tospend millions of dollars for on-job training and rotational development program on their newlyhires. At the university level, there is always a challenge to implement the engineeringknowledge into industry practice and the real-life product and process applications.Traditionally, higher education institution in engineering introduced the experiential learningcurriculum via Senior Design Capstone Project with the local corporate partnership and theindustrial alumni network [1,2,3,4]. Industries value higher education institutions as the idealpartners to outsource their research and development activities and increase theircompetitiveness via the exchange of knowledge and technology. Meanwhile, their industrypartnerships represent a value-added
in various ways.However, these methods may not be as important for modern students entering industry orresearch, where the ability to be clear and succinct may be vital.As part of the capstone sequence at the Milwaukee School of Engineering (MSOE), students inthe Computer Science and Software Engineering Programs are required to prepare and deliver anelevator pitch related to their project during the first term once the initial requirements have beenestablished. This pitch helps to solidify the project scope and is used as part of the continuousimprovement process for the programs.To help improve the capstone experience, a subset of elevator pitches for the programs wereevaluated by external, industrial advisory board members to provide
research question, “What are the industry perspectiveson assessed strengths and challenges related to professional and engineering design skills ofbioengineering seniors?”Building on prior coursework, the senior design capstone experience provides students with theopportunity to apply concepts and develop important skills necessary for transition to theirprofessional careers. In the bioengineering undergraduate programs at the University ofCalifornia San Diego, the senior design experience culminates with an event calledBioengineering Day (BE-Day), in which senior students present posters on their design project.Students have the unique opportunity to interact one-on-one with industrial professionals todiscuss their projects. After visiting with
, and financial aid, working with the faculty and administration of two major public university systems and their urban and flagship campuses. He has published well over a hundred technical papers, and received 7 patents, supported by over $12 million in external grants from NASA, NIH, NSF, Rolls-Royce, and others. He pioneered research in novel pressure-gain combustion systems. He also pioneered project-enhanced active learning in gateway STEM education, with federal grants for pedagogic research and student training. He previously led research and development at two small companies, and he founded a new start-up to commercialize his research. He is an Associate Fellow of AIAA, and he has served overseas as
Paper ID #43814Understanding Organizational Cultural Influences in Multisector Multi-TeamSystemsDr. Florence Emilia Castillo, University of Texas at Dallas Dr. Florence Emily Castillo is a research associate in the Office of Diversity, Equity, and Inclusion. Trained as a sociologist, her work focuses on qualitative data analysis of both the student and employee climate surveys at her university. She is also researcher on an NSF project where she explores team dynamics and working in collaboration across engineering departments at multiple institutions and industry.Dr. Yvette E. Pearson P.E., University of Texas at Dallas
accumulationmotivation, organization learning and development motivation, and educationalpassion and social responsibility motivation. These motivations are identified from boththe organizational and individual perspectives of universities and industries.In terms of interaction channels, a synergistic approach called "STEP" (project threadsdriven by joint mentor groups) has been identified as a key interaction channel atBeihang University. This approach involves joint supervision, technology trends,enterprises, and research projects to synergize collaborative efforts for educationalpurposes.The educational involvement in university-industry collaboration contributes toinnovation and knowledge creation in engineering education by integrating studentsas knowledge
, master’s from the University of New Orleans, and bachelor’s from Louisiana State University.Dr. Rochelle L Williams, Northeastern University Rochelle L. Williams, Ph.D. is the Chief Programs Officer at the National Society of Black Engineers. She is a former Chair of the MIND Division and ASEE Projects Board.Ahlam Alharbi, Imam Abdulrahman Bin Faisal University ©American Society for Engineering Education, 2024 Engagement in Practice: A Roadmap for Academia and Non-profit CollaborationAbstractUnderstanding collaboration strategies among university researchers, non-profits, and industryorganizations is crucial for developing robust research networks that will contribute
systems, navigation, rapid prototyping methods, and integrating project-based learning experiences beyond the regular syllabus.Dr. H.H. Cheung, University of Hong Kong Dr. H.H. Cheung is a Senior Lecturer in the Department of Industrial and Manufacturing Systems Engineering at the University of Hong Kong. He obtained his B.Eng., M.Phil., and Ph.D. degrees at the University of Hong Kong. Prior to joining the University of Hong Kong, he has worked in manufacturing and IT industries as a consultant for a number of years. He has gained substantial experiences in developing and managing RFID-based solutions, and the provision of consultancy services to implement RFID applications to various industries/enterprises. Dr
(2021).Dr. Ibrahim H. Yeter, Nanyang Technological University Ibrahim H. Yeter, Ph.D., is an Assistant Professor at the National Institute of Education (NIE) at Nanyang Technological University (NTU) in Singapore. He is an affiliated faculty member of the NTU Centre for Research and Development in Learning (CRADLE) and the NTU Institute for Science and Technology for Humanity (NISTH). He serves as the Director of the World MOON Project and holds editorial roles as Associate Editor of the IEEE Transactions on Education and Editorial Board Member for the Journal of Research and Practice in Technology Enhanced Learning. He is also the upcoming Program Chair-Elect of the PCEE Division at ASEE. His current research
andcreative thinking are still the most important skills for the workforce today. These same skills,however, have been highlighted as lacking in new engineering graduates as they enter theworkforce[2], [3].This lack of preparedness for real-world problems that students face upon leaving school leads tosignificant frustration for both employer and employee. Students find themselves intimidated totackle the large, boundary-less projects in the working world[4], [5] and unable to navigate largeprojects due to a lack of professional skills in areas like teamwork, project management, andbusiness management[5], [6], [7].The WEF 2023 Future of Jobs Report indicates that an estimated 44% of workers’ skills will bedisrupted in the next five years and six in
Collegesand Employers (NACE) Career Competencies framework into engineering courses. More thanthree quarters of engineering students are seeking career advancement or career changes withengineering degrees. The integration of NACE Career Competencies helps translate ABETstudent outcomes into practicable career readiness strategies. The courses used projects andguided reflection students to practice eight career competencies: Career and Self Development,Communication, Critical Thinking, Equity and Inclusion, Leadership, Professionalism,Teamwork, and Technology. Preliminary observations from student reflections and advisinginterviews suggest students are intrinsically motivated to connect course exercises to careercompetencies. This study provides a
graduation and during their early-career in a way that is conducive to their own growth andthat of the UES. Engineering programs encouraging collaborative research projects, internships,co-operative experiential learning, and mentoring expose UES to timely, real-world challengeswhere students are able to flex their engineering muscles, fostering a sense of their ownengineering identity.9,10 The role of the mentor in these programs is to serve, direct, and validatethe success of engineering students by fostering a culture of innovation and adaptability toengineering challenges. The leadership development promoted by the mentoring curriculumserves to increase the personal knowledge of mentors while preparing them to better serve inmanagement