expanding and strengthening university roles through integrating industry projects into students...
TRANSCRIPT
Expanding and Strengthening University Rolesthrough
INTEGRATING INDUSTRY PROJECTSINTO STUDENTS LEARNING
Reza A. Maleki, Ph.D., P.E., [email protected]
Department of Industrial and Manufacturing EngineeringNorth Dakota State University
July, 2012Thành phố Hồ Chí Minh, Việt Nam
(Ho Chi Minh City, Vietnam)
C A N A D A
CAPSTONE
Businessand
IndustryProjects
Most of the industry projects conducted in the Department of Industrial and Manufacturing Engineering (IME) are part of the Integrated Program/Project Management and Capstone Research Projects.
Industrial and Manufacturing Facility Design
Program and Project
Management
Introduction
CAPSTONE
Businessand
IndustryProjects
Most of the industry projects conducted in the Department of Industrial and Manufacturing Engineering (IME) are part of the Integrated Program/Project Management and Capstone Research Projects.
Industrial and Manufacturing Facility Design
Program and Project
Management
Introduction
Introduction
The capstone major objective: To help students enhance their project management and teamwork skills through participation in collaborative projects to accomplish work activities for business and industry clients.
It incorporates tried and proven approaches to providing students with opportunities to engage in business and industry projects, thus enhancing their ability for engineering and management practices. We are sill learning and ….
The capstone integrates research, proposal development, and design experience based on the knowledge and skills acquired in earlier coursework. The capstone also incorporates standards and realistic constraints.
Introduction
Capstone Focus Areas - The approaches to the design and delivery of the capstone include three areas of focus:1. client and projects,2. student teams, and3. learning outcome assessment
Presentation Outline
Industry-sponsored projects and clients Focal point of capstone projects Soliciting and selecting projects Conducting projects Industry project examples General approach Effective teams key to the success of the projects Challenges and opportunities Questions
Supplemental Information (Time Allowing)
Project Types Business / Industry Type Process Improvements Plant/Cell Layout Manufacturing Lead time Bottling and Packaging Shipping and Logistics Set-up Reduction Order Picking & Fulfillments Ergonomics and Safety Facility Utilization Process Emission Warehousing/Material Handling
Healthcare Manufacturing Transportation Government Insurance
Industry-Sponsored Projects
Industry-Sponsored Projects and Clients
Improving Business
Focal Point of Capstone Projects
…and at the same time provide enhanced learning opportunities for students
Soliciting Projects
Formal project solicitation takes place year round Projects are conducted during spring semesters. Currently some
changes are taking place. The project solicitation announcement and document include the
criteria for project selection, timelines, clients’ responsibilities, and a brief outline of costs associated with a project.
The following requirements are communicated between clients and the capstone instructor/facilitator: project background, goals, requirements, timing, budget, statement
of work, etc., timely access to the facilities and information, designating a contact person acting as a liaison, and participating in project team evaluation.
Selecting Projects
Some guidelines to consider when selecting projects:
Project objectives and the course/program learning objectives should be congruent.
Project scope should be appropriate for the number of students in the team and the duration of the course.
Project rigor must be sufficient. The students should be able to solve problems using existing
management, engineering, or technology methods and tools. When possible, avoid critical-path projects. Clients must have commitment and expressed interest to work with
project teams. Concerns and issues regarding intellectual property should have been
addressed prior to committing to the projects.
Going About Improving Business
The Ugly Truth
WASTE!
< 5% Value Added Time > 95% Non-Value Added Time
Typical Process Analysis Findings
Conducting Projects
Conducting Projects
Most productivity improvements are no/low cost in nature!
Applying various tools to separate VALUE ADDED and NON-VALUE ADDED activities is very helpful in identifying areas for improvements.
Total Time
Process
AddingValue
Waste
Conducting Projects
Total Time
Most productivity improvements are no/low cost in nature!
Applying various tools to separate VALUE ADDED and NON-VALUE ADDED activities is very helpful in identifying areas for improvements.
AddingValue
Waste
Conducting Projects
Total Time
Most productivity improvements are no/low cost in nature!
Using various tools and techniques to economically improve productivity through the elimination of wastes.
Industry Project Examples
Arctic Cat, Inc., Thief River Falls, MinnesotaStudy, analyze, and document proposals which can help improve the Emissions Testing Facility Utilization through the application of set up reduction techniques and standardized processes.
Goodrich Cargo Systems, Jamestown, North DakotaRedesign the A380LD manufacturing cell to help with reducing cycle time and increasing capacity.
MeritCare Health System, Fargo, North Dakota Determine and propose methods to minimize the operating room downtime and recommend ways to improve efficiency and turnover rates.
Swanson Health Products, Fargo, North Dakota Analyze the Pick-to-Light order picking system including operator interface, information flow, and inventory placement and develop proposals for improved order picking throughput.
Aldevron, Fargo, North DakotaStudy and analyze the current production processes and develop improved methods that can help with better utilization of space and also a reduction in production lead time.
Johnston Fargo Culvert, Inc., Fargo, North DakotaStudy, analyze, and propose new methods for improving the fabrication of the Manhole Assembly.
Start Test
Pull a Vacuum to Evacuate the Air
Fill With Hydraulic Fluid
Put system under Load
Functionality /Leaks
Repairs
Outside Repair Shop
Repair Station On Spot
PassFail
To Final AssemblyTo Final Assembly
435 ExcavatorHydraulic Testing
Process
Final Assembly
System Test
16 Minutes
X MinutesY Minutes
Proposals:
Intermediate Effects:
Standardized Processes
Process Time Improved Environmental/
Safety
Outcomes:Cost SavingsThroughput
Reduced Welding
Setup Process· Oil Cooler & Filter
· Align Motor & Dyno· Insert Thermo Couples
· Seal Leaks· Exhaust Assembly· Air Intake Assembly
· Coolant Hoses· Wiring Harness· Thermo Couples
· Muffler Modification
TIME3:52:14
Internal· Align Motor & Dyno· Connect Thermo Couples to Test Bench
· Seal Leaks
TIME0:49:30
External· Oil Cooler & Filter· Exhaust Assembly· Air Intake Assembly
· Coolant Hoses· Wiring Harness· Thermo Couples
· Muffler Modification
TIME2:42:17
Removed· Search for part
· Search for where thermocouples are
placed· Muffler modification
TIME0:20:27
External· Oil Cooler & Filter· Exhaust Assembly· Air Intake Assembly
· Coolant Hoses· Wiring Harness· Thermo Couples
· Muffler Modification· Search for part
· Search for where thermocouples are placed
· Muffler modification
TIME3:02:44
Alternative Systems
Alternative Systems
ProposalProposal
Implementation
PlanImplementation
Plan
CurrentProcess
CurrentProcess
A-Frame
Zone Bypass
Carousel
Pros/Cons
Process Flow Inventory
Placements
Information Flow
Problems/Opportunities
Equip. Setup& Operator Inventory
Placements & Info Flow
Capacity Planning
Economic Analysis
Plan for Current Layout
Plan for Expansion Layout
Savings Labor Re-Optimization Total Savings Cumulative
Year 1 673,250.00$ 22,000.00$ 695,250.00$ 695,250.00$ Year 2 727,155.00$ 22,000.00$ 749,155.00$ 1,444,405.00$ Year 3 785,327.40$ 22,000.00$ 807,327.40$ 2,251,732.40$ Year 4 848,120.09$ 22,000.00$ 870,120.09$ 3,121,852.49$ Year 5 917,030.70$ 22,000.00$ 939,030.70$ 4,060,883.19$ Year 6 989,306.16$ 22,000.00$ 1,011,306.16$ 5,072,189.35$
Total Cost = $ 2,631,140.00
Payback Period = 3.44 years
PROCESS
DECISION PROCESS
PROCESS
PROCESS
Y N
Define, Observe, Document, Measure, and Analyze Processes
General Approach
PROCESS
DECISION PROCESS
PROCESS
PROCESS
Y N
General Approach
Develop recommendations for improved processes
Effective Teams Key to the Success of the Projects
Integration of project management concepts or training.
Coverage or addressing teamwork and team dynamics. Establishing effective communication rules and or
requirements. Project teams participation in development of
statement of work.
Key concepts that can enhance a team’s ability in conducting projects include the following:
A shift in faculty roles toward a mentor and coach roles.A shifting of focus from teaching toward learning.
Engineering BusinessOperations
Management
Director of Projects
Director Engineering
and Technical Services
Director Business
Management
Director Operations
Management
Functional Departments
Business Manager
Project Engineer(s)
Project Engineer(s)
Project Team C
Operations Manager(s)
Operations Manager(s)
Business Manager
Project Engineer(s)
Operations Manager(s)
Project Manager
Project Manager
Business Manager
Integrated Program/Project Management and Capstone ExperienceTeam and Project Matrix Organization
Project Team A
Project Team B
Pro
ject
s an
d C
ou
rse
Su
pp
ort
Tea
m
Co
urs
e In
str
uc
tor
General Manager
Project Manager
Challenges and Opportunities
Sustaining industry-sponsored projects (having steady industry projects) require addressing the challenges of:
1. maintaining the current client base and2. expanding the client base.
Establishing and maintaining contacts with businesses, professional organizations, and various private and governmental agencies can be very helpful in developing and enhancing a network of project clients.
The clients that have had positive experiences working with capstone teams can be an excellent source of recruiting new clients.
Establishment of effective processes for soliciting, selecting, and conducting projects that can contribute to the educational goals of the academic unit while addressing client needs.
The portfolio for Integrated Program/Project Management and Capstone Experience and Independent Undergraduate and Graduate Industry Projects is available through the following link: www.ndsu.edu/pubweb/~maleki/ProjectsPortfolio.pdf
Projects Portfolio
Aluminum Pneumatic Bulker (APB) Piping Supplier
Analysis
Current System VSM
Project Objectives• Explore opportunities to improve/replace
current supplier• Standardize APB piping through the reduction of
designProject Team Deliverables• Current piping system analysis• Alternate piping system analysis• Improvement proposals• Recommendations based off of economic
analysis• Installation plan• Recommendations for future
projects/improvementsRecommendationAlternate Piping Supplier and kitted piping parts
Potential Benefits• Reduce piping
inventory• Reduce labor hours
• Welding capacity increased by 6 aluminum-welders per year
• Increased trailer throughput
• Decrease in floor space
Proposed System VSM
Project Team Members: Alex Anderson, Mark Hendrickson, Michael Schnepf, Luisa Torres.
Faculty Advisor and Consultant: Reza Maleki
Department: Industrial and Manufacturing Engineering
Funding Source: Trail King Industries
Integrated Program/Project Management and Capstone Experience
Spring Semester 2012
Thank Youand
Going About Improving Business
Reducing or eliminating Waste through
application of LeanLean Definition:A systematic approach to the identification and elimination of waste or non-value added activities through continuous improvement.
Supplemental Information
Waste is anything that, from the perspective of a customer, adds cost to the product but does not add any value.
Seven Forms of Waste in Manufacturing1.Overproduction2.Unnecessary Inventory3.Defects4.Inappropriate Processing5.Waiting 6.Unnecessary Motion7.Transportation
Supplemental Information
• Geneva, Switzerland• Specialized agency of the United Nations
How operational time is made upThe role of management in improving operational efficiencies
The book First published in 1957
Supplemental Information
Total time of
operation under
existing conditions
Supplemental Information - How Operational Time is Made Up
A
C
Total time of
operation under
existing conditions
Basic work content
Total ineffective
time
Work content added by poor design of product or service
Work content added by inefficient process design
Inefficient time resulting from human resources contribution
B
Supplemental Information - How Operational Time is Made Up
A
C
Total time of
operation under
existing conditions
Basic work content
Total ineffective
time
Work content added by poor design of product or service
Work content added by inefficient process design
Inefficient time resulting from human resources contribution
B
A.1. Product development reduce work content due to poor design A.2. Proper material utilization reduce and utilize wasteA.3. Quality control ensures proper standards and inspection method
C.1. Proper management and personnel policy can improve working environmentC.2. Training can develop appropriate skillsC.3. Better working conditions improve morale and reduce absenteeism
B.1. Better layout and process planning reduces unnecessary movementsB.2. Material handling adapted to activity reduces time and effortB.3. Production planning and control reduces ineffective timeB.4. Methods study of an activity reduces work content due to poor methods of work
B.5. Inventory control defines appropriate and most economical inventory levelsB.6. Preventive maintenance ensures longer life and continuous run of equipment
How Management Techniques Can Reduce Ineffective Time
Ability to adapt to a change environment Management and organizational skills People and communication skills Information acquisition Basically learning how to manage the work force but avoid micromanagement
For the purpose of enhancing supervisory and managerial capabilities.
Leadership Training• Supervisors• Management
Lean Building Blocks • Shop Floor Workers• Supervisors• Management
Training Module A
Training Module Z
Training Module B
Supplemental Information – Training for Productivity
Leadership Training• Supervisors• Management
Lean Building Blocks • Shop Floor Workers• Supervisors• Management
Training Module A
Training Module Z
Training Module B
Supplemental Information – Training for Productivity
Theory of Constraints Quality management Statistical process control Supply chain management
More in depth training and customizable to client’s needs
Leadership Training• Supervisors• Management
Lean Building Blocks • Shop Floor Workers• Supervisors• Management
Training Module A
Training Module Z
Training Module B
Supplemental Information – Training for Productivity
Thank You Againand