Download - Encore Magazine, Fall 2011
the Magazine for the College of professional studies alumni and friends
EncoreFALL2011
this issue
Manufacturing in New england Making It Here
1 | AtteNd eveNts
•YourCollegeholdsover25social,professionaldevelopment,andlifelonglearningeventseachyear
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tips to Leverage your aLumni network!
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•Visitwww.careerservices.neu.eduorcall617.373.2430
4 | recruit tALeNt
•CollegeofProfessionalStudiesstudentsandalumniareskilled,driven,andhardworkingprofessionals
•PostajobthroughCareerServices,orhireaco-opstudentfromtheCollegeforashort-termassignment.FormoreinformationcontactEllenStoddardate.stoddard@neu.edu
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•AttendoneofourCareerSerieseventsfornetworkingandprofessionaldevelopment
•Contactfellowalumnithroughalumnigroupsortheonlinealumnidirectory,HuskyNet,tosetupaninformationalinterview
2 | coNNect with other ProFessioNALs
TheCollegecurrentlyhasfivealumnigroups,creatingopportunitiesforyoutoconnectwithalumniinyourindustryorcareerpath;connectwiththemtodayonLinkedIn:•CommunicationsAlumniNetwork
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FALL2011 the Magazine for the College of professional studies alumni and friends
Interim Dean, College of Professional Studies John G. LaBrie, EdD
EditorPeggy Hayes
Editorial ContributorCarla Kindt
ContributorsJaclyn Anderson Eileen Pacheco Cedric Sinclair Linda Walsh
DesignPangaro Beer
Photography Heratch Ekmekjian Rick Friedman Joe Gaylor Bob Keene
Encore Magazine is published by the College of Professional Studies, Northeastern University, 360 Huntington Ave., Boston, MA 02115-9959. Phone 877.668.7727.
Encore is published for the alumni of the College of Professional Studies, the School of Professional and Continuing Studies, the Boston Evening School, Lincoln College, the Lowell Institute School, and the School of Education.
Send editorial contributions to: Peggy Hayes, Editor, Encore, College of Professional Studies, Northeastern University, 360 Huntington Ave., Boston, MA 02115-9959 or via email to [email protected].
Encore accepts no responsibility for unsolicited manuscripts, artwork, or photography. Materials will not be returned unless accompanied by a stamped, self-addressed envelope.
Copyright ©2011 Northeastern University. All rights reserved.
The views expressed in this magazine do not necessarily reflect the views of the College of Professional Studies or Northeastern University.
Letters to the EditorEncore welcomes your letters and reserves the right to edit them for space and clarity. Letters for publication should be no longer than 150 words, must refer to an article, and must include the writer’s name, address, and phone number. If sending via email, please do not send attachments. Send letters to: Letters to the Editor, Encore, College of Professional Studies, Northeastern University, 360 Huntington Ave., Boston, MA 02115-9959 or via email to: [email protected].
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2 Letter from Dean LaBrie
4 Manufacturing in New england Making It Here6 Manufacturing Profiles: Alumni and Their Companies
19 Knowledge and Know-How
20 School of Education: Preparing Educators to Lead
24 Recent Events
27 Of Note
Encore
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“The working professionals
enrolled in CPS programs will
take their place among the
world’s leaders in business,
high-tech manufacturing, and
policy creation—carrying on
the tradition of our alumni
from the engineering and
management programs of
University College.”
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the word on everyone’s lips today is change.Achallengingglobaleconomyisdrivingpolicychangesateverylevelofgovernmentaswellasbusinessdecisionsbylargeandsmallcompanies.Inresponsetothechangingneedsofstudents,NortheasternUniversityisgrowingmoreglobal—reachingbeyondtraditionalbordersanddefinitionstoforminnovativeandnewwaystoeducatestudents.IamproudtosaythatNortheasternUniversity’sCollegeofProfessionalStudies(CPS)ischangingwiththetimeswhileremainingtruetoitsroots.
SincejoiningCPSastheinterimdeanayearago,Ihavepresidedovermysecondgraduation,initiatedthedevelop-mentofastrategicplan,andintroducedtwonewdegreeprograms—aMasterofScienceinHospitalityAdministrationandaMasterofScienceinCommerceandEconomicDevelopment.InthelastissueofEncore,InotedmyexcitementtoleadCPSintothenextgenerationofadultandprofessionaleducation.Myexcitementhasbeenfurtherfueledbythispastyear’sstrategicplanningactivitiesandprogramdevelopments,andhasbeeninspiredbystudentinteractions.
Strategicplanninghasalwaysrequiredagreatdealofreflec-tiononpastventures,intimateknowledgeofthecurrentstateofaffairs,anddeliberatethoughttowheresuccessliesinthefuture.Theideaofpast,present,andfutureactivitiesbeingtetheredtothehealthygrowthofanorganizationorindustryisacurioustrichotomy,athreefoldwayofviewingachallenge.ThisdynamiccanbeobservedintheevolutionofCPS,andcanjustaseasilyrelatetothechangeafootinthemanufactur-ingsectorinNewEnglandwhereouralumnidemonstratesignificantleadership.
FordecadeswehavegraduatedstudentsfromourEngineeringandManagementprogramswhohavebecomeentrepreneursandbusinessleaders.ThesealumniheadupsomeofthemostsuccessfulmanufacturingoperationsinMassachusettsandacrossNewEngland,impactingtheeconomyonanationalandglobalscale.Theirpassiontodeliverqualityproductstomarketspansindustriesliketelecommunications,jewelry,spaceexploration,defense,andbiopharmaceuticals.
Currently,ourMasterofScienceinRegulatoryAffairsforDrugs,Biologics,andMedicalDevicesprogramattractsstudentswhoareplanningtheircareersinthemanufacturingofmedicaldevicesandmedications.Meanwhile,ourstudycentersinHongKongandSingaporeprovideeducationinmanagementandfinancetointernationalstudentswhosecareers,justliketheireducation,willbeglobal.Domestically,ourDoctorateinLawandPolicy(LPD)programiseducatingstudentstoworkinthepolicyarena.
Letter from Dean LaBrieHowdothestudentsinRegulatoryAffairs,LPD,oranynumberofCPSprogramsimpactmanufacturinginourglobalcommunity?Theyensurethesafetyofmedicaldevicesandmedicationsbeingmanufactured,theirboardroomdecisionsestablishfairwagesindevelopingnations,andtheylobbyforpoliciesthataffectinternationaltrade.TheworkofCPSstudents,faculty,andalumniisdramaticallyshapingawiderangeofindustries.Moreover,thesignificanceofourstudents’contributionstosocietyareeasilyrecognized,particularlyinmanufacturingasmarkets,needs,andproductscontinuetoevolve.
TheworkingprofessionalsenrolledinCPSprogramswilltaketheirplaceamongtheworld’sleadersinbusiness,high-techmanufacturing,andpolicycreation—carryingonthetraditionofouralumnifromtheengineeringandmanagementprogramsofUniversityCollege.Itbringsmegreatsatisfactiontowatchtheirflexibilityastheyfuseinnova-tiveideasintothefoundationsetbythealumniwhocamebeforethem.IamfilledwithcuriosityasIponderhowtheywillinspirefutureCPSstudentswhowillinevitablyevolvetheframeworksourstudentsaredesigningnow.
Howwilltheiractionsanddecisionstodayreinventthemanufacturingindustryoftomorrow?ItiscertainthattheirfootprintswillextendfarbeyondtheEasternSeaboardoftheUnitedStates—muchlikethealumniwhosemanufacturingcompaniesoperateinanddistributegoodstoChina,Brazil,andtherestoftheworld.WillstudentsinprogramsakintoLPDsetpoliciesinstatehousesandinWashingtonthatresonateandimpactthecostofdoingbusinessinIndia?Cangraduatesin2025bechallengedtocreatebusinessmodelsthatwillreturnamanufacturingboomtoDetroit?
ThesearethequestionsIaskasIworkwiththefacultyandstaffofCPStosetthevisionforthefutureoftheCollege.Iwelcomeyourinputastogetherwemanageachangingeducationalenvironment—andstrivetoequipstudentswiththeskillsandknowledgetorealizetheirpotentialandcelebratetheirsuccess.
Sincerely,
JohnG.LaBrie,Interim Dean
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MANUFACTURING IN NEW ENGLAND Making It Here
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FOUR COLLEGE OF pROFEssIONAL sTUDIEs ALUMNI
JAck FeibeLMAN | Class of 1945 | A&H Mfg. Co. | Johnston, RI | Jewelry Industry | page 15
Peter FrAsso | Class of 1980 | Segue Manufacturing Services | Lowell, MA | Contract Manufacturing | page 6
rANdy cotter | Class of 1969 | Cotter Brothers | Danvers, MA | Piping Systems | page 9
toM FoLey | Class of 1987 | Dynavac | Hingham, MA | Vacuum Systems | page 12
While its influence is often overlooked today, manufacturing has been a vital segment of the New england economy for more than 220 years. ItwasinRhodeIslandin1790thatEnglishmanSamuelSlaterfoundedthecountry’sfirstcottonmill,establishingNewEnglandasthebirthplaceofAmericanmanufacturing.ThetextileindustryinNewEnglandbecamethemodelfornewformsofmanufacturing.Itsriversprovidedtherequisitewaterpowerandtransportationtosupportthegrowthofmanufacturingintheregion.
Today,NewEnglandcontinuestobeaninfluentialregionformanufacturing.Centuriesofeconomic,social,andtechno-logicaldevelopmentshaveforcedtheindustrytoadapt.Theregion’stextileindustryhasbeenreplaced.Old-worldmillshavebeenconvertedtomodernmanufacturingfacilitiesforhigh-valueproductsforthebiomedical,high-tech,defense,andspaceindustries.
TheproductsmanufacturedinNewEnglandrangefromtheeverydaytotheout-of-this-world—baseballgloves,golfballs,syntheticskin,biosurgerydevices,infraredsensors,sniperdetectionsystems,radarequipment,ceramiccompo-nents,high-voltagecableassemblies,roboticweldingsystems,lightingfixtures,decorativeglass,sailboats,snowshovels,textiles,foodandbeverage,andjewelry.
Andcontrarytogeneralbelief,notallmanufacturingjobshavebeenshippedoverseas.Infact,inMassachusetts,manu-facturingisconsideredagrowthindustry.Thestateboastsover8,000manufacturingcompanies,whichgeneratemorethan$40billioninrevenue.Manufacturingremainsthefourth-largestemployerinMassachusetts,behindhealthcare,retail,andeducation.Thestateestimates100,000ormorejobswillneedtobefilledinthissectoroverthenext10years.Andoverthenextfiveyears,55percentofmanufacturersexpectto
expandtheiroperationsinMassachusetts,and60percentofmanufacturersexpecttoaddjobstotheirMassachusettsoperations.
Accordingtothemostrecentlypublishedinformation,RhodeIsland’sconsumerproductmanufacturingsectoremployedmorethan26,000highlyskilledworkersin2006.Thestate’sjewelrymanufacturingindustryishometomorethan400companiesengagedinallpartsofthejewelrysupplychain.
InthisissueofEncore,wepullbackthecoveronthemanu-facturingindustryinNewEnglandaswetakealookatthesuccessfulmanufacturingoperationsoffourCollegeofProfessionalStudiesalumni.
RepresentingthejewelryindustryofRhodeIslandisUniversityCollege(UC)alumnusJackFeibelman,founderandchieffinancialofficerofA&HMfg.Co.Feibelman,whoinventedabreakthroughinjewelrymerchandisinginthelate1960s,emphasizesthecreativityrequiredtobesuccessfulinmanufacturing.
UCalumnusPeterFrasso,presidentofSegueManufacturingServices,talksabouttheroleofcontractmanufacturingservicesintoday’smanufacturingindustry.
We’llalsohearfromtwoalumniwhohavefoundsuccessinthemanufactureofhighlyspecializedproducts.RandyCotterstartedacompanythatwasoneofonlyahandfulofmanu-facturerscreatingthepipingsystemsforbiopharmaceuticalplants.AndTomFoleyheadsupDynavac,whichmanufactureshighvacuumsystemsforspacesimulationandothercustom-engineeredapplications.
Thesebusinessesareprimeexamplesoftherangeofmanu-facturingoperationsthatarethrivinginNewEngland’smanufacturingsectortodayandhavingameasurableimpactontheregion’soveralleconomy.
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MANUFACTURING pROFILE
PeterFrasso(BS,MechanicalEngineering,Northeastern’sLincolnCollege’80)admitshewasn’tamongthetopstudentsinhighschool.Atthetime,hewasmoreinterestedin“makingthings.”Infact,asateenager,hebuiltoneofhisfirstcars,aFordFalcon,frompartsboughtinajunkyard.
Frassohascontinuedtonurturehisinterestinmakingthingsthroughouthiscareerinmanufacturing,andnowservesaspresidentofLowell,Massachusetts-basedSegueManufacturingServices.Segueisaglobalcontractmanufacturerprovidingengineeringservicesandmanufacturingcapabilitiestoa
rangeofindustries,includingalternativeenergy,military,semiconductor,medical/lifesciences,homelandsecurity,andindustrialequipment.
engineering a successful career Path
Afterearningatwo-yeardegreefromWentworthInstitute,FrassotookajobatPratt&WhitneyAircraftwhereherealizedhewantedtobecomeanengineer.Hemadeadecisiontoquithisfull-timejobandcontinuehisengineeringstudiespart-timeatNortheasternUniversity’sLincolnCollege,whilealsosupportinghisfamilybyworkingatemporaryjobatMagnetic
Listening to the Voice of the customersegue Manufacturing services President Peter Frasso shares his formula for success in manufacturing
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COMpANY sNApsHOT: segue Manufacturing services
FouNded 1991 (CDM); acquired by Segue in 2007
LeAdershiP Peter Frasso, President & CEO
cAPAbiLities • Turnkey manufacturing solutions (vertical
integration: complex cables and harnesses,
machining, global sourcing)
• Supply chain management and global sourcing
(demand management, procurement and logistics,
vendor-managed inventory, local integration
and delivery)
• Engineering services (prototype design and
3D modeling, CAD/CAM design, manufacturing
documentation, tool and fixture design, engineer
and maintain mature products)
MArkets Telecommunications, Homeland Security, Aerospace,
Semiconductor, Industrial, Military, Medical
heAdQuArters Lowell, Massachusetts (44,000 square foot facility)
eMPLoyees Over 540 worldwide, including 140 in the
United States
other LocAtioNs Xiamen, China (55,000 square foot facility)
Partner operations in Argentina and India
http://www.segue-mfg.com
Contract Manufacturing DefinedContract manufacturing is the manufacture of a product
or component by a third party. This form of outsourcing
enables companies to reduce costs associated with
manufacturing facilities and equipment, and gives access
to high-quality manufacturing at a reasonable cost.
Corp.ofAmerica(MCA).Followinggraduation,hecontinuedtoadvancehiscareeratMCA,overseeingtheconstructionofsuper-conductingwireandmagnetsusedinmagneticresonanceimaging.
In1989,FrassowenttoVarian,whereheheldanumberofpositionsinengineering,production,andmarketingduringhis18-yeartenurewiththecompany.Eventually,hebecamevicepresidentandgeneralmanageroftheVacuumProductsDivisionandledthedivisiontobetwicenamedasoneofIndustry Week’s“BestPlantsinAmerica,”winneroftheMassachusettsQualityAward,anda1997MalcolmBaldrigefinalistintheManufacturingcategory.“Baldrigeconsistsofthreecoreprinciples—findoutwhatthecustomers’wantsandneedsare;organizethefactoryandorganizationtofulfillandmeetthoseneedsbetterthananyoneelse;andmeasurehowwellyou’redoingit,”statesFrasso.“Theseprinciples,andthehands-onexperienceIgainedatLincolnCollege,providedmeamoreintimateunderstandingofhowtoalignanorganizationfromengineeringtothefactoryfloortothehandsofthecustomer.”
AtechniqueFrassofrequentlyincorporatedintohisgrowthstrategyatVarianwastosurveycustomersatallstagesofthebuyingcycleandduringallcustomerinteractions.“Listeningtothevoiceofthecustomerisessentialtocontinuousimprove-ment,totalcustomersatisfaction,andunderstandingfuturerequirementstohelpdriveacompany’sbusinessstrategyand
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Performance Excellence Recognized
THE BALDRIGE pERFORMANCE ExCELLENCE pROGRAM
The Baldrige Performance Excellence Program is the nation’s public-private partnership dedi- cated to performance excellence. The program’s mission is to improve the competitiveness and performance of U.S. organizations for the benefit of all U.S. residents. For more information, visit the National Institute of Standards and Technology (NIST) website: http://www.nist.gov/baldrige/about.
THE MAss QUALITY AWARD
The Mass Quality Award (MQA) is awarded to the company that best exhibits and practices those characteristics that lead to a quality, customer-focused enterprise. This focus on quality, under the direction of the Massachusetts Council for Quality, is an ongoing effort to ensure the competitiveness of businesses in Massachusetts. A candidate for the MQA under-goes a rigorous site inspection and then is rated according to standards based on the criteria of the Malcolm Baldrige National Quality Award.
success,”headds.“Inaddition,educationandempowermentofemployeesandworkteamsdirectlyresultsinahigherlevelofcustomersatisfaction.”
AfterVarian,Frasso’scareerprogressedintothesemiconduc-torindustryforthenexteightyears.“Whileworkinginthesemiconductorindustry,Idiscoveredaneedforacertaintypeofcontractmanufacturer—onethatwasmoresophisticatedintheengineering,quality,andproductionenvironmentthanamom-and-popshop,butflexibleenoughtosupportahigh-mix,low-to-moderatevolumeproductenvironment.Isawthisasaturningpointinmycareertostartmyowncompany,”continuesFrasso.In2007,hefoundedSegueManufacturingServicesandacquiredtheassetsofCableDesignsandManufacturing(CDM),acableandharness
MANUFACTURING pROFILE
“These principles, and the hands-on experience I gained at Lincoln College, provided me a more intimate understanding of how to align an organization from engineering to the factory floor to the hands of the customer.” – Peter Frasso
company,whereheimmediatelybegansurveyingitscurrentandtargetcustomers,trainingandempoweringhisemployees,anddevelopingaleanmanufacturingenvironmentinordertoaddressthenichehehadidentified.UndertheSeguebrand,thecompanyestablisheditselfasalow-volume,high-mixcontractmanufacturer,providingend-to-endsolutionsforitscustomers.
Overthenextthreeyears,Seguequadrupleditsbusiness.ThebenefitsofoffshorepartssourcingandmanufacturingspurredSeguetosourcematerialsinChinaforassemblyintheirLowellfacility.Itwasanaturalprogressiontoacquireacontractmanufacturingpartneroverseas.InNovember2010,SegueacquiredSanborInterconnectinXiamen,China.The55,000squarefootmanufacturingfacilityprovidesexpandedcapabilitiesandalow-costregionalpresenceforpartssourcingandengineering.“Wecanofferourcustomersthecostbenefitsofoff-shoremanufacturingwithSegue’scontinuedapproachtolocalservice,support,andfocusonthecustomer,”explainsFrasso.“Inaddition,Chinaisamarketinitsown,andmanyofourcapitalequipmentcustomershavelocatedthere.Ifwewanttocontinuedoingbusinesswiththem,weneedtobethere.”
Frassoattributesmuchofhissuccesstohavingatruepassionformanufacturing.“Manufacturingcanbeagreatcareerforthosethathaveapassionforbuildingthings,workingthroughproblemssystematically,andworkinginateamenvironment.It’snotaworldforthosewhowanttositinthecorner—it’ssocialandrequiresmutualrespectandinteractionatalllevels,”concludesFrasso.“Andaboveall,youneedtostayfocusedonthecustomerandlistentowhattheyhavetosay.It’saguaranteedstepintherightdirection.”
Frasso received a Bachelor of Science degree from Northeastern University’s Lincoln College in 1980. He earned an Associate’s degree from Wentworth College in 1969. In addition to his role as president and CEO of Segue Manufacturing Services, Frasso serves on the board of directors for Lytron, Inc.; is a member of the senior advisory board for Massachusetts Excellence, a Baldrige-based nonprofit; and is an active member on the advisory board to Northeastern University’s College of Professional Studies.
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NoonecanaccuseRandyCotter(AS,MechanicalEngineering,UC’69)ofrestingonhislaurels.ThesemiretiredfounderofCotterCorporationjustlandeda$50,000grantfromtheAmericanSocietyofMechanicalEngineers(ASME)tocontinuehisstudyof“deadleg”standardsforprocessskidsystems(pipingsystems)usedinthebiotechandpharmaceuticalsindustry.
You’reprobablywondering,what’sadeadleg,andisitpainful?It’sanareainapipingsystemwhereliquidisnotexchanged
duringtheflushingprocess.Bacteriacanbuildupinadeadlegandrecontaminatethepipingsystem.Cotteranalyzedthecurrentengineeringstandardsestablishedtoprotectagainstthisproblemandfoundaflaw.Lastyear,hemockedupapipingsystembasedonthestandardsanddiscovereditdidn’twork.“Youcan’tgettheairout,”heexplains.“Ifyoucan’tgettheairout,youcan’tcleanit.”
taLes from the Biotech frontierRandy Cotter, pioneer of piping systems for biotech, on creating standards in a nascent industry
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MANUFACTURING pROFILE
COMpANY sNApsHOT: Cotter Brothers
FouNded 1979–2001 Cotter Corporation;
2003 Cotter Brothers was founded
LeAdershiP Randy Cotter, Jr., President
Tim Cotter, Vice President
cAPAbiLities Custom-fabricated process skid
systems (piping systems for biotech
manufacturing)
MArket Biotech
heAdQuArters Danvers, Massachusetts
(8,000 square foot facility)
eMPLoyees 60
www.cotterbrothers.com
Asoneofthepioneersinthedevelopmentandinstallationofprocesspipingsystemsforthebiotechindustry,Cotterpracticallywrotethebookonstandardsatatimewhennoneexisted.Sowhenhediscoveredthedeadlegissue,hesettoworkongettingthestandardchanged.InMarch2010,hedocumentedhisfindingsbyvideotapinghismocked-upsystemandpostedthevideoonYouTube.CotterthenappliedtoASMEforthegrant.Heexpectstocompletethedeadlegprojectbytheendoftheyear.
Cotterhasmadeacareeroutofcreatingopportunitieslikethedeadlegproject,whichleveragehisskills,curiosity,andunrelentingdrivetosolveproblems.Oneofhisfirstchallengeswasfindingawaytoearnacollegedegree.Whenhegraduatedfromhighschoolin1962,acollegeeducationwasn’tsomethinghebelievedwaswithinhisreach.Atthattime,collegewasconsideredaneliteopportunity.SoheattendedWentworthInstitutewhereheearnedacertificateinmechanicaldesignanddiscoveredhehadaknackforengineering.
WentworthbecamehissteppingstonetoNortheastern’sUniver-sityCollege,whereheearnedanAssociate’sdegreeinmechani-calengineering.“Ittookfourorfiveyearsgoingtoschoolnights,”herecalls.“Itwassortofthenormforeverybody.Atthattime,90percentofpeoplegotmarriedandhadkidsbythetimetheywere24,thenboughtahouseandstartedstruggling.”
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UniversityCollegebroughtacollegeeducationwithinreachbyenablingCottertoworkfulltimeintheAircraftEngineDivisionofGeneralElectric(GE)inLynn,Massachusetts,whileattendingclassesatnight.
A Persistent drive to Advance
CotterrecallstheworkenvironmentofGE’sengineeringdesigngroupasabigroomfilledwith100people—10rowsof10seats.Herecognizedalmostimmediatelythatadvancinginthisenvironmentwouldbeslowandunsatisfying.“IsatinthebackcornerbecauseIwasthelastonein,”herecalls.“Whentheguyinthefrontdiedormovedon,everybodymovedup.Icouldn’tgetaheadbecauseofthewaythesystemwas.”
In1969hemovedon,movedup,andeventuallymovedintoasuccessfulcareerinsales.After10yearsontheroadselling,heknewitwastimetofindhisnextchallenge.HebecametheNewYork/NewEnglandsalesrepresentativeforDimetrics,amakerofautomaticweldingandthinwall,smalldiametertubing,justasbiotechwasadvancingbeyonditsinfancyinCambridgeandBoston.Thinwalltubingandpipingwerecriticalforbiopharmaceuticalfacilities.ThiswastheperfectopportunityforCottertotaketheentrepreneurialleap.
With$2,500ofseedmoney,hefoundedCotterCorporationandspentweekendspaintinghouseswhiletryingtosellprocesspipingsystemstoareabiotechcompaniesduringtheweek.
Inthelate1980s,helandeda$1millioncontracttoinstall5,000feetofprocessedpipingforGeneticsInstituteinAndover,Massachusetts.Ayearlater,whenthejobwascom-pleted,Cotterhadinstalled123,000linearfeetofpiping.Hiscompanygrewrapidlyfromsixtoscoresofemployees,andhewasworking10hoursaday,sixdaysaweek.“It’salotofrisk,alotofaggravation,andalotofsacrifice,”hesays.“Ibuiltupapremierprocesssystemsfabricationscompanyanddidbusinessonaglobalbasis.Eventually,Ihad100peopleworkingforme.”
GeneticsInstitutewasonlythethirdplantofitstypeintheworld.Cotterwentontoinstallthepipingforthefourth(Amgen)andfifth(Biogen)facilitiesofthistype.Atthetime,therewerenoengineeringstandardsfortheseinstallations.Soin1989,CotterandeightotherleadersintheindustrycametogetherandcreatedtheASMEBioProcessingEquipmentStandard(ASMEBPE).
Welcome Back, Cotter
By 2001, Cotter Corporation was on solid ground. It was one of only a half-dozen Process Skid Systems fabricators in the world serving the biggest names in the emerging biotech business, such as Pfizer, Johnson & Johnson, Genzyme, and Wyeth.
“Here I am going along, everything’s cool, when a guy from ITT comes to me and says I want to buy your business,” recalls Randy Cotter, founder of Cotter Corporation. He wasn’t looking to sell. But ITT said they would be opening an operation in Boston. After initially declining the offer, Cotter became concerned that a conglomerate the size of ITT could quickly put him out of business. So six months later, he called ITT to work out a deal. The deal was supposed to bring job security to Cotter, his three sons, and the company’s employees. But two years later, ITT and Cotter parted ways. His three sons decided to leave and start their own company, Cotter Brothers.
Three years later, ITT closed the business and laid off 600 people. Cotter Brothers moved back into the original Cotter Corporation building, remodeled the facility, and rehired 80 percent of the employees from the original company. “Customers came back and supported everything we were doing because they wanted a competitive industry,” says Cotter. “My sons have built it up a second time around, again making it a premier company.”
“You just do it. You have to have the ability to multitask, to not quit. In addition, Northeastern really taught me how to study. Before that, I struggled.” – randy cotter
Whenaskedhowhewasabletoexecutesuchsophisticatedinstallationswithoutthebenefitofanystandards,Cotterreplies,“Youjustdoit.Youhavetohavetheabilitytomulti-task,tonotquit.Inaddition,Northeasternreallytaughtmehowtostudy.Beforethat,Istruggled.IwasnotanAstudentforsure.Itdisciplinesyou.Youjustdon’tknowituntil20yearsafterward.”
In his semiretirement, Randy Cotter continues to consult in the industry. He chairs the ASME BPE steering committee and is a member of the main committee. Cotter is also an active member of the International Society of Pharmaceutical Engineers (ISPE).
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making the machines that simuLate Deep spaceTom Foley, ceo of dynavac, on competing in a highly specialized, high-tech business
MANUFACTURING pROFILE
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COMpANY sNApsHOT: Dynavac
FouNded 1982
LeAdershiP Tom Foley, CEO
cAPAbiLities Dynavac produces engineered products that incorporate
high vacuum technology. Products include:
• Space Simulation: simulates the temperature and pressure
of space for environmental testing of spaceflight hardware.
Systems range from tabletop units for component testing
to the size of an aircraft hangar for full satellite tests.
• Thin Film Deposition Equipment: used to deposit a
wide range of coatings onto surfaces and products.
Applications include optical coatings, decorative finishes,
wear-resistant coatings, solar panel production, and
semiconductor processing.
• Special Engineered Solutions: supporting programs that
include laser fusion, particle beams, and plasma fusion.
Dynavac serves as an engineering and manufacturing
resource to the scientific community.
MArkets Aerospace, Precision Optics, Solar Energy
heAdQuArters Hingham, Massachusetts (40,000 square foot facility)
eMPLoyees 72
www.dynavac.com
KeepingitcoolisabigpartofTomFoley’s(BS,IndustrialTechnology,UniversityCollege’87)business.He’sthechiefexecutiveofficerofHingham,Massachusetts-basedDynavac,amanufacturerofhighvacuumsystemsforthinfilmdeposition,spacesimulation,andcustom-engineeredapplications.
Thecompanyhasdevelopedanexpertiseworkinginacoldclimate.Amongthecompany’scurrentprojectsisacryogenicenclosuretosupporttestingofthenewJamesWebbSpaceTelescope(JWST).TheJWSTwillbecapableofviewingdeepintotheinfraredspectrum,whichrequiresittobepreflighttestedto30K(-405.4°F).Cooledbyaheliumrefrigerationplant,the45footdiameter,60foothighaluminumstructurewillbeinstalledinalargevacuumchamberatNASA’sJohnsonSpaceCenterinHouston,Texas.ThechamberwasoriginallybuiltfortheApolloprograminthe1960sandisbeingupgradedtosupporttheJWSTprogram.
“It’sexcitingtobepartofsuchanhistoricprogram,andweareveryproudofourcontribution,”saysFoley.
AnothercurrentprojectisalargecoatingsystemforLilliputianSystems,Inc.,ofWilmington,Massachusetts,thedeveloperoftheworld’sfirstPersonalPowerTMsolutionforconsumerelectronics.Dynavac’sequipmentwillbeusedtosupportproductionoftheiremergingtechnologyproducts,whicharebeingtargetedtothe$50billionportablepowermarket.
Simplyput,Dynavacprovidestheprocessandtestequipmentthatisnecessarytomanufacturecomplexproducts.AsFoleyexplains,“Wedon’tmaketheproducts;wemakethemachinesthatmaketheproducts.”
Foleybeganhiscareerasanapprenticemachinist,workingforHighVacuumEquipmentCorp.,wherehebecameintriguedwiththevacuumindustryanditsmanyapplications.Foley
A Closer Look at the James Webb space TelescopeFrom the National Aeronautics and Space Administration’s Official JWST Website
The James Webb Space Telescope (sometimes called JWST) is a large, infrared- optimized space telescope, scheduled for launch in 2014. Webb will find the first galaxies that formed in the early universe, connecting the Big Bang to our own Milky Way Galaxy. Webb will peer through dusty clouds to see stars forming planetary systems, connecting the Milky Way to our own Solar System. Webb’s instruments will be designed to work primarily in the infrared range of the electromagnetic spectrum, with some capability in the visible range.
JWST will have a large mirror, 6.5 meters (21.3 feet) in diameter and a sunshield the size of a tennis court. Both the mirror and sunshade won’t fit onto the rocket fully open, so both will fold up and open once Webb is in outer space. Webb will reside in an orbit about 1.5 million km (1 million miles) from the Earth. To learn more, visit http://www.jwst.nasa.gov/.
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MANUFACTURING pROFILE
realizedthatifhewantedtoadvancehiscareerinthisfield,acquiringtherighteducationwasimperative.HediscoveredUniversityCollegewouldallowhimtocontinueworkingfulltimewhilepursuinghisdegree,andbeganattendingclassesatNortheasternUniversity’ssatellitecampusinWeymouth.
“Theprogramdidagoodjobofprovidingcoresubjectmatterthatwasnecessarytocompeteinabusinessenvironment,”saysFoley.“OnedifferencefromatraditionaldayprogramwasthefactthatIwasworkingfulltimewhileattendingclassesintheevening.ThisprovidedatremendousopportunitytoapplywhatIlearnedtoanactualworkingenvironment.Itwaslikeaperpetualco-opprogram.”
Lookingback,FoleyadmitsthatwhiletheintensivedailyroutineofaUCstudentwasn’teasy,itdidhelphimdevelopskillsthathewouldlaterapplythroughouthiscareer.“Betweenafull-timejobandeveningclasses,youhadnootherlife,”heexplains.“Itgavenewmeaningto‘totalimmersion.’Thismayhavefosteredanintensitythatbecameusefulindealingwithchallengingsituations.”
Amongthosechallengingsituationsisrunningasuccessfulbusiness.Acknowledgingregulatoryandcompetitivechallenges,FoleybelievestheUnitedStatesisaveryfavorableenvironmentforrunningabusiness.Hestressesthatinordertobesuccessful,acompanymustbedrivenbycustomersatisfaction,committedtocontinualimprovementsinqualityandefficiency,andmaintainacapableandmotivatedworkforce.
FoleyacknowledgesthecompleximpactoftheglobaleconomyonallbusinessesincludingDynavac’s.HepointstothepressureofforeigncompetitionandtheinevitablemigrationofproductionjobsastheUnitedStatesemergesintoapost-industrialsociety.
“Ontheotherhand,theglobaleconomypresentsnewoppor-tunities,”heexplains.“Emergingmarketsbecomeconsumers.Knowledgeandequipmentareneededtooperatetheirfactories.Ibelievethatthereisalsoabenefitfromtheexchangeofideas.Manyofourcurrentmanagementprinci-plescamefromJapanesemanufacturingphilosophy.Contin-ualimprovement,leanmanufacturing,andtotalqualitymanagementformthemantraofmostmodernmanagementsystems—alloriginatedfromJapaneseindustry.”
The Benefits of Working with Northeastern Co-ops
Northeastern co-ops are well represented at Dynavac. For example, Northeastern student Andrew Hickson is presently employed as a co-op student at the company. What’s more, Rob Pollara, Dynavac’s mechanical engineering manager, worked at the company as a co-op student and was hired after graduation in 2000.
“We have had a co-op student on a pretty regular basis,” says Dynavac CEO Tom Foley. “They have all been very bright, motivated, and of good character. Typically, they have strong core skills in computer aided design (CAD) and that is where they start. Their engineering course back-ground does a good job preparing them for more challenging work, such as structural analysis, thermal analysis, and vacuum system design.”
“Between a full-time job and evening classes, you had no other life. It gave new meaning to ‘total immersion.’ This may have fostered an intensity that became useful in dealing with challenging situations.” – tom Foley
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EncorereadersmayrecallJackFeibelmanfromtheFall2007issue1ofthemagazine,whichincludedaspecialfeaturehighlightinganumberofNortheasternUniversity’swartimealumni.Feibelman,aWorldWarIIU.S.Armyveteran,over-cameanumberofobstacles—fromlimitedfundstobeingdraftedtotransportationchallengespresentedbythewar—toearnhisBachelorofScienceinBusinessAdministrationfromNortheastern’sUniversityCollegein1945.
Nowinhisnineties,Feibelman,thefounderandchieffinancialofficerofA&HMfg.Co.ofJohnston,RhodeIsland,isanengagingbusinessmanwhomaintainsaregularworkschedule.Hecanbefoundattheofficemostdaysuntilearlyafternoon,workingcloselywithhisson,JeffreyFeibelman,whojoinedthefirmin1974andhasbeenthechiefexecutiveofficerformorethan25years.Jackhasseenhisshareofchangesinmanufac-turingovertheyears,fromtechnologicaladvancestooverseasmigrationofjobs,givinghimaninsightfulperspectiveonhowtosucceedinthisindustry.
a gem of an iDeaA&h Mfg. co. Founder Jack Feibelman on creative thinking, listening to the customer, and the future of u.s. manufacturing
Feibelman’scareerinmanufacturingbeganin1938intheaccountingdepartmentofCoroJewelry,thelargestcostumejewelrycompanyintheworldatthattime.Hedeterminedearlyonthatacareerinaccountingwasnotgoingtofulfillhimprofessionally.
FeibelmanenrolledatNortheasternin1939toearnabusinessdegree.Thoughhisstudiesweredisruptedin1942whenhewasdraftedintothearmy,hecontinuedhiseducationafterreceivingamedicaldischargeandgraduatedin1945.
“Iwasabletogetaverywell-roundededucation,”saysFeibelman.“EnglishLitwaspartofit,andIthinkit’ssoessential.Youneedthehumanities;youneedalittlelegalbackground,accountingbackground,taxbackground—eventhoughyou’reinmanufacturing.”
HecontinuedtoadvancehiscareeratCoro,wherehequicklymoveduptheranks—frombookkeepertocreditmanagertoassistantcomptroller—inpart,hehumblyadmits,becausemuchoftheworkforcewasawayservinginthewar.
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Whenthewarwounddown,hesawhisopportunitytomovefromaccountingtomanufacturing,andeventuallybecamedirectorofproductdevelopment.Then,in1967,with30yearsofmanufacturingandbusinessexperienceatCorounderhisbelt,Feibelmandecideditwastimetoleveragehisowninnovativeideasandmaketheleaptoentrepreneur.That’swhenhefoundedA&HMfg.Co.
Fabricating a Breakthrough in Jewelry Merchandising
Beforethelate1960s,costumejewelrywaseitherlaidoutinaglasscaseunderthedepartmentstorecounterorinbasketsontopofthecounter.Thistypeofmerchandisingrequiredaconsumertomakeanefforttolookatthemerchandise.Feibelman’sgoalwastotapintoimpulsebuyingbehaviorbymakingjewelryvisibleandaccessibletowomenwhomaysimplybepassingthroughthejewelrydepartment.
“Ihadtheideaoftakingacardandmakingagrillworkofwoodenbarsthatallowedthecardtohangateyelevelsoawomanwalkingthroughthestorehadtotakeinwhatshesawhangingthere,”heexplains.
A&H’sdisplaycardswereabreakthroughinthemerchandis-ingofcostumejewelry,earningnumerousU.S.patents.Feibelmanacknowledges,“Manyhaveexpired.That’swhenyoureallyhavetoproveyourmettle.You’vegottolistentocustomerswell.Andyou’vegottokeepinnovating,innovating,innovating.”
A&Hfoundinnovativewaystoextendtheusesofitsdisplaycards,adaptingthemtobracelets,pins,necklaces,sunglasses,smallleathergoods,andmore.Thecompanywentontodevelopdecorativegiftboxesforjewelry,tagswithbarcodes,anddisplaycardsandlabelswithembeddedsecuritydevices.
FeibelmanemphasizescreativityhasbeenthehallmarkofA&H’slong-termsuccess.“Creativitywillhelpyoubeaheadofthecrowd,”hesays.“Itmightevenkeepyourproducthereratherthangoingabroad.”
Butbeingcreativealoneisnotenoughtosustainamanufac-turingbusiness.Listeningtocustomersiscritical,hesays,because“ourcustomersgiveusgreatopportunities.Theytell
COMpANY sNApsHOT: A&H Mfg. Co.
FouNded 1967
LeAdershiP
Jeffrey Feibelman, CEO
Jack Feibelman, Founder and CFO
cAPAbiLities • Retail packaging products—display cards, paper and
blister cards, puff pads, folding and set-up boxes, molded
hangers, pressure-sensitive and embossed foil labels, hang
tags, string tickets, custom electronic article surveillance
solutions, and point-of-purchase displays
• Multicolor printing, coating, multitone extrusion, stringing,
embossing, hot stamping, folding and gluing, laminating,
vacuum forming, and hermetic and ultrasonic sealing
MArkets Specialty Packaging and Display Solutions for Apparel,
Automotive, Cosmetics, Domestic Products, Eyewear,
Footwear, Jewelry, Leather Goods, Sporting Goods, Tools,
Watches, and Wine and Spirits
heAdQuArters Johnston, Rhode Island (150,000 square foot facility)
eMPLoyees More than 1,000 worldwide, including 225 in the United States
other LocAtioNs Qingdao, China; Taiping, China; London, England
http://www.aandhusa.com
ustheirproblems.Ifwecanlisten,evenifwecan’tthinkofitrightaway,wetakeonthetaskofsolvingitforthem.”
OneofA&H’srecentpatent-pendinginnovationscamefromanationalretailchainseekingatheftpreventionproduct.Thisretailerdiscoveredthatshoplifterswereremovingringsfromcardsandeasilypilferingtheringsfromdisplays.A&H’schallengewastofindawaytopreventtheringsfrombeingpulledfromthedisplaycard.“Wecameupwithananswer,”saysFeibelman.“Weconfiguredthediecutinthecardsothatwecouldaddamoldedcomponentlockingtheringtothecardandyetallowthecustomertotestthefitofthering.”
Thelessonformanufacturers,Feibelmanadds,“Youhavetohavefunsolvingthedifficult.Wedon’talwaysknowwheretheanswerscomefrom,butweknowthatthey’rethere.”
1ReadtheFall2007issueofEncoreonlineathttp://www.cps.neu.edu/alumni/encore-magazine.php
MANUFACTURING pROFILE
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Late 1800sA significant number of silversmiths
set up shop on North Main Street
in Providence to support a growing
silversmith trade driven by the need of
Rhode Island ship captains to fashion
their accumulated wealth into plate for
protection and storage. It is surmised
that as the colony grew, and more
wealthy captains moved into the city
with their wives and daughters, there was a growing need for jewelry.
1810s–1830sBy 1810, an estimated 100 Providence
jewelers generate $100,000 from
making inexpensive jewelry.
Following the War of 1812, the
demand for affordable jewelry grows
throughout the 1820s and 1830s.
Sources: A History of Costume Jewelry Design In America, by Juliet friedman (http://www.guyotbrothers.com/jewelry-history/american-costume-jewelry.htm);Jack feibelman, founder and Cfo, a&h Mfg. Co.
timeLineProvidence’s heyday as the Jewelry Manufacturing hub of the u.s.
In the following three decades, jew-
elry production employment grew
to 60,000 workers, a major factor in
Rhode Island’s economy.
1950sCostume jewelry manufacturing
reaches its pinnacle in the U.S. in the
early 1950s. In the world of jewelry
manufacturing, Providence is likened
to Detroit, home of the all-American
automobile industry. Throughout the
1950s, costume jewelry remains a vital
part of fashion.
By the late 1950s and 1960s, Ameri-
can marketing firms accelerated their
imports from Europe and the Far East.
The tremendous savings in costs of
imported jewelry products gradually
led to importing a growing percentage
of jewelry sold in the United States.
During this time, a small percentage
of jewelry is made in America; Rhode
Island’s jewelry production is almost
nonexistent.
1960sJack Feibelman designs and manufac-
tures the first hanging display card for
earrings, revolutionizing the jewelry
industry. In 1967, Feibelman founds
A&H Mfg. Co. in Providence, Rhode
Island, to serve the display and
merchandising needs of the region’s
jewelry manufacturers and marketers.
1970s through todayThe migration of manufacturing opera-
tions to Asia and other areas around
the world diminishes Providence’s
position as a jewelry manufacturing
hub. However, there remains a core
group of companies in the Providence
area that continues to produce jewelry
and components.
1840sApproximately 30 jewelry companies
employ over 1,000 workers.
In 1844, Thomas Lowe brings the rolled
gold-plate technique to Providence
from England.
1850sElectroplating is developed, providing a
more consistent and easier application
of gold plate.
With a variety of materials at their
disposal, a large number of workshops
and factories, and a population of skilled
workers, Providence was uniquely
situated to become the center for
inexpensive jewelry production.
1890sNearly 160 jewelry companies are listed
in Providence (and 90 companies in
neighboring Attleboro, Massachusetts).
1930sMechanization and easily taught hand-
work bring immigrant workers to the
area, many of whom are women.
By 1930, half of all jewelry manufactur-
ing employees are women.
1940sCostume jewelry manufacturing
dropped to a small percentage of the
available capacity as the government
restricted the use of metals and other
materials needed for war production.
Younger men were drafted into the
armed forces, so labor force availability
was limited.
For the jewelry industry, 1946 was a
banner year. Many new factories of all
sizes were established in Rhode Island,
and production quadrupled, making
jewelry one of the most profitable
categories for retailers.
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eNcore:HowdidyouhearabouttheCollegeofProfessionalStudies’Master’sdegreeinRegulatoryAffairsforDrugs,Biologics,andMedicalDevices?
PAteL:IwasworkinginaninternshiprotationforSunPharmaceuticals,oneoftheleadingpharmaceuticalcompa-niesinIndia,asapartofmyundergraduatecurriculum.Myexperiencemovedmetofindaregulatoryaffairspro-gramtoadvancemycareer.AfriendstudiedpharmacyatNortheastern,whichspurredmetoconsiderNortheastern’sregulatoryaffairsdegree.Iwasimpressedbythecoursecurriculum.Ifeelit’soneofthebestinthecountry.Theprogramgivesusachancetopracticeintherealworld—animportantpartofanyregulatoryaffairsprogram.
eNcore:Canyoudescribesomehighlightsofyourexperi-enceintheprogram?
PAteL:TheMSprogramhasanextensivecurriculumprovidingknowledgeonregulationsinU.S.andglobalregulatorybodieswithanunderstandingoftheintricaciesofclinicaltrials,intellectualproperty,andregulatorycompliance.Further,it’saflexibleprogramthatallowsonetoselectelectives.Youcanchoosetheareawhereyouwanttogainexpertise.Forme,ithaslaidastrongfoundationforregulatoryaffairs.
eNcore: Whatwasyourco-opexperience?
PAteL:Ididmyco-opatSt.JudeMedical,amedicaldevicecompanyinMinnesota.Ithasbeenaninvaluablelearningexperience.Theco-opgavemetheopportunitytoapplyallmytheoreticalknowledgeintopracticaluseandunderstandthevariousfacetsofregulatoryaffairs.
eNcore:Howdoyouplantouseyourdegreeinregulatoryaffairs?
PAteL:Ihaveacceptedafull-timepositionwithStryker,inKalamazoo,Michigan,whereI’llbeanRA/QA(regulatoryaffairs/qualityassurance)representative.Iplantousethisdegreetoadvancemycareerinthefieldofregulatoryaffairsandcontributetowardsuccessfuloutcomesforthehealthcarefield.
eNcore:Whatimpacthastheprofessionalexperienceofyourprofessorsandyourclassmateshadonyoureducation?
PAteL:Regulatoryaffairsislargelyaboutpracticallearning.ItisnotsomethingthatcanbecompletelylearnedinschoolorbyreadingtheFDAwebsite.Theprofessionalexperienceofourprofessorsandourclassmateshelpedusgenerateahealthydiscussion.Thissharpenedourcriticalanalysisabilitiesandhelpedusthinkfromabroaderperspectivesothatwecansuccessfullytackleissuesinourworkenvironment.
MANUFACTURING pROFILE
In2009,ManishPatel(MS,RegulatoryAffairs,CollegeofProfessionalStudies’11)wasstudyingforadegreeinphar-macyandinterningatapharmaceuticalcompanyinhisnativeIndia.Lessthantwoyearslater,hehasbeenofferedapositionasaregulatoryaffairsprofes-sionalattheMichigan-basedCranio-maxillofacialDivisionofStryker,oneoftheworld’sleadingmedicaltechnologycompanies,andaFortune100company.Thispastspring,PatelgraduatedfromNortheastern’sCollegeofProfessionalStudieswithaMasterofScienceinRegulatoryAffairsforDrugs,Biologics,andMedicalDevices.
EncorehadtheopportunitytospeakwithPatelaboutthefieldandhowtheCollege’sMaster’sdegreehaspreparedhimforacareerinregulatoryaffairs.
a practicaL necessityManish Patel on the importance of practical experience for a career in regulatory affairs
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knoWLeDge anD knoW-hoWThe technical knowledge and skills that are critical to succeeding in manufacturing are deeply rooted not only in the academic offerings at the college of Professional studies (cPs), but also in the programs and departments that preceded cPs in educating generations of leaders.
Lowell institute school The Lowell Institute School was founded in 1903 at the Massachusetts Institute of Technology. Originally named the School for Industrial Foremen, it provided continuing education to industrial workers seeking to enhance their professional skills.
In 1903, the School began to expand its curriculum, offering two-year programs in mechanical and electrical engineering. During the 1960s, courses also were offered in structural and civil engineering, computer
technology, high-speed strobe photography, machine tool fundamentals, scientific glass blowing, house building, technical writing, and microprocessor systems.
engineering technology In the fall of 1996, the Lowell Institute School was transferred to Northeastern University and became a divi-sion of the School of Engineering Technology, which also encompassed the evening engi-neering programs of Northeastern’s Lincoln College. In 2006, the School of Engineering Technology and its programs grounded in the Lowell Institute and Lincoln College became part of the School of Professional and Continuing Studies, a predecessor to CPS.
Today, with the support of the Lowell Institute, our Engineering Technology programs prepare CPS students for dynamic careers as scientists, engineers, and technologists. Taught by accomplished industry practitioners, every full-time and part-time program leads to a bachelor’s degree, an associate’s degree, or a certificate in the growing field of engineering technology.
university college Established in the fall of 1960, University College began as a part-time undergraduate division of Northeastern University. In its first year, 4,000 students enrolled. With an open admissions policy, University College’s threefold mandate was to educate adult students with previous work experience, part-time students working toward an undergraduate degree, and full-time students who had varied scheduling requirements.
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pREpARING EDUCATORs
TO LEAD“TheSchoolofEducationiscommittedtopreparing
educatorsandorganizationalleaderstosolveproblemsineducation.Havingtheabilitytothinkcritically,analyzeandapplyresearch,anddevelop
innovativesolutionsisthehallmarkofthelearningexperience.”
college of Professional studies school of education:
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InthelastninemonthssinceIjoinedtheCollegeofProfessionalStudies(CPS),Ihavecloselyfollowedanareaofgreatdebateandconcernamongpeopleacrossthecountry—themultiplechallengesfacingeducation,fromfinancingtocurricu-lumtoquality.Duringthattime,Ihavebeenfortunatetohavebeendeeplyengagedinshapingacademicprogramsthatprepareleaderstoaddressthoseissuesandprovidecriticalanswers.IwouldliketosharesomeinformationwithyouonhowtheSchoolofEducation(SOE)hasgrownandevolved—andaskforyourinputasthatprocesscontinues.
AstheSOEundergraduateandgraduateprogramshaveexperiencedtremendousgrowth,theSchoolofEducationhasbecomealeaderininnovativeteachingandlearning.Inadditiontoundergraduateminorsineducation,wenowofferadoctorateineducation(EdD),aMaster’sofArtsinTeaching(MAT),andaMaster’sofEducation(MEd).WiththeawardingoftheSchool’sfirstdoctoraldegreesinEducationatthisfall’sCPSgraduationonSeptember17,2011,wewillbeaddressingacriticalneedforscholarpractitionersineducation.WealsowillbecontributingtoNortheasternUniversity’soverallproductionofscholarsatthedoctorallevelwhoaregeneratingnewknowledge.
Access to Quality higher education
TheSchoolofEducationcontinuestoprovideaccesstoqualityhighereducationbyofferingaffordableandflexibleprogramsthatmeettheneedsoftoday’sworkingstudents.Coursesareofferedinavarietyofformats,includingface-to-face,hybrid,andonline.TheEdDprogramisdesignedforadultprofessionalswithdemandingschedules.StudentsintheEdDprogram,forexample,cancompletetheirdoctorateinthreeyearswithoutinterruptingtheircareers.
Preparing educational Leaders for the 21st century
TheSchoolofEducation(SOE)iscommittedtopreparingeducatorsandorganiza-tionalleaderstosolveproblemsineducation.Havingtheabilitytothinkcritically,analyzeandapplyresearch,anddevelopinnovativesolutionsisthehallmarkoftheSOElearningexperience.Studentsinourgraduateeducationprogramsaretaughttothinklikescholar-practitioners.Uponcompletionoftheprogram,ourstudentswillusetheirskillstotransformtheirschools,districts,universities,andorganiza-tions.Ouralumnicanplayanimportantroleinhelpingourgraduatestodelivertheinnovativesolutionstheydevelopinourprogramstotheirownschoolsandbeyond.
Thispastwinterandspring,Ihavebeeninspiredbyourdoctoralstudents’thesisdefensesastheypresentedtheirscholarlywork.Theirresearchaddressescriticaltopics,includingtheimpactofafter-schoolprogramsonthereadingachievementofat-riskstudents,thesuccessofexperientiallearningforspecialneedsstudents,andanassessmentofmiddleschoolstudents’participationinonlineversusface-to-facelearningenvironments.(Seesidebaronpage22.)Welookforwardtothemarkthatournewestdoctorateswillmakeintheirfieldsandtothechangestheywillmakeintheworldatlarge.
Faculty: scholar-Practitioners
WehavelaunchedastrategicplantoexpandtheCPSfacultythroughdoublingthesizeoftheEdDfacultybywinter2012.Thehiringplanincludesseveralimportantstrategicgoals:(1)increasethediversityofthefaculty;(2)recruitfacultywithcontentexpertiseinemergingK–12areassuchasspecialeducationandEnglishlanguagelearners;(3)createopportunitiesforfacultyinteractionacrossthemaster’sdegreesanddoctoralprograms;and(4)buildafacultythatisnotgeographicallyboundtoBoston.
pREpARING EDUCATORs
TO LEAD
Letter from the AssociAte DeAn
Associate Dean Caron
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Leader in online education
Itisnosecretthatthedemandforonlinecourseshasbeenincreasingatafastpace.TheCollegeofProfessionalStudiesisaleaderinblendedandonlineinstructionandlearning.AllSOEfacultymemberswhoteachonlinearecertifiedinstructors.Ourteamofinstructionaldesignersprovidesexcellentsupporttofaculty,whileourblendedandonlinecoursesintegratecutting-edgetechnologytoengagestudentsandachievebetterlearningoutcomes.
international immersive residencies
AtaskforcecomposedoffacultyandstaffintheCollegeofProfessionalStudiesisworkingondevelopingopportunitiesforstudentstodoshort-termresidenciesabroad.Forexample,wearecultivatingapartnershipwiththeSchoolofEducationatBahçesehirUniversitytooffera2012summerresidencyinIstanbul,Turkey.
Let your voice be heard
ThesearejustsomeoftheexcitinginitiativesweareworkingonintheSchoolofEducation.Toinvolvemorevoicesinthestrategicplanningprocess,weaimtoexpandouroutreachtoSchoolofEducationalumni.Wewelcomeyourfeedbackandparticipation—watchformoreinformationinthecomingweeksandmonths.
Sincerely,
JohnV.Caron,EdDAssociateDeanforEducationPrograms
schoLarLy Work of eDucatorsDoctoral theses provide EdD students with an opportunity to apply their knowledge and insights, as well as their skills in analysis, synthesis, problem solving, and teamwork. The theme of each thesis is a significant curricular, policy, or management problem confronting public or higher education in the United States and other countries. This past winter and spring, the following EdD candidates successfully defended their theses.
Doctoral thesis: An Exploration of the Central Factors Influencing Teachers’ Stress Management in Urban Classrooms
author: Kristen Lee Costa
faculty advisor: Jane Lohmann, EdD
Doctoral thesis: Utilizing Peer Observation as a Professional Development Tool for Learning in Context
author: Linda Hirsch
faculty advisor: Chris Unger, EdD
Doctoral thesis: In Country, On Campus: A Study of Combat Veteran Integration into Higher Education
author: Bryan Lackaye
faculty advisor: John G. LaBrie, EdD
Doctoral thesis: Increase Time, Increase Learning: The Impact of an After-School Program on the Reading Achievement of At-Risk Students
author: Cheryl McWilliams
faculty advisor: Lynda Beltz, PhD
Doctoral thesis: Making Maps: Teacher Inquiry and the Assessment of English as a Second Language (ESL) Writers
author: Matt Noonan
faculty advisor: Angela Bermudez, EdD
Doctoral thesis: Assessing Middle School Participation in Online versus Face-to-Face Environments
author: Cathy Oravetz
faculty advisor: Chris Unger, EdD
Doctoral thesis: Nature, Nurture, Knowledge: The Promise of Experiential Learning for Students with Special Needs
author: Kara Peterson
faculty advisor: Lynda Beltz, PhD
Doctoral thesis: Designing E-Portfolios for Learning: A Case Study
author: Laurie Poklop
faculty advisor: Angela Bermudez, EdD
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“Over the years, I have made four charitable gift annuities with the University, and it has turned out to be a rewarding experience. I have been able to make gifts that will support scholarships and know that future students will be helped. At the same time, I am receiving a guaranteed income for life.” Bob Carter, ’50
Age 70 75 80 85 90
Annuity rate before 7/1/11
5.7% 6.3% 7.1% 8.1% 9.5%
Annuity rate after 7/1/11
5.8% 6.5% 7.5% 8.4% 9.8%
Annual payment before 7/1/11
$1,425 $1,575 $1,775 $2,025 $2,375
Annual paymentafter 7/1/11
$1,450 $1,625 $1,875 $2,100 $2,450
GIFT ANNUITY RATE CHANGESHave you been thinking about a charitable gift annuity? Now is the time to take another look because payout rates for the new gift annuities changed July 1, 2011. If you’re single and 75 or older, your rates will go up for an annuity created after July 1.
sample rates for a one-life $25,000 gift annuity:
For more information on how a Northeastern Charitable Gift Annuity will work for you, please contact Carla Kindt at 617.373.2724 or [email protected]. Or mail your request for additional information in the attached envelope.
NOTE: Examples are for illustrative purposes and will differ depending on the date of your gift. No matter what your age, the benefits of a charitable gift annuity remain certain:
• Achieve the satisfaction of making a meaningful difference at Northeastern University.
• Enjoy the security of guaranteed income payments for life.
• Obtain relief from taxes. You receive a charitable deduction, and each payment may be partly tax-free for your life expectancy.
effective July 1
24 reCent events
receNteveNts
On April 7, 2011, regulatory affairs students enjoyed listening to a presentation by Iris Sherman, ’87, on regulatory affairs careers.
Scholarship recipient, Loriann Hawkins, spoke at the College of Professional Studies scholarship reception, which was held on September 1, 2010.
On May 21, 2011, at the Spring Initiation, Larry Hayward, ’75, a longtime member of Sigma Epsilon Rho Honor Society, spoke to new initiates about his career and the societal goals of scholarship, ethics, and research.
Bill Zammer, ’76, ’77, with global leadership students at a Conversation event on July 15, 2010, at the Coonamessett Inn.
On September 11, 2010, alumni and students gathered at Franklin Park Zoo to celebrate the 50th anniversary of the College of Professional Studies.
24 reCent events
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reCent events 25
On October 16, 2010, Northeastern University’s College of Professional Studies cele-brated Fall 2010 Graduation, with over 300 graduates.
On September 1, 2010, the College of Professional Studies celebrated the awarding of 240 scholarships with scholarship recipients, donors, and alumni in attendance.
On December 4, 2010, the Sigma Epsilon Rho Honor Society leaders and members welcomed new initiates into the society.
Each year, the College of Professional Studies hosts its Career Series, which focuses on career growth and opportunities.
On April 30, 2011, Northeastern University’s College of Professional Studies cele-brated Spring 2011 Graduation, conferring 739 degrees.
On May 21, 2011, the leaders and members of the Sigma Epsilon Rho Honor Society welcomed new initiates into the society.
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“The scholarship is making a huge difference in enabling me to complete my degree. Equally important is the encouragement I am receiving from this grant. Your faith in me—and in the importance you are placing in my education—means the world to me.” — LISA LAUTERBACH
the gift of education
Please pass along the gift of educationSince1898,NortheasternUniversityhasmadeitpossibleforworkingmenandwomentosecureabrighterfuturebymakingacollegeeducationaccessible.Today,acollegeeducationismoreimportantthanever.Thegreatchallengefacingmanyofourstudentsisfindingthefundstopayfortuition,whileworkingtosupporttheirfamilies.
PleasepassalongthegiftofeducationbymakingagifttotheSpiritScholarshipFund.Giftstothisfundareusedtoprovidegrantstostudentsfacingseverefinancialhardship.Thankstothegenerosity
ofalumni,faculty,andfriends,wewillbeabletoprovideover$120,000ingrantsthisyeartomorethan60students.
Formoreinformationortomakeadonation,pleasecontactCarlaKindt,DirectorofDevelopment,[email protected]/cpstomakeagiftonoursecurewebsite.
kAreN ANdersoN-curry [UC ’99] KarengraduatedfromUniversityCollegein1995withanAssociateofScienceandin1999withaBachelorofScienceinManagementInformationSystems.Sheisastay-at-homemomandlovestovolunteer.
JANet cAMuso [UC ’00] JanetgraduatedfromUniversityCollegein2000withaBachelorofScienceinTechnicalCommunications.Sincereceivingherdegree,shehasworkedatStateStreet.Janetfeelsthatherdegreeprovidedherwiththeopportunityforagreatfuturewithapromisingcompany.
richArd coLvArio [CBA ’76, MS ’76] RichardgraduatedfromtheCollegeofBusinessAdministrationin1970withaBachelorofScienceinBusinessAdministrationandfromtheGraduateSchoolofEducationin1976withaMasterofScienceinEducation.
MAry A. FrohN [UC ’82] MarygraduatedfromUniversityCollegein1979withanAssociateofScienceinBusinessAdministrationandin1982withaBachelorofScienceinManagement.Sheleftteachinginhighereducationafter32yearstoteachinahighschool.
beverLy LAch [MS ’07] BeverlygraduatedfromtheSchoolofProfessionalandContinuingStudiesin2007withaMasterofScienceinRegulatoryAffairsforDrugs,Biologics,andMedicalDevices.ShehasbeenanadjunctfacultymemberattheCollegeofProfessionalStudiessince2008,andlovesteachingregulatoryclassesthroughBlackboard.
deborAh MckeNNey [UC ’79] DeborahgraduatedfromUniversityCollegein1979withaBachelorofScienceinHealthSciences.Shehasbeenretiredforthelasttwoyearsfromthehealthsciencesfield.Deborahcurrentlyvolunteersforvariousorgani-
zationsandnonprofitsincluding:theBostonRedSoxFoundation,ABCD(ActionforBostonCommunityDevelop-ment),andEthos.SheisalsoontheBoardoftheRoslindaleCommunityCenter.DeborahisanavidfanoftheRedSox,Patriots,andCeltics.
NAtAschA sAuNders [MS ’09] NataschagraduatedfromtheCollegeofProfessionalStudiesin2009withaMasterofScienceinLeadership.SheisthefounderandCEOofTheYouthCareerCoach,Inc.,aprogramthatworkswithyouthtopreparethemforthecareersearchprocess.Topicsofworkshopsofferedthroughtheprograminclude:résumés,networking,imagedevelopment,andgoalsetting.Toreadmoreabouttheprogram,visitwww.theyouthcareercoach.com.
deeNA GoriN seGAL [COE ’71] DeenagraduatedfromtheCollegeofEducationin1971withaBachelorofScienceinEducationwithafocusonSpeechandHearing.Shewasaspeech,hearing,andlanguageclinicianinwesternRhodeIslandandPembroke,Massachusetts,butisnowbackintheworldofbusiness.DeenaworkedatDigitalEquipmentCorporationfor15years,andiscurrentlyworkingatPartnersHealthCareintheHumanResearchOfficesupportingtheInstitutionalReviewBoardasaSeniorProtocolAdministrator.
cPsAuthorserNie ANAstos [UC ’78] ErniegraduatedfromUniversityCollegein1978withaBachelorofScienceinSociology/Anthropology.Heisanaward-winningTVanchorwhohasworkedintheindustryforover25years.Thisyear,Erniereceivedtwoadditionalawardsforhisreportingwork,TheGovernor’sAwardfromtheNationalAcademyofTelevisionArts&Sciences,
andtheLifetimeAchievementAwardattheEmmy®Awards.
Ernieisalsotheauthoroftwobooks,Twixt: Teens Yesterday and Today,FranklinWatts,Incorporated(1983)withJackLevin,aboutthehistoryofteens’influenceonsocialandpoliticalatti-tudesthroughtheyears;andErnie and the Big Newz,NKPublications(2007);achildren’sbookaboutaboywhodreamsofbecominganewsreporter.
ALexANder bove [UC ’63] AlexandergraduatedfromLincolnCollegein1961withanAssociateofScienceinEngineering.HewentontograduatefromUniversityCollegein1963withaBachelorofScience.AlexanderisatrustandestateattorneyandPartneratBove&Langa,P.C.Hehaswrittenanumberofbooksandarticlesonestateplanning,assetprotectionplanning,taxes,trusts,andestates.Hisbooksinclude:The Complete Guide to Wills, Estates, and Trusts,Holt&Co.,ThirdEdition,2005;Nearly Free Tuition,VikingPress,1985,1988;The Medicaid Planning Handbook: A Guide to Protecting Your Family’s Assets from Catastrophic Nursing Home Costs,OrmondSackerPress,1996;The Medicaid Planning Handbook,NationalEdition,LittleBrownPublishingCo.,1992,1995,1997;Joint Property,Simon&Schuster/Fireside,1982;andA Professional Guide to Living Trusts,BostonSafeDepositandTrustCo.,1978.Alexanderalsoco-authoredEstate Taxation in Massachusetts,Callaghan&Co.,1980.
L. PAuL oueLLette [UC ’70] PaulgraduatedfromUniversityCollegein1970withaBachelorofScience.Forover24years,Paulhasworkedininformationtechnology(IT)inU.S.andinternationalcompanies.Hehaswrittenanumberofbooksondevelopingcustomer-focusedoperationsforITdepartments.Paul’sbooksinclude:
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oFNoteHow to Market the IT Department Internally: Gaining the Recognition and Strategic Position You Merit,AMACOM(1992);IT at Your Service: Knowing and Keeping Your Clients,Kendall/HuntPublishingCompany,secondedition(2007);andIT in Crisis: A New Business Model,AuthorHouse(2009). ThebooksarewrittenforITprofessionalsandoutlinethenecessaryskillsetsforITdepart-mentstosucceedintoday’scustomer-focusedworld.
MichAeL J. reiLLy [UC ’02] MichaelgraduatedfromUniversityCollegein2000withanAssociateofScienceinParamedicTechnologyandin2002withaBachelorofScienceinHealthSciences.HecurrentlyworksastheAssistantDirectoroftheCenterforDisasterMedicineandasanAssistantProfessorofPublicHealthPracticeattheSchoolofPublicHealthinNewYork.Michaelwastheco-authorofHealth Care Emergency Management,Jones&BartlettLearning,LLC,2011.Thebookfocusesondisasterplanningforhospitalandhealthcarestaff,usingcasestudiesandpracticalexamples.
kAreN white [UC ’84, MS ’97] KarengraduatedfromUniversityCollegein1984withaBachelorofScienceinManagementInformationSystemsandfromtheCollegeofEngi-neeringin1997withaMasterofScienceinInformationSystems.Despitebeingdiagnosedwithararecancer,Karenhasachievedseveralofherlifegoals,including:publishingabookin2008entitled,Agile Project Management: A Mandate for the 21st Century,andcontrib-utingtotheAMA Handbook of Project Management.Karenandherhusbandrecentlyestablishedtheirownbusiness,“AppliedAgility,”whichfocusesonprovidingmanagementadvisoryservicestononprofitorganizationsandsmallbusinesses.KarenwasnamedaFellow
oftheProjectManagementAlumniAuthors.
eric kuPFerberG,College of Professional Studies Senior Assistant Dean of Academic & Faculty Affairs,istheco-authorofHigh Stakes: The Critical Role of Stakeholders in Health Care,OxfordUniversityPress,2011,withDavidA.Shore.Indescribingthebook,OxfordUniversityPressnotesthat,“High Stakesentersintothehealthcaredebatesatacriticaltime,offeringananalysisthathonesinonfactorsthataccountformanyoftheinefficienciesandshort-comingsofourunsystematicsystem,andputtingforthrecommendationsthatareideologicallyblind.Usingreal-worldexamplestoillustratethefragilestateofhealthcaretoday,Drs.ShoreandKupferbergenlistapowerfulanalyticframetobearontheseconflicts:stake-holdermanagement.Thatinvolvesaddressingthepresentsystemofcon-flicts,inwhichkeygroupsinthefieldpursuetheirowninterestsattheriskofthesystematlarge….Drawingequallyfrombothscholarlystudiesandreal-worldexamples,High Stakesoffershealthcareleadersthenecessarytoolstobothmaptheircurrentstakeholderrelation-shipsandfashionconcretestepstoproducegreaterstakeholderengage-ment,collaboration,andcooperativecompetition.”
we want to hear from you!Send the latest news on the people and events in your life to [email protected]. We’ll include your update in the next issue of Encore.
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Encore|FALL2011
Interested in continuing your education? Your
alumni status comes with many benefits,
including the Double Husky Scholarship. We’re
proud to offer you:
• Double husky scholarship. Available to
recent graduates with a Bachelor’s degree.
(www.northeastern.edu/doublehusky)
• master’s degrees in thriving industries
such as digital media, hospitality, and project
management.
• flexible learning formats. Take classes on
campus, or online from anywhere.
• rolling admissions with multiple entry points
per year.
• industry experienced faculty who integrate
their real-world experiences into everyday
class learning.
• extensive student support. A wide range
of resources, backed by an institutional
commitment, to help you reach your goals.
Learn more by visiting us online atwww.northeastern.edu/cps
or calling 877.668.7727.
You’re an important part of our history.Now, become an important part of our future.
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Northeastern University College of Professional Studies 360 Huntington Ave. Boston, MA 02115-9959
Encore Magazine is published for the alumni of the College of Professional Studies, the School of Professional and Continuing Studies, the Boston Evening School, Lincoln College, the Lowell Institute School, and the School of Education.
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