A Self-Renewing, Industry-Driven Capstone Design Program

Lead Institution: University of Idaho, Moscow, ID

Collaborating Institutions: Industry, government, universities

Category: Capstone/Industry Partnerships

Date Implemented: August 1991

Website: http://seniordesign.engr.uidaho.edu/; http://www.webs1.uidaho.edu/mindworks; www.uidaho.edu/expo

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Program Description: The interdisciplinary senior capstone design program at the University of Idaho (UI) was initially developed in the mechanical engineering department but has continued to expand to all of the engineering departments. The objectives of the UI interdisciplinary senior capstone design program are to introduce students to current “best practices” in industry for design and manufacturing, help students grow professionally by providing a focus for developing teamwork, communication, and project management skills, and increase industry/university collaboration within the context of specific product needs. Results from over 20 capstone design team projects each year are shared with the public, alumni, and industry partners at a signature university event known as the UI Design Expo. The UI commitment to this program has resulted in the construction of a 6000 ft2 design suite that includes a CNC-equipped machine shop, project assembly area, advanced CAD laboratory, 3D printer, conference/study area, design review studio, and graduate student offices. To make this program self-sustaining, a system of knowledge management was developed to manage both explicit and implicit knowledge. Implicit knowledge is transferred through the Idaho Engineering Works (IEW), where a group of graduate students is given specialized training in hardware, software, manufacturing, and leadership with the expectation that they will mentor and support undergraduate students during the senior design course. The mentored undergraduate students then become part of IEW and mentor future students. This program was started by faculty who reviewed publications about Lockheed Skunk Works and research on creativity enhancement and technical leadership, and then sought industrial guidance. This led to finding design problems from industry for students to solve. External project partners donate equipment, provide design problems, provide peer review, and collaborate in resource development. Several campus offices and colleges work together to implement the program.

Anticipated and Actual Outcomes: Capstone course outcomes fall into four areas: student learning, program operation, infrastructure development, and community development. Student learning outcomes include: (a) deep immersion in and reflection on self-directed project learning, (b) early prototyping that accelerates and improves the quality of final designs, (c) formal communication (oral and written) that allows clients to easily integrate design project results, and (d) a cadre of graduate student mentors with exceptional technical leadership skills. Program operation outcomes include: (a) annual planning, oversight, and assessment that produces yearly improvements, (b) project results that delight all stakeholders, leading to follow-on projects in subsequent years, and (c) minimal cost to produce results, leading to increased resources for infrastructure. Infrastructure development outcomes include: (a) locally produced, web-based design tools, rubrics, and quick references for just-in-time professional development, (b) innovative learning spaces for virtual and physical prototyping, and (c) diversity of well-maintained hardware and software supporting the creation of circuit board parts. Community development outcomes include: (a) vertical integration of design, engineering science, lab, and graduate courses for better results, (b) contributions to regional economic development, and (c) alliances with other units on and off campus that lead to new and exciting project opportunities.

Assessment Information: Program outcomes are measured as part of yearly ABET data collection in areas of design, teamwork, professionalism, communication, and life-long learning. Program outcomes are also regularly reviewed by capstone faculty, Design Expo judges, and by industry advisory boards. Results are recorded in program assessment reports, reviewed by departmental ABET committees, acted upon as appropriate, and maintained in an archive on a shared drive. Capstone faculty regularly review and update a program assessment document that identifies stakeholders, program attributes, and program scope as well as strategic goals and tactical goals under the four program areas—program operations, design education, design/manufacturing infrastructure, and community development.

Funding/Sustainability: The program began as an internal bootstrap effort with no more than $50k funding from engineering departments, external sponsors, and College of Engineering research groups for faculty, staff, and graduate students and less than $10k for materials. The first projects were done for $2000/ each. The goal is to expand partnerships to include over $100k/ year for graduate student support. Program support will be expanded with hardware/software sponsorships as well as modern manufacturing and metrology equipment that will facilitate a campus-wide expansion to students and faculty working on design projects in multiple disciplines. The program is self-sustaining and continues to operate even as faculty members come and go. One key feature of the program sustainability is a team of graduate student mentors which fosters professional and technical excellence by mentoring undergraduate design teams. Another feature that contributes to sustainability is the UI institutional commitment to providing financial support for the program. While the program has been enhanced with external support, the bulk of the program support is contributed by the University.



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A Self-Renewing, Industry-Driven Capstone Design Program Lead Institution: University of Idaho, Moscow, ID Collaborating Institutions: Industry, government, universities Category: Capstone/Industry Partnerships Date Implemented: August 1991 Website: http://seniordesign.engr.uidaho.edu/; http://www.webs1.uidaho.edu/mindworks; www.uidaho.edu/expo Program Description: The interdisciplinary senior capstone to follow-on projects in subsequent years, and (c) minimal cost design program at the University of Idaho (UI) was initially to produce results, leading to increased resources for infrastruc- developed in the mechanical engineering department but has ture. Infrastructure development outcomes include: (a) locally continued to expand to all of the engineering departments. The produced, web-based design tools, rubrics, and quick references objectives of the UI interdisciplinary senior capstone design for just-in-time professional development, (b) innovative program are to introduce students to current “best practices” in learning spaces for virtual and physical prototyping, and (c) industry for design and manufacturing, help students grow diversity of well-maintained hardware and software supporting professionally by providing a focus for developing teamwork, the creation of circuit board parts. Community development communication, and project management outcomes include: (a) vertical integration skills, and increase industry/university of design, engineering science, lab, and collaboration within the context of specific graduate courses for better results, (b) product needs. Results from over 20 contributions to regional economic capstone design team projects each year are development, and (c) alliances with other shared with the public, alumni, and units on and off campus that lead to new industry partners at a signature university event known as the and exciting project opportunities. UI Design Expo. The UI commitment to this program has Assessment Information: Program outcomes are measured as resulted in the construction of a 6000 ft2 design suite that part of yearly ABET data collection in areas of design, team- includes a CNC-equipped machine shop, project assembly area, work, professionalism, communication, and life-long learning. advanced CAD laboratory, 3D printer, conference/study area, Program outcomes are also regularly reviewed by capstone design review studio, and graduate student offices. To make faculty, Design Expo judges, and by industry advisory boards. this program self-sustaining, a system of knowledge manage- Results are recorded in program assessment reports, reviewed ment was developed to manage both explicit and implicit by departmental ABET committees, acted upon as appropriate, knowledge. Implicit knowledge is transferred through the Idaho and maintained in an archive on a shared drive. Capstone Engineering Works (IEW), where a group of graduate students faculty regularly review and update a program assessment is given specialized training in hardware, software, manufactur- document that identifies stakeholders, program attributes, and ing, and leadership with the expectation that they will mentor program scope as well as strategic goals and tactical goals and support undergraduate students during the senior design under the four program areas—program operations, design course. The mentored undergraduate students then become part education, design/manufacturing infrastructure, and community of IEW and mentor future students. This program was started development. by faculty who reviewed publications about Lockheed Skunk Funding/Sustainability: The program began as an internal Works and research on creativity enhancement and technical bootstrap effort with no more than $50k funding from engineer- leadership, and then sought industrial guidance. This led to ing departments, external sponsors, and College of Engineering finding design problems from industry for students to solve. research groups for faculty, staff, and graduate students and less External project partners donate equipment, provide design than $10k for materials. The first projects were done for $2000/ problems, provide peer review, and collaborate in resource each. The goal is to expand partnerships to include over $100k/ development. Several campus offices and colleges work year for graduate student support. Program support will be together to implement the program. expanded with hardware/software sponsorships as well as Anticipated and Actual Outcomes: Capstone course outcomes modern manufacturing and metrology equipment that will fall into four areas: student learning, program operation, facilitate a campus-wide expansion to students and faculty infrastructure development, and community development. working on design projects in multiple disciplines. The pro- Student learning outcomes include: (a) deep immersion in and gram is self-sustaining and continues to operate even as faculty reflection on self-directed project learning, (b) early prototyp- members come and go. One key feature of the program sustain- ing that accelerates and improves the quality of final designs, ability is a team of graduate student mentors which fosters (c) formal communication (oral and written) that allows clients professional and technical excellence by mentoring undergradu- to easily integrate design project results, and (d) a cadre of ate design teams. Another feature that contributes to sustain- graduate student mentors with exceptional technical leadership ability is the UI institutional commitment to providing financial skills. Program operation outcomes include: (a) annual plan- support for the program. While the program has been enhanced ning, oversight, and assessment that produces yearly improve- with external support, the bulk of the program support is ments, (b) project results that delight all stakeholders, leading contributed by the University. 11