2023 Spotlight! Book

SPOTLIGHT! 2023

RESUME 2023 BOOK

TEAM PROJECT SHOWCASE AND SCHOLARSHIP COMPETITION

nts par$cipated in 18 team projects featuring 15 sponsoring including aerospace, Internet commerce, high tech, health . The 2023 sponsors include Amazon.com, Inc., Amazon ers, Becton, Dickinson and Company, The Boeing Company, Ford Motor Company, MillerKnoll, Inc., Mayo Clinic, Modine ey Black & Decker, Inc., Starbucks Corpora$on, Target (Washington Gas). As part of a comprehensive training GREETINGS, and welcome to the 2023 Spotlight! Team Project Showcase and nsite industry partner tours as well as leadership and Scholarship Competition. Today marks an important milestone in the work of the Institute, Tauber and it is our great honor to welcome you to our 30th Spotlight!. ara$onTauber for their projects.

Welcome This year marks an incredible 30 years for the Tauber Institute for Global Operations continuing impactful work in developing new leaders for operations and supply chain careers. In this past academic year, 2022-2023, 42 students participated in 18 team projects featuring 15 sponsoring companies from various industries, including aerospace, internet commerce, high tech, health care, automotive, energy, and retail. The 2023 sponsors include Amazon.com, Inc., Amazon Robotics, American Industrial Partners, Becton, Dickinson and Company, The Boeing Company, BrandSafway, ConAgra Brands, Inc. Ford Motor Company, MillerKnoll, Inc., Mayo Clinic, Modine Manufacturing, Nestlé Purina, Stanley Black & Decker, Inc., Starbucks Corporation, Target Corporation, and WGL Holdings, Inc (Washington Gas). As part of a comprehensive training program, students participated in onsite industry partner tours as well as leadership and teamwork training modules in preparation for their Tauber projects.

HYUN-SOO AHN

Ford Motor Company through disrup$ons to supply chains, including material Business Co-Director Professor of Technology ges, difficult demand forecas$ng, changing consumer and Operations ndergoing digital transforma$on and restructuring. Tauber Ross School of Business Damian Beil pecific challenges our industry partner faced and resulted in will drive measurable value well beyond the summer project. , the results are not only transforma$ve to our students and e success of our industry partners as well. We are incredibly The Tauber Ins,tute for Global Opera,ons completed another yearprojects of ac,on-based team o have invested in our supported these Industry partners continue to students, work through disruptions to supply chains, including In this past academic year 2021-2022, students par,cipated material scarcity, increasing logistical challenges, difficult49 demand forecasting, changingin 21 team projects at an projects. academic and industry collabora$on can produce. featuring 16 sponsoring companies from a wide range of industries, including aerospace, consumer attitudes, cost pressures, all while undergoing digital transformation and

LARRY SEIFORD restructuring.

Tauber team helped identify the specific challenges Internet commerce, highprojects tech, health care, automo,ve, energyour andindustry retail. The 2022 sponsors Larry Seiford partnerAmazon, faced resulted inimpact long and short-term solutions that will drive measurable include American Industrial Partners, Boeing, BrandSafway, Brunswick, Dell, Ford Goff Smith Engineering s’ regional andandglobal with execu$ve summaries value well beyond the summer project.

As you will see during the showcase, the results are Motor Company, General Motors, GoPuff, MicrosoQ, MillerKnoll, Na,onal Center for Co-Director nd results eachto sponsored project.

The and not onlyfrom transformative our students and their future careers but todepth the futureand success Professor of Industrial Manufacturing Sciences, Pfizer, Stanley Black & Decker, Stoneridge, Target. As part of a & Operations of our industry partners as well.

We are incredibly grateful to our industry partners who comprehensive training program par,cipated in facility tours, and leadership and flect the demands faced by students opera$ons in an ever-changing Engineering have invested in our students, supported these projects, and continue to raise the bar on teamwork training modules leading up to their projects.

College of Engineering

whatwill an academic and industry collaboration produce. mmaries provide insight intocan the University of Michigan’s This documents student teams’ regional andimpact global impact with execu,ve hips with leading companies who ourwith students can besummaries Thisbook guide documents student teams’ regional andknow global executive describing challenge, method, and results from each project. The depth and summaries the describing the challenge, method, and results from eachsponsored sponsored project. most challenging problems.

The depth of our students’ projectsthe reflect the demands by operationsin an ever-changing breadth of and our breadth students’ projects reflect demands facedfaced by opera,ons

in an ever-changing world.

We hope these executivewill summaries willinsight provideinto insight world.

We hope these execu,ve summaries provide the University of Michigan’s Ray Muscat into the University of Michigan’s solid global reputation and partnerships with who leading strong global reputa,on and partnerships with leading companies, know that our students companies who knowto oursolve students can of be their called most upon to solve some ofproblems. their most can be called upon some challenging challenging problems.

Best Regards,

BEST REGARDS,

ANNE PARTINGTON Managing Director Tauber Institute for Global Operations

arry Seiford Hyun-soo Ahn Larry Seiford Ray Muscat Ford Motor Company Business Engineering CoIndustry Director Goff Smith Engineering Co- Goff Smith Anne Par3ngton Co-Director and Jack D. Sparks- Director and Professor of Tauber Ins?tute for Director and Professor of Managing Director TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU Whirlpool Corpora,on Research Industrial & Opera,ons Global Opera?ons ndustrial & Opera$ons Professor of Business Engineering

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SPOTLIGHT! 2023

Santa J. Ono President 3190 Ruthven Building 1109 Geddes Avenue Ann Arbor, Michigan 48109-1079 TEL: 734 764-6270 August 9, 2023

DEAR U-M STUDENTS, COLLEAGUES, AND FRIENDS: Welcome to the 30th Anniversary of the Spotlight! Team Projects Showcase and Scholarship Competition with the Tauber Institute for Global Operations at the University of Michigan. As my first greeting to this wonderful community, let me start by saying I feel so honored to have this opportunity of embracing our new students into such an extraordinary collaboration between our university partners at the College of Engineering and the Stephen M. Ross School of Business for what will no doubt be another fantastic year. Thank you for allowing me to welcome you.

It’s true that, as a public university, it is our moral duty to devote our strengths in research and education in service of our society. But as members of the University of Michigan community, we do so with pride, with poise, and with passion for our collective futures. Tauber Institute is a spectacular example of why our university is a world leader in innovation and impact. By bringing together our talented students from different disciplines, the Tauber Institute unleashes their ingenuity and intellectual power to tackle large-scale operational challenges, further demonstrating that the best solutions to big problems are never produced in isolation.

And though I am rounding out my first year as president, it is evident to me that this cross-disciplinary initiative produces longstanding results that will no doubt benefit both our society as well as our own mission to further our research and education. What a wonderful demonstration of our University’s mission in action. Our students strengthen their skills and expertise while delivering results that improve our world.

For this 30th Anniversary, I encourage you to take a moment to consider the outstanding work that our alumni worked hard to achieve since Tauber Institute’s humble beginnings. Alumni who are now professionals in their own fields and who are continuing to help move society even further because their U-M drive has not faltered and does not waver.

I offer my sincere gratitude to Joel D. Tauber, without whose vision of this partnership and the great successes of the Tauber Institute would not be possible. I’m also grateful to the company partners who have supported and guided our students over the last several months. We appreciate your willingness to engage and collaborate with the next generation of engineers, entrepreneurs, and scientists.

The pages that follow demonstrate the great synergies that take place when great minds come together. I am sure you will enjoy reading them as much as I have.

Sincerely,

Santa J. Ono President MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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Table of Contents About the Tauber Institute . . . . . . . . . . . . . . 4 Cultivating Thought Leadership . . . . . . . . . 6 The Tauber Advantage. . . . . . . . . . . . . . . . . . 8 Tauber Students . . . . . . . . . . . . . . . . . . . . . . 12 Project Descriptions. . . . . . . . . . . . . . . . . . . 16 AMAZON.COM, INC.. . . . . . . . . . . . . . . . . . . . . 16

Optimizing Manual Processing in Fulfillment Centers AMAZON ROBOTICS. . . . . . . . . . . . . . . . . . . . 17

Exploring use cases for Amazon’s new Autonomous Mobile Robot

AMERICAN INDUSTRIAL PARTNERS . . . . 18

Optimized Design of Steel Joist Production Scheduling System

BECTON, DICKINSON AND COMPANY. . . . 19

Capital equipment forecast accuracy improvement project

THE BOEING COMPANY. . . . . . . . . . . . . . . . 20

777X Restart Readiness

MILLERKNOLL, INC.. . . . . . . . . . . . . . . . . . . . 26

An Assessment & Recommendations for Automation Opportunities in MillerKnoll’s Warehousing Operations

MAYO CLINIC. . . . . . . . . . . . . . . . . . . . . . . . . . 27

Improving End-to-End Supply Chain Reliability MODINE MANUFACTURING COMPANY. . 28

Developing a Standard Rough Cut Capacity Planning (RCCP) Model for Modine’s Air-Cooled Applications Business NESTLÉ PURINA. . . . . . . . . . . . . . . . . . . . . . . 29

Optimizing the Inbound Supply Chain Network STANLEY BLACK AND DECKER, INC. . . . . 30

Optimizing Advanced Manufacturing of Fasteners

STARBUCKS CORPORATION. . . . . . . . . . . . . 31

US Licensed Store Asset Tracking: Developing an asset tracking strategy for US Licensed Store business division TARGET CORPORATION. . . . . . . . . . . . . . . . 32

THE BOEING COMPANY. . . . . . . . . . . . . . . . . 21

Early Warning Systems

THE BOEING COMPANY. . . . . . . . . . . . . . . . 22

Supply Chain Reminder And Notifications

BRANDSAFWAY. . . . . . . . . . . . . . . . . . . . . . . 23

Optimizing Freight Presentation and Sequencing criteria of CONS freight for ART Inbound Receipt WASHINGTON GAS . . . . . . . . . . . . . . . . . . . . 33

Optimizing Low Carbon Energy Portfolio Solutions for Data Centers

Inventory Management and Operational Optimization in Forming and Shoring

Tauber Year in Review. . . . . . . . . . . . . . . . . 34

CONAGRA BRANDS. . . . . . . . . . . . . . . . . . . . 24

Tauber Alums Make a Lasting Impact . . . 48

Optimizing Synergies Across Conagra’s Supply Chain FORD MOTOR COMPANY. . . . . . . . . . . . . . . 25

Education in Action. . . . . . . . . . . . . . . . . . . 46 Out & About. . . . . . . . . . . . . . . . . . . . . . . . . .50 Tauber Industry Advisory Board . . . . . . . 52

Scaling Additive Manufacturing

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

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SPOTLIGHT! 2023

About the Tauber Institute INDUSTRY IDENTIFIED A NEED. THE UNIVERSITY OF MICHIGAN RESPONDED. It all began when a gathering of business advisors identified a key category of employees missing from their organizations: trained professionals who understand both the business and engineering aspects of manufacturing.

As a result of that discussion, the University of Michigan’s Ross School of Business and College of Engineering formed a new cross-unit collaboration. Named for benefactor and U-M alumnus Joel Tauber, the Tauber Institute was born — and immediately began to innovate.

“When I was honored with the naming of the Tauber Institute back in 1995, I never dreamed it would become the vibrant global network of operations professionals and thoughtleaders that it is today. Thank

Faculty in the two schools created new courses to deliver an integrated education addressing the challenges of modern manufacturing, with an emphasis on leadership skills.

The Tauber Institute sought every opportunity to immerse students in real-world experiences — leading to the development of Tauber team projects and the annual Spotlight! event, where students compete for academic scholarships through their presentations about their work at top companies across the U.S. and around the world.

you all for your contributions to this community that inspires me with its energy and its eagerness to embrace new ideas.”

- Joel Tauber MICHIGAN ROSS // MICHIGAN ENGINEERING

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SPOTLIGHT! 2023

Cultivating Thought Leadership RECRUITING STUDENTS The Spotlight! Team Project Showcase and Scholarship Competition is one way to introduce yourself and your organization to the Tauber Institute’s supremely qualified candidates. Some additional recruitment opportunities are listed below: •

Access to the Tauber Institute's Student Advisory Board, which can assist you in developing networking opportunities to recruit or to engage through events such as tailgates, receptions, and speaking engagements.

•

Opportunities to work with the Tauber Institute to share your company's culture and values and to showcase career opportunities in operations and supply chain management.

•

Individual interviews with students.

•

Permission to post job openings on the institute’s website, accessed by current students as well as our expanding network of 1500+ alumni.

•

A connection to career centers and employment events at the College of Engineering and the Ross School of Business.

MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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DEGREE PROGRAMS ASSOCIATED WITH TAUBER Tauber Institute students are admitted through either the College of Engineering or the Stephen M. Ross School of Business. They bring with them significant experience in fields such as product engineering, manufacturing, supply chain, and consulting. Most Tauber students also have undergraduate training in engineering or other technical fields. They have made a substantial commitment to careers in operations or supply chain management and pursue an education specifically designed to meet the needs of today’s firms.

ALL TAUBER STUDENTS ARE ENROLLED IN ONE OF THE FOLLOWING DEGREE PROGRAMS:

ROSS SCHOOL OF BUSINESS

COLLEGE OF ENGINEERING

BTS (BBA + TAUBER + MASTER OF SUPPLY CHAIN MANAGEMENT)

ENGINEERING GLOBAL LEADERSHIP HONORS (EGL)

This 5th year master’s degree program utilizes the Tauber Institute to bridge the BBA with a Master of Supply Chain Management (MSCM) degree. The STEMcertified, 10-month MSCM program offers a comprehensive curriculum focused on end-to-end, global supply chain management.

This five-year honors program prepares students to enter a variety of firms as engineers, while giving them the necessary management skills to quickly assume business leadership roles. 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 MSE.

MASTER OF BUSINESS ADMINISTRATION (MBA) This two-year program prepares students to accept general management leadership positions. The Tauber program includes a sequence of operations management, supply chain, and manufacturing-related engineering courses.

ENGINEERING GRADUATE PROGRAMS (EGP) A graduate-level engineering degree program that, coupled with Tauber Insitute requirements, provides intensive course work in operations and manufacturing technologies paired with business elective courses. EGP students are pursuing MEng, MSE, PhD, or Doctor of Engineering degrees.

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

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SPOTLIGHT! 2023

The Tauber Advantage Team projects are just one way that Tauber students distinguish themselves from other business and engineering graduates. Tauber programs and courses also enhance their employability: •

The LeadershipAdvantageSM program of learning modules and workshops emphasizes leading and influencing an organization through collaboration, creativity, communication, and analytics.

•

The Tauber Leadership Speaker Series invites high-level executives to share insights with students about their careers, the qualities needed in today’s global economy for strong leadership, and tangible steps students can take to achieve excellence in their own career paths.

•

•

Facility assessments deliver insight into operations and lean manufacturing. Students learn to perform a rapid audit of the state of an operation, judge the relative leanness of the operation, prioritize targets of opportunity for improvements, and develop an action plan to facilitate those improvements.

The Global Operations Conference brings leaders in industry and academia together to strategize new ways to advance the practice of operations worldwide.

•

The Leadership Forum allows Tauber students to learn about ethical leadership directly from current leaders in operations from top global firms.

•

Tauber students are encouraged to give back.

Each year, on Community Service Day, they apply what they’ve learned to address operations challenges at southeast Michigan nonprofits.

•

The Integrated Product Development course is an experiential, cross-disciplinary course that immerses teams of students from Business, Engineering, Art & Design, and Information in a competitive product development environment.

Many Tauber students assume leadership roles in organizing the Global Operations Conference, Leadership Forum, Industry Panel, and Tauber Leadership Speaker Series, gaining valuable experience in the complexities of event planning and developing rapport with the seasoned executives they bring to campus. Student groups plan Tauber’s Community Service Day and organize networking events, and Student Advisory Board members work closely with Tauber leadership to strive for continuous improvement in our own operations.

MICHIGAN ROSS // MICHIGAN ENGINEERING

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SPOTLIGHT! 2023

Tauber Students MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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AMAZON.COM, INC.

Caitlin Dusenbury

Barbara Lopez Santander

Sebastian Sarquis

Pg. 16

Pg. 16

Pg. 16

AMAZON ROBOTICS

Bruno Simao Da Silva Nascimento

Vivien Wei

Pg. 17

Pg. 17

AMERICAN INDUSTRIAL PARTNERS

Christian George

Ziyu Han

Pg. 18

Pg. 18

BD (BECTON, DICKINSON AND COMPANY)

Maria Guerrero

Farzad Siraj

Pg. 19

Pg. 19

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

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SPOTLIGHT! 2023

BOEING (777X)

Daniel Cotton

Nick Tran

Claudia Zimmerman

Pg. 20

Pg. 20

Pg. 20

Delenn Bauer

Aidan Fitzgerald

Roxana MartinezBernal

Pg. 21

Pg. 21

Pg. 21

BOEING (EARLY WARNING SYSTEM)

BOEING (SUPPLY CHAIN ENGINEERING)

Joshua L. Geller

Paulina Victoria Rajski

Pg. 22

Pg. 22

BRANDSAFWAY

Charles Bienert

Richard Shu

Pg. 23

Pg. 23

MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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CONAGRA BRANDS, INC.

Rachel Karaban

Isabel Frances Rolfe

Pg. 24

Pg. 24

FORD MOTOR COMPANY

Brendan Biache

Elizabeth Hoyt

Pg. 25

Pg. 25

HERMAN MILLER (MILLERKNOLL)

Won Young Kang

Rachael B. White

Pg. 26

Pg. 26

Joseph Kearney

Jared Pavlick

Jayanth Tatikonda

Pg. 27

Pg. 27

Pg. 27

MAYO CLINIC

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

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SPOTLIGHT! 2023

MODINE MANUFACTURING

Griffin Riley

Abrajeedhan (AB) Rajagopalan Srilatha

Pg. 28

Pg. 28

NESTLÉ PURINA

Hanna Chapin

Joshu Phan-Gruber

Pg. 29

Pg. 29

STANLEY BLACK AND DECKER, INC.

Jessica Dillon

Neal Sinha

Pg. 30

Pg. 30

STARBUCKS CORPORATION

Yuzhou Judy Liu

Clark Yidi Wang

Pg. 31

Pg. 31

MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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TARGET CORPORATION

Alexios Avrassoglou

Santiago Currea

Austin Tauber

Pg. 32

Pg. 32

Pg. 32

WGL (WASHINGTON GAS)

Gabriel Correa

Allen Zhao

Pg. 33

Pg. 33

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

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SPOTLIGHT! 2023

Project AMAZON.COM, INC.

AMAZON.COM, INC.

Optimizing Manual Processing in Fulfillment Centers

STUDENT TEAM: Caitlin Dusenbury – Bachelor of Business Administration / Master of Supply Chain Management Barbara Lopez Santander – Master of Business Administration Sebastian Sarquis – Master of Business Administration (MBA) PROJECT SPONSOR: Sarah Klemsz – Director, Process Engineering FACULTY ADVISORS: Len Middleton – Ross School of Business Ray Muscat – College of Engineering

AMAZON'S Process Engineering Team has partnered with the Tauber Institute for Global Operations to improve process speed and safety in their fulfillment centers. The Tauber team will assess the current operations and propose a strategy that includes financial impact analysis, equipment needed, and safety requirements to identify and validate investments.

MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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AMAZON ROBOTICS Exploring use cases for Amazon’s new Autonomous Mobile Robot STUDENT TEAM:

Bruno Simao Da Silva Nascimento – Master of Business Administration Vivien Wei – Master of Business Administration PROJECT SPONSORS: Gustavo Frattini – Senior Engineer, Advanced Manufacturing Engineering Paul Seay – Senior Manager, Advanced Manufacturing Engineering FACULTY ADVISORS: Max Z. Li – College of Engineering Ruslan Momot – Ross School of Business

While Proteus was primarily designed to move Go-Carts, a core component of Amazon’s logistics operations, Amazon recognizes the potential for Proteus to serve many other purposes. To meet this need, AR tasked the Tauber team with identifying new use cases for Proteus, both internal and external to Amazon. Overall, the team concluded that in the short term, Amazon’s internal opportunities have much greater return on investment compared to external ones. This conclusion was derived from the observation that the net cost savings of the top five internal opportunities is greater than the projected operating profit of the entire AMR market segment for manufacturing in 2027.

The Tauber team identified 28 different potential internal use cases through six site visits and 30+ interviews, then selected two use cases to prioritize. The final deliverable for each use case includes: (1) gap analysis, (2) layout, (3) technical requirements, (4) implementation roadmap, (5) financial analysis, (6) risks and issues assessments, (7) next steps.

The first use case proposed involves utilizing a Proteus fleet to automate the replenishment of parts to the stations in the AR production lines. The team estimated that the use case can result in an annual cost savings of ~$450K based on current demand forecasts. When considering AR full production capacity, the annual savings is estimated at $2.3M. The second use case proposed involves using Proteus to replenish Totes in the Amazon fulfillment centers (FC). The team estimated that this use case can bring $2.84M of labor savings per year for a single FC, with an 8.6-month payback period compared to the current manual handling process. Considering all new fulfillment centers in the pipeline, the use case has a potential impact of $76.7M in three years.

Overall, the two use cases the team presented could save up to $79M in three years.

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

AMAZON ROBOTICS

AMAZON ROBOTICS (AR) is the division of Amazon.com Inc. responsible for developing and providing robotic automation to empower a more efficient and consistent customer experience through automating Amazon’s overall operation process in fulfillment and delivery. With the Covid-19 pandemic highlighting the importance of Amazon in customers' lives, the company recognizes the need to continually innovate its complex logistical infrastructure to fulfill customers' needs. Consequently, Amazon Operations faces the challenge of shifting from high-volume to highmix production, which requires increased flexibility and efficiency. To address some of these challenges, Amazon has developed its first Autonomous Mobile Robot, Proteus.

AMERICAN INDUSTRIAL PARTNERS

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SPOTLIGHT! 2023

AMERICAN INDUSTRIAL PARTNERS Optimized Design of Steel Joist Production Scheduling System STUDENT TEAM: Christian George – EGL (BSE/MSE Computer Science) Ziyu Han – EGL (BSE/MSE Industrial and Operations Engineering) PROJECT SPONSOR: Almira Dogruyol – Senior Industrial Engineer, Canam Steel corporation Scott Redmond – Director of Quality and Engineering Services, Canam Steel Corporation FACULTY ADVISORS: Izak Duenyas – Ross School of Business Oleg Gusikhin – College of Engineering

AMERICAN INDUSTRIAL PARTNERS, a results-driven middle-market private equity firm, has made a strategic investment in Canam Steel Corporation (CSC), a prominent manufacturer of steel joists and decks in the United States.

The Tauber Team, situated at CSC’s headquarters in Point of Rocks, MD, took on a pivotal role in creating a robust algorithmic framework for optimizing the scheduling of steel joist production. The complexity of steel joist scheduling cannot be overstated. Currently, each CSC plant employs a dedicated scheduler responsible for managing the entire scheduling process within a two-week timeframe. Compounded by the highly customized nature of CSC’s steel joist orders, with variations in specifications like length, depth, thickness, and quantity, these demands present significant challenges. Schedulers must strive for maximum production line efficiency while factoring in changeover, manpower, material flow, estimated time, and critical deadlines to avoid potential financial penalties.

Across plants, existing scheduling practices differ due to institutional knowledge, leading to scheduling becoming a potential single point of failure.

The Tauber Team addressed this challenge by conducting comprehensive interviews with schedulers from two plants, gaining insights into their methodologies. To support and improve the current scheduling process, the Tauber Team developed a robust Job Scheduling Optimization Model to efficiently schedule and sequence incoming job orders.

Proposed optimizations and future integrations included streamlining material flow and developing a standardized procedure. This proposed coherent framework and the developed scheduling optimization model are designed to be adopted by any individual and seamlessly integrated, even automated, into future Enterprise Resource Planning (ERP) upgrades.

Understanding the paramount role of time estimates, the team undertook a rigorous validation process. Analyzing ten years’ worth of historical data across all six facilities, they revealed a tendency for CSC to underestimate time estimates. By extracting job design data from legacy tools, the team identified patterns within underestimated jobs, pinpointing two critical components contributing to estimation inaccuracies. Furthermore, detailed time studies on three bottleneck workstations resulted in questions regarding current estimation practices.

In conclusion, the Tauber Team synthesized a comprehensive framework for a steel joist scheduling optimization model. Coupled with recommendations to enhance estimation precision and overall scheduling efficiency, this effort addresses the intricate challenges CSC faces in its production processes.

MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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BECTON, DICKINSON AND COMPANY Capital equipment forecast accuracy improvement project

PROJECT SPONSORS: Nilesh Bodade – Director, Data Science and Process Digitalization - Business Process Kate Wetzel – Vice President, Business Process Excellence FACULTY ADVISORS: Christian Lastoskie – College of Engineering Joline Uichanco – Ross School of Business

BECTON DICKINSON, renowned as BD, stands as a preeminent American multinational in the realm of medical technology. The company’s indelible mark extends to pioneering the very technologies that drive forward medical research and elevate clinical laboratories. Within the realm of Becton Dickinson, the compass of forecasting outlines the course for financial budgets, production blueprints, sourcing endeavors, procurement strategies, and other pivotal business trajectories.

The Tauber project, a transformative initiative engineered to elevate BD’s capital equipment forecast accuracy, colloquially termed “instruments”.

Embarking on a voyage of inquiry, we performed extensive interviews, amassing insights from over 50 respondents from three regions. The first facet of this approach hinged on meticulous analysis, looking for specific areas of enhancement. By benchmarking best practices from a plethora of industries, this endeavor sought to provide the organization with refined strategies. The second facet, a data-driven approach of modeling and refining the existing inventory policy. These approaches aimed to elevate precision and efficacy became the cornerstone of the project.

In this pursuit of excellence, these improvement opportunities and inventory policy modeling stand as beacons guiding BD toward a horizon marked by elevated efficiencies, harmonized cross-functional collaboration, and a resolute commitment to unwavering progress. With a potential of $4-12M in revenue increase, up to 40% Inventory Savings, 50% Backorder Reduction with 10% increased Service Levels, based on a HBR Study and our analysis.

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

BECTON, DICKINSON, AND COMPANY

STUDENT TEAM: Maria Fernanda Guerrero Pineiro - Master of Business Administration (MBA) Farzad Siraj - EGL (BSE/MSE Computer Science)

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SPOTLIGHT! 2023

THE BOEING COMPANY 777X Restart Readiness STUDENT TEAM: Daniel Cotton – Master of Business Administration (MBA) Nick Tran – EGL (BSE/MSE Industrial and Operations Engineering) Claudia Zimmerman – EGL (BSE-ME/MSE Systems) PROJECT SPONSOR: Jeff Dillaman – Senior Manufacturing Manager, 777 Interiors Kartik Raju – Sustainable Aviation Fuel Aircraft Compatibility Leader, Product Development

BOEING – 777X

FACULTY ADVISORS: Richard Hughes – College of Engineering Mohamed Mostagir – Ross School of Business

This report summarizes the findings and recommendations of the Tauber’s 2023 BOEING 777X project team.

The team was tasked with observing early production restart activities at Boeing’s main factory in Everett, WA to benchmark and identify best practices and improvements for the 777-9 airplane, which is Boeing’s new largest twin aisle long-haul passenger model. These best practices will provide frameworks to improve operations management for the 777 Program in the areas of staff training, quality assurance, and fulfillment processes, which will be critical to Boeing’s continued success as it increases production rates for the 777 Program.

This final report provides background on the project’s problem statement, a summary of the project’s scope and strategic goals, a description of the team’s approach to research and findings, final recommendations, and plans for implementation of these recommendations.

The team began gathering information by conducting over 40 qualitative interviews, performing relevant metric data analysis, surveying Boeing employees & stakeholders, and observing daily operations to gain an in-depth understanding of the production process for the 777. Since 777X production had not restarted prior to our project’s start, we relied on qualitative information and historical production data to determine potential improvement opportunities.

From our initial analysis we identified significant improvement opportunities related to mechanic training, quality assurance processes, and fulfillment practices. We also compiled a list of best practices for immediate implementation, including early material inspection and buyoff, skill development monitoring, and tooling refresher training. Next, the team conducted additional benchmarking activities, including a trip to Boeing’s 787 production facility in Charleston, SC, to determine specific improvement pathways in the three focus areas. Next, the team provided recommendations to improve the processes to determine new mechanic learning pathways via gap analysis as well as those to improve quality checks and balances by providing a formal framework for intervention. Finally, the team provided a dynamic framework to determine optimal fulfillment strategies on the factory floor based on evolving supply chain and production conditions.

The gap analysis and Individual Learning Plan revisions have the potential to increase Certification Levels for new mechanics by approximately 50%, significantly decreasing non-value-added time for these mechanics and accelerating early on-the-job training adaptations. The quality assurance process interventions proposed by our team will provide a framework to quickly identify and prevent defect propagation along the production value stream, with potential for a 40% reduction in rework hours in sampled production centers for the 777-9. Finally, the fulfillment practices framework will reduce factory floor space requirements by at least 25%, decreasing the likelihood that the factory floor reaches capacity for point-of-use fulfillment as well as helping to reduce set-up times in fulfillment and manufacturing.

These recommendations combine to prepare Boeing for success through promotion of talent development, quality management, and continuous improvement as the 777 Program expands its market presence.

MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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THE BOEING COMPANY Early Warning Systems STUDENT TEAM: Delenn Bauer – EGL (BSE/MSE Aerospace) Roxana Martinez-Bernal –- EGL (BSE-Biomedical/MSE Industrial and Operations Engineering) Aidan Fitzgerald – EGL (BSE/MSE Industrial and Operations Engineering) PROJECT SPONSOR: Kimberly Brock – System Engineering Manager Wendi Folkert – Director for Supply Chain Propulsion Strategy FACULTY ADVISORS: W. Monroe Keyserling – College of Engineering Stewart Thornhill – Ross School of Business

BOEING COMMERCIAL AIRPLANES tasked the Tauber Team to consult on the development of a predictive heatmap for FAA delegate’s interference. The team was able to effectively benchmark three airlines and consolidate internal resources to synthesize 12 concise recommendations that can effectively transition the heatmap to a minimum viable product. This heatmap will enable Boeing to ensure less stressful working conditions for FAA delegates in charge of enforcing federal safety standards thereby improving safety for the 100,000s of passengers who use Boeing’s products every day.

BOEING - EARLY WARNING

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

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SPOTLIGHT! 2023

THE BOEING COMPANY Supply Chain Reminder And Notifications

BOEING - SUPPLY CHAIN

STUDENT TEAM: Joshua Geller – Bachelor of Business Administration/Master of Supply Chain Management Paulina Rajski – EGL (BSE-Industrial and Operations Engineering/MSE Design Science) PROJECT SPONSORS: Joshua Cypher – Supply Chain Engineering Initiatives Senior Manager Peter Lohrman – Supply Chain Engineering Initiatives Manager FACULTY ADVISORS: David Kaufman – Ross School of Business Prakash T. Sathe – College of Engineering

BOEING COMMERCIAL AIRPLANES oversees the production of commercial airplanes. Their demand has increased over the past couple of years in accordance with global activity increasing as well. It is essential for Boeing to have an efficient supply chain while supporting rapid production rates of which only 20% are delivered on time.

Due to a demographic shift within the work force, The Boeing Company and its suppliers have experienced high employee turnover leading to gaps in knowledge transfer. This has also been experienced by the supply base at large and consequently has led to noncompliance and misunderstandings of Boeing requirements. Furthermore, this gives rise to Notices of Escapement which contribute to production stoppages. A Notice of Escapement occurs when The Boeing Company suspects or identifies a part that was noncompliant to engineering requirements and is still installed on aircraft or even delivered to the customer. Notice of Escapements often occur due to a supplier’s lack of understanding of product standard requirements. The Boeing Company invited the Tauber team to study this strategic issue. The team was tasked with evaluating various supplier communication channels used by Boeing, and for each, recommending advantages and disadvantages, optimum frequency, and target audiences.

To understand the current state of communication processes between engineering and suppliers, the team identified different methods of communication used by The Boeing Company. These were then evaluated by sending communication to suppliers using these processes followed by a survey to test the following criteria: content retention, supplier communication preferences, and frequency for sending reminders. Communications were sent out to 4000+ suppliers. The Tauber team then surveyed suppliers to determine the most effective methods for communicating requirements and the frequency of communicated.

The key findings the team discovered were that suppliers like to participate in communication methods that are comprised of human interactions over systems. This allows for a two-way conversation between Boeing engineering and the supply base, for which its implications are immense. Furthermore, the team uncovered the potential for an outdated system to send reminders to the supply base whenever there are changes to standard requirements, increasing compliance.

The summarized results from the project were documented in The Boeing Company Enterprise Playbook commons.

This playbook, which incorporates the various processes for communicating between The Boeing Company and suppliers, is now accessible to the entire company. Short-term, the tool can be used to track reminders sent out by the team and streamline processes for communicating with suppliers. In the long term, it ensures that the communication methods are documented clearly to prevent future knowledge gaps. In addition, the information gathered in the playbook will be used to program the One Data Management System, which is a central system for communication workflows being developed by the Supply Chain Engineering Team. Through streamlined reminders, the number of future Notices of Escapement can be proactively reduced by sending effective communications to the supply base, realizing projected costs savings of $6.5 million by 2028.

MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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BRANDSAFWAY Inventory Management and Operational Optimization in Forming and Shoring STUDENT TEAM: Charles Bienert – EGL (BSE/MSE Industrial and Operations Engineering) Richard Shu – Bachelor of Business Administration/ Master of Supply Chain Management PROJECT SPONSOR: Mark Choe – EVP/Chief Technical Officer John Lucas – Director of Commercial Operations FACULTY ADVISORS: Debra Levantrosser – College of Engineering Anyan Qi – Ross School of Business

While identifying 10 key improvement opportunities, the Tauber team observed and participated in 112 hours of yard operations, interviewed 42 stakeholders, conducted detailed data analysis across 8 databases, and developed end-toend process mapping of sales and operations. Of the 5 opportunities that had successful output, the 3 most impactful initiatives involved creating and piloting tools across the Yard Operations, Inventory, and Sales functions. The team: • • •

Initiated Forklift Telematics: optimizing safety and efficiency, collecting data Created Inventory Simulation Model: capturing untapped demand and minimizing internal costs Built Sales Dashboard: creating information streams to support job closeout negotiations

Forklift Telematic tracking provides visibility on forklift uptime and runtime, routing, and maintenance status. Inventory in the outbound and returns process requires frequent forklift touches. The Tauber team sourced and implemented the trackers in 2 branches and unlocked the potential for improved inventory placement and more lean operational processes.

The Inventory Simulation is an adjusted M/M/1 queueing model that uses historical demand data to quantify optimal inventory levels for an SKU. It outputs simulated revenue and cost metrics at a specific inventory level, including interbranch freight and subrent cost forecasts, and provides an efficient frontier for decision-makers to better inform purchasing decisions. The team created the simulation to operate at the branch level, but with further integration and development, the model can be expanded for handling a more precise network-wide forecast.

The team built a Sales Dashboard to create a job-level information stream between operations and sales. This dashboard will provide salespeople with direct access to relevant documentation, better facilitate the job closeout process, and improve visibility on customer job statuses.

The project is projected to save $1.25 million locally in Atlanta, save $6.83 million when scaled across the 13 Aluma Forming and Shoring branches, and grow annual EBITDA by 1.3%.

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

BRANDSAFWAY

BRANDSAFWAY is a global leader in scaffold and access solutions, forming and shoring equipment, and specialty services with over 650 branches across six continents and $3.5 billion in rental assets. Aluma Systems is a smaller but highly profitable subsidiary, specializing in forming and shoring, the structural support equipment for concrete pours and temporary load bearing. The company is jointly owned by private equity firms Brookfield and CD&R (Clayton, Dubilier, & Rice) and prioritizes Earnings Before Interest, Taxes, Depreciation, and Amortization (EBITDA) as the primary financial metric. BrandSafway contracted Tauber to create scalable EBITDA improvement in the Atlanta Forming and Shoring branch.

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SPOTLIGHT! 2023

CONAGRA BRANDS Optimizing Synergies Across Conagra’s Supply Chain STUDENT TEAM: Rachel Karaban – Master of Business Administration Isabel Rolfe – EGL (BSE & MSE Industrial and Operations Engineering) PROJECT SPONSORS: Sam Beadle – Sr Director Productivity Craig Weiss – Senior Vice President of Supply Chain FACULTY ADVISORS: Ravi Anupindi – Ross School of Business Wei Lu – College of Engineering

CONAGRA BRANDS, a food company that produces popular brands such as Marie Calendar’s, Bird’s Eye, and Slim Jim, is focused on optimizing their inbound logistics for their frozen meal network. Currently, there are five plants, all of which are regionally consolidated: Council Bluffs in Iowa, Macon and Marshall in Missouri, and Fayetteville and Russellville in Arkansas, that produce frozen meals. The inbound logistics of the frozen meal network is rather spread out as there is need for external warehousing located far away, sometimes as far away as Wisconsin to service Arkansas.

Even though these plants are all Conagra-owned, they operate almost as individual entities, leading to a lot of redundancies across the network, from labor to purchase orders to suppliers. By bringing raw materials and packaging into the network through a hub, there is the potential to consolidate tasks, purchases, and shipments for the plants in scope. At the hub, tasks that are completed at each plant individually can be done in larger quantities by less labor overall. These tasks include quality assurance, mixing, and material planning. While doing tasks at a larger scale can mean mistakes become more costly, there are rarely any mistakes within quality assurance and mixing for this to be a viable risk.

CONAGRA BRANDS

One issue plaguing the network is high working capital, which is stored in an expensive external warehousing network, there are more materials within the network, and thus more money tied up.

By creating a hub-and-spoke model, which consolidates external warehousing to a centralized distribution center, Conagra will realize reduced labor cost and working capital and logistics efficiencies. Additionally, a hub will enforce a culture of cohesion and unity between these five plants with orders and planning happening centrally rather than separately. This solution would also allow the network to operate in a “just in time”/Kanban system that would facilitate a reduction in inventory levels.

MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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FORD MOTOR COMPANY Scaling Additive Manufacturing

PROJECT SPONSORS: Jay Haubenstricker –Additive Manufacturing Engineering Supervisor Jason Ryska – Director, Manufacturing Technology Development FACULTY ADVISORS: Lennart Baardman – Ross School of Business Judy Jin – College of Engineering

The goal of this FORD MOTOR COMPANY was to build an excel model to identify the cost and value differences between additive manufacturing and plastic injection molding at different scales of production. The purpose of this project is to develop a comprehensive cost/value model (henceforth the Tauber Model) that can be used to estimate the total cost and hidden value of additive manufacturing.

The project team used a variety of data sources, including previous Ford cost models, interviews with engineers, interviews with suppliers, previous price quotes, and market research to develop a detailed cost model. The accuracy of the model was then verified by comparing the Tauber Model to other pricing models and known values used by Ford.

The model was designed to be flexible and adaptable so users can update variables and add new information that was not considered at this time. The team also developed a sensitivity analysis to identify the key drivers of costs and to assess the impact of changes in these variables on total production costs.

The Tauber Model was utilized to compare various scenarios that involved automation and different part sizes. These scenarios provided valuable strategic insights that either justified or ruled-out further investment in automation and certain production parts.

The results of the project show that the cost model is a valuable tool for estimation production costs and identifying potentially cost saving opportunities. The model can be used to optimize production processes and forecast production costs for different vehicle volumes.

Overall, this project demonstrates the importance of developing a comprehensive cost model for additive manufacturing in the automotive industry. The Tauber Model provides valuable insights into the cost structure of production and can help managers make informed decisions about resource allocation and production planning.

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

FORD MOTOR COMPANY

STUDENT TEAM: Brendan Biache – Master of Business Administration Elizabeth Hoyt – EGL (BSE Chemical/MSE Industrial and Operations Engineering)

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SPOTLIGHT! 2023

MILLERKNOLL, INC. An Assessment & Recommendations for Automation Opportunities in MillerKnoll’s Warehousing Operations STUDENT TEAM: Won Young Kang – EGL (BSE/MSE Industrial and Operations Engineering) Rachael B. White – Master of Business Administration PROJECT CHAMPION: Richard Scott – Chief Global Manufacturing & Operations Officer PROJECT SUPERVISOR: Beau Seaver – Vice President Engineering, Automation, and EHS

HERMAN MILLER - MILLERKNOLL

FACULTY ADVISORS: Raymond Muscat – College of Engineering Eric Svaan – Ross School of Business

With over fifteen unique brands under the MILLERKNOLL umbrella,MillerKnoll is the largest high-end furniture manufacturer in the world. With a vision and purpose to ‘design for the good of humankind,’ MillerKnoll places a strong emphasis and focus on people from its customers to its own associates throughout the organization. Our Tauber project with MillerKnoll this year focused on the company’s warehousing operations, more specifically the Midwest Distribution Center in Holland, Michigan. Our team defined the following two goals for our project.

1. Reduce the human struggle in warehousing operations 2. Roadmap the integrated technology ecosystem for the future state of warehousing Our Tauber team set out to achieve these goals by conducting benchmarking research and site visits to understand what industry leaders are doing in the warehousing technology ecosystem. In parallel to this benchmarking, the team planned and executed a series of trials for process improvements and technology solutions to inform final recommendations for the DC excellence journey that MillerKnoll has embarked on. Based on the knowledge gained from the benchmarking research and trial execution, the team defined recommendations in the form of a phased implementation plan to take the Midwest Distribution Center from its current state operations to a desired future state with an integrated technology and data-driven system.

As MillerKnoll continues the DC excellence journey with the guidance of the recommendations and detailed analysis our team was able to complete and provide at the end of this project, we expect the Midwest Distribution Center to implement an integrated, technology ecosystem in the next 3-4 years that will yield compounding annual savings up to an estimated $2 million. In addition, we expect MillerKnoll to utilize our learning to continue the ongoing DC excellence journey to identify more opportunities to reduce the human struggle and gain additional operational efficiencies.

MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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MAYO CLINIC Improving End-to-End Supply Chain Reliability Student Team: Joseph Kearney – Master of Business Administration Jared Pavlick – EGL (BSE Biomed/MSE Industrial and Operations Engineering) Jayantha Tatkionda – EGL (BSE Biomed/MSE Industrial and Operations Engineering) Project Champion: Joe Dudas – Strategy & Innovation Division Chair Project Liaison / Supervisor: Jared Featherstone – Operations Manager Faculty Advisors: Hyun-Soo Ahn – Ross School of Business Tom Buchmueller – Ross School of Business

MAYO CLINIC is a nonprofit organization committed to clinical practice, education, and research, that provides expert, whole-person care to everyone who needs healing. The Mayo Clinic Supply Chain Division supports physicians at Mayo Clinic and elsewhere by procurement and distribution of close to $4B in supplies annually including medical supplies and devices, pharmaceutical, lab supplies, medical and lab equipment as well as purchased services. In the past two years, backorders have increased 300%.

Backorders affect patients directly as well as lead to waste in the supply chain. The current state is not sustainable, and a new solution needs to be deployed.

The Tauber team studied the causes of the increase in backorders, the financial costs incurred by backorders and potential solutions to decrease backorders. The research discovered an annual cost of over $17.48M spent resolving backorders with substitutes.

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

MAYO CLINIC

The team developed a framework to provide leverage to improve existing supplier relationships. First, the team developed an implementation of Collaborative Planning Forecast and Replenishment (CPFR) program with existing suppliers. Second, the team developed a dashboard to automate the costs incurred by backorders and enable Mayo Clinic to leverage these costs into their future contract language and rebates. In doing so, the monetary impact is predicted to save $90M over the next 5 years; the quantity of backorders is expected to be reduced by 82.5%. This framework is the initial foundation to provide Mayo Clinic the opportunity to completely change the health care supply chain industry through supplier relationships.

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SPOTLIGHT! 2023

MODINE MANUFACTURING COMPANY MODINE MANUFACTURING COMPANY

Developing a Standard Rough Cut Capacity Planning (RCCP) Model for Modine’s Air-Cooled Applications Business STUDENT TEAM: Griffin Riley – Bachelor of Business Administration / Master of Supply Chain Management Abrajeedhan (AB) Rajagopalan Srilatha – Master of Business Administration PROJECT CHAMPION: Jason Ulett – General Manager - Power Generation PROJECT SUPERVISOR: Vatsal Gandhi – Director of Strategic Materials Planning - Air Cooled Applications FACULTY ADVISORS: Damian Beil – Ross School of Business Debra Levantrosser – College of Engineering

MODINE MANUFACTURING COMPANY is a global leader in thermal management solutions for a wide range of industries, including automotive, agriculture, construction, data centers, HVAC, and industrial equipment. As part of its transformation to a high-performing, diversified industrial organization, Modine’s strategic initiatives target the development of an 80/20 culture by segmenting the company into clearly defined, market-focused business verticals.

The Air-Cooled Applications vertical provides air-cooled thermal management and currently operates multiple legacy plants across the globe that produce similar products.

Even though Modine is a global player, each plant operates without a standardized Rough Cut Capacity Planning (RCCP) tool, making it difficult for the company to meet customer demand and drive asset utilization. The project was directed towards creating a connected view of global capacity for the Air-Cooled Applications business vertical in Modine’s portfolio by developing a standard RCCP model. This model will be integrated into Modine’s Sales, Inventory, and Operations Planning (SIOP) process and propel the organization towards optimizing asset utilization to better meet customer demand.

The deliverables for the project include a full RCCP model dashboard designed for Modine’s Lawrenceburg, TN plant, as well as a comprehensive instruction manual that explicates the process of refreshing the data in the model on a monthly basis. The Tauber team developed the model in Power BI and successfully communicated its purpose and capabilities to the executive and plant leadership, initiating the use of Rough-Cut Capacity Planning as part of Lawrenceburg’s monthly operations.

With the refinement and expansion of the model to other Air-Cooled Applications businesses in North America, the team estimates a 15-20% increase in operational efficiency from optimizing station-level workloads and long-term materials planning. Furthermore, the deployment of the model will reduce overtime by 20-30% via synchronization of production schedules with demand patterns. Trapped inventory is also expected to drop by 10-15% through enhanced management of Work-In-Progress materials and reduction of idle periods. Ultimately, RCCP model developed by the Tauber team will serve as the foundation for global long-term capacity planning in the Air-Cooled Applications vertical and other verticals thereafter. This will unlock further tangible and intangible value at the company-level as Modine drives asset utilization and increases revenues throughout their transformation.

MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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NESTLÉ PURINA Optimizing the Inbound Supply Chain Network STUDENT TEAM: Hanna Chapin – EGL (BSE Computer Engineering / MS Robotics) Joshua Phan-Gruber – MBA and MS Environment & Sustainability PROJECT SPONSORS: Roger Brecht – Vice President of Digital Manufacturing Nestlé Purina North America Christopher Micena – Director of Innovation, Digital Manufacturing at Nestlé Purina North America FACULTY ADVISORS: Raed Al Kontar – Assistant Professor Industrial & Operations Engineering, College of Engineering Sanjeev Kumar – Lecturer of Technology and Operations, Ross School of Business

NESTLÉ PURINA is a global Fortune 500 company and is the leading pet food brand in the United States. Purina has seen strong growth over the past several years driven by the surge in pet adoptions during the Covid-19 pandemic, and with the domestic pet food market projected to have a 9.3% CAGR through 2027, Purina has more demand than it can currently meet. Purina reported $19.5B in revenue in 2022, a 16.4% increase from 2021, with continued expansion expected in 2023

The project team spent three weeks in a discovery phase, traveling to factory locations and having conversations with procurement, technical applications, logistics, and external stakeholders. Supplier communications, internal data availability, and product rendering were identified as key opportunities to be addressed with a unified approach in order to achieve the desired efficiencies.

The Tauber team considered several approaches and ultimately decided to design and initiate the build of a custom application developed in Microsoft PowerApps. This application will allow real-time visualization of the tanker network, centralize communications and data within the network, reduce the volume of renders due to inefficient communications and information flows, and allow for future optimization of the supply chain based on the data it generates. Designs were created in close coordination with the future end users of the application, and it is estimated that once implemented, this tool will save $12.8M over the next three years in reduced raw material and rendering costs, with greater future savings likely once the data generated by the application can be analyzed internally to identify trends and inefficiencies that are invisible with current capabilities.

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

NESTLÉ PURINA

Maximizing available resources is a top priority for Purina, and the Tauber project aligns with that strategic focus. The project is focused on the supply chain of “Ingredient X”, an input for Purina wet dog and cat foods. Ingredient X is a raw product with a shelf life of a few days, with hundreds of millions of pounds purchased annually from over a dozen supplier locations going to seven Purina facilities. With such large volumes moving across a geographically dispersed network, getting the required supply of Ingredient X to the right Purina facility on time requires a transparent and dynamic supply chain. The Tauber team was given a broad mandate to analyze current processes used to manage Ingredient X and to identify opportunities to reduce expense, lower risk, and increase the availability of raw materials

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SPOTLIGHT! 2023

STANLEY BLACK AND DECKER, INC. Optimizing Advanced Manufacturing of Fasteners STUDENT TEAM: Jessica Dillon - EGL (BSE & MSE in Mechanical Engineering) Neal Sinha - EGL (BSE & MSE in Mechanical Engineering) PROJECT CHAMPION: Nate Dietrich – Director of Advanced Manufacturing & Engineering Processes Danny Nicolino – Continuous Improvement Manager FACULTY ADVISORS: Stefanus Jasin – Ross School of Business Brian Love – College of Engineering

STANLEY BLACK & DECKER (SBD) is a globally recognized Fortune 500 company responsible for over $15.6B in revenue and is present in over 60 countries. SBD is the industry leader in the power tools and fasteners sectors.

Stanley Engineered Fasteners (SEF) is a subsidiary of SBD in the Industrial division with a revenue of $2.5B from fastener and assembly technologies.

STANLEY BLACK AND DECKER

SEF tasked the Tauber team with examining and improving operations at its West Ridge Plant in Elyria, OH. The company has a goal of producing around 600,000 parts daily through its cumulative operations at multiple plants in Northeast Ohio. However, due to heightened trends of machine downtime, the plants have consistently fallen short of their targets. Using root cause analyses to identify waste, define value, and improve flow, the team was tasked with developing new sustainable strategies for operational improvements that would result in at least $1.3 million of value and a payback of 2 years. The team also aimed to implement at least one physical change and find quick wins while examining scalability to other sites.

Over the course of the summer, our team analyzed the previous state of production to deliver three main solutions after conducting 36 stakeholder interviews, over 150 Gemba walks, and developing a map for internal material and tooling flow. The first solution the team piloted was a data visualization program providing downtime tracking and analysis at a granular level. After tracking over 256,000 hours of downtime, the team determined downtime from waiting for tooling was the primary reason for unexpected productivity inefficiencies. The second solution focused on improving tool crib management through a plant redesign transformation of the flow of tooling to achieve an 85% reduction in unnecessary tooling waiting times and a 65% reduction in non-value added setup times. The third solution centered on the management of installing a new thread roller machine. Through conversations with vendors and the development of layouts, the machine has been fully installed and is ready for a mid-September run date.

The team calculated the value of these solutions—productivity increases, hard cost savings, and revenue growth—to be $7.2M over three years, exceeding the financial target value and implementing physical change. Additionally, the team identified several quick wins and opportunities for scalability of the tooling management project to other plants.

MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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STARBUCKS CORPORATION US Licensed Store Asset Tracking: Developing an asset tracking strategy for US Licensed Store business division

PROJECT SPONSOR: Hailey Imperato – Director of Strategy and Programs Courtney Perkerewicz – Program Manager, LS Strategy and Programs FACULTY ADVISORS: Ekaterina Astashkina – Ross School of Business Mark Brehob – College of Engineering

The US Licensed Store (USLS) business unit is a division of STARBUCKS CORPORATION. It supports nearly 7,000 Starbucks locations in the US, almost half of Starbucks’s domestic portfolio. The LS business employs a licensing business model, like franchising, where other large corporations license the right to establish a Starbucks location inside their own. Notable clients in the USLS portfolio include Target, Kroger, Albertsons, Aramark, and HMS Host.

A comprehensive asset tracking strategy has been developed in response to the imperative need for accurate and upto-date asset data within Starbucks LS. A successful implementation of this strategy will lead directly to a conservative estimate of US$1.4 million in cost savings annually. The strategy is designed to streamline asset data investigation, ensure data accuracy, increase employee productivity, reduce waste and overhead, and improve profitability and customer experience. It encompasses both short-term solutions and a long-term vision to strengthen the support of the licensees and meet Starbuck's business teams’ operational goals. The central components of this framework are dichotomous- acquiring precise and current asset data for all LS locations, and establishing a sustainable and cost-effective auditing cadence. However, the strategy also envisions a gradual transition from third-party to internal capabilities, aligning with Starbucks’s commitment to innovation.

In conclusion, the Licensed Store asset tracking strategy presents a holistic and sustainable approach to data collection and management. By addressing immediate collection and planning for long-term projections, Starbucks ensures operational and data excellence.

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

STARBUCKS CORPORATION

STUDENT TEAM: Yuzhou Judy Liu – EGL (BSE/MSE Industrial and Operations Engineering) Clark Yidi Wang – EGL (BSE/MSE Industrial and Operations Engineering)

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TARGET CORPORATION Optimizing Freight Presentation and Sequencing criteria of CONS freight for ART Inbound Receipt STUDENT TEAM: Alexios Avrassoglou – EGL (BSE/MSE Industrial and Operations Engineering) Santiago Currea – EGL (BSE/MSE Industrial and Operations Engineering) Austin Tauber – EGL (BSE Chemical/MSE Industrial and Operations Engineering) PROJECT SPONSOR: Dave Carruth – Lead Process Manager Inbound Kyle Murphy – Director GSCL Field Operations Lei Ying – College of Engineering

TARGET CORPORATION

FACULTY ADVISORS: Andrew Wu – Ross School of Business Lei Ying – College of Engineering

TARGET CORPORATION is a prominent retail giant renowned for its extensive network of locations across the United States, with 1,948 stores located in urban and suburban locations nationwide. Target has grown to become one of the largest retailers in the country, boasting a diverse range of products including apparel, clothing, electronics, home goods, and groceries that can be delivered to guests through stores, curbside pickup, or online delivery formats.

The expansive supply chain network used to service Target’s stores features 26 regional distribution centers (RDCs) that are used to receive, sort, store, and deliver goods to their many locations. The Tauber team’s project focused on Automated Receiving Technology (ART), an inbound receipt automation technology used across the entire RDC network to convey, sort, and store cartons.

In recent years, Target’s RDC Inbound department is falling short of ART throughput goals by 15-25% across the network. Root cause analysis from the 2022 Tauber Project found that the lack of defined load sequencing and freight presentation criteria from 3PL Consolidator and De-consolidator (CONS) facilities contributes to lower processing speeds. Trailers coming from these 3PL facilities make up 43% of the RDC network’s volume, and often contain unpredictable loads that do not group like items, mix conveyable and non-conveyable cartons, and generally slow down team members from unloading and processing. It is estimated that over $20MM can be saved annually in labor by processing freight faster through better-sequenced trailers. The Tauber team spent the summer developing solutions to improve the Carton per Minute (CPM) throughput by developing the optimal freight presentation criteria to improve productivity in ART. The team conducted waste observations and performed time studies on the floor in a Target RDC to identify current issues with loads coming from CONS facilities. After hypothesizing improved load sequencing criteria, the team performed historical data analysis in Python and SQL on over 200,000 CONS trailers and simulated ART processes in Emulate3D to quantify the estimated impact of each suggested criterion. Using these results, the team determined the ideal trailer loading criteria, developed solutions to introduce the new criteria and more 3PL accountability, and began the implementation of the recommendations, successfully handing off the project to Target’s 3PL team which manages requirements with upstream partners.

Target’s continued implementation of the optimal freight presentation criteria and strategies are expected to generate $60.7MM in labor savings over the next three years by sorting like items, floor loading, and separating conveyable and non-conveyable freight. The recommendations of the Tauber Team will improve adherence to existing 3PL requirements and communication between Target and 3PL partners. Finally, the project introduced a longer-term framework for what functionality the ideal Consolidator should have to inform future site expansion and strategies to better suit Target’s downstream processes.

MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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WASHINGTON GAS Optimizing Low Carbon Energy Portfolio Solutions for Data Centers STUDENT TEAM: Gabriel Correa - Bachelor of Business Administration/Master of Supply Chain Management Allen Zhao - EGL (BSE & MSE Materials Science & Engineering) PROJECT SPONSORS: Mallik Angalakudati - Senior Vice President, Strategy and Innovation Amit Nagpal - Director, Strategy and Innovation FACULTY ADVISORS: Christian Lastoskie - College of Engineering Vijay Pandiarajan - Ross School of Business

WASHINGTON GAS is a regulated natural gas utility that has been providing safe and reliable energy to residential, commercial, and industrial customers throughout Washington D.C. and parts of Maryland and Virginia for 175 years. Washington Gas is currently undergoing a transformation to decarbonize its operations and align with the global shift towards clean energy.

The company has identified an opportunity to serve an energy-intensive hyperscale data center campus customer by providing a pathway to a reliable low-carbon energy portfolio. The goal is to leverage the company’s existing expertise and infrastructure in renewable natural gas distribution to offer low-carbon energy solutions to the customer. Given the favorable regulatory landscape, Washington Gas is developing a framework for investment strategies in hydrogen and other energy alternatives, based on market opportunities and risks.

The Tauber team was tasked with assessing the landscape of low-carbon energy sources and evaluating optimal methods to leverage these technologies in order to generate reliable, low-carbon energy solutions to serve the regional data center market. This required an analysis of the hydrogen production and stationary power generation value chain, and exploration of regulatory policy and incentives.

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

WASHINGTON GAS

The efforts of this project helped Washington Gas have a better idea of how to serve this specific demand segment with production designs that better suit the customer profile. The Tauber team demonstrated that Washington Gas has the ability to provide this data center customer with reliable low-carbon energy for a considerably lower cost than initially expected. The energy solution proposed by the Tauber team will reduce operational costs, and lower the capital expenditure by roughly $200 million. The use of renewable natural gas in tandem with innovative production models will help Washington Gas serve this customer segment, along with other potential customers in industries that are hard to decarbonize.

SPOTLIGHT! 2023

YEAR IN REVIEW TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

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We made an impact in our community.

By providing expert solutions for operations challenges, Tauber Community Service Day teams help community organizations leverage their resources to maximize their good work. This year, Tauber Institute students contributed their time and talent to SE Michigan nonprofits Center for Success Literacy Program and Avalon Housing.

MICHIGAN ROSS // MICHIGAN ENGINEERING

SPOTLIGHT! 2023

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“Currently, we have over 40 students on a waiting list who are not able to receive one-onone literacy mentoring, so the work that the project team did will aid in our recruitment and our mission of uniting the community with literacy to empower them in the journey of education.”

Heidi Miller Director of Learning, Center for Success

TAUBER INSTITUTE FOR GLOBAL OPERATIONS // TAUBER.UMICH.EDU

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SPOTLIGHT! 2023

We assessed operations across industries.

Tauber Institute’s facility assessments expose students to operations and manufacturing processes practiced by a wide variety of organizations.

Tauber students learn to perform a rapid audit of the state of an operation, judge the relative leanness of the operation, prioritize targets of opportunity for improvement, and develop an action plan to facilitate those improvements. The students attended a mix of in-person and virtual tours this academic year, utilizing LeanFlix, an on-demand streaming library of award-winning Lean training videos that includes excellent Virtual Plant Tours. Students could safely see plant improvements as if they had visited in person! Tauber students also toured Menlo Innovations in Ann Arbor, Michigan and FANUC Robotics in Auburn Hills, Michigan.

current page photos: (left) Tauber students stop prior to loading the bus to Fanuc Robotics in Auburn Hills, Michigan. (bottom left) Tauber students inside of Fanuc Robotics in Auburn Hills, Michigan. (right) Tauber students at Menlo Innovations, software company in Ann Arbor, Michigan.

MICHIGAN ROSS // MICHIGAN ENGINEERING

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SPOTLIGHT! 2023

We created new products and thrived in the marketplace.

The Integrated Product Development course brings together students and faculty members from different disciplines for an innovative product design competition.

It has been featured on CNN and written up in the New York Times, Wall Street Journal, and Businessweek.

The multidisciplinary course is managed by the Tauber Institute for Global Operations. The Fall and Winter semesters courses were taught by faculty members Eric Svaan of the Ross School of Business and Stephanie Tharp of the Stamps School of Art & Design.

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FALL 2022 PRODUCT CHALLENGE: OUTDOORS FOR ALL Students were challenged to design a tangible product solution which lowers barriers to participation in outdoor activities by persons who have lost functional use of one or more limbs. The product will be a countermeasure to difficulties that amputees or those with paralysis in one or more major limbs face when they prepare for or engage in outdoor activities.

The tangible product solution might also include service, technology, application and built environment features.

Teams composed of students from the Stamps School of Art & Design, College of Engineering, School of Information, and Ross School of Business worked together to develop market research, new product concepts, technical solutions, production processes, pricing, inventory, and advertising. Each semester culminated in a trade show where teams introduced their new products to potential consumers in a competitive marketplace.

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WINTER 2023 PRODUCT CHALLENGE: HOSPITALITY IN SMALL SPACES Students were challenged to design a tangible household product that enables hospitality within small living spaces, suitable for use by young adults living in household circumstances in a hyper-urbanized environment. Use of digital technology features is permitted but not required.

Winter semester student teams also competed for the Murphy Prize, an award of $5000 in scholarship funds established in memory of Michigan alumna Sarah S. Murphy. A panel of industry experts selected the team whose business plan best met the assigned criteria, brought something new to the field, and had the greatest chance of commercialization. Congratulations to Team “Tablext” who impressed the judges with their exceptional product development outreach efforts! The team worked together to build the innovative product that transforms any surface into a functional and multipurpose display area. Ideal for small living spaces or hospitality settings, TableXT maximizes your home with efficient and stylish organization.

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We recognized and promoted operations excellence.

A panel of Tauber Institute business and engineering faculty selected the 54th annual TIME Dealer of the Year Award finalists from each of the four National Automobile Dealer Association regions and also the national award winner. In appreciation, TIME and Ally have established an annual scholarship at the Tauber Institute in the name of TIME, Ally, NADA, and the Dealer of the Year nominees.

The TIME Dealer of the Year Award is considered the most prestigious honor a new car dealer can receive, with fifty new car dealers – out of more than 16,000 dealers nationwide –nominated for the award. Tauber Institute faculty evaluated competitors on the business practices in their dealerships and on their contributions to their community.

Congratulations to 2023 TIME Dealer of the Year Gary Rome, president of Gary Rome Hyundai and Gary Rome Kia, in Holyoke, Massachusetts.

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The 14th annual Global Operations Conference (GOC), organized by Tauber students, brought together leaders in industry and academia to discuss "Operations in Unexpected Industries. The conference was held December 1-2 at the Michigan Ross School of Business, Roberson Auditorium.

The GOC featured views from experts in leading industries on Healthcare, Sports & Entertainment, Energy, and Technology. The panelist included: • • •

Healthcare Panel: Digital Transformation of Supply Chain, Staffing, Scheduling, and Patient Flow (Mayo Clinic, Firefly Health, Henry Ford Health, Michigan Medicine, and Health Industry Advisor LLC) Sports & Entertainment Presentation: Operational Considerations for Building Sports/Entertainment Venues (Rossetti Group) Energy Panel: Operational Challenges in the Era of Energy Transition (DTE, Consumers Energy, McKinsey, Form Energy)

The Keynote speaker was Donna Warton, Microsoft Corporate Vice President of Microsoft Windows + Devices Supply Chain & Sustainability.

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Education in

Tauber team projects provide students with opportunities to tackle operations-related challenges at top companies.

Over the summer, 42 business and engineering students worked on 18 team projects sponsored by 15 global firms.

Tauber team project sponsors are leaders in a wide range of industries, including aerospace, internet commerce, high tech, automotive, energy, and retail.

The institute is pleased to strengthen relationships with our 2023 project sponsors: Amazon.com Inc., American Industrial Partners, BD (Becton, Dickinson and Company), The Boeing Company, BrandSafway, ConAgra Brands, Ford Motor Company, MillerKnoll, Mayo Clinic, Modine Manufacturing, Nestle Purina, Stanley Black & Decker, Starbucks, Target Corporation, and Washington Gas.

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Action

Tauber students addressed substantive issues such as lean process design and implementation, manufacturing site strategic assessment, supply chain implementation, strategic capacity analysis, material handling redesign, new product development strategy, product complexity analysis, manufacturing process design, and machine learning and advanced analytics.

A successful project results in a significant return on a sponsoring company’s investment. Initial sponsoring company calculations indicate the 2022 Tauber team projects averaged $49 million per project savings over three years.

The projected savings total was $1.03 billion.

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Tauber Alums Make a Lasting Impact

The Tauber Institute philosophy reverberates across industry through our dynamic community of alums. Our alums are at the forefront of advances in logistics, manufacturing, healthcare, supply chain, technology, and so much more.

Tauber alums make a positive impact on the practice of operations worldwide, and they give back to the next generation of students. They provide financial support through the annual Tauber Alumni Scholarship awards, routinely offer insightful advice and student mentorship, and have become some of our strongest team project champions. Alum contributions to the Tauber experience ensure that we continue to be the ‘Leaders & Best’ in the field of Operations.

I think being part of EGL and Tauber is the most rewarding thing I’ve done in all of my time at Michigan. At the beginning, I was a little bit hesitant. My major is biomedical engineering. I have nothing to do with operations, but everything has to do with operations, and all of the leadership skills you develop are so vital and will be with me for the rest of my career. I’ve never been involved in a program that’s as invested in me as the people in Tauber and the people at Ford and Microsoft, so I’m really grateful for this opportunity, and I would recommend this to anybody regardless of their major.

Yvonne Lin EGL (BSE & MSE Biomedical Engineering ‘23)

MANY THANKS to the numerous alums who contribute to the education, employment, and well-being of Tauber students. A special shout out this year to Sarah Klemsz (MSCM ‘15), Almira Dogruyol (EGL BSE/MSE IOE ‘20), Jeff Dillaman (MBA ‘16), Kartik Raju (MBA ‘19), and Moses Pezarkar (MSE MEng ‘18) who sponsored or supervised our 2023 team projects.

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The Tauber project is a great way to learn and grow. You have a great partner to work with. You have great teammates. You also have really great sponsors and advisors. There's just so much insight and investment in you, so it’s a great way to step in, leap of faith, and watch yourself grow.

Christian Zung EGL (BSE ME & MSE EE ‘23)

I loved living in Seattle for the summer. Exploring the city, exploring nature was fantastic for work. It was a truly incredible opportunity to go from being someone who had worked as a software engineer to really functioning on that management level. It really speaks to how incredible and impactful these Tauber projects can be that two people coming out of undergrad really early in our careers, are talking to executive directors and vice presidents on a daily basis. We really have to be elevated and put on that higher level of management to inform real change up here.

Joseph Shoyer EGL (BSE MSE IOE ‘23)

Developing a community with my peers in Tauber has been one of the most fun and rewarding efforts that I have been a part of over my time at Michigan.

Bryce Garver MBA '22

OUR DEEPEST THANKS TO THE TAUBER ALUMNI BOARD for their vital support of Tauber community connections and for their commitment to the continuous improvement of the Tauber Institute: Andrew Burgess (TAB President), Dawn Armfield (MBA ‘01), Jim Beaver (MSCM ‘12), Matt Gibson (PHD 2011, MSE-Eng 2009, MS 2007), Ray Gonzales (MBA ‘16), and Sarah Ting (MBA and MSE-AERO ‘20).

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Out&About

FEATURING OUR EVENTS, SPEAKING ENGAGEMENTS, AND TRADE SHOWS

TAUBER TAILGATE Photographs by Theresa Ceccarelli

Tom Hoffman (MBA ‘96) and daughter, Katie

Kartik Raju (MBA ‘19), James Holden (MBA ‘18), and William Chen (MBA ‘18 and MSE-IOE ‘18)

Ivan Kudrenko (MBA ‘23), Ryo Yoshikawa, Ryo (MBA ‘23), Joshua Kowalski (MBA ‘23), Danielle DeMarco (MBA ‘23), and Rachel Karaban (MBA ‘24)

Eric Knapp (EGL BSE/ MSE-IOE ‘17) and Devin Knapp (BSE-IOE ‘17)

CHICAGO TAUBER ALUMS NETWORKING EVENT Photographs by Theresa Ceccarelli

Theo Paskal (EGL BSE Civil MSE IOE ‘14) and Adam Rochford (EGL BSE/MSE IOE ‘14)

Rachel Karaban (MBA ‘24), Daniel Adsit (EGL BSE MSE IOE ‘16)

Wei Lu (Engineering) and Rod McInnis (MBA ‘03)

Isabel Rolfe (EGL) BSE/MSEIndustrial and Operations Engineering) and Tauber 1 students Michael Krasnor (MBA ‘22 and Gilbert Pasquale (MBA ‘22)

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Kayla Malehorn (EGL BSE ME MSE MEng ‘20) David Ginsberg (MBA ‘14), and Anshul Mehta (BSE IOE ‘14 )

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SEATTLE TAUBER ALUMS NETWORKING EVENT Photographs by Anne Partington and Roxana Martinez

Prakash Sathe, Joshua Geller (BBA/MSCM ‘24), David Kaufman, Paulina Rajski ((EGL)BSE-IOE / MSE Design Science ‘24), and Anne Partington

Chelsea (Snodgrass) Miller, P.E. (EGL BSE MSE Civil ‘11), Leila Syal (EGL (BSE/ MSE Electrical Engineering ‘18), Hayley Clafton (EGL BSE ME/MSE IOE ‘21), Delenn Bauer (EGL BSE/MSE AERO ‘24), Anne Partington; Bottom Row: Judy Liu (EGL BSE ME/MSE IOE ‘24), Roxana Martinez (EGL BSE BIOMED/ MSE MEng ‘24), and Paulina Rajski (EGL BSE-IOE/MSE Design Science)

Tyler Blackney (MBA ‘15) and Sufen Fong (MBA ’15)

Joshua Geller (MSCM ‘24), Aidan Fitzgerald (MSE IOE ‘24), Venkat Subramaniam (EGL BSE / MSE AERO‘22), Clark Wang (EGL BSE MSE IOE ‘24), Judy Liu (EGL BSE MSE IOE ‘24)

TAUBER WINTER IPD TRADE SHOW Photographs by Philip Dattilo

Laura Leenhouts, Tom Granzow, Parrish Hannah, and Sheldon Davis

Eric Svaan, Seth Sugar, Lauren Kendrick, Alan Yang, and Nick Winkler

Josh Virk and friends

Velyn Kwok, Sofia Azham, Harith Azham

TAUBER 1 COHORT AT TOP GOLF DRIVING RANGE

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Tauber Industry Advisory Board AMY MCLAUGHLIN

3M Company, Senior Vice President, Enterprise Customer Operations

BRIAN TAUBER

BLT Ventures LLC, CEO

JEFF TAZELAAR,

Dow, Inc., Global Director ISC Innovation

JOANNE RZEPPA

DANNY DAVIS

Amazon.com, Inc., VP, NASC Operations

American Industrial Partners, Partner

JASON CLARK

CHRISTOPHER J. LANKER

The Boeing Company, Vice President, Boeing Commercial Airplane, Fabrication and Supply Chain Engineering

SHARON PFEUFFER

DTE Energy, Vice President of Distribution Engineering and Construction

BorgWarner Inc., VP and GM, Americas - PowerDrive Systems

DR. RAMKI (RAMAKRISHNA) SRINIVASAN

Ford Motor Company, Chief, Digital Transformation, Model e

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DAVID HORING

American Securities, Managing Director

CRAIG WEISS

ConAgra Brands, Senior Vice President, Supply Chain

JORGE RAMIREZ

General Motors Company, Global Director and Chief Manufacturing Cybersecurity Officer

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The Industry Advisory Board (IAB) ensures the Tauber Institute stays at the forefront of multidisciplinary operations and responds quickly to industry needs. Offering guidance and support consistent with the program’s mission and objectives, the IAB actively assists the institute in achieving its academic and research goals through industry leadership, cooperation, feedback, and acquisition of financial support.

JASKIRAT SOHI

Howmet Aerospace, Global Product Integrity and Warranty Manager

KRISTEN BRYAN

Microsoft Corporation, General Manager, Business Operations

THOMAS DAWSON

Steelcase, Vice President, Global Operations Strategy and Development

DOUG MEHL

Kearney Inc., Partner and Americas Lead, Automotive and Industrial Practice

LISA STRAMA

National Center for Manufacturing Sciences, President & CEO

JOE DUDAS

Mayo Clinic, Division Chair, Supply Chain Management and Planning

TIM CAREY

PepsiCo, Vice President

JOEL TAUBER

Tauber Enterprises, President

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RUSSELL HENSLEY

McKinsey & Company, Partner

ROBERT NOACK

Pfizer Inc., Senior Director, Pharmaceutical Sciences, Drug Product Supply

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Today's global business climate is nothing like it was thirty years ago.

The thinking shouldn't be either.

The world of business has changed. New ways of thinking and new leaders are needed. It's why the Tauber Institute for Global Operations at the University of Michigan was created. Today's leaders must manage the larger scope of operations, from the plant floor to the boardroom. This kind of leader doesn't just happen. The Tauber Institute develops and delivers superior talent utilizing the strengths of Michigan's top-ranked business and engineering schools overlaid with a comprehensive leadership development program. Combined with strong support and input from industry, the Tauber Institute for Global Operations has become one of the premier multidisciplinary operations programs in the world.

You're invited to put the power of Tauber Institute thinking to work for your business as a sponsoring company.

To start your Tauber journey with the Tauber Institute, please contact: Anne Partington, Managing Director aparting@umich.edu Mary Crosby, Associate Director and Industry Partnerships marcros@umich.edu Theresa Ceccarelli, Marketing and Alumni Manager tceccare@umich.edu

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TAUBER INSTITUTE FOR GLOBAL OPERATIONS WWW.TAUBER.UMICH.EDU