ENEP12007 Portfolio

ENEP 12007
PORTFOLIO
Pierce Hardin S0266203
Lecturer: Chanelle Olive

Due Date: 3/6/2015
Contents:
1.
2.
3.
4.
Business Plan
Application for employment
Reflective paper
eChartered engineering competency claims
Hardin Fabrications
The Business
Business name: Hardin Fabrications
Business structure: Sole Trader
ABN: 12 345 678 901
Business location: Brisbane
Date established: 1 July 2015
Business owner: Pierce Hardin
Relevant owner experience: 5 years experience in mechanical engineering graduate student and 2
year internship at General Atomics as a lead project engineer. I have worked by myself and as part of
a team. I was co-leader of the mechatronics club at San Diego State University and am white card
certified in Australia. Both of the Universities I attended are of the highest accreditation (ABET and
Engineers Australia).
Products/services: Hardin Fabrications is the one stop solution for any and all engineering needs.
We will specialize in exact duplication of any and all mechanical parts, as well as fixing, maintaining,
and innovating new ideas and products. No matter what industry you choose, there is some sort of
mechanical equipment and/or tool that is required. When these machines or tools break or need a
replacement part, Hardin engineering can offer a quality and affordable replacement. We also take
on small projects and will work with any perspective clients. The demand for spare parts and
duplicates is extremely high no matter where you go. Brisbane, being a hub for industries both large
and small, is in great need of our products and services.
The Market
Target market:
The main target for Hardin Fabrications are companies and businesses both large and small. The best
part about this company is that we cater to everyone. Whether its an automotive industry that
needs a new part for the mechanical arms operating a conveyor, a mechanic that needs his hydraulic
lift repaired, or even a small restaurant that broke a small but expensive piece of equipment, we can
help. People will choose Hardin Fabrications over other companies because of our affordability,
customer service, and quality.
Marketing strategy:
The first way Hardin Fabrications will enter the market is by our website. Already up and running we
are advertising ourselves as well as our products and services. The internet is an excellent way to get
our name out there and start making connections with potential customers. Next, we will develop a
good repour and reputation as we begin to meet the fabrications needs of the public as well as
continual help and small donations to the Mechatronics Club at SDSU. This way, as up and coming
engineers are working their way through university they will already know where to go to get quality
and affordable parts for anything and everything they might be trying to build or fix. University is a
great place to advertise because these future engineers will be able to see how Hardin Fabrications
can and will work for them to get the job done. Once these students have graduated and are out in
the field they will be able to contract us as well as spread our name by word of mouth to others in
their company. This will work because we will be able to provide quality products the people who
need them and our work will speak for itself.
The Future
Vision statement:
My vision for this company is to be able to hit the ground running and be able to sustain quick
growth and development. At around the 3 year mark I plan on opening more locations in other big
cities and starting to aggressively spread and grow my business. My end goal is to be able to have
Hardin Fabrications branches all over Australia and be able to reach any and all cliental by means of
shipping. I want to not only successfully build a company out of nothing, but also to be able to help
people start, manage, and maintain their livelihood, small businesses, and personal projects.
Goals/objectives:
My short term goals are to be able to advertise and promote HF (Hardin Fabrications), meet and
work with new clients, and make profits. I will be able to reach these goals by diversely marketing HF
and offering affordable prices. Finding cliental is of the utmost importance because without them,
there is no business. Because HF has a wide variety of potential products and services it will be
easier to reach more people who are in need of our help. My long term goals are to open up more
branches in more locations. With more locations, we will be able to make more connections and
continually grow.
The Finances
Finance required
To start up the company I have applied for a $60,000 loan from Suncorp bank. It is a five year loan
that will be paid back at a price of $1373.35 a month and a p.a. of 9.95%.
In the first year I plan on earning anywhere from $175,000 to $200,000. Over the course of the next
five years, these numbers will go up due to the brand awareness and the broadened consumer base.
These impressive numbers will be in part due to the top-of-the-line machinery, and expert
craftsmanship. To be able to produce such a high quality product, we will be needing high quality
machines. I will be putting in $60,000 of my own money, and applying for a loan of another $60,000.
Business details
Products/services: At Hardin Fabrications, we provide the necessary parts and equipment for any
and all machines and devices. Using the cutting edge technology of 3D printers, laser scanners and
CNC mills we can design, create, and fabricate virtually anything the customer needs. There is an
extremely high demand replacement of broken elements in a machine or a product. Often times
when something breaks and you need a replacement part, getting one is not only expensive but also
time consuming. At HF, we would be able to scan your product and fabricate a new one out of any
desired material in a quarter of the time it would take to get from the manufacturer. There is also a
very high demand for engineers who are capable and know how to solve problems and innovate. At
Hardin Fabrications, these are our specialities.
Registration details
Business name: Hardin Engineering
Trading name(s): HF
Date registered: 1/3/2015
Location(s) registered: Queensland
Business structure: Sole Trader
ABN: 12 345 678 901
ACN: 345 678 901
GST: 4/15/2015
Domain names: www.hardinengineeringsolutions.com.au
Business premises
Business location: The location of Hardin Fabrications will be at 134 Hamilton St. Chermside,
Brisbane. Chermside is an excellent location because in is near downtown Brisbane which is the hub
of commerce and close to the airport. Being in close proximity to an airport makes it incredibly easy
to ship products. The traffic in this area is light and doesnt often overcrowd which makes this a
prime location for HFs warehouse.
Buy/lease: I will lease this location for $1995.00 a month for the first 2 years then purchase it
depending on the success of the location.
Organisation chart.
Mr. Pierce Hardin

Owner
Mr. Andrew Franca

Office Manager
Mr. Al Stevens
Head Laboratory
Technician
Mr. Cam Albert

CNC Mill Operator/
Technician
CNC
Mr. Duncan Higgins

Marketing Manager
Mrs. Robbi Hardin

Receptionist /
Accountant
Mr. Jesse Vargas

3D Printer
Specialist and
operator
Management & ownership

Names of owners: I, Pierce Hardin, am the sole owner my business: Hardin Fabrications.
Details of management & ownership: As the owner, I will personally be running the company. My
involvement will be to plan and oversee the business operations, hire and train new employees, and
approve jobs. I will also delegate jobs to my employees who are competent and capable.
Experience: I have experience in management from leading the mechatronics club at San Diego
State University as well as from my previous job working at General Atomics. As the leader of the
mechatronics club it was my responsibility to coordinate events and meetings, catalogue progress,
report our findings and experience to the university, as well as order the various parts that we
required. But managing the club is more than organizing events and buying supplies, it was about
networking and getting people to join our club as well as fund it. To spread the word and recruit
potential club members I would go into classes and tell them what the mechatronics club was all
about. It takes charisma and confidence to entice people and allow them the opportunity to be a
part of a club that promotes learning and professional practice skills.
When I worked at General Atomics I was in a team and together we worked on and carried out
projects and tasks until their completion. At this job I was able to learn what it means to be a team
player as well as what it takes to be a successful manager. I learned that asking questions and always
being informed was essential to a good outcome. I learned to take initiative and rally people
together and promote teamwork to get the job done as efficiently as possible. I learned that having
a plan and being able to follow it is of paramount importance. The experience that I have gained has
given me the know-how and the confidence to branch out and become my own boss and manage my
own company successfully.
Key personnel
Required staff
Job Title
Name
Skills or strengths
Office Manager
Mr.
Andrew
Franca
Smart, capable, diligent, able to command respect and take

control of the situation. 5 years experience in the industry
from managing small business.
Marketing
Manager
Mr.
Duncan
Higgins
Confident, charismatic, persuasive, and structured. 2 years

experience in marketing and a degree in business and
communications.
Head Laboratory
Technician
Mr. Al
Stevens
Organized, knowledgeable, proactive. 4 years as a Lab

Technician at General Atomics Research and Development
department.
Receptionist/
Accountant
Mrs. Robbi
Hardin
Friendly, competent, quick learning. 3 years experience as an

inventory specialist and a degree in communication.
CNC Mill Operator/

/technician
Mr. Cam
Albert
Extremely proficient, skilled worker. 4 years experience as a

fabricator and CNC mill operator. Degree in material science
and mechanical engineering.
Job Title
Name
Skills or strengths
3D Printer
Specialist
Mr. Jesse
Vargas
Smart, hardworking, and intuitive. 2 years experience as a 3D

printer specialist. Degree in mechanical engineering.
Recruitment options
Recruitment will be primarily on the internet as well as through internships. We will post the job title
and requirements online using various websites with a description of the job and the necessary
qualifications. Form there they will be able to contact us directly and send in their resume and
application. Internships will be the next way that we recruit. We will start at colleges and
universities and hand out fliers. The interns will learn and gain real life experience through working
for HF. Once they have graduated they will be offered a position if they are hard workers and are
ambitious. They will also be the next wave of recruiters for the business due to their large social
network and personal relationships.
Products/services
Product/Service
Description
Price
Plastic Replacement
Parts
Made from standard grade plastics. Costing

$1.35/kg, we charge $3.50 to profit and to cover
cost of unused plastic shavings that will be
remelted and reused.
Base price of $50.

From there the price
is $3.50 per kilogram
Steel Replacement
Parts
Made from stainless steel. Costing $3.00/kg, we

charge $8.00 to profit and to cover cost of
unused metal shavings that will be remelted and
reused.
Base price of $70.

Composite
Replacement Parts
Made from standard grade plastics. Costing

$1.00/kg, we charge $3.50 to profit.
Base price of $70.

Market position: The great thing about HF is that we work with a large majority of the market. We
specialize in customization which means if a customer wants an affordable product, we can work
with them to achieve this goal. If a customer wants a high end product then we are more than
willing to supply it. This strategy is extremely competitive in todays market. This is because most
companies fit into a single category such as: budget, competitive, or high end. Remaining in only one
of these categories lowers the cliental available thus lowering profits.
Unique selling position: Our products will succeed in the market because regardless of the price or
material used, all of our products and services are of the highest quality and ae made and carried out
with expertise and skill. We will succeed where others have failed due to our diversity as well as the
range of clients that we are able to reach.
Anticipated demand: There is a tremendous demand in the market for small projects as well as spare
and replacement parts and equipment for virtually every machine. Whether it is a new chassis for a
particular model of a car, or even a miniscule hand of a watch, HF can make it. It is estimated that
one single customer will use our services on average between 5 and 10 times a year. For the average
manufacturer and small business we project that we will have a designated monthly output for them.
Pricing strategy: The first factor when it comes to price is the base cost. This is the price just to use
the machines as well as the manual labour required. The next is the material and the amount
needed. HF will incorporate a contribution margin based pricing system. Using this system HF will
maximize the profit obtained from one of our products, derived from the actual cost and the
vacillating cost. We will use this information to facilitate a price that maximizes the of the per unit
margin and the number of units sold.
Value to customer: Our customers view our products as helpful and necessary. Do to our diversity
our products serve as a way to enable growth in a small business, to drive a hobby, or even as an
essential aspect in an operation.
Growth potential: At HF, our potential for growth is enormous. As a soon to be necessity to the
community as well as business and hobbyists worldwide, HF will grow and expand rapidly. Once our
utility is seen on the market and our name and services are able to get out and speak for themselves
our growth will be unmatched in our field.
Innovation
Research & development (R&D)/innovation activities
Due to the vast amount of precision equipment and tools at our fingertips as well as an intelligent
and creative workforce, HF will employ a research and development team to design products that
meet the needs and trends that we see in our line of work. With the technology readily available and
the materials provided, this creates a perfect work environment for our engineers. Also with our 3D
printers and scanners as well as cheap recyclable composites that can be used for prototypes, our
R&D team will be able to innovate for the future.
Intellectual property strategy
Upon entry to the R&D department, confidentiality agreements will be signed and enforced. When
an idea comes to life and this product has utility and value, a patent will be acquired to protect our
innovations and inventions. Lastly, a trademark will be sought so that any and all original ideas and
designs are protected.
Superannuation
All employees are paid each fortnight with a guaranteed 9.5% superannuation that will be direct
deposited into their selected account
Risk management
Risk
Likelihood
Impact
Strategy
Burglary/Theft
Likely
High
Due to the expensive nature

of the machines and
equipment used, a high tech
security and alarm system will
be implemented from Ace
Alarms. A 3 year contract will
cost 470.00 each year.
Risk
Likelihood
Impact
Strategy
Fire
Highly unlikely
High
The HF office and warehouse

will have standard fire
retardant and prevention
equipment at the ready. We
will follow all regulations and
laws regarding fire safety.
Workplace injury and hazards
Likely
Medium
Personal protective
equipment will be required in
all areas that are active and
have potential risks associated
with them. Hardhats and
proper attire is required as
well as full training in
operations and safety for all
machines used.
Occupational work place,
health and safety regulations
will also be adhered to, and
promoted at all times.
Dewey pest control will be
contracted at a price of $189
each year.
Damage to machinery
Likely
High
All operators of the machinery

must maintain certification
and renew it bi-annually. All
technicians must also perform
routine checks of all the
machinery used and certify it
for use.
Operations
Production process
Because HF is a manufacturing business, we will have suppliers of the raw material that we use for
our products. They will supply us with the metals, alloys, composites, and recycled materials. We
also use the Australian post to ship and receive items and products to customers. Another third
party that HF will require is a trucking company called Anderson Brothers Trucking to send and
receive large or bulk materials and products.
Suppliers
We do business with a company called Wholesale Bulk. This company offers a wide variety of
materials at a discounted price for bulk buying. This is a perfect fit for HF due to the diversity of the
materials that they offer as well as the affordable prices. We will maintain a positive relationship
with them by our continual business as well as on time and prompt payments.
Plant & equipment
Equipment
Purchase date
Purchase price
Running cost
2 CNC Mills
12/2/2015
$20,000
$30 a month
in electricity
2 3D Printers
12/2/2015
$2000
$12 a month
in electricity
3D scanner
10/2/2015
$2500
$5 a month
in electricity
Hydraulic lift
17/2/2015
$4,900
$550 a
month in
electricity
5 Computers
29/2/2015
$6500
$150 for
Microsoft
Office and
$199 for
antivirus
software
Phone
1/3/2015
$99
$139 a
month for
Optus
business
package
Inventory
Inventory item
Unit price
Quantity in stock
Total cost
Bulk Plastic
$1350/tonne
1 tonne
$1350
Bulk Steel
$3000/tonne
1 tonne
$3000
Bulk Recycled Composite Material
900/tonne
1 tonne
$1000
Technology (Software): The technology and software required at HF includes the following:
software to keep and maintain the website, point of sale software for accounting purposes ($119),
the software for the CNC Mill ($589).
Trading hours: HF will be operating from 9am to 5 pm Monday through Friday and 10am to 4 pm on
Saturdays, and Sundays we will be closed. Our expected peak trading times will be Thursday through
Saturday. This will remain the same throughout the different seasons, as we are open 6 days a week
we are able to accommodate to both the customers as well as the employees.
Communication channels: Customers will be able to contact us by emailing from our website, calling
our direct line, and by inboxing us through our online ordering system. They may also comment or
message us through our Facebook page or on our twitter account.
Payment types accepted: At HF we accept all major credit cards, cash, money orders, checks, and
PayPal.
Warranties & refunds: All of the products and services available at HF are guaranteed to last. As
long as the products are used within manufactured range and use, the products are covered under
warranty. If there is a fault or defect in one of our products a replacement will be provided free of
charge. Refunds will only be accepted if the product is unused.
Quality control: All products will be thoroughly checked to maintain excellent quality control. With
the help of our state of the art 3D scanner, we will be able to verify that our products meet the exact
specifications as requested.
Memberships & affiliations: HF offers a membership card to frequent buyers. The membership card
works by accumulating points for everything purchased. At various specified amounts certain
incentives will be in place to reward the returning customer and ensure their continued business.
The membership must be renewed every year to maintain the benefits.
Sustainability plan
Environmental/resource impacts
As we are not creating any by-products from our business, we will not have a negative effects on the
environment or our community. Any and all scrap metal, plastic, and other material will be sent off,
refined, and reused in the future.
Action plan
Sustainability milestone
Target
Target date
Reduce energy consumption
30% reduction
2017
Increase work efficiency
25% increase
2016
Recycle scrap materials
70% increase
2015
Increase R&D budget
20% increase
2017
The Market
Market research
The head of marketing has sent questionnaires to local small businesses as well as large corporations
to collect information about their needs and wants. Questionnaires are also sent to our Facebook
and twitter followers with a small discount incentive that can be applied to a future purchase. With
their needs and wants clearly stated we will be better able to assess the market and have a better
idea to help us analyse the market.
Environmental/industry analysis
Our market research has shown us that there are many small businesses looking for a means to grow
and expand but they lack the connections or the connections to get the parts they need at the price
they can afford. On top of this, the population is gradually increasing and due to this increase, more
contracting jobs will be opening up as well as parts needed for construction and projects. We fit in
seamlessly with this growing trend and will easily fill our place in the market. The growth potential in
Brisbane alone is exponential making this an ideal epicentre for HF. Once we enter the market and
begin meeting the needs of the people, we will fill the hole and allow for a better quality of life at a
more affordable price.
Your customers
Customer demographics
Our target customers can be virtually anyone. For example, a young man just graduated from high
school and wants to begin his construction of his favourite kit car. However, he lacks many of the
necessary parts for the car because he cant afford the name brand. After finding our website, he is
able to order parts of the exact same material and have it fabricated for a fraction of the price.
Another example is a woman in her late 30s wants to expand her small sushi and noodle house but
the sushi maker alone costs $30,000. But with the help of HF she can not only hire us to build and
oversee the construction of her new location, but we can also replicate a sushi machine and modify it
to better suit her. Next, a man in his 60s has developed a new type of calliper for the braking system
of a car, big corporations will seek to steal his profits as they manufacture his calliper. HF will work
with the man and get a contract to manufacture his callipers at a price that works for us both.
Because when he succeeds, we succeed.
Customer management
HF will always strive to make customer satisfaction our number one goal. We will allow our work to
speak for itself and always treat the customer with respect. All of our members will receive emails
alerting them to new products, discounts, limited time offers, and our continued gratitude for their
support.
Hardin Fabrications, Business Plan 2015
S.W.O.T. analysis
Strengths
Weaknesses
Located in a well populated area with plenty of room for growth and potential
projects. Being located near an airport allows quick and easy international
shipping. Brisbane is known for its high quality educational systems and
universities. Being located near and around graduates and potential customers
with an education increases our chances of gaining contracts and suppling a
demand. Small business are flourishing in this area and will require our
services for fabrication.
Due to the prime location, rental costs will be higher. Because we are a new
company name, not many people will know about our company so this is where
successful marketing is key.
Opportunities
Threats
As a new business we will be able to fill a void in the market that has been
previously empty. We will be able to develop a great reputation and repour
with our customers. The HF will be able to become a trusted brand and
company that helps solve the everyday problems that people deal with.
Some threats to our success is the cash flow. Our business plan and expected
outcomes are based on successful marketing and an influx of customers seeking our
help. Competitors will also be a threat who have been around longer will
theoretically already have the loyalty of our desired customers.
Your competitors
HF rates higher than competitors because they generally only specialize in one area whereas we offer a wide range of services. Hardin Fabrications is the one stop shop
for all your construction and fabrication needs. We improve on what our competitors offer by working with the customer and offering better quality materials at a
more affordable price.
Page 12
Advertising & sales

Advertising & promotional strategy
Planned promotion /advertising type
Expected business improvement
Cost ($)
Print media advertising
Spreads the word about our company and the services we supply.
$322/Year
Online advertising
Former clients recommendation and advertisement of work and services provided.
$299/Year
Social media
Respond to questions and continue to network and advertise HF.
Free
Sales & distribution channels

Channel type
Products/services
Percentage of sales
(%)
Advantages
Disadvantages
Shopfront
Customers will be able to

pick up their product and
pay on the spot.
An estimated 40% of
our sales will be from
shopfront sales.
This is a major advantage because

postage is not incorporated into the
price and makes getting the product or
service quick and easy.
The only disadvantage is that this

service is primarily for locals only and
is not available until HF begins to set
up new locations.
Internet/Direct Mail
Any and all products can be

purchased and requested
online
An estimated 20% of
our sales will be from
the internet and direct
mail sales.
This is a major advantage because we

are able to reach a wide variety of
people practically anywhere in the
world.
The only disadvantage to this is that

extra costs must be added to the
product to cover shipping costs.
Wholesale
We will be able produce

mass amounts of small
parts that are requested
and offer wholesale prices
to bulk orders.
An estimated 20% of
or sales will be from
wholesale.
This is a major advantage because it

allows us to make large sales and have
a continued contract with a customer.
The only disadvantage is that

wholesale takes up large amounts of
time and requires the majority of the
machines.
Action plan
Please note: This table does not include sustainability milestones as they are listed in the sustainability section above.
Page 13
Milestone
Date of expected
completion
Person responsible
Making back start-up costs
July 2016
Pierce Hardin, Owner
Develop a good repour with the community and small business and get our name out to the
public
August 2015
Duncan Higgins, Head of Marketing
Achieve excellent quality control and pristine products
July 2015
Andrew Franca, Office Manager
Begin branching out and expanding the business to new locations where HF will continue to
grow and profit
July 2020
Pierce Hardin, Owner
Key objectives & financial review

Financial objectives
Our key financial objectives are to achieve profits of $19,000 per month, every month, for the first year. After the first year, with more contacts and references we will
strive for $25,000 per month. We would like to reduce production costs in the first year and achieve maximum efficiency wherever possible.
Page 14
The following charts of accounts are from the 2013 Australian Government Department of Finance and Deregulation. Theses charts are the standard finance circular
and have been used for Hardin Fabrications. These are the necessary accounts, all other accounts deemed unnecessary have been excliuded form the charts.
Account
Number
Account Name
Data Dictionary/Description of Account
1-0000
Assets
Assets are resources controlled by the entity as a result of past events and from
which future economic benefits are expected to flow to the entity.
1-1100
Current Assets
Current assets are all assets with future economic benefit expected to become
available or used within the next 12 months. May be itemised as Major or Minor
Assets if required.
1-1110
Cash at Bank - Restricted
Restricted cash represents funds to be used for a specific purpose, which relates
to program or project or outcomes. This account does not include cash at bank or
on hand that is used for the general operating purposes of the organisation. This
account includes any roll-over funds and funds not yet allocated for a specific
purpose whilst still relating to a program/project/s.
1-1140
Petty Cash
This account represents the amount of petty cash on hand at the end of the
reporting period. It does not include cash at bank or till floats (1-1150). (Petty
Cash and Cash Float should equal Cash on Hand which may be a header account).
1-1150
Cash Float
1-1160
Undeposited Funds
1-1170
Short-Term Investments
1-1300
Inventory on Hand
This account represents the cash float used for trading or specific
program/project purposes. It does not represent petty cash (1-1140), or cash at
bank and it is itemised by nature as required. (Petty Cash and Cash Float should
equal Cash on Hand which may be a header account.).
This account represents the amount of undeposited funds (for temporary
unallocated or unapplied funds) and is an automatic account feature in many
software systems.
This account includes term deposits and any short-term investments eg.
securities, shares in listed or unlisted companies expected to be realised in the
next 12 months.
Items held for resale expected to be consumed in the next financial year.
Includes fundraising stock, trading stock, publications for sale and client support
inventory. Organisations may choose to use this account as a header account
and include detail accounts such as bar and drinks; food; merchandise, uniforms
for inventory on hand at the end of a reporting period.
Page 15
Account
Number
Account Name
2-0000
Liabilities
A liability is a present obligation of the entity arising from past events, the
settlement of which is expected to result in an outflow from the entity of
resources embodying economic events.
2-1000
Current Liabilities
Current liabilities are liabilities with future economic losses expected to be

used, or expended, or committed to be used within the next 12 months.
2-1110
Accounts Payable
Accounts payable are also known as trade creditors. This account shows the
gross accounts payable owing to trade creditors or suppliers at the end of the
reporting period (other creditors such as banks are not included for items such
as bank loans).
2-1120
Accrued Expenses
This represents the liability component of amounts due at the end of the
reporting period that remain unpaid. These include such expenses as unpaid
salaries, unpaid electricity, unpaid telephone at year end.
2-1130
Loans Payable
2-1140
Payables - Other
2-1150
GST Payable
2-1260
Other Current Liabilities
The balance of this account could be a header account for various loans from
banks and other sources which are due and payable within the next 12 months.
Examples for inclusion are bank loans, credit cards, current financial lease
liabilities (excluding rental leases).
The balance in this account includes any and all other current payables such as
tenants' money held
The accounting software usually has GST related accounts configured
automatically for adoption by organisations. This account represents the gross
GST payable to the Australian Taxation Office as collected by the nonprofit
organisation.
This account can be used for any other current liabilities not specifically
included in any of the accounts already listed. This also includes funds held in
trust for a third party either paid by the government or another party to be
passed onto different recipient than the organisation such as auspiced grants.
This is a calculated figure through the nonprofit organisation's accounting
system and reported as the total of current liabilities.
Total Current Liabilities

2-2200
Non-Current Liabilities
This header account includes accounts with future economic losses not
expected to be used, or expended, or committed to be used within the next 12
months. Generally, these include lease agreements and contracts (eg. vehicles,
equipment, telecommunication provision) and the total generally includes
specific detailed accounts for bank loans and overdrafts.
Page 16
2-2210
Hire Purchase Liability
2-2220
Lease Liability
2-2230
Loans Payable
2-2240
Employee Benefits/
Employee Provisions
2-2250
Other Non-Current Liabilities
Total Non-Current
Liabilities
Total Liabilities
Any amounts that are owed under a hire purchase agreement that has a life of
more than 12 months in the future should be recorded against this account.
Separate registers should be kept for multiple agreements.
Any long term lease agreements (over 12 months) such as motor vehicle
agreements should be recorded against this account. Separate registers should
be kept for each agreement and should include the current year as well as the
future year obligations.
These are the long-term component of any and all loans owed by the nonprofit
organisation to banks and others. A separate register should be maintained for
such activities.
Generally it would be that there are at least two detail accounts for Provision for
long service leave and Provision for Annual Leave that has been accumulated by
employees and is not expected to be paid within the next 12 months. Details
for each employee would be in their payroll employment record.
This account can be used for any other liabilities that are not expended to be
actioned in the next 12 months and that are not specifically listed. Separate
accounts for items that are ongoing are suggested so that these accounts are
not disproportionate.
This is a calculated figure through the nonprofit organisation's accounting
system totalling all non-current liabilities.
This figure equals total current liabilities plus total non-current liabilities and is
calculated through the accounting system and reported in designated formats.
Account
Number
Account Name
3-0000
Equity
Equity is defined as the residual interest in the assets of the entity after
deducting all its liabilities.
3-0500
Member Funds
3-1000
Retained
Surplus/(Accumulated Losses)
This account includes any contributions made by members to establish the

organisation. No ongoing member fees should be included - they are treated as
revenue.
This account represents the accumulated surplus of the organisation over the
years. Alternatively, it can also represent the accumulated losses over time and
these are "nett".
Page 17
3-2000
Current Year Surplus/(Deficit)
The current year's surplus/(deficit) from the Income Statement or Profit and
Loss Statement as calculated in the nonprofit organisation's accounting system.
3-3000
Asset Revaluation Reserve
The asset revaluation reserve is generated because the nonprofit organisation

has decided to revalue certain non-current assets, such as land and buildings.
The amounts in the reserve are generally the difference between the asset's
cost and its market (or current) value. Under the new Accounting standards,
this may be also referred to as Asset Impairment Reserve.
3-4000
Other Reserves
3-5000
Historical Balancing Account
Total Equity
Any other reserves established by the nonprofit organisation (such as the capital
profits reserve, building maintenance reserve, bequests reserve, sinking fund, IT
reserve etc) come under this account and can be broken into as many accounts
as is necessary for the organisation. A reserve is essentially any amount of
money specifically set aside by the management committee for future purposes.
A reserve is an internal commitment or future internal provision determined by
management at a board meeting.
This account is a default account used by and in accounting software when the
total debits and credits do not equal (and is used when the accounts are being
loaded). Under normal circumstances, this account will equal zero. If there is a
balance, it should be immediately investigated.
This figure is automatically calculated by the organisation's accounting system.
Account
Number
Account Name
4-0000
Income
4-1000
Grants
For the purposes of this Chart of Accounts, Income is also referred to as

Revenue. Income or Revenues are inflows or other enhancements of assets or
decreases of liabilities that result in increases in equity, other than those
relating to contributions from equity participants. In-kind revenue can be
expressed in this section. However where there is in-kind revenue there should
be an equal and opposite in-kind expenditure recorded with a "NIL" effect on
the surplus or deficit.
Not-for-profit entities obtain assets or services to provide goods and services to
consumers and beneficiaries, in accordance with their objectives.
Contributions, whether restricted or unrestricted, to a not-for-profit entity are
non-reciprocal transfers which are made to maintain or increase the entitys
capacity to provide those goods and services.
Page 18
4-1010
Grants (Commonwealth)
Operating Recurrent
This account includes operating, recurrent funds received from Commonwealth

including whole of organisation grants per capita (eg. for Kindergartens). This
includes annual funding or multi-year funding.
4-1020
Operating
Non-recurrent
This account includes one-off grants from the Commonwealth operating or

whole of organisation grants
4-1030
Capital
4-1040
Grants (State) Operating

Recurrent
This account represents capital grants received to acquire/purchase or

construct properties, upgrade or enhance existing properties, or
acquire/purchase other items reported as assets such as an individual piece of
equipment such as a fire truck or photocopier or a building.
This account includes operating, recurrent funds received from State and can be
whole of organisation. This includes annual funding or multi-year funding.
4-1050
Grants (State) Operating

Non-recurrent
4-1060
Grants (State) Capital
4-1070
Grants (Local) Operating

Recurrent
This account represents one-off grants from the State including project grant
sponsorships such as SA Living Health, WA Healthways, WA Lotteries
Commission, Vic TACC.
This account represents capital grants received to acquire/purchase or
construct properties, upgrade or enhance existing properties, or
acquire/purchase other items reported as assets.
This account represents any operating contributions made by the local
government authority in which the not-for-profit operates.
4-1080
Grants (Local) Operating

Non recurrent
This account represents any one-off grants from the local authority in which the
not-for-profit operates.
4-1090
Grants (Local) Capital
This account represents capital grants received from the local authority
including donated land to housing co-operatives and sporting clubs.
Account
Number
Account Name
5-0000
Cost of Goods Sold
The cost price of the goods sold during the financial year by the nonprofit
organisation. This is a high level framework where accounts should be expanded
as needed for the nonprofit organisation. Nonprofit organisations with shops,
retail centres, merchandising, bars, and hospitality centres will require COGS or
Cost of Sales categories in their ledgers. Organisations without these activities
will not require this category and therefore do not need to include in their
structure. Cost of sales for the Arts sector specifically includes goods for resale
such as artworks and books.
Page 19
5-0100
Opening Stock
This account represents the opening value of stock owned by the nonprofit
organisation. This amount is determined by rolling over the value of closing
stock at the end of the previous financial year. This can be broken down into
various sub-accounts such as food, merchandise, bar and drinks
5-0200
Purchases
This account represents the purchases made by the nonprofit organisation

during the financial year. This can be broken down into various sub-accounts.
Includes materials purchased, if the nonprofit organisation makes its own
products, rather than buying them. A separate account could be used for
Brochures and promotional material that is excluded from 6-0520. Use the
Header/Detail account process/range for these accounts. It is expected that
this category would be a header with several detail accounts as required by the
nonprofit organisation.
5-0300
Freight Inwards
The cost of transportation and freight relating to goods purchased (not sold) by
the nonprofit organisation.
5-0400
Less: Closing Stock
This account represents the value of closing stock as at the end of the financial
year and must also be measured at the lower of cost and net realisable value.
Cost of Goods Sold
This calculation is done by the nonprofit organisation's accounting

software/system and is configured when the "company" or "organisation" is set
up in the software.
Account
Number
Account Name
6-0000
Expenses
This is a heading within the structure of accounts within the accountings

software. Expenses are outflows or depletions of assets or occurrences of
liabilities that result in decreases in equity other than those relating to equity.
Organisations may elect to record "in kind" transactions in expense accounts
and should have an equal and opposite Income account for the value for a nil
nett result. Generally small to medium organisations do not recognise these
items in their accounts. The accounts included here are in alphabetic order.
Some organisations may require their reporting to be collections of accounts
and that is their prerogative.
6-0010
Accounting Fees
This account represents accounting and bookkeeping fees. It excludes audit

fees (which is its own separate account - 6-0050). Includes direct and indirect
tax advice such as GST and FBT; Financial Business advice; financial report
preparation and book-keeping services.
Page 20
6-0020
Advertising & Promotion
This account covers all advertising, marketing and promotion fees paid by
nonprofits in the course of marketing, advertising and promotion of events and
services, etc.
6-0025
Agency Temp Staff
6-0030
Amortisation Expense
6-0050
Audit Fees
This account includes the costs of temporary staff employed for whatever
reason from an agency. This account excludes consultancy staff.
This account is the amortisation expense calculated for the current year relating
to intangible assets. Depending on the organisation, this account may be
updated on a monthly, quarterly, six monthly or annual basis.
This account includes fees directly associated with an audit of financial
statements.
It excludes accounting or bookkeeping fees (these are included in Accounting
Fees (6-0010).
6-0070
Bank Charges
This account represents all charges associated with the various bank accounts
held by a nonprofit.
6-0080
Bad Debts
This account records those debts which have been written off due to nonrecovery.
6-0085
New in Vic
not in other
states
Board/Governance
Expenses
6-0090
Business Planning,
Reporting and Evaluation
Costs
6-0100
Cleaning & Pest Control
This account included any expenses related to boards, management

committees, governance activities, finance committees, audit committees such
as travel and accommodation for meetings, reimbursement of expenses to
those on the committees (kept separate to organisational volunteers), Annual
General Meeting expenses.
This account represents the costs of preparing and drafting submissions,
business plans, marketing plans, volunteer management plans, risk
management and operational plans, as well as the costs of feasibility studies.
This account is specifically for administration costs incurred by the organisation
(not related to service delivery objectives).
This account represents all costs attached to general cleaning and cleaning
materials, including waste disposal (including confidential disposal and
shredding) as necessary but not related to for specific client activities (excluding
meeting rooms used to meeting clients) - use 6-0110 to 6-0200 or client
consumables 6-0210 and includes Pest control and termite protection.
Page 21
Profit and Loss Statement

OPERATING INCOME AND EXPENSES
Account INCOME
Sales
GST
Net Sales
2015
597721
59772
537949
EXPENSES
Cost of goods sold
Wages
Superannuation
Workers Compensation
Licences, Permits and Subscriptions
Rent
Electricity and Gas
Insurance
Bank Charges
Repairs, Maintenance
Cleaning
Telephone
Advertising
Printing, Postage, Stationary
Pest Control
Other
TOTAL BUSINESS EXPENSES
13000
301295
21371.2
1100
800
23940
5400
412
260
1750
170
1668
514
874
189
234
372977.2
NET OPERATING INCOME
164971.8
Page 22
Yearly Breakup
Annual total
July
August
SeptemberOctober NovemberDecember January
February March
April
May
June

INCOME
Sales
GST
Nett Sales
69810
6981
62829
62750
6274
56476
68011
6801
61210
66252
6625
59627
69988
6998
62990
78731
7873
70858
70002
7000
63002
73418
7341
66077
68211
6821
61390
61778
6177
55601
68653
6865
61788
66729
6672
60057
EXPENSES
Cost of goods sold
750
640
702
811
785
815
755
769
743
632
749
677
Wages
25000
25000
25000
25000
25000
25000
25000
25000
25000
25000
25000
25000
Superannuation
2375
2375
2375
2375
2375
2375
2375
2375
2375
2375
2375
2375
4041.67 4041.67 4041.67 4041.67 4041.67 4041.67 4041.67 4041.67 4041.67 4041.67 4041.67 4041.67
150
150
150
150
150
150
150
150
150
150
150
150
Rent
1995
1995
1995
1995
1995
1995
1995
1995
1995
1995
1995
1995
Electricity and Gas
1245
1245
1245
1245
Insurance
110
110
110
110
110
110
110
110
110
110
110
110
Bank Charges
19.5
19.5
19.5
19.5
19.5
19.5
19.5
19.5
19.5
19.5
19.5
19.5
45
45
45
45
45
45
45
45
45
45
45
45
Security and Alarm Service
39.16
39.16
39.16
39.16
39.16
39.16
39.16
39.16
39.16
39.16
39.16
39.16
Telephone
139
139
139
139
139
139
139
139
139
139
139
139
Advertising
51.75
51.75
51.75
51.75
51.75
51.75
51.75
51.75
51.75
51.75
51.75
51.75
72.11
72.11
72.11
72.11
72.11
72.11
72.11
72.11
72.11
72.11
72.11
72.11
Pest Control
170
170
170
Other
200
200
200
200
200
200
200
200
200
200
200
200
36403.19 34878.19 34940.19 36294.19 35193.19 35053.19 36238.19 35007.19 35151.19 36115.19 34987.19 34915.19
NETT OPERATING INCOME
Loan Repayments - capital
497.5
490.24
482.92
475.53
Page 23
468.09
460.58
453.01
445.38
437.69
429.93
422.11
414.22
5 Year Forecast
% increase

INCOME
Sales
GST
Nett Sales
5%
7%
8%
11%
14%
2015
2016
2017
2018
2019
2020
597721 627607.1 677815.6 732040.9 812565.4 926324.5

59772 6276.071 6778.156 7320.409 8125.654 9263.245
537949 621331 671037.5 724720.5 804439.7 917061.3
EXPENSES
Cost of goods sold
Wages
Superannuation
Rent
Electricity and Gas
Insurance
Bank Charges
Cleaning
Telephone
Advertising
Pest Control
Other
13000
14000
16000
19000
21000
25000
301295 301295 301295 301295 301295 301295
21371.2 21371.2 21371.2 21371.2 21371.2 21371.2
1100
1100
1100
1100
1100
1100
800
800
800
800
800
800
23940
23940
23940
23940
23940
23940
5400
5400
5400
5400
5400
5400
412
412
412
412
412
412
260
260
260
260
260
260
1750
1750
1750
1750
1750
1750
170
170
170
170
170
170
1668
1668
1668
1668
1668
1668
514
514
514
514
514
514
874
874
874
874
874
874
189
189
189
189
189
189
234
234
234
234
234
234
372977.2 373977.2 375977.2 378977.2 380977.2 384977.2
NETT OPERATING INCOME
164971.8 247353.8 295060.3 345743.3 423462.5 532084.1
Loan Repayments - capital

Loan Repayments - interest
16480.2
1565.62
16480.2
1565.62
Page 24
16480.2
1565.62
16480.2
1565.62
16480.2
1565.62
16480.2
1565.62
Page 25
Pierce Hardin
20 Florida Crescent Parkhurst, 4702 QLD
M: 0466 583 311
E: hardin.pierce@yahoo.com
5/30/2015
Anglo American
Attn: Mr. John Holloway
Project Manager
RE: Mechanical Project Engineer
I would like to inquire about your available job opportunity for a mechanical project engineer at Anglo
American Mining Resources and Technology.
I am more than confident that I am the right fit for the job and can bring valuable skills and experience
to this extremely reputable company. I have attached a resume that outlines both my educational as
well as professional background in the engineering field for your deliberation.
As a current Mechanical Engineering student with 2 years experience in the field as well as the manager
of a university mechatronics club, I am a valuable asset to any team willing to accept me.
While previously employed at General Atomics as a mechanical project engineer, I regularly analyzed
design specifications and conducted construction and engineering events in various diverse projects.
Due to my hard work and dedication to the tasks allotted to me I have acquired expertise and
knowledge in many aspects of the broad engineering field.
Last year in 2014 at General Atomics, I was able to play a significant role in the latest engineering
efficiency project which reduced costs throughout the entire company which gives testament to my
managerial abilities as well as my resourcefulness.
Accompanying my technical abilities and expertise, I also offer a wide variety of interpersonal skills
which include the following:
Innovative and on the spot problem solving abilities
Unsurpassed interpersonal communication skills
Versatile and flexible
Excellent team leader and unifier
Robust project management skills
Thorough and attentive to details
I am convinced that I will make a great asset and contribution to Anglo American and I would appreciate
an opportunity to meet and discuss my qualifications and suitability for the job.
Sincerely
Pierce Hardin
Page 26
Key Selection Criteria

Pierce Hardin
Engineering Company
Bachelor of Engineering
Successful Completion of three years of engineering courses as well as two years of general education
overseas maintaining a 6.5 GPA of out of a possible 7. My knowledge of engineering has been built by
the foundation of diverse of classes that I have taken. They include advanced mathematics for
engineers, the three levels of physics (classical mechanics and thermodynamics, electricity and
magnetism, and wave optics and quantum mechanics), material science and implementation, and
computer aided drafting and design. This solid foundation of learning as well as experience at General
Atomics Engineering and Design have given me the skills and mindset needed to excel in the industry.
Throughout my employment at General Atomics my position was lead project engineer. This position
required me to thoroughly check and revise any and all design schemes that came my way. My approval
was necessary for the project to move forward, therefore no errors would be tolerated. I would make
certain that all the calculations were sound and the project moved smoothly to meet deadlines. Due to
the various projects that came my way, my extensive university knowledge was tested and solidified
regularly.
I was also put in charge of product performance as well as conducting and designing tests. These tests
allowed me to access the project and determine it suitability and it utility. There were many occasions
where I believed that the product did not perform well enough and I needed to design another test to
reassess it.
Oral and written presentation skills
Throughout my time in university as well in my engineering job I have been able to develop and refine
my oral and written presentation skills. Continual use and constant constructive criticism allow me to
further improve them.
While employed at General Atomics I was also required to organize meetings and conferences. In these
meetings it was up to me to discuss the progress, strengths, weaknesses, and objectives. It is crucial
that I communicated clearly and efficiently while encouraging and inspiring my co-workers to get the job
done. It is also beneficial to be able to proficiently demonstrate these skills to your superiors. As lead
project engineer it was also my duty to give progress reports to my superiors to let them know about
the project and potential completion date as well as any hindrances or setbacks that might have
occurred. It is vital that I convey valuable information in a clear and concise way that demonstrates my
understanding of the material at hand and allow me to showcase communication skills.
The practice that I received from university has enabled me to be an effective public speaker and
presenter. I owe my strong foundation to the classes that required me to stand up in front of my class
and present whatever project I was working on. The constructive criticism from my peers and my
professors allowed me to hone in on my problem areas and turn them into strengths.
Page 27

Pierce Hardin
Engineering Company
At General Atomics I was in charge of a workplace efficiency project. Once the project was completed I
presented it to the board by using a PowerPoint presentation and spoke about our findings as well as
ways to increase efficiency and productivity in many departments. Due to my strong background in oral
communication and thorough presentations I have the necessary skills that are required to be a
successful and effective engineer.
Teamwork Skills
Working in and being a part of a team is a crucial component of being an engineer. We are all taught to
think for ourselves and solve problems using intuition and creativity. Working in a team allows for more
ideas, fresh perspectives, more approaches, and more often than not, better outcomes. From the
sports that I play, to the classes that I take, to the jobs that I have, I am always in a team.
Currently in one of my university courses, my team and I are required to improve the efficiency of a
braking system. I took it upon myself to become the team leader as supervising and delegating comes
naturally and easy to me. However, this does not mean that I do not take part in the work. I always do
my share and am ready help teammates whenever they need it. While on this project, we are all equals
and realizing this is important to good teamwork.
During my time at General Atomics as a project engineer I was always involved in projects that required
my involvement with different people. In one instance, I had to work with another group at a sister
company. I was given the task of compiling all the information form both sectors of each company and
reviewing it with my team. After we reviewed and confirmed the expected results, I submitted the
project to my supervisor resulting in the successful completion of our task.
My experience as both a teammate and a team leader has given me the necessary skills needed to be a
productive and effective employee. The skills that I have acquired have been built and enhanced
through university projects, and extensive work experience.
Computer expertise in CAD, C++, and Microsoft Office
This skill was first developed in University while taking a computer aided drafting and design course.
Taking this course enhanced my value when applying for my job at General Atomics. During my work
experience, I was given a project to develop a specialized nut for a piece of machinery in our workshop.
Due to my previous experience using the software I was able to successfully design the nut to the
requested specifications, thus completing my project.
Along with designing the nut, I was also able to produce the necessary drawings with isometric,
orthographic, and 3D views. Then I complied the drawings and gave a detailed descriptions of the
recommended tolerances for applications using Microsoft word. I also used Microsoft Excel to add in
formulas to more efficiently crunch the numbers and determine loads and tolerances allowed.
Page 28

Pierce Hardin
Engineering Company
I was able to develop these skills in high school and university through projects and assessments, giving
me an advantage that I am able to use in my desired industry. My knowledge in these computer
programs makes me a more valuable and diverse employee.
Work ethic
Not only does my university GPA boast of my work ethic, so will my employers and references attached
in my resume. I have been able build a good rapport with my teammates and employers not only by the
quality of my work, but also in my attitude towards my work.
I have shown exceptional work ethic in my university studies and have always put in the time and energy
the get the best grade that I can. I apply the same focus and attitude towards my work. When I got
hired at General Atomics I was only an intern. But after months of hard work, the company decided to
keep me and offered me a job as a lead project engineer. This is a direct result of my diligent and
continual positive attitude as well as my ability to learn quickly.
As a university student it is always my goal to earn a high distinction on any and every project and
assignment. Whenever I am confronted with a new subject I always devote myself to learning it and
becoming proficient at it. Each term I devote myself to learning as many things as I can to get better
grades and further my career.
Page 29
PIERCE MARTIN HARDIN

20 Florida Crescent
Parkhurst 4702
M: 0448 449 449 E: hardin.pierce@yahoo.com
PERSONAL SUMMARY
___________________________________________________________________________________
I am a qualified and competent engineer with 2 years of valuable experience in the work force. I am a focused
and efficient person and I work exceptionally well with others. I actively demonstrate leadership and
commitment to my work. I thrive under pressure and am a natural problem solver who enjoys a challenge.
Quick learning and continual improvement has resulted in my continual recruitment and employment.
TERTIARY EDUCATION
___________________________________________________________________________________
March 2015
Central Queensland University
Rockhampton Studying Bachelor of Engineering (Honours) co-op/diploma of Professional
Practice
2014-2015
California
San Diego State University

Studying Bachelor of Mechanical Engineering
2010-2014
Grossmont Community College
California General Education and Bachelor of Mechanical Engineering
2010-2014
California
2006-2010
California
Cuaymacca Community College

General Education and Bachelor of Mechanical Engineering
San Diego Private Christian High School
Graduated with a 4.0 GPA and Honours
PROFSSIONAL PLACEMNT EXPERIENCE

___________________________________________________________________________________
2013-2015 GENERAL ATOMICS POWAY, CALIFORNIA
California Achievements and Responsibilities
Lead project engineer- designed and delegated projects and workload to my team.
Scheduled meetings and planned regular testing of project
Verified accuracy of projected financial figures
Made sure deadlines were met and quality control is up to standards
Developed extensive product expertise and management experience
EMPLOYMENT
___________________________________________________________________________________
2010-2013 COSTCO WHOLESALE SANTEE BRANCH, SAN DIEGO, CALIFORNIA
California Certified Gas Station Technician, safety committee, scheduling, ordering supplies and
management.
Page 30
2007- 2010 CONSTRUCTION WORKER HUGHES CONSTRUCTION

California Team leader, worksite management, renovation and demolition, manual labor.
PROFSSIONAL MEMBERSHIPS AND EXPERIANCES
________________________________________________________________________________
Member of MECHATRONICS ENGINEERING 2013 - present
(San Diego State University, California)

LIONSKEY INTERNATIONAL LEADERSHIP SOCIETY 2013 - present

LIONSKEY INTERNATIONAL LEADERSHIP SOCIETY 2013 - present

CONTINUED PROFESSIONAL DEVELOPEMENT
Safety Booster Course (January 2013)
Lionskey International Leadership Conference - (March 2014)
Lionskey International Leadership Conference - (November 2014)
HOBBIES AND INTERESTS
________________________________________________________________________________
Marathons (half and full) & Fitness
Activities with the family
Continued Education
Traveling
REFEREES:
________________________________________________________________________________________________
Dr. Spike Jan

Dentist and practice owner
245 Torquay St
Hervey Bay, 4655
P: 04 282 55099
E: hbd6@bigpond.com.au
Mr. Matthew Wilson

Entrepreneur and small
business owner
Mr. Christoph Barbod

Mechanical Engineer
8830 Chestnut Roan
Alpine, CA 91901
P: 619 368 8374
E: barbod99@yahoo.com
164 Sippy Downs, Sunshine Coast
P: 04 026 64968
E: m.wilson@gmail.com.au
Page 31
Reflective Paper
As a mechanical engineer, my first placement was to a company called General Atomics which deals in many if
not all of the primary fields of engineering. However, as a lead project manager, I dealt primarily with the
mechanical side and thought that it would be beneficial to broaden my scope of understanding. This is why I
chose to watch Brody Smiths video on the harmonic allocation project for medium and low electric al voltages
in the electrical engineering field.
Personally, my only experience dealing with electrical loads were in my physics courses as well as some labs
throughout university. Although I found the topic quite interesting I never had a work placement opportunity to
explore the topic further until now. Watching Brody Smiths video gave me some much needed insight into the
electrical engineering field as well as the application to the industry. In this video he mentions some of the side
effects and potential damages that may occur to currents that arent properly loaded. Although in the past
when I encountered a problem with malfunctioning equipment, I could not diagnose the problem. With Brodys
insight and technical information, I now feel more confident about the root causes for certain symptoms that
equipment may be experiencing, and how I might better access the next plan of action.
Often during my time at General Atomics there were many problems that sprouted as a direct result of poor
communication. When there is a lack of quality communication, things slip through the cracks and essential
information can go unnoticed. William Loo was able to break down the necessity of communication in his video
and describe how he was able to implement great communication into his job and stand out from others around
him. I was able to learn from his video because, from experience, he demonstrated that without proper
communication, success will not be an outcome. I will not take this for granted and I will always be sure to do
everything that I can do to communicate clearly and regularly so that I can do my job with excellence.
Communication can also be lifesaving as Kelsey Hitchman demonstrated in her video covering in light vehicle
pre-operation inspection. In her video she covers what is necessary to be able to detail and identify potential
hazards associated with the work vehicles. She also stated some startling facts and statistics about accidents
and fatalities in the industry that are a result of poor or miss inspected vehicles. I learned not only about the
importance of inspections and routine maintenance but the necessity was reaffirmed. Without proper
communication and strong safety standards, unfit vehicles might get overlooked and end up costing a life. She
also went on to say how important checklists are to the inspection process. This is something that is useful in all
aspects of engineering, not just in vehicle inspections. I have seen firsthand how useful and preventative a
checklist can be. It is important to check and double check your projects, dimensions, specifications so that
everything is as it should be and rule out the possibility of personal injury.
Georgey Cumming was able to demonstrate how checklists are important on other lines of work in her Root
Cause Analysis video. Her first and strongest point in the video is called the 5 why and is something that I will
never forget. From this video I learned how to identify a root cause in just five major steps. It involves the
assessment of a situation and asking why?. After further investigation is preformed, why is asked again.
This process is repeated five times or until the root cause reveals itself. This simple but essential and effective
method is of paramount importance to any worker in any industry. In my future placements, equipped with this
Page 32
mental tool, I have no doubt that I will be able to find, or aid in the process of detecting failures as well as
preventing future ones.
Throughout my industry placement as well as my various jobs, I was always aware of the importance of safety,
communication, checklists, and diagnostics. However, after watching these training videos, I now see the
importance of them in another light. I have been privileged enough to be able to see the cause and effect in
other fields different than my own. I will take every bit of knowledge from these videos and apply them to my
work, and personal standards. These skills are valuable to both myself and my employer and will not only give
me a competitive edge in the workplace, but also ensure safety to those around me. My confidence in myself as
well as my work has been enhanced and I am now better equipped to handle any project that I encounter.
Page 33
eChartered Engineering Competency Claims
Chartered Status
Chartered status is of utmost importance when it comes to proffesional development in the
engineering field. Chartered status means that the highest standarts of quality and
professionalism have been met and surpassed as well as great leadership qualities, and a
current understanding of safety ande expertise. Engineers Australia has set the standard for
professionalism and career development, therefore the process of appling for this job
defining status is crucial.
The application process begins with an administer who reviews the information given and
monitors how well the applicant has adhered to the rules and procedures. Over the year of
placement, consultation of mastery and competence in a very broad range allows for a
thorough and in-depth review of the abilities and strengths of these engineers. Once the
various boards and panels of professional engineers have reviewed and assessed the
competency and strengths of the engineer under application, chartered status is either
approved or denied. This board consists of over 200 invited participants, nothing but the
best are allowed to take part in this exclusive status.
It is because of these strict rules and procedures that give the chartered such a exemplery
status as well as being backed by engineers australia. Gaining this status is crucial for
expanding the scope of practice and furthering your career.
Page 34
Claim 8: Communication
While employed by General Atomics as part of my co-op placement I learned and adapted as
quickly as I could to better develop myself as an asset to the company. One of the major
ways that I achieved this was through excellent communication. This is a trait that is often
taken for granted and can be the difference between a short term employment, and a
career.
As a lead project engineer, I was put in charge of a team, and together we worked out
various projects assigned to us. For example, the company was deciding whether or not to
place solar panels on top of their building. I was given the project of determining if, when,
and why we should do it or not. I first sat down with my team and we brainstormed. This is
one of the best ways to develop and gather ideas and solutions. I was able to clearly
communicate to them what was expected and desired of us and we began to tackle the
problem.
After we made our plan of attack, I documented everything and attached it in a preliminary
email that I sent to all of the stakeholders. This was just to inform them about our progress
and get their approval to move forward with our ideas. I then coordinated a meeting with
the stakeholders and presented our ideas, findings, as well as the logistics of the project.
This meeting was necessary because before we move forward and use company resources
on a project, it needs to be supported by the people in charge.
Once we were given the green light on our project, I began delegating tasks to my team. But
this project required a multi-disciplinary approach. So I coordinated with electrical, and
structural engineers and we collaborated on the best way to accomplish our goal. As the
lead project engineer, it was up to me to put all the pieces together. I was able to pick and
choose ideas and suggestions from the majority of the people in my team and integrate
them into a portfolio. Again, I emailed my portfolio to the stakeholders as well as my
superiors who were not assigned to the project in an effort to gain a fresh perspective and
ensure that the portfolio communicated clearly and effectively defined our goals and our
plan of action.
Any and all feedback was appreciated and I went to great lengths to satisfy the requests of
those in charge. We finally had all the necessary pieces in place and were able to move
forward with the construction. At this point the project was handed off to another team in
charge of carrying out the rest of the project. I was constantly kept in the loop with up to
date figures and questions regarding the logistics but I was able to find answers for
questions and continue to collaborate and convey new ideas to aid in efficiency.
Page 35
Claim 15: Creativity and Innovation

As a mechanical engineer, it is my job to be able to think outside the box. Creative thinking
is what makes engineers, engineers. I have learned from experience that this is most often
what employers are looking for. They want new ideas, they want innovative thinking to
promote growth and development of the company, and nothing makes you more valuable
than innovation and creativity channeled into your work.
My favourite part about working at General Atomics was when I got to work with the
research and development department. In R&D, ideas are the backbone of the entire
operation. When I was lucky enough to work with this sector, our goal was to improve the
locomotion of one of the companys biggest drills. The project itself was no small task, due
to the fact that this drill was the size of an average room. Their goal was to be able to allow
it to move and be moved to be better suited for precise drilling and fabrication.
As is the case for most innovations, background knowledge and an understanding of the
fundamental principles of physics and engineering is a prerequisite. Our first task was to
come up with as many ideas as we could, and from there we would refine and throw out the
ones deemed ill suited. I had an idea that implemented ball bearings symmetrically under
the drill on a platform that could be controlled. Because the idea was mine, it was up to me
to build a model and a working prototype to demonstrate its effectiveness.
Thanks to the wealth of tools and machinery at GA, I was able to build a small scale version
of what I hoped would be able to give mobility to the drill. But first, the math and physics
had to be sound. After working out the dimensions, weight bearing capacity, and cost
analysis I was ready to give a presentation of my automated roller.
Although it was just a prototype constructed in a matter of days, it was able to handle the
correct weight ratio as well as move directionally as required. My idea was appreciated and
eventually incorporated into another idea with a similar prospective. After much more
research and continuous change, we had our desired working prototype. In the end, the
final product wasnt my original design. But that is not what matters, what matters is that I
was able to come up with ideas that formed a cornerstone of the project and work with my
team to refine and increase the performance of our machine. We were able to innovate and
work off each others creativity to accomplish a common goal. It is because of this project
that I was offered a full time position as a project engineer at General Atomics.
Page 36

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ENEP 12007

Lecturer: Chanelle Olive

Mr. Pierce Hardin

Mr. Andrew Franca

Mr. Cam Albert

Mr. Duncan Higgins

Mrs. Robbi Hardin

Mr. Jesse Vargas

Management & ownership

Smart, capable, diligent, able to command respect and take

Confident, charismatic, persuasive, and structured. 2 years

Organized, knowledgeable, proactive. 4 years as a Lab

Friendly, competent, quick learning. 3 years experience as an

CNC Mill Operator/

Extremely proficient, skilled worker. 4 years experience as a

Smart, hardworking, and intuitive. 2 years experience as a 3D

Made from standard grade plastics. Costing

Base price of $50.

Made from stainless steel. Costing $3.00/kg, we

Base price of $70.

Made from standard grade plastics. Costing

Base price of $70.

Due to the expensive nature

The HF office and warehouse

Workplace injury and hazards

All operators of the machinery

Bulk Recycled Composite Material

Reduce energy consumption

Increase work efficiency

Recycle scrap materials

Increase R&D budget

Hardin Fabrications, Business Plan 2015

Hardin Fabrications, Business Plan 2015

Advertising & sales

Expected business improvement

Print media advertising

Former clients recommendation and advertisement of work and services provided.

Respond to questions and continue to network and advertise HF.

Sales & distribution channels

Customers will be able to

This is a major advantage because

The only disadvantage is that this

Any and all products can be

This is a major advantage because we

The only disadvantage to this is that

We will be able produce

This is a major advantage because it

The only disadvantage is that

Hardin Fabrications, Business Plan 2015

Making back start-up costs

Pierce Hardin, Owner

Duncan Higgins, Head of Marketing

Achieve excellent quality control and pristine products

Andrew Franca, Office Manager

Pierce Hardin, Owner

Key objectives & financial review

Hardin Fabrications, Business Plan 2015

Data Dictionary/Description of Account

Cash at Bank - Restricted

Hardin Fabrications, Business Plan 2015

Data Dictionary/Description of Account

Current liabilities are liabilities with future economic losses expected to be

Other Current Liabilities

Total Current Liabilities