Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

Michael Bramhall, Sheffield Hallam University; Steve Lawson, Leeds Metropolitan University; Ian Robinson, Sheffield Hallam University

Tagged Divisions

Engineering Management

Business School for twelve years where his responsibilities included Head of Division, MBA programme leader and developing and managing specialist products within the corporate and executive portfolio.Ian Robinson, Sheffield Hallam University Ian is Head of Undergraduate Studies at Sheffield Hallam University's Faculty of Arts, Computing, Engineering and Sciences. Technically he specialises in electrical drives and power electronics, but spends much of his time working in the area of engineering pedagogy. Internationally he is a trustee and member of the International Liaison Group for Engineering Education

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

William Loendorf, Eastern Washington University

Tagged Divisions

Engineering Management

2006-302: ENGINEERING MANAGEMENT IN A COMPETITIVE GLOBALENVIRONMENTWilliam Loendorf, Eastern Washington University WILLIAM R. LOENDORF obtained his B.Sc. in Engineering Science at the University of Wisconsin - Parkside, M.S. in Electrical Engineering at Colorado State University, and M.B.A. at the Lake Forest Graduate School of Management. He holds a Professional Engineer certification and was previously an Engineering Manager at Motorola. His interests include engineering management, real-time embedded systems, and digital signal processing. Page 11.571.1© American Society for Engineering

Conference Session

Industrial Engineering Division Tech Session 1: IE-ing a Broader Perspective

Collection

2017 ASEE Annual Conference & Exposition

Authors

Alejandro Salado, Virginia Tech

Tagged Divisions

Engineering Economy, Engineering Management, Industrial Engineering

Proposed assignment You are tasked to define the location for a Your boss tasks you to define the location for new manufacturing facility for your company. a new manufacturing facility for your You are offered three alternative locations: A, company. You are offered three alternative B, and C, with economic conditions X, Y, and locations: A, B, and C, with economic Z, respectively. Using conditions X, Y, and Z, respectively. Please, Break-even analysis, please choose the note that child labor is legal in location A; preferred location. employees in location B are forced to work 18 hours/day

Conference Session

Industrial Engineering Division Tech Session 1: IE-ing a Broader Perspective

Collection

2017 ASEE Annual Conference & Exposition

Authors

Faisal Aqlan, Pennsylvania State University, Erie (Behrend College); Yuan-Han Huang, Pennsylvania State University, Erie (Behrend College); E. George Walters III P.E., Pennsylvania State University, Erie (Behrend College); Osama T. Al Meanazel, The Hashemite University

Tagged Divisions

Engineering Economy, Engineering Management, Industrial Engineering

of the ergonomic design learning module focuses on anthropometry for hand toolsdesign and discusses the importance of measurements of different hand dimensions for userssuch as hand length, finger length, hand breadth, grip/pinch force, etc. In this session, studentspractice anthropometric measurements technique using relevant measuring tools which includethe bone caliper, segmometer, anthropometric goniometer, pinch gauge, hand dynamometer, etc.Figure 3 shows the relevant anthropometric measuring tools relevant to hand tool design. (a) Bone caliper (b) Segmometer (c) Goniometer (d) Pinch gauge (e) Hand dynamometer (f) Sample hand dimensions Figure 3

Conference Session

Industrial Engineering Division Tech Session 1: IE-ing a Broader Perspective

Collection

2017 ASEE Annual Conference & Exposition

Authors

Susan O. Schall, SOS Consulting, LLC

Tagged Divisions

Engineering Economy, Engineering Management, Industrial Engineering

ModelDepicting the ABET Engineering Criteria in this way allows us to recognize the parallelsbetween the individual Engineering Criteria criterion and the elements of ISO 9001:2015 [8].This in turn allows us to apply the tools and concepts of quality to each Criterion.Engineering Program as a Process ISO 9001:2015 “promotes the adoption of a process approach when developing,implementing and improving the effectiveness of a quality management system. The processapproach involves the systematic definition and management of processes and their interactionsso as to achieve the intended results.”[8] Such an approach enables: a. understanding and consistency in meeting requirements; b. consideration of processes in terms of added value; c

Conference Session

Industrial Engineering Division Tech Session 1: IE-ing a Broader Perspective

Collection

2017 ASEE Annual Conference & Exposition

Authors

Cristina D. Pomales-Garcia, University of Puerto Rico, Mayaguez campus; Christopher Papadopoulos, University of Puerto Rico, Mayaguez campus

Tagged Divisions

Engineering Economy, Engineering Management, Industrial Engineering

and make improvements, if needed, and (8) present project results to anaudience using written and oral formats. Figure 1. Project activities and deliverables as an integrated processThe project proposal was evaluated using a rubric (Appendix A) and detailed comments onproject scope and objectives were provided to students as a midterm feedback process. At theend of the semester, each team delivered a written report and presented a poster whichhighlighted their methods, findings and recommendations. The written reports were evaluatedby the course instructor using a project rubric (Appendix B) specifically designed for thecourse. The oral poster presentations were evaluated by a panel of judges using an oralpresentation rubric

Conference Session

Engineering Management Division Technical Session 1

Collection

2019 ASEE Annual Conference & Exposition

Authors

Joan B. Schuman, Missouri University of Science & Technology

Tagged Divisions

Engineering Management

Paper ID #26340Work in Progress: Awarding Digital Badges for Demonstration of StudentSkillsDr. Joan B. Schuman, Missouri University of Science & Technology Dr. Joan Schuman is an Associate Teaching Professor in the Engineering Management and Systems Engineering Department at Missouri S&T. She earned her Bachelor of Science degree in Mechanical Engineering from University of Arkansas and completed her Ph.D. in Polymer Science and Engineering from the University of Southern Mississippi. Schuman is a Project Management Professional (PMP) certified through the Project Management Institute. She worked for several years

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

Halvard Nystrom, University of Missouri-Rolla

Tagged Divisions

Engineering Management

2006-715: FULBRIGHT SCHOLAR PROGRAM, AN OPPORTUNITY FORENGINEERING MANAGEMENT FACULTYHalvard Nystrom, University of Missouri-Rolla Page 11.656.1© American Society for Engineering Education, 2006 Fulbright Scholar Program, Opportunity for Engineering Management FacultyAbstractThe Fulbright Scholar Program sends 800 US faculty and professionals each year toapproximately 140 countries within a large range of disciplines. Even though most ofthese opportunities are focused in arts and sciences, there are still opportunities availablefor Engineering Management faculty. Our opportunities are enhanced compared to otherengineering disciplines since we can

Conference Session

EM in a Global Environment

Collection

2006 Annual Conference & Exposition

Authors

Ertunga Ozelkan, University of North Carolina-Charlotte; Divakar Rajamani, University of Texas-Dallas

Tagged Divisions

Engineering Management

2006-2611: AN EFFECTIVE FRAMEWORK FOR TEACHING SUPPLY CHAINMANAGEMENTErtunga Ozelkan, University of North Carolina-Charlotte Ertunga C. Ozelkan, Ph.D., is an Assistant Professor of Engineering Management and the Associate Director of the Center for Lean Logistics and Engineered Systems (CLLES) at the University of North Carolina at Charlotte (UNC Charlotte). Before joining academia, Dr. Ozelkan worked for i2 Technologies, a leading supply chain software vendor and for Tefen USA, a systems design and industrial engineering consulting firm. Dr. Ozelkan holds a Ph.D. degree in Systems and Industrial Engineering from the University of Arizona. He teaches courses on supply chain management, lean

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

AC 2007-471: REPLACING A BACHELORS DEGREE IN ENGINEERINGMANAGEMENT WITH A TWO-TRACK MINOR : A CASE STUDYPhilip Gerhart, University of Evansville Philip Gerhart is the Dean of the College of Engineering and Computer Science and a professor of mechanical and civil engineering at the University of Evansville in Indiana. He is a member of the ASEE Engineering Deans Council. He is a fellow of the American Society of Mechanical Engineers and serves on their Performance Test Codes Standards Committee. He chairs the PTC committee on Steam Generators and is vice-chair of the committee on Fans.Douglas Ramers, University of Evansville Dr. Douglas Ramers is an Associate Professor in Mechanical

Conference Session

Contemporary Practices in Engineering Management Programs

Collection

2009 Annual Conference & Exposition

Authors

Gene Dixon, East Carolina University

Tagged Divisions

Engineering Management

World War II to produce nuclear materials forthe nation’s nuclear deterrent. At the conclusion of the cold war, production facilities were shut downand staffing was reduced from a peak of near 24,000 to 13,000 at the end of the cold war. Environmentalcleanup operations began in 1981. . In 1987, the original constructor and operate contractor announced itwould no longer operate and manage the site and [company] contracted to manage and operate of thesite. In 2008, [company B] became the contractor for management and operations of the site. Thefollowing letters introduce the reengineering process undertaken at the Savannah River Site over the lastfew years.The case (Appendix) begins with the August 22, 2002 communiqué. Portions of the communiqués

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

Donald Merino, Stevens Institute of Technology

Tagged Divisions

Engineering Management

summarizes the relevance of the topic to the EM Body of Knowledge.The Core category represents the topics/fields that every EM student should knowand master. Specialties are those topics/fields where a student benefits from morein-depth knowledge. Lastly, supporting topics/fields are those that help a studentunderstand the content of which EM is a part.The ABET and ASEM column indicates whether the Core, Specialty andSupporting categories are consistent with these accreditation criteria.The ABET criteria is listed in Appendix A and is the criteria used to define EMprograms. This set of criteria is used primarily for undergraduate programs.The ASEM criteria are listed in Appendix B and are to certify graduate programsin EM.Obviously, this is a “snap

Conference Session

Engineering Management Division Technical Session 2: Curriculum and the Classroom

Collection

2017 ASEE Annual Conference & Exposition

Authors

Homero Murzi, The University of Queenslad; Jurij Karlovsek, The University of Queensland; Bianey Ruiz, University of Táchira - Venezuela; Lilianny Virguez, Virginia Polytechnic Institute and State University; omar perez

Tagged Topics

Diversity

Tagged Divisions

Engineering Management

to measure what is the impact of the students receiving training andthe model, against the ones that didn’t. In addition, we will use a mixed methods approach tocollect data qualitatively. An interview protocol is being developed based on the preliminaryresults of this survey in order to better capture students’ experiences of receiving teamworktraining while developing a complex design project.ReferencesAdams, S., & Ruiz, B. (2004). A Framework for Team Training in the Classroom. American Society for Engineering Education (ASEE), 181-195.Adams, S. G., Vena, L. C. S., Ruiz-Ulloa, B. C., & Pereira, F. (2002). A conceptual model for the development and assessment of teamwork. American Society for Engineering

Conference Session

Course Tools and Practices

Collection

2018 ASEE Annual Conference & Exposition

Authors

Jennifer Snyder, Valencia College; Elizabeth A. Cudney, Missouri University of Science & Technology

Tagged Topics

Diversity

Tagged Divisions

Engineering Management

% 81.52% 31.71 College GPA 1 35.717 35.7174 0.000 PT 1 84.352 84.3517 0.000 Gender 1 4.740 4.7395 0.029 Error 125 23.705 0.1896 Total 128 144.531Odds Ratios for Continuous Predictors Odds Ratios for Categorical Predictors Odds Ratio 95% CI Level Level A B Odds Ratio 95% CI College GPA 23.5598 (3.9198, 141.6068) PT

Conference Session

EM Program Trend and Development

Collection

2006 Annual Conference & Exposition

Authors

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

Tagged Divisions

Engineering Management

1). A: Availability of Research/Teaching Assistant (RA/TA) funding B: Application-oriented class content C: Up-to-date and real issues discussed in class D: Providing opportunities for students to involve in actual industrial practice E: Teaching systems thinking in class (business / management focus as well as engineering) F: Cooperative learning and teamwork in class G: Project-based learning H: Mailing EMGT posters to domestic and international academic institutions I: Funding for domestic and international conference/seminar/meeting attendance for the faculty J: Faculty’s efforts to produce journal articles K: Reduced teaching-load for the first

Conference Session

Engineering Management Division Technical Session 1

Collection

2015 ASEE Annual Conference & Exposition

Authors

Ali Hilal-Alnaqbi , United Arab Emirates University; Sangarappillai Sivaloganathan, United Arab Emirates University

Tagged Topics

Diversity

Tagged Divisions

Engineering Management

had to study are practised in different companies. To learn those at young age is a all aspects of the new process and business impact. step forward in personal career. A requirement for the project proposal was to provide plan “B” andGenerate alternative engineering evaluations for the company and its functions. Research is largely used by engineers with everyday challengesand managerial solutions and This is very common in our

Conference Session

Course Tools and Practices

Collection

2018 ASEE Annual Conference & Exposition

Authors

John P Richards P.E., United States Military Academy

Tagged Divisions

Engineering Management

, pp. 22.109.1-16.[4] A. Szmerekovsky, B. Self, “Using Just-in-Time Teaching in Dynamics and in Mechanics ofMaterials”, 2006 ASEE Annual Conference & Exposition, ASEE 2006, Chicago, IL, USA, June18-21, 2006, pp. 11.1392.1-14.

Conference Session

Engineering Management Division Technical Session 3

Collection

2015 ASEE Annual Conference & Exposition

Authors

Sara Jansen Perry, Baylor University; Emily M Hunter, Baylor University; Steven C. Currall, University of California, Davis; Ed Frauenheim, The Great Place to Work Institute

Tagged Divisions

Engineering Management

Paper ID #11561Organized Innovation: A Framework for Effectively Managing InnovationDr. Sara Jansen Perry, Baylor University Sara Jansen Perry is an assistant professor of management in the Hankamer School of Business at Baylor University. She teaches organizational behavior and human resource management courses, including ne- gotiation and principles of management. She earned her PhD in 2009 from the University of Houston in Industrial-Organizational Psychology, also earning the Meredith P. Crawford fellowship in I-O Psychol- ogy from HumRRO that year. In the 2013-14 academic year, she held the Professional Land

Conference Session

Student Development and Assessment in IE Programs

Collection

2012 ASEE Annual Conference & Exposition

Authors

Terri M. Lynch-Caris, Kettering University; Jonathan Weaver, University of Detroit Mercy; Darrell K. Kleinke, University of Detroit Mercy

Tagged Divisions

Engineering Economy, Engineering Management, Industrial Engineering, Systems Engineering

innovation methodology with biomimicry design principles and apply to classroom topics; • demonstrate the ability to innovate using the NABC philosophy; N=Needs, A=Approach, B=Benefits per cost, C=Competition • describe an ergonomic design idea inspired by nature using the NABC approach, and • assess communication skills through peer evaluation.The entire task is broken down in a step-by-step process to insure consistent delivery andassessment. The process was developed using the biomimicry design process and can beapplied to any situation that demands similar learning and communication skills.The PlanThere are four basic steps to the overall plan for completion. The scenario described in the firsttwo steps can be modified for

Conference Session

Curriculum and the Classroom

Collection

2018 ASEE Annual Conference & Exposition

Authors

Sangarappillai Sivaloganathan, United Arab Emirates University; Salah Burhan Al Omari P.E., United Arab Emirates University; Aysha Al Ameri P.E., United Arab Emirates University

Tagged Divisions

Engineering Management

some reasoned thoughts. Preparation should end up with a sound, well-supported analysis of the situation and a sound, defensible set of recommendations about which managerial actions need to be taken. b. Participating in Class Discussion of a Case - A classroom environment, calls for one’s sizing-up of the situation, analysis, actions recommended, and why they are recommended. As the class discussion unfolds, fellow classmates may say some insightful things that were not thought of by everyone. Often the comments of others in the class would expand one’s own thinking about the case. c. Preparing a Written Case Analysis - The expectation is (a) identification of all the pertinent issues that

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

program, most of who workin industry, led to the implementation and design of the use of case studies as a means tocoalesce lessons learned in the various course in the curriculum. Feedback from workingengineers and other in the program has shown the use of case studies has been effective inachieving this goal.References1. Farr, J. V., and Bowman, B. A., “ABET Accreditation of Engineering Management Programs: Contemporary and Future Issues,” Engineering Management Journal, vol. 11, no. 4, December 1999.2. Hicks, P. C., Utley, Dawn, R., Westbrook, J. D. “What Are We Teaching Our Engineering Managers,” Engineering Management Journal, vol. 11 no. 1, March 1999.3. Bowen, D., Ganjeizadah, F., Motavalli, S., Zong H., “Development of a New M.S

Conference Session

Engineering Management Division 1: The Practice of EMD

Collection

2020 ASEE Virtual Annual Conference Content Access

Authors

Mustafa Shraim, Ohio University

Tagged Divisions

Engineering Management

the instructor on quality costs followed by the evaluation: a. During the first round, students were given the definitions of quality costs and asked to identify them as to whether each of them is a quality cost. If a potential cost is identified as a quality cost, students would then have to classify it as prevention, appraisal, internal failure, or external failure cost. b. The second round of identification was done using the proposed model with the same questions in random order. Students were asked to use the proposed model for validation if they already knew the answer and change it to what the model suggested, if different.4. Chi-Square (χ2) test of association was used

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

): 21-27. 7. Barker, Bruce G, and Dinesh Verma. "Systems engineering effectiveness: A complexity point paradigm for software intensive systems in the information technology sector." Engineering Management Journal 15, no. 3 (2003): 29-35. 8. Keating, Charles, Ralph Rogers, Resit Unal, and David Dryer. "System of Systems Engineering." Engineering Management Journal 15, no. 3 (2003): 36-45. 9. Sauser, Brian. "Toward mission assurance: a framework for systems engineering management." Systems Engineering 9, no. 3 (2006): 213-227. 10. Rouse, William B. "A theory of enterprise transformation." Systems Engineering 8, no. 4 (2005): 279-295. 11. Arnold, Stuart, and Harold W. Lawson. "Viewing systems from a business

Conference Session

Frontiers in Engineering Management

Collection

2010 Annual Conference & Exposition

Authors

Andrew Czuchry, East Tennessee State University; Michael Parker, Bristol Tennessee Essential Services; Robert Bridges, B&W Y-12 Technical Services, LLC

Tagged Divisions

Engineering Management

field.Michael Parker, Bristol Tennessee Essential Services MICHAEL L. PARKER received his undergraduate degree from East Tennessee State University in 2003 with a concentration in computer science. He has over 10 years of experience in networking and telecommunications in the cable TV and Internet service provider industry. He is the Network Supervisor for Bristol Tennessee Essential Services, a municipal electric utility and fiber to the user provider. He has participated as an examiner for the Tennessee Center for Performance Excellence.Robert Bridges, B&W Y-12 Technical Services, LLC Robert L. Bridges received his B.S. degree from East Tennessee State University in 2005 from the

Conference Session

Methods, Cases, and Directions

Collection

2012 ASEE Annual Conference & Exposition

Authors

Bidhan C. Roy, University of Wisconsin, Platteville; Osama M. Jadaan, University of Mount Union; Mitchell Dean Cornelius, University of Wisconsin, Platteville

Tagged Divisions

Engineering Economy, Engineering Management, Industrial Engineering, Systems Engineering

section describing the model problems wedevised for an engineering economy analysis. Finally, we conclude by describing the futuredirection of this study.Understanding an Income StatementThe purpose of an income statement is to provide investors the most accurate description of thecompany’s profitability over a set period of time, usually a fiscal quarter (3 months) or a fiscalyear (12 months). This includes an estimate of the firm’s sale, costs, increase or loss in intangiblevalue, taxes, outstanding shares, and how the resulting net profit is divided among shareholders.But as stated earlier, we would be dealing with operational costs. Among them are2 – (a) Total Revenues: This is the amount of money earned by selling the product. (b) Cost

Conference Session

Systems Engineering Education and K-12

Collection

2012 ASEE Annual Conference & Exposition

Authors

Pablo Biswas, Texas A&M International University; Runchang Lin, Texas A&M International University; Ramesh Hanumanthgari, Texas A&M International University; Sri Bala Vojjala

Tagged Divisions

Engineering Management, Industrial Engineering, Systems Engineering

semester. Table 3 represents the homeworkperformance data and course grades for 153 students (who completed the course) takingBusiness Math I and II between 2008 and 2011 [Lin et al.[18]]:. Based on the course grade withhomework performance, it is found that students who earned an “A” submitted almost allassigned homework during the semester. On the other hand, if the student submitted only 63% oftheir homework did not succeed at the end. Another observation states that homework score isalso correlated with the final course grade. For example, when a student earned an “A” on thecourse, his/her homework score was above 90 in average. Similar conclusion can be made forthose students who scored “B,” “C,” “D,” and “F.” Many TAMIU students work very

Conference Session

IE and EM Program Innovation

Collection

2007 Annual Conference & Exposition

Authors

Kam Jugdev, Athabasca University

Tagged Divisions

Engineering Management

and M. M. Huemann, Formal education in project management: Current and future trends, Project Management Institute Annual Seminars & Symposium, Project Management Institute, 2000, p.^pp. 1-6.6. PMI, "Project Management Institute," vol. 2007, Project Management Institute, 2007.7. IPMA, "IPMA certification," vol. 2007, International Project Management Association, 2007.8. I. Australian Institute of Project Management, "National competency standards for project management," Australian Institute of Project Management, 2007.9. E. Banas, J and W. F. Emory, History and issues of distance learning, Public Administration Quarterly 22 (1998), no. 3, 365-383.10. S. M. Bryant, J. B. Kahle and B. A. Schafer, Distance

Conference Session

Engineering Management: Supply Chain, Systems Thinking, and Lean Initiatives

Collection

2016 ASEE Annual Conference & Exposition

Authors

Ekaterina Koromyslova, South Dakota State University; Byron G. Garry, South Dakota State University

Tagged Topics

Diversity

Tagged Divisions

Engineering Management

difference.For Metric #2, however, the grade distributions (90% and above = A, 80% and above = B, etc.),shown in Fig. 1, are different in Fall 2014 and Fall 2015. Grade Distribution, % 60% 50% 40% 30% Fall 2014 Fall 2015 20% 10% 0% a b c d Figure 1. Students grade distributionAfter introduction of additional active learning, problem-based techniques, the percentage of Agrades increased from 19% to 25%, the percentage of B

Conference Session

Engineering Management In The Classroom

Collection

2013 ASEE Annual Conference & Exposition

Authors

Brian E. White, CAU-SES; S. Jimmy Gandhi, California State University, Northridge

Tagged Divisions

Engineering Management

scenarios that are already underway to those that currently do not exist. 1. Tuition free to students – more for those who have true interest in the subject matter and can demonstrate a reason to be enrolled in such a program through their state- ment of purpose, e.g., retirees lifelong learners, and young people just starting out 2. Tuition free to students – Leading to credible certification of completion a. No student payback b. Students payback later 3. Tuition free to students – Leading to degree a. No student payback b. Students payback later 4. Not tuition free to students – Leading to credible certification of completion

Conference Session

Programs and Pedagogies

Collection

2018 ASEE Annual Conference & Exposition

Authors

David Elizandro, Tennessee Technological University; Angelo A. Volpe, Tennessee Technological University; David H. Huddleston, Tennessee Technological University

Tagged Topics

Diversity

Tagged Divisions

Engineering Management

. [20] developed a method for monitoring course stability based on the ParetoDistribution and Bloom’s Taxonomy for formulating scorecard metrics for course outcomes.Course outcomes are stable when 80 % of student grades were C or above and the average gradefor course outcomes and course grade was B for students who made C or above on each metric.Rationale for the B average was student eligibility for the Hope Scholarship. The dotted line ofthe 80th percentile in Figure 13 indicates compliance issues for category 3 and 4 students.The results of a pair-wise chi squareanalysis of grade distributions for studentclassifications in Table 2 indicatesignificant differences in spatial pairing ofstudent categories. Distributions arestatistically