MEAM External Advisory Board A Partnership for Continuing Excellence

Since its formation in 1993, the MEAM External Advisory Board has become an important contributor to department operations. With the exception of the Department chair, the board is comprised of business leaders representing a variety of industries, al l of which have high interest or experience in MEAM disciplines. Among its responsibilities, the board provides ongoing advice and counsel on matters related to the needs of industry-one of the department's most important education and research partners. In turn, board members receive valuable information about Department activities which better enables them to serve as external spokespersons, and to champion departmental initiatives.

Kenneth K. Kohrs (MSE, ME '66), Ford Motor Co. vice president of the Rear Wheel Drive Car Vehicle Program Center, has been chair of the Advisory Board since its inception. A member of the College of Engineering National Advisory Committee, the Enginee ring Campaign Executive Committee, and Ford's designated U-M liaison since 1989, Kohrs has been instrumental in shaping Board/Department relations.

"I consider my involvement on the advisory board one way I can repay the U-M for the education I received," he says. "I'm willing to do everything I can to continue the tradition of educational excellence for new generations of U-M students."

There is also a professional dimension to his commitment. "Ford hires a lot of U-M graduates and we richly benefit from the steady supply of talent," Kohrs explains. "Over the last ten years, the relationship between Ford and the U-M has matured and become much stronger. As a board member, I can contribute to what has become a very productive partnership. "

In the following interview, Kohrs shares his observations on the department as it continues to focus on its mission.

	MISSION STATEMENT OF THE DEPARTMENT OF MECHANICAL ENGINEERING AND APPLIED MECHANICS To serve society and all its members by: (i) providing the highest quality benefits emanating from the discovery and communication of knowledge on mechanical engineering theory and practice; (ii) developing leaders of high achievement in the global world of higher education, research, and industry.

Preparing Students for Tomorrow's Industry An Interview with EAB Chair, KENNETH K. KOHRS

MEAM: What do you consider the major strengths of the department?

KOHRS: I'd say it's the quality of the graduates, and by inference, the underlying philosophy of focusing on the fundamentals of engineering education. At Ford, we've found that it takes about two years of additional Ford process-specific training after graduation before an engineer is able to make significant contributions. Obviously, the better prepared students are when they arrive, the quicker the payback. The MEAM students I see are well schooled in mechanical engineering and often in other engineering disciplines as well; especially, electrical engineering and computer science. They are confident in their ability to get the job done and great organizers. Not only are they willing to take on responsibility, they actually look for it. As a result, they tend to make contributions earlier in their career.

Another department strength is the intellectual reach of the faculty. This is reflected in the depth and diversity of the curriculum: biomechanics, design and manufacturing processes, applied mechanics, structural mechanics, cross-disciplinary research into fields as related as polymers and advanced mechanisms and systems - and the list goes on. The department has become a leader in tearing down old paradigms, in expanding the boundaries of mechanical engineering beyond strict, classical definitions. I see evidence of this in department efforts to combine ME and Business S chool degrees, and in its willingness to create bridges with other engineering disciplines to produce better students and better research. MEAM has a vision to be the best. To do that, you need a broad systems perspective. The department is working aggres sively toward that end.

MEAM: What do you see as the major challenges facing MEAM?

KOHRS: The College and the department have built their national reputations on their commitment to educating students in the fundamentals. Without losing sight of that, MEAM needs to continue to fine-tune its curriculum, to keep it current with the c hanging demands of the marketplace. Recent faculty additions indicate the department's commitment to renew itself; and by recent, I mean the last ten years or so. New faculty infuse new enthusiasm, new disciplines, and new ways of thinking. That process of continuing improvement is important in any organization - whether its an engineering department, a corporation, or a governmental body. Future growth and development is built upon continuing investment in top young talent.

MEAM: You mention the changing demands of the marketplace. How are they changing in ways that affect engineering education?

KOHRS: Industry's expectations of engineers are changing, both in terms of the type of work they do, and in the way they do it. To succeed today, engineers have to bring a systems approach to problem solving. The type of engineer Ford looks for is one who can work effectively as a team member in a workplace that is increasingly multicultural, multiethnic and multidisciplinary. We want focused individuals who can adapt to changing conditions quickly and efficiently; who can see emerging opportuniti es and marshal the resources necessary to capitalize on them.

There will always be a need for engineers who choose to specialize in a particular aspect of mechanical engineering. They are the individuals who break through barriers with innovative developments. However, as technology, new tools and new interface s rapidly change, even specialists must continue to broaden their perspective. Those who constantly add to their knowledge base, who combine current technical know-how with management skill, will always succeed in academics or industry.

Instilling this understanding in students and finding ways to incorporate this knowledge into course material is the challenge educators face. Industry desperately needs departments such as MEAM to succeed in its efforts. By partnering with them in var ious ways, companies such as Ford are attempting to contribute to their success, and our own.