’s annual manufacturing procurement expenditures. It provides both IBM and Tiers 1, 2 and 3 suppliers a consolidated view of demand and available supply.

With the E2open solution, IBM is able to proactively manage demand / supply execution, inventory and replenishment across its global supply chain, and is able to incrementally scale the solution as more supply chain partners come on board through acquisitions and expansions.

IBM achieved very fast time-to-value with rapid integration and deployment across global sites and tiers of suppliers, lowered total cost of ownership, streamlined operations, and increased responsiveness and flexibility within their supply chain. IBM estimates a 50 percent savings on deployment and operations costs over its existing solution and alternative approaches. Business benefits include:

* Reduced supply / demand planning time from 45+ days to 10 days

* Increased pull replenishment levels to 85 percent

* Improved outbound on-time delivery rates to 90 to 95 percent

* Improved inventory turns more than 42 percent

* Achieved time to benefit of less than nine months

These solutions helped IBM in its quest to build a highly responsive supply chain that can meet changes in customer demand rapidly and efficiently.

ABOUT E2open

E2open is the leading provider of supply chain management software-as-a-service for visibility and control over global supply networks. Industry leaders that power their supply chain with E2open include Agere, The Boeing Company, Hitachi, IBM, LG Electronics, Matsushita Electric Industrial (Panasonic), Motorola, Seagate Technology, Solectron and Wistron. E2open’s software-as-a-service model offers faster payback, larger ROI and reduced risk while requiring less IT and business resources. Over 15,000 companies worldwide currently use E2open. Headquartered in Redwood City, Calif., E2open is a privately held company.

For additional information on how E2open can assist you in gaining visibility and control over your complex supply chain, please visit our website at or contact us at 650.381.3737.

Copyright 2007 E2open, Inc. All rights reserved.

3 Fundamental Aspects of a Digital Home Driven With Wireless Automation

Today we are residing in a fast world. The fast expansion of technologies has a whole lot to do regarding it – faster automobiles, quicker computing devices,quicker solutions – mainly, all the things within our civilization have become faster and all jobs we do are achievable in half the time. Plus, the modification with the technologies them selves happen to be going on at such an extreme speed – one night a technology could be the “in” thing, tomorrow it may turn into a fully outdated thing already. The easy-to-use innovations dwell for a longer period, the weaker ones go away faster.

These truths have to be looked at when planning on what solutions to implement in creating a digital home. There’s lots of home automation systems attainable in the market industry – but the point is, when you obtain these technologies, they might already be already looked at as useless. Thus, if you decide on systems to utilise in developing an intelligent home, you ought to choose the types that won’t easily vanish entirely like a fad.

The actuality is, there are several brand-new products now available that have outlasted the avalanches of technological ventures in the preceding ten years. Not only that, these devices also make it easy for us to produce the home automation system that we now have been longing, although we can thankfully get it at a much lower value.

Another good element in relation to these technologies is that they can be used for a vast selection of digital chores and isn’t confined to its primary objective of producing a digital home via wireless automation. These resources can also be implemented for communication, for coordinating and transmitting files, and then for a variety of other necessary items. This suggests an abundance of mobility with your home automation system, which will make your life a lot less difficult and more convenient, and that is the chief aim in making a digital home.

The Top 3 Life-Changing Solutions for a Cost-effective Digital Home

These systems that will be mentioned here could be commonly found any where, and are fairly very cheap versus existing home automation tools out there. On their own they carry out totally different functions, but jointly, they could turn into components of a powerful home wireless automation system.

1. Mobile Device – Cellular devices can be very efficient gadgets, and can perform almost just about anything, even things that exclusively desktop computers were once capable of doing. The Apple iPad, apple iPhone, or iPod Touch are notably useful devices for organizing a digital home. To begin with, they’re quite simple but they are also effective. Not to mention their classiness as devices and the various capabilities we’ve come to anticipate only from a pc (such as high-quality dvd-viewing, full-detail online browsing, plus tons of iTunes Apps), iPads and iPhones contain a great deal of promise as just one part in this digital home system.

2. High-Bandwidth Wireless Data Network – Here is the component of the system designed to broadcast and deliver significant bits of data all over the digital home, for instance, music documents, videos, and much more. We can use the widely trusted and economical Wi-Fi technology for this wireless data network.

3. Low-Bandwidth Control Network – For other types of basic commands including on / off, dim less/dim more, up and down, a high-bandwidth connection isn’t required. An economical, low-bandwidth control network is enough to manage lamps and machines wirelessly, as it does not require higher bandwidths to send elementary signals like the ones pointed out before. Basically, it is cheap, but as large numbers of switches are incorporated inside the control network, the price tag may substantially rise, which means you must put that under consideration too.

These three technologies and tools mentioned have been available in the industry long enough, yet you will find only a few that will arrive closer to the overall performance through which these solutions complete their functions. Additionally, they are all versatile, low-cost, and can supply more capabilities aside from being factors in a wireless automation system. The simple truth is, you can quickly supplant private, pre-packaged home automation systems with accessible and inexpensive products, but could still give the equivalent solution, with the plus aspect that it may be improved upon.

Support Staff Outsourcing in a Developing Economy

Esi Hamilton is the savvy young Manager in charge of Human Resources and Administration in a medium sized bank with 5 branches in Ghana. She manages a staff strength numbering 370 from the management team to domestic staff. Since joining the bank ten months ago, she has implemented several innovations to transform the face of human resource management. Recently, she has been paying attention to the effectiveness and own-and-manage cost of the semi- and low-skilled workers, which constituted 25% of her workforce with its attendant implications on the bottom line. Now, she is thinking about outsourcing their services.

It is a bright morning. Esi has just finished a 30-minute extensive meeting with an HR Outsourcing consultant who spoke elaborately on Support Staff Outsourcing service and the need for her bank to consider outsourcing its semi- and low-skilled workers. She watched the consultant walked out of her expansive office, sipped her cappuccino and tapped her pen softly on her table. She paused, looked at the little sunflower sitting on the top right edge of her table and smiled. She turns slightly and begins to work her fingers on the tablet keyboard? What really is Support Staff Outsourcing? Is it any different from HR Outsourcing? What value does Support Staff Outsourcing add to my bottom line? Is my organization better off without Support Staff Outsourcing? Why should I consider Support Staff Outsourcing for my organization? Esi ponders over these FAQ and urgently requires answers to enable her develop a proposal to her Managing Director for the bank to implement Support Staff Outsourcing service to drive its human resource strategy.

Traditionally, Craumer (2000) surmised that outsourcing which was originally perceived as the “ho-hum tactic for reducing the costs of back-room functions such as payroll and IT” metamorphosed into a critical management tool “in the early 90s as companies began to outsource more strategically significant functions such as manufacturing and logistics, and even product design and other innovation-related activities.”

Support Staff Outsourcing (SSO) as a branch of outsourcing is defined as a management decision whereby a client organization contracts out from within its operations its non-core support functions to an expert provider organization that will deploy its own employees to carry out these functions in the offices of the client organization. There are three parties involved the SSO process namely the client organization, provider organization and the outsourced employees. These three parties play different but equally important roles in the successful implementation of SSO. SSO service usually fails and its objectives faltered in organizations when one of the parties, particularly the outsourced staff is not effectively cultivated within the scope of the Service Level Agreement between the client organization and provider organization.

In SSO service, the client organization takes off its non-core business activities. The provider organization sends in its own trained employees to discharge these non-core functions of the business operations of the client organization. The scope of the non-core business activities varies from organization to organization depending on its size, nature of business, and market competitiveness. The non-core areas usually outsourced cover functions such as Secretaries, Guest Relations Officers, Receptionists, Administrative Assistants, Call-Centre Executives, Franchise Marketing Officers, Mailing Clerks, Cleaning Services, Sales Representatives, Clerical Duties, IT Support officers, Drivers, Dispatch Riders, Security Officers, Tellering and Bulk Tellering Staff (in financial institutions), etc.

It is commonplace in developing economies to widely engage the services of support staff for non-core functions in organizations across the services and manufacturing sectors because these functions are largely executed with little or no automation. The percentage of engagement in the public services sector, which is the oldest and largest employer of labour, is relatively high. Players in the services sector are challenged by globalization, technology and constant changes in consumer preference to deploy their capital to acquire resources (technology and process) in areas of high impact like IT, strategy and core human resources to develop capacity for organizational effectiveness. Under this circumstance, less attention is given to non-core activities, and the managers of these non-core activities in Business Support, Admin or Human Resources Department are constantly under excruciating pressure to perform with little results to show for their efforts.

Chief Executive Officers want results. They cannot understand why their Human Resources or Admin Department are under-performing and slowing down the pace of work. Now, Admin or HR Managers should realize that their traditional role of providing administrative support of business services or personnel to organizations as a cost centre exists in the realm of the past. Contemporary expectations stipulate that they move Admin or HR Department to a more strategic role as a profit-thinking function of the organization. These Managers should now create new organizational capabilities drawn from a redefinition and redeployment of HR practices, functions and professionals that leverage of the core competencies of their organizations. So, what should they do with their non-core operations? Strategic planning for market competitiveness demands that these non-core functions are outsourced to reputable and competent provider organizations that have the core capabilities to deliver results in non-core areas for the client organization.

Inadequate knowledge of HR Outsourcing has made many practitioners and users of the service to assume that HR Outsourcing is Support Staff Outsourcing (SSO) and vice versa. For the benefit of doubt, HR Outsourcing is a body of outsourcing services covering Payroll Administration, Employee Benefits, HR Management, Risk Management and Support Staff. SSO is an integral part of HR Outsourcing but not the totality. Non-core functions that can be outsourced in Payroll Administration include Annual Leave compilation/computation, taxes advisory/implementation, payslips issuance/distribution, etc. Employee Benefits are Health, Medical Claims verification, Canteen Services, Employee Satisfaction Survey, etc. HR Management includes recruiting, hiring and firing, pre-hire background checks and interview, exit interview, salary survey, manpower planning and workflow planning. Risk management covers workmen compensation, dispute resolution, health & safety and HR policy manuals. SSO entails use of support staff to perform non-core functions from Executive Assistant, Secretaries to Drivers and Cleaners.

In another development, HR Outsourcing service is usually grouped into four broad-based categories namely PEOs, BPOs, ASPs and e-services. PEO means Professional Employer Organization. BPO means Business Process Outsourcing. ASP means Application Service Providers and of course, E-services. SSO falls under the PEOs because the provider organization owns the employees it deploys to perform non-core duties in the offices of the client organizations.

Client organizations who adopt and implement SSO service model in services sector in any developing economy should expect a dividend in service delivery quality, cost reduction and increased productivity.

Provider organizations deliver value for money. Quality in service delivery is a critical aspect of the performance measurement. The Service Level Agreement (SLA) will spell out the terms, conditions and expectations of service execution and both parties in the SLA are obliged to perform their commitments. Client organization is certain to experience improvement in the context of its non-core service delivery in terms of quality of employees, turnaround time and customer service. If a client organization is not enjoying this benefit, then the provider organization is incompetent. What has happened is that the client organization has successfully created layers of inefficiency in its structure and the cost of managing such inefficiency and its exit will weigh down the objective of adopting and implementing SSO service.

A recent survey a universal bank revealed that it could save 45% in costs (both direct and indirect) if it decided to outsource an aspect of its operation functions that was managed internally by the bank’s core staff. A whopping 45%! What else can any organization bargain for? Why should a client organization pay more by direct own-and-manage model when the non-core function can be outsourced for value? Also, SSO service also has the in-built capability to predict a controlled future costs. The budget for contract and administrative fees can be planned to circumvent inflation with growth margins in order to determine exact future costs.

An organization can drive top-line performance, increase its organizational capacity and operational efficiency if it concentrates its resources of its core business. SSO service engenders improved productivity for the client organization. The client organization focuses its ability on harnessing and developing the potentials of its core employees converting them into sources of competitive advantage that yield long-term benefits. In partnership, the provider organization deploys its own core competencies to support the client organization to deliver on its non-core business areas. SSO service offers the HR Managers the flexibility and innovation they require to drive their HR agenda to achieve optimum degree of strategy execution and organizational effectiveness.

Some HR Managers argue that drawbacks of SSO service far outweigh the benefits. Is there a merit in this argument? Can the quality of service rendered by employees who are not no the payroll of the client organization guaranteed on a continuous basis? Will there not be disparity in remuneration and welfare of employees of both organizations in the SSO service model? Can the employees of the provider organization demonstrate enough work ethic or loyalty in tandem with the vision and mission of the client organization? Can the provider organization continue to supply quality staff to the client organization?

Can the provider organization vouch for the integrity of data and safety of information its employees handle in the client’s office? Will client organization enjoy high level of commitment to exceptional quality service and customer care from the employees of the provider organization? Will the employees of provider organization deployed to the offices of the client organizations well paid to avoid disruptive exit and defection to competition? How will Labour Commissions and Human Right protection agencies interpret the tripartite relationship of the parties in SSO service – casualization of labour, exploitation or contract staffing? What are the legal implications of adopting the SSO service model? How does the provider organization handle the security issues regarding the client organization giving the employees of the former access to the sensitive information belonging to the customers of the later? How does the provider organization mitigate against hiring, character and competence risks of its employees before deploying and whilst serving in the client’s organization?

A well-articulated and carefully implemented SSO service is designed to anticipate the objections identified as drawbacks and punctiliously provide avenues to blocking them before consummating the SSO service contract, and during the period of executing the service. HR Outsourcing Consultants or professional lawyers with specialty in outsourcing/business services should be engaged to draw up Service Level Agreements (SLAs) to provide a platform for determining responsibilities, accountabilities, deliverables, performance measurements, exceptions and exit clauses. The decision to use SSO service is an investment. If the client organization gets it right and the provider organization implements it in line with the SLA, it will translate to high yield and remarkable profitability in terms of service delivery, customer retention and revenue generation.

SSO service works for any size of organization. Any organization that has more than 20% of its workforce as support staff discharging non-core business activities should consider SSO service. SSO service will relief HR Managers and allow them to focus on more strategic issues as the provider organization see to the welfare and performance of own personnel carrying out non-core functions in the client organization.

It is time to outsource support staff when the HR Manager is inefficient because she is saddled with administrative duties of personnel management. It is time to outsource support staff functions when service is poor and the cost of hiring and maintenance of the personnel is high. The only point the client organization losses is its point of inefficiency. Shareholders, investors and CEOs want value for money in investment in human resources. SSO service model delivers this value.

Esi Hamilton has been typing on her keyboard for the last two hours. She looks up from her tablet and stretched. The time is 1215 hours. “Oh, Kofi!” It is time for lunch. She has a lunch date with her husband, Kofi Hamilton an investment banker who works across the street and she does not want to miss this appointment. She would email her proposal report to her Managing Director when she returns from her lunch. She shuts down her tablet, picks up her bag and sprint past the Secretary, her words “I’m off for lunch” echoing behind her.

Industrial Mechanical – Airliner FAR Maintenance Facilities Under Stress

Federal Aviation Regulation Certified Repair Stations have been a great business model that has been quite successful over the years. This is because airlines would rather outsource their maintenance to other companies that specialize in certain types of airplanes and certain FARs.

After oil prices hit their peaks a couple of years ago, Jet Fuel was so expensive that airlines were under extreme stress to cut costs, and most of them decided one of the best ways to cut costs was to outsource their maintenance facilities.

This caused the certified repair stations to ramp up quickly and hire as many airframe and power plant mechanics as possible, along with airframe inspection mechanics. You would think with the economic global slowdown that airlines would continue to outsource to all these facilities. And they do, however airlines have also cut out quite a bit of capacity taking airliners and parking them in the deserts.

Why the deserts? Due to the hot dry conditions that make it less corrosive on the aluminum fuselages and wings. But with fewer airplanes in the system, less maintenance is needed.

With the incredible growth of these types of companies, they have also been forced to lay off individual mechanics. Although, as the economy returns we can expect these FAR certified aircraft maintenance facilities to ramp back up to full force.

The temporary slowdown, or slow growth of profits in this sector should not be thought of as the death nail. Just like the entire travel industry, airlines, and auto industry this global slowdown and economic crisis hit every industry. This one included. Please consider all this.