Expanding and Strengthening University Roles through INTEGRATING INDUSTRY Projects INTO STUDENTS LEARNING Reza A. Malek

1. 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)

2. C A N A D A

4. 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.

5. 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.

6. 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.

7. 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

8. 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)

9. Industry-Sponsored Projects

10. Industry-Sponsored Projects and Clients

11. Focal Point of Capstone Projects Improving Business …and at the same time provide enhanced learning opportunities for students

12. 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.

13. 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.

14. Going About Improving Business The Ugly Truth Conducting Projects Typical Process Analysis Findings < 5% Value Added Time > 95% Non-Value Added Time WASTE!

15. 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

16. 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

17. 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

18. Industry Project Examples

21. 435 ExcavatorHydraulic Testing Process System Test X Minutes Y Minutes 16 Minutes Final Assembly

22. Proposals: Standardized Processes Intermediate Effects: Outcomes: Process Time Cost Savings Improved Environmental/ Safety Throughput Reduced Welding

26. 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

27. Total Cost = $ 2,631,140.00 Payback Period = 3.44 years

28. PROCESS N DECISION Y PROCESS PROCESS PROCESS Define, Observe, Document, Measure, and Analyze Processes General Approach

29. PROCESS N DECISION Y PROCESS PROCESS PROCESS Develop recommendations for improved processes General Approach

30. 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.

32. 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.

33. 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

34. 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

35. Thank You and

36. 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.

37. 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

38. 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

39. Supplemental Information - How Operational Time is Made Up Total time of operation under existing conditions

40. 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

41. 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

42. 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

43. 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

44. 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

45. Thank You Again and