focus on realization rather than iteration[41]. Studies into strategies to prototype efficiently and effectively often have a specific focussuch as rapid prototyping [2,17,22,34,39], planning [6,8,10], conceptualization [11,14,15,21,29]or how prototyping fits in the overall design process [5,9,16,18,22,24,27,30,33,35,36,37,40,41,44].While several methods have been devised to bridge the gap between digital and physicalprototyping in specific contexts [2,10,15,17] such as rapid prototyping, few efforts have been madeto codify a method for the decision-making process between digital and physical prototypes ateach stage of the design journey. In exploring the physical design space, several studies haveconfirmed that because many concepts in the
projectsAbstractEngineering curricula featuring senior design experiences may be the first time students have anopportunity to experience a team-based, open-ended authentic design. The curriculum at a small,urban, private school is centered around a series of hands-on, client-based design courses in eachof the four years of the plan of study called the DesignSpine®. Projects are completed over thecourse of a full academic year. Clients for these student projects are mainly external industrypartners, with some internal faculty or departmental clients and a small number of competitions.Faculty serve in multiple roles, including technical consultants and project team coachesthroughout the program.While historically successful, semester evaluations and team status
different participants in multiple different activities. As such, no conclusionsare provided, instead a discussion of some observations and plans for future work are presented. Data collected and analyzed in the pilot study suggests that graph-based complexityanalysis is a promising approach to measure learning in engineering design. The objectivemeasurements presented in this work show a trend of change in knowledge from before theintervention to after, and ultimately a partial relapse in the retention session. In addition to thesystematic evaluations of the concept graphs, the following observations are notable. • Many of the participants had “requirements” in their concept maps created in the “after” session. Most of them
graduate degrees from Virginia Tech, including an M.S. Civil Infrastructure Engineering, M.S. LFS Entomology, and a Ph.D. in Environmental Design and Planning. ©American Society for Engineering Education, 2023
fordeveloping and working to their own project-specific schedule to meet the prescribed milestones.Starting from the business stage gate model, students developed a list of tasks necessary to reachthe high-level milestones, estimated durations for those tasks, considered predecessors andsuccessors, formed an initial plan, and assigned individual responsibilities. To facilitate thisprocess, the instructors provided templates for the project management plan document, weeklyprogress reports, and project update meetings.The Design Control Pillar focused on gathering customer requirements, developing designrequirements, and creating and verifying design solutions. After identifying customerrequirements during an initial kick-off meeting with their sponsor
involved in managing and curating Big Data throughout its life cycle. Big Data refers tothe vast, complex datasets characterized by the 4 Vs, Volume, Variety, Velocity, and Veracity,which require specialized analysis tools and approaches.This Big Data Life-cycle Model consists of several key activities, each playing a role in handlingthe different challenges posed by large and complex datasets [23, 24]. The following are the keycomponents of the Big Data Life-cycle Model, as shown in Figure 4: • Planning Activity: This involves strategizing and outlining objectives related to handling Big Data by considering the volume, variety, velocity, and veracity of data. • Acquiring Activity: This is how data is produced, generated, and ingested
building systems are planned and installed independently [8]. Traditional designcan be understood as a linear process, but sequential work routines may be unable to support anyadequate design optimization efforts during individual phases, which could lead to higher projectcosts [9]. Integrative design considers and optimizes the building as an integral system for itslifespan. This can be achieved when all project actors collaborate across disciplines and agree ondecisions jointly from the beginning.The integrated design process emphasizes the iteration of design concepts early [9]. Participantscontribute their ideas and technical knowledge collectively and in the early stages. For the earlydesign phases, concepts must be worked together for all
reviewed and considered efforts toredesign first-year engineering experiences at colleges and universities across the country andidentified skills that would better prepare first-year students for success in their future coursesand careers. A major recommendation was the adoption of a new two-course sequence for first-year students. This sequence will replace the current one-unit introductory seminar course forfirst-year engineering and computer science students.A backward design process — that began with student learning outcomes and produced contentand assignments that would support these outcomes — was used by a subsequent summerworking group to develop plans for the two-course sequence. This backward course design wasfacilitated using the TiLT
included: • Moving away from prescriptive, task-based assignments, to allow students to take ownership over their project’s direction and schedule, and moving towards a student-led focus on project planning and management; • Emphasizing user-centered research and market research so students can gain a robust understanding of stakeholders to ensure they are creating a solution that fulfills a need and is what people will want; • Emphasizing divergent inquiry to push students to fully explore problems and constraints, to lead to the creation of thoughtful concepts that are novel and innovative; • Emphasizing the importance of visual communication and storytelling when presenting their work, which
Paper ID #39628Cornerstone to Capstone Engineering Design: Evolving StudentPerspectives through the Academic Journey with Implementable CurricularImplicationsDr. Kris Jaeger-Helton, Northeastern University Professor Beverly Kris Jaeger-Helton (Kris), Ph.D. is on the full-time faculty in the Department of Me- chanical and Industrial Engineering at Northeastern University (NU) teaching Simulation Modeling & Analysis, Human-Machine Systems, Facilities Planning & Material Handling, and Capstone. She has also been a faculty advisor for Capstone design projects in Mechanical Engineering, Industrial Engineer- ing, and
-created design project. The course is organized as a transitional experience fromeducation to industry. Each student design team has a designated faculty advisor who serves astheir “director” and students lead regular meetings with their industry client through the courseof the project. Class sessions are termed “morning meetings” and the course has an employeehandbook rather than a syllabus. The students are guided through the engineering design process,teams typically brainstorm and select a design in the first semester and manufacture and test theirdesign in the spring semester. The first semester concludes with teams presenting their design totheir client and holding a manufacturing review, a test plan review, and a proposed budgetreview to
this, we examine methods for promoting an individual team member’s skilldevelopment, confidence, and goal attainment while contributing positively to their team’scohesion and product. We include three data sources: timely surveys of students’ goals, progresstowards those goals, and how they align with their perceived contributions to the team; teamchecklists and manufacturing plans updated in real time to include specific tasks, ownership,status, and any assistance required; and students’ reflective documentation of shared knowledge,skills, and mental models. These data are complemented by peer assessments occurring at majorproject milestones [11]. Combined, these instruments are used to track student and team growthin the context of team
inconsultation with their tech demo committee. The tech demo committee was a consistent groupof 4-5 faculty who established requirements for the tech demo and evaluated the team’sperformance during the technical demonstration. The first tech demo helps ensure that studentsorder parts and start assembly (of at least the critical sub-components) of the end product. Onepractical benefit is that delays from out-of-stock parts, inappropriate designs and flawedprocesses are addressed earlier, and thus less likely to delay the project. In addition, new andreplacement parts with long shipping times can often be ordered over winter break, improvingoverall time management. The tech demo emphasizes to students that planning out a design onpaper, and implementing
the idea, not the person (for example, "I don't think that idea will work because…" not "That's stupid"). • No "cross talking" is allowed. This means not interrupting when someone else is talking.The instructors will also provide the scope of the items and talking points for discussion in eachmeeting to the cornerstone and capstone teams.2. Assessment ToolsVarious assessment tools are planned to assess the research questions and to help improve theimplementation of the peer mentorship model for future semesters. Specifically, a pre and post-activity survey was designed, and some of the questions are listed in the Appendix for both thefirst-year design and senior design cohorts. The questions (in Appendix B and C) were designedbased on
covered by the team project or by individual assignments.Common themes emerged, and are summarized in Table 1. Since these topics are mostfrequently covered, capstone instructors must generally feel that they are important. The topicsthemselves are not TCs, but they are a promising set of topics within which to look for TCs.Communication, elements of design process (planning/scheduling, concept generation, anddecision making), and teamwork emerged as common themes. Communication is a topic thatmany students struggle with, and good communication enables success in nearly all other aspectsof capstone design. It was identified by Capstone-to-Work researchers ([5], [6]) as a topic thatstudents struggle with at work and one where they rely on their
usability.”The ABET student outcomes (General Criterion 3) include: - An ability to identify, formulate, and solve complex engineering problems by applying principles of engineering, science, and mathematics. - An ability to apply the engineering design process to produce solutions that meet specified needs with consideration for public health and safety, and global, cultural, social, environmental, economic, and other factors as appropriate to the discipline. - An ability to function effectively as a member or leader of a team that establishes goals, plans tasks, meets deadlines, and creates a collaborative and inclusive environment.MethodsDocumentation analysisTo identify common and distinguishing elements across courses
environment in which engineers andproduct designers must collaborate to develop design projects.The structure of this paper is as follows. First, we describe related literature on the topic ofmultidisciplinary collaborations in engineering design. Then, we describe the structure of the twoiterations of our course, and the methodology we used to compare the outcomes of the twoiterations. We then present the results, discuss them, and provide our conclusions and plans forfuture work.Related WorkMany studies have demonstrated advantages to multidisciplinary design courses [2], [3], [4], [5].Factors that have been found to correlate with perceived team effectiveness and enjoyment inmultidisciplinary projects include clear roles, a match between student
subproblems and deciding how to approach each one. This topic is especially important because many engineers work on design teams, and themembers of a team need to work together to carry out the design process. An ad hoc approach toplanning the design process will create confusion and increase the risks of project failure (e.g.,poor product or system performance as well as cost and schedule overruns). Despite the growing need for design process planning skills, existing engineering educationprograms fail to provide opportunities for engineering students to learn these meta-reasoning skills.Many engineering students learn only standard product and systems development processes [2, 3].In a typical engineering design course, the students follow
initiative; share their personal opinions, make suggestions, and contribute to the design process. 7. Perform quantitative and qualitative analyses of peer reviews and create a plan for mitigation of design flaws and making improvements. 8. Seek expert opinions and stakeholders' input; 9. Work in teams and responsibly share workload; communicate effectively and produce good quality results; 10. Learn new skills and techniques and applied them successfully during the implementation of the design.Student DemographicsFourteen (14) students were enrolled in the first offering of this course, and their demographicsare provided in Table 1. The course was designed for juniors, but one senior elected to take it(concurrent with
Flexibility • Requires significant trial-and-errors for optimization • Limited materials and no • No change in mechanism, but other adhesives components were allowed to change Restriction • One-time prototype – design using 3D printers decision is importantTable 1. Difference between two projects. Students were required to establish their own design goals based on the givenrequirements. They were highly recommended to set up the project goals with plans to measure,quantitatively if possible. Table 2 shows an
lessen the challenging timecommitment involved with organizing the event, they did see a clear benefit to connect studentswith stakeholders from the local community and supporting student lifelong learning. Futurework includes a formal analysis of student and stakeholder perceptions of the event anddeveloping a plan towards sustaining and growing the event and evidence-base.IntroductionIncorporating people into the design process is one of the most challenging and rewardingaspects of engineering design. Navigating different perspectives, contexts, worldviews andvalues as part of the design process has been shown to increase productivity, improve quality,improve acceptance, lower the ultimate cost of development, and lessen errors [1], [2], [3
Transformation Team on the American Society of Engineering Education (ASEE), the Research Committee of Intermodal Freight Transport committee, Freight Transportation Planning and Logistics committee of Transportation Research Board (TRB) among others. Dr. Sarder chaired the Industrial & Systems Engineering Annual Conference in 2016 and 2017, and the Engineering Lean Six Sigma Conference (ELSS) in 2013.Mohammad Mayyas, Bowling Green State UniversityMohammed Abouheaf, Bowling Green State University Dr. Abouheaf earned his B.Sc. and M.Sc. degrees in Electronics Engineering from Mansoura University and completed his Ph.D. in Electrical Engineering at the University of Texas at Arlington in 2013. Currently, he holds the
, if students engage with the ETD activities at each level, by the timethey graduate, they will be able to... 1. Leverage their knowledge, skills, strengths, and diversity and those of their teammates to develop innovative and inclusive approaches to global challenges. 2. Deploy effective communication strategies to manage collaboration and conflict within their team. 3 3. Devise a plan that manages team dynamics towards completing tasks that includes workload, responsibilities, quality of work, and timeline. 4. Observe and assess personal behaviors that contribute to team challenges, successes, and failures and
improve their non-technical skills (so-called “soft” skills, i.e., skills applicableto multiple career paths) during the capstone design experience [29]. Among the non-technicalskills desired by employers are effective communication, delivering high-quality presentations,project planning, teamwork, and time management [30]. In the process of their design work,students learn to communicate effectively with their peers and mentors through multiple modessuch as written reports, presentations, in-person work sessions, team meetings and other informalconversations [31]. Student teams also develop skills in project management, which includesproject planning, scheduling, and budgeting [32]. The development of such non-technical skillsin capstone design
paper, and can be used to identify appropriate inclusion and exclusioncriteria for future full systematic reviews [15].With engineering leadership as a relatively nascent field and engineering design’s obvious placewithin the actions of the engineering profession, the researchers planned to embark upon twoscoping literature reviews. One review was to explore what previous work has identified relativeto engineering leadership competencies and the second review would explore the previousresearch related to engineering design competencies. The resulting search found that a systematicliterature review had been recently completed for the engineering leadership domain [16], as isfurther described in the next paragraph. We decided to use this pre
as part of this project which included: Select the location they recommended where the drone system would be located Discuss the impact of the selected location on their aspect of the project Determine rules for their teams Develop design specifications for their part of the project Produce at least three different concepts Select their preferred concept with sufficient justification Conduct a preliminary literature search Present the initial design concept to the class Complete the FAA drone training certificate training Select which drone or power generation equipment to purchase List any special tools that might be needed Developing a testing plan with metrics and an
while satisfying a specified set of constraints.” [16] ● “Engineering design is the process of applying the various techniques and scientific principles for the purpose of defining a device, a process or a system in sufficient detail to permit its realization.” [17] ● “To design is either to formulate a plan for the satisfaction of a specified need or to solve a specific problem. If the plan results in the creation of something having a physical reality, then the product must be functional, safe, reliable, competitive, usable, manufacturable, and marketable.” [18] ● “Design establishes and defines solutions to and pertinent structures for problems not solved before, or new solutions to
instructors at Duke University has been positive.Observed improvements to student learning is noted below with each course or program.However, no formal assessment has been done, although some plans are suggested at the end ofthis section.As described below, the implementation of the materials at Duke has been as little as oneconcept or idea per course, or as broad as all materials within a course that fills a whole semester(Table 4). Depending on the learning outcomes of a course, a rigorous approach to needs findingmay or may not be appropriate. At Duke, we have found that upper-class and graduate studentsare better positioned for this work; alternatively, more time needs to be dedicated, such as in theDukeEngage program. For a faculty member