‘relevance’ into engineering education. Among the most pressing are the culminating experience of a ‘capstone’ and incorporation of instruction in ‘real-world’ applications and in innovative thinking. This paper will examine one approach for integrating entrepreneurship, innovation and real-world design into the engineering capstone experience. The paper will report on a recent multi-disciplinary capstone course that partnered with a small business enterprise. The project enrolled senior engineering students in four disciplines, along with a supporting cast from other colleges, in design of a product to fulfill real-world needs and constraints, a production system for its serial manufacture and a business enterprise for
tool controls and gauging at GTE-Valenite Corp., started and managed the clinical engineering department at William Beaumont Hospital, Royal Oak, and was a research associate in radiology, nuclear medicine, and bio-mechanics at Wayne State University. Ken has taught at Lawrence Tech evening programs as an adjunct instructor since 1965. His senior projects class, where students generate project ideas, research, design, manufacture, and assess the market for inventive products is the capstone course. Cook also has enjoyed a long side career in magic finding his hobby very useful in teaching. A highlight for his students each year is the two-hour magic performance he offers as a congratulatory send
regularlyteaching the latter two Machine Design focuses on engineering analysis and the design andselection of machine components to meet specific requirements. Senior Design is the capstonecourse of the engineering degree plans (mechanical, electrical and computer, and generalengineering) program, and it brings to bear all of the students’ prior training to incorporatedesign creativity, engineering analysis, teamwork, budget management, and technicalcommunication.It is in the capstone course, Senior Design, that our second KEEN Innovator chose to integrateentrepreneurship concepts and skills into the student experience. The course is project orientedwhere students team up to solve a specific problem that is provided either from external industryor private
annually.Research Question 2: What are the available resources to support development of aregional learning center for engineering? Inspection of the Phase I survey data showed that organizations prefer supporting students(see Figure 2). Sixteen of 21 respondents to the question of providing support to the localengineering program indicated that they would participate in design projects while only 1 of 21 Page 15.381.9respondents indicated that they would finance facility construction or fund infrastructuredevelopment. There were no responses to the choice of endowing faculty. Phase II results;however, clarified that organizations believe that tangible
Engineering and industry in the State of Maryland. Initialprograms included: • On-campus incubator opened in temporary buildings and moved to a permanent building in 1998 • Program to establish industrially oriented laboratories • Manufacturing extensionIn 1987, a new program was added to facilitate R&D projects for Maryland companies, carriedout on campus by faculty and graduate students – Maryland Industrial Partnerships (MIPS).Since 1999, Mtech’s entrepreneurship programs have evolved significantly with the followingtimeline:1999 Hinman CEOs residential program for juniors and seniors2001 Technology Startup Boot Camp University of Maryland Business Plan Competition
protection, corporate security, and partner compliance solutions for multiple Fortune 500 companies in the consumer packaged goods, energy, financial services, hospitality and technology industries. While at Booz Allen Hamilton, Dr. Green provided technical and programmatic direction to the DARPA Special Projects Office (SPO), Army Research Lab (ARL), Defense Technical Information Center (DTIC), Information Assurance Technology Analysis Center (IATAC), and other DoD clients for advanced prototype systems research. He performed analysis tasks and provided strategic vision for his clients in the areas of survivability analysis, roadmap studies, threat analysis, and technology simulation and modeling. Dr
of management education. She currently teaches undergraduate courses in strategy, corporate citizenship, small business and project management. She is the co-program chair of the North American Management Society 2009 conference and past Division Chair of the Management History Division of the Academy of Management for 2005-06.Amanda Stype, Ohio Northern University Amanda Stype is a 2009 graduate of the James F. Dicke College of Business Administration at Ohio Northern University with an Honors degree in International Business & Economics and also in applied mathematics. She currently is a graduate student at Bowling Green State University in their Master of Economics
against the uncertainty of these assumptions.Milestone PlanThe remainder of DDP consists of establishing milestones and a plan forhow to reach them.Each milestone tests one or more of the key assumptions. DDP is a learning approach to newventures or projects so there is a studied re-planning based on the knowledge gain/uncertainlyreduction at each milestone. Careful design of the milestone program will permit minimum risk Page 15.58.7to be taken prior to commencing with final implementation of the Blue Ocean opportunity.7. DiscussionOur process has been unique in two dimensions. These tools are traditionally applied in industrycontexts, not academic
. degrees from Massachusetts Institute of Technology (1981) and The Johns Hopkins University (1988). She worked in industry for 11 years with a defense contractor (HRB Systems/Raytheon), and then co-founded and worked for five years with a high-tech startup (Paragon Technology), which developed digital video add-in cards/modules for laptop and rugged portable computers. Since joining Penn State in 1999, Liz has taught design courses in the Mechanical, Electrical, and Civil and Environmental Engineering Departments, and in SEDTAPP. In 2001, she became director of the Problem-Based Learning in Entrepreneurship project (underwritten by the GE Fund), and in 2002 was named Director of the
communication and business components in the engineeringprofession and includes a multi-disciplinary capstone design experience for which teams areeligible for student venture grants administered by the institution. Several multi-year grants havestrengthened the program through workshops, keynote speakers, faculty curriculum awards,student venture grants, and faculty incentives to work with industry sponsored student teams. Page 15.403.2Specifically, the College of Engineering received an invitation to participate as part of a largerinitiative to develop the Kern Entrepreneurship Education Network (KEEN). The invitation alsoprovided funding to develop