Fulbright Scholar (twice) and NATO AGARD Scholar.Nirmala Priyanka Manthripragada, Indiana University-Purdue University IndianapolisCLIFF CAMPBELL, Indiana University-Purdue University IndianapolisSabya Mishra, The University of MemphisClayton Nicholas, Indiana University ©American Society for Engineering Education, 2024 Planning a Trucking Research Consortium using Industry Customer Discovery and Innovation Ecosystem MappingAbstractTrucking is a critical segment of the economy, supporting the supply chains of many othersectors, moving goods that account for about half of U.S. gross domestic product. However, itremains the least automated, least safe, most labor-intensive, most polluting of all
existing literature [20], students could improve on the understanding of thecontextual complexity and limitations of their senior designs. These findings can be utilized todevelop curricular improvements by adding exercises to outline limitations and societal impact tothe senior design classes.As a result of this feedback from industry evaluators, we plan to make improvements to thesenior design curriculum. For example, industry professionals cited that students were not able toclearly explain the limitations of their work. To teach students that it is important to understandand be able to acknowledge the limitations of their work, we plan to ask the students to surveyexternal industry professionals before BE-Day about their project to help them
. Through narrative inquiry and a novel,boundary-spanning framework, we explore the career stories of women who have leftengineering after having worked in industry. We make sense of the participants’ career decisionsby considering their career journeys through the lens of the unfolding model of turnover, a theoryfrequently used by organizational psychologists yet not fully applied to the study of women’sengineering career decisions. In this paper, we describe the engineering career journey of Louise,one of three participants from our larger study [1]. We invite you to come alongside us as weexplore Louise’s engineering career story through the shocks (jarring events), scripts (plans ofaction), and image violations (violations of goals and values
historically encountereda substantial need to investigate the enduring impacts of past SEEK participants, although theircapacity to conduct such in-depth analyses has been limited. Their prior and ongoing inquiriespredominantly revolved around camp evaluations, the perspectives, and experiences ofparticipants (including mentors, students, and volunteers), the requirements of sponsors, and theformulation of strategic plans for subsequent camps. National Society of Black Engineers (NSBE) created the Summer Engineering Experiencefor Kids (SEEK) program in 2007 with one site in Washington, D.C., to inspire Black studentsthrough the many diverse opportunities and wonders of STEM fields. SEEK is a free,complimentary three-week summer program that
or “street race and gender,” the race and gender that society assigns to an individual inmundane, everyday societal interactions in describing participants as Black and non-Black andman and woman [9]. Three participants were Black; five were non-Black. Two participants weremen; six were women.Data Collection and AnalysisToward the end of the second year of the project (the first year was a planning year), weconducted open-ended, semi-structured interviews with project team members who each servedon at least one of the six teams. We attempted to capture a variety of team member experiencesand perspectives, including those from practitioners outside of academia. The full interviewprotocol contained 19 questions. The four interview questions we
produce solutions that meet specified needs with consideration of public health, safety, and welfare, as well as global, cultural, social, environmental, and economic factors. 3. an ability to communicate effectively with a range of audiences. 4. an ability to recognize ethical and professional responsibilities in engineering situations and make informed judgments, which must consider the impact of engineering solutions in global, economic, environmental, and societal contexts. 5. an ability to function effectively on a team whose members together provide leadership, create a collaborative and inclusive environment, establish goals, plan tasks, and meet objectives. 6. an ability to develop and conduct
industry, especially sincethe “Plan for Educating and Training Outstanding Engineers” (PETOE) launched by theMinistry of Education (MOE) in 2010, which was an endeavor to establish a joint mechanismof engineering education between universitas and industry. Later in 2017, the NewEngineering Education (NEE) initiative was launched as an upgrade version of PETOE, withincreasing focus on linking universities and industry via transforming Chinese engineeringeducation in terms of re-structuring programs, curricula, and pedagogies towards industrialneeds and technology trends (MOE, 2018). Immediately after that, the layout of NEE is refiningthrough the initiative of a first batch of School of Future Technology (SFT) within 12 research-intensive
meet specified needs with consideration of public health, safety, and welfare, as well as global, cultural, social, environmental, and economic factors. 3. an ability to communicate effectively with a range of audiences. 4. an ability to recognize ethical and professional responsibilities in engineering situations and make informed judgments, which must consider the impact of engineering solutions in global, economic, environmental, and societal contexts. 5. an ability to function effectively on a team whose members together provide leadership, create a collaborative and inclusive environment, establish goals, plan tasks, and meet objectives. 6. an ability to develop and conduct appropriate experimentation
Partners’career services websites.Although advice on the cover letter was not originally planned to be discussed, the employersstill delivered insight on how to effectively use the cover letter. While not all positions require acover letter in the application, employers strongly urged students to use a cover letter to separatethemselves from their peers. Employers stated that the resume is very factual and can be used toexpress oneself at times, but the cover letter should be used to give a more colorful backgroundof the student. Employers claimed that students should use the cover letter to showcase how theyare moving forward, and it should clearly outline their career goals.Throughout the discussion of the elevator pitch, it was clear that employers
engineeringfield. As the mentor communicates with the engineering student, the mentor performs the mentalassessments necessary for planning the success of then next generation of engineers entering thefield. Therefore, as employers demand candidates with proficiency of technical, interpersonal, andadaptation skills, the mentor prepares the students for those expectation while becoming fluent incommunicating as management does. As an outcome of the experience, the mentor isconsequently qualified to assume the responsibilities and challenges associated with acceptingmanagement roles.6Importance of bridging the gap between academia and industryThe evolution of the traditional brick-and-mortar engineering curriculum of theoretical knowledgeand fundamental
, preparation program, roboticsBackgroundTo foster industrial projects, collaboration among academia, industry partners, and students isessential. However, such collaborations present challenges, including disparate outcomeexpectations, limited support, and a common deficiency in contemporary technicalknowledge and hands-on competency among students. In response to these challenges, theengineering faculty at the University of Hong Kong established the Tam Wing FanInnovation Wing (also known as the HKU Inno Wing) [1]. The aim is to engageundergraduates in interdisciplinary experiential learning and tackle real-life technologicalchallenges. Inno Wing first establishes a mutually beneficial collaboration plan, includingclear objectives and commitments
. Fig. 3: Process Flow Map of the PMP OpEx Project ModelFigure 3 has demonstrated the process flow map of the PMP project model. The faculty directorwill explore and engage with numerous industry executive sponsors (domestic, international)throughout the year. Each PMP project is initially assigned and scoped at the beginning of thesemester (August/January). Once the semester begins, the faculty director will take the PMPteam to visit the client’s facility and evaluate their process issues and their burning platform. Thekey deliverable of the 5th week is to complete the business analysis, understand the businesscase, identify the value proposition, and determine the project plan, “Gantt Chart