Fundamentals of Interfacial Engineering Robert J. Stokes, D. Fennell Evans Publisher: Wiley-VCH Release Date: "Fundamentals of Interfacial. Get this from a library! Fundamentals of interfacial engineering. [Robert J Stokes; D Fennell Evans]. Fundamentals of Interfacial Engineering 1st Edition. Fundamentals of Interfacial Engineering Robert J. Stokes D. Fennell Evans Fundamentals of Interfacial Engineering defines the newly emerging, cross-disciplinary field of interfacial engineering. The text emphasizes the.
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Fundamentals of Interfacial Engineering defines the newly emerging, cross- disciplinary field of interfacial engineering. It gives students a coherent, integrated. "Fundamentals of Interfacial Engineering" provides chemical, electronic, mechanical, and biomedical engineers with a coherent, integrated introduction to the. Fundamentals of Interfacial Engineering Robert J. Stokes, D. Fennell Evans. " Fundamentals of Read Online Fundamentals of Interfacial Engineering pdf.
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Fundamentals of Interfacial Engineering Robert J. Stokes, D. Fennell Evans 2. This book emphasizes the importance of intermolecular forces in holding materials together within a bulk phase or across an interface.
It outlines the fundamental intermolecular interactions that occur in all interfacial systems.
The work also describes the properties, processing, and behavior of fluid interfacial systems and treats solid surfaces and interfaces. In addition to being of direct industrial relevance, this book will provide engineering instructors with an excellent starting point for planning curriculum development in this important area. Robert J.
Fennell Evans Download Here http: You just clipped your first slide! There is no activity in a university that is so virtuous that it should be undertaken in the absence of the required resources! The original vision for CIE, which remains unchanged, is to Lead the development of a fundamental understanding of interfacial processes, Establish synergistic transfer of technology between CIE and industrial partners, and Produce well-educated graduates who can apply their knowledge of interfacial operations to new processes in a productive manner.
The expectation is that the research program will be first rate, addressing issues that will impact national competitiveness and will be carried out in direct collaboration with industrial researchers.
The major driving force behind the technology transfer program is that it is proactive, managed by an individual with industrial experience, located in the center, and not managed as a adjunct activity by lawyers hidden away in one of the university's many bureaucracies. The expectation of the education program is that it goes beyond the traditional university programs by introducing students to the systems approach to projects.
More recently, the production of exemplary instructional materials has been incorporated into the NSF's ERC expectations. All ERCs are exhaustively and seemingly continuously evaluated. The NSF performs an annual site visit with five to seven external reviewers, who typically produce a 7- to page review. Critical reviews for continuance occur during years three and six.
Several ERCs have been terminated as a result of an unsatisfactory third-year review. In addition, the agreement with the NSF calls for an annual report containing substantial amounts of detailed data that consumes the equivalent of one full-time staff person per year to compile.
Because an ERC's operation involves handling millions of dollars from the federal government, the University of Minnesota, and member companies, the activity attracts auditors like vultures to prey. Dealing with the expectations of companies and simultaneously with the rules and regulations of two major bureaucratic organizations requires a sophisticated and highly skilled staff.
The costs of running an ERC properly are not trivial. Organization and Operation As shown in the organizational chart in Figure 4. Associated with each of these programs is a technical advisory committee that meets twice a year with faculty to review progress and suggest new research challenges and directions. All research projects at the CIE are nonproprietary in nature. Figure 4. Asterisk denotes industry membership.
This facility has become a major research resource for the university and was used last year by university and faculty personnel and by companies. These funds cover the salaries of the facility personnel and service contracts on the equipment.
As part of establishing a new discipline, the center sponsored the publication of six textbooks in a series entitled ''Advances in Interfacial Engineering. In addition, the center has developed several series of computer-based instructional modules in interfacial engineering, fluid mechanics, and thermodynamics. The university has licensed these to a private company for distribution.
The magnitude of the operation is perhaps best depicted in terms of the statistics applicable to our recently completed tenth year of operation see Box 4. Company involvement in the center is governed by a standard membership agreement between the university and the company. Obtaining an acceptable agreement is a not trivial task. We spent our first 18 months negotiating an agreement with member companies.
Membership dues are paid into the University of Minnesota Foundation free of indirect costs. According to the membership agreement, sponsors can license all intellectual property developed in the center. Affiliates are limited to developments in the program of which they are members.
The origin of this program was the realization that many forms of technology transfer i.
The obsession on licensing of patents is often counterproductive. With few exceptions, most universities spend more on legal fees associated with patenting and licensing than they take in from the process.
These fellows work on a generic research project that has been negotiated between the center and the company. More than Industrial Fellows have been involved over the past ten years.
Most of the fellows continue to remain involved in center activities after their residency is concluded. In fact, there is even an Industrial Fellows alumni association. These Industrial Fellows have operated as effective change agents in our university environment. In addition, whenever they change employers they become very effective recruiters by having their new company join CIE.
Getting all of the legal agreements in place is an enabling step, not an end in itself.
Our premise is that companies offer the university every bit as much as the university offers companies. Translating this belief into realization requires driving a cultural change that, if successful, leads to the establishment of a true partnership between university and company researchers.
To be blunt about it, part of the challenge is to get the faculty to stop lecturing to the company researchers i.