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Building a Network for Coordination of Service Learning Projects AbroadEngineering, the Humanities, Science, BusinessInterdisciplinary Project Based – Discovery Based Learning International Program Cooperation/CoordinationEPICS Conference3-4 August, 2009Austin, TexasR.O. WarringtonProfessor of Mechanical EngineeringAssociate Director, NSF ERC - Center for Wireless Integrated MicrosystemsDirector, Institute for Interdisciplinary Studies

  • Brief Introductions to:
    • Michigan Tech
    • The Enterprise Program
    • The Pavlis Institute for Global Technological Leadership
    • International Senior Design, The D-80 Conference
    • Peace Corps International MS Degree Programs
  • The Need for Sustainable Projects and Programs
  • Developing a Network/Consortium of University and Other Partners for Achieving Sustainable Projects and Programs
  • Funding the Network
  • Discussion
michigan tech a few numbers
Michigan Tech, A Few Numbers
  • College of Engineering – 3827
  • College of Science and Arts – 1905
  • School of Business and Economics – 583
  • School of Technology – 489
  • School of Forest Resources and Environmental Science - 227

A Research University with over 1000 graduate students and over $50 million in research expenditures

a problem statement
A Problem Statement

US Engineering graduates from most colleges and universities typically have strong technical skills, but tend to lack the interpersonal, leadership, business and entrepreneurial skills needed to succeed in today’s global workplace.

In today’s workplace our engineers will need to develop, coordinate, manage, and lead projects globally

michigan tech s solution
Michigan Tech’s Solution
  • Given a traditional General Education Program
  • A Traditional Capstone/Senior Design Experience
    • small groups of students
    • a single discipline
    • working together over a short period of time
    • Without integration of H/SS.
  • Created the Enterprise Program – Our signature program
    • Larger teams of students
    • highly multi-disciplinary team-based projects
    • starting in the beginning of their first year
    • Integration of H/SS, Service Learning
engineering and entrepreneurship
Engineering and Entrepreneurship

American Society of Engineering Educators

PrISM Magazine

April 2003, Volume 12 no. 8

Blazing and Entrepreneurial Trail

by Barbara Mathias-Riegel

“Engineering students who graduate

from Michigan Tech’s Enterprise Program

have a choice. They can work for someone

else, or they can start their own companies.”

enterprise structure
Enterprise Structure

Enterprise teams are permanent organizations that exist as long as there is student/faculty interest and industry support

  • Multi-disciplinary teams of first- through fourth-year students that work to provide solutions to problems of significance to industry, government and communities.
  • Intended to operate like a real company in the private sector
  • Members of an Enterprise team routinely…
    • Design and develop new products and technologies
    • Perform testing and analysis
    • Manage multiple projects
    • Manufacture prototypes
    • Manage to a budget and schedule
    • Develop business and marketing plans
    • Recruit, “hire” and train new student “employees
    • Develop service projects with the university, community or internationally
enterprise curricular structure
Enterprise Curricular Structure

The Program has evolved into two levels of participation across the entire campus:

  • 12 credit Concentration presently available in each engineering program and in most non-engineering programs
    • 6 credits of project work
    • 3 credits of modules in Teaming and Communications
    • 3 credits of elective instructional modules
  • 20 credit Minor in Enterprise presently available to all majors
    • 6-7 credits of project work
    • 3 credits of modules in Teaming and Communications
    • 5 credits of modules in Business related topics
    • 5-6 credits of elective instructional modules

Enterprise Project Work (6-7 credits total) under the guidance of a faculty advisor from the Enterprise’s host department

    • 1-2 credits per semester over 2-3 years

Professional Development Modules (6-13 credits total)many of which are taught by faculty outside engineering and in a non-traditional format (6-13 credits total)

    • 1 credit courses in business, communications and special engineering topics
enterprise teams continued
Enterprise Teams (continued)

New Enterprise teams in 2008-09!

The FERM (Forestry and Environmental Resource Management Enterprise)

NanoTech Enterprise

Cin/Optic Enterprise ~ Where Engineering Meets Art

Automotive Computing Enterprise

U2Explore Enterprise

Green Campus Enterprise

And for fall 2009

Human Powered Transportation

Advanced Machining (technology)

Rail Transportation

industry participation
Industry Participation

Enterprise Industry Partners and Sponsors…

Ford Motor Company DENSO N.A. Foundation Samsung

General Motors Corporation General Electric General Dynamics

Kimberly-Clark Corporation Cleveland Cliffs Toyota

Environmental Protection Agency Robert Bosch Corporation Bechtel

Keweenaw Bay Indian Community Chrysler Corporation MDOT

Society of Manufacturing Engineers Guidant / Boston Scientific Norsk-Hydro

Sun Microsystems Mercury Marine Delphi Automotive

National Center for Mfg Sciences TRW T2 Communications

SBC Ameritech Deere & Company TACOM

Visteon Corporation Alwin Manufacturing American Electric Power

NCIIA Eastern Alloys ThyssenKrupp

Cummins Superior Controls Anchor Coupling

Rockwell Collins Everett Industries Terex Handlers

Microporous Products, L.P. USG Interiors, Inc. Roehl Transport

Volvo CE Excavators Caterpillar Oshkosh

Robert and Ellen Thomspon Aaron K. Ellison (Inventor) 3M

McAllister Foundation

enrollment by major
Enrollment by Major
  • Over 800 students enrolled in Enterprise in 2008-09
    • 49 School of Technology
    • 47 Computer Science
    • 59 School of Business
    • 13 Scientific and Technical Communication
    • 130 Forestry, Sciences including Social Sciences
    • 500+ Engineering
  • Enterprise enrollment is now ~15% of total undergraduate student population
retention graduation ip
Retention, Graduation & IP

2nd and 3rd Year retention is typically 20% higher

Graduation Rates are typically 15-16 % higher

Enterprise students = ~15% of MTU student body

Enterprise students account for over 30% of all MTU patent disclosures

pavlis institute for global technological leadership
Pavlis Institute for Global Technological Leadership

A Technological Leadership program was established at Michigan Technological University that will educate them to become exceptional leaders in a globally-complex, and increasingly technological world

A Four Year, 25 Semester Hour Program With Major National and International Service Learning Components


This program has one cohort of 20 students each year (we are going to add one cohort per year starting in Fall 2010)

The on campus/community service projects are during the academic years 2-4, the international projects occur in the summer between years 3 & 4

The cohorts break into 4 person teams for these projects

Project Centers, with selection criteria, are currently being developed – Kumasi, Ghana and Gurabo, Puerto Rico have been developed and Malargue, Argentina is under development

A unique feature of the program is that local paid personnel are the contact and the immediate assistance point for the students


International Senior Design

  • Similar to most programs, typically partners with EWB
  • Usually a two week summer experience, typically all engineers

Peace Corps International MS program

  • 21 credits of coursework, plus 2 credits preparation for the Peace Corps work and 7 credits for the Peace Corps international experience
  • Programs in Civil and Environmental, Forestry, Geology, Technical Communications, and Mechanical

D-80 Conference

  • Held in the fall, students present their projects
international business ventures enterprise and the pavlis institute ghana 2008

International Business Ventures Enterprise and the Pavlis Institute: Ghana 2008

Brooke Smith

Nana Manteaw

Elizabeth Moore

Samantha Jang-Stewart

November 8, 2008

D80 Conference

infant heart annunciator kumasi
Infant Heart AnnunciatorKumasi
  • 5 hours from Accra, the capital of Ghana
  • Capital of the Ashanti Region
  • 1.5 million people
infant heart annunciator sunyani overview
Infant Heart AnnunciatorSunyani Overview
  • Capital of Brong-Ahafo region
  • 80,000 people
  • 2 hours from Kumasi
infant heart annunciator kranka overview
Infant Heart AnnunciatorKranka Overview
  • Smallest and most isolated location we visited
  • 1.5 hours from Sunyani
    • Poor road conditions make trip very difficult
  • Very few facilities
    • School
    • Clinic
      • Class B facility

The medical clinic in Kranka.

infant heart annunciator kranka clinic
Infant Heart AnnunciatorKranka Clinic
  • 3 rooms
    • 2 birthing,1 waiting room
  • No doctors
    • Midwives and nurses
  • Minimal resources
  • Solar power only electricity source
    • Thermometers were the only electronic equipment

One of the two midwives in the delivery room in Kranka.

A single suction bulb and a pair of surgical kits were the only equipment in Kranka.

infant heart annunciator clinical testing
Infant Heart AnnunciatorClinical Testing

Two models of the infant heart annunciator being tested on infants.

sustainable projects and programs what are the challenges
Sustainable Projects and ProgramsWhat are the Challenges?

For the Projects we need total sustainable solutions

  • not one time single focus solutions if the projects our students do are really going to help and not just academic exercises.
  • A simple technical only fix without follow up will not lead to sustainable improvements – need social sciences, business, etc.
  • Paul Farmer in “Mountains beyond Mountains” talks about health care solutions in the broadest sense and the people of Gaviotas (A Village to Reinvent the World) learned that even their country proven solutions did not work in other villages without follow up
sustainable projects and programs what are the challenges31
Sustainable Projects and ProgramsWhat are the Challenges?

For the Programs we also need total sustainable solutions

  • At Michigan Tech we are currently coordinating our Enterprise and Pavlis efforts and we have a task force looking at coordinating the other programs…we want to establish multidisciplinary project teams and have continued follow up until meaningful solutions are obtained
  • The cost of establishing and maintaining the project centers and the travel for the students (plus loss of wages in the summer) is a major challenge
  • Faculty resources are also a major challenge
sustainable projects and programs what are the opportunities
Sustainable Projects and ProgramsWhat are the Opportunities?

Develop a Network/Consortium of University and Other Partners for Achieving Sustainable Projects and Programs

  • Advantages for the programs
    • Shareproject centers locations
    • Share contact information, networking
    • Work together on some projects, across universities … we work with KNUST in Ghana and Universidad del Turabo in Puerto Rico
    • Share faculty/staff resources
    • Reduce costs
    • Leverage funding opportunities
    • Other?
sustainable projects and programs what are the opportunities33
Sustainable Projects and ProgramsWhat are the Opportunities?

Develop a Network/Consortium of University and Other Partners for Achieving Sustainable Projects and Programs

  • Advantages for the projects
    • Develop more sustainable solutions through multiple contacts over time
    • Potential exists for more multidisciplinary teams and solutions
    • More resources available for a given project site
    • Project coordination, doing the most good where it is most needed, who is doing what and where
    • Other?
  • Project Partners…Universities… and ESW? NGO’s?
  • Project Funding…Foundations (Gates, etc.), Federal, other