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ELEC2017 1.2 s. martin - the faculty on the factory floor.pptx
This document discusses a novel approach called "Faculty on the Factory Floor" for teaching Lean manufacturing concepts to undergraduates at Coventry University in collaboration with industry partners. The program embeds students in a manufacturing environment to gain both academic and practical workplace experience. It addresses skills gaps while benefiting both the university and industry partners through knowledge sharing, research opportunities, and potentially establishing a future qualified workforce. The program has been successful due to strong leadership, a shared vision, complementary expertise between the partners, and collaborative practices.
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ELEC2017 1.2 s. martin - the faculty on the factory floor.pptx
- 1. The ‘Faculty onthe Factory Floor’: a novel approach for teaching Lean to manufacturing undergraduates Dr Steve Martin and Ian Wilson, Coventry University, UK.
- 2. ‘workplace ready’ graduates AcademicKnowledge Practical Experience Management Experience workplace culture within a manufacturing environment What Industry needs
- 3.
- 4. Institute for AdvancedManufacturing and Engineering AME
- 5. Semester 1 Semester 2 Semester3 How does this work in practice?
- 6. K.Lowther 15th Sept 2017 HSE Stockturns Customer Delivery Production Plan achievement Customer Quality RFT% Andon (+escallation rules) Costper part Skilled Resource availability OEE (Availabilityx Performance xQuality) Resourceplan Production + capacity planning Inventory management+ accuracy Production Plan Custome r NPI Supplier parts Product design DFMEA PFMEA ControlPlan Standardise d work Layout design HSE Basics Quality Basics Manufacturi ng basics Facility + equipment Maintenance Process capability Process Design Equipment design System adherence+ Discipline Easyto Grasp visual Management Effective problem solving MDI/3cs/OCC / A3s/ / / Leadership+Coaching EmployeeEngagement Managementand LeadershipskillsTechnicalskillsHSE Skills UWay+ problem solvingskills Overdrive G2G ManufBasics audit Dailyshift check sheets Workplace audits Standardised workaudits Sub KPIs Indirect costs Audits UNIPART MANUFACTURING OPERATIONAL EXCELLENCEKPI TREE PPPH SRRC audit Organisational design. Roles + Resp Change Mgmt 5's Material Usage Changeover Mgmt Parts flow design/ triggers The KPI ‘tree’ - focusses on the processes and not just the results
- 7. The ‘big picture’ DJones, J Womack, 2002, Seeing the Whole, Lean Enterprise Institute
- 8. One of onlyten case studies from across the UK included in the report. Highlighted as an example of a successful collaboration between academic and industry partners. AME ‘Faculty on the Factory Floor’
- 9. key challenges • Industry-focusedprogramme development is time consuming and resource intensive • Accommodating ‘disruptive’ work patterns and competing priorities • Developing and embedding new working practices at Industry partner and CU • Culture change within and across both organisations
- 10. What has helpedto make this a success • Strong, committed and sustained senior leadership from both organisations • Shared vision, core values and principles • Good match with complimentary expertise and facilities • Collaborative practices including staff co-location • External support and endorsement creating confidence key challenges • Industry-focused programme development is time consuming and resource intensive • Accommodating ‘disruptive’ work patterns and competing priorities • Developing and embedding new working practices at Industry partner and CU • Culture change within and across both organisations
- 11. Stakeholder benefits • Addressesthe National skills shortage • Offers an innovative model to graduate development
- 12. Stakeholder benefits • Profileraising • Academic exposure to latest industry issues and thinking • Additional student recruitment channel • Wider industry and academic engagement • Research collaboration opportunities • Addresses the National skills shortage • Offers an innovative model to graduate development
- 13. Stakeholder benefits • Profileraising • Academic exposure to latest industry issues and thinking • Additional student recruitment channel • Wider industry and academic engagement • Research collaboration opportunities • Addresses the National skills shortage • Offers an innovative model to graduate development • Provides potential ‘established’ future workforce • Lowers overall training costs • Drives productivity through access to HE facilities and knowledge exchange • Accelerates the ‘value‘ extracted from graduates • Provides opportunity for novel solutions to new and existing challenges
- 14. Stakeholder benefits • Profileraising • Academic exposure to latest industry issues and thinking • Additional student recruitment channel • Wider industry and academic engagement • Research collaboration opportunities • Addresses the National skills shortage • Offers an innovative model to graduate development • Provides potential ‘established’ future workforce • Lowers overall training costs • Drives productivity through access to HE facilities and knowledge exchange • Accelerates the ‘value‘ extracted from graduates • Provides opportunity for novel solutions to new and existing challenges • Establish the all important ‘skill set’ that employers value – within 3 years • Evidence that they can "walk it like they talk it“ • Increased employment opportunities and makes more employable
- 16.
- 17. AME - addressingthe gap Manufacturing Digital Strategy
- 18. Manufacturing Digital Strategy Afurther vertical and horizontal integration concepts 2D View
- 19. The future lookslike this… Manufacturing Digital Strategy Vertically connected businesses in a horizontally connected value network 3D View Reference Architectural Model Industrie 4.0 (RAMI 4.0)
- 20. augmented reality assembly Investingin Industry 4.0