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This project improved helicopter maintenance operations at Fort Bragg by addressing inefficiencies that affected aircraft readiness. In addition, the senior design team developed an Excel-based tracking system to support data-driven task assignments and monitor skill development. As a result, leadership could better forecast maintainer readiness, reduce supervision needs and shorten maintenance cycle times while increasing overall maintenance capacity.

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This project improved asset visibility and utilization at Fleet Readiness Center East, a U.S. Navy aircraft maintenance facility. In addition, the senior design team developed an asset categorization framework and utilization model to improve tracking and analysis. As a result, the proposed system could improve operational efficiency, reduce downtime and support better decision-making across maintenance operations.

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This project helped Fleet Readiness Center East prepare for increased aircraft maintenance demands. In addition, the senior design team used historical data and Simio software to model current maintenance operations for three aircraft types. As a result, the team identified space constraints and operational bottlenecks within existing hangar facilities. The simulation model now supports future planning and helps optimize space allocation for continued growth.

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This project improved A3 project tracking at Herbalife’s Winston-Salem manufacturing facility. In addition, the senior design team used DMAIC and PDCA methods to design a project visibility board for tea and powder production lines. As a result, operators and engineers gained a centralized system to track project status, review key performance indicators and improve accountability during weekly meetings.

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This project improved transformer core assembly at Hitachi Energy’s South Boston facility. In addition, the senior design team designed 3D-printable tools to standardize lamination alignment and spacing during the upper yoke closure process. As a result, the proposed solution could reduce operator dependency, improve consistency and decrease cycle times while supporting the facility’s existing crane-assisted workflow.

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This project improved efficiency at Hitachi Energy’s South Boston facility by addressing delays caused by outdated oil tank infrastructure. In addition, the senior design team used Lean Six Sigma tools and Simio software to improve material flow and reduce production delays. As a result, the team developed optimized piping routes, updated tank usage and added online sensors to support future demand.

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This project reduced plastic waste at Hitachi Energy’s South Boston production facility. In addition, the senior design team identified yellow shrink wrap in the coil winding department as the largest waste source. As a result, the team developed reusable vinyl dust covers and supporting procedures to replace disposable plastic wrap. The proposed solution could reduce plastic waste on the transformer production line by 75 percent.

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This project improved healthcare facility planning for Pamlico County, North Carolina. In addition, the senior design team designed and evaluated outpatient facility layouts using patient flow, travel distance and space utilization data. As a result, the team developed a scalable, patient-centered facility design that improved accessibility, efficiency and continuity of care while supporting future expansion and healthcare needs.

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This project improved efficiency within the paint department at Machine Specialties Inc. In addition, the senior design team redesigned the department layout to improve part flow and reduce scheduling delays. As a result, the new layout increased operational capacity by 10 percent. The solution also improved part visibility, traceability and prioritization to support faster and more reliable production throughput.

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This project improved emergency planning for special events at Reynolds Coliseum. In addition, the senior design team used Pathfinder simulation software to test different floor layouts and emergency scenarios. As a result, the team developed an optimized layout that improved emergency exit times. The team also created guidelines to support safe and efficient layouts for future events.

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This project improved the distribution of emergency resources for NC State’s Emergency Management and Mission Continuity department. In addition, the senior design team identified primary and secondary distribution locations using data-driven models and sponsor feedback. As a result, the team created a scalable standard operating procedure that could improve response times, resource allocation and coordination during campus emergencies.

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This project improved efficiency for NC State’s Zone A8 cleaning team. In addition, the senior design team optimized staffing schedules and transportation routes using time studies and route modeling. As a result, managers can reduce labor inefficiencies, lower travel costs, and improve sustainability through a browser-based dashboard that supports data-driven decisions.

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This project improved HVAC energy efficiency in Fitts-Woolard Hall by developing a data-driven scheduling framework. In addition, the senior design team analyzed energy usage and building occupancy patterns to identify operational inefficiencies. As a result, the team created recommendations to align HVAC schedules with actual demand. The proposed solution could reduce energy use by AHU supply fans by an estimated 30 percent.

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This project improved inventory accuracy within the Injection Molding cell at Pentair’s Sanford facility. In addition, the senior design team used Lean tools and cycle-count data to identify the root causes of inventory issues. As a result, the team developed Excel tracking tools, standard operating procedures and automation recommendations to improve traceability, reduce manual entry and support long-term inventory accuracy.

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This project improved torque wrench management at Rolls-Royce Solutions America’s Aiken facility. In addition, the senior design team used statistical analysis to evaluate tool performance and identify calibration needs. As a result, the team developed recommended calibration schedules and end-of-life plans to reduce downtime, improve manufacturing accuracy and support high-quality engine production.

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This project improved warehouse efficiency at Stemz, a wholesale flower distributor in Winston-Salem. In addition, the senior design team analyzed sales data, workflows and future growth projections to address capacity challenges. As a result, the team developed scalable warehouse layouts that reduced motion and space waste, supporting long-term operational growth and improving daily efficiency.

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This project helped Strong Arm Baking plan a new production facility to support future growth. In addition, the senior design team analyzed the bakery’s workflow, equipment, storage needs and sales data. As a result, the team developed a proposed floor plan that improved efficiency, supported increased production and maintained the company’s quality-focused baking process.

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This project improved how Poland funds infrastructure projects under the Enhanced Defense Cooperation Agreement. In addition, the senior design team developed a streamlined funding process using a Burden Sharing Account. As a result, the proposed solution could reduce transfer times from 265 days to 90 days while maintaining financial oversight and supporting housing needs for U.S. troops.

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This project improved sawdust management at Vanguard Furniture by reducing overflow and supporting sustainable fuel use. In addition, the senior design team used research, data collection and inventory modeling to evaluate possible solutions. As a result, the team recommended a hybrid system that combined a briquetting machine with additional storage to improve efficiency, reduce reliance on outside vendors and support long-term sustainability.

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Eaton is a global company that provides power management solutions to meet the growing energy demand. They want to increase switchboard production at its Mission Critical site. The senior design team collaborated with Eaton engineers to develop a revised layout that supports production goals and incorporates lean principles. They conducted site visits and utilized Video Timer Pro to identify labor imbalance bottlenecks. After confirming these issues, the team conducted an ROI analysis showing that the new layout and updated SOPs will improve throughput efficiency and generate cost savings.

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Richland Township, residing in Aurora, NC, faces limited access to affordable food. Goodwill Industries of Eastern North Carolina planned the Aurora Community Cupboard to improve access and create economic opportunity through a freeze-drying kitchen. The senior design team developed SOPs for retail and freeze-drying operations covering equipment operation, inventory management, sanitation and compliance with GMP and ServSafe. They also created a need-based discount system to support residents better and increase food affordability.

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This project targets the lack of real-time production visibility at Hitachi Energy’s South Boston facility, which currently relies on manual tracking. The senior design team aimed to build a scalable dashboard that tracks live operational performance. The system provides immediate insight into uptime, downtime, and rework by utilizing automated downtime logging and Pareto analysis to identify root causes. The final dashboard is adaptable and exportable, supporting Hitachi Energy’s digital transformation and ongoing improvement efforts.

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Hitachi Energy’s South Boston plant uses large amounts of water for its transformer operations as sustainability expectations continue to grow. The company set a goal to reduce water use by two percent. The student team analyzed a year of water and stormwater data to identify areas for improvement. They assessed strategies such as stormwater collection, cooling tower optimization and improved monitoring. These evaluations led to recommendations that support lower potable water use and progress toward long-term sustainability.

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The Zero Waste Wolfpack Program at NC State aims to divert up to 60 tons of waste generated at home football games through recycling and composting. The team aims to achieve a 90 percent in-stadium diversion rate by 2027. Using operational data, the student team recommended clearer and more consistent bin designs, labels and signs. They also built an automated staffing dashboard to place volunteers more efficiently. These improvements could help NC State become a leader in athletic sustainability.

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As NC State moves toward carbon neutrality and increased circularity, it is exploring the feasibility of an on-campus biodigester. The senior design team used operations research and economic analysis to study this option. They combined existing information with updated data to support their work. They then conducted optimization and sensitivity analyses to estimate energy output, waste-processing capacity and capital and operating costs. These findings help determine whether a biodigester is a viable solution for NC State.

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In 2025, Novo Nordisk’s Durham site struggled with repeated material mix-ups due to similar-looking items and inconsistent verification. These mistakes created delays, inefficiencies, and compliance risks before the introduction of a new product line. The design team reviewed workflows, mapped material flow and identified root causes. The senior design team proposed stronger visual management, clearer picking and verification steps and better staging processes. These improvements aim to reduce human error, enhance accuracy and prepare the site for increased production complexity in 2026.

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The NC State Saint-Gobain team partnered with CertainTeed’s Oxford, NC site to reduce coated waste on Line 7. Although the project initially focused on automation and CAD ideas, it shifted direction after the development of a new tape stand arm. The student team evaluated the arm’s performance and created an SOP for operators. They analyzed waste and cost data from 2023 to 2025 to demonstrate improvements and developed a rollout plan to support adoption across all production lanes.

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Engineered Controls International (ECI) manufactures flow control devices for propane, natural gas and other industrial gases. However, poor facility layout and inefficient material flow slowed production across its manufacturing operations. To address these challenges, a senior design team developed an optimized layout using mathematical modeling. In addition, the team created a staging area and implemented an Andon light system. As a result, ECI can reduce machine downtime, improve workflow and create a more flexible operation that supports future growth.

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Fleet Readiness Center East (FRCE) relied on a slow, manual process to create Statements of Work for equipment purchases. Consequently, delays, inconsistencies and technical errors occurred. To improve the process, a senior design team developed an automated system using Microsoft Power Apps, Excel and Power Automate. In addition, the team created an interactive tool that guides users through specification selection. As a result, FRCE can improve accuracy, reduce processing time and create more consistent procurement documents.

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Herbalife’s Winston-Salem HIM Plant experienced lengthy production changeovers, which reduced operational efficiency. Therefore, a senior design team conducted time-and-motion studies to identify process waste. In addition, the team developed an ROI tool, a future-state process map and a Pareto chart. Using these analyses, they identified key areas for improvement. As a result, the proposed changes could reduce changeover times by 20% and improve overall productivity.

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Hitachi Energy needed to increase transformer production to meet growing demand and reduce a significant backlog. Therefore, a senior design team developed a future-state facility layout to improve production flow and space utilization. In addition, the team used simulation modeling to evaluate multiple machine configurations. After testing several options, they selected the layout that best supported company goals. As a result, the proposed design improves resource utilization and supports higher production capacity.

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Hitachi Energy’s South Boston facility is working toward its goal of achieving zero waste to landfill by 2030. Therefore, a senior design team focused on reducing cardboard contamination, a major barrier to recycling efforts. In addition, the team analyzed high cardboard-producing processes and developed a Zero Waste Contamination Strategy. Their recommendations included improved waste bin placement, clearer signage and an economic analysis for a cardboard compactor. As a result, the proposed solutions can increase recycling rates and support long-term sustainability goals.

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As NC State’s College of Engineering increased sponsored research activity, the Research Administration department struggled to keep pace with the growing volume of proposals. Therefore, a senior design team evaluated the proposal review process to identify opportunities for improvement. In addition, the team developed tools to help staff review and complete proposals more efficiently. They also incorporated artificial intelligence methods to reduce delays and streamline workflows. As a result, the department can process more grant proposals while improving overall efficiency and productivity.

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Automated External Defibrillators (AEDs) are critical during cardiac emergencies, yet challenges existed with their placement and maintenance across campus. Therefore, a senior design team partnered with NC State’s Emergency Preparedness and Strategic Planning department. The team developed improved signage, maintenance schedules and placement recommendations. In addition, they expanded outreach efforts. As a result, the project improved AED visibility and strengthened campus emergency preparedness.

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NC State sends about 70% of its football game waste to landfills. Therefore, a senior design team partnered with Zero Waste Wolfpack to improve waste diversion. Using data analysis and benchmarking, the team developed a five-year sustainability plan. In addition, they recommended better waste sorting, improved signage, increased volunteer training and compostable serviceware. As a result, NC State can advance its athletic sustainability efforts.

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Novo Nordisk’s Durham facility expanded Rybelsus tablet production in 2025, creating inventory management challenges. Therefore, a senior design team developed a three-part improvement plan. The team implemented an SAP-connected ordering system, enhanced vertical storage and created a smart tracking tool. As a result, the proposed solutions improve inventory visibility, increase efficiency and support the successful launch of Generation 2 Rybelsus.

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Novo Nordisk must eliminate hydrofluorocarbon refrigerants to meet new environmental regulations. Therefore, a senior design team developed a comprehensive phase-out strategy. The team evaluated alternative refrigerants based on environmental impact, safety, cost, availability and maintenance requirements. As a result, the recommended solution reduces greenhouse gas emissions while balancing costs and supporting reliable facility operations.

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Pentair needed faster access to production data to improve decision-making across its manufacturing lines. Therefore, a senior design team developed an automated reporting platform for 13 production lines. In addition, the team digitized Pareto charts to simplify quality and cost tracking. As a result, Pentair eliminated inefficient manual steps and improved real-time visibility for operational decision-making.

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Tuffy’s Chicken Kitchen uses cultivated meat technology to help meet growing global protein demand. However, its single-use filtration system creates high replacement costs and labor requirements. Therefore, a senior design team focused on extending filter life within the media preparation process. As a result, the proposed improvements can reduce operating costs, increase efficiency and support more sustainable protein production.

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Union Special Bread faced rising labor costs and process delays in its prep and packaging operations. Therefore, a senior design team analyzed the facility layout, workflows and equipment usage. In addition, the team implemented new breadbaskets, standardized procedures and an improved room layout. As a result, the proposed changes reduced wasted time, improved organization and supported future growth through greater operational efficiency.

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Five Bee Technologies identified inefficiencies and material waste caused by manual bamboo cutting methods. Therefore, a senior design team explored automation opportunities for industrial bamboo processing. In addition, the team developed a vision system model to measure bamboo dimensions and guide cutting operations. As a result, the project supports sustainable manufacturing practices while advancing bamboo as a renewable construction material.

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The LYCRA Company relied on manual email exchanges to manage and update Tech Source documents. Consequently, the process created inconsistencies, wasted employee time and delayed updates. Therefore, a senior design team developed a standardized operating procedure and document templates. In addition, the team improved Tech Source organization and accessibility. As a result, the proposed changes increased consistency, improved efficiency and enhanced document management.

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MR Property sought to reduce waste caused by children quickly outgrowing their shoes. Therefore, a senior design team developed adaptive shoe prototypes designed to grow with the user. Using Voice of the Customer and the Define, Measure, Analyze, Design and Validate framework, the team streamlined product development. As a result, the final designs improved economic value, enhanced comfort and supported sustainability goals.

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The National Institute for Occupational Safety and Health sought proactive ways to improve construction site safety. Therefore, a senior design team developed a hazard detection system using image-processing algorithms. In addition, the team used Nearest Neighbor and K-means algorithms to optimize drone flight paths. As a result, drones can identify site hazards more effectively, helping reduce workplace accidents and improve worker safety.

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St. Gobain experienced inventory inaccuracies within its maintenance, repair and operations storeroom. Therefore, a senior design team conducted a root cause analysis of the checkout process to identify key issues. In addition, the team developed solutions that included standard operating procedures, employee training and improved recordkeeping. As a result, the proposed changes improved inventory accuracy and strengthened overall storeroom management.

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Triangle Brick sought to improve efficiency across its automated brick manufacturing process. Therefore, a senior design team analyzed operations and identified packaging as the primary bottleneck. Using time studies and PLC data, the team developed a Simio simulation model to evaluate performance. As a result, they identified improvement opportunities and created a roadmap for standardizing processes and implementing preventive maintenance.

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321 Coffee sought to improve production efficiency while supporting its unique workforce. Therefore, a senior design team evaluated facility operations, material flow and packaging processes. In addition, the team redesigned the facility layout, optimized inventory management and implemented ergonomic improvements. As a result, standardized work procedures reduced packaging time, improved workflow and enhanced overall operational efficiency.

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BSH Home Appliances wanted to automate inventory management through a Kanban system. Therefore, a senior design team analyzed existing processes and identified opportunities to eliminate manual data entry. Using Python, the team developed data comparison tools that streamlined inventory tracking. As a result, BSH reduced stagnant inventory, improved data accuracy and minimized manual updates to material master records.

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Century Furniture needed a way to predict product life cycles better and reduce obsolete inventory. Therefore, a senior design team developed a forecasting model using computer programming techniques. The model estimated product demand, production frequency and inventory needs more accurately. As a result, prediction accuracy improved by 20%, helping the company save approximately $70,000 annually.

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FRC-East needed a better way to manage equipment replacement decisions throughout the asset lifecycle. Therefore, a senior design team developed a digital decision matrix tool using equipment and economic analysis. The tool evaluates maintenance history and subsystem performance to guide replacement decisions. As a result, FRC-East can better compare subsystem and full-system replacement costs, improving long-term asset management.

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Herbalife needed a material handling system to optimize tote quantities and staffing levels within a new production process. Therefore, a senior design team developed an Excel-based decision tool to improve data analysis and planning. The model identifies optimal tote and staffing levels while balancing productivity and cost. As a result, Herbalife can make more informed operational decisions and improve efficiency.

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Hickory Chair sought to improve parts storage, material flow and shipping date accuracy within its operations. In addition, the company wanted an ergonomic facility redesign to improve employee work conditions. Therefore, a senior design team developed and evaluated multiple facility layout alternatives. Using established performance criteria, the team selected the most effective design. As a result, the proposed layout improved workflow, supported shipping accuracy and enhanced workplace ergonomics.

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Hitachi Energy sought to improve direct labor efficiency within its tanking and wiring operations. Therefore, a senior design team analyzed processes to identify waste and reduce throughput time. In addition, the team developed staffing and facility layout recommendations to improve productivity. As a result, the proposed solutions increased operational efficiency and helped the company meet growing demand for electricity infrastructure.

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NC State’s College of Veterinary Medicine sought to evaluate a new data flow design and improve information management. Therefore, a senior design team analyzed existing processes to identify inefficiencies and reduce unnecessary handoffs. In addition, the team used qualitative data collection and internal benchmarking to visualize workflow challenges. As a result, the project identified opportunities to streamline systems and improve data flow across the department.

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NC State’s Emergency Preparedness and Strategic Initiatives department sought to improve compliance with fire extinguisher inspections. Therefore, a senior design team analyzed inspection processes and developed more efficient inspection routes using regression analysis. In addition, the team created a dashboard for data collection and progress tracking. As a result, the proposed solutions improved efficiency and supported the department’s goal of achieving 100% inspection compliance.

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Schneider Electric wanted a connected equipment tracking system that could automatically monitor orders across product lines and customer segments. Therefore, a senior design team analyzed system workflows and data movement to identify inefficiencies. In addition, the team developed a dashboard and improved data quality by cleansing and automating processes. As a result, the proposed solution reduced total system processing time by 85% and improved order visibility.

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Siemens needed a reliable way to predict assembly cycle times on its configure-to-order production line. Therefore, a senior design team analyzed operational data to identify factors that influence build times. In addition, the team developed a data collection form to support predictive modeling. As a result, Siemens gained a more accurate method for estimating cycle times, improving productivity, forecasting and schedule adherence.

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Siemens sought to create a centralized wiring cell by combining wiring workstations from multiple production lines into one department. Therefore, a senior design team used Voice of the Customer analysis to develop and evaluate several layout options. The team selected the best design based on customer-defined criteria. As a result, the proposed layout improved productivity, increased capacity and optimized facility floor space.

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Duke University needed a mass evacuation plan for its East Campus to improve emergency preparedness. Therefore, a senior design team used Python optimization models and Simio simulation modeling to evaluate evacuation scenarios. In addition, the team identified optimal pedestrian routes and estimated evacuation times under varying conditions. As a result, the project improved evacuation planning and provided recommendations for communication and evacuee tracking.

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EyeCheq sought to reduce supply chain risks for its autonomous health and eye screening kiosks. Therefore, a senior design team developed a contingency plan for critical components vulnerable to disruptions. The team evaluated sourcing risks, particularly from suppliers in China and Taiwan. As a result, the project identified strategies to strengthen supply chain resilience and support reliable kiosk production.

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Fleet Readiness Center – East sought to improve project management and decision-making through better data visualization. Therefore, a senior design team consolidated project data from Excel and Microsoft Access into a unified database. In addition, the team developed Power BI dashboards tailored to three management levels. As a result, FRC-East gained improved project visibility, reporting capabilities and data-driven decision support.

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JavaMaster needed to reduce assembly time for its JMI 1500 coffee roaster and improve throughput at a new facility. Therefore, a senior design team optimized assembly through spatial reconfiguration and improved wiring connections. In addition, the team developed a Simio model to identify bottlenecks in the roasting process. As a result, the proposed solutions improved efficiency, increased throughput and supported facility growth.

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NC State sought to expand electric vehicle adoption by providing a reliable campus charging network. Therefore, a senior design team developed dynamic tools to optimize charging schedules and support infrastructure planning. In addition, the team created a proposed charging schedule for the university’s electrification efforts. As a result, the project supports future electric vehicle deployment and helps reduce campus carbon emissions.

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NC State Waste Reduction and Recycling sought to improve waste collection efficiency across campus. Therefore, a senior design team used optimization tools to redesign routes and schedules for landfill, recycling and compost collection. In addition, the team created a flexible planning tool that adapts to changing vehicle availability. As a result, the proposed solution reduced truck travel time and improved operational efficiency.

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NIOSH sought to improve construction site safety through advanced drone-swarming technology. Therefore, a senior design team developed a computer vision algorithm that analyzes aerial images to identify fall hazards. In addition, the project supported more efficient construction site surveying and risk detection. As a result, the proposed solution can help reduce worker injuries and improve overall jobsite safety.

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Tindall needed additional storage capacity and a more efficient layout to reduce material handling. Therefore, a senior design team evaluated the existing facility and used optimization tools to develop a new storage design. In addition, the team incorporated a narrow-aisle forklift strategy to maximize space utilization. As a result, the proposed layout increased storage capacity by 75% and improved operational efficiency.

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Becton Dickinson’s distribution center in Four Oaks faced challenges with dock congestion, shift communication and safety within its less-than-truckload staging area. Therefore, a senior design team analyzed current operations and identified key improvement opportunities. In addition, the team developed a set of prioritized, research-based recommendations. As a result, the proposed solutions improved communication, reduced pallet accumulation and enhanced workplace safety.

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C2 Gripz wanted to understand why its Xbox controller grip attachment improved player performance and comfort. Therefore, a senior design team evaluated the product from scientific and ergonomic perspectives. The team analyzed factors such as grip strength, hand positioning and user comfort during gameplay. As a result, the project identified ergonomic benefits that help explain improved performance and support future product development.

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Central Carolina Community College acquired the former Marelli facility in Sanford, North Carolina, to support workforce development. Therefore, a senior design team forecasted future enrollment and evaluated facility requirements. In addition, the team developed a functional layout for the 220,000-square-foot building. As a result, the proposed design supports education and training programs focused on advanced manufacturing and biotechnology.

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Duke University sought to strengthen its fuel supply system following the Colonial Pipeline ransomware attack. Therefore, a senior design team developed an emergency fuel-shortage dashboard and a response protocol. The team focused on improving preparedness and supporting critical operations during supply disruptions. As a result, the proposed solution helps protect essential services, research activities and patient care during fuel emergencies.

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Duke University needed an emergency water distribution plan to maintain student safety during service disruptions. Therefore, a senior design team developed a 72-hour response strategy focused on reliable water delivery. In addition, the team optimized supply chain distribution to ensure water availability from the start of an emergency. As a result, the proposed plan improves preparedness and helps minimize disruptions to campus operations.

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Fleet Readiness Center East faced warehouse capacity constraints and needed a better way to manage customer inventory. Therefore, a senior design team evaluated storage utilization and inventory management practices. In addition, the team developed a Microsoft Access tool to record and track inventory. As a result, the proposed solutions improved warehouse efficiency and helped forecast future space requirements.

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Fujifilm Diosynth Biotechnologies needed to optimize production planning for its new bulk drug substance manufacturing facility in Holly Springs. Therefore, a senior design team developed a model of the future production process. In addition, the team identified system bottlenecks and evaluated batch release timing. As a result, the project helped determine optimal production intervals and improve overall process efficiency.

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GE Aerospace sought to reduce the LEAP 1-B spool backlog by improving machine uptime and production efficiency. Therefore, a senior design team evaluated eAndon systems and researched implementation options. In addition, the team developed recommendations for a purchased or in-house solution. As a result, the project provided a roadmap to improve productivity, reduce downtime and support increased profitability.

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GE Aerospace sought to improve efficiency and automation within its fluorescent penetrant inspection line for aircraft engine components. Therefore, a senior design team analyzed current operations and identified opportunities for performance improvement. In addition, the team evaluated equipment upgrades and automation options. As a result, the project provided recommendations for new machines that could increase throughput, improve efficiency and support future production demands.

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NC State Waste Reduction and Recycling sought to improve the efficiency of its campus waste collection operations. Therefore, a senior design team analyzed collection routes and evaluated opportunities to reduce greenhouse gas emissions. In addition, the team developed optimized routing strategies and recommended alternative fuel options. As a result, the proposed solutions improved operational efficiency and supported the university’s sustainability goals.

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Restor3d sought to improve the accuracy of its post-processing method for the Talus implant. Therefore, a senior design team analyzed the existing process and identified factors contributing to out-of-specification products. In addition, the team developed process improvements to reduce rework requirements. As a result, the proposed solution improved product quality while helping the company use its time, resources and costs more effectively.

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Siemens sought to improve warehouse efficiency by reducing non-value-added activities in its Retrofit product assembly process. Therefore, a senior design team analyzed material collection and transportation workflows. In addition, the team designed a storage and transportation tool to streamline material movement. As a result, the proposed solution reduced inefficiencies, improved workflow and supported more efficient assembly operations.

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Siemens sought to improve warehouse organization and reduce inefficiencies in inventory management. Therefore, a senior design team analyzed storage practices and material movement throughout the facility. In addition, the team developed recommendations to optimize part storage locations and improve order-picking processes. As a result, the proposed solutions reduced part travel time, improved inventory accessibility and increased warehouse efficiency.

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Vanguard Furniture needed a better heating solution for a manufacturing facility that was not adequately served by its existing wood-fired boiler. Therefore, a senior design team evaluated alternative heating options and benchmarked them based on performance, sustainability and cost. In addition, the team compared economic and environmental impacts. As a result, they developed recommendations that support reliable heating and long-term operational efficiency.

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Wake County Housing sought to improve data management by reducing duplicate records and inconsistent reporting. Therefore, a senior design team analyzed existing data storage processes and identified opportunities for standardization. In addition, the team developed a data dictionary to serve as a single source of truth and created a process map of data flow. As a result, the proposed solution improved data consistency, organization and reporting capabilities.

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Yepzy sought to reduce remittance costs for H-2A and H-2B visa holders sending money abroad. Therefore, a senior design team developed an optimization algorithm to improve transfer decisions. The algorithm evaluated value protection, liquidity, delivery methods and transfer speed. As a result, the proposed solution helped maximize the amount of money recipients receive while reducing overall remittance costs.

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Calico Sol sought to transform furniture from a traditional product into a sustainable service-based offering. Therefore, a senior design team researched the operational requirements needed to support this business model. In addition, the team designed a green manufacturing facility and conducted safety and sustainability analyses with cost estimates. As a result, the project provided a roadmap for implementing a more sustainable and economically viable operation.

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Fleet Readiness Center East needed to understand how F-35 components would affect its existing parts workflow and capacity. Therefore, a senior design team developed a Simio simulation model to analyze current and future operations. In addition, the team tested improvement scenarios using quantifiable performance data. As a result, the recommended changes increased capacity, reduced work-in-process inventory and helped offset the impact of growing F-35 workloads.

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Fortna sought to improve user onboarding and usability for its OptiSlot DC™ intelligent slotting application. Therefore, a senior design team analyzed user data and evaluated existing training processes. Based on their findings, the team developed two major and two minor recommendations. In addition, they created detailed implementation plans for the major improvements. As a result, the project provided a roadmap to enhance user adoption and overall system effectiveness.

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Hanesbrands needed to verify warehouse operator performance rates and improve process consistency. Therefore, a senior design team developed time study applications for the warehouse and shipping departments to collect operational data. In addition, the team validated existing rates, analyzed the results and recommended improvements. As a result, the project provided more accurate performance measurements and a standardized palletizing procedure.

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Mechanical Specialty needed a more efficient way to manage work order information. Therefore, a senior design team developed a Microsoft Access solution that combined data entry and document generation into a single process. In addition, the new system eliminated duplicate work between Excel and Word. As a result, the solution reduced administrative effort and saved the operations manager approximately 10 hours each week.

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NIOSH sought to improve how autonomous robots detect and navigate around objects in their environment. Therefore, a senior design team developed 3D modeling and localization programs to enhance robotic awareness and positioning. In addition, the project advanced research in autonomous navigation technologies. As a result, the work provides valuable insights for evaluating the safety impacts of autonomous robots in workplace environments.

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Navy Federal Credit Union sought to reduce mortgage application cycle times through process simulation. Therefore, a senior design team converted an existing AnyLogic simulation into a cost-effective, open-source Python model. In addition, the team enhanced metric calculations and improved usability and reliability. As a result, the new simulation provided a more flexible tool for analyzing process improvements and reducing application processing time.

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NC State sought to improve the sustainability and rider experience of the Wolfline transit system. Therefore, a senior design team used a systems approach to evaluate environmental and operational performance. In addition, the team developed a cost-benefit analysis, an efficiency tool and a route optimization tool. As a result, the proposed solutions could reduce emissions by 70% and save riders more than 140 hours of waiting time.

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Next Century Spirits sought to improve its bottling line performance by identifying operational bottlenecks and system constraints. Therefore, a senior design team conducted time studies and analyzed production data. In addition, the team developed recommendations to utilize existing equipment better and improve system stability. As a result, the project provided a roadmap for future equipment investments and increased production efficiency.

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PBS NC needed to address cross-divisional challenges and better align funding schedules with project priorities. Therefore, a senior design team developed a standardized business process to improve coordination across the organization. In addition, the team created a swimlane diagram, a Simio simulation and an Excel-based control database. As a result, the proposed solution improved planning, visibility and process consistency.

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Schneider Electric needed a reliable way to verify and document part assembly processes during product development. Therefore, a senior design team designed a fixture to improve the usability of assembly verification equipment. In addition, the team focused on reducing the number of cameras needed to capture the full assembly process. As a result, the proposed solution simplified verification and improved documentation efficiency.

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A Becton Dickinson distribution center experienced a significant decline in operational output and sought to improve productivity. Therefore, a senior design team conducted time studies and stakeholder interviews to identify root causes. In addition, the team uncovered key process inefficiencies and developed targeted recommendations. As a result, the proposed solutions aimed to increase productivity by 15 boxes per labor hour.

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Feed the Pack Food Pantry sought to improve inventory management for its campus food assistance program. Therefore, a senior design team collected and analyzed produce weight data to better understand supply and demand patterns. In addition, the team developed an inventory tracking system using AppSheet. As a result, the proposed solution improved inventory visibility and supported more effective pantry operations.

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Hanesbrands Inc. needed to determine whether its warehouse pulling and locating processes met current Engineering Labor Standards. Therefore, a senior design team conducted time studies and analyzed process performance. In addition, the team developed standard operating procedures to support consistent execution. As a result, the project validated labor standards and provided recommendations to improve efficiency and workforce planning.

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Hanesbrands Inc. sought to verify that its Engineering Labor Standards accurately reflected the current Pick-to-Light order fulfillment process. Therefore, a senior design team conducted multiple time studies to collect performance data and evaluate process efficiency. In addition, the team compared actual task times against existing labor standards. As a result, the project validated current standards and identified opportunities for process improvement.

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Home Chef sought to reduce produce spoilage during meal kit delivery and improve package design efficiency. Therefore, a senior design team developed a thermal simulation model in SolidWorks to evaluate box performance. In addition, the model allowed the team to test design changes before building physical prototypes. As a result, Home Chef can reduce testing costs, shorten development time and improve product quality.

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Leesona sought to enter the carbon fiber market by developing a competitive carbon fiber winding system. Therefore, a senior design team analyzed competitor products and reviewed existing design patents to identify key requirements. In addition, the team designed an improved cutting and spool-change process and optimized the yarn path. As a result, the project provided a foundation for a market-ready carbon fiber winding solution.

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WakeMed Mothers’ Milk Bank sought to reduce delays in its donor screening process, which averaged two months and led to donor drop-off. Therefore, a senior design team analyzed the screening workflow and created detailed process maps. In addition, the team developed a tracking tool to monitor donor progress throughout the approval process. As a result, the project improved visibility and supported a more efficient donor screening experience.

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Sealed Air sought to evaluate a proposed automated warehouse that would replace forklifts with automated vehicles and storage systems. Therefore, a senior design team created a simulation model of the future warehouse layout. In addition, the team analyzed system performance, efficiency and operational feasibility. As a result, the project provided recommendations and insights to support informed decisions about warehouse automation.

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A multidisciplinary engineering team participated in the TapRooT® Global Challenge to investigate a hazardous waste fire incident. Therefore, the team applied root-cause analysis techniques learned through virtual training led by certified instructors. In addition, they identified corrective actions and developed recommendations to prevent similar events. As a result, the team presented its findings at the TapRooT® Global Summit in Knoxville, Tennessee.

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The U.S. Army Reserve sought to improve how it tracks and maintains accountability for detainees. Therefore, a senior design team worked with the 200th Military Police Command to evaluate existing systems and identify improvement opportunities. In addition, the team developed recommendations for modern, reliable tracking methods. As a result, the project provided solutions designed to enhance accountability, accuracy and operational effectiveness.

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The U.S. Army Reserve sought to improve maintenance support for its ROWPU vehicles, which often faced parts shortages. Therefore, a senior design team expanded additive manufacturing capabilities by creating CAD models and validating replacement parts through proof-of-concept testing. In addition, the team developed a rapid manufacturing framework for future implementation. As a result, the project improved parts availability and supported more efficient vehicle maintenance operations.

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Vanguard sought to improve efficiency within its frame-building operations. Therefore, a senior design team evaluated current workflows and identified opportunities for improvement. In addition, the team developed a Managing Daily Improvement (MDI) dashboard, proposed an alternative facility layout and designed a counterbalance system to enhance ergonomics. As a result, the project improved operational visibility, increased efficiency and supported a safer work environment.

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Vanguard Furniture sought to improve efficiency within its upholstery division, which faced space constraints, limited line balancing and quality challenges. Therefore, a senior design team developed new facility layouts to consolidate upholstery operations. In addition, the proposed designs improved workflow and created opportunities for future growth. As a result, the project reduced utilized floor space by 40%, supported line balancing and enabled expansion.

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A senior design team evaluated the feasibility of establishing co-working hub spaces in Southeast Raleigh. Therefore, the team conducted community research through surveys, stakeholder interviews and discussions with local co-working space owners. In addition, they analyzed industry trends and community needs to guide planning. As a result, the project produced a business plan and financial model designed to support sustainable community development.

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Wolfpack Pharma needed a scalable modeling system to support a new warehouse and expanding manufacturing operations. Therefore, a senior design team analyzed palletized material flows and future-state requirements. In addition, the team created a spaghetti diagram, developed a Simio simulation model and produced a user guide. As a result, the project improved facility planning and helped estimate future autonomous mobile robot needs.

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The Becton Dickinson Distribution Center in Research Triangle Park needed to improve throughput after taking over all North American returns. Therefore, a senior design team used time studies and simulation modeling to evaluate warehouse operations. In addition, the team developed a predictive model to identify optimal cycle times and throughput levels. As a result, the project improved operational planning and created a process flow diagram to support employee training.

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Bosch sought to improve efficiency and working conditions within an oven cavity production cell that faced bottlenecks and high turnover. Therefore, a senior design team conducted time studies and redesigned the build process. In addition, the team developed five staffing scenarios with production forecasts and recommended new equipment. As a result, the project improved productivity, reduced operational constraints and enhanced workplace ergonomics.

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Electric Power Research Institute sought to provide power plants with more practical inventory management tools. Therefore, a senior design team worked with plant managers to develop inventory models that calculate optimal stock levels for critical parts. In addition, the team created an easy-to-use VBA interface, an Excel-based version and a best practices guide. As a result, the project improved inventory planning and provided a framework for future implementation.

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GlaxoSmithKline sought to optimize staffing levels and equipment performance on a manufacturing line at its Zebulon facility. Therefore, a senior design team collected operational data and developed a simulation model of the production process. In addition, the team evaluated staffing requirements, equipment utilization and batch sizes. As a result, the project reduced labor costs, improved equipment effectiveness and increased the line’s return on investment.

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Spoonflower sought to improve its wallpaper division’s work-in-process storage system as demand continued to grow. Therefore, a senior design team analyzed cubby usage patterns and order sizes to identify capacity constraints. In addition, the team redesigned cubby locations and updated the labeling system. As a result, the project increased storage capacity, reduced retrieval times and supported future operational growth.

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Toshiba sought to improve the performance of its point-of-sale systems by identifying the optimal touch-screen force profile. Therefore, a senior design team analyzed force data and calculated the 95th and 99th percentile force levels. In addition, the team evaluated screen deflection, damping and user interactions. As a result, the project provided recommendations to improve usability, system stability and the overall cashier experience.

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The U.S. Army sought to improve its large water purification units to enhance mission readiness and provide reliable access to clean water. Therefore, a senior design team researched emerging technologies, training approaches and maintenance strategies. In addition, the team evaluated alternatives for servicing existing systems. As a result, the project identified actionable recommendations to support future phases of this multi-year modernization effort.

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The U.S. Navy needed a better way to communicate with personnel across its learning centers. A senior design team developed a dashboard that delivers accurate information quickly and efficiently. The team also implemented an automated text messaging system to improve engagement and information sharing. As a result, the project strengthened communication between personnel and training programs while reducing delays in critical updates..

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Advance Auto Parts wanted to improve marketing efforts for its commercial customers while optimizing inventory management. Therefore, a senior design team analyzed four years of customer purchasing data to identify buying patterns. After cleaning the data, the team uncovered seasonal trends and grouped most customers into eight key clusters. As a result, the project improved customer targeting, reduced inventory costs and increased revenue.

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Biogen wanted to evaluate an alternative supplier for critical filling line parts to reduce costs and minimize downtime during equipment failures. Therefore, a senior design team researched local suppliers and identified the most capable partner for part replication. Working with the supplier, the team demonstrated the feasibility of reproducing key components. As a result, the project identified opportunities to improve supply chain resilience and reduce replacement lead times.

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The Bosch Dish Care manufacturing facility in New Bern wanted to reduce vehicle traffic caused by material delivery demands and cycle times. Therefore, a senior design team analyzed existing schedules and developed a simulation model to evaluate improvement options. Using a decision matrix, the team identified the optimal delivery program. As a result, the project reduced vehicle time in the system and improved material flow efficiency.

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The City of Raleigh implemented License Plate Recognition (LPR) technology to improve parking enforcement, but needed better procedures to maximize its effectiveness. Therefore, a senior design team developed dynamic enforcement routes for areas around NC State University and downtown Raleigh. In addition, the team improved communication with technology provider Genetec and recommended performance metrics for drivers. As a result, the project increased operational efficiency and enhanced parking enforcement outcomes.

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The City of Raleigh planned to expand its Citrix Cycle Bikeshare Program into the Five Points and Mission Valley areas, but needed a more efficient way to select station locations. Therefore, a senior design team developed a dynamic decision matrix that combined data from multiple sources to identify optimal sites. As a result, the project streamlined the station-siting process and provided a reusable tool for future expansion.

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John Deere wanted to improve how it collects and analyzes data to establish safe lifting standards and reduce the risk of musculoskeletal injuries. Therefore, a senior design team evaluated potential solutions and determined that a web-based ergonomics assistance application offered the greatest value. In addition, the team developed recommendations for future software enhancements and process improvements. As a result, the project provided a foundation for safer workplace practices.

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Manhattan Associates wanted to improve client satisfaction and performance within its trucking supply chain division. Therefore, a senior design team developed an Excel-based tool that integrated with the company’s Profit Analyzer platform and automated cost modeling tasks. Using VBA macros, the team reduced model setup and maintenance time. As a result, the project cut processing time by 25% and created an estimated $50,000 in new revenue opportunities.

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The NC State College of Veterinary Medicine wanted to improve how principal investigators submitted requests and reduce administrative delays. Therefore, a senior design team conducted a voice-of-the-customer, analysis and redesigned the submission process. The team created prefilled form links, added drop-down menus and improved the Forms webpage. As a result, submission time decreased by 30 minutes per request and user-friendliness increased by 32%.

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Pfizer wanted to improve instrument management and acquisition processes within its Rocky Mount quality laboratory. Therefore, a senior design team evaluated current workflows and identified opportunities to strengthen data management and regulatory compliance. The team recommended key performance metrics, proposed a data-collection strategy, and developed data visualization recommendations. As a result, the project improved decision-making and supported Good Manufacturing Practice requirements.

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Pfizer wanted to reduce costs and eliminate non-value-added work associated with manual pH data collection at its Rocky Mount facility. Therefore, a senior design team developed automated programs to collect and store data in a centralized database. In addition, the team created a standard operating procedure and rollout plan to support implementation. As a result, the project improved efficiency, reduced manual effort and streamlined data management.

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Root Causes needed to improve its fresh produce delivery program as demand increased during the COVID-19 pandemic. Therefore, a senior design team developed an application to streamline operations and reduce administrative work. The new tool cut data entry time by 25% and reduced weekly shopping time by more than 82%. As a result, the program increased food production efficiency by more than 100% and better served community needs.

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As part of a five-year automation initiative, Vanguard Furniture wanted to evaluate new equipment and design a more efficient facility layout. Therefore, a senior design team conducted a root cause analysis to identify major sources of waste. The team then developed a simulation model to assess a new CNC router and validate layout changes. As a result, the project reduced non-value-added travel, improved worker utilization and supported increased profitability.

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West Pharmaceuticals needed to increase production of components used in COVID-19 vaccine distribution to meet rising demand. Therefore, a senior design team created value stream maps for the facility’s five highest-volume product lines to identify bottlenecks. Based on the analysis, the team developed recommendations to balance production and reduce non-value-added activities. As a result, the project improved operational efficiency and supported higher production output.

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Ashley Furniture needed to improve packaging operations for the 675,000 products it ships each year. However, manual packing across multiple process steps created bottlenecks and downtime during peak production periods. Therefore, a senior design team evaluated automation opportunities and streamlined critical packaging tasks. As a result, the project increased production capacity while maintaining or reducing labor requirements.

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Duke Manufacturing used a time-consuming scheduling process that relied heavily on a single employee and offered limited visibility into production capacity. Therefore, a senior design team developed an Excel-based scheduling tool to centralize vendor order information. The tool automatically generated schedules based on due dates and priorities. As a result, the project improved scheduling efficiency and provided better insight into manufacturing capacity.

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GSK explored the use of autonomous mobile robots (AMRs) at its Zebulon manufacturing facility to support a planned 50% increase in production. Therefore, a senior design team optimized material delivery and removal processes based on throughput requirements. Using Simio simulation software, the team evaluated 25 scenarios with varying production volumes and vehicle counts. As a result, they identified an optimal AMR utilization strategy that maximized return on investment while minimizing operational risk.

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NC State Sports Medicine wanted to improve how it formats, distributes, collects and manages medical record documentation. Therefore, a senior design team evaluated a new health management platform and supported its implementation. The team helped streamline data collection and storage processes through the new system. As a result, athletic trainers spent less time on administrative tasks and more time supporting student-athletes.

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NIOSH wanted to improve safety within shared human-robot workspaces by reducing the risk of collisions. Therefore, a student research team developed a system that distinguished between robot arm movements and human worker actions using depth and RGB cameras. In addition, the team integrated new sensors, enhanced motion-detection algorithms, and created a software interface. As a result, the project advanced worker safety and improved human-robot interaction.

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NIOSH sought to develop a safer, more ergonomic method for remotely controlling demolition robots in construction environments. Therefore, a student research team evaluated controller designs to identify the most intuitive option for operators. Volunteers tested different configurations using an Arduino robot arm. As a result, the team provided recommendations and guidelines for a human-machine interface to improve safety and usability in remote robot operation.

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Root Causes experienced challenges coordinating fresh produce deliveries as demand from food-insecure Duke patients increased during the COVID-19 pandemic. Therefore, an ISE senior design team mapped key processes and identified opportunities for improvement. Through process analysis, the team found that patient data entry was the primary bottleneck. As a result, they automated the process and reduced weekly cycle time by 96.7%, improving program efficiency and stability.

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The U.S. Air Force needed a more efficient way to manage deployment and personnel scheduling for the 524th Special Operations Squadron. Therefore, a senior design team developed a Microsoft Access database to automate routine scheduling tasks and centralize personnel data. In addition, the tool provided real-time analytics on travel tempo and deployment planning. As a result, the project improved scheduling accuracy, stability and operational visibility.

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Vanguard Furniture was evaluating an $8 million business opportunity and needed to determine whether its production and inventory systems could support the additional demand. Therefore, a senior design team developed a forecasting tool to assess capacity and support bid decisions. In addition, the tool provided real-time visibility into the performance of Vanguard’s seven production divisions. As a result, the project improved planning and supported strategic growth decisions.

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West Pharmaceuticals sought to improve worker safety and organizational efficiency in the compounding and maintenance areas of its Kinston facility. Therefore, a senior design team developed and implemented a flexible 6S system that could be expanded to other areas. As a result, the project reduced safety hazards, improved workplace organization and decreased the time employees spent searching for tools and materials.

Bosch wanted to transition its dishwasher assembly line from lot sizes of 120 to 24 to increase flexibility and support greater product customization. Therefore, a senior design team redesigned material handling carts to accommodate the new production requirements while meeting vendor specifications. As a result, the new cart design reduced transfer times, supported weekly demand and improved ergonomics for workers.

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CVG wanted to improve on-time delivery performance and reduce freight costs caused by inaccurate shipments. Therefore, a senior design team developed a real-time production tracking system to improve visibility throughout the shipping process. The team strategically implemented scanners, a barcode reader and an automated picklist generator. As a result, the project reduced non-value-added work, minimized manual entry errors and improved shipping accuracy.

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CVG needed to improve shipping accuracy and reduce mis-shipped and mislabeled products within its North Carolina manufacturing operations. Therefore, a senior design team analyzed the process using SIPOC diagrams, fishbone analysis and simulation modeling. The team developed a real-time production tracking system and identified key locations for performance monitoring. As a result, the project improved production visibility and recommended four 2D barcode readers to strengthen process control.

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The Apex facility processes thousands of products each day through its Field Return Material and Disk Drive Return to Vendor operations, but its existing layout created workflow inefficiencies. Therefore, a senior design team conducted a work analysis and developed a simulation model to optimize a key processing cell. As a result, the project reduced walking distances, eliminated unnecessary equipment and work steps, and improved efficiency with a smaller staffing footprint.

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Dispensary of Hope needed data-driven tools to support growth planning and expand its impact as a nonprofit pharmaceutical distributor. Therefore, a senior design team developed optimization models to evaluate service coverage, demand and partnership opportunities. The team also created an MVP algorithm and identified high-impact target communities. As a result, the project provided a strategic framework for expanding nonprofit pharmacy partnerships and maximizing community impact.

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KBI’s batch scheduling process relied on manual planning and lacked clear optimization criteria. Therefore, a senior design team used Orchestrate software to develop a more efficient scheduling approach. By analyzing historical production data, the team demonstrated the ability to schedule 5% more batches and justify the software investment. As a result, the project increased production capacity and identified additional profit opportunities through improved cleaning schedules.

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KBI Biopharma needed better visibility into manufacturing operations, as critical processes can run continuously for 14 to 20 days. Therefore, a senior design team used OSI Pi software to develop dashboards that integrated upstream and downstream process data into a single view. In addition, the dashboards monitored equipment effectiveness and product quality. As a result, the project improved process visibility and supported more informed operational decision-making.

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The NC State College of Veterinary Medicine’s Laboratory Animal Resources and Central Procedures Laboratory manages approximately 1,600 animal research requests each year, creating a complex and error-prone process. Therefore, a senior design team redesigned request forms and streamlined workflows to improve visibility. As a result, the project enabled demand forecasting, improved resource planning, and helped the facility better manage supplies, capacity and service requests.

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Novo Nordisk wanted to reduce operator idle time and improve productivity within its finished product department. Therefore, a senior design team developed standardized staffing and workforce plans for all seven assembly lines. The team also created a future-state simulation model, staffing schedules and cross-training recommendations. As a result, the project improved labor utilization, strengthened assembly line coverage and supported future operational growth.

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Novo Nordisk’s Clayton facility faced storage capacity challenges, leading to excess inventory, material scrap and increased production costs. Therefore, a senior design team analyzed historical data to identify opportunities to improve storage utilization efficiency. The team also modeled product flow throughout the facility to better manage inventory volumes. As a result, the project increased available storage space and reduced the risk of overflow for new product lines.

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Patch Rubber needed to improve production capacity, facility layout and scheduling practices to support continued growth. Therefore, a senior design team analyzed operational data and developed recommendations that included work standards, optimized line layouts, additional processing equipment and scheduling improvements. As a result, the project reduced production times, increased throughput and supported capital investments that achieved a three-week return on investment.

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Qorvo’s Greensboro operation needed more accurate factory commit dates to support prototype manufacturing and meet customer expectations. Therefore, a senior design team used process mapping and simulation modeling to analyze complex product build scenarios. The team developed a tool that more accurately predicted factory commit dates and evaluated production performance. As a result, the project improved planning accuracy, job scheduling and resource allocation.

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Ribbon Communications installs custom communication infrastructure across North America. Each one of their projects requires close collaboration and communication in four areas. These are fulfillment, deployment, logistics, and the warehouse. Currently, too much time is being wasted sharing information via email. This waste also leads to low productivity.
The ISE students used surveys to understand the processes and their shortfalls. They designed a system that uses resident data and signaling capabilities to streamline and automate information sharing. Their solution has led to an 84 percent improvement.

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ABB wanted to help employees estimate project costs more accurately by leveraging information from previous successful projects. Therefore, a senior design team developed a user-friendly application that allows users to search historical project data based on selected criteria. The tool returns relevant cost information, including labor and materials. As a result, the project improved cost estimation and supported more informed pricing decisions for new projects.

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Carolina Country Snacks wanted to improve throughput and optimize its bagging operations. Therefore, a senior design team collected shop-floor data and established production standards to better measure performance. The team also identified process bottlenecks, increased bagging rates and reduced changeover times. As a result, the project improved operational efficiency and increased overall production capacity.

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GSK wanted to increase throughput on its metered dose inhaler packaging line while maintaining product quality. Therefore, a senior design team analyzed packaging operations to identify inefficiencies and opportunities for improvement. The team developed a Simio simulation model and evaluated machine speeds and operator placement strategies. As a result, the project identified changes capable of increasing throughput by at least 3% without compromising quality.

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NC State Sports Medicine wanted to replace inconsistent, paper-based sign-in processes used across its athletic programs. Therefore, a senior design team analyzed existing workflows and developed a mobile application to streamline athlete check-ins. The team also improved data collection and created a more effective way to share rehabilitation information. As a result, the project standardized processes, increased efficiency and enhanced communication among sports medicine staff.

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Note in the Pocket wanted to double its capacity, serve more Wake County students, and improve operational efficiency. Therefore, a senior design team analyzed organizational processes and developed periodic performance goals to measure growth. In addition, the team recommended process improvements to support expansion. As a result, the project provided a roadmap for sustainable growth and increased service to children in need.

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Novozymes wanted to reduce the cost and sourcing challenges associated with maintaining specialized processing equipment. Therefore, a senior design team evaluated additive manufacturing as an alternative for producing replacement parts. The team analyzed existing components to determine which could be 3D-printed and investigated other manufacturing options when additive manufacturing was not practical. As a result, the project identified cost-saving opportunities and improved inventory management strategies.

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Patch Rubber wanted to successfully launch a new line of patterned traffic marking tapes while improving production efficiency. Therefore, a senior design team analyzed product changeovers and existing tape-processing methods to identify opportunities for improvement. The team recommended new standard operating procedures, technologies and process enhancements. As a result, the project supported a smooth product introduction and reduced changeover times by more than 20%.

Century Furniture wanted to improve the accuracy of fabric waste factors used to determine purchasing requirements, a process that had remained unchanged for 35 years. Therefore, a senior design team evaluated alternative methods for calculating waste factors and measuring fabric usage. As a result, the project identified opportunities to improve inventory accuracy, enhance fabric costing practices and increase customer satisfaction.

CVG’s Concord facility relied on a spreadsheet-based scheduling process for its injection molding operations, making production planning time-consuming and difficult to manage. Therefore, a senior design team developed an automated scheduling system that integrated order information from multiple sources with equipment availability data. As a result, the project streamlined production scheduling, improved planning accuracy and enhanced operational efficiency.

CVG’s Concord facility experienced inefficiencies as demand increased, with corrugated materials stored in inconsistent locations. Therefore, a senior design team analyzed material storage and handling practices to identify opportunities for improvement. The team developed recommendations for optimizing storage locations and replenishment strategies. As a result, the project improved material retrieval efficiency, reduced wasted movement and supported smoother production operations.

CVG’s Kings Mountain facility sought to reduce defects in the manual sealing process for Mack Truck cabs and improve product quality before final inspection. Therefore, a senior design team developed process improvements to standardize sealant application and identify defects earlier in production. As a result, the project reduced quality issues, lowered the risk of customer complaints, and provided solutions that achieved payback within the first year.

Duke Energy wanted to provide a more consistent customer experience across its call centers while improving the efficiency of customer service representatives. Therefore, a senior design team analyzed routine customer transactions and developed process improvements to reduce average handle times. The team also evaluated how the proposed changes would affect customer satisfaction. As a result, the project identified opportunities to increase productivity, improve service consistency and enhance the overall customer experience.

GSK wanted to scale production of its dry powder inhaler product line while maximizing the use of available facility space. Therefore, a senior design team developed a simulation model to evaluate facility utilization, product mix and staffing scenarios. The model enabled the company to assess future production strategies and identify the most effective use of resources. As a result, the project supported capacity expansion and improved operational planning.

Lenovo needed to expand storage capacity within its U.S. Fulfillment Center to support continued growth without investing in an additional facility. Therefore, a senior design team evaluated storage utilization and material handling processes to identify improvement opportunities. The team developed recommendations for optimizing inventory storage and increasing automation. As a result, the project improved space utilization, enhanced operational efficiency and supported future growth within the existing facility.

Red Hat wanted to understand the effectiveness of its demand-generation strategies better and determine whether “Blitz” campaigns delivered value compared to traditional lead-generation efforts. Therefore, a senior design team analyzed campaign performance and measured awareness generated through mass outreach. Based on the findings, the team developed recommendations for future marketing investments. As a result, the project improved decision-making for customer acquisition and demand-generation strategies.

Secmation wanted to improve safety and reduce environmental risks associated with Leak Detection and Repair (LDAR) activities in chemical manufacturing facilities. Therefore, a senior design team defined LDAR tasks and evaluated methods to automate them using an uncrewed ground vehicle. The team also identified mobility, sensing and manipulation requirements and developed a funding proposal. As a result, the project established a foundation for a robotic LDAR system.

SynTec faced production line balancing issues caused by limited storage space and stacked small orders. Therefore, a senior design team developed a solution to reduce unnecessary part movement while maintaining output levels. The team focused on improving order storage and access so workers could retrieve older orders without moving newer ones. As a result, the project improved flow, reduced handling time and supported more efficient production.

SynTec wanted to understand whether new employees were learning effectively during training. Therefore, a senior design team developed learning curves for each operation in the work area. The team used these curves to measure employee progress and identify where training could improve. As a result, the project supported stronger onboarding, better performance tracking and more consistent workforce development.

The Medicine Shoppe wanted to support the growth of its medication adherence program while addressing challenges related to inventory management and delivery operations. Therefore, a senior design team analyzed demographic and insurance data to estimate demand and better understand reimbursement timelines. The team also developed tools to map and manage cash flow. As a result, the project improved planning capabilities and supported the program’s continued expansion.

Wright Global Logistics wanted to reduce its facility footprint by consolidating operations from three buildings to two. Therefore, a senior design team analyzed the company’s space utilization, inventory requirements and operational workflows to identify consolidation opportunities. The team then developed recommendations for optimizing facility layouts and storage capacity. As a result, the project provided a strategy for reducing the number of buildings used while maintaining operational effectiveness.

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Altec needed an efficient way to transport fiberglass components between its existing campus and a newly acquired facility as part of a planned operations expansion. Therefore, a senior design team developed a material transportation solution to support the movement of parts between the two locations. As a result, the project enabled a smoother manufacturing process and supported the successful integration of operations across both facilities.

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Duke Outpatient Clinic wanted to reduce patient wait times, alleviate bottlenecks and improve visibility into its healthcare delivery processes. Therefore, a senior design team developed a discrete event simulation model to analyze clinic operations and evaluate alternative scheduling and staffing strategies. As a result, the project generated data-driven recommendations that improved patient flow and provided end-to-end visibility into clinic performance.

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HSM Solutions needed better visibility into labor performance and inventory management, while reducing disruptions from unplanned downtime. Therefore, a senior design team developed a system to digitize operational data and automatically improve performance tracking. The team also developed a scheduling approach for hand-cutting operations to minimize downtime. As a result, the project enhanced operational visibility, improved planning and supported more efficient production processes.

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IBM wanted to create a more efficient and globally consistent process for reporting its Part Delivery Timeliness (PDT) metric. Therefore, a senior design team collaborated with stakeholders across multiple global regions to map existing reporting processes and identify opportunities for improvement. Based on this analysis, the team developed standardized recommendations that reduced reporting time and improved consistency across the organization.

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Secmation wanted to improve safety and reduce environmental risks in chemical manufacturing by developing an uncrewed ground vehicle for Leak Detection and Repair (LDAR) operations. Therefore, a senior design team developed a proof-of-concept simulation to evaluate the robotic system’s feasibility and define key design specifications. The team also refined the business case to support future funding efforts. As a result, the project advanced the development of an automated LDAR solution and strengthened its path toward implementation.

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Tindall wanted to reduce errors in its custom concrete manufacturing process, where manual operations could lead to incorrect measurements and faulty pours. Therefore, a senior design team collected production data and used JMP to conduct a process capability analysis. Based on the analysis and on-site observations, the team developed recommendations to improve process performance and product quality. As a result, the project identified opportunities to reduce variability and strengthen manufacturing consistency.

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The Durham VA PRIME Clinic experienced long patient wait times due to inefficiencies in its scheduling process. Therefore, a senior design team developed a comprehensive simulation model of clinic operations to evaluate patient flow and identify key bottlenecks. Based on the results, the team provided recommendations to improve scheduling performance and reduce delays. As a result, the project helped the clinic better understand its operations and identify opportunities to enhance patient care.

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Caterpillar wanted to understand better and optimize its Cab and CTL subassembly operations to improve supply chain performance at its Sanford facility. Therefore, a senior design team developed a scalable simulation model to visualize material and process flows, identify sources of waste and evaluate improvement opportunities. As a result, the project generated recommendations to increase operational efficiency and created a modeling framework that could be expanded to other operations across the company.

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Century Furniture wanted to determine whether its existing 13-week moving average forecasting method was the most effective approach for predicting demand for chair frames and fabric. Therefore, a senior design team evaluated the accuracy of the current forecasting model and compared its performance against multiple alternative methods. As a result, the project identified opportunities to improve forecast accuracy and support more effective inventory and production planning.

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CVG wanted to automate its cab inspection process to reduce human error and improve quality control. Therefore, a senior design team developed an inspection approach focused on visually verifying elective cab options before units move forward. The system also creates a searchable digital database for inspection records. As a result, the project improved inspection efficiency, reduced errors and strengthened product traceability.

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CVG Concord wanted to improve the efficiency of its S-Rim vehicular dash production cell, which suffered from excessive product handling, high work-in-process inventory and labor-intensive operations. Therefore, a senior design team analyzed material flow and production activities to identify sources of waste and inefficiency. The team then developed recommendations to streamline the value stream, reduce unnecessary touches and improve process capability. As a result, the project increased productivity and created a more robust manufacturing process.

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CVG Concord sought to improve warehouse space utilization to eliminate material flow inefficiencies and reduce handling costs. Therefore, a senior design team analyzed facility layouts, equipment placement and inventory storage practices to identify opportunities for improvement. The team developed recommendations to better organize equipment and queued inventory throughout the warehouse. As a result, the project improved material flow, increased space utilization and reduced transportation and material handling costs.

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CVG wanted to improve visibility into manufacturing performance by tracking Overall Equipment Effectiveness (OEE) and other key performance metrics across its injection molding, reaction injection molding and thermoforming operations. Therefore, a senior design team developed a Microsoft Access tool to collect, display and monitor operational data. The team also designed the system to support plant-wide OEE tracking. As a result, the project provided management with real-time performance insights and a foundation for continuous improvement.

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Honeywell wanted to improve the efficiency and safety of its Raleigh laboratory, where limited space and underutilized equipment constrained new product introduction and enhancement activities. Therefore, a senior design team analyzed workspace utilization, equipment locations and material storage practices to identify opportunities for consolidation. The team developed recommendations to optimize resource placement, improve safety and increase available workspace. As a result, the project enhanced operational efficiency and positioned the facility to support future growth better.

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The North Carolina Department of Information Technology wanted to improve organizational performance and provide leaders with better visibility into operational effectiveness. Therefore, a senior design team developed a process roadmap to streamline reporting and improve access to critical information across the agency. The team also identified opportunities to enhance coordination and performance management. As a result, the project established a framework for more effective decision-making and continuous improvement within NCDIT.

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The North Carolina Department of Transportation wanted to create a sustainable source of internal funding for facility-related needs without relying solely on legislative appropriations. Therefore, a senior design team analyzed facility utilization and financial requirements to develop recommended rental rates for different building categories. The team established a framework for generating revenue that could be directed into a revolving fund for future projects and maintenance needs. As a result, the project provided a data-driven approach to facility pricing and increased financial flexibility for the agency.

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NC State Sports Medicine wanted to strengthen its concussion and injury management process to ensure NCAA compliance, improve athlete safety and reduce the risk of miscommunication. Therefore, a senior design team evaluated existing protocols and identified gaps in documentation, communication and process oversight. The team developed recommendations to streamline procedures and improve monitoring of injury-related information. As a result, the project established a more consistent and accountable process for managing athlete health and safety.

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A Robeson County church group wanted to establish a food pantry to better serve local residents experiencing food insecurity. Therefore, a senior design team developed a plan for the pantry’s operations, layout and inventory management system. The team focused on creating a flexible storage approach and efficient workflows to support long-term success. As a result, the project provided a sustainable framework for delivering food assistance and meeting community needs.

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SAS wanted to replace its Excel-based planning for its Global Forum venue and catering orders with a more automated, user-friendly tool. Therefore, a senior design team developed recommendations for a planning system that calculates

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Boston Public Schools wanted to better understand transportation needs for students who live farther from school and rely on shuttle buses or MBTA service. Therefore, a senior design team analyzed shuttle eligibility, commute patterns and potential inequities in the program. The team also proposed more efficient transportation alternatives. As a result, the project supported fairer, more effective student transportation planning.

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The organization wanted to improve how large event expenditures were collected, tracked and managed. Therefore, a senior design team evaluated the existing data management process and developed a solution that incorporated enhanced version control and access management. As a result, the project improved data accuracy, strengthened oversight and provided a more reliable system for monitoring event-related expenses.

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Secmation wanted to evaluate opportunities to expand beyond information security services and enter the unmanned ground vehicle (UGV) market. Therefore, a senior design team researched potential commercial and industrial applications for UGV technology, focusing on markets where automation could improve safety and operational efficiency. The team assessed feasibility, market demand and implementation requirements to identify promising opportunities. As a result, the project provided strategic recommendations for future business expansion into the UGV industry.

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Toshiba wanted to modernize its retail front-end processes to better compete with the growth of online shopping and evolving customer expectations. Therefore, a senior design team analyzed customer demographics, behaviors and retail technology trends to identify opportunities for improvement. The team developed recommendations to enhance the in-store customer experience and better align operations with target market needs. As a result, the project supported a more personalized and technology-driven retail environment.

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Caterpillar, Sanford Operations, assembles several varieties of Skid Steer Loaders. To increase production levels, process flow analysis will be used to model and evaluate current standard work in the Post Assembly Process.

Optimizing flows and eliminating waste within the process will be primary objectives, which may lead to layout and staffing changes, among other recommendations.

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Duke Energy wanted to explore how existing utility infrastructure could support smart city initiatives and improve community services. Therefore, a senior design team researched potential applications for public Wi-Fi networks and camera systems using prepositioned assets such as streetlight poles. The team developed recommendations and a scalable, cost-conscious digital infrastructure model to guide future deployments. As a result, the project provided a framework for expanding smart city capabilities and enhancing community connectivity.

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NC State Sports Medicine wanted to replace its paper-based medical history documentation process with a secure electronic system that would improve accuracy, reduce administrative effort and streamline information sharing. Therefore, a senior design team evaluated system requirements and developed a paperless solution that leveraged automation tools and integrated with third-party health record systems. The team also ensured compliance with HIPAA, FERPA and NCAA regulations. As a result, the project improved data quality, enhanced workflow efficiency and strengthened regulatory compliance.

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NC State Sports Medicine wanted to improve the tracking and management of student-athlete prescription medicationsbeyond the capabilities of its existing FileMaker applications. Therefore, a senior design team developed a real-time electronic medication management system that complied with National Athletic Trainers’ Association (NATA) guidelines. The team also incorporated features to identify potential medication contraindications and improve patient safety. As a result, the project enhanced medication tracking accuracy, strengthened compliance and improved clinical decision-making.

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Vanguard, a build-to-order upholstered furniture manufacturer, currently employs assembly methods that promote excessive movements and pose potential ergonomic hazards.

Improving Vanguard’s upholstery processes and redesigning in-process transportation methods (e.g., lift carts) will help Vanguard realize previously untapped efficiencies and increase production rates, all within a safer work environment that promotes the damage-free movement of goods.

Century Furniture’s sofa manufacturing plant was running low on common frame components, affecting schedules and disrupting manufacturing operations.

The ISE student team analyzed part storage and ordering methods and rules, and developed lot-size and reorder models that optimize part availability while minimizing carrying costs, thereby respecting desired schedules and forecasts.

Commercial Vehicle Group (CVG) wanted to improve the performance of newly installed automation supporting its next-generation cab production system. Therefore, a senior design team developed a real-time process monitoring system to track weld gun performance and identify opportunities for improvement. The team also optimized maintenance schedules to reduce downtime and improve equipment reliability. As a result, the project increased process visibility, enhanced productivity and supported more effective maintenance planning.

Commercial Vehicle Group (CVG) wanted to modernize the electro-coat process at its Kings Mountain facility by replacing manual temperature controls with a more efficient and reliable system. Therefore, a senior design team developed an automated solution to monitor, collect and report critical process data while controlling bath temperatures in real time. As a result, the project improved process consistency, enhanced product quality and provided greater visibility into operational performance.

Changeover times between fragrances and associated packaging are inconsistent and wasteful. With the goal of reaching one minute per changeover, the ISE student team improved changeover time by at least 15 percent by analyzing and controlling process centerlines. By eliminating paper logbooks and converting over to a database-driven system, efficiencies with regard to staffing, changeover strategies, run-size strategies, and SKU filling were achieved.

Bulk losses due to changeover inefficiencies and improper filling of skincare equipment are a cost concern to Coty.
To solve the problem, the ISE student team designed and implemented a process standardization matrix based on specific key process parameters. The project achieved a 20 percent reduction in losses. Quality and production worker training levels will follow as impactful improvements.

Coty wanted to better understand the financial impact of safety and quality incidents and use that information to support future improvement initiatives and capital investments. Therefore, a senior design team analyzed operational data to identify the leading, lagging and intangible costs associated with safety and quality events. The team also developed a benchmarking tool that enables management to compare performance against industry peers. As a result, the project improved visibility into incident-related costs and strengthened data-driven decision-making.

Dell EMC maintains staging inventory for its manufacturing facility at an off-premises warehouse. In addition to general inefficiencies observed, the racking safety standards enforced at sister facilities have not been implemented at this location.

The ISE student team standardized processes and established best-practice policies for these activities to reduce warehousing costs, eliminate safety risks and enhance intra-facility communication.

A common customer complaint is that it takes too long to find a suitable vendor that can produce a part, prototype or otherwise, in a “quick-turn” manner.

To solve the problem, the ISE team surveyed 15 local manufacturers and collected data on machine capacity and utilization, order types, how new business is found, and the overall quoting process. The team then developed a capacities and capabilities database and provided a simulation tool that reflects machine capacities, scheduled utilization, order and material diversity and quoting parameters.

The 63L Automated Transfer Switch production line is not running efficiently due to a substantial number of defects encountered in the assembly process. The current process state is contributing to lower than desired throughput and lower profits.

The ISE team performed production line flow and balance analyses and designed, iterated and tested new pick carts for production. Through optimization, defects were drastically reduced and throughput increased by at least 10 percent.

NC State Sports Medicine wanted to improve the tracking and management of over-the-counter and non-steroidal medications to address safety and regulatory concerns. Therefore, a senior design team developed an iOS-compatible medication tracking system for athletic trainers: the system standardized documentation and improved accountability for medication distribution. As a result, the project enhanced compliance, increased patient safety and provided more reliable medication records.

NC State Sports Medicine wanted to eliminate its reliance on paper records and email-based processes for employee onboarding, licensure tracking and training management. Therefore, a senior design team evaluated available technologies and implemented a paperless data management system to centralize and streamline these activities. As a result, the project improved record accessibility, reduced administrative burden and enhanced compliance with training and licensure requirements.

Caterpillar wanted to improve the performance of its frame, lift arm and roller frame production lines by reducing nonproductive time and increasing operational control. Therefore, a senior design team developed simulation models for each production line to evaluate performance and test improvement scenarios. As a result, the project identified opportunities to reduce nonproductive time by 20–25% and provided Caterpillar with a long-term decision-support tool for future process improvements.

Joyce Farms wanted to improve the efficiency of several chicken processing lines by reducing processing time, product handling and travel distance. Therefore, a senior design team used value stream mapping to analyze current operations and identify sources of waste. The team developed recommendations to streamline process flow, reduce product touches and recover pallet storage space. As a result, the project improved inventory control, reduced costs and enhanced overall production efficiency.

Moen wanted to improve the movement of materials between its component warehouse and production floor, where multiple transportation methods were creating delays and safety concerns. Therefore, a senior design team analyzed internal traffic patterns and material flow throughout the facility. The team developed recommendations for designated travel routes and optimized truck and personnel allocation. As a result, the project improved traffic flow, enhanced workplace safety and increased operational efficiency.

NC State Sports Medicine wanted to streamline the collection, management and sharing of health-related information across multiple forms, software platforms and stakeholders. Therefore, a senior design team analyzed existing workflows and developed improvements to simplify how information is gathered, reviewed and distributed. As a result, the project enhanced communication, increased workflow efficiency and supported the delivery of higher-quality healthcare services.

Piedmont Aviation wanted to improve its landing gear repair process to meet its 30-day customer guarantee consistently. Therefore, a senior design team collected process data and developed a simulation model to identify bottlenecks and opportunities for improvement. The team also analyzed parts usage and created an inventory policy for the most critical repair components. As a result, the project improved process visibility, reduced delays and supported more reliable repair turnaround times.

Precor wanted to improve the performance of its new robotic welding cell by optimizing staffing, supermarket size, lot sizes and scheduling methods. Therefore, a senior design team evaluated the cell’s capacity, usage patterns and bottlenecks to identify improvement opportunities. The team developed a plan to increase system capacity and improve robot utilization. As a result, the project supported more efficient welding operations and better production planning.

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ATI wanted to reduce costs in its Hot Isostatic Pressing process by evaluating the canister, a key cost driver in compacting specialty metals. Therefore, a senior design team conducted a cost analysis of multiple canister manufacturing methods. The team compared production options to identify more economical approaches. As a result, the project supported better cost control and improved manufacturing decision-making.

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ATI wanted to improve the packing density of metal powders used in its Hot Isostatic Pressing process. Therefore, a senior design team evaluated alternative methods for disturbing and settling powder within canisters to achieve greater density than the existing vibrating table process. The team analyzed different approaches to determine the most effective solution. As a result, the project identified opportunities to improve powder packing efficiency and enhance process performance.

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Big Rock Sports Distribution Center wanted to improve warehouse stocking efficiency to keep pace with the large volume of hunting, fishing and outdoor products received each day. Therefore, a senior design team analyzed the stocking process and developed simulation models to evaluate alternative workflows. The team implemented changes that reduced the time required to move items from receiving docks to storage locations. As a result, the project improved warehouse throughput and increased inventory handling efficiency.

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Century Furniture wanted to reduce fabric transfers between its two Hickory upholstery facilities and improve inventory management. Therefore, a senior design team analyzed fabric consumption patterns using SAP data and developed a VBA-based decision tool. The tool recommends an optimal home storage location for each material based on its primary point of use. As a result, the project reduced unnecessary material movement and improved inventory efficiency across both facilities.

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Coty wanted greater visibility into labor utilization at its distribution facility, where existing tracking methods only provided aggregate labor totals. Therefore, a senior design team developed a database to monitor and record employee activities throughout the workday. As a result, the project enabled more detailed labor tracking, improved workforce visibility and supported better operational decision-making.

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Dyer Mobility wanted to evaluate opportunities to provide personal mobility devices to manual wheelchair users at universities and strengthen its position in the disability services market. Therefore, a senior design team conducted market research, gathered user testing data and performed economic analyses to assess potential solutions. The team then developed decision-support tools to guide management’s strategic planning. As a result, the project provided data-driven recommendations for expanding mobility services and reaching new markets.

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EMC² wanted to improve the storage and accessibility of installation kits used in its production process. Therefore, a senior design team analyzed kit inventory locations and material flow near the pack-out line. The team developed a future-state layout that optimized kit storage and improved access for production personnel. As a result, the project increased storage efficiency, reduced material handling and supported smoother pack-out operations.

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Enloe High School wanted to improve the safety and efficiency of its congested carpool operation, where long vehicle queues created traffic issues and safety concerns for students. Therefore, a senior design team analyzed traffic patterns and developed a new carpool process that worked within the existing infrastructure. The team also proposed enforcement policies to support the new system. As a result, the project reduced congestion, improved traffic flow and created a safer environment for students and parents.

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Flanders sought to reduce the high disposal costs associated with fiberglass scrap generated during air filter production. Therefore, a senior design team analyzed the sources and volume of production waste and identified opportunities to reduce scrap sent to landfills. The team developed recommendations to improve material utilization and minimize disposal requirements. As a result, the project lowered waste-related costs and supported more sustainable manufacturing practices.

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Guerbet wanted to reduce product losses during the manufacturing of contrast imaging solutions used in MRIs and X-rays. Therefore, a senior design team investigated the sources of solution loss, quantified the amount of product being lost and analyzed the underlying causes. Based on their findings, the team developed recommendations to reduce waste and improve process efficiency. As a result, the project increased product yield and reduced manufacturing losses.

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Guerbet sought to reduce labor and material losses associated with its manual powder-mixing process for radiological contrast materials. Therefore, a senior design team analyzed the existing operation and evaluated opportunities for automation. The team developed semi-automated solutions that streamlined the mixing process while reducing labor requirements and excess material waste. As a result, the project improved process efficiency, lowered operating costs and enhanced production consistency.

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IBM wanted to improve the efficiency of its customer feedback process by eliminating the manual extraction and distribution of survey data. Therefore, a senior design team automated the data collection and extraction workflow and enhanced the analytical methods used to evaluate survey responses. As a result, the project increased productivity, improved reporting capabilities and helped drive higher customer satisfaction scores.

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Lenovo wanted to improve the efficiency of its order fulfillment process by optimizing the routing of orders between bulk and small-pack shipping operations. Therefore, a senior design team developed a simulation model of the current system and evaluated alternative order-cut schedules. The team used the model to identify a scheduling approach that balanced workloads and improved operational performance. As a result, the project provided operators with an optimized order-cut schedule and increased fulfillment efficiency.

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NC State Sports Medicine wanted to improve inventory management for the supplies it purchases annually and eliminate the lack of visibility into stock levels and reorder points. Therefore, a senior design team developed a user-friendly inventory control system that tracked supplies and supported replenishment decisions. As a result, the project improved inventory visibility, reduced the risk of stockouts and provided a financially sustainable approach to inventory management.

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The NC State University Rifle Team sought to address microbial growth on its shooting suits, which lacked a standardized, effective cleaning protocol. Therefore, a senior design team researched contamination prevention methods and developed a sanitation protocol to inhibit and remove microbial growth. As a result, the project improved equipment hygiene, enhanced user safety and established a consistent maintenance process for the shooting suits.

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Tindall wanted to improve warehouse organization and inventory management at a facility that had never been systematically laid out since its construction. Therefore, a senior design team recalculated inventory levels using the Economic Order Quantity (EOQ) and reorder point methodologies and redesigned the warehouse layout to organize materials better. As a result, the project reduced material picking times, improved inventory control and helped ensure critical materials remained in stock.

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WebAssign wanted to increase its capacity to create and code questions for online learning modules. Therefore, a senior design team analyzed departmental workflows and implemented improvements focused on agile scrum practices, data analytics and continuous education. As a result, the project increased efficiency across the department and established a stronger foundation for future growth.

Caterpillar plans to increase its production in its Sanford location by 17% per week. They discovered that the method for creating the weekly build schedule is inefficient. It currently takes 190 minutes to create the schedule in Excel. The ISE student team will create an automated scheduling tool using VBA and form controls. The tool will seek to reduce the scheduler’s processing time by 95%.

EMC² orders raw materials from overseas that can arrive well before they are needed for production. They store these materials in an off-site storage facility. EMC estimates that they recycle 30 tons of packaging materials per month. The ISE student team plans to reduce the amount of waste in the packaging operations at EMC’s Apex facility. At the same time, they look to reduce the cost of packaging materials.

Flanders produces almost half a million air filters per year. They currently buy the filter’s metal frame, called a header, from an outside supplier. Flanders estimates they can save $500,000 a year by installing an in-house production line. The ISE student team plans to determine which sizes are viable for in-house production. Their goal is to develop the layout, workflow, material handling, and storage for the new production line.

The Lenovo distribution center has plans to take on more responsibilities. The current layout of the Customer Solution Center (CSC) is taking up too much space and has become inefficient as the facility’s demands have increased. The ISE student team plans to create a flexible work area to accommodate fluctuating demand. Their goal is to reduce the CSC work area’s footprint by at least 10% and increase capacity by 20%.

Novozymes has three production lines. One uses newer technologies that operate faster and more cheaply. They currently use a deterministic calculation to compute various production scenarios. This process involves many stochastic steps, which makes its calculation risky. The ISE Student team plans to create a simulation model to capture the process’s random nature and deliver key statistics.

Trivantage’s current packaging and shipping are inefficient and do not factor in the variety of orders. They want to streamline the process and increase their profit margin by 30%. The ISE student team has three solutions to the problem. They plan to change the multiple-branch shipment logic, standardize the box-size selection logic, and review Trivantage’s discount freight program. box-size selection logic

Trivantage’s current return rate for orders is above the industry average of 1%. They want to reduce their return rate to less than 1% to lower costs and improve customer satisfaction. The ISE student team plans to use multivariate analysis to discover trends in Trivantage’s return data. They want to identify the underlying causes of the high quantity issues and then develop solutions to address them.

AKG Thermal Systems wanted to implement a continuous improvement plan and lean manufacturing principles to support its growth and increased order fulfillment capacity needs. Specifically, they wanted to reduce the time required for scheduling and assembly. The ISE student team created an automated program that prioritized orders and improved the overall assembly and shipping process.

Head Quarters Taxidermy Supply (Big Rock Sports) needed to improve its current process for manufacturing Habitat materials to meet growing demand. The ISE student team created a more efficient process to enable HQ to mass-produce Habitat materials by designing a new floor layout, implementing 5S and creating a shop-floor control system.

At Big Rock Sports, orders are comprised of different products made in multiple cells. Once an item is finished in its cell and boxed, it is sent to the merge area to wait for the rest of the items in the order. Some items can wait for days in the merge area for the rest of the items to be completed. The ISE Student team created a schedule for each item in an order to be started so the entire order will arrive in the merge area at the same time, thus reducing the number of time orders spend in the merge area.

At Cummins, Inc., engines must be properly closed off to any water before being washed. If water gets into the engine, it is considered defective and must be reworked. Currently, the task of closing off engines to any water is handled by the operator. The ISE student team created a robust, systematic way to identify to the operator which caps are needed for each engine as they come through the Pre-Wash station. The system eliminated the trial and error method for determining the appropriate masking.

At Cummins, Inc., the process for masking an engine at the pre-paint station is not standardized and is performed by the operator’s memory. Combine this with the fact that there are no quality control systems to ensure the maskings are correct, and all too often, the results are customer disapproval and loss of profits. The ISE student team created a system or framework to provide error-proofing and a standardized means of masking engines.

At EMC², orders are comprised of different products made in multiple cells. Once an item is finished in its cell and boxed, it is sent to the merge area to wait for the rest of the items in the order. Some items can wait for days in the merge area for the rest of the items to be completed. The ISE student team created a schedule for each item in an order to be started so the entire order will arrive in the merge area at the same time.

EMC² has decided to create its own stinger tools because current stingers have a 12-week lead time. This problem has reached a point where the company may miss shipment goals, and management wants to ensure this does not happen in the future. The ISE student team created a program to forecast the number of stingers needed one, two or multiple quarters out.

Flanders is currently transitioning from a hot glue to a cold glue lamination process. Because of the cost savings, Flanders will add more cold glue lamination machines to its facility to meet high demand. Flanders wants to standardize its entire lamination process, from raw materials to the location of the finished rolls. To accomplish this, the ISE student team studied the current inventory flow and operating procedures to increase productivity and meet the high demand.

Caterpillar is the leader in building the world’s infrastructure and in enabling progress for millions of people around the globe. To remain an industry leader, Caterpillar continually improves its production facilities. Currently, they are looking to reduce cycle time and maintenance time for the first three cells of the lift arm assembly line. The ISE team’s project is to install a material handling system. The system must improve ergonomics, safety and cycle times while reducing maintenance downtime.

EMC² is a leading provider of IT storage hardware solutions. They promote data backup and recovery and speed up the journey to cloud computing. Currently, they store all materials in their warehouse’s “supermarket.” Workers deliver these materials to different cells throughout the warehouse. Some materials are delivered to many cells, while others are only delivered to one cell. The ISE team’s project is to compare the current delivery method with an alternative that improves material flow and reduces storage.

Flanders is the largest manufacturer of air filters in the United States. Industries like HVAC, semiconductor manufacturing, ultra-pure materials, biotechnology, and pharmaceuticals use their products. Flanders designs, manufactures, markets and distributes air filters and related products. Currently, Flanders is automating their production lines and wants to install a Baxter robot. The ISE team’s project is to determine the optimal placement of the robot to increase daily line capacity. They are also working to decrease the number of defects produced and reduce labor costs.

Siemens is a global powerhouse in the fields of electrification, automation and healthcare solutions. They have around 362,000 employees and operate in almost all countries worldwide. Currently, the repair process of their stationary gas turbine components is not operating at optimal levels. The ISE team’s project is to improve lead times and reduce repair costs.

Sports Endeavors is the leading expert in soccer, rugby and lacrosse equipment. The sports they represent are the sports for which they have a personal passion. It is this passion that gives them unique insight into their customers’ needs. The ISE team’s project is to improve the process by reducing the impact of bottlenecks and system errors. The team will establish time standards for each station, then develop optimal resource-scheduling plans to facilitate on-time deliveries.

Tindall is an industry leader in precast, prestressed concrete systems. They provide long-term performance and financial viability in all parts of the project. Currently, Tindall wants to streamline the process for maintaining their equipment. The ISE team’s project is to develop a system that would allow workers to add / view maintenance records. The system will also allow workers to print out the needed weekly maintenance requirements.

Urban Ministries of Wake County lessens the harmful effects of poverty by meeting basic needs for food, shelter and health care. Currently, they would like to improve their process for managing their pharmacy inventory. The ISE team’s project is to develop an electronic system for inputting and managing the drug inventory levels. They must also find ways to reduce inventory costs.

To maintain its position as an industry leader, Caterpillar continually improves its production facilities. Currently, limited floor space, long wait times due to the process bottleneck, and large, bulky work lead to inconsistent work in progress (WIP). The ISE team’s project is to optimize crane usage and product flow, eliminate parts stored on the floor, and achieve optimal WIP. All the while maintaining established safety guidelines.

EMC² is a leading provider of IT storage hardware solutions to promote data backup and recovery and accelerate the journey to cloud computing. Currently, the stockroom has been moved off-site, increasing the risk of internal stock-outs and leading to lost capacity or even missed shipments. The ISE team’s project is to analyze and optimize new processes to reduce internal stock-outs by 10 percent.

From tractors and engines to construction, forestry and turf care equipment, John Deere provides equipment, tools, technology and services that fit the needs of a changing world. Currently, the late configuration area of the warehouse has experienced significant growth over the last year and needs its processes optimized to increase effective production. The ISE team’s project is to identify and prioritize opportunities for improvement, develop the ideal future-state process, create an implementation plan and begin implementing the process improvement concepts.

Liquip International’s Aviation Division engineers and manufactures a wide range of aviation refueling products, including refuelers, hydrant dispensers, stationary hydrant carts and filter vessels. Currently, the cellular vehicle assembly operations lack standard work and standard operating procedures. The ISE team’s project is to create standard work for all assembly functions to provide a predictable, consistent build cycle that reduces both product lead time and overall cost.

Last year, Nomacorc produced over two billion wine closures with the best possible wine preservation performance, ensuring that the consumer’s experience is exactly as the winemaker intended. Currently, Nomacorc has no means to model or analyze its extrusion area. The ISE team’s project is to create a simulation model of the extrusion area to test different equipment and personnel scenarios and determine the optimal production layout.

Novozymes’ core business is industrial enzymes, microorganisms, and biopolymers. They employ in-house projects, strategic alliances, and acquisitions to enter new business areas. Currently, the turnaround time for fermentation equipment is planned at 16 hours, but this plan is not monitored. The ISE team’s project is to optimize the turnaround process by standardizing it and creating a visual tracking tool to monitor performance, thereby reducing waste and improving efficiency.

Revlon’s manufacturing plant in Oxford, NC, is the largest cosmetic plant in North America, producing 400 million units per year, including nail enamels, shampoo and conditioners. Currently, the machine tooling changeover needs improvement to reduce downtime. The ISE team’s project is to optimize the machine tooling changeover for key manufacturing lines by addressing time spent on changeovers, task lists for line changeovers, sequences using SMED and 5S principles, and shadow board changeover carts. Finally, the team will monitor the enhanced changeover.

Triumph Actuation Systems is an international supplier of aerospace components and systems. All of their assembled products are 100 percent inspected on test stands to verify functional abilities. Currently, the test stands are not universal, operators are not cross-trained, and there is no testing schedule. The ISE team’s project is to create an interactive schedule to prioritize testing of these assemblies. This will involve: work studies of setup/cycle time/teardown; simulations of various scenarios; statistical likelihood of passing the test; and planned maintenance shutdowns.

Urban Ministries of Wake County lessens the harmful effects of poverty by meeting basic needs for food, shelter and health care. Currently, the roads surrounding their open-door clinic lack speed limit enforcement, control over business entry and exit, and pedestrian or bus easements. The ISE team’s project is to study access to the Urban Ministries location, current traffic patterns and make recommendations on how to improve safety.

Caterpillar wanted to improve the efficiency of its lift arm welding operation as production volumes continued to increase. Therefore, a senior design team analyzed the conveyor system and material handling processes between the manual and automated welding stations. The team identified opportunities to reduce downtime, improve material flow and increase overall cell productivity. As a result, the project enhanced manufacturing efficiency and better positioned the facility to meet growing demand.

EMC² wanted to better understand and improve the performance of its internal parts distribution network at the Apex facility. Therefore, a senior design team analyzed the existing process and developed a model that provided a data-driven benchmark of system performance. The team then used the model to evaluate key performance measures and identify opportunities for improvement. As a result, the project gave EMC² greater visibility into its distribution operations and supported more informed process improvement decisions.

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Novozymes sought to improve the efficiency of delivering maintenance parts to mechanics on the production floor. Therefore, a senior design team analyzed the maintenance supply process to identify sources of waste, including waiting time and duplicate activities. The team developed standardized procedures and evaluated alternative inventory storage strategies, including centralized and decentralized approaches. As a result, the project improved parts availability, streamlined maintenance support operations and reduced process inefficiencies.

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Revlon sought to improve the performance of one or more of its highest-volume production lines by identifying opportunities to increase productivity. Therefore, a senior design team validated current line performance against theoretical capacity and benchmarked existing operations to establish performance gaps. The team then analyzed the processes and developed recommendations to improve efficiency and line output. As a result, the project identified opportunities to enhance productivity and optimize manufacturing performance.