Science and Technology Studies Commons^™

Auburn University Team Takes Third Place In 2011 Launchpad Competition

Paul Swamidass

"Launchpad helps motivate the Thomas Walter Center to prepare a sound business plan for a promising Auburn University engineering invention each year," said Swamidass. "The screening provided by the Launchpad judges and publicity offered by the competition increases the chances that a strong Auburn invention will get to market for the benefit of the economy and the public. We expect IPC Foam to attract a CEO and private capital to establish a local startup to successfully commercialize this technology."

First Annual Invention2venture (I2v) Apprentice Challenge Workshop (2010)

Paul Swamidass

In a nutshell, a number of AU student teams, after an introduction from experts on starting and running a business, were challenged along the lines of Mr. Trump’s TV show, “The Apprentice,” to start a business and produce income in 72 hours with $100 seed investment given to each team. The teams delivered, and in the process gained hands-on experience in entrepreneurship; the teams returned the seed investment and kept the profits. Two teams were rewarded.

Product Concept To Complete Business Plan In Three Months In An Ug Course For Business + Engineering Students, Paul Swamidass, Nels Madsen, P.K. Raju, Jackie Dipofi

Paul Swamidass

sophomores/juniors work in multi-disciplinary teams to conceive and select a technology-intensive product, develop a project schedule, conduct market research and survey, complete product engineering/design, make manufacturing/sourcing decisions, estimate demand for five years, develop production/sourcing capacity, estimate investment needed and 5-yr cash flow as part of a business plan in 3 months; the business plan presentation is judged by a panel. The course is called Introduction to Business and Engineering but it is a holistic Technology Ventures course that prepares engineering and business students to partner together in bringing a technology-intensive product to the market. This course can be easily adopted …

The Case For Actively Seeking Startup Companies For “Technology-Push” Inventions From Universities: A Research Agenda, Paul Swamidass

Paul Swamidass

Google Inc. began as a startup when all the large players in the industry turned down the opportunity to license the technology from Stanford University; Google has since become the leader in the industry with nearly 20,000 employees and a market value of about $150 Billion as of August 2009. Startup companies, using university technologies, have the potential to become a major economic force in the economy. But, it takes additional skills and effort on the part of University Offices of Technology Transfer (UOTT) to license an invention to a startup company compared to the effort needed to license to …

A Non-Credit Model For Real-Life Technology Transfer Experience For Cross-Disciplinary Student Teams, Paul Swamidass, Brian Wright

Paul Swamidass

This paper addresses several major issues of interest to ASEE’s Entrepreneurship Division. It covers (1) university technology transfer; (2) introducing technology IP protocol management to students; and (3) a model of working relationship with university technology transfer officers for the mutual benefit of university technology transfer and the training of university graduates with real-life technology transfer problems. Student reported benefits are included.

The Effect Of Auburn University’S Business-Engineering-Technology Program On The Predisposition Towards Entrepreneurship In Business And Engineering Graduates, Paul Swamidass, Daniel Butler

Paul Swamidass

The unique Business-Engineering-Technology (BET) minor at Auburn University trains business and engineering students in teamwork and entrepreneurship. All eleven graduates of the first BET class (2003) and nineteen graduates from the second BET class (2004) were surveyed to assess their entrepreneurial skills, knowledge and abilities. Their responses were compared against the Auburn University norm for graduating seniors. The norm was developed using 254 responses from business and engineering students who were cohorts of the BET students. In this lock-step program, students design and develop three different products and matching businesses to exploit their products. Over the two years, they prepare …

Succeeding In A Cross-Disciplinary, International, Student Design-Team Project: Auburn University/University Of Plymouth Experience, Paul Swamidass, Bob Bulfin, David Grieve, Chetan Sankar, Venu Vulasa

Paul Swamidass

Globalization has turned product design upside down. Members of a single design team in multinational firms may be located in several countries such as the USA, UK, Italy, India and so on. It is a challenge to give engineering and business students a taste of this experience. Auburn University’s Business-Engineering-Technology (B-E-T) program, and the College of Engineering, University of Plymouth, participated in a joint effort to replicate real-life product design process with a mixture of engineering and business students. This paper describes the experience, its lessons and compares it with other attempts at multinational student design-team projects.

Modeling The Adoption Rates Of Manufacturing Technology Innovations By Small Us Manufacturers: A Longitudinal Investigation Feb. 2003, Pp. 351-366., Paul Swamidass

Paul Swamidass

This study provides conclusive evidence to support the view that small plants are slower than larger plants to adopt manufacturing innovations. This empirical study based on over 1000 US manufacturing plants engaged in producing discrete products, studies the adoption of manufacturing technologies in small plants relative to large plants between 1993 and 1997.

Under the assumption that small manufacturers are disadvantaged, several federal and state programs have been created to assist small manufacturers in acquiring and adopting manufacturing innovations. Through quantification of technology adoption in small manufacturing firms, this study’s findings reveal which manufacturing innovations are in greater need of …

Innovations In Competitive Manufacturing, Paul Swamidass

Paul Swamidass

Competitive manufacturing in the US was made possible by the progress made in a number of areas. For example, progress in competitive manufacturing is attributable to advances in the strategic use if manufacturing, cellular manufacturing, lean manufacturing, flexible automation, total quality management, supply chain management, design for manufacturing, mass customization, improved costing, and so on.

Pressured by competition, US manufacturers began the journey to competitive manufacturing in the late seventies; their success brought revolutionary changes to US manufacturing.

The book is arranged in 13 different chapters, each covering a major subject within manufacturing management. Each chapter consists of one or …

Encyclopedia Of Production And Manufacturing Management, Paul Swamidass

Paul Swamidass

The Encyclopedia of Production and Manufacturing Management (1048 pages) is a specialized encyclopedia developed to serve as a basic reference resource for the practitioner, researcher, and student. Because of its specialized focus, this one-volume work is able to cover the entire field of production and manufacturing management. It contains factual and conceptual information for fundamental understanding while serving as a starting point for a deeper researched investigation. The material is state-of-the-art, covering the field of operations management and its exciting recent developments. These developments are covered extensively in this volume.

The downloadable file here has 54 pages which include, the …

Technology On The Factory Floor Iii: Technology Use And Training In Us Manufacturing Firms, Paul Swamidass

Paul Swamidass

This is the third issue of the Technology on the Factory Floor series. The study was sponsored by the Manufacturing Institute and the National Science Foundation. Data for this study of manufacturing technology use was collected from 1,025 manufacturing plant managers during 1997 using a modified survey questionnaire originally used in the 1993 study.

The findings were: Since the 1993 study, inventory turnover increased, rejection and rework reduced, and cycle time and manufacturing costs decreased; overall, there was measurable improvement in manufacturing since 1993. Other findings were: larger plants use technologies more extensively than smaller plants; exporters use more manufacturing …

Technology On The Factory Floor Ii: Benchmarking Manufacturing Technology Use In The Usa, Paul Swamidass

Paul Swamidass

This monograph is the result of the second joint effort of the Manufacturing Institute of the National Association of Manufacturers (NAM) and the author for studying the use of fifteen different manufacturing technologies in the US. Timely support by the National Science Foundation enabled this second study to be expanded to a larger number of participants. A total of 1,121 members of NAM participated in this study. Hard technologies studied were: AGV, CAD, CAM, CIM, CNC, FMS, LAN, Robotics and automated inspection, and soft technologies studied were: TQM, JIT, SQC, MRP, MRP II, and manufacturing cells.

Selected findings are: CAD, …