Mechanical Project Coordinator Review

I joined BAT as a Manufacturing Engineering Intern within Manufacturing Innovation. My role covered a mix of mechanical design, automation, software development and process improvement work within the Southampton manufacturing site. On a day-to-day basis, I worked on engineering projects linked to manufacturing equipment, built Python tools to automate manual processes, analysed production-related problems and spoke with technicians, engineers and other teams to understand where improvements could be made. Over the course of the placement, I worked across both hardware and software, which was one of the most valuable parts of the experience.

I would separate the responsibility I was given from the responsibility I had to create for myself. When I found or created a project, I was trusted with a high level of ownership and was able to lead work independently, engage stakeholders, develop technical solutions and present outcomes. This included two internal applications that were published and used within the business, as well as an engineering concept that progressed towards patenting. However, meaningful responsibility was not consistently built into the placement structure. A lot of my best learning came from independently approaching teams, identifying problems and creating projects myself. While that helped me become more proactive and independent, I think this is a weakness for students early in their careers who are looking for a steep learning curve. BAT offers autonomy, but in my experience, the placement does not consistently provide enough structured project work or direction unless you actively create those opportunities yourself.

Yes. I developed significantly across both technical and personal skills, although a lot of that development came through independent learning and taking initiative rather than through formal training.
Technically, I improved my mechanical design, CAD, prototyping and manufacturing problem-solving skills. I also developed much stronger software and automation skills, particularly through building Python tools, working on computer vision/inspection automation and creating applications to replace manual workflows. Before the placement, I had used programming mostly in an academic context, but during the year I learnt how to apply it to real manufacturing problems where the output had to be practical, usable and reliable.
I also developed a much better understanding of manufacturing processes, factory operations, stakeholder requirements and the practical constraints that affect engineering decisions. One of the most valuable lessons was learning that a technically good solution is not enough. It also needs to be usable by technicians and operators, fit into existing processes and solve a problem that actually matters.
On the personal side, I became much more proactive, independent and confident. After the Fit2Win restructuring changed the scope of my original work, I had to approach different teams, identify opportunities and create meaningful projects myself. That developed my communication, stakeholder management, resilience and ability to work with ambiguity.

I received support from individuals across the business when I actively reached out, and many people were generous with their time once I approached them. This helped me learn a lot and gave me access to different teams and projects.
However, the overall support and guidance was inconsistent, particularly after Fit2Win changed the scope of my original placement. There were periods where the direction of my role became unclear and I felt that I had to navigate the situation quite independently. Rather than having a clear replacement structure or project pipeline, I often had to identify opportunities myself by speaking to different teams and finding areas where I could contribute.
In hindsight, that helped me develop independence and confidence, but I also think more structured guidance would have improved the placement experience. This was especially important because placement students are still early in their careers and may not always know how to navigate a large organisation when their original role changes.

The company culture at BAT was generally welcoming, professional and supportive. As a placement student, I found people across the business approachable and willing to give their time, whether that was to explain their work, offer advice or help me understand where I could contribute.
One of the things I appreciated most was that I felt able to speak to people outside my immediate team. This was especially valuable when the scope of my placement changed, as it allowed me to reach out to different functions, learn more about the wider business and find opportunities to get involved in meaningful projects.
The atmosphere was also quite open in the sense that, once I showed initiative, people were generally receptive to my ideas and trusted me to take ownership. That gave me the confidence to lead projects independently and develop solutions that could have a real impact.

I had a mixed experience overall. I valued the autonomy and was proud of the work I delivered, particularly the two internal applications used within the business and the engineering concept that progressed towards patenting. However, the placement was not consistently structured, and meaningful work was not always readily available. A lot of the value came from me actively finding problems, approaching teams and creating projects myself, rather than from a clear placement pathway. This helped me become more proactive and independent, but it also made the experience frustrating at times, especially as someone looking for a steep learning curve early in my career.

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