Supplying data visualization and process improvement
KALAMAZOO, Mich.—Western Michigan University student Andrew Eden entered his supply chain specialist internship at Goodwill Industries knowing that he had the process management skills to add value and make a difference. What Eden, a supply chain management major from Howell, Michigan, didn’t know was that he soon would be leading a process improvement project, collaborating with executive leadership at Goodwill and his supply chain professor at Western to create a standardized display of key performance indicators at area Goodwill stores, including an easy-to-follow guide outlining the daily process for completing the board, facilitating a smooth integration into the store’s routine performance management activities
The project, which was led by Eden, tracked both the production environment and the efficient flow of goods through stores, using visuals and metrics to drive performance. The effort became the focus of WMU Haworth’s Continuous Improvement Project course, where students master Lean Six Sigma concepts and apply the principles of process improvement to a real-life client.
And that is the definition of experience-driven learning.
“Leading a continuous improvement project for the first time helped me develop my leadership skills and learn how to effectively guide a project team within a firm timeline, says Eden. “Over the course of the semester, it was rewarding to watch fellow students grow in their understanding of how to translate upstream goals into actionable, downstream processes, applying continuous improvement concepts in a tangible, real-world setting. I'm grateful to Dr. Sime Curkovic for trusting me with the opportunity to lead the team.”
Curkovic has long taken an experience-driven approach to his courses, integrating industry partners with real business issues so that students explore concepts in a concrete way.
“My philosophy is that students learn best by doing,” Curkovic says. “We don't just talk about process improvement—we live it. The A3 framework we use is a structured problem-solving approach that many of our students will encounter in industry, allowing them to develop their capacity in strategic thinking, generating solutions and communication in a realistic, high-stakes environment. These are not hypothetical case studies; they’re live projects with actual organizations and real implications. Our goal is to have students be ‘job ready day one.’ By engaging directly with business partners like Goodwill, students experience firsthand what it means to recognize opportunities, build consensus and implement sustainable solutions.”
Impressed with how Goodwill was using 5S methodology—sort, set in order, shine, standardize and sustain—Campbell Roberts, from Edwardsburg, Michigan, knew their student team could further enable a visually controlled environment, with reduced waste and improved productivity.
“The number one thing I learned from this project is that being on the same page, whether with our student team members or store managers is really important,” he says. “A collective decision at a crucial time in the project can either make or break the outcome.”
Curkovic notes that one of the biggest takeaways for students is how to enact change management on a larger scale through leadership, communication and alignment with the goals of an organization.
“Talking to all stakeholders to get buy in and to have the access to walk through stores to observe processes, identify areas for productivity gains, and determine how and where to display relevant data was crucial,” says Roberts. “We wanted to understand why each store was operating the way it was and what people on the ground thought could be improved while also considering the perspective of store managers. I learned that it’s important to keep asking questions until you understand the root of the problem and then to move forward with various options until a solution that has broad support is achieved.”
The growth in students’ communication skills is what stood out most to Curkovic.
“Student team members deeply embraced the human side of operations—understanding that standardization is not just about data, but also about clarity, communication and buy-in at all levels of the organization. I was especially impressed by how students navigated conversations with multiple store managers and even the CEO of Goodwill Industries of Southwestern Michigan, tailoring their approach to different audiences. The level of professionalism and adaptability they demonstrated—particularly in a nonprofit setting with complex goals—exceeded expectations and will undoubtedly serve them well in their future careers.”
Win-win partnerships are what the supply chain management program is focused on when it comes to experience.
“Throughout the semester, it was rewarding to observe the students' diverse thought processes as they collaborated on the visualization board project,” says Eden. “My fellow students contributed valuable ideas and demonstrated strong teamwork and adaptability. It was particularly impressive to see team members naturally assume different roles, reflecting an important workplace skill—understanding and leveraging individual strengths within a team environment. This project allowed students to perform at a high level while also aiding in the alignment of Goodwill team members’ daily activities with the broader mission of the organization.”
Learn more about supply chain management at WMU.
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