Projects

Students complete an extensive project during the final year in the program, based on a real problem often identified in the companies where they work. The corporate-oriented Capstone project is directed at the solution of a manufacturing or services management problem or process improvement initiative. It enables students to broaden the educational experience and demonstrate the knowledge and skills essential to business leadership. The project provides immediate benefits to sponsoring organizations and is an excellent opportunity for students to gain visibility and recognition. Most projects result in substantial cost savings or improved efficiencies.

A list of previous capstone project titles, by year. 

2017
  • Improved Production Planning and Scorecard Development for IDEXX Business Unit at OrthoClinical Diagnostics
  • Improve Production of Load Center Assembly Area
  • Pre-Production: Lean Optimization of Process, Tooling, and Cell-Lay-Out
2016
  • Integrate Lean Concepts by Using VSM to Improve a Low-Volume High Technical Production
  • Textile Scrap Reduction – AmesburyTruth    
  • Securing Toyota Business
  • X-Ray Product Build Efficiencies – Carestream Health
  • Internal Coating Weight Reduction – World Can
  • Reach Tractor Capacity Increase – Raymond
  • Downtime Reduction – Troegs Brewing
  • Combining Lean Principles and Test Automation Processes to Improve NPD Validation Testing – Keurig Green Mountain 
  • Reduction in Downtime for a Hydroformer Wire Change – Owens Corning
  • Inventory Turn Improvement – Lapp Industries
2015
  • Reducing System Installation Failures
  • Seamless Parquet Process Improvement – Orafol
  • Better Management of Non-conforming Product Inventory – UTC Aerospace
  • Increase Asset Utilization by Reducing Planned Downtime – Progresso
  • Develop Demand Profile to More Effectively Plan Production – Fairport Brewing
2014
  • Small Pressure Relief Device Cell – Qualitrol
  • Inventory Reduction – Moog
  • Pharmaceutical Product Process Validation – Janssen Pharmaceuticals
  • Failure Analysis and Warranty Returns – GE
2013
  • Tool Room Inventory Reduction and Efficiency Improvement – Bausch & Lomb
  • Continuous Improvement in Process, Cell Design and Safety – DuPont
  • Multi-Mission Helicopter Spares Capstone Project – Lockheed-Martin
2012
  • Improving Throughput – Ortho-Clinical Diagnostics
  • S41 Manufacturing – MKS Instruments
  • The Radio Factory – Harris
2011
  • Creating a Self-Sufficient Work Cell – Brinkman Precision
  • Applying Lean to Improve Test Processes – Qualitrol Corporation
2010
  • Applying Lean Practices to the Blow Molding Department at Zotos
  • Xerox Replacement Cartridges – Quality and Credit Project
2009
  • Lean Process Improvements Enable Optimization of OEM Inventory, Logistics, and Material Handling – Harris RF Communications
2008
  • Process Planning Improvements – AJL
  • Production Planning Tool Development – Graham Engineering
  • Supply Chain Process Improvement – Optimax
  • Lean Implementation – Marcho Farms
2007
  • Optimizing Material Handling Processes – Kraft Foods
2006
  • Lean Implementation at Corning Incorporated’s Sample Prep Technology Center
  • Utilizing Lean Manufacturing Techniques to Improve the Performance of the Computer Prep Lab – ITT’s Space Systems Division
2005
  • Utilizing Lean Manufacturing to Improve Overall Manufacturing Productivity – Melles-Griot
  • Utilizing Lean Manufacturing to Improve Manufacturing of High Volume Line – Metalade
2004
  • Improving Quality, Process Documentation and Process Capabilities – SCJ Associates
  • Improving On-Time Delivery – Tabtronics
  • Improving Material Handling and Processing – Advent Tool
  • Improving Cost Effectiveness of Processing and Repackaging of Toner Cartridges – Xerox
  • Improving Inventory Management of the Tool Crib at Caldwell Manufacturing
2003
  • Approval XP & XP4 Digital Proofing System – Kodak
  • Business Improvement Project and Cell Implementation – Peko Precision
2002
  • Integration of a Supply Chain System for the UTFS Product Line
  • Improving Cash Flow – Terry Precision Cycling
  • Increased Profit through Process Improvements – Bloch Industries, LLC
  • Set-up Reduction (SMED) in the Multi-slide Department
2001
  • Process Improvements in Contact Lens Manufacturing – Bausch & Lomb
  • Process Improvements in Roller Manufacturing – Heidelberg Digital
  • Cost of Quality in Contact Lens Manufacturing – Bausch & Lomb
  • Integrated Production Management System – Commodore Machine
  • Plastic Molding Process Improvements – Alliance Plastics
2000
  • Process Improvement and ISO 9000 – Badge Machine
  • Manufacturing Cell Improvements – ITT/Goulds Pumps
  • Inventory System Improvements – Gunlocke
  • Implementation of a Pull System – Lapp Insulator
1999
  • GMS 35,000 square foot expansion – Genesee Metal Stampings Inc.
  • Camera Return Cost Reduction Projection – Kodak
  • Process Flow Reengineering of Gleason’s Workholding Business
1998
  • Automotive Project – ITT
  • Formed Part Design – Bausch & Lomb
  • Photofab Project – Kodak
  • Cycle Time Team – Harris
  • RotaDyne
  • Ergo-Safe Design
  • One Time Use Camera Recycle-ability Project – Kodak
1997
  • Study and Revamp of the New Product Development Process – Harris
  • Design Synchronous Distribution From Receipt to Dock Using Selected Parts – ITT Automotive
  • Improve Motor and Fan Blade Manufacturing/Assembly Processes to Reduce Variability and Eliminate Final Test – ITT Automotive
  • Improve New Product Business Cases – Kodak
  • Accelerated New Product Development – Sentry Group
  • Root Cause Analysis for Defective Software Reaching Manufacturing – Xerox
  • Design of a Remanufacturing Process – Xerox
  • Improve DIP Cycle Time by 400 percent – Xerox