Category Archives: Engineering
5 Ancient Greek Engineering Inventions Still Used Today – The Collector
The influence of Ancient Greece on the modern world is pervasive, from democratic institutions to classical influences on art and architecture. The ancient civilization also invented a wide range of technologies, some of which are now central to modern life. From the odometer to the gimbal, these ancient Greek engineering inventions are ubiquitous today and have been central to many advancements that followed. Read more below for 5 famous examples of ancient Greek technology still used today.
Born around 287 BCE in the city of Syracuse in Sicily, Archimedes is renowned for a wide range of scientific discoveries and feats of engineering. One of the most famous inventions associated with the Sicilian scientist is the Archimedes Screw. Driven by necessity in his native Syracuse, Archimedes implemented the water screw to remove excess water from the hull of a ship commissioned by King Hiero II. Although Ancient Greek historian Diodorus attributed the invention to Archimedes, Archimedes never claimed to have invented the technology, instead discovering the screw pump visiting Egypt in 234 BCE.
The invention uses a sealed cylinder open at both ends with a screw-like blade. When the cylinder rotates, the device can efficiently lift water submerging the lower opening of the cylinder. This invention could be rotated by hand, operated by a single person creating an efficient process for raising water. Although no longer operated by hand, the Archimedes Screw has many modern applications. Since its invention, the most common application of Archimedes Screw is in irrigation. The technology can raise water from water sources into irrigation ditches providing an efficient water supply for agriculture.
Another modern application of Archimedes screw is as a sustainable technology used to harness hydroelectric power. In this application, the design of the screw is similar, but, rather than raising water, water pours through the screw pushing it into motion and generating kinetic energy. This can be implemented in rivers where water is flowing slowly. As a result of the slow movement of the turbines in low-flowing rivers, a hydrodynamic screw turbine can be integrated well with the natural ecology and aquatic life of a river.
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In 1901 a gearing mechanism was recovered from a shipwreck near the Greek island of Antikythera. Divided into 82 fragments, the mechanism was later analyzed by scientists internationally. The researchers have concluded that the differential gearing mechanism was used to predict astronomical patterns. Various estimates have been put forward for the date of invention between around 100 BCE and 200 BCE. At the earlier end, estimates would align with Rhodian astronomer Hipparchus study of the moons orbit.
This device is the earliest discovered technology of its kind by a significant margin, with the next astronomical clocks invented in England and Italy around 1400 years later. The Antikythera mechanism provides significant insight into technological progress in late Hellenistic Greece. This artifact is the earliest preserved example of gearing discovered in Europe. The complexity of the mechanism and functionality of the device evidence a civilization with an advanced understanding of differential gearing.
Physicist Derek John de Solla Price analyzed the device in 1959 and compared the Antikythera Mechanism to modern analog computers in its efficient calculation functionality. Based on the inscriptions examined on the remaining fragments of the device, users could input a date to receive complex predictions of astronomical patterns.
This is a gearing mechanism with three drive shafts, with the drive shafts on either side of the main shaft rotating at different speeds. This was used to provide angular rotations of the moon and the sun in the Antikythera mechanism. In the early 20th Century, mechanical computers used differential gears to perform calculations. Differential gears are now ubiquitous in a wide range of technologies, with the most common use being in automobiles.
Although there is some contention over the inventor of the odometer, there is a consensus that it was invented around the 3rd Century BCE and widely used throughout the late-Hellenistic Period. Archimedes discussed the concept of an odometer in Measurement of a Circle published in 240 BCE. Much later, Heron of Alexandria described an odometer in his text On the Dioptra.
Evidence for the odometer existing by the end of the Classical Period comes in the distances documented throughout Alexander the Greats conquests. In Ancient Greece, bematists were specialists in measuring distances and land. The distances recorded by Alexander the Greats bematists between Hecatompylos and Alexandria Areion, part of the silk road, were correct to an accuracy of 0.2% over a distance of 527 miles. This level of accuracy indicates that some form of odometer was used to measure distances. While it is not clear what form this odometer may have taken at the beginning of the Hellenistic Period, by the start of the Roman era, it was clear that a chariot or cart fitted with a gearing system was used to measure distances.
This technology formed a crucial component of Romes Empire as it was central to building roads and working out supply requirements for military campaigns. Archimedes calculations in his 60 BCE text Measurement of a Circle still apply to odometers used in cars today, using the wheels number of rotations and circumference to measure the distance traveled.
The first known description of a gimbal appeared by Philo of Byzantium toward the end of the 3rd Century BCE. Born in Byzantium and later living in Alexandria, Philos texts include the first known descriptions of a number of other engineering inventions, including the water mill and a chain drive used to reload a repeating crossbow. Philos thermoscope is also a predecessor to the thermometer used today.
Philos description of a gimbal described an inkwell mounted within an eight-sided pot with holes in each side. The inkwell was mounted within a number of metal rings on different axes meaning that at any angle the pot was rotated, the inkwell remained upright. This meant the ink would not run out of the holes, and the pot could be placed on any side. This use of a pivoted support that allows external rotation whilst keeping the support item upright is now used in a wide range of contexts.
One example where this is used is in stabilizing cameras. 3-axis gimbals maintain a cameras stability and axis while the camera is moved by the operator. Gimbaled thrusts were used in most rockets to control the spacecrafts direction. Using two axes rather than three, this gimbal allows the exhaust nozzle to change direction. Philos text, the Pneumatics, which describes the inkpot gimbal, has been regarded by some historians as edited in a 9th Century Arabic translation.
However, a recent analysis of the translation demonstrates it is likely to be credible as it included Greek characters, which had not been used for almost 800 years at the time of the translation. Roman author Athenaeus Mechanicus described a device similar to a gimbal in his text On Machines composed in the 1st Century BCE, demonstrating that this technology had been developed further by the beginning of the Roman era.
The first elevator, built by Archimedes around 236 BCE, was described by Roman Architect Vitruvius. The elevator was described as using a pulley system around a drum powered by a rotating capstan operated by hand. The use of pulleys and winch systems was well-documented in Ancient Greece and was responsible for many of the architectural achievements of the time. Archimedes is considered to have invented the first compound pulley, with the earliest account of winch systems found in a text by the Greek historian Herodotus.
These pulleys were used in a wide range of contexts, using leverage to lift heavy objects in constructing some of Ancient Greeces most impressive structures. While pulleys are known to have existed around the 12th Dynasty of Ancient Egypt, the introduction of the compound pulley by Archimedes helped increase the mechanical leverage of this invention. A compound pulley combines a fixed and movable pulley to increase this mechanical advantage.
Grooves found cut into the stones at the Temple of Apollo in Delphi indicate that pulley systems were implemented with cranes in Ancient Greece as early as the 7th Century BCE. With some blocks in this temple weighing almost 400kg, some form of a crane was almost certainly needed to make this project possible. The Romans adopted this developed use of winches, pulleys, and cranes in some of the most recognizable architectural feats of the ancient world.
From the fascinating Antikythera Mechanism to the odometer and the gimbal, and from the elevator to the screw of Archimedes, these ancient Greek engineering inventions are ubiquitous today and have been central to many advancements that followed.
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5 Ancient Greek Engineering Inventions Still Used Today - The Collector
Nuclear engineering department head receives Fusion Technology … – Pennsylvania State University
UNIVERSITY PARK, Pa. Jean Paul Allain, department head and Huck Chair Professor of Nuclear Engineering at Penn State, was named this years recipient of the Institutes of Electrical and Electronics Engineers (IEEE) Nuclear and Plasma Sciences Society (NPSS)s Fusion Technology Award, presented by the Fusion Technology Committee. He will be presented with the award during the Symposium on Fusion Engineering, held July 9-13 in Oxford, England.
The award is given to recognize outstanding contributions to research and development in the field of fusion technology, according to the IEEE-NPSS website.
Fusion technology harnesses energy produced via fusion nuclear reactions, which require a plasma, the fourth state of matter, to enable subatomic particles to reconstitute themselves. Allains contributions to the field of fusion technology include discoveries related to the interactions of fusion plasma and low-energy ions with material surfaces as well as the role surface chemistry plays in plasma-material interactions.
One of the most significant design challenges for materials performance exposed to extreme environments for example, heat, pressure and radiation is maintaining structural integrity while preventing or minimizing long-term damage, Allain said. In a fusion nuclear reactor, the expected operational environment is inherently extreme. The plasma-material interface is a critical region for design. Controlling the architecture in advanced materials to tailor properties beyond structure and composition has provided a new paradigm in modern materials design.
Allains contributions to the science and technology of surface chemistry in fusion have culminated in more than 50 peer-reviewed articles on the subject out of more than 160 total peer-reviewed articles authored by Allain. He has contributed to the engineering design and integration of plasma-material interface diagnostic systems in several fusion and high-intensity plasma systems.
Materials and their interactions with intense plasmas has been recognized as one of the key challenges to achieve practical nuclear fusion energy, said IEEE NPSS Fusion Technology Committee Chairperson Martin Nieto-Perez, who is also an associate teaching professor in the Penn State Ken and Mary Alice Lindquist Department of Nuclear Engineering. Dr. Allain, during his prolific career, has made important contributions to both the development of materials and a better understanding of how they interact with the plasma edge in nuclear fusion devices. It is a very well-deserved award.
Allain said hes honored both to receive this award and to be able to contribute to the progress of the field at such a critical time.
This decade is one of the most exciting times for nuclear fusion energy, with over $4 billion of private investment in nuclear fusion startups, the achievement of nuclear fusion ignition demonstrated at the National Ignition Facility at Lawrence Livermore National Laboratory and President Bidens announcement of hisBold Decadal Vision in 2022to support fusion technology development towards a fusion pilot plant in the 2030s, Allain said. Realizing carbon-free nuclearfusion energyremains one of the outstanding grand challenges of our time a seemingly limitless energy source using deuterium extracted from seawater as fuel and producing little to no radioactive waste.
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Nuclear engineering department head receives Fusion Technology ... - Pennsylvania State University
UC engineering co-op medalist is company’s first in Portugal – University of Cincinnati
Although Miskovic was at one company for all five of his co-op rotations, he received a wide variety of work experience in many departments at Leoni. In Portugal, he had three main roles: manufacturing, costing and designing.
In manufacturing, he worked as an operator performing tasks including assembly and assisting manufacturing engineers with improving manufacturing times. In costing, he used his operator experience to provide estimates of labor and materials required to create customers wiring harnesses. In designing, he took customer designs and created internal 2D drawings that fit Leoni standards and specifications. Working in different areas of the company gave him a complete view of what Leoni does.
UC students often choose to work for multiple companies during their five co-op rotations, but two things kept Miskovic at Leoni: opportunities and connections. Working with Caterpillar, being the first co-op at Leoni Portugal and traveling to the United Kingdom on a customer visit were some of these opportunities.
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UC engineering co-op medalist is company's first in Portugal - University of Cincinnati
UAH breaks ground on new 80,000-square-foot Raymond B. Jones … – UAH News
The University of Alabama in Huntsville (UAH) held a groundbreaking ceremony today for a new 80,000-square-foot engineering facility that will be named in memory of Raymond B. Jones, long-time business and community leader and past chairman of the UAH Foundation. The facility, which received initial approval by The University of Alabama System Board of Trustees in April 2022, will provide cutting-edge resources to support the largest college at UAH, comprising more than 2,850 students, as well as 90 faculty and staff.
Huntsville and North Alabama comprise both the fastest-growing region of the state and a high-tech hub with a continual need for a highly educated STEM labor force. The new Jones Engineering Building will feature modernized, world-class research and collaborative teaching facilities that will ensure UAH continues to meet the states workforce needs.
The University of Alabama System Board of Trustees, Chancellor St. John and the UA System leadership understand the significance of a modern facility and what this means to UAHs future growth, and I want to thank them for their leadership and guidance, said UAH President Dr. Charles L. Karr. In an effort championed by Senator Tom Butler, Governor Ivey and the Alabama State Legislature appropriated funds to make this needed building a reality, and we will forever be indebted for their commitment to higher education here in Huntsville, especially in the fields of engineering and science. I also want to thank the UAH Foundation, chaired by Dag Rowe, for its significant support. Mr. Jones was a past chairman of this philanthropic body, and because of his leadership, this university was set on a path for exponential growth.
Raymond B. Jones, civic leader and past chairman of the UAH Foundation.
Courtesy Raymond B. Jones family
Raymond B. Jones, Sr., was born in Knoxville, TN, in 1935, to engineer Carl T. Jones and his wife Betty. In 1939, his family bought a farm in Jones Valley in Madison County where G. W. Jones & Sons Consulting Engineers had been founded by his grandfather. Raymond Jones became president of G.W. Jones upon the death of his father in 1967, and as CEO oversaw numerous engineering design and municipal projects before his passing in July 2022. For his business and civic leadership, Jones was awarded the Distinguished Service Award from the Huntsville Madison County Chamber of Commerce. He received an honorary doctorate from UAH in recognition of his tireless support of the university.
Ensuring the growth and success of UAH is one of our top priorities, and the groundbreaking of this transformative building is a testament to that commitment, said UA System Board of Trustees President Pro Tempore W. Stancil Starnes. The Jones Engineering Building will be integral to UAHs role in supporting the regions workforce, research and educational needs, and we are confident it will favorably impact this community for generations to come. The future is bright for UAH.
UAH, a part of The University of Alabama System, is classified as R1 Very high research activity status among doctoral-granting universities by the Carnegie Classification of Institutes of Higher Education. Five of UAHs research programs currently rank among the top 20 federally funded programs in the U.S. Fiscal year 2021 marks the tenth year in a row UAH has had five or more research programs ranked in the top 25 nationally for federal research funding.
Conceptual view of the UAH College of Engineering Building. Renderings are conceptual and subject to change. All projects are subject to the approval of the University of Alabama System Board of Trustees.
UAH is known for our talented faculty and students who go on to be some of the brightest leaders in the national security, space exploration, healthcare, arts and business sectors, said President Karr. The Huntsville community is known for our remarkable STEM labor force, and the Jones Engineering Building will enhance our students experience.
Phase I of the project received Stage II approval from The University of Alabama System Board of Trustees at its April 2023 meeting. Phase I is estimated to cost $62.38M and includes plans for new construction that will replace the Wernher von Braun Research Hall, a building constructed in 1964. The new facility will be located west of the existing Engineering Building, adjacent to the campus lake along John Wright Drive.
This new building will serve as a centerpiece for UAH, enabling us to recruit the very best and brightest students from all 67 counties in our state, from states across the nation and beyond, said Dean Mahalingam. It will enable us to graduate engineers with B.S., M.S.E. and Ph.D. degrees who will contribute to filling the rapidly growing workforce needs of our region and our state. Today is indeed a historic day for the College of Engineering at The University of Alabama in Huntsville.
All stages of this multi-phased project are subject to approval by the UA System Board of Trustees.
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UAH breaks ground on new 80,000-square-foot Raymond B. Jones ... - UAH News
UM-Flint to offer revamped MS in Mechanical Engineering – University of Michigan-Flint
The University of Michigan-Flint will reintroduce its Master of Science in Mechanical Engineering program beginning fall 2023. With options for both full- and part-time study, the graduate program will offer a diverse student population the opportunity to earn a world-renowned master's degree and advance their careers in a competitive industry.
The program, intended for those who already have a bachelor's degree in mechanical engineering, will consist of 30 credits and take approximately two years to complete with full-time enrollment. Hyperflex classes, which meet in-person but offer real-time video streaming for those unable to visit campus, will allow students to earn their master's degree while maintaining their careers. In addition, students from other science and engineering disciplines are eligible to apply once they complete a number of prerequisite courses.
Quamrul Mazumder, professor of engineering, looks forward to the program returning, noting the encouraging job market for mechanical engineering.
"The automotive industry is seeking high-ability engineers with advanced degrees for the development of next-generation battery, electric, hybrid, and autonomous vehicles," he said. "Students with MSE degrees will be able to meet the demand for automotive and other industries in the region and beyond."
According to Michigan News article, the job market in Michigan seems particularly well-suited for new mechanical engineers, with the increasing level of interest in electric vehicles and automation creating a pressing need for experts in the field.
The MS in Mechanical Engineering's curriculum consists of four required core courses in advanced mechanics, thermodynamics, dynamics and control, and fluid mechanics. In addition to these, students will take 12 credits of related electives, culminating in the option to pursue a thesis. Students not taking a thesis will be required to complete two additional graduate level courses and take an exit examination.
Applications for the program are open now. Requirements for admission include a bachelor's degree in mechanical engineering from a regionally accredited college or university, and a minimum undergraduate GPA of 3.0 on a 4.0 scale. Submission of GRE scores for the 2023-24 application cycle is not required. Students from a separate engineering discipline may be required to complete undergraduate mechanical engineering courses before being admitted to the program.
More information about the MS in Mechanical Engineering can be found on the program's webpage.
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UM-Flint to offer revamped MS in Mechanical Engineering - University of Michigan-Flint
Engineering and R&D: The Path to New Sources of Value – Bain & Company
This article is part of Bain's 2023 Engineering and R&D Report.
At global medtech giant Stryker, the leadership teams quest for new sources of value creation is transforming the business. Once focused mainly on medical products, the company has moved over the past decade into preoperative surgical planning, digital physician advisory, robotic surgery, and wearable devices to track rehabilitation. Digital sensors harvest data at each step in the patient journey to continually improve Strykers products and ensure the best medical outcome.
Companies like Stryker are leading a vital shift in the way they wield technology and innovation in engineering and R&D (ER&D) as a source of value creation and competitive advantage. Historically, companies have viewed ER&D as a core function, but their primary focus was on making products better and cheaper. Today, an emerging group of leaders are investing in it as a strategic capability. These companies put ER&D and new technologies at the center of their businesses and wield them in bold new ways to innovate and reinvent business models. Instead of concentrating largely on improving products, they are moving into outcome-based solutions that allow customers to pay based on negotiated results, such as machine uptime.
How does this work on the ground? CTOs and ER&D teams are developing software, hardware, and services to improve customer outcomes and experiences (Figure 1). For example, instead of selling a hip implant, Strykers ambition is to ensure successful hip implant surgery and rapid recovery.
To reimagine the business around the concept of customer outcomes and experiences, leadership teams are accelerating their investments in several key areas. First, companies are embedding novel features in their products based on artificial intelligence, machine learning, cloud connectivity, and edge computing, which is a form of computing done on-site or near the source of the data, minimizing the need for remote data processing. Such features can transform unconnected products into smart devices.
A second area of investment to enhance customer experience involves designing products for continual upgrades and new services. Digital technologies allow companies to send upgrades via software or over the air. The aim is to delight customers with new experiences and produce an ongoing stream of revenue as opposed to a one-time product sale.
Companies are also creating new sources of value by improving environmental, social, and corporate governance (ESG) outcomes. Many are investing in new technologies to lower the firms carbon footprint and reduce the carbon emissions of their products. Leaders are designing goods for a circular economy by reusing materials, recycling, and remanufacturing products to extend their life. Circular design involves the use of modular components that are easy to replace or upgrade, enabling a longer life span. Remote monitoring technology can help firms better understand the value of a device in the field and its potential for refurbishment.
CTOs leading the race to find new sources of value creation are investing in all of these areas, often in combination. For example, Google Nest tapped artificial intelligence and machine learning to add innovative new features to standard thermostats. The result was a smart thermostat supported by cloud-enabled services that can learn a customers schedule and program itself to save energy. The innovation transformed the customer experience and forged a new market segment. Smart thermostats are expected to capture 18% of the thermostat market by 2028.
The risk of technology-based disruption adds urgency to the search for new sources of value creation. Companies in ER&D-heavy industries that do not invest and innovate to improve the customer experience may find themselves rapidly sidelined by nimble rivals.
The path to new sources of value creation differs by industry, but many first movers are reimagining their products as a service. Until recently, for example, automakers viewed their core business as producing vehicles. Now, many define their business as providing mobility. These leaders expect services to become a significant share of their business as they expand into new areas of mobility, including self-driving taxis, connectivity, and features that make driving easier, more pleasurable, and more productive.
Volkswagen, for example, sells electric vehicles (EVs), but also provides a charging service on multiple continents with one convenient wireless identification card. To ensure a seamless customer experience, it has teamed up with infrastructure providers to develop a simple and standard process that allows drivers to charge their cars at locations across the US, Europe, and China.
In aerospace, companies that once focused on selling planes increasingly are developing products and digital services that enhance the customer experience prior to the flight, in the air, and after landing. For example, Airbus and German authorities recently launched a research initiative on urban air mobility that will explore electric vehicle takeoff and landing for trips within cities and from one city to another.
Machinery companies are undergoing a similar shift. Instead of selling equipment with traditional service contracts, leaders are offering solutions that generate greater value for their clients. Such contracts may guarantee machine uptime, output rates, or other productivity metrics. Switzerland-based construction power tool company Hilti is expanding from hardware into construction software to improve construction productivity. It recently acquired Silicon Valley construction management software company Fieldwire, which is improving productivity on construction sites by optimizing coordination among owners, general contractors, architects, engineers, and other subcontractors.
Some companies and industries are further down the path than others in developing new sources of value based on enhanced customer experience. One early lesson: Success requires cross-functional collaboration. Leaders start by identifying the customer need. Next, the salesforce designs a proposition and pricing model. That ensures ER&D teams will create the right product.
What sounds easy in theory is extremely challenging in practice. Companies that take broader responsibility for outcomes need to deploy digital technologies that can dramatically reduce error rates and variable results. Take the case of self-driving cars or planes. To make autonomous vehicles safe, ER&D organizations must use fundamentally different technologies and develop new capabilities. Outcome-focused engineering requires big data and analytics capabilities, control over multiple value chain steps, and human-centric and personalized product design.
How are leading ER&D organizations supporting the transition to new business models? One important step is building a digital twin, or a virtual model of products out in the field. A digital twin can, for example, alert engineers to problems before they occur, chart energy use, and improve productivity. In designing a product, digital twins can be used to run simulations that help catch errors before the product trial phase, reducing time to market.
Another vital step is building a talent pipeline for the necessary engineering and IT capabilities, including data science, Internet of Things (IoT), and cybersecurity expertise. Leaders also are expanding the engineering teams scope of activity across the product life cycle. Nearly three-quarters of CTOs say shortening time to market is a top priority for engineering departments, while 70% say incorporating novel technologies into products and services is a key priority (see Figure 2).
Successful CTOs have understood that redesigning the ER&D organization is critical to focusing more effectively on customer experience and outcomes. That means expanding the engineering teams scope of activity, modernizing the operating model, processes, and workflows, and developing an effective human capital strategy and culture (see Figure 3).
One important organizational change is the need for interdisciplinary teams that provide access to strategic assets such as technology expertise to all departments. For example, a European leader in building technologies has bundled its embedded software and hardware capabilities in a cross-functional team. That team now provides different internal units throughout the organization with a modular set of software and hardware building blocks that they can use to build products.
A second major organizational difference is the shift from cyclical product development toward continuous technology development. In the long run, an Agile approach shortens time to market and reduces unit costs. Software development leaders such as Amazon and Netflix highlight the power of continuous development by using software code to upgrade their products thousands of times a day. Cross-disciplinary teams are key to continuous development as they are more likely to develop efficient solutions. Instead of having different departments create electronic control units for various functions in a car, for instance, one cross-functional team can use its combined expertise to consolidate the customer experience functions in fewer chips.
Leading ER&D organizations also embrace open engineering. They build an ecosystem of partners to fuel innovation and broaden their capabilities. Siemens and Qualcomm Technologies, for instance, joined forces to develop 5G-enabled smart building networks. The goal of the building automation partnership is to improve energy efficiency, reduce the cost of building ownership, and enhance security.
To free up engineering talent for more critical tasks, top CTOs are investing in automation, technology, and artificial intelligence. That approach also increases engineering efficiency, generating cost savings to invest in upskilling and hiring.
In the coming decade, ER&D teams will be critical sources of competitive advantage. They will improve existing products, unearth new sources of value creation, and lay the foundation for entirely new business models. Leaders know that developing new sources of value takes time. Those that start down that path today will be best positioned to compete in a new era.
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Engineering and R&D: The Path to New Sources of Value - Bain & Company
USI engineering students build prototypes for new patented medical … – University of Southern Indiana
In 2019, Steven Stump, Director of the Center for Applied Research at the University of Southern Indiana, was contacted by Morgan Miller, an Indiana University alumna working to develop a medical device to make patients more comfortable while staying in the hospital. The device helps patient care technicians turn patients on the bed more safely and comfortably.
Stump assisted Miller in applying for a grant through the Indiana Technical Assistance Program (INTAP), which helps fund startups and entrepreneurs in the state of Indiana. After Miller received the INTAP two years in a row, Stump connected her with a group of USI engineering students and a USI alum to help build the devices first prototypes.
USIs Center for Applied Research (CAR), an outreach program, served as Millers point of contact at USI and coordinated the project with both internal and external partners. CAR helps to connect businesses with University resources, including access to 600 faculty members, four Colleges and 70 academic programs. The Center also helps individuals, organizations, and communities become more successful through product development, market research, organizational strategies, environmental studies and more.
CAR Student Project Technicians, Aven Kimmel 22, Josh Thurman 24 and Hagan Hollinger 24 designed the electronic system and user interface, as well as the housing for all the components. For custom parts not commercially available, the student technicians designed and 3D-printed components in USIs Applied Engineering Center. Custom software and firmware were written to allow user control of each device, and the straps for the cushion were sewn on by members of USIs Theater Support department.
Hollinger, the primary electrical engineer on the project, knew the opportunity could contribute to his professional growth. "This project was challenging, but very rewarding, he says. I was able to apply a lot of concepts I learned in my classes, but I also had to do a lot of independent research. Because of this, I was able to grow a lot as a student and as an engineer. I hope I find opportunities to do more microcomputer projects like this one in the future.
Marky Lara 24, USI engineering major and USI Mens Soccer player, also assisted in the development of the initial prototypes. Through his internship with Anchor Industries last summer, he was able to assist in the manufacturing of the inflatable cushions that allow the device to turn the patient.
Miller credits working with CAR and student project technicians for turning her vision into a reality. She says after searching for months to find a responsive, reliable company to build the prototype, she was introduced to Stump.
His [Stumps] passion for his work and willingness to truly listen to my product idea was a breath of fresh air. Within a matter of weeks, he introduced me to his team of students who would be engineering my medical device, she says. They were professional and detail oriented. If they had a question, concern or improvement suggestion, it was addressed immediately.
The process was not without bumps in the road, though. Miller says as with any prototype process, delays and mistakes occur. But all were handled with grace and efficiency. I plan to showcase my completed prototypes at Medtrade, a medical conference in Dallas, Texas. Not only will I be able to show functionality of my product, my potential investors and clients will be able to personally test out my device, she says. This is all made possible by the team at USI who brought my dream into reality and exceeded my expectations.
Miller has a larger vision in mind as she continues this journey. Her ultimate goal is to have a factory in Bloomington, Indiana, where she can manufacture and distribute these products. She wants to employ local Hoosiers who are passionate about changing healthcare and improving the care for vulnerable patients who are at an increased risk of bed sores and pressure ulcers.
Four prototypes were fabricated for Miller, so several units were available for demonstration and solicitation of pre-orders or investments. She received a patent for the new product in January 2023 and is still searching for a licensing deal to help manufacture her product on a larger scale while awaiting FDA-approval.
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Q&A Interview: How Bosch UK is rising to the engineering skills … – The Engineer
Employers across industry face a series of challenges attracting and retaining the skilled engineers they need to compete. Martina McGrath, Director of Human Resources at Bosch UK explains how Bosch is addressing these challenges.
Technology is developing at a faster pace than before, necessitating the need to ensure our associates have the skills required to allow us to remain competitive in the marketplace. At Bosch we have in place several programmes specifically designed to respond to this development. We are committed to continuously developing our associates, be that via upskilling, reskilling, reverse mentoring, so that their skills remain relevant throughout their time at Bosch. We are in an era where whole new job fields are emerging and evolving quite quickly, depending on the situation this can, at times, require us to hire new associates with the required skills for example data scientists.
Reflecting on how subject areas and roles have changed over time it is clear that digitalisation has played a key role in this evolution, it is no longer necessary to manually transfer data in paper format to a software programme, a simple upload from one programme to another is usually all that is required.
We invest heavily in research and development. For decades a large part of our business has centred around developing engine technology for cars and trucks, this has now transitioned to focusing on developing technology in vehicles by boosting the power of software whether its driver assistance safety systems, electric powertrains, in-car entertainment, or other areas and thats an exciting development for Bosch.
We work very closely with our associates to anticipate the skills gap we expect in the future. At Bosch we have trained large groups of engineers so that theyre able to turn their attention to a new area of work, essentially reskilling. And we upskill too, so if someone is competent in software skills but perhaps lacking in another field, we support their development by offering them the opportunity to expand their skillsets and broaden their knowledge. We have partnerships with some of the leading universities in the UK who support our aim in this regard, one of our most recent examples relates to an associate who undertook a Masters qualification alongside their role. This enabled our associate to learn about AI, the application of this knowledge is being used to eliminate weeds on farmland in a targeted way, thereby reducing the impact on the environment.
Creativity also plays an important part in really understanding who has the skills we need and how they can be developed within the business. We heavily use coaching, mentoring and reverse mentoring initiatives, where a junior team member teaches skills to a colleague more senior than them thats where creativity and collaboration become truly effective. We give associates not just the opportunity to learn new skills but to share their own knowledge with others and we find that a lot of our associates enjoy being teachers and showing people how something like AI works, or how it can lead to an exciting business opportunity.
With todays pace of change, its more important than ever to get people interested in technology from an early age. We have a STEM ambassador programme to help inspire our younger generations to consider STEM subjects and to see how technology and robotics work. Weve partnered with the Institute of Engineering and Technology on FIRST Lego League, which is for children aged from four to 16, its very hands-on, they get to build things that can take on various tasks and challenges, and for the older age groups theyre building robots.
And sometimes we look at acquiring a company that might have skills or knowledge that will work alongside our existing capabilities. An example is Five, the Oxford-based start-up that has an advanced simulator platform in which to test autonomous driving technology. Merging skills and talents from newly acquired companies into our existing organisation, supports our aim to foster continuous learning. Its a fascinating process and its cross-border too, a lot of our Head Office team in Germany has been working with Five, sharing knowledge and building the foundation to future proof our organisation.
Technology is important because it can actually be used to accelerate the training process. For example, you can have people from all over the world on one Teams or Zoom call learning about a new technology. Training in an in-person environment can still, at times, be more effective but for information sharing, having the virtual option can also be highly beneficial.
Another example is installing new technology, for example we have chatbots on our HR intranet site. We still need to train people to work the chatbots and to ensure theyre accurate and are delivering a service thats quick and easy, not slow and frustrating.
Culture also has a role to play when youre developing the skills of an associate. Weve set up focus groups that bring associates together from a cross section of our divisions to encourage knowledge sharing and best practice in key areas. The aim is not just to share knowledge but also to adapt our culture and develop our focus on our strategically important areas leadership, diversity, equity and inclusion, digitalisation, agility, and sustainability.
In the coming years, we expect that training will continue to be a more important part of associates working life than it has been in the past. Weve developed an AI training programme so that everyone at Bosch has a fundamental understanding of what AI is and what it can do. Thousands of our associates around the world have embarked on this training. As new fields unfold this element of training will become essential so that our people become knowledgeable and competent, in many new areas. It requires time and commitment, but the benefit is you have a workforce with the ability to discuss and feel confident across a wide range of new technologies.
Martina McGrath is the Director of Human Resources at Bosch UK
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Q&A Interview: How Bosch UK is rising to the engineering skills ... - The Engineer
Monolith CEO: AI wont replace you, engineers using AI will – Automotive World
Monolith CEO and founder Richard Ahlfeld will lay down the challenge for engineers to stay ahead with AI at Hannover Messe (17-21 April), the worlds leading trade fair for industrial technology
The CEO and founder of Monolith, artificial intelligence (AI) software provider to the worlds leading engineering teams, has issued a stark warning for engineers to stay ahead of the curve when it comes to AI adoption, or risk falling behind.
During a keynote speech on 18 April at Hannover Messe, the worlds leading trade fair for industrial technology, Dr. Richard Ahlfeld will tell engineering attendees that AI wont replace them, but engineers using AI will.
In an excerpt from his speech, he says: Machine learning is becoming an increasingly important part of our personal and business lives, either as a conscious-decision by the user or subtly through the basic tools we use on a day-to-day basis. AI software is also transforming how automotive and industrial engineers develop complex products.
The power of AI lies in its ability to reduce the amount of physical testing time and simulations required to successfully develop products, especially those with highly complex, intractable physics.
Using valuable and sometimes limited engineering test data, AI software can make instant predictions of product performance or failure and enable engineers to identify the exact areas where testing should be done, and where it can be skipped. With reduced repetitive, time-consuming physical tests, AI promises increased confidence in product quality whilst accelerating time to market.
ChatGPT nicely visualises through text how much more you can get out of data. Essentially, the software is taking existing data and delivering an output that the end user finds interesting or useful. However, unlike ChatGPT, engineers dont need that much data to train a self-learning model. They leverage the test data that exists, but often goes unused, to deliver new engineering insights and accelerate product development.
With this outcome, its clear that self-learning models can become a standard tool for engineering product development. Yet, theres understandable anxiety among knowledge workers that AI could eventually take work away from humans. But we see much more upside than potential risk of downside.
Where AI might replace jobs at some point down the line, this technology will not only foster greater engineering creativity but also create many more new jobs. If were going to have an economy that grows, we need to reinvent how we do things. We cant keep doing things the same way and expect progress.
As AI becomes a trusted part of the product development process, Monolith expects engineers across all industries to significantly reduce verification and validation steps that today take weeks or months. Using AI, engineers are able to leverage their data to calibrate products for better performance, whether thats a battery, an engine, or a smart meter.
These engineers do not need to be Python coders or data scientists, just domain experts in their field. AI software that is built by engineers specifically for engineering domain experts allows them to quickly understand and instantly predict complex physics where simulation tools and traditional R&D methods fall short and slow time-to-market.
Monolith is seeing increased adoption of its AI software following customer success stories with Mercedes-Benz, BMW Group, Kautex-Textron and Honeywell.
SOURCE: Monolith
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Monolith CEO: AI wont replace you, engineers using AI will - Automotive World
AFIT administrator Darryl Ahner named dean of the College of … – Wright State University
Darryl K. Ahner will join Wright State as dean of the College of Engineering and Computer Science.
Darryl K. Ahner, Ph.D., dean for research at the Air Force Institute of Technology at Wright-Patterson Air Force Base, has been appointed dean of the Wright State University College of Engineering and Computer Science, effective July 3.
Michael L. Raymer, Ph.D., professor and chair of the Department of Computer Science and Engineering, has served as the colleges interim dean during the 20222023 academic year.
Dr. Ahners combination of leadership, scholarship and service experiences makes him uniquely qualified to lead the College of Engineering and Computer Science, said Wright State Provost Amy Thompson. He aims to create an environment where faculty, students and staff can thrive. As dean, he will foster a community that values inclusiveness, integrity, ingenuity, accountability, competence and honesty.
Ahner said he is excited about the opportunity to work with students, faculty and staff and local community members to advance the College of Engineering and Computer Science (CECS).
There is a strong demand for engineers and computer scientists across the region and nationally, Ahner said I look forward to leading the College of Engineering and Computer Science in providing transformative opportunities for our students, both in and out of the classroom, as they develop into competent, confident problem-solvers to meet this need. President Susan Edwards and Provost Amy Thompson have built a strong foundation of recruitment, retention and relationships toward ensuring student success, and I plan to continue this work with the staff and faculty of CECS in enabling our students to excel in their lives and chosen careers.
As dean for research at the Air Force Institute of Technology (AFIT) Graduate School of Engineering and Management, Ahner leads the Office of Research and Sponsored Programs and manages a $36 million research program. He provides advice and assistance to the chancellor, administrators and faculty on research, technology transfer, strategic communications, outreach and partnership activities.
In addition to serving as dean, Ahner is a professor of stochastic operations research.
Since he joined AFIT in 2010, he has also served as the director of the Office of the Secretary of Defense Scientific Test and Analysis Techniques in the Test and Evaluation Center of Excellence, director of the Center for Operational Analysis and professor in the Department of Operational Sciences.
In 2021, he received the Medal for Exceptional Civilian Service the Secretary of Defenses highest civilian award for workforce development and consulting activities.
Before joining AFIT, Ahner served on the faculty and as director of the Army Research Laboratory Mathematical Center of Excellence at the U.S. Military Academy at West Point and as director of research of the U.S. Army Research Center at the Naval Postgraduate School.
Ahners research emphasizes the optimization of test and evaluation, autonomous systems, big data analytics, reliability, stochastic models, simulation and military operations research applications. He has written 35 peer-reviewed articles, 28 proceedings and several book chapters.
A first-generation college student, Ahner graduated from the U.S. Military Academy at West Point with a bachelors degree in mechanical engineering (aerospace). He then served 22 years in the U.S. Army in leadership and technically demanding positions, retiring from the Army in 2012.
Ahner earned a Ph.D. in systems engineering from Boston University, a masters degree in operations research and statistics and a masters degree in applied mathematics from the Rensselaer Polytechnic Institute, and a graduate certificate in computer engineering from the Air Force Institute of Technology.
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AFIT administrator Darryl Ahner named dean of the College of ... - Wright State University