MEE7033: Engineering Systems and Management – LEAN Systems – Engineering Assignment Help

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Internal Code: 3IDC
Engineering Assignment Help
Task:

LEAN is generally accepted to be the West’s adaptation of the Toyota Production System (TPS). Many companies and organisations of different types and from different sectors have tried to implement LEAN systems, resulting in varying degrees of success or failure. Some would still say a LEAN system is a cultural approach that cannot be easily mastered by Western companies.
You are playing the role of an independent management consultant, with access to two associate consultants, with skill and experience in LEAN manufacturing systems. Using the XYZ Precision Engineering Ltd example in this brief, prepare a proposal for consideration by the Managing Director and her Senior Management team; “to develop and design, implement and project manage a LEAN System project in XYZ Engineering Ltd over an 18 month project period”. Your proposal should include a fully designed LEAN project, with clear objectives, training, implementation time line, risk, metrics and outputs/outcomes. You have a budget of 40 days consultant time to support and deliver the project.

XYZ Precision Engineering Ltd

Company Profile

The company is located at County Business Park, Mid Ulster, Northern Ireland with over 29000 sq. ft. of space divided between production, design and administration. Its mission is to develop profitable, long term, mutually beneficial customer relationships where XYZ can become a key partner of the supply chain and processes. The company annual turnover is around £5M, and regularly makes a net profit, after investment and taxes, of 5%.
The company’s business model offers total solutions from concept through to production working in partnership with their design team using 3D CAD, Mastercam® and Solid Works®, to in-house design, develop and manufacture a range of metal and plastic end products for the Aerospace and Defence, Medical Technology and Medical Device sectors. The company offers its customers the business skills required for rapid custom precision moulding, utilising state-of-the-art machining capabilities, milling, turning, sheet work, with the ability to manage a wide range of tools and secondary operations at any one time.
The company undertakes a range of fabrication and assembly work, accounting for around 20% of turnover, where it assembles its own manufactured parts, along with other components from customers, and customers’ suppliers, into sub-assemblies and kits for delivery back to customers.
The company uses approved suppliers to manage its outsourced ‘special’ processes, where components are sent for coating, anodising, and helicoiling, are received back, sometimes sent out for a second special process, received back, inspected, packaged and despatched to the customer.
The shop floor layout is not well planned, machines being located as they were purchased. Machines are a range of 3, 4 and 5-axis types. The company operates a 2-shift 24/5 pattern with half day Saturday mornings and planned maintenance at weekends. The shop floor is loosely arranged in a standard process flow, specific areas/flow lines for milling, turning, fabrication and assembly, metrology, and packaging and despatch. Raw material is received, stored and issued from a storeroom, and suppliers are approved before being used.
The company has 65 people employed, with 45 shop floor operatives, and 20 support staff including senior management, sales, purchasing, engineering, human resource and design and development. The company has a full time Quality Manager/Business Improvement Manager and is ISO 9001 and AS9100 certified. The company has a MRP system partially deployed, but with plans to implement a full closed loop MRP II system in the next financial year.
In addition to statutory OH&S training, the company does invest money and time in training staff to operate the CNC machines and equipment. There is minimal training in Continuous Improvement, or other formal business improvement tools, the company having tried adopting LEAN practices before but without success.
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