June 18, 2006
June 18, 2006
June 21, 2006
11.538.1 - 11.538.6
Enabling A Strong U.S. Engineering Workforce For Leadership Of Technology Development and Innovation In Industry: The Economic Multiplier of Skill-Set Development For Engineering Innovation and Leadership
This is the fourth of four papers prepared for a special invited panel session of the National Collaborative Task Force on Engineering Graduate Education Reform that is focusing on the purposeful advancement of professional engineering graduate education to enhance the innovative capacity of the U.S. engineering workforce in industry for global competitiveness. At the heart of America’s challenge to unleash its innovation capacity for competitiveness is recognition by industry of the worth of its core engineers. Whereas too many U.S. industries have been lost to foreign competition, many forward thinking technology-based corporations are not just surviving, they are thriving. These companies clearly recognize that their core engineers represent the creative intellectual capital necessary for success. These companies hire entry-level engineers for their potential to grow as contributors to the company’s technological progress.
The National Collaborative Task Force believes that we, as a nation, can no longer afford either to view America’s engineers as a commodity or to consider their professional development as a fringe benefit. For U.S. industry to compete more effectively over the long-term, it must reassess the worth of its engineers as long-term contributors to and leaders of technology. But industry can not do this alone. American universities must re-invent their mission for professional education in collaboration with industry. This final panel paper summarizes the economic multiplier that can result from the National Collaborative initiative to purposefully advance professional engineering education centered on skill-set development for innovation and engineering leadership from entry-level though the highest leadership levels of the engineering profession.
2. The Global Picture of an Aerospace Company – A world of Impact
Commercial jetliners have helped make the world a global village. This provides for the innovation and production of a new generation of products and services which fulfill the needs of a multi-national market of customers. The defense products are now produced by a multi-national collaboration of partners that have helped stem the major conflicts around the globe and assist in the protection of the movement for peace and freedom in many nations.
The engineering and technology workforces have helped shape history and the world as we know it. This change continues to be on-going.
One Aerospace company with an engineering and technology educated workforce of 157,000 culturally diverse people in 48 states spend more than $24 billion for supplies and materials from 29,000 business in the United States, and multi-billions more around the global supplier base. This provides for economic support to regions that requires additional workforces in engineering and technology to provide the innovation of the products for the world markets.
Tidwell, J., & McHenry, A., & Keating, D., & Stanford, T., & Bardo, J., & Dunlap, D., & Zhang, J., & Burbank, K., & Quick, D., & Truesdale, S. (2006, June), Enabling A Strong U.S. Engineering Workforce For Leadership Of Technology Development And Innovation In Industry: The Economic Multiplier Of Skill Set Development For Engineering Innovation And Leadership Paper presented at 2006 Annual Conference & Exposition, Chicago, Illinois. https://peer.asee.org/1006
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