My Projects

School and Work Projects

LEGO® Creator Extreme Engines

Class: Product Data Management
Dates: January 2020 - May 2020
Team Leader, A+

We were provided a LEGO® package with parts to create three different assemblies. As a group, we created ID numbers for each item in the LEGO® package provided and in-process assemblies. We then used Teamcenter to upload the items with their names, ID's, and pictures. We created an Engineering Bill of Material (EBOM) for each toy assembled. We were able to identify items common to each toy, items unique, and many other facts required. We then presented our process and findings to the customer accordingly.

Flow Run Sizing Calculator

GE Aviation Co-op Rotation: 3 & 4, Test Systems Engineering
Dates: January 2019 - August 2020

In my calculations for military aerodynamic component tests and the valve calculations, I noticed a need of a consolidated calculator that relies on a single set of specifications. Before, there was not a standard method or even calculator to size flow devices. In the shared folder for the team, there were many different excel calculators used to size venturi's, orifices, and valves. Oftentimes, the assumptions were not clearly stated, nor the method used. The methods of similar sizing calculators were also very different from each other and instructions were not clearly stated. Utilizing lean six sigma techniques, I created this excel calculator which utilizes VBA macros to size unchoked venturis, choked venturis, orifices, and valves. Each of these sub-calculators have a clear method described in the DRB I created and issued as well as clear instructions written in the excel calculator. This calculator has been and will be able to be used for any test, component or full engine.

Oil Spill Prevention, Detection, and Containment Design Project

Class: Aerospace Systems Design
Dates: August 2018 - December 2018
Team Leader, A+

As a team, we were tasked to use aerospace applications to help with the broad problem of oil spills. We decided to narrow this down to create a system that would decrease the occurrences of oil spills while simultaneously decreasing the time that it takes to detect and contain oil spills. We conducted extensive research; analyzed our our stakeholders, needs, and requirements; generated concepts using tables and a house of quality; established patent-ability of our concepts; narrowed these concepts using Pugh matrices, risk assessments, fault trees and cost and value assessments to reach our final concept. Our team concluded that a three part system consisting of dyes, dispersants and flow sensors will help identify, counter, and prevent oil spills.

Flow Visualization Testing

GE Aviation Co-op Rotation: 2, Design Engineering
Dates: May 2018 - August 2018
Received a GE Impact Award for this project

I was assigned to a mission-based team tasked with finding the root cause of coking on fuel nozzles in the LEAP engines. I supported this mission by conducting spray visualization testing on the fuel nozzles. After receiving minimum overview of the test procedure and goals, I was sable to run the test with limited oversight. I developed the testing matrix and a way to easily identify the different types of flow spraying from each orifice from the fuel nozzle from videos recorded during testing. Then, I created a ranking system for the different types of flow for the proposed level of coking each type would cause in the field. After observing and learning the process from a principal engineer, I found a way to streamline the testing process by reducing the amount of data needed to collect during the test, completing 4 times the test points than before. I analyzed the videos and data collect, creating charts using MATLAB and Excel to visualize the results. I presented the data to a technical review for them to draw conclusions which directly impacted the root cause analysis and allowed for a short-term field containment design change to be identified.

A-10 Redesign Proposal

Class: Introduction to Aerospace Design
Dates: January 2018 - May 2018

Our team developed a proposal which offered a thoroughly analyzed background, description of a suitable replacement for the A-10, and reasoning behind why the aircraft should or should not be replaced. Throughout this project, our team focused on researching as much as possible about the A-10 to find accurate, reliable tools - such as formulas or appropriate aircraft parts. Although an effective attack aircraft, the A-10 has been in service since the 1970’s and as such the US Air Force has recently been looking for an affordable, safe, and effective replacement. In order to approach this problem, our team first researched the history, technical specifications, and design of the A-10. Then our team identified the stakeholders, needs, and requirements to propose a cost-effective replacement for the A-10. In our research and calculations, our team prioritized minimizing the weight of the A-10. The primary goals in creating a replacement for the A-10 were to increase maneuverability and decrease structural load on the wings of the new aircraft. After research, design, and calculations, this feasible new aircraft could likely be more effective than the A-10, specifically regarding providing better close air support than the A-10. Since the main differences that our team could adjust in this new aircraft would be the airfoils and engine used, the proposed aircraft would use NACA 4415 airfoil and a CFE738 engine. Finally, our team found that the new proposed aircraft would be a compelling replacement for the A-10.

CATIA Modeling Project

Class: Graphical Communication And Spatial Analysis
Dates: May 2017
A+

I created a detailed 3D model of a modern desk chair using CATIA. This model had 9 unique parts which demonstrated my abilities learned in this course to use CATIA.

Standard Work for Welding Processes

GE Aviation Co-op Rotation: 1, Lean Manufacturing
Dates: August 2017 - December 2017

The LEAP combustor manufacturing team had a need to standardize their processes in order to better predict shipments and stay on a consistent schedule. I started on the first “island”, specifically the welding operations. I spent hours videotaping operators of every shift on each of the 11 welding operations. With all 33 videos created, I held a meeting with all operators who wanted to help to go over the videos. Each meeting we covered one operation, watching all three videos while marking down the time taken for each step. Then, the operators would discuss the most fair and attainable time to create the highest quality product for each step based on these recorded times. Once they agreed on a standard work, I organized the agreement to a document signed by an engineer. We documented each standard work and distributed it to the floor as an expectation. The coaches would audit these processes based on the standard work in order to track delays and quickly identify problems.

Projects: Projects