Client, Year. "Title." Description.
Boot manufacturer, 2014. Scheduling optimization model weekly production schedule considering constraints for limited molds; objective was to minimize mold changes.
F Nurse scheduling problem wi
Cabinet manufacturer, 2012. Combined inventory management and cutting stock problem
Medical Center, 2013. Nurse scheduling model accounting for military and civilian
Medical supply company, 2012. Vendor selection model accounting for discounts
Reinsurance Company, 2012. Developed simulation model
Natural Gas Producer, 2012
Army Corps of Engineers, Sacramento District Office, 2010-2011. “A Simulation-Optimization Model of Organizational Capacity.” Developed a simulation-optimization model of organizational capacity for a district office of the Army Corps of Engineers to: (1) provide analytical underpinning to their request for funding as part of the annual President’s Budget submission, and (2) inform them about how to better shape their organization to suit the actual demand for their services.
Senior Service College Fellow, Columbia University. 2010. “Statistical Analysis of a Model for Discipline. Assisted a Senior Service College Fellow with his, “The Effects of Persistent Conflict on Soldier Discipline: Sustaining Comprehensive Discipline in Challenging Times.” Assisted with survey instrument development and analysis of relationships between various components of the model for discipline.
Department of Foreign Languages, 2010. “Reading Strategies Among Second-Year Students of Russian.” Based on an approach applied to students learning Chinese, this research sought to determine the best indicator(s) of high levels of reading comprehension among Russian students. Analysis included testing the hypotheses with data provided by Dr. Murphy-Lee using data that she provided, as well as additional exploratory analyses.
Army Accessions Command. 2008-2009. “WholeSoldier Performance.” Joint work with Rob Dees, Robert Kewley, and Kelly Ward. Developed methodology for measuring Soldier performance in the moral, cognitive, and physical domains along a continuum, with a focus on measuring what we want, not just what is easy to measure. Numerous implications for recruiting, training, retention, promotion, assignment, mission accomplishment, and allocation of resources. Project won the Richard H. Barchi Prize, Military Operations Research Society in 2010.
Refractive Surgery Clinic. 2008-2009. “Analysis of Refractive Surgery Data From a Young and Extremely Healthy Population.” Joint work with Vaughn DeLong and Chris Grauel. Refractive laser eye surgery, i.e. PRK and LASEK, has been performed at West Point for several years. Eligible patients include junior and senior cadets and active-duty military members. Addressed several questions of interest to the Academy, the Army, and the ophthalmologic surgery community. Reviewed the existing nomogram (graphical computation device) used and recommended changes based on simulation modeling using historical outcomes and follow-up data.
Special Operations Peculiar Modification Office, 2008-2009. “Small Arms Effective Life Studies.” Joint work with Matt Benigni, Dana Gingrich, and Gary Kramlich. Extended previous work development of a system that keeps an accurate record of the wear on a weapon throughout its lifetime to new weapons under development. Following other industries, he reliability model for components uses the Weibull distribution. This system informs both operational and maintenance policy decision-makers.
Directorate of Logistics, Transportation Division. 2008. “Optimal Leasing of Coach Buses.” Constructed simulation – optimization model based on historical data to determine the correct number of coach buses for the U.S. Military Academy to lease in support of sports teams, cadet clubs, and other Academy organizations. Determined the optimal balance between leased and contacted buses to minimize total costs to the Academy.
Program Manager - Heavy Brigade Combat Team. 2007-2008. “Business Case Analysis for Vehicle Health Management System.” Primary benefits analyst on the Vehicle Health Management System (VHMS) program; Integrated Process Team consisted of over 100 persons from 12 organizations. Developed and adapted existing methodologies for estimating cost savings and avoidances; performed simulation modeling of HBCT maintenance processes to estimate quantifiable but non-monetary benefits of adding VHMS (a diagnostic, prognostic, and condition-based maintenance system) to the Army’s tracked vehicles.
Army Transformation Office, Army G3/5/7. 2007-2008. “Interactive Annex A to Army Campaign Plan.” Led a faculty, contractor and cadet team in creating a data implementation of Annex A to the Army Campaign Plan (ACP), originally 26 Word/Excel/PowerPoint files, generating interactive tabular, stationing, readiness, and timeline views of the data using WebTAS and Google Earth, integrating the system with other Army Staff sections’ (G-1 and G-8) information systems, as the first step in the development of a more automated ACP process management tool for senior Army leaders for strategic decision making.
Undisclosed Non-Profit Organization. 2007. “Alternative Investment Strategy Modeling.” Led team of analysts in evaluating a series of alternatives for a non-profit organization. Constructed complex simulation models to identify risks asses the distribution of financial outcomes and potential risks from alternative investments. Analysis provided organization’s leaders with information critical for sound decision-making.
Human Resources Command. 2006. “Timeline View for Interactive Officer Record Brief.” Adapted Lifelines, a visualization tool for personnel histories for use by the Army in officer assignments, promotions and selections. Goal is to allow for the rapid comprehension of a large amount of information in a short period of time, such as in a promotion or selection board. Project was a prototype and concept demonstration; a request for proposal to implement has been let. [ Video demonstration available at http://www.cs.umd.edu/class/spring2006/cmsc838s/projects/LLPP/VisualORB.wmv ]
Army G-3. 2003-2004. “Army Modular Force Conversion Study.” As member of a G-1 team, analyzed the impact of major reorganization of Brigade Combat Teams (BCTs), especially on senior non-commissioned officers and field grade officers, due to the rapid growth of these grades with the modular conversions. Tempered G-3 desire to accelerate conversions with personnel community’s ability to support.
Assistant Secretary of the Army, Manpower and Reserve Affairs / Army G-3. 2003-2004. “Military-to-Civilian Conversion.” Studied the impact of converting over 10,000 Army military positions to civilian authorizations in generating force units. In particular, considered the impact on Active Soldier career progression, synchronized with the ability of the civilian personnel system to recruit and hire employees to replace the Soldiers no longer authorized. Converting these positions freed up “spaces” to allow the creation of more war-fighting units.
Army G-3. 2003-2004. “Integrated Global Presence and Basing Strategy.” Lead G-1 analyst on Army Staff-wide team; study included supportability and feasibility analyses of unit moves from Europe back to the Continental United States and, in conjunction with Human Resources Command, the impact on Permanent Change of Station moves and associated costs.
Army G-1. 2003. “Personnel Services Delivery Redesign Study.” Worked as part of a G-1 team investigating the impact of significant redesigns of the Army’s personnel services units. Primary considerations included predicting the impact of the changes on retention of senior Adjutant General (AG) Corps’ noncommissioned officers and career progression paths for company grade AG officers.
Army G-3. 2003. “Active Component / Reserve Component (AC/RC) Rebalancing Study.” Primary personnel analyst for Army G-1; responsible for analyzing the impact of proposed changes to the mix of Active and Reserve Component units, including effects on unit fill and readiness, and Active Army recruiting and retention.
Army G-3. 2003. “Administrative Specialist (71L/42L) Reduction Study.” Coordinated the efforts of 20 Personnel Staff Systems Officers, representing all branches of the Army and major commands in conducting an analysis of personnel effects of major reductions in or eliminations of administrative specialist positions in Army units. Study also considered secondary impact on positions replaced by Soldiers with the predominant occupational specialty in each unit.
Army G-1. 2002-2004. “Personnel Management Authorization Documents / Updated Authorization Documents / Notional Force Structures.” During a time of unprecedented change in the Army, produced personnel authorization documents for all Army units at four times the usual rate. These documents allowed Human Resources Command to man the force in accordance with Army G-3’s intent, but constrained by applicable laws and policies. Furthermore, integrated Army Reserve into the process for the first time.
Superintendent, United States Military Academy. 2000-2002. Provided analytical support for the design, implementation, and analysis of the Cadet and Faculty Honor Surveys conducted by the Superintendent’s Honor Review Committee. Allowed for insights into the attitudes of cadets and faculty members regarding the Honor Code and Honor System, thereby enabling education and training programs to be focused as needed