quarter focuses on team-building, brainstorming and gathering the backgroundinformation necessary for the product design. During this quarter, teams complete the Universitychallenge course. This course is a low-ropes course designed to combine physical activity andproblem solving to encourage team members to learn how to work together. The teams also aretaught good brainstorming habits and how to manage and plan their team work. The teamsdevelop several concepts and create a product design specification for their product. The teamsalso determine their plan of action for the year. The primary deliverables for this quarter are theproduct design specification and product concepts. The class schedule for the Fall quarter can beseen in Table 1
improvestudent learning within a large-scale, multidisciplinary capstone design course. The experientiallearning model is referenced while redesigning a course to ensure that planned activities give fullvalue to each stage of the process. The learning methodology is based on an existing educationalmodel which includes four basic stages; active experiences, reflective observations, abstractconceptualization, and active experimentation. Motivations for course transformation are basedon continuous course assessment which revealed improvement opportunities within studentlearning. Beginning in 2006/07, student-centered workshops replaced traditional lectures forinstruction of product design and development. An annual course assessment conducted duringthe
. Course work should not be limited to design of single items orto a mechanical drawing. A graphics course should include designs of installation plans, contractor guidance plans as well as pipe design, electrical design, and structural design in steel, concreteand wood frame. Page 12.1446.4In addition to traditional quizzes and exams to assess student learning, two surveys should beadministered to the students:1) at the end of the semester to assess the success of course objectives and instructoreffectiveness (which is already implemented for all courses at Northeastern University). Theexisting survey could be modified using input
events caused a loss of $ 11 trillion to the U.S. economy. Besides this, it caused $21billion property damage and insurance loss. Massive coordination effort by fire, safety,emergency response, security and medical professionals was required to respond to thisemergency. This tragedy clearly indicated that: Many corporations did not have a clear plan for people evacuation and disaster recovery. The government lacked initial centralized coordinated recovery capacity and hence many were injured. The protection of public health was inadequate, and hence many people were exposed to debris and fire related emissions. Business continuity plans lacked many specifics including data recovery, communication and
, electronic devices, digital logic,power, electric machines, and often instrumentation and controls. The decision for which topicswill be chosen and developed for a compact electrical engineering course in a generalengineering program requires thorough understanding of the program and careful planning. Thispaper describes the planning and initial delivery experiences of a circuit analysis course in anewly-established general engineering program. The paper relates the program mission with thecurriculum structure and how the circuits course builds a foundation for advanced topics andconcentration areas such as bioprocess engineering. The paper also examines the valuablelessons learned from the impact of prerequisite knowledge on topic selection, math
AC 2007-1064: A NEW MULTIDISCIPLINARY ENGINEERING EDUCATIONINITIATIVEFernando Tovia, Philadelphia University Dr. Fernando Tovia is an Associate Professor and Program Coordinator of the Engineering Programs at Philadelphia University. He joined the faculty of the School of Engineering and Textiles in 2004. He earned a B.S. from the University of the Americas (Mexico) in 1981 and an M.S. from Oklahoma State Univ. in 1987 (both in industrial engineering) and a Ph.D. in engineering from the University of Arkansas in 2004. He spent 20 years working in production planning, strategic planning and as an executive in the textile industry in Mexico. His research interests include supply chain
the technical, for they will often be running the organisationsthat provide water, remove wastewater, provide electricity, public transport,telecommunications, etc. Solutions come from the economic (pricing), social (education,regulation), environmental (changing garden plants to use less water) and the technical (moredams, fewer leaks, recycling, desalination). Engineers must now be skilled in all these areas,not just the technical.How is engineering done?If we look in more detail at how an engineer solves problems, she might use a process likethis:• Meet the Client (the Client brief is the input)• Plan to undertake the work• Research to understand the problem (leading to) the Problem definition and scope• Identify Alternative solutions and
test conducted in autumn of 2006, some usability input from faculty, and ourfuture plans for using the rubric.BackgroundA few years ago, the College of Engineering at MSU began offering a multi-disciplinarydesign opportunity for the senior design project. This program, the “No Walls” program,offered students a multi-disciplinary experience as a substitute for their discipline’scapstone course(s). No Walls project teams were composed of students from at least twodifferent programs in the college, including computer science. During the 2005-2006academic year, a group of faculty, led by the second author, conducted a study of how tomove forward with multi-disciplinary education in the college. The result of that study isthat we will be requiring
program include a two-quarter course sequence entitled“Multidisciplinary Senior Design (MSD) I&II,” which constitutes the “design-build” core of theprogram; and a third course entitled “Design Project Management (DPM),” which trains selectedstudents for project management roles in MSD I&II and facilitates early-stage planning anddevelopment of a project readiness package (PRP) for each project. The DPM course has beeninstrumental in reducing the startup time for design teams, but further discussion of redesignefforts in this paper will be limited to the MSD I&II courses. Below is a more detaileddescription of the courses. Page
, students get multiple chances to experience that transformational change. A singleterm capstone course might provide this, but often it is more discouraging than encouragingbecause things don’t always go as the students plan, and there is not enough time for anotheriteration. Three years of teaming increase the chance of a base hit, instead of either striking outon the full swing or bunting because it is safe.1.3 Why teach innovation?There are several reasons why it is critical to teach the innovation process. First, innovation isabout applying ideas and knowledge to have a real impact in the societal unit. It is throughinnovation that engineering and business students can truly improve our health, welfare, andprosperity. Second, by producing
data, and development of a balloontracking system.Through this experience, students have learned principles of integrated engineering technology,and nurtured their skills in cooperative learning, team work, and effective planning. This paperpresents in detail the modes by which these have been achieved, results obtained andimprovements planned for the next senior design team.IntroductionWeather balloons have been used for many years by meteorologists to study weather patterns inthe upper atmosphere. Recently there has been increasing interest in other studies that could beperformed using weather balloons in “near space” environment. The exact definition varies, but“near space” is often considered the area of the earth’s atmosphere between
provided by National Science Grant No. 0234478, Principle Investigators: Lucy King and Tony Lin, Kettering UniversityThis paper describes the preparations and early experiences of the students. Preparations includedeveloping the projects for the teams, the integration structure, methods for monitoring theintegrated and non-integrated teams, and plans to provide outsourcing and assessment. Thesuccesses as well as what could be improved will be reviewed at the end of the project to helpmachine design, product design, and manufacturing students make the transition fromcomponent design and fabrication to concurrent design and manufacture of mechanical systems.Previous WorkIn Phase I during the 2006 winter semester, two sections of EGR 409 (Machine
graduation requirement in this area. This provides students an opportunity to practice team skills. Such experience is important for practicing engineers, with the ever increasing diversity of engineering science and applications. Required activities for students are defined by each individual program, and may include items such as: ‚ Team senior project ‚ CO-OP or internship employment ‚ Certain club activities ‚ Working with faculty on a sponsored project ‚ Project embedded in curriculum ‚ Taking certain courses ‚ Service learning projectWe plan to implement the MD certification via a course requirement. Programsemploying a list of options for their students can implement the validation step in a
Group Activities Content Project-based Learning Cooperative Learning Problem-based Learning Interactive Lectures Page 12.533.3 Figure 1: Project and companion module structure used in the sophomore year. 2Page 12.533.4The resulting plan was quite complex, integrating activities from several modules into each week;the plan was represented in a Gantt chart schedule that was color coded with each module andthe project in a different color. Several of the PBL
disks, Braille, and image enhancement.Career and Vocational Support Services: assistance with career planning and development;opportunities for work site experiences, interviewing skills, requesting reasonable, on-the-jobaccommodations; assistance with career counseling and raised awareness about meeting thedemands of a chosen occupation.Culture of Acceptance: The barrier-free architecture and accessible academic programs haveenabled WSU to attract a large number of students, staff and faculty with disabilities, totaling anacademic community of well over 1000 individuals. In exit polls of graduating students, manystudents without disabilities comment that one of the most important lessons they learned oncampus was to understand and accept
program; a third course entitled “Design Project Page 12.535.2Management (DPM),” which trains selected students for project management roles in MSD I&IIand facilitates early-stage planning and documentation. MSD I is primarily focused on planningand designing, while MSD II is dedicated to realizing and testing a prototype of the design.Subtle adjustments to the MSD program have been made each year since its inception in 2002,however a major redesign effort was undertaken prior to the 2006 academic year to improveprogram alignment with departmental objectives, to improve delivery efficiency andeffectiveness, and to improve student and faculty
AC 2007-2773: IDENTIFYING THE CONTENT OF A GENERAL ENGINEERINGPROGRAM USING BENCHMARKING AND THE FUNDAMENTALS OFENGINEERING EXAMINATIONStephanie Sullivan, East Carolina University Stephanie Sullivan is a Visiting Instructor in the Department of Engineering at East Carolina University. Sullivan has fourteen years of industrial experience in project engineering, quality operations, and operations planning roles. She received her B.S. in Mechanical Engineering from the University of Notre Dame and her M.S. in Chemical Engineering from North Carolina State University. Sullivan has earned the American Production & Inventory Control Society (APICS) Certification in Production and Inventory
at a large Western University.Since 1996, individuals from the Department of Communication and the University WritingProgram have provided instructional support in communication on an as needed, sometimesinformal basis. In 2003, thanks to the generous support from the William and Flora HewlettFoundation, the CLEAR Program was able to formalize communication instruction and developa four-year communication integration plan that includes curriculum development, directinstruction in the classroom, and student and faculty consultations, as well as researchingcommunication and engineering pedagogy.At the end of each semester, course evaluations are distributed in every course with formalizedCLEAR instruction. These evaluations, developed by the
anegative impact on the graduate program. In response the graduate curriculum was revisited and anew core was designed. The philosophy of the three new core courses was to embrace these prob-lems, solve them, and then work beyond. After the core, the students are considered to have anequal level of knowledge, thus allowing the following courses to advance much farther and faster.This paper focuses on one core course EGR 604 - Implementation3 that deals with the practicalissues of engineering. The objective of the course is given below. “Students will strengthen the ties between theoretical analysis and physical implementa- tions. This will be done by examining various method such as planning and conducting experiments, data
, objectives and lesson plans, or else it would quickly lose support amongthe faculty. This was met through utilizing an interdisciplinary mix of standing AFIT coursesand by leveraging our relationship with Wright State University under the Dayton Area GraduateSchool Initiative (DAGSI) – a collaboration of Ohio universities that share students, courses andresearch facilities in the engineering disciplines. Another constraint was to establish the newprogram with a minimum of additional faculty. AFIT has more flexibility with moving facultypositions into alternate disciplines than many schools because of the military faculty. With 50%of the military faculty rotating every 3-4 years, AFIT can quickly rotate faculty into positionswith specialized
projects are implemented in the foundation, students have input in projectselection. Projects progressively become more open-ended throughout the curriculum.As an example, the first semester sophomore project was to build an aquatic robot for aswimming pool that met customer needs and to produce a manufacturing plan that explicitlyprojected the cost of delivering the robot demand to the market. We selected five companionone-hour modules for the project. They were: Materials Selection, Manufacturing Processes I,Strength of Materials, Dynamic Mechanics, and Instrumentation. During the semester weoffered a sixth non-required module: Manufacturing Processes II.Four of the six modules were directly relevant to the project. The Materials Selection
issues, it makes sense to provide them with a conceptual-basedtechnology education. This paper covers the major premise of our efforts, the way it is planned,the way we include all majors in the college, and the way we work together to make it happen.This is a collegewide effort that includes all levels from the dean and the dean’s office to theindividual departments, as well as some of our graduate and undergraduate students. The bigchallenge is how to teach the classes—i.e., who the audience is. This paper shows the detailedplanning, implementation, and early results and challenges of our first course developments andimplementations. The paper provides examples of classes, the material that we cover in the firstclass for non-majors, and the
-effective plan tobring these products to the marketplace. Typically six different companies are visited duringeach trip. For both the domestic trip and the international trip, every effort is made to orchestratea diverse set of experiences for the students by visiting companies that span the full spectrum ofsize and industry sector. Additionally, every effort is made to include a boutique industrialdesign company in the itinerary.To date, domestic trips have been taken to San Francisco (Silicon Valley), Seattle, Austin,Orlando, and Guadalajara (broadly classified as “domestic” due to NAFTA). The internationaltrips have been to Paris/Rennes (France), Milan, Munich and Barcelona. In 2008, the plan is toreturn to Seattle for the domestic trip and go
West campus, the Downtown campusand the Polytechnic campus. None of these is a main campus and none of these is asatellite campus. The Polytechnic campus is located in Mesa and the enrollment there isprojected to grow from 5,000 to 15,000 over the next decade1. As part of this plan, a newengineering program has been created at the Polytechnic campus. In order to avoidduplication of degrees already taught in engineering at the Tempe campus, the newprogram will accredit through ABET as a general engineering program. An overalldescription of this “clean slate” opportunity to rethink engineering education has beendescribed elsewhere2. Here our focus will be on the development of an electricalengineering systems concentration within this multi
multidisciplinary team was good or excellent. On the post-coursesurvey 83% indicated that their comfort level was good or excellent in working on amultidisciplinary team. These findings support the effectiveness of the course in meetinglearning objectives related to communications and working within transdisciplinary teams tosolve complex scientific problems. On the pre-course survey 57% or four students agreed orstrongly agreed that they planned to pursue an advanced degree in a bioinformatics field.On the post-course survey 50% or three students indicated that they planned to pursue anadvanced degree in the bioinformatics field. In summary, the course helped students clarify their goals relative to doing CI research andseeking advanced degrees in
of Xeragen, Inc., a San Luis Obispo-based biotechnology startup company. He has also served as an Assistant Professor at Milwaukee School of Engineering and was employed by McDonnell Douglas Space Systems Company, where he was a lead engineer and Principal Investigator on projects to develop technology evolution plans for the Space Station.Jon Whited, St. Jude Medical Jon Whited graduated from San Diego State University with a BS in Engineering Management. He is currently Manager, University Relations and Recruiting for St. Jude Medical, Cardiac Rhythm Management Division. He has worked as a Software Test Manager and Systems Test Manager for General Electric Space Systems and as Manager
real world examples used throughout the class; it helped to reinforce the material • 2005: Reading research articles provided a new prospective on and more in-depth understanding of fabrication methods • 2005: Very interesting material; I took the course to see if it was something I would like to pursue; I enjoyed the topics covered and plan on taking more • 2005: I gained an understating of the developing technology; good exposure to new Page 12.912.8 technologies in MEMS • 2006: The best aspect of the course was the research article discussions. It kept us informed of research and let us see applications
manufactures, outline all of the processes involved, and complete a process map for each process.• Prepare and detail all aspects, steps and approaches of a complete company audit you would carry out to prepare the company for ISO 14001 certification.• Finally prepare a concise report to be given to top management, outlining all previous information/steps from above, along with suitable and realistic objectives, targets and an ISO 14001 time plan with appropriate milestones and outcomes.The examinationThe examination was divided in two parts. Part one was compulsory and was designed toexamine the students across the module, so as to allow them to demonstrate theirunderstanding of the broader issues, practices, and strategies. This part had
: "It's a skill thateveryone has to learn. How to get things done through others." As participants commented onthis part of their development, they listed skills and experience of: supervision, working withothers to coordinate tasks, motivating others, encouraging others, working to solve colleague'spersonal problems, personnel development. Each participant identified human relation skills andhuman interaction skills being expanded during the transition from a formal education world totheir professional career. There was no difference between technical and general managementparticipants in their responses concerning people skills.Project Management. Within this category, the various skills of scheduling, directing, planning,budgeting, organizing
-accreditation was not requested. Nonetheless,the campus visit assignment process was completed with a very strong set of PEV andinstitutional matches.However, one could naturally conclude that PEV “recruiting and planning” for the appropriatenumber of annual program accreditation visits is not an exact science, and is only known whenABET issues its roster to ASEE for PEV assignments. On the other hand, ASEE can be pleasedthat our role did not start in 2005-06, when the corresponding number was 18 (rather than 13)institutions. With our experience in the interim, ASEE will be better able to handle theuncertainty in the task in 2011-12 with 20 institutions currently listed. Since this was the firstcycle for ASEE, the ASEE AAC leadership wisely arranged