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  • Enhancing Biomedical Engineering Education Through Innovation Experience

    James Goh, PhDHead and Professor, Department of Bioengineering, National University of Singapore

    President-Elect, International Federation for Medical and Biological Engineering

    President, Biomedical Engineering Society (Singapore)

  • Overview

    Singapore's Biomedical Sciences (BMS) Cluster

    The evolution of BMS over the past 20 years

    Basic sciences to translational research

    Rise of MedTech Industry

    BME Education and Training for MedTech Manpower

    Innovation experience

  • Biomedical Industry in Singapore

    Source : Economic Development Board & SPRING Singapore

    The Singapore Biomedical Sciences initiative was launched in June 2000 to develop the Biomedical Sciences cluster as one of the key pillars of Singapore's economy.

  • Use in vivo functional genomics to predict clinical

    utility of novel drug targets

    Focused on CNS and metabolic diseases R&D in stem cell biology,

    protein chemistry & markers

    Systems biology research using bioinformatics

    PharmaLogicals Research (PLR)

    Focus on Asian diseases, initially on breast cancer

    Chugai-Biostar (Mitsui/CIEA) JV at Gleneagles Hospital

    Devt of infectious disease therapies

    Initial focus: TB, dengue

    Drug Discovery and Basic Research

    Genomics & small molecule technologies-based drug

    discovery

    JV with Chiron

    Commercialization of embryonic

    stem-cell technology

    Owner of 6 ES cell lines eligible

    for federal research funds

    Devt of lipid-based gene delivery system platform to concentrate

    vectors, & technology for

    co-ordinated gene expression

    Drug development company

    Specializes in turning shelved or niche compounds into successful

    marketable products & finding new

    indications for existing products

    Natural products research for drug discovery

  • Nutritionals plant

    Organic synthesis plantChemical bulk actives

    Antibiotics

    Technical Centre

    Chemical Process Devt

    Antibiotic intermediates plant

    Chemical bulk actives

    Pharmaceutical formulation facility

    Chemical bulk actives

    Steroids manufacturing

    Dry Powder Inhaler Finishing

    Chemical Process R&D Centre

    Pharmaceutical formulation Sterile Manufacturing plant

    Chemical bulk actives

    Chemical Process Devt

    200L Pilot mammalian cell facility

    Global Pharmaceutical and Biopharmaceutical Manufacturing

  • Global Manufacturing Plant for

    Electrochemistry

    meters & Thermometry

    Products

    Global Manufacturing Centre of Competence for

    Needles & Syringes

    Global Manufacturing Site for Critical Care Systems

    Global Manufacturing Site

    For Hearing Aids

    Blood Bag & Catheter

    Manufacturing Plant

    Medical Tech Manufacturing / Supply Chain Management

    Largest IV Sets Manufacturing Plant

    globally

    CAPD Solution Plant

    Worldwide Plant for Infusion Pumps

    Worldwide Manufacturing Plant for

    Critical Care &

    Interventional

    Cardiology products

    Global Manufacturing Plant for Thermal

    Cyclers & Sequence

    Detection System

    Global Manufacturing Plant for Contact Lens

    Global Manufacturing Plant for Contact Lens &

    Global Distribution Centre

    HQ for Global Sourcing, Procurement & Supply Chain

    Management

  • Vision for Vision for Vision for Vision for MedTechMedTechMedTechMedTech

    Location for Medical Technology

    Innovate, Design & Engineer Solutions for Asia & Beyond

    A Vibrant MedTech Cluster35 Manufacturing Plants8,000 workers

    26 R&D Centers500 Researchers & Engineers

    29 Regional HQs1,500 employees

  • Output Contribution to the Manufacturing Sector (1990 & 2010)

    1.8%

    Source: A*STAR 20th Anniversary Commemorative Publication, 2011

  • For the last 2 decades Gross Expenditure on R&D (GERD) rose substantially

    from $571.7 million in 1990 to $6,042.8 million in 2009 Business Expenditure on R&D (BERD) grew from

    $309.5 million (54.1% of GERD) in 1990 to $3,724.5 million (61.6% of GERD) in 2009

    Developing R&D Competitiveness

    Source: A*STAR 20th Anniversary Commemorative Publication, 2011

  • Developing Human Capital

    For the last 2 decades Six-fold increase in the number of RSEs Seven-fold increase in the number of

    PhDs

    Source: A*STAR 20th Anniversary Commemorative Publication, 2011

  • In the past 20 years

    Strong clinical research base built through the biomedical research institutes in Singapore

    Dynamic research culture, excellent intellectual property protection and availability of funding and support for R&D

    Excellent physical infrastructure, pro-enterprise regulations and global connectivity

    1987 1991 1998 2000 2003 2010 2013

    Shift towards high valuemanufacturingand added new

    capabilities

    The National Science and Technology

    Board, later named A*STAR set up

    GlaxoSmithKline(GSK) set up Singapores

    first biomedical manufacturing plant

    Singapores 1st life sciences institute

    (Institute of Molecular & Cell Biology) opened.

    Launch of the BMS initiative to develop the Biomedical Sciences

    as a economy key pillar

    Biopolis, the biomedical sciences R&D hub comprising

    officially opened

    Government to invest $16.1 billion in R&D under the Research, Innovation and Enterprise 2015 plan

    Completion of MEDTECH HUB, synergizing local & international

    medtech manufacturers, suppliers & service provider

    Start of NUS Bioengineering Degree Program

  • NUS Bioengineering Education

    To produce engineers with strong foundation in relevant engineering and biosciences disciplines to contribute to the biomedicine through innovation, enterprise and leadership.

    Bachelor of Engineering

    (BIOENGINEERING)

    - A 4-Year Full-Time

    Accredited Engineering

    Program

    Signatory to Washington Accord

    Department Consultative Committee

  • Department Consultative Committee Alok MISHRA, Vice President, Strategic Business Systems, Johnson &

    Johnson Medical Asia Pacific

    David CAPES, Director, Bioventure Centre Pte Ltd

    Vincent CHEUNG, Principal Consultant , Applied Quality System Pte Ltd

    Dr Raymond CHUA, Group Director, Health Products Regulation Group, Health Science Authority of Singapore

    Jason H HALSEY, Head of Singapore Operations, Life Technologies Holdings Pte Ltd

    Tse Yong LIM, Head, Biomedical Sciences, Economic Development Board

    Jacqueline MONTERIO, Associate Director, Regulatory Affairs, Surgical (Asia Pacific), Bausch & Lomb (S) Pte Ltd

    Jeffrey SCHMIDT, Vice-President, International R&D, Welch AllynSingapore Pte Ltd

    Dr Jack WANG, CEO, Biosensors International Group Ltd

  • University Level

    RequirementsProgram Requirements

    Unrestricted

    Electives

    Singapore Studies

    Module (4 MCs)

    General Education

    Modules (8 MCs)

    Breadth Modules

    (outside students

    Faculty) (8 MCs)

    Faculty Requirements

    Critical Thinking &

    Writing (4 MCs)

    Human Capital in Organizations (3 MCs)

    Engineering

    Professionalism (3 MCs)

    Major Requirements

    1st Year Science, Maths & Foundational EngrgModules (27 MCs)

    Maths/Science Core(16 MCs)

    Bioengineering Core Modules (70 MCs)

    18 MCs of Unrestricted Elective

    Modules (UEM)- can be used for

    Special or Enhancement Programs

    Total MCs = 20 (12.4%) Total MCs = 10 (6.2%) Total MCs = 113 (70.2%) Total MCs = 18 (11.2%)

    Total MCs = 161

    Bioengineering UG Curriculum Structure

    ULR

    UE

    Yr 2: Life Sciences Modules

  • What is innovation?

    Innovation is the process and outcome of creating something new, which is also of value.

    Invention is the first occurrence of an idea for a new product or process, while innovation is the first attempt to carry it out into practice. JanFagerberg (Oslo, Norway)

    Innovation requires teamwork

    Schumpeters five types of innovation:

    new products, new methods of production, new sources of supply, the exploitation of new markets and new ways to organise business.

  • Intent : to create a real world experience

    by introducing real world medical

    problems requiring design solutions.

    Students are introduced to concepts,

    processes and frameworks for analyzing

    user needs, creating and documenting

    design solutions and defining and

    identifying constraints.

    BIE Design and Project Modules

    GEM1505D Biomimetic Principles

    in Engineering Design

    BN2203-Introduction to Bioengrg

    Design

    BN3101-Biomedical Engineering

    Design

    BN4101R-Final Year Project

    Strong Design Emphasis

    Design challenge is presented in a problem-focused modular format to

    enable the student to acquire new skills to solve a real world

    bioengineering problem drawing upon relevant knowledge acquired

    from other courses.

  • Emphasis is placed on providing bioengineering design solutions within

    the constraints of regulatory requirements, economics and bioethical

    issues while at the same time appreciating the clinical environment and

    clinical needs in