Tuesday, September 3, 2019

arms trade, is a global industry which manufactures and sells weapons and military technology. 

Future is Now...
    Radix point

We specialize in:
  • Project Management
  • Fitting
  • Hydraulics
  • Pneumatic
  • Machining
  • Welding (including DLI)
  • General/Architectural/Structural Fabrication
  • Spray Painting
  • Sheet Cutting and Folding
  • Metal Cutting
  • Design and Draughtboard Services
Our family owned and operated company offers traditional values that combine the latest in manufacturing and design technology, whilst offering the highest level of commitment to quality, craftsmanship and customer satisfaction by offering:
  • Expert independent advice
  • Competitive pricing
  • Minimal lead times from start to finish
  • Prompt delivery and installation on site
  • Premium sales, back up service and extended warranty
  • Impeccable finish
  • Durability
  • Integrity of design
Australia Engineering management and staff pride themselves on the quality and workmanship of the end product by offering extended warranty arrangements.Maximizing Australian defence capability
The technical capability of our defence organisations must not fall at a time when the complexity of systems continues to grow and when many next generation military assets are being procured. High defence engineering capabilities and workforce skills are more important than ever.
Defence engineering is entirely subsumed within the profession of engineering in the broadest sense and engineers play an important role in all defence inputs, from academia and industry to government resources both uniformed and civilian. The latest Defence White Paper explicitly states that industry is a fundamental input to defence capability.
Defence capability includes defence assets, infrastructure, personnel and organizational processes. Systems engineering provides the clearest description of the life cycle management of defence assets from perceived need through requirements analysis,
research, development, test, evaluation design, construction, integration, acceptance, operation, entertainment, disposal and new capability development. Engineering plays an essential role in every part of this life cycle.
The 2016 Defence Industry Policy Statement outlines key elements of the government’s plans for delivering defence capability, defence innovation, driving competitiveness and export potential, and cutting red tape. Engineers Australia welcomes these initiatives, and the establishment of a Centre for Defence Industry Capability.
Numerous reviews continue to highlight the need for defence to be able to make informed procurement decisions, and to be a technically competent owner and operator of engineering-intensive equipment. This cannot be done without specialized workforce skills and expertise throughout the entire asset life-cycles.
Through programs such as the future submarines

Strike Fighter and Hawker, it is critical that state and federal governments support and develop the skills needed to build and sustain the assets. Engineers Australia supports decisions which back local industry options. It is the capability of the people working on the design, development and delivery of our defence systems that create and shape the acquisition, maintenance and operation of our national defence capability. The development of high-tech skills is an essential public good that benefits the broader economy.
Defence procurement must support industry policy by providing local build, technical assessment, design and research and development opportunities, and whole of life entertainment. Announcements in 2016 for the future of naval ship building in Australia are a welcome commitment to skills development and Australian industry.
The government has recognized that there is a need to ensure Australian industry can sustain and integrate defence capability over its life in Australia and while deployed. We have an extremely capable engineering workforce but if industry is to support major platforms it is critical that it is closely involved in the engineering intensive design and build phase. This will enable development of the skills and experience required to maintain, operate and upgrade those platforms throughout their lives and provide opportunities for
local enterprises to innovate and be part of the supply chain.
 State and federal governments should commit to supporting and developing the engineering skills needed to build and sustain defence assets in Australia.
 Defence should continue to maximize opportunities for local industry to be involved in the build, assessment, design, research and development and whole of life support of all major Defence assets.
Defence procurement and industry
The current Defence Industry Policy should be supported by a more comprehensive industry policy, particularly for manufacturing. This broader industry policy would recognize the critical role of manufacturing in boosting economic growth, innovation and productivity.
Existing policies fail to recognize the critical role of manufacturing in driving innovation. Australia lost competitiveness because it has not re-invested in capital technology, unfavorable exchange rates and high cost issues. Many basic manufacturing industries are now noncompetitive but there is potential to reinvigorate or replace them. If nothing proactive is put in place and current trends continue, there will be a lost opportunity for economic and employment growth. Defence procurement offers the opportunity to accelerate structural change.
Government exerts minimal influence on broader industry policy—with much left to market forces—but it has the ability to foster outcomes in the national interest. The link between defence procurement and economic benefits has been long established, and it brings greater access to new technology and global supply chains. Governments can create conditions where expertise and build phase operations of new capital assets are sourced locally, creating a local industrial commons and economies of scale. 
The government has a fundamental responsibility to develop the economy for the benefit of everyone, and this is best done with an innovative and productive manufacturing base. Australia needs a coherent industry-wide policy that begins with a defence industry focus to push the economy forward.
Engineers Australia recommends that the 2016 Defence Industry Policy Statement be used to:
 Develop a comprehensive industry policy supported by innovative procurement methods to drive economic growth and boost productivity.
 Renew Australian manufacturing, and enable world-class, professional technological and engineering capability through domestic defence capital acquisitions

Benefit from world-class training for your ADF role, together with opportunities to gain professional, trade and tertiary qualifications.

Receive training that sets you up for life

You'll start learning from the day you join the ADF, gaining knowledge that benefits your whole career. We'll prepare you for service life, ensure you're fit enough to serve, and equip you with the personal and professional skills to tackle every challenge in every situation.

Learn to lead

Learn to lead and manage

The ADF has a well-deserved reputation for producing leaders of the highest calibre. We take resourceful individuals and transform them into Officers, who lead and manage teams in a variety of capacities.
Use the links below to learn more about the Royal Australian Naval College (Navy), the Royal Military College (Army) and Officers' Training School (Air Force).

Acquire skills and qualifications

Sailors, soldiers, airmen and airwomen fulfill dozens of different roles in the ADF, ranging from admin to combat, and trades to communications. Initial training is followed by job-specific programs that often lead to nationally-recognized qualifications. Use the links below to learn more.

Never Stop Learning

Never stop learning

The ADF invests heavily in the personal and vocational development of all personnel, and offers promotion courses that prepare you for higher rank. You can choose to grow your skills in your existing trade or profession, or you might be approved to specialist in a new or expanded field.

Australia Engineers as a Supportive Employer

Becoming a Supportive Employer means you become part of a group of organisations offering their support to our Reservists.
And our Reservists will thank you - whether they work for you now or hope to in future.

How you benefit

You don't have to employ a Reservist to become a Supportive Employer. But if you do sign up and employ a Reservist, we know you will support Reservists when they're called for service.
What you get:
  • A great employee who brings their Reservist skills to your workplace.
  • A free listing as a Supportive Employer online and in our publications for everyone to see.
  • If eligible, financial support when a Reservist you employ is called for service.
  • Opportunities for first-hand experiences of Reservist training in an Australian Defence Force environment.
  • Ongoing support from Defence Reserves Support State and Territory https://www.instagram.com/

Industry Insights.


Centre for Defence Industry Capability (CDIC)

We support Australian businesses entering or working in the defence industry
Our advisers help businesses navigate the defence market, provide specialist advice on improving competitiveness and accessing global markets, and facilitate connections with other businesses and Defence. We also link Australian innovators and researchers to the Defence Innovation Hub and the Next Generation Technologies Fund.

Latest news

Thursday, May 9, 2019

Engineers Australia

Membership with Engineers Australia

To Start An application for membership with Engineers Australia please press this link to download the application form,fill the form. when you finished  please return the form to 
m.dollatabbady@gmail.com to be processed by our Expert team.


the process will take no longer than usual. if you have any enquiry don't hesitate to contact us.

عضویت با مهندسین استرالیا
برای شروع یک درخواست برای عضویت با مهندسین استرالیا لطفا برای دانلود فرم درخواست، این لینک را فشار دهید، فرم را پر کنید. هنگامی که به پایان رسید لطفا فرم را به
m.dollatabbady@gmail.com توسط تیم کارشناس ما پردازش می شود.
فرایند دیگر از حد معمول نیست. اگر شما هر گونه تحقیق دریغ نکنید با ما تماس بگیرید.کمک به متخصصان مهاجرت به استرالیا
مهندسین استرالیا یک ارائه کننده خدمات معتبر برای مهاجرین است.

مهندسین استرالیا مسئول ارزیابی مهارت ها و شایستگی های مربوط به حرفه های مهندسی در استرالیا می باشد. ما با وزارت داخله، عوامل مهاجرت و سازمان های بین المللی همکاری می کنیم تا روش های ارزیابی مهارت های مهاجرت را برای مهندسان فراهم کنیم.

هر ساله ما هزاران مهندس در داخل و خارج از استرالیا به اهداف خود دست می یابیم. ما می توانیم کمک کنیم که آیا شما یک دانشجوی خارجی هستید که نیاز به ارزیابی برای ویزای جدید دارد یا یک مهندس ماهر به دنبال یک زندگی جدید در کشور زیبایاسترالیا است.The Institution of Engineers Australia, shortened to IEAust  and/or trading  Australia, is a professional body and not-for-profit organisation dedicated to being the national forum for the advancement of the engineering field within Australia and a member of Washington Accord. Wikipedia


Monday, April 29, 2019

My Projects

Ghaffari Lawyers

Se 208, 901 Whitehorse Rd
T: +61 3 8590 8757
F: +61 3 8678 1140
M: 0434 026 777
i n f o @ g h a f f a r i l a w y e r s . c o m
Ahmad Vahedian Ghaffari (LLB GDLP BA MA)

Principal Solicitor

   Institute of Industrial Engineers Australia
IIEA NEWSLETTER-August 2019 Vol 2
Industrial Engineering is concerned with the analysis, design, improvement, installation and management of integrated systems of human resources, finances, materials, equipment, energy and information and the synergy between them
 Federal President: Sam Ghaith(FIIEA) samghaith@hotmail.com
  Editor: David Karr(MIIE, CP Eng, FIIEA) davidkarr@interspacial.com.au
  Federal Office: Engineering House 11 National Circuit, Barton ACT 2600 Phone: +61(0)2 6270 6555, Toll free: 1300 653 113 Web: www.iie.com.au
 From the Editor(articles and comments are definitely encouraged)
  From the Federal President
Dear Members
I'd like to take this opportunity to welcome David Karr as a newly appointed Director for the Institute of Industrial Engineers. David brings years of knowledge and expertise and has always stepped up to assist the institute when required. We look forward to his ongoing contribution and value add to our members on institute matters.
Along with the existing members of our council, Bob Watson, Damian Kennedy, Craig Sutton, Lex Clark, Scott Fairburn, John Shervington, Mo Barghash. Our Overseas Chapter representatives Chin Hak Wong (Singapore) , Rohan Fernando (Sri Lankan) we will continue to strive to improve our services whilst working with EngAust and our respective industry partners where we can.
On a personal note after 9+ years as a Volunteer with the institute ill be stepping down to focus on other commitments but will continue to provide support and consult to the Institute and its members as required.
I'm honored to have been part of the institute for so long and be part of the milestones that continue to contribute to its name. I'd like to thank all the members for their continued support and to the Directors, Volunteers for their commitment to the institute. With a special thanks to Robert 'Bob' Watson for his support and stepping in whenever called.
Kind Regards
Sam Ghaith, FIIEA Federal President – IIEA 4th July, 2019
Division Reports
NSW Division-John Shervington(MIIEA)
Institute of Industrial Engineers Australia NSW Division Report 2019
This year I have organised another Small Group Meeting for NSW members on Saturday, 27th July, to be held once again at the Coffee Club in the Rhodes Shopping Centre between 2 and 3.30pm. As before there will be an opportunity for understanding the professional situation of each member as well as individual concerns and future directions for industrial engineering.
We were also invited by Academic Programs International (API) to help place in Sydney a USA Industrial Engineering student for unpaid work experience. Particular members were contacted but their organisations were neither equipped to assist nor were given sufficient notice. API will endeavour to give more notice for future placements.
Recently I have received assistance from the incoming IIEAust Membership Director, David Karr, who is endeavouring to update and correct our membership database from a previous membership listing. The comparison with my own NSW listing showed two new Engineers Australia (EA) members who may have joined IIEAust as an option via EA. Both these members I have duly contacted and invited to the Small Group Meeting above.
Finally but sadly, one of our Life Members, John Mouritz, died last year. Engineers Australia had already been notified.
John Shervington
Federal Councillor Director NSW Division

 Report from WA Division
The IIEA WA Division is working closely with WA Division of Engineers Australia(EA).
It recently co-hosted Digital Workshop entitled 3D PRINTING/ADDITIVE MANUFACTURING in May. The workshop was attended by 95 members of both organisations.
The workshop highlighted the impact of additive manufacturing in the engineering workspace. Also with the digitisation of systems, it is becoming far easier, quicker and cheaper for organisations to develop and produce intricate components
IIEA WA plans to hold further co-hosted events with EA in the near future.
The WA Division is planning to hold a members training and social event in October.
The event is to welcome both old and new members to the IIEA.
Two members Bob Watson and David Karr will be representing the WA Division at the upcoming IIEA AGM to be held in Melbourne in September.
David Karr(CP Eng, FIIE) on behalf of Bob Watson (FIIE) IIEA WA Division President _____________________________________________
The 2019 IIEA AGM and Federal September Council Meetings will be held on Saturday 7th September at the Park Royal Hotel, Tullamarine. Times are from 08:30 to 17:00.
Further details will be forthcoming in the email shortly to be sent out to members.
If not received by Friday 24th August, please contact Scott Fairburn Federal Secretary on scott.t.fairburn@team.telstra.com
One of These Things is not like the Other One of these things is not the other.
A frozen pizza, a bachelor's degree in engineering, and a doctorate in conceptual mathematics.
A frozen pizza and an engineer can both feed a
family of 4.
jrgwde via Reddit From the Editor-Interesting IE Articles
Consensus Decision Making utilising Game Theory
Game Theory deals with the analysis of "games" (i.e., situations which involve conflicts of interests or various solutions).
What Is Game Theory(GT)
The branch of mathematics concerned with the analysis of strategies for dealing with competitive situations where the outcome of a participant's choice of action depends critically on the actions of other participants. This usually leads to a democratic, harmonious and optimal resolution process for simple or very complex challenges. Game theory has been applied to contexts in business, society, war, and even in government.
Game Theory was developed by John Nash-American Mathematician
•Is a very democratic method of problem solving.
•The makeup of the participants is important so as to allow for as unbiased outcome as possible
•It allows all participants to equally have their input heard
•The input is then collated and refined •Ranked Balloting then determines each participant’s choice
•Ranking occurs by first choice having the highest value and so on
•The ballot results are then published •Further Benefit and or Risk Analysis(by each participant) can be undertaken with respect to various criteria such as costing, timing, impact to business etc
•The benefit/risk analysis results can be attached to the initial GT analysis for final decision choice
•It removes the intra organisational conflict, competition, dysfunctionality leading to optimal business outcomes building inter personal trust
•Utilises Intelligent Objective Consensus(IOC)
For Game Theory to be successful, there needs to be meaningful follow up.
David Karr(CP Eng, FIIE)

 This article was previously published in the New Engineer Journal, October 2014
The End of the Taylorist Era!
The business world is dramatically different today than it was even a few years ago; technology is driving a revolution within business modelling and this places high demands on business leaders. Today, competition is not just the domain of global scale-intensive industries because anyone with imagination can leverage a value proposition through the connections afforded by the world-wide web, and can do so at considerably less cost. Competitive rivalry increases as this new cohort of players enters the market with innovative business models. Recently the Business Council of Australia(BCA) made a submission to the Senate enquiry into Australia's innovation system rightly identifying the key role regulation has in setting macro environmental conditions that encourage it. The BCA offered three actions: a need to broadly define innovation and the system that underpins it, the need for competitive tax systems and a collaborative workplace relations system, assurance of skilled human capital with supporting knowledge systems. Innovation as the BCA suggest is not simply concerned with new products or research and development, but encompasses all business activity.
For business leaders innovation concerns the intent, purpose, direction, and destiny of their organisations; the strategic review process that today needs to be conducted every three years. Strategic reviews should aim at regeneration, but in practice they are often prescriptive transactional documents that provide corrections to previously held assumptions. Organisations move along predictable linear pathways where competitive rivalry, among other things, ensures uncertainty. But in dealing with uncertainty organisations simply open their tool kits and institute predictable linear improvements such as reengineering, supply chain management, enhanced customer responsiveness, and of course cost controls. As a whole the industrial philosophy underpinning this is Taylorist: wealth creation by getting better at doing the same things. Strategic planning then, locks organisations into past practices and focuses continuous improvement towards resource allocations. The prescriptive calendar based budget process allocates resources to the strategy but in doing so diverts manager’s attention away from the organisations purpose
and towards departmental needs. This top-down approach forces reactive continuous business process improvement by concentrating on efficiency improvements such as better inventory management, order processing and purchasing.
The traditional strategic review process aim was to set unity of purpose, but in practice this has been internally focused and conservative. Resource allocations tie resources down to controlled predetermined parameters and largely eliminate the flexibility of staff by the need to achieve budget efficiency. The new global marketplace is one of rapid change, and this change is revolutionary; in this environment mental agility and speed in decision making is needed. The recommended period between strategic
reviews is three years today, not that long ago it was five years and was considerably longer in the not too distant past. Strategic reviews are likely to become a continuum; a
continuous creative process where intuitive leaders become catalysts and facilitators of the organisational team rather than the top dog pushing a plan that may well be out of
date at time of approval. For the broad cohort of engineers, what is the likelihood of progressing to the apex of organisations in the future? I believe the odds are diminishing simply because there is little debate within the profession around the broader development needed to steer organisations. Successful
managers within industry require training and experience. in business and engineering given technically inept managers
can be deprived of support by their technical teams, and non-commercial managers may lack the acumen to deliver in a market economy. But a strong background founded
in both business and engineering also helps to develop intuition, that is, the ability to reach sound decisions with insufficient information by drawing on personal knowledge and experience. Engineers during the 20th century needed full mastery of computer sciences and mathematics to assist the implementation of rational systems; engineers in the 21st century cannot limit themselves to modelling or optimising. A third skill must now be added: the capability of proposing
new concepts through creative reasoning
Robert Murphy MIIEA Robert.Murphy@labrobe.edu.au