Engineering presents the most rewarding puzzles

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“Engineering is like looking for patterns of information and making sense out of them—like a giant puzzle,” says Jessica.

Jessica began her career with Cummins Inc. as an intern in 1997 and has been going strong ever since. Whether she is piecing together a complex engineering challenge, or uniting a team around a shared goal, she has a talent for understanding how things fit together. Today, Jessica works within the Product Compliance and Regulatory Affairs (PCRA) group as Director of Technical Compliance and Certification on the Global Functional Excellence Team.

Jessica knew Cummins was a special place from the moment she started at the company. She had studied engineering in college, but says, “I didn’t know a lot about engines or about our products [yet].

But people were always willing to stop and answer questions; if they didn’t know the answer, they would find someone who did. I did internships in other companies, and it wasn’t like that.” Jessica took advantage of mentoring opportunities, and, today, she does some mentoring herself. 

Jessica loves working in a supportive environment where there are “no silly questions,” only “engineers helping other engineers solve problems.” She has actively built her leadership skills, taking advantage of Cummins’ robust training programs, even becoming a Six Sigma Black Belt.

Leading a team of 50 people, Jessica takes inspiration from those who helped her in the beginning, to now guide the careers of others. Her team works on global knowledge related to regulations of government agencies. It’s an ongoing learning process to keep up with ever-changing regulations. In keeping with Cummins’ environmental goals, they make sure everything they do leads to a cleaner, safer and healthier environment.

To achieve these objectives, Jessica emphasizes the importance of diverse ideas, accountability and teamwork. “I need to understand the technical detail,” says Jessica. “But I really like watching people grow and develop and seeing them succeed or learn from mistakes.” Like Cummins overall culture, she is dedicated to team building. She focuses on helping colleagues get to know each other on various levels, both inside and outside of work. Building relationships, she says, builds trust so that people value each other’s opinions when they work together.

Their team-building activities range from educational, like training activities, to recreational, such as scavenger hunts, to charitable. As an example of the latter, one group used their engineering skills alongside physical labor to build playground equipment for a domestic violence shelter. They were able to put their skills into giving back, while also spending time together and bonding.

Apart from encouraging the careers of others, Jessica’s proudest accomplishment with Cummins was working on a new engine program that spanned three continents. It involved building prototypes in the U.S., testing in Europe and manufacturing in China. In fact, this was the first Cummins product made in a Chinese plant to be shipped outside of China.

Jessica successfully built a team across those regions, collaborating across time zones and traveling often. She recalls: “even though we had challenges across languages and cultures, we built the team to work together really well.” They met their time frame and launched on schedule.

Regardless of whatever new project arises next on Jessica’s career path, her two loves remain constant: engineering and problem-solving as a team. Jessica shares: “One of my mentors said you want to do what gets you out of bed in the morning and excited to come to work. For me, that usually happens when I’m working on difficult engineering projects. We ask if what we’ve tried is working or whether we need to brainstorm something new. It takes creativity to figure out what to do next. This is a great company. We do a lot of innovation in engineering, but, more importantly, we have a strong value system.”

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Cummins, a global power technology leader, is a corporation of complementary business segments that design, manufacture, distribute and service a broad portfolio of power solutions. The company’s products range from internal combustion, electric and hybrid integrated power solutions and components including filtration, aftertreatment, turbochargers, fuel systems, controls systems, air handling systems, automated transmissions, electric power generation systems, microgrid controls, batteries, electrolyzers and fuel cell products.

Polish brothers deeply committed to serving Cummins’ mining customers

The brothers – Jerzy, Krzysztof and Adam Majcher

The bonds between three brothers who are service technicians for Cummins Poland have become even deeper now they are all working together one kilometre underground in a copper mine.

The brothers – Jerzy, Krzysztof and Adam Majcher have 26 years of experience between them working from Cummins’ Lubin branch in Lower Silesia.

They were selected to be part of a team of 17 service technicians embedded with one of the biggest copper and silver mining companies in the world.

The specialist technicians are on hand to maintain and repair the 600+ Cummins engines powering various machinery and keep the mining operation working around the clock.

“These are some of the most challenging conditions on earth for machinery,” said Marek Matuszewski, Country Leader for Poland, “and it’s our job to minimise any machine downtime and help our customer maximise the productivity of the mine.

“Having a specialist team on site, close to the action, means we can identify issues before they happen and react quickly to any issue that crops up. The mission is to keep things running as efficiently as possible.”

The Cummins service technicians work on a variety of Cummins engines starting from small 4B 3,9 litre up to QSL9, covering complete range of emission levels - from old mechanical engines up to latest Stage V engines, which powers some of the latest prototype undergound mining equipment. from 3.8 to 8.3 litres engines.

“I’m immensely proud of the Majcher brothers and all our team,” said Marek. “They are showing tremendous dedication to this important work which matters so much to us, to our customer and to our national economy.”

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Ready to go turbo with opening of ‘good as new’ Cummins Huddersfield plant

Hudderfield plant

There is a new spring in the step of the 1,000-plus people who work at Cummins Engine Components Huddersfield campus in the north of England.

The feelgood factor follows the highly successful completion of a six-year project to rebuild the iconic manufacturing plant.

The project was hampered by the pandemic but ended in triumph thanks to strong and motivational leadership and a collective will to rise above the many challenges, not least maintaining a steady flow of production while major construction work was going on in the background.

The more than £20 million invested in the Huddersfield site has yielded a truly world class facility primed to produce in the region of 300,000 turbochargers a year.

The investment can be seen not just in the upgraded manufacturing plant and its three main assembly halls but in a transformed research and development centre, renovated offices, canteen, gym and newly installed electric vehicle charging points.

The plant itself has a new roof (currently being kitted out with solar panels), new external walls, new floor, new electrical and heating and ventilation systems, energy-efficient LED lighting and greater wheelchair access.

Cummins Huddersfield Shop Floor

“The renovation of the Huddersfield plant ties back into our commitment to decreasing carbon emissions. Investing in the site will help us manufacture core technologies more efficiently getting us closer to our goal of net zero emissions by 2050,” said Shon Wright Vice President of Cummins Engine Components.

Everything dovetails with the overarching mission of Cummins to dramatically reduce its carbon footprint and improve the sustainability of its operations.

“I’m so proud of what the team has achieved here,” said Gary Waterhouse, who only recently moved on from his role as Huddersfield Plant Manager at Huddersfield to take up a key leadership role within Cummins European Regional Operating Team as EMEA Manufacturing Engineering Leader

“Amid all the work, we kept things running and kept focussed on our customers – on product quality and delivery -– so they were not impacted. However, Safety and taking care of the team is priority one for us and there were zero injuries recorded in the six years of work, which is a fantastic achievement.

“We had our fair share of challenges along the way but we overcame all the hurdles and what we have here in Huddersfield now is a plant that to all intents and purposes is brand new. It’s clean and full of light and is very pleasant environment for the current employee, plus a positive impression of a manufacturing operation to customers, visitors and potential new team members.

“Our team are certainly enjoying the changes. The whole Huddersfield campus has come together and they’re ready to move forward with a new energy and purpose.”

Adam Dawson, who took over from Gary as plant manager, said the next phase of the investment programme is under way for the assembly lines: a new heavy-duty line has been commissioned and is being ramped up; a new line for variable geometry turbos is being built and plans are taking shape for a new high horsepower line.

“The journey continues,” he said. “We will be upgrading all our assembly lines ready for the latest technology required for the next generation of product. It’s all very exciting.”

Gary said the refurbishment had offered manufacturing operations the opportunity to review its processes. “We call it value stream transformation,” he said. “It was a good time for us to reset and drive the efficiency of our machining and assembly operations.”

Gareth Cooper, Huddersfield Facilities Manager, likened parts of the project to the sliding block puzzle game where you need to manoeuvre blocks into free spaces to achieve your ultimate goal.

“We were constantly having to move equipment around to create space and allow the contractors to do their work. In all, we calculated we had to move 311 machine tools during the rebuild.

“There was an efficiency impact working around some of that upheaval but we were successful in bank-building ahead and running it off. Manufacturing is a tough job but it’s even tougher when they’re pulling down the roof and walls around you!”

Gary, Adam and Gareth were keen to stress the success of the Huddersfield refurbishment was down to a collective effort.

“The knowledge, the work ethic, the teamwork and the desire to get this project complete by the Huddersfield team was exceptional,” said Gareth. “The entire plant was involved in the work and they should feel proud of themselves.”

From a tiny wooden shed to global powerhouse

Had it not been for the 18-month hiatus brought about by the pandemic, Cummins Huddersfield would have celebrated the opening of its sparkling new facility in its 70th anniversary year.

The original company, incorporated in 1952 as Holset Engineering Co Ltd., was founded by business partners Brian Holmes and Paul Croset. It was acquired by Cummins Inc. in 1973 and rebranded as Cummins Turbo Technologies in 2006.

Starting out in a small wooden shed, Holset has grown into a global technological leader whose products are synonymous with outstanding performance, durability and a high standard of safety.

Over the past seven decades, Cummins has introduced a range of industry-leading air handling technologies under the Holset brand, including fixed, wastegate, variable geometry, two-stage, and exhaust throttle technology.

The Cummins Huddersfield campus is either side of St Andrew’s Road in the heart of the historic Yorkshire town famous for its textile industry heritage. Its technology and research centre is one of four around the world developing air handling technologies for global customers operating across diverse markets including on-highway, commercial vehicle, industrial, construction, agriculture, marine and power generation.

The other three tech centres are in Columbus (US), Pune (India), and Wuxi (China).

As part of its net zero emissions strategy, Cummins is investing in the development of alternative air handling solutions for zero carbon powertrains such as hydrogen, natural gas and alternative fuels.

There are around 200 engineers at Huddersfield focussed on helping Cummins achieve its ambitious environmental objectives.

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