The

QUEST

Conference

Fall 2018

Cohort 28

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

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

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

Capstone Project Portfolio

BD ................................................................................................................. 8

Kratos ............................................................................................................ 10

Leidos ............................................................................................................ 12

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

Miltec UV ..................................................................................................... 16

Northrop Grumman (Inventory) .................................................................. 18

Northrop Grumman (Lining) ...................................................................... 20

Oceaneering .................................................................................................. 22

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

Notable Past Projects ................................................................................... 27

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

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

Table of Contents

December 6, 2018

Dear QUEST Seniors:

Congratulations on your accomplishments! We are very proud of you.

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

I am very fond of this program because it prepares you to work collabo-ratively in interdisciplinary teams— an experience you are likely to en-counter after graduation. Your hands-on experiences will also prove use-ful as you move ahead.

We wish you all the best today in your conference presentation and great success in your next challenges. When you graduate, please stay in touch through the QUEST alumni network so that we can know how you are doing.

Sincerely,

Wallace D. Loh

President, University of Maryland

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ABOUT QUEST

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

a multidisciplinary, hands-on program for University of Maryland

undergraduates majoring in engineering, business, and science.

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

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

continues to produce excellent graduates prepared to face the changing

landscape of business, engineering, and technology.

Follow Us @QUESTumd!

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#QUESTConference

QUEST Conference Schedule

Project Poster Display and Hors d’oeuvres Orem Alumni Hall — Doetsch Room and Rever Alumni Hall of Fame

6:00 P.M. – 7:00 P.M.

Networking Reception Crist Executive Board Room

6:00 P.M. – 7:00 P.M.

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

7:00 P.M. – 8:15 P.M.

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

and rooms for each time.

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

8:15 P.M. – 8:30 P.M.

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Student Presentation Breakout Sessions

Guests may attend presentations in either of the rooms.

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

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

transition interval between sessions.

Heise Room Ballroom A

Session 1

7:00-7:15 P.M.

Oceaneering Northrop

Grumman—

Lining

Session 2

7:20-7:35 P.M.

Northrop

Grumman—

Inventory

Leidos

Session 3

7:40-7:55 P.M.

Middle River

Aircraft Systems

BD

Session 4

8:00-8:15 P.M.

Miltec UV Kratos Space and

Missile Defense

Systems

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PROJECT SUMMARY Our client is Becton Dickinson, a leading global medical technology company uniquely posi-tioned to improve both the treatment of disease and the process of care. Our team is specifical-ly working within Diagnostics, which strives to increase the accuracy and efficiency of sample collection and disease detection. The department performs this by employing trend informatics to develop its integrated workflow management and data analytics. This project deals with how the Field Service Engineers (FSEs) enter data about repairs they’ve completed. The FSEs select from a dropdown list of work order codes to describe the repair. However, these codes are over-extensive and do not always apply to what the Engineer completes. This prevents the System Support Specialists (SSSs) from performing trend analysis on the codes, requiring them to search through free text entry fields. BDiagnostic Consulting’s objective is to update BD’s list of work order codes to enable more valuable and efficient analysis of the repair data that in-forms continuous product improvement.

CONTRIBUTIONS AND RECOMMENDATIONS The team interviewed different stakeholders involved in this system and observed the workflow that FSEs experience while documenting work orders in ServiceMax. The team applied the data obtained from these interviews to create a process flow diagram in order to visualize the system. BDiagnostics Consulting analyzed raw ServiceMax data through Python to determine patterns of work order code frequency and repetition, signs of missing or inadequate codes, and reoccur-ring key phrases in free-text descriptions. The team implemented this information in its recom-mendations to remove, rename, and add codes to the current code lists, resulting in a new list. Additionally, the team provided future recommendations for how the ServiceMax system could be improved. These recommendations included a streamlined FSE training process, a dynamic filtering feature while selecting codes, and a predictive text feature that would suggest codes from the free text as the FSE types into the system.

THE QUEST - BD PROJECT

REFINING DATA TO IMPROVE PATIENT SAFETY

STUDENT TEAM: BDIAGNOSTICS CONSULTING

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Corinne Farley

Bioengineering

Yufei Huang

Computer

Science

Derek Xiao

Computer

Science, Finance

Janette

Yacynych

Bioengineering

Michael Vetter

Accounting,

Finance

Project Champion:

Regina Clay, Associate Director, Global Service Operations, Diagnostics Systems

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PROJECT SUMMARY Kratos is a government contractor, which has over 2,700 national security clearances and pro-vides several products towards protecting national security interests. Kratos specializes and fo-cuses on UAVs, satellite communications, cybersecurity, missile defense systems, and micro-wave electronics with primary end customers including the DOD and Homeland Security. Kratos Space and Missile Defense Systems (KSMDS) develops advanced target rockets for mis-sile defense systems. Kratos is currently a small company and is therefore able to work in an agile fashion. However, they are quickly expanding, and in order to better manage the increase project load, we determined the opportunity to develop a new implementable and scalable plan that will help Kratos more efficiently carry out their mission execution process. After our rec-ommendations were delivered, our project was implemented by our team and Kratos as a first step in creating a mission execution process and protocol that retains agility but increases effi-ciency.

CONTRIBUTIONS AND RECOMMENDATIONS Aether Consulting conducted initial industry research, met with various employees for stake-holder insight, and assessed the current processes and documentation. The opportunity noted is the issue of scalability and its effects on the initial design and procurement process, which presents additional downstream impacts. Thus, the team determined four key recommenda-tions: comprehensive documentation of the design and procurement process, color coding, template systems, and digital documentation management integration. Comprehensive docu-mentation of the design and procurement process in addition to the color coding of documents and the standardized templates saves 60% of time spent in identifying what materials are need-ed for specific mission execution processes. Additionally, by providing an established system, these recommendations facilitate the growth of client capacity to 250% of the current state, reducing strain from scaling and mitigating risks of negative downstream impacts.

THE QUEST - KRATOS PROJECT

OPTIMIZING SCALABLE DEFENSE MISSILE PRODUCTION PROCESSES

STUDENT TEAM: AETHER CONSULTING

Project Champions:

Kevin Schoonover, Space & Missile Defense Systems Director;

Larry Freed, Executive Consultant

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Amitai Cohen

Mechanical

Engineering

Alissa Li

Accounting

Matt

Shollenberger

Mechanical

Engineering

Amanda Tang

Information

Systems,

Marketing

Prateek

Sayyaparaju

Mechanical

Engineering

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PROJECT SUMMARY Leidos is a global Fortune-500 company specializing in defense, aviation, and IT. For this en-gagement, Kaleidoscope Consulting worked closely with the Air Traffic Management unit locat-ed in Gaithersburg, MD. The Air Traffic Management unit delivers and services highly complex IT systems used by the FAA to track planes on the runway and en route. These integrated sys-tems include hardware components such as servers, storage units, IT racks, monitors, and switches. At Leidos, the hardware assets go through a life cycle that begins at the design phase, moves through engineering, and continues all the way through procurement, testing, delivery, and maintenance. Throughout its life cycle, each asset may be tracked by up to ten different tools across seven stakeholder groups. These different tools do not easily transfer information, resulting in silos that cost Leidos time and money. Kaleidoscope Consulting’s mission was to eliminate these silos to optimize operations, increase efficiency in the asset life cycle, and save employees’ time.

CONTRIBUTIONS AND RECOMMENDATIONS Kaleidoscope Consulting interviewed stakeholder groups at Leidos to gather qualitative data on the current asset life cycle process. After meeting with engineers, program management, pro-curement, and quality assurance, we found several pain points. A lack of automation, redun-dant data entry, and out-of-sync data caused errors and time lost for Leidos. We identified that a closed-loop Enterprise Resource Planning (ERP) tool was needed. After this discovery, we conducted a trade study of five ERP tools and concluded that expanding an existing tool - OHM - to its full ERP capability is the best solution. We recommend that Leidos purchase additional modules of OHM, provide training on these new modules, and select a representa-tive from each stakeholder group to oversee the transition as OHM is phased in and other tools are eliminated from the asset life cycle.

THE QUEST - LEIDOS PROJECT

IMPROVING ASSET LIFE CYCLE MANAGEMENT

STUDENT TEAM: KALEIDOSCOPE CONSULTING

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Project Champions:

Alexander Monti, Systems Engineering Manager; Krishang Sharma, Hardware Engineer

Shira Cygler

Supply Chain,

Operations &

Business Analytics

Avani Katta

Finance

Grayson Miller

Computer

Engineering

Christina Sowah

Computer Science

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PROJECT SUMMARY Middle River Aircraft Systems (MRAS) is a manufacturing company based in Middle River, MD that manufactures aircraft nacelles, thrust reversers, and other aerostructures for engines used in many passenger and freight planes. Over the past five years, demand for Airbus A320 and A320neo planes has grown with the global economy and travel has increased. As a result, this demand has translated into a higher demand for nacelles produced by MRAS. Nacelles, which house the engine, go through a multi-step manufacturing process that includes non-destructive inspection (NDI). NDI ensures the integrity of these parts without compromising its physical structure. To prepare the entire plant for the imminent spike in demand, MRAS needs to ensure that all parts of the process are capable of handling the increased demand and that output from each station is consistent to streamline movement of a nacelle through the plant. This semester, we have had the privilege of working with MRAS, and more specifically NDI, to help increase NDI’s maximum throughput and normalize output.

CONTRIBUTIONS AND RECOMMENDATIONS After studying the current process and shadowing and interviewing technicians in NDI, we created a process flow diagram with which we could identify inefficiencies. We found that the waste in the process was within the physical layout of NDI as well as the lack of proper schedul-ing. As such, one of our recommendations was to utilize 5S principles in order to do a full reor-ganization of the NDI department. Additionally, without proper scheduling, NDI was not aware of weekly production targets. In order to combat this, we recommended a system for keeping track of NDI’s weekly production in order to prevent overproduction, better prioritize programs that are below target, and create overall a more consistent output. Lastly, with the introduction of a new machine into NDI, we took advantage of this opportunity and what we have learned from the current process in order to create a process for the new machine that implements our ideal state.

THE QUEST - MIDDLE RIVER AIRCRAFT SYSTEMS PROJECT

INCREASING NON-DESTRUCTIVE INSPECTION THROUGHPUT

STUDENT TEAM: CIRRUS GROUP

Eric Appelbaum

Computer Science

Savannah Shaul

Chemical Engineer-

ing, Oceanic Science

Peter Wang

Computer

Engineering

Brian Yuwen

Information Systems,

Marketing

14

Project Champion:

Andrew Hong, Lean Specialist

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PROJECT SUMMARY Miltec UV, headquartered in Stevensville, Maryland, is a leading designer and manufacturer of high-performance UV curing systems used in over 30 market segments, ranging from optical fibers and electronics, to metal decorating and wood flooring, as well as parts and components for nearly all UV manufacturers. For the last 28 years, Miltec UV has grown organically from a small, family-run company to a premier manufacturer in both domestic and foreign markets. From its inception, Miltec UV’s manufacturing facility has grown organically, creating bottle-necks and inefficiencies in the production process and a facility layout that is inopportune for the company’s projected growth into the future. This semester, the QV Consulting team had the opportunity to analyze Miltec UV’s current processes and manufacturing spaces in order to ultimately create an idealized layout for the future facility being built in two years, optimizing the flow of people and materials and reducing waste in the manufacturing processes.

CONTRIBUTIONS AND RECOMMENDATIONS Miltec UV is experiencing large amounts of growth due to development of the UV curing in-dustry and their own high-quality products. However, the company is constrained by their cur-rent facility space and inefficient flows between activity areas, allowing no room for further expansion. Through this project, QV Consulting has helped Miltec UV gain a better under-standing of the efficiency and growth opportunities that can be achieved through idealized layout planning, considering restraints and projected production growth within the next 25 years. The team created accurate manufacturing maps and process flow diagrams that illustrate existing methods, steps, and movements. Using these to analyze the current manufacturing processes of Miltec UV’s four different products, the team was able to design a layout of the future facility that minimizes distance traveled between activity areas, maximizes workable and flexible growth space, and optimizes production.

THE QUEST - MILTEC UV PROJECT

SYSTEMATIC LAYOUT PLANNING FOR SUSTAINABLE GROWTH

STUDENT TEAM: QV CONSULTING

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Project Champions:

Bob Blandford, President; Max Gallade, Manufacturing Engineer;

Oliver Hamann, Director of Operations

Catie Denz

Accounting

Jill Gelinas

Supply Chain,

Government &

Politics

DJ Sharma

Computer

Science

Noah Vernick

Mechanical

Engineering

Liam Mercer

Finance,

Operations, Busi-

ness Analytics

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PROJECT SUMMARY Northrop Grumman is a leading global security company providing innovative systems, prod-ucts and solutions in autonomous systems, cyber, C4ISR, space, strike, and logistics and mod-ernization to customers worldwide. Northrop Grumman recently acquired Orbital ATK, a major Defense Systems Group leader, and now operates a new Missile Defense and Controls facility located in Elkton, Maryland which contains approximately 450,000 part numbers with 4.5M parts in inventory that is consumed throughout 100 buildings. Within the facility, there was an opportunity to optimize the flow of inventory, reduce picking and sorting time for in-ventory, and modernize the capabilities of the current inventory management system. This semester, Brady Bunch Consulting worked to enhance Northrop’s inventory management pro-cess by creating a more transparent internal management system for employees, revamping the inventory storage method, and increasing the efficiency of inventory delivery runs. The changes recommended by the team will help to reduce the time needed to complete projects which will allow for an increase in both potential capacity and yearly earnings.

CONTRIBUTIONS AND RECOMMENDATIONS Brady Bunch Consulting began this project with a fluid three phase approach with the overall goal of minimizing waste by reducing non-value added activities related to time and motion. This approach included site visits, stakeholder interviews, data analysis and visualization, iterat-ing recommendations with key stakeholders, and risk analysis. The team has designed a more advanced inventory queue system, developed an alternative method to inventory storage, and introduced a new delivery and pickup process. The recommendations and deliverables provided will allow for increased visibility and planning, a more organized main parts room, the ability to plan delivery routes, and increased daily capacity. These changes will result in a 40% decrease in time needed to deliver parts to production, a 10% increase in capacity, and an increase of $288,000 in earnings per year.

THE QUEST - NORTHROP GRUMMAN (INVENTORY) PROJECT

OPTIMIZING INVENTORY MANAGEMENT

STUDENT TEAM: BRADY BUNCH CONSULTING

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Project Champion:

Jason Brady, Director of Supply Chain

Eric Ding

Computer

Engineering

Elizabeth Gillum

Marketing,

Supply Chain

Jordan King

Finance

Brandon Lucas

Information Systems,

Management

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PROJECT SUMMARY Northrop Grumman (NG) is a leading aerospace and defense company providing innovative systems to government and commercial customers. Our project was at Northrop Grumman's plant in Elkton, Maryland where they manufacture solid rocket motors. More specifically, we were tasked with investigating the process used in applying liner to the interior of rocket mo-tors. Liner is used in rocket motors to ensure that the propellant remains in place and burns in a controlled manner. This process currently requires the use of two highly skilled operators who manually “paint” the interior of the motor to apply the liner. Given that production quali-ty and capability is entirely dependent upon these two operators, NG was looking for a means to ensure that the lining process could be done with the same degree of quality and speed should either of the two operators leave the company. At the onset of this project, Northrop Grumman had no contingency plan in place to ensure that production capability would remain the same if one or both operators left. Brush and Slush Consulting sought to eliminate the potential risks of this possibility in order to both reduce costs and maintain, if not augment, the production capability of the Elkton facility.

CONTRIBUTIONS AND RECOMMENDATIONS We determined that the entry barrier for new operators poses the greatest risk for the Elkton facility. To mitigate this risk, we developed two recommendations. The first recommendation is to design 3D printed rocket cases that allow new operators to practice lining in a low-risk envi-ronment. Prior to this, new operators had very little opportunity to hone their skills. We deter-mined this recommendation as a result of consulting with the current operators and observing a trainee attempting to line his first motor. Additionally, we determined that the current pro-cess requires too much skill. As this is a manual process, the quality of how a motor is lined is highly dependent upon the operator’s “feel.” To mitigate this risk, we designed a new device for lining that removes the necessity of feel. We want anyone to be able to pick up our brush and be able to line the rocket with relative ease. In order to develop this new device (named “The Paddle”), we consulted with the current operators as well as our project champion to ensure the device was easy-to-use and could replicate the quality of the current operators. Both suggestions will save NG around $200,000/year and will also allow them to maintain the facility’s produc-tion quality and capability in the absence of the current operators.

THE QUEST - NORTHROP GRUMMAN (LINING) PROJECT

REDESIGNING THE ROCKET CASE LINING PROCESS

STUDENT TEAM: BRUSH & SLUSH CONSULTING

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Benjamin

Conway

Aerospace

Engineering

Brian Hornak

Electrical

Engineering

Caitlin

Thompson

Economics

Harrison Tzou

Mechanical

Engineering

Jash Shah

Mechanical

Engineering

Project Champion:

Brandon Farzad, Senior Manufacturing Engineer

21

PROJECT SUMMARY Oceaneering Technologies (OTECH) is a subsidiary of the subsea engineering and applied technology firm Oceaneering International. OTECH focuses on subsea engineering projects primarily for military and government clients. OTECH's facility is based in Hanover, Maryland, where they have mechanical engineering, electrical and software engineering, quality control, and technician and assembly teams. These groups collaborate to design, manufacture and test subsea robotic equipment as per their client's specifications. OTECH's clients are primarily military and government organizations. Thus, OTECH must follow strict engineering specifica-tions. This involves strict testing practices, which require test equipment that is calibrated to NIST standards. Currently, tracking the calibration of test equipment is a decentralized pro-cess, owned independently on different spreadsheets by many teams. When required test equip-ment is out of calibration when needed, testing is delayed, often requiring project deadlines to be extended. An effort to centralized equipment calibration tracking has been made with little success. The Five Guys team was contacted to help OTECH design and implement a more effective centralized equipment calibration tracking system.

CONTRIBUTIONS AND RECOMMENDATIONS The Five Guys team conducted industry research and stakeholder interviews at the OTECH facility to explore and validate the project scope. The findings indicated a need to improve the efficiency of tracking the calibration status of test equipment. This would be driven by the im-plementation of a centralized calibration management tool. The team explored OTECH's exist-ing software capabilities as well as third-party software, but determined that it'd be more effec-tive to implement custom software for the OTECH team. Additionally, the team proposed that OTECH implement a unique equipment ID system to enable more granular equipment track-ing. The team has laid out an onboarding plan so that OTECH will be able to use the delivered software to increase the efficiency with which they manage the calibration of their test equip-ment. This will ultimately result in fewer delays in project deadlines for the OTECH organiza-tion due to uncalibrated equipment.

THE QUEST - OCEANEERING PROJECT

REDESIGNING EQUIPMENT CALIBRATION TRACKING

STUDENT TEAM: FIVE GUYS

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Didac Hormiga

Marketing

Varun Mohan

Computer

Science

Cameron

Payton

Computer

Science

Jeffrey Zhao

Finance

Ishaan Parikh

Computer

Science

Project Champion:

Jeff Gamerman, Quality Engineer

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QUEST FACULTY AND LEADERSHIP

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

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QUEST FACULTY AND LEADERSHIP

DR. JOSEPH P. BAILEY EXECUTIVE DIRECTOR, QUEST HONORS PROGRAM ASSOCIATE RESEARCH PROFESSOR, DEPARTMENT OF DECISIONS, OPERATIONS, AND INFOR-

MATION TECHNOLOGIES ROBERT H. SMITH SCHOOL OF BUSINESS Dr. Joseph Bailey is the Executive Director of the QUEST Honors Program and an Associ-ate Research Professor at the Smith School. He has been a faculty member at the Universi-ty of Maryland since 1998. Previously, he directed the QUEST Honors Program from 2009-2014. He stepped down from that role to spend a year as an Edison Scholar at the United States Patent and Trademark Office and returned in 2017. He teaches a variety of under-graduate and graduate classes including entrepreneurship and information systems. He is the cohost of the podcast Bootstrapped, which is produced by the University of Maryland’s Dingman Center for Entrepreneurship. Dr. Bailey has a Ph.D. from the Technology, Man-agement and Policy Program at MIT, an M.S. in Engineering-Economic Systems from Stan-ford University, and a B.S. in Electrical Engineering and Engineering and Public Policy from Carnegie Mellon University. DR. CHRISTINA ELSON ASSOCIATE RESEARCH SCHOLAR AND MANAGING DIRECTOR, ED SNIDER CENTER FOR ENTERPRISE AND MARKETS ROBERT H. SMITH SCHOOL OF BUSINESS Dr. Christina Elson is an Associate Research Scholar and the Managing Director of the Ed Snider Center for Enterprise and Markets at the Robert H. Smith School of Business, Uni-versity of Maryland, where she teaches and also conducts research on how core psychologi-cal traits and behaviors influence attitudes towards trust, risk and communication. She holds a PhD in Anthropology from the University of Michigan-Ann Arbor and is a gradu-ate of the Smith School of Business Executive MBA program. Dr. Elson is the host of a newly launched podcast called the Inc. Tank that explores the potential market impact of emerging technology. RUSSELL OTTALINI GRADUATE ASSISTANT, QUEST HONORS PROGRAM Russell Ottalini is the Graduate Assistant for the QUEST Honors Program. He assists with daily operations, international programming, and 390H classes, works with the QUEST Alumni Board, and helped facilitate the IBM Design Challenge last year. Russell received a B.A. in Japanese and Sociology from the University of Pittsburgh in 2013 and is a current student in the University of Maryland’s Urban Studies and Planning M.A. program. His research interests include urban design, transit-oriented development, smart cities, and international planning. Russell will be graduating in Spring 2019.

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QUEST FACULTY AND LEADERSHIP

DR. JIM PURTILO ASSOCIATE PROFESSOR, COMPUTER SCIENCE COLLEGE OF COMPUTER, MATHEMATICAL, AND NATURAL SCIENCES Dr. Jim Purtilo specializes in software development and product assurance, and his re-search is currently funded by the Office of Naval Research on a cyber security systems pro-ject. With prior support from the National Science Foundation, Department of Defense Advanced Research Projects Agency and various corporate sources, Purtilo has studied and published on topics of software producibility, formal methods, rapid prototyping and test-ing. Purtilo has served on the Defense Biometric Support Team (an advisory group to the Office of the Secretary of Defense) and consulted with the Division of Civil Rights within the Department of Justice. At the University of Maryland, he has served as the Associate Dean for Undergraduate Education in the College of Computer, Mathematical and Physi-cal Sciences, chaired the undergraduate Computer Science program and directed the Mas-ter's of Software Engineering Program. He received his Ph.D. in Computer Science from the University of Illinois at Urbana in 1986. JESSICA ROFFE, M.A. PROGRAM MANAGER, QUEST HONORS PROGRAM Jessica Roffe is the Program Manager for the QUEST Honors Program. She leads corpo-rate and alumni relations, manages the program’s recruitment and admissions processes, plans and executes events, advises students, and teaches two courses. Jessica received her BA in Psychology from the University of Maryland, College Park and her MA in Higher and Postsecondary Education from Teachers College, Columbia University. Prior to join-ing QUEST 4.5 years ago, Jessica was the Graduate Assistant in Columbia University’s Office of Student Engagement. DR. IAN WHITE ASSOCIATE PROFESSOR, ASSOCIATE CHAIR, AND DIRECTOR OF UNDERGRADUATE STUDIES FISCHELL DEPARTMENT OF BIOENGINEERING A. JAMES CLARK SCHOOL OF ENGINEERING

Dr. Ian White is an Associate Chair and the Director of Undergraduate Studies in the Fischell Department of Bioengineering at the University of Maryland. Dr. White received his Ph.D. in Electrical Engineering from Stanford University in 2002, where he developed next generation optical metropolitan area communication networks. He then served as a Member of Technical Staff at Sprint’s Advanced Technology Laboratories until 2005. At that time, Dr. White transi-tioned into the field of optical biosensors as a Postdoctoral Fellow in the University of Missouri Life Sciences Center. In 2008, Dr. White joined the faculty in the Fischell Department of Bio-engineering at the University of Maryland, and was promoted to Associate Professor in 2014. His research group aims to develop novel microsystems for applications in chemical ana-lytics and disease diagnosis. In particular, the group emphasizes sample preparation for ease-of-use and amplified transduction techniques to improve detection performance.

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NOTABLE PAST PROJECTS

SPRING 2018: THE QUEST—MIDDLE RIVER AIRCRAFT SYSTEMS PROJECT PROJECT: STREAMLINING STOCKROOM PART FLOW

BRIAN FREEMAN

DREW HAMROFF

CONRAD HONG

MINGKAI XU

PROJECT SUMMARY Middle River Aircraft Systems (MRAS) is a subsidiary of GE Aviation and one of the world’s leading suppliers of jet engine nacelles (engine housings) and thrust reversers (jet brakes) for both General Electric and Pratt & Whitney engines. They operate out of a 1.7 million square foot facility on 180 acres. MRAS programs include manu-facturing the thrust reverser and nacelle components for Airbus A320neo, Boeing 747-8 and more. The A320 Program sees the largest manufacturing volume in the MRAS facility. Hundreds of parts are required to manufacture complex aerostruc-tures and are stored in various stockrooms before being placed into kits and sent to the assembly floor. MRAS would like the team to assist with the organization and flow of parts from their main stockroom through the assembly line in order to re-duce manufacturing waste, decrease effort spent managing part flow, increase the quality of their products, and minimize manufacturing cost.

CONTRIBUTIONS AND RECOMMENDATIONS The team first aimed to gain a complete understanding of the current processes by performing numerous employee interviews and observational studies during weekly site visits to MRAS. This led to gathering data that allowed the team to craft a process flow diagram outlining the current state of the facility. Next, the team was able to uti-lize quality tools to identify opportunities for improvement in the current system and develop recommendations that led to an overall improved state. This approach led the team to three recommendations that work together: track shortage notices for im-proved part flow management, install “Andon” lights for just-in-time visual signaling, and implement buffer zones to minimize inventory costs yet allow for variability in production timelines. This allows MRAS to improve the flow of parts to the assembly area, optimize the management of parts, and minimize manufacturing costs.

27

NOTABLE PAST PROJECTS

FALL 2017: THE QUEST—CATERPILLAR PROJECT PROJECT: IMPROVING THE USER EXPERIENCE OF AUTHENTICATION

ROHAN BAJAJ

CHLOE BERMAN

ALYSSA HU

SAM LEWANDO

JULIA LOMAKINA

PROJECT SUMMARY

With over 95,000 employees and $38 billion in revenue, Caterpillar has expanded from its California roots into an internationally recognized symbol of quality machin-ery. Caterpillar’s major product lines are Construction, Mining Equipment, Diesel & Natural Gas Engines, Industrial Gas Turbines, and Diesel-Electric Locomotives. The departments involved in this project are Global Information Services (GIS) Division and Identity and Access Management (IAM), which aim to eliminate reliance on pass-words by 2020.Caterpillar passwords have grown in length and complexity in order to meet security requirements. This makes it more difficult to create and remember pass-words, leading to exasperated users and increased demand on call centers. As a result, Caterpillar is exploring the idea of implementing password alternatives for their au-thentication system to increase user satisfaction with authentication. The users access-ing Caterpillar Web Services are customers, workforce, and suppliers/dealers. The team’s recommendations will fit into Caterpillar’s overall timeline for password re-placement, allow them to conduct proofs of concepts (POC’s), select a product, and implement the solution.

CONTRIBUTIONS AND RECOMMENDATIONS The team first conducted stakeholder analysis to define functional and technical re-quirements. Then, they conducted online research, gathered Caterpillar data, adminis-tered surveys, and worked with a CMSC435 team to develop an authentication test bench. Lastly, they did holistic data analysis to create a segmented strategy. The team recommends fingerprint and facial recognition for customers, employees, and suppli-ers/dealers. In addition, they recommend social login for customers and USB key for employees. Some technologies to keep on a watch list are behavior analytics and heart rate. Potential vendors include Okta, Bitium, Gemalto, Deepnet Security, and Se-cureAuth. Moving forward, Caterpillar will be able to improve user experience, pro-vide increased security, and increase customer retention by investing in Caterpillar’s digital strategy.

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PROJECT SPONSORS

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

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

QUEST STUDENTS QUEST ALUMNI

FAMILY, FRIENDS, AND UNIVERSITY COLLEAGUES QUEST PARTNER COLLEGES

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

Robert H. Smith School of Business

COURSE TEACHING ASSISTANT Allie Lyubimova (Q27)

QUEST OFFICE ASSISTANT Adam Sarsony (Q29)

ROBERT H. SMITH EVENTS Marlo Smith

RIGGS ALUMNI CENTER Shannon Robinson

CATERER The Chef’s Table

PHOTOGRAPHER Tommy Piantone

STUDENT VOLUNTEER COMMITTEE Aditi Balachandran (Q31)

Matt Bishop (Q27) Lydia Hu (Q32)

Zack Khan (Q29) Alvina Pan (Q32) Logan Rist (Q31)

Ankit Sheth (Q29) Kellie Zhang (Q31)

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QUEST CORPORATE Melissa Maurer (Q29)

Yash Mehta (Q31) Rahul Menon (Q28)

Alexandra Rundlett (Q29) Prateek Sayyaparaju (Q28)

Michael Vetter (Q28) Ekansh Vinaik (Q30)

Regina Wingate (Q30) Olivia Wolcott (Q30) Shreyas Urdhwareshe

(Q31)

QUEST CREATIVE Amitai Cohen (Q28)

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

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

Christina Giovanazi (Q31) Annesha Goswami (Q29)

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

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

CURRICULUM REVIEW COMMITTEE

Pamela Armstrong David Ashley Joseph Bailey

Charles Bond (Q27) Elizabeth Gillum (Q28)

Jessica Roffe Chineme Obiefune (Q25)

Russell Ottalini Jim Purtilo

Mary Smith (Q29) Colin SyBing (Q30)

QUEST ALUMNI

BOARD Brian Bender (Q5) Elijah Biggs (Q22) Max Cooper (Q19)

Bobby Fitzgerald (Q21) Kalika Fortman (Q16) Debi Goldschlag (Q20)

Shirley Han (Q19) Josh Kohn (Q18)

Daniel Laurence (Q19) Eileen McMahon (Q20) Mark Nathanson (Q20)

Chineme Obiefune (Q25) Vidya Sathyamoorthy (Q16)

Bryan Towns (Q7) Jacob Wilkowsky (Q19) Richard Wilson (Q6)

QUEST RECRUITING Aditi Balachandran (Q31)

Silvia Caceres (Q27) Anusha Dixit (Q31)

Nadine Eloseily (Q29) Kevin Jiang (Q30)

Lindsey Johnson (Q27) Shivani Krishnamurthy

(Q30) Pranav Kuruba (Q32)

Alissa Li (Q28) Rishik Narayana (Q31)

Samantha Pearlstein (Q31) Logan Rist (Q31)

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

QUEST SOCIAL Nadine Eloseily (Q29)

Jill Gelinas (Q28) David Golding (Q32) Melissa Maurer (Q29)

Liam Mercer (Q28) Megha Reddy (Q27) Ankita Sahoo (Q30)

Napiera Shareef (Q27)

RIGGS ALUMNI CENTER FLOOR PLAN