ASEE Corporate Member Council

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ASEE Corporate Member
Council
Dr. John M. Samuels Sr. VP Operations Planning
and Support February 6, 2004
Corporate Leadership Symposium
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CMC Objectives

• Develop corporate priorities and action plans
  that will have an impact on future Engineering
  Education Programs in the USA
• Identify CMC constituency and develop a
  recruitment Action Plan

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CMC Objectives

• Develop corporate priorities and action plans
  that will have an impact on future Engineering
  Education Programs in the USA
• Identify CMC constituency and develop a
  recruitment Action Plan

CHANGE
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Start with the essential Building
Block Leadership
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Start with the essential Building
Block Leadership
Leadership Diamond
Reality
Vision
Facts and No Illusions
Intellectual Brilliance and Thinking Big
Koestenbaum, Peter, Leadership the inner side of
greatness a philosophy for leaders, Jossey-Bass,
1991.
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Role Conflict
I lift, you grab. Was that concept just a
little too complex?
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ABET Criteria 2000 Diamond (Criterion 2)
Detailed Published Educational Objectives
Process for Objectives Review
A System of Ongoing Evaluation
Curriculum and Processes to Achieve Objectives
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As you plan - avoid creating a derailment
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Whats the Problem Youre Fixing? A problem
well-stated is a problem half-solved. -Joh
n Dewey, Philosopher The formulation of a
problem Is often more essential than Its
solution. -Albert Einstein
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Communicatingkey to leading change
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Change is good, you go first...
-Dilbert
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Successful Change
QUALITY (Technical Strategy)
Effectiveness
E

ACCEPTANCE (Cultural Strategy)
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The CAP Formula An ultimate key to success
Q x A E
Q (Quality) is the Technical Strategy
A (Acceptance) is the People Strategy
E (Effectiveness) is Sustained Change
The Challenge Do it with Speed
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General Electrics Change Acceleration Process
A Model for Change
Leading Change
Creating A Shared Need
Shaping A Vision
Mobilizing Commitment
Current State
Transition State
Improved State
Making Change Last
Monitoring Progress
Changing Systems Structures
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Desired Behavioral Changes
More of . . . . .
Less of . . . . .
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Profile on Change Processes
After deployment and several improvement cycles
100
75
50
Starting change process
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0
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ABET Criterion 3

• Program Outcomes and Assessment (a-k)

Focus on (e) an ability to identify,
formulate, and solve (engineering) problems
Lets look at a Practical Example
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Desired Steady-State Situation for 286,000 lb.
cars
Lower Stress means Longer Life
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Actual Environment of 286,000 lb. cars
Stress
Energy of Train
Strength of Track
Potential for Failure
Track structure is never at full-engineered
strength
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Hollow-worn Wheels and Rail Rollover
Hollow-worn Wheels Produce Large Lateral Loads in
Curves
Hollow-worn wheels give increased risk of rail
rollover from higher lateral force and false
flange
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Wayside Truck Performance Detectors Loudon, TN -
Multiple Detector Systems
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Laser Wheel Gauging
Sensor box with view of high speed cameras and
lasers
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WheelSpec? Wheel Profile System Automated Wheel
Inspection

• X-section profile
• Flange thickness
• Flange height
• Rim thickness
• Vertical flange
• Built-up grooved tread
• Tread taper (hollow)
• Back-to-Back gage
• Angle of Attack
• Wheel diameter
• Wheel flange angle
• Speed

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ABET Criteria 2000 Diamond (Criterion 2)
Detailed Published Educational Objectives
Creating Engineering Innovators
Process for Objectives Review
A System of Ongoing Evaluation
Curriculum and Processes to Achieve Objectives
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ABET Criteria 2000 Diamond (Criterion 2)
Detailed Published Educational Objectives
REALITY
Creating Engineering Innovators
Process for Objectives Review
A System of Ongoing Evaluation
Curriculum and Processes to Achieve Objectives
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