JENNA CARMELA C. PALLARCA Student No.: 2015-89881
CE 297 Final Exam PRATT & WHITNEY: ENGINEERING STANDARD WORK 1. Make a 5 forces analysis about the jet engine industry (during the time period stated in the case).
Please see attached sheet. 2. Describe the IPD (Integrated Program Deployment) program of Pratt and Whitney.
In the early 1990’s, P&W improved their product development process by creating the Integrated Program Development (IPD). It is geared towards unifying the best practices of the engineering and management teams for the design, validation, manufacturing, and support of all P&W products. IPD was created to align the objectives of the company with customer requirements by defining necessary resources, establishing management review, and defining critical paths of their processes. IPD also reorganized the reporting structure of the employees. Integrated Product Teams (IPTs) were created at working level designated at each significant task within a program, and they were responsible for integrating and documenting the design, manufacture, validation, and support of the product they developed. Component Integrated Product Teams (CIPTs) were responsible for executing the program for their assigned component. An over-all engine leadership team called the Integrated Program Management Team (IPMT) comprising of
JENNA CARMELA C. PALLARCA Student No.: 2015-89881 4. Cite 3 processes at P&W that you can apply to your own organization.
Our company is also ISO-certified, and just like P&W, engineers find it cumbersome to follow the procedures. Therefore, I think that our company can also hire an expert to assess the current situation of the company, and to develop a program to remove the barriers in implementing our procedures. Standard Resource Plans could also be applied to our company so that the required manpower, software, data, and financing may be planned prior to execution. Our organization has launched a similar system, but the employees have yet to familiarize themselves in the system. Lastly, the restructuring of P&W ’s engineers may be adopted in our company. P&W collocated engineering and manufacturing staff in order to create a particular engine module. Our company is currently renting several rooms in a building, and one office located outside. So me team members of a project are scattered among the rooms, and communication is relatively difficult. Emails, calls, SMS, and regular meeting help ease the communication gap, but small items that need to be addressed immediately may be solved easily once the team members are collocated. 5. Use the six elements of the ESW (Engineering Standard Work) process into your organization. Describe (briefly) ways into which it can improve your own processes and outputs.
JENNA CARMELA C. PALLARCA Student No.: 2015-89881 New Entrants
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Collaboration among different P&W rivals
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New models of jets that need new type of engine that may not be manufactured by P&W
Suppliers
Rivals
Buyers
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Engineers
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General Electric
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US military fighter jets
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Laborers / manufacturers
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Rolls Royce
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Boeing
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Electronic parts
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Airbus
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Other smaller components
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Airlines
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Metal products
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Raw ma terials
Substitutes
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Fuel-efficient engines
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Advanced technology
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