703.946.4645
Lopezjt07@gmail.com
My parents swore that I would grow up to be an artist, my relatives thought I would be an engineer, and my older sister had doubted that I would ever grow up at all. Now, years later, I don’t feel that any of them were incorrect in their predictions - I found a way to embrace all three; I became a designer.
Experience
2009 2007-2008 2006-2007 2005-2007 2005-2006
Design Intern - Made In Philly, Philadelphia, PA Production Artist - CustomInk.com, McLean, VA Intern - Smithsonian Institute, Sackler Gallery of Art, Washington, DC Image Technician - James Madison University, Harrisonburg, VA Marina Manager - Fairfax County Park Authority, Springfield, VA
Education
2010 2007
Master of Industrial Design - The University of the Arts, Philadelphia, PA Bachelor of Fine Arts - James Madison University, Harrisonburg, VA
Skills
Acute attention to detail, highly organized, and well-developed leadership and management skills. Strong research and analysis skills, and ability to document and create visual representations. Experience with brainstorming, storytelling, concept development, and engaging in user-centered design approaches. Technical - Sketching and drawing, model-making, photography, Adobe Creative Suite, Microsoft Office Suite, Rhino, SolidWorks
Role Clarification A Collaboration with the Finance Department
The finance department at the University of the Arts had a problem: budget cuts and the recent departure of staff members had created confusion within the office regarding the roles and responsibilities of staff members. For five weeks, a partner and I worked with these individuals to improve the processing and sharing of information, more clearly define job descriptions, and ultimately develop a common understanding of roles and work flows both within the finance office and the UArts community.
Phase One: Individual Understanding of Roles and Responsibilities We interviewed all of the staff members in the finance office to hear what they each thought of their situation before attempting to identify problems. From here, we developed the Role Game.
We placed boxes with the names of staff members on a table, then gave each participant slips of paper labeled with tasks and responsibilities. Each person in the department then placed the slips in the box of the person that he or she thought performed the corresponding task. Answers were recorded and placed onto individual charts to spot patterns and inconsistencies.
Individual Understanding of Responsibilities Compared to Team Results
Team Understanding of Responsibilities
This diagram shows the responsibilities each individual assigned him/herself compared to who received the majority We tallied how many ballots each person received for each responsibility during the Role Game, represented of ballots for the same responsibility from the team . Comparison of these two sets of results shows: by a blue color scale. The darker the blue, the more the team agrees that an individual,or a small team of people, is responsible for a task. An individual feels responsible for a task and the team agrees Team agrees that an individual is not responsible for a task
An individual feels responsible for a task, but the team feels someone else is responsible for the task 1-2 people believe that an individual is responsible for a task
The group feels an individual is responsible for a task, but that individual does not feel responsible for the task
Phase Two: Collective Understanding of Roles and Responsibilities 3-5 people believe that an individual is responsible for a task
Budget reports
Administrator for Bill Mea & finance office
Student wire transfers
Regina
Rosemary
Li-Chiu
Bob
Jackie
Bill
Budget reports
Mirna
Regina
Rosemary
Li-Chiu
Bill
Bob
Mirna
We held a meeting with the finance team to discuss our findings. Using two charts that we had developed, we helped them see where most of their disagreements were occurring, which staff members had disproportionally large work loads, and which tasks and responsibilities needed clarification or reassignment. Using a modifiable chart, we then facilitated a discussion among the team.
Jackie
Team agrees an individual is responsible for a task
Forward all invoices for department
Administrator for Bill Mea & finance office Office supply placing Open mail / Hand out
Team agrees all thatinvoices one individual is Forward for department responsible for these tasks Office supply placing
Oversee bus/hotel reservations
Open mail / Hand out Submit WB Mason invoices
Oversee bus/hotel reservations Spokesperson for AP Team
Submit WB Mason invoices Spokesperson for AP Team Refund processing - VOIDS, check/refunds Check cutting & assembly
Refund processing - VOIDS, check/refunds Team agrees that at least one individual Check cutting & assembly is responsible for these tasks
Group and individual understanding of a responsibility match
Expense reimbursements
Assembly - Help with check mailing/envelopes/backup Cash advance recording
Contract for services Create purchase orders from requisitions (backup) Account balance verification EFT Student wire transfers Positive pay AMEX card balance monitoring
Expense reimbursements Although there is some confusion, the Cashofadvance majority the teamrecording believes that Accounting is responsible for these tasks AP type processing: AMEX, UTIL, FACI, WB Data entry & processing of W9 - make payment’s copy of assets, capital account for auditor AP type processing: RUSH, BILL, VENDOR, 1099, Computer Loan DDDR
W9’s Process paper for payments
EFT
Review of VREG with AP type
Account balance verification
Create purchase orders from requisitions (backup)
Loans and payments for Bill Mea
Requisitions & purchase orders
Email/phone message both parties Assembly - Help with check mailing/envelopes/backup
Setup recurring voucher for lease of monthly payment AP type processing: RUSH, BILL, VENDOR, 1099, Computer Loan DDDR
Organization of vendor files
Although there Positive payis some confusion, the majority of the team believes that Accounts Payable is responsible these tasks Recurring voucherfor research & setup
Setup recurring voucher for lease of monthly payment
Review of VREG with AP type AP type processing: TOM
Organization of vendor files AP type processing: AMEX, UTIL, FACI, WB
Group and individual understanding of a responsibility match for at least one individual, but some confusion exists
W9’s Backup for lunch duty & running check
Requisitions & purchase orders Recurring voucher research & setup
Process paper for payments Contract for services Data entry & processing of W9 - make payment’s copy of assets, capital account for auditor
Scanning and network drive organization Filing/copying/research Retrieving paperwork for processing
Loans and payments for Bill Mea
Backup for lunch duty & running check Authorized signatures
AP type processing: TOM E-mail/phone message both parties Filing/copying/research
Responsibility for these tasks is either unclear or is a team effort
Retrieving paperwork for processing
Audit prep
Scanning and network drive organization
Authorized signatures
Audit prep
AMEX card balance monitoring
Group and individual understanding of a responsibility do not match
Phase Three: Sequences and Flows
It was evident that the processes in which the finance office participated needed clarification themselves. We developed a worksheet that, when filled out, would make sequences of events visual, as well as more clearly identify who the major players are for each step.
With the worksheet, we could determine the flow of money, information, and supplies inside and outside of the university. Staff members enjoyed this exercise, as it helped them to see their work from a different perspective.
Phase Four: Communicating Roles to External Communities Using what we had learned from our interactions with the finance team, we sought to develop a tool that would utilize our findings while putting control in the hands of the finance office. By developing an online manual, we could create a visual representation of sequences and tasks, promote autonomy and common understanding, and give the finance team the means to share both what they do and how they work with the rest of the university community. Creating a foundation for such a manual would enable the finance team to add or remove content as they see fit, as well as develop a sense of ownership. Key Players
PEOPLE
DEPARTMENTS AND FACILITIES
FINANCE OFFICE
VENDORS AND SUPPLIERS
1 2 3 4 5 6 7
INFORMATION TRANSFER
MONEY TRANSFER
GOODS TRANSFER
Forms of Flows
Numbered Steps
8
1 2 3 4 5 6 7 8 9 10
9 10
Phase Five: Putting the Pieces Together
While my partner and I focused on roles and responsibilities, several other teams of students were simultaneously working on solutions for additional problem areas within the finance office. By merging our work with that of students focusing on language, documents, workspace, and interaction, we were able to assist the finance team on a much larger scale, making a positive and long-lasting impact.
Aquatic Interaction Undersea Navigation/Communication Device
Undersea environments can be challenging for both novices and experienced divers alike. Poor visibility and navigational abilities are further complicated by limited means of communication. By pairing with a local technology company, I developed an interactive device with the aim of making the deep blue sea a little more friendly.
YES
DIVELINK
NO
PERSONAL SONAR UNIT
NO
SNORKEL
SNUBA
SCUBA
SCUBA
YES
NAVIGATION
Where to Start?
AVAILABLE TECHNOLOGY
COMMUNICATION
SEA SIGNS UNDERWATER RADIO SYSTEM
The first step was to explore other existing technologies and systems to find an opportunity for improvement. A 2x2 matrix quickly revealed a gap in available systems, and provided a clear point of entry for the project.
RECREATIONAL
Who is the Audience?
PROFESSIONAL / MILITARY
Next, a target audience needed to be established. Studies show that a narrow focus is often better accepted than a universal approach, and after some research, recreational SCUBA divers seemed most likely to benefit.
Understanding the User
DANGER
Collaborating with snorkelers and divers provided crucial feedback, and helped to determine key features and commands. I compiled a list of common commands, terminology, and phrases and developed a communication menu that would enable divers to quickly say the things that they needed, as well as the ability to create their own messages to suit specific conditions.
HOLD POSITION
MESSAGE SENT
END DIVE / SURFACE CANCEL STOP COME HERE BACK UP TURN AROUND GO FASTER SLOW DOWN GO UP
MESSAGE SENT
GO DOWN HOVER / LEVEL OFF REPEAT / DO AGAIN END ACTIVITY RESTRICTION CANCEL I HAVE A PROBLEM
CHOOSE A CATEGORY
YOU HAVE A LEAK
URGENT
I AM LOW ON AIR
MOVEMENT
I AM OUT OF AIR
EQUIPMENT RELATED PERSONAL STATUS
TURN LIGHTS ON
SIGHTED
TURN LIGHTS OFF
CUSTOM SEND MESSAGE
CANCEL
CANCEL
SEND REPLY
I HAVE A CRAMP
BUZZ CANCEL
MESSAGE SENT
NEED TO SHARE AIR
I AM GETTING COLD OKAY NO FORGET IT / NEVERMIND
I AM FEELING DIZZY MESSAGE SENT
MESSAGE SENT
I AM STUCK CANCEL
COMING TO YOU CANCEL
BOAT WRECK SHARK
BUZZ SENT
CETACEAN
MESSAGE SENT
ANIMAL OF INTEREST ITEM OF INTEREST CANCEL MESSAGE SENT CANCEL
Transmitter/receiver is separate, affording diver ability to place it in an area with optimal reception
How Will it Work?
The technology required to make the system function was intended for surface use, but by replacing several components of the hardware and integrating other existing technology, it would be possible to communicate and navigate using ultrasonic sound waves.This frequency will carry over a sufficient distance while creating a minimal nuisance to marine wildlife.
Display represents a three-dimensional space, allowing one diver to pinpoint another’s location
Controls are accessed through one button and wheel for ease of use with diving gloves
n E e
P
ixi
e
n i g
StudioNEXT
A Collaborative Project with HNL
Human Network Labs, a local communications company, had just developed a new technology and needed to find a market. I led a team of graduate and undergraduate students to help identify the strengths of the product and find ways to connect with users. In four weeks, we worked closely with both the company and different departments within the University of the Arts to achieve our ambitious goal.
SATELLITE TELEPHONE GLOBAL COVERAGE
GLOBAL POSITIONING SATELLITE (GPS) GLOBAL COVERAGE
CELLULAR TELEPHONE
AVERAGE RAGE: 40.25 km (PER TOWER)
WIRELESS LAN (WiFi) AVERAGE RANGE: 10 m
TWO-WAY RADIO
AVERAGE RANGE: 3.25 km
RADIO FREQUENCY IDENTIFICATION (RFID) RANGE: VARIABLE
PASSIVE 1m
BATTERY ASSISTED PASSIVE 50 m
INFRASTRUCTURE BASED TECHNOLOGY NON-INFRASTRUCTURE BASED TECHNOLOGY
ACTIVE 90 m
How is Pixie Engine Different?
BLUETOOTH
RANGE: VARIABLE CLASS 1 100 m
CLASS 2 10 m
CLASS 3 1m
RANGE LIMIT: 200 m
To maximize the potential of the new technology, dubbed the “Pixie Engine”, we started by determining what made it different from available communication/navigation devices.
Telling a Story
During several brainstorming sessions, we developed a number of scenarios that both highlighted the strength of the device and appealed to our chosen target audience. We refined and presented our top three at a meeting with partners at HNL, then worked with film specialists to produce a short video for each different scenario.
Creating a Public Image
In addition to the short videos, HNL needed a clean package to house their prototype hardware for an upcoming conference overseas. Working closely with the engineers, we quickly created a set of plastic housings using a laser cutter and rapid-prototyping machine. Our work was then shared at the conference, helping the company to quickly connect with the audience with a presentable piece of equipment.
Sound and Smog Promoting Health and Safety in the City
The city can be a dangerous place, for more reasons than many people know. Noise and air quality are often overlooked, and few realize that even just walking down busy city streets every day can contribute to hearing loss and poor health. Working with a partner, I created a guide to inform and empower pedestrians.
Just How Bad is Philadelphia?
Before we began construction on our guide, we had to fully understand the problem in our city. Using a decibel meter, we walked around the city to determine average ambient noise levels. To monitor smog, we checked the air quality index in several Philadelphia area locations several times a day. Using research statistics, we then developed visual diagrams to put sound/pollution levels in perspective.
Hours of Safe Allowable Noise Exposure per Day
70db 63.9lbs CO2
85db 70.9lbs CO2
95db 75lbs CO2
140db 106.5lbs CO2
130db 70.9lbs CO2
125db 70.9lbs CO2
Tracing the Problem to the Source
Noise and air pollution aren’t produced by the city, but by specific sources. By conducting further research, we narrowed down a list of the most common and serious offenders, and then proceeded to identify where pedestrians frequently encounter them. They could then understand the problem and protect themselves.
Route Avoidance
We knew that few, if any people would elect to wear masks and earplugs due to our findings, but we found that people were willing to consider quieter, cleaner routes. Our finished guide enabled users to find better paths to their destinations, and includes a pocket mask for situations where no alternatives exist.
Student Furniture Developing a Bookshelf for College Students Students are constantly moving, frequently inhabit small rooms, and maintain a constantly growing book collection. Static furniture is difficult to move, and rarely seems to be the right size for a dorm or small apartment. After speaking with a wide range of students, the best solution was a bookshelf that grows with your collection, adapts to any space, and fits in a small car.
small book collection
medium book collection
large book collection
compact for transport in small vehicles
flexible dimensions for small rooms or spaces
quadruples in capacity; ideal for four-year programs
Visualizing Data
Using Visuals to Efficiently Convey Information
Explaining information to an audience through the use of visual diagrams rather than text affords a quick and clear understanding. During my graduate studies, I developed maps and info-graphics to explore relationships between qualitative and quantitative data, identify patterns and sequences of events, and make sense of complex systems and problems.
Getting to Know Gabe
Gabriel Maricich, a fellow graduate student, transitioned from working on the West Coast to student life on the East Coast. In this exercise, I highlighted the differences in how he traveled, how far he was from home, his overall time away, and the changes in altitude between the two cities during an average day.
Creating a Plan of Action
During thesis preparation, my partner and I outlined tasks, goals, and deadlines to assist us in our studies.
Exposing a Cycle
I developed a diagram to determine how the discount culture in America is fueled, as well as to find relationships between personal, economic, and environmental effects.
Home on the Go Finalist in the Shelter in a Cart Competition In an effort to provide homeless individuals with an alternative to shopping carts, a partner and I created a solution that embraced nomadic culture. We built and tested an oversized tricycle that unfolds into a shelter and is capable of generating and storing power for a night light, small radio, or other device.
Mobile
The hollow frame allows for space to store the fabric walls, as well as a hanging point for the two rear storage bins and additional bags.
Transition
Vehicle can be converted by a single individual with minimal effort and set-up time. User-friendly connection points lock into place.
Deployed
Tripod structure provides stable shelter for one individual and his/ her belongings. Front tire converts to a windmill, generating electricity.
Additional Work
Short Projects and Process Explorations
Kinetic Toy
This child’s toy was an exploration of automated processes and rapid prototyping, and was designed to spark curiosity in physics and mechanics by changing its function with the application of weight or pressure.
Philly Bike Trailer
A trailer designed to be used either as a hand cart or a bike attachment, with the goal of having it manufactured completely by local fabricators and suppliers.