(case by case) and cannot be described as a process. With that being said, how can someonefrom outside the healthcare profession come in and make these dramatic improvements?It is often difficult for non-manufacturing individuals to grasp concepts and terminology relatedto processes (inputs, outputs, variables, etc). The key is finding a way to show people that whatthey are doing is a process and an integral part of a much larger process all together. And, by notbeing consistent in their tasks or protocols, they are actually introducing more variation into thesystem than needed. This variation is what the customers end up seeing and remembering and soapplying Lean Six Sigma methodologies is actually the best way to make dramaticimprovements
Paper ID #39506Lean Methods to Optimize Operations in Emergency Departments DuringtheHeight of the COVID-19 PandemicDr. Susan J. Ely, University of Southern Indiana Dr. Ely began her academic career at the community college level, after having worked as an engineer in areas of manufacturing, distribution, logistics and supply chain. She is the Director of Technology Programs and Assistant Professor in Manufacturing at the University of Southern Indiana. Research includes student retention and engagement, mentoring and support of women in engineering and lean applications in non-manufacturing environments
specific tactics, which fit naturally as subtopics withinexisting courses, students often encounter lean tactics in a piecemeal fashion, making it difficultfor students develop an integrated understanding of the underlying philosophies. Courses Page 13.1340.2dedicated to lean are generally aimed at senior-level students. Opportunities to practice processdesign are often the domain of senior-level capstone projects as well.To improve the teaching of lean concepts, as well as to develop students’ ability to designeffective processes, several IE faculty at one university (referred to as Site 1 here) developed alean laboratory to support an
Paper ID #25808Assessing the Impact of University-Industry collaborative Lean Six SigmaCapstone Projects on Engineering Management StudentsDr. Hilda Cecilia Martinez Leon, Clarkson University Hilda Cecilia Martinez Leon received the B.S. degree in industrial engineering, the M.S. degree in manu- facturing systems, and the D.Sc. degree in engineering sciences from Monterrey Tech, Mexico. She also received the Ph.D. in systems and engineering management from Texas Tech University, Lubbock. She is also a Lean Six Sigma Master Black Belt. Her work experience is related to the product lifecycle man- agement and manufacturing
studentservices, decreasing response time on prospective student’s requests, eliminating unnecessarysteps in administrative processes, and reducing backlogged repair of campus facilities.2 Financialimprovements include cost avoidance, cost reduction, and increased revenue.8The Construction and Operations Management (COM) department of the South Dakota StateUniversity (SDSU) offers courses where students learn the use of lean processes in such areas assupply chains, manufacturing processes, and cost analysis. The COM department realized thatimprovements were needed in some of their own processes. The goal of this paper is todemonstrate another facet of lean management practices in higher education – improvement ofprocesses to reduce non-value added time
Page 20.11.15 ct=true&db=bth&AN=10462643&site=ehost-liveEnoch, O. (2013). Lean six sigma methodologies and organizational profitability: A review of manufacturing SMEs in nigeria. American Journal of Industrial and Business Management, 3(6), 573.Falmagne, J., Albert, D., Doble, C., Eppstein, D., & Hu, X. (Eds.). (2013). Knowledge spaces: Applications in education. New York: Springer Heidelberg.Fischer, K. (2014, Helping foreign students thrive on U.S. campuses. The New York Times,Gardner, R. C., & MacIntyre, P. D. (1993). On the measurement of affective variables in second language learning. Language Learning, 43(2), 157-194. doi:10.1111/j.1467- 1770.1992.tb00714.xGeorge, M. L. (2002). Lean six sigma
producing LEGO-based products. Lean manufacturingconcepts are incorporated into the design of this simulated manufacturing assembly line forteaching and learning purposes. The second case looks at robotics applications in pick and placeoperations. Finally, the third case investigates the utilization of additive manufacturing indeveloping fixtures for peculiar manufacturing or measurement needs.2.1. PBL Case 1: Design and development of Mixed-Model Assembly Line Ever since the Ford Motor Company introduced assembly lines over a century ago toproduce automobiles, assembly lines have become an integral part of most production operationsin manufacturing industries. Assembly lines can be described as unique flow-line productionsystems utilized in
rank the following (1-10) criteria in the order of importance (1 being the least important and 10 being the most important) a. Interactive class sessions b. Interaction with students c. HomeWorks and Class projects d. Leaning state-of-the-art-contents in manufacturing and systems engineering field e. Flexibility in classroom activities f. Exposure to real problems g. Opportunity to practice/apply knowledge h. Enhancing subject matter problem-solving skills i. Developing software skills j. Accessibility of the course content through the online platform k. Face-to-Face classrooms l
Introductory Materials Science Course," Journal of Engineering Education 86, 203-210 (1997).13 Callister, W.D., Jr., Fundamentals of Materials Science and Engineering: An Integrated Approach, 2nd Ed., JohnWiley & Sons, 2005.14 Griffin, R.M., “Use of Cambridge Engineering Selector in a Materials/Manufacturing Course,” Proceedings of the2004 American Society for Engineering Education Annual Conference, Salt Lake City, Utah. Session 3264.Biographical InformationCHRYS DEMETRY is Associate Professor of Mechanical Engineering in the Materials Science and EngineeringProgram at Worcester Polytechnic Institute. Her teaching and research interests include use of educationaltechnology, influence of learning styles on teaching and learning, and K-12
integrating lean principles with Industry 4.0.Understanding the effects of lean manufacturing processes facilitated by Industry 4.0technologies would be highly intriguing. A potential approach for future research is proposing anintegrated framework that combines lean principles with Industry 4.0 technologies. Thisframework aims to improve performance and reduce waste in manufacturing processes.Establish a correlation between sustainability principles and the critical factors of Industry4.0: Most research on Industry 4.0 originates from industrialized countries, indicating their moresignificant emphasis on this topic. Nevertheless, poorer nations have shown limited interest andprogress in embracing Industry 4.0, primarily due to the need for more
an MS and Ph.D. in Mechanical Engineering from the University of MissouriRolla. Dr. Ertekin has also been a Certified Manufactur- ing Engineer (CMfgE), awarded by the Society of Manufacturing Engineers (SME) since 2001, and a Certified Quality Engineer (CQE) awarded by the American Society for Quality (ASQ) since 2004. In addition to positions in the automotive industry, Dr. Ertekin has held faculty positions at Western Ken- tucky University and Trine University. In 2010, he joined Drexel University’s College of Engineering as an associate clinical professor. He has been instrumental in course development and the assessment and improvement of the Engineering Technology (ET) curriculum, including integrated
excitingengineering, management, and computing science / IT (Information Technology) issues.This approach helps distance learners as well as educators to work with the material inreal-world classroom and/or virtually web-networked teams.Our cases are object-oriented and self-contained; nevertheless, they can be integrated orgrouped into different classes of objects in a lean and flexible way, just as a modern Page 8.962.6software program, or a modern manufacturing/assembly system can be integrated intoProceedings of the 2003 American Society for Engineering Education Annual Conference & Exposition.Copyright © 2003, American Society for Engineering
2024 ASEE Midwest Section Conference Systems Engineering Integrated Digital Transformation: Enhancing Financial Efficiency in Electronics Manufacturing Startup Siddharth Alagiri(Student), Sivaganeshwar Subramaniam(Student), Pedro Cordeiro povoa cupertino(Student), Daniel Ikechukwu Chikwendu(Student) Adam Carlton Lynch(Faculty) Wichita State UniversityAbstractBackground: In the rapidly evolving technological environment, electronics manufacturing startupsface significant challenges, requiring efficient operations and strong financial strategies. Thisstudy explores
within agiven discipline but lack the contextual knowledge needed to integrate skills across differentdisciplines. In preparing students for the future of work, it is thus necessary that our pedagogicalmodel provides opportunities for students to engage in and develop breadth or horizontallearning.‘Making through Micro-Manufacturing’ (M3) is a production paradigm that couples the concernsof Making with production engineering, achieving the low-volume production (hence the term‘micro’) of personalized artifacts. M3 can serve as a driver for STEM learning through it’sframework for supporting horizontal learning experiences for students. In this NSF InnovativeTechnology Experiences for Students and Teachers (ITEST) funded work, we report on a
integrated, syntheticmanufacturing environment exercised to enhance all levels of decision and control” in amanufacturing enterprise 6, 10 . Here, “synthetic” refers to a mixture of real and simulated objects,activities, and processes; “environment” supports the construction and use of distributedmanufacturing simulations by synergistically providing a collection of tools (simulation,analysis, implementation, and control), models (product, process, and resource), equipment,methodologies and organizational principles; “exercising” refers to the construction andexecution of specific manufacturing simulations using the environment; “enhance” refers toincreasing the value, accuracy and validity of decisions; “levels” indicate from product conceptto
of retailer due to their abilityto offer trendy low-cost clothing mimicking latest runway trends with turnaround times as low astwo weeks. Fueled by short production and distribution lead times, fast fashion retailers combinerapid prototyping, small batches of fashionable product designs, and efficient transportations anddelivery. Among others, the methods applied in fast-fashion industry include mass customizationand personalization, and lean manufacturing. Current trends in manufacturing lean towards theapplication of digital and rapid manufacturing methods and increased use of product lifecyclemanagement, knowledge management systems and computer integrated manufacturing.Furthermore, modern fashion systems span geographical regions
in industry over someone with a graduate degree. I also feel that a coop and/or internship experiences are very important. Young engineers need to spend some time getting their hands dirty before starting to work on more advanced manufacturing projects. This builds a good foundation. ● Our business is focused on the integration of mechanical, electrical and software elements. These need to be integrated from design through manufacturing and require engineers who are comfortable in lean manufacturing across these very different disciplines. Additionally the trend toward higher technology manufacturing will not slow. We will need manufacturing engineers who can work on automation and controls
easy reach of manufacturing managersseeking to be more efficient [28]. Manufacturing operations has become increasingly automatedcoupled with other efficiencies created by the integration of lean methodologies. In addition,other areas need careful assessment such as conservation of raw materials, energy and prudentcapital expenditures to help ensure competitive advantage [29]. Much progress has beenachieved in operating efficiency with regard to labor input. Historically this can be seen readilywith agriculture, construction and manufacturing. Although labor is easilty quantified at theaggregate plant, national or international level it is more difficult to quantify individual workerefficiency [28] [30]. Despite the difficult of measuring
, and even less about Design for Manufacturing and/or Assembly. I see simple break edges with 0.02mm tolerances showing up on prints, and no concept of the differences in six sigma capability between small lot CNC prototypes and medium to high volume production on speedier equipment like a cold header, progressive die stamper, or screw machine.• Process Focused and Certifications• Manufacturing Sectors and Processes: Process planning and production deployment fundamentals (regardless of sector), hands-on integration of at least two process/sector types• Educational Methods: Classroom inversion, course project integration with industry"• Production systems, lean and quality are top priorities for those in BS programs
development of facilities inlimited square footage for a combination of physical laboratories, teaching and computingspaces, in varying areas ranging from 3D Printing and Additive Manufacturing to EngineeringMechanics. Additional laboratory design activities have also been carried out for creative andinnovative design spaces including some for integrated capstone and cross-disciplinary projects,along with off-campus development. This paper will summarize educational learning andresearch facility development trends in academia including selection of educational equipment,digital tools, flexible furniture, and utilization of white board paint or magnetic boards. Safetyand environmental issues are covered. The trends in K-12 education and their
Paper ID #6927Holistic Consideration of Best Practices in Product Design, Quality, and Man-ufacturing Process Improvement through Design for ValueDr. Merwan B Mehta, East Carolina University Dr. Merwan Mehta is an Associate Professor at East Carolina University in the Technology Systems Department at Greenville, NC. Prior to joining academics, he has over twenty years of experience work- ing as a machine tool design engineer, manufacturing engineer, manufacturing manager, vice-president, partner, and consultant. His present research interests are improving manufacturing productivity through Lean manufacturing principles
has been steadily and rapidly changing for many years. From about the mid-1980’s, concepts of cost control, quality and overall efficiency have become an increasingly sharp focus. In recent years, many companies have tunneled in on lean manufacturing as their savior. It is certainly true that the precepts and procedures of lean, ToC, TQM and other regimens are essential for modern manufacturing competitiveness, and instruction in these matters has become a fundamental component in manufacturing education. With far less visible excitement, however, another ‘revolution’ has entered the scene. The fastest growing sectors of product type are those that require new processing technologies. In 21st century
built and maintained in our economy and communities could be built into the K- 12 system easily; young kids want to know how things work and how to participate in this.• Lean in everything related to Manufacturing (Design to Assembly).• Robotics, Automation, and Electronic control integration using laboratory to support the theory, use internships or coop programs to give confidence"• Top priority - Manufacturing systems - For students without the luxury of a trust fund, the goal of education is to obtain meaningful employment - period. Focused efforts of colleges in becoming "diploma factories" is irresponsible and unfair to the student. The US will eventually have the most well educated individuals and most qualified
students to learnthe course but also expands their knowledge horizon beyond the standard textbook problems. Inthe undergraduate quality class the author is teaching, he invites two to three guest speakers fromindustry representing both manufacturing and distribution. These guest speakers talk about howthey have implemented quality management framework and techniques like ISO9000, controlcharts, lean and six-sigma projects. Each speaker will focus on one major area. The scheduling ofthe guest lecturer is aligned with the class schedule so the students will have the backgroundinformation prior to the industry presentation.D. Integrative and enhanced learningThis is the most important phase of student learning lifecycle. In this mode, the students
. Popular certification subjects include project management, manufacturing efficiency, and manufacturing quality. 2The Six Sigma body of knowledge was originally developed by Motorola in 1986 . It addressed manufacturing quality issues by integrating statistical tools with engineering and management practices. The certification process is based on increasingly difficult training and application of the principles. As professionals gain expertise they are awarded levels that include Yellow, Green, Black Belts, eventually earning the the Champion designation. Reviewing the curriculum for this program shows a great deal of traditional academic content
produce approximately 18 such fixtures during the course.Students integrate various contemporary integrated manufacturing concepts during theseproduction runs. Automatic identification and lean manufacturing concepts such as Kan Ban,Poka Yoke, Visual Controls and others are practiced. Firms must also implement statisticalquality control tools and Six-Sigma techniques including various data collection, analysis, andprocess control methodology.It is through this project-based experiential learning activity that learning occurs on the“production floor” as students draw on the scaffolding developed from previous course work andthe new materials that are presented in the capstone courses. This course sequence has beenhighly rated by students, the
c American Society for Engineering Education, 2014 A 6S EXPERIENCE IN A MANFACTURING FACILITYABSTRACTGlobalization of science and technology has caused competitive pressures to continue unabatedin manufacturing business. Product prices continue to fall while production costs rise. In order toreduce production costs, some companies look to improved technology, employee layoff, facilityrelocation, etc. The search for operational excellence seems to be more intense with each passingday. Many companies have adopted Lean, Six Sigma or Total Productive Maintenance initiativesfor improving operational effectiveness and efficiency. 5S is a traditional management techniquethat helps organize a workplace by making it clean and free of
Materials - University of Illinois at Urbana- Champaign• Reliability Based Design - Purdue University• Systems Engineering - Virginia Polytechnic Institute & State University• Vehicle Structures - Cranfield University, England• Minimum of nine hours of GM approved Purdue University graduate coursework in Integration/Systems Engineering• Plus seminars in Automotive Noise, Vibration, and Harshness Control - The Ohio State University; Lean Engineering - Lehigh University; Powertrain Dynamics and Control - The Ohio State University; and Strategic Product and Manufacturing System Development - The University of Michigan.Component IIGM Specific training, totaling1600 contact hoursComponent IIIGM selected job assignments accumulating
on student-centered education with multiple hands-on activitiesThe design and manufacturing sequence have incorporated extensive hands-on lab activities. Thelabs provided students with the opportunity to integrate and apply their knowledge to realengineering problems.MECH 476 offered three activities related to RP, plastic processing, and lean manufacturing.Students designed and built their own products using the RP systems. Open plastic molding wasused to mass-produce their RP parts. Through this mass production environment, they appliedlean manufacturing principles into their production line to identify “non-value-added” activitiesor “waste” and minimize them. In MECH485, stress, vibration, thermal, fatigue, optimization,buckling analysis
understanding of business and lean manufacturing. Based upon nearly 100 intern visits to companies, bachelor degree students need four things: first-technical skills; second-lean manufacturing; third-interpersonal (communications) skills; and fourth-leadership skill to get things done (accomplish projects) with minimal supervision.”Resulting Curriculum AdjustmentsIn response to the priorities reflected in this and the referenced prior surveys several topicspreviously included in my manufacturing management, quality assurance, work measurement,and digital manufacturing courses have been eliminated or reduced in emphasis. Some havegotten increased emphasis. The reductions are largely in response to course consolidationsduring