Presentations will take place at Floyd Hall in room D-208 on Dec. 8. 

Improving Shipping Efficiency for RV Fiberglass Components

10:30 to 10:55 a.m.

Team Members:
Isabel Valladares
Samer Mazahem
Braxten Rice
Logan White

Sponsor:
Global Composites, Inc.

Faculty Advisor:
Dr. Ilgin Acar

Global Composites manufactures fiberglass components for the RV industry, where production meets customer demand, but limited capital and shipping capacity created an opportunity to improve outbound operations. Using process-flow analysis, time-study data, value stream mapping, and material-flow analysis, the team narrowed the project's focus to shipping and rack utilization. A two-level rack concept was developed to increase storage density and the number of smaller fiberglass components transported per load. Evaluation criteria included rack capacity, truck and trailer utilization, material handling, operational feasibility, cost, and reductions in loads and delivery time.

Streamlining Warehouse Project Quoting Process

11 to 11:25 a.m.

Team Members:
Alli Harmeyer
David Herr
Cote Magryta

Sponsor:
Amber Johnson, B.S.E.’18, Good Trade Depot
Bridget Arnesen, B.S.’25, Good Trade Depot

Faculty Advisor:
Dr. Jim Burns

Good Trade Depot is a growing contract beverage manufacturing and fulfillment company in need of a standardized and efficient procedure for developing quotes for warehouse projects. The team mapped the current sales and quoting process, collected cost process data, identified weaknesses within the current process, and developed a standardized tool for the new quoting process. Process mapping, value stream mapping, data analysis and sensitivity analysis supported the development of a standardized quoting process. The new system provides more consistent inputs, calculations and outputs. This supports faster quote preparation, clearer customer communication and improved coordination for both management and warehouse staff. Standardized quote information supports product-build standard operating procedures for consistency within warehouse order preparation, ultimately providing a foundation for continued growth.

Presentations will take place at Floyd Hall in room D-212. 

Future-State Material Flow Design for a Facility Expansion

9:30 to 9:55 a.m. 

Team Members:
William Robert Rath 
Cody Alan Schimmel 
Wilson Raymond Schnurstein

Sponsors:
Madison Wegner, B.S.E.’23, Landscape Forms
Garrett Maybee, B.S.E.’10, Landscape Forms 
Charles Washburn, B.S.’13, Landscape Forms

Faculty Advisor:
Dr. Jim Burns

A facility expansion introduced a material coordination challenge involving components with different lead times that had to arrive and merge in a new layout without overloading storage or disrupting flow. Process analysis and workflow design techniques were applied to develop and evaluate future-state material flow strategies under new space and operational constraints. Various processing systems were examined as alternative approaches for handling, staging and releasing mixed metal components to ensure correct merge-point timing. Process and timing data were analyzed to assess storage limits, arrival patterns, staging behavior and schedule coordination. The resulting material flow strategy improved delivery synchronization, reduced projected storage requirements and supported more consistent, just-in-time production flow.

When Demand Outperforms Capacity: Paint Line Bottleneck Improvement

10 to 10:25 a.m.

Team Members: 
Mardiya Ahmed
Mia Peralta
Lucia Rivera
Aya Zahreddine

Sponsor: 
Kevin Watterson, Parker Hannifin

Faculty Advisors: 
Dr. Ilgin Acar
Dr. Sang Kang

As customer demand continues to grow, Parker Hannifin in Otsego, Michigan, has identified limitations in its paint line capacity that prevent the facility from increasing the target production rate from 70 to 120 units per day. This project dives into the paint line process to uncover how the system operates and why it has become the primary bottleneck. We developed a FlexSim simulation to evaluate current performance and test potential improvement scenarios. The analysis led to data-driven, feasible processes and layout recommendations aimed at boosting throughput without exceeding ergonomic, operational or budget limitations.

Digital Shop Floor Transformation

10:30 to 10:55 a.m.

Team Members:
Anna Acra
Maria Bautista
Luke Borowski
Lia Cedeño  

Sponsors:
Joe Garascia, Stryker Corporation
Russ Mahoney, Stryker Corporation

Faculty Advisors:
Dr. Lee Wells
Dr. Ying Thaviphoke

Real-time visibility on the shop floor is critical for effective decision-making, yet production performance was previously tracked using a paper-based reporting system that limited responsiveness and accurate metrics across the line. Manual data collection led to inefficiencies, inconsistencies, and minimal real-time insight for operators and management. To address this, the team analyzed the current workflow, gathered operator and supervisor feedback, and designed a digital throughput board and Andon system integrated into daily management routines. The proposed solution is expected to improve transparency and data accuracy, supporting continuous improvement and strengthening overall operational efficiency and business performance.

Ergonomic and Material Flow Improvements for a Medical Device Assembly Line 

11 to 11:25 a.m.

Team Members:
Maria Laura Feliz Elias
Matthew Sylvester Kobus
Erika Marie Portorreal Tejeda
Jack David Steines

Sponsors:
Audrey Brooks, B.S.’19, Stryker Corporation
Russ Mahoney, Stryker Corporation

Faculty Advisor:
Dr. Sang Hyeon Kang
Dr. Tycho Fredericks

To improve material flow for the Neptune, an operating room waste management unit, the recently implemented one-piece flow layout was evaluated. This assessment focused on how the new configuration impacts efficiency, operator movement, and ergonomics across the assembly line. Using industrial engineering and human factors methods, including process observation, time and motion studies and ergonomic analysis, the layout was examined for opportunities to reduce non-value-added motion, balance work and lower physical strain. Key findings highlighted improvement opportunities such as implementing Karakuri workstations, streamlining material handling and enhancing ergonomic performance, all to boost productivity and create a more efficient, operator-friendly process.

Gage and Go: Calibration Tracking System Enhancement

10 to 10:25 a.m.
 
Team Members:
Jonathan Leach
Kasandra Lopez Salazar
Madison Price-Yancy

Faculty Advisor:
Dr. James Burns
Dr. Ying Thaviphoke

As a startup company prepared for growth, the absence of a structured gauge management system risked future inefficiencies, misplaced equipment and missed calibration requirements. Existing records and projected workflows were studied to identify gaps while design criteria such as ease of use, a “five-click” workflow for common tasks, alert capability, scalability, ISO 9001 compliance and budget constraints guided development. A working prototype was created that featured a user interface application pulling from a database, generating calibration alerts through dashboard notifications and maintaining structured logs to ensure traceability and accountability. The prototype demonstrated an affordable, user-friendly solution to improve accountability, streamline operations and support calibration compliance.

Sales Pipeline Improvement: Reducing Time to Close the Deal

10:30 to 10:55 a.m.

Team Members:
Colin Hemphill
Nathan Robinson

Sponsor:
Good Trade Depot

Faculty Advisors:
Dr. James Burns

Good Trade Depot, a beverage canning company, struggled with prolonged onboarding and contract processes due to customer drop-off and inconsistent communication tracking. To investigate these delays and communication challenges, CRM system data and process mapping were analyzed to identify communication gaps and bottlenecks in the sales pipeline. Industrial engineering tools including process flow analysis, and visualization of pipeline performance were applied alongside automated follow-up systems to improve communication consistency. These methods reduce delays, strengthen engagement and enable quicker deal closure.

Capacity Analysis of Sealed Cabinets for Aseptic Processing 

8 to 8:25 a.m.

Team Members: 
Gavin Conradt 
Charlotte Lance 
Agnes Nyanamba 
Rinoa Hicks

Sponsor: 
Robyn Cornish, B.S.E.’98, Pfizer Inc.

Faculty Advisor: 
Dr. Tarun Gupta

This project analyzed the capacity of sealed freeze-drying cabinets at a pharmaceutical manufacturing facility transitioning from traditional cabinets to sealed systems. The need for the project stemmed from concerns about whether the current number of sealed cabinets could support production demands and future growth. The team assessed cabinet utilization, identified bottlenecks and forecasted future requirements using discrete-event simulation. Engineering activities included process floor diagramming, validating simulation outputs and developing a predictive scheduling framework while accounting for constraints such as maintenance schedules and regulatory compliance. The analysis of simulation results provided the company with a comprehensive capacity assessment and actionable recommendations to improve cabinet usage, ensure FDA compliance and support scalable production.

Capacity Improvement for Glue Room Efficiency 

8:30 to 8:55 a.m.

Team Members: 
Christopher Israelian 
Jaxon VanTilburg 
Amelia Rodriguez Placencia 
Aidan K. West

Sponsor: 
Jonathan Shay, B.S.E.’21, Senneca Holdings

Faculty Advisor: 
Dr. Tarun Gupta

The glue room at Senneca Holdings’ Kalamazoo facility faced workflow inefficiencies, underutilized space, and downtime. These challenges became more pressing with the introduction of two new product lines, StyleCraft and EcoAccess. Leveraging the DMAIC methodology, the team conducted a detailed time study, utilized advanced simulation tools, and applied lean manufacturing principles to identify and address bottlenecks while analyzing capacity options. The proposed changes aim to optimize workflows and improve space utilization, enhancing operational efficiency and supporting profitability over the next five years. However, the team acknowledges the need for ongoing monitoring to adapt to potential increases in demand, ensuring that the solutions remain effective and scalable.

Streamlining Tool Life and Management for Medical Equipment Parts Manufacturing

9 to 9:25 a.m.

Team Members: 
Enock Barasa
Nafis Iqbal
Teh Ang Qi

Sponsor:         
Brandon Husen, Stryker Corporation
Russ Mahoney, Stryker Corporation
Bruce Parmelee, Stryker Corporation

Faculty Advisor:     
Dr. Lee Wells

This project focused on streamlining tool management processes in the manufacturing of medical equipment parts, specifically for Citizen L20X machines, which are critical in manufacturing medical equipment parts. Using the DMAIC methodology and industrial engineering tools such as time studies, pareto charts and SMED analyses, the team addressed inefficiencies in tool life tracking and changeover processes in aims to enhance operator productivity, reduce machine downtime, and streamline tool life management. As a result, the project is expected to increase Stryker’s overall equipment effectiveness (OEE), machine uptime, operator productivity and deliver measurable cost savings, supporting Stryker Corporation’s commitment to excellence and continuous improvement in medical equipment manufacturing.

Kanban Board Redesign for Improved Workload Management

9:30 to 9:55 a.m.

Team Members:
Noah Brumels
Tristan Coady
Luke McCain
Michael VandenHout

Sponsor:
Aaron McCann, B.B.A.’14, Stryker Corporation

Faculty Advisor:
Dr. Jim Burns

Stryker Instruments faced challenges in visualizing the production inventory and workload on their Universal Handpiece (UHP) assembly line, which led to inefficiencies and delays. The Kanban board – a fundamental element of lean manufacturing from Toyota’s Production System – is valuable for tracking workload and inventory. The primary objective of this project was to redesign Stryker’s Kanban boards to enhance visual effectiveness, ensuring that critical information is easily discernable within “five seconds, from 15 feet away.” Using Value Stream Mapping (VSM), Practical Problem Solving (PPS), and lean manufacturing techniques, this project focused on improving the board’s design. The redesign process included creating and testing prototypes, incorporating feedback and analyzing inventory levels to ensure operational effectiveness. This project reduced delays and increased efficiency, allowing employees to quickly assess the production workload, ultimately improving Stryker’s operations.

Simulation-Based Analysis of Paint Line

10 to 10:25 a.m.

Team Members:
Austin Losee
Trevor Wade
Gerardo Simón

Sponsor:
Garrett Maybee, B.S.E.’10, Landscape Forms

Faculty Advisor:
Dr. Bob White

Landscape Forms, a leader in outdoor furniture manufacturing, is expanding its facility to meet rising demand and reduce logistics costs. The paint line system, identified as a key operational bottleneck, was analyzed to improve efficiency and support the expansion. Video analysis and data management techniques were used to validate a detailed simulation of the paint line. Process improvement recommendations were developed by analyzing simulated operator utilization, throughput, and system efficiency. A cost-benefit analysis supports each recommendation, enabling informed decision-making that improves current operations and enhances future production capacity.

Predictive Labor Planning for High-Mix, Low-Volume Manufacturing

10:30 to 10:55 a.m.

Team Members:
Mila Mitovski
Alex Schmitt

Sponsors:
Tony Ide, Landscape Forms 
David Woolley, Landscape Forms
Adam Gallegos, Landscape Forms

Faculty Advisor:
Dr. Bob White

Landscape Forms is an outdoor furniture manufacturing company in a high-mix, low-volume setting. Fluctuating demand and seasonality create a complex environment that current labor planning practices have difficulty managing. Using tools such as aggregate planning, forecasting methods and machine learning models, the team developed a predictive labor planning tool to address these challenges. This labor planning tool enables managers to manage the inherent seasonality and variability of their product line by effectively allocating resources to production.

Streamlining Production Capacity of a Start-up Beverage Co.

11 to 11:25 a.m.

Team Members:
Bridget Arnesen
Rachel Millett
Nate Neubauer
Paige Roden

Sponsor:
Amber Johnson, B.S.E.’18, Good Trade Depot
Matt White, Good Trade Depot

Faculty Advisor:
Dr. Jim Burns
Dr. Tycho Fredericks

Good Trade Depot (GTD), a start-up beverage co-manufacturer and third-party logistics provider specializing in small-batch drinks, recently expanded their operations to include a larger facility and new equipment to allow for future growth. The expansion introduced operational challenges due to labor constraints and lack of experience with the new equipment.  The senior design team systematically analyzed the situation by conducting on-site observations in order to identify opportunities for improvement. Engineering tools including work design, statistical analysis, and production control were used to design and test actionable solutions. The project resulted in increased utilization of the pasteurizer, which is a critical process for ensuring shelf-stability of products. Additionally, the pasteurizer and upstream canning operations were integrated together which boosted overall throughput and reduced fulfillment times for customers. Ultimately, the project helped improve product pricing and scheduling accuracy, which will improve GTD’s customer experience and directly support future growth.

Mitigating Safety and Quality Risks in Injection Molding via Training Dojo 

11:30 to 11:55 a.m.
    
Team Members:
Marisa Haraburda
Abbie Meredith
Tessa Muday

Sponsor:
Mike Muday, B.S.E.’98, M.S.’03, Systex

Faculty Advisor:
Dr. Tycho Fredericks

To proactively mitigate plastic spray injuries and maintain high levels of quality, a training dojo was developed for the Systex Products Corporation to improve workplace safety and product quality. A thorough analysis of incident data, root cause analysis, and ergonomic risk assessment identified key safety hazards. Pareto analyses pinpointed major quality defects, supporting the development of a quality-focused training station. A prototype for a plastic spray simulation station was created, along with plans for additional safety-focused workstations and a detailed cost analysis for dojo construction. These initiatives will enable Systex to implement an interactive training program that reduces risks, improves product quality, and ensures worker safety.

Enhancing Material Handling Efficiency Using Lean Concepts

11 to 11:25 a.m.

Team Members:  
Zack Hubbard  
Jasmine Joseph 
Tom Orzech 
Tatenda Zindoga

Sponsors:  
Alexandria Orzel, Parker Hannifin FSC
Zachary Prahl, Parker Hannifin FSC

Faculty Advisor:  
Dr. Lee Wells

The project aimed to enhance material handling efficiency by addressing issues related to excess material, which created storage challenges and interrupted the material flow. By applying lean manufacturing principles, the team focused on reducing various forms of waste, including motion and transportation. Utilizing tools such as value stream mapping and spaghetti diagrams, the team identified key inefficiencies. A comprehensive inventory assessment was conducted to uncover discrepancies and optimize storage capacity, using techniques like 5-Why analysis to pinpoint root causes of issues. A significant improvement involved designing specialized carts for transport vehicles, which facilitated the efficient movement of materials, ultimately reducing handling time and effort. These initiatives led to a more organized and streamlined material handling process, minimizing risks for workers and eliminating wasteful practices, thereby enhancing overall efficiency.

WMU Student Center Space Utilization 

Enhancing Warranty Operations for an Aviation Manufacturer

Improving Warehouse Capacity and Inventory Strategy