The

QUEST

Conference

Spring 2019

Cohort 29

Letter from President Loh .......................................................................... 4

About QUEST ............................................................................................. 5

QUEST Conference Schedule .................................................................... 6

Capstone Project Portfolio

HelloFresh ..................................................................................................... 8

Kimley-Horn ................................................................................................... 10

Lockheed Martin ........................................................................................... 12

Middle River Aircraft Systems ...................................................................... 14

Northrop Grumman (Kitting) ...................................................................... 16

Northrop Grumman (Predicting Defects) .................................................... 18

Volkswagen Group of America ..................................................................... 20

Zentail ............................................................................................................. 22

QUEST Faculty and Leadership Information ........................................... 24

Fall 2018 Outstanding Capstone ................................................................ 28

Project Sponsors ........................................................................................... 29

Special Thanks & Acknowledgements ....................................................... 30

Table of Contents

May 9, 2019

Dear QUEST students:

Congratulations to each of you! Your accomplishments—in particular your projects and coursework—make all of us very proud.

Though QUEST standards are academically rigorous and challenging, you have surpassed them. Your dedication and commitment is evident in the high quality of your projects.

I am very fond of this program because it prepares you to work collaboratively in interdisciplinary teams— an experience you are likely to encounter after graduation. Your hands-on experiences will also prove useful as you move ahead.

We wish you all the best today in your conference presentations and great success in your next challenges. I have every confidence that you will do well in the next phases of your QUEST at the University and beyond.

Sincerely,

Wallace D. Loh

President, University of Maryland

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ABOUT QUEST

The Quality Enhancement Systems and Teams (QUEST) Honors Program is

a multidisciplinary, hands-on program for University of Maryland

undergraduates majoring in engineering, business, and science.

Students participate in a challenging course of study that focuses on quality

management, process improvement, and system design. Funded in 1992 by a grant from IBM to establish total quality on university campuses, QUEST

continues to produce excellent graduates prepared to face the changing

landscape of business, engineering, and technology.

Follow Us @QUESTumd!

5

#QUESTConference

QUEST Conference Schedule

Networking Reception Crist Executive Board Room

5:30 P.M. – 7:00 P.M.

Project Poster Display and Hors d’oeuvres Orem Alumni Hall—Doetsch Hall

6:00 P.M. – 7:00 P.M.

Student Presentation Breakout Sessions Orem Alumni Hall — Heise Room and Ballroom A

7:05 P.M. – 8:20 P.M.

Please use the chart on the next page to view presentation times

and rooms for each time.

Award Presentations, Closing Remarks, and Dessert Reception Orem Alumni Hall and Rever Alumni Hall of Fame

8:20 P.M. – 8:30 P.M.

6

Student Presentation Breakout Sessions

Guests may attend presentations in either of the rooms.

Time has been built into sessions to allow guests to move between

rooms. Each session will be 15 minutes with a 5 minute

transition interval between sessions.

Heise Room Ballroom A

Session 1

7:05-7:20 P.M.

Lockheed Martin Northrop

Grumman—

Predicting Defects

Session 2

7:25-7:40 P.M.

Kimley–Horn Middle River Aircraft Systems

Session 3

7:45-8:00 P.M.

Volkswagen Group

of America

HelloFresh

Session 4

8:05-8:20 P.M.

Northrop Grumman—

Kitting

Zentail

7

PROJECT SUMMARY HelloFresh is an international publicly traded meal-kit company based in Berlin, Germany. It is the largest meal-kit provider in the world, has served consumers in the United States since 2012, and also has interna-tional operations in Canada, Western Europe, New Zealand and Australia. The US Sales Operations Team aims to acquire new customers efficiently and effectively. One way HelloFresh reaches potential customers is through events. Events are organized opportunities for HelloFresh to set up a table and sell product to potential customers (i.e. gyms, malls, farmers markets, etc.). Since HelloFresh moved to the U.S. in 2012, the company has expanded rapidly and has dramatically increased the number of events booked. Our team identified an opportunity to tie sales to the events at which the sales were made and assembled a set of recommendations geared towards improving HelloFresh’s data flow to enable a data-driven event selection strategy. The result is that HelloFresh can measure the effectiveness of previous events and more effectively choose future events. As a byproduct, employees on every level, from C-level executives to event coordina-tors, can now make strategic event decisions using insights the company never had.

CONTRIBUTIONS AND RECOMMENDATIONS Our recommendations follow three parts: designing automatic and continued data system linkage, building an event-reporting analytics dashboard, and using both to make a redesigned event booking process. Through these suggestions, we aim to redesign the event booking process so HelloFresh employees can more strategically book the events that maximize sales. To automatically link HelloFresh’s five different data systems, we implemented a unique Event ID field and used it to automatically pool essential data in one place. This eliminates the need for sales representatives to manually enter sales following each event, reduc-ing human error and increasing efficiency. In order to ensure the newly combined data can be easily under-stood by various employees, we designed a visually-appealing dashboard to generate graphs and visuals that report on previous event performance. With this linked data and visually appealing dashboard, the team leading the event research and booking process will now have a more structured process using historical performance to make stronger decisions about events that will generate more sales.

THE QUEST - HELLOFRESH PROJECT

LEVERAGING DATA TO IMPROVE EVENT SELECTION STRATEGY

STUDENT TEAM: HELLO QUEST

8

Project Champions:

Benjamin Rank, Head of US Sales Operations,

Steven Zhou, SHRM-CP Sr. Associate, US Sales Special Ops

Annesha

Goswami—

Information Sys-

tems, Operations

Management &

Business Analytics

Brianna

Ho—

Bio-

engineering

David

Rosenstein—

Marketing

and

Management

Laura

Zheng—

Computer

Science

Ariana Riske—

Marketing,

Operations

Management &

Business Analytics

James Wang—

Computer Science

& Finance

Faculty Advisors: Dr. Joseph Bailey, Executive Director, QUEST Honors Program

Dr. Lingling Zhang, Assistant Professor, Robert H. Smith School of Business

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PROJECT SUMMARY Kimley-Horn is one of the nations premiere engineering, planning and design consulting firms. Kimley-Horn works in the Consulting Industry, specifically in the Planning and Design Engi-neering subcategory. They have many offices throughout the country, but the office we inter-faced with was the one in Reston, Virginia. Our project goal was to serve as subconsultants to the Kimley-Horn consulting group for the University of Maryland. We were tasked with evalu-ating the current alternative transportation options, providing recommendations, and finally planning on how to integrate them. The opportunity for impact is huge because through this project we were given the chance to evaluate and then recommend improvements to the cur-rent alternative transportation options through the lens of a student who currently attends the University of Maryland

CONTRIBUTIONS AND RECOMMENDATIONS We first conducted preliminary research by analyzing what other colleges around the US are doing, conducting interviews, etc. Then, we proceeded to help conduct focus groups. After that, we conducted data analysis on the survey administered by Kimley-Horn. Some of the methods we used were Linear Regression, Annova, Pivot Tables, and Chi-Squared Tests. Using all of the information we collected from the previous steps, we developed recommendations. The recommendations are divided into 3 primary categories: Immediate, Before Purple Line, and After Purple Line. The final recommendations proposed by the team were restructuring the Department of Transportation’s websites and communication, constructing additional bike lanes to increase bike accessibility, and piloting a program for an on campus scooter system. We also provided some potential long-term recommendations and the factors that the university should consider when making these changes after the purple line is implemented on campus.

THE QUEST - KIMLEY—HORN PROJECT RESTRUCTURING UNIVERSITY OF MARYLAND’S ALTERNATIVE TRANSPORTATION SERVICES

STUDENT TEAM: KIM(LEY) POSSIBLE

Project Champion: Mike Shindledecker, Transportation Analyst

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Puneeth

Bikkumanla—

Computer

Science

Michael

Khizgilov—

Finance

Mary Smith—

Mechanical

Engineering

Kelli Webber—

Computer

Science

Sasha Miller—

Computer

Science

Faculty Advisor: Professor David Ashley, Robert H. Smith School of Business

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PROJECT SUMMARY Lockheed Martin is a leading global security and aerospace company that supports six US gov-ernment customers and 43 international allied partners. Our client, Rotary and Mission Sys-tems (RMS), is one of the four primary segments of Lockheed Martin. Although RMS works on more than one thousand programs, our project focuses on the Moorestown facility that manu-factures integrated warfare systems and sensors. RMS presented us with an opportunity to im-prove their current engineering labor rate setting process. Rates are the number of hours it takes to manufacture, test, and perform quality control checks on each system within produc-tion. These rates are essential in determining the total cost for each contract that RMS under-takes. Currently, our client does not utilize predictive data analytics in calculating these rates, which may lead to an additional one to five months, should the rates be rejected by leadership. Our solution will allow for a greater focus on data-based decision making, thus providing signif-icant time savings.

CONTRIBUTIONS AND RECOMMENDATIONS Our team utilized a multifaceted strategy to identify the areas of potential impact within the rate setting process. This approach consisted of conducting interviews and a site visit of the primary production facility in Moorestown, NJ, as well as analyzing rate data. The team was able to create a visual representation of the current process and identify key bottlenecks. RLA Consulting has created a multivariate linear regression model, increasing the statistical backing and predictive capabilities of the process. Additionally, the team recommends that RMS collect data on a number of variables to incorporate into the future predictive model. This new pre-dictive model will provide industrial engineers with enough leverage to push their rates through leadership faster. These recommendations will evoke improved standardization and times sav-ings within RMS.

THE QUEST - LOCKHEED MARTIN PROJECT

STANDARDIZATION OF THE ENGINEERING RATE SETTING PROCESS

STUDENT TEAM: RLA CONSULTING

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Project Champion: Nick Gregorio, Manufacturing Program Manager

Shannon

Donaldson—

Mechanical

Engineering

Nadine

Eloseily—

International

Business &

Zarek Peris—

Computer

Science

Tuvia

Rappaport—

Aerospace

Engineering

Haley

Greenspan—

Finance &

Computer

Faculty Advisor: Dr. Joseph Bailey, Executive Director, QUEST Honors Program

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PROJECT SUMMARY Middle River Aircraft Systems (MRAS) is a part of the aircraft industry, manufacturing engine nacelles, thrust reversers, and complex aerostructures for commercial and military aircraft sys-tems, as well as providing technical support and spares services for its products. MRAS also has in-house expertise and extensive production resources for lightweight composite materials across a full range of aviation applications. Located on Maryland's Chesapeake Bay, MRAS operates a 1.7 million square feet facility on 180 acres with about 845 employees. MRAS is seeking ways to prevent injuries on the work floor as concerns have grown with the recent in-crease in demand for MRAS's products. MRAS currently experiences a significant amount of injuries that lead to lost work time for MRAS and lower worker morale. To address these con-cerns, we have developed a dynamic risk assessment and ranking device to identify the top risks on the factory floor. This device will be used to identify which risks are the highest priority and proactively facilitate the mitigation of those risks before an injury occurs, offering the potential to prevent all injuries that result from unsafe conditions.

CONTRIBUTIONS AND RECOMMENDATIONS The first step in our process was to research different risk analysis tools. Our research led us to the modified Failure Modes Effects Analysis (FMEA) approach. FMEA is a systematic approach to identify the underlying causes of injuries. We further researched injury risks through a variety of methods. We conducted focus groups, analyzed previous data, and sent out a survey. Our research culminated in the creation of the Risk Analysis Prioritization & Intervention Device (RAPID). We settled on four recommendations. MRAS should implement a safety committee to monitor safety on the floor and operate the device. Also, a FMEA approach should be used. Furthermore, the safety committee should design controls to mitigate risks. Finally, MRAS should integrate their injury report forms into RAPID to provide additional data.

THE QUEST - MIDDLE RIVER AIRCRAFT SYSTEMS PROJECT

INJURY RISK REDUCTION IN PLANT OPERATIONS

STUDENT TEAM: JUST WINGING IT

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Project Champions: Andrew Hong, Lead Lean Manufacturing Leader

Mackia Kanu, Manufacturing Improvement Specialist

Bud Zahn, Environment, Health, and Safety Manager

Kara Eppel—

Accounting and

Information

Systems

Charles

Grody—

Mechanical

Engineering

Celine Moarkech—

Data Analytics in

Biotechnology

Natan Oliff—

Computer

Science

Elise Mazzuca—

Operations

Management

and Finance

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PROJECT SUMMARY Our client, Northrop Grumman, is a leading global security company providing modern solu-tions and innovations in the cyber and strike sectors. Our project focuses on the production of Third Stage Rocket Motors at the Propulsion Systems and Controls Branch. Northrop Grum-man recently acquired Orbital ATK, a major Defense Systems Group leader and currently oper-ates a new Missile Defense and Controls facility in Elkton, Maryland. This facility spans across nearly 650 acres with over 100 buildings utilized for the inventory of approximately 450,000 parts in addition to rocket motor manufacturing. The opportunity of this project involved evaluating the pre-manufacturing storage and delivery of parts, a process that had previously been overlooked. Our team focused on creating a method to determine which sub-assembly parts could be kitted together to improve storeroom efficiency and ease of manufacturing of the Third Stage Rocket Motor, which makes up nearly 60% of their monthly production from government contractors. This focus will optimize the pre-manufacturing process and provide sustainable time and cost savings. Overall, kitting parts reduces manufacturing time, eliminates interdepartmental dependency, and minimizes time consuming non-value added steps experi-enced by the store room clerks.

CONTRIBUTIONS AND RECOMMENDATIONS The RocKITeers approached this project eager to accomplish the ultimate goal of determining what sub-assemblies of the Third Stage Rocket Motor could be kitted to optimize their pre-manufacturing inventory process, reduce manufacturing time, and increase cost savings. Our approach included numerous site visits, data analysis of the most frequent parts, kit and process design, and creating an implementation strategy. Our team designed an efficient kanban system to manage the flow of inventory parts from Receiving and Inspection, through the store room, and out for delivery to the specific manufacturing buildings around the facility. Our recommen-dations are currently being implemented and will reduce time spent by the clerks stocking the store room, provide better organization of the storage facility, and enable more efficient manu-facturing of the Third Stage Rocket Motors. These implementations will ultimately save 850 labor hours per year, resulting in about $342k in yearly savings.

THE QUEST - NORTHROP GRUMMAN (KITTING) PROJECT

IMPROVING THE PRE-PRODUCTION PROCESS OF PART SELECTION & ORGANIZATION

STUDENT TEAM: THE ROCKITEERS

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Project Champion: Jason Brady, Director of Supply Chain

Melissa Maurer—

Mechanical

Engineering

Benjamin Miller—

Mechanical

Engineering

Dennis Morozov—

Neurology and

Physiology

Erin Reilly—

Bioengineering

Faculty Advisor: Dr. Jeffrey Hermann, Professor, A. James Clark School of Engineering

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PROJECT SUMMARY Northrop Grumman is a world leader in the aerospace and defense industries. With locations around the world, our team worked with the Mission Systems team located in Linthicum, Maryland, next to the Baltimore Washington International airport. This division is responsible for software and hardware solutions that provide exceptional situational awareness and under-standing to protect the U.S. and its global allies. Northrop Grumman develops systems that consist of hundreds of components, and mistakes in any of these could cause months of rework time, or catastrophic failures if left unnoticed. Currently, data is collected for each work order and operation performed in the manufacturing cycle, but little is done with this data. In this project, our team aimed to use this data for two main investigations. The first was to identify key factors that lead to decreased yield and increased order time. The second was to find key indicators in component work orders that lead to higher likelihoods of failure.

CONTRIBUTIONS AND RECOMMENDATIONS The basis of this project was drawn in data analytics. In order to determine key factors men-tioned earlier, we used heatmaps and pareto charts. The heatmaps are used to give insight into correlations between two input attributes and a third output attribute. The pareto charts are used to determine which part numbers are most likely to be reworked. To make predictions about failures based on the data, decision trees and regression models were used. Decision trees were also used to predict if a given component would fail. In order to predict if a system would fail, regression models were trained on the data about components from which the sys-tems are developed from. Based on the models developed, our team recommends using these two methods to find key factors in determining which parts and associated attributes are highly correlated with failure, then using these as inputs for the predictive models to make robust predictions that maximize reduction in system level defects.

THE QUEST - NORTHROP GRUMMAN (PREDICTING DEFECTS) PROJECT

DETECTING SYSTEM-LEVEL DEFECTS WITH COMPONENT-LEVEL DATA

STUDENT TEAM: THE GRUMMLINS

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Project Champions: Thomas Lease, Chief Engineer

Nishay Raja, Mission Assurance Engineer

Marcus Robinson, Cell Manager

Nick Storey, Operations Program Manager

Immanuel

Garcia—

Computer

Science

Adam Hostetter—

Finance, Operations

Management and

Business Analytics

Alexandra

Rundlett—

Materials Science

and Engineering

Jack Sturtevant—

Computer

Engineering

Aman Kalsi—

Computer

Science

Faculty Advisor: Dr. Jim Purtilo, Associate Professor, College of Computer, Mathematical, and Natural Science

19

PROJECT SUMMARY Volkswagen Group of America oversees the U.S. operations of internationally recognized brands, such as Audi, Bentley, and Volkswagen. The company brings high quality, attractive, and carefully engineered vehicles to almost 600,000 customers annually, and since its founding in 1955, has expanded to over 8,000 employees and 1,000 dedicated dealerships. Due to this ever expanding network, Volkswagen Group of America approached QUEST with the oppor-tunity to explore the process of vehicle delivery from factory to dealership, to identify and miti-gate inefficiencies, and to develop an improved predictive model for delivery times. In doing so, the team could improve customer satisfaction and process efficiency. To achieve this goal, Das-Car visited the Volkswagen Group of America Port of Houston as well as Audi Silver Spring in order to collect data, conduct stakeholder interviews, and develop a value stream map of the process. From these results, the team developed recommendations aimed at improving custom-er satisfaction, reducing inefficiencies, and cutting costs.

CONTRIBUTIONS AND RECOMMENDATIONS DasCar Consulting analyzed 2018 car sales in the United States, visited the Port of Houston to develop a value stream map, and interviewed key stakeholders present from a car’s arrival at port to its arrival at the dealership. From this process, the team reached three primary conclu-sions: that communication was limited between steps in the process, that the port was experi-encing significant lean waste in the form of transportation, and that the current model only accounted for a single month of historical data. Taking these conclusions, the team recom-mended the creation of a proprietary system for communication between parties as well as the implementation of a cellular layout for car flow within a port. Finally, the team developed a model based on the most significant determinants of vehicle delivery times, such as seasonality and regionality. DasCar’s recommendations serve to eliminate up to 7 days of delays in the process, increase customer satisfaction by 25%, and save upwards of $1,800,000 in expenses.

THE QUEST - VOLKSWAGEN GROUP OF AMERICA PROJECT

A REVAMPED MODEL FOR ACCURATE CAR DELIVERY

STUDENT TEAM: DASCAR CONSULTING

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Project Champions: Adebowale Abeleje, Logistics Optimization Lead

Scott Mabry, Senior Manager, Business Planning & Optimization

Roger Mao—

Finance,

Operations

Management,

and Economics

Cavan

Morley—

Mechanical

Engineering

and

Government

& Politics

Ankit

Sheth—

Finance

and

Education

Anna Xi—

Finance and

Information

Systems

Shanaya

Mullan—

Computer

Science

Doron Tadmor—

Operations

Management &

Business Analytics

and International

Business

Faculty Advisor: Dr. Courtney Paulson, Assistant Professor, Robert H. Smith School of Business

21

PROJECT SUMMARY Zentail is a venture capital-backed startup that makes software for e-commerce sellers to manage their products across multiple sales channels. Their e-commerce operations platform is the most feature-rich, flexible software in the industry. Zentail simplifies running a business, with software integrations spanning over 100 sales websites, logistics providers, and other third-party services. As a rapidly growing company, Zentail has not yet implemented advanced customer relationship management (CRM) processes. Entering a new phase of growth with higher-value customers who have more specialized needs, the company needs to develop processes to help retain valuable customers. Our team has been working with Zentail to reduce customer churn through a better understanding of each customer’s health profile (consisting of their pain points, goals, feature usage, and the status of their business). With a new system for measuring both the qualitative and quantitative aspects of a customer relationship, Zentail will be better positioned for success in its upcoming stage of growth.

CONTRIBUTIONS AND RECOMMENDATIONS Our recommendations center around the establishment of an adaptable feedback loop. This begins the moment a potential customer interacts with a Zentail salesperson and continues throughout the entire customer journey. Members of Zentail’s sales and marketing, implemen-tation, and customer success teams will gather and refer to qualitative information about the customer using a structured system that we co-developed with all of the teams that have touch-points with Zentail’s customers. These qualitative pieces of information measure customer challenges, goals, key milestones, and other important information that Zentail previously did not gather in a structured fashion. In addition, each of these qualitative metrics are tied to a quantitative measure of success that is displayed on a customer health card, accessible to every-one in the company. This customer health card informs the customer success team so that they can provide more tailored services to customers and monitor the status and satisfaction of a customer against their unique needs. Ultimately, our recommendations save Zentail time and money and provide them a strong foundation to be able to grow their start-up while continually providing out of this world customer service.

THE QUEST - ZENTAIL PROJECT

DATA DRIVEN CUSTOMER RETENTION

STUDENT TEAM: COOL CATS CONSULTING

22

Project Champion:

Matthew Thomas, Software Engineer

Fadil Ibrahim—

Computer

Science

Kellen Liu—

Information

Systems and

Operations

Management

Adam Sarsony—

Computer

Science and

Operations

Management

Joyce Zhou—

Finance and

Operations

Management

Eitan Prince—

Computer

Science

Faculty Advisor: Dr. Jim Purtilo, Associate Professor, College of Computer, Mathematical, and Natural Science

23

QUEST FACULTY AND LEADERSHIP

DR. PAMELA ARMSTRONG ASSOCIATE DIRECTOR, QUEST HONORS PROGRAM CLINICAL PROFESSOR OF MANAGEMENT SCIENCE ROBERT H. SMITH SCHOOL OF BUSINESS Dr. Pamela Armstrong is a Clinical Professor in the Decision, Operations & Information Technologies department at the Smith School. She teaches the introductory QUEST course on design and quality and the QUEST mentors course. She also teaches courses in operations management, operations strategy, decision analytics and project management. Her areas of interest include quality, performance excellence, and service operations. Dr. Armstrong is a Distinguished Fellow at the Academy for Innovation and Entrepreneurship through which she also teaches courses on design and innovation. Prior to joining the Smith School, Dr. Armstrong ran a management consulting firm that provided operational analysis, strategic planning, and performance management services to federal clients. Be-fore consulting, she served on the faculty at Georgetown University’s McDonough School of Business. Dr. Armstrong also worked as an engineer at IBM, AT&T Bell Laboratories & Hughes Aircraft Company. She earned her Ph.D. in Operations and Information Manage-ment at the Wharton School of the University of Pennsylvania, her M.S. in Operations Research and Industrial Engineering from the University of California, Berkeley, and her B.S. in Systems Engineering from the University of Arizona. DAVID ASHLEY, M.B.A. EXECUTIVE IN RESIDENCE, QUEST HONORS PROGRAM ROBERT H. SMITH SCHOOL OF BUSINESS David Ashley is an adjunct professor and an Executive in Residence at the University of Maryland’s Smith School of Business. He is currently the Human Capital Data Analytics Division Manager at the Department of Homeland Security. In that role, Mr. Ashley man-ages a division overseeing analytics and reporting of the DHS workforce that includes 230,000 people across the 10 DHS components. Before his current role at DHS, he was a program analyst for the Federal Emergency Management Agency (FEMA) within the De-partment of Homeland Security where his duties involve developing business models, per-formance measurement and survey work, and program management and program reviews. Before joining FEMA, he also worked at the Department of Homeland Security, Customs and Border Protection (CBP), the U.S. Small Business Administration (SBA), and the Small Business Development Center at the University of New Mexico. He also served as president of the University of Georgia’s Marketing Research Institute International, and he served two terms as president of the Mid-Atlantic Chapter of the Marketing Research Asso-ciation. Mr. Ashley has many publications including a marketing research college textbook published by Kendall Hunt Publishing. He holds an undergraduate degree from the Uni-versity of North Carolina and a graduate degree from the University of New Mexico.

24

QUEST FACULTY AND LEADERSHIP

DR. JOSEPH P. BAILEY EXECUTIVE DIRECTOR, QUEST HONORS PROGRAM ASSOCIATE RESEARCH PROFESSOR, DEPARTMENT OF DECISIONS, OPERA-TIONS, AND INFORMATION TECHNOLOGIES ROBERT H. SMITH SCHOOL OF BUSINESS Dr. Joseph Bailey is the Executive Director of the QUEST Honors Program and an Associ-ate Research Professor at the Smith School. He has been a faculty member at the Universi-ty of Maryland since 1998. Previously, he directed the QUEST Honors Program from 2009 -2014. He stepped down from that role to spend a year as an Edison Scholar at the United States Patent and Trademark Office and returned in 2017. He teaches a variety of under-graduate and graduate classes including entrepreneurship and information systems. He is the cohost of the podcast Bootstrapped, which is produced by the University of Maryland’s Dingman Center for Entrepreneurship. Dr. Bailey has a Ph.D. from the Technology, Man-agement and Policy Program at MIT, an M.S. in Engineering-Economic Systems from Stan-ford University, and a B.S. in Electrical Engineering and Engineering and Public Policy from Carnegie Mellon University. RACHEL DIDONNA, M.A. PROGRAM COORDINATOR, QUEST HONORS PROGRAM Rachel DiDonna is the Program Coordinator for the QUEST Honors Program. She over-sees QUEST's internal operations from recruitment and admissions processes to orienta-tion and conference coordination and advises three QUEST student organizations. Rachel received her B.A. in History and Secondary Education from the University of Maryland, College Park and her M.A. in Higher Education Administration and Student Affairs from Boston College. Prior to returning to UMD, Rachel served as the Program Coordinator for Barrett, The Honors College at Arizona State University. Rachel also worked with Living & Learning Communities at Boston College and served as a Collegiate Services Specialist with Sigma Kappa National Headquarters. DR. CHRISTINA ELSON ASSOCIATE RESEARCH SCHOLAR AND MANAGING DIRECTOR, ED SNIDER CENTER FOR ENTERPRISE AND MARKETS ROBERT H. SMITH SCHOOL OF BUSINESS Dr. Christina Elson is an Associate Research Scholar and the Managing Director of the Ed Snider Center for Enterprise and Markets at the Robert H. Smith School of Business, Uni-versity of Maryland, where she teaches and also conducts research on how core psychologi-cal traits and behaviors influence attitudes towards trust, risk and communication. She holds a PhD in Anthropology from the University of Michigan-Ann Arbor and is a gradu-ate of the Smith School of Business Executive MBA program. Dr. Elson is the host of a newly launched podcast called the Inc. Tank that explores the potential market impact of emerging technology.

25

QUEST FACULTY AND LEADERSHIP

RUSSELL OTTALINI GRADUATE ASSISTANT, QUEST HONORS PROGRAM Russell Ottalini is the Graduate Assistant for the QUEST Honors Program. He is an in-structor in 390H and assists the Curriculum Review Committee. He also works with QUEST alumni, assists with daily operations and international programming, and helped facilitate the IBM Design Challenge. Russell received a B.A. in Japanese and Sociology from the University of Pittsburgh in 2013 and is a current student in the University of Maryland’s Urban Studies and Planning M.A. program. His research interests include ur-ban design, placemaking, and international planning. Russell will be graduating this Fall. DR. JIM PURTILO ASSOCIATE PROFESSOR, COMPUTER SCIENCE COLLEGE OF COMPUTER, MATHEMATICAL, AND NATURAL SCIENCES Dr. Jim Purtilo specializes in software development and product assurance, and his re-search is currently funded by the Office of Naval Research on a cyber security systems pro-ject. With prior support from the National Science Foundation, Department of Defense Advanced Research Projects Agency and various corporate sources, Purtilo has studied and published on topics of software producibility, formal methods, rapid prototyping and test-ing. Purtilo has served on the Defense Biometric Support Team (an advisory group to the Office of the Secretary of Defense) and consulted with the Division of Civil Rights within the Department of Justice. At the University of Maryland, he has served as the Associate Dean for Undergraduate Education in the College of Computer, Mathematical and Physi-cal Sciences, chaired the undergraduate Computer Science program and directed the Mas-ter's of Software Engineering Program. He received his Ph.D. in Computer Science from the University of Illinois at Urbana in 1986. JESSICA ROFFE, M.A. ASSISTANT DIRECTOR, QUEST HONORS PROGRAM Jessica Roffe is the Assistant Director for the QUEST Honors Program. She leads corpo-rate and alumni relations, advises students and student organizations, and teaches two elective courses: Scoping Experiential Learning Projects and Design and Innovation in Silicon Valley. Jessica received her BA in Psychology from the University of Maryland, College Park and her MA in Higher and Postsecondary Education from Teachers College, Columbia University. Prior to joining QUEST five years ago, Jessica was the Graduate Assistant in Columbia University’s Office of Student Engagement.

26

QUEST FACULTY AND LEADERSHIP

DR. IAN WHITE ASSOCIATE PROFESSOR, ASSOCIATE CHAIR, AND DIRECTOR OF UNDERGRADUATE STUDIES FISCHELL DEPARTMENT OF BIOENGINEERING A. JAMES CLARK SCHOOL OF ENGINEERING Dr. Ian White is an Associate Chair and the Director of Undergraduate Studies in the Fischell Department of Bioengineering at the University of Maryland. Dr. White received his Ph.D. in Electrical Engineering from Stanford University in 2002, where he developed next generation optical metropolitan area communication networks. He then served as a Member of Technical Staff at Sprint’s Advanced Technology Laboratories until 2005. At that time, Dr. White transitioned into the field of optical biosensors as a Postdoctoral Fel-low in the University of Missouri Life Sciences Center. In 2008, Dr. White joined the fac-ulty in the Fischell Department of Bioengineering at the University of Maryland and was promoted to Associate Professor in 2014. His research group aims to develop novel mi-crosystems for applications in chemical analytics and disease diagnosis. In particular, the group emphasizes sample preparation for ease-of-use and amplified transduction tech-niques to improve detection performance.

27

MOST OUTSTANDING CAPSTONE— FALL 2018

THE QUEST—NORTHROP GRUMMAN (INVENTORY) PROJECT PROJECT: OPTIMIZING INVENTORY MANAGEMENT

ERIC DING

ELIZABETH GILLUM

JORDAN KING

BRANDON LUCAS

PROJECT SUMMARY Northrop Grumman is a leading global security company providing innovative sys-

tems, products and solutions in autonomous systems, cyber, C4ISR, space, strike, and

logistics and modernization to customers worldwide. Northrop Grumman recently

acquired Orbital ATK, a major Defense Systems Group leader, and now operates a

new Missile Defense and Controls facility located in Elkton, Maryland which contains

approximately 450,000 part numbers with 4.5M parts in inventory that is consumed

throughout 100 buildings. Within the facility, there was an opportunity to optimize

the flow of inventory, reduce picking & sorting time for inventory, and modernize the

capabilities of the current inventory management system. This semester, Brady Bunch

Consulting worked to enhance Northrop’s inventory management process by creating

a more transparent internal management system for employees, revamping the inven-

tory storage method, and increasing the efficiency of inventory delivery runs. The

changes recommended by the team will help to reduce the time needed to complete

projects which will allow for an increase in both potential capacity & yearly earnings.

CONTRIBUTIONS AND RECOMMENDATIONS Brady Bunch Consulting began this project with a fluid three phase approach with the

overall goal of minimizing waste by reducing non-value added activities related to time

and motion. This approach included site visits, stakeholder interviews, data analysis

and visualization, iterating recommendations with key stakeholders, and risk analysis.

The team has designed a more advanced inventory queue system, developed an alter-

native method to inventory storage, and introduced a new delivery and pickup pro-

cess. The recommendations and deliverables provided will allow for increased visibility

and planning, a more organized main parts room, the ability to plan delivery routes,

and increased daily capacity. These changes will result in a 40% decrease in time need-

ed to deliver parts to production, a 10% increase in capacity, and an increase of

$288,000 in earnings per year.

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PROJECT SPONSORS

The companies below have made significant contributions to our students as they completed their capstone learning projects. In addition to financial contributions, these sponsors have given enormous amounts of time and thought leadership to our student teams.

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QUEST would like to thank and acknowledge all of the individuals, committees, and organizations who have contributed to this event.

QUEST STUDENTS QUEST ALUMNI

FAMILY, FRIENDS, AND UNIVERSITY COLLEAGUES QUEST PARTNER COLLEGES

A. James Clark School of Engineering College of Computer, Mathematical, and Natural Sciences

Robert H. Smith School of Business

COURSE TEACHING ASSISTANT Josh Cocker (Q27)

QUEST OFFICE ASSISTANT Jeffrey Zhao (Q28)

ROBERT H. SMITH EVENTS Marlo Smith

RIGGS ALUMNI CENTER Jack Blaney

CATERER The Chef’s Table

PHOTOGRAPHER Tommy Piantone

STUDENT VOLUNTEER COMMITTEE Charlie Bond (Q27)

Simran Chertara (Q33) Doyina Eyam-Ozung (Q34)

Jill A. Gelinas (Q28) Ryan Gerbes (Q33) Ishaan Parikh (Q28) Ankita Sahoo (Q30) Kevin Senkus (Q34)

Deanna Yi (Q33)

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QUEST CREATIVE Amitai Cohen (Q28)

Brianna Ho (Q29) Matt Masison (Q27) Kelli Webber (Q29)

QUEST PRESS Anusha Dixit (Q31) Kara Eppel (Q29)

Christina Giovanazi (Q31) Annesha Goswami (Q29)

Matt Masison (Q27) Alyssa McKinney (Q31) Arianna Minas (Q32) Rohan Mishra (Q32)

Celine Moarkech (Q29) Caitlin Thompson (Q28) Jacob Wilkowsky (Q19)

QUEST RECRUITING Aditi Balachandran (Q31)

Silvia Caceres (Q27) Anusha Dixit (Q31)

Nadine Eloseily (Q29) Kevin Jiang (Q30)

Lindsey Johnson (Q27) Shivani Krishnamurthy

(Q30) Pranav Kuruba (Q32)

Alissa Li (Q28) Rishik Narayana (Q31)

Samantha Pearlstein (Q31) Logan Rist (Q31)

David Rosenstein (Q29) Noah Vernick (Q28) Brian Yuwen (Q28) Joyce Zhou (Q29)

CURRICULUM REVIEW

COMMITTEE Pamela Armstrong

David Ashley Joseph Bailey

Charles Bond (Q27) Rachel DiDonna

Elizabeth Gillum (Q28) Jessica Roffe

Chineme Obiefune (Q25) Russell Ottalini

Jim Purtilo Mary Smith (Q29)

Colin SyBing (Q30)

QUEST CORPORATE Melissa Maurer (Q29)

Yash Mehta (Q31) Prateek Sayyaparaju (Q28)

Michael Vetter (Q28) Ekansh Vinaik (Q30)

Regina Wingate (Q30) Olivia Wolcott (Q30)

Shreyas Urdhwareshe (Q31)

QUEST SOCIAL Nadine Eloseily (Q29)

Jill Gelinas (Q28) David Golding (Q32)

Emily Mast (Q31) Melissa Maurer (Q29)

Liam Mercer (Q28) Alvina Pan (Q32)

Megha Reddy (Q27) Ankita Sahoo (Q30) Eric Schlosser (Q32)

Napiera Shareef (Q27) Grace Zhang (Q31)

QUESTECH Gesna Aggarwal (Q32) Mutaz Ahmed (Q32) Molly Carroll (Q32)

Akshay Guthal (Q27) Lydia Hu (Q32)

Minya Rancic (Q32) Dan Selzer (Q27)

Angela Yang (Q32) Christina Zhang (Q32)

RIGGS ALUMNI CENTER FLOOR PLAN