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1TAUBER.UMICH.EDU

TAUBER INSTITUTE FOR GLOBAL OPERATIONS

WELCOME

Dear Honored Guest, September 18, 2015

Welcome!

We are pleased you are joining us at Spotlight! 2015. This is the Tauber Institute’s 22nd Spotlight! event and

it promises to be our best. Thirty-five team projects, staffed by 89 students with 54 faculty advisors, at 23

sponsoring companies from various global organizations in many sectors, including manufacturing and supply

chain, health care, energy, technology, and logistics will be presented today; you will experience the stimulating

results of their 3½ month summer efforts.

Your day will begin with opening remarks by Dean Alison Davis-Blake of the Ross School of Business followed by

seven sessions where you will be able to choose from several project presentations each. Later in the afternoon,

our Closing Ceremony will include remarks from Joel Tauber and Dean David Munson of the College of

Engineering, sponsor longevity awards, the alumni scholarship award, and conclude by announcing the judges’

choices for top teams and making scholarship check presentations.

Thank you for joining us on this extraordinary day. We sincerely hope you enjoy your Spotlight! experience.

Best Regards,

Amitabh Sinha

Ford Motor Company

Co-Director and Professor of

Technology & Operations

Ross School of Business

Larry Seiford

Goff Smith Co-Director and

Professor of Industrial &

Operations Engineering

College of Engineering

Alan Woodliff

Industry Co-Director

and Adjunct Professor

College of Engineering &

Ross School of Business

2 MICHIGAN ROSS // COLLEGE OF ENGINEERING

SPOTLIGHT! 2015

SCHEDULE & EVENT MAP

Guardian Fabrication

GuardianSupply Chain

Amazon Ops

Precision CastParts

Cardinal Health

Verizon Wireless

AIP Serva Group

AIP Aqua Flow

Cisco

Youth For Understanding

Pepsi

Boeing 777X

BorgWarner Brazil

BorgWarner Germany

BorgWarner Morse Systems

Amazon FBA

DTE

Kostal

Raytheon

ConAgra

Whirlpool

BorgWarner Transmissions

BorgWarner Thermal

Boeing BCA

Boeing CAS

Microsoft Cloud

Microsoft Surface

Boeing BDS

3M

BorgWarner Turbo

PG&E

Pfizer

Ford

GM GPSC

GE Aviation

Michigan III Petit I Grande III Grande II Grande I 7:15-8:00 Continental Breakfast – Sheraton

8:00-8:20 Opening Ceremony – Sheraton 8:20-8:35 Transition Period

8:35-9:05

9:15-9:45

9:55-10:25

10:25-10:45 Transition Period

10:45-11:15

11:25-11:55


12:05-1:00 Lunch – Sheraton


1:10-1:40

1:50-2:20

2:20-2:40 Afternoon Break – Sheraton

2:40-3:45 Closing Ceremony – Sheraton

3TAUBER.UMICH.EDU


TABLE OF CONTENTSWelcome Letter .......................................................................... 1

Team Project Photo Roster ........................................................ 4

Degree Programs Associated with the Tauber Institute ........ 16

Tips for Recruiting Students .................................................... 17

Project Descriptions

3M Product Portfolio and Supply Chain Optimization ................ 18

AMERICAN INDUSTRIAL PARTNERS – SERVA GROUP Market Entry Strategy for High Pressure Hydraulic Fracturing Fluid Ends ............................................................... 21

AMERICAN INDUSTRIAL PARTNERS – AQUAFLOW Scaling AquaFlow and Growing the Market for Ultra-High Pressure Waterjets .................................................................... 25

AMAZON – FBA Identifying Opportunities for the Seller Experience .............. 29

AMAZON – OPERATIONS Amazon Robotics Stow Error Reduction ................................. 32

THE BOEING COMPANY – 777X Optimizing Information Flow in a Composite Smart Factory ............................................................................ 35

THE BOEING COMPANY – BCA PD Carbon Fiber Recycling Strategy to Achieve Zero Waste-To-Landfill ..................................................................... 39

THE BOEING COMPANY – BDS 777x Paint Process Optimization ............................................ 43

THE BOEING COMPANY – CAS Enabling a Low Cost & Scalable Component Repair Supply Chain ............................................................................ 47

BORGWARNER EMISSIONS – BRAZIL Strategic Evaluation of the Piracicaba Foundry .................... 50

BORGWARNER EMISSIONS – GERMANY Strategies for Dramatic Inventory Turn Improvement at a Newly Acquired Plant ....................................................... 54

BORGWARNER MORSE SYSTEMS Global Inventory Management .............................................. 58

BORGWARNER THERMAL SYSTEMS Reducing Time to Commercialize Existing Products on New Applications ............................................................... 61

BORGWARNER TRANSMISSION SYSTEMS Strategic Insourcing of Maintenance, Repair, and Operations Inventory ............................................................... 64

BORGWARNER TURBO SYSTEMS Preventing the Mixing of Small Parts ..................................... 68

CARDINAL HEALTH Expanding Service Offerings at Optifreight® Logistics ........ 72

CISCO Exploring Innovation in the Factory through 3D Printing ..... 75

CONAGRA FOODS Reduce Rework and Increase Efficiency in End-To-End Commercialization Process ...................................................... 78

DTE ENERGY Reducing Energy Costs for Residents of Michigan ............... 82

FORD MOTOR COMPANY Simulation of Material Handling Operations for Labor Requirements Calculation ....................................................... 85

GE AVIATION Corporate Disruption through Utilization of Additive Manufacturing in the NPI Cycle and the Resulting Impact on GE Aviation’s Business Model ........................................... 88

GENERAL MOTORS – GPSC The Final Countdown: Aligning Supply And Demand for a Better Build Out ............................................................... 92

GUARDIAN INDUSTRIES – FABRICATION Restructuring the Value Chain for North America Commercial Markets ................................................................ 96

GUARDIAN INDUSTRIES – SUPPLY CHAIN Internal Logistics Optimization for Guardian Glass ............ 100

KOSTAL OF AMERICA Creating Capacity Visibility to Say Yes to New Business ..... 104

MICROSOFT CLOUD Pricing Strategies for an Infrastructure-As-A-Service Cloud Market .......................................................................... 107

MICROSOFT SURFACE Increasing Sales Promotion Efficacy for Worldwide Markets .................................................................................... 111

PEPSICO Infrastructure Capacity Analysis and Optimization .............. 115

PFIZER INC. Next-Gen Clinical Supply Forecasting Solution ................... 118

PACIFIC GAS & ELECTRIC COMPANY Corrosion Integration into SGO ............................................ 122

PRECISION CASTPARTS CORPORATION Development of Separables Fitting Quoting System ......... 126

RAYTHEON Optimization through Process-Focused Manufacturing ..... 129

VERIZON WIRELESS Stepping Outside the Box with Big Data ............................. 132

WHIRLPOOL Refrigeration Cabinet Foam Process Modeling ................... 136

YOUTH FOR UNDERSTANDING (YFU) USA Increasing Profits through Diversifying Revenue Streams ... 139


SPOTLIGHT! 2015

TAUBER STUDENTS

Daniel Adsit Boeing BDS

pg 45

Eleanore An 3M

pg 19

Christian Abney Boeing BDS

pg 44

Kaushik Acharya BorgWarner Brazil

pg 51

Ali Ali Verizon Wireless

pg 133

Neeraj Anand Guardian Supply Chain

pg 101

Archis Awate Pfizer

pg 119

Jose Azuela Kostal

pg 105

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TAUBER STUDENTSAkul Bali Boeing BCA PD

pg 40

Kelsea Ballantyne Boeing BCA PD

pg 41

Amanda Bayagich Microsoft Cloud

pg 108

Daniel Bellomo GE Aviation

pg 89

Ryan Bouchard Microsoft Cloud

pg 109

Eric Buchsbaum BorgWarner Transmission

pg 65

Joseph Burzynski BorgWarner Brazil

pg 52

Dominic Calabrese Cisco

pg 76


SPOTLIGHT! 2015

TAUBER STUDENTS

Ken Chin Raytheon

pg 130

Yu-Mei Chang ConAgra Foods

pg 79

Ramesh Chavan Kostal

pg 106

Luyi Chen PG&E

pg 123

Shrikant Chothave AIP AquaFlow

pg 26

Lucius Clay ConAgra Foods

pg 80

Jeffrey Dillaman Boeing 777X

pg 36

Divi Lavanya Pepsi

pg 116

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TAUBER STUDENTSEmily Drescher Microsoft Surface

pg 112

Jingyang Du Ford

pg 86

Zachary Duncan PG&E

pg 124

Samuel Edandison Raytheon

pg 131

Taabish Faraz Amazon OPS

pg 33

Fan Fan BorgWarner Turbo

pg 69

Lauren Fitzpatrick Amazon FBA

pg 30

Niha Ghose, CA BorgWarner Germany

pg 55


SPOTLIGHT! 2015

Louise Ho 3M

pg 20

TAUBER STUDENTS

Ray Gonzalez AIP AquaFlow

pg 27

Anil Godavarthy DTE Energy

pg 83

Christina Greaves BorgWarner Morse Systems

pg 59

Aniket Gur GM GPSC

pg 93

Brent Hasenkamp Guardian Fabrication

pg 97

Christopher Hildner Microsoft Surface

pg 113

Ashlyn Gurley Verizon Wireless

pg 134

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Allison Holmgren Boeing CAS

pg 48

TAUBER STUDENTS

Caroline Johnston Boeing CAS

pg 49

Prajwal Bhaskar Joshi BorgWarner Brazil

pg 53

Nabeel Kasim BorgWarner Thermal

pg 62

Alp Kiremitci Youth for Understanding

pg 140

Sarah Klemsz BorgWarner Turbo

pg 70

John Klocke Whirlpool

pg 137

Justin Koehler Youth for Understanding

pg 141


SPOTLIGHT! 2015

TAUBER STUDENTS

Laura Leonard BorgWarner Germany

pg 56

L. Yancey May AIP ServaGroup

pg 22

Dave Mazur Boeing BDS

pg 46

Shobhit Kumar Guardian Fabrication

pg 98

Hyun Chu Kong BorgWarner Transmission

pg 66

Joseph Letner Cardinal Health

pg 73

Angelita Liu Guardian Supply Chain

pg 102

Zach Mandell AIP AquaFlow

pg 28

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Mitchell McKinstry Boeing 777X

pg 37

TAUBER STUDENTS

Jonathan Morof GM GPSC

pg 94

Kendall Moyer BorgWarner Turbo

pg 71

Varun Mudegowdra Basavaraj AIP ServaGroup

pg 23

Martha Neubauer Boeing BCA PD

pg 42

Kelly Ogiesoba Microsoft Cloud

pg 110

Jason Park GM GPSC

pg 95

Kamala Pisipati Guardian Fabrication

pg 99


SPOTLIGHT! 2015

TAUBER STUDENTS

Michael Quan Boeing 777X

pg 38

James Power GE Aviation

pg 90

Davin Rautiola Pfizer

pg 120

Miguel Saez Ford

pg 87

Dinesh Saini Guardian Supply Chain

pg 103

Jamie Sanderson GE Aviation

pg 91

Joe Scherping Cisco

pg 77

Phillip Scavulli Precision Castparts

pg 127

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TAUBER STUDENTSTrevor Sultana Precision Castparts

pg 128

Melissa Sweeney Microsoft Surface

pg 114

Aditya Seshnath Amazon FBA

pg 31

Tanu Sharma Pepsi

pg 117

Mukul Shekhar Cardinal Health

pg 74

Aaron Silver Amazon OPS

pg 34

Edgaras Varnelis AIP ServaGroup

pg 24

Sneha Venkatachalam PG&E

pg 125


SPOTLIGHT! 2015

TAUBER STUDENTS

Jacob Villarreal DTE Energy

pg 84

Nicholas Walker Whirlpool

pg 138

Jay Zhang BorgWarner Transmission

pg 67

James Wang Verizon Wireless

pg 135

George Wu BorgWarner Morse Systems

pg 60

Gururajan Vijayan BorgWarner Thermal

pg 63

Ruoxin Wang BorgWarner Germany

pg 57

Qian Wu ConAgra Foods

pg 81

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Rico (Yuepan) Zhang Pfizer

pg 121


SPOTLIGHT! 2015

DEGREE PROGRAMS

DEGREE PROGRAMS ASSOCIATED WITH THE TAUBER INSTITUTE FOR GLOBAL OPERATIONS

Tauber students, who represent the top talent in the world, are admitted by the College of Engineering and/or the Stephen M. Ross School of Business. The majority bring with them significant experience in fields such as product engineering, manufacturing or consulting. Most Tauber students have undergraduate training in engineering or other technical fields. They have made a substantial commitment to careers in operations or manufacturing and pursue an education specifically designed to meet the needs of today’s firms. Tauber students are enrolled in one of the following degree programs:

Master of Business Administration (MBA) A two-year program administered by the Ross School of Business that prepares students to assume general management leadership positions. With the Tauber Institute overlay in global operations management, the focus is on a business curriculum combined with a sequence of operations, supply chain and manufacturing-related engineering courses.

Master of Supply Chain Management (MSCM)This one-year program administered by the Ross School of Business encompasses every function of global commerce: marketing, sourcing, manufacturing, logistics, inventory management, information technology, and customer relations.

Engineering Global Leadership Honors (EGL) A five-year honors program administered by the College of Engineering that prepares undergraduate students to enter a variety of firms as engineers, while giving them the necessary management skills to assume business leadership roles quickly. A highly valued element of this program is a cultural concentration in a global region of choice. The EGL program leads to both a BSE and a MSE degree, in various engineering disciplines.

Engineering Graduate Programs (EGP) Students in any of Michigan’s many graduate engineering disciplines (i.e., Industrial and Operations Engineering, Mechanical Engineering, Electrical Engineering, Manufacturing, etc.) are eligible to be part of Tauber’s “Engineering Graduate Program.” A graduate engineering degree coupled with the Tauber Institute’s program prepares students for leadership positions by combining intensive course work in operations and manufacturing technologies with business electives courses. EGP students are pursuing MEng, MSE, Ph.D. or Doctor of Engineering degrees.

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TIPS FOR RECRUITING STUDENTS

The Tauber Institute offers many other ways for partner companies to improve their recruiting capabilities. Some opportunities are listed below.

• Team Project Sponsorship

o Tauber Institute Team Project Résumé Book (December) – provides early access to résumés of Tauber students available for Team Projects the following summer.

o Project Presentations (January) – Sponsors present project challenges allowing students to gain information about their company and project; students and corporate sponsors meet in an informal setting.

o Project Interviews (February) – Students and companies increase their knowledge of one another.

o Spotlight! Reception (September 17, 2015) – Students and companies participate in an informal networking opportunity.

o Spotlight! Competition (September 18, 2015) – Corporate executives view various aspects of student’s skills through presentations. The Spotlight! Book containing project descriptions and student résumés is also provided.

• OnlineJobPostings–CompaniescanprovidetheTauberInstitutewithspecificjobdescriptionstobeposted for Tauber students. Contact Jon Grice, Associate Director, at [email protected].

• Alumni Job Postings – Can be provided/posted to over 1100 Tauber Institute alumni via our website: www.tauber.umich.edu: Home > Recruiting & Jobs.

• Tauber Institute Exclusive Interviews – Tauber partners can request exclusive interviews with only Tauber Institute students. Contact Michaele Reeves, Team Project Manager, at [email protected].

• The University of Michigan College of Engineering’s Career Resource Center (ECRC) http://career.engin.umich.edu/ and Ross School of Business’ Career Services (RCS) http://www.bus.umich.edu/RecruiterInformation/ offer additional recruiting opportunities. Jobs can be posted in RCS’s iMpact systemspecificallyforOperationsManagement/Tauberstudents

• The Student Advisory Board (SAB) – This organization can help with arranging various events such as football tailgates, happy hours, receptions, special workshops & presentations and/or advice on networking with the Tauber Institute. Contact them at: [email protected].

Remember to begin networking with students early. Many Tauber Institute students receive an offer from their project sponsor at the end of the summer, and some will accept the offer based on their experience during their internship. A good summer project can give a student insight into a company and its leadership track.

TIPS


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3MPRODUCT PORTFOLIO AND SUPPLY CHAIN OPTIMIZATION

Student Team:Eleanore (Jingwei) An – EGL (BSE Chemical Engineering/MSE Industrial and Operations Engineering)Louise Ho – Master of Business Administration

Project Sponsors:Ashley Kees – Director of Manufacturing, Construction and Home Improvement MarketsScott Snavely – Manufacturing Manager, Construction and Home Improvement Markets

Faculty Advisors:Debra Levantrosser – College of EngineeringOwen Wu – Ross School of Business

3M is an industry leading manufacturer, producing thousands of innovative products across industries. In 2014, 3M generated a global revenue of $31.8 billion. 3M’s Construction & Home Improvement Markets (CHIM) Division is part of the $4.5 billion Consumer Business Group. Safety Eyewear is one of the product lines within. CHIM’s objectives include improving fill rate to meet key account requirements, improving inventory turnover, reducing dead and excess inventory, and improving supply chain response to demand volatility. For the 14 week project, the Tauber team evaluated the root causes of low margin and low service levels, and developed recommendations on cost-effective supply chain and product mix.

The Tauber team conducted risk and benefit analysis, developed business strategy recommendations, and created tools to assist stakeholders implementing the recommended strategies. The team identified three key root causes: high number of SKUs with mixed performance, large number of suppliers, and rigid, transactional supplier relationship. The team developed a supply chain simulation program in MATLAB to quantify inventory investment and cost difference between the current business model and future state scenarios. The team also mapped the current state value stream and utilized it to control key parameters based on the current model and made reasonable assumptions to use with the simulation program.

Based on the analysis and simulation results, the Tauber team recommended CHIM to consolidate product SKUs, consolidate the number of suppliers, establish 3M-supplier collaboration, and follow the team’s short term supply chain strategy guideline. The team identified reductions of 42% of current portfolio and 50% of current vendors to demonstrate consolidation potential. To improve supply chain flexibility, the team recommended building a more collaborative relationship with suppliers. The Tauber team also developed guidelines to assist stakeholders in selecting the optimal supply chain for each product segment to achieve cost savings while meeting key account customers’ fill rate requirements.

The recommendations can reduce cost by 2%, lower inventory by 3%, and improve service level to meet key account requirement. In addition, the recommendations enable CHIM to align their product portfolio and business strategy, improve portfolio and supplier management, reduce variability, and increases supply chain flexibility. Multiple tools, including a future state portfolio strategy, a supplier summary, and supply chain cost estimations were developed to guide the product selection process, assist communication with suppliers, and justify supply chain options. The 3M leadership team will be using these tools to negotiate with suppliers in late September supplier meetings.

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ELEANORE (JINGWEI) AN101 N. Ingalls, Apt. 2 • Ann Arbor, MI 48104

[email protected] • (734) 604‑9808

EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMasters of Science in Industrial and Operations Engineering, May 2016• GPA: 4.00/4.00• Tauber Institute for Global Operations Fellow• Graduate Student Instructor, ENGR 101: Introduction to Computers and Programming

College of EngineeringBachelor of Science in Chemical Engineering, May 2015• GPA: 3.98/4.00; James B. Angell Scholar, Summa Cum Laude, Deanʹs List• Minor in Economics and International Minor for Engineers• Engineering Global Leadership Honors Program

EXPERIENCE 3M COMPANY St. Paul, MNSummer 2015 Tauber Institute Operations Intern

• Streamlined supply chain selection process based on product segment and packagingvariations, resulting in anticipated cost reduction of 2% and increased service level tomeet key account customersʹ requirement of 98%

• Programmed a MATLAB supply chain simulation tool to quantify inventory investmentand operational costs for 5 supply chain options

• Developed supplier management strategy, enabling 3M to potentially consolidatesupplier base by 50%, reduce supplier lead time variability, and increase supply chainflexibility in response to demand volatility

Summer 2014 GRAINGER INDUSTRIAL SUPPLY Lake Forest, ILProduct Management Intern• Utilized Lean methodologies to increase operational efficiency of enhanced content

handling process by working with 3 business departments including ProductManagement and e‑Commerce teams

• Increased annual revenue potential by $1 million by targeting 5 areas of inefficiency andshortening the process cycle time from 8 weeks to projected 4 weeks or less

Summer 2013 MERRO PHARMACEUTICAL LTD. Dalian, ChinaManufacturing Intern• Researched and implemented techniques to reduce extra‑processing of erythromycin

lactobionate product in drying tower by 3%

2015 MECC CONSULTING GROUP Ann Arbor, MIProject Champion• Coached the project manager in project management and team management skills,

resulting in winning ʺBest Project Manager of the Yearʺ award

2013‑2014 AIESEC MICHIGAN Ann Arbor, MIVice President of Talent Management, 2014• Developed Member Experience Tracking and Rewards and Recognition systems leading

to improved member performance results and a 40% increase in member retention• Designed and delivered 8 leadership developmental sessions that provided professional

development and functional trainings to 45 AIESEC members

Vice President of Outgoing Exchange, 2013• Provided interning abroad opportunities for 40 students, a 30% increase over 2012;

designed targeted marketing to promote internships linked to studentsʹ career interestsand increased the number of interested students by 20%

• Coached 17 student managers to ensure excellent customer service to students

ADDITIONAL • Native Mandarin speaker; permanent U.S. resident• EGL Industry Chair 2014, University Mentorship Program, Campus Day Leader• Volunteered in Galati, Romania for 7 weeks during summer 2012

August 2015

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SPOTLIGHT! 2015

LOUISE HO1201 Astor Ave Apt. 5133 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, April 2016• Emphases in Operations and Strategy• Tauber Institute for Global Operations Fellow• Elected: Section Representative, Ross Student Association• Case Competition Finalist: Deloitte• Member: Michigan Business Women, Ross Gourmet Club, and Ross Outdoor Club

CARNEGIE MELLON UNIVERSITY Pittsburgh, PATepper School of BusinessBachelor of Business Administration, May 2009• Dual Major in International Management and Japanese• Studied abroad Spring 2007 at Keio University in Tokyo, Japan

EXPERIENCE 3M COMPANY St. Paul, MN2015 Operations Intern, Construction & Home Improvement Markets

• Created current state value stream maps to illustrate material flow and lead timesacross supply chain and identified potential cost and inventory reduction opportunities

• Modeled future value stream options through team developed simulation program andused outputs to recommend optimized short term supply chain strategy

• Developed action steps for SKU and supply base consolidation and created supplierrelationship management tools to reduce demand variability, decrease lead timevariability, and increases supply chain flexibility

2009‑2014 INTEPLAST GROUP LTD. AMTOPP DIVISION Livingston, NJBusiness Analyst ‑ Special Projects, 2010‑2014• Managed cross functional teams (involving accounting, finance, manufacturing,

purchasing, and IT departments) to successfully complete 3 M&A projects, doublingdivision sales revenue from $0.8 billion to $2 billion

• Developed optimization strategies to reduce freight cost by 15% and average lead‑timeby two days, maximizing location synergy created post M&A

• Facilitated IT system migrations between subsidiary companies and headquarters; onecompleted within two months (1/3 length of estimated completion timetable)

• Trained 15 managers at newly acquired plants and issued Standard OperatingProcedures on material control, accounting closing, and other operational procedures,reducing employee dissatisfaction due to miscommunications

• Purchased secondary process machines (medium sized industry investment, valued at$500,000) based on new product development feasibility analysis and increased nationalaccounts sales by 30%

• Regulated raw material purchase decisions through forecasts based on sales seasonalityand inventory onhand, effectively lowered inventory cost and yielded better margins,allowing room for price negotiations with customers

Marketing Analyst, 2009‑2010• Eliminated unprofitable items and reduced SKU by 37%, increasing sales of high profit

commodity items and improved margin by 23%• Designed and implemented pricing regulation system, reducing paperwork by 98%,

leading timesavings of 60% for customer service representatives• Conducted margin analysis on new custom size, formula, and packaging prior to price

quotation, improving profit by 400% between 2009 and 2011

ADDITIONAL • Amateur indoor rock climber who tremendously enjoys the outdoors and aims tocomplete Seattle to Portland bike ride

• Led team to build temporary playhouses, one featured dinosaurs and a twenty feet tallindoor waterfall, for Pittsburgh community

• Adventure loving international traveler; met Andre 3000 at Sziget Music Festival andgot a ʺGo Blueʺ shout out

August 2015

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AMERICAN INDUSTRIAL PARTNERS – SERVA GROUPMARKET ENTRY STRATEGY FOR HIGH PRESSURE

HYDRAULIC FRACTURING FLUID ENDS

Student Team:L. Yancey May – Dual (MBA/Master of Science in Natural Resources & Environment)Varun Mudegowdra – Master of Supply Chain ManagementEdgaras Varnelis – Master of Business Administration

Project Sponsors:Tom Hull – Pump Program ManagerDerek Leck – AIP Partner/Serva Co-CTOJim Pace – Marketing Manager (Hydraulic Fracturing Equipment Subject Matter Expert)

Faculty Advisors:David Chesney – College of EngineeringBrian Wu – Ross School of Business

Serva is an oil field equipment supplier that assembles specialized well stimulation equipment for oil field service companies. Acquired by American Industrial Partners (AIP) in May 2014, Serva seeks to expand their product portfolio to include high pressure fluid ends, a business in which Serva was previously involved before being forced to exit due to product quality issues. High pressure hydraulic fracturing uses plunger pumps comprised of two main parts: the power end, which drives the plungers, and the fluid end, which moves the fracturing fluid. The current duty cycles in the oil field result in fluid ends failing frequently, and fracturing companies require constant spares replacement.

Serva hopes to capitalize on the fracturing activity lull caused by the drop in oil prices by increasing its product and service offering while other competitors and firms are struggling due to low business volume. The current business environment provides a chance for significant market penetration through successful product development and supply chain management. The ultimate goal of the company is to be well positioned for rapid growth when oil prices rebound and new well stimulation increases.

The purpose of the AIP Serva Tauber project was to develop a business plan that will enable Serva to re-enter the high pressure fluid end market and grow that product line to $100 million in annual revenue. This entailed analyzing the market and customer base, developing an overall marketing and sales plan, optimizing the supply chain and distribution networks, and valuating the business’s future potential.

The Tauber team developed a market entry strategy for Serva fluid end product line, a business start-up, to build basic product line, validate the performance of the products, and successfully bring the product to market. The implementation timeline generally followed three overlapping product development phases: R&D, Piloting, and Commercialization. The Tauber team recommended that Serva first develop a three pronged product line that would satisfy the majority of the existing fluid end customer base. The Product validation will be carried out via rigorous in-field monitoring. Additionally, the Tauber team suggested reorganizing Serva’s existing sales organization, optimizing their supply chain and relationship with their Chinese joint venture manufacturing partner SJS, and adding additional personnel. Initial product commercialization is expected to occur in the near future and, barring unfavorable market conditions, the $100 million revenue target should be attainable by 2020.

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SPOTLIGHT! 2015

L. YANCEY MAY1308 Olivia Ave • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIRoss School of Business/School of Natural Resources & EnvtMBA/MS, Erb Institute for Global Sustainable Enterprise, May 2017• Emphasis on Operations and Finance• Tauber Institute for Global Operations Fellow• Ross Leadership Academy Fellow• Elected: Vice President Full‑Time Grad Students, Student Government Association;

Tauber Institute Student Advisory Board; Erb Institute Student Advisory Board• Selected: Fast Track in Finance Program; VP Trips and Treks, Energy Club at Ross• Runner‑up: Ross Leadership Crisis Challenge• GMAT: 750 (98th percentile)

TULANE UNIVERSITY New Orleans, LASchool of EngineeringBachelor of Science in Environmental Engineering, May 2006• Second Major in Environmental Biology and Minor in Mathematics

EXPERIENCE AMERICAN INDUSTRIAL PARTNERS Tulsa, OK2015 Summer Intern

• Developed a strategic business plan for a new product line for Serva, an AIP portfoliocompany, with a revenue forecast of $100M by 2020

2010‑2014 GENERAL ELECTRIC COMPANYTechnical Marketing, 2012‑2014 Philadelphia, PA• Directed team of senior subject matter experts with 30+ years experience each in

redesigning classroom technical training for global sales force resulting in bettercustomer value delivery; training currently being translated into five languages

• Identified and supported process and operations improvements across multipleindustries, accounting for over $10 M per year of water and energy savings

• Generated technical marketing literature related to product line and based on R&Dfindings that supported new product launches and repositioning existing products forinterdisciplinary service, sales, and management teams

Account Manager, 2010‑2012 St. Croix, VI• Spearheaded $15 M sales effort at GE Water & Process Technologiesʹ largest global

prospect account, Hovensa LLC• Forged positive connections with several critical stakeholders and opened up new

business opportunities after over 20 years of unfriendly relations• Coordinated bid response and proposal generation across multidisciplinary team

2007‑2010 NALCO New Orleans, LADistrict Sales Representative• Championed process improvements resulting in over $1 M savings per year for client

companies Murphy Oil, USA and Chalmette Refining• Aided Engineering and Operations departments at Muphy Oil, Meraux and Exxon,

Chalmette with chemical and technical support for industrial water systems• Completed companyʹs introductory technical training and mentorship curriculum in

fastest time in programʹs history

2007 BROWN AND CALDWELL Houston, TXScientist• Provided in‑house consultation for client company Baker Hughes’s Corporate Health,

Safety and Environmental Group• Grew initial month long consulting contract into indefinite time period• Advanced internal HS&E auditing program to include waste and pollution tracking

ADDITIONAL • Member of the Krewe of Endymion, the largest Mardi Gras parade in New Orleans• Restored 1949 GMC pick‑up truck with father

August 2015

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VARUN MUDEGOWDRA BASAVARAJMunger Graduate Residences, Apt 3120 Suite 3125, 540 Thompson St • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M Ross School of Business, Ann Arbor.Master of Supply Chain Management, December 2015• Ross School of Business scholarship recipient• Tauber Institute for Global Operations Fellow• GMAT score 710

VISVESVARAYA TECHNOLOGICAL UNIVERSITY Belgaum, IndiaM S Ramaiah Institute of Technology, Bangalore.Bachelor of Engineering (Mechanical), July 2008• Graduated with First Class• Focus on operations management

EXPERIENCE AMERICAN INDUSTRIAL PARTNERS‑ SERVAGROUP. Tulsa, OKSummer 2015 Tauber Summer Intern

• Identified and negotiated with two new suppliers for Fluid end forgings. Both agreeingfor joint development and one agreeing to provide samples at large discounts on trialpricing

• Developed a plan for entering oil field services equipment maintenance sector marketsize of $404M

• Proposed centralized distribution model for fracturing pump consumables afteranalyzing shift in customer purchasing behavior

• Recommended specific steps to improve relationship with Chinese JV partner who isstrategic supplier and recommended in‑sourcing of some manufacturing to improveEBIDTA margins

• Recommended SIOP process inputs include external and internal factors.

2008‑2014 ACUMAC MACHINE TOOLS PRIVATE LIMITED Bangalore, IndiaProcess Planning Manager, 2011‑2014• Actively negotiated with suppliers and implemented a model to rank suppliers based

on past performance in terms of reliability and cost which reduced productionbottlenecks.

• Achieved process capability index (Cpk) of 2.5 for internal grinding machines byimplementing precise manufacturing and control procedures which has increased salesof machines by 2 to 3 times.

Process Planning Engineer, 2009‑2011• Recognized that heat treatment procedure was leading to substantial delay in

production, negotiated and selected outside heat treatment companies which couldsupplement in‑house heat treating capacity which has resulted in betterquality‑hardness and distortion‑at lower cost and time.

Engineering Trainee, 2008‑2009

Summer 2008 TOYOTA KIRLOSKAR MOTOR PRIVATE LIMITED Bangalore, IndiaProject Intern• Reduced cycle time of windshield assembly process from 4 minutes to 3 minutes 20

seconds by implementing changes in assembly layout.

ADDITIONAL • Received APICS scholarship to attend APICS conference 2015 in Las Vegas• Other skills familiar with SQL, Machine Design‑ Solidworks, Kaizen, Kanban, CNC

programming.• Six Sigma Green Belt certified‑ Institute of Industrial Engineers• Avid newspaper reader. Passionate about geopolitics, current affairs, policy and

football. Motorcycle rider.

August 2015

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SPOTLIGHT! 2015

EDGARAS VARNELIS2469 Packard Road • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, April 2016• Tauber Institute for Global Operations Fellow• Emphases: Operations and Strategy• Deanʹs List (top 10%) AY 2014

KAUNAS UNIVERSITY OF TECHNOLOGY Kaunas, LithuaniaMaster of Electrical Engineering, June 2011

UNITED STATES MILITARY ACADEMY West Point, NYBachelor of Science, Mechanical Engineering, with Honors, May 2009• GPA 3.81/4.33, Superintendent‘s Award for Excellence (Top 5%), Distinguished Cadet,

Dean‘s list• Leadership positions: Platoon Sergeant (30 people), Administrative Officer (150 people)• One of 16 international cadets out of 1081 graduating cadets

EXPERIENCE AMERICAN INDUSTRIAL PARTNERS Tulsa, OK2015 Summer Intern

• Developed a strategic business plan for a new product line in one of the portfoliocompanies with a revenue forecast of $100M by 2020

2009‑2014 LITHUANIAN ARMYForward Observer Team Leader, Artillery Battalion, 2013‑2014 Rukla, Lithuania• Led a specialized team that assisted with planning, intelligence gathering, and

allocation of support resources to enable operating units to achieve direct goals;consistently achieved good and outstanding proficiency ratings

Mission Team Leader, PRT, 2012‑2013 Chakcharan, Afghanistan• Led a cross‑functional unit in combat environment, securing and assessing the

condition of Minaret of Jam, a UNESCO World Heritage Site, providingrecommendations on how to ensure the future of the site

Battalion Operations Officer, Artillery Battalion, 2012 Rukla, Lithuania• Organized a military law seminar that familiarized 150 soldiers with legal framework

for operations in Afghanistan, enabling them to operate more efficiently in the unstableenvironment

• Implemented legal operations guidelines into all aspects of battalionʹs training plan,which eventually led to soldiers performing extraordinarily well in containing anaggressive riot while not sustaining nor causing any casualties

Platoon Leader, Reconnaisance Company, 2009‑2012 Rukla, Lithuania• Assessed old recruiting and shooting training methods; developed new practices that

increased retention rate in the unit by 50% and shooting test results by 30%• Collaborated with other leaders in review of new operating procedures for

reconnaissance platoons and pilot tested revisions prior to presenting them to seniorleadership for standardization across all reconnaissance units

• Standardized qualification requirements for reconnaissance soldiers and coordinatedapproval by Land Forces Headquarters to be used as standard for all units

ADDITIONAL • Languages: Lithuanian (native), English (fluent), Russian (fluent), German (basic)• Community: Fostered 2 children as Big Brother at a local foster home; brought

Christmas spirit to families in need by organizing a Christmas fundraiser (>$3000) for aLithuanian branch of Christian charity

• Interests: Exhausting myself in endurance challenges (completed Vilnius marathon andadventure race), falling out of the sky (3rd place in international military skydivingcompetition), feeling the wind while riding motorcycles

August 2015

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25TAUBER.UMICH.EDU


AMERICAN INDUSTRIAL PARTNERS – AQUAFLOWSCALING AQUAFLOW AND GROWING THE MARKET

FOR ULTRA-HIGH PRESSURE WATERJETS

Student Team:Shrikant Chothave – Master of Supply Chain ManagementRay Gonzalez – Master of Business AdministrationZach Mandell – EGL (BSE/MSE Industrial & Operations Engineering)

Project Sponsors:Sparsh Bhargava – Partner, American Industrial Partners & Managing Director, AquaFlowDaniel Davis –Partner, American Industrial PartnersDr. Mohamed Hashish – Senior Technology Fellow, Flow InternationalRick Schmid – Global Market Manager, Flow International

Faculty Advisors: Albert Shih – College of EngineeringBrian Wu – Ross School of Business

Created in 2014, AquaFlow is a merger of formerly competing waterjet manufacturers Flow International and KMT Aqua-Dyne, following their acquisition by private equity firm American Industrial Partners. AquaFlow is the leading developer of Ultra-High Pressure (55K PSI) waterjet technology and the market leader in water-based surface preparation. Despite being the leader, AquaFlow only captures a small fraction of the multi-billion dollar global surface preparation industry, which is dominated by abrasive blasting despite the numerous benefits of water in performance, impact to environment, safety, speed, and cost.

AquaFlow’s goal is to grow from $35MM to $70MM over the next 2-3 years through organic growth and acquisitions. In order to do so, AquaFlow’s leadership group challenged the Tauber team to create a detailed path for the company to better attack and expand the addressable market for water-based surface preparation. As part of their project, the team delved into market research and interviewed customers to more clearly articulate AF’s value proposition and to tie this to key segments within its addressable markets. The team also reassessed product design and supply chain strategy and worked with AquaFlow staff to develop the product road map for automation over the next 2-3 years – an area that had been historically neglected by the company and plagued by significant reliability issues, poor user friendliness, and high capital costs despite being a key driver for the future. The team identified changes that could reduce downtime by 50% and COGS by 25% with a plan to execute within 12 months and also helped guide the 3 year road map which would bring the product to an order of magnitude difference in performance and efficacy.

Overall, the team’s work has directly impacted both the short term and long term plans for AquaFlow and American Industrial Partners in investing and executing in this key market.

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SPOTLIGHT! 2015

SHRIKANT CHOTHAVE1330 Wisteria Drive #4622 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• VP of Marketing for MSCM class of 2015

GOVERNMENT COLLEGE OF ENGINEERING, PUNE Pune, IndiaBachelors of Technology, May 2008• Specialization in Mechanical Engineering with computational fluid dynamics.

EXPERIENCE AMERICAN INDUSTRIAL PARTNERS Kent, WA2015 Tauber Project Intern at AquaFlow

• AquaFlowʹs goal is to grow from $35MM to $70MM in 2‑3 years through organicgrowth and acquisitions. The Tauber team’s work has directly impacted both the shortterm and long term plans for AquaFlow and American Industrial Partners in investingand executing in a high potential water based surface preparation market.

• Reassessed product design and supply chain strategy and worked with the AQF staff tobuild a road‑map for an automated product that had been historically neglected,leading to reduction in downtime by 50% and COGS by 25%, which are most valued bythe customer.

2014 DANAHER CORPORATION (BECKMAN COULTER, JAPAN) Sunto‑Gun, JapanOperations Kaizen Engineer• Simplified dynamic kanban excel sheet, which is used for material/parts procurement.

This excel sheet is used to decide lead time, purchase quantity, size of bin and numberof kanbans when production quantity fluctuates. Because of large number of parts beinghandled, this simplification and its explanation to procurement team and factoryworkers have surfaced inventory reduction of approximately half a million dollars.

• Studied design and assembly procedure of ISE unit, which was a bottle‑neck in theproduction. Implemented design and process improvements that increased theproduction from 3 to 4 units per day.

• Designed VBA program coupled with electronic actuators to monitor production ofplastic molding part in real time, keeping production to minimum quantity, thusincreasing in‑hand capital.

• Created process map of daily work schedule and modified layout of workshop,resulting in increase of blood analysis syringes from 200 to 250 per day without increasein labor or machinery costs.

2011‑2014 TSURUMI MFG. CO. LTD. Yonago, JapanR&D Engineer (product development)• Innovated small to mid‑size, general purpose liquid ring vacuum pump(LRVP) series

called EVZ. Profits on this series are more than twice of that realized by the old series(SONIT) of similar capacity. This new series can be mass produced depending oncustomer needs.

• Devised new technical feature called cavitation reducer that would enable LRVPʹs tooperate at extremely low pressures. This would be an USP for Tsurumiʹs newgeneration products.

• Expertise in structural analysis, 3D modeling and 2D drawing softwares such asSolidworks, Catia, Autocad and Ansys.

2008‑2010 DMW COROPORATION Mishima, JapanDesign Engineer• Designed high pressure centrifugal pumps along with exposure to its cross‑functional

departments viz. quality, machining, procurement, assembly and sales/marketing.• Proficient in understanding industrial and manufacturing standards such as

API/ISO/JIS/ASME etc.

ADDITIONAL • I can speak business level Japanese. I hold JLPT N2 certificate.August 2015

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27TAUBER.UMICH.EDU


RAY GONZALEZ701 Tappan Ave. • Ann Arbor, MI 48109


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, May 2016• Emphasis on General Management and Operations• Tauber Institute for Global Operations Fellow• Student Ambassador for MBA Admissions

NAVAL NUCLEAR POWER PROGRAM Charleston, SCEngineering Supervisor certification by Department of Energy, June 2005• Graduate‑level study in physics, chemistry, and mechanical & electrical engineering• Hands‑on training and final certification conducted at an operational nuclear facility

UNITED STATES NAVAL ACADEMY Annapolis, MDBachelor of Science, Political Science, Japanese (minor), May 2001

EXPERIENCE AMERICAN INDUSTRIAL PARTNERS, AQUAFLOW Kent, WA2015 Product Management & Marketing Intern

• Analyzed global surface preparation market and identified a $100MM opportunity incommercial shipping and oil & gas industries

• Benchmarked technical and financial comparisons with competing technologies,identifying competitive advantage and prioritizing areas for improvement

• Combined voice of the customer analysis and value engineering to redesign anunderperforming product line, improving reliability and reducing COGS by 25%

2015 THE DOW CHEMICAL COMPANY Midland, MIStudent Consultant, Digital Marketing• Developed and piloted a new lead management process, obtaining executive support

from 5 business divisions• Identified variances in culture, process, and technology inhibiting change efforts and

developed implementation plan to overcome these challenges• Defined key relationships between marketing, sales, and customer service to enable

knowledge sharing and minimize lost leads• Executive presentation recorded for corporate training use

2007‑2014 U.S. NAVY, AFLOAT TRAINING GROUP, WESTERN PACIFIC Yokosuka, JapanDirector of Operations, 2009‑2014• Maintained combat readiness of US 7th Fleet by coordinating training and inspections

for 19 ships and over 10,000 crew members• Reduced operating costs by 30% in response to forced budget cuts by forecasting

requirements and leading strategic risk assessments• Supervised 3 direct reports, mentored 10 program managers, and coordinated over 100

personnel across 20 disciplines in a matrix‑style organization

Program Manager, 2007‑2009• Served as training consultant to 2 ships, analyzing multidisciplinary performance data

to maximize combat readiness while reducing training time by 33%• Cultivated relationships with clients of varying culture and leadership styles

2001‑2007 U.S. NAVY (various)Nuclear Engineering Supervisor, Division Officer• Supervised aircraft carrierʹs nuclear power plant; combat deployments on 2 warships• Led planning and execution of emergency drills involving over 5,000 personnel,

resulting in successful completion of a major safety inspection• Managed divisions of over 60 personnel

ADDITIONAL • Collaborated with international volunteers for relief efforts following the Great JapanEarthquake, bridging language and cultural barriers with local citizens

• Off‑duty interests: tennis, creative writing, music composition

August 2015

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SPOTLIGHT! 2015

ZACH MANDELL1025 Vaughn St. • Ann Arbor, MI [email protected] • (312) 504‑5900

EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Industrial & Operations Engineering, April 2016• Tauber Institute for Global Operations Fellow

College of EngineeringBachelor of Science in Industrial and Operations Engineering, August 2015• GPA 3.65/4.00• Admitted to Engineering Global Leadership Honors Program• International Minor for Engineers• Michigan Tradition Scholarship Recipient, University Honors (5 consecutive semesters)• Instructional Aide for Materials Science and Engineering course

EXPERIENCE AMERICAN INDUSTRIAL PARTNERS Kent, WA2015 Tauber Project Intern at AquaFlow

• Identified $100M growth opportunity for surface preparation equipment sales in thecommercial shipping and offshore oil industries

• Reduced COGS by 25% while addressing critical reliability and downtime issuesthrough value engineering analysis on robotic waterjet crawler

• Constructed 3‑year R&D plan to launch a next generation product including 25 updateddesign requirements and the application of a revolutionary industry technology

• Restructured portfolio of waterjet accessories, leveraging product offering, pricing, andaftermarket sales to segment the market based on four major customer needs

GENERAL ELECTRIC ‑ TRANSPORTATIONSummer 2014 Global Services & Solutions Intern Ft. Worth, TX

• Forecasted component lifetime and reliability, using current maintenance data fromservicing largest customerʹs fleet of over 3,500 locomotives

• Identified unrealized material productivity savings at over twenty service shopsnationwide, adding $1.2 M to current year revenue

• Introduced monthly report to monitor customer asset utilization through locomotivemileage & MWHr parameters, anticipating future billing exceptions with respect toservice contract terms and conditions

• Facilitated employee involvement within team of 30 to participate in local food drivecompetition resulting in 2nd place award and over 3,000 lbs of food donated

Summer 2013 Control Manufacturing Intern Erie, PA• Implemented standard work procedure to reduce cycle time by 30% for Evolution Series

locomotive control consoles• Improved production process to one piece flow to optimize cellular layout design and

reduce inventory costs by $273,000• Led Lean Action Workout team consisting of five hourly and salaried employees to

identify eleven potential Kaizen improvement events• Managed professional development committee for over 150 interns, organizing a total

of seven events including workshops delivered by executive level speakers

2011‑2012 ʺSTUDENT KITʺ ‑ START‑UP BUSINESS Ann Arbor, MICo‑Founder• Developed mobile application to address problems faced with an information overload

on campuses by filtering events, organizations, etc. based on students’ interests• Awarded venture shaping grant of up to $2,000 in “Dare To Dream” business

competition through the Ross School of Business and Zell Lurie Institute• Received 2nd place among 50 teams in pitch competition to Silicon Valley venture

capitalists

ADDITIONAL • Completed 14 week Six Sigma course involving coursework at Black Belt level• Pursued French language comprehension through semester of coursework in France• Avid street photographer and coffee enthusiast

August 2015

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29TAUBER.UMICH.EDU


AMAZON – FBAIDENTIFYING OPPORTUNITIES FOR THE SELLER EXPERIENCE

Student Team:Lauren Fitzpatrick – EGL (BSE/MSE Industrial and Operations Engineering) Aditya Seshnath – Master of Supply Chain Management

Project Sponsors:Eddie Iglesias – Sr. Product Manager FBAJeffery Moore – Sr. Manager, Product Management FBA Akira Wada – Sr. Manager, Product Management FBA

Faculty Advisors:Judy Jin – UM College of EngineeringNed Smith – Kellogg School of Business

Amazon is the largest internet-based retailer in the United States. The company has offices in over 15 countries across the world, and ships items to even more. The mission statement of “striving to be Earth’s most customer-centric company where people can find and discover anything they want to buy online” speaks to the fact that Amazon is truly a leader in the electronic commerce business. In 2006, the company launched Fulfillment by Amazon (FBA), a program for Sellers that would allow them to store inventory in Amazon’s fulfillment center (FC) warehouses. The platform caters to individuals as well as large companies, allowing them to sell products to Customers by leveraging Amazon’s well-known marketplace and world-class fulfillment network. With Amazon responsible for picking, packing, shipping and even providing customer service for Sellers’ inventory, Sellers can focus on the most important part - growing their business.

FBA’s value proposition and ensuing growth helps expand the marketplace and bring new Sellers onto the platform. Through this feature, Amazon aims to provide all Sellers, large or small, with the opportunity and excellent level of service. While these services add a unique convenience factor for the Seller, it also has the potential to open Amazon up to opportunities for losses and defects. For example, inventory may be lost or has its availability delayed during transit, at arrival to the warehouse, or through the storage process until the item has arrived at the end Customer. If Amazon cannot find missing inventory quickly, it may be required to compensate the Seller for the product.

The Tauber team performed an in-depth study of the complex supply chain to identify opportunities for internal improvements we can apply to the Seller reimbursement policies. First, the team analyzed the reimbursement space and identified the area that could be the largest area for improvement. Next, the team studied industry practices and related customer service standards of FBA both externally and internally. Furthermore, to align our research to the Amazon core leadership principle of Customer Obsession, the team sought out Seller sensitivity to faults and fluctuations in the policies through feedback forums and a Seller survey. Finally, the team developed a financial model to quantify the impact and risks for an improved reimbursement policy for the Sellers and the company.

After further evaluation, Amazon could generate tens of millions of dollars in annualized savings with this initiative, coupled with an enhanced Seller experience. The potential for greater savings lies in the ability to increase Seller satisfaction and retention in the event they experience a delay. Amazon can gain in terms of reputation and retention, while continuing to align with the company goal.

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SPOTLIGHT! 2015SPOTLIGHT

LAUREN DANIELLE FITZPATRICK815 Lawrence, Unit #1 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Industrial and Operations Engineering, May 2016• Tauber Institute for Global Operations Fellow• Tauber Student Advisory Board Representative

College of EngineeringBachelor of Science in Industrial and Operations Engineering, May 2015• International Minor for Engineers• Engineering Global Leadership Honors Program ‑ Internal Vice President• 3.8/4.00 GPA• Deanʹs List and University Honors 5 consecutive semesters, Tau Beta Pi Centennial

Endowment Scholarship 2013, Johnson Scholarship 2014

UNIVERSITE DE TECHNOLOGIE DE TROYES Troyes, FranceCollege of Engineering6‑week course in Project Management and European History

EXPERIENCE AMAZON Seattle, WASummer 2015 Project Management Intern ‑ Fulfillment by Amazon

• Evaluated opportunities for improvement for Seller experience on the FBA platform• Performed industry benchmarking study to identify best practice concepts• Initiated Seller feedback survey to collect first‑hand input• Developed new reimbursements policy to save 39% annually in addition to an

improved Seller experience

Summer 2014 DOMINOʹS PIZZA LLC Ann Arbor, MIFinance Intern ‑ Statistical Analysis• Developed digital store simulation for financial and efficiency analysis with the

potential to save 8 minutes per delivery, resulting in an estimated $1.5 million per store,per year

• Analyzed store data to find ordering trends by utilizing Excel, SQL, and quantitativereasoning skills, identifying key areas for improvement

• Refined raw data from analysis into readable graphs and charts and presented to SeniorManagement

2011‑Present PULSE220, AN EXPERIENTIAL AGENCY Ferndale, MIPart‑time Special Events Assistant

• Provided troubleshooting support for guests at check‑in to VIP Party working with IPadapplications, resolving issues and increasing client satisfaction

• Implemented queuing strategies for patrons to avoid congestion in arrivals,streamlining the process of checking in and reducing process time by half

• Coordinated Back To College events at Meijer locations in the Midwest, utilitzing livemarketing techniques to invovle and engage 2,000+ students at each event

2014‑Present UNIVERSITY OF MICHIGAN INDUSTRIAL & OPERATIONS ENGINEERING DEPT.Part‑time Peer Advisor Ann Arbor, MI

• Advise students in course planning and academic balance, and mentor students onschool and career strategy, to help achieve career target clarity

• Develop new methods to reach out to students, including instant messaging as well asvisual marketing, raising awareness of services and availability to the undergraduatedepartment

ADDITIONAL • EGL Volunteer Abroad ‑ taught English to elementary age children for two weeks• Women in Science and Engineering (WISE) ‑ residential living community 2011‑12;

worked with women at Willow Run High School to improve involvement and interestin STEM fields

• Engineers Make a Difference ‑ worked with Growing Hope non‑profit in Ypsilanti, MIAugust 2015

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31TAUBER.UMICH.EDU


ADITYA SESHNATH405 NOB HILL CT, APT 3 • ANN ARBOR, MI 48103‑5472


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow

VISVESVARAYA TECHNOLOGICAL UNIVERSITY Belgaum, IndiaP.E.S. Institute of TechnologyBachelor of Engineering, Mechanical, July 2008

EXPERIENCE AMAZON.COM Seattle, WASummer 2015 Tauber Institute Team, Senior Product Manager Intern

• Evaluated opportunities for improvement for Seller experience on the FBA platform• Performed industry benchmarking study to identify best practice concepts• Developed new reimbursements policy to reduce annual reimbursements in addition to

an improved Seller experience

2008‑2012 TOYOTA KIRLOSKAR MOTOR PRIVATE LIMITED Bangalore, IndiaEngineer ‑ Product Design & Development• Led body design team, to localise imported parts for Toyota India, from planning to

implementation stage, achieving annual cost savings of USD 3.5 million.• Selected from a pool of 50, to team of 4 designers to design the Toyota Etios‑Aerokit,

first indigenous design project at Toyota India, completing project 11 months ahead ofschedule.

• Conceived and implemented various value engineering and value addition proposalsthrough proactive personal initiatives by modifying existing designs and supply chainconditions, achieving annual cost reductions of USD 0.47 million.

• Piloted entire project of first ever limited edition Toyota Fortuner in India, managedcross‑functional teams charged with development and implementation of parts,resulting in completing project before deadline and record sales of 400 units in 3 weeks.

• Elucidated suppliers in optimising manufacturing processes and implementingPoke‑Yoke measures to manufacture car components as per design to meet Toyotastandards of production and quality.

• Used Toyotaʹs Problem Solving techniques using A3 sheets for many projects.

2012‑2014 300 FEET ECO SOLUTIONS Bangalore, IndiaFounder & CEO• Founded organisation that partners with Bangalore Municipal Authority in creating

systematic and sustainable waste collection mechanism in one of Bangalore’s largestshopping district,Jayanagar.

• Launched first end‑to‑end waste management solutions initiative in Bangalore city toprovide holistic waste management solutions at events. Successfully catered to over 10events where crowds exceeded 20000 people in each event.

• Forged strategic tie‑ups with Administrative Departments, NGOs and otherorganizations to create network of suppliers and vendors, to aid in effective wastemanagement and disposal.

• Secured funding of USD 8000 from office of Member of Legislative Assembly,Jayanagar, as part of allocated annual funds. Added an additional 133 litter bins to thestreets, thereby improving waste management infrastructure in Jayanagar Constituency.

• Consulted and collaborated with a private company to implement waste reductionprojects as part of their Corporate Social Responsibility initiative, reducing 7% of wasteproduction.

• Conceptualised innovative waste management solutions for clients, such as litter binscapable of displaying backlit media or advertising, to make waste management effortsmore profitable, by implementing the bins at large events.

ADDITIONAL • Selected as a Fellow by Bangalore Political Action Committee’s Civic LeadershipIncubator Program (CLIP) for social leaders, a competitive fellowship program.

• A keen trekker. Recently trekked a Himalayan peak at a height of 14,750 feet.August 2015

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SPOTLIGHT! 2015

AMAZON– OPERATIONSAMAZON ROBOTICS STOW ERROR REDUCTION

Student Team: Taabish Faraz – Master of Supply Chain ManagementAaron Silver – Dual (MBA/Master of Science in Natural Resources & Environment)

Project Sponsors: Mike Fisher – Senior ACES Master Black Belt, North AmericaDave Graybeal – Director, Quality, North American Fulfillment Centers Govind Singh – Senior ACES Quality Program Manager

Faculty Advisors: David Kaufman – College of EngineeringAmitabh Sinha – Ross School of Business

Amazon is a $100 billion company that has established itself as the world leader in online retail. It has a complex logistics network that acquires, stores, packages, and sells its own products as well as those of third-party sellers. The Amazon Tauber project took place at the Ruskin, Florida Fulfillment Center; commonly referred to as TPA1. TPA1 opened in September 2014, coinciding with the early 2014 roll out of Amazon’s proprietary Amazon Robotics fulfillment technology. TPA1 is a 1.2 million square foot Amazon Robotics fulfillment center that employs over 1600 Amazonian associates, processes 1.9 million inbound units weekly, has 11 million units in inventory, and processes 1.7 million outbound units weekly.

Amazon Robotics uses game-changing automation technology for its fulfillment centers that help simplify operations and reduce costs while increasing strategic flexibility. Using hundreds of autonomous mobile robots and sophisticated control software, the Amazon Robotics mobile-robotic fulfillment system enables extremely fast cycle times with reduced labor requirements and improved capacity. With the development of this new fulfillment application, best practices for human to robotic interface are still in their infancy and are a few iterations away from full optimization. Specifically, the stow department process of replenishing Amazon Robotics pods is subject to high levels of error injection. Currently, stow errors account for 43% of errors at TPA1 and 33% of errors within the Amazon Robotics Sortable network.

The Amazon Operations Tauber team partnered with the ACES (Amazon Customer Excellence System) quality team and was incorporated into their strategic Lend Forward initiative to solve the company’s most complex problems. Using in-depth six sigma DMAIC methodology, the Tauber team determined that the top drivers of stow errors are items being stowed under wrong bar code, wrong quantity, and wrong location. All of these result in a physical-virtual mismatch that produce cascading cost impact to pick department productivity, problem solve maintenance, expedited delivery, and potentially, to customer experience and seller reimbursement.

Using statistical hypothesis testing, the team was able to identify the significant inputs to stow error introduction. The team focused on isolating all manual inputs that were contributing to the occurrence of stow errors and replaced them with mechanisms that preclude root cause error injection. The team then conducted a pilot with the improved mechanisms. The process improvement pilot netted a total reduction of wrong bar code, wrong quantity, and wrong location errors. With the changes, a 29% error reduction at TPA1 is expected. Additionally, the process improvement netted a 42% productivity improvement. The expected annual stow error reduction improvement cost savings is projected at $1.6M at TPA1 alone and $14.4M across the Amazon Robotics Sortable Network. If the productivity improvement proves scalable the cost savings are projected at an additional $14.5M in annual savings across the Amazon Robotics Sortable Network.

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33TAUBER.UMICH.EDU


TAABISH FARAZ3350 Laurel Ridge Ave • Ruskin, FL 33570


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Admitted to the Tauber Institute for Global Operations• Awarded Ross School of Business Academic Fellowship GMAT Score ‑ 710• Member Retail Luxury Goods Club and Entrepreneur & Venture Club

SYMBIOSIS INSTITUTE OF BUSINESS MANAGEMENT Pune, IndiaMaster of Business Administration, April 2007• Summer Intern at Saint Gobain; Project on Channel Partner Management

VISVESVARAYA TECHNOLOGICAL UNIVERSITY Belgaum, IndiaBachelor of Engineering, Electronics, April 2004• Project in Bharat Electronics on Microcontroller Design; Ranked 1 in C++ programming

EXPERIENCE AMAZON CORPORATE LLC Ruskin, FLSummer 2015 MBA Operations Intern

• Led process improvement in stow process for improved inventory management to save$4M across KIVA network.

• Key highlights: Lean, Continuous Improvement, DMAIC, Statistical Analysis.

2011‑2014 INFOSYS LIMITED Bangalore, IndiaSenior Consultant ‑ Bid Management, 2014• Led teams, won two $100M + deals in Retail, CPG segment. Analyzed business

requirements, collaborated with different units, technology teams to structurecommercials and solution design for clients.

Consultant, 2012‑2014• Won Global Beer Company deal worth 350K Euros in Africa won Global CPG deal

worth $500K in China. Supported Distribution Management, Planogram Product teamson product development, client demos and proposals.

Senior Associate Consultant, 2011‑2012• Developed new features for Supply Chain Management tool for Global CPG client to

enhance business functionality.

2009‑2011 BATA INDIA LIMITED Gurgaon, IndiaDistrict Manager ‑ Hush Puppies• Managed complete P&L for Hush Puppies in the North and East regions of India

including Store Operations and Real Estate Development.• Opened new stores, increased conversion rate, collaborated with channel partners to

increase revenue by $ 1M in 18 months, 126% target achievement. Selected from 50District Managers for Store Operations Training in Singapore.

2008‑2009 REEBOK INDIA Mumbai, IndiaArea Sales Manager Mumbai• Managed Retail Business in Mumbai including Franchisee Management, Retail Store

Operations and Retail Real Estate development.• Increased revenue by $1M in 12 months by opening new stores, signing up new

franchisees and increasing same store sales; Target achievement was 104%.

2007‑2008 KOTAK MAHINDRA BANK Noida, IndiaRelationship Manager Priority Banking• Managed HNI client relationships and sold financial products.

ADDITIONAL • 2nd prize in Infosys New Product Idea contest, got funding out of 500 applications.• Raised $20K from EXIM Bank for Impulse Social Enterprises, led business development.• Represented state at National Level in Junior Chess Championships. 2nd prize in

National Inter‑School Chess Tournament.July 2015

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SPOTLIGHT! 2015

AARON SILVER3392 Tacoma Circle • Ann Arbor, MI 48108


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMBA/MS, Erb Institute for Global Sustainable Enterprise, May 2017• Emphases in Operations and Sustainable Strategy• Awarded: G. Amber Scholarship based on academic and professional achievements• Elected: President, RSB Toastmasters; Vice President of Student Engagement, Armed

Forces Association at Ross• Selected: Tauber Institute for Global Operations Fellow, Student Ambassador,

Consulting Club, Operation Management Club

RUTGERS UNIVERSITY New Brunswick, NJRutgers CollegeBachelor of Arts, American Studies, May 2008• Graduated cum laude; 3.54 GPA• Army ROTC; Cadet Company Commander, Ranger Challenge Team Captain

EXPERIENCE AMAZON Ruskin, FL2015‑Present Pathway Operation Intern, 2015Summer • Performed rigorous six sigma analysis of Amazon Robotics stow error injection;

initiated enhancements resulting in 29% error reduction and $14.4M annual savings

2012‑2014 BEST BUY CO. INC. ‑ BEST BUY LOGISTICS Findlay, OHWarehouse Supervisor• Spearheaded multiple process improvement initiatives; led department to a 20%

productivity increase over previous year• Managed merging of three distinct departments into single streamlined department,

reducing daily labor requirement in department by 20%• Supervised 29 associates in order processing department; invited to join the Best Buy

Accelerated Development Group for high potential junior management

2008‑2012 U.S. ARMY Grafenwoehr, GermanyCaptain ‑ Targeting Officer, 2011‑2012• Led four‑member team to liaise with Polish brigade while deployed to Afghanistan;

facilitated cooperation between international forces for over 160 combat missions• Collaborated with Navy SEAL‑led task force in key tactical role during 18 special

operations missions that significantly reduced risk for allied personnel• Devised weekly planning directive to streamline multiple disjointed reports and

convinced leadership to adopt new format; oversaw implementation to entire brigade

1st Lieutenant ‑ Platoon Leader and Fire Support Officer, 2010‑2011• Led infantry platoon of 39 personnel through multiple successful training exercises;

recommended for accelerated promotion and rated in top 3 of 25 officers in battalion• Developed training program preparing 33 soldiers for pre‑deployment fire support

certification; achieved 100% pass rate• Maintained over $3M worth of vehicles and equipment and ensured 100% mission

readiness of all assigned property in preparation for deployment to Afghanistan

2nd Lieutenant ‑ Assistant Operations Officer, 2008‑2010• Ensured safe and accurate disbursement of $500K in funds to six projects that improved

security and infrastructure in operational area while deployed to Iraq• Organized and supervised movement of 42 vehicles and 60 containers from Iraq to

Kuwait and to Germany, resulting in successful redeployment of battalion• Graduated Ranger School, the premier US Army small unit leadership training school

ADDITIONAL • Winner of ESPN Warrior Challenge competition on Veterans Day live broadcast event• Served weekends and summers as infantryman in National Guard, 2005‑2008• Awarded Bronze Star medal for exceptional performance during combat actions• Ran with the bulls in Pamplona, Spain during San Fermin festival

August 2015

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THE BOEING COMPANY – 777XOPTIMIZING INFORMATION FLOW IN A COMPOSITE SMART FACTORY

Student Team: Jeffrey Dillaman – Master of Business AdministrationMitchell McKinstry – EGL (BSE/MSE Industrial & Operations Engineering)Michael Quan – Dual (MBA/MSE Industrial & Operations Engineering)

Project Sponsors: Kevin Bartelson – 777X Director, Composite Wing CenterKatie Leikhim – Senior Manager, Operations Integration, Composite Wing Center

Faculty Advisors:Richard Hughes – University of Michigan College of EngineeringNed Smith – Northwestern University Kellogg School of Business

The Boeing Company, a $99B multinational corporation, is the world’s largest aerospace company and leading manufacturer of commercial jetliners and defense, space, and security systems. Boeing’s newest commercial product offering is the 777X, a derivative of the 777 that will be the largest and most efficient twin-engine jet in the world. The 777X will have carbon fiber reinforced polymer wings that will be fabricated in the Composite Wing Center (CWC), a brand new 1.3 million square-foot facility in Everett, Washington.

Scheduled to be completed in mid-2016, this facility will fabricate the largest composite material structures Boeing has ever produced and incorporate state-of-the-art technologies in composite material manufacturing. CWC leadership needed a plan to identify, collect, and display information needed to manage the factory’s high level of complexity. They tasked the Tauber team with identifying what Key Performance Indicators (KPIs) will guide good decision making and predict problems before they occur, how these KPIs should be collected, and how they should be accessed and displayed by key CWC stakeholders. Boeing has an opportunity to build a smart factory from the ground up by integrating modern information and manufacturing technologies and practices.

To address this opportunity, the Tauber team first conducted over 40 interviews, toured 8 manufacturing facilities, surveyed 30 people, analyzed several market-leading business intelligence systems,and benchmarked production information systems currently used by other composite fabrication facilities within Boeing. The team then identified, categorized, and prioritized 73 KPIs that will need to be accessible to decision makers. Lastly, the 73 KPIs were integrated into two data reporting systems – one for real-time production monitoring, and one for reviewing historical data.

After implementing the Tauber team’s recommendations, Boeing is expected to reduce cycle time at key bottleneck processes by 20%, thus eliminating the need to purchase additional manufacturing capacity. Additionally, the project will save over a half million dollars per year in recurring engineering labor costs and create an additional capacity of 10,000 engineering hours for value-added projects. Finally, by creating an error-proof RFID monitoring system, the recommendations will eliminate human errors that could result in millions of dollars in scrapped parts.

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SPOTLIGHT! 2015

JEFFREY L. DILLAMAN916 Oakland Ave. • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, May 2016• Emphases: Strategy and Operations• Tauber Institute for Global Operations Fellow• Selected: Team Lead, Community Consulting Club• Selected: President, Maize & Brew• Elected: MBA Section 2 Social Chair• GMAT: 700 (90th percentile)

THE OHIO STATE UNIVERSITY Columbus, OHCollege of EngineeringBachelor of Science, Industrial & Systems Engineering, June 2010• Graduated Cum Laude• The Ohio State University Honors Program

EXPERIENCE THE BOEING COMPANY Everett, WASummer 2015 Tauber MBA Intern

• Generated an operations dashboard concept for the future 777X Composite Wing Centerby integrating insight from eight Boeing facilities to identify critical information to trackand display; effort resulted in a usable prototype that demonstrates its ability to helpmanage the significant complexity of the $1 billion, 1.3 million square foot facility.

• Identified leading indicators and created data automation plan to streamline decisionmaking; plan will facilitate predicting and mitigating problems before they occur andreducing non‑value‑add time by 15 hours per industrial engineer per week.

MAP 2015 SCIENTIFIC GAMES INTERNATIONAL Tel Aviv, IsraelStudent Consultant• Conducted extensive interviews with members of the Tel Aviv startup industry;

developed an actionable guidebook for how to operate a startup in Israel.

2010‑2014 COMMERCIAL VEHICLE GROUP, INC. New Albany, OHResearch & Development Engineer, 2013‑2014• Coordinated cross‑functional global team of 20 members from US, UK and China on

value engineering projects; projected cost savings of $1M per year, of which $350k peryear has been realized through the implementation of recommendations.

• Managed IT development of internal online application to access and utilize productbenchmarking and testing data across all global design and sales centers; led to a moretargeted sales approach and emphasis on ʺbest of classʺ competitive analysis.

• Defined customer requirements and directed design engineers on redesign of a productcomponent; resulted in an expected $600k/year cost savings per year.

Engineering Technician, 2010‑2013• Lead Design to Value project involving management consultants from a leading firm;

implementation of recommendations resulted in cost savings of $700k per year.• Consulted on purchase, setup and implementation of production validation testing

equipment valued at over $1M at Shanghai facility; new testing capabilities led directlyto new business earned with several Asian truck and construction OEMs.

• Harmonized production validation testing standards among four global test centers onthree continents; resulted in improved testing lead time to reduce time to market by anaverage of 3 to 6 months per product.

• Performed design of experiments studies on truck headliner manufacturing process atUS and Mexico facilities; resulted in 3% overall scrap reduction.

ADDITIONAL • Avid homebrewer of beer for more than five years; particularly enjoy the mix of creativeexpression of recipe design and technical nature of the brewing process.

• Love to travel; visited 13 different countries with many more future trips planned

July 2015

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MITCHELL D. MCKINSTRY44702 Clare Blvd. • Plymouth, MI [email protected] • (734) 679‑6296

EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Industrial and Operations Engineering, May 2016• Tauber Institute for Global Operations Fellow

College of EngineeringBachelor of Science in Industrial and Operations Engineering, May 2015• GPA: 3.7/4.0• International Minor for Engineers• Engineering Global Leadership Honors Program Fellow• College of Engineeringʹs Deans List and University Honors

ICAI ‑ UNIVERSIDAD PONTIFICIA DE COMILLAS Madrid, SpainInternational Programs in Engineering, Fall 2013• Classes included: Thermodynamics, Material Science Engineering, Production Systems,

and Spanish for Exchange Students (All in Spanish)

EXPERIENCE THE BOEING COMPANY Everett, WASummer 2015 Tauber Intern

• Worked with 2 MBA interns to create operations dashboard that uses modern BIcapabilities by interviewing 42 stakeholders and analyzing key processes from 8 Boeingfacilities, allowing for effective management of future 1 million square foot factory

• Identified leading indicators and created data automation plan by performing rootcause analysis and interviewing 35 key stakeholders, allowing for streamlined decisionmaking and reducing non‑value‑add time by 15 hours per industrial engineer per week

Summer 2014 ROBERT BOSCH, LLC Farmington Hills, MILogistics Intern• Analyzed sea shipping routes to consolidate shipments through sorting data and

identifying trends, resulting in $500,000 per year in potential savings• Developed Visual Basic (VBA) program in Microsoft Excel to automate process of

inputting shipment data, reducing the input time by 95%• Conducted weekly meetings with supervisor describing results of assignments,

providing recommendations to be implemented by the company

2009‑2012 PLYMOUTH‑CANTON COMMUNITY SCHOOLS Plymouth, MILifeguard and Swim Instructor• Developed individualized lesson plans for up to 300 students, from toddler to senior

citizen, to achieve optimum skill development• Consulted with parents and clients reviewing swimming skills learned, contributing to

practice away from classes, resulting in improved swimming abilities

2011‑Present BLUELAB NICARAGUA Managua, NicaraguaNicarAGUA BLUElab Sustainability Group• Traveled to Nicaragua with a team of 6 and implemented membrane water filters,

allowing clean drinking water for over 500 residents in Leon and Managua• Designed and built an improved rainwater catchment, filtration, and storage system,

allowing adequate water supply for entire dry season• Led team of 3 to make educational handbook for villagers explaining use of water

filtration system and risks of drinking unfiltered water, leading to reduced health risks

ADDITIONAL • Professional proficiency in Spanish (9 Years)• International Volunteer ‑ Constructed greenhouse and taught students in Cusco, Peru• Spanish Language Internship Program ‑ Winter 2013• Computer Experience: Microsoft Office, Microsoft Visual Basic, C++, Matlab, SQL,

Minitab, Promodel, Sketchup, AMPL• Ran with bull in Spain

July 2015

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SPOTLIGHT! 2015

MICHAEL QUAN418 Village Green Blvd • Ann Arbor, MI 48105


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of Business | College of EngineeringMaster of Business Administration/MS, Industrial & Operations Engineering, December 2016• Emphases in Technology and Operations• Tauber Institute for Global Operations Fellow• 7‑week student consultant for start‑up cloud computing firm in Haifa, Israel• Armed Forces Association, Technology Club, Energy Club• GMAT Score: 720 (94th percentile)

UNITED STATES NAVAL ACADEMY Annapolis, MDBachelor of Science, History, May 2004• Graduated with honors & Minor in Mandarin• Boat Skipper on Varsity Offshore Sailing Team, Summer 2002

EXPERIENCE THE BOEING COMPANY Everett, WASummer 2015 Tauber MBA Intern

• Conducted advanced composite manufacturing study across 8 aircraft productioncenters, resulting in an IT/operations strategy for Boeing’s future 777X Composite WingCenter that will create savings of over a half million dollars per year and improvecomposite layup cycle times by 20%.

2011‑2014 DEPARTMENT OF DEFENSE OPERATING BASE EUROPE Stuttgart, GermanyStrategic Information Collector• Conducted strategic‑level debriefings of key U.S. and allied personnel in Europe and

Afghanistan, resulting in 70 Intelligence Information Reports used in over 100national‑level Intelligence products; two reports were cited in President’s Daily Brief

2010‑2011 U.S. NAVY FIFTH FLEET COMMAND Manama, BahrainTeam Leader on Command Center Watch Floor• Led 12 intelligence professionals and processed hundreds of sensitive intelligence feeds,

resulting in capture of Somali pirates and drug traffickers in Indian Ocean• Presented over 100 intelligence briefs to Fifth Fleet commander, thus providing crucial

situation awareness during several life‑or‑death Somali pirate attacks

2009 U.S. NAVY BATTLE FORCE SEVENTH FLEET Yokosuka, JapanAide to senior‑level Admiral• Hand selected to be personal assistant to Admiral commanding nine U.S. warships, 80+

combat aircraft and over 6,000 sailors• Coordinated strategic discussions with naval leaders of four Pacific Rim countries and

planned high‑level meetings for over 30 distinguished visitors, aiding to successfuldiplomatic engagements and vital maritime security coordination

2007‑2008 U.S. NAVY USS KITTY HAWK (CV‑63) Yokosuka, JapanIntelligence Systems Officer/Division Officer• Led and mentored team of thirty‑one intelligence professionals, ensuring zero incidence

deployment and effective intelligence support to nine U.S. warships• Operated intelligence collection systems on board USS KITTY HAWK, resulting in

significantly increased collection capability and first successful operation of HighBandwidth Data Link system in over six years

2004‑2006 U.S. NAVY FLIGHT SCHOOL ‑ JET TRAINING Meridian, MSStudent Naval Aviator• Piloted multi‑million dollar propeller and jet engine aircraft, resulting in approximately

150 incident‑free flight hours while conducting advanced military training

ADDITIONAL • Cleared for Top Secret information by Department of Defense until May 2016• Traveled to 20 countries, ran with bulls in Spain, trekked in Himalayas, ran 4

marathons, and sailed from Bermuda to Nova ScotiaAugust 2015

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THE BOEING COMPANY – BCA PDCARBON FIBER RECYCLING STRATEGY TO ACHIEVE ZERO WASTE-TO-LANDFILL

Student Team:Akul Bali – EGL (BSE Electrical Engineering/MSE Industrial and Operations Engineering)Kelsea Ballantyne – Dual (MBA & Master of Science in Natural Resources & Environment)Martha Neubauer –EGL (BSE Chemical Engineering/MSE Industrial and Operations Engineering)

Project Sponsors: Tia H Benson Tolle – Director, Advanced Materials, BCA Product Development Hardik Dalal – Project Manager, Carbon Fiber Recycling, Advanced Materials, BCA Product DevelopmentNicholas Room – Manager, Structural Composites, Advanced Materials, BCA Product Development

Faculty Advisors:Erdogan Gulari – College of Engineering Peter Lenk – Ross School of Business

Boeing is one of the major consumers of carbon fiber reinforced plastic (CFRP) in the United States. It is also a major producer of CFRP waste. Boeing currently creates 1.1M pounds of CFRP waste annually and sends, at great expense, more than 95% of this waste to specialized landfills because the recycling industry is nascent and material handling processes do not exist. Boeing is currently building the 777X Composite Wing Center (CWC) which will increase total CFRP waste to 1.8M pounds annually. Boeing, recognizing the importance of developing the CFRP recycling and reuse industry, has launched a zero waste-to-landfill (ZW2L) initiative. Boeing engaged the Tauber team to explore ways to make the CWC a CFRP ZW2L facility.

In addition to achieving ZW2L, the team defined decreasing costs, increasing revenues and closing the loop to put recycled CFRP back on the airplane as key solution drivers. Using a systems thinking approach, the team developed a plan to match operational waste outputs to market demand. The team first conducted a market analysis by visiting and interviewing the only viable CFRP recyclers and reusers. From this, the team developed a market material preferences table and a business case analysis on closing the loop. Next, the team created the Tauber Waste Discovery Method™ to estimate volumes and types of CFRP waste that will be generated; this allowed the team to simulate Boeing’s proposed baseline material handling process. This simulation highlighted key shortfalls in the process, resulting in missed opportunities to sell to reusers and recyclers. To address these shortfalls, the team piloted point-of-use waste segregation and prototyped a material handling Bolt Tool™ with operators. These innovations cost less in time and money than the baseline process and created waste material in a form that reusers and recyclers would purchase. Based on these findings, the team created a model that integrated engineering, operational and market variables to test 14 scenarios that incorporated these crucial variables. The team then tested each scenario against its ability to fulfill the key solution drivers.

In order to implement the best scenario, the team recommended a comprehensive market-building and operations approach that included ensuring Boeing had the incentives and tools to create and supply CFRP waste materials to the market as well as effectively develop the market through technologies. These recommendations prevented Boeing from implementing the baseline scenario, which would have cost ($1.4M) NPV over ten years and sent CFRP waste to the landfill. Instead, the team created a scenario that will achieve revenues of $5.4M NPV over ten years and will achieve the ZW2L objective. Furthermore, the team tailored its recommendations to roll out to Boeing’s ten other CFRP waste producing sites, providing Boeing with the ability to become CFRP ZW2L network-wide.

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SPOTLIGHT! 2015

AKUL BALI15 Kelly Way • Monmouth Junction, NJ 08852


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Industrial and Operations Engineering, December 2015• GPA: 3.75/4.00• Tauber Institute for Global Operations Fellow

College of EngineeringBachelor of Science in Electrical Engineering, August 2015• GPA: 3.65/4.00 ‑ Magna Cum Laude• Engineering Global Leadership Honors Program• International Minor for Engineers• William J. Branstorm Freshman Award 2011• Deanʹs List and University Honors (multiple semesters)

TECHNICAL UNIVERSITY OF BERLIN Berlin, Germany• Six week study abroad program though the U of M College of Engineering, took courses

in Robot Programming and German Language and Culture

EXPERIENCE THE BOEING COMPANY Mukilteo, WASummer 2015 Tauber Capstone ‑ BCA Product Development Intern

• Devised a strategy to make the 777X Composite Wing Center a Zero Waste‑to‑Landfillsite for carbon fiber waste with a cost‑savings potential of $5.4 million NPV over 10years

• Interfaced with numerous stakeholders to understand internal factors, external marketopportunities, and develop synergies

• Conceptualized and developed an Excel analytical model for waste forecasting andscenario analysis to optimize waste handling planning and external marketdevelopment

Summer 2014 WHIRLPOOL CORPORATION Benton Harbor, MIWERLD Engineering Intern ‑ New Business Creation• Developed and assessed sensor redesign options to meet sub‑system cost targets for

production, top option beat cost targets by 20%• Managed prototype field deployment for consumer usability feedback testing and

assisted with troubleshooting

Winter 2014 MULTIDISCIPLINARY SENIOR DESIGN PROJECT Ann Arbor, MITeam Member• Designed an innovative football helmet which reduces the chance of concussions from

25% to less than 10% and relays real‑time impact data to doctors and coaches• Incorporated impact monitoring capabilities into the helmet by mounting

accelerometers and using a WiFi transmitter to relay data to computer on sidelines• Built operational prototype which performed on‑par with the best football helmet

currently on the market

Summer 2013 ARCELORMITTAL Conshohocken, PAElectrical Engineering Intern• Designed automated dust suppression system which made work environment safer by

eliminating all caustic dust from the air• Gained valuable hands‑on experience working on industrial machinery by assisting

with day‑to‑day operations and preventive maintenance on equipment

ADDITIONAL • Languages: Hindi (Fluent), Spanish (Basic/Conversational)• Computer Skills: C/C++, MATLAB, Quartus, Verilog, ProModel, MS Office• VP of Global Relations for Global STEM Ambassadors student organization• Served as Pro‑bono consultant and Project manager for MECC Consulting Group• Student Mentor in the Center for Engineering Diversity and Outreach• Passionate about European football, American football, and world travel

August 2015

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KELSEA BALLANTYNE2264 Parkwood Ave • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIRoss School of Business/School of Natural Resources & EnvtMBA/MS, Erb Institute for Global Sustainable Enterprise, April 2016• Tauber Institute for Global Operations Fellow• Fellow ‑ Center for Positive Organizations, Dow Sustainability, Ross Leaders Academy• Board Member ‑ UM Presidentʹs Committee for Labor Standards and Human Rights• Graduate Student Instructor ‑ Strategies for Sustainable Development• Co‑President ‑ Design+Business, VP ‑ Ross Net Impact

CHAPMAN UNIVERSITY Orange, CABachelor of Science in Business, Emph in Marketing; Minors, Sociology & Econ, May 2007• Magna Cum Laude, GPA: 3.75/4.0; President of Associated Students

EXPERIENCE THE BOEING COMPANY Seattle, WA2015 Senior Business Associate Intern

• Completed systems thinking analysis to determine key market and operationsopportunities for Boeingʹs first carbon fiber zero waste‑to‑landfill site

• Conducted a pilot and prototype that created effective methods for handling carbonfiber waste and created materials the market would purchase

• Created implementation plan that prevented Boeing from enduring cost of ($1.4M) andsending waste to landfill. Proposed scenario will generate $5.4M, achieve the zerowaste‑to‑landfill objective, and rollout solution to 10 existing sites

2015 AMAZON San Bernardino , CAPathways Operations Intern ‑ Strategy• Completed process flow diagram, 5 whys, quantitative and qualitative analysis to

determine key root causes of high defects at the newly built cross dock• Developed strategy of station reconfiguration and training and tested proposed

methods. The reconfiguration and training were implemented resulting in a 76%decrease in overall building defects

2011‑2013 COXSWAIN SOCIAL INVESTMENT PLUS Tunis, TunisiaPartner and Senior Regional Advisor• Managed business strategy, development, and personnel for Tunisia office and MENA

region, averting office closure and increasing number of client projects by 150%• Executed $1M Africa Pavilion Events Center on behalf of African Development Bank,

UN Economic Commission for Africa, and African Union for audience of over 80,000 atIntʹl Climate Change Negotiations (CoP‑17 & CoP‑18) including 120 feature events

2008‑2011 FREESET GLOBAL Kolkata, IndiaFounder of Freeset Global Apparel Company• Founded apparel manufacturing company employing former sex workers in Kolkata

red light district, leading to freedom for 40 women and monthly profit of $32,000• Designed business model including training, quality control, sourcing and 5‑year plan

ensuring the continued existence and growth of the business

2007‑2008 U.S. DEPARTMENT OF STATE Kolkata, IndiaFulbright Fellow• Researched Global Social Enterprise and its Effects on Women in Red Light Areas

2005‑2012 INTERNATIONAL PRINCESS PROJECT Various Locations, IndiaFounding Member and Director of In‑Country Operations• Established three apparel manufacturing centers in India that provided alternative

income generation for sex‑trafficked women and girls, raising over $500,000 in capitaland providing life transformation for over 150 former sex workers

ADDITIONAL • Headstander. 200hr RYT LifePower Yoga Teacher Certification.• International. Lived 6 years abroad in India and Tunisia in the ʺGlobal Classroomʺ

August 2015

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SPOTLIGHT! 2015

MARTHA NEUBAUER5109 Claremont • Midland, MI [email protected], (989) 488‑8303


Bachelor of Science in Chemical Engineering, August 2015• GPA: 3.98/4.00• International Minor for Engineers ‑ Studied abroad in Spain, Summer 2014• Admitted to Engineering Global Leadership Honors Program• College of Engineering Merit Scholarships, 2013 and 2014

EXPERIENCE THE BOEING COMPANY Mukilteo, WA2015 Tauber Capstone ‑ BCA Product Development Intern

• Developed a plan to enable the new 777X Composite Wing Center to become a zerowaste‑to‑landfill facility for carbon fiber through matching internal possibilities toexternal markets, giving savings opportunities of $5.4 million over 10 years

• Created tools, operator messaging, SOPs and material handling processes to keepcarbon fiber waste in a reusable and recyclable form

Summer 2014 WHIRLPOOL CORPORATION PRODUCT DEVELOPMENT Benton Harbor, MIWERLD Intern• Designed wash cycle for vertical axis (VA) agitator machine to pass Saudi Arabian

standards of soil removal, mechanical action, energy usage, and deviation of soilremoval; achieved 3 of 4 standards ahead of schedule, project ongoing

• Performed Saudi Arabian standard validation testing of VA impeller machine,developing knowledge of procedure in order to conduct independent testing

Summer 2013 WHIRLPOOL CORPORATION ADVANCED DEVELOPMENTWERLD Intern Benton Harbor, MI• Developed new test method to measure pitting corrosion in refrigerator evaporators,

which discouraged ineffective policy saving $1.2 MM• Used 5S and Lean principles to design the relocation plan for the Materials Lab,

facilitating cooperation between teams• Founded The Intern Update, a weekly newsletter highlighting the work done by interns

in all functional groups, promoting information sharing and sense of unity

2014‑Present ENGINEERING GLOBAL LEADERSHIP HONORS PROGRAM (EGL)President Ann Arbor, MI• Leading an organization of over 100 honors engineering students by providing

programming to develop leadership skills, cultural awareness, and business acumen• Initiating long term visioning while responding to day‑to‑day needs and challenges

2011‑2014 BETTER LIVING USING ENGINEERING LABORATORY (BLUELAB)Multiple Roles Ann Arbor, MI• Liaised with Student Organization Account Services to manage budget of over $25,000• Applied for grants for sustainable water purification project, raising over $1,500

Summer 2012 SAINT‑GOBAIN PERFORMANCE PLASTICS Beaverton, MIProcess Improvement Intern• Led successful team to reduce particulate level by 45% in ISO 7 clean room• Developed new form to automatically record and calculate machine downtime using

Visual Basics (VBA) with potential to improve repair efficiency by an estimated 30%• Created future options for Radio Frequency ID and 2D barcode use in the plant to

improve efficiency, found that these tracking methods would not be cost effective

ADDITIONAL • Tauber Institute for Global Operations Student Advisory Board Member• Engineering Global Leadership Honors Society Leadership Chair, 2013‑2014• Have visited 20 US states and 17 countries

September 2015

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43TAUBER.UMICH.EDU


THE BOEING COMPANY – BDSBDS 777X PAINT PROCESS OPTIMIZATION

Student Team: Christian Abney – Dual (MBA & MSE Industrial & Operations Engineering)Daniel Adsit – EGL (BSE/MSE Industrial & Operations Engineering)David Mazur – Master of Business Administration

Project Sponsors:Kevin Greenaway – Industrial EngineeringAndrew Mallow – Director, Technology Strategy Integration: BDS Operations Joshua McGinnis – Industrial EngineeringRobert Mir – Manufacturing Manager

Faculty Advisors:Brian Talbot – Ross School of Business Peter Washabaugh – College of Engineering

Boeing is a $90B aerospace company and is among the nation’s top exporters, providing aerospace products and support services to consumers in 150 countries. The organization is comprised of two business units: Boeing Commercial Airplanes (BCA) and Boeing Defense, Space, and Security (BDS). Together, these business units design and manufacture worldwide commercial and military aircraft, satellites, missile defense systems, and space systems.

Boeing’s most recent innovation, the 777X jetliner, is the largest and most efficient twin-engine jet on the market. To succeed in the launch of the 777X, Boeing embarked on the greatest cross-enterprise design-and-build project in the company’s history. This BDS and BCA partnership enabled Boeing to leverage its renowned aviation resources, capabilities, and expertise to manufacture previously outsourced composite wing parts. To succeed in this endeavor, BDS began expanding its St. Louis footprint. This expansion incorporated a new 40,000 square-foot paint facility to abrade and prime composite wing parts prior to receiving final top-coat paint. Forecasting large paint shop throughput requirements, BDS recognized an opportunity to develop a business case for implementing robotics into the abrasion and priming process.

To optimize the facility through automation, the Tauber team conducted in-depth business-case analysis. First, the team benchmarked paint facilities that conducted manual and automated painting. Next, the team analyzed composite part throughput and process requirements, researched robotic system equipment costs, and calculated potential savings from reducing safety incidents, standard hour completion rates, and material use. Analysis results led the team to recommend procuring $7.4M in robotic sanding and painting equipment. Additionally, the team provided layout design solutions to increase flexibility and reduce assets within the paint facility, and identified further partnership and research opportunities to mitigate risk throughout Boeing’s automation implementation.

The team projected that introducing sanding and painting robots would save Boeing $22.4M over the first five years of implementation. Moreover, robotics would reduce ergonomic incidents by 74% and rework issues by 67%. Ultimately, these significant effects provided a compelling business case to support the team’s recommendation to implement automation in Boeing’s 777X paint facility.

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SPOTLIGHT! 2015

CHRISTIAN ABNEY425 E. Washington St., Apt. 502 A • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, May 2016• Emphases: Operations• Fellowship: Tauber Institute for Global Operations

College of EngineeringMaster of Science in Industrial and Operations Engineering, May 2016• Emphases: Ergonomics

UNITED STATES MILITARY ACADEMY West Point, NYDepartment of Systems EngineeringBachelor of Science, Engineering Management, May 2006

EXPERIENCE THE BOEING COMPANY St. Louis, MO2015 Tauber Intern, Defense Space & Security Operations

• Developed a business case for the implementation of industrial automation, resulting in$22M savings within the first 5 years.

• Worked in a 3‑person facility optimization team, reducing paint shop ergonomicinjuries by 74% and part rework by 67%

2015 CUMMINS MARINE Charleston, SCStudent Consultant, Strategic Planning• Recommended a market entry strategy for new technologies with potential annual

revenues of $200M• Collaborated within a team valuing profitability, risk, and competition; individually

responsible for government customer interaction

2013‑2014 UNMANNED AIRCRAFT SYSTEMS (UAS) TRAINING BATTALIONCommander, Training Company, 2013‑2014 Sierra Vista, AZ• Led 182 person organization while managing 50M in aircraft equipment, resulting in

250 aviation personnel trained• Structured four aviation qualification courses, resulting in all courses meeting

graduation times

Supply and Logistics Officer, 2013• Managed 12 person team, $40M budget, $124M equipment allowance, and $300M

facilities account, resulting in highly efficient logistical support to 19 training courses• Restructured organization through implementing an equipment analysis review,

resulting in allocation of 68$M in required assets

2011‑2013 160TH SPECIAL OPERATION AVIATION REGIMENT Shindand, AfghanistanCommander, Reconnaissance Company• Led 50 person team and $22M of aviation equipment, resulting in 5500 hours flown

during 440 combat missions• Restructured unit training, improving efficiency and reducing deployment by 3 months

2008‑2011 82ND COMBAT AVIATION BRIGADE Fort Bragg, NCExecutive Officer, 2nd in Command, 2009‑2011• Managed 24 person team, resulting in 30 helicopters fully maintained during combat• Responsible for $1.3M of equipment and the redeployment of 100 soldiers and 15

helicopters from AFN

Platoon Leader, Junior Officer, 2008‑2009• Supervised 20 soldiers and maintained 5 helicopters during combat operations

ADDITIONAL • TS‑SCI security clearance (current), flown 800 hours in five aircraft, Cross‑fit andworkout enthusiast, family featured on Reading Rainbow (1992)

August 2015

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45TAUBER.UMICH.EDU


DANIEL ADSIT816 Hill St • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Industrial & Operations Engineering, May 2016• Tauber Institute for Global Operations Fellow

College of EngineeringBachelor of Science in Industrial Operations Engineering, May 2015• GPA: 3.58/4.00• Admitted to the Engineering Global Leadership Honors Program• Inducted into the 1931E Honor Society and awarded the 1931E Merit‑Scholarship (2012)• Deanʹs List and University Honors (Fall 2011 ‑ Fall 2013), James B. Angell Scholar (2014)• Studied Abroad: Tecnun Universidad de Navarra, San Sebastian, Spain (Summer 2013)

EXPERIENCE THE BOEING COMPANY St. Louis, MO2015 Tauber Intern

• Developed five‑year automation strategy resulting in a net savings of $22MM• Enhanced safety in the work environment by targeting key ergonomic risk factors

leading to a reduction of expected ergonomic injuries of 74% and a net savings of$1.1MM over 5 years

• Utilized ProModel Simulation software to optimize planned process flow for 777X partsthrough the paint facility by alleviating bottlenecks and increasing flexibility by 25%

• Identified cross‑enterprise opportunities to facilitate communication and knowledgetransfer between historically‑isolated business units leading to a significant increase intransparency

Summer 2014 PRICEWATERHOUSECOOPERS, LLP Chicago, ILManagement Consulting Intern• Selected to Procurement & Sourcing Team to implement a private equity firmʹs strategic

sourcing initiative with over $5.0MM in projected savings across ten companies andnine supply categories

• Arranged, participated in, and tracked data transfers for over 40 phone conferenceswith C‑suite executives to develop category baselines

• Analyzed portfolio company raw data from the Office Supply, Computers &Peripherals, and Ocean Freight categories to determine client needs and identify savingsopportunities

Summer 2012 HIBBARD INSHORE LLC Auburn Hills, MIEngineering Intern• Assisted in the design process of a laser profiling system for a remote operated vehicle

for use in partially‑filled sewer inspections for a start‑up business with 4000% growthsince 2010

• Developed PBASIC software to properly input data from wheel encoders into a videooverlay system for operator use at the job site resulting in increased pipe telemetry dataaccuracy

• Enhanced communication skills and gained exposure to technical discussions throughdaily meetings with the company presidents and senior engineers

ADDITIONAL • Phi Kappa Psi Fraternity: President and Recruitment Chairman (2012 ‑ 2013)• Alumni Chair, Engineering Global Leadership Honors Program• Computer Skills: Microsoft Office, Minitab, C++, Matlab, ProModel, PBASIC, AMPL• EGL Volunteer Abroad Trip to Peru and India (2013 and 2014)• Skilled in Spanish: 8 weeks spent in Spanish speaking countries• Interested in exploring new cultures, personal fitness, and playing basketball & soccer

August 2015

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SPOTLIGHT! 2015

DAVE MAZUR1446 Astor Ave • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, May 2016• Emphases: Strategy and Operations• Fellowship: Tauber Institute for Global Operations• GMAT: 710 (92nd Percentile)

College of EngineeringBachelor of Science in Computer Engineering, April 2007• Deanʹs List (2007)

EXPERIENCE THE BOEING COMPANY Saint Louis, MOSummer 2015 Tauber Intern

• Developed five‑year automation implementation strategy resulting in a net savings of$22 million

• Enhanced safety in the manufacturing environment by targeting key ergonomic riskfactors leading to a reduction of expected ergonomic injuries of 74% and a net savings of$1.1M over five years.

• Identified cross‑enterprise opportunities to facilitate communication and knowledgetransfer between historically isolated business units leading to a significant increase intransparency.

MAP 2015 FROCKADVISOR Dublin, IrelandMBA Student Consultant• Developed a go‑to‑market strategy for the companyʹs planned launch in The United

States that focused on marketing strategy, organizational structure, and legalconsiderations.

• Identified several key distinguishing factors that determine ideal geographic targets andpin‑pointed ideal cities that match those criteria.

2009‑2014 BURKE E. PORTER MACHINERY CO. Grand Rapids, MIField Service Engineer / Software Engineer• Led cross‑functional teams of internal and external constituents through technical and

cultural challenges to successfully complete projects totaling $10M annually.• Executed and implemented on‑site technical solutions for a Brazilian client resulting in

savings of $1M+ in lost production due to under‑design while simultaneouslyfacilitating mediation between client and company engineers to ensure successfulequipment commissioning.

• Supervised and managed industrial projects at manufacturing sites across NorthAmerica, South America, and Asia.

2007‑2009 ANALOG DEVICES INC. Hoffman Estates, ILField Sales Engineer• Facilitated and managed negotiations with a major microchip testing company to

successfully repeal a lockout banning Analog Devices from making in‑person sales calls.• Leveraged technical knowledge and interpersonal relationship with a high‑end audio

systems manufacturer to successfully uncover and win a $500K opportunity over amajor competitor with an established relationship.

2004‑2007 SOLAR CAR TEAM ‑ UNIVERSITY OF MICHIGAN Ann Arbor, MIDirector of Strategy / Engineer• Recruited and expanded the strategy division for the 2007 Solar Car project to increase

technical depth and grow membership by over 200%.• Led cross‑functional team focused on research and development of vehicle systems

ultimately leading to a first place finish in the 2007 American Solar Challenge.

ADDITIONAL • Cycling and running enthusiast; high school Cross Country team captai• Disc Jockey for WCBN, U‑M campus radio station.

August 2015

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THE BOEING COMPANY – CASENABLING A LOW COST & SCALABLE COMPONENT REPAIR SUPPLY CHAIN

Student Team: Allison Holmgren – Master of Business Administration Caroline Johnston – Master of Business Administration

Project Sponsors:Jody Franich - Director, Supplier Management, Commercial Aviation Services (CAS)Jessica Kolta – Director Fleet Services, Flight Services & Digital Aviation, Supplier Management, CASKris White –Supplier Management, CAS

Faculty Advisors: Prakash Sathe - College of Engineering Eric Svaan - Ross School of Business

Opportunity. The commercial aviation services market is expected to total $2.5 Trillion over the next 20 years, approximately one third of commercial aviation market spend. Boeing’s Gold Care program offers its customers a full lifecycle management service solution for the 787 aircraft. Through its component repair service, also known as the rotable exchange program (REP), Boeing manages 787 spare parts inventory and repair events,freeing the airline to focus its resources on serving its passengers. Air crafts in the program have a four-year, no repair cost, warranty period during which repairs are done at OEM supplier expense. As aircrafts age out of this warranty, Gold Care’s REP business faces a large increase in repair costs for which Boeing is responsible.

Goal. The Team set out to design a low-cost, scalable 787 component repair and overhaul (R&O) supply chain.

Findings. The team documented the existing repair management process and explored improvement opportunities. They interviewed over 65 people across 15 Boeing organizational teams and visited three suppliers. The key learning that emerged from this research was the importance of bringing repair cost knowledge in-house in order to enable effective cost management across the supply chain.

Recommendations. The team designed and piloted a new systematic R&O approach focusing on a single Gold Care 787 part. The pilot confirmed the value of the initial findings and led to the creation of a Repair Cost Management Core Team to:

1. Adopt a team-designed, standard process using one information system2. Align contractual incentives to drive desired supplier behavior3. Manage the repair services supply base strategically4. Leverage Boeing’s resources within all organizations

Impact. The piloted results revealed the potential to extract significant cost savings over the nine year forecast horizon. This low-cost, scalable system will enable Boeing to compete effectively and capture market share in aviation services.

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SPOTLIGHT! 2015

ALLISON HOLMGREN1139 Michigan Ave • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, May 2016• Tauber Institute for Global Operations Fellow• Elected: President, Section 5 (74 of 447 2016 MBA students); Ross Student Ambassador

CALIFORNIA POLYTECHNIC STATE UNIVERSITY San Luis Obispo, CACollege of EngineeringMaster of Science Biomedical Engineering, June 2010• Graduated with Distinction, 3.95/4.0 GPA• Outstanding Woman in Engineering & Technology award, Society of Women Engineers• Edwards Lifesciences: thesis drove utilization up 45%, reduced expenses 50%

College of EngineeringBachelor of Science Industrial Engineering, June 2009• Magna cum laude; Tau Beta Pi ‑ Engineering Honor Society (Top 8% of junior class)

EXPERIENCE THE BOEING COMPANY Tukwila, WASummer 2015 Supply Chain Strategy Intern, Commercial Aviation Services

• Analyzed 787 GoldCare component repair supply chain; benchmarked, designed andpiloted new systematic approach, enabling effective cost controls across supply chain

• Piloted results revealed potential to extract $60M net present value of cost savings overnine year forecast horizon, incorporating a full lifecycle approach to cost reduction

MAP 2015 PULLMANTUR CRUISES Madrid, SpainStudent Consultant• Provided 30+ recommendations to improve customer communication, reduce wait

times by 75%, and enable an estimated 30% increase in global operational efficiencies• Developed organizational requirements to shift process‑centric culture to a

customer‑centric organizational mindset in order to improve customer satisfaction

2011‑2014 PRICEWATERHOUSECOOPERS, LLP (ACQUIRED PRTM) San Jose, CASenior Associate, Advisory; Promoted to Manager June 2014• Led cross‑functional stakeholders in China and Southeast Asia through concept, design,

and successful system implementation of critical planning capabilities for $10B+ globalcomputer equipment manufacturer

• Conducted rapid and systematic data analyses in a global information technologycorporation to diagnose root causes of $80M (10%) quarterly gross margin variance

• Managed eight members of senior leadership team to develop and successfully rolloutof PwCʹs Advisory Tech Sector internal four year strategy

• Engaged over 30 client Senior Directors and staff to develop comprehensive andsuccessful acquisition integration plans for Sales, Operations, and Facilities teams

• Organized 20+ events promoting staff connectivity in project, industry, and office teams

2010‑2011 PRTM MANAGEMENT CONSULTANTS, INC. Mountain View, CAAssociate, 2011• Delivered detailed planning requirements and business process flows for $40B

networking equipment client and 3PL partner to establish new distribution model

Consultant, 2010‑2011• Appointed by CIO of $1.2B global data center provider to lead his implementation

team; delivered analyses to identify waste, improve efficiency, and reduce pain points• Assessed electronic supplierʹs growth strategy of $400M to $1B in two years; presented

findings in supply chain, product development and HR directly to CEO

ADDITIONAL • Discovered many behind‑the‑scenes secrets while interning at Disneyland Resort• Taught 15 Belizean students (ages 8‑14) financial literacy and entrepreneurship skills• Appointed to panel, 2012 PBWC Conference: Attracting Girls to STEM Programs

August 2015

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49TAUBER.UMICH.EDU


CAROLINE (CARRIE) JOHNSTON800 McKinley Ave. • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, April 2016• Tauber Institute for Global Operations Fellow• Elected Operations Management Club Co‑President, 2015 Global Operations

Conference Co‑Chair, Ross Student Ambassador

UNIVERSITY OF NOTRE DAME South Bend, INCollege of EngineeringBachelor of Science in Electrical Engineering, May 2009

EXPERIENCE THE BOEING COMPANY Tukwila, WASummer 2015 Supply Chain Strategy Intern

• Devised a simplified component repair supply chain architecture to incentivize reducedrepair costs; potential NPV savings of $60M over nine year forecast horizon

• Leveraged resources of a previously siloed organization to incorporate a full lifecycleapproach to cost reduction efforts and mitigate duplicate work

2012‑2014 ABB, INC. New Berlin, WIIndustrial Engineer ‑ Electric Vehicle Charging• Collaborated with Dutch colleagues to design and implement new US electric vehicle

production line; eliminated safety concerns found in existing Hungarian production• Established a subcontracting plan consisting of outsourcing low skill subassemblies;

increased capacity to meet a spike in demand of 2.6 times current production levels• Negotiated a synergistic production floor layout with multiple stakeholders to

capitalize on plant expansion; savings included $100,000 in electrical expenses• Evaluated raw material stocking levels, negotiated delivery terms with suppliers, and

leveraged company contracts to decrease raw material inventory by 20%• Supported an emergent situation by reducing delivery time and training colleagues in

supply chain processes, prevented liquidated damages on $10M custom project• Designed and implemented the founding production line for the North American ABB

electric vehicle chargers; culminated in a cycle‑time reduction of 20% from initial builds

2009‑2012 ABB, INC. ‑ POWER & AUTOMATION LEADERS PROGRAMIndustrial Engineer, 2010‑2012 New Berlin, WI• Led ten member cross‑functional team to localize assembly and sale of product from

Finland to US market; cut lead time from six to two weeks and doubled sales volume• Rallied team to address ergonomic concerns and improve material flow to production

lines by optimizing material usage and packaging; increased efficiency of line by 20%• Spearheaded Kaizen event to increase shipping department efficiency; generated

additional capacity of 25% with initiatives including employing automatic ordering tool

Sales Engineer, 2010 Coral Springs, FL• Advised utility customers selecting protective relays for specific implementations and

provided sales proposals to meet customer specifications• Streamlined process for product repairs by prioritizing work schedules, decreasing

bottlenecks, and implementing a FIFO system; abated customer complaints by 60%• Established process to track key metrics and evaluate repair progress; uncovered

department hurdles and reduced repair time to customers by 30%

Project Engineer, 2009 Greenwood, IN• Programmed control system for customer’s milk separator to increase flexibility of

system modification and deliver optimal user control

ADDITIONAL • Developed financial model and devised a manufacturing and distribution strategy forthe US market entry of an Israeli foldable cardboard toy startup

• Reduced financial burden of 75 families by preparing tax returns as an IRS volunteer• Mobilized teams to join me running two 10‑12 mile Tough Mudder obstacle courses

August 2015

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SPOTLIGHT! 2015

BORGWARNER EMISSIONS – BRAZILSTRATEGIC EVALUATION OF THE PIRACICABA FOUNDRY

Student Team:Kaushik Acharya – Master of Supply Chain ManagementJoey Burzynski – EGL (BSE/MSE BioMedical Engineering)Prajwal Bhaskar Joshi – Master of Supply Chain Management

Project Sponsors:Brett Gilman – VP Supply Chain, Emissions Business Unit, BorgWarnerThomas Gropp – Global Commodity Manager

Faculty Advisors:Brad Killaly – Ross School of BusinessWilliam Schultz – College of Engineering

BorgWarner Emissions Systems is a rapidly growing business unit within BorgWarner Inc. ($8.3B 2014 revenue) dedicated to the design and manufacturing of industry-leading air management and emissions control systems for automotive and truck manufacturers around the globe. A significant proportion of the components used in the manufacture of these systems are high-pressure aluminum die-cast (HPDC) parts. Historically BorgWarner purchased these components from third parties, however through its acquisition of the Wahler Company (2014) it acquired its first HPDC plant which operates in Piracicaba, Brazil. BorgWarner was eager to assess the overall strategic and operating viability of the plant in the context of its overall global strategy, with particular attention being paid to the causes of the plant’s low capacity utilization.

The Tauber team began the project by visiting key outside suppliers of HPDC parts to understand best practices in operations. The team then started its onsite work by analyzing Piracicaba’s current value stream, cost structure, product portfolio, and manufacturing and business processes. As a result of the analysis and the benchmarking to best practices, the team identified the following seven causes of substandard performance: 1) fragmented demand profile, 2) irregular production planning, 3) disruptions in process flow, 4) unnecessary outsourcing of machine finishing, 5) higher proportion of manual labor, 6) inefficient mold changeover and 7) slow and inconsistent bidding processes. These deficiencies contributed to lower utilization, as well as lower inventory turns, quality, and plant margins, as well as frequently lost bids from prospective customers.

The team’s recommendations, backed by detailed operations and financial analysis, included: 1) Expanding in-house machine finishing which improves quality, leading to dramatic cost savings, 2) Implementing preventive maintenance and automation procedures in deburring of cast parts to economize on labor leading to $200,000 savings annually, 3) Rationalizing the type of parts produced in combination with enhanced production planning to improve inventory turns by 50%, 4) Revised mold management protocols resulting in 50% faster change-over and yielding an additional 200,000 parts/year, 5) Executing a new First-in-first-Out (FIFO) process flow, validated by a real-time pilot study implementation, that will result in 50% reduction in manufacturing lead time.

Taken together these recommendations will yield significant improvements in utilization, efficiency and revenue.

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51TAUBER.UMICH.EDU


KAUSHIK ACHARYA#103 Point Lane, Parc Pointe Apartments • Ann Arbor, MI 48105


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015 (GPA:4.0/4.0)• Tauber Institute for Global Operations Fellow• Certified Project Management Associate‑ IPMA Level‑D by International Project

Management Association and University of Michigan• Recipient of Merit‑Based Ross Scholarship

College of EngineeringMaster of Industrial and Operations Engineering (GPA:4.0/4.0), May 2016• Developed total cost of ownership model to guide sourcing decisions of a leading MRO

BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE Pilani, IndiaB.E(Hons.) Mechanical Engineering, May 2012

EXPERIENCE BORGWARNER INC. Piracicaba, BrazilSummer 2015 Strategy and Planning Intern

• Constructed a framework for SKU rationalization thereby easing capacity for newbusiness accounts

• Collaborated across multiple business streams to internalize machining, leading to costsavings of $3.7M over 5 years

• Initiated new operational strategy to reduce labor and quality costs, projected annualsavings of $200,000

• Piloted FIFO and designed efficient continuous review production planningmethodology to increase of inventory turns by 50%

• Developed and piloted a standard work instruction for bidding process, reducing salesresponse time from 45 days to 5 days

• Proposed new standard work instructions for changeovers, leading to 50% reduction insetup time of injection machine

2013‑2014 MINISTRY OF FOOD PROCESSING INDUSTRIES, GOVERNMENT OF INDIAAssociate Project Director New Delhi, India• Analyzed value chain of food grains and introduced scheme of ʹfarm to consumerʹ to

prevent entry of middlemen, thereby increasing supply chain surplus by 50%.• Executed a pilot to validate the novel concept of ʺUdyan Freshʺ, resulting in

stabilization of food prices which was critical to disaster management, after state washit by super cyclone in October 2013.

• Developed resource reallocation and change management plan for future scaling

2012‑2013 INGERSOLL‑RAND COMPANY Ahmedabad, IndiaValue Stream Change Agent• Developed low cost alternative for transformation of Reciprocating and Centrifugal

Compressorʹs product line, thereby creating a saving opportunity of $2 Million.• Revised and implemented inventory management policy to optimize space and

work‑flow using lean six sigma resulting in 40% reduction in cycle time from quote tocash and 50% increase in on time delivery.

• Developed integrated business planning methodology for Rotary Compressor businessunit to ensure 100 % material availability, lesser lead time and reduced total COGS.

• Coached staff of different levels on Lean A3 Basic Problem Solving tool to promote rootcause analysis approach thereby, inculcating lean culture.

2011‑2012 PARAM 24‑7XS Barcelona, SpainMAP Lead Remote Intern

• Lead an interdisciplinary team of 8 members to develop a product meant to serve as areal estate automation solution.

ADDITIONAL • Love to travel, play table tennis,badminton and savor different cuisines• Computer Skills: C/C++, JAVA, Excel, Minitab, Llamasoft(Supply Chain Software)

August 2015

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SPOTLIGHT! 2015

JOSEPH BURZYNSKI1103 White Street • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringM.S.E. in Biomedical Engineering, May 2016• Tauber Institute for Global Operations Fellow

College of EngineeringB.S.E. in Biomedical Engineering, May 2015• GPA: 3.75/4.00• Summa Cum Laude, Academic All Big Ten (2012‑14), James B. Angell Scholar• Member of Engineering Global Leadership Honors Program

EXPERIENCE BORGWARNER INC. Piracicaba, BrazilSummer 2015 Strategy and Operation Analyst

• Collaborated across multiple business streams to internalize machining, leading to costsavings of $3.7M over 5 years


• Piloted FIFO and designed efficient reorder point strategy with economic lot sizes,estimated increase of inventory turns by 50%

• Piloted cross functional team for bidding process, reducing sales response time from 45days to 5 days

• Proposed new standard work instructions for changeovers, leading to 50% reduction insetup time of injection machine

2013‑2015 SISU GLOBAL HEALTH (FORMERLY DIIME) Ann Arbor, MIPart‑time Design Consultant

• Aided in the design and optimization of an autologous blood transfusion device toassist in maternal hemorrhage care in the developing world, improving safety of theprocedure, reducing staff required by 90%, and time required by 60%

• Designed and implemented experiments evaluating safety and efficacy of multipleprototypes and ways to improve performance, ensuring a safe, effective prototype.

• Collaborated with executives to synthesize a pitch and poster for the National SavingLives at Birth Grant Challenge, awarded with a $250,000 grant.

2010‑2014 MICHIGAN FOOTBALL TEAM Ann Arbor, MIStudent‑Athlete• Cultivated a strong work ethic and attention to detail while developing football ability

and mastering football techniques; recognized with full scholarship and 4 varsity letters.• Developed strong time management skills by balancing a 20‑hour/week training, travel

and competition schedule with a full academic course load; Awarded with Big TenDistinguished Scholar.

• Overcame adversity associated with ACL injury in the fall of 2013 and successfullyrehabilitated in order to start the next season.

2014‑Present COLLEGE OF ENGINEERING OFFICE OF ADMISSIONS Ann Arbor, MISummers Tour Guide

• Developed strong public speaking and interpersonal skills by leading tours of theUniversity of Michigan College of Engineering, consistently ranked the highest in allcategories in end of tour survey by participants

Summer 2011 BARDWELL RESEARCH LAB Ann Arbor, MIResearch Assistant• Isolated different molecules to meet weekly research needs of Dr. Quan, discovered that

crystallizing Spy in complex with proteins was not a viable route for research creatinggreater clarity for further research

ADDITIONAL • Conversational German• Participated in the Mr. Engineer contest, writing and performing an ode to minivans

August 2015

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PRAJWAL BHASKAR JOSHI701 Tappan Avenue • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• Awarded Ross School of Business Academic Fellowship• Elected to Tauber Student Advisory Board

R.V. COLLEGE OF ENGINEERING Bangalore, IndiaBachelor of Engineering in Information Science and Engineering, June 2008• Top 10% in class, First Class with Distinction Honors• Leader of Information Science Department Marketing and Sponsorship Committee

EXPERIENCE BORGWARNER EMISSIONS SYSTEMS Piracicaba, BrazilSummer 2015 Strategy & Planning Intern

• Collaborated across multiple business streams to internalize machining, resulting incost savings of $3.7M over 5 years


• Piloted cross functional team for bidding process, reducing sales response time from 45days to 5 days

• Proposed new standard work instructions for changeovers, leading to 50% reduction insetup time of injection machines

• Piloted FIFO and designed efficient reorder point strategy with economic lot sizes,estimated increase of inventory turns by 50%

2010‑2014 JDA SOFTWARE PRIVATE LTDSenior Technical Consultant, 2013‑2014 Llanwern, UK• Architected order promising solution for second largest steel manufacturing client in

Europe; achieved ~90% reduction in order processing time through automation ofexisting data collection processes and eliminating redundancies

• Developed platform to maintain and map operational data for S&OP process, resultingin executable manufacturing and inventory plans

• Led 3 member team to develop factory planning solution, resulting in executable shopfloor production schedule and reduction in inventory levels

Technical Consultant, 2010‑2013 Findlay,OH / Mumbai,Bangalore, India• Consulted on Supply chain transformation project for $2B tire manufacturing client

based in USA, providing immense planning capabilities in areas of Master planning,Inventory and Demand forecasting

• Led 6 member team to integrate various planning solutions, leading to 40% reduction inplanning cycle time for tire manufacturer

• Managed cross functional team of 15 in conducting defect resolution meetings therebykeeping project on schedule

• Designed intelligent system that identifies sources to fulfill orders in real time as peroptimized transportation plan for $11B Cement manufacturer in India, leading to ~3%reduction in logistics cost per year

2008‑2010 JDA SOFTWARE PRIVATE LTD (PREVIOUSLY I2 TECHNOLOGIES)Associate Technical Consultant Bangalore, India• Collaborated as key member of technical team to design framework for $30B Mobile

manufacturing client in Europe to manage Bill of Materials, helping users create Bill ofMaterials more accurately in less time

• Designed Transportation Management workflows for $130B FMCG client based in USA;benefited business users to effectively manage outbound logistics

ADDITIONAL • Knowledge of ASPE,Supply Chain Guru‑Llamasoft,SQL, XML and Informatica• Key member for award winning teams in sports like Cricket, Table Tennis and

Volleyball during school and corporate levelAugust 2015

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BORGWARNER EMISSIONS – GERMANYSTRATEGIES FOR DRAMATIC INVENTORY TURN IMPROVEMENT

AT A NEWLY ACQUIRED PLANT

Student Team: Niha Ghose – Master of Business Administration Laura Leonard – Master of Business Administration Ruoxin Wang – Master of Supply Chain Management

Project Sponsors: Juergen Freund – Supply Chain Logistics ManagerHolger Kiebel – Director Sales, Europe

Faculty Advisors:Prakash Sathe - College of EngineeringEric Svaan - Ross School of Business

BorgWarner is a global automotive parts supplier with $8.3B of sales in 2014. The Emissions business unit, which manufactures highly engineered emissions-reducing components for original equipment manufacturers and aftermarket customers worldwide, added four plants to its portfolio in 2014 including the Oberboihingen, Germany plant. Oberboihingen had been plagued with inefficiencies and its inventory turn metric of 7 was less than half that of other Emissions plants in Europe. This signaled major opportunities for improvement. The Tauber team was engaged to develop actionable recommendations to improve plant logistics, evaluate the need for an expensive off-site warehouse, and ultimately improve inventory turns.

With a project scope encompassing purchasing, inventory management, material movement, and production, the Tauber team approached the project by analyzing plant operations at three levels of increasing detail: Plant-level, batch-level, and part-level. At the plant level, the team improved the accuracy of inventory reports so resources could be appropriately allocated to solve problems. The team also demonstrated that the materials necessary for production could be held on-site, eliminating the need for a costly off-site warehouse. At the batch level, the team employed scientific inventory ordering policies to reduce raw material inventory. At the part level, the team applied economics to the decision of whether to rework or scrap parts that failed initial inspections. The team also developed a strategy, pilot, and action plan for a signal-authorizing raw material replenishment system (kanban) including internal transport by train and quantified its financial potential.

The Tauber team was able to successfully deliver a broad and dynamic logistics strategy to the Oberboihingen plant. Implementing this strategy is projected to yield a 51% increase in inventory turns (from 7 to 11). Its financial impact includes future avoidance of current costs (such as rent paid for the off-site warehouse), potential profit (by clearing space on the production floor to be used for additional production), and freed working capital (by releasing cash tied up in unnecessary inventory to be invested elsewhere). The combined financial impact, after all actions have been implemented, sums to a net present value of $20,595k (€18,485k) annualized for the first year. This translates to a $12,784k (€11,475k) reduction in inventory in the first year (savings in the first year are going to be sustained in over the five year horizon) and a favorable impact to the profit and loss of $28,963k (€25,998k) over the next five years.

All currency conversions are based on the Aug 12, 2015 exchange rate of €1.00000 = $1.11406 per www.xe.com.

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NIHA GHOSE1111 Brooklyn Avenue • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, April 2016• Emphases in employee engagement and operational efficiency• Tauber Institute for Global Operations Fellow; Assist Tauber in managing events• Member: Ross General Management Club; Selected as Ross Student Ambassador

LINCOLN UNIVERSITY Canterbury, New ZealandGraduate Diploma major in Accounting, June 2006• Chartered Accountant, January 2010

UNIVERSITY OF CANTERBURY New ZealandBachelor of Science in Computer Science and Bachelor of Commerce in Finance, June 2005

EXPERIENCE BORGWARNER INC. Oberboihingen, GermanySummer 2015 Tauber Strategy Consulting

• Assessed recently acquired site against other similar sites for best standards. The projectforecasted increase in inventory turns over 50%, reduce expenses by $29M over 5 years.

• Allocated resources by reasoning ideas within constraints for the project, prioritizedbest ideas for further work over the remaining internship for the team.

• Facilitated and piloted reduction of inventory with projected $5.5M savings.• Salvaged $2.4M by illustrating excessive space reserved at third party warehouse.

Proved an abysmal space utilization of 25%, streamlined physical storage requirementsto remove need for external warehouse.

MAP 2015 ARYZTA LLC Chicago, ILStudent Consultant• Designed optimal organizational structure to transition to new growth strategy.

2012‑2014 VINIDEX Sydney, AustraliaSenior Financial Accountant• Transformed reports used by engineers and management, to improve usability and

eliminate errors. Shortened monthly reporting process from 3 days to a few hours.• Designed process to directly import invoice details from suppliers into enterprise

resource planning system to reduce expenses in accounts payable department by 50%.• Uncovered erroneous transactions and initiated system changes leading to profit of

AUD 10M (approximately one year’s profit).

2010‑2012 SIMS METAL MANAGEMENT Sydney, AustraliaManagement Accountant• Initiated project to reconcile complex intercompany international accounts for first time

in 2+ years; wrote a manual to institutionalize learnings for future transactions.• Managed and developed three accounts payable staff.

2007‑2009 DELOITTE AUDIT Christchurch, New ZealandAnalyst• Identified bank miscalculation to senior management. Findings led bank to issue a

customer apology and refund extra interest charged on mortgages to thousands ofhomeowners.

• Led and mentored project team of 2 auditors to address and satisfy client needs.

ADDITIONAL • Interests: Indoor rock climbing, CrossFit and Martial arts• Worked in diverse cultures: Australia, Germany, India and United States

August 2015


SPOTLIGHT! 2015

LAURA LEONARD1014 Church Street, Apt B6 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, April 2016• Tauber Institute for Global Operations Fellow• Awarded: Ross Fellowship, Forte Fellowship; full tuition scholarship• GMAT: 760 (99th Percentile)• Qualified: Deanʹs List (top 10%) Winter 2014• Elected: Michigan Business Women Vice President of Internal Community, Operations

Management Club Vice President of Finance

RICE UNIVERSITY Houston, TXGeorge R. Brown School of EngineeringBachelor of Science in Mechanical Engineering, Bachelor of Arts in French Studies, May 2009• Awarded: Wagoner Foreign Study Scholar 2008; $9k for intʹl engineering internship

EXPERIENCE BORGWARNER INC. Oberboihingen, GermanySummer 2015 Continuous Improvement Intern

• Led team to define and evaluate causes of poor inventory metric, developed andexecuted project plan; delivered actionable solutions projected to improve metric by51%, achieve €26M P&L impact

• Allocated direct, indirect costs to derive part‑specific production cost; created economicdecision‑making model resulting in €300K minimum annual savings plant‑wide

• Designed strategy, training, and action plan for new raw material replenishmentsystem; pilot in progress, justified by expected €3.46M cost savings, €895K profit

2009‑2013 CHEVRON CORPORATION TRANSPORTATION & OPERATIONSProject Manager (Engineering), 2012‑2013 San Ramon, CA• Identified most strategic point in supply chain to introduce new product by evaluating

operational, chemical, and cost constraints; enabled $11M in annual sales• Managed 9‑person team to plan and execute multi‑stage facility maintenance project;

prevented fuel vapor release to the environment• Spearheaded recruiting for Development Program by coaching coordinator on technical

recruitment needs and interviewing candidates; all 6 hires flagged “high‑potential”

Development Program, Value Chain Project Analyst, 2011‑2012• Evaluated marine supply chain inefficiencies by conducting 50+ interviews and

translating data into information flow diagrams; catalyzed creation of processimprovement team

• Assessed and analyzed actual costs to move fuel by barge from refinery to local port;revised standard transportation rate for route resulting in $10M investment decisionand more accurate margin calculations

Development Program, Global Logistics Engineer, 2009‑2011• Coordinated corporate level program to inspect 100+ bulk fuel storage tanks across 18

U.S. sites; achieved increased equipment reliability and $300K inspection cost savings• Developed set of company‑wide construction standards by collaborating with industry

experts; enhanced safety and asset quality at 200+ facilities worldwide

Summer 2008 JACOBS ENGINEERING GROUP Paris, FrancePiping Equipment and Installation Intern• Created classification and indexing system for engineering drawings based on specific

technical content; enabled team to leverage lessons learned from previous projects

ADDITIONAL • Languages: Fluent in French, basic level spoken and written Mandarin Chinese(Awarded: Taiwan Ministry of Education Huayu Enrichment Scholarship, NationalTaiwan Normal University, 2013‑2014)

• Interests: Traveling where English is not spoken (39 countries and counting), cookingwith local ingredients, playing strategy board games

August 2015

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RUOXIN WANG536 S Forest Avenue, Apt 805 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• Awarded scholarship offered by MSCM program and Ross School of Business

NANKAI UNIVERSITY Tianjin, ChinaSchool of EconomicsMaster of Economics, Finance, June 2010

School of Foreign LanguagesBachelor of Arts, English, June 2001

EXPERIENCE BORGWARNER INC. Oberboihingen, Germany2015 Tauber Institute Team Project Intern

• Benchmarked four Emissions plants in US and Europe, mapped current state ofinternal/external material flow in Oberboihingen plant, analyzed plant operations atplant, batch and part level respectively to realize inventory turn increase by 51%.

• Conducted inventory and warehousing space utilization analysis by different categoryto reduce inventory value by EUR4.9 million and warehousing cost by EUR2.1 million.

• Integrated material master data, developed dynamic stocking model to incorporateactual demand and lead time to set up appropriate level of order size, safety stock,reorder point, max stock level, to decrease inventory by 36% in space and 35% in value.

• Analyzed feasibility of implementing consignment stock, standardized incomingmaterials delivery/quality inspection process to achieve cost saving of EUR159K.

2006‑2013 CONOCOPHILLIPS CHINA INC. Tianjin, ChinaSenior Procurement Analyst, Bohai Operations, 2010‑2013• Managed team of analysts to pre‑qualify, bid and implement various

equipment/material/service supplies for offshore production and maintenance of BohaiOperations. Winner of ʺ2011 ConocoPhillips Special Recognition Awardʺ.

• Categorized materials, conducted cost benefit analysis for different sourcing strategies,led negotiation of pricing/leadtime/order size/terms and conditions with global vendorsto meet budget and timeline, achieving 10% cost saving.

• Periodically reviewed material master data, managed inventory by adopting dynamicdata and updating ordering policy, further negotiated with vendors for the target.

• Collaborated with multi functions, developed and managed vendors, evaluatedscorecard to recategorize vendors and update vendor database quarterly.

Project Buyer, Bohai Phase II Project, 2006‑2010• Procured materials/service to support hookup and commissioning of five wellhead

platforms and one FPSO vessel, a multi‑billion‑US‑dollar project.• Identified opportunities for strategic sourcing, analyzed bids and raised orders through

global sourcing, negotiation and team collaboration to meet corporate strategic goals.• Monitored cycle time from purchase requisition generation to issuance of purchase

order, followed up purchase‑to‑pay process, managed vendor performance viaquantitative assessment.

• Led urgent purchases, adhering to prioritization and time management, to ensureproject quality and workload efficiency within agreed timeline and budget.

2001‑2006 DANAHER SETRA‑ICG (TIANJIN) CO., LTD. Tianjin, ChinaFunctional Excellence Team Lead , 2004‑2006• Streamlined order process, dedicated to continuous improvement through lean tools for

the best practice of lean manufacturing. Resulted in cycle time reduction by 30%.

Logistics Specialist / Buyer, Material Department, 2001‑2004• Purchased and managed materials, achieved inventory turn of 12 and 3% cost saving.

ADDITIONAL • Avid traveler: have been to 18 countries; Key user of gCMS, SAP & Oracle MM Module.August 2015

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SPOTLIGHT! 2015

BORGWARNER MORSE SYSTEMSGLOBAL INVENTORY MANAGEMENT

Student Team:Christina Greaves – Master of Supply Chain ManagementGeorge Wu – Master of Business Administration

Project Sponsors:Stella Bi – Global Commodity ManagerMarco Caputo – VP of Global Supply ChainRobert Strimpel – Director of Global Commodity Management

Faculty Advisors:Luis Garcia-Guzman – College of EngineeringLen Middleton – Ross School of Business

BorgWarner is one of the leading suppliers in the transmission and power train segment, valued close to $10.5 Billion. Morse Systems is a division specializing in engine timing systems, drivetrain chain, and variable cam timing systems for engine, transmission and transfer case applications. For Morse Systems to keep its competitive advantage, they need to manage costs effectively while maintaining high service levels to their customers. As a result, inventory management practices have become a key element for management attention.

To help Morse Systems increase inventory turns, the Tauber team traveled to corporate headquarters and manufacturing plants in the United States, Mexico, India, Poland, and China, including two plants that are currently reporting the lowest inventory turns and another nascent plant in Morse Systems. Initial expectations were to increase inventory turns within five years by 25% in Plant A and 20% in Plant B. For the nascent Plant C, the initial expectation was to propose a supply chain model that would allow them to hit a minimum of 15 inventory turns by 2016.

The team studied their supply chain models and conducted root cause analysis and benchmarking to identify areas of opportunity, followed by deep dive analysis and simulation to support a set of recommendations that would improve their inventory management performance. The team’s findings did not only target supply chain operation processes but also other opportunities related to the company’s reporting system and plant’s utilization of ERP technologies. For all these opportunities, the team documented some of the principles and best practices applicable in a ~30-page living document called Global Guidelines, which will be used in the future to rollout and deploy continuous improvement initiatives across plants.

After carefully prioritizing areas of opportunity, the team developed a set of recommendations mostly focused on the management of raw materials, which included developing a template to determine policies by using optimized inventory models. Through these recommendations, the plants would be able to achieve inventory turns improvements of 66% in Plant A and 25% in Plant B within five years. For Plant C, projection shows it can achieve over 15 turns by 2016 and 28.83 inventory turns by 2019, overall exceeding initial expectations.

After implementation of the recommendations, the team estimated $2.1 Million savings over the next five years.

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CHRISTINA GREAVES607 Church Street, Apt. 1 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• MSCM 2015 Merit Scholarship Recipient• MSCM 2015 Leadership Award Recipient

UNIVERSIDAD SIMON BOLIVAR Caracas, VenezuelaBachelor of Industrial Engineering, June 2010

EXPERIENCE BORGWARNER MORSE SYSTEMS Shanghai, ChinaSummer 2015 Intern

• Evaluated the complete value chain of three plants and delivered recommendationsprojecting inventory turns improvements over five years of 66%, 25% and 80% for eachplant.

• Identified the requirements of system configuration and master data to enable the MRPfunctionality for one of the studied plants, delivering an implementation plan toautomate the material planning process

• Developed a global guidelines document compiling best practices in supply chainmanagement, which will be used by the company to deploy continuous improvementinitiatives across the division.

• Overall recommendations expected to result in savings of $2.1Million.

2010‑2014 AXIOS CONSULTING Caracas, VenezuelaConsultant, 2012‑2014• Managed team of 4 and coordinated with 10+ allies to design and implement demand

planning processes with SAP SCM for Venezuelan beer company, resulting in moreaccurate forecasts and S&OP agreements.

• Developed 3 planning applications for production and material planning for the abovementioned company, generating valuable information for mid‑term decisions

• Led two teams of consultants to design transportation planning and MRP processeswith SAP SCM for Venezuelan beverage/soda company. Recommendations resulted information of 10+ team for implementation.

• Led team of 6 consultants to implement distribution network and transportationplanning processes for the above mentioned company, resulting in reduction of freightcosts of approx.7.3%.

• Coordinated multi‑functional teams during testing phase on SAP ERP implementationproject for $77.3B alcoholic beverages company, incorporating global practices forVenezuela and Colombia.

Analyst, 2010‑2012• Improved warehouse layout and developed applications for routing and order picking

for Venezuelan hardware wholesaler, increasing order fill rate from 77% to 95% andimproving workplace efficiency.

• Led improvements design on production planning processes with SAP SCM forVenezuela’s leading beer company, resulting in more accurate production plans

• Designed improvements on transportation planning with SAP SCM for the abovementioned company, resulting in higher efficiency in vehicle schedules and morevisibility of operations for transportation providers.

• Implemented SAP SCM system upgrade for Venezuela’s largest group of food andbeverages companies, supporting all planning processes with cutting‑edge technology.

ADDITIONAL • SAP SCM‑APO: Demand Planning (DP), Supply Network Planning (SNP),Transportation Planning/Vehicle Scheduling (TPVS).

• Proficient in English and Spanish Languages• Rock climber and outdoor sports enthusiast.

August 2015

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SPOTLIGHT! 2015

GEORGE WU1300 South University Ave, Apt 503 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, April 2016• Tauber Institute of Global Operations Fellow• Merit Scholarship Recipient• GMAT: 710• Associate Director for China Panel, Asia Business Conference

UNIVERSITY OF CALIFORNIA, BERKELEY Berkeley, CACollege of EngineeringBachelor of Science in Electrical Engineering and Computer Sciences• Certificate in Management of Engineering & Innovation• GPA 3.5 / 4.0

EXPERIENCE BORGWARNER INC. Shanghai, ChinaSummer 2015 Global Commodity Management Consultant

• Created global guidelines compiling of best practices, streamlining supply chainoperations across plants around the world under BorgWarner Morse Systems.

• Evaluated complete value chain of three plants and delivered recommendations,projecting inventory improvements of 66%, 25%, and 80% and savings about $2.1Mover five years

MAP 2015 CAPITAL ONE New York, NYCorporate Strategy Consultant• Formulated strategic plan in response to changing industry trends, recommending

investments toward $86B nascent market• Analyzed various competitors and start‑ups for merger and acquisition opportunities in

digital innovations, saving $100k+ from using external consultants and months of effortsfrom internal research.

2008‑2014 NORTHROP GRUMMAN AEROSPACE SYSTEMS Redondo Beach, CAEmbedded Software Development Engineer, 2011‑2014• Led software development effort on $8 Billion program for controlling orientation of

spacecraft, performing at two grade levels above current grade and completing projectat 50% of budgeted cost

• Created new software package to facilitate bidding across multiple contracts,streamlining processes and generating an anticipated return on investment of 800%+

• Re‑engineered software subsystem functions through Excel to auto‑simulate data,increasing efficiency by 300% and achieving budget savings of 67%

Embedded Software Verification Engineer, 2009‑2011• Redesigned IBM software to enable enhanced communication between projects to

provide reusable platform for future engagements, meeting company objectives andsignificantly reducing future space program costs

• Implemented software repository with Rational Tools from IBM, cutting approximately5‑10% of future cost in space programs

Software Engineer, 2008‑2009• Developed internal research & development software to run parallel processes,

allowing penetration into billion dollar commercial satellite market• Created software manual for non‑technical users of satellite project, avoiding 10 man

hours of additional training time for each new user

ADDITIONAL • Foreign Languages: Mandarin, Wu Chinese (Shanghai), Japanese, and Korean• Lead Instructor: Taught students concepts from business capitalization to liquidation

and won “Best Financial Statement” at business plan competition through JuniorAchievement

• Avid Scuba Diver: Dove with myriad of rarities including Manta RaysAugust 2015

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BORGWARNER THERMAL SYSTEMSREDUCING TIME TO COMMERCIALIZE EXISTING PRODUCTS

ON NEW APPLICATIONS

Student Team: Nabeel Kasim – EGL (BSE/MSE Industrial and Operations Engineering)Gururajan Vijayan – Master of Supply Chain Management

Project Sponsors: Daniel Paterra – President, BorgWarner ThermalChris Suhocki – Chief EngineerKarl Wagner – VP of Sales and Engineering

Faculty Advisors:Robert Haessler – Ross School of Business Vijay Nair– College of Engineering

BorgWarner, an $8.3B company, is a product leader in highly engineered components and systems for vehicle powertrains worldwide. The company is divided into two groups, Engine and Drivetrain. BorgWarner Thermal falls under the Engine group, producing parts such as fans, fan drives, and coolant pumps for improved engine cooling and reduced fuel consumption. The Thermal Division caters to the light, medium, and heavy duty vehicle markets in addition to off-highway markets. The division has a strong global presence with 12 locations in 9 countries and more than 1,300 employees.

BorgWarner’s growth objective is to double the size of its business by 2020. This project was unique as it was aimed at streamlining an engineering process rather than the more common manufacturing improvement project. The goal of the Tauber project was to facilitate BWT’s growth objective by i) creating a global standardized application process, ii) identifying opportunities to reduce the process time by 20%, and iii) improving the visibility of resource constraints. With increased speed and efficiency in the process, the business hopes to grow sales by increasing their engineering capacity.

The team started with a blank slate when defining the current state process. Bridging the gap between functions through conversations with key stakeholders revealed unnecessary documents, excessive approvals, long queue times, and avoidable reworks. The process also suffered from a lack of historical data to be leveraged for future projects. From request to start of production, the application of a simple fan and fan drive assembly was taking many months to complete.

Major improvement opportunities were identified by mapping the current state, holding kaizen events, and baselining the process. The team developed a future state map and set of recommendations aimed at reducing the total process time. These included eliminating excessive approvals and disjoint documentation, improving resource bottlenecks, and including formal reviews to avoid disruptive changes to product requirements. A key result of the Tauber project was a global standard process for application engineering that will facilitate better project management.

It is estimated that these recommendations will lead to an average reduction in process time of 36%. Financially, the improved process will help BW Thermal achieve potential cost savings of $1.45M per year following a 3 year implementation and rollout plan. In addition, $300K per year of potential soft savings from increased efficiency may be realized immediately. The Tauber project has had the full support of top management from the beginning, and it has resulted in considerable emphasis on improving the engineering process within BW Thermal. The company has already begun implementation of the recommendations and is poised to achieve its objective of doubling the size of its business and increasing market share.

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SPOTLIGHT! 2015

NABEEL RAFA KASIM2231 Heritage Ave • Okemos, MI 48864


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Industrial & Operations Engineering, May 2016• Tauber Institute for Global Operations Fellow

College of EngineeringBachelor of Science in Industrial and Operations Engineering, August 2015• GPA: 3.56/4.00• Completed the International Minor for Engineers• Engineering Global Leadership Honors Program (EGL) and CoE Honors Program• CoE Distinguished Leadership Award (2013)• Lean and Six Sigma Black Belt trained

ULSAN NATIONAL INSTITUTE OF SCIENCE AND TECHNOLOGYStudy and Research Abroad, Summer 2014 Ulsan, South Korea

EXPERIENCE BORGWARNER INC. ‑ THERMAL DIVISION Marshall, MISummer 2015 Tauber Intern

• Recommended process improvements to reduce the time required to engineer a genericproduct for a specific application by 20%, achieved estimated time savings of 34%resulting in potential savings of $1.75M per year

• Developed a streamlined, global future state process for the application of genericproducts eliminating waste in the engineering process and creating visibility of resourceconstraints

• Led 3 kaizen events in BWʹs N. American, German, and Indian facilities with the aim ofdefining the current state of each location, collecting data for the timeline of a program,and brainstorming opportunities for improvement

Summer 2014 GIRISIM ASSET MANAGEMENT Istanbul, TurkeyInternational Intern• Developed a forecast of collection revenues for the remainder of 2014, which assisted in

effectively scheduling a monthly budget

Summer 2013 CISCO SYSTEMS, INC. SUPPLY CHAIN OPERATIONS San Jose, CASupply Chain Operations Intern• Developed a metrics tool to perform root cause analysis of aging new product holds;

exceeded goal of keeping aging holds under 10 days• Oversaw the prototyping and production of 2 test boards with a team of 10, including

contract manufacturer representatives and Cisco engineers• Evaluated bill of material reports for supplier risk mitigation and reported findings to

other supply chain function responsible for supplier management, which allowed ontime transition of product to sustained production

2013‑Present UNIVERSITY OF MICHIGAN HOUSING Ann Arbor, MIResident Advisor• Responsible for responding to issues, resolving conflicts, and managing a

freshman‑level residence hall of 30 students• Plan community building activities for residents with a team of other residence hall staff

members in order to create a more close‑knit living space

ADDITIONAL • Conversational in Arabic and Spanish• President and founder of the Michigan Longboarding Club, a University of Michigan

recognized student group of 40+ members• Tauberʹs Global Operations Conference Sponsorship Co‑chair, EGL Chicago Trip Lead,

CoE Common Reading Experience discussion leader, Global STEM Ambassadorsco‑founder and VP

• CoE Engineering Learning Center Supplemental Instruction Leader for (2012‑2015)

August 2015

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GURURAJAN VIJAYAN1147 Arms Street # 1 • Marshall, MI 49068


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross school of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• Emphases in Procurement, Logistics and Supply Chain

SYMBIOSIS CENTRE FOR DISTANCE LEARNING Pune, IndiaPost Graduate Diploma on Supply Chain Management, May 2012

ANNA UNIVERSITY Chennai, IndiaCollege of Engineering, GuindyBachelor of Engineering (Manufacturing), May 2010• Co‑ordinated logistics activities for Association of Manufacturing Engineers club;

National Service Scheme (NSS) Volunteer

EXPERIENCE BORGWARNER INC. Marshall, MISummer 2015 Intern

• Streamlined Application engineering process for new product launches; Identifiedbottlenecks, and reduced lead time to market by 34% resulted in potential savings of$1.75 Mn per year

2010‑2014 INFOSYSAssociate Consultant, 2013‑2014 Chennai , India• Created (BRS)Business Requirement Specification by gathering requirements for

leading American Motorcycle manufacturer for integrating Ariba (3rd partyprocurement tool) with SAP for indirect procurement

• Managed SAP Materials Management module PTP (Procure To Pay) by liaising withmultiple teams; resolved and reduced inflow of issues in procurement cycle of PTPTrack by 20%

• Negotiated Work Unit estimates with clients resulted in increase in revenue for Infosysand 50% reduction in wait time to implementation for client

• Identified process improvement steps like creating anti‑counterfeit program foravoiding lost sales (8%) and developed SAP program to improve sales using loyaltybonus, resulted in receiving SPOT Award

• Created Advanced Disaster Management program for employees and Negotiated withvendors for 80% reduction in price

Senior Systems Engineer, 2012‑2013 Chennai, India• Maintained website of British‑Australian Mining Client by coordinating with 15

cross‑functional teams at 8 different countries, resulting in seamless integration of SAPbackend data to frontend website

Systems Engineer, 2010‑2011 Chennai, India• Managed Data Migration activities for Canadian rail‑equipment manufacturing firm

using SAP ABAP resulted in successful roll out of SAP in Brazil

2008‑2009 BMW MANUFACTURING CO., Chennai, IndiaWinter Student project

• Developed Inventory planning tool to help in Freight Forwarding and Logisticsactivities

ADDITIONAL • HMM (Harvard Manage Mentor) certification on Negotiations, Process Improvement,Strategic Thinking, Strategy execution, Developing Employees

• Institute of Industrial Engineers(IIE) Six Sigma Green Belt Certification• IPMA Level D Certified Project Management Assosciate• INFOSYS Certification on SAP Materials Management and ABAP• University Goal Keeper – Field Hockey, Won many state level tournaments• Enjoy collecting coins, riding motorcycle and learning new languages

August 2015

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SPOTLIGHT! 2015

BORGWARNER TRANSMISSION SYSTEMSSTRATEGIC INSOURCING OF MAINTENANCE, REPAIR,

AND OPERATIONS INVENTORY

Student Team:Eric Buchsbaum – EGL (BSE/MSE Industrial and Operations Engineering)Hyun Chu Kong – Master of Supply Chain ManagementJay Zhang – EGL (BSE Electrical Engineering/MSE Electrical Engineering: Systems)

Project Sponsors:Ron Kambach - North American Capital Contracting Agent, BorgWarner TransmissionsDonald Lewis - Director of Supply Chain, BorgWarner TransmissionsMike Lynch - Plant Controller, BorgWarner Transmissions

Faculty Advisors:Luis Garcia Guzman - College of EngineeringJoseph Walls - Ross School of Business

BorgWarner is a global leader in powertrain solutions, with an international presence of over 20,000 employees in 19 countries. BorgWarner Transmission Systems is a division of BorgWarner, specializing in OEM transmission components including friction plates, friction clutches, and transmission bands. At the Bellwood and Frankfort, IL and Juarez, Mexico plants, all maintenance, repair, and operations (MRO) materials were managed by a third-party who charged BorgWarner a markup on all purchases and a fee for labor. The combined inventory of the three plants is valued at between $4-5 million. Because the third-party offered little reporting or analysis that could be used to drive down spending, BorgWarner decided to start insourcing and manage MRO inventory internally. Management believed that by eliminating the mark-ups and increasing visibility, up to $350,000 of near-term annual savings was possible. However, for insourcing to occur, all MRO data and processes first had to be integrated into BorgWarner’s SAP system, including procurement, stocking, receiving, requesting, and issuing. In addition, any current processes unable to be replicated in SAP had to be resolved. The Tauber team was enlisted to ensure that Bellwood, Frankfort, and Juarez were prepared to go live from an IT and procedural perspective by mid-August.

After initial investigation, the Tauber team discovered ineffective search features in SAP that could cause significant increases in MRO request processing time. In addition, the team discovered an ad-hoc approach to deciding minimum/maximum inventory levels, as well as poor visibility regarding maintenance costs of specific machines. Therefore, the team implemented an Excel VBA search tool to mitigate the SAP limitations, designed an Excel Min/Max inventory model to reduce MRO inventory costs, and created the business case for SAP development allowing visibility of machine-specific MRO spending. All of these deliverables were in addition to the necessary data cleansing, mapping, validation, and testing required to convert the MRO data into SAP. Lastly, a detailed usage analysis was provided to help the incoming sourcing specialist realize the expected mark-up savings.

The Tauber team left BorgWarner go-live ready in August and with the tools necessary to achieve procurement and inventory savings of about $275,000 and $265,000 per year, respectively. In addition, the search tool has the potential to save between 475-1430 hours per year of processing time for MRO requests. With the future development of machine-specific visibility included, the overall procurement, inventory, and visibility-related savings are expected to exceed initial expectations and reach over $600,000 per year.

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ERIC BUCHSBAUM609 Kennedy Court • River Vale, NJ 07675


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Industrial and Operations Engineering, May 2016• Graduate Student Instructor (GSI) for IOE 474: Simulation• Tauber Institute for Global Operations Fellow

College of EngineeringBachelor of Science in Industrial and Operations Engineering, August 2015• 3.75/4.00 GPA Summa Cum Laude• Engineering Global Leadership Honors Program• Recipient of College of Engineering Merit‑Based Scholarship in 2013• International Minor and Study Abroad in South Africa Winter 2014• Deanʹs List Fall 2011, Fall 2012, Winter 2013, Fall 2013, Fall 2014, Winter 2015

EXPERIENCE BORGWARNER INC. Bellwood, ILSummer 2015 Tauber Intern

• Worked on team of three executing strategic insourcing of inventory management atmultiple plants involving process improvements, IT solutions, and dynamic modelsexpected to save over $600,000 per year

• Created Min/Max Inventory model to achieve savings on holding costs and fixed ordercosts

• Implemented Excel VBA search macro interfacing with SAP saving employees between475‑1,430 hours per year and preventing unnecessary purchase orders

• Compiled detailed spending analysis for Sourcing Specialist to use in identifyingprocurement savings opportunities

• Conceptualized and created business case to justify SAP development of tracking MROpart spending by machine number

• Designed and developed predictive staffing model used by both Finance and AreaManagers to adjust team sizes based on anticipated demand

Summer 2014 ERNST & YOUNG LLP (EY) New York, NYAdvisory Intern, Performance Improvement• Served as liaison between SAP development team and EY senior executives for custom

SAP solution to affect global project management and operations• Produced powerpoint presentations and compiled information from meetings with

senior executives to allow for reconciliation of user needs with SAP capabilities• Edited functional specification documents to illustrate how system elements met user

requirements• Designed process maps and training materials for various iterations of proposed system

functionality• Analyzed feasibility and cumulative costs of new banking system by completing cost

analysis used by senior management in negotiations with client

2012‑Present MECC CONSULTING GROUP Ann Arbor, MIVice President of Projects, Project Manager• Acquire, initiate, and oversee results driven and scope specific projects with local Ann

Arbor companies as VP of Projects• Worked on four semesters of project experience, including two as Project Manager on

pro bono consulting engagements with local businesses• Coordinated and led meetings and presentations with MECC and client CEOs• Conducted inventory and sales analysis as Project Manager for local restaurant and

recommended changes to optimize wine inventory• Developed marketing strategy and materials for forensic evidence processor as Project

Manager for local R&D engineering company

ADDITIONAL • Extensive experience in Excel and proficient in VBA, SAP, Oracle JD Edwards,Sharepoint, ProModel, Minitab, and Access

• Avid pick‑up basketball player and mildly successful fantasy football managerAugust 2015

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SPOTLIGHT! 2015

HYUN CHU KONG1158 MCINTYRE ST NORTHWOOD IV • Ann Arbor, MI 48105‑2405


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, Ann Arbor, December 2015• Tauber Institute for Global Operations Fellow• MSCM graduation date: December 2015

HANKUK UNIVERSITY OF FOREIGN STUDIES Seoul, South KoreaBachelor of Arts, August 2000• Focus : Chinese Economics and Politics (Korean SAT Top 3%)

EXPERIENCE BORGWARNER INC. Bellwood, IL2015 Tauber Consulting Intern

• Captured over $600,000 cost saving per year by implementing strategic MRO insourcing• Developed practical inventory model to minimize the related costs and created

spending analysis tool to find cost reduction opportunites

2006‑2014 SK INNOVATION Seoul, South KoreaSenior Manager• Managed sourcing from various international suppliers, capturing over $31M of

cost‑reduction out of $4B investment cost• Accomplished on‑time delivery of equipment for $600M projects under Japanese

tsunami in 2011 by changing sub‑suppliers and redesining transportation routes• Reduced mechanical completion schedule of FCC plants by two months shortening

critical paths of main equipment by directly negotiating with tier 2 & 3 suppliers• Set up management frame for outsourcing contracts by analyzing cost structure of

existing contracts, thereby improving work efficiency by 80%• Led Chinese procurement team of 6 members, including CPA and engineers, to set up

procurement system for Chinese JV company• Streamlined corporate outsourcing contracts with government agencies and HR

members to eliminate legal issues for one year• Set up the Supply Chain Optimization Plan for main equipment and petrochemicals

with AT Kearney for six months

2002‑2006 SK CORPORATION (PRESENT ʺSK HOLDINGS, GLOBAL FORTUNE 64TH IN 2014ʺ)Manager Seoul, South Korea• Implemented financial projection and market analysis of strategic investment options• Introduced KPI system into the company and provided reference checks of each

business unit to CEO, supporting CEOʹs evaluation• Against hostile M&A takeover, worked as member of task force team comprised of 10

representatives to cope with emergency and stabilized crisis for 6 months• Redesigned investment resource allocation principles to support CEO decision making

for more profitable investment options• Organized CEO committees for corporate investment resource allocation• Set up the corporate long‑term business strategies with Mckinsey & Company

2000‑2001 SK CORPORATION Seoul, South KoreaJunior Manager• Established midterm marketing plan and financial model for automotive lubricant with

Chinese consulting firm and presented plan to CEO• Investigated China business opportunites in oil and petrochemical areas, such as

polymer, asphalt, and coal, resulting in increase of asphalt sales to $1B by 2006

ADDITIONAL • Native in Korean, Fluent in English and Chinese (Basic Japanese)• Received the ʺSʺ, the hightest grade, in company evaluation from 2012 to 2014 (Top 1%)• CPSM Certificate Holder• Completed SK Group Finance Program with selected 30 members for 6 months• Proficient in Analytic Solver Platform, Xlminer, Crystal Ball, Minitab, and MS

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JAY (JIALIANG) ZHANG1839 Shirley Ln, Apt 8C • Ann Arbor, MI 48105


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Electrical Engineering: Systems, April 2016• Tauber Institute for Global Operations Fellow

College of EngineeringBachelor of Science in Electrical Engineering, August 2015• GPA: 3.91/4.00, Summa Cum Laude• Engineering Global Leadership Honors Program• International Minor for Engineers & Multidisciplinary Design Minor• Studied abroad at Technical University of Berlin in Germany (Summer 2013)• EECS Commercialization/Entrepreneurship Award (2014‑2015), James B. Angell Scholar

(2013‑2015), EECS Scholar (2013‑2015), MPowered 1000 Pitches EntrepreneurshipCompetition Finalist (2012)

EXPERIENCE BORGWARNER INC. Bellwood, ILSummer 2015 Tauber Intern

• Drove implementation of MRO (Maintenance, Repair & Operations) material strategicinsourcing at multiple plants involving process improvements, IT solutions, anddynamic models, expected to save at least $600,000 per year on a team of three

• Created inventory model to optimize MRO parts ordering/stocking policies to achievesavings on ordering cost and inventory holding costs

• Implemented Excel search macro interfacing with SAP saving employees between475‑1,430 hours per year and preventing unnecessary purchase orders

• Complied detailed spending analysis for Sourcing Specialist to target MRO parts withlargest procurement savings opportunities

• Conceptualized and created business case to justify SAP development of tracking MROparts spending by machine number

• Proposed strategies to reduce machine downtime and better utilizing workersʹ timewith implementation of 5S and visual display board in steel blanking production area

Summer 2014 ZF FRIEDRICHSHAFEN AG Friedrichshafen, GermanyElectrical Engineer Intern• Identified and analyzed possible malfunction scenarios for typical PTO (Power

Take‑off) operations on commercial vehicles• Implemented high‑efficiency automated test sequences in different simulation

environments to eliminate PTO malfunctions• Streamlined standardized Simulink module testing procedures for test automation

software by enhancing existing and adding new GUI (Graphic User Interface) features

2014 JOHN DEERE Ann Arbor, MIUniversity of Michigan Multidisciplinary Design Team Member• Evaluated John Deere Gator 825iʹs product strength qualitatively and quantitatively

with testing data against competitor vehicles to strategically narrow down engineeringdesign focus of the project

• Proposed and implemented control strategy for new suspension system to account forvarious driving scenarios by microcontroller programming and circuit design

2014 ENGINEERING GLOBAL LEADERSHIP HONORS PROGRAM (EGL)Cultural Chair Ann Arbor, MI• Co‑chaired EGL Global Bonanza, a cross‑campus interactive cultural learning event, to

promote cultural student organizations and increase studentsʹ cultural awareness• Organized monthly cultural events to create cultural learning opportunities and build

strong cultural bonds within EGL society

ADDITIONAL • University of Michigan International Programs in Engineering Peer Advisor (Fall 2014)• Computer Skills: C/C++, Verilog/SystemVerilog, Matlab/Simulink, Python, MS Excel• Language Skills: Native in Chinese, Conversational in Japanese (JLPT N4 certified)

August 2015


SPOTLIGHT! 2015

BORGWARNER TURBO SYSTEMSPREVENTING THE MIXING OF SMALL PARTS

Student Team:Fan Fan – Master of Supply Chain ManagementSarah Klemsz – Master of Supply Chain ManagementKendall Moyer – EGL (BSE/MSE Chemical Engineering)

Project Sponsors:Stephan Altmeyer – Manager, Global Advanced Quality Wolfgang Schneider – Vice President, Global Manufacturing and Quality

Faculty Advisors:Lisa Pawlik – Ross School of BusinessFred Terry – College of Engineering

BorgWarner Turbo Systems is part of the BorgWarner portfolio of engine and drivetrain manufacturing companies. Turbo Systems is a global manufacturer of turbochargers and boosting systems, selling components to manufacturers of passenger cars and commercial vehicles. In 2014, the division’s ten manufacturing facilities produced nine million turbochargers and generated 28 percent of all BorgWarner’s sales.

Turbo Systems currently lacks systematic control and traceability of small components. This creates opportunities for similar small parts to be assembled incorrectly and for the errors to be undetected by operators or quality inspectors. These errors increase BorgWarner’s cost of quality and negatively impact its reputation. To solve this problem, the Tauber team was tasked with designing a global solution to prevent the mixing of small parts without increasing production and material costs.

The Tauber team evaluated four manufacturing facilities and completed 44 interviews to understand Turbo Systems’ current practices. By pairing these findings with external benchmarking and industry requirements for traceability, the team designed new processes for material and information control of small parts. To ensure end-to-end traceability, the team introduced updated auto-ID technologies for material control and a concept for a new part numbering system for information control. The team published global standards for traceability, simulated the effect of the new processes on small parts, and designed a dynamic model for evaluating auto-ID technologies.

The recommendations were shared with global and local leaders –teams within each of the global functions and local facilities are beginning to implement the proposed changes. The team’s recommendations will reduce labor and material identification costs, recall expenses, and the opportunity for small parts to become mixed. By using these ideas for material and information control for all components across the division, Turbo Systems will have 100 percent control and traceability of components and save up to $10.61 million annually.

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FAN FAN2037 Medford Rd, Apt.197 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• MSCM Scholarship Award• Tauber Institute for Global Operations Fellow

NORTH CHINA ELECTRIC POWER UNIVERSITY Beijing, ChinaB.E. in Electrical Engineering & Automation, June 2003• Honors Awarded: three‑year scholarship (top 15% in class) and Outstanding Student

EXPERIENCE BORGWARNER INC. Kirchheimbolanden, GermanySummer 2015 Consultant

• Investigated 4 Turbo plants and identified root causes of mixing similar small parts• Developed and estimated solutions for material handling and information transaction

to decrease risk of assembly errors by 30%, achieve 100% material traceability, andimprove customer satisfaction and market competitiveness

• Created implement plan of auto‑ID for entire 10 Turbo plants to annually deduce Turbo$10.6 M operational costs and increase capacity

2011‑2014 SIEMENS ELECTRICAL DRIVES LTD. (SEDL) Tianjin, ChinaCommodity Manager• Led developing commodity strategy with 4 cross‑functional teams for annual $11.5 M

cost: converter container, cabinet, bearing and insulation parts. Gained over 7% savingsevery year by negotiation, e‑bidding, and supplier integration (target 3%)

• Provided market research and commercial proposal for cabinet unit in Design‑to‑Costproject. Yielded 27% cost savings, and saved $0.2M in 1st year

• Improved supplier performance by optimizing its management and processes: doubledcapacity of vendor KTK within 2 months; avoided pollution by improving vendor EHS

• Supported Siemens global teams to improve price transparency and purchase in China;implemented global sourcing from low cost country

Purchasing Leader of High‑speed Train Project• Led purchasing team (11 members) for high‑speed train project with $65M turnover,

achieving 10% project savings and shortening total lead time by 30%• Localized converter container, the key part of high‑speed train converter , to decrease

50% cost and increase on‑time delivery rate from 67% to 91%

2008‑2011 ABB TIANJIN SWITCHGEAR CO., LTD. (CNSCT) Tianjin, ChinaSourcing Engineer and Manager of Indirect Material• Established department SOP and Supplier KPI for this new company• Set up qualified supplier base (84 suppliers) for electrical components and indirect

materials totaling $16.2M/year, and negotiated to gain annual 3% cost savings• Localized terminal blocks to save 16% cost, combined negotiation with Xiamen plant

resulting in 14% savings and applied VMI to optimize two‑month cash flow• Collaborated with headquarter on indirect material integration; saved 12% / year• Supervised supplier performance, consequently increased on‑time delivery rate to

95.9% (target 95%) and decreased non‑conformed quality rate to 1.9% (target 5%)

2005‑2008 ALSTOM BEIZHONG POWER (BEIJING) CO., LTD Beijing, ChinaDirector Assistant & Purchaser• Conducted analysis for vendor & material market with $64M to facilitate strategies• Joined building BAAN system with responsibility to distribution sector• Managed 31 suppliers with value of $1.2M/year; led team RFx on e‑sourcing platform

2003‑2005 JINGWEI TEXTILE MACHNINERY CO., LTD Beijing, ChinaR&D engineer: Designed and selected vendors for control unit, valued at $50k/year

ADDITIONAL • Native Chinese speaker; fluent in EnglishAugust 2015


SPOTLIGHT! 2015

SARAH KLEMSZ1940 Woodbury Drive #4932 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• Elected Vice President of Student Engagement for MSCM Class of 2015

UNIVERSITY OF PORTLAND Portland, ORDr. Robert B. Pamplin Jr. School of Business AdministrationBachelor of Business Administration, May 2012• Emphases in Finance, Operations and Technology Management.• First place finish, first annual $100K Business Plan Competition, April 2011.• First place finish, APICSʹ West Coast Case Competition, February 2012.• Deanʹs Scholar and Robin & Jean Anderson Student Entrepreneur of the Year, 2012.

EXPERIENCE BORGWARNER INC. Kirchheimbolanden, Germany2015 Tauber Institute Student Consultant

• Evaluated 4 Turbo Systems facilitiesʹ current material handling and traceabilitypractices; completed gap analysis for each facility.

• Created global concept for end‑to‑end supply chain material control and traceability,based on updates to engineering, planning, warehousing, and assembly processes.New concept will ensure 100% traceability of material and save $10.6 MM annually.

• Drafted auto‑ID implementation plan for all 10 facilities. Designed decision tool toevaluate local impact of implementation.

2011‑2014 BOEING COMMERCIAL AIRPLANES Portland, ORSupply Chain Management Analyst, 2012‑2014• Managed 15 suppliers’ accounts and 1,100 unique details for assembly. Realigned

ordering parameters to double inventory turns and reduce unit costs by 58%.• Designed and implemented 4 systems for tracking changes to production schedule and

supply base; outputs used by management teams to prepare mitigation plans, reduceproduction downtime, and streamline communications between operations teams.

• Automated supplier communication and follow up reports, report processing, andorder releases in ERP system to save more than 12,000 labor hours annually.

• Provided training and technical support for 210 team members for MacroExpress,Microsoft Office suite, and Blackberry applications.

• Served as Employee Involvement Team coach for 12 month term, training team of 20analysts to handle conflict and manage time‑critical projects. Created, staffed, andexecuted plan for inventory reduction and warehouse space optimization projects.

• Reduced flow time of inbound products by 85% by eliminating 2 non‑value addedprocesses, introducing process‑based KPIs, and leveling deliveries from suppliers.

Business Intern, 2011‑2012• Redesigned 6 user interfaces to reduce analystsʹ data entry activities by 75%.• Streamlined data refresh process for 3 internal databases by optimizing SQL in VBA.• Automated firm planning process using MacroExpress to save 280 labor hours annually

per product line.• Created and taught two classes to improve supply chain teamʹs MS Excel proficiency.

2011 PORTLAND SEED FUND Portland, ORIntern• Assessed 150 funding applications, performing balance sheet assessments and

validating markets.• Designed analytics tool for scoring applications and maintaining historical data.

ADDITIONAL • Certified Six Sigma Green Belt.• Certificate in Supply Chain Operations earned at Pennsylvania State University.• Skilled VBA and SQL programmer.• Named one of ISMʹs 30 Under 30 Rising Supply Chain Stars.

August 2015

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KENDALL ROSE MOYER530 Linden Street • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Chemical Engineering, May 2016• Tauber Institute for Global Operations Fellow

College of EngineeringBachelor of Science in Chemical Engineering, August 2015• GPA: 3.98/4.00• Engineering Global Leadership Honors Program• International Minor for Engineers• James B. Angell Scholar (Winter 2013, 2014), University Honors and Deanʹs List (6

Consecutive Semesters)• George M. Landes Class Prize for Technical Communication (Winter 2015)

EXPERIENCE BORGWARNER INC. Kirchheimbolanden, GermanySummer 2015 Tauber Institute Student Consultant

• Analyzed 4 out of 10 Turbo Systems facilities to identify best practices in preventing themixing of small parts

• Proposed global method of material handling based on internal and externalbenchmarking involving warehouse, assembly, scheduling and IT updates that willsave BorgWarner $10.6 million annually

• Created auto‑ID process flow and implementation plan for all ten plants that will resultin 100% traceability

Summer 2014 ELI LILLY AND COMPANY Indianapolis, INProcess Engineering Intern• Analyzed capability and accuracy of using Aspen Plus to model spray drying process to

create more bioavailable, amorphous form of drugs• Varied over 10 parameters to get model to match known data about particle size

distributions, increasing the effectiveness of drug• Created model encompassing literature, first principles, and insight from colleagues

that will save the company valuable resources needed to complete laboratory workinvolved in start‑up and scale‑up

• Coded model into Aspen Custom Modeler to account for systems with multiplesolvents, achieving capability for any drug

Summer 2013 RWTH AACHEN UNIVERSITY Aachen, GermanyResearch Intern• Tested DyOs, dynamic optimization program, by monitoring positive and negative

changes in results, outputting information to user• Analyzed literature to find and implement 20 additional optimization models,

quadrupling the testing database• Conceptualized strategy to write Python codes, resulting in ability to compile and run

all tests with a single command

2014 COLLEGE OF ENGINEERING HONORS PROGRAM Ann Arbor, MIPeer Advisor• Assisted potential Honors Program students with applying to the program and

determining their academic plans and interests, helping to admit 50 students to theprogram

• Created online guidebook for office to help with answering questions, setting up onlineportfolios, enrolling in business courses and other helpful information, increasingstudent preparedness

ADDITIONAL • Engineering Global Leadership, Developmental Vice President (Jan 2015 ‑ Present)• Engineering Global Leadership, Community Chair (Jan 2014 ‑ Dec 2014)• Volunteers Involved Every Week, Site Leader (Sep 2012 ‑ May 2014)• Excavated grounds of a World War II concentration camp in Poland

August 2015


SPOTLIGHT! 2015

CARDINAL HEALTHEXPANDING SERVICE OFFERINGS AT OPTIFREIGHT® LOGISTICS

Student Team: Joseph Letner– EGL (BSE/MSE BioMedical Engineering) Mukul Shekhar – Master of Business Administration

Project Sponsors: Christopher Mathew – Director, Logistics Solutions and Service DevelopmentChandrashekar Shastry – Senior Consultant, Service Development

Faculty Advisors: Amy Cohn – College of EngineeringJames Price – Ross School of Business

Cardinal Health, a $102B company, is a leading provider of supply chain services in the healthcare industry allowing their customers to focus on providing better healthcare to their patients. More than 34,000 employees work at Cardinal Health with the goal of increasing the cost effectiveness of healthcare products and services. OptiFreight® Logistics, a division of Cardinal Health, is a leader in healthcare freight management because of its ability to provide competitive volume discounts and significant cost savings to customers. Like Cardinal Health as a whole, OptiFreight’s current overarching business strategy is to expand operations to a variety of new divisions across the healthcare industry.

OptiFreight® Logistics recently acquired FDSI Logistics, the next largest service provider in healthcare freight management, and has nearly saturated the hospital market and aspires to grow business in other channels. The structure and service offerings at OptiFreight® Logistics focus on hospitals, and while this focus drove success in this channel, OptiFreight’s® services and resources are unprepared and inadequate to target and service customers in other channels. Additionally, pressures from competitors drive prices downwards while increasing costs from carriers who transport the parcels OptiFreight® manages, drive OptiFreight’s® costs up, squeezing their gross margins ever tighter. OptiFreight® must offer value-added services and not compete on prices.

In order to determine how OptiFreight® Logistics could best approach and achieve success in a new channel, the Tauber team identified the current market opportunity for this channel and recommended a comprehensive service model based upon identified customer needs. First, the Tauber team characterized the market and relevant segmentation that resulted in accurately quantifying the transportation spend opportunity. Then the team identified gaps internally to OptiFreight® and compared these to competitors’ service offerings. These gaps verified that in addition to providing volume discounts, OptiFreight® Logistics should offer value-added services enabled by technology and should expand its reach to couriers and international shipping in order to offer a comprehensive solution for customers. The team ultimately recommended that OptiFreight® Logistics partner with two technology providers or build internally via an agile, independent, autonomous IT team to offer a powerful and customized interface for this new market, as well as offer component level tracking and inventory management solutions. The team also recommended that sales and marketing align and dedicate their attention on this opportunity and for OptiFreight® Logistics to become the single point of contact for Cardinal Health and carriers/couriers.

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JOSEPH GRADY LETNER907 Lincoln Ave • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science, Biomedical Engineering, May 2016• Tauber Institute for Global Operations Fellow

College of EngineeringBachelor of Science, Biomedical Engineering, Electrical Concentration, August 2015• G.P.A. 3.79/4.00• Electrical Engineering Minor and International Minor• Deanʹs List, University Honors, and James B. Angell Scholar Award• Admitted to Engineering Global Leadership Honors Program

SHANGHAI JIAO TONG UNIVERSITY Shanghai, China• Summer 2013 study abroad• Attended classes in English with Chinese students at a mostly Chinese‑taught

university

EXPERIENCE CARDINAL HEALTH INC. ‑ OPTIFREIGHT LOGISTICS Dublin, OH2015 Consultant

• Completed summer consulting project as part of the Tauber Institute for GlobalOperations

• Segmented market opportunity for new channel by researching annual reports andanalyst reports and by interviewing customers to identify pain points

• Assessed gaps in OptiFreightʹs and competitorsʹ capabilities to satisfy new customersand matched these gaps to new opportunities and recommendations

• Recommended that OptiFreight pursue offering value‑added services in new channelby means of expanding transportation modes and exploring technologically enabledsolutions

2014‑2015 SIGMA PHI SOCIETY ‑ SOCIAL FRATERNITY Ann Arbor, MITreasurer• Provided financial leadership by drafting and managing $80,000 ‑ $90,000 house budget.• Established competitive rent and social dues; implemented late fees to reduce late rent

by 10% and increase social dues collection by 30%• Collaborated with alumni to draft and implement financially sound budget governing

25 active members

2012‑2015 FOOD RECOVERY NETWORK AT UM Ann Arbor, MITreasurer• Applied for funding through grants bringing in $13,000• Managed $6,000 in finances Fall 2014 and Winter 2015 for expansion into three new

U‑M dining halls• Restructured food recovery process collaboratively with team to efficiently and safely

recover food from dining halls• Drafted original food recovery process collaboratively with team; resulted in 4,000 lbs of

food from U‑M dining halls donated to local food bank

2012‑2014 CHESTEK LAB Ann Arbor, MIResearch Assistant• Implemented algorithms using MATLAB that generate realistic neural data and decode

neural data into commands to prosthetic fingers for use in experiments• Followed established protocol to prepare two Macaque monkeys for experiments with

goal of learning relationships between neurons and finger movements

ADDITIONAL • Travel enthusiast; visited 20 nations outside the United States• Conversational Chinese language skills• Self‑proclaimed audiophile• Proficient in MATLAB and Microsoft Office

August 2015


SPOTLIGHT! 2015

MUKUL SHEKHAR816 Arch Street • Ann Arbor, MI [email protected] • (734) 680‑3631

EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, May 2016• Emphases in Strategy, Technology and Marketing• Tauber Institute for Global Operations Fellow, awarded Boeing scholarship• Project Lead (Energy Club): Consulted EDF Renewable on energy storage strategy• Selected: Director, West Coast Forum; Director, Operations Management Club;

Co‑Chair, Global Operations Conference; AVP, Ross Indian Subcontinent Association

MCMASTER UNIVERSITY Hamilton, CanadaBachelor of Electrical Engineering and Management, Graduated with distinction, April 2007

EXPERIENCE CARDINAL HEALTH INC. Dublin, OHSummer 2015 Student Consultant, New Services and Products

• Emphasized tranformational strategy to avoid competition on price and provideend‑to‑end software solutions using technology that add value and increase efficiencies

• Embodied OptiFreight culture with creative problem‑solving & drive to seek guidancefrom executive leadership; received ʺLiving the Valuesʺ award at annual townhall

• Evaluated internal gaps, customer requirements and researched competition to identifyservices/capabilities needed and created models to assess customer impact

MAP 2015 INTEL CORPORATION Portland, ORStudent Consultant• Benchmarked current software enabling playbook through interviews working in

dynamic team of 6 to provide insights to enhance performance on Intelʹs hardware• Presented shift in thought to leadership that included focusing on specific industry

verticals and comprehensive strategies customized to customer profile and size

2011‑2014 CANDU ENERGY INC. Mississauga, CanadaProject Designer, Real Time Systems• Led 4‑person multi‑disciplinary team to analyze use cases in power plants; produced

high‑integrity, real‑time displays recommended by company for all plant systems• Optimized internal processes to track software changes, an intitiative that increased

customer satisfaction, delivering 2 yr Argentina project 2 months early• Devised complex software solution and implemented design methodology to secure

critical digital data for global client during plant operation generating $1M annually• Analyzed technical specifications data from various suppliers to select software tools

and equipment for the mock‑up simulator design; installed 10% under $15M budget• Organized conferences and professional development seminars for 200+ members as

chapter President of North American Young Generation in Nuclear

2007‑2011 ATOMIC ENERGY OF CANADA LTD Mississauga, CanadaComputer Controls Designer• Created improvements to safety equipment and alarming system by coordinating

walk‑throughs with experts; reduced failure rates and costs to save 30% per system• Spearheaded changes to system design methodology and work processes by

collaborating with industry experts and improved operating efficiency by up to 15%• Represented company at annual Canadian Nuclear Association event in Ottawa to help

strategize future energy policy with members of parliament

2005‑2006 L‑3 COMMUNICATIONS WESCAM Burlington, CanadaQualification Test Engineer• Coordinated design and construction of electromagnetic interference facility that

replaced external testing, reducing costs and improving product delivery schedules• Conducted root cause analysis that improved reliability affecting 75% of product line

ADDITIONAL • Engineers Without Borders, educated students on the need for water conservation• Engineering Innovations Forum: Developed annual publicity and promotions strategy

August 2015

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CISCOEXPLORING INNOVATION IN THE FACTORY THROUGH 3D PRINTING

Student Team: Dominic Calabrese – EGL (BSE Electrical Engineering/MSE Electrical Engineering: Systems)Joseph Scherping – EGL (BSE Computer Engineering/MSE Industrial Operations Engineering)

Project Sponsors:Brice Achkir – Distinguished Manufacturing Engineer David Ashley – Vice President, Supply Chain Technology and Quality Paul Lee – Program Manager of Additive Manufacturing Jie Xu – Senior Director of Component Quality and Technology

Faculty Advisors:Hyun-Soo Ahn – Ross School of BusinessSugih Jamin – College of Engineering

Cisco, a company with $50B in annual revenues, is a worldwide leader in networking with 85% of Internet traffic running through Cisco hardware. The company’s supply chain is consistently recognized by Gartner as one of the top 10 supply chains in the world, and Cisco is building on this success by investing in programs that drive innovation and breakthrough improvements. One such project focuses on 3D printing which has yet to be adopted in manufacturing for the high tech electronics industry.

The Tauber team identified tools and fixtures as the key opportunity for 3D printing in the factory today. The team designed and 3D printed tools and fixtures and implemented them on the factory floor with the following results:

• 70-80% cost reduction for tools and fixtures• 50-90% faster tool and fixture procurement• Improved manufacturing process yields for end products

To get to these results, the Tauber team compared the capabilities of 3D printing to the requirements for tools and fixtures to establish which items could be printed. The team engaged with contract manufacturing partners and Cisco engineers to identify optimal candidates for pilot projects. The team designed, printed, and deployed multiple pilot projects to the factory floor. By comparing 3D printed parts to quotes received from traditional vendors and measuring the parts’ impact on quality and cycle time, the team captured the aforementioned benefits of cost reduction, speed, and quality improvement.

When applied across Cisco, these benefits are projected to save $4M in capital expenses annually, improve time to market for new product introductions, and improve manufacturing processes. For example, Cisco’s expected savings from just one of the projects was at least $300K annually from cycle time reduction and quality improvements. Cisco’s executive leadership was doubtful of the immediate benefit of 3DP, but the results from the Tauber team’s project convinced them to accelerate implementation and investment for the program.


SPOTLIGHT! 2015

DOMINIC CALABRESE14 Meadowood Dr. • Oak Brook, IL 60523


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Electrical Engineering: Systems, May 2016• Tauber Institute for Global Operations Fellow

College of EngineeringBachelor of Science in Electrical Engineering, May 2015• 3.97/4.00 GPA• International Minor for Engineers• James B. Angell Scholar, EECS Scholar, and Shipman Scholar• Engineering Global Leadership (EGL) Honors Program

EXPERIENCE CISCO SYSTEMS, INC. San Jose, CASummer 2015 Supply Chain Technology Tauber Intern

• Established 3D printing tools and fixtures as opportunity to save $4 million annually incapital expenditures and reduce time to market for new product introductions

• Designed and implemented 3D printed manufacturing tools and fixtures at 70% lesscost and 75% faster lead time than traditional methods resulting in 40% faster assemblyprocess and 3% increased quality yield

• Convinced doubtful executive leadership of value proposition for 3D printing tools andfixtures which accelerated implementation and investment for the program

2013‑2015 RURAL INNOVATIONS IN MEDICAL ENGINEERING Ann Arbor, MICo‑President• Led multidisciplinary team of students from the schools of Engineering, Public Health,

Medicine, and Business focused on improving healthcare for low‑income populationsthrough development of medical technologies and innovations

• Coordinated design and construction of prototype of jaundice detecting device whichwas taken to India to receive validation from healthcare workers

• Designed prototype of reward system to improve Detroit free clinicʹs operations andencourage patients to pursue better health practices

2014‑2015 MEDTRONIC INC. Fridley, MN Post Approval Network Electrical Engineering Associate• Analyzed completeness of data reported by sites for incorporation into internal

dashboard resulting in three times as much usage by site managers and easieridentification of underperforming sites

• Calculated statistical relationships between metrics for developing site characterizationmodeling which provided better recognition of best and worst data suppliers andtherefore more targeted follow‑up of overpaid sites

Summer 2013 M&D CONSULTORES Lima, PeruStudent Intern• Designed MATLAB based software with GUI to compile, analyze, and publish data

which increased employee productivity by reducing manual processing time by 95%• Conducted in‑field data collection on clientsʹ power usage in order to recommend

alterations that would improve energy quality and meet government regulations

Summer 2012 UNIVERSITY OF CHICAGO DEPARTMENT OF RADIOLOGY Chicago, ILSummer Research Technician• Developed and tested software in C and C++ to research use of machine learning

algorithm to decrease volume error of automatic liver segmentation in CT scans by 50%• Co‑authored two research papers to 2013 IEEE Engineering in Medicine and Biology

Conference in Osaka, Japan

ADDITIONAL • Fluent in Spanish• Experienced with C, C++, MATLAB, Verilog HDL, SQL, and embedded systems• Volunteer three hours/week at University of Michigan C.S. Mott Childrenʹs Hospital

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JOE SCHERPING518 Linden St. • Ann Arbor, MI [email protected] • (651) 307‑1790

EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Industrial Operations Engineering, April 2016• Tauber Institute for Global Operations Fellow

College of EngineeringBachelor of Science in Computer Engineering, August 2015• GPA: 3.5 ‑ Deanʹs List and University Honors• Admitted into Engineering Global Leadership Honors Program

EXPERIENCE CISCO SYSTEMS, INC. San Jose, CA2015 Supply Chain Technology Tauber Intern

• Piloted 3D printing projects in the factory to lower cycle times by 40%, increasefirst‑pass process yields by 3%, and improve time to market for new products

• Developed strategy to create a more agile supply chain that leverages additivemanufacturing to create tools and fixtures 75% faster, at 30% of the original cost, withan estimated annual savings of $4M in capital expenditures

• Proved out business value of additive manufacturing technology that influenceddoubtful executive leadership to fully support and accelerate this innovation effort

2014 GENERAL ELECTRIC ENERGY MANAGEMENT Salem, VAIT Leadership Program Intern• Built and launched inventory application independently from scratch after gathering

requirements from all departments, now saving 150+ worker‑hours on inventory days• Planned out data migration with functional data owners across all departments for an

IT organizational move that reduced number of enterprise applications by 80%

2013 CONSUMERS ENERGY Jackson, MISoftware Development Intern• Developed software applications that fulfilled company business needs like customer

data analysis and employee management• Shaped weekly goals and assignments as the project manager of a team of four

2013 PROTEI INC. Semester at SeaIntern Developer• Implemented robotic controls for start‑up with plans to tackle problems like oil spills

using autonomous sailboat fleets, while on Semester at Sea study abroad program

2012‑2014 COMPUTER AIDED ENGINEERING NETWORK Ann Arbor, MIWeb Developer• Created applications and tools to maintain and optimize the College of Engineering

Website, found at engin.umich.edu.

2012 UNIVERSITY OF MICHIGAN APRIL ROBOTICS LABORATORY Ann Arbor, MIStudent Researcher• Developed an LED‑tracking motion‑capture system in Java which will potentially be

used in robotics labs around the world

2011‑2012 UNIVERSITY OF MICHIGAN DEPARTMENT OF CHEMICAL ENGINEERINGResearch Assistant Ann Arbor, MI• Simulated mathematical models in visualizations that ended up being published• Acknowledged in the projectʹs publication in The Physical Review Journals

ADDITIONAL • Vice President of the Michigan Standup Comedy Club and performed at every show• Led 15 singers through rehearsals and performances as director of Gimble Acappella• Created apps at 9 hackathons and won ʺBest Mobile Hackʺ at PennApps Fall 2012• Taught a lab class of 19 undergrads in the class Logic Circuit Design and Synthesis• Studied in 14 different countries on the study abroad program Semester at Sea

August 2015


SPOTLIGHT! 2015

CONAGRA FOODSREDUCE REWORK AND INCREASE EFFICIENCY IN

END-TO-END COMMERCIALIZATION PROCESS

Student Team:Yu-Mei Chang – Master of Supply Chain Management Lucius Clay – Master of Business AdministrationQian Wu – Master of Supply Chain Management

Project Sponsors: Keith Goerl – Director, Research & Innovation Jeff Korengel – VP of Research & InnovationMike Parker – Manager, Research & InnovationCraig Weiss – VP of Supply Chain

Faculty Advisors:Stephen Leider – Ross School of BusinessDebra Levantrosser – College of Engineering

ConAgra Foods is one of North America’s largest food companies headquartered in Omaha, Nebraska, whose food can be found in almost every aisle of the grocery store, covering more categories than any other packaged food company in the United States. The company also has a strong food service business that supplies frozen potato and sweet potato products as well as other vegetable, spice, and bakery products to commercial and food service customers.

ConAgra Foods remains in a competitive position due to a broad product portfolio. However, across the business, opportunity existed to reduce rework after formula and packaging lock, potentially unlocking accelerated or new business.

The Tauber Team used lean concepts and problem solving to determine that three major issues are the root causes of their rework and inaccuracies—namely, training, communication and evaluation.

The team proposed two major recommendations to solve the issues, with a focus on Private Brands. The first was an Excel-based file which the Transportation & Warehousing (T&W) team would input to the Brand Finance team. The file brought critical thinking and simplicity into the process. The new template is expected to double the first time pass yield rate and increase T&W quote accuracy. The second recommendation was a dashboard that used visual management to bring clarity to ConAgra Foods’ bid request system. The dashboard with three metrics–sales performance, pipeline inventory and leader board performance is expected to create a continuous improvement down to individuals and reduce pipeline inventory in the bid request system.

These changes are expected to improve the efficiency and effectiveness by reducing rework and improving the accuracy in ConAgra’s Private Brands bid and commercialization process.

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YU MEI CHANG607 Church Street Apartment 1 • Ann Arbor, MI 48104

[email protected]

EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• Member: Ross Food, Beverage, and Agribusiness Club, Retail and Luxury Goods Club

FU JEN CATHOLIC UNIVERSITY Taipei, TaiwanForeign Languages and LiteraturesBachelor of Arts in English Language and Literature, June 2010• Minor in International Trade and Finance Department• Elected: Public Relation of Student Association

EXPERIENCE CONAGRA FOODS INC Omaha, NESummer 2015 Associate Project Management Specialist

• Improved supply chain efficiency and responsiveness and eliminated rework in biddingprocess with focus on private label foods through lean metrics with estimated $21.3M inincremental sales

• Developed recommendations to improve speed and efficiency of ConAgra Foods’commercialization process by identifying current gaps and root causes

2014 ME KAN INCORPORATION Kaohsiung , TaiwanAccount Manager• Streamlined order placement process by tabulating historical data and system variables

to improve turnover rate of inventory, achieving $18,000 monthly saving• Assessed cargo distribution and carrier management to ensure punctual shipments,

which saved 4% consumption in transportation in three months

2011‑2013 COSTCO WHOLESALE Taipei, TaiwanInventory Control Specialist• Executed promotions with 11 major cookie distributors during 2012 holiday season,

representing $2.2M in retail sales, resulting in margin increase of 20%• Initiated and conducted 10 price negotiations and promotion program plans monthly

(i.e. discount value negotiations, inventory planning, demo schedules ) that helpedincrease margin by 5% monthly

• Developed sales plans for slow moving items, including combo demonstration andin‑store POSM and successfully increased sales by 50%

• Reduced destroyed and damaged products rate from 22% to 15% by improving productpackage and collaborating with warehouse staff

• Decreased overstock and saved $10,000 over the course of two months via improvedforecast and close communication with vendors

2010‑2011 WAN HAI LINES LTD Taipei, TaiwanAccount Manager• Collaborated with IT staff to improve booking system by adding key information into

system to coincide with various joint services, and successfully improved workefficiency, thereby decreasing customer complaints

• Formulating strategic recommendations to senior management (i.e. shipping routechange, vessel space control), resulting in higher customer satisfaction and incrementalbusiness

• Developed communication plans with vessel captains and regional offices in Japan andKorea daily to make vessel and cargo operations more efficient and to reduce operationsexpenses

ADDITIONAL • Software Skills: AS400, Microsoft Office• Volunteer: Beach Clean‑ups & Campaigns from 2011‑2014• Interests: Scuba‑Diving, Cooking, Baking

August 2015


SPOTLIGHT! 2015

LUCIUS CLAY825 Tappan, Apt 8 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration ‑ May 2016• Tauber Institute for Global Operations Fellow• General Management Club ‑ AVP of Marketing• President of Student Advisory Board for Tauber Institute• Sponsorship Co‑Chair for Global Operations Conference

LEHIGH UNIVERSITY Bethlehem, PABachelor of Science ‑ Finance, May 2006• Varsity Cross Country and Track & Field, August 2002 – May 2006

EXPERIENCE CONAGRA FOODS INC. Omaha, NE2015 Associate Process Specialist

• Developed visual management dashboard to highlight current private brands biddingprocess and performance, increasing communcation accross departments and drivingresponsibility, reducing rework and increasing capacity by 23%

• Redesigned the Transportation and Warehousing cost request form to simplifiy theinputs for Brand Finance while increasing the information provided to TW Finance,reducing back and forth between groups and increasing the accuracy of estimates.

• Suggested future improvements for Branded Business by expanding learnings fromPrivate Brands analyses to uncover millions in potenial savings.

• Led kaizen events in both private brands and branded foods to help map out currentprocesses and drive ideas for improvments to increase efficiency and reduce errors.

2007‑2014 MOODYʹS ANALYTICS New York, NYAssistant Director ‑ Business Development, 2012‑2014• Secured an additional $1.5M in annual recurring revenue through aggressive outreach,

relationship building, and technical presentations of our credit risk solutions.• Coordinated with marketing, product development, and sales teams at Moodyʹs to

ensure new products and enhancements met clientsʹ needs and expectations forregulatory framework, leading to millions of additional revenue.

• Collaborated with treasury and supply chain departments across several industries tocreate and streamline credit evaluation process for supply chain and corporate customerbase, leading to over $500K of additional annual subscription revenue.

Credit Product Specialist, 2011‑2012• Negotiated deals with senior decision makers across $11.1M book of renewable

business, exceeding 9% growth target set forth by management.• Worked cross‑functionally on iPad app committee to create new platform for users to

access Moodyʹs research and analytics, helping to drive retention rates.• Liaised with marketing teams to develop customer outreach program to gain feedback

for new product initiatives, leading to redevelopment of web interface, improving enduserʹs experience and consumption of Moodyʹs analytics.

Client Service and Account Manager, 2007‑2011• Spearheaded Account Management pilot program, increasing dialogue with clients to

drive 95% retention rate; results influenced senior management to approve teamexpansion to 12 people.

• Exceeded the top target for Account Managers by collaborating with RelationshipManagers and Credit Products Specialists to grow book of business by over 9%,securing additional $1.3M of annual revenue.

ADDITIONAL • Bridges to Community: Travel to Nicaragua annually to build houses and schools inimpoverished areas. Team leader since 2008; responsible for instructing new memberson building techniques, organizing distribution of materials, and coordinating withother site leaders.

• Ran 3 marathons post college. New York, Chicago, BostonSeptember 2015FO

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QIAN WU2006 Medford Road, Apt 227 • Ann Arbor, MI 48104



UNIVERSITY OF ELECTRONIC SCIENCE AND TECHNOLOGY OF CHINASchool of Electronic Engineering Chengdu, ChinaBachelor in Electronic and Information Engineering, July 2012• No.3 out of 399 students• GPA 3.92/4.0• Outstanding League Cadres ‑to the outstanding student leader• National Scholarship ‑ Top 3% of Class• Two years class president of 35 students

EXPERIENCE CONAGRA FOODS INC. Omaha, NESummer 2015 Intern at Process R&D Function

• Identified annually 55 days rework time in the second largest business segmentation incompany by data analysis

• Designed and piloted a new cost estimation tool for transportation and warehouse withpotential 29% turnaround time reduction in bidding process

• Initiated an online evaluation tool for the whole company with potential 23% efficiencyincrease in human resource.

• Developed and coordinated two workshops to improve company commercializationend‑to‑end process for over 30 high‑level managers

2012‑2015 PROCTER AND GAMBLESite Info. and Control System Engineering Manager , 2014‑2015 Suzhou, China• Led six‑member team in improving information system design for a new built Tide

detergent manufacturing plant in China by researching and developing newtechnologies with $15M lower cost in start up than all previous plants

• Manager 10 vendors across different countries to implement 3 different technologycontrol systems for production packing lines with $2.6 Million investment for the newplant

Regional Info. and Control System Engineering Manager , 2012‑2014 Beijing, China• Led $1 Million investment project to replace previous manual packing line which

increased 100% annual production capacity• Initialized one production line improvement project with one time investment of $0.1

Million but resulted in $0.3 Million annual saving• Supported a new product launch by introducing an unused machine within three

months which results in $22 Million annual savings with $0.3 Million investment• Developed a local Chinese engineering service vendor resulting in $0.1 Million cost

saving per year for hiring engineering contrators• Developed standardized design using global standard platforms for 5 Tide/Ariel

manufacturing plants in Asia, saving $20M in design costs• Trained 4 employees with electrical safety knowledge and zero electrical safety

incidents for all involved 8 projects.• Persuaded management and introduced a new programming standards for all packing

machines across Asia P&G plants with annual savings of $20 Million in operation andmaintenance

Part‑time 2010 CHINA MOBILE COMMUNICATIONS CORPORATION Chengdu, ChinaStudent Sales Representative leader• Led 15 students and organized promotion activities on campus which increased 50%

annual sales• Developed a promotion idea which resulting in sales revenue of $10k in 3 days

ADDITIONAL • GRE Score V 600 (89%) Q 780 (90%)August 2015


SPOTLIGHT! 2015

DTE ENERGYREDUCING ENERGY COSTS FOR RESIDENTS OF MICHIGAN

Student Team:Anil Godavarthy – Master of Supply Chain ManagementJacob Villarreal Pollenz – EGL (BSE Chemical Engineering/MSE Industrial and Operations Engineering)

Project Sponsors:Inderpal Deol – Plant Manager, Monroe Power Plant, DTE EnergyAndrew Dobrzanski – Performance Manager, Monroe Power Plant, DTE EnergyBrian Rice – Director of Monroe power plant, DTE EnergyJason Wong – Senior Engineer, ESO, DTE Energy

Faculty Advisors:Oleg Gusikhin – UM College of EngineeringOwen Wu – Kelley School of Business

DTE Energy Co. is a fortune 300 diversified energy company involved in the development and management of energy-related businesses and services nationwide. The Monroe power plant was built in the 1970s and is DTE’s largest power generation facility. Monroe has 4 generating units each capable of producing 850 megawatts of electricity, enough to light a city of 625,000 homes. When all 4 units are operating, Monroe is the third largest coal fired plant in North America.

Monroe power plant has one of the most advanced coal blending technologies in the United States and has been experimenting with new fuel blends to reduce energy costs for the residents of Michigan, comply with environmental regulations and to adapt to changes in resource availability. DTE Energy tasked the Tauber team with designing a methodology to analyze operational and financial costs, and calculating estimated savings for customers resulting from different fuel portfolios. The Tauber team then put the methodology to work to find the optimal petroleum coke blending that would maximize customer savings in the long term. The team also evaluated the feasibility of using natural gas at the Monroe power plant.

In the first phase, the Tauber team worked with Engineering, Capital projects, Controllers and Corporate strategy groups in DTE to identify and quantify in great detail the cost components that make up total power generation costs. The team reviewed the operating budgets from 2011-2014 and defined base operating costs and escalation rates until 2030. In the second phase, the team developed methodology and a tool chain that enabled rapid scenario analysis under varied settings and volatilities. The team also worked with the fuel supply group to define strategies for supplier relations and intermodal transportation options for future fuel supplies. And worked with environmental groups to understand permits regulating fuel combustion, reviewed DTE contracts, and incorporated these in to financial risk analysis.

In the final phase, the team ran market simulations for more than 35 key business scenarios using PROMOD™ and provided a detailed comparison of the customer’s savings across these scenarios. The scenarios encompassed current business contracts, regulations, and volatilities to reflect present and future uncertainties. The Tauber team also calculated the rate savings of using natural gas over fuel oil by using energy futures and simulating the market with PROMOD™.

Using the results from the models created, the team proposed a petroleum coke consumption strategy in the short term and long term that would yield customer savings and also proposed future work in the addition of natural gas to Monroe.

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ANIL GODAVARTHY1531 Packard ST, APT 1 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• Recipient of merit based scholarship

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY Hyderabad, IndiaBachelor of Technology, May 2007• Graduated with distinction. Graduated in top 5% of the class• Worked with physicists in Hyderabad Central University, India on a parallel computing

project for tempering Monte Carlo study of liquid crystals• Co‑authored paper on data mining and won awards at several tech. symposiums

EXPERIENCE DTE ENERGY Detroit, MISummer 2015 Supply Chain Consultant

• Developed fuel portfolio strategy by evaluating ROI over 15 year horizon through acost‑benefit analysis model. Adoption of strategy estimated to save $85.1 M over 15years

• Identified variable components of the energy generation costs and devised amethodology to compute O&M costs 15 years in to the future. Developed decisionsupport system to model future volatilities

• Identified potential suppliers and devised strategy to lock fuel contracts by consideringenergy consumption over 15 years

2007‑2014 TATA CONSULTANCY SERVICESTechnical Lead, 2011‑2014 Redmond, WA• Led a team of 15 engineers to deliver innovative solutions aimed at improving capacity

planning and Datacenter utilization for Microsoft. This partnership resulted in overUS$10 MM worth of business for TCS and was instrumental in establishing TCS as thepreferred vendor partner for Microsoft

• Led continuous improvement projects to standardize onshore‑offshore communication,reduce call times and improve transparency. This resulted in a 13% improvement inproductivity of each associate and an increased value added work ratio for projects

• Designed and implemented reporting systems to capture key forecasting andoperational performance metrics. These reports helped to standardize capacity planningprocess and improved forecasting accuracy

• Persuaded TCS leadership to sponsor regular training programs for offshore teams onthe latest technologies. This resulted in improving client trust and helped TCS winseveral projects in emerging technologies

• Worked on several RFPʹs in the capacity planning space in collaboration with sales andmarking teams and won projects worth over US$ 5 MM

Software Development Engineer , 2007‑2011 Pune, India• Designed systems to automate initial response handling and to improve SLA tracking,

resulting in 20% cut down in support costs• Analyzed support requests and created traceability to original requirements. 12 ‑ 15%

reduction in support costs due to system alignment with customer expectations• Rated among the top 5% and was put on a fast track promotion to early leadership roles

ADDITIONAL • Six Sigma Green Belt certification from Institute of Industrial Engineers (IIE)• PMI certified associate in Project Management (CAPM)• Member of Washington Trails Association. Led many hikes in the WA area• I write about technology and supply chain in my personal blog

August 2015


SPOTLIGHT! 2015

JACOB VILLARREAL POHLENZ433 Hamilton Pl • Ann Arbor, MI 48104



College of EngineeringBachelor of Science in Chemical Engineering, May 2015• GPA:3.88/4.00, Summa Cum Laude, Deanʹs List, University Honors, & Fourth Semester

James Angel Scholar• ScholarPower Banquet: Student Achievement 2012, 2013, 2014• Completed International Program in Engineering• Admitted to the Engineering Global Leadership Honors Program• Elected: Student Advisory Board for Tauber Institute• Senior Advisor for BLUElab team Biogas

EXPERIENCE DTE ENERGY DETROIT EDISON Detroit, MISummer 2015 Strategic Fossil Generation Analyst

• Developed model to improve fuel portfolio decision making by working withstrategists, engineers, and leadership that allowed for rapid scenario analysis andguided decision makers, improving visibility and reducing risk on fuel changes

• Analyzed two fuel portfolios by determining the key variables and using modeldeveloped, recommended portfolio changes that reduce customer rates by $85M over 15years, while recommending against a volatile new fuel

2013‑2014 BLUELAB BREW BLUE Ann Arbor, MIWinter Leader

• Started and led 15‑person project collaborating with microbreweries to managewastewater via anaerobic digestion; designed a system that would meet their needswith payback period of up to 40 years; recommended against risky investment

Summer 2013 COMPLEX QUIMICA Santa Catarina, MexicoAssistant• Improved chemical production by comparing SOPs to field work and running statistical

analysis; led to decrease of 1‑2 hours in the production process and minimum savings of$24,000 per month

• Prepared and executed training for all factory workers by creating interactivepresentations and analyzing weakness in current worker knowledge, improvingreported production schedules and increasing safety

Summer 2014 LADRILLERA MECANIZADA S.A. DE C.V. Monterrey, MexicoProject Manager• Led clay/raw materials renovation by managing controlled laboratory tests and

contacting ceramic experts, increasing quality in product and allowing for penetrationin northern USA while reducing costs by $250,000 per year

• Negotiated and researched different cogeneration systems by calculating paybackperiods, analyzing feasibility, and meeting potential suppliers; resulting in energysavings of $1M per year

Winter 2013 BLUELAB BIOGAS Banga, LiberiaLeader• Built and designed 3,000 L anaerobic digester at Cuttington University by making use of

organic waste, displacing wood fuel with biogas in rural communities, eliminating riskof pulmonary infections

• Surveyed rural communities and investigated needs, leading to a new project focusedon compression and transportation of biogas

ADDITIONAL • Native Spanish speaker and basic German language skill• Love mountaineering; climbed the highest mountain in Mexico (18,491 ft ; 5,636 m)

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FORD MOTOR COMPANYSIMULATION OF MATERIAL HANDLING OPERATIONS FOR

LABOR REQUIREMENTS CALCULATION

Student Team:Jingyang Du – Masters of Supply Chain ManagementMiguel Saez – EGP (MEng in Global Automotive and Manufacturing)

Project Sponsors:Bob Garnham – Supervisor, Vehicle Operations – Industrial EngineeringDoug Rickert – Manager, Vehicle Operations – Industrial Engineering

Faculty Advisors:Henry Lam – College of EngineeringJames Price – Ross School of Business

Ford Motor Company is the second-largest U.S.-based automaker and the fifth largest in the world. Ford’s Vehicle Operations Industrial Engineering (VOIE) team is responsible for calculating labor requirements to support production and material handling. These calculations are based on time standards applied to different operations. For material handling operations, labor requirements are estimated using packaging, usage information, travel distance and motion studies. However, some aspects of the material distribution strategy (such as travel of Powered Material Handling Vehicles (PMHV) inside the plant, and floor shop dynamics) affect calculation accuracy in three different ways. First, VOIE has difficulty capturing true causes and effects of delays over vehicles that move across the plant. Second, the PMHVs follow fixed routes, and vehicles can carry multiple parts at each delivery route (thus the material flow and replenishment based on a pull system for different production mixes is not captured in conventional time studies). Third, shop floor dynamics affect the calculation of labor requirements, given congestion in the aisles and bottlenecks in the plant, which are typically overlooked. Due to these challenges, Ford Motor Company sought to implement a simulation to improve the head count calculations of material handling for the vehicle assembly operation.

The 2015 Tauber-Ford project team developed a simulation to analyze complicated plans and capture plant floor dynamics in order to accurately calculate labor requirements. The Kansas City Assembly Plant (KCAP) was chosen as the pilot plant for this project due to the complexity of its operation. The current product, Ford Transit, has a wide range of body styles and trim level options that make KCAP one of the most challenging manufacturing and material distribution systems among Ford’s 66 manufacturing plants worldwide. The developed simulation includes both static and dynamic models of the KCAP system, which capture different aspects of material flow. The static model generates an overview of the KCAP operation and calculates the use of the different resources. This model is based on a probabilistic analysis of the routes and material demands. On the other hand, the dynamic model uses discrete event simulation (DES) to capture the effect of different equipment interaction on material flow, such as congestions and bottlenecks. With the simulation tool, Ford can gain insight on the material flow throughout the facility. This insight can help increase the use of each resource and reduce head count by balancing distribution operations. Moreover, heuristic improvement opportunities in layout and organization can be assessed to reduce the distribution cycle time inside the plant. This simulation supports data-based decision-making for a more efficient material handling operation. The team studied different scenarios and set a road map of feasible improvement that could lead to $1.6 million in potential savings per year at the Kansas City Assembly Plant. Moreover, the team established the groundwork and trained personnel in VOIE so that the simulation methodology could be implemented enterprise-wide. Implementing this approach in the North American operations could result in a savings of $20 million a year for the company.

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SPOTLIGHT! 2015

JINGYANG DU1522 McIntyre St • Ann Arbor, MI 48105


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow.• GMAT: 730 (96th percentile).

BEIHANG UNIVERSITY Beijing, ChinaSchool of AstronauticsBachelor of Engineering in Detection, Guidance and Control Technology, June 2013• Second‑class academic scholarship for outstanding academic performance, top 20%.• First runner up in programming final project.

EXPERIENCE FORD MOTOR COMPANY Dearborn, MISummer 2015 Tauber Institute Team Project Intern

• Built Flow Planner and AutoMod Material Handling simulation models to captureresource utilization and to determine labor headcount. Set roadmap to reduce MP&Lcost by $1.6M through detecting under utilized resource in Kansas City Assembly Plant.

• Developed VBA macros to clean and integrate PFEP, BOM and Dispatch Order intostandard input files for simulation software. Processed 18,000 Part Numbers in 60 sec,reducing processing time by 10 days (100%).

• Synthesized simulation models and in‑plant study to analyze material handlingoperation. Aimed to reduce MP&L cost by $20M through polling resource, improvingconveyor system and balancing packaging in North America plants.

2013‑2014 CHINA HEAD AEROSPACE TECHNOLOGY CO. Beijing, ChinaAssistant Manager• Analyzed technical specification for Chinese Satellite Navigation System. Worked with

supplier in Switzerland to re‑design Solar Array Drive Assembly. Won bid worth $30M.• Accompanied Chinese specialists to France, Germany and Switzerland for technical

meetings with European providers and assisted in the negotiations of contract details asinterpreter and consultant.

2013 AIRBUS BEIJING ENGINEERING CENTER Beijing, ChinaEPSS Intern• Recorded Structure Damage Reports during manufacturing of A380 into database.

Pinpointed specific locations of non‑conformance on A380 3D model and increasedaccuracy of concession recording to 95%.

2013 STUDY OF RESTORATION METHODS FOR DEFOCUSED DERMATOSCOPE IMAGEBeihang University Final Project Beijing, China• Transformed defoused image into frequency domain and designed robust processing

tool using MATLAB. Greatly improved the precision of Point Spread Function (PSF)estimation by 20%.

• Restored defocused image using mathematical filter and deconvolution. Helped AirForce General Hospital to improve the quality of their dermatoscope images.

ADDITIONAL • Proficient user of MATLAB, VBA, AutoMod, Flow Planner, and MS Office.

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MIGUEL SAEZ125 Fieldcrest St, Apt 204 • Ann Arbor, MI 48103‑6412


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringPhD Mechanical Engineering, December 2018• Phi Kappa Phi Honor Society

College of EngineeringMaster of Engineering in Global Automotive and Manufacturing, August 2015• Tau Beta Pi ‑ Engineering Honor Society• Tauber Institute for Global Operations Fellow

LA UNIVERSIDAD DEL ZULIA Maracaibo, VenezuelaBachelor of Science in Mechanical Engineering, June 2008• SAE Baja Team Leader

EXPERIENCE FORD MOTOR COMPANY Dearborn, MISummer 2015 Summer Intern

• Evaluated material handling operations using static and dynamic simulation tools toidentify improvement opportunities with potential savings of $1.6M/year

• Developed methodologies for labor calculation and operational optimization forin‑house material storage and distribution with potential savings of $20M/year

• Standardized labor calculation methods to maximize utilization, evaluate congestion,equipment interactions, and provide insight on operational trade‑offs

2010‑2013 GENERAL MOTORS CORPORATION Valencia, VenezuelaSenior Manufacturing Engineer• Managed manufacturing projects of over $8‑Million and 2 years rate of return for mid

and full‑size trucks across all shops to meet quality, cost, and throughput targets• Studied investments and opportunities for local market, developing forecast for up to

$17‑Million a year for new vehicles development• Designed, tested and installed semi‑automated trucks and passenger vehicle body

assembly cells, considering safe machine‑man interaction and productivity resultingmanufacturing systems with throughput of 5 to 20 jobs per hour for different models

• Developed assembly processes for alternative fuels to reduce CO2, achievinggovernmental regulation of 50% of all vehicles using compressed natural gas

• Supervised continual improvement project for health, safety, and ergonomicsevaluating working enviroment, installing cutting edge technologies and improvingworking conditions in manufacturing operations

2007‑2010 DANA HOLDING CORPORATION Valencia, VenezuelaProduct Engineer• Led 12‑person multidisciplinary projects team in purchasing, manufacturing, quality,

and sales using advanced product quality planning (APQP) standards for introducingup to 10 new products in local market

• Coordinated cost saving and continual improvement projects from product designperspective to reduce non‑value added operations and improve supply chain achievingsavings of $250,000 per year

• Validated manufacturing process and prototypes assembly for new powertraincomponents in mid‑size trucks resulting in investments over $1‑Million

• Used CAD/CAE (2D, 3D, FEA) tools to assure product quality considering failure modeand effect analysis on different phases of the process resulting in successful design ofrear axles and propshafts

• Analyzed vehicle noise, vibration, and harshness (NVH) of new small and mid‑sizetruck for quality assurance, identifying root cause of performance quality issues

ADDITIONAL • Lean‑Six Sigma and Project Management Training• Certified scuba diver with over 30 dives and skydiver in training with 6 jumps• Over 50 hours of volunteer work with Food Gathers, Habitat for Humanity, and

Ecological restoration groupsAugust 2015


SPOTLIGHT! 2015

GE AVIATIONCORPORATE DISRUPTION THROUGH UTILIZATION OF ADDITIVE MANUFACTURING IN THE NPI CYCLE AND

THE RESULTING IMPACT ON GE AVIATION’S BUSINESS MODEL

Student Team:Daniel Bellomo – Master of Business AdministrationJames Power – EGL (BSE/MSE Aerospace Engineering)Jamie Sanderson – EGL (BSE/MSE Industrial and Operations Engineering)

Project Sponsors: Jared Garza – Additive Engineering LeaderMark Shaw – Additive Growth Playbook Leader

Faculty Advisors: Ravi Anupindi – Ross School of BusinessKira Barton – College of Engineering

GE Aviation, a subsidiary of General Electric, is a worldwide leader in the manufacture of aviation gas turbine engines. The company’s position as the forerunner in the use of additive manufacturing (commonly known as 3D printing) continues its strong innovation-driven tradition. GE Aviation views additive manufacturing (AM) as key to maintaining its leadership in the extremely competitive aviation gas turbine market. Although to date GE Aviation has utilized AM for the production of two flight-ready components, it has not formally investigated possible benefits of AM over the engine design process from conception to production. In particular, GE Aviation is interested in how AM could impact the new product introduction (NPI) cycle for a new production gas turbine engine. Therefore, the Tauber team was brought in to identify and quantify the potential benefits of incorporating AM into this process.

To identify the strategic importance of AM to both the NPI cycle and GE Aviation’s larger business model, the team met with experts in many areas of the business including engineering, manufacturing, finance, and sales and conducted interviews with 100 individuals in over 75 meetings. To quantify the time and cost savings that could result from utilizing AM, the team focused on its application to reduce or eliminate bottlenecks in the NPI process. The Tauber team found that GE Aviation has the potential to shorten the overall NPI cycle, currently on the order of five years, by 27 weeks or 10.4%. This also results in cost savings of 10.4% over a typical turbofan NPI cycle. The team then proposed a technology development road map that would allow these benefits to be realized through the development of three increasingly capable AM machines over the next eight years. Furthermore, in order to demonstrate additional benefits of implementing AM, the team investigated the increased profits that could be realized due to performance improvements resulting from AM. The team discovered that the incorporation of AM can conservatively yield up to 130% in yearly profit for a next generation helicopter engine. Next, the team identified ways in which GE Aviation could restructure both its design teams and the greater organization to further realize the benefits of AM. Finally, the team qualitatively examined the process by which parts are additively manufactured, finding that GE Aviation can realize time savings, and therefore cost savings, by immediately categorizing parts for prototype or production. This would streamline the AM process and eliminate the inefficient CAD rework that occurs today.

The Tauber team recommended that GE Aviation continue to actively pursue AM technology, showing that its implementation could save GE Aviation 10.4% of the total time and cost for a typical new turbofan NPI cycle and result in an increased profit of up to 130% per year for a small turboshaft engine.

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DANIEL BELLOMO619 Felch St • Ann Arbor, MI 48103


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, May 2016• Tauber Institute for Global Operations Fellow• Elected: President, Armed Forces Association; Vice President for Education, Energy

Club; Student Advisory Board, Tauber Institute

UNITED STATES NAVAL ACADEMY Annapolis, MDMechanical Engineering, May 2007• Graduated with Distinction, concentration in Nuclear Engineering• Ranked top 2% of class (#16 of 1046), 3.93/4.00 GPA

EXPERIENCE GE AVIATION Cincinnati, OHSummer 2015 Tauber Institute, Advanced Components and Manufacturing Sciences

• Developed strategic recommendations to disrupt engineering business utilizing novelmanufacturing methods

• Aligned interests from more than 100 stakeholders across 5 business functions toproduce innovative product development methods

• Proposed broad set of strategic recommendations for new product introduction yieldingpotential savings of 6 months (10% of cycle time)

MAP 2015 AVL NORTH AMERICA INC. Plymouth, MIStudent Consultant• Created strategic market entry plan for engine‑testing equipment in North America,

representing potential revenue increase of ~$15M over first three years• Discovered company cultural roadblocks and misconceptions that prevented market

expansion and customer service improvements; provided set of recommendations toattain near‑term competitiveness in $100M market

2012‑2014 NAVY OFFICER EDUCATION PROGRAM; UNIV OF MICHIGANAssistant Professor, Operations Officer, Lieutenant Ann Arbor, MI• Instructed University level subjects to 70 civilian and military students; mentoring and

counseling in leadership contributed to significant increases in morale and camaraderie;chosen as number 1 faculty member by department chair for leadership results

• Coordinated fluid daily operations of 100+ member educational team; increased team’svisibility throughout University and local communities

2011‑2012 CARRIER STRIKE GROUP ONE, (CCSG‑1) San Diego, CAAssistant Submarine Operations and Strike Weapons Officer• Recognized by Senior Admiral as first Lieutenant to qualify for senior operational

management position; ranked number 1 Junior Officer of staff of more than 40• Led four warfare technicians and seven ten‑man combat units for six months while

conducting combat operations; earned specific accolades from Middle East‑theatre USmilitary commander commending operational efficiency

2008‑2011 USS CITY OF CORPUS CHRISTI, (SSN 705) Agana, GUSubmarine Watch Officer and Assistant Engineer• Directed tactical positioning and operational employment of ship during five

deployments in completion of Defense Department missions; ranked 1 of 10 byCommanding Officer in recognition of expertise and professionalism

• Served as naval member, selected above direct supervisors, on joint civilian/militaryoversight committee during extended repair period; yielded a 50% improvement inactivity processing efficiency

ADDITIONAL • Volunteer at 826 Michigan, non‑profit tutoring center, March 2013 ‑ May 2014• Adventure enthusiast: running half marathons, hiking jungles, diving the world over• Survived two tsunamis, Guam and Oahu – yielding a lucky and tested ‘Tsunami outfit’

August 2015


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JAMES POWER1780 Broadway, Apt. 400 • Ann Arbor, MI 48105


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Aerospace Engineering, May 2016• Tauber Institute for Global Operations Fellow

College of EngineeringBachelor of Science in Aerospace Engineering, May 2015• Cumulative GPA: 3.69/4.00• French Language Minor (Fluent)• Engineering Global Leadership Honors Program• Member of Sigma Gamma Tau (Aerospace Honor Society)

GRENOBLE UNIVERSITY Grenoble, France• Studied French language and culture, Summer 2014• Gained fluency and international insight while living with a host family and taking

advanced French classes with other international students

EXPERIENCE GE AVIATION Evendale, OHSummer 2015 Intern, Advanced Components & Manufacturing Sciences

• Interviewed 100 stakeholders across five business functions to understand and quantifyimpact of additive manufacturing on new product development process, identifying sixmonths of potential cycle time savings for a new jet engine

• Proposed strategic recommendations for technology development and organizationalstructure to realize the time savings possible through additive manufacturing

PRATT & WHITNEY East Hartford, CTSummer 2014 Intern, Nacelle and Engine Integration

• Pioneered the use of motion simulation CAD package to perform conceptual design of anew thrust reversing mechanism, resulting in two patents pending

• Leveraged NX/UG CAD package to perform a partial rotor burst analysis for P&W GTFon Bombardier C Series to ensure safety of flight and compliance with applicableregulations, resulting in the discovery of a critical error in the supplied data

Summer 2013 Intern, Nacelle and Engine Integration• Ran preliminary topology optimizations using solidThinking Inspire to reduce mass

and increase stiffness of engine pylon; results justified further R&D work to refine theoptimizations using more sophisticated software packages

• Validated decision to use a comparatively simple tool by examining single‑load cases toconfirm expected results, then executed proof of concept optimization by combiningload cases to simulate most critical phase of flight

Summer 2012 CIRRUSMIO McLean, VAIntern• Conducted international multilingual competitive analysis resulting in an extensive

document detailing procedures to establish charitable organizations in 35 countries• Assisted software development team in testing new online software providing detailed

documentation of all errors, allowing product rollout to remain on schedule

ADDITIONAL • Programming in Python, MATLAB, C++, JAVA• Familiar with CAE software including NX/Unigraphics (with motion simulation),

Autodesk Inventor, and solidThinking Inspire• President and co‑founder of the Michigan Aviators, a student organization for current

and future pilots• Co‑president of the University of Michigan French club• Certificated Private Pilot

August 2015

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JAMIE SANDERSON530 Linden St • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Industrial and Operations Engineering, December 2016• Tauber Institute for Global Operations Fellow• Admitted to Michigan in Washington Program, Winter Semester 2016

College of EngineeringBachelor of Science in Industrial and Operations Engineering, August 2015• GPA: 3.86/4.00• Minor: German Studies• Engineering Global Leadership (EGL) Honors Program• Member of Tau Beta Pi, Alpha Pi Mu, and Epeians Honor Societies

EXPERIENCE GE AVIATION Cincinnati, OHSummer 2015 Tauber Institute Intern ‑ Advanced Components & Manufacturing Sciences

• Interviewed and analyzed input from 100 stakeholders across 5 business functions tounderstand and quantify impact of additive manufacturing on new productdevelopment process, identifying 6 months (10%) potential cycle time savings

• Proposed strategic recommendations for technology development and organizationalstructure to effectively leverage additive manufacturing benefits

Summer 2014 GOLDMAN SACHS & CO. Salt Lake City, UTIntern ‑ Investment Banking Division (IBD) Operations• Initiated project to assess and reconcile ownership of priority EMEA financial sponsors

to ensure accuracy for management decisions and regulatory compliance; presentedproject to IBD senior leadership; provided hand‑off training to managers

• Standardized and digitized operations procedures for multi‑site, cross‑divisional projectthrough inaugural use of collaboration software to establish common global platform

• Supported daily operations to maintain data quality in 150,000+ entity database

Summer 2013 DAIMLER AG Stuttgart, GermanyIntern ‑ Commercial Truck Division• Collaborated with multinational project team from Germany, Japan, U.S. and India to

analyze testing and performance differences to meet regulations for truck cab safety• Documented and communicated project status and timeline to facilitate project

advancement by ensuring common understanding of responsibilities

Summer 2013 CARL DUISBERG CENTREN (CDC) Berlin, GermanyIntern ‑ Educational Center for German Language and Culture• Surveyed top five competitors, enabling CDC to optimize its pricing• Led offsite outings for international students to enhance their cultural experience

2013 MECC CONSULTING GROUP Ann Arbor, MICon‑way Freight (Client)• Contributed to design of computer model to optimize number and location of sites to

install electronic on‑board recorders on 5000+ trucks

2011‑Present SOCIETY OF WOMEN ENGINEERS (SWE) Ann Arbor, MIFY15 Region H Collegiate Senator• Elected to represent 8 states and 53 collegiate groups as Region H Collegiate Senator• Provided strategic and operational leadership while serving as 2013‑2014 Vice President

for 200+ member society holding 100+ events/year• SWE Future Leader (2013‑2014), Career Fair Receptions Chair (2013), College Relations

Officer (2012‑2013), U of M Engineering Council Representative (2012‑2013)

ADDITIONAL • IIE Six Sigma Green Belt Certification (2014); Black Belt Training (2014)• Avid traveler (15 countries in 5 continents; 2013 EGL volunteer trip to Peru working

with local residents to build greenhouse utilizing traditional construction methods)August 2015


SPOTLIGHT! 2015

GENERAL MOTORS – GPSCTHE FINAL COUNTDOWN: ALIGNING SUPPLY

AND DEMAND FOR A BETTER BUILD OUT

Student Team:Aniket Gur – Master of Supply Chain ManagementJonathan Morof – EGL (BSE/MSE Industrial & Operations Engineering)Jae Young Park – Master of Business Administration

Project Sponsors:Robert F. Harris – Sr. Manager of Supply Operations Processes and SystemsDiego M. Operti – Manager of Specifications/Business Processes and SystemsAnne M. Schneider – Director of Supply, Global Purchasing and Supply ChainDave M. Vanstone – Manager of Cadillac Operations and Channel Management

Faculty Advisors:Yan Huang – Ross School of BusinessMariel Lavieri – College of Engineering

General Motors, a $150 billion automotive company, aims to design, build, and sell the world’s best vehicles. The Order Fulfillment and Global Purchasing and Supply Chain (GPSC) organizations are working collaboratively to focus on the customer while reducing cost.

GM challenged the Tauber Team to develop a collaborative strategy for the last weeks of production for a vehicle, otherwise known as the build out, through development of a pilot strategy using the Cadillac SRX build out. The team interviewed experts across GM, including visits to Cadillac of Novi and the GM Ramos Arizpe assembly plant in Mexico, and thoroughly analyzed consumer and supply chain data for the SRX. The team’s new strategy reduces obsolete material cost while focusing GM’s final product offer on customer preferences. A four point plan details the new build out process: simplify vehicle, stabilize schedule, freeze engineering changes, and improve forecast. The table below shows this plan.

Focus Area Improvements Savings

Simplify Vehicle $9.2 M/yr

Stabilize Schedule $3.0 M/yr Freeze Engineering Changes $2.4 M/yr Improve Forecast $0.8 M/yr

The key to implementing this project lies in communication between departments. GM shares one vision, but departments speak different languages with many acronyms. The Tauber Team developed a tool which can integrate the data necessary to bridge this language gap. Furthermore, the team created a project management plan to be used by a cross functional team which will implement recommendations for each subsequent build out. Implementation of all recommendations is projected to save GM $15.4M annually across its supply chain for North American Assembly.

Removed customer options based on consumer and supply chain data. Improved sales rate for final vehicles in advance of a new model launch. Reduced obsolescence risk on low volume parts.Extended frozen schedule window from 4 to 8 weeks, removing variability in supply chain and minimizing obsolescence risk.Suggested freezing non-safety engineering changes preceding build out. Saved labor cost of executing unnecessary changes.Recommended update of long term forecast to remove large errors. This prevents excessive safety stock which creates obsolescence.

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ANIKET GUR1330 Wisteria Drive #4622 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• Elected Member of Student Advisory Board ‑ Tauber Institute

UNIVERSITY OF PUNE Pune, IndiaArmy Institute of TechnologyBachelor of Engineering, Mechanical Engineering, May 2010• Designed 46m self‑propelled collapsible bridge, project sponsored by Indian Military• Headed Placement Committee and organized various on‑campus recruitment drives.

EXPERIENCE GENERAL MOTORS Detroit, MISummer 2015 Tauber Institute Summer Intern

• Analyzed historical ordering trends on Cadillac SRX to reduce market offerings in acustomer focused approach and subsequently reduced obsolescence at end of build‑out

• Developed tools to integrate marketing and operations data, increasing visibility acrossthe value chain and enabling better product launches through improved build‑outs

• Created process to reduce material obsolescence resulting in $8.2M annual savings;increased finished goods inventory turns resulting in $7.2M annual dealer savings

2012‑2014 MAHINDRA VEHICLE MANUFACTURERS LTD. Chakan, IndiaAssistant Manager, Supply Chain Management• Managed supplies from 32 vendors across India; responsible for scheduling,

Supply/Demand alignment, forecasting, packaging development and inventory control• Analyzed root cause for downtime in production and worked in cross functional team

to implement ‘Just in Sequence’ and ‘KANBAN’ for seats and bumpers, resulting in zerodowntime and warehouse optimization of 80%

• Designed logistics layout for 12 suppliers with annual spending of $25M and achieved$5M in savings through route and container space optimization

• Trained and led nine supplier teams for efficient material deliveries, returnablepackaging and inventory monitoring; surpassed inventory target by two fold andhighest contributor in ‘Lean Manufacturing’

• Conducted negotiations with suppliers and achieved $7M savings through ValueEngineering and alternate source development

• Analyzed flaws in spare part delivery that led to customer wait times; established newprocess improving on‑time deliveries from 65% to 100%; received Rise Award

2010‑2012 PIAGGIO VEHICLES PVT. LTD. Baramati, IndiaEngineer, Supply Chain Management, 2011‑2012• Handled material planning of 19 suppliers and responsible for forecasting, scheduling,

inventory control; improved supplier performance on key areas from 67% to 92%.• Implemented Milk‑run project for 7 West region suppliers and achieved cost savings of

$1M annually through warehouse selection and route modifications.• Reduced non‑moving inventory by 30% through finding alternate uses in other

locations and conversions to similar parts.

Graduate Engineer Trainee, 2010‑2011• Managed production of VESPA engines for 6 months and implemented bottleneck

elimination ideas, reducing TAKT time of production by 90 seconds.• Analyzed overhead expenditures of engine plant and presented business case to CEO

for reducing energy spends by 15% annually: received Spot Award

ADDITIONAL • Served for three years in Indian military cadet corps (NCC) and led troops in twonational camps with over 500 cadets; ʹAʹ certificate holder

• Organized social events to help under privileged children and taught over 200 students• Certified Six Sigma Green Belt and Project Management Professional

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JONATHAN A. MOROF35360 Stratton Hill Ct. • Farmington Hills, MI 48331



College of EngineeringBachelor of Science in Industrial and Operations Engineering, August 2015• GPA: 3.63/4.00• Engineering Global Leadership Honors Program with International Minor for Engineers• Shanghai Jiao Tong University Joint Institute 13‑week summer study abroad, 2013• Coursework in Lean Operations, Optimization, Six Sigma, and International Finance

EXPERIENCE GENERAL MOTORS Detroit, MISummer 2015 Tauber Institute Intern ‑ Global Purchasing and Supply Chain

• Transformed end of model life‑cycle strategy by aligning operations and marketingthrough the creation of a cross functional team and a project management tool.

• Created proof of concept IT application to integrate marketing and supply chain data togive both organizations visibility to make collaborative, informed decisions.

• Analyzed causes of material obsolescence and created a process to control the finalweeks of production, resulting in $8.2 million estimated annual savings.

• Simplified final model year product offer, improving the finished vehicle turn rate byan average of 3 days, resulting in projected $7.2 million annual value chain savings.

Summer 2014 THE BOEING COMPANY ‑ COMMERCIAL AIRPLANES GROUP Everett, WAProcurement Finance Analyst, Major Structures Japan/Korea• Described difference between $600 million supplier cost estimate and significantly

cheaper internal estimate to senior management resulting in major strategic decision.• Developed strategy for a supplier negotiation. Wrote process improvement proposal to

collect relevant data to shorten future negotiation process and recover more cost.• Initiated Value Stream Mapping activity with team of seven interns to create cost

recovery process when a Boeing owned part is scrapped by supplier, reducing financialrisk for 10,000+ parts.

Summer 2012 ALTAIR ENGINEERING INC. Troy, MIBusiness Intelligence Application Engineer• Created and implemented Business Intelligence database to track sales information.• Designed a user friendly dashboard for management to make data driven decisions.

2012‑Present ALPHA PI MU INDUSTRIAL ENGINEERING HONOR SOCIETY Ann Arbor, MIPresident• Lead Industrial Engineering Honor Society with 30 active members to develop members

professionally and academically.• Simplified society membership requirements and implemented honor system to track

requirements.• Redesigned IOE department newsletter and moved distribution from paper to digital,

increasing distribution from 50 to 300 and removing paper waste.

2012‑Present ENGINEERING GLOBAL LEADERSHIP(EGL) HONOR SOCIETY Ann Arbor, MIEngaged Leader• Initialized process to plan first EGL leadership retreat.• Planned interactive classes for peers covering memorable presentations, situational

leadership, team dynamics, and dealing with ambiguity.• Co‑Chaired Winter Tradition Festival and organized 13 student organizations to

participate in festival. Doubled attendance to 200 from previous year.

ADDITIONAL • TAMID Consulting Group Project Leader, 2011‑2013• Google Computer Science Summer Institute, 2011• Conversational proficiency in Spanish, equivalent to 4 college semesters

August 2015

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JASON (JAE YOUNG) PARK425 E Washington St. Apt 910 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, May 2016• Emphases: Product Planning and Operations Management• Tauber Institute for Global Operations Fellow• Member of Operations Management and Automotive Clubs

BRANDEIS UNIVERSITY Waltham, MABachelor of Arts in International Relations, May 2009

EXPERIENCE GENERAL MOTORS Detroit, MISummer 2015 Intern, Tauber Institute for Global Operations Project

• Developed a customer‑focused strategy to reduce material obsolescence cost duringfinal months of vehicle production for the Cadillac SRX resulting in projected savings of$400K.

• Recommended a four point plan to implement for additional GM vehicles resulting inannual projected savings of $15.4M

2011‑2014 HYUNDAI MOTOR COMPANY Seoul, South KoreaAssociate, Brand Communication Team, 2011‑2012• Conceptualized brand promotion strategies for Hyundai Motor Company during Euro

2012 and FIFA U20 Womenʹs World Cup tournaments; developed activitieshighlighting companyʹs role as official sponsor of these events

• Devised and executed first companywide digital marketing program for global brandcommunication campaign generating more than 10.7 million campaign microsite visitsand over 10.3 million views of brand viral videos

• Participated in task force to create central control tower aimed at eliminatingoverlapping functions of digital marketing and reassigning excess manpower toundermanned teams

• Co‑initiated launching of unprecedented domain name (.hyundai); convinced topmanagement by presenting feasibility study showing the monetary and intangiblereturns of domain re‑naming; set a new trend for Internet domain without dotcomdesignation

• Led implementation of new global dealership space identity (interior, logo, and color)which was eventually selected and implemented at Hyundai dealerships globally

Associate, Global Dealer Enhancement Team, 2012‑2014• Developed new global dealer sales training standard for customer reception, vehicle

presentation, test drive, negotiation, vehicle delivery and follow‑up processes; Hyundaiimproved from 10th to 5th in JD Power & Associates annual New Car Buyer Survey forthe U.S. market

• Led the Hyundai Global Integrated Forum for Dealer Training Program as projectmanager; designed program content to foster brand loyalty and enhance salesmanagement capabilities among 1,800 dealership sales managers

• Organized the Global Distributors Convention in Monaco, focused on sharing corebusiness strategies with all Hyundai distributors

2009‑2010 UBS INVESTMENT BANK Seoul, South KoreaAnalyst, IBD• Formulated stock price forecasting model of Woori Financial Holdings as sell‑side

adviser for Korea Deposit Insurance Corporation in its sell‑off of its Woori FinancialHoldings stake ($1.03B)

• Conducted due diligence for Hanwha Securitiesʹ purchase of Prudential Investment &Securities and Prudential Asset Management ($425M)

• Facilitated due diligence process as sell‑side financial adviser for sale of Eco‑ServicesKorea Co., Ltd. to KG Chemical Co., Ltd. ($29M)

ADDITIONAL • Founded and headed company squash clubAugust 2015


SPOTLIGHT! 2015

GUARDIAN INDUSTRIES – FABRICATIONRESTRUCTURING THE VALUE CHAIN FOR

NORTH AMERICA COMMERCIAL MARKETS

Student Team:Brent Hasenkamp – Master of Business AdministrationShobhit Kumar – Master of Supply Chain ManagementKamala Purnima Pisipati – Master of Supply Chain Management

Project Sponsors:AJ Berres – Director of Strategy, Guardian FabricationChuck Mowrey – Director, Guardian Fabrication

Faculty Advisors:Damian Beil – Ross School of BusinessChristian Lastoskie – College of Engineering

Guardian Industries is a one of the world’s largest manufacturers of float and coated glass for commercial, residential and automotive applications. The float and coat glass products are sold to fabricators, who fabricate insulating glass units (IGUs) and sell IGUs downstream to glaziers. The glaziers frame the IGUs and install them on buildings. Guardian’s focus for the project was to eliminate waste in the downstream segment of North American commercial value chain. The objectives of the project were to determine the most efficient value chain, recommend how far downstream Guardian should participate, and identify the recommended execution path in order to maximize value while also minimizing downside risk.

To evaluate this opportunity, the Tauber team met with key stakeholders at every segment of the value chain to understand the business model and to determine their key value drivers when making procurement decisions. Once the team understood the value chain, it used a business case framework to size and segment the market, document the key value drivers, and determine the total cost of ownership for both current and optimal state scenarios. After the team determined that Guardian could leverage their economies of scale as a float glass manufacturer and recent process innovations to serve a segment of the market at a lower total cost than their competition, it developed a set of execution scenarios.

The key drivers of the execution decision centered on the downstream opportunity relative to channel conflict and incremental capital. After a holistic evaluation of each scenario, the team recommended a contract manufacturing approach for a market segment where the customers value high quality and lowest total cost while continuing its position as a float glass manufacturer in segments where customers value short lead times. Additionally, the team developed a set of risks and mitigation steps to be considered throughout the execution phase.

After implementing the contract manufacturing strategy, Guardian’s North America commercial business net present value (NPV) would be expected to increase by $349MM. In addition, the value stream evaluation model built by the team will be used by Guardian for other market segments and geographies across the globe.

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BRENT HASENKAMP107 Fieldcrest St, Apt 204 • Ann Arbor, MI 48103

[email protected]

EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration Candidate, May 2016• Tauber Institute for Global Operations Fellow• Emphases: Strategy, Supply Chain, & Operations• Deanʹs List (top 10%) 2014‑2015• 2015 Global Operations Conference Co‑Lead• 2014 Global Operations Case Competition Finalist (2nd out of 57 teams)

KANSAS STATE UNIVERSITY Manhattan, KSCollege of EngineeringB.S. Industrial Engineering, Minor in Manufacturing Engineering• 3.7/4.0 cumulative GPA; Deanʹs list every year• Member of the Engineering Honor Society, Tau Beta Pi• Operations Chair for the Society of Manufacturing Engineers Club

EXPERIENCE GUARDIAN INDUSTRIES CORP. Auburn Hills, MI2015 Strategic Planning & Innovation Intern

• Identified a different value chain for insulating glass units that would lower total costsby 18% relative to the industry leader by centralizing activities and leveraging patentedprocess technologies

• Developed a set of forward integration alternatives including greenfield investment,mergers and acquisitions, and a contracting model to understand the opportunity valueand the associated risks

• Recommended a contract manufacturing model to maximize the opportunity valuewhile minimizing channel conflict and other operational risks; the NPV of theopportunity is $349MM with a capital cost of $34MM

2010‑2014 DELOITTE CONSULTING LLP STRATEGY & OPERATIONS Kansas City, MOConsultant, 2012‑2014• Redesigned manufacturing operations and replenishment policies for a leading

aerospace and defense manufacturer that reduced cycle times and labor hours by 75%and 45% respectively

• Managed 12 team members across 3 projects as we utilized Lean, Six Sigma tools toimprove the Oil & Gas client’s logistics network resulting in annual savings of $18MM

• Redesigned the supply chain of a key commodity for a manufacturer in Europe thatenabled direct shipment to the customer eliminating €20MM in inventory, reducinglead times by four weeks, and saving the client over €5MM annually

Business Analyst, 2010‑2012• Supported transformation of warehouse operations, replenishment processes, and

production processes by applying lean principles, resulting in over a 60% decrease inproduction hours and savings of approximately $850K per aircraft

• Developed a tooling replenishment system for a leading aerospace and defensemanufacturer that enabled proactive replenishment of large fixtures which resulted insavings of over $5MM annually

• Created a cost‑to‑serve tool that analyzed product line profitability for a $350MMbusiness unit, while also evaluating synergy opportunities from consolidation activities

• Utilized market research and cost‑to‑serve tool to execute the discontinuation of twonon‑core product lines and facility restructuring that enabled the business unit tobecome profitable in 12 months after 4 consecutive years of losses

ADDITIONAL • Holiday gift drive lead for Deloitte that supported the Voice of Hope organization toraise over $1000 to support buying gifts and having a holiday party for 30 youngchildren that needed extra assistance during the holiday season

• Knights of Columbus member for St. Patrickʹs and Good Shepherd churches in Corning,KS and Smithville, MO; primary responsibilities included conducting communitybreakfasts, dinners, and church donation drives that supported local families in need

August 2015


SPOTLIGHT! 2015

SHOBHIT KUMAR1602 Packard Street, Apartment B1 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• Awarded Ross School of Business Academic Fellowship• Vice President of Operations Management Club (OMC)

GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY New Delhi, IndiaNational Power Training Institute (NPTI)Bachelor of Technology in Power/Energy Engineering, May 2011• Awarded first‑class degree, top 15% of class• Connected with 50+ companies as Head of Campus Recruitment Cell, secured 110%

offers for class.

EXPERIENCE GUARDIAN INDUSTRIES CORP. (FABRICATION) Auburn Hills, MISummer 2015 Strategic Planning & Innovation Intern

• Analyzed North America commercial glass value chain for waste eliminationopportunities. Identified new business model that lowered total costs by 18% relative toindustry leader by centralizing activities and leveraging patented technologies.

• Developed Total Cost of Ownership model for current state and two additionaldownstream processes. Evaluated execution alternatives including organic growth,M&A and contract manufacturing, laying out associated risks and opportunities.

• Conducted capability gap analysis and recommended contract manufacturing model tomaximize opportunity value while minimizing channel conflict and operational risks,resulting in incremental NPV of $349M with capital cost of $34M.

2011‑2014 DOOSAN POWER SYSTEMS INDIA PVT. LTD. Gurgaon, IndiaEngineer 2, 2013‑2014• Resolved start‑up and operation problems for $1B+ Engineering Procurement and

Construction (EPC) projects to achieve key operational metrics‑ cost, designspecification, quality and schedule compliance, shortening execution time by 9%.

• Identified risks during facility construction and collaborated with engineering,suppliers and construction management to improvise with existing assets, mitigatingdelays in construction schedule and saving ~$2.5M liquidated damages.

• Collaborated with strategic suppliers and internal stakeholders to identify end‑to‑endprocess improvements for project bidding and execution stages. Presented findings tosenior leadership expected to streamline work processes and supplier selection,reducing man‑hour costs by ~10‑12%.

Engineer 1, 2012‑2013• Co‑led team of 8 as part of $900M+ project proposal. Collaborated with sourcing and

engineering teams to negotiate with suppliers, optimizing equipment cost and total costto execute and outbidding competitors by $2M.

• Managed 10+ international suppliers to align with customer requirements in designspecification, quality and schedule through end‑to‑end project cycle. Worked with crossfunctional teams to optimize total cost to serve by 8%, leading to $2M in savings.

Graduate Engineer Trainee, 2011‑2012• Examined EPC contracts to identify engineering and quality requirements for systems

and equipment. Collaborated with sourcing team to evaluate, select and negotiate withsuppliers, reducing costs by 8%.

• Delivered 400+ design and construction documents impacting project milestones.Standardized templates and documentation, shortening project cycle by 20 days.

ADDITIONAL • Volunteered to lead team of 80 in constructing temporary roads to connect villages inflood‑hit areas and provided scalable employment solutions for flood affected people.

• Certified from International Institute of Culinary Arts in Bakery and Pastry making.• Passionate badminton player and winner at College and University level competitions.

August 2015

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KAMALA PURNIMA PISIPATI607, Church St, Apt 1 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• Member of Operations Management and Ross Indian Students Association Club.

NAGARJUNA UNIVERSITY Guntur, IndiaBachelor of Technology‑Electrical and Electronics Engineering, April 2008• Graduated in top 5% of the Class.

EXPERIENCE GUARDIAN INDUSTRIES CORP. Auburn Hills, MI2015 Strategic Planning and Innovation Intern

• Recommended contract manufacturing strategy by conducting capability gap analysis,showing Guardian needs to have additional capabilities to compete downstream inNorth America commercial market.

• Developed total cost of ownership model for four scenarios, including current state andanalyzed the risk adjusted returns,resulting in incremental NPV of $349M for capitalinvestment of $34M.

BHARAT PETROLEUM CORPORATION LTD2014 Assistant Manager, ERP‑Hydrocarbon Team (SAP MM Module) Mumbai, India

• Developed B2B processes for accounting transactions with Oil Marketing Companiesand Refineries by streamlining interfaces, resulting in anticipated savings of $41M.

• Re‑designed SAP interface with automation software to increase usability therebyreducing transaction process time by 40%.

2013‑2014 Assistant Manager‑HSE and Strategic Sourcing Solapur, India• Analyzed and redesigned operations and transportation processes by identifying root

causes of Tank Truck accidents to reduce accidents by 100% and process time by 20%.• Managed procurement for capex and opex of $270k; conducted vendor audits and

redesigned tendering processes to reduce spending by 10%.

2012‑2013 Executive‑Operations and Quality Assurance Solapur, India• Devised and implemented business strategy to reduce operating loss in product receipt

operations of diesel and to achieve operating gain worth $0.9M.• Identified shortcomings in product dispatch operations and formulated strategy to

increase operational efficiency and improve route management resulting in increase inrevenue by $97M.

• Planned product dispatches to over 220 retail outlets through effective routemanagement and job allocation to supply 100% of indents; increased turnaround ofstorage tanks by 27%.

2010‑2011 Management Trainee Solapur, India• Independently organized and supervised hazardous operations of petroleum receipt,

storage and dispatch in a location having throughput of worth $76M per month.• Assessed and analyzed process parameters to ensure safe operations; led teams of 15

unionized workers to achieve record high dispatch in 3 years.

2009‑2010 CATHOLIC SYRIAN BANK Hyderabad, IndiaAssistant Manager• Managed all branch operations and coordinated with central branches for daily reports.

Devised and implemented strategies to increase the net worth of branch by over 26%.• Evaluated customersʹ financial status and collateral for dispatch of loans and mortgages

to achieve growth of 22% in advances.

ADDITIONAL • Certified in QRA and HAZOP Study from National Institute of Industrial Engineering.• Volunteered at Make a Difference to teach English communication skills to

underprivileged children.

August 2015


SPOTLIGHT! 2015

GUARDIAN INDUSTRIES – SUPPLY CHAININTERNAL LOGISTICS OPTIMIZATION FOR GUARDIAN GLASS

Student team:Neeraj Anand – Master of Supply Chain ManagementAngelita Liu – Master of Supply Chain ManagementDinesh Saini – Master of Supply Chain Management

Project Sponsors:Merritt Gaunt – Vice President, Glass Operations, Guardian IndustriesNicholas McGowan – Corporate Development, Guardian Industries Andrew Seidel – Director of Asset Strategy, Guardian Industries

Faculty Advisors:Dennis Blumenfeld – College of EngineeringStefanus Jasin – Ross School of Business

Guardian Industries is one of the largest global manufacturers of float glass and fabricated glass products. The float glass division, the largest in Guardian, has a global network of 27 production plants supported by warehouses and logistics. The plants and warehouses have historically worked in silos and enjoyed great autonomy. There is a significant opportunity for identifying and replicating the best practices across plants. Specifically, warehouse operations were identified by Guardian as a focus area because of high value potential and low risk from change management perspective.

The Tauber team spent the first 4 weeks on data gathering and prioritizing the opportunities within warehouse operations. The major opportunities identified were inventory control, reusable packaging assets management, warehouse layout and delayed differentiation of cut sizes. The total net present value (NPV) of these opportunities was estimated to be $250M ($100M working capital release, $32M recurring fixed cost ($190M NPV) based on internal and external benchmarking).

To address these opportunities, Tauber team developed a model to aid the plants in decision making of what to stock and how much to stock. These inventory policies were integrated with a warehouse location configuration model to improve the product slotting leading to increased labor and machine productivity. Further, to reduce execution time of loading/unloading operations, the team proposed a tablet based solution integrated with warehouse management system. A detailed analysis of customer accounts was carried out to identify reasons for loss of reusable packaging assets. Following this, policies were framed and evaluated for their financial implications to Guardian Industries.

Going forward, Tauber team’s recommendations and models will be presented in Global Plant Manager’s meeting to be held in September this year to prepare 2016 Operations Excellence Road map. 27 float plant managers will be expected to review the work and set priorities/targets for 2016 and 2017. As part of the transition, three American plants have started the process of developing layout models to determine improvement opportunities, and current inventory levels are being reviewed in coordination with sales team to identify inventory that can be discarded.

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NEERAJ ANAND1310 Astor Avenue Apt # 1724 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Fellow ‑ Tauber Institute for Global Operations• Recipient of merit based scholarship• CGPA : 3.89 / 4.00 GMAT Score : 720

INDIAN SCHOOL OF BUSINESS Hyderabad, IndiaMaster of Business Administration ‑ PGP in Management, April 2014• Deanʹs List ‑ CGPA: 3.70 / 4.00

INDIAN INSTITUTE OF TECHNOLOGY ROORKEE Roorkee, IndiaBachelor of Technology ‑ Electrical, June 2008• CGPA: 8.78 / 10.00

EXPERIENCE GUARDIAN INDUSTRIES CORP. Auburn Hills, MISummer 2015 Tauber OPEX Intern

• Contributed to operational excellence road map for year 2016 based on assessment ofproduction, warehouse and logistics operations

• Revised inventory policies through statistical modeling for make‑to‑stock SKUs leadingto potential capital release of $ 90M across network

• Formulated and evaluated different strategies for streamlining reverse logistics ofreusable packaging assets with potential savings of $ 15M NPV

• Created warehouse location configuration tool based on velocity based SKU profiling toreduce material handling resource requirement and improve FIFO

2014 SEPAM QATAR W.L.L. Doha, QatarDeputy Proposals Manager• Performed strategic analysis of Mozambiqueʹs industrial, economic leading to corporate

decision for business expansion in Mozambique• Streamlined tender selection and bid preparation workflow leading to reduction of

pre‑sales department cost by $350K annually• Reviewed base cost sheets and trends in supplier quotations to improve bidding success

rate by 10%

2008‑2013 SHELLElectrical Engineer (Motiva Enterprises LLC), 2011‑2013 Port Arthur, TX• Led team of 50 person to execute turnaround (TA) projects worth $4.5 M focused on

technology upgrade addressing reliability threats of $27 M• Performed as‑is study of electrical infrastructure on process units to develop 5‑ year

master plans including analysis of various upgrade scenarios• Devised new maintenance plans based on statistical reliability analysis for unit assets

reducing annual maintenance budget by 15%

Electrical Operations Lead (Shell R&D Center), 2008‑2011 Bangalore, India• Received Special Recognition Award for leading $1.4 M electrical system re‑vamp

project to alleviate environmental non‑compliance and restoring business continuity• Piloted use of hand‑held video/audio equipment on offshore sites to assess feasibility of

remote connectivity to reduce equipment downtime by 20%• Developed maintenance work‑flows, hired team of field personnel and developed KPIʹs

to track performance of maintenance team

ADDITIONAL • Certifications: Project Management IPMA Level D (In Progress)• Supply Chain Tools: Llama‑soft Supply Chain Guru, Tableau, MS Excel• Undergraduate research award for building sun tracker improving solar energy

harnessing efficiency by 3%• Shell HSE Award for improved site safety by implementing new fuel handling system• Sports interests include River Rafting, Trekking, Tennis & Chess

August 2015


SPOTLIGHT! 2015

ANGELITA LIU (CSCP & PMP)1851 Lake lila Dr APT9B6 • Ann Arbor, MI 48105‑2132


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• Summer Intern in Guadian Supply chain Project

HARBIN INSTITUTE OF TECHNOLOGY Harbin, ChinaBachelor of Science, July 2006• Bachelor of Science in Mechanical Engineering, GPA 3.5/4.0;

EXPERIENCE GUARDIAN INDUSTRIES CORP. Auburn Hills, MI2015‑Present Operational Excellence InternSummer • Designed Finance‑based Inventory Model to identify Opportunity of 90M

Capital‑released Value in Inventory improvement initiative across global networks• Formulated Invenotry optimization tool and validate the model on an experimental

plant about its effectiveness by modeling $ 2.1 M saving on inventory investmentsavings throughout Jan‑July 2015 without compromising demand fulfillmentperformance.

• Initiate a systematic approach of demand forecasting on SKU level and validate thethought process on about 500 SKUs with a decent forecast error% ranging within 15%

2010‑2013 HEWLETT‑PACKARD COMPANY Shanghai, ChinaStrategic Sourcing Manager, 2013• Designed sourcing strategy, analyzed cost structure, developed new suppliers and

implemented business continuity plans in support of procurement activities of metalparts (worth of $8M/Y).

• Conducted RFQ and awarded business for 2014 NPI parts worthy of $2M/Y.• Implemented a new process of cost saving for 2014 NPI products by negotiating with

suppliers to commit upfront 8% cost‑cutting (est. $0.15M) in 6 months after the massproduction.

New Product Introduction Material Manager, 2010‑2013• Negotiated advantageous material inventory buffer across 6 ODMs to assure supply

sustainability for over 30 new laptop Products shipping worldwide• Minimized OBS cost to save 0.13% out of $300Million annual spending on raw

materials/assembly by streamlining EOL process cross internal function and externalpartner‑ODM

• Created easy‑to‑go material tracking list to enable comprehensive supply visibilityacross 6 ODMs

2007‑2010 INVENTEC (SHANGHAI) TECHNOLOGY CO.,LTD ShangHai, ChinaSupply Chain Project Manager of New Product Introduction• Developed launch schedules/ramp production plans; ensured material, process, and

factory readiness to successfully launch mass production as scheduled of 6 new laptops;attained/maintained 3‑day cycle of order receipt to shipment.

• Formulated and drove risk mitigation plans involved in trial builds to assure wholeproduct development schedule was current and practically achievable as designevolved

• Assessed proposed designs and processes for execution/manufacturingreadiness/feasibility at formative stage of product design to ensure productmanufacturability.

2006‑2007 A.O.SMITH (CHINA) WATER HEATER CO., LTD. Nanjing/Guangzhou, ChinaTalent Pool_Sales• Facilitated contracts sign‑up (worth of est. $0.2M) by engaging with dealers to analyze

customerʹs demand portfolio, studying competitorʹs bid offerings.

ADDITIONAL • Interests: Enneagram, Chinese Philosophy, Western AstrologyAugust 2015

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DINESH SINGH SAINI536 South Forest Avenue, #609 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• Recipient of merit based scholarship• Elected VP‑ Recruitment of MSCM Class of 2015

MALAVIYA NATIONAL INSTITUTE OF TECHNOLOGY Jaipur, IndiaBachelor of Technology in Mechanical Engineering, May 2011• Ranked in top 2.5 % in All India Engineering Entrance Examination, 2007• Achieved 100% placement record as Placement Coordinator of 2011 graduating class

EXPERIENCE GUARDIAN INDUSTRIES Auburn Hills, MI2015 Operations Excellence Intern

• Developed centralized planning tool and evaluated strategies to streamline reverselogistics of reusable packaging assets for North America region; solution is estimated tosave $ 15M over next 5 years

• Designed inventory optimization tool based on statistical modelling for make‑to‑stockSKUs with expected one‑time capital release of $ 90M across globe

• Created tools to improve warehouse efficiency and optimize floor configuration byminimizing touch points and eliminating non‑value added activities; tool can be used tocalculate costs and help drive capacity planning decisions

• Contributed to operational excellence road map for year 2016 based on assessment ofproduction, warehouse and logistics operations

2013‑2014 COOLNSAFE Mumbai, IndiaCo‑Founder• Identified white space in cold chain industry in India and partnered with industry key

players to design and build cold chain infrastructure for key logistics and healthcarecompanies such as Blue Dart, DHL Express, DHL Supply Chain and J&J

• Fostered excellent customer relationships through personal service, productdemonstrations and effective presentation of project estimates leading to revenuegeneration of $266,000 in first year and $316,000 in second year

• Established service network across India to improve customer satisfaction andestablished relationships accounting for 14% of revenue generated in 2014

2011‑2013 BHARAT PETROLEUM CORPORATION LTD Mumbai, IndiaProcurement Engineer• Analyzed high inventory level and led project on rationalization in procurement of

additives resulting in decrease in additives inventory by 13% in metric ton and $550,000reduction in inventory investment

• Initiated and managed project with Engineering & Operations team for effective spaceutilization for storage of additives, constructing 10 new bulk tanks with total capacity of200 metric ton leading to cost savings of $ 40,000 per year

• Initiated project with R&D to reduce waste of additives with expired shelf life,developing and implementing employee training program on importance and executionof FIFO; reduced inventory by 3% and inventory investment by $180,000

Operations Engineer• Analyzed frequent filling errors in small pack and bulk filling departments creating

strategic action plan to streamline coordination; decreased incidents by 87.5%• Managed team of 30 members to execute international barge pipeline transfers of base

oils each month, achieving KPI of 0% spillage incidents with strict adherence toenvironment guidelines

ADDITIONAL • Won Silver medal in Volleyball in All India Inter‑NIT Sports 2009 held at NIT, Suratkal• Volunteered for creating awareness and raising funds for elderly in Helpage India

August 2015


SPOTLIGHT! 2015

KOSTAL OF AMERICACREATING CAPACITY VISIBILITY TO SAY YES TO NEW BUSINESS

Student Team:Jose E Azuela – EGP (Master of Engineering in Manufacturing)Ramesh Chavan – Master of Supply Chain Management

Project Sponsors:Harry Asher – Vice President: Product and Innovation Management, KOSTALRodrigo Galvez – Production Engineering & Eng. Planning Sr. Manager, KOSTALCatherine Ludwig – Product Line Manager: Switches, KOSTAL

Faculty Advisors:Brian Love – College of EngineeringEric Svaan – Ross School of Business

The KOSTAL Group, an independent, family-managed company headquartered in Germany, develops and manufactures technologically demanding electrical, electronic and mechatronic products. KOSTAL North America, KONA, is a subsidiary of KOSTAL, with manufacturing plants in Mexico, KOMEX. KOMEX utilizes equipment and the production lines with a limited capacity, and for new business requests used a manual capacity analysis process, which was both cumbersome and lengthy often taking weeks to months to deliver a complete answer, thus diminishing KOSTAL’s customer credibility. Current estimates are that 15% of the new business was primarily lost due to the delays in the decision making process and due to the inability to demonstrate the business preparedness.

To address these issues, firstly, the team developed a capacity visibility solution suite, New Horizon, which helps both the sales and the production teams to get visibility of machine and tooling capacity across all the major process areas for all the plants over a time horizon of seven years, including short term and long term forecasts. With five new features, including a critical what-if analysis feature in the solution, the time to generate factual information was reduced from five weeks to one. With 80% faster decision making process, sales team expects top line impact of 10% year on year, a significant multi-million growth.

Secondly, the team used New Horizon suite to identify a new opportunity in the injection molding process and drove a continuous improvement project, project Kaizen, using Single-Minute Exchange of Die (SMED) - a Lean tool - to improve the operational effectiveness. Without significant investment the change over time was reduced by 50% and the man hours by 64%. The overall savings in the injection molding process area in KOMEX 1 plant was estimated at 58% from reduced inventory, 22-25% from reduced raw material, and 3-5% from reduced scrap material, a considerable multi-million savings each year.

Finally, to realize further strategic and operational benefits the team proposed recommendations and developed a 17 month future plan for both the projects.

In conclusion, the team is confident that the projects New Horizon and Kaizen will give KOSTAL advantages in strategic positioning and operational effectiveness to create more with less for the customers.

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JOSE E. AZUELA1811 McIntyre Drive • Ann Arbor, MI 48105


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Engineering in Manufacturing, August 2015• Tauber Institute for Global Operations Fellow• Awarded merit based scholarship

UNIVERSIDAD LA SALLE NOROESTE Obregon, MexicoCollege of EngineeringBachelor of Science in Industrial and Operations Engineering, December 2002

EXPERIENCE KOSTAL OF AMERICA Queretaro, MexicoSummer 2015 Strategic Capacity Planning Consultant

• Created a one‑box capacity visibility solution for sales and production executives toenable strategic decision making over seven year horizon to win new business. With80% faster decision making process, sales team expects top line impact of 10%

• Using analysis from solution, drove a continuous improvement project utilizing SMED.Without significant investment, the changeover time was reduced by 50% and manhours by 64%. The overall savings are estimated at 58% from reduced inventory, 22%from reduced raw material and 5% from reduced scrap material.

2011‑2014 VIAKABLE OPERACIONES, S.A. DE C.V. San Nicolas de los Garza, MexicoLean Manufacturing Coordinator (Wire and Cable B.U. and Energy B.U.)• Led Over 36 projects utilizing lean manufacturing tools, improving overall productivity

by an estimate of 5% yearly.• Reduced product lead time by 80% implementing continuous flow and reducing set up

times, increasing sales from $300K to $3.3 Million with a customer in the U.S.• Collaborated with Senior Executives and Directors on the annual strategic business

planning, determining projects resulting on improvements of at least 5%.

2009‑2010 XIGNUX San Pedro Garza Garcia, MexicoProject Manager• Completed program consisting of 4 rotations in 6‑month intervals on strategic projects

determined by companyʹs affiliates. Mentored by Directors, Senior Executives andpresented for Xignuxʹs CEO, obtaining distinction of excellence on each rotation.

• Executed molding area scrap reduction by 60% and increased plantʹs capacity byreducing set up times, resulting on monthly savings up to $45K

• Developed new product Electrical Substation up to 30 MVA, building functionalprototype with approximated value of $2 M, reducing original budget by 70%.

• Improved end of cycle accounting process, streamlining operational and softwaresystems, reducing discrepancies by 90% and processing time by 67%. (Brazil)

2008 VIAKABLE OPERACIONES, S.A. DE C.V. San Nicolas de los Garza, MexicoLean Manufacturing Coordinator (Energy Business Unit)• Led over 10 projects on working capital and lead time reduction by implementing lean

manufacturing tools, increasing areaʹs productivity by 15%• Reduced energyʹs area work in process inventory by 40% implementing pull system,

achieving savings up to $600K• Elected one out of 45 Eng. to participate of Xignuxʹs Leadership Development Program

2003‑2008 YAZAKI NORTH AMERICA, INC. Obregon, MexicoProcess Engineer / Lean Manufacturing Leader• Coordinated over 30 kaizen events applying lean manufacturing tools, obtaining an

~98% effectiveness on goals achievement• Improved Fordʹs assembly lines productivity by implementing Heijunka (level

scheduling), reducing inventory by 70% and workforce needs by 25%

ADDITIONAL • Spanish and Math mentor for public middle school students, NCCEP• Native Spanish, Fluent in English and Portuguese

August 2015


SPOTLIGHT! 2015

RAMESH CHAVAN1531 Packard St, Apt 1 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• 2015 MSCM leadership award and scholarship for leadership initiatives in program• Recipient of merit based scholarship

UNIVERSITY OF MUMBAI (BOMBAY) Mumbai, IndiaElectronics Engineering, May 2004• Graduated First Class• Participated and won Robotics competitions at several tech symposiums

EXPERIENCE KOSTAL OF AMERICA Queretaro, MexicoSummer 2015 Strategic Capacity Planning Consultant

• Created a one‑box capacity visibility solution for sales and production executives toenable strategic decision making over seven year horizon to win new business. With80% faster decision making process, sales team expects top line impact of 10%

• Using analysis from solution, drove a continuous improvement project utilizing SMED,a lean tool.Without significant investment the change over time was reduced by 50%and the man hours by 64%. The overall savings are estimated at 58% from reducedinventory, 22% from reduced raw material, and 5% from reduced scrap material

• KOSTAL management approved a future plan with recommendations for the capacitysolution and improvement projects. This will help to have operational visibility anytimeanywhere and to reach new efficiency frontier with a distinct competitive advantage

2014 INTELEGAIN TECHNOLOGIES Mumbai, IndiaProject Manager• Led 30 engineers to build innovative solutions in mobility to drive chat and e‑commerce

applications, point‑of‑sales systems, and web‑sites to enable house auctioning systems

2005‑2014 TATA CONSULTANCY SERVICESExcellence Program Manager, 2013‑2014 Pune, India• Led 74 project managers to drive Six Sigma based improvement projects in

collaboration with cross functional teams for Microsoft, improving on time and defectfree deliveries from 55% to 92%

Project Manager and Tech Lead, 2007‑2012 Redmond, WA• Created supply chain solutions to enhance forecasting, procurement, and new data

center build out processes to deliver hardware needs of Microsoft Corporation’s 200+online services that serve more than one billion customers and 20 million businesses

• Developed solutions for data centers in areas such as power and network management;this enabled capacity planning teams to choose better warehouse to deploy servers

Development Lead, 2005‑2007 Mumbai, India• As youngest module lead in the entire program of 250 associates,led highly energetic

team to develop BaNCS ‑core banking solution, to bring 3000+ branches of Central Bankof India under core banking umbrella in under eight months

• Contributed in winning bids for major banking clients such as Bank of Maharashtra andAllahabad bank

2004‑2005 AVHAN TECHNOLOGIES Mumbai, IndiaSoftware Engineer• Developed IVR and call center suites.Developed suite for BSNL Uttaranchal, thus

enabling company to venture into government sector

ADDITIONAL • Indian Statistical Institute certified Six Sigma green belt• Prince 2 certified Manager, Project auditor and Technical trainer• Active Wikipedia reader with dissemination of articles for astrophysics and history

August 2015

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MICROSOFT CLOUDPRICING STRATEGIES FOR AN INFRASTRUCTURE-AS-A-SERVICE CLOUD MARKET

Student Team: Amanda Bayagich – EGL (BSE/MSE Industrial and Operations Engineering)Ryan Bouchard – Master of Business Administration Kelly Ogiesoba – EGL (BSE Electrical Engineering/MSE Industrial and Operations Engineering)

Project Sponsors: Jeff Pratt – General Manager, Enterprise Risk ManagementMatt Schnugg – Group Program Manager, Cloud + Enterprise Data Analysis & OperationsRon Sielenski – Director of Analytics and Insights, Cloud + Enterprise Data Analysis & Operations

Faculty Advisors:Mohamed Mostagir – Ross School of Business Quentin Stout – College of Engineering

Microsoft started in 1975 with the initial goal of putting “a computer on every desktop in every home” and grew into a global company providing software products and services to businesses and consumers through offices in over 100 countries. With the initial task largely accomplished, Microsoft now aims to “empower every person and every organization on the planet to achieve more.” Central to this new mission is the growth of cloud-based solutions that can bring services and content over the Internet to users throughout the world. In addition to Microsoft Azure, examples of cloud-based services include Bing, Microsoft Dynamics CRM Online, Microsoft Office 365, OneDrive, Skype, Xbox Live, and Yammer. The cloud industry overall is experiencing explosive annual growth of 45% as more businesses and organizations decide to migrate from locally managed solutions to cloud providers, and the industry is expected to reach revenues of $127B by 2018. This growth has also made cloud computing an increasingly competitive industry, with the rewards going to the providers that experiment, learn, and improve their products faster and better than the competition.

One facet of this industry is the Infrastructure-as-a-Service (IaaS) category, where customers rent virtual machines to run applications and databases. The top three cloud providers (Amazon Web Services, Microsoft Azure, and Google) offer six different payment structures for these IaaS solutions, and the Tauber team was tasked with evaluating the impacts of expanding Microsoft’s payment options to include different structures. The group used a DMAIC (Define, Measure, Analyze, Improve, Control) framework to approach the client history data set and created a new methodology to measure customer usage behavior to more easily identify patterns and differentiate customer segments. The subsequent analysis quantified expected customer attraction to different pricing models and identified the opportunity to decrease the time to create a new offer by 46%. Additionally, the team constructed a pricing experiment that will allow the Business Intelligence team to learn from and improve on the new concept. The experiment will test the underlying economic psychology of consumer purchasing behavior and provide senior managers within the Cloud + Enterprise division with clear feedback to support a data-driven decision on a new pricing offer.

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SPOTLIGHT! 2015

AMANDA BAYAGICH1207 Roosevelt • Ann Arbor, MI [email protected] • (248) 860‑5221

EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Industrial and Operations Engineering, May 2016• Tauber Institute for Global Operations Fellow• Graduate Student Instructor: Data Processing (IOE 373)

College of EngineeringBachelor of Science in Industrial and Operations Engineering, May 2015• Engineering Global Leadership Honors Program• Minor in International Studies• GPA: 3.81/4.00

EXPERIENCE MICROSOFT CORPORATION Redmond, WASummer 2015 Business Program Manager, Azure Data Insights

• Designed experiment for cloud customers to test price‑elasticity and cannibalizationwith potential of providing $26 M in revenue improvements over 5 years, allowingsenior management to make data‑driven pricing decisions

• Stratified usage of 11K cloud customers over 4 months by creating metrics for usagepatterns, which will guide the creation of different offers

• Connected Azureʹs customer report from the Analytics and Insights Group with reportsfrom Finance and Marketing & Operations about external market knowledge to betterassess the health of Azure’s services in comparison to the overall cloud market

2015 MECC CONSULTING GROUP Ann Arbor, MIInternal Vice President• Executed recruiting campaign by highlighting diverse benefits of MECC to a broad

audience, which increased applications from the previous year by 27%• Created mentorship program for personal and professional development, which

strengthened MECCʹs community and disseminated knowledge about cases

CHRYSLER GROUP LLCSummer 2014 Assembly Quality Intern Sterling Heights, MI

• Identified areas for improvement in the parts rework process; drove actions forimprovement by bringing together key players from the quality, production, andlogistics group to develop a robust solution

• Collaborated with resident engineers to determine root causes of defects by performingstatistical analyses on the process capability of torque values

Summer 2013 Engineering Quality Intern Auburn Hills, MI• Developed the idea to win a vehicle in the nail polish color of your choice during a case

competition, which was brought to market in the SensatioNail Fiat promotion• Customized a corrective action plan for the 2016 Fiat 500 based off J.D. Power results by

capturing the voice of the customer; advanced design changes with the engineeringcommunity to improve the J.D. Power score from 117 to 140 points

2011‑2012 UNIVERSITY OF MICHIGAN, IOE DEPARTMENT Ann Arbor, MIResearch Assistant• Enabled researcher by verifying the compatibility of patient data with a program that

predicted the probability of glaucoma progression using Excel and Matlab• Assisted in disease model progression analysis by programming time to failure rates in

R‑code to visually represent hypertension progression

ADDITIONAL • Designed and implemented an interactive, educational game to teach students inelementary school about Industrial and Operations Engineering

• Selected for an intensive robot programming course intended for automatedwarehouses at the Technische Universität Berlin

• Avid Volunteer: Mentor and tutor for elementary school students that are impacted by alow socioeconomic background

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RYAN BOUCHARD316 E. Madison St., #13 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMBA ‑ Emphasis in Operations Management, April 2016• Tauber Institute for Global Operations Fellow• Deanʹs List (top 10%) Fall 2014• 2014 Global Operations Case Competition sponsored by Alcoa: 2nd out of 57 teams• Detroit Impact: Project Leader for Social Venture Start‑Up

School of Literature, Science, and ArtsBachelor of Arts, May 2009• Majored in Economics, Political Science, and Arabic Language• Studied abroad at the American University in Cairo, 2006• Led Army ROTC program as the top cadet in charge of training 80 future Army Officers• Distinguished Military Graduate (top 10% in country)

EXPERIENCE MICROSOFT CORPORATION Redmond, WA2015 Business Programming Manager, Azure Data Insights

• Analyzed over 150K customer profiles over an eight‑month period and identifiedopportunity to reduce production time of new Azure offer by 46%.

• Anticipated the need for a profile analysis of over 11K key cloud customers, allowingsenior managers to compare their Azure performance to market competitors and makeinformed strategy decisions.

• Created new methodology for calculating cloud customer usage behavior, allowing theBusiness Intelligence team to improve their customer segmentation and predictiveanalysis tools to drive deeper customer engagement.

2012‑2014 UNITED STATES ARMY 2ND BATTALION, 75TH RANGER REGIMENTInfantry Platoon Leader, Assistant Intelligence Officer Ft Lewis, WA• Led a cross‑functional team of 20 professionals as the Senior Analyst conducting enemy

threat analysis for multi‑national senior executives, influencing policy and resourceallocation for large regions of Afghanistan.

• Planned, resourced, and executed a 15‑week instruction program for a unit of 160Afghan soldiers and mentored 11 senior leaders on resource management principles,resulting in near‑autonomous capability for Afghan forces.

• Developed and implemented risk‑mitigation measures for 14 major training exercises,resulting in no safety incidents in a zero‑tolerance environment.

• Rated in top 5% of Junior Army Officers in two annual evaluations based onperformance in training management and leadership in dynamic environments.

2010‑2012 UNITED STATES ARMY 3‑71 CAVALRY REGIMENT, 10TH MOUNTAIN DIVISIONCompany Executive Officer, Scout Platoon Leader Ft Drum, NY• Chosen over ten others to serve in commanderʹs absence, drove the unit mission of

leading operations of 100 men, training Afghan Security Forces, and supporting AfghanGovernment functions.

• Coordinated the maintenance and transfer of $35M worth of equipment to replacingunit in Afghanistan while simultaneously organizing the movement of $30M worth ofequipment to the US, resulting in continuous operations and zero deficiencies.

• Created a custom analytic model to geographically highlight potential catastrophicsafety hazards, refining unit mission and improving safety through the avoidance andremoval of identified hazards.

• Rated #1 out of 28 Junior Officers in annual evaluation report based on combatleadership and continuous logistical support for four platoons during deployment.

ADDITIONAL • Co‑authored a school‑recognized paper while at the American University in Cairo thatrecommended practical, preemptive proposals to counter terrorism within Egypt.

• Crossfit ‑ Level 1 Trainer Certified• Active Top Secret Security Clearance (TS‑SCI)

August 2015


SPOTLIGHT! 2015

ETINOSA (KELLY) OGIESOBA1506 Geddes Ave, Apt 3 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of Engineering Honors ProgramMasters of Science in Industrial and Operations Engineering, May 2016• Tauber Institute for Global Operations Fellow

College of Engineering Honors ProgramBachelor of Science in Electrical Engineering, May 2015• International Minor for Engineers• G.P.A.: 3.4/4.0• Engineering Global Leadership ‑ Membership Chair (2014) & Peer Advisor (2015)• Honors: Dodge Scholarship (2012), Ivah L. Dalee Scholarship (2014), BP (2012), Chevron

(2013), and Cisco (2014) Scholarships, Vulcans Scholarship (2012 & 2014)• Courses: Photovoltaic and Solar Power Systems, Electric Machinery & Drives

UNIVERSITY OF MANCHESTER Manchester, UKInternational Programs in EngineeringSemester Abroad in the United Kingdom, Winter 2013• Took 4 classes and served as a STEM Ambassador ‑ inspired young students to pursue

careers in STEM and improved their employability, interviewing, and professional skills

EXPERIENCE GLOBAL STEM AMBASSADORS (GSA) Ann Arbor, MI2015‑Present Founder & President

• Founded an international organization to enthuse more students to pursue STEMcareers. Worked with students in England & China and currently expanding into India

Summer 2015 MICROSOFT Seattle, WABusiness Analyst Intern• Provided leadership in formulation of new Cloud pricing strategies that would increase

Microsoft Azureʹs financial revenue projections by an additional $26M to $105M in FY20• Analyzed price elasticity of Azure customers to draw key insights for consumer usage

patterns for both commodity and premium services

Summer 2014 EATON CORPORATION St. Louis, MOMarketing Analyst Intern• Designed a business tool for a $25M product line which assessed Mfg. capabilities,

costs, and prices for special orders for both domestic and international customers• Reduced quote turnaround time for special orders ~95% and improved pricing

strategies for special orders providing a top line growth of $302K in Y1 and $1M in Y3

Summer 2013 MORGAN STANLEY New York, NYFinancial Analyst Intern• Created a communication plan designed to effectively inform, educate, and train 2500

employees in using the new general and detailed sub ledgers• Analyzed USA/MXN FX (Foreign Exchange) cross currency swap rates and TIIE interest

swap rate to track variances between MS trader marks with other source valuations

Summer 2012 CISCO SYSTEMS, INC. Durham, NCIT Analyst Intern• Organized project plans and timelines and developed a strategic business metric design

allowing management to quantitatively measure success of architecture team• Developed a strategic plan to help improve Ciscoʹs campus presence and recruitment

process to over 10 of their targeted Universities

ADDITIONAL • Conversational in French, EGL ‑ Volunteer Abroad trip to Cuzco, Peru (2013)• Vice Chair ‑ Pierpont Commons Board of Reps., National Society of Black Engineers• President ‑ Epeians Engineering Leadership Honor Society, Secretary (W‑2015)• Supplemental Instruction Leader, and Academic Tutor (2012 ‑ 2014)• Former High School regional finalist varsity soccer athlete and ambidextrous in sports

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MICROSOFT SURFACEINCREASING SALES PROMOTION EFFICACY FOR WORLDWIDE MARKETS

Student Team:Emily Drescher – Master of Business AdministrationChris Hildner – Master of Business AdministrationMelissa Sweeney – EGL (BSE Material Science/MSE Industrial and Operations Engineering)

Project Sponsors:Andy Miller – Director of Finance, SMS&PKulroop Takhar – Senior Finance Manager, SMS&P

Faculty Advisors:John Branch – Ross School of BusinessDavid Kaufman – College of Engineering

Microsoft Corporation is a global technology leader that develops, manufactures, licenses, and sells computer products and consumer electronics. Founded in 1975, its legacy lies in software licensing, which today comprises over 80% of its $93.6B annual revenue. This software legacy greatly influenced how Microsoft went to market with its hardware products. In 2013, Microsoft made its first foray into the Commercial hardware market with the creation of the Commercial Surface channel. Like enterprise software, Microsoft believed that this channel would be defined by high volume sales, and therefore primarily focused on larger enterprise deals. However, given the long sales cycle of enterprise customers, Microsoft learned the importance of Small-Medium Businesses (SMB).To entice this segment, Microsoft began endorsing sales promotions to drive incremental volume. Sales promotions have since become a central part of the channel’s pricing strategy and a key lever for revenue generation.

At the onset of this 13-week project, the Tauber team was tasked with assessing whether these sales promotions were successful at generating uplift and return on investment. By analyzing incremental sales over baseline run rates, the team confirmed that sales promotions are largely effective at achieving these goals; however, the team observed a significant lag time between the promotion effective date and the first promotion sales. To diagnose this lag time, the team met with over 60 internal and external stakeholders and identified an opportunity to streamline the process for promotion creation and implementation, helping subsidiaries to better plan, create, implement, and evaluate promotions in their market.

Creating a formalized process would ultimately improve promotion efficacy by reducing the initial lag time and allowing new sales during the life of the promotion. To accomplish this objective, the Tauber team assigned owners to critical activities, established implementation deadlines, and created cadences for continuous improvement. This formalized process takes the form of an overarching governance framework with tactical tools that include a planning calendar, work-back schedule, and performance scorecard. These tools will allow subsidiaries to successfully execute the framework and increase promotion efficacy by reducing inefficiencies. By implementing our recommendations, Microsoft’s expected incremental revenue for the Surface Commercial channel, in the US alone, is approximately $18.3M per year.


SPOTLIGHT! 2015

EMILY CATHERINE DRESCHER715 S Forest Ave, Apt 108 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, May 2016• Tauber Institute for Global Operations Fellow• Emphases in Marketing and Operations• Elected: VP of Marketing, Design+Business Club• Member: Ross Tech Club, Ross Marketing Club, Operations Management Club,

Michigan Business Women, Ross Gourmet Club

College of Literature, Science, and the ArtsBachelor of Arts in Economics; Minor in Spanish, May 2009• Study Abroad: University of Barcelona, Spain, Summer 2006• Elected: Marketing Chair, Michigan Economics Society, 2005‑2007

EXPERIENCE MICROSOFT CORPORATION Redmond, WASummer 2015 Tauber Intern, Surface Marketing & Operations

• Implemented worldwide process for creating and executing commercial Surfacepromotions that defined milestones, assigned owners, and leveraged key learnings,resulting in 33% reduced sales lag time and $18.3M incremental revenue per year

• Determined 7 KPIs to build promotion scorecard, standardizing evaluation acrossglobal markets, improving promotion creation and educating business decisions

MAP 2015 KNIGHTS APPAREL, INC. Spartanburg, SCMBA Student Consultant• Created comprehensive marketing strategy to re‑brand and expand clientʹs socially

responsible line of apparel into new sales channels by defining its target market,revising its positioning statement, and crafting new customer messaging and tactics

2013‑2014 MM4: AN XCHANGING COMPANY Chicago, ILProject Manager, eProcurement Advisory• Collaborated with client stakeholders to run global supplier selection (sourcing)

initiatives via online platform, coordinating 4+ projects with 15% average savings• Generated user‑centric design ideas for developers to revamp one of the technology

suites, accelerating client self‑service, product satisfaction, and revenue streams• Led extensive pricing negotiations for transportation services in 7 different countries for

firm’s most prominent client; developed best‑practices and identified $12M in savings,resulting in 30% larger global contract with client’s parent corporation

• Trained colleagues on techniques to effectively analyze complex data sets of purchasehistory and trends, leading to the promotion of 2 colleagues into higher level positions

2009‑2013 NORTH AMERICAN CORPORATION Glenview, ILCategory Specialist, Packaging Systems Group, 2010‑2013• Sourced over $2M of packaging products for resale to end users through companyʹs

distribution channels, contributing to 20% growth within packaging division• Headed Six Sigma project to standardize new supplier onboard process across all 3

company divisions, reducing duplicate entries and accounting errors by 40%• Implemented company‑wide procedure to communicate supplier cost changes to

customers within 48 hours of initial notice, minimizing margin erosion by 20%

Associate Account Manager, Packaging Systems Group, 2009‑2010• Restructured monthly billing and reporting procedures for client expenditures,

condensing time expended to complete reports by 75% and reducing errors by 30%• Created 3 performance dashboards detailing over $20M of material expenditures for

internal and external clients, aiding in clientʹs renewal of 4‑year contract

ADDITIONAL • Mentored underprivileged child for Big Brothers Big Sisters• Hosted trivia night every other Wednesday at local Chicago bar and restaurant• Traveled to Running of the Bulls in Pamplona, Spain

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CHRISTOPHER W. HILDNER916 Oakland Avenue • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, April 2016• Emphases: Strategy and Operations• Tauber Institute for Global Operations Fellow• Top 5% of MBA Class and Candidate for Graduation with High Distinction• GMAT: 710 (92nd percentile)• Elected: Section 3 Social Chair• Selected: Wolverine Venture Fund; Board Fellowship Program, Clean Energy Coalition

UNIVERSITY OF VIRGINIA Charlottesville, VABachelor of Arts in Economics, Foreign Affairs Minor, May 2008• Elected: Executive Board, University Guide Service• Selected: University Judiciary Committee; Inter‑Fraternity Council Judicial Committee


• Implemented standard operating procedure for development and execution of Surfacecommercial sales promotions by defining key milestones and gaining stakeholderbuy‑in; projected 33% decrease in time to market and $18M increase in annual sales

• Determined 7 KPIs to build performance scorecard, standardizing evaluation acrossglobal markets, improving promotion creation, and informing business decisions

MAP 2015 JACKSON FAMILY WINES Santa Rosa, CAMBA Student Consultant• Created go‑to‑market strategy for new brand of wine by identifying target segment,

sizing potential market, crafting positioning statement, and developing tactics to driveconsumer pull; allowed company to expand into new demand space

2010‑2014 TYCO INTERNATIONAL Lansdale, PAGlobal Product Manager, Grinnell Mechanical Products, 2011‑2014• Developed product line growth strategy by analyzing sales performance, researching

market trends, and conducting competitive analysis; increased sales 21% per year• Led cross functional teams across six divisions to launch three products by conducting

customer interviews, creating revenue forecasts, and establishing commercializationplans; resulted in 8% increase in sales per year and top performance review

• Overcame serious design and performance issues to achieve on‑time launch ofstrategically important product; received Tyco Award for Excellence

• Identified new market opportunities for underperforming product line and persuadedleadership to invest in expanded product offering; produced sales 30% above target

• Formulated pricing strategy by benchmarking competitor pricing and analyzingwillingness to pay; implemented two price increases, yielding 5% lift in sales per year

Global Product Operations Associate, Grinnell Mechanical Products, 2010‑2011• Overhauled and automated procedure for creating new product part numbers by

mapping process to identify inefficiencies; reduced cycle time from 14 to 3 days• Led global rollout of Net Promoter Score, a program discipline used to measure

customer loyalty; resulted in company initiative to improve customer service

2008‑2010 DALIAN INSTITUTE OF TECHNOLOGY PRINCETON IN ASIA Dalian, ChinaTeaching Fellow• Created and taught curriculum for five English as a foreign language classes to over 200

English and science majors each semester; average student evaluation score of 97/100

ADDITIONAL • Avid adventure seeker: traveled to Mount Everest Base Camp, backpacked throughSoutheast Asia, bungee jumped over the Yellow Sea, sky dived in New Jersey

• Started weekly tradition of ordering Chinese food to foster interoffice interaction

August 2015


SPOTLIGHT! 2015

MELISSA SWEENEY3 Buck Hill Road • Westport, CT [email protected] • (203) 216‑1207

EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Industrial and Operations Engineering, May 2016• Fellow, Tauber Institute for Global Operations• President, Tauber Student Advisory Board• Graduate Student Instructor, ENGR 290/390/490: Honors Seminar

Bachelor of Science in Materials Science and Engineering, May 2015• International Minor for Engineers• UTT Summer Study Abroad, France; Project Management & European History• James B. Angell Scholar, World Leaders Award, Alcoa Industry Scholarship• 3.83/4.00 GPA, Summa Cum Laude


• Measured promotion success by analyzing incremental sales over baseline run rate,determining that promotions drive incremental volume by nearly 15%

• Identified opportunity to improve 6 week lag time between promotion start date andfirst promotion sales by interviewing over 60 internal and external stakeholders

• Developed and implemented global promotion process by assigning owners to criticalactivities, establishing execution timelines, and organizing continuous improvementcadences, decreasing lag time by 33% and increasing revenue by $18.3M annually

• Built 5 tactical tools, including planning calendar, operations work‑back schedule, andperformance dashboard, ultimately standardizing promotion creation and evaluation

GE AVIATIONSummer 2014 Coatings & Chemical Processes Intern Cincinnati, OH

• Optimized turbine cleanliness by performing ultrasonic immersion trials to reducethermal barrier coating spallation at engine test, resulting in $1.65M annual savings

• Led qualification process of new cleaning line at large supplier, including sampleselection from 150 part numbers and testing, improving coating first time yield by 30%

• Performed thickness analysis for platinum aluminide coating process to support platingfixture development; fixture implemented in August 2014 at GE Madisonville

Summer 2013 Advanced Mechanical Design Intern Cincinnati , OH• Governed change management process to implement new analytical software by

completing assessment of compressor airfoil and documenting procedures• Implemented electronic test recording tool for strain gage and light probe health,

eliminating need for manual monitoring and improving consistency

2013‑2014 ENGINEERING GLOBAL LEADERSHIP HONORS PROGRAM (EGL)Volunteer Abroad Chair Ann Arbor, MI• Coordinated concurrent trips to Peru, India, and Sierra Leone for 25 students• Led funding initiatives to raise $21K in donations; highest funding since 2007

2011‑2014 MICHIGAN HEALTH ENGINEERED FOR ALL LIVES (M‑HEAL) Ann Arbor, MIVice President & Centricycle Prototyping Division Team Member• VP; Supervised 6 project teams and facilitated communication with team leaders to

promote interdisciplinary work in global health, design, and entrepreneurship• Team Member; Improved patient diagnosis and treatment in rural India by creating a

centrifuge prototype, reducing operational time by 50% and weight by 40%• Team Member; Performed needs assessment of India healthcare system (Summer 2012)

ADDITIONAL • Co‑founded Common Reading Experience Student Advisory Board and pioneered USpartnership with EKARI Foundation, establishing recurring volunteer trips to Malawi

• Tutored and mentored students struggling in Calculus and Organic Chemistry• World traveler (18 countries in 5 continents) with 3 passports (USA, UK, IRL)• Avid ski racer; 12 years of experience and 4 year MVP of Varsity Ski Team

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PEPSICOINFRASTRUCTURE CAPACITY ANALYSIS AND OPTIMIZATION

Student Team:Divi Lavanya – Master of Supply Chain ManagementTanu Sharma – Master of Supply Chain Management

Project Sponsors:Greg Genser – Senior Analyst Supply ChainErika Lewis – Senior Director Supply Chain Strategy

Faculty Advisors:Marina A. Epelman – College of EngineeringAmitabh Sinha – Ross School of Business

A global $67B food and beverages conglomerate, PepsiCo operates a complex multi-echelon distribution network to distribute its wide array of food and beverage products in the US. To drive cost and customer service related improvements, PepsiCo North America Beverages purchased its largest Franchise Bottlers (PBG & PAS) in 2009. The US distribution system is a network of 360 warehouses largely acquired through consolidations and acquisitions. Most of these warehouses were not designed to handle the current sales volume and have led to numerous storage-related cost inefficiencies. While the existing infrastructure capacity analysis and modeling process at PepsiCo has the visibility into past storage-space related constraints, it could not predict future infrastructure capacity requirements. By the time space-related constraints were identified, it was too late to take necessary steps to alleviate storage capacity issues. The inefficient infrastructure capacity planning has resulted in an increased cost of fulfillment, increased number of out-of-stocks, and decreased productivity. The Tauber team was enlisted to improve existing capacity modeling process to predict infrastructure capacity requirements.

Following an opportunity cost analysis, the Tauber team built a model to calculate costs related to insufficient storage space. The team also performed comprehensive analysis of existing infrastructure capacity modeling process that enabled the team to identify gaps in existing capacity modeling. Opportunities to optimize space utilization within warehouses by reorganizing warehouse layouts were also identified. The project team also developed capability to determine future infrastructure capacity requirements by utilizing demand forecasting data. Using newly developed space capacity planning functionality, PepsiCo will be able to identify current capacity bottlenecks in its US distribution network, and determine future infrastructure capacity requirements. The inventory projection model and cost analysis model developed by the Tauber team will optimize warehouse operations by allowing PepsiCo to make informed decisions about expansion and consolidation of warehousing sites after performing cost benefit analysis. Collectively, the cost model and improved infrastructure capacity planning process can reduce PepsiCo operational costs by $18.4 million.


SPOTLIGHT! 2015SPOTLIGHT! 2015

DIVI LAVANYA825 Packard St, Unit 2 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow; MSCM scholarship; 3.9/4.0 GPA

INDIAN INSTITUTE OF TECHNOLOGY Madras, IndiaMaster of Business Administration, May 2010• In top 5% of class‑ Operations and strategy;Student consultant for live projects

VELLORE INSTITUTE OF TECHNOLOGY UNIVERSITY Vellore, IndiaBachelor of Science, Electronics and Communication, May 2007

EXPERIENCE PEPSICO INC. Somers, NYSummer 2015 Tauber intern

• Designed projected warehouse space utilization model for the multi‑echelon 300+warehouse network of PepsiCo North America Beverages saving annually $18M inlabor costs, out of stock, transportation and demurrage cost and improving supplychain collaboration to streamline upstream planning

• Established a sustainable organisation process to accurately measure warehouseutilization

2013‑2014 MU SIGMA INC Bangalore, IndiaAssociate Manager• Successfully drove and delivered end‑to‑end projects leveraging big data to develop

products for effective supply planning and demand management• Formulated Ship‑from‑Store fulfillment strategy for a large North American retailer

store which enabled potential reduction in excess store inventory by $40M

2012‑2013 PRAUNA AGRO INDUSTRIES Hyderabad, IndiaOperations Head• Established business operations by bringing on‑board 60 farmers through contract

farming set‑up for aromatic agro start‑up• Identified key business leads to establish trade with companies in European region

resulting in sales booking of $30K for the first season

2010‑2012 CATERPILLAR LOGISTICS Bangalore, IndiaSupply chain analyst• Enhanced supply chain and inventory performance through comprehensive business

analysis, and delivering strategic and process reengineering projects such as inventorynetwork optimization, demand planning/forecasting and improving service fill

• Conceptualized and formulated inventory strategy with optimized stocking policies formulti‑echelon $4B network at SKU level; Led strategy team to improve service by 2percent points and reduce long standing inventory by $0.5M

• Revamped stocking policies of 1800 SKUs to recover forecast to accurate level thatreduced overall forecast error by $1M monthly and confined forecast to 10% of demandfor North American operations of automobile company.

• Transformed the network by reducing inventory by $2M or 150% below original levelswithout impacting service levels for Canadian operations of major automobile company

Summer 2009 ITC LIMITED Bangalore, IndiaSummer Intern• Developed statistical model for Sunfeast brand to quickly identify optimal locations in

metros to maximize effectiveness of activation (product introduction) program

ADDITIONAL • Awarded Bronze in ʺInternational Award for Young Peopleʺ Program• Volunteered to work with an Agro‑logistics firm (e‑farm, India), which helps bridge gap

between suppliers (farmers) and buyers (wholesalers)• Hobbies: Collected 73 rare culinary recipes; Studied traditional practices

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TANU SHARMA95 Morgan St, Apt 3F • Stamford, CT 06905



UTTAR PRADESH TECHNICAL UNIVERSITY Lucknow, IndiaBachelor of Computer Science Engineering, July 2004

EXPERIENCE PEPSICO INC. Somers, NY2015 Supply Chain Management Intern

• Optimized and enhanced infrastructure capacity planning process to generate estimatedcost savings of $18.4 Million

• Developed functionality to predict infrastructure capacity constraints at 360 warehousesin PepsiCoʹs US dsitribution system by utilizing demand forecasting data

2004‑2014 INFOSYS LIMITEDOracle Retail Consultant/Technology Lead, 2011‑2014 Seattle, WA• Implemented Oracle Retail package for Nordstrom to build strong merchandising

system foundation for store roll out and expansion into international markets;recognized with “Most Valuable Player” award

• Enabled replenishment functionality for Nordstromʹs stores in Canada• Led teams in China, India and US to create price management solution to maintain item

prices and to systematically create price markdowns for Nordstrom’s Rack stores• Optimized price markdown solution for Nordstrom in short span of 1.5 months,

increasing revenues by more than $3 Million in first three months of operation• Enhanced item re‑ticketing functionality for Nordstrom, resulting in labor cost savings

and sales uplift through automation and redesigning of item tickets• Implemented item master data management solution for Nordstrom, streamlining and

optimizing item creation across multiple selling channels

Technology Lead, 2009‑2010 Bangalore, India• Enabled performance based trade promotion planning for Georgia‑Pacific by

integrating planning and execution aspects, optimizing trade promotion expenditureand improving collaboration with retail partners

• Designed solution for operational data store archival for GAP Inc., allowing functioningof data store and downstream reporting systems without any outages

Programmer Analyst, 2007‑2009 Kansas City/Topeka, KS• Implemented Manhattan Associates warehouse management package and enabled

e‑commerce fulfillment for Payless Shoe Source; recognized with “On the Spot” awardfor leading testing efforts and ensuring high quality of deliverables

• Automated replenishment of seasonal and everyday items for Hallmark Cards Inc.,minimizing inventory stock outs and allowing capitalization of windfall salesopportunities; received “On the Spot” award

Software Engineer, 2004‑2007 Bangalore, India• Created data marts and designed reports for Williams‑Sonoma Inc. to support business

intelligence needs for operations and auditing• Performed coding and implementation tasks for creation of enterprise data warehouse

for Nordstrom

ADDITIONAL • Member of Management Council at Infosys ‑ coordinated development centeroperations and organized employee engagement initiatives ‑ 2010

• Member of winning Cricket team in annual sports event in college• Winner of strategy contest at Infosys. Invited to strategy retreat with board members of

Infosys ‑ 2007

August 2015


SPOTLIGHT! 2015

PFIZER INC.NEXT-GEN CLINICAL SUPPLY FORECASTING SOLUTION

Student Team: Archis A Awate – Master of Supply Chain ManagementDavin Rautiola – EGP (MSE Pharmaceutical Engineering)Rico Zhang – Master of Supply Chain Management

Project Sponsors: Linda Burk – Director, Global Clinical SupplyScott Lennon – Supply Chain Lead, Global Clinical Supply, Daily POC Jason McKinley – Director, Global Clinical Supply, Project Supervisor

Faculty Advisors: Jun Li – Ross School of Business Henry Wang – College of Engineering

Pfizer Inc. is the world’s largest research-based biopharmaceutical company with $49.6 billion revenue in 2014. The company develops and markets a variety of biologic and small molecule drug products, as well as over-the-counter health care products. To demonstrate the safety and efficacy of their products, Pfizer dedicates substantial resources to screening potential drug products in clinical trials. Pfizer’s clinical supply chain currently serves approximately 500 clinical trials with 200,000 subjects at 20,000 investigator sites spread around the world.

Ensuring an uninterrupted supply of drugs to patients in clinical trials is critical for the care of the patients and the success of the trials. However, over-supplying drugs to reduce risk of stock-outs can be costly. Forecasting drug demand in the Global Clinical Supply (GCS) department at Pfizer has traditionally been done through Excel models customized for each study. This non-standardized process involves a wide range of forecasting methodologies and output formats. Furthermore, Excel models deliver sub-optimal outputs without considering best and worst case scenarios resulting in potential financial losses due to over-supplies and maldistribution across the supply chain.

To solve these issues, the Tauber team benchmarked the current state and a competitor’s forecasting process. Then, a detailed comparative analysis of different vendor forecasting tools was performed. Simulations were run on relevant case studies to demonstrate how supply risks can be identified and costs reduced by using a stochastic forecasting tool. To address real needs and usability of the potential process, the team used mechanisms such as department-wide surveys, focus group feedback, and forecasting tool demonstrations.

The team proposed implementing a tool-based process that could be integrated with an ERP system and suggested a high-level systems integration architecture. The team also completed a risk assessment which identified process implementation risks and mitigation strategies. This would help avoid drug shortages that could impact patients with treatments as critical as breast cancer. GCS’s cost savings for 2 clinical trials evaluated as case studies were estimated to be approximately $2.4M and $5.8M respectively. In one case study, the savings were approximately $9.6M if the options were capable of being implemented from the start of the study. Adoption of a tool-based approach to forecasting at a portfolio level could provide additional future savings of several million dollars per year. The recommendation sensured an end-to-end integration vision with a standardized process and improved communications which would benefit many stakeholders including supply chain, systems, finance and senior management.

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ARCHIS A AWATE1531 Packard, Apt 1 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M Ross School of BusinessMaster of Supply Chain Management, December 2015• Fellow ‑ Tauber Institute for Global Operations• Awarded merit‑based tuition scholarship; GMAT: 740

NATIONAL INSTITUTE OF INDUSTRIAL ENGINEERING Mumbai, IndiaMBA (IT) ‑ Post Graduate Diploma in Information Technology Management, May 2011• CGPA – 8.64 (First class with Distinction, Received Director’s award for best internship)• Chief Event Coordinator at Litmus 2010, NITIEʹs annual national IT conclave

UNIVERSITY OF MUMBAI (BOMBAY) Mumbai, IndiaFr. Conceicao Rodrigues College of EngineeringBachelor of Engineering (Computer), May 2007• Graduated First Class placing in top 5% of class (Ranked 6/140)• Received Sir Ratan Tata and College scholarships for merit

EXPERIENCE PFIZER GLOBAL RESEARCH & DEVELOPMENT Groton, CT2015 Global Clinical Supply Summer Associate

• Evaluated forecasting tools against business requirements to standardize clinical supplyforecasting process; Delivered ROI analysis and Risk Report as part of this evaluation

• Designed SOP for new process including high‑level integration with ERP• Executed simulations of various clinical trial scenarios to establish viability of tool• Recommendations saved over $8.2M for two high‑value clinical supply chains plus an

additional potential savings in millions annually at the portfolio level

2011‑2014 ASIAN PAINTS, INDIAʹS LARGEST DECORATIVE PAINTS COMPANYManager (Systems ‑ Supply Chain Planning) Mumbai, India• Summary: Managed team of software engineers to deliver business value through JDA

application suite: demand forecasting; production, distribution and procurementplanning. These supported decorative ($1.6B) and industrial ($48M) supply chains.

• Project Manager for $800K JDA supply chain solution upgrade for decorative BU• Configured i2 Demand Planner with forecasting model to enable better forecasts for

retail paints(annual sales over 3500kl) in Fiji islands• Led a Joint Venture cross‑functional team to automate integrated sales and supply chain

plans for fast‑moving SKUs, reducing inventory at depots by 8%• Set up an Inventory Optimizer IT solution that reduced loss of sales by 15% and

reduced SKU maldistribution across countryʹs distribution network• Implemented workflow‑based Procurement Dashboard completely in‑house, enabling

quick decisions on POs valued over $11M/month with what‑if scenario analysis• Received Promotion in May 2014 (earlier than average) with added responsibilities

2007‑2009 AMDOCS Pune, IndiaSubject Matter Expert (Product Business Group)• Java developer in US‑India agile team; developed features for an eCommerce platform

enabling telecom and digital content providers to sell offerings seamlessly• Developed conversion maps for migration into centralized Enterprise Catalog;

Recognized for reaching all critical milestones and Innovation of an XML splitter tool

ADDITIONAL • APICS ‑ CSCP (Certified Supply Chain Professional) (2013)• ITIL V3‑Certified: Foundation in IT Service Management (2010)• Tech Skills: SQL, Java, Microsoft Excel with Macros, Informatica, ERP integration• Mensa Mumbai President (IQ tested to be in the 99th percentile)• Drove a ʹgamifiedʹ and life skills education program in Teach for India class• Won many national inter‑B‑school competitions in IT, Strategy and Supply Chain.• Chess: School and College champion, College team captain; Canada U‑12 National

Finalist. Have received International (FIDE) rating of ELO 2018.

August 2015


SPOTLIGHT! 2015

DAVIN RAUTIOLA917 S. Forest Ave. • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of Engineering: Integrative Systems & Design (ISD)Master of Engineering in Pharmaceutical Engineering, August 2015• Tauber Institute for Global Operations Fellow• President of International Society for Pharmaceutical Engineering (ISPE) Student

Chapter 2013‑2014• GPA: 4.0/4.0

PORTLAND STATE UNIVERSITY Portland, ORCollege of Liberal Arts and SciencesMaster of Science in Chemistry, August 2013• GPA: 3.98/4.0

EASTERN MICHIGAN UNIVERSITY Ypsilanti, MICollege of Arts & SciencesBachelor of Science in Professional Chemistry, April 2011• GPA: 4.0/4.0

EXPERIENCE PFIZER GLOBAL RESEARCH & DEVELOPMENT Groton, CT2015 Global Clinical Supply Summer Associate

• Benchmarked current state of clinical supply forecasting methods and evaluatedcompetitor methods to identify opportunities for operational improvements.

• Developed a standardized clinical supply forecasting process that would improve theefficiency and efficacy of clinical supply forecasting for clinical trials.

• Performed risk analysis of proposed forecasting solution; identified 12 primary risksassociated with implementing the solution and developed mitigation strategies.

• Analyzed 2 case studies to determine ROI for proposed improvements in the forecastingprocess; resulting in a estimated savings of $8.2M for the case studies.

2014 ZOETIS, INC. Kalamazoo, MIVMRD Technology Intern• Developed novel adjuvant base formula for livestock vaccine product lines and

consulted on design of preliminary clinical studies which demonstrated superior safetyand efficacy over 2 currently marketed products.

• Optimized manufacturing process for liposomal drug formula by eliminatingbottleneck step, resulting in 30% reduction of cycle time.

• Sourced raw materials and negotiated with vendors to establish quality controlprotocols, reduce environmental impact, and realize $50K annual savings.

2011‑2013 PORTLAND STATE UNIVERSITY Portland, ORGraduate Research Assistant in Department of Chemistry• Developed synthetic routes and characterization protocols for production of diagnostic

chemical probes used in early detection of heart disease.• Implemented DOE to optimize probe structure and reaction conditions for

quantification of specific compounds in biological fluids, enabling the detection ofclinically relevant concentrations for disposable at‑home testing kits.

• Performed mechanistic studies and spectroscopic analysis to solve and publish reactionmechanisms for 6 diagnostic probe variations, allowing directed design of moresensitive next generation probes.

2010‑2011 EASTERN MICHIGAN UNIVERSITY Ypsilanti, MIUndergraduate Research Assistant in Department of Chemistry• Expressed, purified, and crystallized proteins to obtain high resolution x‑ray

crystallographic images of their three dimensional structure.• Synthesized enzyme substrates to investigate enzymatic mechanisms with the goal of

using genetically modified versions of the enzyme to manufacture pharmaceuticals.

ADDITIONAL • Bred several novel strains of oyster and shiitake mushrooms as an amateur Mycologist.August 2015PA

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RICO YUEPAN ZHANG3815 Green Brier Blvd, Apt 300B • Ann Arbor, MI 48105


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Elected Vice President of Curriculum, MSCM Student Leadership Team• Awarded MSCM Leadership Scholarship• Tauber Institute for Global Operations Fellow

HONG KONG POLYTECHNIC UNIVERSITY Hong KongFaculty of BusinessBBA (Hons) in International Shipping and Transport Management, August 2010• Deanʹs List; Preferred Graduates Award for All‑round Development; GMAT 720• Academic Exchange (with Scholarship) to University of Groningen in The Netherlands

EXPERIENCE PFIZER INC. Groton, CTSummer 2015 Global Clinical Supply Summer Associate

• Designed forecasting tool‑based standard operating procedures (SOP) and proposedsystem integration architecture with ERP by evaluating current state forecastingmethodologies of Global Clinical Supply (GCS) Department

• Delivered risk analyses by identifying risks associated with implementing the proposedforecasting process and suggesting strategies to mitigate them

• Achieved cost savings of $8.3M for the two selected clinical trials for GCS Department,plus millions of future potential savings per year

2014 VISCO SELECTED FINE FOODS Brisbane, AustraliaSupply Chain Specialist• Designed and prioritized weekly production schedules by analyzing inventory and

customer orders, worked out labor and material resources, contributed to just adequatesupply and controlled costs to maximize profit

• Set up and enforced standard operating procedures (SOP), monitored productionprocesses and conducted quality controls to maintain less than 1% defective rate

2013‑2014 RICHEMONT ASIA PACIFIC LIMITED ‑ SHANGHAI TANG Hong KongAssistant Supply Chain Supervisor• Supervised operations of Logistics Department ‑ coordinated with various departments,

retail boutiques, suppliers, vendors, and 3rd party logistics service providers(warehouse, freight forwarder and couriers) to monitor smooth inventory flow

• Offered internal training on inventory management (stock transfers, receiving anddistribution, document follow‑ups) and shipment control to all (100+) colleagues

• Liaised with PwC team to analyze, simulate and launch brand new ERP, resulting infaster and more accurate stock information and cost savings in system maintenance

2010‑2013 CITIC PACIFIC LIMITED ‑ DAH CHONG HONG LIMITED Hong KongLogistics Officer• Developed new Logistics Department in Mainland China. Established warehouse,

implemented information system (WMS), and managed daily operations• Managed operations for a Hong Kong based multi‑temperature 120,000 sq.ft.

distribution center with 4,500 tons of frozen stock, 1,500 tons of Air‑conditioned stockand 25 delivery trucks; achieved annual sales of $10M and profit of $2M

• Conducted strategic projects and reported to Managing Director ‑ business forecast andbudgeting, operation optimization, business development, and revenue‑cost analysis

Summer 2009 ADIDAS GROUP Hong KongResearch Assistant (Consulting Project)• Developed strategic solutions to achieve improvements in supplier sourcing,

evaluation, classification and development for Material Sourcing Department

ADDITIONAL • Supported girl in China to receive education, ʺBecause I am a Girlʺ Campaign 2011‑2012• Hobbies: travelling (extensive travels to more than 25 countries), volunteering, sports

August 2015


SPOTLIGHT! 2015

PACIFIC GAS & ELECTRIC COMPANYCORROSION INTEGRATION INTO SGO

Student Team:Luyi Chen – EGP (MSE Industrial and Operation Engineering)Zach Duncan – Master of Business AdministrationSneha Venkatachalam – Master of Business Administration

Project Champions:Mallik Angalakudati – Vice President, Financial & Resource ManagementBikram Chatterjee – Senior Operations Analyst, Process & Quality ExcellenceDaniel Jarmel – Director, Process & Quality ExcellenceNick Raad – Senior Manager, Gas CI & Analytics

Faculty Advisors:Len Middleton – Ross School of BusinessSiqian Shen – College of Engineering

Pacific Gas & Electric Company (PG&E) is a $21 billion investor-owned utility company that provides electricity and natural gas to 15 million Californians across 70,000 square miles. 27% of PG&E electricity is from natural gas and serves 4.3 million customers. PG&E’s Gas Operations division owns and operates 3 gas storage facilities, including approximately 42,000 miles of distribution pipelines and 6000 miles of backbone and local transmission pipelines. As part of its commitment to safety and reliability, particularly following the San Bruno gas pipeline explosion incident, PG&E has made major advancements in revamping its gas pipeline maintenance and operations. As part of this initiative, an advanced process management framework called Super Gas Operations (SGO) was developed with the plan of being deployed to multiple work streams across all the divisions of PG&E.

PG&E engaged the Tauber team to integrate the Corrosion work stream into SGO over a period of 14 weeks. The Corrosion team is responsible for protecting the distribution and transmission gas pipelines from atmospheric corrosion by cathodically protecting the enclosed area and performing regular maintenance as per the compliance standards committed to the California Public Utilities Commission (CPUC).

Over the first 4 weeks, the Tauber team constructed the current state process map by visiting various corrosion divisions and engaging actively with the corrosion supervisor and mechanics to understand the major pain points and shortcomings in the As-Is process. The team also conducted multiple analyses on the operational and financial data available and identified 3 major issues: lack of work visibility, inadequate documentation quality and unclear organizational structure. During the next several weeks, the team proposed and piloted three recommendations: corrosion work plan, tiered huddles and metrics and kickback process. The goal of the pilot was to evaluate and refine future state To-Be process, track and validate the projected improvements, define new roles and responsibilities clearly, and identify the long-term resourcing needs for this project. The pilot lasted for four weeks and was successful with regard to alleviating the major pain points of the current state and ensuring that the proposed recommendations functioned as hypothesized. After pilot, the team set up workshops and trainings for concerned parties and recommended continuous resourcing and roll-out plan and timeline for other 17 corrosion divisions in PG&E to ensure corrosion integration into SGO.

The potential impact of the Tauber Team’s time and cost-saving recommendations is significant. The team anticipates an $1M annual reduction in costs of non-conformance, an annual reduction of cost of non-conformance penalties from incidences of $500K, annual reduction in costs of underutilization of $600K, and a reduction in overtime costs of $500K, resulting in a cost savings total of $2.7M per year, making up 0.05% of PG&E’s operating costs.

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LUYI CHEN1853 Lake Lila Ln, Apt C1 • Ann Arbor, MI 48105


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Engineering, Industrial Operation Engineering, December 2015• Cumulative GPA: 4.0/4.0

College of EngineeringBachelor of Science in Engineering, Computer Engineering, April 2014• Cumulative GPA: 3.5/4.0, Deanʹs List of Fall 2013, 2014

SHANGHAI JIAOTONG UNIVERSITY Shanghai, ChinaSJTU‑UM Joint InstituteBachelor of Science in Engineering, Computer and Electrical Engineering, August 2014• Cumulative GPA: 3.7/4.0, Deanʹs List: 2010‑2011

EXPERIENCE PACIFIC GAS & ELECTRIC COMPANY San Ramon, CA2015 Tauber Intern, Financial & Resource Management

• Analyzed end‑to‑end process of corrosion repair and prevention process, initiated pilotimplementation and integrated corrosion work stream into Super Gas Operation (SGO)by developing rolling out and resourcing strategy for PG&Eʹs 18 divisions, resulting in atotal cost savings of $2.7M per year, which makes up 0.5% of PG&Eʹs operating costs.

• Built forecasting model of corrosion work based on statistical analysis, with animprovement of work visibility from 20% to 91% and a potential saving of workloadversus capacity imbalance cost of $540K/year by facilitating scheduling decision makingand resourcing leveling

2014 SIEMENS LTD CHINA Shanghai, ChinaCompressor IGV Vane Sealing Component Design• Researched advanced vane sealing component, designed test rig to facilitate friction test

and showed real signals to demonstrate effectiveness of the new product• Collaborated with team to developed reliable real‑time testing benches, determined a

better solution for gas turbine sealing component and saved Siemens more than $10kdollars on operation costs and labor costs

2013 IN‑SINK‑ERATOR ENGINEERING DEPARTMENT Racine, WIProduct Engineer• Observed operation processes, gathered and dealt with data using the Digital

Dashboard System to identify bottleneck operations in the Automated Assembly plantin less than one week

• Benchmarked data collection systems, improved the efficiency of database managementsystem by 20% and reduced the cost of software by 50%

• Organized weekly communication meetings among engineering, IT, and marketingdepartments, improved communication and collaboration and reduced the problemsolving cycle from 7 to 3 working days

2012‑Present SHANGHAI JIAOTONG UNIVERSITY ALUMNI ASSOCIATION Ann Arbor, MIInternal Vice President• Coordinated with company sponsors and cooperated with board members to organize

important events including monthly company information sessions, facilitating jobsearch for up to 100 students per year

• Helped over 100 new Chinese students adjust to cultural difference and network withexperienced alumni by organizing social events, leading to increasing Chinese studentsatisfaction and success

ADDITIONAL • Language: fluent in English and Chinese, basic understanding of German• Programming: experienced in C++,C,Matlab,Verilog and SQL• Enthusiastic volunteer, spending two weeks in Thailand and one month in Yunnan,

China for educational volunteer work• Hobby: enjoying swimming and playing the piano; received level ten certificate of piano

August 2015


SPOTLIGHT! 2015

ZACHARY DUNCAN3010 Woodland Hills Dr • Ann Arbor, MI 48108


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, April 2016• Tauber Institute for Global Operations Fellow• Member of Ross Armed Forces Association• Awarded Boeing/Tauber Scholarship

UNIVERSITY OF CALIFORNIA Berkeley, CACollege of EngineeringBachelor of Science in Civil and Environmental Engineering, May 2009• Member of American Society of Civil Engineers

EXPERIENCE PACIFIC GAS & ELECTRIC (PG&E) San Francisco, CA2015 Financial & Resource Management

• Developed and implemented comprehensive information flows and standardizedmetrics tracked from worker level to C‑suite

• Built and piloted recommendations for 30/90 day workplan and full‑time employeeposition to plan and coordinate work within standardized processes

MAP 2015 AMAZON Seattle, WASenior Product Manager Intern• Created scalable, data‑driven model based on historical demand to organize logistics for

Same‑Day Delivery, Ship By Region, and Marketplace Shipping Services platforms,resulting in a cost‑savings opportunity of $1.5B+ in just the first year.

2009‑2013 UNITED STATES MARINE CORPS Camp Pendleton, CAAssistant Operations Officer, 2012‑2013• Developed and coordinated final certification exercise conducted prior to deployment;

realistic, large‑scale testing resulted in deployment authorization of 2,000 personnel byDepartment of Defense, setting the standard for West Pacific deploying units

• Initiated organizational training program consisting of over 2 dozen separate crisismanagement events adopted by units across Camp Pendleton; supported over 1,400Marines/year and comprised 40+% of all Marine Training/Readiness requirements

• Published standard operating procedures for use across functions to support combatoperations; improved efficiency across unit boundaries once adopted by reducingconfusion and wasted time in planning stages of operations

• Designed and supervised execution of continuous 14‑day jungle warfare trainingpackage, developed standard operating procedures for use in jungle theaters;procedures were adopted uniformly across unit

• Organized 300+ personnel across 12 locations to logistically support unit training over 2month period; resulted in distribution of 25 letters of commendation and personalcommendation of Navy and Marine Corps Achievement Medal

Infantry Platoon Commander, 2010‑2012• Trained and developed 60 personnel including 7 direct reports and led them through an

international deployment to Southeast Asia• Organized and directed team of 160 foreign and US personnel for 25 days over two

countries, evacuated over 300 civilians in support of humanitarian crisis evacuationproject

• Integrated over 50 Korean Marines into a cohesive team, instructing them in mountainwarfare and urban combat, furthering national policy objectives in South Korea whilepromoting stability throughout the region

• Led and created comprehensive training regimen for 6‑man team, managing a complexnetwork of communications and equipment while coordinating aircraft and artillery tosupport both tactical and administrative operations

ADDITIONAL • Drove, motorcycled, and backpacked across four continents over a 9‑month period• Professional bagpiper, avid guitarist, flutist, and photographer

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SNEHA VENKATACHALAMMunger Graduate Residences , 540 Thompson Street, Apt #4060 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, April 2016• Emphases in Operations and General Management• Recipient: Tauber Institute for Global Operations Scholarship• Elected: Vice President of Corporate Relations, Operations Management Club• Elected: Vice President, Ross School of Business Toastmasters Club

NATIONAL UNIVERSITY OF SINGAPORE SingaporeBachelor of Engineering in Electrical Engineering, July 2009• Recipient: Singapore Airlines‑Neptune Orient Lines merit‑based full scholarship• Elected: General Secretary, NUS Sathya Sai Society (Community service)• Elected: NUS Student Leader at International Trade Conference 2006, China

EXPERIENCE GE CAPITAL FLEET SERVICES Eden Prairie, MNMAP 2015 Student Consultant

• Strategically redesigned critical business processes to improve supplier engagement andenhance customer experience for truck ordering and engineering services with finalproject presentation to CEO.

• Identified opportunities to improve productivity and developed recommendations toeliminate 360 hours of non‑value added process activities per month, with anticipatedimplementation of recommendations by 2016.

Summer 2015 PACIFIC GAS & ELECTRIC COMPANY San Ramon, CAFinancial & Resource Management Intern• Devised an enhanced process improvement framework under Super Gas Operations for

the corrosion work stream to decrease Notice of Violations and improve visibility andefficiency, with identified cost savings of $2.7M.

• Piloted new process framework at 1 division, with anticipated expansion into all 18divisions by 2016 and 17 other work streams by 2018.

GLOBALFOUNDRIES INC. Singapore2011‑2014 Process Engineer II/Senior Engineer

• Established 3‑member Statistical Process Control (SPC) team to reduce productiondefects by 40% with annual cost savings of $1.5M; instituted best‑in‑class qualityprocedures and implemented them in 3 manufacturing sites worldwide.

• Led 12‑member audit team to manage internal and external audits with ISO:9001 andTS16949 quality standards that improving consistency of product performance;presented with the GLOBALFOUNDRIES Spotlight Award for this accomplishment.

• Selected among 7000 employees (top 1%) to lead a team of 6 interns from the IndianInstitute of Technology to automate business processes under the “Good to Great”movement achieving efficiency improvements of 15‑45%.

• Appointed as Brand Ambassador of “Gen‑Y”, a collaborative program byGLOBALFOUNDRIES and Singapore schools to motivate and mentor secondary schoolstudents through realistic cases to tackle current challenges in industry.

2009‑2011 Process Engineer I• Qualified semiconductor manufacturing tools and production lines; enhanced the

throughput of a bottleneck production line by 38% saving $5M.• Youngest employee to be selected for the cross functional leadership development and

team building program (top 5%).• Built detection systems in production line using advanced statistical models; trained

1200 employees to apply the models and overall SPC methodologies.

ADDITIONAL • Elected: President, Bukit Batok International Toastmasters Club• Vocalist: Academy of Rock affiliated with Rock School Ltd., Indian Instrumental

Ensemble, performed in various concerts• Avid traveller and adventure enthusiast (bungee, scuba, diving, rafting, paragliding)

August 2015


SPOTLIGHT! 2015

PRECISION CASTPARTS CORPORATIONDEVELOPMENT OF SEPARABLES FITTING QUOTING SYSTEM

Student Team:Phillip Scavulli – Master of Supply Chain ManagementTrevor Sultana – EGL (BSE/MSE Mechanical Engineering)

Project Sponsor:Ryan Kinslow – Vice President, Fluid Fittings and Bushings Division

Faculty Advisors:Hyun-Soo Ahn – Ross School of BusinessRobert Inman – College of Engineering

Precision Castparts Corporation (PCC) is the world’s largest producer of metal aerospace components with annual revenue of $10B. The Fluid Fittings Division produces threaded and permanent connectors for the hydraulic and pneumatic lines in aircraft, a critical application requiring precision tolerance and extreme durability. In 2013, PCC began acquiring and consolidating four fluid fittings manufacturers in the Los Angeles area. The threaded or “separable” fittings segment is the most operationally and strategically challenged but offers the most potential for revenue growth. The company sought to both increase revenue and reduce costs by standardizing its pricing and sourcing strategies across the brands. To do so, the company needed to develop a cohesive and universal pricing protocol and with it a systematic understanding of the costs. This was a complex undertaking because the sales people or customer service representatives (CSRs) had historically formed the decision-making core of the separable fittings business, using judgement, intuition, and tribal knowledge to make pricing, operations, and inventory judgments.

The Tauber team set out to standardize and automate the price quoting process by integrating the operational, financial, and marketing data required for pricing into one quoting system through which pricing policies could be established, refined, and implemented based on changing costs, market forces, and available production capacity. The team built a universal part classification system that categorized all parts based on the often inconsistent product codification standards. With the foundational classification system designed, the team then developed a pricing engine that automated and improved upon the existing “black art of quoting” currently practiced by seasoned CSRs. After six weeks of testing and iterative development, the final product is a VBA-powered quoting system used by all CSRs that programmatically generates prices for the top-selling separable fittings based on raw material cost, cycle and setup times, quantity, inventory availability, manufacturing site, production lot size, market segmentation, price elasticity of demand, ordering minimums, and long-term agreements. An administrator module allows management to tailor the parameters of the quoting system and the prices it generates to best fit the market environment, while also providing an eagle-eye view into quoting throughput by all CSRs. On project completion the quoting system was fully implemented.

The holistic nature of quoting and the demands of automating this process required developing and implementing several valuable building blocks. The prior lack of a systematic approach introduced wide variation into both the cost structure and the quoting process. While building the quoting system, the Tauber team also provided Permaswage with its first thorough cost analysis and sourcing framework for separable fittings. The team also developed an “Availability to Promise” (ATP) system that allowed the different sites to combine and transfer their inventories between sites without the concern of undercutting their own backlogs.

After implementing the quoting system, immediate annualized savings were $1 million, owing to reduced reliance on manual quoting, minimization of pricing error, and improved insight into sourcing. Another instant benefit from the quoting system was an estimated 10% reduction in static inventory as a result of the new system’s ATP functionality. The system generates competitive prices roughly ten times faster than previous methods and provides PCC with visibility into, and thus the opportunity for refinement of,its revenue model. Long-term savings and profit gains from full implementation of this quick, accurate, and consistent quoting system and its revenue optimization framework are estimated at $5 million per year. Once structurally unscalable due to a lack of repeatable pricing, the separable fittings business is now positioned for substantial growth, which could yield gains that dwarf our current projections.

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PHILLIP B SCAVULLI350 Thompson Street, Apt 444 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management• Awarded Fellowship from the Tauber Institute for Global Operations• Elected Class President for MSCM Class of 2015• GMAT: 780 (99th percentile)

UNIVERSITY OF VIRGINIA Charlottesville, VACollege of Arts and SciencesBachelor of Arts, Interdisciplinary Humanities• Echols Scholar

EXPERIENCE PRECISION CASTPARTS CORP. Gardena, CA2015 Pricing Strategy and Supply Chain Intern

• Developed and fully implemented quoting system allowing automatic generation ofprices for fluid fittings. System dynamically generates prices taking into accountcompetitive landscape, cost structure, sourcing and production environments, andmarket segmentation. Accelerated quote generation 10x and achieved immediateannualized savings of $1M.

• Built cost analysis and source selection framework which serves as key decision matrixfor supply chain and S&OP planning.

• Introduced scalability to a business previously constrained by dependence on ad hocdecision making and hobbled by resulting inefficiencies. Unlocked growth potential andfuture savings estimated at $5M annually, with significantly larger potential upside.

2006‑2014 LEARN1 (FORMERLY WORDSMART) San Diego, CACOO, 2010‑2014• Led restructuring efforts: avoided insolvency, and returned company to profitability.

Reorganized company to reduce payroll by 35% and non‑payroll expenses by 30%.• Raised cash by negotiating sale of unprofitable infomercial business.• Overhauled inventory management and purchasing processes, implemented Kanban

system eliminating waste and reducing fulfillment costs by over 15%.• Developed strategy to migrate information systems to cloud, worked on team that

implemented Netsuite ERP, resulting in recapture of 10% lost revenue and 30+%reduction in total IT costs.

• Project‑managed implementation of Moodle LMS (Learning Management System),which will allow better student outcomes and less instructor downtime.

Director of Marketing (Interim), 2009‑2010• Grew online lead‑generation business from $0 in 2008 to $2.5M in 2010, through

strategic partnerships and deployment of unique content• Oversaw infomercial, radio, and internet advertising, managed multiple call centers and

Direct Response lead pipeline. Increased phone conversions by 30% and onlineconversions by 25%.

• Built subscription offering which added over $100,000 annually to bottom line.

Product Manager, 2006‑2008• Developed eLearning service that combined an online course with web‑based tutoring,

which became main profit center for company. Sourced all components, (IP, hardware,and code). Reasearched and designed offering and developed pricing.

• Designed, developed and launched several e‑learning offerings, which allowedcompany to increase average revenue per customer by over 40% in 3 years.

• Turned vocabulary assessment quiz into one of first successful online lead‑generationtools, resulting in $200,000 of incremental annual revenue.

ADDITIONAL • Donor, volunteer, and finance committee member of Wildcoast. Wildcoast is dedicatedto preserving the coastal and underwater ecosystems of California and Mexico.

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RAYTHEONOPTIMIZATION THROUGH PROCESS-FOCUSED MANUFACTURING

Student Team:Kenneth Chin – EGP (MSE Industrial and Operations Engineering)Samuel Edandison – Dual (MBA/JD)

Project Sponsors:Paul Allen – Factory Operations ManagerShashank Dubey – Continuous Improvement Manager

Faculty Advisors:Achyuta Adhvaryu – Ross School of BusinessW. Monroe Keyserling – College of Engineering

Raytheon wanted to move its manufacturing facility (in Andover, Massachusetts) from a product-focused manufacturing operation to a process-focused manufacturing operation. The Tauber team was tasked with coming up with a framework to transform Andover’s product-focused factory into a process-focused factory, in which space would be organized based on process flow.

At the Andover factory, production lines were focused at the product level, meaning that each product’s operations were self-contained within a specific area. Unique processes were independently developed for each product and were generally not shared between programs. A product usually had hundreds of part numbers. The manufacturing operations and process times for part numbers in a product varied.

After evaluating the work instructions of over 2000 part numbers across many products, the Tauber team recommended that Raytheon move from product-focused manufacturing to process-focused manufacturing. The Tauber team created a framework that called for Raytheon to transform its product-focused manufacturing to four new manufacturing areas focused on common manufacturing operations. In these four new areas, operators will be doing similar work content with similar labor hours.

The framework developed by the Tauber team was projected to save Raytheon roughly $6.5 million annually in labor and support cost. Moreover, the framework reduced the internal variability of demand for part numbers by 26% compared to the Raytheon’s current product-focused manufacturing. The new framework also reduced the variability of labor hours by 27%, which will ease the load balancing efforts for the new manufacturing areas. Because demand in the Tauber team’s future framework is aggregated across different products, it is more likely that high demand from one product will be offset by low demand from another product. The lower variability of demand for part numbers will decrease operator downtime and increase the utilization of operators through pooling. Because demand for part numbers in the framework will be more stable, there will be less fluctuation in head count on average from quarter to quarter. Less fluctuation in head count will reduce the inefficiencies of losing knowledge from layoffs and training for new employees.

Moving from programmatic manufacturing to process-focused manufacturing will allow Raytheon to increase both capacity and efficiency at the Andover facility. By being more efficient, Raytheon will be more cost competitive with its peers, and by moving to process-focused manufacturing, Raytheon will be more flexible when new programs are contracted.


SPOTLIGHT! 2015

KEN CHIN733 Tracy Circle • Townsend, DE [email protected] • (201) 674‑4470

EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Industrial & Operations Engineering, May 2015• Emphases in Manufacturing and Operations Management• Tauber Institute for Global Operations Fellow• GPA: 4.0/4.0

College of EngineeringBachelor of Science in Mechanical Engineering, May 2009• Graduated Cum Laude• Deanʹs List in 2006, 2007, and 2008• University Honors 2009

EXPERIENCE RAYTHEON Andover, MASummer 2015 Summer Intern Operations Management

• Developed a current state manufacturing process map for 2,000 part numbers toidentify common processes, monuments, and core competencies across 4 manufacturingverticals

• Created future state that transforms the current program‑focused manufacturing into aprocess‑focused layout where common manufacturing processes across 4manufacturing verticals are consolidated, this projects to save $6.5 million annually andlowers demand variability by 25%

2010‑2014 MILTEC UV Stevensville, MDManufacturing Operations Manager, 2012‑2014• Increased potential throughput in manufacturing process by 50% by creating Value

Stream Map to identify and alleviate bottleneck and justifying capital equipmentpurchase

• Implemented quantitative employee performance metrics by setting production goals injob descriptions and using training matrix to measure productivity and growth,increasing fairness and accuracy in evaluating employees

• Designed machinery modifications and created and executed test plan for productimprovement project based on customer feedback, increasing sales by an estimated 15%

• Developed set of visual inspection criteria to create objective standards for pass/fail forvarious types of defect modes lowering scrap rate from 19% to 11%

• Replaced manual dosing process with automated system to improve manufacturingprocess repeatability, increasing process capability by 60% and decreased defects by80%

Process Engineer, 2010‑2012• Transformed manufacturing process from Push to Pull using Lean Manufacturing

principles, motivating employees through production metrics, and streamlinedscheduling to meet production targets at a rate of 96%

• Documented manufacturing processes into standard work instructions and trainedemployees to decrease variability and add traceability within process

• Implemented planned maintenance and spare parts program to minimize disruptions toproduction resulting in 95% manufacturing uptime

• Designed manufacturing floor layout for new proposed facility, utilizing materialhandling and work cell design to ensure optimal material and production flow.

ADDITIONAL • Music enthusiast, play piano, guitar and baritone horn• Traveled extensively in Australia and Asia• Avid sports fan, especially football and soccer

August 2015

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SAMUEL N. EDANDISON323 Packard Street, Apt. 7 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, May 2017• Tauber Institute for Global Operations Fellow• Vice President of Michigan Ross Private Equity Club• Emphases in Strategy and Operations

University of Michigan Law SchoolJuris Doctor, May 2017• Editor‑in‑chief for Michigan Telecommunication and Technology Law Review• Contributing Editor for Michigan Business and Entrepreneurship Law Review• Scholarship Gala Chair for Michigan Black Law School Association

DARTMOUTH COLLEGE Hanover, NHBachelors of Arts in Government, June 2010• Co‑Captain for Dartmouth Rugby Football Club (3‑time Ivy League Champions)

EXPERIENCE RAYTHEON COMPANY Andover, MASummer 2015 Senior Operation Intern

• Examined the manufacturing processes of various vertical programs and constructed anoptimal flow for the consolidation of the various programs.

• Perform capacity planning in the conversion to a new manufacturing strategy, andprovided recommendations for optimization, with a potential savings of $6 million.

MAP 2015 CENTERBRIDGE PARTNERS, L.P. New York, NYMBA Student Consultant• Performed vendor due diligence on General and Limited Partnerʹs financial reporting

platforms.

Summer 2014 OPTUM (DIVISION OF UNITEDHEALTH GROUP INC.) Eden Praire, MNLegal Intern• Expedited the acquisition process by developing guidelines for the M&A department in

the expansion of Optum.• Developed strategy with senior counsel in on‑going government bids by researching

applicable law in order to increase the likelihood of winning bids.• Formulated guidelines on applicable law for the IT department in their creation of

products.• Advised senior counsels on legal risks and compliance matters.

2011‑2013 KENYON & KENYON New York, NYLitigation Paralegal• Performed due diligence on opposing party and managed pre‑trial litigation process in

over 20 litigations across the country.• Coordinated witness testimonies, court hearings, correspondence between attorneys

and meeting with clients, so as to streamline the litigation process.

2010‑2011 BRONX COUNTY OFFICE OF THE DISTRICT ATTORNEY Bronx, NYFreedom of Information Law Officer• Created and standardized template for legal correspondence on Freedom of

Information Law requests, and counseled outside attorneys on the Freedom ofInformation process.

• Streamline case review process, removing a 5‑month backlog and transformingoperations.

ADDITIONAL • Mentor inner‑city high school students in regards to academic success and leadership.• Fluent in Igbo (Nigerian Language); lived in the Nigeria delta for over 8 years.

September 2015


SPOTLIGHT! 2015

VERIZON WIRELESSSTEPPING OUTSIDE THE BOX WITH BIG DATA

Student Team:Ali Ali – Master of Business AdministrationAshlyn Gurley – Dual (MSCM/MS Natural Res & Environment)James Wang – Dual (MBA/MSE Industrial and Operations Engineering)

Project Sponsors:Anne Robinson – Director, Data AnalyticsJulian Sassoon – Director, Supply Chain LogisticsKevin Wooster – Senior Consultant, Supply Chain Sustainability

Faculty Advisors:Steven Skerlos – College of EngineeringJoline Uichanco – Ross School of Business

Verizon Wireless is the largest wireless communications services provider in North America with more than 108 million retail connections, over 1,700 retail locations and revenues of $87 Billion. To service these customers, Verizon’s forward supply chain ships roughly 20 million cartons per year.

Cartonization, the process for determining the number and size of shipping cartons per order, has significant financial and environmental impacts. However Verizon’s partners in the forward supply chain have not been evaluated on cartonization efficiency. The Tauber team was challenged to measure and assist Verizon’s partners in improving cartonization in the distribution centers (DC).

The team built a Python model to quickly assess carton fill rates and simulate the effect of business rules on cartonization. A cluster analysis was performed to determine if additional carton sizes would improve carton fill rates. The team also analyzed the DCs’ operations to identify potential process improvements. Through this analysis, the team identified opportunities to reduce void space, which drives shipping costs and corrugate use.

In conclusion, the team identified several recommendations, including:

• Metrics for benchmarking and cartonization throughout the forward distribution network• Standardization of DC processes to reduce shipping costs• A business case for shared value by renegotiating DIM shipping rates

Implementing these recommendations are projected to save more than 5% in shipping costs and result in a reduction in the use of more than 300K boxes annually, which translates to 2,200 trees, building an environmental and financial business case for more efficient operations.

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ALI ISMAIL ALI540 Sheehan Ave • Ann Arbor, MI 48103


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, April 2016• Tauber Institute for Global Operations Fellow• Emphasis on Operations/Supply Chain Management and Consulting• Member of Energy, Emerging Markets, and Consulting Clubs• 740 GMAT Score

UNIVERSITY OF ROCHESTER Rochester, NYSchool of EngineeringElectrical and Computer Engineering• Member of NSBE and SHPE

EXPERIENCE VERIZON WIRELESS Basking Ridge, NJSummer 2015 Verizon Wireless Supply Chain ‑ Intern

• Developed an algorithm that optimizes cartonization efficiency using Python code;model is being adopted to benchmark DC performance and carton sizing

• Identified opportunities to decrease operational environmental impacts, expected toresult in a reduction in the use of more than 300K boxes, equivalent to approximately2,200 trees

• Led and developed changes in DC operations with potential shipping savings of morethan 5%; created an implementation plan to standardize cartonization across the supplychain

2008‑2014 DATA CENTER SOLUTIONS Albany, NYEnergy and Power Systems Engineer• Led all design teams on the integration of APC Power Units, Cooling Units, and

Servers, resulting in an alignment with the needs of our customers and a 75% increasein sales of our larger, and more profitable, power units (80 kVA and above)

• Designed and launched a completely integrated interface to incorporate HR, Payroll,and Operations; interface was leveraged as a tool for benchmarking

2004‑2005 GENERAL ELECTRIC AIRCRAFT ENGINES Cincinnati, OHRemote Diagnostics• Formulated diagnostic and tracking information for use with non‑commercial aircraft,

which crucially helped GEAE gain an edge in landing lucrative contracts with the USMilitary over competitor Pratt‑Whitney

• Worked on a Six Sigma team tasked with researching MCPH contracts and healthmonitoring systems such as the Pro‑line 4, ultimately resulting in a reduction inprocurement inefficiencies and a streamlining of the trending levels (eg. Derate) GEAEoffered to commercial airline customers such as United and Lufthansa.

2005‑2008 AMERICAN POWER CONVERSION, CORP. West Kingston, RISales Engineer• Analyzed the use of APC protected Data Centers with Fortune 500 companies and

developed a tiered servicing system akin to Cable, with higher servicing (eg. onsitevisits) correlating with a higher tiered service

• Achieved ʺTop Sales Engineer Repʺ for the year 2006, placing 2nd and 3rd in 2005 and2007 respectively

ADDITIONAL • Worked ʹpro‑bonoʹ to set‑up VAC UPS power supplies to provide continuous power forthe water pump and Hospital ICU in Hargeysa, northern Somaliaʹs largest city

• I have the high distinction of being the only one of my 4 brothers to fail at completing amarathon or any other long distance race of significance. My failure was decisive,complete, and a source of endless taunts. I am not bitter about it, I promise.

August 2015


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ASHLYN GURLEY1314 Sheehan St. • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Supply Chain Management, December 2015• Tauber Institute for Global Operations Fellow• MSCM Leadership Award, June 2015

School of Natural Resources and EnvironmentMaster of Science, Concentration in Sustainable Systems/Environmental Policy, April 2015• GlobaLens case, “Goldman Sachs: Determining the Potential of Social Impact Bonds.”• Third Place, Erb Institute Sustainable Business Case Competition, July 2014

College of Literature, Science and the ArtsBachelor of Arts in Political Science and Environmental Science, April 2011• Senior thesis, “Root of the Matter: Market Structure and Political Representation in

Michigan’s Agricultural Sector,” Department of Political Science

EXPERIENCE VERIZON WIRELESS Basking Ridge, NJ2015 Tauber Institute Team Project Intern

• Developed an algorithm that optimizes cartonization efficiency using Python code;model is being adopted to benchmark DC performance and carton sizing.

• Identified opportunities to decrease operational environmental impacts, including anexpected reduction of 300K boxes annually, equivalent to approximately 2,200 trees.

• Led and developed changes in DC operations with potential shipping savings of morethan 5%, created an implementation plan to standardize cartonization across the supplychain.

2014‑2015 US ENVIRONMENTAL PROTECTION AGENCY Ann Arbor, MIORISE Research Fellow, SmartWay• Increased use of freight and Scope 3 data in CSR reports by facilitating partnership with

GRI, CDP to create carbon disclosure feature in SmartWay software.• Assisted on technical advisory council to develop guidance for Sustainable Purchasing

Leadership Council in freight and delivery services category.

2014‑2015 KELLOGG COMPANY Battle Creek, MISupply Chain Research, Masters Project• Created triple bottom line model to assess supply chain risk, ROI of sustainability

investments using multi‑criteria optimization methods.

2013‑2014 DISTRIBUTED SUN LLC Ann Arbor, MIMarket Research [Energy Consulting Project]• Conducted analysis of demand response markets using CAISO nodal pricing to

evaluate energy storage investment and market entry opportunities.

2011‑2013 BAVARIAN INN CORP. Frankenmuth, MILoyalty Program Coordinator• Wrote programming in existing reservations software that successfully converted all

correspondence to automatic email format, saving over $10,000 per year.

2010 AMERICAN SUGARBEET GROWERS ASSOCIATION Washington, DCLegislative Intern• Analyzed information to produce press releases, price surveys, report to understand

WASDE quota timing and maritime shipping of raw cane sugar imports.• Designed and laid out 80+ page annual directory, reducing directory costs by 40%.

ADDITIONAL • Certifications: Six Sigma Green Belt (IIE), IPMA‑Project Management, GHG ProtocolCorporate Value Chain (Scope 3) Standard Certification

• Selected Awards: Academic All‑American 2011 (Synchronized Swimming), RuthThompson Athlete of the Year 2011

August 2015

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JAMES WANG571 Liberty Pointe Dr • Ann Arbor, MI 48103


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, May 2016• Emphases: Corporate Finance and Global Operations Management• Member: Finance Club, Ross Tech Club, Operations Management Club, West Coast

Forum, and Ross Armed Forces Association• Selected: Fast Track Finance (FTF) program.

Rackham Graduate SchoolMaster of Industrial Engineering, May 2017• Accepted into the College of Engineering (CoE) program for Industrial Engineering• Focus on Operations Research

School of Literature, Science, and ArtsBachelor of Arts, May 2006• Emphases: Economics and English• Enlisted in the United States Marine Corps Reserve

EXPERIENCE VERIZON WIRELESS Basking Ridge, NJ2015 Supply Chain Intern

• Led and developed changes in DC operations with potential shipping savings of morethan 5%.

• Developed an algorithm that optimizes cartonization efficiency using Python code andbeing adopted to benchmark DC performance and carton sizing.

• Identified opportunities to decrease operational environmental impacts, expected toreduce the use of more than 300,000 cartons, equivalent to 2,200 trees.

2011‑2014 THE JOINT STAFF ‑ DEFENSE INFORMATION SYSTEMS AGENCYCommunications Watch Officer Washington, DC• Managed a 24/7 operations team that directly supported the President and senior

leaders with Nuclear Command and Control Capability, enabling leadership toimmediately and effectively respond to any emergency.

• Developed rapid solutions for evolving IT requirements, providing global situationalawareness for Senior Military Leadership to make informed decisions.

• Presented critical updates to senior management on the effect of system outages oncapabilities and services, ensuring mission objectives were never compromised due totechnical issues.

2010‑2011 UNITED STATES MARINE CORPS ‑ III MARINE EXPEDITIONARY FORCENortheast Asia Operations Planner Okinawa, Japan• Designed and implemented a secure communications network after an 8.0 earthquake

in Japan, creating a reliable and critical system for humanitarian operations andevacuation planning.

• Coordinated with the Republic of Korea in the development of technical systems andprocedures in support of coalition defense plans, nurturing the strategic relationshipbetween United States and its allies.

2009‑2010 UNITED STATES MARINE CORPS ‑ AFGHANI NATIONAL ARMY ADVISOREmbedded Training Advisor Kabul, Afghanistan• Personally mentored three Afghani military officers on operational planning and

logistical policies in preparation for combat operations, ensuring the combateffectiveness of over 300 Afghani troops.

• Supervised the procurement, transfer, and accountability of over 10,000 serializedmilitary assets from the U.S. military to the Afghani National Army, resulting insuperior marks for combat readiness and reporting accuracy.

ADDITIONAL • Selected for the Fullbridge Program, a program for high‑potential military veterans torapidly develop business skills through the mentorship of leading academic professors

August 2015


SPOTLIGHT! 2015

WHIRLPOOLREFRIGERATION CABINET FOAM PROCESS MODELING

Student Team:John Klocke – Master of Business AdministrationNick Walker – EGL (BSE/MSE Chemical Engineering)

Project Sponsors:Mike Anthony – Engineering Director, Refrigeration and Dish Mike Hile – Engineer Lead, Polyurethane FoamMae Zyjewski – Senior Director, Advanced Manufacturing

Faculty Advisors:Brian Love – College of Engineering Brian Talbot – Ross School of Business

Whirlpool Corporation, a $20 billion company, is the largest appliance manufacturing company in North America, Latin America, and Europe and the largest Western appliance manufacturing company in Asia. The Advanced Manufacturing (AM) organization provides research, technical guidance, and new technology guidance to Whirlpool’s businesses around the world.

The AM organization has perceived latent capacity in the cabinet foaming area of the refrigerator assembly process. After determining there was in fact latent capacity within the cabinet foam areas of several refrigerator assembly lines, the Tauber team developed recommendations to improve cabinet throughput in foaming areas. The team used ProModel computer simulation software to develop current state models of two cabinet foamlines in Amana, Iowa, and one cabinet foamline in Joinville, Brazil. After the current state models were verified, the team made several future state computer models of the cabinet foaming areas in order to improve capacity, and as a result, overall throughput.

By analyzing timing data, changeover data, and production scheduling data at each line, as well as receiving input from plant employees, engineers, and facility computer programmers, the team created several future state models for each area. Based on the future state models, the team initiated an implementation effort in Amana, Iowa. The team has shown that, by adding two additional sensors to each fixture and changing the timing logic, capacity will increase by 2 3% (6,000 -10,000 units annually). Additionally, the team’s future state models will serve as the baseline for Whirlpool’s efforts to standardize the cabinet foaming areas of fifty lines worldwide. The team’s summer implementation efforts in Amana, Iowa are currently in progress. Once completed, they will create a 5 year net present value for Whirlpool Corporation ranging from $3.3 to $8.2 million with 90% confidence. The team’s future state models across all three lines present a 5 year net present value opportunity ranging from $21 to $30 million with 90% confidence.

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JOHN KLOCKE1240 Astor, Apt 2014 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MIStephen M. Ross School of BusinessMaster of Business Administration, May 2016• Tauber Institute for Global Operations Fellow: Scholarship Recipient• Elected Director of Communications: Ross Operations Management Club

UNITED STATES MERCHANT MARINE ACADEMY Kings Point, NYBachelor of Science, June 2009• Achieved a 3.74 GPA and class rank of 7th among 198 peers.

EXPERIENCE WHIRLPOOL CORPORATION Benton Harbor, MI2015 Advanced Manufacturing Intern

• Led implementation of changes at 2 refrigerator manufacturing lines resulting in a 5year net present value of $5‑8 Million and made additional recommendations toexecutives with a $20‑30 million NPV

• Programmed 20 computer simulation models with ProModel software resulting incompany wide adoption of simulation software as an investment decision tool

• Designed a financial model which clearly communicated financial impacts to executives

2011‑2014 CONOCOPHILLIPS POLAR TANKERS West Coast USA, TXShipʹs Officer, Crude Oil Tankers• Served as an officer in charge of navigation and cargo transfer executing hundreds of

successful voyage plans leading to the safe transfer of over 30 million barrels of oil• Directly managed operational and emergency response teams of 8 during physically

challenging shipboard operations resulting in a promotion and 2 safety awards

2009‑2011 EXCELERATE ENERGY LNG SHIPPING Global, TXShipʹs Officer, Liquid Natural Gas Tankers• Served as an officer in charge of navigation and cargo transfer operations leading to the

safe delivery of 1.5 million tons of liquid natural gas (LNG) to ports around the world• Managed an international crew of 10 during various complex shipboard operations

while maintaining a perfect safety and efficiency record

2010‑2012 KWIK TRIP INC La Crosse, WIProject Manager, Alternative Fuels• Proposed a fundamental business change to executives supported by financial valuation

models leading to an investment commitment of $10 million annually• Assisted in managing the build out of 8 natural gas fueling facilities reducing company

transportation costs by $1 million annually and increasing revenue by $5‑10 millionannually

2011‑Present KLOCKE POMPEIAN SILBER: REAL ESTATE LLC Rochester, MNCo‑Founder• Negotiated contracts for deed and property management contracts valued at $425,000

resulting in the acquisition of 6 rental units in the target market• Reinvested rental income in property improvement projects leading to a 33% increase in

property value in 3 years and a 90% annual ROI for investors

2009‑Present UNITED STATES NAVY RESERVE USALieutenant, Strategic Sealift Officer Program• Served as an officer for 6 years aboard 4 different naval cargo vessels resulting in 2

promotions and heightened national readiness for combat

ADDITIONAL • I have been in hurricane conditions more than 10 times while on board cargo vessels!• ProModel manufacturing simulation software: Intermediate skill level• Spanish: Limited working proficiency• Volunteer driver for VA disabled veterans, logging more than 100 hours of service

August 2015


SPOTLIGHT! 2015

NICHOLAS WALKER18510 I Dr N • Marshall, MI 49068


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Chemical Engineering, May 2016• Tauber Institute for Global Operations Fellow

College of EngineeringBachelor of Science in Chemical Engineering, May 2015• 3.55/4.00 GPA• Minor in International Engineering with Focus Area in Operations• Member of the Engineering Global Leadership Honors Program• Clifton S. Goddin ChE Scholarship Recipient (2013), National Merit Finalist (2011),

University of Michigan Regents Scholarship Recipient (2011), University of MichiganMSPE Grant (2011), TODA America Inc. Scholarship Recipient (2011)

EXPERIENCE WHIRLPOOL CORPORATION Benton Harbor, MI2015 Advanced Manufacturing Intern

• Assessed current state of 3 cabinet foaming lines for refrigeration plants in Amana, IA,and Joinville, Brazil and analyzed lines for capacity improvement potential

• Modeled current states of cabinet foam areas using a simulation software calledProModel and incorporated recommendations for throughput improvement into futurestate scenario models

• Implemented summer recommendations with a 5‑year Net Present Value of $5.0 to $8.3million; future implementation of best case future state scenarios on all 3 cabinetfoaming lines has a combined 5‑year Net Present Value of $20 to $30 million

2013 HOYʹS 5&10/CRU Ocean City, NJGeneral Employee/Student• Trained new employees, operated front register, and aided in customer service, leading

to a large increase in store sales from the previous year, making it the only one of 4stores to have increased sales for the summer season

• Directed Cru weekly meetings, including all programming and facility management,and engaged tourists through outreaches, with the ultimate goal of personal andcommunity spiritual growth and leadership development

2012 HORIZON INTERNATIONAL Pendleton, INIntern• Processed correspondence between orphaned African children and their sponsors and

updated child profiles to reflect the biographical information and circumstances of eachchild in order to enhance the sponsor‑child relationship

• Traveled throughout Uganda and South Africa for 8 weeks leading missions teams andconducted Vacation Bible Schools, student retreats, and work projects with the purposeof spreading the love of Christ to African children and adults

• Planned Run‑a‑thon fundraiser to raise $75,000 in order to underwrite the costs ofinstalling wells and water purifiers in African villages

2011 RÖSLER METAL FINISHING CO. Battle Creek, MIEngineering Intern• Designed and implemented digitization process for archiving old machine build files in

the companyʹs switch to paperless records• Fabricated new machine parts using Inventor and SolidWorks, aiding company

engineers in machine troubleshooting to refine products for customer purchase

ADDITIONAL • President, Bible study leader and emcee for Cru (Campus Crusade for Christ)• Worked in home construction in Summer 2014 including framing of new build house

and basement finish work; acquired valuable blueprint analysis skills• Proficient in Spanish• Captain for Intramural soccer, water polo, and sand volleyball teams• Passionate about traveling; have visited more than 15 countries and 40 states

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YOUTH FOR UNDERSTANDING (YFU) USAINCREASING PROFITS THROUGH DIVERSIFYING REVENUE STREAMS

Student Team:Alp Kiremitci – EGL (BSE/MSE Industrial & Operations Engineering)Justin Koehler – EGL (BSE/MSE Industrial & Operations Engineering)

Project Sponsors:Ann Durheim – Executive CoordinatorMichael Hill – President & Chief Executive Officer

Faculty Advisors:Amy Cohn – College of EngineeringAnne Harrington – Stephen M. Ross School of Business

Youth for Understanding (YFU) USA is a nonprofit intercultural exchange organization based in Washington, D.C. Since 1951, YFU has grown into a global network of 60-plus YFU partner organizations and has placed more than 250,000 exchange students, relying on an international community of dedicated volunteers for outreach, host family recruitment, and student support.

YFU USA has underperformed in the volatile and competitive student exchange industry, recording annual net losses up to $2.00 million in fiscal years 2011-2014. In August 2015, the organization operated with $4.4 million in cash reserves, less than three months’ worth of working capital needed to run the organization. Reliance on the inbound program for 80 percent of total revenue, shifting market dynamics away from long-term high school exchange, and cash volatility in the annual placement cycle put financial pressure on YFU USA’s operations and limit its ability to grow. Therefore, YFU USA management recommended the Tauber team focus on increasing profits and diversifying revenue sources.

To achieve this goal, the team performed a competitive analysis to benchmark YFU USA against more than 50 intercultural exchange competitors. The team classified and allocated fixed and variable expenses to accurately determine the profitability of inbound, outbound, and Community College programs and discovered a $748,867 annual structural operating deficit in the Travel Department. To determine student program preferences, the Tauber team surveyed more than 200 students and conducted 70 phone interviews with YFU students, non-YFU students, parents, Field Directors, and school staff.

The Tauber team made recommendations in five key areas: 1) implement new Travel Department policies in Q3 of 2015; 2) grow a nascent F-1 visa inbound exchange program; 3) focus on short-term and impact-based programs; 4) cultivate school relationships by establishing a student-driven “Campus Ambassador Program”; and 5) develop English and foreign language courses as a cross-selling opportunity. Taken together, these recommendations have the potential to generate $2.29-$2.80 million in additional profit over the next two years. By implementing these recommendations, YFU USA can recover 114.5%-140.0% of its $2.00 million loss in 2014. Upon project completion, the Tauber team’s deliverables include a two-year implementation plan for future initiatives, a financial modeling tool to project costs and revenue for future program implementations, and a framework for potential strategic partnerships.


SPOTLIGHT! 2015

ALP KIREMITCI500 Packard Street, Apt. 1 • Ann Arbor, MI 48104


EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringMaster of Science in Industrial and Operations Engineering, April 2016• Tauber Institute for Global Operations Fellow• Graduate Student Instructor, IOE 452: Corporate Finance

College of EngineeringBachelor of Science in Industrial and Operations Engineering, April 2015• GPA: 3.80/4.00, Summa Cum Laude, James B. Angell Scholar• Engineering Global Leadership (EGL) Honors Program Fellow• Member, Tau Beta Pi Engineering Honor Society• TU Berlin Study Abroad (Summer 2013); Alternative Energy Systems

EXPERIENCE YOUTH FOR UNDERSTANDING(YFU) USA Washington, DCSummer 2015 Business Analyst Intern

• Analyzed the financial structure of the organization by categorizing and allocating fixedand variable costs; determined that YFU USA was not breaking even in study abroadprograms and that 37% of their 2014 net loss was due to travel related activities

• Identified five new revenue streams through changing the travel department feestructure, developing new programs, improving school relationships, and establishinglanguage courses, thereby generating $2.3M‑$2.8M in profits over the next two years

• Developed a financial model and project implementation timeline, demonstratingeconomies of key program decisions and introducing a project management toolfocused on a two‑year plan to reduce periodic cash flow volatility in the organization

2013‑Present MECC CONSULTING GROUP UNIVERSITY OF MICHIGAN Ann Arbor, MIPresident (2015), External Vice‑President (2014) & Treasurer/Consultant (2013)• Led student society of 50+ consultants, project managers, and senior advisors, operating

6‑8 pro‑bono strategy and operations consulting projects with Fortune 500 companies,local Ann Arbor brands and newly established start‑ups located around Michigan

• Coordinated new member training series, monthly project briefing meetings andprivate networking sessions, educating group on fundamental strategy tools, enhancingproject experience and connecting with MECC alumni in consulting industry

• Established Corporate Information and Sponsorship Package, Alumni List and AlumniNewsletter to improve financial support and alumni engagement within the group,bringing the first official sponsorship to the organization through Capital One

Summer 2014 BANK OF AMERICA MERRILL LYNCH Istanbul, TurkeyGlobal Markets Sales & Trading Summer Analyst• Collaborated with research team on various sector strategy updates and 2Q earnings

previews, providing financial estimates for 45 companies and revising Discounted CashFlow and Dividend Discount valuation models to determine new price targets

• Composed 3 daily updates on Bloomberg to 400+ EMEA clients, providing insight onthe trading flow, macro meetings, central bank actions, political developments and theimpact of these events to the investor sentiment and specific stocks within the market

Summer 2013 BNP PARIBAS CORPORATE AND INVESTMENT BANKING Istanbul, TurkeyInvestment Banking Summer Analyst, Mergers & Acquisitions• Assisted advisory of Privatization Administration on sale of 16GW power generation

assets for $3.35B, valuing a facility at $700M‑$800M range by Precedent Transactionsmethod and performing statistical analysis to develop new auction strategy

• Generated buy‑side M&A ideas for $6.5B British engineering company, presenting 5potential acquisition targets on Turkish fluid handling and valve industry based onclientʹs growth strategy in emerging markets and valuing them at $150M‑$500M range

ADDITIONAL • Fluent in Turkish, conversational in German, and basic proficiency in Russian• Social Programs and Development Chair, Turkish Student Association (2012‑2014)• Designed pocket insert for sweatpants that prevents items kept inside from falling out

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JUSTIN KOEHLER917‑923 S. Forest Ave. • Ann Arbor, MI 48104

[email protected] • seelio.com/justinkoehler • (650) 521‑3507

EDUCATION UNIVERSITY OF MICHIGAN Ann Arbor, MICollege of EngineeringBachelor of Science in Industrial & Operations Engineering, April 2015• Master of Science in Industrial & Operations Engineering, expected May 2016• Tauber Institute for Global Operations Fellow• Cumulative GPA: 3.59/4.00• Engineering Global Leadership Honors Program, International Minor for Engineers• Boeing Industry Award, Weiss‑Partin Scholarship, Deanʹs List, University Honors• Relevant coursework: Quality Engineering Analysis, Simulation, Optimization

Methods, Business German, Global Cultural Systems Engineering

TECHNICAL UNIVERSITY OF BERLIN Berlin, GermanyInternational Engineering Summer School, June ‑ July 2012• Assembled, programmed, and ran drag tests in a wind tunnel using LabVIEW• Reduced drag on bluff bodies by implementing periodic air jet activation

EXPERIENCE YOUTH FOR UNDERSTANDING (YFU) USA Washington, DC2015 Business Analyst Intern

• Benchmarked 50+ intercultural exchange programs through a competitive analysis,developing a 2‑year plan to diversify revenue streams and reduce cyclical cash volatility

• Recommended short‑ and long‑term programmatic changes and partnershipsgenerating $2.3‑$2.8 million in additional profit by the 2016‑2017 program year,addressing a $750,000 annual structural operating deficit in the Travel Department

• Conducted and coded 70 interviews with students, parents, Field Directors, and schoolstaff, resulting in a Campus Ambassador program pilot to improve school relationships

Summer 2014 CISCO SYSTEMS, INC. San Jose, CASupply Chain Program Manager Intern• Led a metric mapping initiative with subject matter experts to identify 25 metric gaps in

8 services, characterizing discrepancies between internal metrics and customer needs• Managed in‑depth stretch and commit project plans to establish performance measures

for Supply Chain service offerings, accurately identifying project progress• Implemented a framework to address interdependencies across the initiativeʹs 5 project

tracks, adopted by senior staff in preparation for change management

2013 ZF LENKSYSTEME GMBH Schwäbisch Gmünd, GermanyIT Department Intern• Developed a Windows application in Visual Studio automating SQL data collection and

service request ticket printing, eliminating 40 hours of manual data entry per month• Utilized value stream mapping and lean visualization methods in collaboration with

internal consultants to optimize information flow through IT service modules• Communicated with IT departments to create service desk templates and import assets

into a configuration management database, directly linking all requests to assets

2012‑2013 BETTER LIVING USING ENGINEERING LABORATORY (BLUELAB)NicarAGUA Project Co‑Leader Managua, Nicaragua• Facilitated weekly NicarAGUA project meetings, promoting communication and

collaboration between business and multidisciplinary design teams• Designed large‑scale hollow membrane filters for schools in Managua and Leon,

collaborating with community members to provide clean water to 300+ students• Pursued grants and company sponsorship to fully fund 6 students’ travel expenses

ADDITIONAL • IIE Six Sigma Green Belt Certification (Winter 2014), Black Belt Trained (Fall 2014)• EGL Volunteer Abroad Chair (Fall 2014 ‑ Fall 2015)• Programming languages: C++, C#, Visual Basic, Matlab, SQL, AMPL• Applications: Excel, ProModel, SQL Management Studio, Minitab, Visual Studio• Volunteer English teacher in New Delhi, India (2014) and Quito, Ecuador (2015)• Languages: German (fluent), Spanish (advanced)

August 2015

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