ENGM690 Exxon Disaster Valdez 1989 Analysis Need an analysis of Exxon Disaster 1989. The headline detail and an example report i am attaching, SCHOOL O

ENGM690 Exxon Disaster Valdez 1989 Analysis Need an analysis of Exxon Disaster 1989.

The headline detail and an example report i am attaching, SCHOOL OF ENGINEERING
Christian Brothers University
Guidelines and Schedule of Activities
for Completing
ENGM 690 – Engineering Management Project
In Partial Fulfillment for the Degree
Master of Engineering Management
Revised April 2011
GUIDELINES AND SCHEDULE OF ACTIVITIES FOR
ENGM 690 – ENGINEERING MANAGEMENT PROJECT
Introduction
In accordance with the guidelines set forth in the Graduate Engineering Catalog, the ENGM 690
Engineering Management Project (EMP) will normally be taken in the last semester of the student’s
academic program. Before graduating and receiving the Master of Engineering Management Degree
from Christian Brothers University, the student must first pass ENGM 690. Consequently, early in the
program ENGM 690 should be identified and discussed with the Program Advisor to ensure successful
completion of the course and graduation from the program. The following are guidelines for completion
of the EMP.
Concept and Philosophy
The EMP provides an opportunity for the student to apply the newly acquired skills from the Master of
Engineering Management Program. The EMP replaces the traditional master’s design project or thesis.
In many cases, the student’s employer grants financial support and provides an existing work
environment for the Final Project. Consequently, it may be appropriate that the project be jointly
administered by an “Executive Sponsor” (highest ranking manager associated with the project) of the
student’s company or activity and the Course Advisor. Each student must submit an EMP proposal,
which must be approved by the executive sponsor, identifying the nature of the management problem to
be solved with predicted consequences.
Objective of the Project
The objective of the EMP is to solve an existing engineering management problem in the student’s
company or activity. The problem should be of such complexity that the solution requires application of
principles learned in two or more of the courses studied while in the program.
Project Schedule and Time Lines
It is essential that the student submit a draft of the proposed project to the course instructor at least one
month prior to registration for ENGM 690.
After approval by the Course Advisor, the proposal is then presented to the student’s Executive Sponsor
for final approval. The proposal is then submitted to the Course Advisor prior to registration in ENGM
690. It must have a cover sheet bearing certification from the executive sponsor that the problem is
authentic, and its solution will be considered among the various problem solutions evaluated by
management. All these steps must be accomplished prior to the final day of registration for the semester.
Otherwise, the engineering management project will not be completed in time to assure graduation.
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The format in Table 1 should be used to submit the project proposal:
TA B L E 1 – P RO J E C T P RO P O S A L O U T L I N E
I.
Introduction
(State the purpose of the proposed project.)
II.
Problem
(What is the justification for this project?)
III.
Objectives
(How will this project contribute to solving the stated problem?)
IV.
Product
(What will be the delivered outcome and what will it do for the firm?)
V.
Methodology
(How will you do the work?)
VI.
Resources, Time
(Will you be able to deliver the product? On time?
VII.
Coordination with other departments
(How will you interact with other organizational elements?)
VIII.
Costs or budgets
(What are the expected costs for implementation?)
IX.
Gantt Chart or Network Diagram of activities, times, and completion date
Upon completion of the project, a written report will be submitted, accompanied by an oral presentation.
The Executive Sponsor of the student’s company or activity and the Course Advisor will jointly evaluate
the quality of the work, but the final grade will be assigned by the Course Advisor.
Progress Reports
The student will be required to give at least two interim progress reports during the semester. It may be
appropriate to give one or more progress reports to the Executive Sponsor and others that may have
been involved in the project. The Project Advisor will be willing to attend these briefings.
Persuasive Elements in Progress Reports
In making oral or written progress reports, the student should be straightforward about problems
encountered in the project. This will facilitate feedback to assist in the ongoing project.
Because the progress report is a very persuasive element, some students may be lured into using inflated
or overly optimistic tones. This can, and often does, result in an unprofessional or unbusinesslike report.
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Progress Report Outline
An outline of the Progress Report should be provided to all attendees. The report will cover, as a
minimum, the following information:
TA B L E 2 – P RO G R E S S R E P O RT O U T L I N E
I.
Introduction
(What work and time does the report cover? Why was the project undertaken?)
II.
Related Facts and Background
(These are facts bearing on the problem. Is the work progressing as planned?
What are the current results of the project? What progress is anticipated or
expected until the next report or the final report?)
III.
Conclusions
(What are your current findings overall?)
IV.
Recommendations
What do you think should be done?)
Oral Presentation
The oral presentation of the final report must be scheduled well in advance of the due date of the written
report. An outline is suggested in Table 3 for the oral presentation. This is one possible outline for a
presentation to managers or other groups. It is designed to cover key information from a project in a
logical sequence. You can follow this outline exactly or modify it to fit your needs. It is suggested that
you discuss each of the items listed.
These presentations should take about thirty minutes. They should be self-contained; covering the
context, purpose, key activities, and results of the project in a way that is understandable to anyone
unfamiliar with the project. The student must remember for such presentations, potential audiences
include other employees, the board of directors, customers, and suppliers.
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TA B L E 3 – G U I D E L I N E F O R O R A L P R E S E N TA T I O N
I. Introduction
a.
Purpose of the project (mission)
b. Achievements or major findings
c.
Suggested next steps
II. Description
a.
Main conditions found at beginning of project
b. Major experiments or investigations done
c.
Outcomes of experiments/investigations
d. Repeat steps IIB and IIC as many times as required
e.
Achievements or major findings
III. Conclusions
a.
Impact of findings on system being studied
b. Suggestions for future work
c.
Suggestions for management
d. Other recommendations
e.
Acknowledgements
Writing the Project Report
There are generally four classifications of reports: letter, informal and formal, technical paper, and oral
presentation. The differences in the format are subjective in many cases and may be a matter of style and
organization rather than content. It is the intent of these guidelines to clarify what is expected of the
student when submitting the written text and giving the oral presentation associated with ENGM 690.
Audience Considerations
Since the project calls for technical reports, oral and written, the following observations are offered.
First, assume that there are two different audiences for each report. There is the technical audience that
understands and is very interested in technical details, calculations and analysis. Second, there is the
management audience who is interested in the alternatives, recommendations and costs. The
management audience depends on the technical group to check the validity of the technical details.
Organization of the Report
These guidelines for writing a technical report have been adopted to simplify the process for the students.
There is no intention of restricting or dictating to the student a method for writing a technical report;
however, there is evidence that such guidelines serve a useful purpose. Still, there is no objection to the
student using a format established or adopted by the company where employed.
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Elements of the Report
The essential elements of any report are purpose, scope of work (work statement), background data and
information, problem statements, alternative solutions, and recommendations. Term papers and
technical reports differ in many ways, and the reader may be especially different. There are differences in
plans of organization, approaches to the topic, methods of citation, and methods and approaches to
solving the problem.
Any report is a drill in logical discourse. Therefore, it follows that the elements of a report should be
organized in a logical sequence. The following format is one that has worked well for many authors of
technical reports:
A preferred technical report outline is shown in Table 4. The specific details may vary from one report
to another; however, the basic elements of the outline should always be present.
Executive Summary
Because the technical report is developed for two audiences, the management and the technical, the
report should begin with a concise and comprehensive summary. This is frequently called the Executive
Summary. The summary should be followed by a comprehensive and inclusive discussion of the
specifics on which the Executive Summary is based. The actual writing of the technical report begins
with the specifics of the research study. Subsequently, the Executive Summary is written.
Foreword
Although it is neither required, nor often seen in technical reports, a Foreword is considered appropriate
for this project report. Students may rely on the cooperation of numerous individuals in their company
and may also receive financial support for their academic effort. Moreover, the engineering project may
be supported or funded through internal management or development funds. It is considered good form
and appropriate to recognize those who have contributed to the individual’s quest to have the Master of
Engineering Management Degree conferred.
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TA B L E 4 – T Y P I C A L T E C H N I C A L R E P O RT O U T L I N E
I.
Executive Summary
a. Authorization and Scope of the Project
b. Methods
c. Summary
1. Existing Situation
2. Problem(s)
3. Alternative Solutions
d. Conclusions
e. Recommendations
II. Existing Situation and Problem(s)
a. Existing Situation and Problem(s)
b. Facts or Database
c. Problem Statements
III. Alternative Solutions
a. General Criteria
b. Database
c. Alternatives
d. Cost Analysis
IV. Appendices
a. Glossary of Symbols and Abbreviations
b. References
c. Calculations
d. Other Pertinent Data or Supporting Documentation
Format and Appearance
There is a general structure for reports. The engineering management student, in developing the final
report for the Master of Engineering Management Degree, must be consistent in the appearance of the
report. This includes the presentation of headings, subheadings, footnotes, endnotes, illustrations,
figures, tables, and references.
The style guide for the report is to be selected by the author. The author is expected to be consistent
with the particular guideline chosen. Many employers publish their own guidelines for their employees.
These guidelines will ensure that the documentation format is consistent. Other employers may depend
upon the employee to select and follow one of the popular style guides.
Copies. One original copy will be submitted to the Course Advisor. The student should consider
providing copies of the report to those persons who significantly contributed to the successful
completion of the project.
Cover Page
An example of the cover page of the final report is to be found in Appendix A. The cover page must
have the approval signature of the person with the authority to approve the project.
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Submission of the Course Grade
A course grade will be assigned to the project in accordance with the Graduate Engineering Catalog. The
grade must be submitted to the Registrar at the end of the semester even though the project may not be
complete. In the event that the final report and oral presentation are not completed by the deadlines
identified in Appendix B, the Course Advisor will submit a grade of “I” (Incomplete) for the semester.
The student will have until the end of the following semester to complete all EMP work assigned. If at
the end of the following semester, the Incomplete is not removed by the students, the “I” stays on the
record and is calculated in the GPA as an “F”. To remove the grade of “F” to graduate and receive the
degree of Master of Engineering Management, the student will be required to register again for the
project, ENGM 690. Upon re-registration for the course, the student will be eligible to submit the Final
Report as required for graduation.
Appendices:
A – Sample Cover Page
B – ENGM Project Activity Schedule
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School of Engineering
Christian Brothers University
Study Title
The Engineering Management Project
Submitted in Partial Fulfillment for the Degree of
Master of Engineering Management
By:
Student Name
Company
Memphis, Tennessee
(Month and Year)
Read and Approved:
____________________________
(Company Representative & Title)
___________________________
Date
Appendix A
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Engineering Management Project
Activity Schedule*
Term
One Month
Prior to
Semester
Register
Wk
1
Wk
5
Wk
8
Wk
12
Wk
14
Wk
15
Wk
16
Submit
Proposal to
Advisor
Proposal
Approved by
Advisor
Proposal to
Executive
Sponsor
Executive
Sponsor
Approval
Enroll for
ENGM 690
Interim Status
Report
Draft Final
Report to
Advisor
Submit Power
Point Slides
Submit Final
Written Report
Oral
Presentation
Grade Assigned
* Schedule is modified for 8-week Summer Term.
Appendix B
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Crawford 1
Control Box Press Robot Automation
I.
Introduction
Residential HVAC – Collierville, Tennessee requests approval of $100K in 2019 to purchase
and install collaborative robot cells to offload Control Box presses. This project is in the 2019
Plan. The requested capital will be utilized to purchase one collaborative robot and tooling for
two robotic cells. Annual savings will be $120k from eliminating 2 head at work (HAW) that are
currently associated with manually offloading.
II.
Problem
The engineering team is tasked with adding robotics and automation to reduce the overall
headcount in production. The Collierville production team is currently utilizing one person per
press to manually offload control box parts. The operator also performs a first part inspection
and periodic quality checks. The 2019 plan has two control box presses running on 1 st shift and
2nd shift.
III.
Objectives
Invest $100k USD in two automated robot cells to offload control boxes from press lines.
Collierville proposes to purchase one Fanuc robot and utilize an existing Universal collaborative
robot. A vision system will be added to each cell to inspect part for correct tabs and wholes.
IV.
Product
The implementation of this project would result in the elimination of one operator per shift
and leaving one operator to perform quality checks and assist in moving carts in and out of each
cell. The vision system added will provide a mistake proofing process for the quality of the
control box.
Crawford 2
V.
Methodology
The automation of offloading the control box parts will first be simulated and tested in the
automation lab utilizing an existing Universal robot purchased in 2015 but never implemented.
The first part of the test is to attempt to simulate picking an air conditioner control box off a
conveyor belt and place them in the existing part bin that is utilized today (buckhorn). If
successful, the next step is to develop a way to automatically move six buckhorns into the robot
cell without an operator being involved. This will allow the press to run unattended for an hour at
a time. While developing this process a Fanuc robot will be setup in the maintenance room for
testing picking and placing heat pump control boxes into a buckhorn. If the testing is
successful, the robots will be installed at the individual presses at the next scheduled plant
shutdown.
VI.
Resources, Time
There will be multiple resources required to complete this project. The testing and simulation
will require a full-time robot programmer and occasional mechanical engineer for end of arm
tooling and robot mounting. An industrial engineer will also be utilized to perform time studies of
current state and potential future state of the system. When testing is complete a controls
engineer will be required to assist in integrating the robot into the current press controls system.
During the project maintenance and toolroom personnel will perform tasks as required.
VII.
Coordination with other departments
Coordination from multiple departments will be required for this project to be successful.
The advanced engineering team will work with the engineers from the press department as well
as production during the scope of the project. Continuous communication with the facilities and
Crawford 3
maintenance personnel as well as meetings with operation staff on a bi-weekly basis to provide
financial spend and progress updates will be required.
VIII.
Costs or budgets
Asset
IX.
Capital (ea)
Total Capital
(1) Collaborative Fanuc Robot
$60,000
$60,000
(2) Robotic End-of-Arm Tooling
$5,000
$10,000
(2) Integration Controls PLC Cabinet
$5,000
$10,000
(2) Safety Controls & Hardware
$5,000
$10,000
(2) Vision for part inspection
$5,000
$10,000
Total
$80,000
$100,000
Gantt Chart
Please see excel document, Control Box Schedule, for Gannt chart.

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