Surrey Satellite Technology
Surrey Satellite Technology Limited (SSTL) is a
high-tech organisation that was spun out of the University of
Surrey in 1985 so that the results of the university's satellite
research programmes could be made available to a wider industrial
community.
The challenge
Back in 1993, SSTL wanted to streamline its stock control and
manufacturing processes as it was winning more contracts and
placing greater demands on its very basic system. By choosing
Access Supply Chain, SSTL was able to reap benefits very quickly in
terms of speed, accuracy and visibility of information. The
business had the supporting software it needed to enable it to move
on to a new dimension and the flexibility for future expansion.
When SSTL is awarded a contract it contains a set of
requirements to meet the mission objectives. "Every spacecraft is a
bespoke instrument, a combination of heritage units and new
developments," explains Geoff Cooper, Manufacturing Manager for
SSTL. "Customers don't necessarily want to fly brand-new
technology; they may want to fly key items that have been in orbit
already." For the design team, therefore, the aim is to strike a
balance between proven and new technology. "Our 'order to orbit'
timescales are normally very demanding, with large peaks in
workload and a short period to process the build."
The solution
Previously, SSTL was only able to manufacture one satellite at a
time. Today, with their Access Supply Chain solution, they
are simultaneously manufacturing five satellites or more, using the
software to support manufacturing 'from cradle to grave'. Cooper
continues, "it's where we record all part numbers, generate bills
of materials, procure materials and manage the progress through to
the Assembly, Integration and Test (AIT) area."
When Geoff moved into the role of Manufacturing Manager, he
initiated an in-depth review of the site's ERP solution.
"We've been able to cut lead times by up to 25 per
cent." Geoff Cooper
Manufacturing Manager
"We quickly established that some of our processes, whilst
valid, no longer mapped exactly to the software. We exposed
processes that had been introduced over the years to solve symptoms
rather than the problem." His plan proved very fruitful. "It's a
highly configurable tool and has allowed us to eliminate and/or
absorb these manual processes by modifying the system
settings."
Geoff and his team have been working with Access to identify how
best to use the existing functionality, as well as to introduce new
elements to the system. One of these is top level works orders for
projects - something that Geoff says has significantly helped
smooth out the workload fluctuations. "We look at the product from
the top down, as the designers add and subtract parts from the bill of
materials, we can react accordingly."
Intuitive planning
By way of example, Geoff explains it in more everyday terms.
"Imagine the spacecraft as a bicycle. We raise a top level works
order for the finished product despite the bills of material only
calling up the gears, brakes and handlebars. We know we will need a
frame, forks and wheels but we have to wait for engineering to
define their size and to specify the other elements. As they do we
have better visibility of the product, day by day and can therefore
plan our downstream activities.
Time is a crucial asset, particularly for this sector. "A number
of components that we routinely use have very long lead times. This
top level works ordering means we can identify these items at an
early stage - by using Access Supply Chain more effectively, we can
reduce our schedule risk. We've been able to cut lead times by
anything up to 25 per cent," he says.
Part of the team
SSTL prides itself on the fact that employees are part of a
family - and Geoff says he sees this same trait in Access Supply
Chain. "It's one of those organisations that has a special feel to
it; it's small enough to give the right level of customer intimacy,
yet large enough to be able to handle quite complex issues for us.
In fact, I regard Access Supply Chain as part of our extended
team."
Key benefits
- Visibility - improved use of the system has brought much better
visibility of work-in-progress
- Planning and communication - both the manufacturing and design
teams can see precisely what stage the other is at, so smoothing
workload patterns
- Lead times cut by up to 25 per cent
- Management - more efficient working practices are now supported
by an up-to-date software system that mirrors the sophisticated
business of SSTL
- Efficiency - top-level works order approach means fewer works
order edits; less time managing shortages; a more expedient build
and less downtime - in short efficiency is up, along with
morale.
This handy guide covers the end-to-end evaluation, selection and implementation process, raising all the key questions you need to answer before meeting with vendors. This guide also covers the key elements of any good ERP solution.
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