Placement Presentation

Rolls-Royce Motor Cars
Year in Industry: Rolls-Royce Motor
Cars
Coventry University, 250EC
Huw Griffin
4922217
Student – UR-T-42/Assembly
Phantom Line

Introduction
This presentation will be a look back at my time at Rolls-Royce Motor Cars from June 2015 until May 2016. The
following slides will give an overview of the management structure of the company, my place within that structure,
a list of the projects I have been a part of since joining a company, what I contributed to those projects and a
critical analysis of what value this experience has been to my own personal development.

Rolls-Royce – A Brief
History
• Rolls-Royce was founded by Henry Royce and Charles Rolls in 1906. By 1907, the Rolls-Royce Sliver Ghost was
hailed as ‘the best car in the world’ due to its high level of comfort and reliability.
• During war time, Royce turned his attention to aircraft engines and the aerospace company of the same name
was created.
• By the 1950s, Rolls Royce had become the preferred vehicle of the British Royal Family and was associated with
the highest class of customers throughout the world.
• In 1980, the company was bought by Vickers. Rolls-Royce cars were built alongside Bentleys. In 1999, Rolls-
Royce was bought by BMW and manufacturing was moved to it’s current home: the factory at Goodwood.
• The launch of the Phantom in 2004 saw the beginning of a new era for the company under BMW ownership and
the launch of the Ghost, Wraith and Dawn has led to record sales world wide with Rolls-Royce cars appealing to
new, younger customers in new territories such as china and the middle east.

Company Structure
• Rolls-Royce Motor Cars is part of BMW group, alongside MINI in Oxford. The current CEO is Torsten Muller-
Otvos.
• The business is split into several departments, which are detailed below.
• I work in UR-T, the department responsible for the manufacture of the cars.
RRMC Board & Strategy
UR
Finance, I.T. and Site
Services
UR-F
Manufacturing
UR-T
Sales and Marketing
UR-V
Engineering
LR-W1
Human Resources
UR-P
Corporate
Communication
UR-K
Bespoke
UR-V-B

Manufacturing, UR-T
• In the case of premium motor vehicles, many of which are ordered with bespoke features by each individual
customer, all areas of the car must have their own dedicated department. I work for UR-T-4, which is the main
assembly of the cars.
Manufacturing
UR-T
Surface Finish
UR-T-3
Logistics
UR-T-1
Assembly
UR-T-4
Total Quality and
Bespoke
UR-T-5
Wood Shop
UR-T-7
Leather Shop
UR-T-8

Assembly UR-T-4
• Assembly must have various sub departments in order to look at different aspects of the daily business.
• UR-T-4 has a General Manager who is responsible for all the sub departments, and each of the sub departments
have their own management team.
• I work for UR-T-42, the south assembly line that assembles the Rolls Royce Phantom.
Assembly
UR-T-4
Quality Management
UR-T-40
Production steering and
process Planning
UR-T-41
Assembly South line
UR-T-42
Assembly West line
UR-T-43
Test and Finish
UR-T-44
Supplier Parts Quality
UR-T-45

Assembly – The Process
• The Shell of the car is known as the Body in White. These are manufactured at the BMW plant at Dingolfing in Germany and
then shipped to Goodwood.
• The Body in White first goes through paint shop.
• The painted Shell is the delivered to the assembly line. Leather and wood parts are manufactured in separate departments and
delivered to the line at point of fit.
• Once fully assembled, every car goes through testing. Each is water tested, road tested and goes onto the rolling road. The
cars are then inspected and finessed. Any imperfections are picked up by the inspectors and corrected. This includes final
polishing and wash.
• Once finessed, a car is inspected a final time and given the OK to be delivered to a customer.

UR-T-42 and My Role
• My role in this department is as a support function. I work directly for the Line Manager, but my work can vary
between contributing to his work and contributing to the work of process leaders and supporters. The bulk of
my work is to do with data analysis and reporting, but the department has afforded me the opportunity to be
part of many different activities.
Line Manager
Process Leader Process Leader
Process SupporterProcess Supporter Process Supporter Process Supporter
Associates
Student

Business Structure
Evaluation
• From my experience of working in this structure, I have noted several interesting effects:
• By having so many different departments, it is very easy to allocate tasks and responsibilities.
• It creates very tight knit teams that are driven to make their department the best. Each manager wants to be able to
attend their meetings and show how their department is performing the best.
• One negative of the business structure that I have observed is that the separation can lead to difficulty when trying to
work with another department on a single topic.
• From the time I spent working for Bentley Motors in Crewe during my work experience, I can see a lot of similarities between
the companies. Both have very large German owners and their working structure is defined by those organisations. However,
my job role is so different between the two it is difficult to draw fair comparisons.

My Standard Working Day
• 5:45: Arrive at work. Go through the reporting for the previous day and prepare documents for the morning
meeting. Check emails and personal admin.
• 6:30: Morning meeting. Go through the documentation I have prepared and other reports with the Process
leaders and Supporters. Establish actions for the day and gain/give and feedback necessary.
• 8:15: Inline Quality meeting. Discuss open topics with the shell 2 problem solving team. Take meeting minutes,
establish actions and update documentation.
• 10:00: Red Rack walk. A meeting with Parts Quality where the parts that have been found to have supplier
defects are discussed and excepted. Establish actions and gain feedback.
• 10:30: UR-T-42 team meeting (Monday only)
• 11:00: Weekly/Monthly Reports or project work. On a Monday I have to do the scrap, Right First Time and DpU
reports for UR-T-4 and UR-T-42, for the previous calendar week. There are also monthly versions of these
reports to do on the first day of each month. I might start these as early as 7:00. on a normal week day I would
work on the projects given to me by my managers.
• 12:30: Lunch.
• 12:30 – 15:00: Unscheduled working time. I might have one-off meetings or I may use this time purely for project
work. If I have gained a lot of actions from the morning meetings I will prioritise those because they may be due
for the next morning. Every other Tuesday I have a 1:1 meeting with my manager at 14:00.

My Projects

Scrap Reporting and
Management
• This is one of the few tasks that I have carried over from previous students in my place. I am responsible for
reporting on and analysing the scrap generated in UR-T-4.
• Scrap can be created in production through parts being damaged during the build process, damaged during
transit to the factory or supplied components having either material of functional defects.
• As the individual in production with the ability to generate the scrap data, I am often called on by people in my
department and other such as Parts Quality and Logistics to support with their data collection and problem
solving. I feel this gives me opportunity to work with different people in the business and gain a better
understanding of how the responsibilities are allocated between people.

Improvements to the Scrap
Reporting
• The Improvements I have worked to implement, with the input of my Line Manager, the Process Leaders and the
Process Supporters, have allowed us to more accurately measure our improvements as a department, track our
progress through the year against our target and identify our top issues.
Previous
Report
New Reports

Inline Quality
• The other carry over job I have is to chair the Inline Quality meetings. These are the meetings which are
attended by a support functions from each department (if called on) to discuss the top issues that are being
worked on by UR-T-42.
• My initial part in this meeting was simply to take the minutes and send out the agenda. However, as I have
become a more established member of the team I have been a part of the problem solving process at many
levels.

Inline Quality
• The meetings themselves have changed greatly since I have been a part of them.
• We have increased the meetings from 15 minutes to a maximum of 45.
• The top topics for the whole line are now looked at by the same team every day rather than different people
discussing different topics on different days.
• We have introduced a more structured agenda and documents such as attendance trackers and Gantt charts
which keep record of the actions that are open and who they sit with.
• We have also created display boards for the open topics which detail the nature of a problem and show the
work that has so far gone into solving it.

Problem Solving
• At Rolls-Royce we use the Six Sigma approach to problem solving. This is a data driven method broken into six
phases. Also known as the DMAIC process:
• D – Define
• M – Measure
• A – Analyse
• I – Improve
• C – Control 1
• C – Control 2
• The process of solving a problem in this company is very structured. The steps from identifying a problem are as
follows:
• Shell 1 – problem is considered by Process Supporters with optional support from a quality specialist, a
parts quality representative or a planner.
• Shell 2 – if the problem cannot be solved at shell 1 it is escalated to shell 2 where it is discussed in the Inline
quality meetings by all the support functions and Process Leaders. While at this level each step in DMAIC is
used at a checkpoint.
• Shell 3 – if for any reason the problem cannot proceed through the gate review it can be escalated further
to shell 3 where managers will consider the point and bring it to a resolution.

Gemba
• Gemba was the first project that I took on as my own during the first few months of working for UR-T-42.
• Gemba is a Japanese practice where the management go out into the work place and observe the problems being experienced
by the associates on a day to day basis.
• Last summer, Rolls-Royce was looking to use the Gemba principle to introduce a document that would assist the training of new
associates by capturing the ‘knacks’ currently used on the line to achieve the best condition when carrying out a process.
• For this project, I observed several sub assemblies on the line such as the fitment of the air vents, the centre of the dashboard
and side frame finishers. I spoke to the associates as the carried out the builds and noted down and of the knacks they used.
• I created examples of Gemba documents as the business defined them with processes from what I had observed. I put together
a presentation explaining how to produce one, what needed to be included and what I thought would be the challenges faced
by rolling this concept out to the whole business.

Gemba
• My work was seen by the UR-T-1-P team. They were the department driving the Gemba project. They adopted my
example format as the business standard and used slide from my presentation in their training document which
they presented to every department in the business.
• After a long debate, Gemba was not picked up by Rolls-Royce, the main concern being to do with the control of
the documents and their content.
• If I had done this work later on in my placement it would have been of a higher quality, certainly it would have
conformed to the company standard a lot more. However, I think it was also a benefit to come at it with fresh
eyes and a clear mind because it seemed to be a long running debate that people were unsure about.

DpU Report
• DpU stands for defects per unit. This is a measurement of quality calculated by dividing the number of defects
found by the number of cars considered.
• The cars considered are only cars that have been F2’d.
• DpU is split into 3 categories: Blue, Yellow and Red.
• Blue defects are defined as caused, detected and amended by a single department.
• Yellow defects are defined as caused and detected by a department but allowed to continue to the next
department without being amended.
• Red DpU is caused by one department but detected and amended by another.
• Every department has a DpU target and my role has been to report on the DpU for UR-T-42 weekly and
monthly. Like scrap, I have created reports for Process Supporters and Leaders as well as a one for the Line
Manager.
YtD 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Calendar Week
UR-T-42 DpU
UR-T-42 DpU Target Linear (UR-T-42 DpU)

DpU Report
• Currently, a department’s performance is only measured on Red DpU, so this is what is reported on. The
reports are of a similar format to the scrap reports, but instead of cost and quantity it looks at number of defects
and rework minutes booked to amend those defects.
• One thing that I struggled with whilst working on these reports was maintaining consistent and accurate data.
With defect continuously being found and re-allocated I found that my data could become out of date. This is
something I would like to work on rectifying.

Right First Time
• Moving into 2016, UR-T-42’s new project was an concept for improving quality called Right First Time.
• The principle is to bring down Red DpU by picking up more defects at point of fit.
• We introduced ‘internal reds’. By tracking these defects and recording them ourselves we are able to more
easily identify our top issues, delegate the problem solving and track our improvement.
• My role in this project has been visuals and reporting. With the support of process supporters and leaders I
have designed and created display boards with sheets for data collection and weekly reports along the length of
the line.

Right First Time
• Since the beginning of the Right First Time project, the department has re-aligned they way problems are
looked at and solved in terms of delegation of responsibilities.
• My focus is purely to show performance and track improvement. With this new project I have been a part of
defining and creating a new process. Over the course of many meetings with the team, I created a vision plan
with SMART targets, milestones and due dates.
• Moving forward, I will create process flows and templates that will allow someone other than myself to be able
to do the same job.
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100
150
200
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5 6 7 8 9 10 11 12 13 15 16 17 18
TotalDefects
DpU
Calendar Week
UR-T-42
UR-T-42 Yellow UR-T-42 Red UR-T-42 DpU UR-T-42 DPU Target Linear (UR-T-42 DpU)

Statistical Process Control
• Statistical Process Control or SPC is a project that I have delivered which was requested by my manager as a
way of tracking the quality of the cars coming off our line and showing if we are improving our product.
• When a car leaves the line it goes through the test and inspection process. The cars do not all spend the same
amount of time in this phase and they do not finish in the order in which they were launched.
• The advantage the SPC project has is that is shows the Red DpU of all the cars in a given period in launch
sequence whereas all other departments use F2 sequence.
• Our method gives a true reflection of the trend of our scores.
Month Series StDev (Cum) DpU Average (Cum)
RR1 1.51 2.63
RR2 2.83 4.00
RR3 0.00 4.00
RR1 1.33 2.45
RR2 1.64 3.13
RR3 2.49 4.20
RR1 1.27 2.25
RR2 1.75 3.45
RR3 2.50 4.71
RR1 1.36 2.1
RR2 2.03 2.89
RR3 2.59 3.91
RR1
RR2
RR3
RR1
RR2
RR3
RR1
RR2
RR3
RR1
RR2
RR3
RR1
RR2
RR3
RR1
RR2
RR3
RR1
RR2
RR3
RR1
RR2
RR3
Last Update: 03/05/2016
July
August
September
October
November
December
Jan
Feb
March
April
May
June
RR1
Jan
RR2
Jan
RR3
Jan
RR1
Feb
RR2
Feb
RR3
Feb
RR1
March
RR2
March
RR3
March
RR1
April
RR2
April
RR3
April
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1.50
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2.50
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3.50
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4.50
5.00
0.00 0.50 1.00 1.50 2.00 2.50 3.00
CumulativeDpU
Cumulative DpU Standard Deviation
DpU Breakdown by Series
Low + Consistent
High + Inconsistent
Low + Inconsistent
High + Consistent
Notes
Each point on the graphrepresentsthe average
DpU and standarddeviation of the DpU of each
seriesyear to date at the end of that month.i.e.
The pointsmarked 'Feb' represent thedata
from Januaryand February,'March' represents
January,Februaryand March,etc.

Statistical Process Control
• As this project has been ongoing it has become far more advanced.
• For every series I can show which department caused the defect and which area within the production process
detected the defect.
• From when I started the SPC project we have gone from a business wide non-specific DpU data download
showing cars by F2 date to a department specific report that can look at any time period, area and series.
• To be able to analyse the DpU downloads takes a lot of experience. This is why I have used excel formulas and
created re-usable templates that anyone can use to make their own report.

Stock Control and Logistics
Support
• Because I report on waste and have access to transact stock I am often contacted for support by the Stock
Control team in UR-T-12.
• This department are responsible for making sure the factory has the correct amount of stock of each part.
• When they request my support it is usually to scrap off a part or return some parts to stock from open
notifications. I do have to do my own investigations for some of these requests.

TPM
• A task that I was given as a one-off but that had a high priority was to create a TPM for the steps being used on the
production line.
• A TPM is a document that defines the standard OK condition for a piece of equipment being used and shows how to check
that piece of equipment for defects that mean it is unsafe to use.
• I collected information from HSE online about TPM and working at height and liaised with UR-T-41 to understand the
company standard for TPMs.
• It was a good project to be a part of because it gave me knowledge of the requirements of a business with regards to the well
being of it’s employees and I increase my network within the business by doing more work with planning.
• If I were to do a TPM again I would know which mistakes to avoid such as getting good/relevant pictures and using
professional and unambiguous language.

Other Responsibilities
• As a support function for any project in UR-T-42 I regularly get one-off tasks or requests from members of the
team or others to deliver a single product to support with their work.
• On any given day, I could receive a request for the following:
• To make a purchase of an item or items for the business. To create a document for a display or a checklist
for inspectors to use.
• To give feedback on data analysis as support for a problem solving activity.
• To arrange for I.T. Or maintenance to make a change to the work area or to rectify an issue.
• To support the project of someone from another department that has overlapping features with my own
work.

Remainder of My
Placement
• For the final two months that I am at Rolls-Royce I will be continuing to bring improvement to the projects I have
been working on. Recently I have been looking at rolling out an SPC and DpU report for UR-T-43.
• By this time next month I will have begun my hand over to the student who will take over my role. I will have a
four week hand over period and I will make sure that they can pick up where I leave off with ease. There is not
currently a student working for UR-T-43 but there will be one starting at the same time as the new person for
URT-42 and it will be my responsibility to train them as well.
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Evaluation of Placement
• I would describe my internship at Rolls-Royce Motor Cars as hugely beneficial to my professional development.
• This year has given me experience in working for a premium motor company in Britain and shown me how I
can be a part of an established work place.
• Seeing how the structure of the company work, how targets are set and managed and how processes are
followed has given me an insight into the industry that I will be able to transfer to my professional life in the
future.
• Being introduced to the Six Sigma problem solving method and gaining an understanding of SPC and other
data driven approaches to improvement will have given me an advantage over my peers when I come to get a
job after I graduate.
• This job has taken me away from what I would have previously considered my strengths. There has been very
little practical technical work with the bulk of my projects being to analyse data and develop new processes.
Previously, I would have said I would be good at design and building but now I feel I would be competent at a
job in production.
• This placement has not made use of many topics that I have studied at university. This has altered what I will
select as my topics for final year.
• My skills of Microsoft office have been accelerated hugely. I now know how to produce reports and
presentations of a professional standard and my adeptness on Excel has increased exponentially.
• Personally, having to be at work on time early in the morning every day for 12 months will have put me in good
stead for the rest of my working life. I have learnt a self discipline that I did not posses before starting work
here.

5 Ways I Have Benefited
From This Placement
1. Network. My Professional network has increased vastly. I now have contacts in the automotive industry that I
will be able to contact for support post-university and in the next stage of my career development.
2. Professional conduct. Before I started this job I would have had no clue of how to settle into a work place, how
to approach new people and how to communicate clearly and effectively with my colleagues. I now feel I can
behave in a way that will gain the respect of others and show the best side of me at work.
3. Standard and detail of work. Having deliverables to present and get feedback on almost daily has improved the
quality of my work massively. I can now be given a task and I can take it to a level higher than expected by
anticipating follow up questions and making sure the analysis I do and conclusions I come to are supported by
evidence and clearly stated.
4. Skills and problem solving. By learning about Six Sigma and applying recognised data analysis techniques
such as pareto analyses and standard deviations I am now able to contribute to problem solving in a correct
and recognised way that is logical and methodical.
5. Personal development. By moving further away from home than ever before I have built up a self dependence
that I need. By having a timetabled day job my discipline and time keeping have hugely improved and this will
definitely benefit me in the final year of university. Earning a living properly for the first time has also been a
learning experience in terms of budgeting and spending verses saving.

Thank You for Listening
Any Questions?

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