After visiting impoverished and displaced communities in Arusha, Tanzania, engineering students of Brigham Young University set out to build a cheap, easy-to-install human-powered drill.
Normally, including drill transportation and repairs, it can cost a Tanzanian community over $15,000 to build a well -- money they don't have. The human-powered drill developed by BYU students, however, is incredibly cheap and is capable of drilling 150-200 feet in a couple of days! Having tested the drill throughout Tanzania in different terrains, the BYU drill is ready to be produced for real-world use.
Officials at Brigham Young University explain that the human-powered drill is the result of a year-long student project, which involves tackling real, practical problems in the world. If it's any consolation for all their hard work, these students may have saved, and made easier, the lives of many people.
What's Driving This Trend
- Human-powered Innovations
- Developing cost-effective and easy-to-use human-powered tools presents disruptive innovation opportunities in various industries.
- Affordable Engineering Solutions
- Providing affordable engineering solutions for communities in need can drive innovation and growth in the social and environmental sectors.
- Sustainable Infrastructure
- Creating sustainable and self-sufficient infrastructure through innovative engineering solutions can transform communities and promote economic growth.
Who This Affects Most
- Engineering Industry
- There is an opportunity for the engineering industry to invest in the development of affordable and sustainable solutions for communities facing various challenges.
- Social/non-profit Sector
- The social and non-profit sectors can leverage human-powered innovations like the BYU drill to create more efficient and affordable solutions for various challenges.
- Environmental Industry
- Incorporating sustainable infrastructure into environmental projects can promote economic growth and protect ecosystems while resolving issues such as water scarcity.
