I spent three years on the Husky Robotics team, contributing to the manufacturing of a Mars rover prototype for national and international competitions. Working with a team of 120, including 20 manufacturing engineers, we produced over 150 parts annually using various tools like mills, lathes, bandsaws, water jetting, and welding. In my last two years, I served as the Manufacturing Logistical Lead, overseeing part production and collaborating with design teams to meet project objectives. I also supported the Manufacturing Mentorship Lead in training and fostering an inclusive culture within the team. This role enhanced my teaching and leadership abilities, improving skills like organization, communication, adaptability, feedback provision, and mentoring, which will benefit my future endeavors as a leader and engineer.

As my first technical leadership role, I have fostered my passion for mentoring new engineers while continuing to learn and grow within my field. Despite challenges such as project deadlines and design changes, I prioritize creating a safe and encouraging environment for everyone on the team. To support my team, I conduct my own outside research on processes applicable to current and future projects. Balancing technical leadership with community-building, I aim to use what I have learned over the years to teach other young engineers how to flourish in their own careers.

• Administered and facilitated 12+ machine shop safety trainings each quarter

• Operated mills, lathes, bandsaws and water jets for metal part fabrication

• Instructed 50 design engineers on Design for Manufacturing principles based on team resources

• Revised team leadership to offer tailored mentorship for the manufacturing team

• Coordinated project deadlines and onboarding workshops

• Managed a $1000 budget for tooling and safety equipment

• Ensured manufactured parts met design specifications using a variety of measuring instruments

Some robotics parts demand advanced or highly specific processes due to their unique features. Experienced team members, myself included, specialize and become proficient in particular methods. Newer members, on the other hand, contribute many creative ideas as they explore the capabilities of our machinery and tools. When we come across difficult parts, I consult both experienced and new machinists, and I encourage them to do the same. When we advise a designer on a part design, we collaborate as a team to come up with a safe and effective solution. If we are still struggling, we reach out to machinists in other student clubs or machine shop staff for alternative ideas. Even though I am the primary consultant for the design and production of parts, I value the input and knowledge that others on the team can provide. 

When I am faced with a questions I cannot answer, I do my own research by consulting machine shop staff, watching tutorials, or simple online searches. I also listen to teammates who may have relevant knowledge or know where to look. This helped me to broaden my understanding of various topics such as computer aided machining, heat treatment, and welding, all of which I can apply in future manufacturing work. Additionally, I can assist newer members with similar questions and enhance my own learning. Developing this skill prepares me for future projects in unfamiliar situations, enhancing my ability to adapt in the workplace through continued practice. 

My main mentoring role involves succession planning for when my term ends. I provide candidates with an overview of my responsibilities and assign related tasks for them to practice and demonstrate initiative. I assist them only when they ask questions, making sure that I can leave the team in the hands of someone confident in their abilities and that has a drive to succeed as an individual and a team. In addition, I mentor team members on manufacturing techniques and systems thinking to enhance their engineering skills. I encourage them to engage with the design team, ask questions, and provide feedback on parts that fall beyond our manufacturing scope. Although we have minimal involvement in designing each year's rover, asking relevant questions and understanding how parts within the design is crucial for any role. This approach fosters greater ownership of their own work during manufacturing, which boosts their confidence and satisfaction in what they accomplish. 

As the main liaison for design teams regarding part manufacturing, I address various concerns about specific features or material by consulting my team for the best possible approach. Additionally, I participate in design reviews to provide feedback on final design drafts before they get sent to manufacturing. This allows me to offer suggestions for adjustments that enhance manufacturability without sacrificing design integrity. My feedback reflects my expertise gained from my experience on the team, enabling me to advise on more intricate designs and understand the intent behind certain parts without questioning the designers. With increased exposure to various manufacturing processes, my feedback becomes more specialized and results in better-designed parts that benefit the team overall. 

When candidates apply to our team, most are concerned about imposter syndrome or the learning curve associated with our manufacturing team. To combat these worries, I revamped the recruitment process to avoid direct technical questions and focus instead on prior experiences and behavioral questions. This allows candidates to discuss their passions and skills beyond classroom knowledge, while also enabling us to assess if and how their personalities would fit into the team. For those that worry about the learning curve, I share my personal story of how I joined the team without having used a power drill, and even then I was able to lead the manufacturing team in less than a year. By emphasizing inclusivity and growth opportunities regardless of skill level, I aim to reassure candidates and encourage them to take the leap and join our team. 

To ensure the team is updated on deadlines and project goals, I send weekly notices and announcements to the manufacturing team, along with attendance polls for meetings. Despite being unable to attend design team meetings in person, I regulartly communicate via messages to stay involved. Virtual communication allows seamless collaboration between our team and the design teams, allowing for efficient updates on deadlines and designs. This approach aids us in meeting our project goals effectively each year and keeping everyone on the same page through changing plans.

Each year, I work with returning manufacturing members to develop a comprehensive "Home Base" document that contains quarterly schedules, meeting materials, an FAQ page, and a study group finder for those taking similar classes. This becomes a centralized resource that is easily accessible and contains essential information for the team. I have also updated our master parts list to include clearly labeled sections with instructions for our design teams, which contains details such as part name, quantity, and designer and machinist contact information. This ensures smooth collaboration and timely part completion. Both documents are shared via team messaging channels, and all other materials conveniently link back to them for quick access. 

As continue recovering from COVID-19 setbacks, we have adapted our timeline and design to meet competition deadlines. Last year, our arm design team had to redesign nearly half of their parts due to fitting issues, resulting in paused manufacturing and scrapping some already completed parts. I collaborated with design team leadership to reprioritize remaining parts to ensure timely project completion without impeding production. When rushed to finish certain parts, I adjust the manufacturing team schedule to allow more focused machining time. Recently, we expedited production of rover frame parts by reallocating workshop plans, allowing us to complete them ahead of schedule and resume with original plans sooner than expected. 

I am now better equipped to manage teams and meet deadlines even amidst challenges or changes. Enhancing my ability to provide specialized feedback and effective mentoring strategies will be invaluable in future leadership roles, particularly in training new team members. I have learned to accommodate varying levels of experience and learning styles, which fosters my growth both as an educator and as an engineer. This progress will benefit me in any future full-time work. Even though I had previously doubted my leadership abilities having come from minimal technical experience, I now confidently embrace technical leadership roles and can adapt my style to best suit both myself and my team members.