MEM Curriculum and Courses

Earn Your Master in Engineering and Management Degree in One Year

Three semesters—42 credit hours—of highly integrated courses enable you to meet employers' needs for technical talent with business acumen. Leaders of companies conceived the idea to create the Master of Engineering and Management (MEM) degree to fill this void. Corporate partners have remained involved over the past decade to keep the curriculum relevant and leading-edge.


Leadership Assessment and Development

IIME400 — Summer Semester 3 Credit Hours

In this course, you will get to know yourself better by completing assessments and making sense of them, having team discussions, presenting to the class, engaging in various experiential activities, participating in a coaching session, working with a team, and expanding your knowledge of leadership skills and abilities.

You will also be introduced to human behavior in organizations through instruments developed by faculty in the Department of Organizational Behavior, and learn about the themes and issues that organizations have in common.
 

Project Management

IIME405 — Summer Semester 3 Credit Hours

In this course, you will learn quantitative skills that you will need to become an effective project manager while also exploring insights into human behavior and group dynamics. Through textbook lessons, case studies, guest speakers, and shared real world experiences, you will gain an understanding of what makes a project successful.

You will have opportunities to apply this understanding and to develop the skills necessary to effectively manage projects.
 

Materials and Manufacturing

IIME415 — Summer Semester 3 Credit Hours

With an emphasis on modern materials and processing, this course links materials classes (metals, ceramics, plastics, composites, electronic materials, and biomaterials) with processing into finished products. Visits to local industries and presentations by participating companies reinforce the information presented in the classroom and illustrate the connection between materials and manufacturing process selections, as well as strategic management decisions.
 

Accounting/ Finance and Engineering Economics

IIME410 — Summer Semester 3 Credit Hours

The goal of this course is to develop a working understanding of accounting, finance and
economics and to apply this understanding to develop the skills necessary for a career in a business organization.
 

Understanding People and Change in Organizations

IIME 425 — Fall Semester 3 Credit Hours

The purpose of this course is to understand why people act and behave the way they do in organizations. This course balances underlying theories with practical examples and real life situations. Behavior is examined, and models and tools are provided to the student. The intent is to make the student a better diagnostician and to better inform the student of the organizations in which he or she may find his/herself.
 

Six Sigma and Quality Management

IIME 440 — Fall Semester 3 Credit Hours

This course provides an introduction to managing quality throughout the supply chain in both manufacturing and service organizations, utilizing the popular Six Sigma approach. The familiar DMAIC (define, measure, analyze, improve, control) problem solving approach will be emphasized.

Students will learn the basic tools of quality (such as cause-and-effect diagrams for brainstorming), quality processes (such as benchmarking), and quality management including quality planning, quality control,and quality improvement. The course will include the subject of statistical process control, an integral component of Six Sigma.
 

Product and Process Design and Development  I & II

IIME 430 A & B — Fall & Spring Semesters 6 Credit Hours

Product and process development (PPD) are integrated activities in business, and this course develops an integrated approach to the understanding and practice of the complex relationships among customers, designers and manufacturers that define PPD.

The course is built around a capstone project emphasizing different aspects of the product and process design and development activities of cross-functional teams. Case studies are used to illustrate and understand PPD successes and failures.
 

Technology Entrepreneurship: Market Opportunity Analysis; Managerial Decision-Making

IIME 450 A & B — Fall & Spring Semesters 6 Credit Hours

Entrepreneurship is an area of importance to business leaders, educators, politicians, and individual members of the society. It is a driver of economic development and wealth creation in organizational units ranging in size from the individual company to entire nations. Technology-based entrepreneurship is particularly important to this economic development due to its impact on productivity and its potential for exponential growth.

This course will emphasize a variety of issues related to enhancing innovation, demonstrating that there are not many “absolute truths,” but there are numerous best practices.
 

Enterprise Resource Planning/Supply Chain Analysis

IIME 435 — Spring Semester 3 Credit Hours

This course introduces concepts for helping make designs more manufacturable and for making the manufacturing process more successful through better planning and control. It is related to the product and process design course, and complements those learning objectives.

We study how to plan and control the manufacturing process, given the design for manufacturing. The course will include quantitative analysis for cases that will be performed on microcomputer software available in the Weatherhead Computer Lab.
 

Information, Design and Systems

IIME 420 — Spring Semester 3 Credit Hours

Everything about a business is designed, including the ways in which the organization uses information and the systems it uses to create and deliver its products and services, its supply chains, its accounting for its use of resources, its employee, industry and customer relationships, and more. Understanding general principles that guide the design and use of systems, using systems effectively and redesigning them to address changing circumstances are the foci of this course.
This course will use readings, discussion, projects and occasional lectures to explore principles, methods, attitudes and tools that can be helpful to managers.
 

Fundamentals of Clinical Information Systems

IIME 473- Fall Semester 3 Credit Hours-Elective Option

Technology has played a significant role in the evolution of medical science and treatment.  While we often think about progress in terms of the practical application of, say, imaging to the diagnosis and monitoring of disease, technology is increasingly expected to improve the organization and delivery of healthcare services, too.  Information technology plays a key role in the transformation of administrative support systems (finance and administration), clinical information systems (information to support patient care), and decision support systems (managerial decision-making).  This introductory graduate course provides the student with the opportunity to gain insight and situational experience with clinical information systems (CIS).  Often considered synonymous with electronic medical records, the "art" of CIS more fundamentally examines the effective use of data and information technology to assist in the migration away from paper-based systems and improve organizational performance.  In this course we examine clinical information systems in the context of (A) operational and strategic information needs, (B) information technology and analytic tools for workflow design, and (C) subsequent implementation of clinical information systems in patient care.  Legal and ethical issues are explored.  The student learns the process of "plan, design, implement" through hands-on applications to select CIS problems, while at the same time gaining insights and understanding of the impacts placed on patients and health care providers.
 

Models of Health Care Systems

IIME 446 — Spring Semester 1.5 Credit Hours- Elective Option

This course provides an introduction to the different systems of health care delivery in the U.S. For example, pay for service providers versus health maintenance organizations contrasts how service is provided. Operations and finance of these systems will be explored.

Based on this understanding of health care systems, an examination of its implications for development of biomedical products will be considered. A comprehensive overview of FDA medical device regulations and various aspects of the approval process will be reviewed.
 

Regulatory Affairs for the Biosciences

IIME 447 — Spring Semester 1.5 Credit Hours- Elective Option

A scientific regulatory agency with far-reaching enforcement authority, the U.S. Food and Drug Administration (the FDA) is a powerful consumer protection agency. This course introduces students to the FDA and its oversight of the food, cosmetic, drug, biologic and medical device industries. Students will learn how the FDA ensures product safety and effectiveness through reading assignments, lectures, guest speakers and analysis of current events.

Students will gain an appreciation of the FDA’s public health mission, the formidable challenges of food and drug laws and regulations, and applicability to bioscience product development and commercialization (BME Only).
 

BioDesign

IIME 472 - Spring Semester 3 Credit Hours - Elective Option

Medical device innovations that would have been considered science fiction a decade ago are already producing new standards of patient care. Innovation leading to lower cost of care, minimally invasive procedures and shorter recovery times is equally importance to healthcare business leaders, educators, clinicians, and policy-makers. Innovation is a driver of regional economic development and wealth creation in organizational units ranging in size from the start-up to the Fortune 500 companies. In a broader context, the pace of translational research leading to product and service innovation is highly interdisciplinary, thus, new products and services result from team efforts, marked by a systematic,structured approach to bringing new medical technologies to market and impacting patient care.

In this course we examine medical technology innovations in the context of (A) addressing unmet clinical needs, (B) the process of inventing new medical devices and instruments, and (C) subsequent implementation of these advances in patient care. In short, the student learns the process of “identify, invent, implement” in the field of BioDesign.
 

Representative Sample of Other Electives*
_ Advanced Negotiations
_ Analyze Mobility of Mobile E-Business
_ Chief Executive Officer
_ Developing Interpersonal Skills for Managers
_ Diversity, Innovation & Organizational Change
_ Economics of Negotiation and Conflict Resolution
_ Energy, Engineering and Entrepreneurship
_ Entrepreneurial Strategy
_ Fracture of Materials
_ Financial Management I
_ Industry/New Technologies Marketing
_ Managerial Consultancy
_ Managerial Marketing
_ Mergers & Acquisitions
_ MOS Integrated Circuit Design
_ New Enterprise Development
_ Object-Oriented Software Development
_ Product and Brand Management
_ Supply Chain Logistics
_ Supply Management in Supply Chain
_ Survey of Accounting
_ Strategic Human Resource Management
_ Strategic Issue & Application
_ Web Systems Integration