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The purpose of this study was to improve the quoting, scheduling, invoicing and paying for campus office moves at a university. The Lean Six Sigma project goal was to improve the campus office move process by making it less complicated, free-up program managers’ time and pay the vendor on time.

The team used the Lean Six Sigma Define-Measure-Analyze-Improve-Control methodology to improve the process.

The average time from the campus move to when the invoice was paid improved by 27%, with an improved median of 16%. The standard deviation was greatly reduced by 51%. The average invoiced date to paid date remained statistically the same, and the median increased from 20 to 30 days, due to a policy change to move the target from 20 to 30 days. The standard deviation of the invoice to paid date was greatly reduced by 38%. This was a successful project because the sponsors were on-board from the beginning and included the process owners in the improvement effort.

Other higher education institutions or other industry areas with a similar process can implement this methodology and processes outlined in this case study to improve efficiency and cost effectiveness and as a guide for improving other processes within institutions.

The purpose of this study is to improve the utilization of walk-in tutors at the University of Dayton.

This paper discusses the application of mixed methods participatory action research with the use of the lean six sigma (LSS) define-measure-analyze-improve-control (DMAIC) methodology combined with discrete event simulation to improve the tutoring processes at the University of Dayton.

The impact of these improvements provided a great balance between tutor utilization and student wait time, and as a result, an increase in pay was negotiated for tutors. Additionally, two schools within the University, Engineering and Business, have seen the value of the tutoring for their students and have provided additional financial support for tutoring services. Specifically, these schools now have dedicated by-appointment tutors for their students.

Incorporating simulation within the LSS methodology provides a “prototype” simulation of the potential solutions prior to changing the process in the real world. This approach can minimize the risk of implementing solutions that are costly or ineffective. The improvement of increased tutor pay helped to demonstrate the university’s commitment to tutors and tutoring. Through continuous improvement efforts, the tutoring department has tripled the number of courses that they support through these enhanced relationships, improved utilization and the overall culture and work environment. The LSS methodology and tools combined with discrete event simulation can be used as a guide for improving other repetitive processes within the university.

This paper aims to present the results of an initial research study conducted to identify the desired professional characteristics of an industrial engineer with an undergraduate degree and the emerging topic areas that should be incorporated into the curriculum to prepare industrial engineering (IE) graduates for the future workforce.

A survey was administered to faculty and industry professionals across the USA to describe the desired characteristics and define the important emerging topic areas. The modified three‐round Delphi technique was applied to obtain consensus and ranking of the emerging topics.

The research findings that identify the desired characteristics and the most important emerging topics to be incorporated into the reengineered curriculum discussed in this paper. Statistical analysis of the results indicates some differences in opinions expressed by persons in academic settings and those working in business and industry.

These research findings have implications for the development of curricula at the international level.