Hiring Now || Design & Engineering Head @ Rajkot, Gujarat

Job Description, Responsibilities, Authority,
Accountability & KPI
General Manager Design & Engineering
EPP Composites Pvt. Ltd.
1. Position Title
General Manager Design & Engineering
2. Reporting To
CMD / Director Operations / COO
The position will functionally coordinate with:
• Sales & Marketing
• Tendering
• Projects / EPC
• Production
• Quality Assurance / Quality Control
• Purchase
• Costing
• SAP / IT
• R&D / CEC
• Site Execution Teams
• Customer / Consultant / Design Consultant / Approval Agencies
3. Purpose of the Position
EPP is appointing a General Manager Design & Engineering to transform the present
design function from a schematic drawing-based working system to a complete in-house
detailed engineering, fabrication drawing, BOM, design calculation, proposal
automation, drawing automation and product engineering system.
At present, the major gaps are:
• EPP prepares schematic / general arrangement drawings but does not consistently
prepare complete fabrication drawings.

• Detailed shop-floor manufacturing drawings are not issued in a structured manner.
• Drawings and designs are not submitted to customers / consultants within
benchmarked timelines.
• Customer / consultant drawing approvals are not obtained within the desired
timelines.
• Production clearance is not issued within required timelines.
• Design review meetings are not conducted, concluded or followed up within desired
timelines.
• Proposal preparation, technical offer preparation, drawing preparation, BOM
preparation and design calculations are still largely manual and person-dependent.
• Engineering data is not fully digitised, standardised or linked with SAP / ERP.
• Repetitive engineering, drawings and proposals are not automated through standard
templates, product configurators or digital libraries.
• Production, dispatch and project execution suffer because of delays in engineering
release, drawing approval and design decision-making.
• There is dependency on individuals instead of a system-driven and digitally controlled
engineering process.
• Drawing gaps lead to production errors, rework, wrong shop-floor interpretation,
costing mismatch, quality issues and delayed delivery.
The GM Design & Engineering shall be responsible for developing a world-class design
and engineering department capable of handling complete design ownership for all EPP
products.
The objective is that every product manufactured by EPP should be supported by complete
engineering documents, including:
• Design basis
• Design calculations
• General arrangement drawings
• Fabrication drawings
• Shop drawings
• Component drawings
• Manufacturing drawings
• Assembly drawings
• Installation drawings
• Bill of Materials
• Material specifications
• Tolerances
• Inspection requirements
• Customer / consultant approval documents
• Drawing revision records
• Production clearance documents
• Design review meeting records
• Production handover documents
• Site support documents
• As-built drawings wherever applicable
• Automated proposal formats
• Product-wise digital design templates
• Automated drawing templates wherever feasible

• Digital BOM and costing inputs
• Digitised approval and document control system
4. Product Scope
The GM Design & Engineering shall develop complete in-house engineering capability for
all major products and verticals of EPP, including but not limited to:
• GRP / GRE / FRP pipes HFW, CFW, Hoop-chop and related piping systems
• GRP / FRP fittings, specials, bends, tees, reducers, flanges and couplers
• Chemical equipment, tanks, vessels, scrubbers, ducts, stacks and pollution control
systems
• FRP / composite tanks and process equipment
• SMC electrical enclosures
• SMC meter boxes and junction boxes
• SMC panel tanks
• Pultruded profiles
• FRP cable trays, ladders, handrails and structural members
• Moulded gratings
• Injection-moulded composite products
• FRP / composite rebars
• FRP poles
• FRP roofing sheets
• FRP / composite manhole covers
• Underground storage tanks / UGST
• Windmill parts
• Mobility / mass transportation composite parts
• Composite parts for renewable energy applications
• EPC / site-related engineering and installation details
• New composite applications developed by EPP / CEC / R&D
5. Key Mission of the Role
The GM Design & Engineering shall build a design department that works on global best
practices and ensures:
1. No product goes to production only on schematic drawing.
2. Every product has proper detailed fabrication drawings wherever required.
3. Every drawing is supported by design calculation, BOM and manufacturing
instructions.
4. Drawings and designs are submitted to customers / consultants within benchmarked
timelines.
5. Customer / consultant engineering comments are professionally discussed, resolved
and closed within target timelines.

6. Customer / consultant approvals are obtained within desired timelines through proper
technical follow-up.
7. Production clearance is issued within internal benchmark timelines.
8. Design review meetings are conducted before production release for all critical
orders.
9. Engineering, design, drawing and proposal activities are digitised and automated
wherever possible.
10. Repetitive drawings, BOMs, calculations and technical proposals are generated
through standard templates, configurators and digital libraries.
11. Design errors, rework and drawing-related production delays are reduced drastically.
12. EPP develops full in-house engineering capability for all major product lines.
13. Design department becomes a technical strength of EPP and not only a drawing
support function.
14. Software, systems, design libraries, engineering standards, proposal templates and
databases are developed internally.
15. EPPs design function supports faster sales conversion, accurate costing, better
quality, better manufacturing productivity and improved customer confidence.
16. All engineering activities are carried out as per defined benchmark timelines.
6. Core Responsibilities
A. Design Department Transformation
The GM shall completely restructure and upgrade the design department from a drafting-
oriented department to a complete engineering and digital design department.
He shall:
• Study the existing design process, manpower, software, drawing quality, approval
system and documentation gaps.
• Identify why only schematic drawings are being prepared and why fabrication
drawings are not generated.
• Identify reasons for delay in drawing submission, drawing approval, design review
meetings and production clearance.
• Identify manual, repetitive and person-dependent engineering activities that can be
automated.
• Develop a structured engineering workflow from enquiry stage to final dispatch.
• Define design deliverables for each product category.
• Create a system where GA drawing, fabrication drawing, BOM, cutting list, bought-
out list, assembly drawing, QC points and dispatch drawings are generated as
standard practice.
• Build product-wise design checklists and drawing release checklists.
• Introduce maker-checker-approver system for all drawings.
• Ensure all critical drawings are reviewed before release to production.
• Make design department accountable for manufacturability and correctness of
drawings.

• Create a culture where drawing quality, engineering discipline, timeline adherence
and digital control are non-negotiable.
B. Detailed Engineering and Fabrication Drawing Development
The GM shall ensure that EPP prepares complete detailed engineering packages, including:
• Design basis report
• Client specification review
• Applicable code and standard compliance
• Design calculations
• General arrangement drawings
• Component-wise fabrication drawings
• Laminate schedule / thickness schedule wherever applicable
• Nozzle orientation drawings
• Support / saddle / bracket drawings
• Manufacturing drawings
• Assembly drawings
• Installation drawings
• Site interface drawings
• Bill of Materials
• Bought-out item list
• Fastener / hardware list
• Cutting list / nesting data wherever applicable
• Tolerance requirements
• Inspection and testing points
• QAP input support
• Packing and handling instructions
• Revision history and document control
• Digital drawing package
• Automated BOM wherever feasible
• Digitised design calculation sheet
• Digitised production clearance checklist
No major order should be released to production without proper fabrication drawing and
approved engineering package, except in exceptional cases approved by top management.
C. Customer and Consultant Engineering Finalisation
The GM Design & Engineering shall be directly responsible for technical discussion,
clarification and finalisation of engineering with customers, consultants, design consultants,
project consultants, approval agencies, EPC contractors, OEMs and government /
institutional technical teams.
He shall:

• Personally participate in important technical meetings with customers and
consultants.
• Understand customer specifications, tender requirements, consultant comments and
approval expectations.
• Clarify technical deviations, design basis, drawings, calculations, material
specifications and manufacturing limitations.
• Finalise General Arrangement drawings, fabrication drawings, design calculations,
technical documents and engineering submissions with customer / consultant.
• Ensure timely submission of drawings and designs to customer / consultant as per
benchmark timeline.
• Ensure timely reply to consultant comments and customer observations.
• Maintain proper record of all technical discussions, MOMs, approvals, comments and
revisions.
• Ensure that no verbal commitment is made without proper technical and commercial
understanding.
• Coordinate with Sales, Projects, Costing, Production and Quality before finalising any
technically sensitive commitment.
• Convert customer / consultant comments into controlled engineering revisions
through proper drawing revision and ECN system.
• Ensure final approved drawings are clearly communicated to Production, Quality,
Purchase, Projects and Site teams.
•
Protect EPPs technical, commercial and contractual interest while finalising
engineering with external parties.
• Ensure that customer-approved drawings are received within defined timeline
benchmarks.
• Ensure that production is not delayed due to avoidable delay in customer / consultant
engineering approval.
• Maintain a customer / consultant approval tracker for all approval-based orders.
• Escalate customer / consultant approval delays in time if they may affect production,
dispatch or project commitment.
• Digitally track all customer / consultant comments, replies, revisions, approvals and
pending matters.
D. Production Clearance and Design Review Discipline
The GM shall ensure that production clearance is issued only after proper engineering
readiness and within the approved internal timeline.
He shall:
• Ensure production clearance is issued within benchmark timelines after completion of
design, approval and BOM readiness.
• Conduct design review meetings for all orders before production clearance.
• Conduct design review meetings immediately after receipt of approved drawings.
• Ensure design review meetings are attended by Design, Production, Quality,
Planning, Purchase, Costing and Project teams wherever required.
• Ensure all design review meetings are documented through MOM.

• Ensure each design review point has a responsible person, target date and closure
status.
• Ensure unresolved technical issues are escalated before they affect production.
• Ensure production does not start based on incomplete drawings, unclear revisions,
unapproved design or verbal instructions.
• Ensure production clearance includes final approved drawing, BOM, manufacturing
instruction, inspection points and special customer requirements.
• Maintain production clearance tracker with planned date, actual date, delay reason
and responsible person.
• Digitise the production clearance checklist and link it with drawing approval, BOM
release and SAP / ERP wherever possible.
E. Engineering, Design, Drawing and Proposal Automation
The GM shall be responsible for creating a roadmap for automation of engineering, design,
drawings, BOM and technical proposals.
He shall:
• Identify repetitive engineering activities that can be automated.
• Develop product-wise standard design templates.
• Develop standard drawing templates for repeat products.
• Develop parametric drawing models wherever feasible.
• Develop automated BOM generation for standard and repeat products.
• Develop product configurators for selected product families.
• Develop automated design calculation sheets with maker-checker-approver control.
• Develop standard technical proposal formats for each product vertical.
• Develop proposal automation for recurring products and tenders.
• Ensure technical proposals are linked with standard product specifications, drawings,
deviations, BOM and costing inputs.
• Reduce proposal preparation time by using standard libraries and approved templates.
• Ensure the latest approved technical data is used in all proposals.
• Eliminate use of outdated drawings, old data sheets and uncontrolled proposal
formats.
• Coordinate with Sales and Costing teams to ensure technical proposal automation
supports faster and more accurate offer submission.
• Create a digital technical proposal library containing approved product descriptions,
technical specifications, drawings, testing standards, certificates, deviations,
compliance statements and installation references.
• Ensure automation does not compromise engineering accuracy, customer requirement
or commercial safety.
F. Digitisation of Engineering and Drawing System
The GM shall lead digitisation of the entire design and engineering function.

He shall establish:
• Central digital drawing repository
• Controlled drawing numbering system
• Digital revision control
• Digital drawing approval workflow
• Digital customer / consultant approval tracker
• Digital production clearance tracker
• Digital design review MOM and action tracker
• Digital engineering delay ageing report
• Digital BOM database
• Digital design calculation library
• Product-wise drawing library
• Product-wise proposal library
• Standard technical datasheet library
• Common engineering document management system
• Integration with SAP Rise / ERP wherever feasible
• Access control, backup and document security
• Dashboard for design department performance
• Pending drawing / approval / clearance ageing dashboard
• Alert and escalation system for delayed engineering activities
The GM shall ensure that the design department moves from individual file-based working to
a centralised, traceable, controlled and digitally monitored engineering system.
G. Product-Wise Engineering Ownership
The GM shall develop full design capability for all EPP product verticals.
1. GRP / GRE / FRP Pipes and Fittings
He shall:
• Develop design calculations for pressure, stiffness, vacuum, burial depth, surge and
external loads.
• Prepare pipe layout drawings, fitting drawings, joint details and installation drawings.
• Develop standard drawings for bends, tees, reducers, flanges, couplers, manholes and
specials.
• Support EPC / site teams with laying, jointing, hydrotesting and support details.
• Create product-wise design library for standard diameters, pressure classes and
stiffness classes.
• Develop automated pipe / fitting drawing templates wherever feasible.
• Support customer / consultant approval for pipe system engineering.
2. Chemical Equipment and Process Equipment
He shall:

• Prepare detailed design for tanks, vessels, scrubbers, ducts, chimneys, stacks, hoods,
FRP lining and process equipment.
• Develop laminate schedules, nozzle details, manway details, lifting lug details, saddle
/ support drawings and site erection drawings.
• Coordinate with process, production and QC teams for manufacturable and
inspectable designs.
• Ensure all critical equipment drawings are supported by design calculations and
material specifications.
• Discuss technical comments with customer / consultant and finalise engineering
within target timelines.
• Develop standard design calculation templates and drawing libraries for repeat
equipment.
3. SMC Electrical Enclosures and Panel Tanks
He shall:
• Create mould-wise and product-wise design standards.
• Prepare full component drawings, assembly drawings, drilling drawings, hardware
details and installation drawings.
• Support sales and government tender teams with product technical documents, PQ
drawings and approval documents.
• Develop standardisation to reduce variation and improve production efficiency.
• Support DISCOMs, government departments, consultants, OEMs and approval
agencies with technical finalisation.
• Develop automated proposal and technical compliance formats for standard enclosure
and panel tank products.
4. Pultrusion, Gratings and Structural Products
He shall:
• Develop profile drawings, loading tables, support span details, assembly drawings and
installation details.
• Create design manuals for cable trays, ladders, handrails, gratings, platforms and
other pultruded structures.
• Support new application development with structural calculations and product
validation.
• Prepare customer-friendly engineering documents and installation drawings.
• Develop standard proposal formats, load tables and automated datasheets.
5. UGST, FRP Rebar, Manhole Covers, Roofing Sheets, Poles and New Products
He shall:
• Build design standards, drawings, testing requirements and application documents for
each product.
• Coordinate with R&D / CEC for new product development, product validation and
application engineering.
• Develop installation manuals and customer-facing technical literature.

• Support government / consultant approvals with engineering data and technical
justification.
• Develop standard digital technical files for each product.
6. Windmill, Mobility and Advanced Composite Products
He shall:
• Establish modern engineering practices for high-precision composite parts.
• Develop CAD models, mould drawings, process drawings, tooling drawings and
inspection templates.
• Build capability for simulation, weight optimisation, manufacturability review and
customer engineering coordination.
• Ensure design documentation meets the expectations of OEM customers and global
clients.
• Create controlled digital engineering records for every advanced composite product.
7. Global Best Practices in Design and Engineering
The GM shall adopt and implement global best practices, including:
• Design for Manufacturing and Assembly DFM / DFA
• Design for Quality and Inspection
• Stage-gate design review system
• Engineering change management
• Drawing revision control
• 3D CAD modelling wherever required
• Finite Element Analysis / structural analysis for critical products
• Standard product libraries
• Design automation and parametric templates
• Product data management system
• Engineering document control
• Cost-conscious design
• Value engineering
• Design risk analysis
• Failure Mode and Effects Analysis FMEA
• Root Cause Analysis for design-related failures
• Lessons-learned database
• Standard drawing numbering system
• Standard tolerances and manufacturing notes
• Product-wise design manuals
• Customer approval tracking
• Consultant comment closure tracking
• As-built drawing system
• Benchmark timelines for engineering deliverables
• Weekly engineering delay ageing review
• Time-bound production clearance system

• Proposal automation system
• Drawing automation system
• Digital engineering dashboard
• SAP / ERP-linked engineering workflow wherever feasible
The GM shall ensure that EPPs engineering practices match the expectations of large
customers, EPC companies, government departments, consultants, OEMs and export
customers.
8. Software and Digital Engineering Development
The GM shall identify, implement and institutionalise suitable software and digital tools for
complete in-house engineering.
He shall evaluate and implement suitable tools for:
• 2D drafting
• 3D modelling
• Product design
• Structural analysis
• Pipe design
• Tank and vessel design
• Laminate design
• Mould and tooling design
• BOM generation
• Drawing revision control
• Engineering document management
• Design library creation
• Proposal automation
• Drawing automation
• Product configurator
• Automated calculation templates
• Automated technical datasheet generation
• Integration with SAP Rise / ERP
• Costing support
• Design automation for repetitive products
• Customer approval tracking
• Consultant comment tracking
• Production clearance tracking
• Design review meeting tracking
• Engineering dashboard and KPI monitoring
The GM shall work with the SAP / IT team to ensure that drawings, BOMs, material codes,
revisions, specifications, proposal data and production routings are properly integrated with
SAP Rise wherever feasible.

9. Internal Engineering Facility Development
The GM shall develop internal capability so that EPP is not dependent on external parties for
routine engineering.
He shall:
• Build a competent design team for each product vertical.
• Identify skill gaps in existing design manpower.
• Recruit / train design engineers, draftsmen, product engineers and checking engineers.
• Develop internal design standards and manuals.
• Create a central design library.
• Create product-wise drawing banks.
• Create templates for common products.
• Develop training modules for design engineers and production teams.
• Create a technical knowledge management system.
• Build internal capability for design calculations and product validation.
• Support in-house laboratory / testing / CEC with engineering inputs for product
development.
• Build internal capability to handle customer / consultant engineering discussions
without overdependence on external consultants.
• Build software-based monitoring for drawing submission, approval status, production
clearance and design review closure.
• Build internal automation capability for engineering, drawings, BOMs, calculations
and technical proposals.
10. Coordination with Sales and Tendering
The GM shall support Sales and Tendering teams by providing accurate, fast and
standardised technical documents.
Responsibilities include:
• Review customer specifications at enquiry stage.
• Identify deviations, risks and missing technical information.
• Prepare technical offers and design inputs for costing.
• Support tender drawings, PQ documents and technical clarifications.
• Support government tenders, DISCOM tenders, EPC tenders and OEM requirements.
• Provide quick but accurate design support for sales conversion.
• Ensure that what is committed to the customer is technically feasible and
manufacturable.
• Prevent wrong commitments due to incomplete technical review.
• Attend pre-bid / post-bid technical discussions wherever required.
• Provide technical clarifications to consultants and customers within committed
timeline.
• Develop automated proposal formats for standard products.
• Develop technical compliance templates for tenders and repeat customers.

• Maintain a proposal database for product-wise technical offers, datasheets, drawings,
standards, certificates and deviations.
• Ensure technical proposals are aligned with design capability, production feasibility
and costing assumptions.
11. Coordination with Production
The GM shall ensure that drawings are easy to manufacture, clear and complete.
He shall:
• Conduct design-to-production handover meetings for critical orders.
• Ensure production receives complete fabrication drawings and BOM.
• Resolve shop floor drawing queries quickly.
• Visit production areas regularly to understand practical manufacturing issues.
• Modify design practices based on manufacturing feedback.
• Reduce drawing-related rework and delays.
• Ensure all drawings clearly mention critical dimensions, tolerances, material details
and inspection points.
• Ensure design supports productivity, repeatability and quality.
• Ensure no production starts on incomplete or unclear drawings, except under written
approval from competent authority.
• Ensure production clearance is issued within defined timeline after engineering
readiness.
• Ensure delay in production clearance is reviewed weekly with reason and corrective
action.
• Digitally record production clearance and design handover for traceability.
12. Coordination with Quality
The GM shall ensure that design and quality work together.
He shall:
• Provide drawing inputs for QAP.
• Define critical-to-quality dimensions.
• Support inspection formats.
• Review design-related NCRs.
• Participate in customer complaint analysis.
• Modify designs where required to prevent repeated failures.
• Ensure that inspection and testing requirements are clearly mentioned in drawings.
• Maintain design-related corrective and preventive action records.
• Support customer / consultant inspection and technical approval wherever required.
• Digitise quality-related drawing requirements and inspection inputs wherever
possible.

13. Coordination with Purchase and Costing
The GM shall support Purchase and Costing teams with accurate technical data.
He shall:
• Prepare accurate BOMs and bought-out item specifications.
• Standardise materials and components to reduce purchase complexity.
• Support vendor development with drawings and technical specifications.
• Assist in value engineering and cost reduction.
• Ensure design changes are reflected in BOM and costing.
• Prevent cost leakage due to wrong design assumptions or incomplete engineering.
• Ensure technically correct inputs for material procurement.
• Support automated BOM and costing linkage wherever feasible.
• Ensure proposal inputs, design inputs and costing inputs are consistent.
14. Engineering Change Management
The GM shall introduce a formal Engineering Change Note / Engineering Change Request
system.
No design change should be made verbally or informally.
The system must cover:
• Reason for change
• Drawing revision
• BOM impact
• Cost impact
• Production impact
• Customer approval requirement
• Consultant approval requirement
• Stock impact
• Quality impact
• SAP / ERP update
• Proposal impact
• Design library impact
• Approval authority
• Implementation date
• Communication to all concerned departments
15. Design Documentation and Control

The GM shall implement a strong document control system.
He shall ensure:
• Unique drawing number for every drawing
• Proper revision history
• Controlled drawing release
• Obsolete drawing withdrawal
• Customer-approved drawing record
• Consultant-approved drawing record
• Internal approved drawing record
• As-built drawing preparation
• Soft copy and hard copy control
• Common server / PDM / PLM storage
• Access control
• Backup and data security
• Complete traceability from enquiry to final approved drawing to production release
• Proposal revision control
• Design calculation revision control
• Digital document approval workflow
• Linkage between drawing, BOM, proposal, costing and production clearance
16. Authority
The GM Design & Engineering shall have the authority to:
1. Stop release of any order to production if detailed engineering is incomplete.
2. Reject incomplete or technically unclear sales inputs before design starts.
3. Ask Sales / Projects / Customer / Consultant for missing technical information.
4. Approve internal design standards and drawing templates.
5. Approve drawing release after proper internal checking.
6. Define design manpower requirement and recommend recruitment.
7. Recommend required software, hardware and engineering tools.
8. Recommend external consultant support where specialised expertise is required.
9. Initiate design correction or revision where required.
10. Call cross-functional design review meetings.
11. Call technical meetings with customers and consultants wherever required.
12. Escalate unresolved technical risks to top management.
13. Freeze standard designs for repeat products.
14. Approve standardisation of components and materials from engineering point of view.
15. Hold design team members accountable for drawing errors, delays and incomplete
documentation.
16. Recommend training and skill development programmes for design manpower.
17. Refuse verbal or informal design changes unless routed through proper ECN /
approval system.
18. Escalate customer / consultant approval delays affecting production or dispatch.

19. Withhold production clearance if drawings, BOM, approvals or technical inputs are
incomplete.
20. Seek immediate management intervention where drawing approval or production
clearance delay may affect delivery commitment.
21. Recommend and implement engineering, design, drawing and proposal automation
tools after management approval.
22. Freeze and control standard proposal formats, drawing templates, calculation
templates and technical datasheets.
23. Stop use of outdated, uncontrolled or unauthorised proposal / drawing / design
formats.
17. Accountability
The GM shall be accountable for:
1. Converting EPP from schematic drawing-based working to complete detailed
engineering-based working.
2. Ensuring that all major products have complete fabrication drawings before
production.
3. Reducing design-related production errors, rework and customer complaints.
4. Building in-house design and engineering capability for all product verticals.
5. Ensuring timely design release as per production and customer requirements.
6. Ensuring correctness of drawings, BOMs, calculations and engineering documents.
7. Ensuring proper revision control and design change management.
8. Ensuring that design supports manufacturability, quality, cost control and delivery.
9. Developing design standards, product libraries and engineering manuals.
10. Ensuring customer-approved drawings are properly maintained and followed.
11. Ensuring consultant comments are replied, resolved and closed within target
timelines.
12. Supporting sales conversion through strong technical documentation.
13. Ensuring global best practices are practically implemented in EPP.
14. Reducing dependency on individuals and external design support.
15. Creating a design department that is system-driven, disciplined and scalable.
16. Timely engineering finalisation with customers and consultants.
17. Closure of consultant comments within agreed timelines.
18. Ensuring that customer-approved drawings and documents are available before
production release wherever approval is required.
19. Avoiding production delays due to pending customer / consultant engineering
approval.
20. Ensuring that all engineering commitments made to customers are technically correct,
manufacturable and commercially safe for EPP.
21. Maintaining complete records of customer / consultant approvals, comments,
revisions and final engineering documents.
22. Ensuring all design and engineering activities are completed as per approved
benchmark timelines.
23. Ensuring measurable performance of the design department through KPI dashboard.
24. Ensuring drawing and design submission is completed within benchmarked timelines.

25. Ensuring production clearance is issued within desired timeline after engineering
readiness.
26. Ensuring design review meetings are conducted, documented and closed within target
timelines.
27. Ensuring delay reasons are recorded, reviewed and escalated before they affect
production, dispatch or site execution.
28. Ensuring engineering, design, drawing, BOM and proposal automation is
implemented in a phased manner.
29. Ensuring engineering digitisation reduces manual dependency, errors and delays.
30. Ensuring that automated templates are technically correct, approved and revision-
controlled.
31. Ensuring digital data is protected, updated and accessible to authorised users only.
32. Ensuring proposal automation supports faster, accurate and technically safe offer
submission.
18. Key Result Areas
KRA 1: Complete Detailed Engineering System
• Develop product-wise detailed engineering checklist.
• Ensure all major orders are released with complete design package.
• Eliminate production based only on schematic drawings.
• Implement fabrication drawing system for all relevant products.
• Ensure engineering package is completed within target timeline.
KRA 2: Design Standardisation
• Create standard design library for repeat products.
• Standardise drawings, components, BOMs and technical notes.
• Reduce unnecessary design variation.
• Improve repeatability and manufacturing speed.
• Prepare standard engineering templates.
KRA 3: Customer and Consultant Approval Management
• Discuss engineering with customers and consultants.
• Submit drawings and designs within benchmarked timelines.
• Close technical comments within defined timelines.
• Maintain approval tracker.
• Obtain customer / consultant approvals within desired timeline.
• Ensure final approved drawings are available before production release.
•
Ensure EPPs technical and commercial interest is protected.
KRA 4: Production Clearance and Design Review Discipline
• Issue production clearance within internal timeline.
• Conduct design review meetings before production clearance for all orders.

• Maintain MOM and action tracker for design review meetings.
• Ensure unresolved design points are closed before production release.
• Ensure no production delay due to avoidable design clearance issues.
KRA 5: Engineering, Design, Drawing and Proposal Automation
• Develop automation roadmap for engineering, design, drawings, BOMs and
proposals.
• Automate repetitive drawing and design work wherever feasible.
• Develop standard proposal templates and digital technical offer formats.
• Develop product configurators for repeat products.
• Develop automated design calculation templates.
• Link proposal, drawing, BOM and costing data.
• Reduce proposal and engineering turnaround time.
• Reduce person dependency in repeated design and proposal work.
KRA 6: Software and Digital Capability
• Identify and implement suitable CAD / CAE / PDM / design automation tools.
• Integrate BOM and drawing data with SAP Rise wherever possible.
• Create digital design database.
• Ensure safe storage, access control and revision control.
• Build engineering dashboard for real-time monitoring.
• Build digital proposal and technical documentation database.
KRA 7: Design Quality and Accuracy
• Reduce drawing mistakes.
• Reduce production rework due to design errors.
• Ensure maker-checker-approver system.
• Conduct design reviews for critical orders.
• Maintain design error analysis and corrective action records.
KRA 8: Timely Design Release
• Release drawings as per agreed timelines.
• Support production planning and dispatch targets.
• Minimise delay caused by drawing unavailability.
• Create timeline benchmarks for enquiry support, drawing release, approval
submission, comment closure, BOM release, design review meeting and production
handover.
KRA 9: Product Engineering Development
• Develop engineering capability for each EPP product vertical.
• Prepare product design manuals.
• Support new product development and application engineering.
• Support testing, validation and certification requirements.

KRA 10: Cross-Functional Support
• Support Sales, Tendering, Production, Quality, Purchase, Costing and Projects.
• Provide technical support for customer approvals and consultant approvals.
• Resolve design-related issues quickly.
• Ensure all departments work from the same approved drawing and revision.
19. Key Performance Indicators
No.
KPI
Target / Measurement
Detailed fabrication
drawing coverage
Minimum 80% of major product orders within 6 months;
95% within 12 months
1
Orders released only with Reduce to below 20% in 6 months and below 5% in 12
2
3
schematic drawings
months
Drawing release on-time
performance
4 Drawing error rate
Minimum 90% drawings released as per agreed schedule
Less than 2% of released drawings having major errors
Reduce by minimum 50% within 12 months
Design-related production
rework
5
Design-related customer
complaints
6
Reduce by minimum 50% within 12 months
Standard design library
creation
Standard drawings for top 50 repeat products within 6
months
7
Product-wise engineering
manuals
8
Minimum 5 major product manuals within 12 months
Minimum 95% BOM accuracy in SAP / costing /
production release
9 BOM accuracy
10 Engineering change control 100% design changes through formal ECN system
Maker-checker-approver
11
100% implementation for all critical drawings
implementation
Customer approval drawing
tracker
12
100% tracking for all approval-based orders
CAD / PDM / drawing control system implemented within
approved timeline
13 Software implementation
Design manpower
14
Skill matrix and training plan for 100% design team within
3 months
development
Internal design dependency Minimum 75% routine engineering handled in-house
15
improvement
within 12 months
Weekly design review for major orders and monthly
design performance review
16 Design review meetings
Production drawing query
closure
17
90% shop floor queries closed within 24 hours

Annual measurable cost saving target to be fixed jointly
with management
18 Value engineering savings
New product engineering Engineering package for all approved new products before
19
support
commercial production
100% drawings under controlled numbering and revision
system
20 Drawing document control
Customer / consultant
21
Minimum 90% comments to be replied / closed within
agreed target timeline
comment closure
Engineering approval
timeline adherence
Minimum 90% engineering approvals to be completed as
per committed schedule
22
Pending approval impact on Zero production stoppage due to avoidable delay in design
23
24
25
26
27
28
29
30
31
production
/ consultant approval
Technical meeting
documentation
100% important customer / consultant meetings to have
MOM / written record
Final approved drawing
availability
100% customer-approved drawings to be available before
production release, wherever approval is required
Engineering deviation
control
100% deviations to be documented and approved before
final customer commitment
Consultant coordination
effectiveness
Monthly review of pending consultant comments and
overdue engineering approvals
Benchmark timeline
adherence
Minimum 90% adherence to approved engineering
timeline benchmarks
Design-to-production
handover
100% critical orders to have documented design handover
to production
As-built drawing
completion
100% as-built drawings for applicable project / customised
orders
Drawing / design
submission timeline
Minimum 90% drawings and designs to be submitted to
customer / consultant within benchmarked timeline
Minimum 90% client / consultant approvals to be obtained
within desired timeline or escalated with documented
reason
Client drawing approval
timeline
32
Production clearance
timeline
Design review meeting
discipline
Engineering delay ageing Weekly ageing review of delayed drawings, approvals,
review
Engineering automation
roadmap
Proposal automation
implementation
Drawing automation
implementation
Automated BOM
generation
Minimum 95% production clearances to be issued within
approved internal timeline after final engineering readiness
100% critical orders to have design review meeting before
production clearance
33
34
35
36
37
38
39
comments and production clearances
Complete roadmap for design, drawing, BOM and
proposal automation within 90 days
Standard proposal templates for minimum 5 major product
verticals within 6 months
Automated / parametric drawing templates for top repeat
products within 6 to 12 months
Automated or template-based BOM generation for selected
repeat products within 6 to 12 months

100% standard drawings and technical documents stored in
controlled digital library
40 Digital design library
Proposal turnaround time Minimum 30% reduction in technical proposal preparation
41
42
43
reduction
time within 12 months
Manual dependency
reduction
Minimum 50% reduction in repetitive manual drawing /
proposal work within 12 months
Digital approval tracker
usage
100% approval-based orders to be tracked digitally
100% drawings, proposals, calculations and technical
datasheets under revision control
44 Document revision control
SAP / ERP integration
support
Drawing, BOM and engineering data integration roadmap
with SAP Rise within 6 months
45
20. Suggested Benchmark Timelines for Engineering
Activities
The final timelines may be approved by management product-wise, but the GM Design &
Engineering shall establish, implement and strictly follow benchmark timelines for all
engineering activities.
Activity
Enquiry technical review
Suggested Benchmark Timeline
Within 24 hours
Technical deviation /
clarification preparation
Within 1 working day
Drawing / design
submission to customer /
consultant
As per approved order schedule. Normally within 2 working
days for normal drawings and within 7 working days for
project / complex drawings after receipt of complete inputs
Customer / consultant
comment reply
Within 1 working day
Revised drawing submission
after customer / consultant Within 1 to 3 working days depending on complexity
comments
Final approval follow-up
Final fabrication drawing
Continuous follow-up with weekly escalation in case of delay
after customer / consultant Within 2 working days
approval
BOM release after drawing
Within 24 to 48 hours
finalisation
Before production clearance for all orders and immediately
after receipt of approved drawings
Design review meeting
Production clearance after
engineering readiness
Within 24 to 48 hours
Design-to-production
handover
Before production start, without exception

Shop-floor drawing query Within 24 hours for routine queries and within 48 hours for
resolution
complex queries
ECN / ECR processing
Within 2 to 5 working days depending on impact
As-built drawing
preparation
Within 7 days from completion / dispatch / site confirmation
Standard technical proposal
preparation for repeat
products
Within 24 to 48 hours after complete inputs
Technical proposal
preparation for project /
customised products
Proposal revision after
technical / commercial
comments
Within 3 to 7 working days depending on complexity
Within 1 to 3 working days
Updating digital design /
proposal library after
revision
Within 24 hours of approval
Automation template
creation for repeat products
As per approved automation roadmap
Daily for pending engineering, approvals and production
clearance
Digital dashboard update
The GM Design & Engineering shall prepare final product-wise benchmark timelines for
all major EPP products within the first 90 days and obtain management approval.
The GM shall also ensure that every delayed activity is tracked through an ageing report
showing:
• Order number / project name
• Drawing / document number
• Responsible engineer
• Planned date
• Actual completion date
• Delay in days
• Reason for delay
• Internal / customer / consultant dependency
• Escalation status
• Corrective action
No drawing submission, customer approval, revised drawing submission, fabrication drawing
release, BOM release, design review meeting, proposal submission, proposal revision,
automation template update or production clearance should remain pending without a
responsible person, target date and escalation plan.
21. First 90 Days Action Plan

First 30 Days
• Study existing design process and product-wise gaps.
• Identify all products where only schematic drawings are currently used.
• Review design team capability and manpower structure.
• Identify software gaps.
• Prepare product-wise design deliverable matrix.
• Define drawing numbering and revision control system.
• Prepare immediate risk list of products running without proper fabrication drawings.
• Identify all current pending customer / consultant approvals.
• Start customer / consultant approval tracker.
• Start drawing submission delay and production clearance delay ageing report.
• Identify opportunities for design, drawing, BOM and proposal automation.
• Identify repetitive technical proposals and drawings that can be standardised.
31 to 60 Days
• Implement maker-checker-approver system.
• Start fabrication drawing preparation for high-volume and high-risk products.
• Create standard templates for GA drawings, fabrication drawings and BOM.
• Start design review meetings with production and quality.
• Prepare software and manpower requirement proposal.
• Start central drawing library development.
• Introduce formal drawing release system.
• Define preliminary benchmark timelines for engineering deliverables.
• Start formal customer / consultant comment closure process.
• Start production clearance tracker.
• Start weekly delayed drawing / approval / clearance review.
• Start preparation of standard technical proposal templates.
• Start creation of digital proposal library and technical datasheet library.
61 to 90 Days
• Release first set of standard product drawing libraries.
• Implement ECN / ECR system.
• Finalise software implementation roadmap.
• Create KPI dashboard for design department.
• Start product-wise design manuals.
• Train design and production teams on new drawing system.
• Present full design transformation roadmap to management.
• Finalise and approve product-wise engineering timeline benchmarks.
• Implement customer / consultant approval review mechanism.
• Implement design review meeting discipline before production clearance.
• Present engineering, design, drawing, BOM and proposal automation roadmap to
management.
• Finalise priority products for automation and digitisation.

22. 12-Month Transformation Roadmap
Month 1 to 3: Stabilisation
• Gap analysis
• Drawing control system
• Design team restructuring
• Basic fabrication drawing system
• Immediate high-risk product correction
• Customer / consultant approval tracker
• Production clearance tracker
• Design review meeting discipline
• Benchmark timeline definition
• Automation opportunity mapping
• Digital proposal library planning
Month 4 to 6: Standardisation
• Standard design library
• Product-wise templates
• BOM standardisation
• Design review process
• ECN implementation
• Software selection
• Consultant comment closure discipline
• Drawing release timeline discipline
• Production clearance discipline
• Standard proposal templates for major products
• Digital technical datasheet library
• Standard drawing and calculation templates
Month 7 to 9: Digitalisation
• CAD / CAE / PDM implementation
• SAP integration planning
• Design automation for repeat products
• Product data management system
• Digital approval tracker
• Digital production clearance tracker
• Design KPI dashboard
• Proposal automation system
• Digital engineering document control system
• Automated BOM templates for selected products
Month 10 to 12: Excellence
• Product design manuals
• Advanced calculations
• Full fabrication drawing culture

• Reduced rework and design errors
• Global best practice benchmarking
• Fully measurable design KPI dashboard
• Complete time-bound engineering process from enquiry to production release
• Strong customer / consultant engineering finalisation capability
• Strong design review and production clearance discipline
• Established engineering, design, drawing and proposal automation system
• Digitally controlled engineering and proposal workflow
23. Required Qualification and Experience
The candidate should preferably have:
• Degree in Mechanical Engineering / Production Engineering / Design Engineering or
equivalent.
• 15 to 25 years of experience in design, engineering, fabrication drawing, product
engineering or manufacturing engineering.
• Strong experience in detailed engineering, fabrication drawings and manufacturing
drawings.
• Experience in composite products, FRP / GRP / GRE, tanks, piping, process
equipment, SMC products, structural products or similar manufacturing industry will
be preferred.
• Good knowledge of CAD software, 3D modelling, BOM systems and engineering
documentation.
• Exposure to design calculations, manufacturing processes and quality systems.
• Experience in handling customer / consultant engineering approvals.
• Experience in building or leading a design department.
• Experience in design automation, drawing automation, proposal automation, PDM /
PLM or engineering digitisation will be preferred.
• Ability to coordinate with production, sales, quality, purchase, projects and
customers.
• Strong leadership, discipline, system orientation and problem-solving ability.
24. Key Competencies Required
• Strong engineering fundamentals
• Detailed design mindset
• Ability to convert concept into manufacturing drawings
• Knowledge of fabrication and shop floor requirements
• CAD / CAE / digital engineering knowledge
• Product standardisation ability
• Design review and checking discipline
• Cost-conscious design approach
• Cross-functional coordination
• Customer / consultant technical discussion capability

• Team building and training capability
• Documentation discipline
• Customer and consultant handling ability
• Problem-solving and root cause analysis
• Ability to implement systems, not only prepare drawings
• Ability to work with defined timelines and measurable targets
• Ability to protect company interest while finalising engineering externally
• Ability to drive production clearance and engineering approval discipline
• Ability to automate repetitive engineering activities
• Ability to digitise design, drawing, BOM and proposal workflows
• Ability to build and maintain standard engineering and proposal libraries
25. Expected Behavioural Qualities
The GM Design & Engineering should be:
• Technically strong
• Detail-oriented
• System-driven
• Disciplined in documentation
• Practical and manufacturing-oriented
• Firm on drawing quality and process compliance
• Capable of mentoring engineers
• Capable of challenging incomplete inputs
• Capable of confidently discussing engineering with customers and consultants
• Committed to long-term capability building
• Able to work under time pressure without compromising engineering quality
•
Able to bring global best practices but adapt them practically to EPPs working
environment
• Strong in follow-up and timeline adherence
• Commercially aware while making technical commitments
• Proactive in escalation before delay affects production or dispatch
• Firm in ensuring design review and production clearance discipline
• Digitally oriented
• Automation-focused
• Willing to replace person-dependent working with system-driven working
26. Revised Success Definition
The GM Design & Engineering shall be considered successful when EPP achieves the
following:
1. EPP stops depending only on schematic drawings for production.
2. Complete fabrication drawings become standard practice.
3. All major products have design calculations, BOMs and manufacturing drawings.

4. Production errors due to drawing gaps reduce significantly.
5. Design department becomes a strong technical backbone for Sales, Production,
Quality, Purchase, Costing and Projects.
6. EPP develops in-house capability for complete engineering of each product.
7. Design data, drawings, BOMs and revisions are properly controlled.
8. EPP becomes capable of presenting itself to large customers, consultants, government
departments, EPC companies, OEMs and export customers as a professionally
engineered global composite manufacturing company.
9. Customer and consultant engineering discussions are handled professionally,
technically and commercially in EPPs interest.
10. Engineering comments, approvals, revisions and final drawings are closed within the
agreed target timelines.
11. All design and engineering activities are completed as per defined benchmark
timelines for enquiry support, drawing preparation, customer approval, consultant
comment closure, fabrication drawing release, BOM release and production handover.
12. Drawing and design submissions to customers / consultants are completed within
benchmarked timelines.
13. Customer / consultant approvals are obtained within desired timelines or escalated
with documented reasons.
14. Production clearance is issued within approved internal timelines after final
engineering readiness.
15. Design review meetings are conducted, documented and closed within desired
timelines.
16. No major production, dispatch or site execution delay occurs due to avoidable delay
in engineering, drawing release, consultant approval, design review meeting or
production clearance.
17. The design department works with clear timelines, measurable performance,
ownership and accountability.
18. EPP achieves a disciplined engineering culture where every product moves from
enquiry to approval to manufacturing through a controlled, time-bound and
benchmark-driven process.
19. The GM establishes a complete internal engineering facility, software system and
trained team to support every product vertical of EPP.
20. Engineering, design, drawing, BOM and proposal automation are implemented for
repeat and standard products.
21. Technical proposal preparation becomes faster, standardised, accurate and digitally
controlled.
22. The design department becomes a competitive advantage for EPP in customer
confidence, consultant approval, production accuracy, cost control, delivery
performance and global positioning.
27. Management Expectation
The GM Design & Engineering is expected to create a design culture where engineering
discipline, timeline adherence, customer approval, production clearance, design review
meetings, proposal automation and engineering digitisation are treated as critical
business commitments.

At present, one of the main problem areas in EPP is that:
• Drawings and designs are not submitted within benchmarked timelines.
• Customer / consultant drawing approvals are not obtained within the desired timeline.
• Production clearance is not issued within the required timeline.
• Design review meetings are not conducted or concluded within the desired timeline.
• Technical proposals, drawings, BOMs and calculations are not sufficiently automated.
• Proposal preparation and engineering submissions are dependent on individuals and
manual working.
• Production, dispatch and project execution suffer due to delay in engineering release,
drawing approval and design decision-making.
The GM Design & Engineering shall be specifically responsible to correct these gaps and
ensure that the design department becomes a time-bound, accountable, digitised,
automated and execution-supporting department.
The management expects the GM Design & Engineering to ensure that:
1. Engineering is complete before production starts.
2. Drawings are submitted to customers / consultants within approved benchmark
timelines.
3. Customer / consultant comments are replied to within defined target timelines.
4. Customer / consultant approvals are obtained within the desired timeline through
active follow-up, technical discussion and escalation wherever required.
5. No drawing remains pending without ownership, follow-up and target closure date.
6. Production clearance is issued within the committed timeline after receipt of required
inputs and approvals.
7. Design review meetings are conducted regularly and concluded with clear decisions,
responsibilities and target dates.
8. All design review meeting points are documented through MOM and tracked until
closure.
9. Production should not suffer due to avoidable delay in drawing release, design
clarification, BOM release, engineering approval or production clearance.
10. Drawings are clear enough for the shop floor to manufacture without assumptions.
11. BOM is accurate enough for purchase, costing and SAP.
12. Every design has ownership.
13. Every revision is controlled.
14. Every product has a standard.
15. Every mistake is analysed and prevented from repeating.
16. Every customer / consultant comment is tracked and closed.
17. Every approval is completed within target timeline.
18. Every activity is measured against benchmark timelines.
19. Design delay, approval delay and production-clearance delay are reviewed weekly
with ageing analysis.
20. Delay reasons are recorded clearly as internal delay, customer delay, consultant delay,
information delay, commercial delay or management decision delay.
21. Escalation must be made in time if any customer / consultant approval or internal
design decision is likely to affect production, dispatch or project commitment.
22. The design department must work as a proactive department, not as a reactive drafting
department.

23. Repetitive engineering, design, drawing, BOM and proposal work must be automated
wherever feasible.
24. Standard proposal formats, drawing templates, calculation templates and technical
datasheets must be digitised and controlled.
25. Engineering and proposal data must be stored in a central digital system with proper
access control and revision control.
26. Proposal automation must reduce turnaround time and improve technical accuracy.
27. Design automation must reduce errors, rework, duplication and dependency on
individuals.
28. Digitisation must create transparency in pending drawings, pending approvals,
production clearance and engineering delays.
29. Design must become a competitive advantage for EPP in customer confidence,
consultant approval, production accuracy, cost control, delivery performance and
global positioning.
The GM Design & Engineering must establish a system where every order moves through a
controlled engineering cycle:
Customer Input / Order Requirement Technical Review Automated /
Standardised Proposal Support GA Drawing Customer / Consultant Submission
Comment Closure Final Approval Detailed Fabrication Drawing BOM
Release Design Review Meeting Production Clearance Production Handover
As-Built Drawing / Final Engineering Record
Each stage must have a defined owner, target date, actual completion date, delay reason,
digital record and escalation mechanism.
This position is not only a departmental role. It is a strategic transformation role for EPPs
future growth, quality, productivity, customer confidence, consultant approval, proposal
accuracy, engineering digitisation, production clearance discipline, delivery reliability and
global positioning.