sdmpulse

The newsletter of the Massachusetts Institute of Technology

System Design & Management Program

vol. 10, no. 1 spring 2015

IDM CurriculumDevelopment

in this issue

on the web

Welcome 2

Merck Manufacturing 3Technology Roadmap

MIT Integrated Design & 4Management: Curriculum Update

ICU Innovation to Improve 6Efficiency, Patient Safety

Tech Treks 12

SDM Core Technology 14Showcase/Project Forum

SDM Conference 15

Calendar 20

> 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 CreativeProcess

• System Architecture and Bitcoin

Watch for the red dot indicatingadditional information online atsdm.mit.edu.

>

See page 4

Welcome

2 sdmpulse spring 2015 sdm.mit.edu

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 includesthe latest curriculum developments as well as pointers to an on-demand IDMvirtual information session and a webinar on applying integrated design andmanagement in industry.

• Detailed overviews of how systems thinking has been employed to bettertrack patient vital signs in intensive care units and to develop a long-rangeglobal manufacturing technology roadmap.

• Reports on industry involvement with SDM, including the fall 2014 SDM TechTrek at IBM; the upcoming spring SDM Tech Trek in Silicon Valley; the January2015 core technology showcase and project forum; and information on howyour company can get involved.

• A list of upcoming SDM events, such as this year’s annual systems thinkingconference and back-to-the-classroom sessions; our alumni-studentnetworking evening; live and virtual information events for prospectiveapplicants and companies interested in sponsoring students; webinars onapplying 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,

Joan S. Rubin

Industry Codirector

MIT System Design & Management

jsrubin@mit.edu

Publisher: Joan S. Rubin, MIT SDMIndustry Codirector

Editor: Lois Slavin, MIT SDMCommunications Director

Contributors: Anando Chowdhury, Pat Hale, Matt Kressy, SuzanneLivingston, Melissa Parrillo, Julia Somerdin

Photography: Matt Kressy, EricaPernice, 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 & Managementare jointly offered by the MIT School ofEngineering and the MIT Sloan Schoolof Management.

For further information, visitsdm.mit.edu and idm.mit.edu.

Vol. 10, No. 1 Spring 2015Copyright MIT, all rights reserved.

sdmpulse

3

Anando Chowdhury, SDM ’09, is

director of Product Design:

Innovation to Operations at Merck &

Co., Inc. His four-part paper written

for SDM’s Technology Strategy

course when he was an MIT student

laid the groundwork for Merck’s

manufacturing technology roadmap.

Developing a Technology Roadmap for Pharmaceutical ManufacturingSystemsThe challenge: In 2010, pharmaceutical leader Merck & Co., Inc., launched Target ’15, a five-

year 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

proven technology strategy framework that would:

• provide effectiveness at size scales that could span global enterprises and supply chains;

• accommodate time scales that would cross long-range, multi-year planning targets;

• manage complexity and deliver clear guidance to the organization on where and how tofocus;

• build on key lessons from multiple industries; and

• provide insight that could transcend different technical disciplines.

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 keytechnologies; and

• development of an organizational structure for continued alignment and action towardMerck’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 combinationsof knowledge, processes, and equipment that transform raw materials into products anddeliver them in a useful form to patients and customers; and

• creating global operations-level systems views that allowed for holistic management andconsideration 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

About the Author

continued on page 8

4 sdmpulse spring 2015 sdm.mit.edu

Editor’s note: The following is a snapshot of the curriculumunder development for SDM’s new sister track, IntegratedDesign & Management (IDM). We wanted to share the vision aswe design and build the program for the inaugural cohortentering this fall, but readers should keep in mind that curriculumdetails and requirements will continue to evolve. For the latestinformation, visit idm.mit.edu.

Philosophy

The IDM core curriculum combines the inspired, intuitive

methods taught in the world’s best art and design schools

with the systematic, analytical methods of the world’s best

engineering and business schools. In this spirit, IDM is offered

jointly by MIT’s School of Engineering and Sloan School of

Management, and its graduation requirements reflect a

balance of design, engineering, and management. IDM

graduates earn a master of science degree in engineering and

management conferred by MIT.

The IDM environment—ID Lab

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.

As a physical entity, ID Lab will be a maker space, i.e. a

design studio environment with state-of-the-art tools such

as 3D printers and robotic arms. A materials and methods

instructor who is expert in all tools, fabrication methods,

and material uses will provide group and individual

instruction. The continuity afforded by dedicated ID Lab

space will enable students to build prototypes and return

to them later, quickly re-immerse themselves, and iterate

as needed—all necessary steps to creating great products

and businesses.

Update: IDM Curriculum DevelopmentBy Matt Kressy, Director, Integrated Design & Management

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

continued on page 16

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 productdevelopment/product design process;

• supplemented with lectures by successful entrepreneurs, designers,engineers, and thought leaders who will share their experience, insight, andexpertise; 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.

Julia Somerdin, SDM ’13, is an

entrepreneur in healthcare/patient

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

Northeastern University; and,

as an MIT System Design &

Management student, she will

earn an M.S. in engineering and

management in 2015.

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 averagedaily cost of over $10,000;

• Post-surgery ICU patients require a higher level of acute care than most otherhospitalized patients because they need services such as cardiovascular support,invasive monitoring, and intensive observation;

• ICU patients, often unable to report on their stress and pain levels, rely primarily onnurses’ 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 thesame patients often disagree with each other because of their varying levels of trainingand experience; and

• The dramatically increasing demand for ICU beds has significantly added to the workloadof nurses and physicians.

Creating a means to remotely monitor stress and pain with real-time data visualization can help

address these issues.

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

About the Author

6 sdmpulse spring 2015 sdm.mit.edu

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 doctorsprovide early relief to patients incapable ofself-reporting;

• Reduced length of ICU stay, resulting insubstantial savings for hospitals andinsurance companies; and

• Increased ICU efficiency and reduced nurse workload.

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.

In the coming months, the ICU Cam team will:

• improve the beta version prototype;

• research hardware alternatives to reducecosts;

• initialize clinical trial paperwork in MIT’smedical center to further understand theprocess; and

• identify a large hospital for a pilot systemlaunch.

For further information, please contact Julia

Somerdin at jsomerdi@mit.edu.

Here is a typical hospital setting in which patients are receiving intensivecare and monitoring. Traditionally, nurses or medical staff check andrecord a patient’s status periodically.

ICU Cam uses a smart camera to automatically capture several patientvital signs and send this information to doctors in real time.

Physicians can review patients’ information on tablets and smartphones even when they are not physically in the hospital. If patientsneed urgent attention, a text alert message will be sent along withkey patient information.

8 sdmpulse spring 2015 sdm.mit.edu

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).

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,

continued from page 3

Figure 1: An example of a pathway is AKOQR, which represents the pathway for a small-moleculepharmaceutical oral dosage form.

9

Figure 3: Stylized example of a technology roadmap.

continued on page 10

Figure 2: Stakeholder map for Merck’s global operation.

10 sdmpulse spring 2015 sdm.mit.edu

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).

continued from page 9

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 knowledge-

sharing 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

Figure 4: Technology maturity is shown by extent of need.

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 42technologies in various time horizons organized into eight clear domain challenges.

• The MIT SDM Technology Strategy class mindset, methodologies, and tools have helped Merck create amanufacturing-wide framework, language, and process by which strategies and investments can bediscussed, 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. Asa 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 ReportEditor’s note: Every year, SDM runs two tech treks—one in the Greater Boston area and one in California’sSilicon Valley—to offer SDM fellows opportunities to engage with, and learn from, executives at best-in-classcompanies. Designed to build upon students’ classwork at MIT, the treks enable fellows to tour a wide rangeof facilities, view product demonstrations, and engage in lively question-and-answer sessions with industryleaders. They learn about companies’ strategic, operational, and tactical challenges, as well as how they arebeing addressed from both technical and business perspectives.

Tech treks also establish and/or strengthen relationships between SDM and companies’ senior leaders andrecruitment 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 strategyto 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 GolfTournament, 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 elementsas 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 PreviewDuring the spring 2015 SDM Tech Trek to Silicon Valley, which will take place in March, SDM fellows will visit companies frommultiple 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 • SanDisk • Salesforce.com • Intuitive Surgical• SunEdison • E. & J. Gallo Winery • Lawrence Livermore National Laboratory • 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 careerdevelopment, at jonpratt@mit.edu, 617.327.7106.

SDM Holds First Core Technology Showcase and Project ForumBy 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

14 sdmpulse spring 2015 sdm.mit.edu

2014 SDM Conference Focuses on Leadershipand 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 forContemporary 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, whotold the audience that systems thinking is a competitive imperative for the present and the future. “Not only mustcurrent leaders understand how to apply systems thinking to address complex challenges today, but companiesmust be able to apply this approach now to develop the systems-based thinkers who will become the leaders oftomorrow,” said Rubin.

Speakers included emerging, evolving, and established leaders from several industry and government sectors. Theyincluded:

• 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 SDMalumnus

• 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

Why Is It Important?” This was followed by a presentation by Dr. Bryan Moser,

lecturer, SDM, MIT; researcher, Design Engineering Laboratory, University of Tokyo;

and president and CEO, Global Project Design, who spoke on “A New Era in

Project Management: Viewing Projects as Systems.”

Conference R

eport

sdm

http

://

>Slides and recordingsof all presentations areavailable on demand at

sdm.mit.edu/systemsthinkingconference/2014/speakers.html

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

(2-5 p.m., Wong Auditorium); an exclusive evening reception for SDM alumni and students (6-9 p.m., location and registration

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

://

>Details and registrationinformation on eachevent will be announcedon the SDM website inlate spring

sdm.mit.edu

16 sdmpulse spring 2015 sdm.mit.edu

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 toolsdiscussed 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

continued from page 5

17

IDM projects

• Student-generated or industry-sponsored project topics can be eithertangible, three-dimensional hardware products or software or web-basedproducts that offer solutions to societal problems. Major projects will lead tothesis 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. IDMpartners will be encouraged to engage in any projects in which they seepotential 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 tostudent 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)

http

://

>For moredetailedinformation,visit

idm.mit.edu

continued on page 18

18 sdmpulse spring 2015 sdm.mit.edu

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 productdevelopment 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, potentialinvestors, 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.

continued from page 17

19

In the spring semester students taking the 13-month option

• put what they have learned into practice for a major project that spans 28weeks;

• participate in another end-of-semester gala open to potential investors andthe general public;

• 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, andindustry partners.

IDM’s 21-month option is still under development.

co

nta

ct

>For moreinformation orto apply foradmission,please contactthe IDMAdmissionsOffice at

idm@mit.edu

spring201520

>A V A I L A B L E

ondemand

Prerecordedwebinars:sdm.mit.edu/voices/webinars.html

2014 SDMSystems ThinkingConferenceVideos: sdm.mit.edu/systemsthinkingconference/2014/speakers.html

sdm.m

it.ed

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2015 MIT SDM Conference on Systems Thinking for ContemporaryChallenges

October 6–7, 2015Please join us for SDM’s annual systems thinking conference and related events. For details, please see page 15.

sdm calendar

MIT SDM Systems Thinking Webinar SeriesThis 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, 2015System Architecture and Bitcoin: The Opportunities and ChallengesSascha Boeheme, consultant; SDM alumnus

March 23, 2015Systems Thinking in Mobile Networking: How Virtualization and ProgrammingChange the Mobile ParadigmKevin Shatzkamer, CTO mobile networking and distinguished engineer, Brocade; SDM alumnus

April 6, 2015Systems Thinking for Undergraduate Education: How John Deere Is Preparing forthe Workforce of the FutureHoward R. Gerwin, manager, Advanced Systems Engineering, John Deere Technology InnovationCenterHank Roark, manager, Decision Analytics, John Deere Technology Innovation Center; SDM alumnus

May 4, 2015Are 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, 2015ACHOO! Preparing for Workplace Continuity in the Presence of Flu OutbreaksRichard C. Larson, Ph.D., Mitsui professor of engineering systems and director of the Center forEngineering Systems Fundamentals, MIT

June 1, 2015Applying a Technology Strategy Framework to Planning and Building Systems forMedicine and Vaccine ManufacturingAnando Chowdhury, director, Product Design: Innovation to Operations, Merck & Co., Inc.; SDM alumnus

June 15, 2015Iteration 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.

> Pulseonline

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