Hero engineering is how the Manage the Change (MTC) team at the EMC tackles issues and resolves challenges, saving the business, time, effort and cost.
Most recently a project, led by Leon Timana and Ryan Rushton, involving Exhaust Gas Recirculation (‘EGR’) has seen a cost saving of £2.5 million at the EMC, with a further project involving con rod disuse saving £300k.
Put simply, the eight person MTC team are responsible for all component changes for PTO at the EMC, working with associates and senior managers to increase efficiency. They enable the incorporation of initial design released through to changing current production components.
A bit like international rescue, they have a worldwide remit, supporting component changes and process deviations to allow production to continue in the UK, in China and in Pune, India.
The EGR project involved components designed for 19MY engines. Due to a number of reasons the required component wasn’t ready in time, risking the 19MY uplift programme and full launch.
Process engineer Andrew Garvey said: “The existing EGR was to be fitted to 19MY engines, however the supplier could not keep up with demand, due to constraints in their manufacturing process. Various teams had tried to address the issue, but were unable to resolve it.
The slow rate of production meant the EMC faced an eight week parts shortage. The MTC team were informed and, although not within our usual remit, our experience and skillset meant we were able to drive a resolution.”
The final solution involved plenty of cross functional meetings with key stakeholders, including MP&L, purchasing and the supplier.
A clear plan of action was put in place, which removed the eight week gap in supply and used all existing stockpiled components, worth approximately £2.5 million. Crucial were the associates fitting the EGR, who were responsible for swapping back and forth between two levels of EGR to protect production and burn down the stock of older components to eliminate any disuse.
“Ultimately the issue shows that problems can occur when upstream inputs are not in line with the change management process,” said Andrew. “It also highlights the protection the MTC team provide to the EMC by ensuring changes are managed correctly. A robust change management system for PTO allows us to adapt and be flexible.”
The MTC mission statement is clear; effectively manage change to allow PTO to react to changing market demands and deliver quality products to our customers securing the future of PTO for us and future generations.
It’s something the team are fully bought into and something everyone at the EMC and everyone in PTO globally can help with by understanding what change management is and why it plays such an important part in our future.