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Ricki Ingalls, Oklahoma State University; mario cornejo, Oklahoma State University; Chinnatat Methapatara, Oklahoma State University; Peerapol Sittivijan, Oklahoma State University; Kim Needy, University of Pittsburgh; Bryan Norman, University of Pittsburgh; Braden Hunsaker, University of Pittsburgh; Erin Claypool, University of Pittsburgh; Nuri Gokhan, University of Pittsburgh; Scott Mason, University of Arkansas
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Industrial Engineering
(1982), a M.S. in Industrial Engineering from Texas A&M University (1984) and a Ph.D. in Management Science from the University of Texas at Austin (1999).mario cornejo, Oklahoma State University Mario Cornejo is a Ph.D student in Industrial Engineering and Management at Oklahoma State University. Mario got his M.S. in Industrial Engineering at Oklahoma State University in 2005; then he worked at DELL implementing Six Sigma methodology where he got certified as a DELL-Green Belt and an ASQ-Black Belt. Before joining the master program, Mario worked for four years at an aircraft repair station of an airline company in inventory control and production planning areas. He also holds
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Sharon Johnson, Worcester Polytechnic Institute; Bryan Norman, University of Pittsburgh; Jean Fullerton, Elizabethtown College; Susan Pariseau, Merrimack College
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ModelFaculty at Sites 2 and 3 are participating in this process, starting with a 2 ½ day seminar inSummer 2007 that involved hands-on simulation sessions and planning for implementation in acourse at their university. Faculty at both sites used the materials in a course in Fall 2007; theremainder of this paper reports on their experiences and examines student learning in differentsettings.Description of Implementation Sites and CoursesTable 1 summarizes the courses and student characteristics at three sites where the Time Wisesimulation was implemented in Fall 2007. The three sites represent significant diversity in termsof course content and student majors, as well as how simulation materials were used.At Site 1, the Time Wise simulation has been
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Paul Kauffmann, East Carolina University; Cathy Hall, East Carolina University; Gene Dixon, East Carolina University; John Garner, East Carolina University
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the efficacy of,interventions to improve retention. The next section provides background information about theuniversity and the engineering program which conducted this study.Background InformationEast Carolina University is the third largest institution in the sixteen member University of NorthCarolina System with a student enrollment in excess of 24,000. Over the last decade, there hasbeen a major shift in the economic base of eastern North Carolina. ECU has been an engine ofdevelopment and progress in the region, primarily due to a medical school, a planned dentalschool, and the leading College of Education in North Carolina. To further enhance theuniversity’s capability, an engineering program was approved and accepted its first students
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Karen Bursic, University of Pittsburgh; Kim Needy, University of Pittsburgh
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clearly defined and students werepresented with a variety of ways in which it could be satisfied. During registration for spring2008, each sophomore student met with their academic advisor (IE faculty members serve asacademic advisors) to discuss how they planned to meet the international requirement. Sincesophomores are scheduled to take a Humanities or Social Science elective in the spring of theirsophomore year, they were encouraged to take a globally-focused course as defined in therequirement. Students and advisors were encouraged to discuss if and how the student plannedto meet the travel portion of the requirement (Option A in Figure 1). Many sophomores havealready completed the travel requirement since they have participated in the Plus3
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Donna Summers, University of Dayton
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. Cases from warehousing focuses on RFID's and material,Facilities layout Two people, and information flow. Cases from hospitals, pharmacies, dentist office, and call center focus on human error consequences, humanHuman factors Five information processing, and job redesign. Case focuses on creating project proposals and plans forProject management One the home building industry. Cases focus on quality improvements in banking,Quality Assurance Nine logistics, hospitals, and offices. Cases from banking, grocery stores
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Judith Norback, Georgia Institute of Technology; Paul Griffin, Georgia Tech; Garlie Forehand, Georgia Tech
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, for a large public health organization 4) Forecasting and planning for patient arrivals into different departments of a large hospital to ensure efficient patient flowMore detail on the instruction is shown in Table 2 and has been described elsewhere [19]. Page 13.177.4 Table 2. Capstone Design Workforce Presentation InstructionStudent presentations Communication Instruction Activity1. Proposal presentation to Faculty Committee Director of Workforce and Academic(FC) Communication notes feedback about
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Arun Nambiar, University of Puerto Rico-Mayaguez; Dale Masel, Ohio University
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AC 2008-2680: TEACHING CONCEPTS OF LEAN MANUFACTURINGTHROUGH A HANDS-ON LABORATORY COURSEArun Nambiar, University of Puerto Rico-Mayaguez Arun received his Bachelor's Degree in Mechanical Engineering from Birla Institute of Technology and Science, Pilani, India in 1997 and Master's Degree in Industrial Engineering from Ohio University, Athens, OH in 2004. He went on to receive his Doctoral Degree in Integrated Engineering (with an Industrial Engineering concentration) from Ohio University, Athens, OH in 2007. His research interests include production, planning and control of manufacturing systems, application of lean principles, study of discrete-event systems and cost estimation for various