The document discusses maintenance policies and work order processes. It provides details on different types of maintenance policies including failure based, time based, condition based, and risk based approaches. It then describes the purpose and benefits of work orders, including recording downtime data, ensuring repairs are completed properly, and providing a source for planning and key performance indicators. Guidelines are provided on the information included in work orders like inventory details, requestor information, work descriptions, and actual completion details. The work order system and typical flow from generation to completion is outlined.

1. Performed by: Eng. Mohammed Hamed Ahmed Soliman
Email: mhamed206@yahoo.com
: m.h.ahmed@ess.aucegypt.edu
Mob: +201001309903
Implementation, Guidelines and Planning

3. Maintenance
Policies
Failure Based
Reactive
-RTF
-BDM
-CM
Redundant
Non Critical
Time Based
Preventive
Calendar
-Daily
-Weekly
-Monthly
-Quarterly
-Semi Annually
-Annually
Meter
-Running Hours
-Kilometers/Miles
Condition Based
Predictive PdM
-Vibration Analysis.
-Temp Analysis.
-Oil Analysis.
-Ultrasonic.
-Pressure Analysis.
-Wear Analysis.
-Efficiency Analysis.
-Motor Current.
Risk Based
Proactive
-RCFA
-FMEA
-RBI
Total Based
Global
-TPM

4. What is Work Order?
The work order is the basic document (form) for planning and control. It is
necessary to ensure that any request, failure and remedy are recorded for
further use.
Benefits:
1. Record downtime data for further analysis purpose.
2. Insure the maintenance repair has been carried out effectively.
3. Focus on the chronic problems in order to make analysis and improvement.
4. Illustrate the most returning problems in order to prevent the recurrence.
5. Record all PM data.
6. Insure PM is being performed and within the standard procedures.
7. Track PM implementation & backlogs.
8. Track the reason of overdue& backlogs.
9. A good source to measure the maintenance planning efficiency.
10.Main source for the Planning & KPIs.
11.Detailing the required resources for the job including the assignment of
skilled and competence personnel for undertaking the maintenance tasks.
12.Ensuring appropriate and the best methods and procedures utilization
including safety procedures;
13.Execution, maintaining, monitoring and controlling the maintenance
activities and tasks.

6. Work Order “The Heart of the Maintenance
System”
Work Order System
The work order system consists of two main parts: (1) the documents required to
facilitate work planning, execution and control; and (2) the work order flow process.
Basic Documentation for Work Order System
The necessary documents required for the work order system include the work
order, materials and tools requisition forms, job card, maintenance schedule,
maintenance program, plant inventory and equipment history files.
The Work Order (W/O)
The work order is the basic document (form) for planning and control. It is necessary
to ensure that any request, failure and remedy are recorded for further use.
Work Order Direct Benefits:
1. Detailing the required resources for the job including the assignment of skilled
and competence personnel for undertaking the maintenance tasks;
2. Ensuring appropriate and the best methods and procedures utilization including
safety procedures;
3. Execution, maintaining, monitoring and controlling the maintenance activities
and tasks.
4. Providing the right data and information from the work order for analysis and
continuous improvements.
‫تسجيلهم‬ ‫تم‬ ‫قد‬ ‫المشكله‬ ‫وحل‬ ‫والعطل‬ ‫الطلب‬ ‫ان‬ ‫من‬ ‫التأكد‬ ‫منه‬ ‫الغرض‬ ‫مستند‬

7. Info Included in Work Order
• Inventory number, unit description and site.
• Person or department requesting the work and date work required.
• Work description and time standards.
• Job specification, code number and priority.
• Crafts required.
• Special tools.
• Safety procedures.
• Technical information (drawings and manuals).
Information needed for control include:
• Actual time taken.
• Cost codes for crafts & spare parts.
• Down time or time work finished.
• Cause and consequences of failure.
Indirect Benefits:
•The system will satisfy the QMS auditors.
•The system is essential for a successful TPM auditing process.
•Work Order is a lean tool for maintenance & its productivity.
•WO contribute in reducing the 7 production wastes.
-T: Transportation, I: Inventory, M: Motion, W: Wait, O: Over-processing, O: Over
production, D: Defect
•A good WO system will suit the CMMS implementation.

8. W/O Content Data
•WO description (#, type PM/CM/shutdown/projects, area
location).
•Work request (requester, description,..etc).
•Dates (start, finish, complete…etc).
•Criticality/priority (urgent, emergency, critical…etc.)
•Safety Condition
•Job plan (main steps, planned duration, actual
duration..etc.)
•Tool list (code, description, quantity).
•Spare parts list (code, quantity, planned, actual).
•Labor list (code, number, planned hours, actual hours).
•Duration (planned duration, planned downtime, actual
downtime).
•Failure (description, code).
•Work close out (signature)
•Backlog=overdue (cause, root cause, consequence).

9. Format,
Shape,
Data
Included
Codes for
Data
Handling &
Maintenance
Software
Work Order
Flow for
Control
Purpose
Recording
methodology
“Maintenance
Software”

10. 1. Formal WO
Include all jobs that can be planned.
2. Standing WO
1. Routine inspection, lubrication, adjustment and service of equipment.
a. Includes most Autonomous Maintenance (Operator performed)
2. Repetitive service work:
a. Re-lamping
b. Trash removal
c. Janitorial duties
d. Material and supply transportation
e. Fire checks.
3. Bench work with visible backlog
4. Daily checks/routes
5. Minor, short- and low-cost repairs by a technician assigned to a specific
unit where no equipment history is required.
6. Nonmaintenance activities:
a. Safety and union meetings
b. Training.
3. Unplanned/Unscheduled/Breakdown WO
Unplanned/unscheduled work orders are used for those jobs that must be completed
within the next day or so, without the opportunity to plan completely or plan at all, as
they require immediate attention. These work orders will have a high-priority rating.
Completion and closeout of this type of work

12. Design of PM Work Order
Tech Name: Employee no: Eq Number :
Date : Shift no : Eq Name :
Required man/hr: Plant/factory no :
Cost Center :
Safety Considerations:
-------------------------------------------------
-------------------------------------------------
-------------------------------------------------
Estimated required time for each PM Interval:
Weekly------- Semi Anually--------
Monthly------- Anually---------------
Quarterly-------
WO# Code:
Allowed time: (to be filled by the supervisor): Actual time: (to be filled by
technician):
Estimated Labor number :
Form Design

13. Daily-Weekly-Monthly-Quarterly-Semi
Annually-Annually Sheet
List of tools required: List of Instruments required:
1. Tool: Code: 1.Name: Code:
2. Tool: Code: 2.Name: Code:
List of spare parts planned:
1. Part: Q: Code: 3.Part: Q:
Code:
2. Part: Q: Code: 4.Part : Q:
Code:Eq runing (Y or N) Procedure Allowed
Time
Actual
Time
Done (√ or X)
Comments
List of spare parts Actual:
1. 3.
2. 4.
Tech Signature:
Total Repair Time: Hours:
minutes:
PM Priority: __High
__Medium
__Low
Date Completed:
Job Approval: Date Approved:

14. Work
Order
Generated
Planner
Print
Work Performed
End of Shift
Paper Work
Data Entry
Filling
Standard Work Flow for Work Orders

15. As we don’t have a CMMS or an efficient maintenance software to initiate automatic
Preventive maintenance orders based on the calendar.
PM WO Flow “Manual”
Maintenance Supervisor
Send WO
Maintenance Crew
Perform PM
Write info
WO
Data Entry
Send
Review
Schedule
KPIs & Reports

16. After CMMS :
Work
Order
Initiated
based on
calendar
Supervisor review
the request
Print Out
WO
Maintenance CrewPerform PM
Write
DataEntry
Approval

17. Master List Format for All PM Work Order (Summary)*
Eq WO# Data
Schedule
D/M/Y
Shift
Scheduled
Complete
%
Data
Completed
D/M/Y
Shift
Completed
Comments
Useful in Tracking Progress in Writing PM Work
Orders
‫تنف‬ ‫فى‬ ‫التأخير‬ ‫اسباب‬ ‫هنا‬ ‫كتابه‬ ‫يتم‬‫الصيانه‬ ‫يذ‬
‫غير‬ ‫فى‬ ‫تنفيذها‬ ‫تم‬ ‫انه‬ ‫وجد‬ ‫اذا‬ ‫المخططه‬
‫االنشغال‬ ‫بسبب‬ ‫قبل‬ ‫من‬ ‫المخطط‬ ‫ميعادها‬
‫األعطال‬ ‫بصيانه‬.
*Excel Sheet for recording later into database.

19. Work Request/WO Sheet Design
Priority (Check One):
__Emergency Breakdowns (Safety, Total Production Loss, Quality)
__(priority downtime, project deadline, partial production loss)
__(Potential Failures, CM) ‫مشكله‬ ‫اصالح‬
__(Preventive Maintenance) ‫وقائى‬ ‫اجراء‬
__Shutdown (Overhaul, Calibration) ‫مخططه‬ ‫وقفه‬
__Routine Work(Daily workshop bases)‫يوميه‬ ‫أعمال‬
__(Projects, Installations, Modifications, Tests) ‫مشاريع‬
Originator : Need Date : Plant no : Line no:
Date : Time : Dept : Unit :
Request no : Cost Center : Shift :
Eq code/no : Eq Name : Line Status : working/not
workingWork Requested/ Repair Description:
Problem: Code:
Reviewed Date:
Failure: Code:
Cause &Action Taken: Technician: Date : Hours:
Parts Used:
1.Code No: Name: Quantity:
2.Code No: Name: Quantity:
Work Accepted (maintenance & process signature): Date:
‫ال‬ ‫انه‬ ‫األحيان‬ ‫بعض‬ ‫فى‬ ‫لوحظ‬
‫المخط‬ ‫الصيانه‬ ‫تنفيذ‬ ‫يتم‬‫فى‬ ‫طه‬
‫اتجاه‬ ‫نتيجه‬ ‫المحدد‬ ‫ميعادها‬
‫مفاجىء‬ ‫عطل‬ ‫الصالح‬ ‫الفنى‬
‫مدى‬ ‫ما‬ ‫معرفه‬ ‫يجب‬ ‫ولذا‬
‫هذا‬ ‫خطوره‬ ‫ودرجه‬ ‫أهميه‬
‫االنتاج‬ ‫يحدده‬ ‫وهذا‬ ‫العطل‬
‫الصيانه‬ ‫وليس‬.
Tools Used:
1.Code No: Name: Quantity:
2.Code No: Name: Quantity:
Comments:
‫طارىء‬
‫هام‬
Form Design

20. Arrangement of Reactive Work Order Priorities “Define the priority effect the execution speed”
Priority Code Classification/Priority/Condition/Description
E
Emergency:
Un-plannable
Must be performed immediately. Higher priority than scheduled work, critical
machinery down or in danger of going down until requested work complete. “E”
to be used only if production loss, delivery performance, personnel
safety (new and imminent), equipment damage or material loss are involved and
no bypass is available
1 Urgent: Needed within a few hours, by end of shift at latest. work must be completed as
soon as possible but does not require immediate attention. Mechanic(s)
assigned as soon as available without halting a job already in progress. Priority
“1” should be used for equipment which is down or in danger of going down and
which affects ability to produce desired product.
2 Critical: Needed within 24 hours. Similar like Urgent but with less urgency.
3 Rush
P.P
Must be performed before end of current week. Normally, this work will be
scheduled to start within 24 to 48 hours after receipt of the work order.
4 Essential
Plannable
Deferrable—must be performed before the end of next week. This work can be
effectively planned.
5 Desirable Designates desirable but deferrable jobs. Can be completed anytime within the
next few weeks, and can therefore be Scheduled
6 Shutdown A “6” priority designates work requiring programmed shutdown. Work orders in
this category are accumulated for shutdown planning.
7 Routine: Used exclusively for routine work (missed ones). “7” is not associated with
normal day-to-day work order requests. Activities such as (painting, glass
repairing, workshop)

21. Request for work initiated from planned
maintenance or failure.
Emergency
No Yes
-Plan & prepare W/O:
•Check Eq history file.
•Check job file (Job Card).
•Obtain material (Material Requisition).
•Obtain tools (Tools Requisition).
•Plan Manpower.
•Set standard time.
•Complete W/O.
Supervisor prints out a copy and passes it to the
technician assigned to the job, or
W/O can be accessed directly by technicians
through ERP or CMMS equipment. Complete job
and fill
information on W/O
Work
Order
Flow
IMMEDIATELY
dispatch maintenance crew.
W/O follows later
‫الموارد‬ ‫تخطيط‬
‫الشغل‬ ‫أمر‬ ‫طباعه‬
‫للتنفيذ‬ ‫وارساله‬
‫المطلوب‬ ‫البيانات‬ ‫كتابه‬‫ه‬
‫الشغل‬ ‫أمر‬ ‫فى‬

22. Foreman checks job and verifies information and
approves or completes his copy on the system
Accountant completes costs information on his
copy/system
System extracts data and puts the data in the equipment
history file for periodic analysis to control and improve
maintenance strategies and policies
Planner verifies job is completed and all required
information extracted and closes W/O
Work Order
Flow
‫الشغل‬ ‫امر‬ ‫اعتماد‬
‫التكلفه‬ ‫حساب‬
‫على‬ ‫بالبيانات‬ ‫االحتفاظ‬
‫اليها‬ ‫للرجوع‬ ‫المنظومه‬
‫الحاجه‬ ‫وقت‬
‫التأكد‬ ‫بعد‬ ‫الشغل‬ ‫امر‬ ‫اغالق‬
‫البيانات‬ ‫كل‬ ‫ادخال‬ ‫من‬
‫ثم‬ ‫الفنى‬ ‫قبل‬ ‫من‬ ‫المطلوبه‬
‫الشغل‬ ‫أمر‬ ‫وغلق‬ ‫اعتمادها‬

23. Emergency Flow
Phone Call Maintenance Supervisor
Receive & Write
information down
Send WO
Maintenance Crew
Perform repair
Write
WO
Data Entry
Send
Work
Request
received
KPIs & Reports

24. With CMMS for non-
emergency :
Work
request
received
Supervisor review
the request
Print Out
WO
Maintenance CrewPerform Repair
Write
DataEntry
Approval

25. Work Order main sections
Section to be filled by the receiver
Section to be filled by the Originator
Section to be filled by the executer
Section of WO closing , Signatures, and Responsibilities

26. WO request module. Organizations where many different people submit
work requests present a problem of getting work requests submitted efficiently.
Sometimes people drop off hand-written notes. Sometimes they call and other times a staff person
will see a maintenance technician repairing equipment and verbally request another job that would
only take a minute. Whatever the method, this kind of work request causes problems. Often there is
no record of the work requested, requestor, or the time of the request. Notes get lost.
Conversations may be remembered differently. Phone calls can occur during busy times when the
information is not recorded accurately, and phone messages left on voice mail can be unclear or
incomplete. As a result of all this, work does not get done leading to frustration. By moving to
electronic work requests, both the requester and the maintenance department have a clear
communication.
Electronic work
requests
Status updated
CMMS
View work
orders
Manger Update work order
Work
performed
Paperless Work Order

27. Define the Job (WO) Responsibility
Unique work order number CMMS
Date of request CMMS
Time of request CMMS
Requestor Originator
Equipment number Originator
Equipment description CMMS
Equipment location CMMS
Work requested Originator
Work type Originator
Project number Originator
Job priority Originator
Current equipment status Originator
Time equipment went down Originator
Requested completion date Originator
Date equipment available Originator
Approval Proprietor
Minimum WO Data & Responsibilities ‫أمر‬ ‫فى‬ ‫المطلوبه‬ ‫والبيانات‬ ‫المسؤليات‬ ‫تحديد‬
‫الشغل‬

28. Prepare the Job (WO Sending) Responsibility
Planning Planner
Skill code Planner
Crew / task sequence Planner
Crew interfaces Planner
Crew size Planner
Estimated man-hours Planner
Assigned organization Planner
Job code Planner
Bill of materials Planner
Job status Planner
Cost estimate (labor, materials) Planner
Schedule sequence Planner
Job schedule Planner
Suggested manpower deployment Planner
Equipment back on line Operator

29. Prepare the Job (WO
Sending)
Responsibility
Date back on line CMMS
Time back on line CMMS
Actual work performed Maint Craft
Action taken code (verb) Maint Craft
Component code (noun) Maint Craft
Condition code (adjective) Maint Craft
Failure cause code Maint Craft
Job completion Maint Craft
Actual labor (hours and $) CMMS
Actual material use and $ CMMS
Job quality acceptance Originator

31. 1. Routine inspection, lubrication, adjustment and service of equipment.
a. Most Autonomous Maintenance (Operator performed)
2. Repetitive service work:
4. Daily checks/routes
5. Minor, short- and low-cost repairs by a technician assigned to a specific
unit where no equipment history is required.
6. Non-maintenance activities:
What its?
A basic document used to record data in a fast-reliable way without loosing
the value of these data.
Usage Possibility with Maintenance:

32. Design Form for Daily-Weekly-2Weeks PM.
‫الصيانه‬ ‫عمليه‬ ‫كود‬:
‫المطلوب‬ ‫الزمن‬
‫القطاع‬‫الهندسى‬ ‫الوقائيه‬ ‫الصيانه‬ ‫فحص‬ ‫كارت‬"‫االسبوعيه‬"
‫المطلوبه‬ ‫العماله‬:
‫المكان‬
‫المعدة‬ ‫كود‬
‫المعده‬ ‫اسم‬:‫مصعد‬
‫أغسطس‬ ‫يوليو‬ ‫يونيو‬ ‫مايو‬ ‫أبريل‬ ‫مارس‬ ‫فبراير‬ ‫يناير‬
‫الشهر‬/‫االسبوع‬
Man/hr ‫الورديه‬ ‫التكلفه‬ ‫مركز‬
31
30
29
28
27
26
25
24
23
22
21
20
19
18
17
16
15
14
13
12
11
10
9
8
7
6
5
4
3
2
1
‫فحصه‬ ‫المراد‬ ‫البند‬ ‫م‬
1
2
3
4
5
6
7
8
9
#
#
‫بالدقيقه‬ ‫المستغرق‬ ‫الفعلى‬ ‫الزمن‬
‫المستخدمه‬ ‫الغيار‬ ‫قطع‬:1-‫االسم‬:‫الكود‬:‫الكميه‬:2-‫االسم‬:‫الكود‬:‫الكميه‬:3-‫االسم‬:‫الكود‬:‫الكميه‬:
‫المطلوبه‬ ‫األدوات‬:1-‫االسم‬:‫الكود‬:‫الكميه‬:2-‫االسم‬:‫الكود‬:‫الكميه‬:3-‫االسم‬:‫الكود‬:‫الكميه‬:
‫الفحص‬ ‫فنى‬ ‫توقيع‬ ‫االنتاج‬ ‫توقيع‬:
‫مالحظات‬: ‫الصيانه‬ ‫مشرف‬ ‫توقيع‬:
1 paper for each equipment for 1 year!!.
Designed to cover 52 weeks of maintenance for
weekly and 2weels PM levels.

33. NumberOfFails
Date

34. What is histogram?
One of the Basic Seven Tools of Quality. It used for Variation Analysis.
Quality Tools for Problems Solving

35. Failure Key for
Machines:
1. Bearing noise
2. V-belts damage
3. Shaft wear
4. Unbalance
5. Excessive Vibration
6. Leakage
----------------------------------------------------------
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Day 1
1
2
6
2
3
6
1
5
10
9
8
7
6
5
4
3
2
1
Standing WO”Combined Tick Sheet & Histogram”
10
5
20
10
10
7
25
8 12345
66754
12345
34245
56723
11000
32201
43213
Day 2
Failure key
“code”
Duration with
minutes
Labor code
Plant no: Section: Cost Center:
Line no or
Eq no
81
71
60
NumberOfFails
With
parts or
4
6
3
2
13
21
5
10

36. What is Standing WO or Tick Sheet used for?
• Minor stops
• Daily/Routine stops
• Repetitive problems
• Common problems
• Minors-shorts and low cost repairs by a technician assigned to a specific unit
where no equipment history is required.
Benefits:
1. Facilitate analysis
2. Quick show of what failures used parts & what didn’t.
3. Easy counter for the number of failures.
4. Combine many failures just in one sheet.
5. Fast recording of all data.
6. Reduce no of papers required to record the data.
7. Just 1 paper cover up to 150 failures (75x 2 days).
8. Reduce Man/hrs required to record the data.

37. What tick sheet isn’t used for:
•Critical Equipments
•Long duration or repair time.
•High spare parts consumption during the maintenance process.

39. Data Entry Persons :
Calculation ‫الجديد‬ ‫الشغل‬ ‫أمر‬ ‫الدخال‬ ‫الزمنى‬ ‫المتوسط‬ ‫حساب‬ :
• Maximum time for entering the WO into the maintenance software=10min per for
the new WO.
• Total WOs that he can enter per day (calculated as 7hrs daily)=70WO.
What we need?
• Based on the no of daily breakdowns and preventive maintenance activities
the estimation of the data entry persons in each workshop must be made.
We need to avoid Backlogs

41. KPI Source of Information Optimum Value
Total No of Downtimes
Covered by WOs / Total No
of Downtimes.
Work Order & Production
Data
100%
Percentage of Total
Maintenance Hours
Covered by WOs (Total
Labor Hrs Covered by WO/
Total Labor hrs).
Work Order 100%
Percent of Work Orders
Covered by planned job
packages
Work Order not less than 80%
Percent of Total Paid
Maintenance Hours
Captured by Work Order
Charges
Work Order & Account Dept 100%
KPIs for the Operational Level

43. •A complete equipments data (we are still in phase 1)
•A complete labor data (nothing yet)
•A complete PM data (in progress)
•A complete WO data (nothing yet)
•A non-computerized WO system exist in place, If you still don’t have a good WO management in
place you still don’t have something to be re manage electronically using the CMMS.
•A standard WO forms with standard flow available in place and implemented in all workshops.
•Numbers of computers at in each maintenance workshop in.
•Numbers of computers at in each production facility i(for work request & notification sending in
order to initiate WO). Will be estimated later.
•Printer beside each computer in the workshops.
•License for concerned maintenance supervisors (concerned with the WO management) and data
entry person in each workshop (cost $$).
•License for concerned originators (from production) in each production facility (cost $$).
•License for all maintenance engineers (cost $$). We only have 25 license right now that effetely
•All PCs in the workshops, production facilities, and engineers offices must be new with strong
specifications (I have SAP on my Labtop which is 4GB Ram and it works very very slow)
•Intensive training for all engineers in the sector (cost $$$$). Basic
•Intensive training for concerned maintenance supervisors and data entry in all workshops(cost $$$).
•Intensive training for concerned originators (cost $$).
•A consultant that know very well about the the ERP program.

45. Key Causes of Maintenance Downtime for specific
unit/plant.
Emergency
Work
(breakdown
caused plant
stop)
Preventive
Maintenance
Planned
Corrective
Maintenance
Maintenance
Others
(breakdown
didn’t cause
plant stop)
Predictive
25%
30%
20%
10%
10%5%Waste
5%
Total Downtime =50hr
Work Type Frequency no Duration hrs
Emergency 30 10
BD 40 15
CM 20 8
PM 10 5
Projects 5 1
Emergency caused line stop= ‫بزمن‬ ‫عطل‬
BD didn’t cause line stop= ‫زمن‬ ‫بدون‬
CM= ‫مخططه‬ ‫اصالح‬ ‫صيانه‬
PM= ‫وقائيه‬ ‫صيانه‬
Routine= ‫يوميه‬ ‫روتينيه‬ ‫صيانه‬

46. Emergency WO
Equipment
ID
Frequency
no.
Duration
hrs
Failure
type
Action
Taken
CMP-001 10 5
CMP-002 8 3
CMP003 10 1.5
CMP-004 2 0.5
‫أعطال‬ ‫أعلى‬ ‫على‬ ‫التركيز‬
‫ومحاوله‬ ‫السبب‬ ‫لمعرفه‬
‫معالجته‬

47. Equipment CMP-001 breakdown analysis
Failure Cause Action Taken
Bearing Excessive wear Replace bearing
----
----
----
----

48. Equip ID No of PMs
Assigned
Actual
Done
Percentag
e
Preventive Maintenance
‫عمله‬ ‫المفروض‬
‫عمله‬ ‫ماتم‬ ‫النسبه‬

49. Downtime Analysis by Work
Classes
PPM
PdM
Inspection
Lubrication
Cleaning
Corrective
Breakdown
Calibration
Overhaul
Test
Emergency
Urgent
Critical
Environment
Improvement
Adjusts
Minor repairs

50. Downtime Analysis by Equipment:

51. 0 5 10 15 20 25 30 35 40
Inspection
Routine
Planned PM
Unplanned
Training
Maintenance Labor Hrs Analysis:
HoursEng. Mohammed Hamed Ahmed Soliman
The American University in Cairo
Email: mhamed206@yahoo.com
m.h.ahmed@ess.aucegypt.edu
https://eg.linkedin.com/in/mohammedhamed