Oxford Engineering

A Message from Lord Pickles and Lord Blunkett, followed by Oxford Engineering's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Oxford Engineering is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.oxeng.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
16 | OXFORD ENGINEERING
Managing Director Karim Sekkat
Making the technology
challenge our comfort zone
Oxford Engineering acts as a subcontractor to manufacturers
across the globe, working in a variety of sectors including
nuclear, medical, aerospace and instrumentation. Once
described as the “jewel in the crown of British engineering” by
the then Secretary of State for Trade and Industry, it employs
120 people over four sites. Committed to driving efficiencies, it
has begun a “Drive to Zero” campaign: aiming to achieve a zero
parts per million defect ratio. Managing Director Karim Sekkat
tells
The Parliamentary Review
more.
Founded in 1957 and expanded through acquisitions, we are a privately owned
subcontractor to world-leading equipment manufacturers in high-technology
markets across the globe. With 120 employees across four sites, three in
Oxfordshire and one in mainland Europe, we serve the nuclear, medical, aerospace
and instrumentation markets. Our mission statement encapsulates the aim of the
company: “to be an engineering company worthy of high regard”. Our statement
was featured in Timothy Forster’s
101 Great Mission Statements: How the World’s
Leading Companies Run Their Businesses.
Beyond this, our vision is to strive to be world class in everything that we do.
To support this, we hold certifications for quality management, environmental
management, aerospace and occupational health and safety management. In
2011, we received Investor in People Gold Award, something less than two per
cent of companies achieve. We have also worked to reduce our carbon footprint
through our work with the Carbon Trust.
FACTS ABOUT
OXFORD ENGINEERING
»Managing Director:
KarimSekkat
»Founded in 1957
»Located in Oxfordshire and
Estonia
»Services: Expert integrated
manufacturing solutions
»No. of employees: 120
»Described as “a jewel in the
crown of British engineering”
by the Secretary of State for
Trade and Industry
Oxford Engineering
17OXFORD ENGINEERING |
CONSTRUCTION & ENGINEERING
We are proud of the numerous
accolades we have received from our
customers for innovation, excellence
and best new supplier. We have
also received awards from the wider
marketplace and have reached finals
for both regional and national prizes.
Thales awarded us their bronze award
for two years running and now they
are enhancing our ambition through
their national competitiveness and
growth programme. As a result of this,
we have been able to strike strategic
multi-year partnerships with billion-
dollar companies such as Varian &
Siemens in the medical sector, Thales
in the aerospace sector and FMC
Technologies in the oil and gas sector.
Customer focus is key
The key to our success has been
customer focus. Ninety per cent of our
business results from repeat work from
clients; many trust the company, either
as a single source provider or from
longer-term, 25-year-long relationships.
This level of trust has led to the
completion of deliveries line-side without
the need for quality checks. Beyond this,
our products are all of a high quality. All
of our components are high tolerance,
often with critical requirements and
features. Our suite of assemblies can
comprise hundreds of integrated parts
that are all fully machined, welded,
assembled and tested.
One of our clients, a world leader in their
field, benefited from this cost-effective
way of working and was able to save
21 per cent per year. Incremental cost
savings over time have huge benefits
for the customer: they help to make
products more competitive for the end
user and thus improve sales volumes.
We have developed our knowledge
of the oil and gas sector by working
with eight customers throughout the
last ten years. Focusing on Subsea Tree
components, we have developed the
right capabilities and created a supply
chain for the south of the UK. This
outside-the-box thinking has resulted in
one of our clients leading a case study
of our company, aiming to deploy their
findings across their supplier base.
The “Drive to Zero” campaign
We have achieved a growth rate of
45 per cent in 2019 in the oncology
market with an additional 50 per cent
growth projected for 2020. We are
already a Lean reference site for the
Manufacturing Advisory Service, but
this is not enough. Our “Drive to Zero”
campaign, aiming to bring our number
of defects to zero, is a data-driven,
strategic and large-scale initiative. It
has been developed and implemented
with lean methodologies and world-
class training. Leading by example,
the managing director has become
the first certified Six Sigma black belt
as part of a team of seven candidates.
Human interference is inevitable but
can cause variation or defects, as the
opportunities for mistakes number in
the million. Review and introduction of
improvements, systems, robotics and
Focused on the right
build, first time
The key to our
success has
been customer
focus
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
16 | OXFORD ENGINEERING
Managing Director Karim Sekkat
Making the technology
challenge our comfort zone
Oxford Engineering acts as a subcontractor to manufacturers
across the globe, working in a variety of sectors including
nuclear, medical, aerospace and instrumentation. Once
described as the “jewel in the crown of British engineering” by
the then Secretary of State for Trade and Industry, it employs
120 people over four sites. Committed to driving efficiencies, it
has begun a “Drive to Zero” campaign: aiming to achieve a zero
parts per million defect ratio. Managing Director Karim Sekkat
tells
The Parliamentary Review
more.
Founded in 1957 and expanded through acquisitions, we are a privately owned
subcontractor to world-leading equipment manufacturers in high-technology
markets across the globe. With 120 employees across four sites, three in
Oxfordshire and one in mainland Europe, we serve the nuclear, medical, aerospace
and instrumentation markets. Our mission statement encapsulates the aim of the
company: “to be an engineering company worthy of high regard”. Our statement
was featured in Timothy Forster’s
101 Great Mission Statements: How the World’s
Leading Companies Run Their Businesses.
Beyond this, our vision is to strive to be world class in everything that we do.
To support this, we hold certifications for quality management, environmental
management, aerospace and occupational health and safety management. In
2011, we received Investor in People Gold Award, something less than two per
cent of companies achieve. We have also worked to reduce our carbon footprint
through our work with the Carbon Trust.
FACTS ABOUT
OXFORD ENGINEERING
»Managing Director:
KarimSekkat
»Founded in 1957
»Located in Oxfordshire and
Estonia
»Services: Expert integrated
manufacturing solutions
»No. of employees: 120
»Described as “a jewel in the
crown of British engineering”
by the Secretary of State for
Trade and Industry
Oxford Engineering
17OXFORD ENGINEERING |
CONSTRUCTION & ENGINEERING
We are proud of the numerous
accolades we have received from our
customers for innovation, excellence
and best new supplier. We have
also received awards from the wider
marketplace and have reached finals
for both regional and national prizes.
Thales awarded us their bronze award
for two years running and now they
are enhancing our ambition through
their national competitiveness and
growth programme. As a result of this,
we have been able to strike strategic
multi-year partnerships with billion-
dollar companies such as Varian &
Siemens in the medical sector, Thales
in the aerospace sector and FMC
Technologies in the oil and gas sector.
Customer focus is key
The key to our success has been
customer focus. Ninety per cent of our
business results from repeat work from
clients; many trust the company, either
as a single source provider or from
longer-term, 25-year-long relationships.
This level of trust has led to the
completion of deliveries line-side without
the need for quality checks. Beyond this,
our products are all of a high quality. All
of our components are high tolerance,
often with critical requirements and
features. Our suite of assemblies can
comprise hundreds of integrated parts
that are all fully machined, welded,
assembled and tested.
One of our clients, a world leader in their
field, benefited from this cost-effective
way of working and was able to save
21 per cent per year. Incremental cost
savings over time have huge benefits
for the customer: they help to make
products more competitive for the end
user and thus improve sales volumes.
We have developed our knowledge
of the oil and gas sector by working
with eight customers throughout the
last ten years. Focusing on Subsea Tree
components, we have developed the
right capabilities and created a supply
chain for the south of the UK. This
outside-the-box thinking has resulted in
one of our clients leading a case study
of our company, aiming to deploy their
findings across their supplier base.
The “Drive to Zero” campaign
We have achieved a growth rate of
45 per cent in 2019 in the oncology
market with an additional 50 per cent
growth projected for 2020. We are
already a Lean reference site for the
Manufacturing Advisory Service, but
this is not enough. Our “Drive to Zero”
campaign, aiming to bring our number
of defects to zero, is a data-driven,
strategic and large-scale initiative. It
has been developed and implemented
with lean methodologies and world-
class training. Leading by example,
the managing director has become
the first certified Six Sigma black belt
as part of a team of seven candidates.
Human interference is inevitable but
can cause variation or defects, as the
opportunities for mistakes number in
the million. Review and introduction of
improvements, systems, robotics and
Focused on the right
build, first time
The key to our
success has
been customer
focus
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
18 | OXFORD ENGINEERING
outsource processes are continuous.
They are achieving significant results
in terms of cost, deliveries and
qualityperformance.
Launched in 2015 with two intakes per
year, our apprentice training programme
has been a huge success. Originally
open to machinists, now it is being
further developed to include welders
and technicians. The success of the
programme has been recognised by one
of our apprentices winning the runner-
up award at the National Apprentice
Awards. Beyond this, a key global
customer has requested an exchange
programme which we will enter into in
2019. As a member of the Cranfield 50,
our managing director provides guidance
and feedback for the students. He has
assisted them with the development of
their ideas and helped them to build
their entrepreneurial confidence.
Manufacturing faces many global
challenges and we have turned our
focus towards high added value,
knowledge-based and sustainable
manufacturing. Together with our
customers, we are at the vanguard
of these changes and are supporting
them with design, experience and
change management. We are always
wary of embracing fads, as they often
add complexity and reduce innovation.
Instead, we focus on manufacturing
ever better and more cost-effective
products for our customers.
Notwithstanding the challenges of
Brexit, the company will continue with
its priority of retaining and training
staff to the highest known standards.
Looking ahead, we are aiming to
develop a group approach towards
growth and to work with our
customers to increase the value they
receive from our services. While
boosting capital investment is not a
total solution for improved productivity,
we are conducting a group review of
our capital equipment capabilities. We
are looking into the development of
new technology, software, processes
and ideas. To ensure we balance
growth with profit, we are hoping
to reduce the cost of manufacturing
and improve efficiencies, hence
securing our employees’ livelihood in a
sustainable and ethical way.
Launched in
2015 with
two intakes
per year, our
apprentice
training
programme
has been a
huge success
In the end, it’s all about
people
19TATE CONSULTING |
CONSTRUCTION & ENGINEERING
Director Shane Tate
Lexington Princes Dock
development, Liverpool
With offices in Leeds and London, Tate Consulting is an
industry-leading building services engineering company
that provides a strategic and innovative approach
in delivering a wide range of engineering and management
consultancy services. Its reputation has been built on its designs
of low-carbon buildings, which help create environments that
improve the quality of health and wellbeing experienced by their
inhabitants. Director Shane Tate tells
TheParliamentary Review
more about its range of services.
Having built up an impressive billion-pound portfolio of work that spans every
market sector, including residential, industrial and commercial, our teams enable us
to secure contracts and joint ventures with some of the biggest commercial brands
and large-scale development projects across the country.
Health and wellbeing
As engineers, we take global responsibility very seriously and our ethos is to use
technology and innovation to minimise the impact on the environment while
providing an efficient and cost-effective service using renewable energy and
sustainable practices. By using building data and technology, designers now have
the ability to eliminate sick building syndrome, or SBS, a term used to describe
how building occupants experience acute health problems and discomfort, which
is linked to a building’s environment. The symptoms associated with SBS can
include headaches, nausea and fatigue, as well as eye, nose or throat discomfort.
Prolonged exposure can also cause chronic health problems like asthma and other
FACTS ABOUT
TATE CONSULTING
»Director: Shane Tate
»Founded in 2003
»Based in Leeds and London
»Services: Building services
engineering
»No. of employees: 25
»www.tateconsulting.eu
Tate Consulting

www.oxeng.co.uk

This article was sponsored by Oxford Engineering. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster