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 1990s, 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
cross-functional representatives with responsibility for program definition, requirements, and
execution for the program. A separate IPMT was responsible for technical aspects such as
advanced technology planning, preliminary engine design, and integration and prioritization
of technology requirements, readiness, and demonstration.

3. How would you apply the IPD program to your own organization (whether it be a design,
construction or a research organization).

Our organization is multi-disciplinary, and project-driven, and the IPD program may be applied
to improve the processes in the organization. Different design processes for each project may
be documented and integrated in order to come up with the best management and
engineering design practices. This may help future projects learn and prevent delays and
issues that may come up.

Moreover, our company is already adopting the reorganization of employees to support the
projects. At a certain level / job grade, an engineer may choose either a technical or
managerial track to pursue in the company. The managerial track serves as an over-all head
for the projects while the technical track is responsible for the technical details of the
deliverables for a project. They work together to deliver the services required by the clients.

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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&Ws 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. Some
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.

a. Workflow Maps This may help improve our company by applying it at the onset or
initializing phase of a project. For a multi-disciplinary project, each discipline may present
their design process so that during the kick-off meeting, the critical path may be
developed. The activities may be stored in our management information system for
project tracking.
b. Tools and Methods A list of instructions or guidelines for every applicable activity may
be set in order to standardize and implement the best practices and design standards of
the company.
c. Design Criteria - Since our company has projects across all industries, different design
criteria are sometimes set. It is best to meet with the design teams of the company to
agree on and establish an appropriate design criteria applicable for all projects.
d. Design Standards After establishing the design criteria for all disciplines, design
standards may be set for each discipline, or for similar projects. Future projects that the
company may take on may use these standards.
e. Lessons Learned In our company, lessons learned are identified at the project closure
phase. However, it is merely a part of the requirements needed for the close-out of the
project. It would be helpful for our company if P&Ws lessons learned element of the ESW
were to be adopted by proper documentation, and updating of the database.
f. Practitioner Proficiency Assessment This element of the ESW would be an essential tool
in improving the efficiency of the employees. The level of supervision should be
established for each job grade which could expedite the review process and efforts of
higher level employees.

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JENNA CARMELA C. PALLARCA
Student No.: 2015-89881

New Entrants
- Collaboration among different
P&W rivals
- New models of jets that need
new type of engine that may
not be manufactured by P&W

Suppliers Rivals Buyers

- Engineers - General Electric - US military fighter jets
- Laborers / manufacturers - Rolls Royce - Boeing
- Electronic parts - Airbus
- Other smaller components - Airlines
- Metal products
- Raw materials

Substitutes
- Fuel-efficient engines
- Advanced technology