OPRE 6000 Professional Development (0 semester credit hours) This course is designed to enhance the students' experience such as building networking skills, verbal and written communication skills, business etiquette and learning how to increase their human capital. The goal of this course is to make students more marketable and valuable professionals to the global economy. (1-0) S OPRE 6009 Supply Chain Management Internship (0 semester credit hours) Student gains experience and improves skills through appropriate developmental work assignments in a real business environment. Student must identify and submit specific business learning objectives at the beginning of the semester. The student must demonstrate exposure to the managerial perspective via involvement or observation. At semester end, student prepares an oral or poster presentation, or a written paper reflecting on the work experience. Student performance is evaluated by the work supervisor. Pass/Fail only. Prerequisites: (MAS 6102 or MBA major) and department consent required. (0-0) S OPRE 6250 Global Supply Chain Management (2 semester credit hours) Executive Education Course. This course addresses the design and management of global supply chain including international sourcing, integration of suppliers and distribution channels. Prerequisite: OPRE 62 01 or OPRE 6302. (2-0) Y OPRE 6271 Project Overview, Strategic and Process Management (2 semester credit hours) Executive Education Course. Introduces the project lifecycle, typical project management processes, leadership and teaming in project management, the relevance of business process analysis, strategic alignment of projects, and professional credentialing of project managers. (2-0) R OPRE 6274 Project Execution Planning (2 semester credit hours) Executive Education Course. Concludes the introduction of project planning techniques started in OPRE 6373. Topics include negotiation, project time, resource, cost, and risk management. Prerequisite: OPRE 6373. (2-0) S OPRE 6275 Project Execution, Control and Closeout (2 semester credit hours) Executive Education Course. Introduces project execution, control and closeout techniques. Topics include project execution and control including earned value management, lean and six sigma methodologies, procurement management and project closeout. Prerequisite: OPRE 6274. (2-0) S OPRE 6301 (SYSM 6303) Statistics and Data Analysis (3 semester credit hours) Introduction to statistical and probabilistic methods and theory applicable to situations faced by managers. Topics include: data presentation and summarization, regression analysis, fundamental probability theory and random variables, introductory decision analysis, estimation, confidence intervals, hypothesis testing, and One Way ANOVA. (Some sections of this class may require a laptop computer). (3-0) S OPRE 6302 (SYSM 6334) Operations Management (3 semester credit hours) Operations Management integrates all of the activities and processes t
OPRE 6000专业发展(0学期学分)本课程旨在提高学生的经验，如建立网络技能，口头和书面沟通技巧，商务礼仪和学习如何增加他们的人力资本。本课程的目标是使学生成为全球经济中更具市场价值的专业人才。(1-0) S OPRE 6009供应链管理实习(0个学期学分)学生在真实的商业环境中通过适当的发展工作任务获得经验并提高技能。学生必须在学期开始时确定并提交具体的商业学习目标。学生必须通过参与或观察表现出对管理观点的了解。在学期结束时，学生准备口头或海报展示，或书面论文反映工作经验。学生的表现由工作主管评估。通过/失败。先决条件:(MAS 6102或MBA专业)和部门同意的要求。(0-0) S OPRE 6250全球供应链管理(2学期学分)高管教育课程。本课程介绍全球供应链的设计和管理，包括国际采购、供应商整合和分销渠道。前提条件:OPRE 6201或OPRE 6302。(2-0) Y OPRE 6271项目概述，战略和流程管理(2学期学分)高管教育课程。介绍项目生命周期、典型的项目管理过程、项目管理中的领导和团队、业务过程分析的相关性、项目的战略一致性以及项目经理的专业资格。(2-0) R OPRE 6274项目执行计划(2个学期学分)高管教育课程。总结了OPRE 6373中开始的项目计划技术的介绍。主题包括谈判、项目时间、资源、成本和风险管理。前提条件:OPRE 6373。(2-0) S OPRE 6275项目执行、控制和收尾(2个学期学分)高管教育课程。介绍项目执行、控制和收尾技术。主题包括项目执行和控制，包括挣值管理、精益和六西格玛方法、采购管理和项目收尾。前提条件:OPRE 6274。(2-0) S OPRE 6301 (SYSM 6303)统计与数据分析(3个学期学分)介绍统计和概率方法和理论，适用于管理人员面临的情况。主题包括:数据展示和总结、回归分析、基本概率论和随机变量、入门决策分析、估计、置信区间、假设检验和单向方差分析。(本课程的某些部分可能需要一台笔记本电脑)。(3-0) S OPRE 6302 (SYSM 6334)运营管理(3个学期学分)运营管理整合了提供产品和服务所需的所有活动和流程。本课程概述了帮助管理者做出更好的经营决策的方法和模型。这些方法将如何允许企业经营制造和服务设施，以便在全球环境中竞争也将进行讨论。先决条件或必备条件:OPRE 6301。(3-0) S OPRE 6303商业定量基础(3个学期学分)本课程讨论商业环境中必要的一些基本数学概念的应用。向学生介绍一些选定的主题，包括大学代数，
{"title":"Operations Research","authors":"Chandrasekhara","doi":"10.2307/j.ctv15wxrcn.10","DOIUrl":"https://doi.org/10.2307/j.ctv15wxrcn.10","url":null,"abstract":"OPRE 6000 Professional Development (0 semester credit hours) This course is designed to enhance the students' experience such as building networking skills, verbal and written communication skills, business etiquette and learning how to increase their human capital. The goal of this course is to make students more marketable and valuable professionals to the global economy. (1-0) S OPRE 6009 Supply Chain Management Internship (0 semester credit hours) Student gains experience and improves skills through appropriate developmental work assignments in a real business environment. Student must identify and submit specific business learning objectives at the beginning of the semester. The student must demonstrate exposure to the managerial perspective via involvement or observation. At semester end, student prepares an oral or poster presentation, or a written paper reflecting on the work experience. Student performance is evaluated by the work supervisor. Pass/Fail only. Prerequisites: (MAS 6102 or MBA major) and department consent required. (0-0) S OPRE 6250 Global Supply Chain Management (2 semester credit hours) Executive Education Course. This course addresses the design and management of global supply chain including international sourcing, integration of suppliers and distribution channels. Prerequisite: OPRE 62 01 or OPRE 6302. (2-0) Y OPRE 6271 Project Overview, Strategic and Process Management (2 semester credit hours) Executive Education Course. Introduces the project lifecycle, typical project management processes, leadership and teaming in project management, the relevance of business process analysis, strategic alignment of projects, and professional credentialing of project managers. (2-0) R OPRE 6274 Project Execution Planning (2 semester credit hours) Executive Education Course. Concludes the introduction of project planning techniques started in OPRE 6373. Topics include negotiation, project time, resource, cost, and risk management. Prerequisite: OPRE 6373. (2-0) S OPRE 6275 Project Execution, Control and Closeout (2 semester credit hours) Executive Education Course. Introduces project execution, control and closeout techniques. Topics include project execution and control including earned value management, lean and six sigma methodologies, procurement management and project closeout. Prerequisite: OPRE 6274. (2-0) S OPRE 6301 (SYSM 6303) Statistics and Data Analysis (3 semester credit hours) Introduction to statistical and probabilistic methods and theory applicable to situations faced by managers. Topics include: data presentation and summarization, regression analysis, fundamental probability theory and random variables, introductory decision analysis, estimation, confidence intervals, hypothesis testing, and One Way ANOVA. (Some sections of this class may require a laptop computer). (3-0) S OPRE 6302 (SYSM 6334) Operations Management (3 semester credit hours) Operations Management integrates all of the activities and processes t","PeriodicalId":184990,"journal":{"name":"An Enduring Quest","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115446747","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Benjamin Kwasa, Assistant Professor PHD Iowa State University Organization Design in the Design of Complex Systems, Unmanned Aerial Systems Integration, Value-Driven Design, Multidisciplinary Design Optimization, Heuristic Optimization, Systems Design, Systems Engineering, Preference Formulation and Communication, Risk Simulation in Design and Modeling, Engineering Education, MetaModeling, Decision Analysis, Systems Requirements Development. Jinling Liu, Assistant Professor PHD The Pennsylvania State University Artificial Intelligence, Biomedical Informatics, Precision Medicine, Big Data Analytics, Systems Biology, Immunology, Causal Inference, Mutliomics data.
Benjamin Kwasa，助理教授，博士，爱荷华州立大学复杂系统设计组织设计、无人机系统集成、价值驱动设计、多学科设计优化、启发式优化、系统设计、系统工程、偏好制定与沟通、设计与建模中的风险模拟、工程教育、元建模、决策分析、系统需求开发。美国宾夕法尼亚州立大学人工智能、生物医学信息学、精准医学、大数据分析、系统生物学、免疫学、因果推理、多组学数据。
{"title":"Systems Engineering","authors":"Casey Canfield, S. Corns, R. Marley","doi":"10.2307/j.ctv15wxrcn.13","DOIUrl":"https://doi.org/10.2307/j.ctv15wxrcn.13","url":null,"abstract":"Benjamin Kwasa, Assistant Professor PHD Iowa State University Organization Design in the Design of Complex Systems, Unmanned Aerial Systems Integration, Value-Driven Design, Multidisciplinary Design Optimization, Heuristic Optimization, Systems Design, Systems Engineering, Preference Formulation and Communication, Risk Simulation in Design and Modeling, Engineering Education, MetaModeling, Decision Analysis, Systems Requirements Development. Jinling Liu, Assistant Professor PHD The Pennsylvania State University Artificial Intelligence, Biomedical Informatics, Precision Medicine, Big Data Analytics, Systems Biology, Immunology, Causal Inference, Mutliomics data.","PeriodicalId":184990,"journal":{"name":"An Enduring Quest","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116651335","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This work presents an assessment of the development of leadership skills in fourth-year engineering students, who are project leads of teams that comprise of third-year engineering students in a yearlong Engineering Design and Professional Practice course. It is proposed that the success of peer learning is directly related to the growth and change in the project leads, the progress of the followers, and the strength of the leader-follower engagement. As such, this work will compare classroom observations with Leader-MemberExchange (LMX) theory and the concepts of servant leadership and authentic leadership in the context of an engineering workplace. This work will also discuss both the value of the inputs and the measure of the outcomes in this peer mentorship scenario, i.e. starting with the importance of the individual in peer mentorship, through reflection, goal-setting, and self-awareness, to the importance and practice of designated project lead management meetings, to the significance of knowledge transfer in the learning process. The challenges of peer learning at the undergraduate level will also be discussed. In presenting this work, the authors would like to promote knowledge sharing of how peer mentorship and the development of leadership skills have been implemented and assessed effectively in Engineering at other universities.
{"title":"Professional Practice","authors":"A. Hsiao, G. McSorley, David S. Taylor","doi":"10.32388/4y8wtk","DOIUrl":"https://doi.org/10.32388/4y8wtk","url":null,"abstract":"This work presents an assessment of the development of leadership skills in fourth-year engineering students, who are project leads of teams that comprise of third-year engineering students in a yearlong Engineering Design and Professional Practice course. It is proposed that the success of peer learning is directly related to the growth and change in the project leads, the progress of the followers, and the strength of the leader-follower engagement. As such, this work will compare classroom observations with Leader-MemberExchange (LMX) theory and the concepts of servant leadership and authentic leadership in the context of an engineering workplace. This work will also discuss both the value of the inputs and the measure of the outcomes in this peer mentorship scenario, i.e. starting with the importance of the individual in peer mentorship, through reflection, goal-setting, and self-awareness, to the importance and practice of designated project lead management meetings, to the significance of knowledge transfer in the learning process. The challenges of peer learning at the undergraduate level will also be discussed. In presenting this work, the authors would like to promote knowledge sharing of how peer mentorship and the development of leadership skills have been implemented and assessed effectively in Engineering at other universities.","PeriodicalId":184990,"journal":{"name":"An Enduring Quest","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114721507","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The “roots” of Industrial Engineering are certainly extensive, diverse and deep. Similarly, there are numerous historical “heroes” that made significant contributions to the development of the Industrial Engineering discipline. For the sake of argument, this article will assume that Industrial Engineering has at least two identifiable main roots, namely Determinism and Stochastism. The article attempts to trace the early history of the stochastic root which is very closely linked to the history of probability and statistics and hence games of chance, gambling and divinity. Therefore, the life and times, contributions and personalities of some of the heroes and villains, champions and sad cases of the stochastic world, will be briefly discussed in a somewhat light-hearted, but not necessarily flippant, manner.
{"title":"Industrial Engineering","authors":"P. Kruger","doi":"10.2307/j.ctv15wxrcn.9","DOIUrl":"https://doi.org/10.2307/j.ctv15wxrcn.9","url":null,"abstract":"The “roots” of Industrial Engineering are certainly extensive, diverse and deep. Similarly, there are numerous historical “heroes” that made significant contributions to the development of the Industrial Engineering discipline. For the sake of argument, this article will assume that Industrial Engineering has at least two identifiable main roots, namely Determinism and Stochastism. The article attempts to trace the early history of the stochastic root which is very closely linked to the history of probability and statistics and hence games of chance, gambling and divinity. Therefore, the life and times, contributions and personalities of some of the heroes and villains, champions and sad cases of the stochastic world, will be briefly discussed in a somewhat light-hearted, but not necessarily flippant, manner.","PeriodicalId":184990,"journal":{"name":"An Enduring Quest","volume":"1860 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127456246","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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