Nuestra Escuela
Escuela de Ingeniería Industrial en Alajuela
En el año 2007 surge la Sede
Interuniversitaria
de
Alajuela,
respondiendo a las necesidades de
profesionales en la zona y ofreciendo a
jóvenes la posibilidad de estudiar sin
tener que trasladarse a otra provincia.
Como parte de su oferta académica, la
Universidad de Costa Rica, abre en
esta nueva Sede la carrera profesional
de Licenciatura en Ingeniería Industrial.
Desde entonces y hasta la actualidad
todas las personas involucradas, en
este gran proyecto, como: estudiantes,
profesores, personal administrativo y
personal de apoyo, hemos sido
testigos de los grandes cambios en el
desarrollo de la Sede y de nuestra
carrera que han llevado a la
consolidación de ambas. Todo
comenzó en el año 2007, momento en
que nace la Sede Interuniversitaria y se
ubica en las instalaciones de la UNED
en Alajuela.
Figura 1. Sede Interuniversitaria de Alajuela
Ese mismo año la carrera recibe sus
primeros estudiantes, en total 28,
provenientes de diferentes cantones de
Alajuela (Grecia, Sarchi, Poás, San Carlos,
Alajuela centro, Palmares) e incluso de otras
provincias como San José, Heredia y Limón.
Durante el primer año, los estudiantes
tomaron el curso integrado de Humanidades
en la UNED y llevaron los primeros cursos de
servicio como Cálculo y Química en el
recinto de Tacares. Lo anterior presentó
dificultades de transporte especialmente
para los estudiantes de zonas lejanas.
Por:Ing. Alejandra Pabón Páramo
Nuestra Escuela
Escuela de Ingeniería Industrial en Alajuela
Esta situación fue solventada en el año 2008, en el cual todos los cursos necesarios se
abrieron en las instalaciones de la UNED. Desde entonces y hasta finales del 2009 la
carrera de Ingeniería Industrial se imparte en el edificio de la Universidad Estatal a
Distancia, incluyendo los laboratorios de física, química, termofluidos y electrotecnia. Sin
embargo, el ingreso de nuevos estudiantes a Ingeniería Industrial incrementó año tras
año, al igual que en las otras carreras de la UCR en la Sede, como: Ingeniería Mecánica y
Diseño Gráfico, lo cual generó la necesidad de espacio para albergar a la creciente
población universitaria.
En el año 2011, en busca de instalaciones aptas para la cantidad de estudiantes y
necesidades de áreas como aulas, biblioteca, laboratorios, comedor, etc., la Sede
Interuniversitaria es trasladada a Plaza del Este en Alajuela. Esta nueva infraestructura se
modifica con el objetivo de responder a las necesidades de la institución y de los
estudiantes.
A finales del año 2011 se abre en la Sede, por primera vez, la matrícula en el proyecto de
Trabajo Comunal Universitario de la Escuela de Ingeniería Industrial, TCU-487: Desarrollo
de técnicas de innovación y competitividad que impactan
a las y los habitantes del país. Con una matrícula inicial
de 8 estudiantes
avanzados en la
carrera,
se
desarrolla
el
proyecto en el área
de
apoyo
a
emprendedores y
Figura 2. Sede Interuniversitaria de Alajuela
micro empresas de
la zona.
Figura 3. Biblioteca
Por:Ing. Alejandra Pabón Páramo
Nuestra Escuela
Escuela de Ingeniería Industrial en Alajuela
Con una participación entusiasta por parte de los estudiantes y sus conocimientos, se han
logrado desarrollar proyectos exitosos, contribuyendo de esta manera a la comunidad.
Asimismo a finales del año 2011 se inicia la remodelación para el establecimiento de los
laboratorios de la Sede, entre estos, Física, Química Termofluidos y Electrotecnia,
Ergonometría, Robótica y Metrología. Actualmente la infraestructura está terminada y el
proceso de equipamiento continúa. La carrera de Ingeniería Industrial actualmente cuenta
con un laboratorio especializado con equipos de alta tecnología, el laboratorio de
robótica, y se espera que para el segundo semestre del presente año, el laboratorio de
metrología con esas mismas características esté en funcionamiento.
Figura 4. Laboratorio de robótica
Figura 5. Laboratorio de electrotecnia y termofluidos
Figura 6. Laboratorio de física
Por:Ing. Alejandra Pabón Páramo
Nuestra Escuela
Escuela de Ingeniería Industrial en Alajuela
En el año 2012 se da un acontecimiento académico de suma importancia en la Sede, el
curso integrado de humanidades es impartido por primera vez y de ahora en adelante por
la Escuela de Estudios Generales de la Universidad de Costa Rica, de esta manera se
brinda a los estudiantes la formación en Filosofía, Comunicación y Lenguaje, Historia y
Guía Académica, al igual que en la Sede Rodrigo Facio.
También en el 2012 la Escuela de Ingeniería Industrial abre por primera vez en la Sede
Interuniversitaria todos los cursos de la malla curricular, ya que para los años 2013-2014
se tendrá la primera graduación de los estudiantes que ingresaron hace 6 años y tuvieron
la oportunidad de ver el crecimiento de la Sede y de la carrera.
La primera graduación de estudiantes y las venideras será una contribución profesional
muy importante para la zona, dada la importante industrialización y aporte a la economía
del país que se está desarrollando en Alajuela y que constituye parte del mercado laboral
de los Ingenieros Industriales.
Hemos observado como la carrera se ha desarrollado a través de los años y cómo el
ingreso de estudiantes va en incremento. Actualmente lo que inició en el año 2007 con
una población de 28 estudiantes se ha convertido en una población de 304. Incluso en el
año 2012 el ingreso de estudiantes a la carrera Ingeniería Industrial en la Sede
Interuniversitaria de Alajuela fue mayor que el ingreso en la Sede Rodrigo Facio.
Como se describe en estas breves líneas, los retos inicialmente planteados para la carrera
de Ingeniería Industrial en la Sede Interuniversitaria de Alajuela han sido superados con
creces y el programa continúa desarrollándose de una manera muy satisfactoria tanto
para sus estudiantes como para todos los involucrados en este maravilloso proyecto.
Por:Ing. Alejandra Pabón Páramo
Nota Informativa
El viernes 19 de abril del 2013, el sistema de estudios de posgrado de la
Universidad de Costa Rica, se vistió de gala al celebrar la entrega, a sus
estudiantes, de los títulos que los respaldan para su desempeño académico y
profesional. Los actos de juramentación, correspondientes al II ciclo del 2012,
se llevaron a cabo en el emblemático Auditorio Abelardo Bonilla, de la Facultad
de Derecho.
En esta ocasión, se graduaron 438 estudiantes en más de 80 planes de estudios
diferentes. Cuatro recibieron sus títulos de doctorados académicos, 16 los
obtuvieron de maestrías académicas, 68 de maestrías profesionales y 154 de
espacialidades. Alrededor del 50% logró graduarse con honores, distinción
otorgada a aquellas personas que obtienen notas superiores en todas las
materias cursadas. (Semanario Universitario, viernes 31 de Mayo, 2013).
Desde este espacio, nos complace presentar la nota ya que uno de nuestros
profesores, el Ing. Manuel Montoya Maroto, se graduó del programa de
Maestría Académica en Ingeniería Industrial, con el reconocimiento de primer
promedio del programa de Maestría.
Por esta razón felicitamos al profesor por este logro y el esfuerzo demostrado.
En la foto los estudiantes de
los programas de maestría
de la Universidad de Costa
Rica con reconocimiento
como mejores promedios.
(Semanario Universitario,
viernes 31 de Mayo, 2013).
What´s New
INNOVATIVE FEELINGS
When it comes to feelings, business innovation gets it all wrong. It takes into account
feelings when it should not and then ignore feelings when it should take them into
serious consideration.
When You Can Ignore Feelings
Typically, the only time business innovation takes into account feelings is during the
ideation phase. Brainstorming, for instance, prohibits the criticism of ideas because to do
so might hurt brainstormers’ feelings and inhibit them from sharing more ideas. Although
this belief is widely held and applied in numerous ideation processes, it has been
demonstrated not to be true1. Criticism of ideas, followed by debate and discussion
results in a higher level of creativity. Moreover, in my own experience, allowing criticism
does not lead to hurt feelings. Rather it leads to in depth discussion of promising ideas.
Likewise, most on-line suggestion schemes, crowdsourcing tools and idea management
tools include a voting system whereby participants can vote up ideas they like. However,
unless these on-line tools specify criteria for voting (and I have yet to see a product which
does so), voting is based on feelings. If you like an idea, if you feel good about an idea,
you vote for it. However, on-line voting has been demonstrated to be useless at
identifying particularly creative or even good ideas2.
When You Should Not Ignore Feelings
As I’ve written here in the past, people do not like creative ideas3. That seems to be
because creative ideas mean change and that change is often outside the control of the
people affected by the change. A classic example of this is Coca Cola’s infamous launch of
New Coke in 19854. The people at Coca Cola researched people’s taste preferences
thoroughly and used that information to change the recipe of their classic drinking
product. In theory, this innovation should have worked fine. They had a product with
massive global sales and they improved the flavour to make it even better. They even
proved people preferred the new flavour in blind taste tests.
Tomado de http://www.innovationexcellence.com/blog/2013/06/11/innovative-feelings/
What´s New
INNOVATIVE FEELINGS
What the researchers neglected to do, however, was to take into account Coca Cola’s
customers’ feelings about the original soft drink. Sure, in blind taste tests, such people might
have preferred the new drink. But when they saw that the company had changed their
favorite drinking product, people felt upset. They felt hurt. Moreover, this change was
outside of their control. Initially, Coca Cola did not ask their customers if they wanted a new
drink. They did not offer customers a choice. Customers had to drink the new Coke because
the old one was not available.
As you probably know, this was a disaster.
Customers were upset and they bought less
Coke. Ironically, they bought cola drinks from
other brands, even though that also would
have tasted different from the original coke —
further demonstration that this dislike of the
changed product was about feelings and not
taste.
Eventually, realised their mistake. They
renamed the new drink “Coke II” and the
original drink was reintroduced as “Coca Cola
Classic”. People had a choice and they chose
Classic. Indeed, Coke II eventually disappeared
from the shop shelves. By finally offering their
customers a choice, Coca Cola probably saved
their company!
Customers’ Feelings
When you introduce a new product or change an existing product, your customers will have
feelings about the new product. This will be based on the product itself as well as customers’
previous experience with your products and your reputation. Consider Facebook
Tomado de http://www.innovationexcellence.com/blog/2013/06/11/innovative-feelings/
What´s New
INNOVATIVE FEELINGS
Every time the company makes a change in how it works, users are in an uproar. They
don’t like the change. The liked the older version better. They did not get a choice and
that irritates them. Users feel that the new version of Facebook has been implemented
on them against their will. As a result, they simply do not like it — at least until they get
used to the new version. Then, they forget about the change until Facebook introduces
another change. Suddenly, the same users are in an uproar all over again! Suddenly, they
prefer the version of Facebook that they complained about a few months ago. I suspect
that if Facebook were to revert users to a older version of Facebook, users would again be
in an uproar. That’s because people are not complaining about the functionality or quality
of the new version. It is the change, over which they have no control, that they do not
like. People do not like change without control or choice over the change.
Employees’ Feelings
If customers dislike innovative new ideas that result in change, employees truly hate such
ideas. If customers feel unhappy about your new product, they don’t buy it. When
employees dislike the operational changes that result from an innovation, they cannot
easily change job. They are stuck with the change.
This is why employees are often critical of new ideas that will change operations,
particularly when those changes affect their own activities. Indeed, if you have ever sat in
on a staff meeting when a manager announces a change, the initial reaction is almost
always negative, even when the change theoretically makes employees’ work easier. The
computerisation of processes, for example, usually speeds up processes — however,
there is typically a learning curve that temporarily disrupts operations.
In spite of the improvement in efficiency, you can be sure that employees will complain
about the change. They do not have positive feelings towards change when they have no
control over that change.
Tomado de http://www.innovationexcellence.com/blog/2013/06/11/innovative-feelings/
What´s New
INNOVATIVE FEELINGS
What Can You Do?
If your customers and your employees will dislike the change that results from your
innovation, you might wonder why bother? What’s the point of innovating if no one likes the
innovation. Unfortunately, if you intend to remain competitive in today’s hyper-competitive
market, you need to out-innovate your competitors.
On a positive note, after a change has been implemented and people grow used to it, they
soon forget their dislike. Facebook users quickly grow comfortable with the updates they
hated a couple of months previously, readying them to complain about the next update!
Employees too soon grow used to change. Moreover, in view of high levels of
unemployment, many employees have no choice but to accept change. But that does not
mean they have to like it. And one danger you need to watch out for, when innovation
changes operations, is employees who subconsciously sabotage change. For instance, a
company is launching a new accounting system that will streamline billing and make it easier
for customers to pay. However, it will result in substantial changes in operations in the
accounting department. In order to initiate the system, the head of the accounting
department needs to provide a report together with key information. She may postpone the
report, believing she has more important things to do. Or she may present the key
information in such a way that will make it more difficult to implement the new system. She
is not doing this intentionally. Rather, she does not like it that a new accounting system is
being thrust upon her and subconsciously she does what she can to impede the change.
Clearly, your innovation efforts need to take into account the feelings of customers and
employees.
When evaluating new ideas, do not just look at the metrics and the business analysis. Think
about how those affected by the innovation might feel about it. If your customers love your
product, they may hate any change.
And if your customers hate your product (for instance, people everywhere seem to hate
their telephony companies!), they will be suspicious of any change and hate it by default!
Tomado de http://www.innovationexcellence.com/blog/2013/06/11/innovative-feelings/
What´s New
INNOVATIVE FEELINGS
If you are lucky to have loved products, consider whether or not the new product retains
enough of what our customers love about your old product while at the same time being a
sufficient improvement to bring in new customers? If your customers hate you, ask if the
change will make you seem like an even more heartless, evil organisation.
Importantly, bear in mind that the thing customers and employees feel worst about is having
change thrust upon them in a way in which they feel they have no control. This is particularly
true of employees. So, ask yourself, are there ways we can make employees feel they have
control over this change? Can you involve them in the evaluation process, perhaps garnering
feedback, so they feel they have some element of control in the implementation of a new
idea? The danger here, of course, is that employees may provide only negative feedback,
making it harder to implement your idea.
You can also communicate to employees, in a sympathetic way, the complete story of why
you are making the change, the benefit to the company and, most importantly, the benefit
to the employees. You can sympathise about the initial struggle to implement the change
and show how once the change is fully implemented, it will be better for everyone. You can
also use creativity. Run anticonventional thinking (ACT) or other creative ideation sessions to
generate ideas about how employees can benefit from the change.
For instance, a consultant implementing change in a school system came to me recently. He
explained that teachers were reluctant to change their ways, even though research had
shown the new methods would be better for students. I asked him to think about how the
change would benefit the teachers and suggested that he focuses some creative thinking on
identifying teachers’ benefits.
Business Innovation Affects People
Business innovation affects people, lots of them: your employees, your customers, your
suppliers and possibly even the general public. People have feelings. If you disregard those
feelings, you put your innovative efforts into jeopardy. So, don’t disregard feelings. Make
them a key issue in innovation.
Tomado de http://www.innovationexcellence.com/blog/2013/06/11/innovative-feelings/
CONTACTOS
Para sugerencias,
dudas , comentarios
acerca del boletín y
sus artículos,
contáctenos:
Correo electrónico de
la comisión editora
de boletín:
[email protected].
Correo Escuela:
INGENIERIA.INDUS
[email protected]
Facebook:
Facebook.com/Ingeni
ería Industrial UCR
Twitter: eiiucr
“La confianza en sí
mismo es el primer
secreto del éxito”
Ralph Waldo Emerson