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Scott Metlen Ph.D,
Faculty Advisor

Associate Professor of
Operations Management
College of Business & Economics
P.O. Box 443161
Moscow, Idaho 83844-3161
Office: ALB 223
Phone: 208-885-5480
Email: metlen@uidaho.edu

Companies and Projects


Examples of Projects:

  • 2008 Fall Quality Control Policy Projects
    • A Quality Control Policy for the spar milling process at Skin and Spar.
    • The order process at ATK (Alliant Tech System)
    • The cleaning process at Glanbia Foods (Idaho Cheese, Dairy manufacturer).
    •  The forecasting and available to promise processes at Micron Technology, Inc.
    • The accounts payable and purchasing processes at the University of Idaho..


  • 2008 Spring Simulation Projects
    Simulations of the handwork area, dip tanks, forming corridor, and high speed skin and side of body processes at Boeing, Skin and Spar. 
  • 2009 Fall Quality Control Policy Projects
    • The skin milling process for Boeing 747,737,767 and 777 wings.  How to eliminate the need of mylars to indicate where to measure on a wing and how to minimize or remove the need to measure skins after milling.
    • The blending and production process for making liquid nitrogen fertilizer at Agrium in the Tri-cities.  The question was how to control, in real time, the process of blending urea pellets with ammonia ntitrate. 
    • The design process of new Boeing planes.  A linier program was developed that optimally matched skill set/speed of three different classes of employees to design task complexity to finish the design phase as effectively as possible (time and cost).
    • The process on a dairy that affects udder health for Veiga Dairy.
    • The processes involved in turning logging by-products into energy for Potlatch.
  • 2009 Spring Simulation Projects
    • Two of five spring simulation projects were performed for ATK (Alliant Tech System), one to model improvements in the assembly line to help determine unaccounted for use.  The other was modeling the bullet platting and sizing line to determine what would be the new bottleneck once the capacity of the current bottleneck was increased. The Film acted on recommendations from both projects.
    • A student team also performed a simulation of the pre-grant and contract award process for the research office of the University of Idaho.  This process is key to the financial health of the University of Idaho; the project was important enough that one team member performed an internship over the summer to create a richer simulation.  The findings have been used to help build on workflow program for the process.
    • A project was conducted for Boeing skin-and-spar to determine the amount of finished goods safety stock to be kept for each of 875  parts made in the skin-and-spar plant to minimize plant and downstream overtime costs.  The overtime costs were a much greater waste cost than the wasted cost of finished goods inventory. 
    • A project for Micron was to determine expected savings from going to a companywide and transparent finished goods inventory system.  Boeing has adopted recommendations and is currently meeting deadlines and has reduced overtime due to not having to expedite parts though the production system.  Micron was already in the process of creating a system simulation.  The project verified the system's. 
  • 2010 Spring Simulation Projects
    • The spar milling process of Boeing 747,737,767 and 777 wings.  How to increase flow, decrease overtime, and decrease finished goods inventory by looking at the effect of milling single piece sticks to replace exceptions and by changing the queuing discipline when downstream flow is reduced. 
    • The process of concentrating Nitric Acid at Agrium in the Tri-cities.  To change the concentrating process to capitalize on excess Nitric Acid capacity. 
    • The test process of new Boeing planes.  Given the variability in the test environment and in the work force relative to skill sets, what does the cumulative distribution of completion times look like for finishing the plane test project?  For instance, what is the probability of finishing in 100, 200 or 300 days? Or any completion date? This tool needed to be flexible enough so that, if a major event occurred, resource needs to complete by a given date could easily be calculated. 
    • The billing process at Gritman Hospital.  What would the system have to look like to get absolute return from an average of 70  days to less than 30 days?
    • The processes involved in turning logging by-products into energy students simulated three different methods of chipping logging slash and methods of handling the slash at the time of logging to optimize the conversion of slash to usable energy.