The nuclear sector is one of the most regulated industries in the world, rightfully so, considering the immense potential for both risk and innovation. Established in 1990, Oxford Engineering Ltd has become an expert in navigating this complex landscape, ensuring precision and dedication in its pursuit of excellence. The organization has helped foster meaningful transformation in this space, leveraging its extensive expertise to provide integrated manufacturing solutions that meet the rigorous demands of the industry.
Despite the recent launch of Great British Nuclear (GBN) – aiming to position the UK as a leader in the ‘global race’ to drive development – governmental regulations can be double-edged in nature. While they ensure safety and reliability, they may also create significant barriers to entry and partnership.
Oxford Engineering Chairman Karim Sekkat draws parallels between skydiving and nuclear manufacturing. An avid skydiver himself, he comments, “There is no room for error in both states.” He ties this to his experience of over 155 dives, including high-risk jumps with paratroopers in the Seychelles. Understanding, preparation, and execution must be flawless every time. Oxford Engineering embraces such challenges, seeing them as an opportunity to apply its high-tech abilities and precision processes to an industry with a virtually nonexistent margin for error.
When conducting nuclear projects, delays could be detrimental. Projects often involve meticulous attention to detail, prototypes, and bespoke solutions. The company addresses these by leveraging its unique software that schedules work orders with precision. After analyzing all the software currently available on the market, it selected the best-suited solution before adopting the features that endured optimal system performance.
Oxford Engineering ensures each part is perfected before moving on to the next phase, through a contract review of each drawing – something vital in an industry where reworking is not an option. Considering a range of factors, from machine readiness to material availability and personnel qualifications, the organization seeks to optimize the whole manufacturing process, resulting in a seamless operation that remains in line with quality standards and crucial deadlines.
“We’ve been refining our processes for the past 20 years,” Karim notes. “It allows us to manufacture products that are delivered around the world, including Europe and the United States, for our strategic partners.”
The company is committed to leveraging state-of-the-art facilities and machinery, investing millions in its technology. Karim uses a car maintenance analogy to highlight this: “The value of a car is often determined by its age or mileage, however, it is the engine and the other unseen parts that truly matter. Therefore, A car that has been diligently maintained can perform like new, yet a newly purchased car that has been ignored is potentially unsafe. We, at Oxford Engineering, understand this, especially because of the sector we work in. That is why we have regular in-house specification assessments to ensure that the machines we utilize operate as they did on purchase.” This data-driven approach ensures that every part produced is of the highest quality, reinforcing the company’s reputation for meticulous attention to detail.
The integration of artificial intelligence (AI) into its processes is another reflection of its innovative approach. Currently in development, the AI system will optimize and standardize manufacturing paths. “Ask ten engineers about a part, and you’ll get ten different answers based on their respective expertise,” Karim adds. “Our AI tool aims to provide the best path, considering all variables, and to program the part and select the machine efficiently. This reduces variability and enhances precision.”
With experience in other high-tech industries like medicine, oil & gas, aerospace, and many others, the company is well-equipped to handle the nuances of nuclear manufacturing. “We learn from the problems we encounter in different sectors,” Karim says. “Our resilience stems from these well-researched strategies, we don’t make decisions based on gut feelings but on thorough evaluation and factual analysis.”
Before software availability, Karim describes the company’s ‘war room of post-its’ as a physical manifestation of its processes – an attempt to map and meticulously visualize the world of Oxford Engineering. Utilizing Goldratt’s theory of Constraints to identify bottlenecks and address them proactively, the organization maintains the highest standards of quality and efficiency throughout all processes.
Oxford Engineering received two Siemens awards for introducing one-piece flow operations, which moved products from one stage to the next in an efficient manner. This helped to reduce product delivery time from weeks to a single day. Karim also installed an alarm system at the workplace, halting all activities when a problem occurred on the shop floor – alerting the manager’s office, conference room, and even the main office, prompting all managers to pause and handle the situation before it became a problem. This strategy has proven effective in diligently eliminating any defects in the process.
Oxford Engineering’s mission is to be recognized for its dedication to precision and innovation. As featured in ‘One Hundred and One Great Mission Statements’ by Timothy Foster, the company’s commitment to excellence is well-documented. Its vision is not just to meet standards but to set them within this industry, positioning Oxford Engineering as an innovative leader in the high-tech manufacturing space.
