Table of Contents
MSD I: Readiness to move to Build & Test
Self CritiqueAfter the completion of the Detailed Design Phase, the team met to complete a "Self-Critique" to see the status of the team and its dynamic. Below are two portions of the critique: Team Self Critique and Self-Assessment.
Team Self Critique
In this Section, the team will explain how the scope has changed, and how the schedule changed.
- Has the scope of your project changed?
- Pumice grinder
- Creating molds
- Creating shaker table
- Top tile
- How and why did your schedule change?
- Schedule conflicts with lab
- Activities taking longer than predicted
- Lead time on purchase deliveries
- What have you learned from these changes?
- Become more familiar with lab schedule
- Start things earlier so that problems can be overcome earlier
- Have a more concrete plan and stick to it
Individual Team Member Statuses
In this Section, each Group Member will answer these following questions:Did you deliver on your personal responsibilities? Did you use your MSD I plan effectively? Was it realistic? If not already addressed above, what did you learn from this and how have you applied this toward a meaningful and realistic MSD II plan?
Derick Kowalczyk - Project Manager,
- Yes, I worked as the Project Manager and helped to guide the team in organization, team decisions and facilitating conversations. There are areas of improvement in the forms of accountability of the timeliness, my lax personality can get in the way of keeping the scheduling in check.
- In terms of Sustainability Leadership, I have not done as much as could be done, with more focus on PM tasks; next phase will allow more incorporation of these tasks and this focus.
- The MSD plan was mostly realistic, but because of the size of the project, and the avenues that can happen, the team often fell prey to scope creep. As PM I think I was able to bring that most of the time.
- Each Phase needs to be tied back to our total timeline, rather than the just that phase in a vacuum. This will hopefully help scope creep.
Dan Zinobile - Communications, Design
- Yes, I maintained communication and took the lead on CAD design of the tiles and molds.
- Our MSD plan was generally realistic but I didn't adhere to it as closely as I should have. I didn't really use it as a consistent reference for what I should be doing
- I have learned to spend more time working on my personal schedule and try to follow it more closely.
Matt Kardach - Materials and Structure
- Yes, I provided information from my material research, researched and developed test planning, and begun examining the structure of the roof.
- I believe I stuck to my plan, however, I know I can do more to contribute to the group.
- I learned that I need to do a better job organizing my tasks in order to meet deadlines and not hold the group up. I plan on setting a daily or weekly schedule specifically for MSD II.
Connor Radel - Manufacturing Lead
- Partially, the manufacturing side has been either not the focus or put off to the side for later. Continuous obstacles of we need more info or data before we can really do anything.
- I think that I tried to stick to my plan, but I was drawn away from the manufacturing part of things to help with design and feasibility analyses of more attainable goals at the time. I think it was unrealistic to say think that the manufacturing process would be completely set up prior the strongest mix, equipment to be used, and times it would take to create the product.
- I have learned to do realistic feasibility analysis and to focus on work that can be done instead of fret about work that can’t be done until more information is acquired like designing the layout of the manufacturing process instead of trying to determine the throughput.
Risk Assessment(s) Throughout Our Project
In this Section, the team compares our current risk assessment to our original, answering these questions:
- Have you closed out your most important risks?
A lot of our risks are long-term risks that can be closed out after testing and creation of roof tiles. Risks that have to do with the manufacturing process have been partially completed such as quality, but until we have a concrete process, mix, and needed equipment they cannot be closed.
- Do you have remediation plans for remaining risks?
Yes every risk has an action to minimize the risks and team members are consciously making decisions around these risks.
- Have any of these risks manifested themselves as problems?
The only the risks that could be manifested as problems would be that there are not be a demand for the new tiles in Nicaragua, the testing of samples does not lead in a definitive direction, and quality of tiles is not maintained.
- How did your risk assessment change? What can you learn from this?
The risk assessment started off with solely the tile, the installation process, and the manufacturing process and then evolved into more about our teams risks (manufacturing/installation→use/testing). I learned to think about the entire project instead of the final product.
MSD II ScheduleIn this Section, the team discusses the estimated schedule for MSD II. Below is a Gantt chart for our plan.
By Month Planning:
- Finish Concrete Testing
- Complete Mold material test
- Complete Construction Plan for Molds
- Purchase Mold Materials
- Finalization of Concrete Mix
- Construction of Molds
- March (Pre-Trip)
- Pour Tiles
- Create Plan for Construction in El Sauce
- March (Post-Trip)
- Build Test Rig
- Test Tiles
- Finish Simio
- Facilities Design
- Purchasing Plans Finalized for Business
- Prep for Imagine
- Finish Paper
- Finish Proposal
Our Vision of the Imagine RIT exhibit:
- Completed Test Roof
- Poster with Information of Testing in El Sauce
- Completed Tests
Subsystem Completion Table UpdatesBelow are the Subsystems Completion tables for Business and Tile end of the project. Looking at these tables, the team can see where it is on each of the subsystems that need to be focused on and completed:
MSD II: Project close-outThis section covers the Gate Review and project close out for P18485.
Status ReviewCurrent state of the project
Below is the table of actual performance vs. requirements. This table outlines the Engineering requirements presented at the beginning of the project, versus the actual performance of the team.
- ER2 was later eliminated, as it was determined that pumice is actually better as a concrete additive when there is a variety to the size of the pumice particles.
- ER16 was considered an important requirement, and we were unable to make the roof cost less than $400. However, based on our estimated lifetime values of the concrete tiles and the corrugated zinc, we were able to determine that our roof was a cheaper investment per year than the corrugated zinc.
Final design robustness:
- Our final tile design was strong, light, and durable.
- It was easy to manufacture using locally available tools and supplies, and was successful in keeping water out.
- The tiles fit securely to the roof.
Overall, our product was robust and is ready to be tested in Nicaragua.
- We met our project budget of $500.
Were they satisfied?
- Kellan Morgan, Bonnie Yannie, and Sally Kuehl were present during our customer hand-off. Our customers expressed satisfaction with our work and were enthusiastic about taking molds down to El Sauce and testing them out, likely by making a roof for a doghouse or a shed and seeing the performance of the tile over a period of time. They expressed some concerns over the results of our water durability test, but overall our customers were satisfied with the finished product.
Project Plan Comparisons:
Did the scope of your project change during MSD II?
- Our scope remained the same from the beginning to the end of MSD II.
How and why did your schedule change during MSD II?
- While action items on our schedule did not change, the dates at which we did them were later and later. This was due to our team continually underestimating the amount of time it would take for certain items to be completed, particularly with manufacturing parts. For example, our plan was to have the construction of the molds done by the end of February. However, it took us longer than we predicted for the order of foam to go through and to finalize a plan for the construction of the molds. We had planned to form over foam with a special coating, but testing revealed that the only viable coating was prohibitively expensive, and we had to change the manufacturing plan to compensate.Another way our schedule changed was the Nicaragua trip, and the goals surrounding said trip. Initially, we wanted to be done with the molds and pour some tiles before the trip in order to take some down to El Sauce. However, the trip was cancelled, giving our team additional time to plan the creation of the molds and the pouring of the tiles.
Below, is the Final Completion Tables for the project. Most tasks have been closed out denoted by 100%. Any sections with blue were helped majorly by the business team, and anything in yellow with an N/A is considered out of scope.
The team concludes the following items after the conclusion of the project:
- Zinc has lower capital cost $512
- Pumice has a capital cost $844
- Pumice has a better yearly investment $28 per year vs Zinc = $34-68
- 2-3 workers including marketing, order generation, and admin
- Equipment cost about $3500
- Production cost for Tiles $1.69
- 3000 square foot facility to meet 21 roof demand, 21 tiles a day
- Operating at a 3 sigma level, about 5700 tiles produced
- 224 Normal Tiles needed
- 13 Top Tiles needed
- 237 total tiles needed
- 35% Pumice is better for costs but 40% was stronger
- Tiles was about 15-17 lbs
- Similar to proven processes (ECOSUR)
Team ReviewIndividual Team Member Status Review
In this section, each team member will discuss their answers to the following questions:
- Did you deliver on your personal responsibilities?
- Did you use your MSD II plan effectively? Was it realistic?
- What did you learn from this and how can you apply it to future projects?
- Yes, I delivered on my personal responsibilities of leading the creation of tiles and molds. I was present during every step of creating the tiles and molds, and was instrumental in the design of both. However, I may not have completely delivered on my responsibility to be in charge of communication. While I handled a fair amount of it, there were times where Derick also took on parts of the responsibility of communication, as I was not always getting messages to the people who needed them.
- I believe I used my MSD II plan to the best of my abilities. However, I believe conducting more research during MSD I would have helped me to stick to the schedule a lot better, as unexpected hurdles kept appearing and causing delays.
- I have learned to assume that material deliveries will take longer than the time estimated on the website. I have also learned that more time invested in research can save a lot of time down the road when you start to actually create the product.
- Yes, I believed that I delivered on most of my personal responsibilities to the project. From taking on the role of Project Manager, I have facilitated conversation, encouraged system's thinking, and bridged gaps and drove deadlines. As something I can improve upon in this role is to create more realistic timelines, and be more assertive in keeping deadlines. I have filled more of the facilitator role than the manager role of many days.
- I used my MSD plan(s) realistically. I was able to stick to many of my project manager role action items. I did have a hard time having a more active role in the more low level manufacturing work, doing more on the costs and high level side.
- I learned that every time estimation is too short. Things always take longer to do than expected, and adding a healthy time buffer to all assigned tasks adds to their completion success.
- Yes, I believe I delivered on my personal responsibilities. I designed and built the test roofs. I managed to reduce the cost of each test roof by a significant amount during the design process. I was heavily involved in the material testing. I carried out some of the roof tests with a lot of help from Daniel.
- I believe I stuck my MSD II plan overall, but I believe I could’ve managed my time better to have better production. Some hurdles prevented me from completing certain tasks when I wanted to. However, I was still able to produce those deliverables in a timely manner.
- I have learned that there will always be scheduling conflicts. When planning a task, check schedules well before you want to complete it and make sure you have a back up plan. I have also learned that wood and concrete are difficult materials to work. Therefore, more preparation and time needs to be put in when using or making these materials.
- Yes, I designed a facility layout for manufacturing tiles, estimated times for process tasks, estimated costs for the manufacturing BOM, started standard work procedures, and calculated space requirements for the facility. Although certain aspects have not gone into much detail such as the standard work procedures
- I believe I accomplished my plan effectively but could have set aside more time for the project. I think starting earlier even before the manufacturing process was set in stone would have allowed my to complete more when the time came around. It was difficult to complete the manufacturing side of things when the process or product has not been finalized
- I learned that started something even if its based of random information/data is better than waiting until all the needed materials have been acquired. I also learned that scope creep is a huge factor for any scale project and setting up a project scope from the start of a project will keep the project team on task
Below is the team's updated team critique:
Problems and Lessons LearnedRisks and Problems
This section review our current risk assessment and problem solving status:
- Partially, the second largest concern for risk was never getting around to working on the top tile because we continued to put off the aspect of the project due to other pressing matters. We did design a top tile mold, attachment method, and even created a few top tiles to put on out test roof. So I believe we over accomplished the top tile aspect because at first we just wanted to design the tile and then analyze the feasibility of creating it and in reality we did create a working top tile. The largest risk was that there would not be enough demand for the new tiles to create a business in Nicaragua. This risk was managed by the Saunders team by analyzing the market of Nicaragua. They found that at the current demand for the roof tiles for the business would not make a return on investment until 10 years in the future. Other top risks were that the tile mix wasn’t strong enough which we proved they are from the strength testing we completed.
- There were some risks we did not anticipate such as the breaking of tiles or test tiles. These were not anticipated because the risks happened due to human error which is hard to predict. Other risks arose from the fact that the potential business would be set up Nicaragua which has a completely different culture than in America. For instance, having the tiles deemed “poor tiles” by people in Nicaragua and not having the middle class purchase them due to influence of the social status (If citizens have money they like to show that they do)
- Partially, a shrinkage factor had to be consistently used for the raw materials used to mix and create the cement. When going from sample tiles to actual tiles we found again that the percent buffer implemented was not enough because we could not make a tile from out projected estimations with the buffer. Other problems that followed us through the project (especially for the second part) were the grinding of pumice (had to be done manually) and the plastic stringing (had to cut plastic bottles by hand). The biggest risk that stayed with our team throughout the project was the cost of the roof. It would be near impossible to manufacture the product at the same cost as a zinc roof
Below is our problem tracking table. This tool is useful in conquering some of the obstacles in an organized manner. Note that all problems have been solved for the project:
Some of the lessons learned included:
- Conduct more research during the preliminary phases of the project
- Focus more on day-to-day deliverables
- Reach out to SMEs and more experienced people, e.g. concrete canoe team
Advice and Future Steps
P18485 has the following advice for any future teams working on the project:
- Optimize concrete/pumice mixture for cost, as we are well over the strength goal
- Redesign mold to be non-inverted
- Improve nub shape to be stronger/more consistent
- Work on ways to get all bubbles off of the top surface
- Work on pumice grinding method
- Look into using current roofing material as molds/components of molds
Advice and Future Steps
Designated Components for Hand Future Team Hand Off:
- 2 Normal Tile
- 1 Top Tile
- 2 BioChar
- 1 First iteration tile
- P18485 Mold
- Box of Pumice
- Shaker (Tire and Sander)
Deliverable Checklist and Website Status COMPLETE