Conference Session

EMD Program Design

Collection

2007 Annual Conference & Exposition

Authors

S. Gary Teng, University of North Carolina-Charlotte; Ertunga Ozelkan, University of North Carolina-Charlotte; Yesim Sireli, University of North Carolina-Charlotte; Karen Elmore, University of North Carolina-Charlotte

Tagged Divisions

Engineering Management

operations, including design, production and manufacturing, logistics, sales, andservices, at global locations and companies. The education of future engineers has to reflect thischanging trend and demand. Systems Engineering (SE) discipline provides this critical need ofeducation to handle the increasing demands for systems efficiency, effectiveness, and integrationin engineering and business operations. This paper intends to discuss the process in the design ofa Bachelor of Science in SE curriculum. The design is based on an analysis of skill requirementsin industry under the current global market environment and global supply chain operations.This paper discusses industry needs in skills and demonstrates the match of skills to various SEcourses

Conference Session

EMD Recruitment and Certification

Collection

2007 Annual Conference & Exposition

Authors

Susan Murray, University of Missouri; Stephen Raper, University of Missouri

Tagged Divisions

Engineering Management

engineering management students. Changes were made toan introductory sophomore level EM class. Students were required to participate in life-long learning activities including reading business books and interviewing managers.These activities were graded as part of the required course. Additionally, the studentswere asked to identify learning activities they would complete the semester following thecourse – which would not be reflected in their grades. Recommendations forincorporating life-long learning initiatives in the engineering management undergraduatecurriculum are also presented.Introduction The current ABET guidelines place an emphasis on life-long learning for ourundergraduate students. In the report “Engineering Change: A Study of the

Conference Session

EMD Recruitment and Certification

Collection

2007 Annual Conference & Exposition

Authors

William Loendorf, Eastern Washington University

Tagged Divisions

Engineering Management

or elite group of individuals.It is not enough for upper management to be given the opportunity to acquire a clearunderstanding of a quality environments culture. Each worker must also be acquainted with theproper tools and understanding of the quality processes in order to affect a change in theorganization’s philosophy, direction, and future. In fact, the basic essence of TQM reflects a Page 12.1234.4process through which training and education must be supported by all levels of management.The challenge is to infuse it into organizations. In order to be successful the organization alongwith its managers and workers must strive to acquire

Conference Session

IE and EM Program Innovation

Collection

2007 Annual Conference & Exposition

Authors

Kam Jugdev, Athabasca University

Tagged Divisions

Engineering Management

participants 17, 20, 22 • Lifestyle conveniences 14, 16 Page 12.552.4 • Access to information and faculty 17, 14, 20 3 • Collaborative and interactive learning environment 17, 16Distance education is a learning-centered experience that allows participants to developargumentation skills, increase their written communication and complex problem-solving skills,participate in reflective deliberation, and develop higher levels of learning and critical thinking22 . The social environment changes in distance education. Some

Conference Session

EMD Program Design

Collection

2007 Annual Conference & Exposition

Authors

Francisco Gamboa Valderrama, Universidad Nacional Experimental del Tachira; Bianey Ruiz, University of Tachira; Dilia Alcalde, Universidad Nacional Experimental del Tachira

Tagged Divisions

Engineering Management

classroom.Engineering faculty have found that using group work in their courses they achieve two mainobjectives: a) Students performance is better in comparison when students work individually;and b) students have the opportunity to face group work experience allowing them to learn howto work in group.However, faculty is often faced with problems when they assess group performance because it isdifficult to do assessments that reflect the actual performance of each member through the groupexperience without loosing the positive effect of working with groups. Usually assessment isreduced to an average of the group performance and to one evaluation at the end of the task.These types of assessments do not address and may even cause social loafing and/or inequity

Conference Session

EMD Curriculum Design

Collection

2007 Annual Conference & Exposition

Authors

Gene Dixon, East Carolina University

Tagged Divisions

Engineering Management

without project management and servicelearning experience, and into an engineering program in its development stage.IntroductionWith growing pressures within the university setting to feature the engaged approach of workingwith adjacent communities, emphasis on town-gown collaboration is being touted as a retentionenabler1. One technique for melding these interests is the extension of case study type problembased learning2. In this approach students are encouraged to develop a team approach toproblem resolution in order to promote an appreciation for diversity, communication skills andself-esteem through collaborative problem solving. This approach builds on traditional basicssuch as research related reading, reflective report oriented writing as

Conference Session

Engineering Management Program Management

Collection

2007 Annual Conference & Exposition

Authors

Kathryn Abel, Stevens Institute of Technology

Tagged Divisions

Engineering Management

1990’sin order to stream line the majority of its’ data collection and display the majority of itsdata in one easily accessible location. However, how each department chose to mold thisdata into the requirements of ABET’s Self Study differed from program to program. Inthe 2003 accreditation cycle, however, many Stevens’ programs liked what EngineeringManagement was doing and chose to have their Self-Studies reflect much of the formatand data used by the Engineering Management Program. Although similarities betweenprograms can be noted for 2003, it should be stated that several of Stevens’ programs alsohad individual data displays and analyses of their own as well.As mentioned above, much of the data was collected through a university-wide

Conference Session

EMD Curriculum Design

Collection

2007 Annual Conference & Exposition

Authors

Stuart Kellogg, South Dakota School of Mines and Technology

Tagged Divisions

Engineering Management

developmental models. The first centers on the requirement to better engage anincreasingly diverse learning community and the second is to develop better thinking skills. It isin the second area that a preponderance of research evidence suggests that universities fallwoefully short. On a 7 point reflective judgment scale1, students enter a university around level3.5 and matriculate with an average score of 3.8 - well below the theoretical optimum offered bybrain research and that level desired by industry.To address these concerns, the Industrial Engineering program at SDSM&T has embarked on along-term effort to reshape the existing curricular components by building developmentallyappropriate integrative threads throughout the undergraduate

Conference Session

EMD Curriculum Design

Collection

2007 Annual Conference & Exposition

Authors

Rashmi Jain, Stevens Institute of Technology; Ozgur Erol, Stevens Institute of Technology; Anithashree Chandrasekaran, Stevens Institute of Technology

Tagged Divisions

Engineering Management

authors who pioneered in publishing on the BPR related topics orthe practitioners who have applied BPR programs revisited the subject and evaluated the claimswhich appeared in the earlier publications12, 13, 14. This second generation literature discussed thepros and cons of BPR concepts, provided insights for success and failure factors and mostimportantly revealed the unrealistic expectations and misconceptions from the concept admittingwhat was missing in the earlier literature. For example, Michael Hammer’s confession appears ina Wall Street article late in 1996 stating that he reflected his engineering background but failed toappreciate the human dimensions of the reengineering programs15. Even why the criticism of thetopic was on the rise

Conference Session

EMD Curriculum Design

Collection

2007 Annual Conference & Exposition

Authors

Gene Dixon, East Carolina University

Tagged Divisions

Engineering Management

of cross-culturalengagement. The representatives from one university have been very quick to take the lead,another university’s representatives seemed relieved to defer to the leader but have on occasionbeen very decisive. The third university has had continued delays and has caused someconsternation for the others due to their apparent lack of proactivity. These actions and responsesseem to reflect available literature for international teams11.Lessons LearnedWhile this paper is only an initial report on the collaborative efforts of an international team ofeducators, still some lessons learned are apparent. 1. The project has demonstrated project like qualities that have been associated with international projects. There was

Conference Session

Engineering Management Program Management / IE and EM Program Mangement / Engineering Management Program Management

Collection

2007 Annual Conference & Exposition

Authors

Rose Mary Cordova-Wentling, University of Illinois-Urbana Champaign; Raymond Price, University of Illinois-Urbana Champaign

Tagged Divisions

Engineering Management

Conference Session

IE and EM Program Innovation

Collection

2007 Annual Conference & Exposition

Authors

Thomas Duening, Arizona State University

Tagged Divisions

Engineering Management

that does not have readily apparent real-worldapplication. The curriculum was designed to reflect that assumed bias and the teaching methodsmust follow suit.As such the ESIM program will specialize in a pedagogy that combines lecture and concepttransfer with case and use-case discussion and analysis. Concept transfer is considered to be anessential component of the system-theoretic curriculum. That is, learning to think in terms ofenterprise systems has required the attending faculty to develop concepts and terms that are newto the holistic understanding of the enterprise. These concepts (vocabulary) comprise theparadigm shifting perspective of the general systems framework. Students must become familiarwith the vocabulary of systems theory

Conference Session

IE and EM Program Mangement

Collection

2007 Annual Conference & Exposition

Authors

Ahmad Sarfaraz, California State University-Northridge; Tarek Shraibati, California State University-Northridge

Tagged Divisions

Engineering Management

utilize and apply some of the knowledge and skills gainedthroughout the Master of Science in Engineering Management degree program. Implementingthese case studies ensure the program integrates the curriculum with real-world application.MSE 697, Directed Comprehensive Studies, is the culminating experience that has been selectedand approved by the university for the Master of Science in Engineering Management. Thespecific requirements have evolved over several years, reflecting in part suggestions provided byprogram alumni. The culminating experience course or directed comprehensive course may notbe undertaken until the last semester of program enrollment. The student’s committee chairmanis involved with the student on a regular basis and is in a

Conference Session

Engineering Management Program Management

Collection

2007 Annual Conference & Exposition

Authors

John Elson, National University; Shekar Viswanathan, National University; Howard Evans, National University

Tagged Divisions

Engineering Management

end, and six specializations consisting of four courses each. The coreconsist of four systems engineering design, analysis and modeling courses as well as anintroduction to an engineering management course and a software engineering course. The sixspecialization tracks are industrial engineering, engineering management, supply chainmanagement and e-logistics, environmental engineering, software engineering, and enterprisearchitecture. These areas of specialization reflect the primary market needs identified by theadvisory group in addition to interviews and visits with additional company executives. Note thatengineering management is one of the specializations. The catalog description of the MSSyEprogram is shown below:Program Requirements(8

Conference Session

IE and EM Program Mangement

Collection

2007 Annual Conference & Exposition

Authors

Michael Hagenberger, Valparaiso University; Peter Johnson, Valparaiso University; Doug Tougaw, Valparaiso University; Jeffrey Will, Valparaiso University; Mark Budnik, Valparaiso University; Kathleen Sevener, Valparaiso University

Tagged Divisions

Engineering Management

Such graduate programs in engineering management share some similarities withMaster of Business Administration (MBA) degrees, but they are specifically crafted for studentswho have an engineering background and a desire to manage engineering teams.25-26 Teachingsuch a program effectively can be very challenging, requiring extensive professionaldevelopment by engineering faculty and close collaboration with faculty in a College of BusinessAdministration.27-28At the same time, the most successful engineering graduates typically exhibit a strongentrepreneurial spirit, whether this spirit is reflected in starting one’s own business or in takingresponsibility for one’s own career success in a larger corporation.29 The skills required of

Conference Session

EMD Program Design

Collection

2007 Annual Conference & Exposition

Authors

Yesim Sireli, University of North Carolina-Charlotte; James Conrad, University of North Carolina-Charlotte; Martin Kane, University of North Carolina-Charlotte; Frank Skinner, University of North Carolina-Charlotte

Tagged Divisions

Engineering Management

Page 12.404.2below.Consideration of customer needs in design: Customer-oriented product development is becomingmore and more important due to globalization, increased competitiveness, rapid technologicalchange and discriminating customers2. As a part of the product development process,engineering design should reflect the results of a multifunctional team’s work on identifyingtechnical design characteristics based on gathering and understanding customer expectations. Forexample, a product may not meet customer requirements if the marketing division in a companydoes not work as a team with the product development division. This may result in low profitssince the target customer’s needs are not incorporated to the design adequately.Risk and

Conference Session

IE and EM Program Innovation

Collection

2007 Annual Conference & Exposition

Authors

Patrick Mantey, University of California-Santa Cruz; RAM AKELLA, University of California-Santa Cruz; John Musacchio, University of California-Santa Cruz; Yi Zhang, University of California-Santa Cruz; Kevin Ross, University of California-Santa Cruz; Subhas Desa, University of California-Santa Cruz

Tagged Divisions

Engineering Management

therefore unique in reflecting both this combination and its integration.We expect the TIM program to answer the identified needs in the “high-tech” companies ofSilicon Valley, to produced engineering leaders whose education encompasses engineering,management, management of technology and the technology enabling effective management.The uniqueness and value of the TIM program lies in the integrated systems approach tocoverage of both the technology and business aspects of “high tech” enterprises. Our proposedM.S. and Ph.D. programs in TIM will provide graduates with the knowledge and skills requiredto make important contributions to the development and use of information systems andinformation technology, and tools for analysis and optimization of

Conference Session

EMD Curriculum Design

Collection

2007 Annual Conference & Exposition

Authors

Raymond Krizek, Northwestern University; Ahmad Hadavi, Northwestern University

Tagged Divisions

Engineering Management

recommend future directionsfor the program. At the end of each year, most of the graduates undergo an exit interview by anexternal professional regarding their experience in the program. The results are analyzed by theinterviewer and a summary report is prepared for the program director. These interviews providean excellent resource to assess the “immediate” degree of satisfaction with the program and toidentify any areas that need attention. In addition, periodic alumni surveys are conducted,usually three or more years after graduation, to solicit “reflective” feedback about the strengthsand weaknesses of the program.FacultyAlthough students in the MPM program have access to any appropriate and available course inthe University, the “heart” of the

Conference Session

EMD Program Design

Collection

2007 Annual Conference & Exposition

Authors

Philip Gerhart, University of Evansville; Douglas Ramers, University of Evansville; Greg Rawski, University of Evansville

Tagged Divisions

Engineering Management

thought that there would be more classes on how to manage from a leadership or communication basis. That being said, I would rather hire someone with strong engineering skills and teach them management aspects to reflect our culture.11. Would someone with this background pass your initial HR screening? In other words, do your current criteria preclude candidates with this type of background from having the opportunity to talk to hiring managers? • Their degree would be sufficient depending upon the job. This would be suitable for a 1st Line Facilitator, but would not meet the capabilities for an engineering position. • If a graduate from a credible “Lean Manufacturing” curriculum were