Fall 1999
A word from the director, Karl Reid
The purpose of this semi-annual newsletter is two-fold: (1) to communicate news about the program to the 1,100 plus MITE2S alumni, sponsors and friends, and (2) to serve as a networking tool for gathering and disseminating the successes that you and your fellow graduates have experienced since leaving the hallowed halls of MIT after that challenging but magical summer. We hope you will take the time to read and contribute to its content. Status reportSince taking over the program in January 1998, I am humbled by the national reputation of MITE2S. In my travels to recruit students and raise money for the program, I often meet a MITE(ES)/UNITE alumnus (or someone who knows an alumnus) who speaks enthusiastically and affectionately about their experience. Quite honestly, during my first year, I was most concerned about staining the program's spotless reputation for quality and excellence! Despite my fears, I am pleased to report that MITE2S 1998 and MITE2S 1999 were both highly successful. The 1999 program featured the second largest class ever (60), and the largest in 9 years. MITE2S 1998 also distinguished itself by producing the largest class to enter MIT in the year following the program, 29 out of a class of 58! From MITE to MITE2SThe program has changed significantly since the days when its founder Professor Ernie Cravalho did most of the lecturing. Back in 1974, the Minority Introduction to Engineering (MITE) program was established as a survey course to encourage minority high school juniors with exceptional aptitude in mathematics and science to pursue engineering careers. The first summer session in 1975 hosted 37 students for two weeks. In 1983, MITE was extended to three weeks, then to six weeks in 1984. At that time, it also became MITES with the addition of science to the curriculum. In 1997, the program became MITE2S in entrepreneurship were added, enabling us to leverage the hotbed of entrepreneurial activity in and around the Institute. Today, the program boasts an intense, six-week program that features a slice of freshman college life and a summer staff of 10 instructors, 14 tutors, a faculty director and administrative personnel. The students spend about 30 hours a week in classes taking calculus, physics, chemistry or biochemistry, writing, engineering design and entrepreneurship. Besides the course study, the 50-60 participants discuss career options with MIT faculty and with practicing scientists and engineers we invite to campus. We expose them to working laboratories such as MIT's Media Laboratory, chemical engineering laboratories and the Sloan School of Management Trading Room. We also invite distinguished panelists of color, many of whom are MIT alumni, from academia, corporations and small businesses to speak about their experiences and successes. Reaching outApproximately 1,140 participants have successfully completed the program. Over 80 percent of MITE(ES)/UNITE alumni majored in engineering and science in college; and about 29 percent enrolled in MIT. Despite all this success, we have shamefully lost touch with our alumni, those most enthusiastic supporters who can help assure the continued success of the program. This newsletter is one of three ways that we will stay connected with you. The other two ways are the Alumni Locator and the planned 25th Anniversary Reunion to take place during the MITE2S 2000 Design Contest. We are taking these steps to build the extended community that will benefit us all. I invite you all to rediscover MITE2S, and to help shape the next generation of engineers, scientists and entrepreneurs by leveraging your experiences, talent and resources. Robot with More Than a Snowball's ChanceMaterial for this article was taken from an article by Denise Brehm, MIT Tech Talk, Wednesday, July 14, 1999. A robot that didn't work until the 11th hour surpassed all expectations, beat out 19 opponents and took first place in the engineering design competition. Dubbed "Snowball's Chance" by its designers, the robot was equipped with a design modification that gave it the advantage in the end, but kept its young designers up late the night before the competition trying to get it to work. The objectiveThe tabletop robots had to collect eight three-inch yellow balls from a platform called No Man's Land and dump them into a bin while trying to push 16 smaller orange balls through a tunnel over to the opponent's side. The multiple-round contest is patterned after the MIT Design 2.007 competition. The 60 students were given a box of components including electric motors, wheels, springs, gear sets and pieces of wood, metal and plastic. Each team had three weeks to design and build a remote-controlled device. The result: all the robots looked nearly identical, a little like small snow plows with adjustable arms on top. One student remotely "drove" the robot while another operated the arm. Snowball's Chance
The machine reached over the pile of balls to enclose them on four sides, then pulled them back onto a small platform on top, much like the mechanism that clears bowling pins from the alley. The robot then wheeled along, carrying the balls on top, and dumped its booty safely in the bin. The Snowball's Chance team's strategy was offensive rather than defensive: they focused on grabbing the large balls for big positive points and didn't worry about the negative points accruing from the little balls pushed on their side by the competition. Entrepreneurship From Theory to PracticeAfter a three-week crash course in entrepreneurship, the students of MITE2S 1999 had to convince an audience of real-life entrepreneurs to invest in their companies. After presenting their business plans, these 10 new start-up companies had to raise capital without giving up too much company equity. Nutritech was able to efficiently and effectively raise the needed capital to support its entry into the sports nutrition field. They convinced investors that their Bite Counter system with its comprehensive software program for planning and easy recording of an individual's nutritional intake for the PC and companion Palm Pilot was a winner. The team showed that by targeting NCAA Division I schools as their direct customers, they would show a positive cash flow within the first year.
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