Why I decided to quit my job and move 200 miles to do a PhD

very inspiring. pure motivational as mad as it sounds, all the best.

Medieval Bex

Next month will see me out of paid employment, packing a suitcase, picking up my life and leaving my home in the balmy south-east to start a new life in the great unknown…the north of England! What could induce a young professional in her mid-twenties do such a thing? What indeed…

Last week I had a wonderful send-off from my paid job as a Web Editor after handing in my notice the month before. In just a few weeks I’ll be about 200 miles away from my long-term partner and all my family and friends, in York. Once there I’ll only have a finite amount of savings upon which to live. I’ll have to apply my little bottom off for any and all funding I can find, and might get a career development loan or a part-time job. Or start busking.

On paper this sounds like madness, I know. Why…

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Why I decided to quit my job and move 200 miles to do a PhD

Manufacturing shouldn’t be a dirty word for today’s STEM talent

This is very good read. The future of engineering is definitely most likely to move towards intelligent manufacturing systems in order to compete within one of the most complex business operations around. This will be driven by higher customer demands and keeping up with the demand for new product development but this wont be easy if many of the larger manufacturing operations choose to remain engrossed with their existing systems due to less focused long term vision and existing sophisticated process flows that it almost takes a complete restructure of the operations and re-investment in order to be able to implement new intelligent (IT integration) technologies for manufacture.

Get Skills Nevada

Repost from Tuesday, 03/10/2015 – 12:16pmVicki Holt, CEO, Proto Labs

When most people hear the word “manufacturing”, a few images tend to come to mind: low skill, wrench-turning, physically draining work; dirty, grease-stained workplaces; a male-dominated workforce. For whatever reason, these stereotypes persist, and they are antiquated and misleading.

Thanks to massive advancements in automation technology and analytics software, the American manufacturing industry of today is a far cry from the assembly lines and manual labor of the past. Manufacturing in the 21st century is a high-tech fusion of software and mechanical engineering, automated processes and complex production equipment, 3D CAD models and on-demand parts. The fortunate result of this modern day industrial revolution is an expanding demand for highly-skilled STEM (science, technology, engineering & mathematics)-related positions.

I’ve watched our industry mature and transform greatly since I got my start in manufacturing in the 1980s, and I’m keenly aware of…

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Manufacturing shouldn’t be a dirty word for today’s STEM talent

Big Picture Thinking: The importance of Integrity of The Solution Architecture within Manufacturing Operations.

Manufacturing operations have ever been complex and sophisticated by nature. As an independent unit, manufacturing operations rely on varied levels of input from pretty much every operational unit within a business. Many of its own targets depend solely on other operations that work in parallel by ultimately a knowledge managed process. A simplistic example can be given when a manufacturing operation unit aims to reduce its reject percentage per shipment or increase its production efficiency per capital; the information required to do so within other operational units is assumed to have been prepared and accurately post processed ready to handover for a manufacturing operation. This “turn key” style approach is perhaps inconsistent with the practical operational challenges involved in order to achieve this rather ambitious target. An advanced review of this framework is something worthwhile looking into, but regardless of that; in order to achieve and work towards this operational excellence programme, the business unit architecture must be deeply appreciated, understood and communicated accurately using the right communication tools.

Many corporations may choose to focus on smaller elements within the operation and perhaps naively treat day-to-day problems independently but the solution relies heavily within the architecture of the overall operation and business work flow. Organisationally, the solution may be effectively addressed within higher directorship roles and implemented through the lower level management input. All of this without any empathy to the organisationally lower operations such as technical and project execution integration may be much more challenging than when empathy is well diversified throughout the various leadership subcultures within the organisation.

Big Picture Thinking: The importance of Integrity of The Solution Architecture within Manufacturing Operations.

Thoughts on the differences between applied directorship and management definitions.

Throughout engineering research, the formation of management has been envisaged within the methodologies used within a project. The application of management is then practiced in order to organise and re-order data, followed by concluding. However; there seems to be a missing association to the practice of directorship within research due to the complex nature of some research subjects.

In other words, when a piece of research is to be conducted, research methodologies are primary applied to manage the project and conclude ideas but how can you tell that the project has a level of directorship being applied within it.

Well first of all, setting the aim of the project is perhaps more accounted towards directorship than the outcome of the research methodologies applied in the project. In order to encompass and prove some directorship within the project, a well defined background and context needs to be introduced, and a philosophy of the researchers views on the existing literature should ideally be communicated with strong emphasis on critical thinking. This approach tends to give the project depth within its field and enlightens the reader on the issues the researcher wants to address. Definitions can help with directorship because defining concepts within certain realms and features then limiting their research exposure tells us a little more about the researches vision and direction for which the research aims to go towards. In many cases, the research outcome may incur irrelevancy to the big questions that were initially aimed at addressing but as long as there is a re-establishment of relevancy in the project definition, directorship may still be sensed and strategically applied when ever a new revelation in knowledge is presented.

Thoughts on the differences between applied directorship and management definitions.

Thoughts on the term ‘knowledge’.

Knowledge as a concept consists of several factors that need to be satisfied in order to represent its meaningfulness. After many thoughts on its usefulness, it appears that simply using the word knowledge becomes impractical without having a context for which this knowledge is sought in or to be sought from. For example, when the action of “gaining knowledge” is intended by a person or technological means, he (or the technology) cannot simply act to gain or collect knowledge without a target area or milieu for which this knowledge exists or comes from or absorbed by.

It becomes apparent that ‘Knowledge’ in its true meaning in the event described above becomes void or not so relevant after all when the direction is not defined. In other words, seeking knowledge without a direction is an improper appreciation of the notion of “knowledge” per se.

It seems as though its a concept that is more accurately defined when; a process of appropriation of tangible (or presumable) independent variables through a common focus or bias is in effect.

Therefore, can we define the term useful ‘knowledge’ as the accumulation of independent cues/ideas that have to be processed and then appropriated into a strategic direction (or undertaken through a particular underlying awareness of a biased notion (or with a cognisant view)? Does this definition enable better controlled value adding strategies and can this be observed and tested?

Thoughts on the term ‘knowledge’.

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This blog aims to explore, critically review and experiment with new ideas surrounding theoretical and conceptual frameworks that exist to enable practical value adding implementation strategies within the engineering field.

Several abstract concepts will be under review in order to achieve a holistic, contextual and technical understanding of some of the contributing factors so that a potential focus area for further investigation can be defined effectively.

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