Department of Industrial Engineering and Management SystemsCollege of Engineering and Computer ScienceUniversity of Central Florida

Industrial Engineering Capstone Project Engineering Course

Move the Egg (MTE) Program

Egg Tech Inc.

Final Report

PM Signature, Name & Date

Revisions Page:

DatePageDescription

6/22Original Final Report submission.

Table 1 Revisions Table

Table of contents:

1. Executive Summary32. Scoping Agreement3. Stakeholder Analysis4. Scope Management5. Time Management6. Cost Management7. Human Resources Management8. Risk Management Plan9. Knowledge Management10. Conclusions and Recommendations

List of Figures:

Figure 1 Organizational StructureFigure 2 Front ViewFigure 3 Side View 1Figure 4 Side View 2Figure 5 Top View 1Figure 6 Top View 2Figure 7 3D View

List of Tables:

Table 1 Revisions TableTable 2 Responsibility MatrixTable 3 Myers Briggs ProfilesTable 4 Charter ATable 5 Charter BTable 6 Critical Path ScheduleTable 7 Project BudgetTable 7 Labor Hour Budget

Appendix:

Revised PDRRevised CDR

1. Executive SummaryThe following document is the final result of the project, MTE Program, done for the company John Galt Inc. It includes a compilation of all the documentation, processes and information acquired during the development of the project. The project itself consisted on the development and delivery of a device that meets the requirements stated in the Request for Proposal given by the customer, John Galt Inc., to Egg Tech Inc. The document is divided into 9 sections (excluding this one), the appendices and the final device. These sections will be briefly explained here and specifically developed during the document. The sections mentioned are: Scoping Agreement, Stakeholder Analysis, Scope Management, Time Management, Cost Management, Human Resources Management, Risk Management Plan, Knowledge Management and Conclusions and Recommendations. The development of the Scoping Agreement section consists of three main parts. The first one is the definition of success for the customer. This definition is well explained in the Statement of Work, which is where all the restrictions and requirements for the project are defined. The second part of this section consist on the definition of success for the team of Egg Tech. The last part of the section is where we broadly state the cost, schedule and performance measures of the project. These three are going to be explained in further sections. When doing the Stakeholder Analysis, we are just identifying and listing all the people involved in the project.The following six sections are the management decisions the team took and followed during the whole project as a guideline to cover all the details. The first one, Scope Management, consists of a compilation of all the definitions, requirements, breakdown of the project and assumptions all focused on the main goal and stated in a charter that includes all the information required. The next section refers to Time Management and it includes all the activities related to the project, showing explicitly the critical path to follow and the objectives related to time. The section referring to Cost Management shows the distribution of the budget and the planning of hours worked in order to see the value added during the development of the project. The section related to Human Resources Management consists on how the team used the different skills for each member to assign responsibilities. The following section, Risk Management, is a planning of all the possible risks the project has and how to deal with them accordingly. Every single one of the team members is responsible for the avoidance of risks and will take responsibility for the mitigation of these. The last section of this group of sections, Knowledge Management, is based on the communication tools used, monitoring methods, tracking mechanisms and how were the expectations of the project set. The last part of this document is related to the Conclusions and Recommendations, which is the section where we see the improvements that could have been made, the processes that were developed and the team sets a list of recommendations based on the experience gained during the development of the whole project.

2. Scoping Agreement

John Galt, Inc. defines success of the project if the transport device moves safely the egg from the beginning of the 3rd floor stairway to the next landing level touching every step and shows a flag as a signal of succeed in less than one minute. It also should obey all restrictions specified in the Statement of Work (SOW) and should be activated by a one-step trigger. Finally, the device must cost less than 155 PEN and be delivered to the costumer on June 22nd of 2015.

The Team defines success of the project if the transport device wins the competition on June 23th; it should be the device with the lowest cost, that scores the shortest time. The team set as goal to beat the 6 seconds mark, thus, setting a new record on time needed for a device to be successful. Any other scenario is considered as failure from the team perspective, even though it reaches customers demands.

The measures for the project are the following: Budget: 155 PEN. Schedule: Should be delivered on June 22nd, 2015. Time of operation: Should not pass the one minute mark. Activation: One-step trigger. Restrictions: No human help, no prepositioned elements on path, no chemical reactions, and all restrictions set in the Statement of Work (SOW).

3. Stakeholder Analysis

Stakeholders are all the people that is involved in a project disregarding their workload or position. All the stakeholders for this project are listed below:

Customer: John Galt, Inc.System Development Organization: Egg Tech Inc. Team.Operator: Mr. Mark Calabrese.Project Manager: Jorge Flavio SarmientoOther Team Members: Diego Guevara, Renzo Moreno, and Yuichi Yodo.

Team Organizational Structure:

Jorge Flavio Sarmiento

PROJECT MANAGER

Renzo Moreno

DESIGNER

Yuichi Yodo

BUDGET AND QUALITY ASSURANCE

Diego Guevara

CONSTRUCTION AND DESIGNER

4. Scope Management

The project has a scope that is demanded by the customer. Every detail and specification required by John Galt, Inc. is tracked by the team using the upcoming methods.

Project Charter:

Project Sponsor:John Galt, Inc.

Project Manager:Jorge Sarmiento

E-mail Address:jorgeflavio@knights.ucf.edu

Phone Number:(+51) 994 698 222

Process Impacted:Building a device that fulfils the requirements stated in the Statement of Work to move up an egg.

Expected Start Date:March 17th, 2015

Expected Completion Date:June 22nd, 2015

Green Belts Assigned:Mark Calabrese, PE, PMP, ITILBlack Belts Assigned:William Thompson, Ph.D., P.E.

Ahmad Elshennawy, Ph.D.

Table 4 Charter A.

ElementDescription of ElementProject Charter

1. Title of ProjectWhat is the title of the improvement project?Move the Egg Program

2. Project DescriptionBrief background and projects purposeConstruct a device that escalates an egg through a thirteen step stairway (nearest to Classroom 305) in the third floor, building A, Campus 2, San Ignacio de Loyola University, Lima, Peru.

3. Process DescriptionBrief description of the process in which opportunity exists- Must be able to ascend from the 3rd floor of the USIL classroom building to the next level landing with a provided egg that has to show no damage in the end. - Has to complete the task under60 seconds.- The device has to display a flag automatically upon landing.- Must maintain contact with the steps at all times.- No external aid is permitted, including human and any pre-positioned support.- Must be operated by the professor and has to have a one-step trigger.- Has to cost 155 PEN or less.- The device must be completely safe with no sharp edges or toxic materials.

4. Business CaseBrief explanation of the expected financial improvement, or other justificationThe purpose of the device is to safely transport a chicken egg up 13 step stair.

5. Benefit to External CustomersWho are the final customers and what benefits will they see?John Galt Inc.They will be able to move up an egg through a staircase.

6. Problem StatementProblem and goal statement (projects purpose)Deliver an egg from 3rd floor to next landing (1\2 floor), fulfilling all the requirements specified in the Statement of Work.

7. Project ObjectivesWhat are the performance metrics such as throughout, quality, inventory, defects, yield, costs, etc.? What improvement is targeted?PerformanceMetricCurrent(As-Is) ValueFuture(To-Be) Value

8. Costs82.40 PEN155 PEN

9. ScheduleJune 22nd 2015June 22nd 2015

10. Time4 s60 s

11.

12. Scope StatementWhich parts of the process will be investigated and which parts will be excluded? What are the major tasks to complete?Deliver the egg from 3rd floor to next landing (1\2 floor) fulfilling all the requirements specified in the Statement of Work. No parts are excluded. The major tasks to complete are as follows: deliver the egg safe and sound, no more than 60 seconds, and the device must touch every step.

13. Proposed MethodsWhich design and analysis concepts, techniques and tools are going to be used?- Pre-Feasibility Studies- Modelling by hand- CAD- Feasibility Studies

14. Key DeliverablesWhat are the tangible and/or intangible objects that are produced as a result of the project and that relate directly to and align with the objectives of the project?- Preliminary Design Review- Critical Design Review- Final Report and device- Final Presentation

All Deliverables must comply with what is required in the Request For Proposal (RFP).

15. ScheduleGive the key project milestones and dates.Project Start Date:March 17th 2015

D Define PhaseDesigning Date:May 26th 2015

M Measure PhaseRevisions Date: May 26th 2015

A Analysis PhaseMaterials Date:June 21st 2015

I Improve PhaseConstruction Date:June 21st 2015

C Control PhaseDelivery Date:June 22nd 2015

16. Team MembersNames of the project team members (in alphabetical order of last names)? Guevara, Diego Moreno, Renzo Sarmiento, Jorge Yodo, Yuichi

17. Costs and ResourcesWhat are the estimated project costs and needed resources?Monetary resources are 155 PEN. Materials are to be bought with the 155 PEN.

Deliverable Item:

The deliverable consist on a transport device that carries an egg from the beginning of a stairway to the next floor landing and arrives safe. The requirements of the device consist on touching every step of the stairway, travel time no longer than sixty seconds, a one-step trigger activator, no chemical reactions and accomplish the established distance.

Work Breakdown Structure:

This section contains the devices Work Breakdown Structure up to the third level of the project. The way in which each of the activities was listed does not necessarily mean that is the chronological organization of the tasks.

1.0 Move the Egg Device Project1.1 Planning1.1.1 Customer Meetings1.1.2 Team Meetings1.1.3 Site Measurements1.2 Designing1.2.1 Egg-crane1.3 Revisions1.3.1 PDR1.3.2 CDR1.4 Materials1.4.1 Device Materials1.4.2 Testing Materials 1.5 Construction1.5.1 Assembly1.6 Delivery1.6.1 Device Delivery1.6.2 Final Report Delivery1.6.3 Presentation1.7 Safety Measurement / MSDS1.8 Contingency

Assumptions:All documentation presented was created assuming that the project will not have major changes in the outline of the MTE Program. The cost for the disinfectant wipes were assumed to be part of the 1.7 Safety Measurements / MSDS section. They will be presented as such in the Budget vs. Actual.

5. Time Management

Activity Sequencing Critical Path

A project schedule was built in Microsoft Project in order to obtain the critical path. The schedule is displayed in a Gantt diagram, divided in worked weeks and worked days. The critical path is shown as red-colored bars (or the lightest grey bar, if seen in black-and-white).

Figure # - Gantt Schedule

Project Milestone:

This section presents the project Milestone Schedule to a basic 2nd WBS level. WBS sections are displayed in the Y-axis while the due dates are in the X-axis. This Milestone Schedule was used as a basis to create the previously presented Gantt Chart.

1.0 Project

1.1 Planning

1.2 Designing

1.3 Revisions

1.4 Materials

1.5 Construction

1.6 Delivery

1.7 MSDS

1.8 Contingency1.0sdded N Milestone Schedule.BS.

1.1

1.2

1.3

1.4

1.5

1.6

1.7

1.8April 24th May 26th June 22nd June 21st

Fig. # Milestone Schedule.

6. Cost Management

The cost of performing this project includes the two methods shown below. The Labor Loading Chart shows the total time that team members work on the device. The Budget vs. Actual shows the cost of all project elements separated according to the WBS elements and how much money is spent every week.

Labor Loading Chart:

The Labor Loading Chart presents the time worked in each element of the WBS by each team member. It is presented in the fifteen-week duration of the project. Every single one of the levels or sublevels contains a summation of all the worked hours on the right. The grand total of hours, which is 448, was calculated by adding the sub-totals from the second level (rows in green). The table is shown below:

Budget vs. Actual:

The project Budget presents the baseline developed according to the WBS. It is arranged by weeks and it displays when the team programed to have expenses, and compares to the actual amount and time that the team had said expenses.

7. Human Resources Management

There are four men in this team to perform the project and it is important to establish solid positions according to peoples skills. Every single team member occupies a position where he performs his labor according to his skills. Myers Briggs Profile is used to analyze all team members, and determine the position that best suits each member.Then each member is made responsible of parts of the WBS, corresponding to each position in the project team.

Skills Definition:

NameMyers Briggs ProfilePosition within the Project

Diego GuevaraTeacherDesigner: He is very analytical and a critical thinker. Also, he is able to motivate people easily to go on no matter how hard things can get, whenever a big mishap is encountered. Moreover, he pays close attention to details.

Renzo MorenoArchitectDesigner: He has the ability to solve problems by using his critical thinking. This means that he is creative enough to develop the actual device. He can easily find innovative solutions to any design challenges.

Jorge SarmientoCouncillorProject Manager: His pro-activity made him volunteer for the job. He is very responsible. Also, he is goal-oriented. He inspires the whole team to keep going.

Yuichi YodoProtectorBudget and Quality controller: His high sense of duty made him perfect for the position. Being in charge of the budget implies expending the right amount of money. Also, he is very organized, something needed to keep track of the purchases.

Responsibility Matrix:

Team Members x WBSDiego GuevaraRenzo MorenoJorge SarmientoYuichi Yodo

1.0 ProjectX

1.1 PlanningX

1.2 DesignXX

1.3 RevisionXXXX

1.4 MaterialsXX

1.5 ConstructionXX

1.6 DeliveryXXXX

1.7 Safety MeasuresXX

1.8 ContingencyXX

MSDS Responsabilities and Adherence:

8. Risk Management Plan

Risk Management was planned from early stages of the Project. Contingency was assigned as a primal section in the WBS, and was given a 10% of the budget, in order to maintain a certain amount as an emergency-only money. By doing this, we set from the beginning to have a budget no higher than 140 PEN.

Below is the Risk Management Chart that illustrates the teams main concerns and solutions. This is following the template used in the in-class exercise. Mitigation Plan attempts to cover pre-risk and post-risk plans. We used a quantitative approach to calculate the risk score. Likelihood values are in the range from 0.00 to 1.00; while impact values are in the range from 0 to 10. The chart summarizing our mitigation plan is shown below.

PriorityRisk StatementLikelihoodImpactRisk ScoreConsequencesMitigation Plan

3Material are not strong enough to hold the load.0.875.6Device breaks.Try to fix pieces, if unfixable, re-buy pieces.

Do the device as need and accurate as possible.

6Device does not work.0.4594.05Failure in the project.Inspect possible causes. Re-design if necessary.

Design the device as specific as possible, and plan as detailed as possible.

Use physics and math background for the metrics.

5Customer changes / adds specifications.0.954.5Increase in workload and budget.Cannot be avoided.

Try to cover new specifications if mandatory, and use the Contingency if needed.

7The whole device breaks due to handling.0.3582.8Failure in the project.Handle the device carefully

Repair pieces, if possible. If not possible, but other pieces.

8Cords break. 0.25102.5Someone gets hurt.Use PPEs.

Take hurt people to get medical assistance.

Device breaks.Do accurate calculation for the forces.

Buy the correct cords.

Inspect possible causes. Re-design if necessary.

Repair damaged pieces. Buy new cords if needed.

1It rains and device gets wet.0.8575.95Materials get damaged.Store the device in a rain-safe place

Cover the device with waterproof bags or other materials.

Inspect for damages. Check for available solutions. Repair if possible. If not, re-buy damaged parts.

4Parts wrongly assembled.0.684.8Wood breaksNail and joint the wood accurately.

Study material's mechanical properties.

Rail bends.Repair if possible. Re-buy, if not possible.

People get hurt.Use PPEs.

Take hurt members to get medical assistance.

3Someone falls on the device.0.6585.2Device breaks, bends, or gets damaged in a similar way.Assemble parts carefully.

Someone gets hurt.

Walk carefully in the work area.

Take hurt people to get medical assistance.

9Inflation goes up0.15101.5Prices go really high, and device budget is out of the limit.Can`t prevent that, but we could try to redesign in something much cheaper.

9. Knowledge Management

The project was performed as a group discussion to select the device and a lot of teamwork in each design review and device construction. According to responsibilities, team members had different levels of participation in each task. Before taking decisions, all team mates presented their opinions and analysis.All documentation was worked using Dropbox as a media. Meetings were done in person as possible, and by Skype when not. WhatsApp was used as a non-official media to communicate between members.The expectations were set according to the demands of the customer and the criteria for winning the competition. The team worked hard analyzing the cost and efficiency of materials to construct a device that had a low cost, and covered the travel distance in the shortest time possible.All the progress was monitored by team meetings and e-mails with the customer. A Requirements Tracking Chart was used as a check every single activity needed for the project. Budget vs. Actual was used to see how much money we spent every week. The Milestone and Critical Path helped to set the deadlines of every element of this project. Design Reviews were sent to the customer to see customer satisfaction and approval for designs.

10. Conclusions and Recommendations Conclusions: Maintaining good and constant communication within the team is a key factor in the success of every project. Communication with the customer at all times is necessary for any project to be successful. Whenever there is any doubt about the project, ask the customer. A good and detailed Risk Management plan is always handy. It is better to know what may happen to the device, the repercussions on the device, and can we assess the risk than to cry about a broken device that cannot be fixed on time or on budget. Team work is essential. Recommendations: Always plan ahead because time is always a scarce resource. You dont want to fight time. There are always other things to do, and the customer most likelihood will add other things you must comply according to your contract. Do not rely on luck to the development, construction, or design of your device. If the right materials or accurate calculations are not a part of the whole project, it can result in catastrophe. It is of absolute importance not to schedule expenses in the budget before the customer checks the CDR. This is because at any point before the CDR nobody is 100% sure about customers final approval before construction. Thus, materials and specifications of the device may vary according to the customers comments. Never take anything for granted unless it is stated on writing. Always play safe while building the device. You certainly do not want any material loss or lives loss. Remember that you can buy new materials, but you cannot buy new team members.

APPENDIX

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