-negligible. In fact, even with the best process improvement design, the solution may radically fail if not organically adopted by the people using or contributing to the process. Yet, students consider implementation and adoption to be seamless. Therefore, a realistic solution of this type will always factor in the effects of implementation and adoption to holistically measure the actual improvement that the solution could attain. For example, instead of describing the effectiveness of a solution as a comparison between the future state and the current state, a realistic solution describes at least the deployment plan, incorporating assumptions
the students had already worked in aninternship position using the topics taught in the course and 87.5% had not. However, 41.67% ofthe students plan on using the topics taught in the course during their career or a futureinternship.Course Content. As mentioned previously, we applied different pedagogical methods to aquality control course. This course introduces students to statistical techniques used in thedesign, control, and improvement of quality. In particular, our research focused on two moduleswithin the course: Modeling Process Quality and Interpreting Process Quality. These modulesare a review of students’ prior statistics courses with focus on how these concepts are applicableto quality control.The topics discussed in Modeling
internship with a firm structure for both theorganization and culture of the work13.Finally, a recent paper discusses the use of the four pillars of manufacturing knowledge in theeducation plan for a mechanical engineering concentration of a general engineering program14.This differs from the current paper, but it is a similar course (i.e., manufacturing processes). The“four pillars of manufacturing knowledge” was developed and is maintained by the Society forManufacturing Engineers15. The paper presented in 2014 mentions that the four pillars arenovel; thus, there has been little use of them to evaluate the existing curricula of universitycourses. The paper identifies various engineering programs in Michigan with mechanicalengineering degrees or
interestwas very strong.While it was determined that a Kaizen event would be too large of an undertaking for the currentcapstone design course, the potential positives associated with an industry-sponsored Kaizenwere many. After further consideration, an experimental independent study format wasspecified, and an Industry Partner was identified. John Deere Waterloo Works, Waterloo, Iowa,agreed to plan a Kaizen event within one of their component assembly departments that wouldcoincide with the timing of the experimental course. While the location was a ‘local’ one, thefact that John Deere’s customers and suppliers are global was not insignificant. Four studentswould participate in the Kaizen event as full-fledged members. In addition, the John
127 346 144 418 146 430 Total 473 562 576 Page 24.629.3 27% 30% 26% 28% 25% 28% Female Minority Female Minority Female MinorityAlthough students are allowed to design a personalized plan of study, the MSOM degreerequirements ensure that graduates receive both a breadth and depth of knowledge within theoperations management field by requiring courses within four core competency areas andelectives. The current course library
the ASEE 2007conference. Preliminary assessment data will be available and plans for the next offeringwill be in place. Discussion will center on pedagogical methods and tools used within theclass that enable students to incorporate environmental concerns into product and processdesigns. Emphasis will be placed on the economic impact of alternatives.An overview of the topics contained in the class will be presented in detail. The coursemodules begin with a module exploring historical and ethical perspectives on theenvironmental impact of industrial processes. Technical content and engineering toolscomprise the middle weeks of the course, as life cycle concepts and material choices areintroduced. The course concludes with a module presenting
haveexercises designed around individual concepts. “This instructional method, while somewhatattributable to the usual trend to compartmentalize course material into homogeneous blocks, ismore often due to an attempt to model traditional manufacturing organizations in which theproduct design function, manufacturing engineering, and production planning are separatecorporate entities”4.This paper reports on the use of simulation to enhance learning in a production systems course atWichita State University. Production systems have become more complex due to technology aswell as capital investment and the increase in the number and variety of products manufactured5.The factory is a complex system and most students have difficulty understanding
teachingfocus, three identify primarily with the BSIE, three primarily with the BSE, and 1 with both.However, these distinctions are stated too strongly and we all feel responsible for students inboth programs; the BSE and BSIE programs share most of the courses in the first two years andmany higher level courses as well.I will now explain each step in more depth.Obtain job descriptionsFirst, we asked the faculty to obtain job descriptions from company websites and from job searchwebsites. Each faculty member searched job web sites such as Monster.com andEngineeringjobs.com using specific key words; we used a faculty meeting to plan that search andsplit up the keywords among us. Faculty members also find jobs on the websites of specificcompanies that
Analysis Week CPM Lean Day Commit to a Specific Title 1 2R 1 Judgemental forecasting 2 3M 2 3 1 Lab planning based on forecasted trends 3 3 R 3 2 1 Inventory - tool crib implementation 4 4 M 1
, a big challenge was to find alisting of the program in English. We thank Werner Rutten and Burak Aktas forproviding translations for us.Methods for recognizing an industrial engineering programWe identified a program as being similar to a US degree labeled industrial engineering ifit contained most of these components: • Math and science – calculus, physics, chemistry. • Engineering – mechanics, thermodynamics, other engineering sciences, computer programming. • Manufacturing engineering – manufacturing processes, automation, robotics. • Production engineering – facilities location and layout, production planning and control, supply chain management, quality. • People – ergonomics
Paper ID #23870Implementation of a Project-based Learning Approach to UndergraduateEducation: Case Study of Optimization Course in Industrial EngineeringDr. Behin Elahi, Purdue University, Fort Wayne Dr. Behin Elahi is an Assistant Professor in Industrial Engineering/Industrial Engineering Technology at Purdue University, Fort Wayne (Fort Wayne, Indiana). Previously, she was fixed-term instructor at Michigan State University (East Lansing, MI) teaching courses such a manufacturing plan and control, supply chain modeling and management. She got her Ph.D. in Industrial Engineering from the University of Toledo (Toledo, OH) in
Paper ID #22483A Steepest Edge Rule for a Column Generation Approach to the Convex Re-coloring ProblemDr. Ergin Erdem, Robert Morris University Ergin Erdem is an assistant professor of Department of Engineering at Robert Morris University. Dr. Er- dem holds BS and MS degrees in industrial engineering from Middle East Technical University, Turkey and a PhD in Industrial and Manufacturing Engineering from North Dakota State University He has previ- ously worked as a lecturer and research associate at Atilim University and North Dakota State University. His research interests include; modeling for facility planning, genetic
focus on 32 of the student responses since one ofthe students did not respond to this study’s key questions. All student survey questionswill be referenced by using SQ#, where SQ indicates it is a question from the studentsurvey and # being replaced by the referred question number. SQ2: University of Arkansas Student ID Number SQ4: Gender SQ5: Ethnicity SQ6: Race SQ7: What degree plan are you most interested in? SQ8: Please indicate if you experienced any of the following activities prior to coming to the U of A (check all that apply)? SQ14: What is your perception of current job opportunities for industrial engineering (7 point Likert scale – very bad to very good
the organization during scheduledand unscheduled inspections of products by public authorities, preparation of documents,organization of internal and external examination of the products, if necessary, at the requestof governmental authorities, coordination with foreign experts and quality departments ontechnical regulation, and other services ; • realization of declaring conformity of output products and representing theorganization in systems of product certification and organizations operating in the field ofcertification, registration and testing of products; • knowledge about government rules and regulations in the field of import andproducts circulation regulation including the possible and planned changes in legislation
96% 85 96%Work methods, human factors, or 87 95% 80 90%ergonomicsSimulation 80 87% 79 89%Quality 79 86% 77 87%Senior design project 70 86% 83 93%Production planning and control 68 74% 67 75%Manufacturing processes 65 71% 51 57%Facilities, layout, material handling 60 65% 50 56%Introduction to industrial engineering 43
learning: Theory and Practice. Ed. James H. Block. New York: Holt, Rinehart and Winston.[4] Keller, F. S., Sherman, J. G., and Bori, C. M. (1974). PSI, the Keller Plan Handbook: Essays on a Personalized System of Instruction. Menlo Park, Calif.: WA Benjamin.[5] Armacost, R.L., and Pet-Armacost, J. (2003). Using Mastery-based Grading to Facilitate Learning. IEEE Frontiers in Education Conference (FIE), Boulder, Colorado.[6] Carver, R. P. (1974). Two Dimensions of Tests: Psychometric and Edumetric. American Psychologist, 29: 512-518.[7] Onipede, O., and Warley, R. (2007). Rethinking Engineering Exams to Motivate Students. 26th Annual Lilly Conference on College Teaching, Miami University, Oxford, OH.[8] Sangelkar, S., Ashour, O.M
Flipped Classroom’The Journal of Information Systems Education, vol. 23, no. 1, pp. 7-11, 2013.[10] T. Koulopoulos and D. Keldsen, “Gen-Z effect: The six forces shaping the future of business.” Routledge, 2016.[11] J. Fromm and A. Read, “Marketing to Gen Z: The rules for reaching this vast, and very different, generation of influencers,” New York: AMACOM, 2018. [E-book] Available: https://www.worldcat.org/.[12] C. Seemiller and M. Grace, “Generation Z: A Century in the Making.” Routledge, 2018.[13] Institutional Planning and Research, “Enrollment and Demographics”, Feb. 2020. Accessed on Feb. 2020. [Online]. Available: https://ir.aa.ufl.edu/uffacts/enrollment-1/.
. • Manufacturing Systems Engineering • Engineering Service Systems • Engineering Information SystemsIn endorsing the new curriculum, the department Industrial Professional AdvisoryCommittee (IPAC) said: “The IPAC group for the Industrial and ManufacturingEngineering department firmly endorses the curriculum changes being proposed by thedepartment., These changes are a direct result of prior discussions and recommendationsbetween the IPAC group and the faculty of the department, partially as an outcome of theprior strategic planning effort in the department initiated in 2001. The need for thisreform has become more obvious over the past few years, and we feel that it is criticalthat the department institutes these changes
andthat the instructor was working on projects within hospitals to bring these tools into thehealthcare profession. Extremely interested, meetings were set-up, proposals were written, and anew Lean Six Sigma for Healthcare program was initiated.Structure of the ProgramProfessor Hagg developed a program, utilizing IUPUI faculty expertise, for the entire SSFHShospital system to progressively train Six Sigma Green Belts and Black Belts and then assistthem through initial rounds of project planning and implementation based on a model created byGE.1,2 While the Certified Six Sigma Green Belt (CSSGB) and Black Belt (CSSBB) Body ofKnowledge is encompassed within the training, IUPUI does not certify individuals as GreenBelts or Black Belts. Participants
. Review of Higher Education, 26(2), 119–144.11. Sherwood, J. L., Peterson, J. N. & Grandzielwski, J. M. (1997). Faculty mentoring: a unique approach to training graduate students how to teach. Journal of Engineering Education,86, 119-123.12. Johnson, P.E. (2001). Changing roles for the Teaching Assistant: a workshop plan. Journal of Graduate Teaching Assistant Development, 8(1), 33-3513. Park, C. (2004). The graduate teaching assistant (GTA): lessons from North American experience. Teaching in Higher Education, 9(3), 349-361. Page 23.81.9
toenhance their learning experience and their grasp of the subject matter.A limitation of this study was the small sample size and the random student volunteers fromdifferent educational backgrounds, which increased the variability in the experiment results.Another limitation of the study is that we used identical exam questions to test the student’sunderstanding. Although same questions are commonly used in pre- and post- test method, thefact that the students in Group 2 has seen the exam questions before during Post-lab exam mayhad lead to improvement due to the familiarity with the exam questions, rather than due to theexperiences of the multimodal lab. One plan to address this problem is to use essay questionsrather than calculation questions
Professors AAUP. Contingent Appointments and the Academic Profession, AAUP Policy 10th Edition, 2006, http://www.aaup.org/AAUP/issues/contingent/ (Accessed September 2011).4. Daryl G., Smith D G., Turner C.S., Osei-Kofi N., Richards S. “Interrupting the Usual: Successful Strategies for Hiring Diverse Faculty”. The Journal of Higher Education, 75:2, March/April 2004.5. Kezar A.J., Sam C. “Understanding the New Majority of Non Tenure Track Faculty in Higher Education: Demographics, Experiences, and Plans of Action”. ASHE Higher Education Report, 36, November 2010.6. Waltman J., Hollenshead C., August L., Miller J., Bergom I. “Contingent Faculty in a Tenure Track World”. Center for the Education of Women, University of
. Mechanical Engineering Technology)? 2. Does your organization hire Engineering Technology (Bachelor Science) Graduates? 3. If yes, in what capacity (i.e. Engineering, Maintenance, Technical Support, etc.)?The brevity of the questionnaire was critical since it was embedded in a larger survey thatparticipants were provided prior to their visit to campus. Before deploying the instrument, theOffices of Institutional Research, Planning and Assessment (IRPA) and Career Servicesreviewed the items for appropriateness, format, item clarity, and ease of use. After incorporatingthe suggestions, the instrument was finalized and administered. Participants were given a two-week window of opportunity, a week before and after their campus visit, to respond
affecting everything from the day to day operations ofthe business to senior management’s strategic plans. Economies of scale, scope and skills appearto be wiped out by what Jagersma refers to as “economies of complexity [3].” Increasing complexity has resulted in risks being more prevalent. However, sincecomplexity is a new norm and requires new perspectives, engineering managers today are notfully prepared to manage the risks that arise as a result of these complexities. Managingcomplexity and the risks associated with it currently represents an unclear territory for businessesglobally [4]. According to a study conducted by KPMG at the beginning of last year [5], 94% ofsenior managers stated that managing complexity is one of the most
. Table 2: Mapping the EM topics to causes of failures Important causes of failures EM topics 1 Failure in communication Communication for Engineering Managers; Planning and organizing EM projects 2 Quality related failures Quality control for engineering managers 3 Failure in leadership Leadership in Engineering Management ; Leaders versus managers 4 Failure in teamwork Teamwork in Engineering management 5 Failure in flexibility / agility Flexibility in Managing
students.IntroductionIn 2003, the Department of Industrial Engineering at the University of Arkansas established aglobal studies endowment to provide financial support for activities designed to enhance theunderstanding of the global economy, global business practices and global cultures by theirstudents. A primary use of these funds is to provide supplemental support in the form ofacademic scholarships to defray the expenses of Industrial Engineering undergraduate studentswho wish to study abroad. The department wishes for as many students as possible to participatein a study abroad experience, and in its five-year strategic plan, calls for a goal of at least 25% ofour students to graduate with a global studies experience. In the recent past, about 15% of
technology definition. Hence, although the informationtechnology definition tends to significantly differ from that used in other disciplines, itseems that it is actually better recognized in the world of industry.The second author recently visited a local manufacturing firm where a computerprogrammer and the supply chain manager were both required to use their knowledge ofsystems engineering. While their expertise was in computer science and industrialengineering, they are required to solve problems that arise due to lack of a systemsapproach in understanding how the factory works and how costs are incurred because ofmyopic planning. Although, this is increasingly true of all engineers, it appears that those
Design, Systems Thinking, or Systems Planning. Such acourse includes an element of viewing a problem in the context of a larger system. It is notedthat the idea of sustainability is consistent with this fundamental approach and perspective toproblem solving. Sustainability also requires that an engineer (or designer of a product, process, Page 15.729.5or system) view their problem as part of a bigger system. The introduction of Life CycleAnalysis as a tool for examining the supply chain from raw material extraction through the endof life of a product may introduce the idea of sustainability to this course. Table 2. Mapping Industrial
with the client, plan and carry outdata collection, analyze the data, and make a report. As with the modeling exercise, studentsshare the reports with each other via our course management system. This serves to transfer theconcepts developed through simulated data to the real world. Frequently students tell me thatthey are surprised how similar the real-world study is to the simulated one.ObservationsUnfortunately, these graduate-level engineering classes are sometimes low in enrollment. Evenwhen class sizes run between 20 and 40 students, if many students had already developed a levelof stochastic awareness prior to starting the course, sample sizes would be small. Nevertheless, Ido have some indications of success:For example, in a current
Paper ID #7590Using Informal Oral Presentations in Engineering Classes: Training Studentsfor the ”You Got a Minute” MomentDr. Justin W. Kile, Quinnipiac University Dr. Kile is an associate professor of industrial engineering Quinnipiac University and is also serving as the interim chair of Quinnipiac University’s Department of Engineering. Prior to joining Quinnipiac in 2012, he was an associate professor and program coordinator for the Industrial Engineering program at the University of Wisconsin – Platteville. His research interests include material handling, facilities planning, and logistics. Additionally his