contribution to the multi-disciplinary team lies in qualitative methodologies, cultural theory and the belief that outliers offer great insight into the workings of power. Her research interests include cultural theory, the cultural/historical construction of women’s identities and roles in past and present societies, and most recently, equity issues surrounding gender and underrepresented populations in engineering education. She can be contacted at cynthia.e.foor-1@ou.edu.Dr. Deborah A. Trytten, University of Oklahoma Dr. Deborah A. Trytten is an Associate Professor of Computer Science and Womens’ and Gender Stud- ies at the University of Oklahoma. Her main research focus is diversity in engineering education and
Engineering, including three introducedabove, are presented in Table 1. As a young engineering program, the school has not had manyseniors from semester to semester. Many projects were completed by one senior although he orshe worked in a group setting with many technical professionals at the companies and theengineering faculty as shown in the table. There were two academic years without any projectsince the program had no seniors. Two projects were sponsored by the School of Engineering tobuild a material testing load frame and a consolidometer loading frame to be used forinstructional purposes in classes for the school. There were a few projects that involved non-seniors. Their participation and contribution to the projects were meant for a
duration. The author therefore decided on a hybrid sabbatical model that combined one longer placement and a number of short visits, thus ensuring both deepdive and broad exposure. Sabbatical Planning The first step in coordinating the yearlong sabbatical, as discussed above, was determining the general structure: in this case, one faculty internship placement for four to six months at one company (for depth) and multiple short visits (one to three days each) to a wide range of companies (for breadth). Having established this framework about a year in advance of the sabbatical, the author prepared a cover letter explaining her role at Smith and technical background, her goals for the sabbatical, and how companies could benefit (versatile
degree in Electrical Engineering from Virginia Tech. Page 26.876.1 c American Society for Engineering Education, 2015 Identifying Roles in University-Industry Research PartnershipsAbstractThe term “university-industry partnership” is quickly becoming an over-generalized term used todescribe the countless ways that academia and industry engage with one another. Additionally,within these partnerships there are further over-generalizations of the participants as either“academic” or “industrial.” As the national interest in the U.S. for improving researchcollaboration between universities
Sponsors Involved with MDCThe company representatives were contacted thru an email inviting them to participate in theanonymous online survey using Qualtrics. The survey included general demographical questionsrelated to the number of years and company personnel involved with capstone as well as theircompany’s vested interests in participating in the program. This was followed by evaluating theMDC’s program learning outcomes as it relates to an engineer’s early professional career (< 5years of experience) and the MDC program. Table 1 includes the program’s learning outcomecategories as related to ABET Criteria 3. Using a Likert scale, respondents were first asked torate the importance of each category to an engineer’s early professional career
private university in Mexico with a top ranked engineering school. It is well (1)known by the quality of their graduates and by the excellent connection with theMexican industry. In particular, Monterrey is a large industrial city, located near theUnited States border, with two large and prestigious universities. The availability of largenumber of well-trained bilingual engineers and qualified labor force in the market areattracting a large number of high tech companies that are moving their manufacturingfacilities and engineering design centers to this area. The fast growing engineering demandof well-trained people, capable of generating new products, improve process efficiency andcreate
suggestions for makingSELECT participation more equitable.1.0 IntroductionIndustry and academia collaborate to provide Student, Experiential-Learning, EngineeringCompetition Teams (SELECT) in many engineering fields. An example of a SELECT is theFormula SAE Series, from SAE International (formerly the Society of Automotive Engineers).The SAE International website lists six companies that provide parts for free and an additionalcompany that offers teams a 30% discount from retail on parts.1 In addition to supplying parts,industry representatives are involved in designing the parameters of competitions, judgingcompetitions, and providing both financial and technical support for individual teams.2 Similarcompetitions include Design/Build/Fly from the
in industry or in learninghow the field of engineering education is applicable in industry. Priority or “importances” wereassigned to needs based upon the following criteria: 1) course activities/deliverables which addedauthenticity and increased student exposure to industry generally, 2) course activities whichengaged IAC members as ongoing key stakeholders or industrial subject matter experts (SMES)on themes central to knowledge sharing, and 3) course activities/deliverables that were actionoriented, in that they advanced the body of knowledge on the course topic through rigorousresearch activity, and/or they advanced student research-based interaction opportunities withindustrial contacts.Theme 2: Data and fact driven managementSix Sigma
Capstone Design Curriculum and the dual degree BS-MS program.Dr. Gregory John KostrzewskyDr. Lin Xiang Sun, Danfoss Turbocor Compressors Vice President of Engineering and Product Development Page 26.538.1 c American Society for Engineering Education, 2015 Development of Sustained Academia-Industry Partnership ─ A Successful Model and Two Case StudiesAbstractIncreasingly, engineering educators recognize the importance of preparing our students in notonly technical knowledge and skills but also in professional components such as leadership,management, teamwork, ethics
(EAC) of ABET, a board member of several organizations, a member of the Editorial Advisory Board of the Journal of Environmental Progress and Sustainable Energy and a technical reviewer for the federal government and several scientific journals. Anid earned her Ph.D. in environmental engineering from the University of Michigan (Ann Arbor), and her bachelor’s and master’s degrees in chemical engineering from the Royal Institute of Technology (KTH-Stockholm). Prior to joining NYIT, she was chair and graduate program director of the Chemical Engineering Department at Manhattan College. Dr Panero is Director for Strategic Partnerships for the School of Engineering and Computing Sciences at New York Institute of
shows higher average amotivation and external regulation values comparedto the “truly autonomous” profile in [20], identifying strategies to further motivate students isalso an important future work.AcknowledgmentThe author wants to thank Dr. Michael D. Gross from Wake Forest University and ProfessorJonathan D. Stolk from Olin College of Engineering for their valuable feedback on themanuscript. The author also wants to thank NKK Switches, Inc. for their generous donation oftheir SmartDisplayTM to use in the Introduction to Engineering course project.References[1] D. W. Knight, L. E. Carlson, J. F. Sullivan, “Staying in Engineering: Impact of a Hands-On, Team-Based, First-Year Projects Course on Student Retention,” in Proc. 110st ASEE Annual
field of engineering.The model is depicted as a pyramid consisting of several tiers. The arrangement of thetiers in this shape is not meant to be hierarchical, or to imply that competencies at thetop are at a higher level of skill. Instead, the model’s tapered shape represents theincreasing specialization and specificity of proficiencies covered. Its tiers are furtherdivided into blocks that represent competency areas (i.e., groups of knowledge, skills,and abilities), which are defined using critical work functions and technical contentareas.Foundational Competencies Competency – A cluster ofTiers 1 through 3 represent the “soft skills” and work related knowledge