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MODULE CODE:	ENGM118
MODULE TITLE:	Engineering Management Practice
MODULE ASSESSOR:	Dr Tanveer Ahmed
ASSESSMENT:	Part A and Part B
TITLE OF ASSESSMENT:	Engineering Management: Lean and process improvement
MODERATED:	Caesar Nurokina
Handout Date:	-2023
Hand in Date:	-2023

PLEASE READ ALL INSTRUCTIONS AND INFORMATION CAREFULLY.

Report comprising 100% – Total word count: 5000 words

Canvas Submission Deadline: Tuesday, 30^th May 2023 by 2pm

Part A

This Part A contributes 50% to your final module mark with word count for part A: 2500 words

Please ensure that you retain a duplicate of your assignment. We are required to send samples of student work to the external examiners for moderation purposes. It will also safeguard in the unlikely event of your work going astray.

1. Critical awareness of the Engineering operations function and its key managing components.

THE FOLLOWING LEARNING OUTCOMES WILL BE ASSESSED.

• The ability to critically evaluate, select and apply appropriate engineering operations management functions utilising relevant methods and techniques.

IMPORTANT INFORMATION

Avoiding Accusations of Plagiarism / Collusion

You should ensure that all work in the written submissions is your own and correctly referenced. If it is a Group assignment you must adhere to the guidelines of the group work and submission of it. Even if group work, the reports and other written, presentation or research may be individually assessed, in which case it will need to still be your own work. Check the assignment details.

Academic Misconduct Regulations:

Academic Misconduct Regulations Link

Where you draw on references, you should ensure that you clearly explain their relevance to your own work. If you are unsure on the correct way to reference any material, please ask or refer to the guidance available via the University Library Website: http://library.sunderland.ac.uk/find– resources/referencing/

Presentation of Work

Presentation of work is of critical importance. The elements being submitted electronically should be typed and clearly formatted making appropriate use of headings and subheadings.

Assessment Criteria

Written elements will be assessed using the University of Sunderland Generic Assessment Criteria

Submission

You should submit your report by Tuesday, 30^th May 2023 by 2pm via Canvas, which will include the TurnItInUK™ system. You may submit drafts of your work prior to final submission. You can submit twice and receive reports from TurnitinUK™ straightway, the third and subsequent submission reports will take 24hrs to generate. The similarity report will show similarity to other work, references are included in this, you should focus your attention mainly on the body of your text. Please ensure submission format is compatible with Sunderland University software, for example

*.doc or *.pdf, or other relevant file formats relating to the assignment.

Extensions

Extensions will be assessed on a case by case basis and are offered in emergencies. Any extension will have a maximum duration of 72hrs from hand in date and time. Extensions beyond this will need to be progressed through the Extenuating Circumstances procedure.

Extenuating Circumstances Procedure

Lean & Process Improvement Scenario:

ShapeThings LTD is a local SME in the northeast of England. The company specialises in producing different plastic parts for different companies using the injection moulding process. the company has a large number of customers base and produces each company’s parts based on daily requests using the companies’ dies that ShapeThings Ltd. stores on-site.

Production

The company has 7 fully automated injection moulding machines with a large variety of dies for different products, the company uses different machines based on the nature of the product needed.

Production sequence ideally as follows.

Customer places an order of a certain product he agreed previously with the company to produce, providing the company with the die for each product under the agreement. New orders are checked every day in the morning and based on the orders placed, an employee prepares the required documents for the order to be processed. A storage room exists for each die exists inhouse with a dossier that includes the necessary details of who owns it, detailed specifications about the die’s product, a typical sample of the product for reference. Documents are.

1. Product details
2. Order details with a specified colour 3- Sample of the product.

The employee fetches the dies from the inventory without any prior checks and processes them with the documentation for the designated machine to carry on the production.

Once the die and the necessary documentation reaches the machine, an operator prepares the machine by cleaning the nozzles of the remains of the previously produced product by carrying on dry runs and basic cleaning tasks using a cloth and simple tools. As a result of the dry runs, high amount of plastic waste is generated every day due to the changeover between products that could happen more than once a day on the same machine.

The old die on the machine is removed and directly sent to the inventory for storage. No checks or detailed cleaning applications are performed on the dies before storage. As a result of such unorganised practice, the company has a high percentage of the returned product due to flaws and deficiencies in final products.

Machines are surrounded by a high number of unnecessary tools and parts that are not utilised majority of the time. With the initiative taken by the company of installing a tools rack for each machine for only the needed tools for each machine, the system does not appear to be utilised by the

operators, rather they use a centralised rack that contains all tools for all machines which are placed unprofessionally and no following any organisation guidance. Spillages and disorganization could be noticed across the shop floor entirely.

The flow of products from machines towards packaging then pickup point for delivery is made with no specific criteria of sequences or designated places. Each machine’s product is handled differently, some are packaged straight after the part is produced next to the machine, and in other cases, it gets packed in trays, then moved to a different area for following processes the packaged for customers. such operations are made at random places with no appropriate guidance and set up to operate.

Maintenance

No preventive maintenance applications or plan exists on-site for the machines. all machines are running on Run-To-Fail strategy, which is a major drawback for production. As a result, machines experience continuous minor stoppages, which in return eliminates the benefits of having fully automated machines due to the need for an operator on site all the time to restart production if the machine stopped. The company’s director mentioned that hydraulic package maintenance was performed on certain machines for restoration due to leaks and low performance, but no routine maintenance is applied by any mean on any machine.

Inventory

The company has a separate section for storage of different items related to production. With the use of Dexion racking, the storage is separated into main sections.

1. Dies and machines part.
   1. Raw and rejected materials. 3- Packaging materials
2. General existence of unutilized parts across the place
3. Room for machines documentations and storage for some rejected products 6- Room for dies documentations.

It’s important to mention that each of the mentioned section does not follow any organisation or a methodology for efficiency improvement. Dies are distributed without a specified location. Different materials, packaging, machine documentation room are the same with no actual organisation that could be noticed. No designated place to perform maintenance on dies exists.

Assembly

The company perform assembly of certain products for customers by the integration of certain parts together, or the packaging of a set of parts in packs as individual products. the company does not have a designated place for assemble, with no actual stations with the needed tools and parts to work efficiently, rather the company performs the activities at unorganised places with no actual setup for the operations.

Required report parts.

Introduction (5 marks)

Section 1 (25 Marks) Literature review on

• Lean principles (5 marks)
• Different Applications of Lean principles for process improvement (10 marks)
• Improvement drivers (10 marks)

You should discuss their development, targeted applications, and their limitations within the engineering management sector.

Section 2 (40 Marks)

Based on the company profile included, highlight suggested Lean and Improvement drivers that are suitable to the different business criteria, (You are free to select specific area of improvement or many). You are required to detail the following.

1. Detail their suitability for the business (20 marks)
2. The execution process of each principle suggested with its related area, (20 marks)

Section 3 (20 Marks)

You should include the expected impact of each application suggested (10 marks) and the recommendations for future work to maintain efficiency and work towards further improvement. (10 marks) conclusion (5 marks) reference list (5 marks)

The format of the report should be:

Title Page (Name Student and Number, Course, Module, Assignment Title and word count.) Contents Page

Introduction

Individual Sections discussing each area Conclusion

Reference Page/s Appendix

Harvard Referencing and Citation should be used within the report.

For Guidance: http://library.sunderland.ac.uk/find-resources/referencing/

Part A – Word Count 2,500

For Guidance: https://my.sunderland.ac.uk/pages/viewpage.action?spaceKey=AQH&title=Programme+Regulations+ and+Assessment&preview=/105484811/106738782/Guidance%20for%20students%20on%20the%20 penalty%20for%20exceeding%20the%20limit%20for%20assessed%20work%20v2.pdf

Part B

This part B contributes 50% to your final module mark with word count for part B: 2500 words

THE FOLLOWING LEARNING OUTCOMES WILL BE ASSESSED.

1. Critical awareness of the Engineering operations function and its key managing components.

• The ability to critically evaluate, select and apply appropriate engineering operations management functions utilising relevant methods and techniques.

Tasty drinks factory

Polar crush is a local company that supplies local shops and entertainment facilities with a range of beverages. the company has its own formulas for the different drinks they produce. The production facility consists of a fully automated production line that consists of several stations responsible for different production stages.

1   Production line breakdown

1. Mixing station

The mixing stage is the only stage that is not connected to the production line sequence and does not has any modern control technologies. This means that the stage is a standalone system that relies on simple actuation technology to perform the necessary process.

1.2    Filling station

The filling machine is an advanced, fully automated filling machine that integrates the supervisory level of automation systems with a programmable system that could be modified to suit a predefined range of production requirements. The machine is considered the main asset in the production besides being the most complicated one.

1.3    First Boxing and packaging stage of initially filled products

The unit’s task is to perform multiple operations. Firstly, is to extract a single box from a connected pallet of flat boxes using a series of linear and rotational pneumatic actuators connected to pneumatic suction cups. Secondly, the machine folds the extracted boxes to the required shape and present them to receive the oncoming prefilled bags from the filling station. Similarly, the operation is performed using a series of linear and rotational pneumatic actuators designed in specific alignment to execute the process efficiently. The last stage of the process is the closure and taping of the filled boxes. The process takes place using the same technology as the previously mentioned stages to operate and delivers the final sealed box to the following stage.

1.4    Second Boxing stage

Following the production process, boxes that contain two single boxes have to be shaped and filled with the required boxes, then folded and taped, similarly to the tasks from stage 2. However, for such operation, individual stations of boxing, packing, folding and taping were used to perform such operations, rather than the use of the single station as at stage 2. The 2nd boxing stage handles the task of the extraction of individual boxes from a pallet of flat boxes then fold them to the required shape. The station work is done at this stage, and the created boxed passed to the following stage of

1. Packaging of stage three boxes into a larger box

The packaging station receives two different items, the single produced boxes from stage 2, and the folded empty boxes from stage 3. The station uses a pick and place mechanism to perform the task of picking up stage 2 boxes and then place them accurately in pairs inside the box from stage 3. The station uses a series of electrical and pneumatic actuators alongside a high number of sensory devices to perform the required tasks. The electrical servo motor actuators handle the vertical and horizontal positions of the connecting arm that is responsible for the pick and place processes. The system, as the

previous systems had, includes a supervisory system that presents several predefined varieties of boxes sizes that could be used in operation. The finished boxes get delivered to the connected conveyor belt to deliver to the following stage.

1.6 Folding and taping of stage five boxes

Takes the responsibility of folding and taping the received boxes from stage five, similarly to stage 2 and deliver the final product to the last stage of the process. Likewise, using a series of pneumatic actuators and a number of sensory devices, the machine can execute the application fully automatically. The system integrates an HMI screen to monitor and control the application.

1.7    Palatizing of final products

Using a more substantial pick and place machine, the palatizing stage performs the task of picking the final delivered product and place them in a setup of thirty-six boxes pallets. The system uses a series of electrical actuators to handle the positioning of the pick and place arm, beside pneumatic actuators that mainly handles the suction cups responsible for holding the boxes during the pick and place processes. The system integrates an HMI screen the provides insight about the status of a limited number of sensors besides providing a set of a predefined set of choices of different setups for the required pallets.

Different production stages’ quality was not satisfactory for the company because of the high breakdowns frequency that takes place on the machines. Interviewing the maintenance manager and operators presented that the machines experience a high level of minor stoppage during the production process. The stoppages do not have a significant effect on the machine or the process, but it usually causes the products to be scrapped. The stoppages cause varies between, mis-insertion of the package for filling, capping of the filled package or extraction of the final product. Typically, because the line is fully automated, the whole production line would require a single operator to monitor the operation of the whole line and refill the machines with the required mixture, boxes, tapes whenever they are required. However, due to the high number of stoppages, each machine has an operator monitoring its performance and status. In return, such a practice highly affects the company financially due to the use of four different operators on the line instead of only one operator. Besides, the high number of minor stoppages delays the production schedule and results in customers’ dissatisfaction and overtime work for the staff, Resulting commonly in a high financial and reputational impact.

• Existing maintenance strategies

Investigating into the existing maintenance and lean application at the company presented that there is no maintenance strategy followed and no maintenance plan in place. Also, there was no record of any failures record that took place since the start of the production.

Existing maintenance staff

The maintenance team on site consists of only one specialised person who is the assigned maintenance manager. The maintenance manager is responsible of rectification of any sudden failures that takes place on any of the machines but does not follow any specified maintenance plan or maintenance recording technique. Deliverables

1- Introduction (5 marks)

You are required to provide an introduction about advanced maintenance practices and what the assignment and what is intended to be done 2- literature review (30 marks)

The Literature review should include background research about the maintenance strategies developed over the centuries, their applications and limitations. maintenance strategies should include;

• Reactive maintenance.
• Planned maintenance.
• Preventive maintenance.
• Total Productive Maintenance (TPM).
• Reliability Centred Maintenance (RCM).
• Condition monitoring applications in the advances of Industry 4.0.

3-   Suggested maintenance applications (40 marks)

Identification of the different suitable maintenance strategies with their internal pillars to each of the discussed stations of the production system, operators, maintenance staff, and management. Your suggestions should provide information about the expected impact of each suggested pillar. You

should provide a justification for the suggested applications with literature referencing for similar applications.

4-   Suggested stability and future improvement applications (20 marks)

Suggest the suitable mechanisms that support continuous improvement applications in order to maintain the suggested applications and set a plan for future improvements stages. 5- Conclusion (5 marks)

6- Reference list

Reference list following from reliable resources, following Harvard citation style.

You are required to provide an overall conclusion of the work carried out across the report. Harvard Referencing and Citation should be used within the report.

For Guidance: http://library.sunderland.ac.uk/find-resources/referencing/

Part B – Word Count 2,500

For Guidance: https://my.sunderland.ac.uk/pages/viewpage.action?spaceKey=AQH&title=Programme+Regulations+ and

+Assessment&preview=/105484811/106738782/Guidance%20for%20students%20on%20the%20 penalty% 20for%20exceeding%20the%20limit%20for%20assessed%20work%20v2.pdf

A guide to the assessment is provided below. This will also be informed by the Generic Assessment Criteria for the level of study

Marking Criteria for the UNIVERSITY OF SUNDERLAND SCHOOL OF ENGINEERING

90-100% 5 of the following points have been achieved

• Thorough understanding of all key points and distinguishing features and factors
• Reasons given for all decisions, all aspects understood, very clearly explained andcorrect
• All calculations correct, clearly explained and presented
• A clear structure used and good critical analysis
• Demonstration of thorough knowledge across substantive areas
• All issues/aspects addressed thoroughly and clearly

80-89% 4 of the following points have been achieved

• Thorough understanding of all key points and distinguishing features and factors
• Reasons given for all decisions, all aspects understood, very clearly explained and correct
• All calculations correct, clearly explained and presented
• A clear structure used and good critical analysis
• Demonstration of thorough knowledge across substantive areas
• All issues/aspects addressed thoroughly and clearly

70-79% 3 of the following points have been achieved

• Thorough understanding of all key points and distinguishing features and factors
• Reasons given for all decisions, all aspects understood, very clearly explained and correct
• All calculations correct, clearly explained and presented
• A clear structure used and good critical analysis
• Demonstration of thorough knowledge across substantive areas
• All issues/aspects addressed thoroughly and clearly

55-69%

• A good understanding of most key points and distinguishing features and factors
• Reasons given for most decisions, most aspects understood, clearly explained and correct
• Most calculations correct, clearly explained and presented
• A clear structure used and evidence of critical analysis
• Demonstration of a good depth of knowledge across substantive areas
• Majority of issues/aspects addressed thoroughly and clearly

40-54%

• An understanding of most key points and distinguishing features and factors
• Reasons given for some decisions, most aspects understood, explained and correct
• Basis of all calculations correct but containing some errors
• A reasonable structure used and some evidence of reasonable critical analysis
• Evidence of some knowledge across substantive areas
• Most issues/aspects addressed but some not addressed thoroughly or clearly

F – 39% or less

• Little evidence of understanding of the essential features and factors
• Reasons seldom given for decisions, few aspects understood, explained or correct
• Basis of some calculations incorrect and some/all containing errors
• A poor structure used and little evidence of any reasonable critical analysis •
• Little evidence of knowledge or understanding across substantive areas
• Irrelevant, unrelated and muddled material.