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					                                       CAL POLY IME
                                        Minutes for
                            Industry Advisory Board (IAB) and
                         Manufacturing Consortium (MfgC) Meeting
                                    November 17-18, 2005

       Members / Guests present: Majib Abab (Boeing) , Pamela Garretson (Boeing), Linda
       Adkins (Boeing), Bob Bjurman (General Motors), Beth Emery (Northrop-Grumman),
       Dan Franchi (Unocal), Dawn Garrett (Raytheon), Wayne Gilbert (Seymour-Duncan),
       Sheldon Khougaz (Haas), Eric Melsheimer (Melfred Borzall), Ted Melsheimer (Mustang
       Mfg.), Dwight Miller (Boeing), Robb Milley (Technicolor), Larry Patzman (Lockheed),
       Scott Riehl (Accenture), Jim Sperling (Solar Turbines), Michael Yang (St. Jude Medical)

       Facul y / CP Staff present: Sema Alptekin, Dana Azevedo, Bob Crockett, Mark
       Cooper, Jennifer Endes, Tali Freed, Cindy Holton, Roya Javadpour, Linda Kristenson,
       Jose Macedo, John Pan, Reza Pouraghabagher, Ahmad Seifoddini, Dan Waldorf, Don
       White, Tao Yang


                                          Minutes
                                Thursday, November 17, 2005
Don White commenced the meeting at 1:15 pm. He commented on plans under way for the IME
Golden Jubilee Celebration May 19-21, 2006. He asked for input on what should be included in
the alumni database and welcomed any input for the event. Copies of the invitation letter were
distributed to those present.

IAB Chair Dan Franchi welcomed the attendees and made introductory remarks. He announced
that a Golden Jubilee Planning Committee Meeting will be held on Friday, 2:30-4:30 pm, and
welcomed all members to provide input and become involved. Individual introductions were
made.


ABET Assessment Issues / Topics

       Summary of Overall Approach - Jose Macedo referred to the hand-out article that
compared ABET and ISO and emphasized that this is a “quality improvement” issue. White
provided a handout on ABET terminology.

         Professional-Engineering-like Exam - Kurt Colvin gave a presentation on the
possibility of IME administering this type of exam in order to assess the students’ comprehen-
sions of the curriculum. He noted that perhaps assessment can be done in the senior project but
felt that an advantage of an exam is that the results would be objective and much more clear cut.

Beth Emery recommended there be another purpose, noting ISO problems. Suggestion was
made that students grade each other and grade the faculty.


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        IAB Assessment of Senior Projects - Roya Javadpour asked the members to take a look
at the IAB assessment of the senior project and advise whether they think this is a good idea or
not. The general consensus was that IAB member assessment of senior projects is extremely
valuable and provides external, direct, and objective assessment measures as desired.


                                    *** 2:30-2:45 Break ***


Ethics (other Program Outcomes) via GE Courses

Fred DePiero of Cal Poly’s E.E. Department presented an overview, “ABET Strategies:
Computerized Testing, ePortfolios and Moodle”. He emphasized that we do not want to measure
the students’ perception of what they did, as that is an indirect measure. Peer assessment is
intended to scale a class size.

Majid Abab suggested a “360” assessment. Paul Rainey suggested the Advanced Technology
Lab be utilized for performing assessments.

Those present were asked to complete a survey (developed by Career Services and the College of
Engineering) and rank the importance of the outcomes.

Ethics Program at Boeing

Pamela Garretson gave a presentation on The Boeing Company’s ethics program, which focuses
on the employees’ personal ownership and business success. Of Boeing’s current 158,000
employees, about 100 are ethics conduct advisors internationally. Integrity is valued, understood
and upheld. A “Code of Conduct” is signed annually by every employee and is mandatory.
Boeing hopes to achieve recognition as a model for ethics by global partners, customers and peer
companies.

In terms of ethics requirements, a difficult aspect is how the institution demonstrates teaching
ethics. A person with integrity:

          Deals with others in a fair, honest and straightforward manner
          Honors commitments
          Is trustworthy
          Takes responsibility for failures and shares credit for successes
          Uses appropriate discretion

Leadership must be provided, the tone must be set at the top, and clear expectations must be set.

It was recommended that Cal Poly should have (or develop) a Code of Conduct and that it should
have prominent language on the home web page. Cultural openness should be promoted. Value-
based decision making (i.e., applying organizational and personal values to make decisions and
take action) should be used in the classroom. It was recommended that IME [Cal Poly] continue


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to implement ethics and conflict of interest training for faculty. The following two websites
were referenced:

       http://ethics.tamu.edu/pritchar/an-intro.htm and http://repo-nt.tcc.virginia.edu/ethics/

Linda Adkins reviewed some Boeing ethics training examples. She reported that, company-
wide, 12,000 ethics-related calls were taken this year, and the number has increased year after
year. The program’s value is that issues are identified, and it is visible to all concerned that
corrective actions are taken.


                                           Minutes
                                  Friday, November 18, 2005

Outsourcing / Globalization Issues (focusing on “The World is Flat” book)

Bob Bjurman, General Motors, provided a short overview of the history of General Motors and
the company’s global presence. Next, based on the Advanced Reading assignment of “The
World is Flat”, the 3-page summary of the book, or viewing MIT 1:15 video on the book, he
facilitated a discussion, brainstorming, prioritization session.


Roundtable Discussion by Meeting Participants:

First, each meeting attendee/IAB representative addressed 3 questions in a roundtable discussion:

       1)      How are these issues impacting your firm (now and/or future)?
       2)      What new knowledge and skills are needed by grads?
       3)      What changes are needed in IME educational programs?

[Sheldon Khougaz] New employees need to have a passion and a ‘toolbox’. Independent
thinking and new ideas are valued. Fundamentals are important and need to be taught at Cal
Poly. Supply chain (material flow) is important. Labor is the most valuable resource his
company has in the U.S. New employees must be able to adapt to new technology.

[Dawn Garrett] Raytheon held a Diversity Summit recently in Dallas, TX. The results revealed
that baby boomers don’t want to leave, X&Y’s don’t have the skills, yet there are differing
values between these two groups, and the challenge is how to combine them. They are not
“kids” but are professionals who like to give and receive feedback often. There needs to be a
highly integrated network of professionals for Supply Chain Management. Project Management
skills are important. There needs to be a focused matrix of the process related to the specific
goal by the end of each day.

[Beth Emery] There are communication issues, and the ability to communicate is essential.
Students need to come out of school being able to bring a concept to others in other countries and
to understand and control key interfaces.


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[Wayne Gilbert] There is a need to figure out how to address the world market without losing
the [company] name. Preconceived ideas need to be considered with cultural appreciation and
cultural diversity, with an understanding of the global nature of competition. Changes happen
very rapidly due to changes in technology and the internet. Students being trained need to have a
far broader scope of the world than in the past. Sociology, economics and ethics need to be
taught. Project Management and Supply Chain are important and the ability to manage projects
and other suppliers that are a company’s partners - communication is essential.

[Larry Patzman] When he asked a former IE student who graduated 4 years ago what he would
like to have learned while at Cal Poly, the response was ‘enterprise resource planning’.

[Dwight Miller] Supply Chain is very important, and because some company contracts require
employing people around the world, knowledge of intellectual property in other places in the
world is important.

[Dawn Garrett] How thoughts, integration, and management of interfaces can be made as
seamless as possible is a goal. Worldwide ethics standards and diversity are important. This is
very complex, and one of the important things to learn is how to network in consideration of
other value systems when dealing globally.

[Jim Sperling] Solar Turbines is based in San Diego and competes worldwide. They are seeing
many resumes listing “No Experience”. Students should be required to do an internship. This
would help to determine if a student has a passion for their profession. Recent Cal Poly
graduates have commented that they wish they had a better understanding of graphics.

[Dan Franchi] Unocal supports the hiring of local labor.

[Sheldon Khougaz] Engineers need to be able to teach others how to do their jobs.
Communication skills and partnerships with others are important.

[Robb Milley] More appreciation and training in finance would be beneficial.

[Michael Yang] Innovation and creativity are important in the U.S. to maintain an edge. It is
vital to know how to utilize global resources. St. Jude Medical has many research developments
outside the U.S. Perhaps a joint program (e.g. Communications) could be developed in order to
expose students to international issues.

[Robert Crockett, IME Graduate Programs Coordinator] He recently asked graduate students
how many would take advantage if there was a program in place for an overseas company
internship, even if they had to pay transportation costs. Every hand was raised -- there was an
overwhelming, consensus response in favor.

[Ted Melsheimer] Wondered what it would take in the U.S. to make a level playing field.
Pensions, healthcare, and workmen’s compensation are issues primarily faced by U.S. industry.




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[Reza Pouraghabagher, IME] Two students that he placed in foreign internship for six months
both asked why students are not exposed to international study opportunities earlier in their
education at Cal Poly. Many students come to Cal Poly from high school with no international
exposure. He has also observed that students are not reading their course material, which is a
fundamental problem.

[Eric Melsheimer] There is a need for more emphasis on fundamentals rather than just technical
skills. Care should be given to not overload students with expectations from having an
undergraduate degree.


Brainstorming / Prioritization Session for Outsourcing / Globalization Issues:

Bob Bjurman then asked each of the meeting participants to create ideas and put them on 3x5
post-it notes in 3 categories A, B, C (see below). The bullets indicate their responses; the
responses in bold type below were rated as the highest priority by the group members (prioritized
by the number of individual dots placed by members):

   A) What new knowledge and skills are needed by IME grads?

       Project Management:

              Project management skills. Master scheduling, Team Dynamics,
               Strategy (value stream).                                    (5 dots)
              Ability to manage task and people that may not be related to your company by
               ownership.
              Project management that deals with managing teams or members in different
               countries in different time zones.
              Ability to perform financial analysis of a project.
              Theory of risk management techniques.
              Managing interfaces and hands-offs.

       Production Systems / Supply Chain Management:

              Ability to understand the entire enterprise – apply process
               development to non-engineering functions – purchasing, finance,
               inventory, service, etc.                                       (4 dots)
              More emphasis on “business” area (Goal of the enterprise is to make a profit).
              Knowledge: elements of entire production system from sales to support, how each
               is important and how they interface / relate.
              A. Knowledge in starting their own business – know how to compete.
               B. Overcome the political negative spirit in CENG – especially IME. Pay
                   attention to students feedback on core classes.
               C. Broaden the advisor membership.




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      Supply Chain Management - Integration of engineering design, financial
       considerations, social or regulatory constraints and still be able to make or buy
       product to sell for profit!
      Working in integrated teams bringing the right “knowledge” at the “right” time.
      SCM
      Supply Chain Management (SCM). Risk management (structured). Run rules
       outside your company.

Supply Chain Management / Enterprise Resource Planning:

      Supply chain management that deals with common pitfalls that are experienced
       by companies that move manufacturing offshore.
      Supply chain management that addresses the reasons why companies are going
       offshore.
      Work more ethics, supply chain, and product management philosophies into
       current classes as you are starting to do.
      ERP in the Net Age “knitting” the supply base.
      Knowledge of enterprise resource management techniques (integration across
       organizational boundaries).

Communication / Relationship Skills:

       Conduct distributed team meetings with not everyone in the same
       room. Must communicate with other team members via teleconference.
       This is a new skill.                                           (1 dot)
      Grad’s need to be effective at presenting ideas to non-technical audiences.
      Non-text based communication (e.g. diagramming concepts, sketching ideas).
      Networking – they can’t know it all, so they need to be able to find it from others.
      Include in curricula a section emphasizing that the Human Resources are the most
       important, and how to factor this into processes.
      Ethics training.
      Skills: Leadership, able to relate to other organizations, basic understanding of
       their processes, how to integrate into solution set.

Quality:

      Industry certification in 6-Sigma, ISO9000, SCM, … while students at Cal Poly.
      Knowledge / awareness of quality management systems. ISO, AS9100, etc.

Value Engineering / Tech Skills:

      Geometric dimension and tolerancing class / training.                     (2 dots)
      New Skill: As a design of experiment – learn to disassemble a competitor’s
       product to analyze the design, manufacturing process used, materials and cost to
       produce to keep ahead of your competition.


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   Cultural / Global Awareness:

         International / global awareness. Cultural, market awareness, and
          competitive awareness.                                          (1 dot)
         Cultural dynamics (organizational and country culture).
         Language requirement.
         Product management that deals with understanding of different work styles in
          different countries.


B) What changes are needed in IME educational programs?

   Soft Skills Communications:

         Foreign language requirement?
         Excellent presentation skills; able to present complex technical issues in simple
          terms that guide decision process.
         Ability to build consensus among peers, other functions on aspects/ value of
          proposals (networking outside the board room).
         Eliminate speech class to save units for something more important, by further
          integrating public speaking and presentation preparation into current classes. You
          are doing a pretty good job of this already.
         Add communication plan development as requirement in senior projects or other
          appropriate projects.
         Infuse non-text-based communication in presentations and reports.
         Expanding on business concept, have curriculum fill basic engineering goals, then
          fewer specialized courses to be supplemented with core business concepts.
         Increase learning of various types and best form / channel of professional
          communications.

   Multi-Disciplinary Teams:

         Cross departmental / functional projects; joint classes for perspective; project
          management skills.
         Multi-disciplinary team. Continued emphasis on team in cross-functional
          environment. This is a reality for industry, and teamwork is critical.
         Create multi-disciplinary (MD) certifications and add as a graduation
          requirement.
         More cross-school team activities / projects: Business, communication, other
          engineering, Information Systems, etc.




                                            7
Project Management:

    Project Management: Include risk management, IMS/IMP, supplier
     management plan, measurement, change management.               (1 dot)
    Fundamentals of quality systems engineering (maybe a certificate
     approach).                                                      (1 dot)
      Develop interface / handoff management skills by adding ID of interfaces in
       process / product design tasks and development of interface specs.
      Joint program with Engineering Management, oversea partners (School /
       Industry).
      Add supply chain management into curriculum, either as a required course or
       integrated into other courses.
      Information Technology: ERP systems, web ramifications, etc.
      Add Project Management into curriculum as a required course.
      Continue to develop courses in “new” technology, factory automation (IE), vision
       systems, RFI, ERP.

External (International) Study / Experience:

      Co-Op outside of North America.                                           (3 dots)
      Establish exchange program with a foreign university.                      (1 dot)
      Co-Op’s. Students gain as much or more experience and value to employers in 3-
       month co-op as a year of classes. (Soft skills and globalization).
      Require co-op or internship for graduation.
      Make a technical internship a requirement for graduation.
      Encourage and promote international project as an alternative for completing
       MSIE, MSE-ITM, and MSE / MBA EMP internship/project (i.e., IME 596).
      Some requirement for international exposure (GE offered by other school?)
      Actively explore alternative ways to bring international understanding and cross-
       cultural understanding into curriculum.

Life-Long Learning:

      More Continuing Education programs for past IME graduatess in
       industry via distance learning (skills update: SCM, machine vision, …,
       DOE)                                                            (2 dots)
      Better understanding of old, fundamental skills. This might seem new to some
       students.
      Bring back concept of electives so students can “reach” out to other interests.
      Have a few senior projects that interface with other fields of engineering (e.g.,
       IME and ME).
      Develop options trades skills by requiring solutions - include variety of options,
       “trades” of best options.
      Distance coursework to earn money and sustainability for IME programs.
      Applied ethics training (such as an honor code for tests, papers)


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              Do not lose track of the fundamentals in an effort to improve.
              Manufacturing Systems Engineering major (or Industrial Systems Engineering)
               (new degree names)


    C) Other - Any ideas you believe are of value to IME students.

            Students need to be able to teach other students and peers (skills,
             processes, methods).                                              (2 dots)
            Projects should include at least one “hands-on”, whether through
             internship or as an on-campus project. *Credit for extra-curricular
             hobby.                                                            (2 dots)
            My opinion: I’m not sure having a “final test” as discussed Thursday
             would provide any benefit to employers or students. There are other
             ways to satisfy ABET. Students will have offers (and a job) in hand
             prior to taking test.                                             (2 dots)
              Students I talk with are frustrated with many support classes – particularly with
               Mechanical Engineering Department. Foster a better relationship with the new
               Department Head and fix the issues.
              Understanding that technical competency / excellence is assumed. Intangibles
               will set the student apart – communication, negotiating skills, experience with
               other cultures, etc.
              Summer trip to China / other countries, led by a faculty, and earn credit.
              How can you get students to be more passionate about their chosen field / major?
              Emphasize an understanding of globalization / working outside of U.S., and the
               implications and requirements.
              Other departments at Poly, outside of engineering, to provide cultural diversity
               classes.
              Encourage students to take / participate in: foreign language class, cultural
               awareness activities, and international club.


Senior Project Poster Session

        The Senior Project Poster Session was then set up by participating students. Industry and
faculty participants then reviewed and rated the Senior Project displays with students, and then
provided written feedback for evaluation of senior projects.




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