Paper ID #22202Enhancing Engineering Management Courses with Global Market ConcernedProjects and Case StudiesDr. S. Gary Teng, The University of North Carolina at Charlotte Dr. S. Gary Teng is Professor of Systems Engineering & Engineering Management and Director of Center for Lean Logistics and Engineered Systems at the University of North Carolina at Charlotte. He holds a P.E. license in the State of Wisconsin. His research interests are in engineering system design, analysis and management, supply chain management, lean systems, and risk management. Dr. Teng received the Bernard R. Sarchet Award in the Engineering
, which was verified with this data. Stage 3: In this stage, the orthogonal arrays (OA) and signal-to-noise (S/N) ratios are calculated and used to determine the most useful set of predictive variables. Larger S/N ratios are preferred and indicate a possible useful predictive variable. 3 Stage 4: The variables that were identified as significant due to a positive S/N are used to develop a forecasting model. Table 1. Descriptive Statistics of Raw Data Completers Range Factor N Mean Median
teachers.References1. Kermanshachi, S. and Safapour, E. (2017), “Assessing Students' Higher EducationPerformance in Minority and Non-Minority Serving Universities,” Proceedings of Frontiersin Education (FIE), IEEE, Indianapolis, Indiana, October 3-6, 2017.2. Jahan Nipa, T., and Kermanshachi, S. (2018), “Analysis and Assessment of GraduateStudents’ Perception and Academic Performance Using Open Educational Resource (OER)Course Materials”, Proceedings of ASEE Annual Conference and Exposition, Salt Lake City,UT, June 24-27, 2018.3. McCarthy, J. P. and Anderson, L. Active Learning Techniques Versus traditionalteaching styles: Two experiments from history and Political Science. Innovative highereducation, 24 (4), 2000.4. Kermanshachi, S
!maintain!active!listening!and revealing. In the last •! Maintain!confidentiality! •! Keeping!everyone!up!to!speed!so!share!new!information!each!week!four years, student !complaints about group process activities from teamwork projects has vanished from end of term !course evaluation comments. The number of times instructors have had to intervene or settleissues between team members has changed from 2-3 times per semester to zero. Achievementscores on team-based assignments have improved from a pattern of one A, several A- ‘s, severalB’s and a C to all A or A-s, even as the workload on student teams has increased. No studentshave been
. Pick one process to improve 2. Define scope 3. Map process 4. Verify map 5. ID opportunities for improvement 6. Choose opportunities for examination 7. Form a team(s) to examine individual opportunity(s) and propose new methods or improvements 8. Team tests methods and develops recommendations 9. Team presents recommendations to department and facilitates discussion 10. Implement consensus recommendation 11. Standardize method 12. Document/Map methodThe same group of faculty tackled the second most popular choice of projects from the originalsurvey. This project was selected to improve the student progression processes performed by thefaculty and staff in the COM department. This project would address
-act-is-now?cid=other-eml-alt-mip-mck-oth- 1801&hlkid=f8917367b4da4431926eb0f50b515749&hctky=1575970&hdpid=094bf139- fd76-400b-8896-e6caf6e19d81Bureau of Labor Statistics. (2017). News Release from BLS, US Department of Labor. Retrieved from https://www.bls.gov/news.release/pdf/osh.pdfCarson, R. (1962). Silent Spring, Houghton Mifflin, Boston, MACastellanos, S. (2018). Smart Elevators, Self-Driving Cars Require More Computing Power at Network’s Edge. The Wall Street Journal. Retrieved from https://blogs.wsj.com/cio/2018/01/02/smart-elevators-self-driving-cars-require-more- computing-power-at-networks-edge/Cisco. (2017). Cisco Announces $1 Billion Program for Smart Cities. Cisco the Network
. People, Equipment, Material, Environment, and Methods). It was emphasized to look for direct causes only at this point– not solutions and not indirect or root causes (Figure 4). b. 5-Whys: After completing the Ishikawa diagram, each team picked their top three to five causes and used the 5-Whys method to drill down to the potential root cause(s). From the Ishikawa diagram, the team identified three direct causes that could be contributing to the inconsistency in the distance. Using the 5-whys, the root causes were identified (Table 2). Figure 4: Brainstormed Causes of Inconsistency in Distance Table 2: Direct Causes vs. Root Causes
. The other threeare Appreciation for a System, Theory of Knowledge, and Psychology. Lloyd S. Nelson wasquoted saying that the central problem in management and in leadership is failure to understandinformation in variation.This paper presents an educational tool that demonstrate the effects of process tampering onvariation. It shows that reacting to common causes of variation as if they were special causesonly leads to increase in variation and the likelihood of producing unacceptable output. To do so,an experiment was conducted by students (volunteers) in three stages. The first is the “control”stage, where the process operated as is. In the second stage, students were asked to make neededadjustments to achieve established target. The third
their assigned topic.Learning Modules will consist of a: Power Point presentation At least one relevant article from the literature on the topic area Discussion of assigned materials and article Discussion questions with student discussion, and Presentation of the PowerPoint presentation in the class.The students will submit all materials via the course module assignment one week prior to theclass presentation. The instructor will upload the material onto the class web site so that theother students can review the material. The student(s) will then lead the class through alecture/Q&A session during the assigned class time. They will also moderate the discussionquestions during the presentation for their module
operate in the Discover stage while some may in the Develop stage, which requires a lot of analysis. The company for which the design division was developed operates in this area. This requires lots of analysis and evaluation and the design division should be designed to support it. 5. The work in this project established a hypothetical model for a design division, which has to be adapted to suit individual company’s requirements.References1. Peterson W. and Humble J., Engineering Management, The Body of Knowledge as Defined by Coursework, Proceedings of the ASEE Annual Conference 2007.2. Gupta A.K., Engineering Management, S Chand & Company Ltd, New Delhi, India 2007.3. Yin, R. K. (2003). Case study research
, social responsibility of theprofession, the human elements of project management, etc. As topics are presented,students are required to discuss opposing perspectives, reflect on their own aspirations,and ultimately identify opportunities for personal growth and further learning.The course goals are communicated to students in an introductory Module 0. The coursegoal(s) are stated as follows. Students will: 1. Identify the key knowledge, skills andabilities (KSAs) required for engineering success in the 21st century, 2. Explore relevantprofessional and technical topics, 3. Evaluate their own individual strengths andweaknesses relative to qualities demanded of future engineers, and 4. Identify areas forpersonal growth and opportunities for further
organizational platform and analytical toolsto administer institutional accountability. The approach originates from the quality movementproposed in the 1990’s by W. Edwards Deming for reinventing government as a customer-drivenservice and an adaptation of the Federal Government’s Office of Management and Budget,Congressional Budget Office, and Government Accounting Office. Advantages of the proposedenvironment are an increased emphasis on institutional accountability and quantifying institutionalrisk.I. BackgroundRegional institutions face increasingly complex challenges affecting accountability that includetechnological changes, political uncertainties, financial stability, demographic shifts in studentpopulations, and cultural issues [1]. Dynamic
and quantitativematerial. The format typically included a discussion of a concept or set of concepts then theapplication of a tool or set of tools to solve problems related to the concept(s). The coursedirector utilized the textbook companion website by assigning questions associated with thereadings for each content lesson. The due dates for these assignments were consolidated intothree blocks aligned with the three major exams in the course, but organized by lesson, making itclear to which what reading assignment they were linked. Students had the option to eithercomplete the assignments as its associated lesson was taught, or wait until the end of the blockand complete all the assignments prior to the exam with the intent that these