Learning from the students

Every year the Materials Handling Institute and the College Industry Committee on Material Handling Education, CICMHE, sponsor a case study competition for university students. Last month teams from twelve universities submitted reports with their solutions to a problem prepared by Gross and Assoc. (giving it away, again!). I was privileged to be one of the judges.

The case was a typical real world problem, with a variety of conflicting objectives, some conflicting data and enough open issues to require making a few business assumptions. Approaching the problem required more than applying textbook formulas.

It was tempting to evaluate the reports based on how close the team came to MY solution. Fortunately, CICMHE provided some objective guidance for judging. But, I got so immersed in the process that I found myself creating an additional set of criteria that I thought would be applied by a management team trying to make a business decision.

Clarity – Could I tell quickly where the most promising opportunities lay and what alternatives were considered for addressing them? Was the flow of the story logical and compelling so that I felt confident in taking action?

Analysis – Was data used effectively to create insight and objectivity in defining and understanding the problem? Were tables, charts and diagrams used effectively to help display the data and flows?

Assumptions – Seldom is all of the data and information that we would like to have readily available.Where necessary, were reasonable assumptions made and the sensitivity to them made clear?

Comprehensiveness – Did the team consider all aspects of the operation and their interrelationship? Or, did they get caught refining the solution to one or two of them, giving short shrift to the others?

Innovation – Did they look beyond conventional wisdom for creative alternatives and combinations in seeking a solution?

Justification – Were all relevant cost and savings factors identified and properly evaluated in comparing and selecting solutions?

Implementation – No solution, regardless of its creativity or payback, is worth anything unless it is possible to implement it in a timely fashion without jeopardizing the ongoing business of the company.Did they develop and present a clear path to success?

I was impressed that these students scored so well on nearly all of these criteria. I wonder how good I looked when I was their age. And, I wonder if I am even consistently as good now!

We’re never too old to learn, or re-learn. One thing that I did learn is that there are at least 50 students out there who care enough about materials handling to make time in their busy Spring schedule to get some real world practice in the field.

For those of you looking for an energetic, creative engineer to add to your staff, I would begin by collecting resumes of the students who demonstrated their interest and skill in this competition. You can find the names of previous years’ winning teams, and soon this year’s, at: www.mhia.org/cicmhe/designcompetition.

ABOUT THE AUTHOR

James M. Apple, Jr. is a Director in The Progress Group. Prior to co-founding The Progress Group in 1991, he was a Partner with Coopers & Lybrand's SysteCon division. During 1992-1995 he served as a Senior Systems Advisor with Vanderlande Industries, a major conveyor and systems provider in Europe.

Jim is an internationally recognized thought leader in the area of facility design and integrated distribution systems. His contributions to the improvement of distribution practices have been recognized by his receipt of the prestigious Reed-Apple Award, which is given for lifetime contributions to the advancement of the material handling profession. Jim has also received the Institute of Industrial Engineers' Facilities Planning and Design Award. He has written numerous articles and handbook chapters on warehousing and logistics operations and is a popular speaker on logistics seminar and conference programs.

Prior to SysteCon, Jim worked as an Industrial Engineer with IBM, was Supervisor of Facilities Planning for the Oldsmobile Division of General Motors and was Executive Vice President for an automotive aftermarket parts supplier. He holds B.S. and M.S. degrees in Industrial and Systems Engineering from the Georgia Institute of Technology.