Case Studies

Systems Engineering

Effective Product/Facility development and technology innovation requires systems engineering discipline that is initiated by needs analysis and capability assessment followed by concept development, prototype test and evaluation, and fielding the system.

DRS International specializes in spiral analysis to break very complex situations into manageable pieces. DRS International also has unique insight into the application of the Federally Funded Research and Development Centers (FFRDC) and University Affiliated Research Centers (UARC) to the capability and technology transfer to State and Local Government.

Engineering Complex Systems

Business and Universities Engage in Homeland Security through Innovative State Led Consortium

The All Hazards Consortium was formed in 2005 to provide a multi-state collaboration that includes business and universities to build capabilities at the state and local level while addressing the requirements that DHS has been developing for Homeland Security.

Challenge, Strategy, and Results: Since the July 2002 Homeland Security Strategy was written, the Federal government has recognized the need to get states, local governments, businesses, individual citizens, and higher education involved in the Homeland Security implementation. The National Capital Region states and the District of Columbia discovered that they could effectively collaborate within a regional framework.

The 501c3 nonprofit was organized with a regional Board in 2006. This accelerated the collaboration process and allowed the region to tackle more and more complex problems. The Consortium has provided a platform for private sector and university involvement that continues to evolve.

Manufacturing

Automated Supply Chain Project Makes Chevrolet Plant More Efficient

Successfully directed major overhaul of plant inventory management activity and installed state of the art integrated computerized inventory control system.

Challenge, Strategy, and Results: In 1979, Chevrolet Motor Division was automating an end to end supply chain process for its non-manufacturing materials. The Tonawanda Forge Plant needed a project manager that could manage the process while leading the automation project.

There were few people in manufacturing operations at that time that had experienced computer applications and their capabilities. The plant was simultaneously modernizing its receiving and storage facilities and attempting to put more discipline into the workforce operations. Dennis Schrader was chosen to lead this very complex and technical project while managing the supply and procurement operation.

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