Primary Presenter:
Abstracts for Industry Track Papers
Primary Presenter:
Khumbulani Mpofu, mpofuk@tut.ac.za
Co-Presenters:
Audience Level:
Basic
Session Type:
Title:
RECONFIGURABLE MANUFACTUTRING SYSTEMS: IMPLICATIONS FOR THE INDUSTRIAL ENGINEER
Description:
The role the IE has in this new manufacturing paradigm is considered.
Abstract:
Reconfigurable manufacturing systems (RMS) are the latest order of manufacturing systems succeeding the flexible manufacturing system and dedicated manufacturing line epochs. The RMS emanates from the dynamic nature of the manufacturing environment in the global competition that now exists for nations. The characteristic of change in products required by the global market brings about a need for very adaptable hardware, software and people at all levels of an organisation.
Industrial engineering being a branch of engineering concerned with technical science, economic science and human science will also be impacted by this new paradigm. The comprehension of these areas of science in a bid to increase the productivity of the processes which will now be reconfigurable will be needed. The achievement of high quality products at low cost with the small lot sizes and higher product variety will be positively impacted by the RMS. The implications of the workers safety will also be pondered on in this new paradigm of manufacturing.
Objectives:
- What reconfigurable manufacturing systems (RMS)
- What part the industrial engineer has to play in RMS
- Understand changing role of the IE
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Biography:
Khumbulani, a researchr at Tshwane University of Technology in South Africa. I have a masters in Manufacturing Systems from the University of Zimbabwe and a BEng in Industrial and Manufacturing. I am a member of SAIIE.
Primary Presenter:
Thomas Meaders, tmeaders@gardner-webb.edu
Co-Presenters:
Audience Level:
Intermediate
Session Type:
Title:
IAB Town Hall Meeting
Description:
Annual Industry Advisory Board Town Hall Meeting.
Abstract:
Annual Town Hall Meeting for the Industry Advisory Board to interact with members of IIE. The current IAB activities will be covered, questions answered and suggestions for future activity solicited
Objectives:
- Who the IAB Members are
- What the IAB is doing right now
- What the IAB plans to do in the next year
- How they may participate in IAB activities
-
Biography:
Dr. Thomas J. Meaders, Associate Professor in the Gardner-Webb Graduate School of Business, has over 30 years of experience in management and business operations. The majority of his career, prior to coming to Gardner-Webb University in 2002, was spent in the IBM Corporation where he started his career developing software for NASA space vehicles. He moved from the Federal Systems Division to the Cary Software Development Laboratory in 1988 and was responsible for architecting customer solutionshardware, software and services-- at Belk Stores Systems (for which he received an Enterprise Systems Leadership Award), Phillips Petroleum, Shell Oil Canada, Hyundai Insurance (Korea), NIKE, GKB/CCB (Belgium), Qantas, and many practice areas of IBM Global Services. Dr. Meaders was promoted to Senior Consulting IT Architect in 1998 (IBMs highest technical management level). Dr. Meaders received two IBM Vice Presidential Awards and three Director awards for his business enterprise solutions. Following his retirement from IBM in March 2000, he was appointed as Associate VP of IS Infrastructure at LabCorp where he led a major upgrade of LabCorps computer operations. In 2002, he joined Gardner-Webb Universitys Graduate School of Business.
Dr. Meaders received the Ph.D. in Industrial Engineering from the University of Alabama in Huntsville in 1982.
Thomas Meaders, tmeaders@gardner-webb.edu
Co-Presenters:
Audience Level:
Intermediate
Session Type:
Title:
The transition from Technical IE to an IE in Management
Description:
Panel discussion of the transition from technical IE work to being an IE in management. Panelists, who are IEs currently in (or retired from)Management positions, will discuss how the transition occurred for themselves and what they have observed in regard to others and offer advice on the process, rewards and drawbacks.
Abstract:
This session will be a panel discussion of the transition from technical IE work to management with the objective of helping technical IEs, desirous of making the transition, with the process. It will also help aspiring IEs to understand the rewards and drawbacks of a management career. The panelists are IEs currently in or retired from senior management positions. They will discuss the process from their personal experience and from their observations in their management positions.
Objectives:
- the process of moving from engineering management
- the rewards and drawbacks of being a manager
- advice on preparing for the transition
-
-
Biography:
Dr. Thomas J. Meaders, Associate Professor in the Gardner-Webb Graduate School of Business, has over 30 years of experience in management and business operations. The majority of his career, prior to coming to Gardner-Webb University in 2002, was spent in the IBM Corporation where he started his career developing software for NASA space vehicles. He moved from the Federal Systems Division to the Cary Software Development Laboratory in 1988 and was responsible for architecting customer solutionshardware, software and services-- at Belk Stores Systems (for which he received an Enterprise Systems Leadership Award), Phillips Petroleum, Shell Oil Canada, Hyundai Insurance (Korea), NIKE, GKB/CCB (Belgium), Qantas, and many practice areas of IBM Global Services. Dr. Meaders was promoted to Senior Consulting IT Architect in 1998 (IBMs highest technical management level). Dr. Meaders received two IBM Vice Presidential Awards and three Director awards for his business enterprise solutions. Following his retirement from IBM in March 2000, he was appointed as Associate VP of IS Infrastructure at LabCorp where he led a major upgrade of LabCorps computer operations. In 2002, he joined Gardner-Webb Universitys Graduate School of Business.
Dr. Meaders received the Ph.D. in Industrial Engineering from the University of Alabama in Huntsville in 1982.
|Primary Presenter: |
|Thomas Meaders, tmeaders@gardner-webb.edu |
| |
|Co-Presenters: |
| Roya Javadpour, Ph.D. |
|Associate Professor of Industrial & Manufacturing Engineering |
|Cal Poly State University |
|San Luis Obispo, CA 93407 |
| |
|Visiting Professor - Operations Management Division |
|Nottingham University Business School, |
|Nottingham, NG8 1BB |
| |
|Lisa Zidek, Ph.D |
|Academic Program Director |
|Associate Professor |
|U.A. Whitaker School of Engineering |
|Florida Gulf Coast University |
|Ramon Cancel Cruz udergraduate student at University of Puerto Rico at Mayagüez; Industrial Engineering Department. Leader of |
|SMT Factory in Academia and a active member of IIE. |
| |
| |
| |
|Audience Level: |
|Intermediate |
| |
|Session Type: |
| |
| |
| |
| |
|Title: |
|Panel on Industry Academic Partnerships |
| |
|Description: |
|A panel discussion on best practices in Industry-Academic Partnerships by panelists who have lead successful partnerships |
|between industries or community organizations and academic departments to complete service projects. These partnerships promote |
|good relationships while accomplishing worthwhile objectives. |
| |
|Abstract: |
|A panel discussion on best practices in Industry-Academic Partnerships by panelists who have lead successful partnerships |
|between industries or community organizations and academic departments to complete service projects. These partnerships promote |
|good relationships while accomplishing worthwhile objectives. |
| |
| |
| |
|Objectives: |
|- about past successful industry/academic partnerships |
|- the process of setting up an industry/academic partnership |
|- the benefits which have resulted |
|- |
|- |
| |
| |
| |
| |
| |
| |
| |
|Biography: |
|Dr. Thomas J. Meaders, Associate Professor in the Gardner-Webb Graduate School of Business, has over 30 years of experience in |
|management and business operations. The majority of his career, prior to coming to Gardner-Webb University in 2002, was spent in|
|the IBM Corporation where he started his career developing software for NASA space vehicles. He moved from the Federal Systems |
|Division to the Cary Software Development Laboratory in 1988 and was responsible for architecting customer solutionshardware, |
|software and services-- at Belk Stores Systems (for which he received an Enterprise Systems Leadership Award), Phillips |
|Petroleum, Shell Oil Canada, Hyundai Insurance (Korea), NIKE, GKB/CCB (Belgium), Qantas, and many practice areas of IBM Global |
|Services. Dr. Meaders was promoted to Senior Consulting IT Architect in 1998 (IBMs highest technical management level). Dr. |
|Meaders received two IBM Vice Presidential Awards and three Director awards for his business enterprise solutions. Following his|
|retirement from IBM in March 2000, he was appointed as Associate VP of IS Infrastructure at LabCorp where he led a major upgrade|
|of LabCorps computer operations. In 2002, he joined Gardner-Webb Universitys Graduate School of Business. |
|Dr. Meaders received the Ph.D. in Industrial Engineering from the University of Alabama in Huntsville in 1982. |
| |
| |
Ramon Cancel, ramon.cancel@upr.edu
Co-Presenters:
Liz Ramirez , Pedro Resto
Audience Level:
All
Session Type:
Title:
Student Involvement in Business Activitiees within Academia
Description:
A factory in Academia that involves undergraduate students who manage and operate a printed-circuit assembly (PCA) line based on surface-mount technology (SMT). Students are expose to challenge of entrepreneurship, and giving the opportunity to gain experience in administration, human resources, management and profit generation.
Abstract:
The Industrial Engineering department at UPR-Mayaguez initiated a high-tech for profit business activity in one of its laboratory facilities in late 2004. The initiative, labeled the UPRM Model Factory, involves undergraduate students (industrial, electrical and mechanical engineering), with an experienced student serving as leader, and one faculty staff serving as mentor. This factory consists of a printed-circuit assembly (PCA) line based on surface-mount technology (SMT). The manufactured PCAs are used in a medical device which accelerates the healing of fractured bones.
Students involved get an in-depth understanding on what is needed to run a business successfully, providing exposition to the challenges of entrepreneurship, and giving participants opportunity to gain experience in administration, human resources management, and profit generation. To be part of the activities students must attend an interdisciplinary course that covers SMT process and material basics. At the 2010 IERC, the current student leadership will provide an overview of the results and challenges of the initial five years of activity, and some pointers into the future.
Objectives:
- How an SMT factory works in Academia
- How undergraduate students are capable of manage a factory
- How undergraduate students gain experience in administration, human resources management, and profit
-
-
Biography:
Ramon Cancel Cruz udergraduate student at University of Puerto Rico at Mayagüez; Industrial Engineering Department. Leader of SMT Factory in Academia and a active member of IIE.
|Primary Presenter: |
|Luis Cuautle, luis.cuautle@upaep.mx |
| |
|Co-Presenters: |
|José Aguilar |
| |
| |
| |
|Audience Level: |
|Intermediate |
| |
|Session Type: |
| |
| |
| |
| |
|Title: |
|Integrated Management System in Mexican Manufacturing Companies |
| |
|Description: |
|Due to commercial and operational matters, the companies face the need to have a unique management system. This presentation |
|shows a proposal of a management integrated system for the Mexican manufacturing companies. This system considers topics such as|
|quality, environment, safety and occupational health, and identifies the core elements of each area. |
| |
|Abstract: |
|This study consisted in a survey among Mexican manufacturing companies in order to identify the elements of a unique integrated |
|management system (IMS). The IMS includes quality, environment, safety and occupational health. First, a literature review was |
|done in order to know about recent studies about the subject. As a result, it was found that some combinations about the topics |
|described were implemented around the world. However there was no official attempt in Mexico or Latin America. Therefore a |
|questionnaire was created to identify the key elements of the IMS. The survey included only Mexican companies that are certified|
|in at least one of the listed systems. Certificates such as ISO9001:2001 or ISO9001:2008, ISO14001:2004, OHSAS 18000 or |
|Industria Limpia (Mexican Standard for environmental audits) were used. This document was sent by e-mail to the different |
|Mexican companies and received again with the correspondent answers. The research instrument was validated by the Cronbach Alpha|
|and descriptive statistics permitted to create a proposal of IMS. The main lesson learned by the study is the fact that Mexican |
|companies show distrust in academic research due to the lack of contact between the parts but also that with communication the |
|goal can be reached. |
| |
| |
| |
|Objectives: |
|- - what is an integrated management systems (IMS) |
|- - the main types of mexican industries applying management systems |
|- - the common management systems used by manufacturing industries |
|- - the mexican reality about integrated management systems |
|- - a proposal for a IMS among mexican manufacturing companies |
| |
| |
| |
| |
| |
| |
| |
|Biography: |
|Name: Luis Cuautle Gutiérrez Title: Industrial Enginnering Head of Department Company: Universidad Popular Autonoma del Estado |
|de Puebla Location: 13 Poniente, 1927 Education: Ph. D. Candidate in Manufacturing Integrated Systems and Quality Strategies |
|Current Activities: Coordinate the activities of the Industrial Engineering Faculty including the certification of the |
|Industrial Engineering program. Relevant former positions: FEMSA, CESAVEP, GENERAL MOTORS Instructor and Quality Auditor Honors:|
|Honorary Mention in studies of Bachelor in Industrial Enginering at UDLAP A.O. Putnam Scholarship candidate Professional |
|Societies: IIE Senior Member |
| |
| |
|Primary Presenter: |
|Ann Kissell, ann.kissell@us.army.mil |
| |
|Co-Presenters: |
|Dawn Utley |
| |
| |
| |
|Audience Level: |
|Basic |
| |
|Session Type: |
| |
| |
| |
| |
|Title: |
|Telecommuting Team Members and Their Effects on the Team |
| |
|Description: |
|The US Office of Personnel Management is encouraging more participation in telecommuting programs as a means to help balance |
|work and family issues, reduce pollution, and as part of a continuity of operations plan in the event of a pandemic. However, |
|few studies have looked at how having a telecommuting team member may affect the team members who do not telecommute. Managers |
|need to be aware of these potential effects before beginning a telecommuting program. |
| |
|Abstract: |
|Many telecommuting studies focus on the individual telecommuter. However, very few studies have looked at how having a |
|telecommuting team member affects the in-house members of the team. When a team member works from another location during part |
|of the work week, it has the potential to affect several aspects of the team, such as team cohesion, communication, the ability |
|to collaborate effectively, the perception of shared commitment, and the ability to develop trusting relationships between team |
|members. With the current trend towards increasing the number of telecommuters in the government, managers need to fully |
|understand these possible effects before beginning a telecommuting program. Recent studies based on individual telecommuters |
|seem to suggest that the extent of these effects may depend on the number of hours a telecommuter works outside of the |
|traditional office. A distinction is made between a telecommuter, who still maintains some form of permanent office space at a |
|traditional work site, and a virtual team member, where one or all members of the team are permanently offsite and may never |
|meet face-to-face. This paper reviews the recent literature on telecommuting and provides a path forward on future research. |
| |
| |
| |
|Objectives: |
|- advantages and disadvantages of telecommuting. |
|- potential issues with having a telecommuting team member. |
|- differences between a telecommuter and a virtual team member. |
|- |
|- |
| |
| |
| |
| |
| |
| |
| |
|Biography: |
|Ms. Ann H. Kissell received her M.S.E. from the University of Alabama in Huntsville in Systems Engineering. She holds B.S. |
|degrees in Engineering Physics and Physics from Christian Brothers University in Memphis, Tennessee. Ms. Kissell is presently |
|working towards her Ph.D. in Industrial and Systems Engineering at the University of Alabama in Huntsville. She is currently the|
|Chief of the End Game Analysis Branch at the U.S. Army Aviation and Missile Research, Development, and Engineering Center, a |
|position she has held for over seven years. |
| |
| |
Primary Presenter:
Peter Furst, Peter.furst@
Co-Presenters:
Audience Level:
Intermediate
Session Type:
Title:
The Gold in Green
Description:
The profile of a successful company usually shows its ability to adapt and take advantage of opportunities. External factors such as global climate change, diminishing resources, economic factors, governmental regulations, and social consciousness indicate that sustainability spells opportunity. In this session we will discuss eco-advantage, the natural drivers of green, and strategies to building eco-advantage, including how to manage the down-side and build the up-side.
Abstract:
The profile of a successful company usually shows its ability to adapt, be responsive to changing situations and take advantage of opportunities. External factors such as global climate change, diminishing resources, economic factors, governmental regulations, and social consciousness indicate that sustainability spells opportunity. Yet many organizations struggle to engage in and take advantage of the situation. Some of the difficulty lies in the organizations internal processes that are out of alignment with the business dictates and the people cannot effectively manage the processes to meet the demand. It takes lean thinking, process efficient design, internal alignment, and focus on the value stream to remove some of the organizational barriers to success.
Objectives:
- Green basics
- Understanding whats drives the green wave
- Strategies to build the Eco-Advantage
-
-
Biography:
Peter Furst, MBA, Registered Architect, CSI , CSP, ARM, REA, Technical Director of Contracting Servises Liberty Mutual Group 12657 Alcosta Blvd San Ramon, CA 94583 (800) 343-1534 ext. 35004 - cell (925) 367 - 4567 e-mail: peter.furst@
Mr. Furst is the Technical Director of Contracting Services for Liberty Mutual's National Technical Center in Pleasanton, California. He is responsible for the Western US & the Pacific Rim Countries served by Liberty Mutuals International Division. As Technical Director, he provides specialist support in the Contracting Service areas. He works with field consultants & contracting customers, design and engineering professionals, as well as business managers to enhance the quality of service provided. He has been instrumental in implementing strategic organizational solutions resulting in operational efficiencies and substantially reductions in the cost and risk.
Mr. Furst has over twenty years of construction experience with a multinational general contractor serving as estimator, superintendent, & project manager on numerous projects varying in size up to 500 million dollars, involving hundreds of craftsmen & subcontractors. He also had overall safety oversight for projects amounting to over 450 million dollars annually with resultant EMRs of well under 0.50.
He also has over 10 years of design and project administration experience with various architecture firms involving private and public buildings.
He is a Registered Architect, Certified Safety Professional, Associate Risk Manager & a Registered Environmental Assessor. Mr. Furst has a Masters in Business Administration with emphasis in management, a Bachelor of Architecture, & a Bachelor of Science in Construction. He has taught business & management, engineering and design as well as construction management & safety courses for over twenty five years at different times at UC Berkeley, UCLA, USC, Cal Poly Pomona, Cal State Long Beach, at East Bay Universities. He was elected an Honored Instructor in 2005 at UC
Primary Presenter:
Wayne Mausbach P.E., wmausbach@
Co-Presenters:
Wayne mausbach
Audience Level:
All
Session Type:
Title:
Make, Buy, or Off Shore Investment Evaluations
Description:
In today's world, Industrial Engineers need to understand and communicate cost alternatives in depth to company leadership. The purpose is in leading their companies in make the best short and long term management decisions for investment. Recent history shows clearly that past assumptions are not valid in the Current or Future Business decisions. This presentation outlines an approach to uncover these hidden factors not normally considered in conventional costing methodology.
Abstract:
In today's business the past methods of cost evaluation of alternative solutions has become increasingly complex. Political, humantarian, and logistical support are over riding the promise of "Cheap Maufacturing Labor" for foreign investment. In many cases, short term investment incentives blind today's "Quarterly Profit" bias of American business leadership. The results have been a tremendous loss of manufacturing jobs in the USA without consequences of failed "Cost Savings" promises. This is entirely due to inadequate superficial evaluations done by the engineering function charged with the technical data gathering and cost evaluations.
The solution is a "return to basics" with bottoms up method of building real cost elements in a realistic standard cost projection for all alternatives. This involves doing data gathering at a detail level where line items such as cutting tools, machine coolant, and cost of electrical power requirements are generated at present and future levels for all alternatives.
The cultural work habits between different locations including realistic skill requirements training and sustainability. Lessons learned in translating jobs from the Amerian culture to an Oriental culture are detailed.
Governmental laws and techniques are also in the lessons learned as many aggressive countries have requirements design to cater to the short term bias of investment practices of US based companies. Considerations of "Rules of Business" such as manatory fees paid to local representatives of suppliers, export tariffs, and shipping fees need to be detailed.
Lastly is the cost of delays in transportation and expenses generated in today's "Just in Time" business reality. This is especially true if the manucaturing of the basic goods are far removed from the consumption point.
Objectives:
- How to analyze cost alternatives beyond the conventional "Standard Cost"
- What factors to consider in making investments in Off Shore Manufacturing
- Key areas that are Developing Technologies in Manufacturing that will change the Future
- How Logistical Support is becoming the Key Factor in Decisions for Investment
-
Biography:
WAYNE MAUSBACH P.E. President WWM Consulting Houston, Texas Currently a consultant on Manufacturing based Companies dealing in international business. Previously a Manager at ReedHycalog with 35 years of varied experiences in Manufacturing Engineering, Project Management, Supply Chain, and Engineering disciplines. He was Responsible for Implementation of Advanced Processes and Equipment at the NOV Reedhycalog Plants in various locations in the USA, England, and Singapore.Conroe, This includes Robotic Automation in both Machinery and Welding applications as well as implementing software applications including ERP and Cad/Cam Systems. Previous experience included Plant Management over the Forge Shop and Lug Machining. He has operation experience also as Production and Inventory Control supervision also experience in building new plant in Sugarland, Texas, Moving Large Bit manufacturing to Singapore, and moving plant from Provo, Utah to Conroe, Texas.
Wayne is a Registered Professional Engineer in Texas.
Professionally he has also been a member of Society of Maufacturing Engineers since 1971 and has served on executive committee of Chapter 29 for 25 years. He also is on the advisory board for the Oil and Gas Industry community of SME. In this function he made presentation at the initial meeting at the conference in Canada. He participated in the Houstex show in 2009 with presentation and plant tours of the Canadian Industry Group. Wayne has published paper Design for Manufacturing, Use of an Expert System by Society of Manufacturing Engineers. He is also a long standing member of IIE where he has served as on the executive board for many years. Additionally, Wayne has certificates from ASQ as a Quality technician. He served as an auditor for the State of Texas Quality award in 1999 and 2000. He also was elected to serve on the executive board of the Manufacturing Skill Standards Council from 2001 to 2005.
A passion for education started with a NSF grant and the high school program won the most Innovative Program by the Houston Business promise. Serving on several advisory boards at the community college level (Lonestar and Texas State Technical College); he is currently on the Texas A & M Mechanical Technology program advisory board. For the last five years he has served as a judge for FIRST Robotic Regional Competition for high schools. And this year he will also be a judge for the BEST High School Robot Oriental competition and the LEGGO robot competition for Middle schools. Governmental
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