All AMU Degree Programs culminate in real-life, actual Projects completed at student employers or Project sponsors. Projects are measurable improvements in specific process which employers or sponsors designate as a priority. Projects help students demonstrate they have acquired or enhanced knowledge, skills and competencies while earning degrees. Projects are completed individually, as teams, or in cohort groups during the course of the student Program. Projects must achieve measurable, tangible, and financial results as a prerequisite for student graduation. AMU alumni report overwhelming success in Project completion through the expertise of Faculty, the family-like collaboration of the AMU student body, and the constant encouragement and support of the student employers and Project sponsors.
- Automotive Parts Manufacturer
A supplier of automotive floor and trunk mats learned that mats were disintegrating within 10 months of installation. Contracts were to be cancelled. The Company would cease business. The Project reduced variation and lack of quality control. The supplier was saved from bankruptcy and employee jobs saved.
- Aviation Industry
A global manufacturer of airplane engines reported that large scale customers were returning engines at manufacturer’s expense because of variation in performance and reliability. The Project tested each part of the process until it found the sources of unacceptable variation. Five-Year Savings were calculated by the engine manufacturer at $100M.
- Bank Management Training
A national Institute of Banking provided an entry manager candidate educational program at Banks nation-wide. Employee participant grades were high but competencies and skills were not demonstrated. The Project revised the curricular process to introduce practical skills and observable competencies tied to daily work. Bank Administration and employee surveys reported satisfaction rose by 100%.
- Computer Hardware Manufacturer
A hardware manufacturer experienced 20% hardware failure within six (6) months of delivery to customers. The Project identified and corrected a failed inspection step that allowed defects in finished products. The failure rate was reduced to .0000999
- Education Administration
A chain of higher education Institutions observed unanticipated low dropout and retention rates among a designated subset of students. The Project identified and improved flawed process steps, constrained over-all process variation, and introduced value stream mapping. Student retention rose to 6x the previous rate.
- Emergency Room Administration
A global chain of 47 medical facilities observed a continuing failure by the ER automated dispensing cabinets to dispense correct medication. The Project identified and eliminated the two leading causes for process break-down. A staff education plan was introduced to eliminate the remaining process flaws.
- Environmental Compliance
A maritime operation neglected strict compliance with applicable environmental regulations and faced potential fines of $4M+. The Project corrected flaws in the compliance process, and used quantitative performance metrics to show improvement in advance of governmental action. The fines were not levied.
A global producer of large healthcare equipment achieved on-time-delivery (OTD) only 56% of the time. The Project eliminated process flaws from inefficient steps which had widely varied cycle times. OTD rose to 96%
- Hospital Cardiology Unit
The average cycle time from symptom onset to stint implant exceeded regulations. The Project helped the hospital intake team identify symptom onset 50% faster. The Hospital process returned to compliance. The decreased cycle time saved lives.
- Housing Industry
A global manufacturer of nails and fasteners experienced 50% waste per facility ($17.5M loss each location). The Project eliminated quality breakdown at process front-end. Savings were $14.5M per facility.
A global hotel chain was losing $350K annually on a process meant to generate high net profit and high customer satisfaction: room delivery of food service on Monday- Thursday evenings between 5-7:30 PM. The Project eliminated process restraints to allow for efficient and fast delivery. Customer satisfaction rose to 90+ high approval and increased revenues prevented layoffs.
- International Cargo
An international port was behind in processing cargo vessels in and out of the port, resulting in high vessel owner dissatisfaction over unpredictable process cycle times and cost overruns. The Project identified and eliminated flawed process steps, paperwork duplication and contractual non-compliance. Process times became uniform and costs were reduced.
- Internet Provider
One million customers per month were incorrectly billed for internet services. The Project Identified and corrected flawed data input at the process front end. The internet provider reduced incorrect billings by 12 Million customers annually.
An investment company was fined $250K each time a request to transfer funds of $50M+ was not completed within 24 hours. The Project eliminated process inefficiencies. The investment company reduced fines by $25M annually.
- Mail and Package Delivery
A global mail and package provider consistently failed to respond to the first call for mail/package pick-up. Customers were required to make “2nd calls” for pick-up, resulting in customer loss. The Project identified and improved process inefficiencies. Costs associated with the 2nd call process declined $200,000 average per company “hub” in 110 US locations.
- Music and Sound Equipment
A global leader in sound equipment faced reduction in sales to automotive manufacturers because its units failed to meet the auto manufacturers maximum defect allowance for parts-per-billion (PPB) units produced. The Project identified a flaw within the final process steps which had resulted in the inability of the process to detect defects. Defects were consequently reduced. The Contracts were continued.
The manufacturer experienced 120-day average delays in projected shipments because its engineering change orders did not keep pace with actual changes. The Project found and corrected the inefficient steps. The process delay was eliminated. Revenues increased 200%.
- Sports Equipment
A dominant leader in sports equipment reported that defective and returned equipment had reached multi-million dollar levels. The actual percentage of defects was the lowest in the industry but the result was lost revenue. The Project revised the process front end and final inspection to ensure process control. Defects were reduced by 50% within 30 days.
- US Government National Medical Center
Funders declined to pay for reimbursement from a surgical operations unit that was almost two years behind in submitting reimbursement invoices. Jobs were to be lost. The Project trained staff in billing best practices. The average billing cycle time was reduced from 18 months to six (6) days. Jobs were saved.
- Wedding Planning
An esteemed Hotel learned that its Wedding Function Department, long thought to generate $10M annually net profit, in reality lost $11.5M annually, for a net loss of $1.5M. The Hotel considered eliminating the Department. The Project accelerated the planning cycle time through an absence of variation and rework. The process became profitable and weddings continued uninterrupted.