Elisha Remington "Bear" Baker, IV

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Elisha Remington “Bear” Baker, IV

Professional with more than thirty-seven years of operations, project and enterprise leadership experience within engineering and management consulting, technology, manufacturing, distribution and higher-education organizations. A results focused and effectual leader with proven ability to proactively identify and resolve problems through open communications, consensus building and timely decision making. Excellent communications skills and exceptional people skills combined with a broad background in education, business and technology. Management responsibility for groups of over 200 people and project staffs exceeding 1,000; direct P&L accountability up to $20 million, cost center accountability up to $16 million and projects exceeding $500 million. Strengths include:

  1. Strategic and Operational Planning

  2. Team Leadership and Collaboration

  3. Organization & Project Management

  4. Productivity/Profit Enhancement

  5. Education & Knowledge Management

  6. System Analysis

  7. Economic Modeling

  8. Supply Chain Management

  9. Risk Analysis

  10. Business Development & Partnering

December 2002 to present, University of Alaska Anchorage

Interim Provost and Vice Chancellor for Academic Affairs, Dean, Interim-Dean, Associate Dean and Professor of Logistics, College of Business and Public Policy, Director of the Alaska Center for Supply Chain Integration and the University of Alaska Harold T. Caven Professor of Business (2004-06)

  • Interim Provost and VCAA accountable for leadership of all academic, research and community engagement activities of the University; representing the faculty to internal and external stakeholders; working with faculty governance to develop a shared vision for the growth of the University; and for providing the environment and resources necessary for success of our students, staff and faculty.

  • Dean accountable for all academic and public facing activities of the College of Business and Public Policy with an operating budget exceeding $16 mm over 100 staff and faculty and business and public policy degree programs from associate through graduate serving over 1,800 students. Successfully led the completion of AACSB reaccreditation, fall 2009. Responsible for the Institute of Social and Economic Research, the University of Alaska Center for Economic Development, the Alaska Small Business Development Centers, the Center for Economic Education and the Alaska Center for Supply Chain Integration. Restructured our external development program brining a senior development officer into the college resulting in a significant increase in giving from business and alumni and commitment to fund the third endowed chair at the university.

  • Associate Dean with responsibility for academic management of the College of Business and Public Policy.

  • Teaching responsibilities included graduate and undergraduate courses in Global Supply Chain Management (GSCM), System Dynamics, Statistics, Production/Operations Management, Strategic Planning and Ethics.

  1. As Director of the Alaska Center for Supply Chain Integration responsible for business development and execution of projects. Successfully won and executed externally funded project awards exceeding a total of $4.7 mm.

  • Recent private consulting activities include emergency logistics planning for Alyeska Pipeline Services Company’s spill management of the TransAlaska Pipeline, statistical analysis oversight for Kinney Engineering, management training for Horizon Lines, and safety and work process analysis for Chicago Bridge & Iron Company.

  • Led the development and external fundraising to support “Lemonade Day” for the State of Alaska, the Entrepreneurship Bootcamp program and the expansion of the Business Plan Competition to a statewide activity.

  • Recent Public Service includes: Member of the Board of the Anchorage Economic Development Corporation, Member of the Board of the Anchorage Chamber of Commerce, peer reviewer for AACSB, Member of the Board and Past President of Breast Cancer Focus, Inc., Member of the Board and Past President of Alaska Breast Cancer Advocates, Member of the Alaska Comprehensive Cancer Partnership’s Survivorship Workgroup, advocate peer reviewer for the Komen for the Cure, the Cancer Prevention and Research Institute of Texas Prevention Programs and the Congressionally Directed Medical Research Program in breast cancer.

June 1998 to August 2002, Amec, plc

Vice President Amec Technologies Division

  1. Tasked with:

  1. Management of negotiations with third party companies for the creation of a new business entity based on the technology developed and demonstrated by Operations Analysis, Inc.

  1. Management support of ATD business entities as required including strategic and operational plan development for the Amec training company, TransTech Interactive.

Executive Vice President, Operations, Operations Analysis, Inc.

  1. Planned, managed and executed the start-up of a wholly owned technology company leading it through design, development and proof of concept concluding with a successful beta test with outside customers of a web based knowledge management and collaboration system.

Managing Director of Manufacturing Consulting

  1. Provided management oversight for various Amec Technology Group companies.

  1. Managed a profitable supply chain and manufacturing management consultancy with offices in Seattle, WA and Vancouver, BC selling services to Fortune 500 companies including Merck, Sears, Mead and Anderson Door and Windows.

President, Vice President and General Manager of Simons Technologies, Inc

  1. Successfully lead the turn-around of an Amec wholly owned software development and consulting company averting closure and loss of investment.

December 1995 to June 1998, Fluor Daniel, Inc

Project Manager and Director of Operations Technology, AT&T Project Angel

  1. As a member of the joint Fluor-ATTWS leadership team, successfully led the Flour Daniel team through the first phase of Project Angel concluding with proof of concept and product demonstration in Chicago.

Director of Management Consulting

  1. Managed the consulting practice within Flour Daniel supporting the operations analysis and supply chain management needs of their engineering and services customers including Mercedes-Benz, Clarion Electronics, Kellogg, and AT&T.

  1. Instrumental in positioning Flour Daniel as AT&T Wireless Services’ partner in the Fixed Wireless Project Angel. Developed the initial marketing lead and co-wrote the proposal for services for this US $2 billion project.

Director of Manufacturing and Industrial Engineering

  1. Reestablished and managed an industrial engineering and machine design technical consulting group supporting discrete manufacturing businesses and customers.

June 1998 to September 2002

VP for Amec Technologies Division tasked with negotiations for the development of a new business entity based on the technology developed and market tested by Operations Analysis, Inc. I provided management support of ATD business entities as required including strategic and operational plan development for the Amec training company, TransTech Interactive. I assisted TTI in a design of training facilities project for BP in Baku, Azerbaijan.

EVP of Operations for Operations Analysis, Inc, a wholly owned Amec company tasked with developing a web based business execution and intellectual management system based on original concepts. Together with the EVP Business and Strategy, I was accountable for developing and executing all aspects of the business plan and vision. Principal responsibilities included product and delivery system design and web system development, strategy and partnering. I was involved in all aspects of financial and operating success including content contract negotiations and product pricing.
The system provides access and support to software tools, experts, data and information for analysis and optimization. The system is focused on managing internal research and development, project delivery, customer relationships, and fostering key outside relationships. This system has the potential to dramatically increase the effectiveness of operating, service and supplier organizations. Organizational goals included the development of web-based delivery system for tools and models to be used internally by the Amec and sold within appropriate external vertical markets.
Our external partners viewed the system as an intellectual exchange and the means for developing a significant knowledge management system. The system completed a successful beta involving numerous external partners between June and November 2001. OAI also offered customized dynamic simulation computer models incorporating techno-economic issues for operations & enterprises. Amec decided it was not a core business and asked us to find and external buyer/investor.
Also responsible for management oversight of several technology groups for AMEC Technologies Group located in Seattle, WA, Bellingham, WA, Atlanta, GA, and Vancouver, BC, Oakville and Ottawa, Ontario.
As Managing Director of Manufacturing and Supply Chain Management I ran a consultancy complementing the Simons Consumer Products and Specialty Chemicals engineering design group. This group had people in Seattle, WA, Vancouver, BC, Greenville, SC and Edmonton, Alberta. Customers included Anderson Windows (Renewal), Mead Paper, Sears Home Services and Merk Medco. We also provided support to numerous on-going engineering design projects principally in the areas of in-plant logistics and supply chain management.
VP and General Manager of STI, Recruited to the Simons organization to lead the turnaround of Simons Technologies, Inc., a process simulation software company with offices in Atlanta, GA and Bellingham, WA. The company was on track to lose in excess of $1.2 million in 1998 on revenues of approximately $5 million. I lead the team in development of a new strategic plan as well as development of product and marketing plans. By March 1999 it was back to break-even and on a path toward profitability for 1999. In the first two months of 2001, they exceeded their 1998 total revenue. In April ’99 I turned STI over to a team member and assumed a board position.
(Agra, Ltd. purchased Simons International in May 1999. Amec plc, London, purchased Agra in March 2000.)
December 1995 to June 1998

Project Manager, Director of Operations Technology and a member of the Leadership Team for Project Angel (AT&T Wireless Services), a telecommunications project. Developed and ran through initial field trials a logistics and installation support system to field this new fixed wireless technology. This was a first of its kind project addressing the customer service supply chain for a new telecommunications product on a national scale. As AT&T had been out of the residential service delivery business for a number of years, we had the opportunity to design the supply chain from beginning to end.

Director of Operations Management Consulting, Fluor Daniel, Greenville, I was tasked with starting a consulting practice supply chain and manufacturing management to augment Fluor Daniel’s existing functional practices and expand the scope of services offered to their customers. We performed numerous projects in the metals, consumer electronics, automotive, specialty chemicals, foods and wafer-fabrication industries.
Director, Manufacturing and Industrial Engineering, I was recruited by the manufacturing and automotive operating company of Fluor Daniel (FD) Greenville, SC, operations center. I directed a staff of approximately 40 specialists on numerous projects in the areas of general and automotive manufacturing. In addition, I acted as project manager for design studies.
June 1994 to December 1995

Dean of the School of the Engineering and Industrial Technologies (EIT) and Professor of Management Technology, Oregon Institute of Technology

OIT is one of the eight public institutions of higher education in the state of Oregon and offers associate and bachelor degrees in engineering, management, and health technology fields in addition to a number of certificate programs. The School of EIT consisted of five departments offering four associate, nine bachelors and one master’s degree program. The School had approximately 50 faculty and 900 students.
In addition to the academic programs, I was responsible for the Geo-thermal Heat Research Center and the Small Business Development Center. Off the main campus, I was responsible for bachelors programs offered at the extension campus in Portland. The EIT School had a state budget of approximately $3 million and had about $1 million in externally funded research and another $.5 million in public and private equipment and undesignated funds grants.
OIT was authorized by the Oregon State Board of Higher Education to offer masters degree programs in the engineering technologies in 1990. One of my primary goals on hire was the implementation of graduate education programs. The first class of graduate students enrolled in the fall, 1995-quarter.
In addition, I pursued economic development as a member of Team Klamath, a community leadership committee that successfully attracted industry, creating over five hundred new jobs in 1995.
April 1992 to October 1994

Member of the Board and Secretary of the Alaska Science and Technology Foundation

This foundation was formed by the State of Alaska Legislature to encourage research and technology application in support of economic development and public health and safety. The Foundation had a $110 million dollar endowment and awarded between five and ten million dollars per year in grants. I was appointed by the governor to a three-year term but resigned upon leaving Alaska for Oregon.
August 1989 to June 1994

Associate and Visiting Associate Professor of Engineering and Science Management, University of Alaska, Fairbanks

Teaching responsibilities included graduate courses in qualitative and quantitative management topics. I also taught undergraduate engineering courses in statics, mechanics, introductory circuits, and perspective geometry and drafting. I taught three courses annually for the National Technological University’s satellite-delivered Masters of Engineering Management program. I directed graduate project work and performed research in several areas including the application of simulation to process control systems design, under private funding, and several areas with outside funding from the Alaska Department of Transportation and Public Facilities.
I was a member of several School of Engineering committees and of the President’s Statewide Task Force on Alternative Instruction. During the 1992 academic year I served as acting Department Chair.

July 1988 to August 1989

Principal Technical Specialist, Manufacturing Engineering Group, Fluor Daniel, Inc.

Project manager, technical sells lead, and general manager for an engineering group performing industrial engineering and logistics analysis for the manufacturing business group. As the technology manager of this group, I worked with division management providing support in job assignments, assuring work quality, and the technical growth of the manufacturing engineering group.
August 1986 to June 1988

Visiting Associate and Associate Professor of Engineering and Science Management, University of Alaska, Anchorage

Teaching responsibilities included graduate courses in systems simulation, operations research, engineering economics, statistics, project management and a survey course in accounting and contract law as well as an undergraduate survey of engineering management topics.
Research projects included an evaluation of the economic impact of hosting the Olympic Winter Games for the Anchorage, 1992 Organizing Committee. In addition to my own research, I supervised master’s candidates’ final research projects. I was Chairman of the Faculty Affairs Board and served on the Faculty Senate Executive Committee during the ‘87-’88 academic year.
February 1986 to August 1986

Technical Specialist, Daniel International, Inc.

I provided support to client project groups with systems modeling, operations research and economic feasibility studies. Most of the work was related to ongoing or proposed discrete manufacturing projects.
January 1980 to December 1985

Vice President and Director of Operations, Kayburn, Inc.

This company was organized in 1980 as a wholesale distributor and manufacturer of commercial and home satellite reception equipment. The company quickly became one of the ten largest in the industry and was twice rated number one for service and support by retailers across the country. From sales of one quarter million dollars in fiscal 1980, it expanded to multiple facilities and sales of approximately fourteen million dollars in fiscal 1985. As a member of the Board of Directors, I participated in all aspects of planning and policy formulation. Also functioned as acting CEO, STS South, Inc. a regional distribution center for Kayburn, Inc., I directed the orderly shutdown of this Gainesville, FL, facility and the transfer of function, personnel and inventory to the Sandy Springs, South Carolina operation
Two spin-off companies were formed in 1983. I served as President of Piedmont Information Systems, a computer software development company providing general business and point-of-sales applications in the UNIX operating environment. This company eventually evolved into Manufacturing Simulation and Analysis, providing specialized development and support of simulation systems for manufacturing operations. I also served as President of Fibertech Industries, a closed-mold fiberglass manufacturing company. We developed a new mold system technology and supporting equipment to allow continuous production of parts.
August 1975 to May 1983

Systems Engineering Faculty Member, Clemson University

Hired as a visiting Assistant Professor, I was appointed to a tenure track position in 1977 and to Associate Professor in 1979. I was responsible for the teaching and development of the courses in production and inventory control, discrete and continuous simulation, design and analysis of experiments and operations research in this graduate program. I also taught survey courses in mathematical programming, queuing and Markov processes, engineering economy, dynamic programming and decision theory. Outside the SE program, I taught undergraduate courses in production control, statistics and quality control for the Industrial Engineering Technology program and introductory courses in circuit analysis and programming for the Electrical and Computer Engineering Department.
In addition to my teaching duties I was principal or co-principal investigator for over $3 mm of externally funded research.
EPA Grant: I was principal investigator and directed a staff at Clemson University and the University of Maryland including technical experts, educational technologists, public relations personnel and graduate assistants. This project produced a set of instructional documents to be used in 2 and 4-year wastewater technology programs and became the basis for knowledge transfer in wastewater treatment. The program was adopted by over twenty schools internationally.
Duke Power Contract: As co-investigator, I reviewed and monitored the implementation of an erosion simulation model. Duke Power Co. applied the results of this study in the design of the Bad Creek Impound Project, a pump storage facility now in service.
Coast Guard Contract: As a co-investigator I was responsible for the development of human thermal simulation models which could be used in lieu of human volunteers for evaluation of immersion hypothermia protection devices. I also designed and directed lab work to quantify the parameters of protection devices and participated in human immersion testing of various protection devices. The results of this three-year project are the basis for the Coast Guard’s regulations on hypothermia protection for military and civilian personnel as well as numerous public information brochures.
Air Force Contract: As co-investigator, I was responsible for the definition and design of the major components of a unified database to be used in support of logistics studies during the design and acquisition phases of new weapons systems. I also participated in the system definition and the planning for development, testing and implementation. This system is still used by the Air Force today.
May 1973 to August 1975

Ph.D. Dissertation Research

The project involved the application of operations research and systems science to the analysis of small health care delivery systems. Generalized models, both simulation and mathematical, were developed of the in-patient and outpatient facilities, systems inventories and system administration. Statistical analysis of input and output data was performed. Several of the system changes indicated by the models were implemented.
Consultant to DNV, Chicago Bridge and Iron, Alyeska Pipeline Services Company, Kinney Consulting, JP Stevens Co., Fluor Daniel, Daniel International, Environmental Dynamics Inc., Michelin Tire, Inc., Stauffer Chemical Co., The Iron Ore Company of Canada, Wright Engineers Ltd, 1991 State of Alaska Reapportionment Board, Horizon Lines, Optical Electronics, and Varo, Inc.

“Economic Evaluation of Projects Requiring Environmental Remediation: A Case Study of the Double-Root Problem,” Eschenbach, John Whittaker, and Elisha Baker IV, Engineering Management Journal, Vol. 22 No. 2, June 2010.
“The Cutting Edge,” Elisha Baker, IV, pp 77-80, in Cases in Engineering Economy Peterson, William R. and Eschenbach, 2nd edition, Oxford University Press, 2009.
“Causal Loop Modeling of Ethics Force Structures: an Exploration,” Geistauts, George, Elisha Baker, and Eschenbach, Proceedings of the 27th International Conference of the System Dynamics Society, Albuquerque, July 2009.
“Teaching Students about Two Positive IRR Roots for the PW Equation: Theory and Case Studies,” Eschenbach, John Whittaker, and Elisha Baker IV, Proceedings of the 2008 IERC, Vancouver, May 2008, CD (winner of best paper award for engineering economy division).
“Engineering Ethics: a System Dynamics Approach,” Geistauts, George, Elisha Baker, and Eschenbach, Engineering Management Journal, Vol. 20 No. 3, September 2008, pp. 21-28.
“Business Process Reengineering,” Elisha Baker, IV and Morgan Henrie, Defense Logistics Agency RFID contract, December 2007.
“The Feedback Structure of Business Ethics,” Geistauts, George, Elisha Baker, IV, and Eschenbach, INFORMS, Seattle, November 2007
“pRFID Training Program,” Morgan Henrie and Elisha Baker, IV, Defense Logistics Agency, RFID contract, December 2007.
“Real Options and Real Engineering Projects,” Ted Eschenbach, Neal Lewis, Morgan Henrie, Elisha Baker, IV, and Joseph C. Hartman, Engineering Management Journal, Vol 19 No. 4, December 2007, pp. 11-19.
“The Double-Root Problem (PW=0) for Teaching and Practice”, Ted Eschenbach, Ph.D., P.E, John Whittaker, Ph.D., P.Eng., Elisha Baker, IV, Ph.D., Proceedings of the 28th ASME National Conference, October 2007, CD
“Characterizing The Real Roots for P, A, and F with Applications to Environmental Remediation and Home Buying Problems,” Ted Eschenbach, Ph.D., P.E., Elisha Baker, IV, Ph.D, and John Whittaker, Ph.D., P.Eng., The Engineering Economist, Vol. 52 No. 1, 2007, pp. 41-65.
“Real Options and Real Engineering Projects”, Elisha Baker, IV, Ph.D., Ted Eschenbach, Ph.D., P.E., Joseph C. Hartman, Ph.D., P.E., Morgan Henrie, Ph.D., Proceedings of the 27th ASME National Conference, October 2006, CD.
“Engineering Ethics: A System Dynamics Approach”, George Geistauts, Ph.D., Elisha Baker, IV, Ph.D., Ted Eschenbach, Ph.D., P.E., Proceedings of the 2006 ASEM National Conference, Huntsville, October 2006, CD.
Instructor’s Materials for Global Logistics Management (2nd Edition, 2006, Kent Gourdin, Blackwell Publishing, 2006), E R Baker, 2006 available to registered faculty at: http://www.blackwellpublishing.com/gourdin/
“Internal Rates of Return and Environmental Remediation,” Elisha Baker, IV, Ph.D., Ted Eschenbach, Ph.D., P.E., John Whittaker, Ph.D., P.Eng., Proceedings of 25th ASEM National Conference, October 2004, pp. 713-718.
“Analyzing Multiple Roots for Incremental Internal Rates of Return,” E. R. Baker, Ted Eschenbach and John Whittaker, American Society of Engineering Management, October 2003.
“Life Cycle Costing,” Lei Chen and E. R. Baker, IV, Proceedings of the OR/MS regional meeting, Los Angeles, CA, April 1995.
“Myths of Project Management,” E. R. Baker, IV, and Ted Eschenbach, Proceedings of the Thirteenth Annual Meeting of the American Society of Engineering Management, October, 1993.
“Nurturing Technological Entrepreneurship in Developing Economies; The Alaska Science and Technology Foundation Experience,” E. R. Baker IV, Ted Eschenbach and George Geistatus, Proceedings of the 1993 PICMet Conference, October, 1993.
“Simulation of Tightly Coupled HVHS Production Systems,” E. R. Baker IV, and G. S. Baker, SIMAN Users Conference, April 1992.
“Education without Catastrophe: Artificial Experience,” E. R. Baker, IV, and Edward Boroughs, Proceedings of the Tenth Annual Meeting of the American Society of Engineering Management, October 1991.
“Strategic Planning and the Management of Technology,” E. R. Baker, IV, Ted Eschenbach and George Geistatus, Proceedings of the 1991 PICMet Conference, October 1991
“The Five Technology Domains of Technology Management,” E. R. Baker, IV, George Geistatus and Ted Eschenbach, Proceedings of the Eleventh Annual American Society of Engineering Management, October 1990.
“Preliminary Evaluation on an Engineering Management Program Redesign,” E. R. Baker IV, Ted Eschenbach and Larry Bennett, Proceedings of the Ninth Annual Meeting of the American Society of Engineering Management, pp.29-32, October 1988
“An Engineering Management Redesign, Is it Working?” E. R. Baker IV, Ted Eschenbach and Larry Bennett, ORSA/TIMS National Meeting, Denver, CO, October 1988.
“The Competitive Edge: Anchorage’s Bid for the 1994 Winter Olympics,” E. R. Baker, Ted Eschenbach and Mike Reinart, Proceedings of the Eighth Annual Meeting of the American Society of Engineering Management, October 1987.
“Anchorage’s 1992 Olympic Bid: Long Term Economic Impact,” E. R. Baker, Ted Eschenbach and Mike Reinart, Technical Report, UAA School of Engineering, July 1987.
“Bioeconomic Analysis of a Mixed Stock Fishery: Trade-off Between Kvichack Escapement and Naknak Harvest,” J.H. Yeun, T. G. Eschenbach and E. R. Baker, 13th Annual Meeting, Alaska Chapter, American Fisheries Society, November 1986.
“Statistical Model for the Controller Functions of the Human Temperature Regulating System in Water,” J.L. Rinquest and E. R. Baker IV, Journal of Mathematical Modeling, Vol. 1, No.1, 1982
“Unified Data Base Technology: System Definition,” E. L. Thomas, E. R. Baker, D. A. Newhouse, and R.J. Hawkins, Prepared for the United States Air Force, Air Force Human Resources Laboratory, Logistics Research, Wright-Paterson AFB, January 1981.
“Unified Data Base Technology: Initial Design of the UDB/DGTB System,” E. R. Baker, D. A. Newhouse, T. W. Rice, E. L. Thomas and R.J. Hawkins, Prepared for the United States Air Force, Air Force Human Resources Laboratory, Logistics Research Division, January 1981.
“Simulation of Immersion Hypothermia Protective Devices,” E. R. Baker, R.M. Harnett and J.L. Rinquest, International Hypothermia Conference, University of Rhode Island, January 1980.
“Human Thermal Models: Application to the Study of Immersion Protective Devices,” E.R. Baker, R.M. Harnett and J.L. Rinquest, Aerospace Medical Association Proceedings, Washington D.C., May 1979.
“An Evaluation of Human Thermal Models for the Study of Immersion Hypothermia Protection Equipment,” Final report of Task III, Part 1, U.S. Coast Guard Contract, E. R. Baker IV, R.M. Harnett and J.L Rinquest, October 1979.
“Guide to Program Implementation - Waste Water Engineering Technology Program,” E. R. Baker et al., EPA Manpower Training Division Grant #T900660-01, August 1979.
“Chemistry Course Guide - Waste Water Engineering Technology Program,” E. R. Baker, et. al., EPA Manpower Training Division, Grant #T900660-01, August 1979.
“Biology Course Guide - Waste Water Engineering Technology Program,” E. R. Baker, et. al., EPA Manpower Training Division, Grant #T 900660-01, August 1979.
“Hydraulics Course Guide - Waste Water Engineering Technology Program,” E. R. Baker, et al., EPA Manpower Training Division Grant #T900660-01, August 1979.
“Environmental Control Guide - Waste Water Engineering Technology Program,” E. R. Baker, et. al., EPA Manpower Training Division, Grant #T900660-01, August 1979.
“Waste Water Treatment Plant Operations - Waste Water Engineering Technology Program,” E. R. Baker, et. al., EPA Manpower Training Division, Grant #T900660-01, August 1979.
“Waste Water Treatment Plant Design - Waste Water Engineering Technology Program,” E. R. Baker, et. al., EPA Manpower Training Division, Grant #T900660-01, August 1979.
Government Systems for Environmental Control - Waste Water Engineering Technology Program,” E. R. Baker, et. al., EPA Manpower Training Division, Grant #T900660-01, August 1979.
“Implementation of a Four-Year Waste Water Technology Program,” E. R. Baker, et. al., EPA Manpower Training Division, Grant #T900660-01, August 1979.
“A Four Year Waste Water Technology Program,” E. R. Baker, et. al., EPA Manpower Training Division, Grant #T900660-01, August 1979.
“Systems Study of a Small Health Care Facility,” E. R. Baker, Ph.D. Dissertation, Clemson University, August 1975.
“Gyroscopes in General Relativity Theory,” E. R. Baker and John Ray, SESAPS Proceedings, November 1972.
“Equations of Motion for a Gyroscope in General Relativity Theory,” E. R. Baker, MS Thesis, Clemson University, August 1972.

Ph.D. Systems Engineering, dissertation, “Systems Study of a Small Health Care Facility”; August 1972 to August 1975, Clemson University, Clemson, SC
M.S. Physics, thesis, “Equations of Motion for a Gyroscope in General Relativity Theory,” August 1970 to August 1972, Clemson University, Clemson, SC
B.S. Physics, August 1966 to May 1970, Clemson University, Clemson, SC
High School Graduate, May 1966, Greenbrier Military School, Lewisburg, WVA
REFERENCES Provided on request.

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