Questions and Answers about 'Implement and maintain management plans to control risk'

 



 

The main purpose of the emergency planning process is to?

Question:
1. The main purpose of the emergency planning process is to: a. Create collaboration among different agencies. b. Assemble a multiagency planning team. c. Develop and maintain an emergency operations plan. d. Conduct a community risk assessment. 2. A document describing how a community will respond to a wide variety of potential hazards is: a. An emergency operations plan. b. A standard operating procedure. c. An implementing instruction. d. A support document. 3. Which of the following is the first step of the emergency planning process? a. Implementing and maintaining the plan b. Forming a collaborative planning team c. Developing the plan d. Determining goals and objectives 4. Which of the following is the second step of the emergency planning process? a. Developing the plan b. Implementing and maintaining the plan c. Preparing, reviewing, and approving the plan d. Understanding the situation 5. Which of the following is the final step of the emergency planning process? a. Implementing and maintaining the plan b. Determining goals and objectives c. Understanding the situation d. Preparing, reviewing, and approving the plan 6. The National Incident Management System (NIMS) is used to: a. Keep track of resources at an incident. b. Identify which entities should be involved in emergency planning. c. Manage all incidents, including recurring and/or planned events. d. Develop scenarios for a given hazard or threat. 7. It is advisable to wait to consult with agencies with specialized expertise such as hazardous materials responders until the later phases of the planning process. a. True b. False 8. Successful collaboration among different agencies requires that the participants chosen for the planning team share a common experience and culture. a. True b. False 9. Which of the following is the first response priority? a. Essential facilities b. Infrastructure c. Life safety 10. Which of the following is the second response priority? a. Essential facilities b. Infrastructure c. Life safety 11. Which of the following is the third response priority? a. Essential facilities b. Infrastructure c. Life safety 12. A threat analysis is used to determine: a. The causes of hazards that threaten a community. b. How a community plans to respond to a given threat. c. How vulnerable a community is to a threat. d. How to carry out a specific function in the face of a specific threat. 13. In developing a community profile, one of the factors to include is: a. Determining what resources the community has to respond to a disaster. b. Developing mutual aid agreements and assistance agreements. c. Supplementing community resources with State assistance. d. Applying for Federal aid to supplement community resource shortfalls. 14. The basic plan should contain enough detail to stand alone as the community’s specific approach to emergency response. a. True b. False 15. The recommended emergency operations plan format includes: a. Hazard-specific analyses. b. The basic plan. c. Vulnerability studies. d. Response operations. 16. Which part of the EOP is hazard-, threat-, or incident-specific? a. Assumptions b. Annex c. Basic plan d. Implementing instructions 17. All of the following are examples of functional annexes, EXCEPT FOR: a. Hazardous Materials Response. b. Direction and Control. c. Communications. d. Population Warning. 18. The Situation and Assumptions component of the basic plan includes: a. Threats addressed by the plan. b. Instructions for compiling situation reports. c. Disclaimers to limit the liability in case of emergency. d. Legal bases for emergency operations and activities. 19. A detailed annex repeats content presented in the basic plan. a. True b. False 20. There is a standardized set of hazard-specific annexes that appear in emergency operations plans nationwide. a. True b. False 21. Implementing instructions include: a. A promulgation document signed by the Chief Executive Officer. b. Standard operating procedures. c. Identification of shared responsibilities. d. A statement that addresses liability issues. 22. Checklists are most useful when narrative observations or calculations must be recorded. a. True b. False 23. Which type of implementing instruction would be most appropriate for recording calculations and/or observations? a. Information card b. Checklist c. Recordkeeping/combination form d. Standard operating procedures 24. Which type of implementing instruction would be most appropriate for completing a multi-step task on the job? a. Information card b. Checklist c. Map d. Recordkeeping/combination form 25. Which type of implementing instruction would be the most appropriate for a resource list? a. Standard operating procedures b. Job aid c. Checklist d. Information card

Answer:

Has someone stolen a school test quiz?

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Project life cycle?

Question:
How do i make a project life cycle on my computer for a project for a cooling system?

Answer:

The software development life cycle (SDLC) is a framework for understanding and developing information systems and software successfully. Businesses can acquire software in many ways, from simply purchasing it off the shelf to designing a system tailored to the business’ needs. There are many versions of the life cycle, each with their own strengths and weaknesses. An auditor should understand how each of these methods affects risk. Some popular models of a SDLC include the waterfall model, the spiral model, and the incremental build model. Life Cycle Types Rapid Application Development (RAD) See Rapid_Application_Development End-User Development (EUD) In this model, software is developed and maintained by the end users themselves. Businesses rarely have controls over software developed with this model, and it is often developed without a formal framework. * Errors from faulty design and implementation * Problems with business users leaving and incomplete knowledge transfer * Inconsistant firm wide tools and techniques * Unknown dependencies, both upstream and downstream Auditor Involvement in Development Auditors may be involved in SDLC projects to varying degrees, from a post-implementation review to thorough involvement of each step in the process. Each project should be assessed for risk to determine the appropriate level of review needed. In addition, auditors should consider how important the projects are to the financial statements, the degree of reliance on controls, and the existence of manual controls. Process risks include: * Lack of a formal development process * Unclear strategy * Lack of concrete standards * Poor management control Application risks include: * High complexity of the project * Larger projects * Lack of end-user involvement * Inadequate personnel Auditor Review and Recommendations Auditors should review the software development process and procedures, even if they are not involved in a particular project. This review should evaluate the procedures and how they are implemented. The process of development and the quality of the final software may also be assessed if needed or requested. A business may want the auditing firm to be involved throughout the process to catch problems earlier on so that they can be fixed more easily. An auditor can serve as a controls consultant as part of the development team or as an independent auditor as part of an information technology audit. In making recommendations, auditors should consider the cost of implementing controls and alternatives such as manual controls. Recommendations should be forwarded to the development team leader, management, or the audit committee depending on the business. Clarifying the cost to the business if the control is not implemented in terms of errors, fixes, and additional audit fees. Auditing Formal Software Development Processes Businesses sometimes use formal systems development processes. These help assure that systems are developed successfully. A formal process is more effective in creating strong controls, and auditors should review this process to confirm that it is well designed and is followed in practice. A good formal systems development plan outlines: * An information systems strategy to align development with the organization’s broader objectives * Standards for new systems * Project management policies for timing and budgeting * Procedures describing the process Auditing The System Development Process Regardless of the methodology used, the development process should have the same major steps: planning, development, implementation, and maintenance. Planning The planning phase determines the nature and scope of the development. If this stage is not performed well, it is unlikely that the project will be successful in meeting the business’s needs. The auditor’s key role in this phase is to understand the business environment and to make sure that all necessary controls are incorporated into the design. Any deficiencies should be reported and a recommendation should be made to fix them. In this planning stage, auditors look for a cohesive plan that encompasses the following areas: * Study analyzing the business needs in measurable goals * Review of the current system * Conceptual design of the operation of the new system * Equipment requirements * Financial analysis of the costs and benefits including a budget * Select programmers, users, and support personnel for the project * Project plan including tasks, deliverables, and schedule Development After the planning phase, the system is built and tested. Testing is generally performed by a combination of testers and end users. Testing can occur after the software is built or concurrently. Auditors should review the construction and testing procedures and results to ensure that the software will process data accurately, that errors are minimized, and that it meets specifications. Testing verifies these factors: * The system satisfies the user and business requirements * Functions as it was designed * Works with hardware and other software * Is free of errors Implementation The implementation phase includes: * Conversion * Documentation * Training Conversion is the transfer of data from an old system to a new system. This process is often difficult and should be tested carefully for errors. Documentation is prepared both for programmers and end users to facilitate their different needs in understanding the system. Training increases user efficiency. From an auditor's perspective, training is also important because it helps users use the software correctly. Maintenance Software maintenance is an ongoing process, and it includes: * Continuing support of end users * Correction of errors * Updates of the software over time In this stage, auditors should pay attention to how effectively and quickly user problems are resolved.

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Can I have some help with this report? 10 POINTS?

Question:
It says: Research one industry -- forestry, agriculture, mining, etc. -- and study their efforts to conserve their key resources. Write a 500 word report on your findings. Include drawings, charts, or photos to support your thesis. I don't know anything about forestry or agriculture or mining...what are some other things? And can you give me some good info about it? 10 POINTS?

Answer:

Forestry is the science of tree resources, including plantations and natural stands. The main goal of forestry is to create and implement systems that allow forests to continue a sustainable provision of environmental supplies and services. The challenge of forestry is to create systems that are socially accepted while sustaining the resource and any other resources that might be affected. Silviculture, a related science, involves the growing and tending of trees and forests. Modern forestry generally embraces a broad range of concerns, including assisting forests to provide timber as raw material for wood products, wildlife habitat, natural water quality management, recreation, landscape and community protection, employment, aesthetically appealing landscapes, biodiversity management, watershed management, erosion control, and preserving forests as 'sinks' for atmospheric carbon dioxide. Foresters work for the timber industry, government agencies, conservation groups, local authorities, urban parks boards, citizens' associations, and private landowners. The forestry profession includes a wide diversity of jobs, with educational requirements ranging from college bachelor's degrees to PhDs for highly specialized work. Industrial foresters plan forest regeneration starting with careful harvesting. Urban foresters manage trees in urban green spaces. Foresters work in tree nurseries growing seedlings for woodland creation or regeneration projects. Foresters improve tree genetics. Forest engineers develop new building systems. Professional foresters measure and model the growth of forests with tools like geographic information systems. Foresters may combat insect infestation, disease, forest and grassland wildfire, but increasingly allow these natural aspects of forest ecosystems to run their course when the likelihood of epidemics or risk of life or property are low. Increasingly, foresters participate in wildlife conservation planning and watershed protection. Foresters have been mainly concerned with timber management, especially reforestation, maintaining forests at prime conditions, and fire control.

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government agency that deals with biosafty?

Question:
Is there a government agency that involves biosafty or the containment of viruses?

Answer:

Biosecurity Engagement Program U.S. Department of State Washington, DC 20520 Telephone: (202) 647-2601 "The Biosecurity Engagement Program (BEP) is committed to developing cooperative international programs that promote the safe, secure and responsible use of biological materials that are at risk of accidental release or intentional misuse. Fundamental BEP objectives include: assisting partner countries in maintaining a balance between developing sustainable public and agricultural health infrastructure, and ensuring safe and secure pathogen collections; training in biosafety and pathogen security to promote sound laboratory management practices; and training in infectious disease surveillance and molecular diagnostics, and laboratory capacity building activities." Bureau of International Security and Nonproliferation U.S. Department of State 2201 C Street NW Washington, DC 20520 Telephone: (202) 647-6575 "The Bureau of International Security and Nonproliferation (ISN), headed by Acting Assistant Secretary Stephen G. Rademaker is responsible for managing a broad range of nonproliferation, counterproliferation and arms control functions. ISN leads U.S. efforts to prevent the spread of weapons of mass destruction (nuclear, chemical, and biological weapons) and their delivery systems." Centers for Disease Control and Prevention Emergency Preparedness and Response Program Public Inquiry c/o BPRP Bioterrorism Preparedness and Response Planning Centers for Disease Control and Prevention Mailstop C-18 1600 Clifton Road Atlanta, GA 30333 Telephone: (800) CDC-INFO The mission of the Centers for Disease Control and Prevention is "to promote health and quality of life by preventing and controlling disease, injury, and disability. CDC seeks to accomplish its mission by working with partners throughout the nation and the world to: monitor health; detect and investigate health problems; conduct research to enhance prevention; develop and advocate sound public health policies; implement prevention strategies; promote healthy behaviors; foster safe and healthful environments; [and,] provide leadership and training." Centers for Disease Control and Prevention Select Agent Program Select Agent Program 1600 Clifton Road NE, MS E-79 Atlanta, GA 30333 Telephone: (404) 498-2255 "The Centers for Disease Control and Prevention (CDC) regulates the possession, use, and transfer of select agents and toxins that have the potential to pose a severe threat to public health and safety. The CDC Select Agent Program oversees these activities and registers all laboratories and other entities in the United States of America that possess, use, or transfer a select agent or toxin."

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childminding job question?

Question:
ive just finished a childminding course last month and got an email from my tutor saying she marked my folder and that im done and that was it. i want to start work as soon as i can but i haven't registered with ofsted yet because i dont know if my tutor is sending any paper work to me or not i dont have first aid and food Hygiene training aswel but i was wondering if i can do babysitting work round the children's home instead to get me started or is that not allowed? also can anyone tell me where the nearest first aid and food Hygiene courses are i live in stockton ( next to middlesbrough) thanks for the help and sorry if i confuse people :)

Answer:

Job Responsibilities Child minders spend most of their time tending to children and performing care-giving activities, such as feeding children and supervising their play and nap times. Child minders with infants in their care also prepare bottles and change diapers. They teach children proper behavior, improve their social skills and language development through storytelling and acting games. Child minders also serve nutritious snacks and meals to promote good health and eating habits. Job Skills Child minders are enthusiastic, attentive and firm but fair. They communicate effectively with children and create a warm and inviting atmosphere where parents feel their children will be safe and cared for. Child minders are mature, patient and able to maintain emotional control during stressful situations. They routinely lift and interact with young children and may occasionally move furniture in their home; energy and physical stamina are a must. Because they are independently-employed workers, child minders must also have business sense and management abilities. To provide high quality care by to plan, provide and take part in play based activities that stimulate and support children’s intellectual, physical, social, emotional and language development. Listening to, encouraging, enabling, stimulating and ensuring the safe keeping of the children Provision of refreshments, encouraging healthy eating and promoting a healthy lifestyle To implement and update policies and procedures in line with Ofsted and NCMA guidance. To work towards assessment against a nationally recognised quality assurance scheme. Health and Safety To ensure a safe environment for children including Risk assessments should be carried out for each room that will be registered including the garden/outdoors and are based on the needs/developmental stage of the children cared for at the time of the risk assessment. Risk assessments should be reviewed on a regular basis Ensuring equipment is well maintained, age appropriate and safe to use Ensuring good hygiene standards are met Following all safety procedures (including Child Protection Policy) Accidents, emergencies and the administering of medication are dealt with according to policy and first aid box regularly replenished.

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what does the government want out of nhs?

Answer:

Structure The Department of Health is responsible for the NHS. The secretary of state for health is the head of the Department of Health and reports to the prime minister. The Department of Health controls England’s 10 Strategic Health Authorities (SHAs), which oversee all NHS activities in England. In turn, each SHA supervises all the NHS trusts in its area. The devolved administrations of Scotland, Wales and Northern Ireland run their local NHS services separately. Performance It is difficult to measure the efficiency of healthcare systems. The NHS, like other healthcare systems, has never consistently and systematically measured changes in its patients’ health. As a result, it’s impossible to say exactly how much the nation's health improves for each pound spent by the NHS. In the UK life expectancy has been rising and infant mortality has been falling since the NHS was established. Both figures compare favourably with other nations. Surveys also show that patients are generally satisfied with the care they receive from the NHS. Importantly, people who have had recent direct experience of the NHS tend to report being more satisfied than people who have not. NHS reforms: government unveils radical pro-market shakeup The health secretary lays out plans to cull 24,000 management staff and let NHS hospitals, private firms and GPs compete for patients The NHS will undergo a radical pro-market shakeup with hospitals, private healthcare providers and family doctors competing for patients who will be able to choose treatment and care in plans laid out by the government today. The dramatic shift aims to cull more than 24,000 management staff to reduce bureaucracy and also allow NHS hospitals to chase private patients as long as the money is "demonstrably" ploughed back into the health service. The cap on such income put in place by the previous government will be removed. The health and social care bill will abolish all of England's 152 primary care trusts, which currently plan services and decide how money should be spent. Andrew Lansley, the health secretary, said the radical proposals would save the taxpayer more than £10bn over the next decade. Under the plans, GPs will be responsible for buying in patient care from 2013, with a new NHS commissioning board overseeing the process. GPs will form consortiums which will take control of 80% of the NHS budget, buying services from providers in the public, private and charity sectors. The health secretary claimed that his policy was already having an effect: with more than 28 milion patients covered by "pathfinder" consortiums mimicking the work of the new GP bodies. However, the proposals drew sharp criticism from the medical profession. The Royal College of General Practitioners said it "continues to have concerns about how the government plans to implement its proposals". The RCGP chair, Dr Clare Gerada, said the college would "guard against fragmentation and unnecessary duplication within a health service that is run by a wide array of competing public, private and voluntary sector providers, that delivers less choice and fewer services, reduces integration between primary and secondary care and increases bureaucratic costs". Other experts warned that the changes are taking place "against the backdrop of the biggest financial challenge in the NHS's history", with the health service expected to find £20bn in savings by 2014. Chris Ham of the King's Fund, the health thinktank, said "finding the £20bn in efficiency savings needed to maintain services must be the overriding priority, so the very real risk that the speed and scale of the reforms could destabilise the NHS and undermine care must be actively managed". The reforms, which were first set out in a white paper in the summer, also proposes to scrap 10 strategic health authorities. Pilot schemes have already been set up with "clusters" of trusts established to work with emerging GP consortiums. Some are concerned that many trust staff are already leaving, leading to fears about patient services in the interim. The health secretary shied away from capping the amount of money that GPs might earn in leading consortiums. With one in eight family doctors now earning more than £150,000 a year, there are worries that family doctors may end up being paid even more to manage the NHS. Said Lansley: "Whenever we have these [figures] we have to remember that there are a lot of people in the NHS … I am not abolishing the management of the NHS." Earlier in the day there were testy exchanges between Ed Miliband and David Cameron, with the former saying the health policy had "taken the national out of the national health service".

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Which type of organizational structure best fits this situation?

Question:
Janet Shugarts is the president of a barbecue sauce manufacturer in Austin, Texas. A manager in production has come up with a new barbecue recipe that he claims will be the best on the market because it’s hot and spicy and has a flavor that the competition cannot match. Janet has recently received new marketing research information. The research indicates that most Europeans prefer a hot and spicy barbecue sauce. The marketing manager is excited about this new product and believes it can be exported to Europe. Janet has come out of a meeting with her four managers from production, marketing, finance and human resources. They have decided to establish a sales office for the barbecue sauce in Paris, France. The plan is to create a project team to set up a production facility within a year in France. The marketing manager will head this project team. He has requested that this subsidiary be decentralized to provide him with an opportunity to make timely decisions in this local market. That is the question. I am not trying to get answers but more to discussing which is the correct one. My initial thought would be a 'Geographical organization structure" due to them wanting to open a sales office in France. But then again they are creating a new product here, could it be a 'Matrix organization structure'? I would love some input on this, please.

Answer:

That's a very well structured question, and while relatively information free it raises many of the key issues. In no particular order : Europe isnt like the United States different countries are dramatically different from different states and even more so tastes in cuisine change dramatically and this means that while the population of Europe might be comparable to the USA and more if you take in to account the widened EU the European cultures do not have a simple acceptance of American cuisine and so the market for BBQ sauce might be very fragmented. Language and regulation, while the EU creates labeling and packaging standards for the whole of Europe each individual country has to enact its version of the standards so getting packaging and branding sorted is going to he a challenge for a new launch rather than established product. Organisation : well manufacturing needs to take account of distribution as well as changes of any to serve the local market and availability of produce. A strong case would be made for opening sales offices importing the product and establishing a market before trying to get economies by establishing a more local operation. France is an interesting choice of first location, it has no real tradition of BBQ it is fiercely proud of its own culinary tradition it does not embrace an affinity with Americana and has a different work and language culture. An argument could be made for better research into the readiness of the European consumer base, would other world wide opportunities be better for a first export market, Australia for example, a common language and a tradition of out door cooking and BBQ a culture that is American friendly and a homogeneous culture. from there New Zealand as an increased geography with few extra entrance barriers would you set up a complete organisation to manufacture and market the new product or establish a quasi autonomous marketing sales and distribution organisation. well the arguments are strong for this as the exit barriers are low, control can be maintained with key performance indicators in place and so some form of territory performance management is not going to be a serious problem, A martix structure as you raised the point could easily be implemented using existing skills and infrastructure. A relatively easy to scale and control structure, getting advantages initially of the expertise and having many eccononies of scale that would be lost as duplicated functions were established. In the set up phase there would be dilution of central resources ( unless shareholders were so risk averse that they give local management free rein to set up in complete isolation - never going to happen ) Could go on for hours thinking about this one but hopefully this gives you some hopping off points for analysis regards

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what are the resposibilities of a finance manager?

Question:
what are the resposibilities of a finance manager?

Answer:

FINANCE The Department Chair/Head may delegate financial responsibilities to other departmental personnel, but cannot delegate ultimate accountability. A Department Chair/Head who delegates financial responsibilities needs to establish formal and informal procedures to remain informed of the financial actions of the department. Major Responsibilities That May Be Delegated 1. Establish a financial plan based on programmatic priorities that result in a positive financial fund balance for the department. 2. Implement monitoring and reporting procedures to measure progress in achieving the financial plan and to avoid overdrafts for each gift, grant, and contract fund. 3. Operate the department in compliance with all applicable laws and regulations, with all policies and procedures, and with the terms and conditions of gifts, grants, and contracts. 4. Establish and maintain a system of internal controls to provide assurance that resources are properly used and safeguarded against waste, loss and misuse. For example, this may include methods and procedures for separation of duties, proper approvals, security of assets and records, and review and reconciliation of the general ledger or statements of accounts as appropriate. 5. Establish departmental policies and procedures to ensure that: a. All costs charged to each fund specifically benefit the project for which the funds were established. b. There is no improper shifting of restricted funds to other funds; for example, grant funds being shifted to a department reserve fund. 6. Identify unauthorized transactions and provide immediate feedback to management if a loss of assets or any significant irregularity has occurred. 7. Notify Internal Audits when any external agency proposes to audit a specific contract or grant. Finance Manager Need To Be Especially Aware of the Following Problem Areas: 1. Employees cannot approve payroll or other disbursements to themselves. 2. Entertainment expense reimbursements and payments must follow special limits and approvals as outlined in the Handbook of Operating Procedures. 3. When an employee signs any document as the approving authority, he/she must sign his or her own name. 4. Cash and checks received for the must be deposited in accordance with the Cash Handling Policy. 5. Financial systems developed by a department must demonstrate that income and expenses reconcile to the general ledger, which is the official record of financial transactions. 6. Employees cannot accept cash, non-cash gifts, or other benefits from vendors of other organizations that do business with the . 7. All payments to or for the benefit of employees must be according to personnel policies and compensation plans. 8. The funds of the cannot be used for personal gain. This includes the purchase of products for personal use, or the purchase of products or services from oneself or a relative, or from other department employees or their relatives. 9. Paying an individual as an independent contractor or a consultant when he/she should be paid as an employee is illegal and renders the Department liable to pay required taxes and/or penalties. 10. Full records of equipment not on premises must be kept in the department. Equipment that is used in individuals' homes or other locations remains the property of the and must be returned when no longer used for business. 11. The cannot make charitable or political contributions. 12. By law, the "Employee's Claim for Workers Compensation Benefits" form must be filed within one business day of notification that an employee has sustained work-related illness or injury. 13. Office of the Comptroller is to review any Certificates of Insurance submitted decisions involving various risks and benefits relating to potential accidental loss or liability.

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im working in kuwait past 8years . now i want to go USA . So to get visa are which web site can i search a job

Question:
SYED MOHAMMED AMAAN Job Objective: - Mobile: 00965-9425398 Enthusiastically seeking a challenging and responsible position in the field of automobile and desiring to work with established organization or company, where I can be able to utilize my professional experience, exceptional skill, dedication and ambition. The ideal position should allow for contributed professional growth, in an environment where advancement is based on the strength of individual contribution for the realization of organizational goal and objectives…. Professional Experience in Kuwait Sep. 2006 till date I am working as Transport In charge in BURHAN INTERNATIONAL CONSTRUCTION CO. W.L.L Equipment Division Review HDMU (high density mixed use) project applications, designs, and transportation assessments and assess compliance with policies and regulations Assess the transport effects and infrastructure requirements (access, car parking, bus stops, etc.) Prepare summary reports detailing the project's urban design aspect Prepare detailed reports that review applications and establish conditions for approval Assist the Legal Specialist in drafting Development Agreements that reflect conditions related to transportation planning requirements Review and comment on the potential risks of specific projects Evaluate the current transportation infrastructure available and work with the Area Coordinators to provide reports and recommendations for upgrades Be available to receive community input and act as an expert at meetings with regards to transportation issues Perform any other task(s) assigned by the direct senior/supervisor To oversee staff transportation activities from camps to sites & visa versa To ensure timely arrival/departure of staff To ensure all drivers are attending their duty on time To implement company driving policy To coordinate with the manager & report any damage or break down Nov. 2000 to Sep. 2007 I am Working as an Asst General Foremen in BURHAN INTERNATIONAL CONSTRUCTION CO. W.L.L Equipment Division oWorkshop Maintenance oControlling Site Equipment, oArranging Equipments as per the Project Requirement Equipment Type: Batching Plant, Asphalt Plant, Tower Crane, Mobile Crane Mechanical Crane, Loaders, Tire Excavators, Chain Crawlers, Skid Loaders, Asphalt finishers, Sand and Asphalt Rollers, Tipper Trucks, Graders, Bake Hooke Loaders, Generators, Air Compressor, Welding Machine and Construction Machineries Vehicle Type: Half Lorries, Mini Pickup, Passenger Bus, Saloon Cars and Jeeps Responsibilities are:- Workshop Preparing the schedule for mechanical work as per the requirement Maintaining the manpower of workshop as per work load Explaining the faults to the mechanics to do the need full to the equipment Explaining them how to rectify the faults Arranging the mechanics according to their capability and experience, to attend the faults Arranging the mechanics, puncture man, electricians for outside breakdown and services Preparing the Team members by dividing the Mechanics, Assistants, helpers, etc according to their capability and experience Preparing the list of materials required by the workshop through the store, weekly once For major defects and problems, consulting with the seniors and mechanical engineers and find the solution Reporting to the seniors and Divisional Manager daily, about the status of workshop and site Ordering the parts via mails and faxes to the dealers, if necessary Making all the safety arrangements to avoid any kind of accident With the approval of the higher management, we arrange a medical team and safety officers monthly once in order to explain all kind of safety precautions and giving first-aid to the site foremen and workers to avoid accident and un necessary medical leave Site oMaintaining the site man power with the help of site foremen oArranging the mechanical teams to attend the breakdowns in site work oCollecting the site reports form the foremen for the man power and equipments in order to prepare the costing sheet oVisiting all sites Weakly Ones with foremen and have a discussion with the service engineers regarding the workload and requirements of equipments oArranging the equipments as per the site requirement oArranging the safety meeting monthly once in all the running sites as well as in the workshop with the help of site foremen and workshop to explain them how to prevent for the accidents Professional Experience in INDIA •1989 To1990:Worked As Mechanic For Bismillah Auto Workshop •1990 To1993: Worked As Mechanic For HEX Bikes. ( Dialer For BAJAJ Auto Mobil ) •1993 To1995 : Join As a Mechanic For VIJAY Sales Co.( Dialer For BAJAJ Tempo Traveler ) •1995 To 1999 Dec.: Promoted As a Workshop Supervisor VIJAY Sales Co. .( Dialer For BAJAJ Tempo Traveler ) Equipment Type: (during my experience) Supervising and attending maintenance and repair for the following equipment: - •Mercedes , Volvo , Iveco and Ford (Trucks and transmit mixers) •CAT (Wheel Loaders) •CAT (Bulldozers) •CAT , Libheer and Poclain (Excavator) •CAT , Perkins , Rolls Roys , Deutz and Cummins (Generator) •CAT , Mitsubishi and Komatsu (Motor Graders) •Bomag , Dynapac and Ingersall Rand (Compactors) •Ingersall Rand and Atlas Copco (Air compressor) •Tadano , Demag and Groove coles (Mobil Cranes) •Parker and Triden (Aggregate washing machine) -Also my duties included mobilization and preparing of new sites and following up maintenance reports all over the sites. Education: - Secondary School Leaving Certificate – State Board Computer Skill:- Diploma in Computer Application Expert in : Excel : Word Personal date: - Sex : Male Date of Birth: 28 / 03 / 1973 Marital Status: Married Nationality : Indian Visa Status: Transferable Languages: Arabic : Good English: Good Urdu : Mother Tongue SYED MOHAMMED AMAAN

Answer:

Why did you post your resume here. You should post in on a job/career site. Try http://www.monster.com/ http://www.jobsearchusa.org/ www.joobboom.com http://www.usajobs.gov/

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