Wrestling With Tradition: Japanese Activities at Amache, a World War II Incarceration Facility

I employ archaeological analyses, archival research, and oral histories to investigate traditional Japanese practices that were performed at Amache, a World War II Japanese American incarceration facility. I argue that these inter-generational practices helped to bridge a cultural gap that existed between several generations of Japanese Americans. For many incarcerated Japanese Americans, their first exposure to many traditional activities occurred during incarceration. The resulting social environment incorporated aspects of Japanese, Japanese American, and mainstream American influences, all of which were adapted to conditions during incarceration. Similarly, archaeological analyses allow for the investigation of traditional practice features. These provide evidence regarding the significance of the adapted landscape at Amache. Evidence of these practices suggests Amache internees had both a strong desire to maintain and celebrate these aspects of their Japanese heritage but they also incorporated non-traditional elements that reflected the unique living conditions during incarceration. Incarceration, I argue, created an environment in which a unique internee consciousness was formed in which the use of traditional practices was a focal point. The physical remains of traditional practices allow archaeologists to determine aspects of this newly formed consciousness that are not readily apparent in historical documentation.

Implementing an Integrated Management System (IMS) at an Aerospace Manufacturing Facility

This project analyzes the challenges, issues, benefits, and lessons learned that several companies experienced while implementing integrated management systems. Based on previous experiences, this paper defines several strategies that an organization should use to increase the probability of implementing an integrated management system (IMS) successfully. Strategies include completing a feasibility analysis, creating a policy, allocating resources, developing objectives, modifying documentation, and creating a continuous monitoring process. Moreover, an organization can reduce potential obstacles by promoting a culture that encourages management commitment and employee participation. Results indicate the implementation of an IMS provides the framework to manage environmental, health, and safety programs effectively. By implementing an IMS, an organization can save time and money, as well as proactively control risk.

A Case Study of the Economic and Environmental Impacts from a Bio-fuel Facility (Southwest Georgia Ethanol, LLC) on the Surrounding Communities, Southwest Georgia

Bio-fuels such as ethanol provide an extraordinary opportunity to address our dependency on foreign oil. This case study examines the economic and environmental impacts associated with constructing and operating a dry mill ethanol manufacturing facility in a Southwest Georgia town and surrounding communities. The case study found that the plant had little impact on air quality, water quality, and habitat fragmentation. However, economic results showed the plant produced $1.5 million in tax revenues, and 86 jobs. Ethanol producers and communities must consider both the economic and environmental impacts on a local community when searching or attracting a bio-fuels plant. Likewise, communities should be aware of these challenges when attracting ethanol production plants.

The Identification of Best Management Practices in a Materials Recovery Facility to Increase Solid Waste Diversion in the Department of Defense (DoD) Installations along the Front Range of Colorado to Satisfy the DoD Solid Waste Diversion Goal of 40 Percent

The five installations operated by the Department of Defense (DoD) in the Front Range region of Colorado do not meet the DoD non-hazardous solid waste diversion goal of 40 percent, further impacting landfills and generating greenhouse gases. This applied capstone project identifies and evaluates best management practices of a Materials Recovery Facility (MRF), qualitatively and quantitatively, to increase solid waste diversion at a DoD MRF. An environmental benefits model quantified the externalities of increasing solid waste diversion at the installations. By implementing best management practices at a MRF, the DoD would divert an additional 1,400 tons of solid waste per year, resulting in the equivalent of 1,502,567 gallons of gasoline being saved, among many benefits presented in this capstone.