- CSB Battery: Facility Consolidation
- Airbus Helicopters, Inc.: DCR Transformation
- Cook Children’s Reducing Refrigerator and Freezer Alarms
- Therapeutic Hand Cycles: Improving Manufacturability
- Razoo’s Restaurant: Improving Customer Satisfaction
- Triumph Group: RCCA Analysis
Each group presentation summaries is followed by their presentation poster and their group picture.
The CSB Battery team sought to redefine the internal dynamics of a future warehouse facility. The company currently has two separate warehouses and wants one primary facility that will fulfill its spatial and operational requirements. The most valuable aspect of the team’s research was creating a weighted scorecard to help CSB Battery determine the most relevant criteria in selecting a future warehouse location. The team members were Jeff Williams, Mario Mukala, Ngoc Vuong, Jason Lawson, Lan Nguyen, Menglin Qiu.
The Dynamic Component Repair (DCR) shop at Airbus Helicopters, Inc. (AHI) needs to re-establish excellence and efficiencies. The Airbus team analyzed business process and helped optimize the shop’s flow, reduce cost, and improve customer satisfaction. The team sought to reduce the “Works in Progress” or WIP by installing an in-house machine shop, redesign the layout of the shop and establish a SAP Barcode to create a maintenance schedule. The team members were Greta Leza, Kristopher Leonhardt, Marco Torres and Colin Brisco.
The Cook Children’s Hospital team sought to reduce the refrigerator and freezer alarms in the milk bank department so that the staff can remain focused on valid work orders and give them time to complete the operational duties. The team installed a new sensor system, replaced and relocated the thermal buffers, enabled audible and visual alarms and sealed holes for sensor wires. The team was able to decrease alarms by 77.23 percent. The team members were Angelo Decena, Kevin Garza, Kevin Joseph and Hashini Wanniarachchi.
Therapeutic Hand Cycles provide thousands of physically disabled children with the ability to experience the joys of riding a bike. The niche manufacturers producing these products provide a great service to the community and have delivered a number of exceptional products, but their prices remain exceedingly high for the customers. The Therapeutic Hand Cycles team sought to create a more cost effective alternative through the application of modern manufacturing techniques, simplifying the product design, and making the production process leaner. The team succeeded in greatly improving the manufacturability through minor changes in the material selection and simplifying the product designs with a design that cost 17 percent as much as one currently on the market (not accounting for labor costs). The team was Michael Reeves and Cody Smith.
The Razoo’s Restaurant wanted to improve speeds and customer satisfaction. The Razoo’s team sought to observe and gather information of the entire enterprise to locate where bottlenecks and inefficiencies occur. The focus will be at the tables, kitchen, and the bar area. As a result, the team sought to improve the process to cut down on costs, labor, and idle time. The team’s plan was to buy and implement 50 iPads to reduce customer ordering time.
The Root Cause Analysis and Corrective Action (RCCA) process is ineffective, which results in high variation among the Corrective Action Boards (CABs), difficulty in maintaining production schedule, increased costs and dissatisfied customers. The Triumph Group team recommended reducing meeting attendee list, establishing a CAB Effectiveness Scorecard and effectively communicating corrective action, feedback and CAB scores. The team members are Josh Howard, Tony Kallas, Leila Khalaf, Cynthia Rodriguez and Dylan Slick.