DOCSLIB.ORG

2.4 Planning and Scheduling Systems

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2.4 Planning and Scheduling Systems ABSTRACT WAGONER, APRIL GAIL. Plant Floor Scheduling Systems in a Lean Environment. (Under the direction of Dr. George Hodge and Dr. Kristin Thoney.) The objective of this study was to determine how companies in the US textile industry are using lean manufacturing practices in their planning and scheduling systems. The study uses primary and secondary data sources to explore the utilization of lean techniques in manual or automated planning and scheduling systems. In addition to a literature review, ten open ended in-person interviews with textile industry executives and three in-depth case studies were used to gather data. The case studies were conducted to further explore whether or not the use of lean principles can be applied to planning and scheduling systems in specific textile operations. Many textile companies are interested in implementing lean scheduling systems for the plant floor but have not quite come to that point in their lean transformation. This study will provide examples, identify barriers and suggest solutions to the barriers for those companies who are on the path forward to implementation of lean planning and scheduling systems. Textile companies who are already using lean practices in their planning and scheduling systems are seeing improvements through reduced finished goods and work-in- process inventory, as well as less time and effort required by the production planners and schedulers to schedule the plant floor. A directory of planning and scheduling software that can handle lean concepts and is applicable to the textile industry was compiled as part of this research. PLANT FLOOR SCHEDULING SYSTEMS IN A LEAN ENVIRONMENT by APRIL GAIL WAGONER A thesis submitted to the Graduate Faculty of North Carolina State University in partial fulfillment of the requirements for the Degree of Master of Science TEXTILES Raleigh, NC 2007 APPROVED BY: _____________________________ _____________________________ Dr. George Hodge Dr. Kristin Thoney Co-Chair of Advisory Committee Co-Chair of Advisory Committee _____________________________ _____________________________ Dr. Jeffrey A. Joines Dr. Lei Qian Committee Member ITT Committee Member BIOGRAPHY The author, April Wagoner, was born in Charlotte, NC on December 10, 1981. In 2000, April began studying at North Carolina State University. In December of 2004, she received her Bachelor of Science degree in Textile Technology with a concentration in Textile Design and a minor in Design. In the fall of 2005, April returned to North Carolina State University to pursue a Master of Science degree in the Institute of Textile Technology program at the College of Textiles. She is currently completing the degree requirements for her graduate degree in Textile Management and Technology. April has accepted a job with General Motors in Warren, Michigan where she will begin her career as part of the General Motors Design Team. ii ACKNOWLEDEGMENTS I would especially like to thank my committee members, Dr. George Hodge, Dr. Kristin Thoney and Dr. Jeff Joines for their guidance and support throughout this research. Their patience and expertise were greatly appreciated. I would like to thank the staff, the membership and the alumni of the Institute of Textile Technology for funding my graduate research and fellowship, for providing the opportunity to be part of this amazing program, and also for participating in the research. I would also like to thank Rob Cooper for his help with the logistics of the plant trips and case studies. I also want to acknowledge Kelly Goforth, my fellow classmate and friend, who was conducting research with me throughout the project. I would like to extend my appreciation to DATATEX TIS – USA, Inc. for allowing me to evaluate their software and to NCSU IES for their participation and assistance in this research. Lastly, I would like to thank my family and friends for their love and support. Their belief in me and continued encouragement made this journey a lot easier. iii TABLE OF CONTENTS List of Tables ............................................................................................................. viii List of Figures.............................................................................................................. ix Acronyms.......................................................................................................................x 1 Introduction...............................................................................................................1 1.1 Research Objectives...........................................................................................3 1.2 Significance of Research ...................................................................................5 2 Literature Review......................................................................................................7 2.1 Lean Manufacturing...........................................................................................7 2.1.1 Background ...............................................................................................8 2.1.2 Lean Terminology and Tools ..................................................................10 2.1.2.1 Agile ..............................................................................................10 2.1.2.2 Flow ...............................................................................................11 2.1.2.3 Push vs. Pull...................................................................................12 2.1.2.4 Kanban...........................................................................................15 2.1.2.4.1 Seven Step Process to Implementing Kanban ....................16 2.1.2.4.2 Additional Kanban Calculations.........................................21 2.1.2.5 JIT..................................................................................................26 2.1.2.6 Heijunka.........................................................................................27 2.1.2.7 The Seven Types of Deadly Waste................................................28 2.1.2.8 Value Stream Maps (VSM) ...........................................................29 2.1.2.9 Kaizen............................................................................................30 2.1.2.10 Product/Process Layouts................................................................31 2.1.2.11 Cellular Manufacturing..................................................................31 2.1.2.12 Lean Six Sigma..............................................................................32 2.1.2.13 5s....................................................................................................33 2.1.2.14 Inventory Control...........................................................................33 2.1.3 Simulations for Implementing Lean Pull Systems..................................34 2.2 Lean Enterprises and Supply Chains ...............................................................36 2.3 Information Technology..................................................................................41 2.4 Planning and Scheduling Systems...................................................................43 2.4.1 Automated Planning and Scheduling Systems........................................44 2.4.1.1 Material Requirements Planning (MRP) .......................................45 2.4.1.2 Manufacturing Resources Planning (MRPII) ................................47 2.4.1.3 Enterprise Resource Planning (ERP).............................................48 2.4.1.4 Manufacturing Execution Systems (MES) ....................................49 2.4.1.5 Advanced Planning and Scheduling (APS) ...................................50 2.4.1.6 Aberdeen Group’s Best of Breed Software Systems.....................51 2.4.1.6.1 Factory Logic......................................................................51 2.4.1.6.2 PeopleSoft...........................................................................51 2.4.1.6.3 Pelion Systems....................................................................52 2.4.2 Manual and Visual Planning and Scheduling Systems ...........................52 2.4.3 Limitations of Implementing Lean..........................................................53 iv 2.4.3.1 Mental and Physical Limitations ...................................................54 2.4.3.2 Lean Planning and Scheduling Limitations...................................56 2.4.4 Need for Lean Upgrades in Automated Planning and Scheduling Systems....................................................................................................59 2.5 Lean Textile Company Case Studies & Success Stories.................................63 2.5.1 Quaker Fabrics, Massachusetts ...............................................................64 2.5.2 Fountain Set, Hong Kong........................................................................65 2.5.3 National Textiles, North Carolina. ..........................................................65 2.5.4 SI Corporation, Tennessee. .....................................................................66 2.5.5 Absecon Mills, New Jersey.....................................................................66 2.5.6 Joseph Abboud Apparel Corporation, Massachusetts.............................68 2.6 Conclusion .......................................................................................................69 3 Methodology...........................................................................................................70
Load more

Recommended publications
  • Textile and Apparel Management
    Textile and Apparel Management Degrees Offered: Master Program Title Ph.D. Ed.D. D.Des. M.S. M.A. M.Ed. MFA of Textiles Y Y GRADUATE FACULTY A. M. Seyam, Department Head Director of Graduate Programs: L. L. Parrillo-Chapman, Box 8301, 919/513-4020, [email protected], Textile and Apparel Management Named Professors: R. L. Barker, D. Hinks, W. Oxenham; Named Distinguished Professors: B. Pourdeyhimi; Named Distinguished University Professors: A. B. Godfrey; Professors: T. G. Clapp, T. K. Ghosh, C. L. Istook, J. A. Joines, M. W. King, T. A. Lamar, K. K. Leonas, T. J. Little, S. Michielsen, M. M. Moore, A. M. Seyam, R. Shamey, X. Zhang; Adjunct Professors: D. A. Bruner, K. Mathur, W. G. O'Neal, T. W. Theyson; Emeritus Named Professors: S. K. Batra, M. W. Suh, S. C. Winchester; Emeritus Professors: R. A. Barnhardt, R. A. Donaldson, A. H. El-Shiekh, N. C. Powell, W. C. Stuckey; Emeritus Distinguished Professors: M. H. Mohamed; Associate Professors: K. E. Annett-Hitchcock, P. Banks-Lee, K. A. Barletta, H. H. Hergeth, G. L. Hodge, R. Kotek, L. L. Parrillo-Chapman, L. F. Rothenberg, Y. Xu; Adjunct Associate Professors: M. T. Fralix, G. M. Garland, J. Meng, M. A. Messura, S. B. Moore, E. D. Parrish; Emeritus Associate Professors: H. A. Davis, P. B. Hudson, M. L. Robinson, G. W. Smith; Assistant Professors: E. N. Ford, D. R. Matthews, J. A. Porterfield, E. Shim, M. Suh, A. J. West, J. F. Woodbridge; Research Assistant Professors: G. M. Garland, B. Maze; Teaching Associate Professors: W. D. Harazin; Lecturers: G.
    [Show full text]
  • Shion Design, Textile Technology, Textile Management & Fashion Communication
    Textile Craft, Textile and Fashion Design, Textile Technology, Textile Management & Fashion Communication Special Edition: Sustainability & Innovation in the Fashion Field The Nordic Textile Journal is a peer reviewed international journal publishing high-quality articles dedicated to research and artistic development related to textiles and fashion. The Journal considers only manuscripts that have not been published elsewhere. The Journal is published in English by the CTF Centre of Textile Research in Borås, Sweden. Copyright is by The Textile Research Centre, CTF the publisher and the authors. The Swedish School of Textiles University of Borås The Journal is issued in printed form, normally one issue annually. SE-501 90 BORÅS Articles from earlier issues will also be available in electronic form SWEDEN via BADA, the Borås Academic Digital Archive http://bada.hb.se/ Tel: +46 33 435 43 93 handle/2320/1556 Fax: +46 33 435 40 09 E-mail [email protected] Manuscripts in the following categories will be considered for Web: www.hb.se/ths/ctf publication: Publisher 1. Research articles: A research article is a regular article which CTF Publishing aims to present new findings in textile and fashion research. Executive Editor 2. Articles on artistic development: An article on artistic Håkan Torstensson development aims to present artistic progress and may relate to practice-based design research, design Assistant Executive Editor methodology or novel achievements in textile art and craft. Katrin Tijburg 3. Notes: A note is a short article, which aims to report Edited by new findings. Karin M Ekström Agneta Nordlund Andersson 4. Review articles: A review article aims to present already Katrin Tijburg existing findings and may be a book review or an Håkan Torstensson exhibition review.
    [Show full text]
  • Innovation, Network Orchestration and Marketing!
    EDITORIAL Volume 6, Issue 1 – Spring, 2009 Navigating a Strategic Course - Innovation, Network Orchestration and Marketing! Nancy L. Cassill Department Head and Professor Department of Textile and Apparel, Technology and Management College of Textiles North Carolina State University [email protected] Welcome to this issue of the Journal of Textile and Apparel Technology and Management (JTATM). As we enter our ninth year of existence, we are continuing to update and change our Journal to respond to the large global audience of readership. One recent innovation to the Journal is the appointment of a new JTATM Managing Editor – Prof. Moon Suh. A noted global scholar, Dr. Suh will provide continued leadership to JTATM as we provide timely research and information of value to our global readership. A second innovation is the additional of an online automated process for article submission – to assist with timely submission and review. Please share this Journal with others and invite them to be part of our efforts to expand our global networking among industry, government and academic communities. A recent article in the Harvard Business Review (“Tapping the World’s Innovation Hot Spots”) addresses the fact that as innovation capability continues to globalize, networks are becoming increasingly important. Fung, Fung and Wind in their 2008 publication (“Competing in a Flat World”) stress the importance of network orchestration in this ever changing global textile complex. Yet another article stresses the importance of innovation and marketing. These two together form a potent package in good times but must be used as the power tools in tough times! Can the academic community be insulated from these key issues that are impacting the global economy and marketplace? Absolutely Not! In the academic world, we also should be proactively involved in network orchestration with various people and organizations globally.
    [Show full text]
  • Department of Textile and Clothing Design Tel : +82 31 201 2053 Fax : +82 31 204 8127 Email : [email protected] URL
    College of Art and Design Department of Textile and Clothing Design Tel : +82 31 201 2053 Fax : +82 31 204 8127 Email : [email protected] URL : http://tc.khu.ac.kr What is Textile and Clothing Design? Textile design includes printing textile design, weaving design, yarn dyed or plain dyed design, knit, and embroidery for apparel and home fashion markets. Nowadays, CAD systems are helpful in both appa\rel and textile designs. We consider three elements to be important in the students’ education: knowledge of consumers, fabrication, and aesthetics such as design, color and decoration to create successful commercial garments. The major in textile and clothing design offers qualified students the opportunity to prepare for careers in fabrics, fashion, home furnishings and related industries as a designer, colorist, stylist, or studio director, as well as free lance entrepreneur, converter, or quality control representative. Textile and Clothing Design at Kyung Hee Established in 1999, the major in Textile & Clothing Design provides practical education in the textile design and fashion design areas. Textile Design students learn the basics of designing fabric including stripes, plaids, geometric, flowers and other patterns while exploring color and technique. To enhance textile design skills, several courses oriented toward surface printing design, hand painting, dye & dyeing, etc. will be offered. Also there are fashion-related courses such as the principle of fashion design, fashion studio dealing with clothing construction, fashion illustration, and draping. Since students will be able to further their design skills through a greater understanding of textile materials and use of the latest technology, they will obtain knowledge of physical and chemical properties of textiles through textile finishing, textile material, apparel production processing, and quality control courses.
    [Show full text]
  • Danish Textile and Laundry Company Berendsen (Part of Elis Group) Uses Digital Products to Disrupt Industry
    MARKET NOTE Danish Textile and Laundry Company Berendsen (Part of Elis Group) Uses Digital Products to Disrupt Industry Mette Ahorlu EXECUTIVE SNAPSHOT FIGURE 1 Executive Snapshot: Danish Textile and Laundry Company Berendsen (Part of Elis Group) Uses Digital Products to Disrupt Industry Source: IDC, 2018 August 2018, IDC #EMEA44161018 IN THIS MARKET NOTE This IDC Market Note discusses the use of digital technologies by Berendsen, part of Elis, to develop innovative offerings that provide additional value to clients and drive efficiency, growth, and customer satisfaction. Berendsen (part of Elis) is a leading innovator in Denmark, and Klaus Nissen, its CIO, was nominated CIO of the Year by IDC and IDG in Denmark in 2016. Since 2017, Berendsen has become part of Elis, a multiservice leader in rental servicing operating in 28 countries. IDC'S POINT OF VIEW Berendsen was originally a Denmark-based laundry/textile services company providing rental, wash, and delivery of workwear, linen, and other textiles. In 2017, Berendsen was acquired by Elis, the world's second largest multiservice leader in the rental and maintenance of linens, work clothes, and hygiene and wellness equipment. Some of its largest customers are from the healthcare and hospitality industries; it also supplies cleanroom and lavatory environments in the public and private sectors. The value proposition centers around hygiene and cost efficiency, providing SLA–based services that are noncore to the client's business. Environmental focus is a new addition to the value proposition: services are more environmentally-friendly than competitors or insourced alternatives. The industry is highly competitive with price and delivery quality as key parameters.
    [Show full text]
  • Timothy D. Lewis, Ph.D. Associate Professor Curriculum, Instruction, and Technology Auburn University at Montgomery Montgomery, Alabama
    Timothy D. Lewis, Ph.D. Associate Professor Curriculum, Instruction, and Technology Auburn University at Montgomery Montgomery, Alabama BACKGROUND: Quality Matters Certifications: -Quality Matters Rubric 6th Edition -Quality Matters Coach Certification (QMCC) -Quality Matters Peer Reviewer Course (PRC) -Applying the Quality Matters Rubric (APPQRM) EDUCATION: The University of Alabama, 2008 Tuscaloosa, AL • Doctor of Philosophy in Instructional Leadership with an emphasis in Instructional Technology The University of Alabama, 2004 Tuscaloosa, AL • Certification in Instructional Leadership; School Administration (K-12) The University of Alabama, 2000 Tuscaloosa, AL • Master of Arts in Early Childhood and Elementary Education Auburn University, 1998 Auburn, AL • Bachelor of Science in Textile Management & Technology: Samuel Ginn College of Engineering: Department, renamed to Polymer and Fiber Engineering • Minor in International Business EXPERIENCE: Auburn University at Montgomery, 2011 – present Montgomery, AL • Associate Professor, Curriculum, Instruction, and Technology o Teaching undergraduate and graduate technology courses in the Instructional Technology and Instructional Leadership o Instructional Technology Program Coordinator o College of Education LiveText Coordinator o College of Education Interim Assessment Coordinator Courses Taught: • INST 7300. Digital & Interactive Media Design in Ed. • INST 7000. Action Research in Instructional Technology • INST 7500. Trends, Issues, & Ethics in Technology • INST 6213. Computer-Based Instructional
    [Show full text]
  • Does Management Matter? Evidence from India*
    DOES MANAGEMENT MATTER? EVIDENCE FROM INDIA* Nicholas Bloom Benn Eifert Aprajit Mahajan David McKenzie John Roberts Downloaded from A long-standing question is whether differences in management practices across firms can explain differences in productivity, especially in developing countries where these spreads appear particularly large. To investigate this, we ran a management field experiment on large Indian textile firms. We pro- vided free consulting on management practices to randomly chosen treatment http://qje.oxfordjournals.org/ plants and compared their performance to a set of control plants. We find that adopting these management practices raised productivity by 17% in the first year through improved quality and efficiency and reduced inventory, and within three years led to the opening of more production plants. Why had the firms not adopted these profitable practices previously? Our results suggest that informational barriers were the primary factor explaining this lack of adoption. Also, because reallocation across firms appeared to be constrained by limits on managerial time, competition had not forced badly managed firms to exit. JEL Codes: L2, M2, O14, O32, O33. at University of California, Los Angeles on January 15, 2013 I. INTRODUCTION Economists have long puzzled over why there are such astounding differences in productivity across both firms and countries. For example, U.S. plants in industries producing homogeneous goods like cement, block ice, and oak flooring *Financial support was provided by the Alfred Sloan Foundation, the Freeman Spogli Institute, the International Initiative, the Graduate School of Business at Stanford, the International Growth Centre, the Institute for Research in the Social Sciences, the Kauffman Foundation, the Murthy Family, the Knowledge for Change Trust Fund, the National Science Foundation, the Toulouse Network for Information Technology, and the World Bank.
    [Show full text]
  • Fashion and Textile Management
    Fashion and Textile Management Transfer Requirements ✓ English Composition ✓ Calculus (MA 131 or MA 141) ✓ Chemistry (CH 101/102) ✓ GPA requirement: 2.8+ The most competitive applicants will have completed both Chemistry and Calculus, however, a student who has completed at least one of these will still be considered. Please Note: Statistics cannot be used to meet the Math requirement. Transfer Admission Review Process NC State Undergraduate Admissions employs a holistic approach in reviewing transfer students’ applications and considers a range of accomplishments and qualifications. While competitive transfer applicants must meet the following, these alone do not guarantee admission: ● Strong cumulative GPA for all transferable college work previously attempted ● 30 semester hours (or 45 quarter hours) of transferable credits (Qualifying AP scores can be used to meet transfer admission coursework requirements.) ● Eligibility to return to each institution previously attended ● UNC-system Minimum Course Requirements, if under 21 years old or have less than 24 transferable hours at the time of the application ● Attempted coursework through NC State University’s Non-Degree Studies Program (NDS) must have a minimum GPA of 2.0 or higher in order to be considered for admission GPAs are calculated based on all transferable-types of courses attempted. Courses repeated at previous institutions are calculated with the original grades earned. We will exclude the two lowest grades below a C- when calculating the overall cumulative GPA from all transferable coursework attempted outside of NC State University. Please note: Students taking college-level courses while in high school (dual enrollment), including early college high schools, are freshman applicants for admission purposes.
    [Show full text]
  • Textile Quality Management: Controls and Measures to Increase the Quality of the Processes of a Small Industry
    International Journal of Arts and Commerce ISSN 1929-7106 www.ijac.org.uk TEXTILE QUALITY MANAGEMENT: CONTROLS AND MEASURES TO INCREASE THE QUALITY OF THE PROCESSES OF A SMALL INDUSTRY 1SANTIS, Sandra Helena da Silva de, 2 MARCICANO, João Paulo Pereira, 3 SANCHES, Regina Ap., 4 SANTOS, Suliany R., 5HELD, Maria Silvia Barros de, 6SCOPINHO, Carlos Eduardo Dezan 1,4,6Universidade São Paulo/Universidade Nove de Julho, São Paulo (Brasil) 2,3 Universidade São Paulo, São Paulo (Brasil) 1Corresponding Author Emails: [email protected] and [email protected] Abstract This study in a small textile industry and aims to evaluate and investigate the practices used in process control and measurement instruments to ensure process improvement. The aim is thus to implement process control and also the use of measurements to ensure product quality. These procedures have a direct impact on the results of productivity and product quality. The research was conducted through a case study, we intend to analyse the reality of small organization in the observation site. So we used the case study that may help elucidate a series of questions about the development of quality in the textile industry of small, verifying the possible kinds of inefficiency or improvement points unexplored. To check the controls relies on assessment, testing, analysis and monitoring of procedures and practices of the company. Moreover, implanted control strategies and process monitoring. Keywords: System, Process, Tools, Quality Strategy.. 72 International Journal of Arts and Commerce Vol. 4 No. 1 January, 2015 1. INTRODUCTION In general, companies have difficulty keeping up with market demands, innovations and transformations.
    [Show full text]
  • Business of Textiles and Fashion (PDF)
    Syllabus Business of Textile and Fashion Företagande och affärer i textil och modebranschen 3.5 credits 3.5 högskolepoäng Ladok Code: AE1BT1 Version: 3.0 Established by: Utskottet för utbildningar inom ekonomi och arbetsliv 2018-05-09 Valid from: Autumn 2018 Education Cycle: First cycle Main Field of Study (Progressive Specialisation): Textile Management (G1F), Textile Engineering (G1F) Disciplinary Domain: Social sciences 50%, Technology 50% Prerequisites: Subject Area: Leadership, Organisation and Management Grading Scale: Seven-degree grading scale (A-F) Content Course contents and purpose is to give students an introduction to the textile basics, product development and as well as business of textile and fashion industry. The focus of the course is to learn textile basic materials, yarn formation techniques, fabric formation techniques, dyeing and finishing processes along with preproduction and production planning of textile and fashion product. Learning Outcomes After completing the course students will be able, with respect to, Knowledge and understanding 1.1. Describe the textile value chain and identify the role of different actors, 1.2. Describe different fibre types and their classification, 1.3. Describe and identify textile fibres properties and use of different techniques for product development, 1.4. Explain different channels and strategies for textile product buying and sourcing. 1.5. Account for different fibre the environmental impact and where environmental labels, 1.6. Explain textile materials, techniques and processes according to end use, Skills and Abilities 2.1. Able to operate hand knitting machine and hand looms for knitted and woven fabric formation, 2.2. Make the time and action calendar as per different lead times and sourcing channels, 2.3.
    [Show full text]
  • Syllabus Field Study in Textile Management
    Syllabus Field study in textile management Fältstudie i textilt management 15 credits 15 högskolepoäng Ladok Code: AE2FS1 Version: 6.1 Established by: Utskottet för utbildningar inom ekonomi och arbetsliv 2020-06-11 Valid from: Spring 2021 Education Cycle: Second cycle Main Field of Study (Progressive Specialisation): Textile Management (A1F) Disciplinary Domain: Social sciences Prerequisites: Completed at least 30 higher education credits in textile management (or equivalent) including passed on the course On Methodology and Philosophy of Science in Textile Management Subject Area: Leadership, Organisation and Management Grading Scale: Seven-degree grading scale (A-F) Content The field study is an individual work with the aim to give the student the opportunity to analyse and immerse in questions and problems related to the textile industry as well as provide an insight into current research within textile management. The field study must be carried out in a textile related organisation and from a textile oriented problematisation in cooperation with a company, institution or other external partner alternatively in cooperation with researcher at the University of Borås with the aim to give the student a practical and professional application as well as deeper understanding of theories and concepts within textile management. The specific problematisation is chosen by the student in consultation with the company/tutor. It might consist of a pre-study for the upcoming master thesis (Individual Field Study), a qualified internship at a company or organisation within the textile industry (Company Internship) or a limited and applied research project in cooperation with researchers (Research Assistant Internship). Problematisation and time plan is presented in a planning report.
    [Show full text]
  • NC State University College of Textiles Albert Myers Distinguished
    NC State University College of Textiles Albert Myers Distinguished Professor in Textile Economics and Management NC State was founded with a purpose: to create economic, societal and intellectual prosperity for the people of North Carolina and the country. We began as a land-grant institution teaching the agricultural and mechanical arts. Today, we are a pre-eminent research enterprise that excels in science, technology, engineering, math, design, the humanities and social sciences, textiles and veterinary medicine. NC State students, faculty and staff take problems in hand and work with industry, government and nonprofit partners to solve them. Our 34,000-plus high-performing students apply what they learn in the real world by conducting research, working in internships and co-ops, and performing acts of world- changing service. That experiential education ensures they leave here ready to lead the workforce, confident in the knowledge that NC State consistently rates as one of the best values in higher education. Whether it is Princeton Review ranking NC State among the nation's best values for universities or one of 81 nationwide “Colleges with a Conscience,” NC State has a lot to be proud of. And Princeton Review is not alone. Kiplinger's Personal Finance ranked NC State University 12th and U.S. News & World Report ranked the university among the top 10 best values in public higher education. About Raleigh and Research Triangle Park NC State is located in one of the fastest-growing urban centers in America. A top spot for young professionals and families, Raleigh is nationally recognized as a city on the rise: • 1 among the best places for business and careers (Forbes, 2014) • 1 among U.S.
    [Show full text]