student learning outcomes. This paper describes a faculty training protocoldesigned to demonstrate (a) how to assess (score) student artifacts with a rubric; in other words,effective use of rubrics, and (b) how insights gained from the assessment can guide programimprovement by identifying weaknesses and suggesting solution paths. For example, effectiveassessment can be used to determine if a new assignment is needed or if an existing assignmentneeds to be modified. The protocol is also an effective means for training faculty into thenuances of a particular learning outcome (and its associated rubric) and for gaining insights intopossible deficiencies in the rubric that should be addressed.This paper will describe the training protocol. An
elements. The norming phase included affirming our shared goals,developing an implementation plan for the Network, and finalizing the draft proposal you arecurrently reading.The final phase of team building, performing, is where the DCN stands today. The relationshipsbuilt over the past three months have left a strong dense network that is ready to perform byenacting the vision set forth in this proposal.DCN made significant strides in its first year. Some tangible outcomes include: a. Student boot camp on Innovation – Lawrence Tech hosted the first student boot camp in collaboration with the Ford Foundation. b. Faculty enrichment workshops – Lawrence Tech hosted a workshop on the use of Problem-Based Learning (PBL) to incorporate the
of mathematics, science, and engineering (b) an ability to design and conduct experiments, as well as to analyze and interpret data Page 25.666.3 (c) an ability to design a system, component, or process to meet desired needs within realistic constraints such as economic, environmental, social, political, ethical, health and safety, manufacturability, and sustainability (d) an ability to function on multidisciplinary teams (e) an ability to identify, formulate, and solve engineering problems (f) an understanding of professional and ethical responsibility (g) an ability to communicate effectively (h) the broad
classroom time, the methodologies were organized into one “grand”creative problem solving approach that consisted of five steps as follows. A) Planning your approach B) Defining the correct problem/understanding the challenge C) Generate Ideas/Alternatives – Brainstorm D) Decide course of action/Preparing for action/Carry through/Implement E) Acceptance and EvaluationTable 2 shows the general steps of the six methodologies studied and references for each method Page 25.364.9are given. The letters beside each step correspond to steps A-E listed above. Within each stepare sub-steps that may or may not be needed for a particular problem
). Organizational learning and organizational knowledge. Management Learning, 36(1): 49-68. 7. Cooper, A.C. (1973). Technical entrepreneurship. R&D Management, 3: 59-64. 8. Cooke, L., & Williams, S. (2004). Two approaches to using client projects in the college classroom. Business Communication Quarterly, 67(2): 139-152. 9. Duch, B., Groh, S. & Allen, D. (2001). The power of problem-based learning. Stylus, Sterling, VA. 10. EGFSN (2007). Expert Group on Future Skills Needs. Available at: www.skillsireland.ie. 11. Elam, E., & Spotts, H. (2004). Achieving marketing curriculum integration: A live case study approach. Journal of Marketing Education, 26(1): 50–65. 12. Forfas (2009). Statement on
., Getz-Kikuchi, R. Price, T. and Karanian, B.Social Participation in the VirtualUniverse.National ASEE annual proceedings, Vancouver, BC, June, 2011.[7] Smith, K. et al. Connecting and expanding the engineering education research and innovationspecial session. FIE, Oct. 14, 2011.[8] Wankat, P; Felder, R. & Smith, K.The scholarship of Teaching and Learning in Engineering.2002.[9] Saxenian, A. L. The New Argonauts: Regional Advantage in a Global Economy. HarvardUniversity Press. 2006[10] Stefik, M. & Stefik, B. Breakthrough: Stories and Strategiesof RadicalInnovation: MIT press, 2004.[11] Schein, E. Organizational Culture. Jossey-Bass, 1985.[12] Heifetz, R. and Linsky, M. Leadership on the Line.Harvard Business School Press, 2002
AC 2012-4890: THE HELPING HANDS DENSE NETWORK: A COLLAB-ORATION ACROSS MULTIPLE UNIVERSITIESProf. Cynthia C. Fry, Baylor University Cynthia C. Fry is a Senior Lecturer of computer science and Assistant Dean of the School of Engineering and Computer Science, Baylor University.Dr. William M. Jordan, Baylor University William Jordan is the Mechanical Engineering Department Chair at Baylor University. He has B.S. and M.S. degrees in metallurgical engineering from the Colorado School of Mines, a M.A. degree in theology from Denver Seminary, and a Ph.D. in mechanics and materials from Texas A&M University. He teaches materials related courses. He does work in the areas of entrepreneurship and appropriate technology in
AC 2012-2964: INTEGRATING THE CREATIVE PROCESS INTO ENGI-NEERING COURSES: DESCRIPTION AND ASSESSMENT OF A FAC-ULTY WORKSHOPDr. Sarah E. Zappe, Pennsylvania State University, University Park Sarah Zappe is the Director of Assessment and Instructional Support in the College of Engineering at Penn State University. In this role, she provides support to faculty in trying innovative ideas in the classroom. Her background is in educational psychology with an emphasis in applied testing and measurement. Her current research interests include integrating creativity into the engineering curriculum, development in- struments to measure the engineering professional skills, and using qualitative data to enhance response process
AC 2012-5552: DEVELOPING A STATE-OF-ART SUPPLY CHAIN TEST-BED FOR ENGINEERING EDUCATION AND RESEARCH AT SOUTH-ERN ILLINOIS UNIVERSITY, EDWARDSVILLEDonte Harris, Southern Illinois university EdwardsvilleDr. Sohyung Cho, Southern Illinois University, Edwardsville Sohyung Cho is Associate Professor in industrial and manufacturing engineering.Dr. H. Felix Lee, Southern Illinois University, Edwardsville H. Felix Lee is a professor and Program Director of Industrial and Manufacturing Engineering at South- ern Illinois University, Edwardsville. He holds a Ph.D. in industrial and operations engineering from the University of Michigan. His area of interest is in 3D modeling and applications, CAD/CAM/CAE, manufacturing system
AC 2012-4189: BEING INNOVATIVE: LESSONS LEARNED FROM THEPRACTICE OF TECHNOLOGY COMMERCIALIZATIONDr. William A Kline, Rose-Hulman Institute of Technology Bill Kline is professor of engineering management and is currently serving as interim Dean of the Fac- ulty at Rose-Hulman Institute of Technology. Kline has a Ph.D. degree from the University of Illinois in mechanical engineering and worked in industry for many years before joining Rose-Hulman. Kline was Co-founder and Chief Technical Officer at Montronix, a company providing monitoring systems for industrial machinery. At Rose-Hulman, his professional interests include design, innovation, systems engineering, quality, and manufacturing systems.Dr. Thomas W. Mason
according to their objectives:A) Pattern breakingB) Inquiry-basedC) Self-paced ideation – allowing imagination to run wildD) Ideation under limited time constraintsE) Imaginative observationF) VisualizationG) Collective group ideationH) Exploring problems with infinite number of solutionsI) Evaluation problemsJ) Twists to well-known out-of-the-box problemsK) Exploring simple problems with unexpected solutions A) Pattern breaking Trace a Path from Point A to Point B This activity emphasizes avoiding adding unnecessary assumptions Page 25.525.4
itsdevelopment a critical need.References1. Obama, B. (Office of the President of the United States, Washington, D.C., 2011).2. Ferguson, D.M. & Ohland, M. What is Engineering Innovativeness? International Journal of Engineering Education in press (2011).3. Cohen, D. & Crabtree, B. (Robert Wood Johnson Foundation, Princeton, NJ 08543, 2008).4. Strauss, A. & Corbin, J. Basics of qualitative research: Techniques and procedures for developing grounded theory (2nd ed.) (Sage Publications, Thousand Oaks, CA, 1998).5. Patton, M.Q. (Sage Publications, Thousand Oaks, CA, 2002).6. Ferrari, A., Cachia, R. & Punie, Y. Innovation and Creativity in Education and Training in the EU Member States
shown in Appendix A. An example of what an Assessment Bar Chart may look like is shown inAppendix B. The author chose to assess seven categories that he considered important inthis study. Likert scale analysis was carried out and mode values have been plotted onthe x-axis. Referring to the bar chart shown in Appendix B, one can draw these conclusions. None of the characteristics observed scored the maximum possible likert scalescore of 5. We should also point out the fact that none of the characteristics observedscored the minimum possible likert scale score of 1. A likert scale score of 4 was recorded for the following: • Providing Feedback to Students • Course Objectives, Skills and
to operate the gasifier system is estimated torange between $1,090 and $2,515 USD per year. Machine maintenance is estimated to be 15%of the machine cost each year for a 5-year life.The total estimated annual costs for the processing equipment, including stover material,operation and maintenance, plus purchase amortization range from $6,060 to $10,590 USD(503,000 – 879,000 KSh). In the Net Annual Benefit table, Table 1 below, this cost is comparedto (a) the avoided cost of diesel fuel and (b) the avoided cost of grid electrical power.The total cost to purchase and fabricate this demonstration processing machine is estimated as$3,800 USD. The estimated machinery costs for adding a gasifier and genset to produceelectrical energy in
AC 2012-4615: MAPPING THE BEHAVIORS, MOTIVES, AND PROFES-SIONAL COMPETENCIES OF ENTREPRENEURIALLY MINDED EN-GINEERS IN THEORY AND PRACTICE: AN EMPIRICAL INVESTIGA-TIONDr. David Pistrui, Acumen Dynamics, LLC David Pistrui serves as the Managing Director of Acumen Dynamics, LLC, a strategy-based education, training, and research firm that focuses on practical knowledge and skills that help organizations align vi- sion and strategy with execution and performance. Working as an independent scholar, thought leader and advisor to corporations, family foundations, academic institutions, government agencies and global think tanks, Pistrui’s activities include strategy development, business succession, assessment modeling, tech
AC 2012-3830: TEACHING CREATIVITY AND INNOVATION IN THECLASSROOMDr. Kenneth W. Van Treuren, Baylor University Ken Van Treuren is a professor in the Department of Mechanical Engineering at Baylor University, cur- rently serving as the Associate Dean for Research and Faculty Development for the School of Engineer- ing and Computer Science. He received his B.S. in aeronautical engineering from the USAF Academy in Colorado Springs, Colo., and his M.S. in engineering from Princeton University in Princeton, N.J. After serving as USAF pilot in KC-135 and KC-10 aircraft, he completed his D.Phil. in engineering sci- ences at the University of Oxford, U.K., and returned to the USAF Academy to teach heat transfer and
leadersshipdevelopm ment for our students; theese views arre shared by our alumni w who also suppport the efffort.Unfortun nately we hav ve yet to seccure a fundin ng line, and sso our activiities must relly on one-timmefunding from f separatte departmen nts and officees, like the ooffice of the Dean of thee Faculty. A Also,because ofo limited fuunding, we have h not yet been b able to accomplishh our goal off offering
Styrene (ABS) was assembled and made operational. It converts a 3D model to ausable physical object. Alterations such as reducing idler wheel thickness, using a higher gradematerial for the insulation between the heater barrel and the rest of the extruder, and fabricating aremovable heat source were made to the machine to ease maintenance and improve reliability. (a) (b) Figure 1. Tabletop CNC lathe: (a) Retrofitted and functional; (b) Artifact made [22]The MakerBot consists of a wooden frame, a build platform with X and Y pulleys for movement,and a Z platform on which the extruder sits. The extruder, and the X, Y, and Z stepper motors allhave a circuit board which is connected to
this case they must also do more than meet the normal expectations perthe ABET outcome. The KEEN outcomes also must be met.Overlapping MissionsThe ABET Student Outcomes are defined as [1]: (a) an ability to apply knowledge of mathematics, science, and engineering (b) an ability to design and conduct experiments, as well as to analyze and interpret data (c) an ability to design a system, component, or process to meet desired needs within realistic constraints such as economic, environmental, social, political, ethical, health and safety, manufacturability, and sustainability (d) an ability to function on multidisciplinary teams (e) an ability to identify, formulate, and solve engineering problems (f) an understanding of
creating entrepreneurial organizations and entrepreneurial thinking.However, strong leadership skills may not necessarily result in venture creation. Leadershipskills are a key ingredient in building the entrepreneurial mindset. 50% School A School B School C School D 45% 40% 35% Response % 30% 25% 20% 15% 10% 5% 0% 1 2 3 4 5
Page 25.631.7of entrepreneurship (a) define the entrepreneurial mindset, or the characteristics necessary to bean entrepreneur; (b) if they believe that the entrepreneurial mindset is innate, can be developed,or both; (c) and if there is a relationship between faculty beliefs and entrepreneurial teachingmethods. Specifically, the purpose of the survey was to collect information to determine howvariation in faculty entrepreneurial beliefs may influence their respective pedagogy. The initialsurvey was constructed based on a qualitative analysis of interview data garnered fromentrepreneurial faculty during of this study.23 Expert feedback from an advisory board, and fromother faculty members who teach entrepreneurship, was used to refine the
: Author. Retrieved January 8, 2008, from http://www.nae.edu/nae/engecocom.nsf/weblinks/MKEZ-68HQMA?OpenDocument2. Shartrand, A., P. Weilerstein, M. Besterfield-Sacre, and K. Golding. “Technology Entrepreneurship Programs in U.S. Engineering Schools: An Analysis of Programs at the Undergraduate Level." 2010 ASEE Annual Conference, Louisville, KY, June 20-23, 2010.3. Shartrand, A., P. Weilerstein, M. Besterfield-Sacre, and B. Olds. "Two Tools for Assessing Student Learning in Technology Entrepreneurship." 38th at the ASEE/IEEE Frontiers in Education Conference, Saratoga Springs, NY, October 22-25, 2008.4. see http://www.pui-eship.org/ for details5. Covin, J. G., & Slevin, D. P. (1989). Strategic management
for the design and delivery of faculty development programs.Faculty development programs should: a) be relevant and tailored to needs of the audience; b)practical and focused on “what they can do next Monday to make their classes work better;” c)include both disciplinary and pedagogical expertise; d) be evidence-based (supported in soundresearch); e) avoid being prescriptive, dogmatic, or evangelical; and f) teach by example(“practice what you preach”).Faculty development activities to improve engineering students’ entrepreneurship and innovationskills target multiple levels of the educational environment, ranging from classroom instruction,to curriculum development and university infrastructure. Some examples include: • Course design
Saying Innovation: When words lose all meaning", 2011, pp. blob.10 Fagerberg, J., "Innovation: A Guide to the Literature", The Many Guises of Innovation: What we have learnt and where we are heading, Ottawa, Canada, 2003.11 Osorio, C., "Design Thinking-based Innovation: how to do it, and how to teach it", BALAS Annual Conference, Santiago, Chile, 2011.12 Revell, J., C. Bigda, and D. Rosato, "The Rise of Freelance Nation", Money Magazine, 2009.13 Rover, D.T.," New Economy, New Engineer", ASEE Journal of Engineering Education Vol. 94, No. 4, 2005, pp. 427-428.14 Olds, B., B. Moskal, and R. Miller," Assessment in Engineering Education: Evolution, Approaches and Future Collaborations", Journal of Engineering Education Vol
AC 2012-5179: IDEATION COMPETITION: CREATING LINKAGES BE-TWEEN BUSINESS AND ENGINEERINGDr. Chad Milewicz, University of Southern Indiana Chad Milewicz is an Assistant Professor of marketing in the University of Southern Indiana College of Business. He specializes in marketing strategy, with a particular focus on marketing public goods and organizations, and innovations in pedagogy, with a focus on experiential learning and community engagement. His work on innovations in pedagogy has been featured at the National Outreach Scholarship Conference and the Marketing Management Association Conference, and in the Marketing Education Review.Dr. Zane W. Mitchell Jr., University of Southern IndianaDr. Kerry S. Hall