Transcript Fall 2012 Meeting of the MAE Visiting Committee (VCMAE)

Fall 2012 Meeting of the MAE
Visiting Committee (VCMAE)
October 12, 2012
Morgantown, West Virginia
MAE Academic Highlights
All UG & Graduate Educational Programs Recently Designated
as PROGRAMS of EXCELLENCE by WVU’s Board of Governors
MAE
Academics
Undergraduate
Graduate
Programs
Programs
BSAE (4 year)
MS
Ph.D.
Enrollment 75
Enrollment 75
Student Enrollment
•
•
•
•
•
190 BSME
190 BSAE/ME Dual
30 BSAE
75 MS
75 Ph.D.
•
•
•
•
Trends in the last 6 years
(Undergraduate)
33% increase in ME Program
71% increase in Dual Program
35% increase in AE Program
48 % increase in MAE Department
Enrollment 30
Ph.D.
MSME
Mechanical
Engineering
MSAE
Aerospace
Engineering
BSME (4 year)
Enrollment 190
BSMS (5 year)
Ph.D.
DUAL AE/ME (4.5 year)
Enrollment 190
Ph.D.
Excellent opportunities for paid undergraduate research!
Extensive participation in student projects & competitions!
Direct Track
Undergraduate Programs Accredited through September 2016
Nationally Ranked in Top 25 ME Programs by the NSF in Sponsored Research Expenditures
During the Last Six Years (about $ 11.5 Million in 2011-2012)
CAFEE
Alternate fuels,
engines, emissions
Dan Carder* Mridul Gautam
Andrew Nix
Nigel Clark
Don Lyons
Scott Wayne
Greg Thompson
Defense Systems
and Security
Mridul Gautam
Wade Huebsch
Mario Perhinschi
Aerodynamics
UAV/Controls
Wade Huebsch
John Kuhlman
Gary Morris
John Loth
M. Napolitano
NIFT/CFD/Energy
Mechanical and Aerospace
Engineering
Research Map
Ismail Celik*
Xinglo Liu
Nathan Weiland
Wade Huebsch Steve Lewellen
John Kuhlman Dick Bajura
David Lewellen Eric Johnson
Ed Sabolsky
Nick Wu
Daneesh Simien
Kostas Sierros
Biomechanics,
Ultrasound
Imaging
Sam Mukdadi
Ismail Celik
Nick Wu
Materials
Nano-sensors
Darran Cairns
Ever Barbero
Bruce Kang
Xingbo Liu
Xueyan Song
Larry Banta
M. Perhinschi
Brad Seanor
Yu Gu
Marvin Cheng
Computational
Modeling,
Simulations
Ismail Celik
Terrence Musho
David Mebane
Slava Akkerman
Mech. Design and
Structures
Ken Means
Russ Dean
Victor Mucino Nithi Sivaneri
Samir Shoukry Jacky Prucz
Net Cash Balances in Main Departmental Accounts at the End of the Last
Three Fiscal Years
$900,000.00
(Sound Financial Management Leads to Healthy Balances)
$800,000.00
$700,000.00
$600,000.00
$500,000.00
$400,000.00
$300,000.00
$200,000.00
$100,000.00
$0.00
Department
Overhead
Student Fees
Special Services
+3D Printer
6/30/2010
6/30/2011
Summer School
+ External
Learning
6/30/2012
Department
Total
Departmental Revenues in the Last Two Fiscal Years
(Near 10% Increase Despite Slight Decline in Overhead Return)
$2,500,000.00
$2,000,000.00
$1,500,000.00
FY 11
$1,000,000.00
$500,000.00
$-
FY 12
Main Categories of Departmental Expenses in the Last Two Fiscal Years
(Payroll Expenses are the Highest and Continue to Grow)
$1,978,229.30
$1,885,971.16
$2,000,000.00
$1,800,000.00
$1,600,000.00
$1,400,000.00
$1,200,000.00
$1,077,092.83
FY 11
$964,623.00
$1,000,000.00
FY 12
$800,000.00
$572,683.16
$507,310.50
$600,000.00
$400,000.00
$393,825.97
$348,665.00
$200,000.00
$0.00
Incentive
Payroll
General Expense
TOTAL
Main Categories of Payroll Expenditures in the Last Two Fiscal Years
(11.6% Rise in Total Due Mainly to 37% Rise to Cover Teaching Needs)
$1,200,000.00
$1,077,092.83
$964,623.07
$1,000,000.00
$800,000.00
$600,000.00
$400,000.00
$200,000.00
$-
$515,244.82
$376,278.07
FY 11
FY 12
$330,607.00
$305,763.74
$132,862.05 $143,738.00
$123,222.22
$114,000.00
Breakdown of Payroll Expenses for Teaching in the Last Two Fiscal Years
(Overall Increase Due to 65% Rise for Students & 3-fold for TT Faculty)
$490,657.82
$500,000.00
$450,000.00
$376,278.07
$400,000.00
$350,000.00
$322,739.96
$300,000.00
FY 11
$250,000.00
FY 12
$195,750.07
$175,528.00
$200,000.00
$149,634.51
$150,000.00
$100,000.00
$50,000.00
$18,283.35
$5,000.00
$-
Students (Graduate
& UG)
Adjunct, Research,
PD, Visiting
TT Faculty
TOTAL for Teaching
Breakdown of $507,310 in general Expenses in the FY12 Fiscal Year
(Budgets of Student Projects Have to be Limited and Closely Monitored)
120000
100000
80000
60000 $117,900.51
40000
20000
0
$61,326.80
$50,950.62
$46,125.31
$44,944.82
$44,662.09
$31,394.53
$23,289.63
$21,174.95
$19,310.90
$14,519.84
$12,397.41
$7,500.59$5,934.00$5,878.50
$-
$-
Summary of Discussions with Jeff Immelt, CEO and
President of GE Corporation –September 12, 2012
• Follow-up (in October 2012) with GE Global Research for Possibly
Including WVU in the GE University Research Program for 2013.
• General Areas of Interest to the GE Corporation:
–
–
–
–
Technologies for shale gas extraction, processing, utilization
Power conversion for integrating renewable energy in the grid
Healthcare: ultrasound imaging, remote patient monitoring
Aviation supply chain; lacking US expertise in this area
• Areas of Research Strength in the MAE Department with Potential
Interest for Partnership with GE:
– Data-Enabled Science and Engineering based on Cyber Physical Systems (CPS),
Sensors, Measuring and Modeling Product Performance in Use (1% increase in
jet engine efficiency leads to large dollar savings)
– Efficient and Clean Dual-Fuel Engines for Transportation (automotive, aviation,
marine, locomotives) and Power Generation (turbines).
– Advanced modeling of combustion processes for enhancing energy efficiency of
various fuel blends and reducing fugitive emissions of harmful pollutants 10
Active MAE Research on Subjects of Potential
Interest to US Steel Corporation
• Improvement of Pot Hardware for Continuous
Galvanizing Applications - Funded by US DoE and over 20
industrial partners, in direct collaboration with US Steel
(through ILZRO)
• Improvement of Refractories for gasification and other
applications
• Investigation of corrosion and corrosion fatigue behavior
of materials for high pressure oil and gas drilling
• Development of coatings for corrosion and wear resistant
applications
• Development of micro-chemical sensor arrays for real
time process optimization and emissions monitoring (5001200 degrees C, CO/CO2, NOx, HC’s, Sox)
11
Active MAE Research and Expertise on Subjects
of Potential Interest to Northrop Grumman
• Defense, Security and Intelligence Center (DCIS)
– Hybrid projectiles – smart ammunition for US Army
– Dynamic roughness flow control for stall prevention
– Wing morphing and bio-inspired aerodynamics
• Flight Control Systems and UAV Laboratories
– In-house built UAV’s as platforms for tests and demos
– Automatic systems for failure detection and recovery
– Computer based and 6-DOF motion based flight simulators
• Space Systems/WV Robotic Technology Center
– Autonomous spacecraft for satellite servicing in orbit
– Optimization of spacecraft trajectories, navigation and control systems
• Advanced Computational Modeling & Simulations
– Data enabled engineering based on measuring, modeling and
analyzing product performance in use (fatigue of composites)
– Combustion modeling for efficient and clean dual-fuel engines
SUMMARY of RESULTS from ADVANCE
TRAINING on April 30- May 2, 2012
• Established Three Main “Action Items” with
Defined “Specific Aims”, Strategies (ways to meet
each aim), Implementation Steps and 2020
Targets to Achieve for Each of Them
• Action Item 1: Guide Student Careers Through
Excellent Teaching and Advising
• Action Item 2: Establish Effective Research
Infrastructure
• Action Item 3: Enhance and Streamline the
Administrative Support for Teaching and Research
Specific Aims for Action Item 1 – Excellence in
Teaching and Advising
• Limit Enrolment in Design Classes
– Increase the number of topics and /or sections
– Involve more faculty in teaching design sections
• Allocate Sufficient Resources to Design Labs
– Increase funding for design courses
– Increase space allocation and technical support
• Develop Minors and Interdisciplinary Majors
– Determine MAE course work requirements for
minors and certificates
– Develop interdisciplinary courses
– Develop dual majors with other departments
Specific Aims for Action Item 2 – Effective
Research Infrastructure
• Establish Orientation to Service from Support Staff
and Administrative Practices
– Employ qualified staff to increase funding and efficiency
– Develop best practices to eliminate “bottlenecks”, first within
the MAE department, and then in the college
– Eliminate ineffective bureaucratic paperwork and external
“bottlenecks” in other WVU units
• Establish Resource Allocation Model Based on
Performance and Potential for Growth
– Develop new model within MAE, by assessing existing model,
determining best practices and project outcomes
– Champion the model for college-wide adoption
Specific Aims for Action Item 3 – Streamlined
Administrative Support
• Develop Strategy to Receive Better Support from
WVU Administrative Units
– Coordinate with other faculty within the college
– Work with new Associate Dean for Research
– Work to improve the efficiency, accuracy and consistency of
the output received from the EBO of the Statler College.
– Coordinate with the Faculty Council Executive Committee
of the Statler College
• Invest in the Hiring and Retention of High Quality
Faculty and Research Personnel
– Streamline and expedite national searches for new faculty
– Mentor faculty and staff to a high level of achievement
ALIGNED MISSION STATEMENTS
• WVU Mission Statement:
– Deliver high quality education, excel in discovery and innovation, model a
culture of diversity and inclusion, promote the health and viability of our
constituents, and build pathways for the exchange of knowledge and
opportunity among the state, the nation and the world.
• STATLER CEMR College Mission Statement:
– Our mission is to prepare students to practice their profession and to
contribute to the well-being of society through academic study, research,
extension and service.
• Current MAE Mission Statement:
– Prepare students to practice their profession and to contribute to the well
being of society through research and service.
• Revised Mission Statement of MAE Department:
– Deliver high quality education, excel in discovery and innovation, and
contribute to the well-being of society through professional service, extension
and global outreach.
ALIGNED VISION STATEMENTS
• WVU Vision Statement
– By 2020, WVU will grow in national research stature, thereby enhancing
educational attainment, global engagement, diversity, and the vitality and well being of the people of West Virginia.
• Statler CEMR College Vision Statement
– To stimulate economic development in West Virginia and the nation through
responsible technical innovation, knowledge creation, and educational
excellence.
• Aligned Vision Statement of MAE Department:
– By 2020 the MAE department will be widely recognized as a national leader in
energy research, technical innovation and knowledge creation, that delivers
excellent education and outreach to people in West Virginia and the world.
Goal 1: Engage UG, Graduate, Professional Students
in Challenging Academic Environment
• Specific Aims for Action Item 1 – Guide Student
Careers Through Excellent Teaching and Advising
– Limit enrolment in design classes
– Allocate sufficient resources to design labs
– Develop minors and interdisciplinary majors
• Maintain “Program of Excellence” Designation for All
Educational Programs: UG &Graduate, AE&ME
– Distinction by external agencies for excellent student
outcomes and research productivity
– Curriculum, assessment and continuous improvement
– Graduates and faculty –prestigious awards and distinctions
• Maintain ABET Accreditation of Undergraduate
Programs without any Weaknesses or Concerns
Goal 2: Excel in Research, Creative Activity and
Innovation
• Specific Aims for Action Item 2 – Establish Effective Research
Infrastructure
– Establish orientation to service from support staff and
administrative practices (eliminate bottlenecks)
– Establish resource allocation model based on performance and
potential for growth
• Achieve and Maintain a Prolific Record of Peer-Reviewed
Publications with High Impact
• Develop Interdisciplinary Research Programs and Partnerships
in WVU’s 5 Pinnacle Areas
–
–
–
–
–
Shale Gas Utilization
Secure Freshwater Resources
Radio Astronomy
Healthcare /Biomedical
STEM Education
• Develop and Expand Partnerships with Private Industry,
National Agencies, Other Universities
Goal 3: Foster Diversity and an Inclusive Culture
• Difficult challenge because of low interest among
women and minorities for engineering careers
– 14% women in engineering at WVU vs. 16% nationwide
– 60% of college graduate enrolment is international
• Consistently cultivate network of prospective women
and URM faculty and students
– Diversity Committee of the department
– Partnerships with minority institutions &publications
• Close collaboration with WVU’s ADVANCE Center
• Recruiting through SREB Minority Doctoral Program
Goal 4: Advance International Activities and
Global Engagement
• Strengthen and Implement Existing International
Agreements and Activities
– Mexico outreach program
– Collaboration with University of Rome –Tor Vegata
– Exchange program with Valore Institute of Technology
– Certificate in Global Competencies
• Initiate and Establish new Programs for Student
Exchanges, Dual Degrees, Collaboration
– Dual degree AE/Materials Program with UPM/Spain
– Support AE Graduate Education at Univ. of Queretaro
– Formalize collaboration agreements in Brazil&Argentina
Goal 5: Enhance the Well-being and the Quality
of Life of the People in West Virginia
• Promote Economic Development in WV
– Spinoffs of new businesses
– Assist existing businesses in competitive markets
– Graduate high quality professionals for local jobs
• Engage Actively in Outreach Activities to K-12
Throughout the Year
– Research Experience for Teachers (RET)
– Hands on Projects and Clubs for High School Students
– Build on Visibility through Pumpkin Drop and Others
Planning for Shale Gas Utilization Research
Initiative (SGURI)
• Task Force Report Submitted to Provost on 8/1/12
– Investment of $630 K in TT and/or research positions
– Model build on the concept of cross-disciplinary center led
by Staler Chair and supported by colleges
• Focus on Fundamental Technologies Needed by the
Industry to Increase Demand and Utilization, while
Accounting for:
– Environment and water use considerations (1 position)
• Water use efficiency in gas well development
• Land use management and protection of transport corridors
• Compatible land and water use issues
– Policy, Law and Business (2 positions)
• Business and legal aspects of shale gas utilization, production.
• Business plan for understanding what industry needs
Increasing Shale Gas Demand and Utilization
(3-5 Positions)
• Largely Build on Input Provided by the MAE
Department (including CAFEE) on July 21st & Earlier
• Focus on Developing and Expanding Commercially
Viable Applications for Natural Gas
–
–
–
–
Mobile Transportation Systems are a Major Area of Need
Stationary Systems for Power Generation
Fuel Cells that Utilize Natural Gas
Hybrid Coal/Gas/Biomass Systems
• Critical Enabling Technologies (based on our input)
– High-yield/Low-emissions Conversion of Gas To Liquid (GTL)
Fuels and Chemicals
– Control of Emissions and Environmental Impacts
Research Needs for Application Development in
Mobile Transportation and Stationary Systems
• Transportation
–
–
–
–
–
–
–
–
• Power Generation
Energy efficient engines
Combustion modeling
Characterization/validation
Control of emissions
Aerosol emission & dispersion
Energy dense storage/delivery
Lightweight materials
Fleet conversions to NG,
including surface mine fleets
– Energy efficient turbines
– Thermal cycle modeling
– Measurements and
Characterization
– Hybrid coal/gas/biomass/
wind systems
– High combustion efficiency
– Long service life
– Durable materials &processes
MAE Proposal Focused on Removing Barriers to
Rapid, Low-Cost Development of New Markets
• Demand-side Research to Break Down Barriers
– Limited infrastructure for NG in gaseous state
– Safety concerns about leaks and fugitive emissions
– Environmental effects of NG production&combustion
• Three Pinnacle Areas of Research Excellence
– Control of Emissions and Environmental Impacts
– Gas To Liquid (GLT) Fuel & Feedstock Conversion of NG
– Combustion Modeling for High Efficiency
• Strawman for Planning to Evolve Each Area
– Existing and Evolving Areas of Expertise at WVU
– Gaps in Critical Areas that Are in Need of Enhancement
– Potential for Interdisciplinary Cluster Hire & Cooperation
“First Things Come First”
(S. Covey)
• Main Priorities for 2011-2012
– Complete four self assessment reports for the BOG
– Conduct seven national searches for new TT faculty
• Main Priorities for 2102-2013
– Research- increase number & success rate of proposals
– Undergraduate AE and ME Programs:
• Define &secure approval of specialty tracks/certificates, minors
• Expand and integrate design projects throughout the programs
– Graduate Programs –approval of MS &PhD in MSE
– Laboratories – upgrading and sharing of lab facilities
– Outreach – broad and sustained connections with alumni