THE VISIONThe world’s automatic choice for providing “Value through Innovation” ISSUE 11

From time to time as a business we need to look ahead andreview how we can improve, grow and continue to deliver successinto the future. As part of this review we need to consider whatskills we need to develop in order to meet any anticipated change.

Increased globalisation and shorter productcycles are driving shorter lead times, moreflexibility, more modularity, more connectivityand driving more demand for the skills wepossess.

Merging of traditionally different disciplineshas been happening for some time inmechanical, electrical and software roleswhere close relationships are assisting us tomaximise the value we offer our customersthrough design and build. There will alwaysbe a role for individual specialisms buthaving a broader base experience will createmore opportunities.

Lambert was ahead of the market with itsuse of vision guided robots to achieve thehigh precision assembly. As the cost ofprocessing power reduces, there is a greateropportunity to embed more intelligence in toour automation and processes. Whether thisis 3D imaging, more condition and processmonitoring, artificial intelligence or the use oftools such as augmented reality, virtualreality or automation process flow modelling.

We take apps and cloud storage on ourphones for granted and how they make oureveryday life easier. When we want to dosomething, it has enough intelligence andaccess to data to predict what we want to do

without us explicitly commanding it. Just asthis benefits us as consumers, the samebenefits could be applied to both our internalproduction and our automation systems.This brings additional demand on IT and OT(operational technology) and the skillsneeded to cover both realms.

The growth of our aftersales function isincreasing the demand for our multi-discipline engineers and their abilities tosupport our customers throughout the life of their production lines. Their ability tounderstand machines, materials and workwith our customer’s production andmaintenance teams to maximise plant OEEis highly valued.

But as well as these technical skills we needto keep developing the already world classpeople we have in this business. Wewouldn’t be able to deliver a world classservice without thesepeople and speaking aspart of our managementteam we are committedto developing andmaximising thispotential in the future.

Mike LewisInnovations Manager

SKILL SETS FOR THE FUTURE Welcome to the latestedition of The Vision. I hope you enjoy catchingup with the exciting changes happeningthroughout our business.

Skill shortages across the UK is alwaysa topic that sparks lots of interest andit is vital that all companies, especiallymanufacturing and engineering have along term investment strategy toensure they have a sustainableworkforce and skill base.

With this in mind I thought it would begood to have an edition of the visionthat promotes what we do here atLambert relating to the development of our people and the business.

From the various articles included youwill see we have a strong focus whichis delivered in many ways to ensureour talent pool is always overflowing.

As always everything we do at Lambert couldn’t fit into just this oneedition and I also know there is stillmore that can be done but lookingforward over the next 4 years to 2020 I can envision some fantasticopportunities for our staff to grow theirknowledge and personally developtheir career here at Lambert.

Warren LimbertManaging Director

OUR PARTNERSHIPS WITH EDUCATION

This year Joe who is studying for a Mastersin Electrical and Electronic Engineeringjoined us to work on part of our technologystrategy where we wanted to showcase ourability to remotely connect to our automationplatforms to display machine metrics.

Joe successfully turned one of ourautomation proof of principle rigs in to a typical production line and wrote code tosimulate typical production losses such aswear of componentry as well as operatorand material efficiencies. He thendemonstrated how through logging on tothe cloud via a smart phone or tablet hecould successfully identify both theimmediate status of the system (OEE) and where specifically within the system the components were not performing asbenchmarked. This also included a featureto access historical data so furtherunderstanding and analysis could be made.

Joe was supported by Tom Pascall withinInnovations and Rockwell Automation, one of Lamberts key strategic partnerssupporting their FactoryTalk® Historian andFactoryTalk® VantagePoint systems whichwere the foundation of this work.

Joe was joined this year by Mohammedwho is studying for a Masters in MechanicalEngineering. Mohammed has returned toLambert for a second time havingsuccessfully completed our internalknowledge library Tekipedia in 2016. Thisyear Mohammed has been working withinthe Mechanical Design departmentdeveloping a new part library for Solidworks2016. Both these efficiency tools havegreatly assisted the technical teams inproposing and delivering the best valuesolutions. Mohammed will be returning forhis final year at university this year.

We hope the scheme will expand in thefuture and hopefully more companies willtake the opportunity to invest and supportlocal students in providing valuableindustrial experience to complement theiracademic education so as a nation we canhelp develop the next generation ofengineers such as Matthew Warburton whowas a placement student last year and hasnow joined on our newly establishedgraduate scheme.

Lambert is celebrating the 7th successful undergraduate student summer placement incollaboration with Leeds University. These placements originally started in summer 2012and are an opportunity for both the student and Lambert to benefit from a 12 weekproject. The students are supported and mentored by Lambert staff throughout their 12 weeks and finish by presenting their achievements to the board of directors.

Joe Allison

Mohammed Patel and Matthew Warburton

THE LAMBERT EFFECT

Two groups of 15 students took a tour of our facility, attendedtalks and took part in a practical exercise to give them a feelfor engineering and Lambert specifically.

Lambert recently welcomed groups ofstudents from Leeds UTC as part ofIndustry Immersion fortnight organisedby the Ahead Partnership.

INVESTMENT IN OURPEOPLE DEVELOPMENT

1. LEADERSHIP AND COACHING

This programme has been delivered over a6 month period to all Directors and SeniorManagers within our business. There were3 elements to the programme:

• Developing an effective personalleadership and management team.

• Embedding a Coaching cultureacross the business

• Sustaining growth andcontinuous improvement

2. VIRTUAL TEAM LEADERSHIP

This programme has been delivered to ourProgramme Management, Project DesignManagers and Senior Design Engineersand covered the following 3 elements:

• Introduction to leadership

• Employee Engagement andBehaviour awareness

• Effective team working – the what and why of teams

3. MECHATRONIC DEVELOPMENT

This programme was delivered to a numberof our Mechanical Build Engineers allowingthem to develop electrical build skills toenable them to fulfil our MechatronicEngineer aspirations. This programmeconsisted of 2 elements:

• Industrial Electrics &Control Fundamentals Part 1

• Industrial Electrics &Control Fundamentals Part 2

Lambert has partnered with Festo during 2016 to deliver a numberof development programmes. We were also able to secure fundingtowards the cost of these programmes through the LEP.

Congratulations to the following people whohave successfully completed IOSH ManagingSafely and Effective Purchasing courses.

QUALIFIED SUCCESS

IOSH Managing Safely Course

Congratulations to Adam Mattison, Geoff Boyle, SophieNicholls, Darren Beardsmore and Glenn Wilson who recentlycompleted an IOSH Managing Safely Course as part of theongoing commitment to Health and Safety in the workplace.

Effective Purchasing Qualification

Congratulations also to Rob Williamswho successfully completed hiseffective purchasing qualification inJuly of this year.

CONTINUOUSIMPROVEMENTAT LAMBERT -CELLULAR BUILD The objective is to train a team ofLambert engineers to become leancellular build experts so that wedeliver our five year strategicobjective to double output in theRepetitive EE business unit by 2020

The Opportunity

Lambert must increase our competitive standing by always delivering marketleading quality at a market leading competitive price in the shortest lead time.

The team were tasked to develop a production model to achieve theobjective without the need for additional staff and reducing inventory to Just-in-time Levels – (2 weeks output), whilst at the same time achieving 100% OnTime in Full delivery. In essence our goal was to deliver twice as much to ourcustomers whilst delivering significant cost reduction.

To assist, Lambert engaged the consultative services of Phil Hanson - LeanBusiness Solutions who along with his co-Director Kerry Cochran has workedwith our company for over eight years.

Best Practice

To start we looked at case studies where productivity had been improvedwhilst retaining the high level of bespoke building flexibility and quality,essential to our product and client expectation.

Activities

For the first phase, the team attended a number of workshops led by PhilHanson designed to demonstrate Lean workstation principles to developindividual assembly cells each based on a ‘U’ shaped working area layout tominimise movement – one of the eight DOWNTIME wastes.

For the second phase the workshops gave insights of best practice by someof the world’s leading brands. The case studies looked at Maserati, the luxuryhandmade car marque that also needed to increase productivity to meetincreasing demand. Maserati invested in making the tasks of the craftsmeneasier whilst only automating through 1 robot! This has enabled majorincreases in productivity. In subsequent sessions our team worked on Kaizenexperiments by building model planes where ideas for fixtures, jigs, Kanbanand kitting of parts were developed.

Outcome

From initial analysis a 50% reduction in small batch assembly time wasshown to be achievable, bringing us close to the project goal. Further work isnow needed to align our supply chain so that they form part of the Kanbanprocess and quality chain.

Many thanks to the team for their hard work, dedication and blue sky thinkingduring this initiative

Mark Rounding Continuous Improvement Manager

OHAS 18001 &EEF AWARDSFollowing months of hardwork and a robust externalaudit process conducted bythe BSI, Lambert weresuccessful in their certificationfor OHSAS 18001:2007

OHSAS 18001 is a British Standardframework for occupational healthand safety management systems andensures that as a business, Lamberthave in place, the policies, proceduresand necessary controls required toachieve the best possible workingconditions for our staff and ensuring the health and safety of our workforce.Certification involved a structuredexternal audit across our full scope of services. 18001 further complimentsand enhances our existing accreditationsfor ISO 9001 (Quality) and 14001(Environmental).

Lambert work on a principle of SafetyFirst. Safety is, and will always be at the forefront of everything we do. Thiscertification confirms our commitment to achieving excellence in everything that we do and our ongoing process of measuring and delivering continuedimprovement. The OHSAS certificationdemonstrates to our customers,suppliers and our employees ourcommitment to provide a workplaceenvironment dedicated to employeesafety at the highest levels.

Following the success of the OHSAS18001 Certification Lambert will beentered into the EEF National awards.

The improvements made over the past 3 years in Lambert Health and Safetyculture and new initiatives implementedhas further enhanced our principle ofSafety First. With this in mind and thedata collated to back up our claimsLambert feel very confident we are in avery strong position for success at theawards.

Ian Hemingway EHS Facilities Manager

APPRENTICESHIPSAT LAMBERT –INCOMING &OUTGOINGLambert is very happy tointroduce our four newApprentices for 2016.

They are Alex Hinsley, James Fawcett,Lewis Griffiths and Zach Hampshire. Alexand James are attending Selby Collegefull-time for the first year of theirApprenticeship whilst Lewis and Zach areattending on day release.

I’m sure that you will join me in welcomingthem and wishing them all the best as theyembark on their new career with Lambert.

Lambert is also tremendously proud toannounce that Sam Yeadon and AdamStone have now completed their AdvancedApprenticeship in Engineering Manufacture– Craft and Technician and were awardedtheir certificates by John Walton of YorkCollege.

THE PETER WAINMANAPPRENTICE OF THE YEARAWARD 2016Lambert is pleased to announce that the Winner of the PeterWainman Apprentice of the Year Award for 2016, co-sponsoredby Rockwell Automation, is Sam Yeadon.

Sam is an Electrical Build Engineer who has just completed his Apprenticeship and beenoffered a permanent position with Lambert.

Sam was up against keen competition from 2 of our other Apprentices – Louis Knight (IT Apprentice) and Ben Newby (Mechanical Engineering Apprentice). This year, our judgeswere Peter Wainman (Co-Founder), Martin Williams (Chairman), Allan Stewart (Principal atSelby College), Kevin Wright (Rockwell), June Smith (EEF) and Warren Limbert.

Although the final decision was extremely difficult, Sam demonstrated his passion,commitment and engagement with Lambert and its values and also his commitmenttowards the development of other young people through his activities outside of work.

As winner, along with this accolade, Sam was kindly presented with an iPad, courtesy ofPeter Wainman and the fantastic opportunity to travel to Atlanta, Georgia as a guest ofRockwell Automation to attend their 2016 Automation Fair.

All of our nominated apprentices have received an award of £100 each from Lambert,which they can spend on tooling or other equipment to assist them at work through theLambert Tool Club.

I am sure you will all join me in congratulating Sam, Louis and Ben and wishing them allcontinued success in their career.

Warren Limbert said “Engineering isn’t just our business – we are passionate about it. Wewant to make sure that young people recognise the opportunities that a career in thissector offers and Sam epitomises this passion”.

Linda Underhill HR Manager

Peter Wainman presenting Sam Yeadon with his Apprentice of the Year 2016 Award

Alex Hinsley James Fawcett

Zach Hampshire Lewis Griffiths

6S/SUGGESTION SCHEME –CHANGES FOR THE BETTER When you are looking for areas within Lamberts that can inspirethrough achievement you don’t have to look much further than theEquipment Engineering build area.

For many years the EE build area has beenone of the most productive at Lamberts withthe skills and knowledge of our staffworking in the department being acornerstone of this success.

As part of our continuous improvementprogramme at Lambert during 2016 therehas been additional investment put into theinfrastructure of the EE build area along withthe development of staff. For Lambert toprovide an increased service of value to itscustomers it was decided to introduce newfaces into the department so they coulddevelop the skills required from the existingteam. At the same time challenges to themethods and structure of the departmentwere also made with areas for improvementbeing identified.

The first consideration when setting up anyteam is to ensure you have a good balance.With a mixture of managers, experiencedengineers and apprentice engineers youhad team members that could structureideas to the business model, identify whatworked or could be improved with fresh(outside the box thinking) ideas. Using thepower of the team will always provideeffective solutions quicker than relying onone individual.

The first major development agreed was toredesign the area layout with individual buildcells. The area was designed to make the flowof the project lifecycle effective and efficient.

Overhead booms were suggested for safeprovision of services and reduce clutter.

Fixed lecterns were introduced after theidea was entered into our suggestionscheme. A very simple idea but it nowmeans that drawing packs are notobstructing the work space and mostimportantly they have a home during thebuild process.

An information centre was installed so ourengineers have access to real time dataalong with a location to control WIP andcomplete project documentation. Basic 6Smethodology “a place for everything andeverything in its place”.

A soundproof purpose built test station wasinstalled so jobs can be thoroughly testedand the information logged prior todispatch. Another example of valueengineering for our customers.

I have only touched on a few of theimprovements the team have introducedand they aren’t finished yet.

Whenever I speak to any of the team theyare always talking about what they want todo next. Continual improvement is exactlythat, it never ends. Small regularimprovements can make huge difference toaiding efficiency and driving down costs.

Greg Ward Manufacturing Manager

CONTINUALIMPROVEMENT

Soundproof test station

Information centre

Overhead boom

Fixed lecturn

W U F S Q P V I F S G N W T M A C W G D E D T N C NI J S L M G G O S I O N F M D E O R E F E T C O Q JE W U S V W C E R I A S I S X S W V F T M O S I B GY F Y X K U W C T F H W G K R P E I T M N H U T Z GN T Y T S Z O A K Y F Z J Y N L C I N T Z S C A I TN O I T A M R O F S N A R T O I M N I N C D C V N LE N I X E I R C V U Y B U P E M H N M H E Z E O O EO N C T P Y S R A S G M M N O G U T D S F R S N I AI R G S A H G V C Y A E C C C O T O D G V O S N W DI N N A S C P P T Z N Y C R U X Q S P R M D I I A EP I O B G Q U I E T F D E S R M P H R Y A B Y H Y RE V I I B E V D B R W K I L H B H N I L B W Y I A SY R R Q T I M T E K F M N I F Q I R D A C H R J F HP F M N T C N E Y H P O I G G D Z K E I Y V S O I IU C O I F H U R N R P V R U S K B K I T E D N E F PT H S Z P H J D O T Q V Z M K U X H N N Z P E T E CD O E I Z U N V O Q G U I Y A H B Q W E U V J D U OP A L G N K E T K R A H G N W N N O O T T B J B Q PN O I T O M O R P V P M S A T L C T R O B F L V Q CB I M W E J X J N N J U I E Q P H E K P M H Z G I YY A L N E T A C I F I T R E C E T R A I N I N G M YK O T P A S S I O N A T E R A C H I E V E M E N T JG B O V Q N J E M N N O I T A C I F I L A U Q E B A

Please return your completed word search to Rachel if you wish to enter the Inspirational Word Challenge and bein with the chance of WINNING £50.00! ENTRIES TO BE RECEIVED NO LATER THAN 21ST NOVEMBER 2016.ONLY OPEN TO EMPLOYEES AND SUB CONTRACTORS OF LAMBERT. THE EDITOR’S DECISION IS FINAL.

£50.00CAN YOU COMPLETE OUR INSPIRATIONALWORDSEARCHAND WIN

INSPIRATION

PROMOTION

ACHIEVEMENT

PRODUCTION

FOCUS

INNOVATION

TRANSFORMATION

EDUCATION

QUALIFICATION

PERFORMANCE

POSITIVITY

PRIDE IN WORK

WINNERS

POTENTIAL

CONTINUOUS IMPROVEMENT

PASSIONATE

COMMITTED

ENGAGEMENT

DEVELOPMENT

FOWARD THINKING

CERTIFICATE

TRAINING

LEADERSHIP

SUCCESS

EFFICIENCY

Name: Dept:

SCIENTISTS INVESTIGATE THAT WHICH ALREADY IS; ENGINEERS CREATE THAT WHICH HAS NEVER BEEN.

Lambert, Station Estate, Tadcaster, North Yorkshire LS24 9SG. United Kingdom

Tel:+44 [0]1937 832 921

Fax:+44 [0]1937 835 604

www.lamberteng.com

Email:info@lamberteng.com

TADCASTER SWIMMING POOL DUCKRACE 2016 – after a very late entry, our‘lucky’ duck chosen by Rachel Udakiswas first over the line!

We have received thanks fromTADCASTER FLOOD ACTION GROUP,for our donation. They have recentlytaken delivery of two towable floodpumps which will be greatly appreciated.

We have also continued to supportMARIE CURIE DAFFODIL APPEAL,through the selling of daffodils during theearly part of 2016

A final special mention on charitydonations must go out to Mike Jenningsand our Apprentices. With their TAD1Racing Team visiting a number of SoapBox challenges during 2016 they haveactively sponsored a number of goodcauses such as Hey Smile Foundation,Martin House Children’s Hospice, MarieCurrie and Clifford AFC.

CHARITYDONATIONS

CHARGING INTO THE FUTUREAs part of our ongoing commitment to theenvironment Lambert have recently investedin a double electric charging point oppositeour visitor parking on the main building.

This, along with the investment of a brand new fully electricvan, will really cut our carbon emissions around the facility.

Also the new fleet of company vehicles have been getting in onthe act with (at this present moment in time) four Hybrid carsnow being driven, two of which are electric/hybrids that can becharged on the new charging station.

ONWARDS AND UPWARDS!TAD1 has enjoyed further success in 2016,especially at Valley Gardens, Harrogate where we finished two seconds clear of our nearest rival,retaining the trophy for the third year running! As usual, the win did not come without drama!

Our Humber Bridge success also continued in 2016 with us takingawards for fastest time of the day, fastest adult class and first overall.

We have also had outings at Harewood and Windmill Hill, andmissed out on first place at both by a very small margin!!

A new, revised version of TAD1 is being looked at for next year.

ENVIRONMENT

SUSTAINABILITY

ENERGY

Electric charging point