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educational piece format

newsletter project
PART I: Newsletter (80 points)Students will create a document, which informs and enlightens readers on different issues of Science, preferably related to the content covered in our course.(Word has numerous standard newsletter templates to assist you)The newsletter shall include at least 6 sections about the following subjects:Sections can be presented in different formats: i.e. pictures, a story, infographic, interview, article, informational, educational piece, article re-cap, quiz, history note, “did you know?” current event, local event, class, statistics, etc… You must present your sections using at least 4 different formats (you can’t use 6 articles, or 6 events, or 6 jokes, etc…)Each newsletter shall include all the components outlined above and should be at least 3 pages plus the references page.Feel free to be creative and have fun with the assignment. Include all references and citations on your reference page. (Failure to include any of these standards shall result in a reduction of points)PART II: Readers feedback (20 points)Once you have completed and submitted your newsletter, you will be assigned to review two newsletters of your classmates. Please let me know if the students’ newsletters are not visible to you. Feedback can be short but hopefully constructive. You can ask questions to your reader (survey type) to be sure you receive the feedback requested. For example: What is your overall impression of the newsletter? What do you think about the content of the newsletter? Was the content easy to understand? Any suggestions to improve the newsletter? What was your favorite part? etc…Submission guidelines:Use this rubric to self-evaluate your assignment: https://www.dropbox.com/s/t6rxocy410e5jve/RUBRIC-NEWSLETTER-PROJECT.pdf?dl=0 (Links to an external site.)
(Links to an external site.)Here are some examples from previous classes.Project 1Project 2Project 3Required Technical Elements:

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114
Sequencing
Art Cabanban
Andy was nervous as the Leadership Team was going over the quarterly metrics.
He would be updating the audience about the phototool conversion project that he
and his small team had been working on over the past three weeks. The slides
were ready to show how well the project went. The team worked furiously to plan,
perform the various experiments, and come to conclusions with the selected fi lm
vendor. The presentation was just a formality to allow the factory ’ s management
to see the results of the testing and hear the recommendation from the team. But
Andy continued to worry about the questions that may come. He had a transition
plan, but was concerned that the directors and other managers wouldn ’ t like it. He
took a deep breath, closed his eyes, and remembered how the last few weeks had
rushed by. This case focuses on the approach Andy used to develop his project
schedule.
ABOUT ANDY
Andy was a new engineer at the Printed Circuit Board, Inc. (PCB). He had just
fi nished his rotational training throughout the factory to understand how the business and process work. Andy was the sustaining engineer for the phototool area.
Phototools are the images that help create the lines and spaces in the printed circuit board process. The PCB plant was very quality – oriented. All the areas used
statistical process control to help monitor all the critical aspects of the process.
Changes to equipment or procedures can cause a process to go out of control.
New processes and tools go through a rigorous qualifi cation process to ensure
all the proper functions are controlled. The phototooling area was no exception.
However, the phototooling vendor announced that they needed to change their
equipment, chemicals, and fi lm because of a business partnership they had entered.
This required the plant to qualify the new supplies. The management decided that
there was an opportunity to test and possibly qualify a new vendor with competing equipment, chemicals, and fi lm. A small team was formed to identify all the
activities required to test the two vendor tools, create the selection criteria, plan
the transition, and fi nally implement the transition to the new phototooling.
Project Time Management 115
PRINTED CIRCUIT BOARD, INC.
Printed Circuit Board, Inc. is a U.S. factory that manufactures printed circuit
boards for companies that make computers, telecommunication devices, and other
high – tech equipment. The company ’ s annual revenue is about $300 million and
it employs approximately 1,000 workers. The phototool vendor selection project
had a minimal budget of $5,000. Much of the supplies and equipment would be
supplied free of cost from the competing vendors.
IT ’ S NOT JUST A VENDOR SELECTION PROJECT
Vendor A was the current supplier of phototooling fi lm and chemicals. The PCB plant
had purchased phototooling development machines from Vendor A and had a maintenance contract with them. The plant was very satisfi ed with the current fi lm process and the support they received. However, PCB management was perturbed when
Vendor A announced that they would be changing their fi lm and chemistry recipe.
It was a surprise to PCB and the engineering team. It was decided that they would
qualify Vendor A ’ s new product and put it up against Vendor B ’ s product. That would
allow the plant to decide which product was the best for the company. The company
would award the contract to one of the vendors based on a comparison of the technical
aspects of the vendors ’ products, their support models, and overall price of materials.
GIVE ANDY A TRY
Vendor A ’ s old product would start to be taken offl ine within one month. This
required the PCB plant to have its transition solidly begun to ensure there would
not be any supply issues if Vendor A were to remain the selected phototool supplier.
Ron, the Manager of Inner Layer Engineering, met with the photo department manager and the directors of Engineering and Manufacturing to discuss the resources
required to complete the project. The management group decided that Andy would
lead the project with the support of two other engineers from Ron ’ s group and
a lead operator from the photo department. The other engineers would help with
the measurements, statistics, and any other quality – related issues with the fi lm. The
photo department operator, who would assist in running the designed experiments,
could delegate work as necessary to others in the department. There was some concern that the team was too inexperienced for such a critical and time – constrained
project. Andy was new to the company. He and the other engineers on the team
were fairly recent college graduates. There could also be some confl ict with the
veteran operators who had been working in the department for nearly 15 years.
ACTIVITY DEFINITION
The team has sat down for the fi rst time after being selected. Andy was the project
manager as he was the Phototooling Process Engineer. The area Andy supported
116 CASE STUDIES
was the one being affected by Vendor A ’ s business decision. He was also the
most familiar person with the technical aspects of the phototools. Ron has called
a kick – off meeting with the team to begin their process. Andy was anxious to
lead this project, as it would be his fi rst big test at this company. Anthony was
selected to help identify any mechanical needs and program the coordinate
measuring machine (CMM). Sam would be helping with the statistics and running the statgraphics program. Jane was the selected operator to help with running
the experiments.
Ron: Thanks for meeting. As you know we ’ ve got a big task in running experiments on A ’ s and B ’ s tools and to help decide our vendor of choice. Today ’ s
agenda will be to fi gure out what we ’ ll need to do. Andy will be running this
project. With that I ’ ll turn it over to Andy.
Andy: Thanks Ron. We ’ ve got a big task ahead of us and don ’ t have a lot of
time. Let ’ s brainstorm the issues at hand.
Anthony: Well, you ’ ve got a lot of mechanical aspects to consider on the fi lm.
Jane: That ’ s what the CMM is for. We ’ ll be able to measure everything necessary. I ’ m sure Anthony can program anything on the machine.
Sam: Statgraphics will help us with all sorts of statistical analyses.
Andy: Great! So I ’ ll start with a few things I think we need to do. First, we
need to make sure we can get enough fi lm and chemicals from both vendors.
Jane: Are you going to use our current developers for Vendor A ’ s new product?
Andy: Yes, when Ron and I met with them, they said that we could do it.
Ron: That ’ s good. Vendor B said that we could borrow a developer. I think
we can get a “ no – cost ” purchase order to be able to bring it in. I ’ ll talk to
Purchasing about that. But I know we ’ ve done that before with other vendor
machines. I know Vendor B is hungry for our business, so that ’ s why he ’ s
so agreeable.
Andy: I believe both vendors will give us the fi lm and development chemistry.
Vendor A feels like they owe it to us. And like you said Ron, Vendor B wants
our business.
Jane: Since we have two production lines, we can set up one of the laser
machines with the settings.
Anthony: And then we can dial in settings based on the CMM measurements.
Andy: Right, we could use the current SPC test. We will need to tune the laser
exposure speed for the proper line widths. The developer speed has to be just
right so that there isn ’ t over – or underdevelopment. And we can set the laser
dimensions to compensate for any overall size issues.
Project Time Management 117
Sam: That sounds like a fairly simple design of experiment in order to get the
proper line width, edge, and development.
Ron: Andy, did you capture all of that?
Andy: Yes, let me rattle off the activities: get fi lm and chemistry from both
vendors; talk to Purchasing to acquire a free developer from Vendor B; set up
one of the laser machines; measure each fi lm sample; and run a DOE to optimize both vendor fi lms.
Anthony: How about running some development and etch samples on resist
and copper? That ’ ll help ensure that there are no quality issues that extend
beyond the fi lm ’ s characteristics.
Andy: Excellent idea. Anyone else have any other ideas?
Ron: Just one more thing. Once you ’ ve made your schedule, run your experiments, and come up with some results, you ’ ll have to pass that information to
Purchasing as they ’ ll help with the decision. Their input will be in regard
to price for performance comparisons. Andy, you ’ ll help with that aspect.
Jane: How long do we have?
Andy: We ’ ve got three weeks to get the results published. And we ’ ve got to
present our plan to the Leadership team later this week.
Ron: That ’ s right. When you have your plan, let ’ s go over it with the rest of
the Inner Layer Engineering team and the Photo department managers. We ’ ll
get their agreement and then we can present to the Leadership group for their
fi nal blessing.
Andy: Okay, let ’ s meet later this afternoon to map out our activities. In the
meantime Ron and I have to talk to Purchasing.
DISCUSSION OF DEPENDENCIES
Ron and Andy went to the Purchasing group to fi nd out how they could get all
their vendor supplies and machinery. They were pleased to fi nd out that they
just needed a few purchase orders specially written and then approved by Ron
and his manager. Andy studied the SPC tool program to ensure it would operate
properly in their experiments. He also talked to others in his Engineering team
about testing new phototools with resist development and etching characteristics.
There would have to be some copper samples available as well as machine time
available on one of the resist laminators and on one of the developer – etch – strip
(DES) machines.
The team met that afternoon to discuss and plan the activities.
Andy: Thanks for meeting again this afternoon. Take a look at the activities
that we talked about this morning on the overhead:
118 CASE STUDIES
Brainstorm List of Activities to Test New Phototools
Get film and chemistry from both vendors
Talk to Purchasing to acquire a free developer from Vendor B
Set up one of the laser machines
Measure each film sample
Run a DOE to optimize both vendor films
Run resist and etch samples for film
Andy: Did I capture everything?
Sam: It looks like you did.
Jane: Well, we ’ re supposed to be done in about three weeks, right? So we need
to put some dates around everything.
Andy: That ’ s right. We ’ ve got a fi nal date and we can work backward from
there. Most of the activities have some dependency on a previous task. May 5
is when we ’ ve got to be done and submit our fi ndings.
Anthony: So when will the vendors get us our test supplies?
Andy: Vendor A will be getting fi lm and chemistry to us on Wednesday. Vendor
B will get their fi lm and chemistry tomorrow; and then their developer should
be here next Monday. The no – cost purchase order should be approved by close
of business tomorrow.
Jane: Andy, you can set up Laser Line 2 for the Vendor A fi lm as soon as
it arrives.
Sam: And we can run the fi rst DOE for the Vendor A fi lm.
Andy: Jane, I ’ ll need some help taking Laser Line 2 offl ine to put the proper
developer in the machine.
Anthony: Once you start running some Vendor A products, we ’ ll be able to
measure up and evaluate each DOE sample.
Sam: It shouldn ’ t take more than a day to run everything, measure, and fi nd the
optimum laser and development settings. That ’ s assuming the settings don ’ t
take too long to change and stabilize.
Jane: Nope, Andy does it when our SPC indicates we need to. He ’ s got that
down pretty well.
Andy: So we ’ ll do the same thing for each vendor ’ s product. And then we ’ ll
run our fi nal quality samples on developed resist and copper etch samples. That
may take a few days to schedule and monitor the runs, and then a day for us
to analyze.






Project Time Management 119
Sam: I ’ ve taken some notes and here ’ s how our setup and testing will work.
I ’ ll put it up on the board.
Sam ’ s List of Setup and Testing Sequences
Receive Supplies
Set Up Laser and Developer
Perform DOE
Measure Samples
Refine Laser and Developer Settings Based on DOE Results
Run Samples on New Settings
Test DES samples
Andy: That ’ s brilliant. We need to repeat all steps for each of the vendor samples. Based on Sam ’ s notes, I ’ ll come up with the fi nal timeline and proposal
for the Leadership team.
Jane: Sounds good. I can ’ t wait to start.
PROPOSED ACTIVITY LIST
Andy took everyone ’ s input and crafted a schedule into a simple Activities List.
He decided that a fancy Gantt chart wasn ’ t really required as it was going to be a
quick and much focused project. All the resources had been allocated; it was just
a matter of timing of all the activities. He also wanted something simple and easy
to read for the Leadership team to review so that they could give their blessing to
the project.
The next day, Andy showed the Activities List to the team for review. Andy ’ s
boss, Ron, was there to review as well.







Table 6.1 Activities List
Task Date
Receive Vendor B Supplies 4/11
Receive Vendor A Supplies 4/12
Complete Vendor A DOE 4/14
Vendor B Developer On-line 4/18
Complete Vendor B DOE 4/19
Complete Resist and Etch test 4/26
Analyze Samples 5/1
Submit Findings and Recommendations 5/5
120 CASE STUDIES
Andy: What do you think?
Sam: It looks great. It seems like you ’ ve built a bit of a buffer to Complete
Resist and Etch Test and Analyze Samples.
Andy: Yes, I was concerned about the capacity of the DES machines.
Jane: What about our capacity?
Andy: Laser Line 1 will have plenty of capacity. After each vendor setup and
run, I will put everything back to the default settings. But all the development
will have to go to Laser Line 2 ’ s developer.
Jane: Oh, that ’ s right. Laser Line 2 ’ s developer will have the new chemistry.
And I know we ’ ll have to feed Vendor B ’ s fi lm manually — take it off the laser
and feed it into the developer.
Anthony: I ’ ve tuned in the CMM and it ’ s ready to go. So we ’ re ready when
you are.
Ron: I like the plan and the enthusiasm. Andy, are you ready to present to the
Leadership team?
Andy: Yes, let ’ s go for it.
Andy presented the project to the Leadership team. There were some concerns
about the plan ’ s aggressiveness. The plant manager was already irked about
being in this precarious situation with Vendor A ’ s business decision, but he grilled
Andy about the timeline and the methodology. One of the managers spoke up and
reminded everyone that both customers and suppliers continually challenge the
company. She also backed Andy up by saying that she was impressed with his
performance when he did the rotational training in her department. After the discussions, everyone seemed pleased with the thoroughness of the evaluation. The
project was given a “ go. ”
Discussion items

  1. Outline Work Breakdown Structure (WBS) and develop a project network.
  2. What are some examples of external dependencies that could have been considered in Andy ’ s project?
  3. The Activities List was a very simple table of tasks and dates. Was that too
    simple of a list for the team? Was it the correct format for the Leadership team
    presentation? Is it a good medium for upper management to review?
  4. What issues may arise as the team consisted of relatively inexperienced
    engineers along with a very seasoned operator? How could those issues be
    resolved?

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