Advanced Manufacturing Work-Based Learning Toolkit
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Advanced Manufacturing Competency Model
Advanced Manufacturing Competency Model Updated April 2010 Employment and Training Administration United States Department of Labor 1 www.doleta.gov Updated April 2010 Advanced Manufacturing Competency Model Table of Contents About the Model ............................................................................................................. 3 Tier One: Personal Effectiveness Competencies ....................................................... 4 Interpersonal Skills ............................................................................................. 4 Integrity ................................................................................................................ 4 Professionalism ................................................................................................... 4 Initiative ............................................................................................................... 4 Dependability & Reliability ............................................................................... 4 Lifelong Learning ................................................................................................ 4 Tier Two: Academic Competencies ............................................................................. 6 Science .................................................................................................................. 6 Basic Computer Skills ......................................................................................... 6 Mathematics ........................................................................................................ -
Job Shadows and Internships
Evidence SE5-1, Job Shadow Policy Job Shadows and Internships This Policy is Applicable to: Big Rapids, Continuing Care, Corporate, Gerber, Ludington, Outpatient/Physician Practices, Pennock, Priority Health, Reed City, SH GR Hospitals, SHMG, United/Kelsey, Zeeland Reference #: 6602 Version #: 2 Original Effective Date: 7/14/2013 for nursing and 7/21/2013 for operations Version Effective: 12/27/15 Functional Area: Human Resources, Talent Acquisition 1. Purpose A wide variety of career pathways are available in health care. Experiential learning opportunities are mutually beneficial to the organization and the community. Participants explore career opportunities, observe best practices and develop an industry understanding. Spectrum Health benefits by facilitating development of a talent pipeline while being socially responsible within the communities in which it serves. 2. Definitions Affiliation Agreement: A contract between Spectrum Health and an educational institution outlining the terms and liabilities under which learners enrolled in the educational institution engage with Spectrum Health for unpaid learning opportunities. Paid Internship: A formal program to provide a practical experience for learners of an occupation or a profession typically lasting a semester in duration where compensation is issued. This learning experience is hands-on and is intended to produce meaningful work for the organization while the learner receives coaching from an employee. Learners should be enrolled in an academic program or have completed education requirements within the previous year. An affiliation agreement is not required as the learner is an employee. Unpaid Internship or Externship: A formal program to provide a practical experience for learners of an occupation or a profession typically lasting a semester in duration, where compensation is not issued. -
CAREER DEVELOPMENT OFFICE WORKING PROFESSIONALS’ ESSENTIALS CONTENTS 1 Welcome 2 Our Team 6 Checklist 8 Resume Template Navigation Is 9 Cover Letter Guide Clickable
CAREER DEVELOPMENT OFFICE WORKING PROFESSIONALS’ ESSENTIALS CONTENTS 1 Welcome 2 Our Team 6 Checklist 8 Resume Template Navigation is 9 Cover Letter Guide clickable. 11 LinkedIn Guide 15 Carey Compass 17 Career Navigator REFERENCE Industry Resource Guides Biotech, Pharma Consulting Corporate Social Responsibility Energy Enterprise Risk Management Entrepreneurship Financial Services U.S. Government Hospitals, Health Systems Investment Banking Nonprofit, NGOs, Microfinance Real Estate Technology Venture Capital THE CDO NOT YOUR TYPICAL CAREER OFFICE Congratulations and welcome to the Johns Hopkins Carey Business School! The Career Development Office (CDO) is excited to work with you throughout your program to help you navigate your professional development and job search strategy. Our office is comprised of two teams, Coaching & Education and Employer Relations. The Coaching & Education team focuses on preparation; your career coach will help you with self-assessment and career exploration, creating job search documents, preparing and practicing for interviews, and developing your professional skills. The Employer Relations team manages Carey relationships with employers throughout all industries and global regions. Employer Relations also coordinates industry panel events and employer information sessions, and oversees career fairs and MBA conferences. We want to start working with you today! The Working Professionals’ Essentials packet houses valuable resources and guides to help you jump-start the career exploration process. 1 MEET OUR TEAM OF TALENTED PROFESSIONALS Katy Montgomery Assistant Dean, Career Development Office Katy comes to the Carey Business School with over ten years of career services and recruiting experience. Katy received her B.A. from Loyola University New Orleans and her J.D. from Georgetown University Law Center. -
Advanced Manufacturing in Missouri 2
Advanced Manufacturing in Missouri 2 Advanced Manufacturing in Missouri Missouri is a center for advanced manufacturing excel- Automotive Manufacturing lence, supported by a cost competitive, pro-business and innovative environment, exceptional talent, exten- Across the state, Missouri talent drives automotive sive training programs, access to raw materials, and a manufacturing into the future with significant produc- globally connected infrastructure. tion from Ford and GM. Missouri’s automotive manu- facturing plants are strategically located on the North American Automotive Alley that stretches from Toronto Aerospace Manufacturing to Mexico City, and Missouri’s Kansas City area is the second largest automotive trade hub behind Detroit, The U.S. is the world’s largest aerospace producer, and according to Brookings. In 2019, Missouri produced Missouri has a rich history in aviation, especially mili- more than 770,000 vehicles at the Ford and GM plants. tary aviation. From Charles Lindbergh, to the Mercury space program, to the latest in aerospace innovation by Boeing, Missouri has led the way in every aspect of Missouri is a Global Leader aviation for nearly 100 years. Missouri exports more than $7.3 billion in advanced Today, more than 16,000 of Missouri’s highly trained manufacturing products to more than 210 countries workforce builds the F/A-18, EA-18, F-15, and T-7A fighter every year. The state is a world leader in aerospace jets and the MQ-25 unmanned refueler at Boeing’s and automotive manufacturing, and our expertise Defense, Space and Security facilities, along with com- extends to producing everything from egg carts to posite parts for the 777X and a huge array of military aluminum boats. -
Additive Manufacturing Pioneering Affordable Aerospace Manufacturing
Materials and Manufacturing National Aeronautics and Space Administration Additive Manufacturing Pioneering Affordable Aerospace Manufacturing Rapidly evolving digital tools, such as additive systems design and other aerospace materials manufacturing, are the leading edge of a revo- to meet NASA mission and industry needs. At-A-Glance lution in the design and manufacture of space Marshall is helping establish the standards Propulsion system development requires systems that enables rapid prototyping and and qualifications “from art to part” for the new, more affordable manufacturing tech- reduces production times. Marshall has unique use of these advanced techniques and the niques and technologies in a constrained expertise in leveraging new digital tools, 3D parts produced using them in aerospace or budget environment, while future in-space printing, and other advanced manufacturing elsewhere in the U.S. industrial base. applications will require in-space manu- technologies and applying them to propulsion facturing and assembly of parts and systems. Marshall is advancing cutting- edge commercial capabilities in additive and digital manufacturing and applying them to aerospace challenges. The Center is developing the standards by which new manufacturing processes and parts will be tested and qualified. Selective laser melting enables faster and cheaper component development. NASA Marshall Space Flight Center | Core Capabilities and Services Accelerating Design and Development Additive Manufacturing technology for plastics includes: for Plastics and Metals • Stereo-lithography: often used for flow cell models and cold flow testing, as the parts are water resistant and can be made see-through As designers harness the capabilities of Additive Manufacturing, the way to channels inside: they think is changing. -
High Efficiency Modular Chemical Processes (HEMCP)
ADVANCED MANUFACTURING OFFICE High Efficiency Modular Chemical Dickson Ozokwelu, Technology Manager Processes (HEMCP) Advanced Manufacturing Office September 27, 2014 Modular Process Intensification - Framework for R&D Targets 1 | Advanced Manufacturing Office Presentation Outline 1. What is Process Intensification? 2. DOE’s !pproach to Process Intensification 3. Opportunity for Cross-Cutting High-Impact Research 4. Goals of the Process Intensification Institute 5. Addressing the 5 EERE Core Questions 2 | Advanced Manufacturing Office What is Process Intensification (PI)? Rethinking existing operation schemes into ones that are both more precise and more efficient than existing operations Resulting in… • Smaller equipment, reduced number of process steps • Reduced plant size and complexity • Modularity may replace scale up • Reduced feedstock consumption – getting more from less • Reduced pollution, energy use, capital and operating costs 3 | Advanced Manufacturing Office Vision of the Process Intensification Institute This institute will bring together US corporations, national laboratories and universities to collaborate in development of next generation, innovative, simple, modular, ultra energy efficient manufacturing technologies to enhance US global competitiveness, and positively affect the economy and job creation “This institute will provide the shared assets to Create the foundation to continue PI development and help companies, most importantly small PI equipment manufacturing in the U.S. and support manufacturers, access the -
Employer Guide to Industry Tours, Job Shadows, Internships And
Employer Guide to Industry Tours, Job Shadows, Internships and Cooperative Work Experiences Blue Mountain Community College is an Equal Opportunity Educator & Employer. Page intentionally left blank. INTRODUCTION Blue Mountain Community College greatly appreciates the efforts of employers in providing experiential learning opportunities to students. Students who participate in activities such as: industry tours, job shadows, internships and cooperative work experience (CWE) should have a better understanding of the world of work and be able to make more informed career planning decisions. The Blue Mountain Community College career experience is a cooperative venture between business/industry and the community college. The three major goals of the program are: To get students outside the classroom to experience how learning is applied in the workplace; To inform students about business/industry and job opportunities available in our area; and, To form a coalition between the business community and schools for the benefit of all students. This guide was developed to assist employers in understanding the basis of career related learning opportunities and to provide guidelines for these activities. The guide is broken down into four parts: a section with job shadow specific information; yet another section regarding industry tours, a section about internships and a final section regarding cooperative work experiences (CWE). Each section provides an overview of the experiential learning opportunity and has forms that are for employer and participant specific to that learning opportunity. This guide includes information for the host employer and information provided to student participants. It is our hope that this manual will help offering experiential learning experiences easier on our employer partners. -
Advanced Manufacturing: Innovation Institutes Have Demonstrated Initial
United States Government Accountability Office Report to Congressional Committees May 2019 ADVANCED MANUFACTURING Innovation Institutes Have Demonstrated Initial Accomplishments, but Challenges Remain in Measuring Performance and Ensuring Sustainability GAO-19-409 May 2019 ADVANCED MANUFACTURING Innovation Institutes Have Demonstrated Initial Accomplishments, but Challenges Remain in Highlights of GAO-19-409, a report to Measuring Performance and Ensuring Sustainability congressional committees Why GAO Did This Study What GAO Found Manufacturing USA is a national Since December 2016, the Manufacturing USA network has grown from 11 to 14 network of manufacturing innovation manufacturing innovation institutes that are implementing a wide array of institutes. Commerce, DOD, and DOE activities aimed at developing manufacturing capabilities in promising new have together provided $1 billion to advanced technologies, as shown in the figure. As of March 2019, most institutes establish the network’s institutes and to were operating under an initial 5- to 7-year period of federal financial assistance. promote research, development, and commercialization of advanced Additive manufacturing (or 3D printing), an example of advanced manufacturing. manufacturing technologies. The Revitalize American Manufacturing and Innovation Act of 2014 includes a provision for GAO to assess the Manufacturing USA program. This is GAO’s second report in response to the provision. Among other objectives, this report (1) describes the status of the Manufacturing USA network; (2) evaluates actions taken by Commerce, DOD, and DOE to assess progress of The Department of Commerce, through a national program office, along with the the Manufacturing USA program; and Departments of Defense (DOD) and Energy (DOE) have developed long-term (3) examines planning for institute goals for the Manufacturing USA program, such as increasing the sustainability beyond the initial 5 to 7 competitiveness of U.S manufacturing, but have not developed measurable years of federal financial assistance. -
Group Job Shadow Days - Agriculture, Food and Natural Resources
Group Job Shadow Days - Agriculture, Food and Natural Resources Agriculture/Food Science Day - Grow Johnson County The day would include a couple presentations about fruit and vegetable production including topics such as crop planning, soil management, beneficial insect habitat, cover crops, and much more. The day would also include hands on volunteer experience on the farm. The students would assist with harvesting, washing produce, packing it for distribution to our partners, and assisting with other field work we are doing at the time. Held October 4, 2019 and Spring 2020. Cap of 10 students. Animal Health Sciences Exploration Day: Diamond V Research and Innovation Center, Cedar Rapids Considering a science career? Spend time with the research and innovation team at Diamond V, makers of natural immune support products that optimize animal health, animal performance, and food safety worldwide. Experience what it is like inside a discovery lab and explore occupations such as Biological Scientist, Lab Technician or Research Data Manager. Careers in Agriculture Day: Monsanto, Williamsburg Come experience a day of learning how careers in agriculture have an impact on the future of feeding the world. You will understand the educational requirements needed in the fields of Agricultural Research, Seed Manufacturing, and Operational Leadership. Discover more about our cutting-edge product developments from research to creating a final hybrid. If you are interested in crop science, supply chain manufacturing or people leadership, this would be a great opportunity for you! Held Fall 2019. Chemistry and Microbiology Day: Frontier Co-op, Norway If you are interested in Chemistry and Microbiology, then this day is for you! Experience the life of a quality analyst at Frontier Co-op. -
Advanced Manufacturing & Automation Technology Cluster
Advanced Manufacturing & Automation Technology Cluster Value Proposition “We Accelerate Growth” About the Advanced Manufacturing & Automation Technology Cluster Covers technologies that enable clean, lean and flexible manufacturing Definition Technologies that impact semiconductor, automotive, aerospace & defense, industrial and medical device manufacturing TI’s Technology and Innovation research spans technology domains such as wireless monitoring & tracking solutions, communications, software solutions, laser technology, sensor technology, 3D printing, 4D printing, multimaterial joining technology, composites manufacturing, atomic layer deposition Coverage Multi-Material Joining Technologies Non-Destructive Wireless Monitoring Testing & 3D & Surveillance Machine Vision Direct Digital Roll-to-roll Manufacturing Technologies/ Manufacturing (Rapid Prototyping) platforms covered Atomic Layer Collaborative Robots Deposition Composite Advanced Laser Micro-Manufacturing Technologies Manufacturing Technologies 0000-00 2 Advanced Manufacturing & Automation – Key Trends Efficient product lifecycle management and design for manufacturing Improve product traceabililty, energy efficiency & environmental footprint, and ability to integrate product design and manufacturing for rapid new product development Improve quality control & reduce defects Reduction of cost and complexity Improve product design and decrease time to market Reduction Elimination of plant downtime Need for production of miniaturized intelligent sensors drives the need for -
Curriculum Vitae
CURRICULUM VITAE Sean O'Donnell, Ph.D. Interim Department Head and Professor of Biology Professor of Biodiversity, Earth & Environmental Science Drexel University, Philadelphia, PA Office Phone: (215) 571-4177 Email: so356 “at” drexel.edu RESEARCH INTERESTS Brain/behavior relationships; evolution and development of brain investment Thermal physiology and thermal ecology Social behavior: Behavioral, genetic and physiological regulation of division of labor Interspecific group dynamics; avian behavioral ecology PROFESSIONAL EXPERIENCE ADMINISTRATIVE POSITIONS July 2019-present Interim Department Head, Biology, Drexel University 2012-2016 Associate Department Head, Biodiversity, Earth & Environmental Science and Biology, Drexel University 2007-2008 Program Officer, Behavioral Systems Cluster, National Science Foundation 2006-2007 Area Head, Animal Behavior (Psychology), University of Washington FACULTY AND RESEARCH POSITIONS 2011-present Professor of Biodiversity, Earth & Environmental Science and Biology, Drexel University, Philadelphia, PA 2014-present Research Associate, Academy of Natural Sciences of Philadelphia 2011-2014 Affiliate Professor, Department of Psychology, University of Washington-Seattle 2010-2011 Professor of Psychology (Animal Behavior); Adjunct Professor of Biology; Graduate Program in Neurobiology and Behavior, Univ. of Washington 2002-2010 Associate Professor of Psychology (Animal Behavior), Univ. of Washington 1996-2002 Assistant Professor of Psychology (Animal Behavior), Univ. of Washington SPECIAL SKILLS/TRAINING -
Vi. Tennessee's Auto Industry Future
DRIVE! MOVING TENNESSEE’S AUTOMOTIVE SECTOR UP THE VALUE CHAIN BROOKINGS ADVANCED INDUSTRIES SERIES Mark Muro, Scott Andes, Kenan Fikri, Martha Ross, Jessica Lee, Neil Ruiz, and Nick Marchio THE BROOKINGS INSTITUTION | METROPOLITAN POLICY PROGRAM | 2013 THE BROOKINGS INSTITUTION | DRIVE! MOVING TENNESSEE’S AUTOMOTIVE SECTOR UP THE VALUE CHAIN TABLE OF CONTENTS Executive Summary ......................................................................................... i I. Introduction ............................................................................................ 1 II. Tennessee Shifts Into Drive ............................................................... 3 III. Measuring Tennessee’s Automotive Economy ............................. 6 IV. Opportunities and Threats: Key Forces at Work in the Global Auto Industry ....................................................................................... 21 V. Analyzing Strengths and Weaknesses: Tennessee’s Competitive Position ......................................................................... 30 VI. Tennessee’s Auto Industry Future: A Vision and Strategies for Getting There ...................................................................................... 50 VII. The Private Sector: Securing Advantage Through Productivity, Skills, and Innovation ........................................................................ 54 VIII. The Public Sector: Catalyzing Advances in Productivity, Skills Development, and Innovation ........................................................