Many LGO partner companies manufacture things – from pharmaceuticals to heavy machinery. LGO students who chose to complete their MBA internships in manufacturing facilities find a number of interesting opportunities. LGO students integrate cutting edge technologies in the manufacturing sector, bringing robotics and automation into production lines. They also work on projects to minimize health risks for employees in facilities or to optimize a production line for maximum productivity.
An Analysis of Differences in Glass Cartridge Siliconization Parameters and Processes for Manufacturing of Pharmaceutical Cartridges
Alex Unger (LGO ’18)
Location: Frankfurt, Germany
Problem: The application of silicone inside glass insulin cartridges helps reduce injection forces
during drug delivery. The injection force is a critical parameter for patient comfort and
satisfaction. Cartridges produced on different lines, though currently all within specification, have different injection force results. This makes designing new products with tighter specifications more difficult. This project evaluated the differences between production methods on each line and provided recommendations for how to standardize the process, improving force consistency across production areas and methods.
Approach: Alex built on the research of past LGO projects as part of a multi-year development initiative. She evaluated current processes in the 3 production areas and developed a hypothesis and lab experiments to test her premises. She tested the three different processes for treating the siliconization and created a model explaining the phenomena observed.
Impact: Alex used the lab experiments to propose solutions to standardize performance focusing on air pressure reduction, evaluation of the start/stop conditions, and the collaboration between production and research teams. With this work Sanofi is one step closer to breaking the barrier with automated injections.
Luke Boote (LGO ’17)
Location: Peoria, IL
Problem: As Caterpillar’s largest tractors move towards lighter weight and higher performance, current inspection methods can no longer measure welds for the desired quality. A previous LGO intern identified phased-array ultrasonic testing (UT) as the best nondestructive testing method. But within Caterpillar, the teams were not familiar with UT, and the cost for adopting the method were perceived as too high.
Approach: Luke studied how weld inspections were done and identified technical and organizational reasons why UT could not be adopted. He organized a change management and training program and a UT technology pilot to illustrate its benefits. This helped reduce anxiety about changing the inspection process.
Impact: To begin, Luke confirmed his pilot array testing data quality. Then he tried to improve the speed and safety of UT inspections. As part of this effort, he led a remote customer site inspection of off-highway truck frames. He integrated UT technology into a factor. Using this experience as a test case, he provided a framework for Caterpillar to further develop this approach. Caterpillar is looking to build on the positive changes in culture Luke fostered. Moving forward, the company plans to use Luke’s approach in implementing UT inspection across different Caterpillar products and facilities.
Julius Myers (LGO ’17)
Company: Bell Helicopter
Location: Dallas-Fort Worth, TX
Problem: Bell Helicopter manufactures and assembles an immense variety of parts across its multiple aircraft. The company maintains its ability to build and service all legacy parts, and as a result there is a great deal of variety found in its manufacturing processes. Julius’ project drew upon both his MBA and his manufacturing toolkit. His goal was to help Bell respond to fluctuating demand while minimizing costs by introducing a postponement strategy. He started with raw material inputs.
Approach: Julius analyzed how raw materials were currently used and found little overlap of materials in different parts. Because of this, the company experienced excess inventory and long lead times. To address this gap, Julius reviewed a broad sample size of steel bar stock used as raw material. He also reviewed the technical specifications for the selected group of parts made from these materials. To help the production line continue while he simplified the supply chain, he proposed reducing the total number of unique bar diameters while still satisfying all material demands.
Impact: The methodology Julius created led to a significant reduction in unique materials and inventory, increased stock reliability, and improved purchasing power with suppliers. Looking ahead, Bell also sees opportunities to apply this methodology across other material types.