Part 1: Computer aided design (Prof. Dr.-Ing. D. Krause)

• Introduction to integrated product development
• 3D-CAD-systems and CAD-interfaces
• Introduction to PDM-systems
• Additional computer aided engineering/simulation tools (FEA, DMU, VR)

Part 2: Introduction to the Finite Element Method (Dr.-Ing. S. Lippert)

• General overview on the finite element method
• Displacement method
• Isoparametric elements
• Numerical integration
• Applications
• Programming of elements (Matlab, hands-on sessions)

Part 3: Structural Optimization Methods (Prof. Dr.-Ing. C. Emmelmann)

• Introduction to structural optimization theory
• Fields of application for structural optimization and commercial software tools
  

This module relies heavily on the interconnection of theory and the application of commercial software systems via live demonstrations as well as hands-on sessions in a PC-pool.

Lee, K.: Principles of CAD / CAM / CAE Systems, Addison Wesley

Bathe, K.-J.: Finite element procedures, Prentice Hall

Christensen, P.W.; Klarbring, A.: An introduction to structural optimization; Springer

Fundamental kinematics of rigid body systems

Newton-Euler equations for manipulators

Trajectory generation

Linear and nonlinear control of robots

Craig, John J.: Introduction to Robotics Mechanics and Control, Third Edition, Prentice Hall. ISBN 0201-54361-3

In this course students will be taught to understand the research process and to interpret scientific papers as a preparation to starting their own scientific initiatives (e.g. Master-Thesis work). Students will work in groups and individually. Each group is expected to work out a presentation summarizing aspects of the research process (including practical examples) and to present and discuss it in class. Further, students will work out a written seminar paper.

Sekaran and Bougie (2010); Research methods for business: a skill-building approach; Wiley, Chichester

Booth, Wayne C. et al. (2008); The craft of research; The University Press of Chicago, Chicago & London                        

Punch, Keith F. (2005); Introduction to social research - quantitative and qualitative approaches; Sage Publications, London       

Bryman and Bell (2011); Business research methods; Oxford Univ. Press, Oxford

Bell, Judith (2010); Doing your research project: a guide for first-time researchers in education, health and social science; Open University Press, Maidenhead

Globalization of business processes and the revolution in information and communication technologies (ICT) have resulted in distributed workflows across geographic boundaries. These developments as well as increased immigration emanating, for example, as a consequence of a shortage of skilled labour in many industrialized nations, have led to the creation of (virtual) multi-cultural, multi-ethnic teams with diverse cultural backgrounds. Such diversity generally has a positive impact on creativity and innovativeness, as many empirical studies confirm. Nevertheless, varying cultural practices, communication styles, and contextual sensibilities have the potential to disturb or even disrupt collaborative work processes, if left unmanaged.

This course focuses on inter-cultural management
from both, theoretical as well as practical, points of view to provide a solid fundament to students enabling them to operate successfully in cross-cultural settings. Case studies and guest lecture(s) will be used to provide added practical relevance to the course. In addition, where practicable, student assignments will be used to foster autonomous learning.

Some of the main topics covered in this course include:

• Understanding “culture” and its impact on human interaction
• Verbal and non-verbal communication
• High and low context communication
• Role of formality and non-formality in communication
• Varying interpretations of symbols, rituals & gestures
• Managing diversity in domestic settings

• Bartlett, C.A. / Ghoshal, S. (2002): Managing Across Borders: The Transnational Solution, 2^nd edition, Boston
• Deresky, H. (2006): International Management: Managing Across Borders and Cultures, 3^rd edition, Upper Saddle  River
• French, R. (2010): Cross-cultural Management in Work Organisations, 2^nd edition, London
• Hofstede, G. (2003): Culture's Consequences : Comparing Values, Behaviors, Institutions and Organizations across Nations, 2^nd edition, Thousand Oaks
• Hofstede, G. / Hofstede, G.J. (2006): Cultures and Organizations: Software of the mind, 2^nd edition, New York

• basics and selected legal aspects of international Engineers work  -  i.e. on contracts, construction, labor, patents, insurance

As per Stud.IP

• basics and selected legal aspects of international Engineers work and international laws, such as civil/common law, questions of jurisdiction and courts as well as arbitration and enforcement of titles, etc.
• also laws on contracts, construction, labor, patents, companies

As per Stud.IP.

Development of a sandwich structure made of fibre reinforced plastics

• getting familiar with fibre reinforced plastics as well as lightweight design
• Design of a sandwich structure made of fibre reinforced plastics using finite element analysis (FEA)
• Determination of material properties based on sample tests
• manufacturing of the structure in the composite lab
• Testing of the developed structure
• Concept presentation
• Self-organised teamwork

• Schürmann, H., „Konstruieren mit Faser-Kunststoff-Verbunden“, Springer, Berlin, 2005.
• Puck, A., „Festigkeitsanalsyse von Faser-Matrix-Laminaten“, Hanser, München, Wien, 1996.
• R&G, „Handbuch Faserverbundwerkstoffe“, Waldenbuch, 2009.
• VDI 2014 „Entwicklung von Bauteilen aus Faser-Kunststoff-Verbund“
• Ehrenstein, G. W., „Faserverbundkunststoffe“, Hanser, München, 2006.
• Klein, B., „Leichtbau-Konstruktion", Vieweg & Sohn, Braunschweig, 1989.
• Wiedemann, J., „Leichtbau Band 1: Elemente“, Springer, Berlin, Heidelberg, 1986.
• Wiedemann, J., „Leichtbau Band 2: Konstruktion“, Springer, Berlin, Heidelberg, 1986.
• Backmann, B.F., „Composite Structures, Design, Safety and Innovation”, Oxford (UK), Elsevier, 2005.
• Krause, D., „Leichtbau”,  In: Handbuch Konstruktion, Hrsg.: Rieg, F., Steinhilper, R., München, Carl Hanser Verlag, 2012.
• Schulte, K., Fiedler, B., „Structure and Properties of Composite Materials”, Hamburg, TUHH - TuTech Innovation GmbH, 2005.

The lecture addresses advanced topics of

Organization Design & Organization Theory

• The processes of developing organizational structures for multinational firms with special focus on (1) the balance between differentiation and integration, (2) the balance between centralization and decentralization, (3) the balance between standardization and adaptation,
• The adaptation of organizations and their structures to the competitive environment, with special focus on international operating organizations and global markets,
• Typical examples and comparison of various organizational instruments (e.g. authority and control, specialization and coordination),
• Introduction to established international organizational structures and network structures.

Human Resource Management

• Introduction to Human Resource Management from a strategic and international perspective (incl. the typical challenges of international organizations);
• Fundamentals of the human resource planning and recruitment in the global environment;
• Discussion of the advantages and disadvantages of a diverse workforce (incl. international teams);
• Managing performance, compensation and benefits of international corporations;
• Analysis and design of work, employee development, separation & retention;
• Case studies addressing fundamental questions in human resource management and organization design.

Dessler, G. (2020): Human Resource Management, 16e, Boston: Pearson.

Gibson, J.L./ Ivancevich, J.M./ Donnelly, J.H./ Konopaske, R. (2011): Organizations: Behavior, Structure, Processes, 14/e, Boston: McGraw-Hill.

Jones, G. R. (2012): Organizational Theory, Design, and Change, 7/e, Boston: Pearson.

Mondy, R. W. (2018): Human Resource Management, 15/e, Boston: Pearson.

Noe, R.A./ Hollenbeck, J.R./ Gerhart, B./ Wright, P.M. (2010): Human Resource Management: Gaining a Competitive Advantage, 7/e, New York: McGraw-Hill.

Course objective:
To provide a theoretical and a practical insight into the area of financial and management accounting.

Approach:
Illustration of theoretical concepts combined with case studies and business examples.

The exercise is based on the development of a financial business plan for your own business idea. This financial business plan is developed in a team of 3-5 students and presented as well as discussed in the class.

I.             Introduction to Cost Terms and Concepts

II.            Standard Costing and Variance Analysis

III.          Financial Accounting and Reporting (Financial Statement, Income Statement, Cash Flow)

IV.          Information for Decision Making

V.           Performance Management: Planning, Budgeting & Forecasting

Literature: Business Accounting and Finance 3e

ISBN-13: 9781408018378 / ISBN-10: 1408018373; Catherine Gowthorpe, Oxford Brookes University,  576pp,  Published by Cengage Learning, ©2011

Classical laminate theory

Rules of mixture

Failure mechanisms and criteria of composites

Boundary value problems of isotropic and anisotropic shells

Stability of composite structures

Optimization of laminated composites

Modelling composites in FEM

Numerical multiscale analysis of textile composites   

Progressive failure analysis   

• Schürmann, H., „Konstruieren mit Faser-Kunststoff-Verbunden“, Springer, Berlin, aktuelle Auflage.
• Wiedemann, J., „Leichtbau Band 1: Elemente“, Springer, Berlin, Heidelberg, , aktuelle Auflage.
• Reddy, J.N., „Mechanics of Composite Laminated Plates and Shells”, CRC Publishing, Boca Raton et al., current edition.
• Jones, R.M., „Mechanics of Composite Materials“, Scripta Book Co., Washington, current edition.
• Timoshenko, S.P., Gere, J.M., „Theory of elastic stability“, McGraw-Hill Book Company, Inc., New York, current edition.
• Turvey, G.J., Marshall, I.H., „Buckling and postbuckling of composite plates“, Chapman and Hall, London, current edition.
• Herakovich, C.T., „Mechanics of fibrous composites“, John Wiley and Sons, Inc., New York, current edition.
• Mittelstedt, C., Becker, W., „Strukturmechanik ebener Laminate”, aktuelle Auflage.

In this course students will be taught to understand the research process and to interpret scientific papers as a preparation to starting their own scientific initiatives (e.g. Master-Thesis work). Students will work in groups and individually. Each group is expected to work out a presentation summarizing aspects of the research process (including practical examples) and to present and discuss it in class. Further, students will work out a written seminar paper.

Sekaran and Bougie (2010); Research methods for business: a skill-building approach; Wiley, Chichester

Booth, Wayne C. et al. (2008); The craft of research; The University Press of Chicago, Chicago & London                        

Punch, Keith F. (2005); Introduction to social research - quantitative and qualitative approaches; Sage Publications, London       

Bryman and Bell (2011); Business research methods; Oxford Univ. Press, Oxford

Bell, Judith (2010); Doing your research project: a guide for first-time researchers in education, health and social science; Open University Press, Maidenhead

Globalization of business processes and the revolution in information and communication technologies (ICT) have resulted in distributed workflows across geographic boundaries. These developments as well as increased immigration emanating, for example, as a consequence of a shortage of skilled labour in many industrialized nations, have led to the creation of (virtual) multi-cultural, multi-ethnic teams with diverse cultural backgrounds. Such diversity generally has a positive impact on creativity and innovativeness, as many empirical studies confirm. Nevertheless, varying cultural practices, communication styles, and contextual sensibilities have the potential to disturb or even disrupt collaborative work processes, if left unmanaged.

This course focuses on inter-cultural management
from both, theoretical as well as practical, points of view to provide a solid fundament to students enabling them to operate successfully in cross-cultural settings. Case studies and guest lecture(s) will be used to provide added practical relevance to the course. In addition, where practicable, student assignments will be used to foster autonomous learning.

Some of the main topics covered in this course include:

• Understanding “culture” and its impact on human interaction
• Verbal and non-verbal communication
• High and low context communication
• Role of formality and non-formality in communication
• Varying interpretations of symbols, rituals & gestures
• Managing diversity in domestic settings

• Bartlett, C.A. / Ghoshal, S. (2002): Managing Across Borders: The Transnational Solution, 2^nd edition, Boston
• Deresky, H. (2006): International Management: Managing Across Borders and Cultures, 3^rd edition, Upper Saddle  River
• French, R. (2010): Cross-cultural Management in Work Organisations, 2^nd edition, London
• Hofstede, G. (2003): Culture's Consequences : Comparing Values, Behaviors, Institutions and Organizations across Nations, 2^nd edition, Thousand Oaks
• Hofstede, G. / Hofstede, G.J. (2006): Cultures and Organizations: Software of the mind, 2^nd edition, New York

• basics and selected legal aspects of international Engineers work and international laws, such as civil/common law, questions of jurisdiction and courts as well as arbitration and enforcement of titles, etc.
• also laws on contracts, construction, labor, patents, companies

As per Stud.IP.

• basics and selected legal aspects of international Engineers work  -  i.e. on contracts, construction, labor, patents, insurance

As per Stud.IP

Development of a sandwich structure made of fibre reinforced plastics

• getting familiar with fibre reinforced plastics as well as lightweight design
• Design of a sandwich structure made of fibre reinforced plastics using finite element analysis (FEA)
• Determination of material properties based on sample tests
• manufacturing of the structure in the composite lab
• Testing of the developed structure
• Concept presentation
• Self-organised teamwork

• Schürmann, H., „Konstruieren mit Faser-Kunststoff-Verbunden“, Springer, Berlin, 2005.
• Puck, A., „Festigkeitsanalsyse von Faser-Matrix-Laminaten“, Hanser, München, Wien, 1996.
• R&G, „Handbuch Faserverbundwerkstoffe“, Waldenbuch, 2009.
• VDI 2014 „Entwicklung von Bauteilen aus Faser-Kunststoff-Verbund“
• Ehrenstein, G. W., „Faserverbundkunststoffe“, Hanser, München, 2006.
• Klein, B., „Leichtbau-Konstruktion", Vieweg & Sohn, Braunschweig, 1989.
• Wiedemann, J., „Leichtbau Band 1: Elemente“, Springer, Berlin, Heidelberg, 1986.
• Wiedemann, J., „Leichtbau Band 2: Konstruktion“, Springer, Berlin, Heidelberg, 1986.
• Backmann, B.F., „Composite Structures, Design, Safety and Innovation”, Oxford (UK), Elsevier, 2005.
• Krause, D., „Leichtbau”,  In: Handbuch Konstruktion, Hrsg.: Rieg, F., Steinhilper, R., München, Carl Hanser Verlag, 2012.
• Schulte, K., Fiedler, B., „Structure and Properties of Composite Materials”, Hamburg, TUHH - TuTech Innovation GmbH, 2005.

The lecture addresses advanced topics of

Organization Design & Organization Theory

• The processes of developing organizational structures for multinational firms with special focus on (1) the balance between differentiation and integration, (2) the balance between centralization and decentralization, (3) the balance between standardization and adaptation,
• The adaptation of organizations and their structures to the competitive environment, with special focus on international operating organizations and global markets,
• Typical examples and comparison of various organizational instruments (e.g. authority and control, specialization and coordination),
• Introduction to established international organizational structures and network structures.

Human Resource Management

• Introduction to Human Resource Management from a strategic and international perspective (incl. the typical challenges of international organizations);
• Fundamentals of the human resource planning and recruitment in the global environment;
• Discussion of the advantages and disadvantages of a diverse workforce (incl. international teams);
• Managing performance, compensation and benefits of international corporations;
• Analysis and design of work, employee development, separation & retention;
• Case studies addressing fundamental questions in human resource management and organization design.

Dessler, G. (2020): Human Resource Management, 16e, Boston: Pearson.

Gibson, J.L./ Ivancevich, J.M./ Donnelly, J.H./ Konopaske, R. (2011): Organizations: Behavior, Structure, Processes, 14/e, Boston: McGraw-Hill.

Jones, G. R. (2012): Organizational Theory, Design, and Change, 7/e, Boston: Pearson.

Mondy, R. W. (2018): Human Resource Management, 15/e, Boston: Pearson.

Noe, R.A./ Hollenbeck, J.R./ Gerhart, B./ Wright, P.M. (2010): Human Resource Management: Gaining a Competitive Advantage, 7/e, New York: McGraw-Hill.

Course objective:
To provide a theoretical and a practical insight into the area of financial and management accounting.

Approach:
Illustration of theoretical concepts combined with case studies and business examples.

The exercise is based on the development of a financial business plan for your own business idea. This financial business plan is developed in a team of 3-5 students and presented as well as discussed in the class.

I.             Introduction to Cost Terms and Concepts

II.            Standard Costing and Variance Analysis

III.          Financial Accounting and Reporting (Financial Statement, Income Statement, Cash Flow)

IV.          Information for Decision Making

V.           Performance Management: Planning, Budgeting & Forecasting

Literature: Business Accounting and Finance 3e

ISBN-13: 9781408018378 / ISBN-10: 1408018373; Catherine Gowthorpe, Oxford Brookes University,  576pp,  Published by Cengage Learning, ©2011

Classical laminate theory

Rules of mixture

Failure mechanisms and criteria of composites

Boundary value problems of isotropic and anisotropic shells

Stability of composite structures

Optimization of laminated composites

Modelling composites in FEM

Numerical multiscale analysis of textile composites   

Progressive failure analysis   

• Schürmann, H., „Konstruieren mit Faser-Kunststoff-Verbunden“, Springer, Berlin, aktuelle Auflage.
• Wiedemann, J., „Leichtbau Band 1: Elemente“, Springer, Berlin, Heidelberg, , aktuelle Auflage.
• Reddy, J.N., „Mechanics of Composite Laminated Plates and Shells”, CRC Publishing, Boca Raton et al., current edition.
• Jones, R.M., „Mechanics of Composite Materials“, Scripta Book Co., Washington, current edition.
• Timoshenko, S.P., Gere, J.M., „Theory of elastic stability“, McGraw-Hill Book Company, Inc., New York, current edition.
• Turvey, G.J., Marshall, I.H., „Buckling and postbuckling of composite plates“, Chapman and Hall, London, current edition.
• Herakovich, C.T., „Mechanics of fibrous composites“, John Wiley and Sons, Inc., New York, current edition.
• Mittelstedt, C., Becker, W., „Strukturmechanik ebener Laminate”, aktuelle Auflage.

Business-to-business (B2B) markets play an important role in most economies. At the same time, B2B markets differ strongly from consumer goods markets. For example, companies’ buying decisions follow different rules than those of consuming individuals. Consequently, marketing mix decisions in B2B markets need to follow the specific circumstances in such markets.

The aim of this lecture is to enable students to understand the specifics of marketing in B2B markets. At the beginning, students learn which strategic marketing decisions may be most appropriate in industrial markets. Following that, the lecture will focus more on different options to design marketing mix elements - Pricing, Communication and Distribution - in B2B markets. We extend the student’s basic knowhow in marketing and focus on the specific requirements in B2B markets.

• The importance, specific characteristics and developments of B2B markets today
• Organizational buying behavior and the corporate buying process
• B2B marketing strategies regarding modes and time of market entry with focus on innovative industrial products
• Types of project-related cooperation in the B2B project business
• Specific operational marketing methods in communication (success factors of fares and exhibitions, importance of public relations for B2B markets); pricing (measuring willingness-to-pay via auctions; value-based pricing in industrial markets, bidding models and auctioning); distribution and channel strategies for B2B markets
• Marketing in complex value chains: Solving the problem of direct customers’ unwillingness to adopt innovative products by directly addressing indirect customers
  
  

Knowledge

The students will develop a thorough understanding of:

• How organizations and firms buy
• How marketing can be performed in complex value chains
• Promising market and competitive strategies in B2B markets
• Modes of cooperation in B2B markets
• Marketing-Mix decisions in B2B marketing (communication, pricing, distribution)

Skills

• analyzing the advantages and disadvantages of different target market, market entry, timing and allocation strategies;
• identifying and systematically address relevant partners when selling to business organizations;
• developing context-specific market-entry and timing strategies;
• making appropriate decisions for the pricing and communication of industrial products;
• applying the theoretical knowledge to business cases or real examples

Social Competence

The students will be able to

• having fruitful professional discussions;
• presenting and defending the results of their work in groupwork;

Self-reliance

• acquiring knowledge in the specific context independently and to map this knowledge onto other new complex problem fields.

Assessment

Written examination & Class participation in interactive elements (presentations, homework)

Blythe, J., Zimmerman, A. (2005) Business-to-Business Marketing: A global perspective, London, Thomson 

Monroe, K. B. (2002). Pricing: Making Profitable Decisions, 3^rd Edition

Morris, M., Pitt, L., Honeycutt, E. (2001), Business-to-Business Marketing, New York, Sage Publishing, 3rd Edition

Nagle, T., Hogan, J., Zale, J. (2009), Strategy and Tactics of Pricing, New York, Prentice Hall, 5th Edition

Die Materialien werden jedes Semester neu zusammengestellt, um die ausgewählten Fälle aktuell zu halten.

Will be newly compiled each semester to keep the cases up-to-date and fresh.

Globalization of business processes and the revolution in information and communication technologies (ICT) have resulted in distributed workflows across geographic boundaries. These developments as well as increased immigration emanating, for example, as a consequence of a shortage of skilled labour in many industrialized nations, have led to the creation of (virtual) multi-cultural, multi-ethnic teams with diverse cultural backgrounds. Such diversity generally has a positive impact on creativity and innovativeness, as many empirical studies confirm. Nevertheless, varying cultural practices, communication styles, and contextual sensibilities have the potential to disturb or even disrupt collaborative work processes, if left unmanaged.

This course focuses on inter-cultural management
from both, theoretical as well as practical, points of view to provide a solid fundament to students enabling them to operate successfully in cross-cultural settings. Case studies and guest lecture(s) will be used to provide added practical relevance to the course. In addition, where practicable, student assignments will be used to foster autonomous learning.

Some of the main topics covered in this course include:

• Understanding “culture” and its impact on human interaction
• Verbal and non-verbal communication
• High and low context communication
• Role of formality and non-formality in communication
• Varying interpretations of symbols, rituals & gestures
• Managing diversity in domestic settings

• Bartlett, C.A. / Ghoshal, S. (2002): Managing Across Borders: The Transnational Solution, 2^nd edition, Boston
• Deresky, H. (2006): International Management: Managing Across Borders and Cultures, 3^rd edition, Upper Saddle  River
• French, R. (2010): Cross-cultural Management in Work Organisations, 2^nd edition, London
• Hofstede, G. (2003): Culture's Consequences : Comparing Values, Behaviors, Institutions and Organizations across Nations, 2^nd edition, Thousand Oaks
• Hofstede, G. / Hofstede, G.J. (2006): Cultures and Organizations: Software of the mind, 2^nd edition, New York

Company onboarding process

• Assigning a professional field of activity as an engineer (B.Sc.) and associated fields of work
• Establishing responsibilities and authorisation of the dual student within the company as an engineer (B.Sc.)
• Working independently in a team and on selected projects - across departments and, if applicable, across companies
• Scheduling the current practical module with a clear correlation to work structures 
• Scheduling the examination phase/subsequent study semester

Operational knowledge and skills

• Company-specific: Responsibility as an engineer (B.Sc.) in their own area of work, coordinating team and project work, dealing with complex contexts and unsolved problems, developing and implementing innovative solutions
• Subject specialisation (corresponding to the chosen course [M.Sc.]) in the field of activity
• Systemic skills
• Implementing the university’s application recommendations (theory-practice transfer) in corresponding work and task areas across the company 

Sharing/reflecting on learning

• Creating an e-portfolio
• Importance of course contents (M.Sc.) when working as an engineer
• Importance of development and innovation when working as an engineer
  

• Studierendenhandbuch
• Betriebliche Dokumente
• Hochschulseitige Handlungsempfehlungen zum Theorie-Praxis-Transfer

- Microstructure and properties of the matrix and reinforcing materials and their interaction
- Development of composite materials
- Mechanical and physical properties
- Mechanics of Composite Materials
- Laminate theory
- Test methods
- Non destructive testing
- Failure mechanisms
- Theoretical models for the prediction of properties
- Application

Company onboarding process

• Assigning a professional field of activity as an engineer (B.Sc.) and associated fields of work
• Establishing responsibilities and authorisation of the dual student within the company as an engineer (B.Sc.)
• Taking personal responsibility within a team and on selected projects - across departments and, if applicable, across companies
• Scheduling the current practical module with a clear correlation to work structures 
• Scheduling the examination phase/subsequent study semester

Operational knowledge and skills

• Company-specific: Responsibility as an engineer (B.Sc.) in their own area of work, coordinating team and project work, dealing with complex contexts and unsolved problems, developing and implementing innovative solutions
• Subject specialisation (corresponding to the chosen course [M.Sc.]) in the field of activity
• Systemic skills
• Implementing the university’s application recommendations (theory-practice transfer) in corresponding work and task areas across the company 

Sharing/reflecting on learning

• Updating their e-portfolio
• Importance of course contents (M.Sc.) when working as an engineer
• Importance of development and innovation when working as an engineer 

• Studierendenhandbuch
• Betriebliche Dokumente
• Hochschulseitige Anwendungsempfehlungen zum Theorie-Praxis-Transfer

Company onboarding process

• Assigning a future professional field of activity as an engineer (M.Sc.) and associated fields of work
• Extending responsibilities and authorisation of the dual student within the company up to the intended first assignment after completing their studies 
• Working responsibly in a team; project responsibility within own area - as well as across divisions and companies if necessary
• Scheduling the final practical module with a clear correlation to work structures 
• Internal agreement on a potential topic or innovation project for the Master’s dissertation
• Planning the Master’s dissertation within the company in cooperation with TU Hamburg  
• Scheduling the examination phase/subsequent study semester

Operational knowledge and skills

• Company-specific: dealing with change, project and team development, responsibility as an engineer in their future field of work (M.Sc.), dealing with complex contexts, frequent and unpredictable changes, developing and implementing innovative solutions
• Specialising in one field of work (final dissertation)
• Systemic skills
• Implementing the university’s application recommendations (theory-practice transfer) in corresponding work and task areas across the company 

Sharing/reflecting on learning

• E-portfolio
• Relevance of study content and personal specialisation when working as an engineer
• Relevance of research and innovation when working as an engineer

• Studierendenhandbuch
• betriebliche Dokumente
• Hochschulseitige Anwendungsempfehlungen zum Theorie-Praxis-Transfer

The role of technology for the competitive advantage of the firm and industries; Basic concepts, models and tools for the management of technology; managerial decision making regarding the identification, selection and protection of technology (make or buy, keep or sell, current and future technologies). Theories, practical examples (cases), lectures, interactive sessions and group study.

This lecture is part of the Module Technology Management and can not separately choosen.

Beside the written exam at the end of the module, students have to give one presentation (RE) on a research paper and two presentations as part of a group discussion (GD) in the seminar in order to pass. With these presentations it is possible to gain a bonus of max. 20% for the exam. However, the bonus is only valid if the exam is passed without the bonus.

The intention of this lecture is to provide a general system analysis-based overview of how transportation chains emerge and how they are developed. The respective advantages and disadvantages of different international transportation chains of goods are to be pointed out from a micro- and a macroeconomic point of view. The effects on the traffic system as well as the ecological and social consequences of a spatial devision of economical activities are to be discussed.
The overview of current international transportation chains is carried out on the basis of concrete material- and appendant information flows. Established transportation chains and some of their individual elements are to become transparent to the students by a number of practical examples.

1. A conceptual systems model
2. Elements of integrated and multi-modal transportation chains
3. interaction of transport and traffic, demand and supply on different layers of the transport system
4. Global Issues in Supply Chain Management
5. Global Players and networks
6. Logistics and corporate social responsibility (CSR)
7. Methods and data for assessment of international transport chains
8. Influence of cultural aspects on international transport chains
9. New solutions using different focuses of the transport and logstics system

David, Pierre A.; Stewart, Richard D.: International Logistics: The Management of International Trade Operations, 3rd Edition, Mason, 2010

Schieck, Arno: Internationale Logistik: Objekte, Prozesse und Infrastrukturen grenzüberschreitender Güterströme, München, 2009

BLOECH, J., IHDE, G. B. (1997) Vahlens Großes Logistiklexikon, München, Verlag C.H. Beck

IHDE, G. B. (1991) Transport, Verkehr, Logistik, München, Verlag Franz Vahlen, 2. völlig überarbeitete und erweiterte Auflage

NUHN, H., HESSE, M. (2006) Verkehrsgeographie, Paderborn, München, Wien, Zürich, Verlage Ferdinand Schöningh

David, Pierre A.; Stewart, Richard D.: International Logistics: The Management of International Trade Operations, 3rd Edition, Mason, 2010

Important note: This course is part of an 6 ECTS module consisting of two courses "Entrepreneurship” & “Creation of Business Opportunities”, which have to be taken together in one semester.

Startups are temporary, team-based organizations, which can form both within and outside of established companies, to pursue one central objective: taking a new venture idea to market by designing a business model that can be scaled to a full-grown company. In this course, students will form startup teams around self-selected ideas and run through the process just like real startups would do in the first three months of intensive work. Startup Engineering takes an incremental and iterative approach, in that it favors variety and alternatives over one detailed, linear five-year business plan to reach steady state operations. From a problem solving and systems thinking perspective, student teams create different possible versions of a new venture and alternative hypotheses about value creation for customers and value capture vis-à-vis competitors. We will draw on recent scientific findings about international success factors of new venture design. To test critical hypotheses early on, student teams engage in scientific, evidence-based, experimental trial-and-error learning process that measures real progress.
Upon completion of this course, students will be able to:
· Apply a modern innovation toolkit relevant in both the corporate & startup world
· Analyze given business opportunities in terms of its constituent elements
· Design new business models by gathering and combining relevant ideas, facts and information 
· Evaluate business opportunities and derive judgment about next steps & decisions
Course language is English, but participants can decide to give their graded presentations in German. Students are invited to apply to this course module already with a startup idea and/ or team, but this is not a requirement! We will form teams and ideas in the beginning of the course. Class meetings have alternate intervals of lecture inputs, teamwork, mentoring, and peer feedback. Attendance is mandatory for at least 80% of class time due to large proportion of teamwork sessions.
Student teams give three presentations and submit them with backup analyses. Grading scheme:
· Startup discovery presentation after 5 weeks: 30%
· Startup validation presentation after 10 weeks: 30%
· Final startup pitches after 13 weeks: 40%

• Blank, S. & Dorf, B. (2012). The startup owner's manual.
• Gans, J. & Stern, S. (2016). Entrepreneurial Strategy.
• Osterwalder, A. & Yves, P. (2010). Business model generation.
• Maurya, A. (2012). Running lean: Iterate from plan A to a plan that works.
• Maurya, A. (2016). Scaling lean: Mastering the Key Metrics for Startup Growth.
• Wilcox, J. (2016). FOCUS Framework: How to Find Product-Market Fit.

Important note: This course is part of an 6 ECTS module consisting of two courses "Entrepreneurship” & “Creation of Business Opportunities”, which have to be taken together in one semester.

Startups are temporary, team-based organizations, which can form both within and outside of established companies, to pursue one central objective: taking a new venture idea to market by designing a business model that can be scaled to a full-grown company. In this course, students will form startup teams around self-selected ideas and run through the process just like real startups would do in the first three months of intensive work. Startup Engineering takes an incremental and iterative approach, in that it favors variety and alternatives over one detailed, linear five-year business plan to reach steady state operations. From a problem solving and systems thinking perspective, student teams create different possible versions of a new venture and alternative hypotheses about value creation for customers and value capture vis-à-vis competitors. We will draw on recent scientific findings about international success factors of new venture design. To test critical hypotheses early on, student teams engage in scientific, evidence-based, experimental trial-and-error learning process that measures real progress.
Upon completion of this course, students will be able to:
· Apply a modern innovation toolkit relevant in both the corporate & startup world
· Analyze given business opportunities in terms of its constituent elements
· Design new business models by gathering and combining relevant ideas, facts and information 
· Evaluate business opportunities and derive judgment about next steps & decisions
Course language is English, but participants can decide to give their graded presentations in German. Students are invited to apply to this course module already with a startup idea and/ or team, but this is not a requirement! We will form teams and ideas in the beginning of the course. Class meetings have alternate intervals of lecture inputs, teamwork, mentoring, and peer feedback. Attendance is mandatory for at least 80% of class time due to large proportion of teamwork sessions.
Student teams give three presentations and submit them with backup analyses. Grading scheme:
· Startup discovery presentation after 5 weeks: 30%
· Startup validation presentation after 10 weeks: 30%
· Final startup pitches after 13 weeks: 40%

• Blank, S. & Dorf, B. (2012). The startup owner's manual.
• Gans, J. & Stern, S. (2016). Entrepreneurial Strategy.
• Osterwalder, A. & Yves, P. (2010). Business model generation.
• Maurya, A. (2012). Running lean: Iterate from plan A to a plan that works.
• Maurya, A. (2016). Scaling lean: Mastering the Key Metrics for Startup Growth.
• Wilcox, J. (2016). FOCUS Framework: How to Find Product-Market Fit.

The course involves two main parts:

During the first part of the course, participants are provided with insights into the market for ERP-Software and are provided with knowledge on how ERP-implementation projects proceed and how these projects should ideally be managed from a theoretical and practical perspective. In addition, participants are provided with an understanding of business functions and processes by means of visiting the TUHH model factory. In the model factory, participants and are solving special business cases on the basis of group-specific tasks. Finally, participants are introduced into the basic functioning of ERP-Software referring to the most common system (SAP). Participants gain a basic understanding of implementing organizational data, master data and processes into the system. 

During the second phase of this course, the students work independently in groups on deepening challenges, which conceptually build up on the executed case studies from phase one. Using the knowledge from phase one, the students are able to transfer the theoretical knowledge on the practical execution of the challes in SAP. The results of the group work will be presented in phase two.

Participants will be provided with a course handout in the form of ppt.-slides which can be downloaded in advance. Further literature references regarding the theoretical concepts are not provided (as this is part of the challenge in writing the thesis); literature references with regard to the ERP-System used are as follows:

• Agrawal, A. (2009): Customizing Materials Management Processes in SAP ERP Operations, Galileo Press: Boston.
• Arif, N./Tauseef, S. (2010): Integrating SAP ERP Financials, Galileo Press: Boston.
• Chudy, M./Castedo, L. (2015): Sales and Distribution in SAP ERP - Practical Guide, Galileo Press: Boston.
• Dickersback, J. T./Keller, G. (2010): Production Planning and Control with SAP ERP, 2e, Galileo Press: Boston.
• Franz, M. (2014): Project Management with SAP Project System, 4e, Galileo Press: Boston.
• Hoppe, M./Gulyassy, F. (2009): Materials Planning with SAP, Galileo Press: Boston.
• Veeriah, N. (2011): Customizing Financial Accounting in SAP, Galileo Press: Boston.
• Veeriah, N. (2011): Financial Accounting in SAP, Galileo Press: Boston.

Participants will understand the use, requirements, advantages and disadvantages of quantitative methods. Examples illustrate the application of quantitative methods and their use to address business related problems.

The course involves three parts:

• The first part of the course focuses on an introduction of quantitative research methods,
• The second part of the course involves working on a seminar thesis. Participants are in teams invited to describe selected quantitative research methods and to address simple research questions with the described method. Students are expected to write a short (empirical) paper that applies methods learned in this course to a research question of their choice,
• The third part is the final presentations of the results from the group work. Participants will present their own small research projects and discuss the results in the plenum. Participants are invited to join the discussions as a part of the final grade.

Participants will be provided with a course handout in the form of ppt.-slides which can be downloaded in advance. In the course, the participants will obtain a specific list of relevant literature. Some generally recommended are:

• Dalgaard, P. (2008). Introductory statistics with R. Springer Science & Business Media.
• Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (2006). Multivariate data analysis (Vol. 6). Upper Saddle River, NJ: Pearson Prentice Hall.
• Hair Jr, J. F., Hult, G. T. M., Ringle, C., & Sarstedt, M. (2013). A primer on partial least squares structural equation modeling (PLS-SEM). Sage Publications.

• International Trade Theory and Policy: 
  • Comparative Advantage - the Ricardian Model
  • The Heckscher-Ohlin Model
  • The Standard Trade Model
  • Intrasectoral Trade
  • International Trade Policy

• Mankiw/Taylor: Economics, Cengage, 5^th ed., 2020
• Krugman/Obstfeld/Mehlitz: International Economics, Pearson, 11^th ed. 2018
• The CORE Team: The Economy: Economics for a Changing World, Oxford University Press, 2017

• Introduction: Ten Principles of Economics

• Microeconomics:
  • Theory of the Household
  • Theory of the Firm
  • Competitive Markets in Equilibrium
  • Market Failure: Monopoly and External Effects
  • Government Policies
• Macroeconomics:
  • A Nation’s Real Income and Production
  • The Real Economy in the Long Run: Capital and Labour Market
  • Money and Prices in the Long Run
  • Aggregate Demand and Supply: Short-Run Economic Fluctuations
  • Monetary and Fiscal Policy in the Short and the Long Run

• Mankiw/Taylor: Economics, Cengage, 5^th ed., 2020
• Pindyck/Rubinfeld, Microceconomics, Pearson, 9^th ed., 2018
• The CORE Team: The Economy: Economics for a Changing World, Oxford University Press, 2017

Students work in teams on in-depth questions related to the contents of the lectures and present the results.

• Mankiw/Taylor: Economics, Cengage, 5^th ed., 2020
• Krugman/Obstfeld/Mehlitz: International Economics, Pearson, 11^th ed. 2018
• Pindyck/Rubinfeld, Microceconomics, Pearson, 9^th ed., 2018
• The CORE Team: The Economy: Economics for a Changing World, Oxford University Press, 2017

I. Introduction

• Innovation and service marketing (importance of innovative products and services, model, objectives and examples of innovation marketing, characteristics of services, challenges of service marketing)

• patterns of industrial development, patent and technology portfolios

• objectives and challenges of strategic foresight, scenario analysis, Delphi method

• Role of users in the innovation process, user communities, user innovation toolkits, lead users analysis

• Conjoint Analysis, Kano, QFD, Morphological Analysis, Blueprinting

• Basics of Pricing, Value-based pricing, Pricing models
  

• Basics of Sales Management, Assessing Customer Value, Planning Customer Visits

• Diffusion of Innovations, Communication Objectives, Communication Instruments

Mohr, J., Sengupta, S., Slater, S. (2014). Marketing of high-technology products and innovations, third edition, Pearson education. ISBN-10: 1292040335 . Chapter 6 (188-210), Chapter 7 (227-256), Chapter 10 (352-365), Chapter 12 (419-426).

Crawford, M., Di Benedetto, A. (2008). New  products management, 9th edition, McGrw Hill, Boston et al., 2008

Christensen, C. M. (1997). Innovator's Dilemma: When New Technologies Cause Great Firms to Fail, Harvard Business Press, Chapter 1: How can great firms fail?,pp. 3-24.

Hair, J. F., Bush, R. P., Ortinau, D. J. (2009). Marketing research. 4^th edition, Boston et al., McGraw Hill

Tidd; J. & Hull, Frank M. (Editors) (2007) Service Innovation, London

Von Hippel, E.(2005). Democratizing Innovation, Cambridge: MIT Press

Entrepreneurial finance is at the center of a clash of two very distant worlds: that of entrepreneurship and that of finance. Finance is disciplined, based on numbers and logical thinking and looking for proven track records. Entrepreneurship is messy, based on intuition and experimentation and treading off the beaten track. Entrepreneurial finance is the provision of funding to young, innovative, growth-oriented companies. Entrepreneurial companies are young, typically less than ten years old, and introduce innovative products or business models. The younger are called “startups,” and are typically less than five years old.

There is a variety of investors who can finance entrepreneurial companies: family and friends, business angels, accelerators and incubators, crowdfunding platforms, venture capital firms, corporate investors, etc. The course provides a thorough understanding of what motivates them, of the way they invest, and of what support they can provide to a company at what stage in the fundraising cycle. The course addresses the following key questions: How much money can and should be raised? When should it be raised and from whom? What is a reasonable valuation of the company? How should funding, employment contracts and exit decisions be structured?

Thus, the course provides an understanding of the whole fundraising cycle, from the moment the entrepreneur conceived her idea to the moment investors exit the company and move on. We examine the entrepreneur's signalling to investors of the qualities of the venture, the investors' evaluation of the venture, the various dimensions of contracting (cash flow rights, control rights, compensation, and other clauses), the negotiation of a deal and the provision of corporate governance, the process of staged financing, the financing through debt, and the exit process though liquidity events such as initial public offering, sale or merger.

The following topics will be covered with specific case studies:

1. Introduction: Evaluating Venture Opportunities

2. Financial Planning

3. Ownership and Returns

4. Valuation Methods

5. Term Sheets

6. Structuring Deals

7. Corporate Governance

8. Staged Financing

9. Debt Financing

10. Exits

11. Early Stage & Venture Capital Investors

12. Ecosystems

Da Rin, Marco, and Thomas Hellmann. Fundamentals of Entrepreneurial Finance. Oxford University Press, 2020.

Entrepreneurial finance is at the center of a clash of two very distant worlds: that of entrepreneurship and that of finance. Finance is disciplined, based on numbers and logical thinking and looking for proven track records. Entrepreneurship is messy, based on intuition and experimentation and treading off the beaten track. Entrepreneurial finance is the provision of funding to young, innovative, growth-oriented companies. Entrepreneurial companies are young, typically less than ten years old, and introduce innovative products or business models. The younger are called “startups,” and are typically less than five years old.

There is a variety of investors who can finance entrepreneurial companies: family and friends, business angels, accelerators and incubators, crowdfunding platforms, venture capital firms, corporate investors, etc. The course provides a thorough understanding of what motivates them, of the way they invest, and of what support they can provide to a company at what stage in the fundraising cycle. The course addresses the following key questions: How much money can and should be raised? When should it be raised and from whom? What is a reasonable valuation of the company? How should funding, employment contracts and exit decisions be structured?

Thus, the course provides an understanding of the whole fundraising cycle, from the moment the entrepreneur conceived her idea to the moment investors exit the company and move on. We examine the entrepreneur's signalling to investors of the qualities of the venture, the investors' evaluation of the venture, the various dimensions of contracting (cash flow rights, control rights, compensation, and other clauses), the negotiation of a deal and the provision of corporate governance, the process of staged financing, the financing through debt, and the exit process though liquidity events such as initial public offering, sale or merger.

The following topics will be covered in lectures:

1. Introduction: Evaluating Venture Opportunities

2. Financial Planning

3. Ownership and Returns

4. Valuation Methods

5. Term Sheets

6. Structuring Deals

7. Corporate Governance

8. Staged Financing

9. Debt Financing

10. Exits

11. Early Stage & Venture Capital Investors

12. Ecosystems

Da Rin, Marco, and Thomas Hellmann. Fundamentals of Entrepreneurial Finance. Oxford University Press, 2020.

This lecture focuses on multinational firms and advanced issues of management, organizations, and human resource management. This course is structured as a lecture and a seminar. In the lecture, the advanced theoretical concepts are explained and discussed, whereas they are applied in the seminar through the preparation of a seminar thesis. The students learn about the process and structure of a scientific article, and further deepen their knowledge, while working in groups.

Example topics:

• Management: change management and corporate social responsibility;
• Organization: exploration & exploitation, networks, and organizational identity;
• Human Resource Management: human resource metrics & analytics and recruitment & selection.

The students will be provided with selected journal articles.

Bernardin, H.J. (2006): Human Resource Management: An Experiential Approach, 4e, New York: McGraw-Hill.

Cascio, W. (2015): Managing Human Resources: Productivity, Quality of Work Life, Profits, revised edition, New York: McGraw-Hill.

French, W./Bell, C.H./Zawacki, R.A. (2004): Organization Development and Transformation: Managing Effective Change, 6e, Chicago: McGraw-Hill.

Hitt, M.A./Ireland, R.D./Hoskisson, R.E. (2014): Strategic Management: Competitiveness and Globalization, 11e, Ohio: Cengage Learning.

Lynch, R. (2015): Strategic Management, 7e, Harlow: Prentice Hall.

This course focuses on multinational firms and advanced issues of management, organizations, and human resource management. The students learn about the process and structure of a scientific article and deepen their knowledge while working in groupds. Selected topics focus, for example, on:

• Human Resource Management: aging workforce, e-human resource management, generation X, Y, Z, human resource metrics/ analytics, recruitment/ selection/ hiring
• Organisation: employee voice, exploration/ exploitation, networks, organisational identity, trust measurement
• Management: change management, corporate social responsibility, firm performance measurement, gender, innovation management

The students will be provided with selected journal articles.

Bernardin, H.J. (2006): Human Resource Management: An Experiential Approach, 4e, New York: McGraw-Hill.

Cascio, W. (2015): Managing Human Resources: Productivity, Quality of Work Life, Profits, revised edition, New York: McGraw-Hill.

French, W./Bell, C.H./Zawacki, R.A. (2004): Organization Development and Transformation: Managing Effective Change, 6e, Chicago: McGraw-Hill.

Hitt, M.A./Ireland, R.D./Hoskisson, R.E. (2014): Strategic Management: Competitiveness and Globalization, 11e, Ohio: Cengage Learning.

Lynch, R. (2015): Strategic Management, 7e, Harlow: Prentice Hall.

The goal is to introduce students to the basic statistical methods and their application to simple problems. The topics include:

•          Chi square test

•          Simple regression and correlation

•          Multiple regression and correlation

•          One way analysis of variance

•          Two way analysis of variance

•          Discriminant analysis

•          Analysis of categorial data

•          Chossing the appropriate statistical method

•          Determining critical sample sizes

Applied Regression Analysis and Multivariable Methods, 3rd Edition, David G. Kleinbaum Emory University, Lawrence L. Kupper University of North Carolina at Chapel Hill, Keith E. Muller University of North Carolina at Chapel Hill, Azhar Nizam Emory University, Published by Duxbury Press, CB © 1998, ISBN/ISSN: 0-534-20910-6

The students receive a problem task, which they have to solve in small groups (n=5). They do have to collect their own data and work with them. The results have to be presented in an executive summary at the end of the course.

Selbst zu finden

The different statistical tests are applied for the solution of realistic problems using actual data sets and the most common used commercial statistical software package (SPSS).

Student Solutions Manual for Kleinbaum/Kupper/Muller/Nizam's Applied Regression Analysis and Multivariable Methods, 3rd Edition, David G. Kleinbaum Emory University Lawrence L. Kupper University of North Carolina at Chapel Hill, Keith E. Muller University of North Carolina at Chapel Hill, Azhar Nizam Emory University, Published by Duxbury Press, Paperbound © 1998, ISBN/ISSN: 0-534-20913-0

Product Planning Process

This integrated lecture is designed to understand major issues, activities and tools in the context of systematic product planning, a key activity for managing the front-end of innovation, i.e.:
•    Systematic scanning of markets for innovation opportunities
•    Understanding strengths/weakness and specific core competences of a firm as platforms for innovation
•    Exploring relevant sources for innovation (customers, suppliers, Lead Users, etc.)
•    Developing ideas for radical innovation, relying on the creativeness of employees, using techniques to stimulate creativity and creating a stimulating environment
•    Transferring ideas for innovation into feasible concepts which have a high market attractively

Voluntary presentations in the third hour (articles / case studies)

- Guest lectures by researchers 

- Lecture on Sustainability with frequent reference to current research

- Permanent reference to current research

Examination:

In addition to the written exam at the end of the module, students have to attend the PBL-exercises and prepare presentations in groups in order to pass the module. Additionally, students have the opportunity to present research papers on a voluntary base.  With these presentations it is possible to gain a bonus of max. 20% for the exam. However, the bonus is only valid if the exam is passed without the bonus.

Linear and Nonlinear Single and Multiple Degree of Freedom Vibrations

• Free vibration
• Self-excited vibration
• Parameter driven vibration
• Forced vibration
• Multi degree of freedom vibration
• Continuum vibration
• Irregular vibration

German - K. Magnus, K. Popp, W. Sextro: Schwingungen. Physikalische Grundlagen und mathematische Behandlung von Schwingungen.

English - K. Magnus: Vibrations. 

Fundamentals of Nonlinear Dynamics

• One dimensional problems
  • Linear Stability
  • Local Bifurcations
  • Synchronisation
    
• Two dimensional problems
  • Limit Cycles
  • Global Bifurcations
• Chaos
  • Lorenz Equations
  • Fractals and Strange Attractors
    
  • Predictability and Horizons

State space methods (single-input single-output)

• State space models and transfer functions, state feedback 
• Coordinate basis, similarity transformations 
• Solutions of state equations, matrix exponentials, Caley-Hamilton Theorem
• Controllability and pole placement 
• State estimation, observability, Kalman decomposition 
• Observer-based state feedback control, reference tracking 
• Transmission zeros
• Optimal pole placement, symmetric root locus 
Multi-input multi-output systems
• Transfer function matrices, state space models of multivariable systems, Gilbert realization 
• Poles and zeros of multivariable systems, minimal realization 
• Closed-loop stability
• Pole placement for multivariable systems, LQR design, Kalman filter 

Digital Control
• Discrete-time systems: difference equations and z-transform 
• Discrete-time state space models, sampled data systems, poles and zeros 
• Frequency response of sampled data systems, choice of sampling rate 

System identification and model order reduction 
• Least squares estimation, ARX models, persistent excitation 
• Identification of state space models, subspace identification 
• Balanced realization and model order reduction 

Case study
• Modelling and multivariable control of a process evaporator using Matlab and Simulink 
Software tools
• Matlab/Simulink

• Werner, H., Lecture Notes „Control Systems Theory and Design“
• T. Kailath "Linear Systems", Prentice Hall, 1980
• K.J. Astrom, B. Wittenmark "Computer Controlled Systems" Prentice Hall, 1997
• L. Ljung "System Identification - Theory for the User", Prentice Hall, 1999

Object and goal of MEMS

Scaling Rules

Lithography

Film deposition

Structuring and etching

Energy conversion and force generation

Electromagnetic Actuators

Reluctance motors

Piezoelectric actuators, bi-metal-actuator

Transducer principles

Signal detection and signal processing

Mechanical and physical sensors

Acceleration sensor, pressure sensor

Sensor arrays

System integration

Yield, test and reliability

M. Kasper: Mikrosystementwurf, Springer (2000)

M. Madou: Fundamentals of Microfabrication, CRC Press (1997)

Examples of MEMS components

Layout consideration

Electric, thermal and mechanical behaviour

Design aspects

Wird in der Veranstaltung bekannt gegeben

• Transforms of discrete-time signals:

  • Discrete-time Fourier Transform (DTFT)

  • Discrete Fourier-Transform (DFT), Fast Fourier Transform (FFT)

  • Z-Transform

• Correspondence of continuous-time and discrete-time signals, sampling, sampling theorem

• Fast convolution, Overlap-Add-Method, Overlap-Save-Method

• Fundamental structures and basic types of digital filters

• Characterization of digital filters using pole-zero plots, important properties of digital filters

• Quantization effects

• Design of linear-phase filters

• Fundamentals of stochastic signal processing and adaptive filters

  • MMSE criterion

  • Wiener Filter

  • LMS- and RLS-algorithm

• Traditional and parametric methods of spectrum estimation

K.-D. Kammeyer, K. Kroschel: Digitale Signalverarbeitung. Vieweg Teubner.

V. Oppenheim, R. W. Schafer, J. R. Buck: Zeitdiskrete Signalverarbeitung. Pearson StudiumA. V.

W. Hess: Digitale Filter. Teubner.

Oppenheim, R. W. Schafer: Digital signal processing. Prentice Hall.

S. Haykin:  Adaptive flter theory.

L. B. Jackson: Digital filters and signal processing. Kluwer.

T.W. Parks, C.S. Burrus: Digital filter design. Wiley.

- foundations of problem solving and system modeling, discrete event systems
- properties of processes, modeling using automata and Petri-nets
- design considerations for processes (mutex, deadlock avoidance, liveness)
- optimal scheduling for processes
- optimal decisions when planning manufacturing systems, decisions under uncertainty
- software design and software architectures for automation, PLCs

J. Lunze: „Automatisierungstechnik“, Oldenbourg Verlag, 2012
Reisig: Petrinetze: Modellierungstechnik, Analysemethoden, Fallstudien; Vieweg+Teubner 2010
Hrúz, Zhou: Modeling and Control of Discrete-event Dynamic Systems; Springer 2007
Li, Zhou: Deadlock Resolution in Automated Manufacturing Systems, Springer 2009
Pinedo: Planning and Scheduling in Manufacturing and Services, Springer 2009

• Electron transport in semiconductors
• Electronic operating principles of diodes, MOS capacitors, and MOS field-effect transistors
• MOS transistor as four terminal device
• Performace degradation due to short channel effects
• Scaling-down of MOS technology
• Digital logic circuits
• Basic analog circuits
  
• Operational amplifiers
• Bipolar and BiCMOS circuits
  
  

• Yuan Taur, Tak H. Ning:  Fundamentals of Modern VLSI Devices, Cambridge University Press 1998
• R. Jacob Baker: CMOS, Circuit Design, Layout and Simulation,  IEEE Press, Wiley Interscience, 3rd Edition, 2010
• Neil H.E. Weste and David Money Harris, Integrated Circuit Design, Pearson, 4th International Edition, 2013
  
• John E. Ayers, Digital Integrated Circuits: Analysis and Design, CRC Press, 2009
  
• Richard C. Jaeger and Travis N. Blalock: Microelectronic Circuit Design, Mc Graw-Hill, 4rd. Edition, 2010
  
  

1. Introduction
2. Motivation
3. Hierarchic shape functions
4. Mapping functions
5. Computation of element matrices, assembly, constraint enforcement and solution
6. Convergence characteristics
7. Mechanical models and finite elements for thin-walled structures
8. Computation of thin-walled structures
9. Error estimation and hp-adaptivity
10. High-order fictitious domain methods

[1] Alexander Düster, High-Order FEM, Lecture Notes, Technische Universität Hamburg-Harburg, 164 pages, 2014
[2] Barna Szabo, Ivo Babuska, Introduction to Finite Element Analysis – Formulation, Verification and Validation, John Wiley & Sons, 2011

Learn the Basics of Additive Manufacturing, with focus on the Selective Laser Melting and Selective Laser Sintering. Understand the advantages the technologies offer for product development and what current challenges Additive Manufacturing faces. Get to know the design restrictions as well as basic knowledge about material characteristics, post processing and quality assurance.

This lecture is part of the Module Rapid Production and cannot be chosen separately

Intensify learning from the lecture, especially regarding design principles and product development by design of own Selective Laser Sintering parts.

This seminar is part of the Module Rapid Production and cannot be chosen separately.

• Systematic analysis and planning of the design process for products combining a multitude of disciplines
• Structure of the engineering process with focus on engineering steps (task-definition, functional decomposition, physical principles, elements for solution, combination to systems and products, execution of design, component-tests, system-tests, product-testing and qualification/validation)
• Creative methods (Basics, methods like lead-user-method, 6-3-5, BrainStorming, Intergalactic Thinking, … - Applications in examples all around mechatronics topics)
• Several design-supporting methods and tools (functional strcutures, GALFMOS, AEIOU-method, GAMPFT, simulation and its application, TRIZ, design for SixSigma, continous integration and testing, …)
• Evaluation and final selection of solution (technical and business-considerations, preference-matrix, pair-comparision), dealing with uncertainties, decision-making
• Value-analysis
• Derivation of architectures and architectural management
  
• Project-tracking and -guidance (project-lead, guiding of employees, organization of multidisciplinary R&D departments, idea-identification, responsibilities and communication)
• Project-execution methods (Scrum, Kanbaan, …)
• Presentation-skills
• Questions of aesthetic product design and design for subjective requirements (industrial design, color, haptic/optic/acoustic interfaces)
• Evaluation of selected methods at practical examples in small teams

• Definition folgt...
• Pahl, G.; Beitz, W.; Feldhusen, J.; Grote, K.-H.: Konstruktionslehre: Grundlage erfolgreicher Produktentwicklung, Methoden und Anwendung, 7. Auflage, Springer Verlag, Berlin 2007
• VDI-Richtlinien: 2206; 2221ff

- Boundary value problems
- Integral equations
- Fundamental Solutions
- Element formulations
- Numerical integration
- Solving systems of equations (statics, dynamics)
- Special BEM formulations
- Coupling of FEM and BEM

- Hands-on Sessions (programming of BE routines)
- Applications

Gaul, L.; Fiedler, Ch. (1997): Methode der Randelemente in Statik und Dynamik. Vieweg, Braunschweig, Wiesbaden
Bathe, K.-J. (2000): Finite-Elemente-Methoden. Springer Verlag, Berlin

The 3D Printing lab consists of:

·         Preparation of CAD models for 3D printing,

·         Design of Experiments for 3D-printing

·         Hands-on operation of 3D printer

·         Printing parameter variation and detection of influences on the process