vol. 10, no. 1
sdm
in this issue
Welcome
2
Merck Manufacturing
Technology Roadmap
3
MIT Integrated Design &
Management: Curriculum
Update
4
ICU Innovation to Improve
Efficiency, Patient Safety
6
Tech Treks
12
SDM Core Technology
Showcase/Project Forum
14
SDM Conference
15
Calendar
20
spring 2015
The newsletter of the Massachusetts Institute of Technology
System Design & Management Program
pulse
on the web
> Virtual Information Sessions
• Integrated Design &
Management—idm.mit.edu
• System Design & Management—
sdm.mit.edu
> Webinars—sdm.mit.edu
• Integrated Design for Product
Success
• Open Sourcing the Creative
Process
• System Architecture and Bitcoin
> Watch for the red dot indicating
additional information online at
sdm.mit.edu.
IDM Curriculum
Development
See page 4
2
sdmpulse spring 2015 sdm.mit.edu
Welcome
sdmpulse
Vol. 10, No. 1
Spring 2015
Copyright MIT, all rights reserved.
Publisher: Joan S. Rubin, MIT SDM
Industry Codirector
Editor: Lois Slavin, MIT SDM
Communications Director
Contributors: Anando Chowdhury,
Pat Hale, Matt Kressy, Suzanne
Livingston, Melissa Parrillo,
Julia Somerdin
Photography: Matt Kressy, Erica
Pernice, Dave Schultz, Merck & Co., Inc.
Design: Erica Pernice, Janice Hall
Layout: Janice Hall
Copy editor: Kathryn O’Neill
Printer: Puritan Press
MIT System Design & Management
and Integrated Design & Management
are jointly offered by the MIT School of
Engineering and the MIT Sloan School
of Management.
The 2015 spring issue of the SDM Pulse showcases the importance of the new
interdisciplinary educational paradigms taught in MIT System Design &
Management and how they are being applied both on campus and in industry.
In this edition you will find:
• An update on the Integrated Design & Management (IDM) track that includes
the latest curriculum developments as well as pointers to an on-demand IDM
virtual information session and a webinar on applying integrated design and
management in industry.
• Detailed overviews of how systems thinking has been employed to better
track patient vital signs in intensive care units and to develop a long-range
global manufacturing technology roadmap.
• Reports on industry involvement with SDM, including the fall 2014 SDM Tech
Trek at IBM; the upcoming spring SDM Tech Trek in Silicon Valley; the January
2015 core technology showcase and project forum; and information on how
your company can get involved.
• A list of upcoming SDM events, such as this year’s annual systems thinking
conference and back-to-the-classroom sessions; our alumni-student
networking evening; live and virtual information events for prospective
applicants and companies interested in sponsoring students; webinars on
applying systems thinking to various complex challenges; and more.
We hope you enjoy this edition of the Pulse. As always, we welcome your feedback
and suggestions.
Sincerely,
For further information, visit
sdm.mit.edu and idm.mit.edu.
Joan S. Rubin
Industry Codirector
MIT System Design & Management
jsrubin@mit.edu
3
About the Author
Developing a Technology Roadmap
for Pharmaceutical Manufacturing
Systems
The challenge: In 2010, pharmaceutical leader Merck & Co., Inc., launched Target ’15, a fiveyear plan to transform manufacturing operations. One of its key goals was to develop new
manufacturing technologies that would enable at least one critical therapy to reach a minimum of
80 percent of the world’s population by the end of 2015. To accomplish this, we needed a
Anando Chowdhury, SDM ’09, is
proven technology strategy framework that would:
director of Product Design:
• provide effectiveness at size scales that could span global enterprises and supply chains;
Innovation to Operations at Merck &
• accommodate time scales that would cross long-range, multi-year planning targets;
Co., Inc. His four-part paper written
for SDM’s Technology Strategy
• manage complexity and deliver clear guidance to the organization on where and how to
focus;
course when he was an MIT student
• build on key lessons from multiple industries; and
laid the groundwork for Merck’s
• provide insight that could transcend different technical disciplines.
manufacturing technology roadmap.
The approach: SDM’s Technology Strategy course, taught by MIT Senior Lecturer Michael
Davies, provided essential tools and methodologies to help Merck craft its first-ever long-range
technology roadmap for manufacturing. Merck’s roadmap included:
• identification, selection, acquisition, development, exploitation, and protection of key
technologies; and
• development of an organizational structure for continued alignment and action toward
Merck’s access goals.
The tools: We created a blueprint that allowed Merck to drive technology development and
investment activities across a global manufacturing operation with hundreds of connected supply
chains within time frames that reached years into the future.
Our steps included:
• developing a concrete, shared definition of manufacturing technologies as combinations
of knowledge, processes, and equipment that transform raw materials into products and
deliver them in a useful form to patients and customers; and
• creating global operations-level systems views that allowed for holistic management and
consideration of systems changes.
Taken together, this created a visual of the larger system that is the subject of Merck’s
technology transformation and deployment.
In this global view, process unit systems up to the plant scale can exist within each box, while
site- and enterprise-level integration occurs along pathways defined by the connection of
continued on page 8
4
sdmpulse spring 2015 sdm.mit.edu
Update:
IDM Curriculum Development
By Matt Kressy, Director, Integrated Design & Management
Editor’s note: The following is a snapshot of the curriculum
under development for SDM’s new sister track, Integrated
Design & Management (IDM). We wanted to share the vision as
we design and build the program for the inaugural cohort
entering this fall, but readers should keep in mind that curriculum
details and requirements will continue to evolve. For the latest
information, visit idm.mit.edu.
The IDM environment—ID Lab
Philosophy
As a physical entity, ID Lab will be a maker space, i.e. a
The IDM core curriculum combines the inspired, intuitive
design studio environment with state-of-the-art tools such
methods taught in the world’s best art and design schools
as 3D printers and robotic arms. A materials and methods
with the systematic, analytical methods of the world’s best
instructor who is expert in all tools, fabrication methods,
engineering and business schools. In this spirit, IDM is offered
and material uses will provide group and individual
jointly by MIT’s School of Engineering and Sloan School of
instruction. The continuity afforded by dedicated ID Lab
Management, and its graduation requirements reflect a
space will enable students to build prototypes and return
balance of design, engineering, and management. IDM
to them later, quickly re-immerse themselves, and iterate
graduates earn a master of science degree in engineering and
as needed—all necessary steps to creating great products
management conferred by MIT.
and businesses.
The Integrated Design Lab (ID Lab) will be a physical
space, an intellectual resource, and a state of mind—an
immersive environment that inspires individual IDM
students and IDM teams to create, to fail, to flourish, to
succeed, and to support each other steadily throughout
the process.
The photos for this article, taken
with permission in Matt Kressy's
Product Design and Development
class, illustrate the experience that
he creates with his immersive
environment approach.
5
The IDM curriculum
Offering a powerful combination of state-of-the-art design, business, and engineering
methodologies, the IDM curriculum will be:
• taught by MIT faculty who will provide in-depth instruction on the product
development/product design process;
• supplemented with lectures by successful entrepreneurs, designers,
engineers, and thought leaders who will share their experience, insight, and
expertise; and
• enhanced by IDM students as they learn to present their passions, concepts,
rationales, and solutions professionally.
Tentative ID Lab schedule
IDM-required activities (two days/week):
• Faculty lectures
•
Design workshops
• Team project work
•
Guest lectures
Other degree requirements (three days/week):
• Engineering and management foundation courses and electives
• Work in ID Lab
Students may also have the chance to intern at top innovation companies and to
work on design-related consulting projects.
continued on page 16
6
sdmpulse spring 2015 sdm.mit.edu
About the Author
Improving Efficiency and Patient
Safety in Intensive Care Units
The challenge: A cost-effective, reliable, and real-time information system for monitoring the
stress of patients in intensive care units (ICUs) is missing from current ICU systems. This
presents an important opportunity because:
• Five million patients are admitted annually to ICUs in the United States, with an average
daily cost of over $10,000;
Julia Somerdin, SDM ’13, is an
entrepreneur in healthcare/patient
• Post-surgery ICU patients require a higher level of acute care than most other
hospitalized patients because they need services such as cardiovascular support,
invasive monitoring, and intensive observation;
monitoring and a professional in the
mobile communication industry
specializing in system solution
architecture and system integration.
She holds a B.S. in electrical
engineering from China’s Huazhong
University of Science and
Technology; an M.B.A. from
• ICU patients, often unable to report on their stress and pain levels, rely primarily on
nurses’ training and knowledge—yet, because nurses can visit patients only periodically,
pain can only be assessed intermittently;
• Pain and stress ratings are often subjective, even guesswork, and nurses treating the
same patients often disagree with each other because of their varying levels of training
and experience; and
• The dramatically increasing demand for ICU beds has significantly added to the workload
of nurses and physicians.
Northeastern University; and,
as an MIT System Design &
Creating a means to remotely monitor stress and pain with real-time data visualization can help
Management student, she will
address these issues.
earn an M.S. in engineering and
management in 2015.
The approach: ICU Cam enables non-invasive monitoring of stress and pain using a remote
smart camera mounted on top of a patient’s bed. Its capabilities include:
• remotely measuring stress during complex dexterity tasks, such as surgery; and
• transfer of reliable real-time results to physicians via data visualization;
The tools: The embedded software system consists of four modules:
1. Camera server-side data collection and processing
2. Networking module for Wi-Fi transmission
3. Client-side data receiver
4. Graphical user interface that provides data regeneration and interpretation
7
The results: During lab testing, ICU Cam measured
heart rate and heart rate variability with over 96
percent accuracy. Additional benefits may include:
• Early detection of pain to help doctors
provide early relief to patients incapable of
self-reporting;
• Reduced length of ICU stay, resulting in
substantial savings for hospitals and
insurance companies; and
• Increased ICU efficiency and reduced
nurse workload.
Here is a typical hospital setting in which patients are receiving intensive
care and monitoring. Traditionally, nurses or medical staff check and
record a patient’s status periodically.
Next steps: Last fall, we visited local healthcare
facilities to help us better understand problems in
current ICU systems. At Boston Medical Center,
Gerardo Rodriguez, M.D., anesthesiologist and
critical care physician at the surgical ICU in East
Newton, MA, gave us a tour, explained how
patients are monitored there, and described the
system’s shortcomings. He expressed enthusiasm
about testing ICU Cam in patient care settings and
discussed additional applications of this system to,
for example, provide support for new doctors.
ICU Cam uses a smart camera to automatically capture several patient
vital signs and send this information to doctors in real time.
In the coming months, the ICU Cam team will:
• improve the beta version prototype;
• research hardware alternatives to reduce
costs;
• initialize clinical trial paperwork in MIT’s
medical center to further understand the
process; and
• identify a large hospital for a pilot system
launch.
For further information, please contact Julia
Somerdin at jsomerdi@mit.edu.
Physicians can review patients’ information on tablets and smart
phones even when they are not physically in the hospital. If patients
need urgent attention, a text alert message will be sent along with
key patient information.
8
sdmpulse spring 2015 sdm.mit.edu
continued from page 3
different boxes. Each processing unit box can be further blown out as necessary, but the overarching
scheme allows for the taxonomy of future roadmaps for each node and each pathway (see Figure 1).
Figure 1: An example of a pathway is AKOQR, which represents the pathway for a small-molecule
pharmaceutical oral dosage form.
We followed stakeholder mapping processes to account for external and internal constituencies and to
clearly identify key stakeholder groups. Evolving global trends were mapped inward from the customer
market and societal needs and outward from the business drivers and manufacturer requirements (see
Figure 2).
Stakeholder mapping also enabled us to develop key performance indicators (KPIs) for the global system,
thus collapsing the trends and drivers identified into workable and measurable goals. These KPIs produce
very precise operational definitions around which global operations-level changes can be made.
During the needs and requirements definition phase, subject matter experts created technology inventories
that we were able to use as repositories of internal and external technology efforts and innovations. The
KPIs, trends, and drivers were used to prioritize technologies by time order and importance. This enabled
us to create our initial manufacturing technology roadmaps. Individual technologies were generally at the
single- and multi-phase system- and process-unit level; thus, the roadmap visualization allowed for plant-,
site-, and enterprise-level integration and planning (see Figure 3).
Some stakeholder needs were well-articulated (e.g. a solution needed for a distinct problem), and others were
not (e.g. a desire to impact a problem in a big way). As we assessed transformation at a global operational level,
9
Figure 2: Stakeholder map for Merck’s global operation.
Figure 3: Stylized example of a technology roadmap.
continued on page 10
10
sdmpulse spring 2015 sdm.mit.edu
continued from page 9
it was vital that our efforts combined technologies and defined value drivers. These dual dimensions and the trade-off
space defined the risk posture clearly for our investments in various areas (see Figure 4).
Figure 4: Technology maturity is shown by extent of need.
A key technology management challenge was lack of visibility concerning how different efforts affect each other,
including ones that need information from others to make a larger, more holistic transformation possible. In helping
manage these interdependencies, we applied the multi-domain matrix (MDM). A mock version of an MDM is
shown on page 11 for the manufacturing pathway AKOQR show in Figure 1.
The MDM shows relationships within like elements (e.g. the process to process connections in the design
structure matrix [DSM] shown in the red box, or the operand to operand connections in the DSM in the blue box)
or across unlike elements (e.g. operand to initiative, as shown in the area labeled 1).
Understanding the relationships between some of the most important potential efforts and the process or
operands at the enterprise level was critical to managing multi-year efforts and to fostering the right knowledgesharing and connections required as internal and external entities consider the portfolio of choices. The crosshairs
within the matrix can represent the nature of the connection, e.g. “supporting,” “connected to,” or “integral.”
The importance of these technology initiatives and their ability to address multiple needs at the global operational level
would not be seen if not for the mapping effort. Interactions between different global pathways were analyzed using
11
Figure 5: Multi-domain matrix applied to manage interdependencies for technology initiatives.
DSM and MDM analyses. This created a portfolio of technology projects that is now managed through maturity by an
enterprise-wide technology management process and governance, with information and knowledge refreshed annually as
implementation progresses.
The results:
• Merck has mapped and assessed more than 800 technologies with this process—focusing on 42
technologies in various time horizons organized into eight clear domain challenges.
• The MIT SDM Technology Strategy class mindset, methodologies, and tools have helped Merck create a
manufacturing-wide framework, language, and process by which strategies and investments can be
discussed, debated, and ultimately managed.
As 2015 begins, Merck is well-positioned to meet its five-year goals for manufacturing and, more importantly, the
company now has a robust and bullet-proof way of managing technology for the next half decade.
Editor’s note: The author wishes to thank Leigh Gautreau, SDM ’08, research manager at Endeavour Partners, LLC. As
a teaching assistant for the SDM course, she was a critical reviewer of Chowdhury’s series, as well as of this article.
12
sdmpulse spring 2015 sdm.mit.edu
Fall 2014 SDM Tech Trek Report
Editor’s note: Every year, SDM runs two tech treks—one in the Greater Boston area and one in California’s
Silicon Valley—to offer SDM fellows opportunities to engage with, and learn from, executives at best-in-class
companies. Designed to build upon students’ classwork at MIT, the treks enable fellows to tour a wide range
of facilities, view product demonstrations, and engage in lively question-and-answer sessions with industry
leaders. They learn about companies’ strategic, operational, and tactical challenges, as well as how they are
being addressed from both technical and business perspectives.
Tech treks also establish and/or strengthen relationships between SDM and companies’ senior leaders and
recruitment professionals.
Where: IBM Research Center, Cambridge, MA
When: November 10, 2014
Attendees: 34 SDM students, SDM Industry Codirector Joan Rubin, and SDM Director of Recruitment and
Career Development Jonathan Pratt
Presenters:
• Paul Beaulieu, studio director, IBM Interactive Experience
• Dr. Werner Geyer, research manager, The Data Science User Experience Team, IBM
• Suzanne Livingston, senior product manager, IBM Connections, and SDM alumna
• Casey Dugan, software engineer, IBM Research, and MIT alumna
IBM Innovation Center, Cambridge, MA
13
Trip highlights:
Beaulieu told the SDMs that IBM Interactive Experience is a business consulting group that:
• offers clients traditional and non-traditional custom services ranging from analytics and business process strategy
to integrated communications, global process services (such as supply chain management), and more;
• began by designing the website for the 1996 Olympic Games in Atlanta;
• has since built a client base that includes The Wall Street Journal Online, L.L. Bean, the Masters Golf
Tournament, Coca-Cola, The New York Times, Tiffany, and Hasbro;
• is part of the digital advertising firm that Ad Age magazine named 2014’s largest global digital agency; and
• employs a four-step development process—consisting of strategy development, software and interactive design,
user research and analytics, and campaign management—combined with operational support for such elements
as product design and supply chain management.
Geyer then described the seven-member Data Science User Experience Team, which focuses on social workforce
science. It launched an internal program within IBM called the “1x5 Project” to identify and provide financial support and
resources for employee-generated projects. Based on a model similar to crowdfunding, the project enables employees to
invest funds allocated to them in other employees’ projects. When enough has been set aside for a project through the
“wisdom of the crowd,” a budget is committed and work on the project begins.
Geyer told the SDMs that implementing the “1x5 Project” at IBM has resulted in unprecedented employee participation
and the initiation of cross-cultural projects that have had a measurable impact on employee morale.
The SDM group also heard about the team’s development of a digital assistant, productivity applications, and an office
“selfie station” designed to increase the team’s social media awareness and provide information to improve facial
recognition software.
Spring 2015 SDM Tech Trek Preview
During the spring 2015 SDM Tech Trek to Silicon Valley, which will take place in March, SDM fellows will visit companies from
multiple industries in less than one week. This trek is being led by SDM ’15s Rany Polany and Deepa Fernandes Prabhu,
with organizational assistance from all the participants.
Companies to be visited:
• Apple
• SunEdison
• SanDisk
• E. & J. Gallo Winery
• Salesforce.com
• Lawrence Livermore National Laboratory
• Intuitive Surgical
• Yelp
If your company would like to participate in the Academic Year 2016 SDM Tech Treks, please contact Joan S. Rubin,
SDM industry codirector, at jsrubin@mit.edu, 617.253.2081, or Jonathan Pratt, director of SDM recruitment and career
development, at jonpratt@mit.edu, 617.327.7106.
14
sdmpulse spring 2015 sdm.mit.edu
SDM Holds First Core Technology
Showcase and Project Forum
By Joan S. Rubin, SDM Industry Codirector
On January 12, 2015, Professor Olivier de Weck, faculty lead
and coordinator of the SDM Core Teaching Team, welcomed
more than 150 SDM master’s and certificate students,
alumni, industry partners, staff, and invited guests to the
MIT Media Lab for a day-long SDM core technology
showcase and project forum.
First, de Weck introduced the members of the SDM Core
Instructor Team and their areas of focus:
• Bruce Cameron, Ph.D. (system architecture)
• Bryan Moser, Ph.D. (project management)
• Qi Van Eikema Hommes, Ph.D. (systems engineering)
• Pat Hale, SDM Executive Director (systems engineering)
He went on to introduce the core teaching assistants, each one an SDM alumnus or student:
• John Helferich (team lead)
• David Erickson (director, SDM Certificate Program in Systems and Product Development)
• Ricardo DeMatos
• Vai Naik
• Tina Srivastava
• Parag Vijay
Next, de Weck gave a brief overview of SDM and its overall learning objectives, including discussing
the creation of the new SDM core course as it has evolved from three separate one-semester classes
into an integrated, intensive, three-subject sequence that spans the fall, January Independent Activities
Period (IAP), and spring semesters.
The rest of the morning was devoted to a technology showcase in which SDM students displayed
posters indicating their research interests in avionics, electronics, energy, healthcare, information
technology, materials, transportation, and other areas. This was followed by an afternoon session in
which industry partners and other invited guests described research opportunities in their domains.
Students had an opportunity to indicate their interest in participating in these projects and were
matched into teams by the TAs at the end of the day.
The event concluded with a dinner featuring a keynote presentation by Kaigham (Ken) J. Gabriel,
president and CEO of Draper Laboratory.
In addition to the technology showcase and the project forum, the 2015 IAP included the
kickoff of student teams’ semester-long projects, a networks and graph theory workshop,
a team-based design challenge, and lectures in system architecture and project management.
Professor Olivier de Weck
sdm
2014 SDM Conference Focuses on Leadership
and Systems Thinking
On October 8, 2014, more than 200 SDM fellows, alumni, and industry partners, as well as others from industry,
government, nonprofits, and academia, convened at MIT for the annual MIT SDM Conference on Systems Thinking for
Contemporary Challenges. This year’s theme was “Systems Thinking for Emerging, Evolving, and Established Leaders.”
Pat Hale, executive director of SDM, welcomed attendees, followed by SDM Industry Codirector Joan S. Rubin, who
told the audience that systems thinking is a competitive imperative for the present and the future. “Not only must
current leaders understand how to apply systems thinking to address complex challenges today, but companies
must be able to apply this approach now to develop the systems-based thinkers who will become the leaders of
tomorrow,” said Rubin.
Speakers included emerging, evolving, and established leaders from several industry and government sectors. They
included:
• Catherine Mohr, M.D., vice president of medical research, Intuitive Surgical (Keynote)
• James Cook, vice president and director, Center for Enterprise Modernization, The MITRE Corporation (Keynote)
• Matt Kressy, director and senior lecturer, Integrated Design & Management, MIT
• Christopher Berardi, Ph.D. student, MIT Engineering Systems Division; captain, US Air Force; and SDM
alumnus
• Michael A. M. Davies, founder and chairman, Endeavour Partners; senior lecturer, Engineering Systems Division,
MIT; guest lecturer, London Business School
• Freddie Douglas III, director of Safety and Mission Assurance Directorate, John C. Stennis Space Center,
NASA, and SDM alumnus
• Andrea Ippolito, Ph.D. student, MIT Engineering Systems Division; presidential innovation fellow, White House;
co-founder, Smart Scheduling; co-leader, MIT Hacking Medicine; and SDM alumnus
The conference was preceded by two back-to-the-classroom sessions on the
afternoon of October 7. Dr. Qi Van Eikema Hommes, a lecturer in the MIT
>
Engineering Systems Division, delivered a talk titled “What Is Systems Thinking and
Slides and recordings
of all presentations are
available on demand at
Why Is It Important?” This was followed by a presentation by Dr. Bryan Moser,
lecturer, SDM, MIT; researcher, Design Engineering Laboratory, University of Tokyo;
sdm.mit.edu/systems
thinkingconference/
2014/speakers.html
and president and CEO, Global Project Design, who spoke on “A New Era in
Project Management: Viewing Projects as Systems.”
http://
Conference Report
15
Save the Date!
2015 MIT SDM Conference on Systems Thinking for Contemporary Challenges
Please join us on October 7 for the annual MIT SDM Conference on Systems Thinking for Contemporary Challenges. This year’s theme
will focus on an interdisciplinary approach to complex systems and design. There will also be several events, including:
October 6: Preconference back-to-the-classtoom sessions dedicated to the latest research in systems thinking and how to apply it
details to be sent to SDM community)
>
October 7: SDM Conference (8 a.m.-4 p.m., Wong Auditorium); post-conference networking event
(4-5:45 p.m., Ting Foyer); SDM Information Evening (6-9 p.m., Morss Hall)—Learn about the MIT
master’s of science degree in engineering and management, the new track in product design and
management, and the MIT-SUTD dual master’s degree program. Discuss career opportunities and
network with SDM alumni, faculty, students, and staff.
http://
(2-5 p.m., Wong Auditorium); an exclusive evening reception for SDM alumni and students (6-9 p.m., location and registration
Details and registration
information on each
event will be announced
on the SDM website in
late spring
sdm.mit.edu
16
sdmpulse spring 2015 sdm.mit.edu
continued from page 5
IDM components
Sample IDM core lecture topics:
• opportunity identification
• user needs research
• user experience
• product specification
• creative concept generation
• concept selection
• industrial design
• prototyping strategy
• economics of product design and development
• environmental sustainability
• intellectual property
• product architecture
• design leadership
• risk management
Sample ID Lab workshop topics:
• hand tools
• power tools
• machine tools
• 3D printing
• composites
• laminates and forming
• sketch modeling
• CNC (computer numerically controlled) milling
• user interface and user experience (UI/UX)
• wireframes
• thermoforming
• mold making and casting
Team project activities may include:
• Practicing product and business development processes using tools
discussed in lectures
• Receiving real-time feedback from faculty via informal design reviews;
• Working on team building, brainstorming, and strategy
• Engaging users—through interviews, observation, needs lists, personas,
and image boards
• Generating concepts—through sketching, modeling, rendering,
wireframing, and storyboarding
• Testing—using functional, emotional, market, business model, and
selection techniques
• Receiving formal design reviews
17
IDM projects
• Student-generated or industry-sponsored project topics can be either
tangible, three-dimensional hardware products or software or web-based
products that offer solutions to societal problems. Major projects will lead to
thesis topics, with the intent of a business launch.
• IDM partners will have a dedicated, ongoing relationship with the program.
They will be welcome to spend time in the ID Lab, attend design reviews,
mentor students, and bring real-world perspectives to campus. IDM
partners will be encouraged to engage in any projects in which they see
potential through collaboration, licensing, or investment.
IDM partners
• have a dedicated, intimate, ongoing collaboration with IDM
• spend time in the ID Lab
• attend design reviews
• invest in student projects of their choice
• get right-of-first-offer on products and intellectual property, subject to
student interest and negotiated price
• have priority access to hiring IDM graduates
M.S. requirements
• IDM core with ID Lab: 38 units (required)
• Management and engineering foundations: 12+ units each (required)
• Engineering and design electives: 15+ units (required)
• Management and leadership electives: 15+ units (required)
• Internship (optional)
• Consulting (optional)
• Thesis: 24 units (required)
continued on page 18
For more
detailed
information,
visit
idm.mit.edu
http://
>
18
sdmpulse spring 2015 sdm.mit.edu
continued from page 17
IDM program options
• 13 months full time, on campus
• 21 months part time, on/off campus
In the fall semester, students taking the 13-month option
• arrive in mid-August for a “boot camp”/orientation;
• participate in a three-week project in the IDM core to familiarize themselves with IDM’s product
development process and philosophy;
• engage in a four-week project, repeating the above process so that it becomes familiar;
• participate in a final project near the semester’s end, working on it in great detail; and
• make final presentations in which their products are demonstrated to fellow students, faculty, potential
investors, and the general public.
During the one-month Independent Activities Period (IAP) session, students
• manufacture 100 units of product to be offered for purchase at a sales gala open to fellow students,
potential investors, and the public.
19
In the spring semester students taking the 13-month option
• put what they have learned into practice for a major project that spans 28
weeks;
>
• offer products for sale;
• complete interdisciplinary theses based on their projects;
• participate in consulting engagements and recruitment/hiring activities; and
• join MIT SDM-IDM’s lifelong learning community of alumni, students, and
industry partners.
IDM’s 21-month option is still under development.
For more
information or
to apply for
admission,
please contact
the IDM
Admissions
Office at
idm@mit.edu
contact
• participate in another end-of-semester gala open to potential investors and
the general public;
20
spring
2015
I
L
A
B
L
E
> on
demand
Prerecorded
webinars:
sdm.mit.edu/voices
/webinars.html
2014 SDM
Systems Thinking
Conference
Videos:
sdm.mit.edu/
systemsthinking
conference/2014/
speakers.html
> Pulse
online
To read this edition
of the SDM Pulse,
as well as past
issues, visit:
sdm.mit.edu/pulse
2015 MIT SDM Conference on Systems Thinking for Contemporary
Challenges
October 6–7, 2015
Please join us for SDM’s annual systems thinking conference and related events.
For details, please see page 15.
MIT SDM Systems Thinking Webinar Series
This series features research conducted by members of the SDM community.
All webinars are held on Mondays from noon to 1 p.m. and are free and open to all.
Details/registration: sdm.mit.edu.
March 9, 2015
System Architecture and Bitcoin: The Opportunities and Challenges
Sascha Boeheme, consultant; SDM alumnus
March 23, 2015
Systems Thinking in Mobile Networking: How Virtualization and Programming
Change the Mobile Paradigm
Kevin Shatzkamer, CTO mobile networking and distinguished engineer, Brocade; SDM alumnus
April 6, 2015
Systems Thinking for Undergraduate Education: How John Deere Is Preparing for
the Workforce of the Future
Howard R. Gerwin, manager, Advanced Systems Engineering, John Deere Technology Innovation
Center
Hank Roark, manager, Decision Analytics, John Deere Technology Innovation Center; SDM alumnus
May 4, 2015
Are We Reaching an Inflection Point in the Complexity of Cyber-Physical Systems?
Olivier de Weck, Ph.D., professor of aeronautics and astronautics and engineering systems, MIT
May 18, 2015
ACHOO! Preparing for Workplace Continuity in the Presence of Flu Outbreaks
Richard C. Larson, Ph.D., Mitsui professor of engineering systems and director of the Center for
Engineering Systems Fundamentals, MIT
June 1, 2015
Applying a Technology Strategy Framework to Planning and Building Systems for
Medicine and Vaccine Manufacturing
Anando Chowdhury, director, Product Design: Innovation to Operations, Merck & Co., Inc.;
SDM alumnus
June 15, 2015
Iteration and Abstraction: Do They Always Make for Better Software Architecture?
Christine Miyachi, principal systems engineer and architect, Xerox Corporation; SDM alumna
Event information contains all details available at press time. Final information is available at
sdm.mit.edu two weeks prior to each event.
sdm.mit.edu
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