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Managing The Industry Academic Interface

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Conference

2005 Annual Conference

Location

Portland, Oregon

Publication Date

June 12, 2005

Start Date

June 12, 2005

End Date

June 15, 2005

ISSN

2153-5965

Conference Session

Industrial Collaborations

Page Count

7

Page Numbers

10.915.1 - 10.915.7

DOI

10.18260/1-2--15524

Permanent URL

https://peer.asee.org/15524

Download Count

66

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Paper Authors

author page

John Robertson

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Abstract
NOTE: The first page of text has been automatically extracted and included below in lieu of an abstract

Session 1147

Managing the Industry-Academic Interface

John Robertson, Jon Weihmeir Electronics & Computer Engineering Technology Department, Arizona State University, Mesa, AZ/ Freescale Semiconductor, Chandler, AZ

Abstract

The microelectronics technology program at ASU has been totally restructured over the past three years with substantial industry input. As a result, we have been able to execute a strategy that aligns the capabilities of graduates with the workplace skills required by our supporting companies. Using that benchmark, a modular program has been defined to cover the key features of integrated circuit fabrication technology as well as the organizational and solution management skills needed by any effective practitioner in the industry.

Industrial participation has included a very active Advisory Board, senior staff assignment, seminars on specialist topics and company visits. Although this activity has a specialist microelectronics focus, there are many general features that are applicable to all branches of technology.

1. Refocus the goals

The interface between industry and academia is never comfortable. Nor should it be if we are to meet changing market needs with independence and measured forethought. All academic technology programs profess a close interaction with industry with the goal of producing graduates who are “work ready”. That goal is sharpened by the need to enhance the competitive capabilities of the workforce at a time when deskilling and outsourcing are the two less-palatable by-products of our technology success.

In the case of microelectronics at ASU, there were also several local drivers for change. The Technology College has relocated on a new campus and with an influx of new faculty, it was a good time to take stock and restructure the program. The centerpiece is a shared set of values between industry and academia that is beginning to establish a new “brand identity” for Technology. The policy to achieve this goal is based on two operational features:

1. Establish a much higher level of interaction with industry than has been the norm.

Proceedings of the 2005 American Society for Engineering Education Annual Conference & Exposition Copyright © 2005, American Society for Engineering Education

Robertson, J. (2005, June), Managing The Industry Academic Interface Paper presented at 2005 Annual Conference, Portland, Oregon. 10.18260/1-2--15524

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