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Title: Improving Global Supply Chain Management (Spring 2011) IPRO 306: ImprovingGlobalSupplyChainManagementIPRO306PosterSp11
Creator: Bakalli, Burim, Lopez, Leonardo, Edlinger, Erhan, Doshi, Dhaval, Froment, Margaux Jeanne, Greenfield, Hannah, Njoagwuali, Tuesday, Njoagwuali, Tuesday, Oduola, Oluwabanji, Pulido, Luis, Ramesh, Arya, Abad, Suzanne Razmi Heshat
Date: 2011, 2011-05
Description: IPRO 306 team is tasked with assisting a major plumbing manufacturer, Sloan Valve, in improving the global chain supply as well as the overall...
Show moreIPRO 306 team is tasked with assisting a major plumbing manufacturer, Sloan Valve, in improving the global chain supply as well as the overall effectiveness and efficacy of their equipment and processes. Sloan Valve has three projects with IPRO 306 will be involved, and they range in three different fields of the manufacturer. The projects which IPRO 306 will be involved are: • Overall Equipment Efficiency (OEE) • Cost Matrix • Green Supply Chain The Cost matrix project group seeks to develop a tool that can capture and compare the different costs the company incurs when buying parts oversees vs. domestic. Sloan's idea is to start selling their products in other parts of the world at competitive price. Some of these markets are very competitive when it comes to price. So if Sloan buys materials domestically may not be able to offer competitive pricing worldwide. By creating a cost matrix tool, the company will be able to compare costs of raw material ordered abroad versus locally and wisely decide what the best choice to pursue is. The Second project is Overall Equipment Efficiency (herein after as OEE) which will be a continuation of last semester Lean Implementation project. OEE is designed to eliminate any downtime of a machine. Through a tracking process, OEE will help eliminate downtime and efficiently determine what is causing this down time. The goal of the project is to further make the OEE process more efficient in addition to creating and perfecting a tracking system which will be able to analyze and create reports from the data that will be input into the system. The third project is the Green Supply Chain. Currently, there is no industry standard for being “green.” The goal of this project is to establish a definition of “green,” and create a cost effective, consumer appealing, way to introduce this into the Sloan Valve supply chain. After defining “green,” team members will examine and create a strategy detailing ways in which Sloan Valve can implement green initiatives into the Sloan Valve supply chain. The purpose of this document is to give a detailed overview of the project, as it is currently defined through our meetings and charters provided by Sloan Valve. This document will provide critical information about the project involving the team and its assets, team goals, conflict resolutions and more. In addition it will also provide a brief background on Sloan Valve, along with a discussion of issues facing both the company and the IPRO team. A methodology of the project will be discussed as well as key deliverables and a work breakdown structure of the project.
Sponsorship: SLOAN
Deliverables
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Title: Improving Global Supply Chain Management (Spring 2011) IPRO 306: ImprovingGlobalSupplyChainManagementIPRO306ProjectPlanSp11
Creator: Bakalli, Burim, Lopez, Leonardo, Edlinger, Erhan, Doshi, Dhaval, Froment, Margaux Jeanne, Greenfield, Hannah, Njoagwuali, Tuesday, Njoagwuali, Tuesday, Oduola, Oluwabanji, Pulido, Luis, Ramesh, Arya, Abad, Suzanne Razmi Heshat
Date: 2011, 2011-05
Description: IPRO 306 team is tasked with assisting a major plumbing manufacturer, Sloan Valve, in improving the global chain supply as well as the overall...
Show moreIPRO 306 team is tasked with assisting a major plumbing manufacturer, Sloan Valve, in improving the global chain supply as well as the overall effectiveness and efficacy of their equipment and processes. Sloan Valve has three projects with IPRO 306 will be involved, and they range in three different fields of the manufacturer. The projects which IPRO 306 will be involved are: • Overall Equipment Efficiency (OEE) • Cost Matrix • Green Supply Chain The Cost matrix project group seeks to develop a tool that can capture and compare the different costs the company incurs when buying parts oversees vs. domestic. Sloan's idea is to start selling their products in other parts of the world at competitive price. Some of these markets are very competitive when it comes to price. So if Sloan buys materials domestically may not be able to offer competitive pricing worldwide. By creating a cost matrix tool, the company will be able to compare costs of raw material ordered abroad versus locally and wisely decide what the best choice to pursue is. The Second project is Overall Equipment Efficiency (herein after as OEE) which will be a continuation of last semester Lean Implementation project. OEE is designed to eliminate any downtime of a machine. Through a tracking process, OEE will help eliminate downtime and efficiently determine what is causing this down time. The goal of the project is to further make the OEE process more efficient in addition to creating and perfecting a tracking system which will be able to analyze and create reports from the data that will be input into the system. The third project is the Green Supply Chain. Currently, there is no industry standard for being “green.” The goal of this project is to establish a definition of “green,” and create a cost effective, consumer appealing, way to introduce this into the Sloan Valve supply chain. After defining “green,” team members will examine and create a strategy detailing ways in which Sloan Valve can implement green initiatives into the Sloan Valve supply chain. The purpose of this document is to give a detailed overview of the project, as it is currently defined through our meetings and charters provided by Sloan Valve. This document will provide critical information about the project involving the team and its assets, team goals, conflict resolutions and more. In addition it will also provide a brief background on Sloan Valve, along with a discussion of issues facing both the company and the IPRO team. A methodology of the project will be discussed as well as key deliverables and a work breakdown structure of the project.
Sponsorship: SLOAN
Deliverables
Show less

Title: Improving Global Supply Chain Management (Spring 2011) IPRO 306: ImprovingGlobalSupplyChainManagementIPRO306FinalReportSp11
Creator: Bakalli, Burim, Lopez, Leonardo, Edlinger, Erhan, Doshi, Dhaval, Froment, Margaux Jeanne, Greenfield, Hannah, Njoagwuali, Tuesday, Njoagwuali, Tuesday, Oduola, Oluwabanji, Pulido, Luis, Ramesh, Arya, Abad, Suzanne Razmi Heshat
Date: 2011, 2011-05
Description: IPRO 306 team is tasked with assisting a major plumbing manufacturer, Sloan Valve, in improving the global chain supply as well as the overall...
Show moreIPRO 306 team is tasked with assisting a major plumbing manufacturer, Sloan Valve, in improving the global chain supply as well as the overall effectiveness and efficacy of their equipment and processes. Sloan Valve has three projects with IPRO 306 will be involved, and they range in three different fields of the manufacturer. The projects which IPRO 306 will be involved are: • Overall Equipment Efficiency (OEE) • Cost Matrix • Green Supply Chain The Cost matrix project group seeks to develop a tool that can capture and compare the different costs the company incurs when buying parts oversees vs. domestic. Sloan's idea is to start selling their products in other parts of the world at competitive price. Some of these markets are very competitive when it comes to price. So if Sloan buys materials domestically may not be able to offer competitive pricing worldwide. By creating a cost matrix tool, the company will be able to compare costs of raw material ordered abroad versus locally and wisely decide what the best choice to pursue is. The Second project is Overall Equipment Efficiency (herein after as OEE) which will be a continuation of last semester Lean Implementation project. OEE is designed to eliminate any downtime of a machine. Through a tracking process, OEE will help eliminate downtime and efficiently determine what is causing this down time. The goal of the project is to further make the OEE process more efficient in addition to creating and perfecting a tracking system which will be able to analyze and create reports from the data that will be input into the system. The third project is the Green Supply Chain. Currently, there is no industry standard for being “green.” The goal of this project is to establish a definition of “green,” and create a cost effective, consumer appealing, way to introduce this into the Sloan Valve supply chain. After defining “green,” team members will examine and create a strategy detailing ways in which Sloan Valve can implement green initiatives into the Sloan Valve supply chain. The purpose of this document is to give a detailed overview of the project, as it is currently defined through our meetings and charters provided by Sloan Valve. This document will provide critical information about the project involving the team and its assets, team goals, conflict resolutions and more. In addition it will also provide a brief background on Sloan Valve, along with a discussion of issues facing both the company and the IPRO team. A methodology of the project will be discussed as well as key deliverables and a work breakdown structure of the project.
Sponsorship: SLOAN
Deliverables
Show less

Title: Improving Global Supply Chain Management (Spring 2011) IPRO 306: ImprovingGlobalSupplyChainManagementIPRO306MidTermPresentationSp11
Creator: Bakalli, Burim, Lopez, Leonardo, Edlinger, Erhan, Doshi, Dhaval, Froment, Margaux Jeanne, Greenfield, Hannah, Njoagwuali, Tuesday, Njoagwuali, Tuesday, Oduola, Oluwabanji, Pulido, Luis, Ramesh, Arya, Abad, Suzanne Razmi Heshat
Date: 2011, 2011-05
Description: IPRO 306 team is tasked with assisting a major plumbing manufacturer, Sloan Valve, in improving the global chain supply as well as the overall...
Show moreIPRO 306 team is tasked with assisting a major plumbing manufacturer, Sloan Valve, in improving the global chain supply as well as the overall effectiveness and efficacy of their equipment and processes. Sloan Valve has three projects with IPRO 306 will be involved, and they range in three different fields of the manufacturer. The projects which IPRO 306 will be involved are: • Overall Equipment Efficiency (OEE) • Cost Matrix • Green Supply Chain The Cost matrix project group seeks to develop a tool that can capture and compare the different costs the company incurs when buying parts oversees vs. domestic. Sloan's idea is to start selling their products in other parts of the world at competitive price. Some of these markets are very competitive when it comes to price. So if Sloan buys materials domestically may not be able to offer competitive pricing worldwide. By creating a cost matrix tool, the company will be able to compare costs of raw material ordered abroad versus locally and wisely decide what the best choice to pursue is. The Second project is Overall Equipment Efficiency (herein after as OEE) which will be a continuation of last semester Lean Implementation project. OEE is designed to eliminate any downtime of a machine. Through a tracking process, OEE will help eliminate downtime and efficiently determine what is causing this down time. The goal of the project is to further make the OEE process more efficient in addition to creating and perfecting a tracking system which will be able to analyze and create reports from the data that will be input into the system. The third project is the Green Supply Chain. Currently, there is no industry standard for being “green.” The goal of this project is to establish a definition of “green,” and create a cost effective, consumer appealing, way to introduce this into the Sloan Valve supply chain. After defining “green,” team members will examine and create a strategy detailing ways in which Sloan Valve can implement green initiatives into the Sloan Valve supply chain. The purpose of this document is to give a detailed overview of the project, as it is currently defined through our meetings and charters provided by Sloan Valve. This document will provide critical information about the project involving the team and its assets, team goals, conflict resolutions and more. In addition it will also provide a brief background on Sloan Valve, along with a discussion of issues facing both the company and the IPRO team. A methodology of the project will be discussed as well as key deliverables and a work breakdown structure of the project.
Sponsorship: SLOAN
Deliverables
Show less

Title: Improving Global Supply Chain Management (Spring 2011) IPRO 306: ImprovingGlobalSupplyChainManagementIPRO306FinalPresentationSp11
Creator: Bakalli, Burim, Lopez, Leonardo, Edlinger, Erhan, Doshi, Dhaval, Froment, Margaux Jeanne, Greenfield, Hannah, Njoagwuali, Tuesday, Njoagwuali, Tuesday, Oduola, Oluwabanji, Pulido, Luis, Ramesh, Arya, Abad, Suzanne Razmi Heshat
Date: 2011, 2011-05
Description: IPRO 306 team is tasked with assisting a major plumbing manufacturer, Sloan Valve, in improving the global chain supply as well as the overall...
Show moreIPRO 306 team is tasked with assisting a major plumbing manufacturer, Sloan Valve, in improving the global chain supply as well as the overall effectiveness and efficacy of their equipment and processes. Sloan Valve has three projects with IPRO 306 will be involved, and they range in three different fields of the manufacturer. The projects which IPRO 306 will be involved are: • Overall Equipment Efficiency (OEE) • Cost Matrix • Green Supply Chain The Cost matrix project group seeks to develop a tool that can capture and compare the different costs the company incurs when buying parts oversees vs. domestic. Sloan's idea is to start selling their products in other parts of the world at competitive price. Some of these markets are very competitive when it comes to price. So if Sloan buys materials domestically may not be able to offer competitive pricing worldwide. By creating a cost matrix tool, the company will be able to compare costs of raw material ordered abroad versus locally and wisely decide what the best choice to pursue is. The Second project is Overall Equipment Efficiency (herein after as OEE) which will be a continuation of last semester Lean Implementation project. OEE is designed to eliminate any downtime of a machine. Through a tracking process, OEE will help eliminate downtime and efficiently determine what is causing this down time. The goal of the project is to further make the OEE process more efficient in addition to creating and perfecting a tracking system which will be able to analyze and create reports from the data that will be input into the system. The third project is the Green Supply Chain. Currently, there is no industry standard for being “green.” The goal of this project is to establish a definition of “green,” and create a cost effective, consumer appealing, way to introduce this into the Sloan Valve supply chain. After defining “green,” team members will examine and create a strategy detailing ways in which Sloan Valve can implement green initiatives into the Sloan Valve supply chain. The purpose of this document is to give a detailed overview of the project, as it is currently defined through our meetings and charters provided by Sloan Valve. This document will provide critical information about the project involving the team and its assets, team goals, conflict resolutions and more. In addition it will also provide a brief background on Sloan Valve, along with a discussion of issues facing both the company and the IPRO team. A methodology of the project will be discussed as well as key deliverables and a work breakdown structure of the project.
Sponsorship: SLOAN
Deliverables
Show less

Title: Improving Global Supply Chain Management (Spring 2011) IPRO 306: ImprovingGlobalSupplyChainManagementIPRO306BrochureSp11
Creator: Bakalli, Burim, Lopez, Leonardo, Edlinger, Erhan, Doshi, Dhaval, Froment, Margaux Jeanne, Greenfield, Hannah, Njoagwuali, Tuesday, Njoagwuali, Tuesday, Oduola, Oluwabanji, Pulido, Luis, Ramesh, Arya, Abad, Suzanne Razmi Heshat
Date: 2011, 2011-05
Description: IPRO 306 team is tasked with assisting a major plumbing manufacturer, Sloan Valve, in improving the global chain supply as well as the overall...
Show moreIPRO 306 team is tasked with assisting a major plumbing manufacturer, Sloan Valve, in improving the global chain supply as well as the overall effectiveness and efficacy of their equipment and processes. Sloan Valve has three projects with IPRO 306 will be involved, and they range in three different fields of the manufacturer. The projects which IPRO 306 will be involved are: • Overall Equipment Efficiency (OEE) • Cost Matrix • Green Supply Chain The Cost matrix project group seeks to develop a tool that can capture and compare the different costs the company incurs when buying parts oversees vs. domestic. Sloan's idea is to start selling their products in other parts of the world at competitive price. Some of these markets are very competitive when it comes to price. So if Sloan buys materials domestically may not be able to offer competitive pricing worldwide. By creating a cost matrix tool, the company will be able to compare costs of raw material ordered abroad versus locally and wisely decide what the best choice to pursue is. The Second project is Overall Equipment Efficiency (herein after as OEE) which will be a continuation of last semester Lean Implementation project. OEE is designed to eliminate any downtime of a machine. Through a tracking process, OEE will help eliminate downtime and efficiently determine what is causing this down time. The goal of the project is to further make the OEE process more efficient in addition to creating and perfecting a tracking system which will be able to analyze and create reports from the data that will be input into the system. The third project is the Green Supply Chain. Currently, there is no industry standard for being “green.” The goal of this project is to establish a definition of “green,” and create a cost effective, consumer appealing, way to introduce this into the Sloan Valve supply chain. After defining “green,” team members will examine and create a strategy detailing ways in which Sloan Valve can implement green initiatives into the Sloan Valve supply chain. The purpose of this document is to give a detailed overview of the project, as it is currently defined through our meetings and charters provided by Sloan Valve. This document will provide critical information about the project involving the team and its assets, team goals, conflict resolutions and more. In addition it will also provide a brief background on Sloan Valve, along with a discussion of issues facing both the company and the IPRO team. A methodology of the project will be discussed as well as key deliverables and a work breakdown structure of the project.
Sponsorship: SLOAN
Deliverables
Show less

Title: Improving Global Supply Chain Management (Spring 2011) IPRO 306
Creator: Bakalli, Burim, Lopez, Leonardo, Edlinger, Erhan, Doshi, Dhaval, Froment, Margaux Jeanne, Greenfield, Hannah, Njoagwuali, Tuesday, Njoagwuali, Tuesday, Oduola, Oluwabanji, Pulido, Luis, Ramesh, Arya, Abad, Suzanne Razmi Heshat
Date: 2011, 2011-05
Description: IPRO 306 team is tasked with assisting a major plumbing manufacturer, Sloan Valve, in improving the global chain supply as well as the overall...
Show moreIPRO 306 team is tasked with assisting a major plumbing manufacturer, Sloan Valve, in improving the global chain supply as well as the overall effectiveness and efficacy of their equipment and processes. Sloan Valve has three projects with IPRO 306 will be involved, and they range in three different fields of the manufacturer. The projects which IPRO 306 will be involved are: • Overall Equipment Efficiency (OEE) • Cost Matrix • Green Supply Chain The Cost matrix project group seeks to develop a tool that can capture and compare the different costs the company incurs when buying parts oversees vs. domestic. Sloan's idea is to start selling their products in other parts of the world at competitive price. Some of these markets are very competitive when it comes to price. So if Sloan buys materials domestically may not be able to offer competitive pricing worldwide. By creating a cost matrix tool, the company will be able to compare costs of raw material ordered abroad versus locally and wisely decide what the best choice to pursue is. The Second project is Overall Equipment Efficiency (herein after as OEE) which will be a continuation of last semester Lean Implementation project. OEE is designed to eliminate any downtime of a machine. Through a tracking process, OEE will help eliminate downtime and efficiently determine what is causing this down time. The goal of the project is to further make the OEE process more efficient in addition to creating and perfecting a tracking system which will be able to analyze and create reports from the data that will be input into the system. The third project is the Green Supply Chain. Currently, there is no industry standard for being “green.” The goal of this project is to establish a definition of “green,” and create a cost effective, consumer appealing, way to introduce this into the Sloan Valve supply chain. After defining “green,” team members will examine and create a strategy detailing ways in which Sloan Valve can implement green initiatives into the Sloan Valve supply chain. The purpose of this document is to give a detailed overview of the project, as it is currently defined through our meetings and charters provided by Sloan Valve. This document will provide critical information about the project involving the team and its assets, team goals, conflict resolutions and more. In addition it will also provide a brief background on Sloan Valve, along with a discussion of issues facing both the company and the IPRO team. A methodology of the project will be discussed as well as key deliverables and a work breakdown structure of the project.
Sponsorship: SLOAN
Deliverables
Show less

Title: Refuable Electric Cars (Semester Unknown) IPRO 313: RefuableElectricCarsIPRO313PosterSp11
Creator: Chatman, Amanda, Gasca, Victor, Henriquez, Yuri, Huang, Ken, Kanzelmeyer, Joshua, Kim, Suro, Leresche, Mike, Matezic, Samira, Maus, Dylan, Meier, Alan, Micic, Stanislav, Nettles, Raymond, Njoagwuali, Tuesday, Patel, Neelkumar, Perez, Cristina, Rojo, David, Romero, Jorge, Stanard, Steve, Syed, Omar, Terry, Milton, Urizarbarrena, Mikel, Vazquez, Manuel, Vetter, Jonathan, Wisniewski, Jerome, Zhurgenbayeva, Aida, Ziman, Charlie
Date: 2011, 2011-05
Description: The overall conflict that IPRO 313 is trying to resolve is the dependency on oil as a fuel source for automotive vehicles. Along with the...
Show moreThe overall conflict that IPRO 313 is trying to resolve is the dependency on oil as a fuel source for automotive vehicles. Along with the global and financial concerns that go along with oil as a fuel source, there has been growing interest in electric vehicles. Electric vehicles are the competitive issue that IPRO 313 has researched, investigated, and is working to resolve. Currently, most electric vehicles run on lithium batteries. The problems associated with these vehicles are the recharge time and service station compatibilities. The most popular electric vehicle is the Testla Roadster, which has a driving distance of approximately 270 miles per full charge. Although this is an adequate driving distance, it takes six to eight hours for a full charge. This amount of charge time is a vital drawback for electric vehicles. The vast majority of service stations are not electric vehicle friendly. Gas stations do not and have not set up areas for electric battery pack replacement, or vehicle charge. Withou
Deliverables
Show less

Title: Refuable Electric Cars (Semester Unknown) IPRO 313: RefuableElectricCarsIPRO313FinalPresentationSp11
Creator: Chatman, Amanda, Gasca, Victor, Henriquez, Yuri, Huang, Ken, Kanzelmeyer, Joshua, Kim, Suro, Leresche, Mike, Matezic, Samira, Maus, Dylan, Meier, Alan, Micic, Stanislav, Nettles, Raymond, Njoagwuali, Tuesday, Patel, Neelkumar, Perez, Cristina, Rojo, David, Romero, Jorge, Stanard, Steve, Syed, Omar, Terry, Milton, Urizarbarrena, Mikel, Vazquez, Manuel, Vetter, Jonathan, Wisniewski, Jerome, Zhurgenbayeva, Aida, Ziman, Charlie
Date: 2011, 2011-05
Description: The overall conflict that IPRO 313 is trying to resolve is the dependency on oil as a fuel source for automotive vehicles. Along with the...
Show moreThe overall conflict that IPRO 313 is trying to resolve is the dependency on oil as a fuel source for automotive vehicles. Along with the global and financial concerns that go along with oil as a fuel source, there has been growing interest in electric vehicles. Electric vehicles are the competitive issue that IPRO 313 has researched, investigated, and is working to resolve. Currently, most electric vehicles run on lithium batteries. The problems associated with these vehicles are the recharge time and service station compatibilities. The most popular electric vehicle is the Testla Roadster, which has a driving distance of approximately 270 miles per full charge. Although this is an adequate driving distance, it takes six to eight hours for a full charge. This amount of charge time is a vital drawback for electric vehicles. The vast majority of service stations are not electric vehicle friendly. Gas stations do not and have not set up areas for electric battery pack replacement, or vehicle charge. Withou
Deliverables
Show less

Title: Refuable Electric Cars (Semester Unknown) IPRO 313
Creator: Chatman, Amanda, Gasca, Victor, Henriquez, Yuri, Huang, Ken, Kanzelmeyer, Joshua, Kim, Suro, Leresche, Mike, Matezic, Samira, Maus, Dylan, Meier, Alan, Micic, Stanislav, Nettles, Raymond, Njoagwuali, Tuesday, Patel, Neelkumar, Perez, Cristina, Rojo, David, Romero, Jorge, Stanard, Steve, Syed, Omar, Terry, Milton, Urizarbarrena, Mikel, Vazquez, Manuel, Vetter, Jonathan, Wisniewski, Jerome, Zhurgenbayeva, Aida, Ziman, Charlie
Date: 2011, 2011-05
Description: The overall conflict that IPRO 313 is trying to resolve is the dependency on oil as a fuel source for automotive vehicles. Along with the...
Show moreThe overall conflict that IPRO 313 is trying to resolve is the dependency on oil as a fuel source for automotive vehicles. Along with the global and financial concerns that go along with oil as a fuel source, there has been growing interest in electric vehicles. Electric vehicles are the competitive issue that IPRO 313 has researched, investigated, and is working to resolve. Currently, most electric vehicles run on lithium batteries. The problems associated with these vehicles are the recharge time and service station compatibilities. The most popular electric vehicle is the Testla Roadster, which has a driving distance of approximately 270 miles per full charge. Although this is an adequate driving distance, it takes six to eight hours for a full charge. This amount of charge time is a vital drawback for electric vehicles. The vast majority of service stations are not electric vehicle friendly. Gas stations do not and have not set up areas for electric battery pack replacement, or vehicle charge. Withou
Deliverables
Show less

Title: Refuable Electric Cars (Semester Unknown) IPRO 313: RefuableElectricCarsIPRO313FinalReportSp11
Creator: Chatman, Amanda, Gasca, Victor, Henriquez, Yuri, Huang, Ken, Kanzelmeyer, Joshua, Kim, Suro, Leresche, Mike, Matezic, Samira, Maus, Dylan, Meier, Alan, Micic, Stanislav, Nettles, Raymond, Njoagwuali, Tuesday, Patel, Neelkumar, Perez, Cristina, Rojo, David, Romero, Jorge, Stanard, Steve, Syed, Omar, Terry, Milton, Urizarbarrena, Mikel, Vazquez, Manuel, Vetter, Jonathan, Wisniewski, Jerome, Zhurgenbayeva, Aida, Ziman, Charlie
Date: 2011, 2011-05
Description: The overall conflict that IPRO 313 is trying to resolve is the dependency on oil as a fuel source for automotive vehicles. Along with the...
Show moreThe overall conflict that IPRO 313 is trying to resolve is the dependency on oil as a fuel source for automotive vehicles. Along with the global and financial concerns that go along with oil as a fuel source, there has been growing interest in electric vehicles. Electric vehicles are the competitive issue that IPRO 313 has researched, investigated, and is working to resolve. Currently, most electric vehicles run on lithium batteries. The problems associated with these vehicles are the recharge time and service station compatibilities. The most popular electric vehicle is the Testla Roadster, which has a driving distance of approximately 270 miles per full charge. Although this is an adequate driving distance, it takes six to eight hours for a full charge. This amount of charge time is a vital drawback for electric vehicles. The vast majority of service stations are not electric vehicle friendly. Gas stations do not and have not set up areas for electric battery pack replacement, or vehicle charge. Withou
Deliverables
Show less

Title: Refuable Electric Cars (Semester Unknown) IPRO 313: RefuableElectricCarsIPRO313ProjectPlanSp11
Creator: Chatman, Amanda, Gasca, Victor, Henriquez, Yuri, Huang, Ken, Kanzelmeyer, Joshua, Kim, Suro, Leresche, Mike, Matezic, Samira, Maus, Dylan, Meier, Alan, Micic, Stanislav, Nettles, Raymond, Njoagwuali, Tuesday, Patel, Neelkumar, Perez, Cristina, Rojo, David, Romero, Jorge, Stanard, Steve, Syed, Omar, Terry, Milton, Urizarbarrena, Mikel, Vazquez, Manuel, Vetter, Jonathan, Wisniewski, Jerome, Zhurgenbayeva, Aida, Ziman, Charlie
Date: 2011, 2011-05
Description: The overall conflict that IPRO 313 is trying to resolve is the dependency on oil as a fuel source for automotive vehicles. Along with the...
Show moreThe overall conflict that IPRO 313 is trying to resolve is the dependency on oil as a fuel source for automotive vehicles. Along with the global and financial concerns that go along with oil as a fuel source, there has been growing interest in electric vehicles. Electric vehicles are the competitive issue that IPRO 313 has researched, investigated, and is working to resolve. Currently, most electric vehicles run on lithium batteries. The problems associated with these vehicles are the recharge time and service station compatibilities. The most popular electric vehicle is the Testla Roadster, which has a driving distance of approximately 270 miles per full charge. Although this is an adequate driving distance, it takes six to eight hours for a full charge. This amount of charge time is a vital drawback for electric vehicles. The vast majority of service stations are not electric vehicle friendly. Gas stations do not and have not set up areas for electric battery pack replacement, or vehicle charge. Withou
Deliverables
Show less

Title: Refuable Electric Cars (Semester Unknown) IPRO 313: RefuableElectricCarsIPRO313BrochureSp11
Creator: Chatman, Amanda, Gasca, Victor, Henriquez, Yuri, Huang, Ken, Kanzelmeyer, Joshua, Kim, Suro, Leresche, Mike, Matezic, Samira, Maus, Dylan, Meier, Alan, Micic, Stanislav, Nettles, Raymond, Njoagwuali, Tuesday, Patel, Neelkumar, Perez, Cristina, Rojo, David, Romero, Jorge, Stanard, Steve, Syed, Omar, Terry, Milton, Urizarbarrena, Mikel, Vazquez, Manuel, Vetter, Jonathan, Wisniewski, Jerome, Zhurgenbayeva, Aida, Ziman, Charlie
Date: 2011, 2011-05
Description: The overall conflict that IPRO 313 is trying to resolve is the dependency on oil as a fuel source for automotive vehicles. Along with the...
Show moreThe overall conflict that IPRO 313 is trying to resolve is the dependency on oil as a fuel source for automotive vehicles. Along with the global and financial concerns that go along with oil as a fuel source, there has been growing interest in electric vehicles. Electric vehicles are the competitive issue that IPRO 313 has researched, investigated, and is working to resolve. Currently, most electric vehicles run on lithium batteries. The problems associated with these vehicles are the recharge time and service station compatibilities. The most popular electric vehicle is the Testla Roadster, which has a driving distance of approximately 270 miles per full charge. Although this is an adequate driving distance, it takes six to eight hours for a full charge. This amount of charge time is a vital drawback for electric vehicles. The vast majority of service stations are not electric vehicle friendly. Gas stations do not and have not set up areas for electric battery pack replacement, or vehicle charge. Withou
Deliverables
Show less

Title: Refuable Electric Cars (Semester Unknown) IPRO 313: RefuableElectricCarsIPRO313MidTermPresentationSp11
Creator: Chatman, Amanda, Gasca, Victor, Henriquez, Yuri, Huang, Ken, Kanzelmeyer, Joshua, Kim, Suro, Leresche, Mike, Matezic, Samira, Maus, Dylan, Meier, Alan, Micic, Stanislav, Nettles, Raymond, Njoagwuali, Tuesday, Patel, Neelkumar, Perez, Cristina, Rojo, David, Romero, Jorge, Stanard, Steve, Syed, Omar, Terry, Milton, Urizarbarrena, Mikel, Vazquez, Manuel, Vetter, Jonathan, Wisniewski, Jerome, Zhurgenbayeva, Aida, Ziman, Charlie
Date: 2011, 2011-05
Description: The overall conflict that IPRO 313 is trying to resolve is the dependency on oil as a fuel source for automotive vehicles. Along with the...
Show moreThe overall conflict that IPRO 313 is trying to resolve is the dependency on oil as a fuel source for automotive vehicles. Along with the global and financial concerns that go along with oil as a fuel source, there has been growing interest in electric vehicles. Electric vehicles are the competitive issue that IPRO 313 has researched, investigated, and is working to resolve. Currently, most electric vehicles run on lithium batteries. The problems associated with these vehicles are the recharge time and service station compatibilities. The most popular electric vehicle is the Testla Roadster, which has a driving distance of approximately 270 miles per full charge. Although this is an adequate driving distance, it takes six to eight hours for a full charge. This amount of charge time is a vital drawback for electric vehicles. The vast majority of service stations are not electric vehicle friendly. Gas stations do not and have not set up areas for electric battery pack replacement, or vehicle charge. Withou
Deliverables
Show less

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