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Expanding and Strengthening University Roles through INTEGRATING INDUSTRY Projects INTO STUDENTS LEARNING Reza A. Malek PowerPoint Presentation
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Expanding and Strengthening University Roles through INTEGRATING INDUSTRY Projects INTO STUDENTS LEARNING Reza A. Maleki, Ph.D., P.E., C.Mfg.E. Reza.Maleki@ndsu.edu Reza.Maleki.PE@gmail.com Department of Industrial and Manufacturing Engineering North Dakota State University July, 2012

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slide1

Expanding and Strengthening University Roles

through

INTEGRATING INDUSTRY Projects

INTO STUDENTS LEARNING

Reza A. Maleki, Ph.D., P.E., C.Mfg.E.

Reza.Maleki@ndsu.edu

Reza.Maleki.PE@gmail.com

Department of Industrial and Manufacturing Engineering

North Dakota State University

July, 2012

Thành phố Hồ Chí Minh, Việt Nam

(Ho Chi Minh City, Vietnam)

slide4

Introduction

CAPSTONE

Business

and

Industry

Projects

Program and Project Management

Industrial and Manufacturing Facility Design

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.

slide5

Introduction

CAPSTONE

Business

and

Industry

Projects

Program and Project Management

Industrial and Manufacturing Facility Design

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.

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.

introduction1
Introduction

Capstone Focus Areas - The approaches to the design and delivery of the capstone include three areas of focus:

client and projects,

student teams, and

learning outcome assessment

presentation outline
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)
focal point of capstone projects
Focal Point of Capstone Projects

Improving Business

…and at the same time provide enhanced learning opportunities for students

soliciting projects
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
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.
the ugly truth

Going About Improving

Business

The Ugly Truth

Conducting Projects

Typical Process Analysis Findings

< 5% Value Added Time

> 95% Non-Value Added Time

WASTE!

slide15

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.

Process

Total Time

slide16

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.

Adding

Value

Total Time

Waste

slide17

Conducting Projects

Most productivity improvements are no/low cost in nature!

Using various tools and techniques to economically improve productivity through the elimination of wastes.

Adding

Value

Total Time

Waste

435 excavator hydraulic testing process
435 ExcavatorHydraulic Testing Process

System Test

X Minutes

Y Minutes

16 Minutes

Final Assembly

slide22

Proposals:

Standardized Processes

Intermediate Effects:

Outcomes:

Process Time

Cost Savings

Improved Environmental/ Safety

Throughput

Reduced Welding

slide26

Implementation

Plan

Proposal

Alternative

Systems

  • Equip. Setup& Operator
    • Inventory Placements & Info Flow
    • Capacity Planning
  • Economic Analysis
  • Plan for Current Layout
    • Plan for Expansion Layout

Current

Process

  • A-Frame
  • Zone Bypass
  • Carousel
  • Pros/Cons
  • Process Flow
    • Inventory Placements
    • Information Flow
  • Problems/Opportunities
slide27

Total Cost = $ 2,631,140.00

Payback Period = 3.44 years

define observe document measure and analyze processes

PROCESS

N

DECISION

Y

PROCESS

PROCESS

PROCESS

Define, Observe, Document, Measure, and Analyze Processes

General Approach

develop recommendations for improved processes

PROCESS

N

DECISION

Y

PROCESS

PROCESS

PROCESS

Develop recommendations for improved processes

General Approach

effective teams key to the success of the projects
Effective Teams Key to the Success of the Projects

Key concepts that can enhance a team’s ability in conducting projects include the following:

  • 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.

A shift in faculty roles toward a mentor and coach roles.

A shifting of focus from teaching toward learning.

challenges and opportunities
Challenges and Opportunities
  • Sustaining industry-sponsored projects (having steady industry projects) require addressing the challenges of:
    • maintaining the current client base and
    • 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.
slide33

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

slide34

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 design

Project Team Deliverables

  • Current piping system analysis
  • Alternate piping system analysis
  • Improvement proposals
  • Recommendations based off of economic analysis
  • Installation plan
  • Recommendations for future projects/improvements

Proposed System VSM

Recommendation

Alternate 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

Spring Semester 2012

Integrated Program/Project Management and Capstone Experience

supplemental information

Going About Improving

Business

Supplemental Information

Reducing or eliminating Waste through application of Lean

Lean Definition:

A systematic approach to the identification and elimination of waste or non-value added activities through continuous improvement.

supplemental information1
Supplemental Information

Wasteis anything that, from the perspective of a customer, adds cost to the product but does not add any value.

Seven Forms of Waste in Manufacturing

Overproduction

Unnecessary Inventory

Defects

Inappropriate Processing

Waiting

Unnecessary Motion

Transportation

how operational t ime is made up the role of management in improving operational efficiencies
How operational time is made upThe role of management in improving operational efficiencies

The book First published in 1957

  • Geneva, Switzerland
  • Specialized agency of the United Nations
Supplemental Information
supplemental information how operational time is made up
Supplemental Information - How Operational Time is Made Up

Total time of operation under existing conditions

supplemental information how operational time is made up1
Supplemental Information - How Operational Time is Made Up

Basic work content

Work content added by poor design of product or service

A

Total time of operation under existing conditions

Work content added by inefficient process design

Total ineffective time

B

Inefficient time resulting from human resources contribution

C

how management techniques can reduce ineffective time
How Management Techniques Can Reduce Ineffective Time

A.1. Product development reduce work content due to poor design

A.2. Proper material utilization reduce and utilize waste

Basic work content

A.3. Quality control ensures proper standards and inspection method

Work content added by poor design of product or service

A

B.1. Better layout and process planning reduces unnecessary movements

Total time of operation under existing conditions

B.2. Material handling adapted to activity reduces time and effort

B.3. Production planning and control reduces ineffective time

Work content added by inefficient process design

B.4. Methods study of an activity reduces work content due to poor methods of work

Total ineffective time

B

B.5. Inventory control defines appropriate and most economical inventory levels

B.6. Preventive maintenance ensures longer life and continuous run of equipment

C.1. Proper management and personnel policy can improve working environment

Inefficient time resulting from human resources contribution

C.2. Training can develop appropriate skills

C

C.3. Better working conditions improve morale and reduce absenteeism

supplemental information training for productivity
Supplemental Information – Training for Productivity
  • Leadership Training
  • Supervisors
  • Management

For the purpose of enhancing supervisory and managerial capabilities.

  • 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
  • Lean Building Blocks
  • Shop Floor Workers
  • Supervisors
  • Management

Training Module A

Training Module B

Training Module Z

supplemental information training for productivity1
Supplemental Information – Training for Productivity
  • Leadership Training
  • Supervisors
  • Management
  • Lean Building Blocks
  • Shop Floor Workers
  • Supervisors
  • Management

Training Module A

Training Module B

Training Module Z

supplemental information training for productivity2
Supplemental Information – Training for Productivity
  • Leadership Training
  • Supervisors
  • Management
  • Lean Building Blocks
  • Shop Floor Workers
  • Supervisors
  • Management

More in depth training and customizable to client’s needs

Training Module A

  • Theory of Constraints
  • Quality management
  • Statistical process control
  • Supply chain management

Training Module B

Training Module Z