Archive for June, 2009

Orange Grove Management

June 5th, 2009 Comments off

Orange Grove Management

Client: Gonzalez Orange Groove
Team:  Rafael Alvarez, Sylia Gallegos, Juan Carlos Gonzalez, Sky Noyd
Faculty advisor: Dr. Barr   Year: 2008
Documents: Final report (Word), final presentation (PPT)

For this project we represent both the client and the consultant. This is possible because Juan is the owner of an orange grove in Veracruz, Mexico and he is interested in maximizing his profit by analyzing the revenues and costs of production for his orange grove. Read more…

Gulf Freeway Evacuation Model

June 5th, 2009 No comments


Team: Ava Damri, Calvin Smellage, Al Zinkand
Faculty advisor: Dr. Barr  Year: 2009
Documents: Final report (Word), final presentation (PPT)

Our team examines the evacuation of six cities in the Gulf Freeway area stretching from Galveston in the south, to League City in the north. Any model created to solve the problem of evacuating a large number of people in a short time would need to account for real world complexities, such as multiple on-ramps, carrying capacities of highways, and the time required to close on-ramps in an emergency situation. Read more…

Scheduling Agency Pick-ups at the North Texas Food Bank

June 5th, 2009 No comments

northtexasfoodbankClient: North Texas Food Bank
Team:  Allison Griffin, Pragya Lohani, Megan Walker
Faculty advisor:    Year: 2009
Documents: Report (Final report) Presentation (PPT)

The North Texas Food Bank (NTFB) is a non-profit hunger relief organization that distributes donated, purchased, and prepared foods through a network of feeding programs in 13 North Texas counties. From these counties nearly 700,000 individuals live below the federal poverty level. The North Texas Food Bank’s mission is to passionately pursue a hunger-free community; more specifically their “Close-the-Gap” initiative is to make 50 million meals available annually.1 This project seeks to solve one problem at the food bank that will hopefully help the organization achieve this goal more efficiently and quickly. Read more…

Call Center Scheduling: Federal Reserve Bank

June 5th, 2009 No comments

09fedschedulingClient: US Treasury-Federal Reserve Bank
Team:  Morgan Brunz, Brittany McCluskey
Faculty advisor: Dr. Siems, Barr
Documents: Final report (Word), final presentation (PPT)

The Federal Reserve Bank of Dallas has a call center that responds to customer requests to change from receiving checks in the mail to direct deposit. The center’s call volume varies throughout the month and day. They have hired 23 permanent employees, and on a daily basis, they hire a different amount of temporary employees. Our goal is to determine the number of temporary employees they should hire each day and those employees’ schedules. We  seek to minimize cost and maximize customer service. Read more…

Assessing the Effectiveness of the Dallas Police Dept.’s First Offender Programs

June 5th, 2009 No comments

policebadge1Client: Dallas Police Department
Team:  Kyle E. Kidd, Eric B. Lakey, S. Tyler Nau
Faculty advisor: Dr. Richard Barr Year: 1995
Documents:   Final report

The purpose of this study is to analyze historical data on the Dallas Police Department’s First Offender Programs in order to determine the effectiveness of the programs, and to develop a model to predict the probability of the program being successful for an offender. Using graphing techniques, statistical techniques and operations research techniques the sample was analyzed to reach conclusions about the efficiency of the two programs. Read more…

Convenience Store Staff Scheduling

June 5th, 2009 No comments

Client: Towers Perrin, TeePee  Convenience Stores
Team: Eric Mentz, Greg Meurer
Faculty: Dr. Richard Barr      Year: 1995
Documents: Final report

Tee Pee is a United-States-based convenience store chain (renamed for confidentiality reasons) consisting of approximately 4000 stores. Tee Pee is in the process of developing a system for their individual store managers that would help them to adequately staff their stores based on cus­tomer flow and satisfaction.

The consultants at Towers Perrin formulated a manual model, which was developed into the Store Staffing Tool. We saw an opportunity to automate this model and develop an algorithm that would automatically assign employees to certain hours of the week, based on availability and competency. The resulting output of this algorithm not only shows the work schedule for the week; it also shows the staffing levels required, the total number of labor hours needed during the week, the overall labor cost of running that store for one week, and it highlights which employees are not being  used adequately. Read more…

MCI Private Network Model Design: Digital DS-3 Cross Connects

June 5th, 2009 No comments

Client: MCI Communications Corp.
Team:  Mona Abou-Sayed, Charlene Edwards, Scott Singleton
Faculty advisor: Dr. Richard Barr     Year: 1995
Documents:   Final report

This project involved developing an optimized  telecommunications-network design for a client of MCI Communications Corp. Requirements included determining the optimum number of nodes, their placement, and Digital Signal 3 (DS-3) lines need ed to connect all the cities and meet their demands while providing restoration capacity in the case of system component failures.

Several heuristics were used to find the initial placement of nodes and begin a cost minimization analysis. A mixed-integer programming model was developed and solved with Cplex, followed by manual adjustments to the node location assignments and network links. The optimal cost was found to be: $4,461,868, which could be improved with further development.

Improving Emergency Room Effectiveness via Process Simulation

June 5th, 2009 No comments

Client: Baylor University Medical Center
Team:  Amy Haller, Chris Johnson, Christian Puryear, Adam Saucedo
Faculty advisor: Dr. Richard Barr     Year: 1996
Documents:   Final report

Baylor University Medical Center (BUMC) is a downtown-Dallas-based hos­pital with many satellite locations around the metroplex. In northeast Tarrant county, BIJMC acquired a small hospital in Grapevine. The Grapevine Hos­pital is a licensed 104-bed facility offering both in- and out-patient services. The Emergency Department (ED) at Baylor Grapevine is a six-bed unit cater­ing primarily to urgent patients rather than trauma patients. Currently, this department is undergoing major changes in staffing and physical size. A new facility is under construction and will be completed in September 1996.

The administrators of the Grapevine Hospital recognized a potential prob­lem and requested a tool to accurately simulate the work done in the ED. The purpose of this project is two-fold: 1) to determine the impact of staffing and/or facility changes on the efficiency of the ED, and 2) to gain a better understand­ing of the patient flow through the ED in order to reduce the occurrence of bottlenecks in the new facility. Consistently, the ED sees its largest number of patients on the weekend. On average, the ED services 110 patients each weekend.

NASA Production Center Process Improvements

June 5th, 2009 No comments

Client: National Aeronautics and Space  Administration
Team:  Chris Genda, Loan Ngoyen, Valerie Vlahos, John Williams
Faculty advisor: Dr. Richard Barr     Year: 1997
Documents:    Final presentation

The present operations procedures used by the NASA Manufacturing Di­vision has room for improvement in the following areas: information accuracy within the INFISY system and tracking machine downtime, departmental com­munication, job scheduling at each work center, and estimating job cost and completion time. Due to the combined errors and problems mentioned within the Division, several effects are obvious.

The inaccurate use of the INFISY system has led to an incomplete historical data set, which has greatly affected the forecasting of completion times of jobs. This is apparent in the very large negative variances (actual-estimated time). The high percentages of those not logged out on INFISY have led to part mislocation. Job scheduling is diffi­cult without tracking intermediate completion dates. Not monitoring machine down time leads to possible higher repair costs than sometimes purchasing a new machine. Under the current use and application of the INFISY software, job scheduling and forecasting are not optimized as needed. Addressing these issues gradually will improve the production operation. Read more…

Baylor Cardiac Patient Flow Simulation

June 5th, 2009 No comments

Client: Baylor Heart Hospital
Team: Ashley Backwith, Steven Chapman, Ikechukwu Irozura, Kelly Nelson, Josh Urquhart
Faculty advisor: Dr. Richard Barr     Year: 1998
Documents:   Final report

Baylor University Medical Center, a five-hospital complex located just north of downtown Dallas, is one of the leading tertiary care teaching and referral centers in Texas and the Southwest. Our project focused on the planned heart hospital, which is to be built across Worth Street from the main hospital tower. This eight-story facility would be financed and run jointly by Baylor and three major cardiac physician groups. The third floor of the hospital would house the cathology and electrophysiology labs that provide diagnostic tests and host several non-emergency procedures.

A team consisting of Baylor employees and the Healthcare Environmental Design architectural firm has been working on the floor plan and design of this facility. Since the project involves multi-million dollar expenditures from both the physicians and the hospital, and tasks that are vital to the welfare of cardiology patients will be performed there, the two sponsors want to insure the facility can handle the expected patient flow in the new heart hospital. As a result, our team has been asked to collect data, run a simulation for the new facility, and analyze the results. Read more…

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