22 courses with the subject EM, each shown exactly as we captured it from the college's catalog, with every element we hold. Where the wording looks broken, that is our reading of the catalog, not the college's text.
Credit for independent work by a single student arranged and supervised by a faculty member.
Production systems, forecasting and time series analysis, inventory systems, capacity and material requirements planning, project planning and operations scheduling, job sequencing. Batch and discrete-parts production. MRPII and JIT and CIM. Technical elective. Lab.
Facilities design, industrial time study, measuring takt time, flow analysis techniques, ergonomics, value-added and non-value-added time, line balancing, value stream mapping, application of lean tools, and principles of facilities layout and systems engineering.
Experimental, temporary or trial course for groups of students all engaged in the same topic. Topic varies from semester to semester or section to section. A specific content offering may be offered under a topics course number up to three times, after which departments must file for a permanent course number. According to Graduate School policy, there is a limit of 9 credits which applies toward a specific program.
Credit for independent research by a single student arranged and supervised by a faculty member. Not intended for culminating project research such as thesis or starred paper.
Introduction to engineering economy, interest formulas and equivalence, decision making among alternative manufacturing projects, accounting and depreciation as applied to industrial accounting, cost benefit analysis of engineering projects, effect of income taxes on engineering project analysis, estimating manufacturing cost elements, decisions under risk and uncertainty as applied to manufacturing.
Application of quality tools and techniques to business systems improvement. Statistical analysis using techniques such as Design of Experiments, Taguchi methods, problem solving, six sigma, lean principles quality audits.
Decision making among mutually exclusive projects, time value of money, internal rate of return analysis, constrained project selection, replacement analysis, depreciation, cost benefit analysis of engineering projects, effect of income taxes on engineering project analysis, decisions under risk and uncertainty, sensitivity analysis.
Decision making based on ethical values. Case studies in ethics. Leading virtual teams, developing high-performance teams in technology-driven companies, emotional intelligence, motivation techniques, managing change, managing knowledge workers.
Strategic management of technology and innovation in the engineering business environment; technological competencies and capabilities; internal and external influences; managerial challenges; bringing innovation to the organization; managerial skill sets; framework for technology audit.
Analysis of Engineering Management practices (strengths, weaknesses, and areas of improvement for each company visited) based on an international industry tour. Students unable to go on tour must contact their adviser for an alternative course.
The holistic and integrative view of engineering project management; the technical and social aspects of complex project network; leading and managing effective engineering project teams.
Introduction to financial management for engineering managers; focus on optimal management of a firm's assets and financing requirements; financial decision making, financial markets, risk, valuation, long and short term engineering project financing, investing; international and ethical implications; case studies.
Concepts and methods in supply chain strategies, planning and operations, inventory and information management, warehousing and materials handling systems, logistics, distribution and transportation systems, distribution strategies, supply chain design, and information technology. Integration of functional areas such as purchasing, materials management, and distribution.
Developing high performance teams in technology driven companies, concepts for effective teams; motivation and leadership as applied to 254
Production systems, product design and operations, design for manufacturability and design for assembly, FMEA, process design and facility layout, scheduling, operating and controlling the production system, analysis or dependent demand production systems, quality engineering.
3] Theories of human behavior, small group behavior, communication and performance in various organizational structures, individual and interpersonal group behavior, complex organizational behavior; motivating technical employees, case studies in engineering organizations.
Tools of research, problem statement, planning a project, writing a project proposal, qualitative research techniques, quantitative research techniques, formatting and organizing a report.
Quality and lean Six Sigma principles, objectives of lean Six Sigma, Lean Manufacturing techniques, sources of waste and elimination techniques, Six Sigma improvement methodologies. Pre-Requisite(s): EM560
Emerging manufacturing methods, experiments, design methods, management techniques, or processes applicable to engineering management.
Capstone project in engineering management.
A graduate only course that is used for completion of the culminating project of a Master's Degree, including Master's Thesis, Starred Paper and Creative Work. Six credits total are required for graduation for Thesis and Creative Work. Three credits are normally required for Starred Paper.
Source: Saint Cloud State University's catalog, linked per course · table learning_unit · CourseShelf publish 61
