Browse Topic: Career and professional development

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A-5B Gears, Struts and Couplings CommitteeNEW
101 QuestionsSAE-PP-004699/30/2021
Abstract is from a Latin word meaning "pulled away, detached," and the basic idea is of something detached from physical, or concrete, reality. It is frequently used of ideas, meaning that they don't have a clear applicability to real life, and of art, meaning that it doesn't pictorially represent reality.
Jackson, Alyssa, Rickard, Chris, SintzADMIN, Jeneane
Requirements for Aviation, Space, and Defense Auditor Training, Development, Competence, and AuthenticationAS9104/3A (Current)11/11/2020
This document defines the minimum requirements for auditors, CBs, Auditor Authentication Bodies (AABs), Training Provider Approval Bodies (TPABs), and Training Providers (TPs) who participate in the IAQG Industry Controlled Other Party (ICOP) scheme. The requirements in this standard supplement those defined within the 9104/1, 9104/2, ISO/IEC 17021-1, and ISO/IEC 17021-3 standards. Data protection for the parties subject to this document and other relevant requirements of the ICOP scheme are managed via bi-lateral contracts between the joint controllers of the data.
G-14 Americas Aerospace Quality Standards Committee (AAQSC)
Standard Practice for Manpower and PersonnelSAE1010 (Historical)9/18/2020
This Standard covers Manpower and Personnel (M&P) processes throughout planning, design, development, test, production, use, and disposal of a system. Depending on contract phase and/or complexity of the program, tailoring can be applied. The scope of this standard includes Prime and Sub-contractor M&P activities; it does not include Government M&P activities. The primary goals of a contractor M&P program typically include: Ensuring that the system design complies with the latest customer manpower estimates (numbers and mix of personnel, plus availability) and that discrepancies are reported to management and the customer. Ensuring that the system design is regularly compared to the latest customer Personnel estimates (capabilities and limitations) and that discrepancies are reported to management and the customer. Identifying, coordinating, tracking, and resolving M&P risks and issues and ensuring that they are: ○ Reflected in the contractor proposal, budgets, and plans. ○ Raised at design, management, and program reviews. ○ Debated in Working Group meetings. ○ Coordinated with Training, Logistics, and the other HSI disciplines. ○ Included appropriately in documentation and deliverable data items. Identifying and pursuing opportunities to reduce Manpower and Personnel demands and costs. Ensuring that M&P considerations are addressed in analyses, design decisions, trade-offs, and design changes (e.g., ECPs). Conducting Manpower and Personnel analysis activities and supporting human factors analyses (e.g., workload analysis) and other HSI domain analyses to provide evidence to support design decisions and trade-offs and to coordinate shared data (e.g., task analyses). Ensuring that M&P analyses and results are timely, technically competent/complete, and in a format that enables them to be included in design decisions, tradeoffs, and changes. Ensuring that M&P issues discovered in test, evaluation, demonstration, Operational Test and Evaluation (OT&E), and operations are tracked and resolved in a technically competent/complete and timely manner. Ensuring that the subjects used in experiments, simulations, tests, evaluations, and demonstrations are consistent with the customer’s latest projected target audiences.
G-45 Human Systems Integration
Leading Women in Engineering & Science: Kristin Edgerton, Lead Project EngineerTBMG-362453/1/2020
SAE launches Office of Automation19TOFHP06_116/1/2019
Office of Automation director Edward Straub describes the unit as “a first effort to deal with the broad and cross-disciplinary nature of automated vehicles.” Vital SAE activities under way include Standards Committees that are addressing aspects of automation; professional education, messaging and public education; and a growing number of industry and public demonstrations of AVs.
Shuttleworth, Jennifer
SAE AV Activities19AVEP05_025/1/2019
SAE launches Office of Automation SAE International announced at its recent 2019 Government/Industry Meeting the creation of a new unit, the Office of Automation, focused on helping industry coordinate the development and dissemination of automated-driving technologies. The Office of Automation will align SAE's internal activities in this fast-moving area and serve as a bridge between other SAE Group organizations, while providing technical resources to facilitate the flow of automated-vehicle (AV) information. Office of Automation director Edward Straub describes the unit as “a first effort to deal with the broad and cross-disciplinary nature of automated vehicles.”
Shuttleworth, Jennifer
An OBE for the SAE19TOFHP04_024/1/2019
Meet Paul Mascarenas-SAE International's 2019 president. He's a staunch advocate for professional development for engineers, amid the mobility industry's transformation. Perhaps it's not surprising that someone who joined a professional engineering society at age 16 would eventually lead one. And so, Paul Mascarenas seems an ideal fit as SAE International's 2019 president. It's been more than 30 years since he joined the Institution of Mechanical Engineers as a student in his native Britain. Since then, Mascarenas has distinguished himself in many industry-leadership roles, including chief technical officer at Ford Motor Co. from 2011 to 2014.
Ponticel, Patrick
Automotive Engineering: March 201919AUTP033/1/2019
Rethinking the HUD Advanced tech solutions move toward augmented reality to bring greater capability to head-up displays. Motor matters New designs and materials are key to the next generation of electric machines for EV propulsion. Harnessing the power of Sim Serious cost savings could come from eliminating vehicle- and systems-level tests. Powerful simulation tools may be the only way to tackle the increasing complexity in mobility development. An OBE for the SAE Meet Paul Mascarenas-SAE International's 2019 president. He's a staunch advocate for professional development for engineers amid the mobility industry's transformation. Solving the propulsion puzzle Must-attend expert panels at SAE's WCX '19 will cover the propulsion-tech future like no other. Editorial Kill the EV tax credit by 2025 SAE Standards News SAE and Synopsys collaborate on cyber study Supplier Eye New Co. vs. Old Co. What We're Driving Supra's revival is Toyota's spin on German engineering 2020 Explorer is the first product to emerge-more quietly-from Ford's newest NVH lab Nissan concept sport sedan is all-electric, driver-optional MEET a new propulsion proposition for Mahle Continental's new CTO to lead retooled R&D pillar New V8, big towing, trick features and tech for 2020 Chevy Silverado HD FCA debuts new Ram Heavy Duty pickups 2020 Ford Super Duty debuts all-new OHV V8 2019 Chevrolet Blazer just right for the voracious SUV market Q&A Mazda's Masahiro Moro
Feedback on Application of MBSE to an Avionics Subsystem2018-01-192210/30/2018
In avionics domain, currently most engineering efforts and costs come from integration, verification and validation activities. Each error found on requirements during product verification or validation requires a full engineering cycle to manage the change: impact analysis, design, realization, integration, verification and validation again. Hence, ensuring early and continuous validation of requirements in the engineering life cycle, becomes more and more crucial. In this paper, a Model-Based Systems Engineering (MBSE) approach is proposed. The proposed approach relies on SysML models and is composed of modelling tasks to capture requirements and to structure functional interfaces and functions. This approach has been applied in the frame of SAE ARP4754A aerospace recommended practices. This paper also provides feedback about the application of the proposed approach on an industrial avionic case study known as the Onboard Maintenance System by a team mainly used to document centric approach until recently. The feedback concerns the practical use of models to support functional part of the following processes: requirements capture, requirements validation, and top-level part of development of system architecture. After presenting the pilot case, results are given and discussed on several points: the lessons learned during and after application of the MBSE approach to identify use cases, to define black box scenarios, and to build the top-level functional architecture. Comments about the approach are given, e.g. use cases granularity, modelling stop criterion, communication between systems. Then, measured advantages and drawbacks of this modelling approach are discussed. The paper finally describes the challenges identified for wider adoption in the company and the remaining points of attention when extending the approach on a larger project.
Tang, Jian, Zhu, Shaofan, Faudou, Raphael, Gauthier, Jean-Marie
SPIE Photonics WEST 2018 PreviewTBMG-281261/1/2018
The SPIE Photonics West 2018 technical conference and exhibition returns to The Moscone Center in San Francisco, January 27 through February 1, offering attendees the opportunity to explore the latest innovations in lasers, photonics, optics, optoelectronics, biophotonics, biomedical optics, 3D printing and more. As in the past, the event will once again kick off with BiOS, the world's largest biomedical optics conference, before transitioning into the Photonics West conference and exhibition. Last year's event hosted more than 20,000 attendees and put the products and services of over 1,300 exhibitors on display. More than 4,800 technical papers and presentations will be available to conference participants throughout the week. (weblink )
Wearable Sensors Created from Biocompatible HydrogelTBMG-267054/1/2017
Engineers and biologists at MIT have teamed up to design a new “living material” — a tough, stretchy, biocompatible sheet of hydrogel injected with live cells that are genetically programmed to light up in the presence of certain chemicals. In a paper published in the Proceedings of the National Academy of Sciences, the researchers demonstrate the new material's potential for sensing chemicals, both in the environment and in the human body.
Living Polymerization Enables Adaptable 3D PrintingTBMG-267154/1/2017
Three-dimensional printing technology makes it possible to rapidly manufacture objects by depositing layer upon layer of polymers in a precisely determined pattern. Once these objects are completed, the polymers that form the material are “dead” — that is, they cannot be extended to form new polymer chains.
WCX17 WORLD CONGRESS EXPERIENCETBMG-265203/1/2017
More than 11,000 engineering industry professionals from 55 countries will experience the new WCX — the evolution of SAE World Congress () — to be held April 4-6 in Detroit, MI. Attendees will gain new perspectives in an engaging atmosphere that encourages discovery, and scout products and source solutions in specialized pavilions that showcase the power and potential of the evolving mobility industry.
Reusable Energy Absorbing Lab (REAL) SeatF-0071-2015-101445/5/2015
ABSTRACT Energy absorbing seats have played a critical role in increasing the survivability of rotary wing mishaps in both military and civilian rotorcraft. By using various methods of energy absorption, crashworthy seats limit occupant exposure to potentially injurious spinal loading and whole-body accelerations during a mishap. When testing aircrew-mounted equipment, or while conducting experiments on crashworthy seating systems, the costs associated with using a new or refurbished crashworthy seating system can prove to be cost prohibitive. To alleviate this cost burden and provide for substantially more iterative design support testing, a completely reusable Energy Absorbing (EA), crashworthy seat was desired. The Reusable Energy Absorbing Lab (REAL) Seat was developed to address this need. Through the Naval Innovative Science and Engineering (NISE) Workforce Development (WFD) program, a project was established to develop and validate the REAL Seat. The objective of the REAL Seat is to provide a capable, reusable EA seat that can be used as a Fleet representative test bed for simulating the use of a crashworthy seat. The REAL Seat is designed to simulate the kinematics of military crashworthy seating systems. It complies with MIL-S-85510 and MIL-S-58095, which are the legacy military standard baselines for cabin and cockpit crashworthy seating systems, respectively. By using a pneumatic-actuated braking system, the REAL Seat absorbs kinetic energy of the occupant and seat mass similar to that of an actual production crashworthy seating system. The REAL Seat can accommodate occupant sizes ranging from the 5th percentile female up to the fully equipped 95th percentile male (119-275lbs). The seat can use a variety of restraint systems and seat cushions, allowing it to simulate the use a range of seating systems. The system has been successfully tested and has shown that it adequately represents the crashworthy seating systems presently fielded in military aircraft.
Knott, Michael, Hall, Brandon
More Leaders and Fewer Initiatives: Key Ideas for the Future of Engineering2015-01-04114/14/2015
Panel Discussions held at the SAE World Congress in both 2013 and 2014 observed that a shortage of good quality engineering talent formed a chronic and major challenge. (“Good quality” refers to applicants that would be shortlisted for interview.) While doubts have been expressed in some quarters, the shortage is confirmed by automotive sector employers and the Panel's view was that it was symptomatic of a range of issues, all of which have some bearing on the future of the profession. Initiatives to improve recruitment and retention have had varying degrees of success. Efforts need to be intensified in primary schools where negative perceptions develop and deepen. Schemes like AWIM that operate on a large scale and are designed to supplement school curricula should operate at an international level. Universities represent the entry point into the engineering profession and their role in the recruitment process as well as education and training is crucial. The historical role of training for research, must live alongside the need for the development of professional knowledge and skills. Employers provide the crucial next step by offering the challenging and stimulating environment that reinforces a positive image of the profession. Employers and universities can define and realise the set of attributes and skills that define the profession: a dialogue is vital, and a recognition that the rate of change in the engineering process brings substantial challenges to the management of the profession itself. Actions arising from the discussion include a call for the dialogue between employers and universities; and for university engineering departments to step up to a new role to pay particular attention to providing role models and conveying the values and potential of engineering.
Stobart, Richard K., Eagle, W. Ethan, Zhang, Xunzhe
SPIE Photonics West 2015 PreviewTBMG-212841/1/2015
The SPIE Photonics West 2015 technical conference and exhibition, taking place February 7-12 at The Moscone Center in San Francisco, offers attendees the opportunity to learn about the latest technological developments in lasers, photonics, optics, optoelectronics, biophotonics, biomedical optics, 3D printing and more. Incorporating BiOS, the world’s largest biomedical optics conference, the event will offer its anticipated 20,000 attendees the opportunity to access roughly 4700 technical papers and view the products and services of more than 1250 exhibitors over the course of a week ().
Women in vehicle engineering14AUTD09_019/16/2014
Females have made significant progress cracking the predominantly male domain of automotive engineering. They're now chief engineers, VPs, even a CEO. But why are there still so few of them? Cindy Hess rocketed through the Auburn University College of Engineering in just three years. Graduating as an electrical engineer in 1977, she turned down job offers from aerospace giants Boeing and General Dynamics to join Chrysler Electronics as its first-ever female engineer. In 1981, she was assigned to the automaker's Highland Park, MI, complex. “I was the sixth woman within a workforce of about 6000 engineers at Chrysler at the time,” she recalled. “And it's incredible when I think about what we had to endure to do our jobs in those days.”
Brooke, Lindsay
Starting and Developing an Engineering Career: The Barriers and Opportunities2014-01-06254/1/2014
There has probably never been such a demand for professionally qualified engineers, and yet both the number and diversity of people entering the profession continue to decline. Worldwide, there are very many initiatives - some generally encouraging interest in the profession, and others targeting specific audiences. The reports speak of local success, but the overall picture remains discouraging. In this paper we focus on the “pipeline” from primary education through to the transition from graduate engineer into an experienced member of engineering staff. We have based the discussion on both the presentations and comments made during a panel discussion held at the 2013 SAE International Congress. The paper is intended as a summary of the points raised during that discussion and, we hope proves to be starting point for further investigation and analysis. Of particular note is the sheer diversity of initiatives, and the pressing need for role models and mentoring. The experience of engineers during the early part of their career continues to be highly variable and even at this late stage there is a talent drain from the profession and diminishing diversity.
Stobart, Richard K., Zhang, Xunzhe
Contemporary Tools and Approach for Project Management Sustainability in Indian Automotive Industry2013-01-12784/8/2013
Project management has evolved over the years and is adopted by different industries for successful project execution. Many organizations today are moving from a functional structure to a project-oriented team based structure. Also, Project management has progressed from a traditional approach to a modern project management approach and moving towards sustainable project management. Many studies predict a major growth in automotive industry in the developing and emerging markets compared to the developed nations. Many multinational and transnational companies are setting their foot in the developing/emerging economies to leverage the expected growth in the automobile sector, and especially India. These projects are likely to have uncertainties during their planning and execution phases. Here traditional project management approach is not adequate and project management sustainability becomes a challenge. There are books and standards which gives a good detail on the traditional/ conventional project management tools. If we have to handle projects in such fuzzy or uncertain situations, we need to build upon the existing traditional tools or use some contemporary tools. This paper focuses on the contemporary tools and approach for successful project execution in this scenario. The challenge is the use of appropriate tools and approaches, tailored to the organizational requirements. The tools and approaches which will help us in gearing up for the sustainability challenge, and which will be focused in this paper includes innovation, automation, knowledge management, perception management.
Loganathan, Yaamini Devi
How to Spread the Lean Mindset in an Effective Way Using Change Agents in Sales and Engineering and Finance at Tenneco2013-01-13264/8/2013
Tenneco first implemented the lean transactional process ten years ago. One of the key success factors was to ensure that the lean system was sustained within an organization as part of a philosophy of continuous improvement. This has probably been the most challenging part of implementing lean in Tenneco. During the early years of implementation, lean was managed as a top down approach which consisted of: identifying executing and tracking lean projects by the management, a small number of additional people and lean experts. This approach had the advantage of building up critical mass and helped to instill a lean change culture in a reasonable timeframe. But the Tenneco experience showed that even if early results were encouraging, the implementation was not consistent enough to sustain a mindset of continuous improvement. This top down approach needed to be reinforced by a much stronger bottom up approach which consisted of group leaders acting as change agents. Their roles and responsibilities included: designing processes and standards problem solving teaching their people sharing the knowledge captured This paper describes the lessons learnt by lean change agents in Sales & Engineering and Finance departments at Tenneco.
Garcia, Patrick, Orta, Enrique
SAE World Congress Preview “Achieving Efficiency”TBMG-162534/1/2013
The 2013 SAE World Congress and Exhibition, taking place April 16-18 at Cobo Center in Detroit, represents an unparalleled opportunity to explore new technology through both technical sessions and the Innovators Only Exhibition. This year’s Host Company is Chrysler, and ZF will serve as Tier One Strategic Supplier for the event. Last year, more than 9,000 engineers, engineering managers, auto industry executives, and government officials from 45 different countries attended the SAE World Congress (sae.org/congress).
Deep Orange - A Framework for Research, Education and Collaboration for a Sustainable Automotive Industry2011-01-11104/12/2011
A new, long-term initiative at the Clemson University International Center for Automotive Research (CU-ICAR) is advancing the Center's automotive engineering graduate research and education program. It positions graduates ahead of the competition for jobs and automotive industry leadership. Called “Deep Orange,” for its commitment to Clemson-style competitiveness, this framework immerses students at the Carroll A. Campbell Jr. Graduate Engineering Center (CGEC), which houses the automotive engineering master's and doctoral degree programs, in the world of a future OEM (Original Equipment Manufacturer) and supplier. Students, faculty and industry partners engineer and manufacture a new vehicle prototype each year (in overlapping two-year development cycles), giving the students hands-on experience with vehicle design, development, prototyping and production planning from their first day at CGEC until graduation. Each project is focused on leapfrogging the latest vehicle technologies by eliminating the constraints and legacy issues that pervade the automotive industry. By removing these constraints and applying an integrated systems engineering approach, researchers, students and industry partners can freely and quickly explore the optimal integration of new technologies. It provides entrepreneurs and industry partners with an open-innovation platform to showcase future technologies through intensive proof-of-concept collaboration involving and engaging each graduate student. Deep Orange can take risks unthinkable to a large OEM while exploring the limits and best application of new technologies and techniques. Through this initiative, students develop a clear understanding of how to innovate and develop projects. The resulting experience prepares them to lead the automotive industry into a dynamic and challenging future.
Venhovens, Paul J Th, Mau, Robert
Implementation of Lean Transactional at Tenneco Europe2011-01-12554/12/2011
After having successfully implemented lean manufacturing in the 1990ies and lean engineering since 2004, Tenneco Europe decided to expand Lean to their administrative organizations in October 2009. The implementation approach was directly derived from lean engineering [1], [2], [3], [4], [5], [6]. After having defined a vision and a road map, a lean steering committee, composed of senior managers and a lean coordinator, identified and supported the first areas for implementation of lean in their transactional processes. It was decided to challenge the organization by selecting some critical cross functional processes. Transactional workshops were defined and executed according to Tenneco's best practice: a 2-day-training of all the people involved in the workshops an intensive 3-day-workshop to identify: the customer and its needs the current state map and its gaps the future state map and finally an action plan and metrics to track the progress of the project 3 months for the implementation of the action plan 3 months to sustain the new process by monitoring key metrics weekly meetings and monthly reporting-outs to the senior managers. After more than one year of implementation, the results are very encouraging Significant reduction of cross-functional process lead times from 20% to more than 50%. Freed-up time (less effort) due to waste elimination. Redeployment of the freed-up time to high value-added tasks. Improved quality and accuracy of data reports ‘Soft-side’ improvements such as: Improved communication and alignment between departments Employees have a better understanding of how their work. This contributes to the overall value stream to their customers Improved cross-functional team building through activities during the lean training and the workshops Developing a more consistent problem-solving mindset (seeing waste, finding root causes, continuous improvement) Significant improvement in motivation and morale This paper will illustrate, through concrete examples, the afore-mentioned results from the lean workshops.
Garcia PhD, Patrick, Drogosz PhD, John, Younie, David
Industry and Academic Relations - Engineering Education and the Future of the Engineering Workforce2010-01-230010/19/2010
With the current increase in concern and awareness regarding sustainability and energy, a new focus has been placed on the field of engineering. In this realm of focus, how to educate engineers, more specifically how to continually educate engineers to keep up with technology and the changing workforce has become a very important topic of interest. There exists a gap between graduate studies and professional implementation of technology which the Energy Systems Engineering [ESE] program currently in deployment and development between the University of Michigan and General Motors seeks to address. This work outlines current efforts in encouraging new engineers to enter the field, but focuses primarily on continuing and re-educating the workforce to meet the needs of new technologies. Examples of academic-industry cooperation will be discussed, with some focus on the benefit and experience of the student.
Malek, Alisyn
How the University of Michigan-Dearborn Prepares Engineering Graduates for Careers in Automotive Systems Engineering2010-01-232710/19/2010
The automotive industry is expected to accelerate the transition to revolutionary products, rapid changes in technology and increasing technological sophistication. This will require engineers to advance their knowledge, connect and integrate different areas of knowledge and be skilled in synthesis. In addition, they must learn to work in cross-disciplinary teams and adopt a systems approach. The College of Engineering and Computer Science (CECS) at the University of Michigan-Dearborn (UM-Dearborn) responded by creating interdisciplinary MS and Ph.D. programs in automotive systems engineering (ASE) and augmenting them with hands-on research. Students at the undergraduate level can also engage in numerous ASE activities. UM-Dearborn's ASE programs offer interesting and possibly unique advantages. The first is that it offers a spectrum of ASE degree and credit programs, from the MS to the Ph.D. to continuing education. Second, UM-Dearborn's ASE classroom activities are augmented by both basic and practice-oriented research. Third, UM-Dearborn is located in one of the world's largest concentrations of automotive engineers, providing a wealth of partnership opportunities and encouraging CECS faculty to engage in practical collaborative automotive research. This research carries into the classrooms to make the ASE curriculum practical and relevant. Many MS-ASE and PhD-ASE students go to school part-time while working full-time at a local automotive OEM or supplier company. They share their professional experiences in class and bring a sense of realism, practicality and relevance to the ASE program.
Shulze, Roger, Mallick, P.K.
Emotions and Follower Behaviors in a Time of Crisis2010-01-06814/12/2010
This paper describes research into the relationship of emotional intelligence, emotion regulation, and follower behaviors. The research is part of an ongoing initiative to recognize and understand followers in the transportation and service industries. Behavioral complexities such as emotions are paramount in the intricacies of management and leadership and are widely studied. Emotional intelligence has become a standard concept in business settings while its predictive powers relative to personnel performance forecasting abilities are still being researched. An ability to interact with a diverse employee population, a complex environment, and multifaceted decision requirements would seemingly require leaders and followers to have a fully developed emotional presence. This presence is necessary for workers at all levels to be able to accommodate unpredictability, demonstrate adaptability, and perform flexibly within the workplace. Emotion recognition has been reliably validated within the construct of emotional intelligence as a complicated skill that carries both societal and workplace consequences. The interaction of emotion regulation, well-being, and social relationships has implications for managerial and leadership efficacy. Research indicates that emotional intelligence is a measure that can be developed, i.e., training can be used to improve an individual's emotional intelligence. Research has found that followers generally reflect their leaders' style and behavior. If style and behavior are related to emotion, this reflection is moderated by the relational aspect of the leader-follower dyad based on a two-way influence exchange. The exchange addresses specific needs within an (organizational) context. By examining the relationship of the emotional intelligence, emotion regulation, and follower behaviors, this research examines the premise that understanding who you are emotionally as a follower is equally important as knowing who you are as an emoting person or leader.
Dixon, Gene
SAE Off-Highway Engineering 2009-10-01OFHOCT0910/1/2009
Heavy-duty issues Top industry insiders provide their perspectives on critical issues such as sustainability, workforce development, and future growth at this year's Commercial Vehicle Engineering Congress and Exhibition. Autonomouse vehicles go off-highway Advances in sensors, CPUs, and software help in the druve to eliminate drivers. Power and precision Hydraulic motors and actuators evolve along two paths, both relying on advanced controls.
Developing Education and Outreach Initiatives at the Indiana Space Grant Consortium2009-01-25467/12/2009
The Indiana Space Grant Consortium is one of 52 members of the National Space Grant College and Fellowship Program (“Space Grant”), which was initiated by NASA in 1988. Space Grant is designed to be a source of NASA-related information, awards, and programs to enhance education, outreach, and workforce development for the United States. Based on the land grant model of public university education, Space Grant seeks to spread the vision of NASA to increase science, technology, engineering, and math (STEM) awareness; NASA-related education; workforce development; outreach and research activities. This paper describes the evolution of these activities in Indiana.
Caldwell, Barrett S.
Followers in the Transportation Industry2009-01-08884/20/2009
This paper compares the follower profiles of transportation industry personnel with other industry groups, principally engineers and DOD personnel. In compiling the comparison, Chaleff’s courageous follower behaviors are used to identify the profiles and identify similarities and diversities. In addition, the paper reports on comparative analysis for follower behaviors, locus of control and the Big Five personality factors from a pilot study.
Dixon, Gene
Automotive Development Processes and Complete Vehicle Integration: An Intensive Course for Automotive Engineering Graduate Students2009-01-03614/20/2009
Clemson University has recently partnered with the State of South Carolina, BMW, Michelin, Timken, and other partner companies to create new MS and PhD programs in Automotive Engineering. These academic programs are housed in a new 90,000 square foot facility located at the newly created Clemson University International Center for Automotive Research (CU-ICAR) in Greenville, SC. This paper describes a unique course, Automotive Development Processes, developed as a part of the Automotive Engineering curriculum by the authors, Dr. Julian Weber, Manager in BMW Electric/Electronics and Driver Environment development in Munich, Germany, and Dr. John Ziegert, a member of the Automotive Engineering Faculty at Clemson University. Due to geographic and time constraints for Dr. Weber, the course is offered as a 2 week intensive course during the university’s Maymester term.
Weber, Julian, Ziegert, John
Learning While Earning: The Key Role of Supported Distance Learning in Delivering Innovative, Industry Focused Courses to Up-Skill and Develop Employees in the Motor Sports Sector2009-01-03624/20/2009
This paper highlights a distinctive, highly-innovative, and project-based approach to supplying cutting-edge, market-driven and industry-focused education courses, at post-graduate level, in key motorsports engineering, business, and management subjects, using a highly-flexible, supported distance learning format. Such courses aim to deliver high-quality, usable knowledge to engineers, managers, and even drivers, with minimum disruption to their normal work patterns.
Martin, Keith, Meechan, Mike
Applying LEAN Techniques to the Engineering Process2008-01-22849/16/2008
Many companies have successfully adopted Lean manufacturing as an operational philosophy, creating a universal understanding of value and waste which in turn provides significant advantages in the market. However, few have reached the true goal of driving this mindset throughout the organization. For many reasons, this has proven particularly difficult in environments such as engineering and development due to the iterative nature of design and test, the lack of repetition, and the over-all length of time consumed by the process. However, product development is in fact a process that can be controlled. This paper describes methods used by a group of Curtiss Wright companies to improve the overall execution of the product development cycle by first creating inter-departmental flow, tracking that flow with visual metrics, and improving performance with a variety of Lean techniques.
Smith, Stephen R.
Applying Principles of Axiomatic Design to a Transdisciplinary Academic Program to Educate Skilled Workers for all Levels of the Automotive Industry2008-01-07514/14/2008
This paper describes the use of axiomatic design to create an academic program which targets the needs of the automotive industry-especially local industry. Creative and innovative engineers and technicians are needed to design, develop, and maintain the vehicles and transportation systems of the future. The design of a new program is presented using axiomatic design to establish multiple levels of customer needs, functional requirements (FRs), associated design parameters (DPs), and resulting design matrices (DMs) that clearly define the program. The curriculum for a two-year automotive technology program is enhanced by partnering with a four-year mechanical engineering program, local and national industries, and local secondary school programs. The paper also discusses potential complexities of the proposed program design and implementation and mitigation strategies.
Tate, Derrick, Maxwell, Timothy, Ham, Gary F, Blair, Rob, Stewart, Rick, Patterson, Terri, Fontenot, Dean, Chandler, John
South Texas Engineering, Math, and Science (STEMS) Space Day Program: A Nontraditional Partnership Based on Mentoring2008-01-22031/29/2008
This paper describes a unique partnership between NASA and students residing in the Texas Rio Grande Valley. The program is based on annual activities that provide a connection between NASA and border communities via mentoring. The approach utilizes older students and teachers as mentoring ambassadors who are trained at NASA Johnson Space Center in Houston. The mentors are trained in specific space themes for each year's main event and return to South Texas to serve as mentors and role models for younger students. The main event occurs at UT Brownsville, in which over 600 5th and 8th graders from five counties attend. The event utilizes the trained ambassadors to offer more than 20 hands-on activities that highlight a theme related to NASA's current focus and missions. The activities demonstrate how math, science, and engineering relate to exploring and understanding the universe and solving problems on earth. The program offers a framework which remains up to date and is self reproducing though mentoring.
Garcia, Javier, Galindo, Charles, Muirhead, Dean
The Multiplier Effect2007-01-30667/9/2007
As a school teacher, I immersed myself into NASA's Johnson Space Center world and in this paper I document my experiences with scientists, engineers, astronauts, trainers, flight directors, educators, doctors, researchers, chemists, public affairs personnel, managers, college co-ops, and other professionals. I describe how my experiences can be used as a model for bridging NASA and school communities.
Forman, Kenneth S.
Motorsports Industry Knowledge Exchange (MiKE): Oxymoron or Holy Grail (An Imperative for Sustaining Regional, National and Global Competitiveness)2006-01-361012/5/2006
Of all high-performance engineering industries, motorsports perhaps exemplifies best the unique combination of key engineering and business elements vital for swift, industry-focused, successful, high-technology product advancement. This heady mix includes: complex market analysis; sophisticated research, design and development capability; rapid product innovation, prototyping and development; just-in-time manufacturing using state-of-the-art processes; and regular mandated exhibition of company competitiveness, involving (at the highest environs) demonstration of both personnel and new product capability and reliability, on an unforgiving world stage, invariably to ensure continuing investor (sponsor) confidence. Such examples of motorsport's disparate business model elements in many ways demonstrate fundamentally the industry's absolute reliance on what in corporate speak is now termed ‘brains trust’ or ‘human capital’. Invariably, however, funding for academic faculties (certainly in the UK) is now predicated largely on speculative - and in many respects unrealistic - future student intake numbers, driven by institution/Government recruitment targets, which are rigorously-policed. The corollary is that institutions can now no longer simply be considered as seats of learning - instead, they increasingly reside, sometimes uncomfortably, in the aggressive business domain of skills, education, training and research provision, where the marketplace is open, competitive and formidably-discerning, and majors on informed, industry-driven service provision. Thus, it is surprising, but perhaps understandable, that the arranged marriage of the academia-based skills/expertise purveyor, and the ostensibly-eager industry recipient of such services, remains largely unconsummated. The Objective of this paper is to: identify key enablers and inhibiters, perceived and actual, to successful motorsports industry-academe interaction; investigate inhibiters, to offer theoretical and practical insights into the reasons why key stakeholders in the process believe such barriers exist, indeed persist, and in some ways are perpetuated; provide instances of successes and failures in industry-academe technology and knowledge transfer; detail a number of mechanisms to aid the catalyzing of vital industry-academe technology and knowledge transfer.
Meechan, Mike
Opportunities and Hindrances to Collaborative Automotive Development2006-01-14694/3/2006
The automotive industry is a global industry in which regulatory, economical, and practical issues act not only as incentives, but as barriers and also drivers to collaboration. This paper specifically deals with regulatory and economical reasons to increase collaboration in vehicle development and manufacturing. It discusses typical socio-cultural and technical differences impacting German / North American business relationships, and shows which activities in the product development process have to be changed or added if a vehicle is to be designed and produced globally. A survey of the capabilities and weaknesses of current collaboration tools supports the material presented. The paper is a summary of a presentation held in May 2005 at BMW Munich by the co-authors. It is based on industry data, on University research and on knowledge gained by the BMW Front Desk office, the office responsible for integration of US suppliers' development resources at the BMW Manufacturing Plant in Spartanburg, SC. It offers the readers a candid view of collaboration challenges, and concludes with challenges to the design community: Understand differences and recognize the context in which these differences evolved. Appreciate the value of the differences and learn what opportunities emerge from such differences. Collaborate; Current tools already allow a significant level of synchronous and asynchronous collaboration.
Weber, Julian, Fadel, Georges
Safety Training for the Hydrogen Economy2006-01-03294/3/2006
The Pacific Northwest National Laboratory (PNNL) and the Volpentest Hazardous Materials Management and Emergency Response (HAMMER) Training and Education Center are helping to prepare emergency responders and permitting/code enforcement officials for their respective roles in the gradual transition to the hydrogen economy. Safety will be a critical component of the anticipated hydrogen transition. Public confidence goes hand in hand with perceived safety to such an extent that, without it, the envisioned transition is unlikely to occur. Stakeholders and the public must be reassured that hydrogen, although very different from gasoline and other conventional fuels, is no more dangerous. Ensuring safety in the hydrogen infrastructure will require a suitably trained emergency response force for containing the inevitable incidents as they occur, coupled with knowledgeable code officials to ensure that such incidents are kept to a minimum. PNNL and HAMMER are, therefore, designing a hydrogen safety training program, funded by the U.S. Department of Energy's (DOE) Hydrogen, Fuel Cells, and Infrastructure Technologies (HFCIT) Program, and modeled after the Occupational Safety and Health Administration's (OSHA) multi-tiered approach to hazardous materials training. Capabilities under development at HAMMER include classroom and long-distance (i.e., satellite and Internet broadcast) learning, and in the future may include life-sized, hands-on hydrogen burn props for “Training as Real as it Gets.”
Fassbender, Linda L., Kinzey, Bruce R., Akers, Bret M.
Introducing Greg Henderson, SAE President for 2006OFHFEB06_052/1/2006
The Lockheed Martin executive steps up to take SAE into its next 100 years. Despite making a name for himself in the aerospace field, Greg Henderson's head is not strictly in the clouds. While most of his days are spent with airplanes as Director of Weight Management and Control at Lockheed Martin, racing fast cars and finely tuned yachts are activities that take up a good portion of his nights and weekends. His passion for air, ground, and marine vehicles will never be more useful than in 2006, while he serves as SAE President. “I have a fascination with mobility on all fronts,” said Henderson, whose hobbies include restoring classic muscle cars and working around the yard with his 45-hp (34-kW) diesel tractor. He is currently restoring a 1966 Ford Fairlane with a 427 engine that he expects to produce close to 950 hp (709 kW). If you visit his office at work you will find framed pictures of WWII fighter aircraft strategically placed around the room. “With varied levels of experience in all three of the major sectors of SAE, that's an experience basis that I can count on to help me engage productively in the coming year,” he said.
Monaghan, Matt
Introducing Greg Henderson SAE President for 2006AUTOFEB06_042/1/2006
The Lockheed Martin executive steps up to take SAE into its next 100 years. Despite making a name for himself in the aerospace field, Greg Henderson's head is not strictly in the clouds. While most of his days are spent with airplanes as Director of Weight Management and Control at Lockheed Martin, racing fast cars and finely tuned yachts are activities that take up a good portion of his nights and weekends. His passion for air, ground, and marine vehicles will never be more useful than in 2006, while he serves as SAE President. “I have a fascination with mobility on all fronts,” said Henderson, whose hobbies include restoring classic muscle cars and working around the yard with his 45-hp (34-kW) diesel tractor. He is currently restoring a 1966 Ford Fairlane with a 427 engine that he expects to produce close to 950 hp (709 kW). If you visit his office at work you will find framed pictures of WWII fighter aircraft strategically placed around the room. “With varied levels of experience in all three of the major sectors of SAE, that's an experience basis that I can count on to help me engage productively in the coming year,” he said.
Monaghan, Matt
Design to Cost (D2C): a methodology within an electronic process2005-01-406411/22/2005
Companies all around the world have realized that labor and pricing negotiations have a relatively small influence on total product cost. By the time when they hire someone to manufacture their products or negotiate prices, 70% or more of the product price has already been set previously: at the Engineering design stage. Comes from this fact the importance of observing the cost perspective since the very beginning of the development phase, throughout it, as well as in all product technical change process. This is a matter of conscience and survival for the modern companies, in particular, the automotive ones, as part of one of the most competitive and contested markets. But how do we ensure that such an assignment has been carried out? It is easier said than done. The purpose of this paper is to present a Design to Cost (D2C) methodology, currently used by the company, and working within an electronic workflow, which has stimulated an intense scenarios analysis of the possible design alternatives, created evidences, monitored product cost metrics, generated a huge data bank, and ensured that the pre-set product cost targets be achieved at the design stage.
Rolin, Paulo S., Fachal, Eduardo Vilaboa, Gonçalves, Simone
LEAN MANUFACTURING AND 6 SIGMA: THE ROLE OF TOP MANAGEMENT2005-01-410211/22/2005
da Graça Júnior, João Câncio
The National Space Biomedical Research Institute Education and Public Outreach Program: Engaging the Public and Inspiring the Next Generation of Space Explorers2005-01-31057/11/2005
The National Space Biomedical Research Institute (NSBRI), established in 1997, is a twelve-university consortium dedicated to research that will impact mankind's next exploratory steps. The NSBRI's Education and Public Outreach Program (EPOP), is supporting NASA's education mission to, “Inspire the next generations…as only NASA can,” through a comprehensive Kindergarten through post-doctoral education program. The goals of the EPOP are to: communicate space exploration biology to schools; support undergraduate and graduate space-based courses and degrees; fund postdoctoral fellows to pursue space life sciences research; and engage national and international audiences to promote understanding of how space exploration benefits people on Earth. NSBRI EPOP presents its accomplishments as an educational strategy for supporting science education reform, workforce development, and public outreach.
MacLeish, Marlene Y., Thomson, William A., Coulter, Gary, Newman, Dava J., Gannon, Patrick J., Smith, Roland B.
Applying Lean Principles in a Test Laboratory Environment2005-01-10514/11/2005
Much research exists on the application of lean concepts in a traditional manufacturing setting and new research is broadening the scope of lean to encompass the product development cycle, yet little is documented about how lean can apply in a product development test laboratory. Testing is a hybrid environment, facing challenges unique from the takt-time driven manufacturing environment and multi-value stream product development environment. This paper will address how lean is being adapted to a product development test laboratory, where the objective and method to create a competitive edge remains the same: to drive waste out of the system and reduce the lead-time to the customer.
Schulte, Krista M., Paruchuri, Mohan R., Patel, Jayesh B.
Undergraduate Engineering Education - Identifying the Need for Change2005-01-17974/11/2005
Engineering education is being pulled in many directions by people and organizations with genuine interest in improving college curricula and better preparing students for the practice of engineering in today's workplace. However, with all this effort, little change in the undergraduate education content or methodology is apparent to those in industry, and there are no requirements for continuing education or licensing. The intent of this discourse is to help define the problems as perceived by a practitioner with BS and MS degrees, adjunct teaching experience, and 32 years of engineering practice. By attempting to help define the problems, this discourse is intended to promote debate and change focused on specific issues.
Toler, David F.
Build, test review, and improveOFHAPR05_054/1/2005
SAE 100 Future Look: Frank Perna, Chairman and CEo of MSC. Software writes about his experience in vehicle engineering, testing, and management positions. It is truly amazing to consider how much product design and development has changed in the last decades. I spent 17 years at General Motors in a variety of vehicle engineering, testing, and management positions, and while many things have changed thanks to the pervasiveness of computer technology, the fundamentals have remained the same. To build the best vehicle possible and do so within strict cost, time, and resource constraints, you follow four very basic steps: build, test, review, and improve. The difference between following those steps today and following those steps when I was testing cars in the 1960s is that today, thanks to computer technology, engineers can perform extremely sophisticated virtual tests in much less time and for much less cost than if they performed the corresponding physical tests. Not only that, the data generated by the virtual test is not limited to the number of sensors put on a vehicle; the data in a single computer model can be sliced and diced to wield an enormous amount of valuable design and performance information.
Perna, Frank
Engineering a career in ChinaAUTOFEB05_032/1/2005
As the demand for personal mobility continues to grow, so too does the demand for qualified engineers to develop the technologies that go into those vehicles. The automotive market in China has grown considerably in the past decade, with light passenger vehicle sales in China growing approximately 30% per year on average since 1991. Yet today there is still only about one car for every 100 people in China, compared to about 40 cars per 100 people in North America, according to “China's Automotive Aftermarket” report released by Technomic Asia, an international strategic consultancy based in Shanghai. That figure for China is sure to increase as vehicle sales continue to move upward, albeit at a slower pace. Growth for 2004 is estimated to be at 15%, according to Kent Kedl, Executive Director of Technomic Asia. That would push the number of passenger vehicles sold to around 2.7 million units. Double-digit growth is expected through 2010, said Kedl.
Gehm, Ryan
Introducing Ted Robertson, SAE President for 2005AUTOFEB05_062/1/2005
ASC's product and technology chief made his name at General Motors, but is now putting his mind to work for SAE. In a senior executive analysis, Ted Robertson learned that his mind is very balanced between right-brain logic and left-brain creativity. That balance has served him well in his ongoing and distinguished automotive career at General Motors and ASC, and it figures to be an invaluable asset as he takes over as SAE's top thinker. It is somewhat ironic, then, that the 55-year-old native of Canada finds himself SAE President not because he put his mind to securing the position-“I never lobbied for it,” he said- but because his colleagues see in him abundances of Boy Scout attributes such as integrity and discipline that make for a great leader.
Ponticel, Patrick
Introducing Ted Robertson, SAE President for 2005OFHFEB05_062/1/2005
ASC's product and technology chief made his name at General Motors, but is now putting his mind to work for SAE. In a senior executive analysis, Ted Robertson learned that his mind is very balanced between right-brain logic and left-brain creativity. That balance has served him well in his ongoing and distinguished automotive career at General Motors and ASC, and it figures to be an invaluable asset as he takes over as SAE's top thinker. It is somewhat ironic, then, that the 55-year-old native of Canada finds himself SAE President not because he put his mind to securing the position-“I never lobbied for it,” he said- but because his colleagues see in him abundances of Boy Scout attributes such as integrity and discipline that make for a great leader.
Ponticel, Patrick
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