Thursday, November 22, 2018

ILO Encyclopaedia of Occupational Health & Safety - Available Online - Information


Link for the site

http://www.iloencyclopaedia.org/about

Contents
Preface
Part I. The Body
Part II. Health Care
Part III. Management & Policy
Part IV. Tools and Approaches
Part V. Psychosocial and Organizational Factors
Part VI. General Hazards
Part VII. The Environment
Part VIII. Accidents and Safety Management
Part IX. Chemicals
Part X. Industries Based on Biological Resources
Part XI. Industries Based on Natural Resources
Part XII. Chemical Industries
Part XIII. Manufacturing Industries
Part XIV. Textile and Apparel Industries
Part XV. Transport Industries
Part XVI. Construction
Part XVII. Services and Trade
Part XVIII. Guides

This influential text was fully revised and updated for the second edition with the addition of substantial new material, and takes the reader, in a logical sequence, through the main areas of ergonomics relevant to design, in a way that allows ergonomics to be integrated with all aspects of the design process.

About the ILO Encyclopaedia of Occupational Health & Safety

The ILO Encyclopaedia of Occupational Health and Safety is a comprehensive tool for academia, journalists and the general public – anyone interested in obtaining data and other information about safety and health at work.

The latest edition of the Encyclopaedia, is an online knowledge-sharing resource, with a user-friendly interface in English, French and Spanish. It enables quick and easy access to the most up-to-date information in the occupational safety and health (OSH) field.

The Encyclopaedia website will serve as a cutting-edge global tool for OSH information and especially good practices. The Encyclopaedia is written and compiled by world class researchers and industry experts, and will be updated regularly by different contributors around the world.  The online platform is also connected to a wide variety of ILO health and safety resources and third party information sources (such as online databases and websites).

Wednesday, November 21, 2018

Ergonomics - Bibliography





Virtual Ergonomics: Taking Human Factors into Account for Improved Product and Processes
Dassault Systems, 2009
Human TM
Ergonomic Requirements for Human Safety and Productivity
Project cofunded by European Commission 2006
http://www.difac.net/Download/DiFac_D3.pdf



The Ergonomics Of Workspaces And Machines: A Design Manual
E. N. Corlett, T. S. Clark
CRC Press, 02-Sep-2003 - Technology & Engineering - 144 pages
620.82/COR_CLA Nitie library


Ergonomics Guidelines and Problem Solving (Google eBook)
A. Mital, Å. Kilbom, S. Kumar
Elsevier, 31-Jan-2000 - Technology & Engineering - 492 pages
There is an urgent need to disseminate ergonomics "know-how" to the work place. This book meets that need by providing clear guidelines and problem solving recommendations to assist the practitioner in decisions that directly protect the health, safety and well-being of the worker.
The guidelines have evolved from a series of symposia on Ergonomic Guidelines and Problem Solving. Initially experts in each area selected were asked to write draft guidelines. These guidelines were circulated to participants at the symposia and to other experts for review before being comprehensively revised. In some instances these guidelines cannot be considered complete but it is important now to put some recommendations forward as guidelines. It is hoped that as new research emerges each guideline will be updated.
Each guideline has been divided into two parts. Part I contains the guidelines for the practitioner and Part II provides the scientific basis or the knowledge for the guide. Such separation of the applied and theoretical content was designed to facilitate rapid incorporation of the guide into practice.
The target audience for this book is the practitioner. The practitioner may be a manager, production system designer, shop supervisor, occupational health and safety professional, union representative, labor inspector or production engineer. For each of the guidelines, relevant practitioners are described.
http://books.google.co.in/books?id=ECIC5vKVKykC
Topics covered include work space design, tool design, work-rest schedules, illumination and maintenance.

Human Engineering Guide for Equipment Designers
Wesley E. Woodson, Donald W. Conover
University of California Press, 01-Jan-1964 - Engineering design - 474 pages
https://books.google.co.in/books?id=rxlk9PgRZj4C


Articles and Papers

What to look for when selecting or modifying handtools to provide better fit with the user
http://www.ergo-eg.com/uploads/books/selecting%20or%20modifying%20hand%20tools.pdf


Updated on 22 November 2018, 19 August 2013
Original knol - http://knol.google.com/k/narayana-rao/ergonomics-bibliography/2utb2lsm2k7a/ 3744

Tuesday, November 20, 2018

Smart Glass - Productivity Benefits




2013: Gartner predicted that ‘Smart glasses are expected to have the most impact on the heavy industry, such as manufacturing…’

Zebra Technologies more than half of manufacturers surveyed expressed a desire to adopt wearable technology by 2022. Of those currently using wearables, 55% said they plan to increase their usage.

According to Taptica, 75 million wearable devices are to be deployed in enterprise and industrial environments by 2020.

Forrester predicts that more than 14 million U.S. workers will use smart glasses by 2025.

Forrester also predicts that enterprises are expected to spend more than $30 billion on smart glasses through 2025.


The smart glass adoption will take place because of the productivity benefit that it will deliver.

https://www.plataine.com/blog/why-all-manufacturing-floor-workers-will-eventually-use-smart-glasses/




Friday, November 9, 2018

Manpower Productivity Improvement - Manpower - Human Resource Industrial Engineering - Bibliography



Interesting to read on 10 November 2018




13 September 2012

Labor productivity has major economic implications.  When a society produces  more goods - food, clothing, medicine, and transportation, from the efforts of the same labor force or population, people will be better off on average and standard of living improves.  Hence labor productivity improvement is a strategic initiatives at all levels of economic activity in all countries.

Technical and Nontechnical Labor Productivity Improvements

Adam Smith, in a chapter called the "Division of Labor",  described the 18 separate assembly steps in making a single metal pin. He estimated that a single person, working alone, could make 20 pins in a day. But,  10 people on an assembly line could make 48,000 pins in a single day - an output of 4,800 pins per worker per day. That's quite an improvement in labor productivity due to division of labor. This is an example of nontechnical labor productivity improvement.

An Oregon, Portland inventor Henry Phillips in 1936 patented a new type of screw head that was specifically designed to allow assembly line autoworkers to more quickly and easily seat the screwdriver into the screw. By 1940, the Phillips head screw was the standard in the automotive industry. This screw saved many hours of labor and improved labor productivity. This is an example of  labor productivity improvement due to technical invention.


http://www.qualityinfo.org/olmisj/ArticleReader?itemid=00007833

2012

Towards improving construction labor productivity and projects’ performance
http://www.sciencedirect.com/science/article/pii/S1110016812000142


2010

Takashi GOSO, Atsushi OCHI and Shunji
KUSAYANAGI, 2010, Productivity Assessment and
Improvement by using Information Technology,
Journal of construction management research,
66(1):317-328. (Journal Articles)
http://management.kochi-tech.ac.jp/ssms_papers/sms11-9178_79d73e7e0b6586f31d7495f855820be3.pdf



2007


Reasons for the Improvement of Labor Productivity in Tea
Plantations after Privatization with Special Reference to the
Estate Laborers in the Ratnapura District
http://www.sab.ac.lk/Acade-Activity/vol_7/paper%203.pdf


1947
A wage payment plan for the Gordon Pew Fisheries Company
Harry C. Rice Jr.
http://dspace.mit.edu/bitstream/handle/1721.1/67124/28165705.pdf?sequence=1

What is Industrial Engineering?


Explanation added on 9 November 2018

WHAT IS INDUSTRIAL ENGINEERING?
Engineering to improve productivity based on productivity science. Communicated and implemented through people using productivity management. 
Functions of Industrial Engineering
https://www.youtube.com/watch?v=hY38DOhBh0I




9 September 2012
_______________________

_______________________

http://www.youtube.com/watch?v=T7mtfiNQBUc


What is Industrial Engineering?

Industrial Engineering is an engineering based management discipline dealing with human effort engineering and system efficiency engineering.

It emerged out of the management practice by engineers in engineering related departments of manufacturing, fabrication and construction companies.

Frederick Taylor, Frank Gilbreth, and Harrington Emerson, all engineers and pioneers of industrial engineering found a shortcoming in the practice of management of their time. Management meant line management and each manager had a certain number reporting to him and he was handling multiple activities related to the management process all by himself. This practice was giving rise to significant waste of production resources as the managers had no expertise or time to study, develop and create a science of use of production resources. Planning and control were not proper as there was no good data for planning.

Frederick Taylor and Harrington Emerson advocated that line management must be assisted by staff management specialists who study resource usage in production processes and systems, develop scientific models and theories and provide data and models for planning.

The methods, tools and techniques developed by Taylor, Gilbreth and Harrington Emerson gave significant waste reduction or efficiency improvement benefits to companies and they became part of the discipline of industrial engineering.

Industrial engineering is different from the  other engineering disciplines as it focuses not on creating new machines in a field of engineering, but on efficient utilization of materials/resources, equipments, energy and manpower in production processes. Industrial engineers evaluate and improve efficiency of production systems that employ outputs of multiple engineering disciplines like civil, mechanical, electrical, electronics and information technology.

Industrial engineering is a part of management discipline, but it is a specialized function that provides its input into the managerial process as a staff service.

Motion analysis and design, work station design, ergonomics, comfort, safety and health studies, work measurement, and  job evaluation and wage incentives are some of the techniques of industrial engineering that are related to human resources used in production and distribution systems.

Methods efficiency engineering in the areas of production, inspection, purchase, stores, maintenance, customer service, transportation, warehousing, sales persons’ travel, Value engineering of products, use of statistics and Operations Research, engineering economics etc. are the techniques used to improve the efficiency or to eliminate waste in processes and systems.

Industrial engineering can be simply explained as Human Effort Engineering and System Efficiency Engineering.

It is a strategic management function taking care of the total enterprise cost and therefore industrial engineers are appropriately termed profit engineers. They increase the profit of companies and businesses by decreasing the enterprise cost by identifying and eliminating waste in proposed systems, methods and budgets.

Going, the person who wrote the first book on Industrial Engineering discipline in 1911 identified the three key specialties of Industrial Engineering: Efficiency, Human Element and Economic Aspect – the profit of the business.

Visit http://nraoiekc.blogspot.com

Updated on 9 November 2018,
Earlier 9 September 2012



Industrial Engineering Research Paper Summary Project - Section B - 2012



WHAT IS INDUSTRIAL ENGINEERING?

Engineering to improve productivity based on productivity science. Communicated and implemented through people using productivity management. 


Needs to be circulated. Interesting Work

10 November 2018

Principles of Industrial Engineering - Taylor - Narayana Rao

___________________


___________________


Functions of Industrial Engineering

___________________

___________________




17 September 2012

Assignment Part of Introduction to Industrial Engineering - Industrial Engineering Concepts Course

Course Page and Course Handouts


Section B

Industrial Engineering


R.No.72
Applications and Development of Industrial Engineering in China
http://rahulie.blogspot.in/p/applications-and-development-of.html


R.No. 76
Summary of “Technology's impact on the future of industrial engineering”
http://raunakgoyalie.blogspot.in/2012/08/research-paper-on-industrial-engineering.html


R.NO. 80
IMPACT OF IT ON INDUSTRIAL ENGG
http://sachinjaynt3.blogspot.in/2012/08/blog-post.html



Roll No -82
Relation between operation management and industrial engineering
http://sachinoncampus.blogspot.in/2012/08/relation-between-operation-management.html


R.No. 87
Technology Impact On Future Of Industrial   Engineering
http://shankarbellana.blogspot.in/2012/08/assignment-of-ie-research-paper-on.html

94
THINKING ABOUT THE APPLICATION AND DEVELOPMENT STRATEGY OF INDUSTRIAL ENGINEERING
http://shrutirastogiie.blogspot.in/2012/08/thinking-about-application-and.html

Roll No. 99
An Analysis of The Function of Industrial Engineering in Equipment Manufacturing Industry
http://industrialenggtools.blogspot.in/2012/08/national-institute-of-industrial.html


Roll No: 102
The Industrial Engineer as Organizational Leader:
An Assessment of Contemporary Industrial Engineering Skills
http://venkatakarthik.blogspot.in/2012/08/research-paper-on-ie.html


Roll. No. 109
Technology's Impact on Future of IE
http://ashwanikrverma.blogspot.in/2012/08/ie-research-paper.html


R. No. 117
Paper Title: Technology's Impact on the Future of Industrial Engineering
http://robinjain09.blogspot.in/2012/08/papertitle-technologysimpact-on-future.html


Human Effort Engineering

Ergonomics


R.No. 63
Title: A case study evaluating the ergonomic and productivity impacts of partial automation strategies in the electronics industry
http://pramodie42.blogspot.in/2012/09/industrial-engineering-research-paper.html


R.No. 67
The Future of Ergonomic Office Seating
http://pratikpgdie42.blogspot.in/2012/08/industrial-engineering-research-paper.html

R.No.68
The Importance of Ergonomic Input Devices in the Workplace
http://pratikd-nitie-ie.blogspot.in/2012/08/summary-of-research-paper-on-ie.html

R.No. 69
Inventory of Tools for Ergonomic Evaluation
http://praveenrathore69.blogspot.in/2012/08/inventory-of-tools-for-ergonomic.html


Roll no-74
Topic: - Influence of psychosocial stress and personality type on the biomechanical loading of neck and shoulder muscles
http://nraoiekc.blogspot.in/2012/08/industrial-engineering-research-paper_8.html


Roll No 75
HELPING ENGINEERS TO ANALYSE AND INFLUENCE THE HUMAN FACTORS IN ACCIDENTS AT WORK
http://ratikakapoor.blogspot.in/2012/08/industrial-engineering-research-paper.html


R.No. 77
Ergonomic interventions for the furniture manufacturing industry
http://ravilakrapgdie42.blogspot.in/2012/08/ergonomic-interventions-for-furniture.html

R.No.78
Integration of Ergonomics into Engineering
http://reenu-nitie-ie.blogspot.in/2012/08/summary-of-research-on-integration-of.html


R.No. 81
Title: Ergonomic solutions for an aging workforce
http://sachinkheveriaiepaper.blogspot.in/2012/08/national-institute-of-industrial_7160.html


Roll No. 84
Investigating Ergonomics Awareness Among
University Students


Roll No.- 86
Understanding the link between psychosocial work stressors and work-related musculoskeletal complaints
http://ssmie.blogspot.in/2012/08/ie-research-paper-summary_15.html



R.No. 88
Effects of Design on Ergonomics
http://sarveshie.blogspot.in/2012/08/effects-of-design-on-ergonomics.html

R.No. 91
Industrial Workstation design
http://shenbagamoorthyie42.blogspot.in/2012/08/ie-research-paper.html



Roll No. 96
Ergonomics:Tips for Computer Vision Syndrome Relief and Prevention
http://snehaldw.blogspot.in/2012/08/reasearch-paper-ie-concept-ergonomics.html


R.No. 97
Ergonomic Design of Forklift
http://srajanshrivastava26.blogspot.in/2012/09/industrial-engineering-reseach-paper.html


R.No. 110
Ergonomics for the experienced
http://ieharshal.blogspot.in/2012/08/ergonomics-for-experienced.html

R.No. 114
Major Health Risk Factors prevailing in Garment Manufacturing Units of Jaipur.
http://ieresearchp.blogspot.in/2012/08/industrial-engineering-research-paper.html

R.No. 118
The IEA contribution to the transition of Ergonomics from research to practice
http://jitendranayak118.blogspot.in/2012/08/industrial-enginerring-reasearch-paper.html


Roll No-124
FUNDAMENTALS OF ERGONOMICS IN THEORY AND PRACTICE
http://ie-pgdie42-sectionb.blogspot.in/2012/08/ie-research-paper-study.html



Application of Statistics



R.NO. 62
Impact of Six Sigma in a developing economy: analysis on benefits drawn by Indian industries
http://pradeepddubey.blogspot.in/2012/08/summary-of-research-paper-on-ie-six.html


Facilities/Layout Efficiency Improvement


Roll No 123
Improving factory layout under a mixed floor and overhead material handling condition
http://rahulsarda123-ie-assignment.blogspot.in/p/research-paper-on-industrial-engineering.html


JIT/Lean Manufacturing



ROLL NO-104
Quality Measurement in Lean Manufacturing
http://vikasyadavie.blogspot.in/2012/08/ie-research-paper-in-quality-measurment.html


ROLL NO - 108
Lean manufacturing : context, practice bundles, and performance
http://nitie42.blogspot.in/2012/08/ie-research-paper.html


Roll no. 111
Lean Production & Industrial Engineering Applied in China
http://robocon2012.webs.com/apps/blog/show/18070756-ie-research-paper-summary



R.No. 113
The Limits of Lean Management Thinking:
Multiple retailers and food and farming supply chains
http://sudhanshu91.blogspot.in/2012/08/the-limits-of-lean-management-thinking.html



R.No. 120
Relationships between implementation of TQM, JIT, and TPM and manufacturing performance

http://bhaskarpuggal13.blogspot.in/2012/08/title-relationshipsbetween.html



R.No. 121
Title : Looking beyond the obvious: Unraveling the Toyota production system
http://industrialengineeringnitie.blogspot.in/2012/08/summary-of-looking-beyond-obvious.html


Methods Efficiency Engineering

R.No. 83
BEYOND INDUSTRIAL ENGINEERING
http://sagarbhore.blogspot.in/2012/08/beyond-industrial-engineering-r.html

R.No. 85

MODULAR  VEHICLE  PRODUCTION METHOD  FOR
IMPROVED EFFICIENCY, QUALITY, AND ENVIRONMENTAL RESPONSIBILITY
http://sakshiguptaindustrialengineering.blogspot.com/2012/08/ie-research-paper.html


Roll no: 112
AN IMPACT TIME MOTION STUDY ON SMALL MEDIUM ENTERPRISE ORGANIZATION
http://ratnakarreddyk.blogspot.in/2012/08/time-and-motion-study.html


R.No. 116

BUSINESS PROCESS REENGINEERING: A CONSOLIDATED
METHODOLOGY
http://harshadapophali.blogspot.in/2012/08/business-process-reengineering.html


Poka-Yokes
R.No. 100
Universal design of workplaces through the use of Poka-Yokes: Case study and implications
http://vaishali-ie42.blogspot.in/2012/08/ie-research-paper-assignment.html

Operations Research


Roll No 64
A Mathematical Programming Model for Flow Shop Scheduling Problems for Considering Just in Time Production
http://pkm64pgdie42niitie.blogspot.in/2012/08/industrial-enginnering-assignment.html

R.No. 79
A Multi-Period Inventory Model to Incorporate with  Inventory Age, Accounting Principle, and Product Structure: A Case Study in a Make-to-Stock  Semiconductor Integrated Device Manufacturer
http://rupeshchauhanie.blogspot.in/2012/08/industrial-engineering-reserch-paper.html



Roll No-115
Optimization of cutting in primary wood transformation industries
http://lokanathtripathy.blogspot.in/2012/08/summary-of-research-paper-on-ie.html


safety

R.No. 71
Improvement of the Reliability of Automatic Manufacture Systems by Using FTA Technique
http://rahulawadhiyaie42.blogspot.in/2012/08/nationalinstitute-of-industrial.html

SMED

R.No. 61


Reduction in Setup Time By SMED
http://prachi-ie-42.blogspot.in/2012/08/reduction-in-setup-time-by-smed-journal.html


Statistics

R.No. 95

Review of Six Sigma Approach: Methodology,
Implementation and Future Research
http://shubhamgarg310.blogspot.in/2012/08/a-summary-of-review-of-six-sigma.html



Value Engineering



Roll no 9O
APPLIED VALUE ENGG.
http://shantanumishraa.blogspot.in/2012/08/value-engineering-application.html

Manufacturing Systems


R.No. 65
Excellent Techniques of Manufacturing Systems: RMS and FMS
http://pranjal-dew42.blogspot.in/2012/08/ie-paper-summary.html

R. No. 66
Seven Wastes of  Manufacturing
http://prasenjithojai.blogspot.in/2012/08/seven-wastes-ofmanufacturing-by-prof.html

R.No. 73

“A robust multi-objective production planning”
http://rajdeepdas1986.blogspot.in/2012/08/asummary-of-robust-multi-objective.html

R.No.89
Make to Order Manufacturing in Indian Context: A Case Based Study
http://satyaswarup12.blogspot.in/2012/08/make-to-order-manufacturing-in-indian.html




Information Systems


Roll No: 70
The cost of poor quality data
http://priyamvid.blogspot.in/2012/08/the-costs-of-poor-data-quality.html



Roll No: 105
Topic: The Adaptation of Test-Driven Software Processes to Industrial Automation Engineering
http://bhondekaryb.blogspot.in/2012/08/national-institute-of-industrial_13.html


Supply chain

R.No. 107
Total Quality Management in Supply Chain
http://srajanvyas5.blogspot.in/2012/08/total-quality-management-in-supply-chain.html



Roll no. 119
Research on the Lean Six Sigma Supplier Recovery Management
http://rubyshah.blogspot.in/2012/08/industrial-engineering-research-paper.html


Sustainability


R.No. (98)
The Emerging Roles of Industrial Engineers in Preventing Pollution and Creating a Sustainable Environment
http://sumeet-industrial-engineering-2012.blogspot.in/2012/08/ie-concepts-research-paper-summary.html

R.No. 103
A SYNOPSIS OF INDUSTRIAL ENGINEERING METHODS UTILIZED IN DESIGNING FOR THE ENVIRONMENT

http://vikassakre5.blogspot.in/2012/08/ie-research-paper.html




Industrial Engineering Research Paper Summary Project - Section A - 2012

61,62, 63,  64, 65, 66, 67, 68,69, 70, 71,72,73,75, 76,77,78,79, 80,82,83,84, 85, 86,87,88,89, 90, 91,94,95,96,97, 98,99, 100,102, 103,104, 105,107,108,109,110,111,112,113,114, 115, 116,117,118,119,120,121, 123, 124

93 not proper link


Updated on 10 November 2018
Earlier updated 17 September 2012

Industrial Engineering Research Paper Summaries - Project of Section A - PGDIE 2012



WHAT IS INDUSTRIAL ENGINEERING?

Engineering to improve productivity based on productivity science. Communicated and implemented through people using productivity management.



10 November 2018

Principles of Industrial Engineering - Taylor - Narayana Rao

___________________


___________________


Functions of Industrial Engineering

___________________

___________________



17 September 2012

Assignment Part of Introduction to Industrial Engineering - Industrial Engineering Concepts Course

Course Page and Course Handouts


PGDIE 2012 Section A


Role of Industrial Engineering


R.No. 34
Managing the IE (Industrial Engineering) Mindset: An investigation of Toyota’s practical thinking shared among employees
http://harshbudholiya.blogspot.in/2012/08/industrial-engineering.html

R. No. 37


An Analysis of The Function of Industrial Engineering in Equipment
Manufacturing Industry
http://hiteshsawai037.blogspot.in/2012/08/industrial-engineering-research-paper.html


IE Pioneers

R.No.10

APPLYING SCIENTIFIC MANAGEMENT PRINCIPLES TO
RAILROAD REPAIR SHOP
http://anikethpattnaik.blogspot.in/2012/08/industrial-engineering-research-paper.html
Source:   paper  comes from  Carl  Graves, "Scientific  Management and the  Santa Fe  Shopmen of  Topeka,  Kansas, 1900-1915,"  Ph.D diss.,  Harvard  University,  1980

Human Effort Engineering


Ergonomics


R.No. 6
Applying Ergonomics to Systems: Some documented ‘‘lessons learned’’
http://  akshatsisodiaie1.blogspot.in/2012/08/   ie-research-paper.html  The link is not working

R.No. 12
Ergonomics Design Measures in Manual Assembly Work
http://hybridturbines.blogspot.in/2012/08/industrial-engineering-ergonomics.html

R.No. 17
Applied Ergonomics
http://anurag-ie.blogspot.in/2012/08/applied-ergonomics.html

R.No. 19
New methodological framework to improve productivity and ergonomics in assembly system design
http://ashishmodiie.blogspot.in/2012/08/new-methodological-framework-to-improve.html


Roll no 21

Effect of Boot Weight and Sole Flexibility on Ergonomics of a Fire Fighter
http://chandannitie.blogspot.in/2012/08/effect-of-boot-weight-and-sole.html


R.No. 22
Posture in industry
http://chetanrahateie.blogspot.in/2012/08/posture-in-industry-references.html



Roll No: 30
Asbestos exposure from gaskets during disassembly of a medium duty diesel engine
http://ganeshie42.blogspot.in/2012/08/asbestos-exposure-from-gaskets-during.html


R.No. 35

The promotion of ergonomics in industrially developing countries
http://harshchandak.blogspot.in/2012/08/industrial-engineering.html


R.No,. 38
Environmental ergonomics: a review of principles, methods and models
http://jayantpatware.blogspot.in/2012/08/research-paper-on-environmental.html

R.No. 39
ERGONOMICS AND THE SEDENTARIAN
http://jeetu-ie.blogspot.in/2012/08/industrial-engineering-tuesday-7-august.html

R.No. 40
Ergonomic decision-making: A conceptual framework for experienced practitioners from backgrounds in industrial engineering and physical therapy
http://kaushalsahu-nitie.blogspot.in/2012/08/national-institute-ofindustrial.html

R.No.42
Ergonomics and the Observer XT
Observer XT is a software for data recording
http://pankajmohli56.blogspot.in/2012/08/ergonomics-and-observer-xt.html

R.No.43
ERGONOMICS AND ITS IMPACT ON BUSSINESS TRENDS AND WORK ORGANIZATION
http://doleylokhinathpgdie42.blogspot.in/2012/08/doley-no_10.html

Roll No. : 48
"Combined effects of acoustic and visual distraction on cognitive performance and well-being"
Link not given properly.


R. No. 52
Ergonomics: Implications on Computer End-users
http://nitietechno.blogspot.in/2012/08/ergonomics-implications-oncomputer-end.html

R.No.125

Ergonomic decision-making: A conceptual framework for experienced practitioners
http://sudhapgdie.blogspot.in/2012/08/ergonomics-decision-making.html

Work Measurement


R.No.9
A Survey of Work Measurement Techniques
http://anandpgdie42.blogspot.in/2012/08/work-measurement-technique.html


R.No. 20
RTM - Robot Time and Motion
A comparison of MTM and RTM
http://ashishtomarnitie.blogspot.in/2012/08/a-comparison-of-mtm-and-rtm.html

R.No.44

Using the time and motion method to study clinical work processes and workflow:methodological inconsistencies and a call for standardized research
http://mamtasahare.blogspot.in/2012/08/engineering-research-paper-summary_10.html



Job Evaluation and Wage Incentives


R. No. 49

A Method for Developing A Truly Effective Construction Wage Rate
http://naveenyadav49.blogspot.in/2012/08/a-method-for-developing-truly-effective.html

System Efficiency Engineering



Engineering Economics and  Accounting

R. No. 46
Cost Measurement and Analysis-A Necessary Part of Industrial Engineering Education & Training
http://meenakshi-ie.blogspot.in/2012/08/cost-measurement-and-analysis.html


JIT Systems/ Lean Systems


R.No. 1
Impact of just-in-time (JIT) inventory system on efficiency,quality and flexibility among manufacturing sector, small and medium enterprise (SMEs) in South Africa
http://aakancharaj.blogspot.in/2012/08/impact-of-just-in-time-jit-inventory.html

R.No. 11
Method of assessing JIT Implementation
http://anirbanlahirinitie.blogspot.in/2012/08/ie-research-paper-assignment.html

R.No. 16
A lean route to manufacturing survival
http://ankurkumar-ie.blogspot.in/2012/08/a-lean-route-to-manufacturing-survival.html



Roll No: 27
Managing lean manufacturing in material handling operations
http://dkupa1991.blogspot.in/2012/08/industrial-engineering-paper-managing.html

R.No. 58
“Lean Manufacturing Optimisation of Automotive Motor Compartment System”

http://kiranpa58.wordpress.com/2012/08/11/topic-lean-manufacturing-optimization/



Operations Research


R.No. 5
Efficient Utilization of Employees in the Garment Industry using Operations Research
http://abhishekkumar05-ie.blogspot.in/2012/08/efficient-utilization-of-employees-in.html

R.No. 13


BOUNDING APPROACHES FOR OPERATION ASSIGNMENT AND CAPACITY ALLOCATION PROBLEM IN FLEXIBLE MANUFACTURING SYSTEMS
http://ankitindustrialengineering.blogspot.in/2012/08/industrial-engineering-assignment.html


R.No.53
Optimization of cutting in primary wood transformation in industries
http://ie42ieassignmentrollno03androllno53.blogspot.in/2012/08/research-paper-summary-ie-title-opt-i-m.html

SMED

R. No. 60

Reduction in Setup Time by SMED A Literature Review
http://poonam-ie42.blogspot.in/2012/08/reduction-in-s-e-t-u-p-t-i-m-e-by-sm-e.html


Statistics

R. No. 50
Leveraging Six Sigma with industrial engineering tools in crateless retort production
http://nilanjanchaudhuri-nitie.blogspot.in/2012/08/managing-lean-manufacturing-in-material.html

R.No. 57
Innovation in management system by Six Sigma An empirical study of world-class companies
http://parush42.blogspot.in/2012/08/innovation-in-management-system-by-six.html



Roll No: 126
An Integrated approach to process control
http://pkvedula-ie.blogspot.in/2012/08/ie-research-paper-study.html


Value Engineering

R.No.2
Use of Value Analysis Technique for Cost Reduction in Production Industry – A Case Study
http://abhinavjaiswal-ie42.blogspot.in/2012/08/value-engineering.html


R.No. 25
Value Engineering - A Mathematical Programming Approach
http://debashish-ie.blogspot.in/2012/08/value-engineering-mathematical.html

R.No. 54
How to Cut Costs with Value Analysis
http://omkarvv.blogspot.in/2012/08/how-to-cut-cost-with-value-analysis.html




Quality Control and Management
R.No. 47
Quality Control in the process of rings of train wheel manufacturing
http://mohitdung.blogspot.in/2012/08/ie-project-related-research-paper.html

Safety Engineering and Management
R.No. 3
Improvement of the Reliability of Automatic Manufacture Systems by Using FTA Technique
http://ie42ieassignmentroll03.blogspot.in/2012/08/ie-article-review-ipv6-tunneling-over.html

Sustainability


R.No.14
http://ankita-ie.blogspot.in/2012/08/international-journal-of-sustainability.html


Roll No 26
Examining green production and its role within the competitive strategy of manufacturers
http://deepikasharma25.blogspot.in/2012/08/green-production.html

R.No. 51
Examining green production and its role within the competitive strategy of manufacturers.
http://nilesh-ie.blogspot.in/2012/08/ie-research-paper-examining-green.html




Material Efficiency

R.No. 24
Design for Inventory Management in Health Care using smart RFID
http://ie-summary.blogspot.in/2012/08/ie-research-paper-summary.html

R. No. 33

CURRENT PRACTICES IN RETAIL INVENTORY MANAGEMENT
http://gauravpgdie.blogspot.in/2012/08/industrial-engineering-research-paper.html



Equipment Efficiency

Energy Efficiency

Information Efficiency

Other Resources Efficiency


IE and Other Disciplines

R.No. 8
INDUSTRIAL ENGINEERING &TQM
http://aliakberindustrialengineering3.blogspot.in/2012/08/industrial-engineering-by-ali-akber.html


R. No, 18

An Overview of Operations Management and its Relations with
Industrial Engineering
http://ashishchaurasia-ie42.blogspot.in/2012/08/national-institute-ofindustrial.html


R.No. 23

Research on the Organizational Model and Human Resource Management  
 Based on Advanced Manufacturing Technology

http://chhaviameta.blogspot.in/2012/08/industrial-engineering.html

R. No. 36


“THE ROLE OF THERBLIGS IN AUTOMATED DESIGN PROCESS MAPPING”
http://hemanthnitie.blogspot.in/2012/08/research-paper-on-industrial.html

R.No. 59


An approach to identify issues affecting ERP implementation in Indian SMEs
http://ie-pgdie42-pawankushwah.blogspot.in/2012/08/summary-of-reasearch-paper-on-erp.html



R.Nos

1,2,3, 5, 6,8, 9, 10,11,12,13,14, 16,17,18, 19, 21,22,23,24,25, 26,27,30, 33,34, 35, 36, 37,38,39, 40,42, 43,44, 47, 49, 50, 54, 58,59

Remarks


42 - whose blog it is? Neha or Garima Verma?
48 - No proper link


Updated on 10 November 2018
Earlier update on 17 September 2012

Resource Productivity Improvement - Bibliography



To be updated 10 November 2018

14 September 2012
2011

McKinsey Global Institute
Setting priorities for resource productivity
http://www.mckinsey.com/assets/dotcom/HomeFeatures/Resource_Revolution/pdf/McKinsey_Resource_productivity.pdf



Earlier update on 14 September 2012

Information Productivity Improvement - Bibliography


To be updated 10 November 2018



14 September 2012
Defining and Measuring Information Productivity
2002
Paul Strassman
http://www.strassmann.com/pubs/cw/rankings/ip_rankings_v3.pdf




Information Productivity Assessment
http://www.strassmann.com/consulting/ip-assessment.html




Defining and Measuring Information Productivity
By Paul A. Strassmann; Posted 2006-10-15
http://www.baselinemag.com/c/a/Projects-Management/5-Steps-to-Improve-Your-Information-Productivity/


Earlier update 14 September 2012

Material Productivity Improvement - Bibliography


Happy to read this post on 10 November 2018



Update on 10 November 2018




Material Productivity Intern for Schneider Electric for the period Jan - June 2019 

Schneider Electric™ creates connected technologies that reshape industries, transform cities and enrich lives.
Our 160,000 employees thrive in more than 100 countries. From the simplest of switches to complex operational systems, our technology, software and services improve the way our customers manage and automate their operations.


Our Costa Mesa location is seeking a Spring 2019 Intern (January to June 2019) for various duties to support our sheet metal cost reduction project, including but not limited to:

Gather samples of the various sheet metal pieces
Document characteristics
Create analysis in excel on the similar characteristics
Pull and read technical drawings

Qualifications

This job might be for you if:
Currently pursuing a degree in Materials Science, Engineering, Supply Chain, Business or related areas
Able to work part-time at 17.5 hours per week or full-time at 40 hours per week in the Spring (January to June 2019)
https://schneiderele.taleo.net/careersection/2/jobdetail.ftl?job=004RCI&tz=GMT-07%3A00



20 Examples of Revolutionising Material Productivity

Chapter 2 in

Factor Four: Doubling Wealth - Halving Resource Use : the New Report to the Club of Rome

Ernst Ulrich von Weizsäcker, Ernst Ulrich Weizsäcker, Amory B. Lovins, L. Hunter Lovins
Earthscan, 1998 - Conservation of natural resources - 322 pages


Since the industrial revolution, progress has meant an increase in labour productivity. Factor Four describes a new form of progress, resource productivity, a form which meets the overriding imperative for the future (sustainability). It shows how at least four times as much wealth can be extracted from the resources we use. As the authors put it, the book is about doing more with less, but this is not the same as doing less, doing worse or doing without.  This Report  offers a solution. It lies in using resources more efficiently, in ways which can already be achieved, not at a cost, but at a profit. The book contains a wealth of examples of revolutionizing productivity, in the use of energy; from hypercars to low-energy beef; materials, from sub-surface drip irrigation to electronic books, transport, video conferencing to CyberTran, and demonstrating how much more could be generated from much less today.It explains how markets can be organized and taxes re-based to eliminate perverse incentives and reward efficiency, so wealth can grow while consumption does not. The benefits are enormous: profits will increase, pollution and waste will decrease and the quality of life will improve. More people and fewer resources can be employed. While for many developing countries the efficiency revolution may offer the only realistic chance of prosperity within a reasonable time span. The practical promise held out in this book is huge, but the authors show how it is up to each of us, as well as to businesses and governments, to make it happen.

https://books.google.co.in/books?id=HeMRBn-N7lEC&pg=PA68#v=onepage&q&f=false


Decoupling and Material Productivity


Topic in the book

OECD Green Growth Studies Material Resources, Productivity and the Environment

OECD, OECD Publishing, 12-Feb-2015 - 172 pages


Improving resource productivity and ensuring a sustainable resource and materials management building on the principle of the 3Rs (reduce, reuse, recycle) is a central element of green growth policies. It helps to improve the environment, by reducing the amount of resources that the economy requires and diminishing the associated environmental impacts, and sustain economic growth by securing adequate supplies of materials and improving competitiveness. To be successful such policies need to be founded on a good understanding of how minerals, metals, timber or other materials flow through the economy throughout their life cycle, and of how this affects the productivity of the economy and the quality of the environment. This report contributes to this understanding. It describes the material basis of OECD economies and provides a factual analysis of material flows and resource productivity in OECD countries in a global context. It considers the production and consumption of materials, as well as their international flows and available stocks, and the environmental implications associated with their use. It also describes some of the challenges and opportunities associated with selected materials and products that are internationally-significant, both in economic and environmental terms (aluminium, copper, iron and steel, paper, phosphate rock and rare earth elements).

https://books.google.co.in/books?id=-AadBgAAQBAJ&pg=PA66#v=onepage&q&f=false


Causal Impact of Material Productivity on Microeconomic Competitiveness in the European Union - Firm Level Evidence

Based on data for the period 2006-8 - 52.000 firms, 13 sectors in 12 EU member countries.

fleximeets.com/eaere23/getpaper.php?fid=1967


Development Patterns of Material Productivity: Convergence or Divergence?

Larissa Talmon-Gros
Springer Science & Business Media, 10-Feb-2014 - Business & Economics - 210 pages


Increasing concerns regarding the world’s natural resources and sustainability continue to be a major issue for global development. As a result several political initiatives and strategies for green or resource-efficient growth both on national and international levels have been proposed. A core element of these initiatives is the promotion of an increase of resource or material productivity. This dissertation examines material productivity developments in the OECD and BRICS countries between 1980 and 2008. By applying the concept of convergence stemming from economic growth theory to material productivity the analysis provides insights into both aspects: material productivity developments in general as well potentials for accelerated improvements in material productivity which consequently may allow a reduction of material use globally. The results of the convergence analysis underline the importance of policy-making with regard to technology and innovation policy enabling the production of resource-efficient products and services as well as technology transfer and diffusion.
https://books.google.co.in/books?id=VvW7BAAAQBAJ



Material Productivity Measurement

in Development Patterns of Material Productivity pp 81-97
https://link.springer.com/chapter/10.1007/978-3-319-02538-4_5
online from 25 Nov 2013





Promise of material productivity by a consultant
https://www.rnggc.com/material-productivity/

Our solutions & Techniques

Six Sigma – DMAIC

LPS (Lean Production System)

TPM (Total Productive Maintenance)

IDEX: Integrated Daily Execution

Change Acceleration Process (CAP)




14 September 2012

35.4% Improvement in Raw Materials Productivity since 1994 up to 2007
 In 2007, overall raw materials productivity in Germany was 35.4 percent above its 1994 level. This is one of the findings of the new indicator report on sustainable development in Germany, compiled by the Federal Statistics Authorities (Destatis). The national strategy for sustainable development in Germany aims at doubling raw materials productivity from 1994 to 2020.

Source: link no longer active

www.allaboutsourcing.de/eng/354-improvement-in-raw-materials-productivity-since-1994/

Recent link about the same
https://www.umweltbundesamt.de/en/indicator-total-raw-material-productivity#textpart-1


Material Productivity Analysis - Accounting data based
http://shodhganga.inflibnet.ac.in/bitstream/10603/1944/13/13_chapter5.pdf


Wednesday, November 7, 2018

Work Study - Method, Motion and Time Study - by Lowry, Maynard and Stegemerten



Number of industrial engineering students in European countries and Common wealth countries and also in countries wherein ILO has set up productivity centers learned the subject of  work study. ILO itself produced a textbook on this subject. The book authored by R.L. Currie a well known work study executive is also a popular textbook. Currie claimed in his book that work study is a contribution from Britain to productivity improvement endeavor. He claimed that the technique or techniques popular as motion and time study were developed into work study by the British executives. Work study has to two important components, method study and work measurement.

A study of Third Edition  of  "TIME AND MOTION STUDY AND FORMULAS FOR WAGE INCENTIVES" by STEWART M. LOWRY, HAROLD B. MAYNARD, and G. J. STEGEMERTEN published by McGraw-Hill in the year 1940 reveals that work study was described by them in their approach to productivity improvement. The authors described the comprehensive time study as method, motion and time study. They gave a lot of importance to study of the technical aspects of the production process and the system as was advocated by F.W. Taylor for productivity improvement and cost reduction. The following essay is developed from contents of  the book of Lowry, Maynard and Stegemerten.

The Book

TIME AND MOTION STUDY AND FORMULAS FOR WAGE INCENTIVES
BY
STEWART M. LOWRY, B.S. in I.E., M.E
Director of Industrial Relations, Procter and
Gamble Company, Cincinnati

HAROLD B. MAYNARD, M.E.
President , Methods Engineering Council ,
Pittsburgh

G. J. STEGEMERTEN
Staff Supervisor, Time Study and Methods,
Westinghouse Electric & Manufacturing
Company, East Pittsburgh

Third Edition, McGRAW-HILL BOOK COMPANY , NEW YORK AND LONDON, 1940



There is a greatest opportunity for cost reduction  in the improvement of existing production methods. The improvements of important magnitude can often be secured by analyzing the process and operations carefully and eliminating unnecessary machine work and human effort and utilizing simple, practical, work-reducing tools, jigs and fixtures, material delivery systems, modifications to machines and work methods. Experience has shown that with sufficient study many operations can be improved, and this applies to operations which have already been subjected to study as new developments in technology keep coming up and they have to adopted in the existing production methods. The percentage of industrial operations existing at the present time which could not profitably be subjected to detailed methods study is very small.

It has been demonstrated by practice that greater methods improvements will result if the study is undertaken systematically than if some improvement is implemented based on what comes to the attention of the foreman, engineer or manager.  Hence the description of  the methods-study technique in its proper chronological sequence was given in the book.

In recent years, there has been a shift of emphasis in the literature related to productivity improvement from describing the activity as "time study" to describing it as methods study. This is quite proper as this will describe this productivity improvement process more appropriately.  At the same time, the place and importance of correctly measuring the time factor to make decisions on improved methods and also to specify the standard time after the method has been improved should not be overlooked. Good methods are desirable under any industrial conditions, but good methods coupled with the establishing of equitable production standards give far better results than good methods alone. Some means is to be established for maintaining a good method in effect after it has been devised otherwise it is likely to change gradually in the undesirable direction of decreasing productivity. A time standard can be a valuable aid in maintaining a good method. Unless the established method or one equally good is followed, the job cannot be done within the standard time. Exceptions in the presence of standard times, focus the attention of both the management and the worker on the standard method and force the reestablishment of the proper method.



As time and motion study has developed, it has reached out and embraced certain other procedures which it did not formerly consider, notably operator training and wage-incentive administration. The complete procedure is known today as “methods engineering,” and those who administer it are known as “methods engineers.” There is little real difference, if any, between the methods engineer and the time-study man. The term "time-study man,”  is still in wider use than the term “methods engineer,” and therefore, it is retained in the present revision of the book (3rd edition, 1940). It should be understood, however,that the authors consider the two terms as interchangeable.

The real time-study men, would say about the content of time as follows: "The task of time study is to subject each operation of a given piece of work to a close analysis, in order that every unnecessary operation may be eliminated and in order to determine the quickest and best method of performing each necessary operation; also to standardize equipment, methods, and working conditions; then, and not until then, to determine by scientific measurement the number of standard hours in which an average man can do the job."

In reality the time-study man is a methods,motion, and time analyst and that time study is really methods,  motion,  and time study (Work Study). However, in practice, the terms time-study man and time study are commonly employed and will be used hereafter throughout the book, but the full meanings of these designations should not be lost sight of.


Time study (methods,  motion,  and time study) eliminates waste of time, effort, and material and increases output from the resources based on standard operations and processes used in production work as a result of close study and searching analysis. Time-study work is now recognized by every progressive plant manager as a leading factor in the production of a specified quality product at a low cost and in a manner which improves labor relations.

Standardizing the Work. — In time study, the operation must be studied, analyzed, and discussed from every angle. The task of standardizing the methods of doing a given job will take a longer time for recording, analyzing and coming out with alternatives based on search for solutions.

This will take longer accomplish compared to the task of doing actual time measurement of a final improved method. The things which must be considered for improvements to develop standard work practice are labor-saving tools, jigs, and fixtures, most efficient cutting speeds and feeds, arrangement of the work bench, material-handling equipment, methods and motions used by the workman in doing the job, and working conditions, such as light, heat, and ventilation.

After it was introduced by F.W. Taylor (1895, 1903, 1911) and further developed by Frank Gilbreth (motion study),  employers who had used time study began to forge ahead of their competitors because of lower costs and greater efficiency. To meet this competitive advantage, the other employers had to fall in line implement time study.


ELEMENTS OF TIME STUDY

Process  Analysis. — The analysis is based on a thorough study of existing conditions, methods, equipment, and anything else that might affect the time to perform the work satisfactorily. The tools which the time-study man uses to assist him in his process analysis work consist of process charts and diagrams.  Process charts offer a convenient means of summarizing a number of important and related facts about any process in a form convenient for study. The operations and inspections performed, the distance traveled, the time spent in storage, and other similar data are charted for study on one of the several types of process charts available for the purpose.

Operation Analysis: After the process as a whole is recorded and understood, each step of the process, that is operation is subjected to a more detailed analysis. Such factors as the purpose of the operation, inspection requirements, material,equipment,tools, material-handling methods, and workplace layout are subjected to searching study in the attempt to discover possibilities of bringing about an improvement in methods. Analysis of the job, its process and operations, has a decided influence upon the ultimate results. If done properly, it will greatly improve the work to follow and provide an increase in productivity by reducing machine time and man time and thus cost of production.

Motion Study. — Motion study is closely tied up with the process and operation analysis of the job and it is difficult to draw a definite line of demarcation between the two. While the time-study man is
analyzing the job, he will be observing the motions used by the operator in doing the job so that equipment, conditions, and the like will be made suitable and appropriate for doing the job with the minimum number of motions. During the motion study proper, the time-study man will give detailed attention to each minute motion used, in order to reduce the motions necessary and to establish the proper sequence of motions for doing the operation in the best way. This close study of motions may again suggest further changes in equipment, tools, and fixtures.  In the motion study, time may be observed by stop-watch checks to select motions that take less time. 

Standardization. — All the analysis and study of the factors influencing the performance of the job are made with a view toward standardization. Using a production job as an example, a job is not standardized unless arrangement that is planning is done so that  each piece is delivered to the operator in the same condition, and it is possible for him to perform his portion of the work on each piece by completing a set cycle of motions by doing a definite amount of work with the same equipment and under uniform working conditions. Once this standardization is effected and found to be workable, the time value is established accordingly, and it is reasonable to expect the operator to do the job within the allowed time by continuing to follow the prescribed method.

Choosing the Operator. — Whenever the time-study man has the opportunity of making a choice from several operators doing the same work, he should, of course, select the one from whom he can expect the best results. Understanding of time-study principles by the workman generally commands cooperation. It is well to study the more intelligent and skilled operator. He can be reasoned with and is more likely to receive favorably the time-study man’s suggestions to experiment with new methods or ideas. He may make some good suggestions himself. The operator selected should be thoroughly accustomed to the present method of doing the work so that he will proceed from one operation or motion to the next without hesitation or delay in an efficient and systematic manner. The operator who likes his work and has a reputation for doing good work is usually a good choice, for he doubtless has analyzed the job to a certain extent himself.The purpose of time study is to develop the best way in the organization and improving the method of the most skilled workman provides the opportunity to develop the best way which then can transferred through training to all operators.

Subdivision of Operation. — There is a need to study motions at subdivision of operation termed elements. For time observation, the elements used in motion study would be too short and it would be impossible to time it with a stop watch. So the time study person has to make a list of elements that he will use to make observations. This step draws upon the knowledge and judgment of the time-study man more than at first might be supposed. He is obliged to define exactly in a few well-chosen words and in a limited space on the time-study form every motion or group of motions and detailed operation performed by the worker. This demands familiarity with technical as well as practical shop terms and a knowledge of the proper application, manipulation, and nomenclature of the machines, tools, and equipment used. The breaking up of the job into its elemental motions must be clean cut and sharply drawn, so that when the watch readings are being recorded, one element will not overlap the next.  The information given in the time study sheet should be so specific that a competent operator could use it as instructions for doing the job even though he might never have performed the operation before.

Stop-watch Readings. — The recording of watch readings is an important step of a time study. The importance of accuracy at this point is paramount and must not be slighted in the least. Without correct watch readings, all else is useless. Much of the success of time study depends upon the preparatory steps that have been discussed thus far (method, motin study and standardization). They call upon the highest qualifications of the time-study man, qualifications without which he cannot be a good time-study man.

Summary of Time observations. — After abnormal values have been discarded, the time values for all elements — are summarized  at the bottom of the sheet in preparation for the determination of standard detail values.

Leveling. — At this stage, skill, effort, and working conditions must be taken into account to adjust the observed times to basic times or normal times .

Allowances. — The observed and adjusted time values do not provide for delays and other legitimate allowances. Something, therefore, must be added to take care of such things as fatigue, personal needs, delays outside of the control of the workers, and special or abnormal conditions of the job.  The standard time is then increased by the percentage applicable to the class of work in which the element falls.

Allowed Time. — The allowed time for a job  or operation is the ultimate objective of an individual time study and should be a fair allowance for performing the job. It should represent the time which an operator of average skill would require when making an average effort under standard equipment, tools, jigs and fixtures, and working conditions and when experiencing the retarding effect of fatigue,
unavoidable delays, and the like.


Checking. — The time study  sheets should be thoroughly checked for accuracy in computations before a report is made. The allowed time for piece needs to be checked against the average overall time for each piece to find  any very flagrant discrepancies.The completeness of information regarding the component and process studied should also be closely checked. Many studies are rendered valueless for future use merely because the job is not specifically identified and fully described.

Records and Filing. — All related data of time studies should be filed so that they are readily available for reference. Either the workman or the management is likely to wish to discuss a time value at any time. The time-study man must have his data properly filed so that he can answer all questions and justify any stand he may have taken by referring to the records.

The allowed-time values, as determined by time study, should be recorded and filed in a convenient manner for the use of time clerks or supervisors.  A permanent official record should  be kept from which duplicate cards may be made out for the working file as and when necessary when the working file papers become lost or soiled.


The description given by  Lowry, Maynard and Stegemerten by including method study, motion study and observation of time using stop watch is the description of work study. Therefore we can realize that the work study process was described by American authors. As the first edition of the book was published in 1927, we need to verify that edition to see if it was hinted even at that time.

Prof Narayana Rao proposes that within work study, machine work study and man work study are to be identfied as two components. Such clear distinction is needed to highlight the work done by industrial engineers in the area of economical machine utilization. A large part of productivity engineers done by industrial engineers is related to the technical aspects of the production system. It needs to be highlighted by separately focusing on machine related work study.


Machine Related Work Study - Content



_______________________

_______________________


Taylor- Narayana Rao Principles of Industrial Engineering - IISE Presentation

_______________________

_______________________














Monday, November 5, 2018

Anderson, A.G. (1928), Industrial Engineering and Factory Management - Book Information



Book available for reading at


https://babel.hathitrust.org/cgi/pt?id=uc1.$b33572;view=1up;seq=25




17. Human Relations




p339

Accidents an unnecessary waste


Chapter 20 Operation Study- Nature and Scope


Time Study

page 347

Taylor's Outline and Definition of Time Study


(j) knowledge so obtained leads frequently to constructive work of a high order, to the standardization of tools and conditions, to the invention of superior methods and machines.

Scope of Operation Study: It will be noted that under (j) job standardization work is suggested, while (b) and (c) refer to motion study.

page 349

Job Standardization: Job Standardization denotes the establishment of the best possible conditions with respect to all physical factors which influence the job and is a first natural objective in all operation study work.

Outline for Job Standardization

Object

Relation to Other Operations in the Process

1. Operations Preceding
2. Operations Following

Materials

Location

Equipment

1, Machines
2. Tools
3. Shop Transportation Facilities
4. Miscellaneous
5. Floor Plan (Work Station Layout)

Working Conditions

1. Lighting
2. Ventilating
3. Heating
4. Safety Devices
5. Sanitation
6. Fire Protection


Page 353
Motion Study Observation Sheet

Left Hand Right Hand Motions  Figure 77


Chapter 26  Simplication






The book was read by me on 6 November 2018

The book by Anderson was referred to in:

Frank Gilbreth and health care delivery method study driven learning
Towill, Denis RAuthor InformationView Profile. International Journal of Health Care Quality Assurance; Bradford22.4 (2009): 417-40




Updated on 6 November 2018
First posted on 24 July 2017

Saturday, November 3, 2018

Work and the Nature of Man - Frederick Herzberg



“To summarize, the human animal has two categories of needs. One set stems from his animal disposition, that side of him previously referred to as the Adam view of man; it is centred on the avoidance of loss of life, hunger pain, sexual deprivation, and on other primary drives, in addition to the infinite varieties of learned fears that become attached to these basic drives. The other segment of man's nature, according to the Abraham concept of the human being, is man's compelling urge to realize his own potentiality by continuous psychological growth.”

Published in 1966

https://books.google.co.in/books/about/Work_and_the_nature_of_man.html?id=0nZCAAAAIAAJ

Evidence-Based Productivity Improvement - Robert D. Pritchard

Evidence-Based Productivity Improvement: A Practical Guide to the Productivity Measurement and Enhancement System (ProMES)

Robert D. Pritchard, Sallie J. Weaver, Elissa Ashwood
Routledge, 04-May-2012 - Psychology - 316 pages

https://books.google.co.in/books?id=hzaia0WL_oQC


More Books and Papers  from ProMES


 practical guide. New York: Praeger, pp. 248.

Pritchard, R. D., Kleinbeck, U. E., & Schmidt, K. H. (1993). Das Management-system PPM: Durch Mitarbeiterbeteiligung zu höherer Produktivität. (The PPM Management System: Employee participation for improved productivity.) Munich, Germany: Verlag C.H. Beck.

Pritchard, R. D., Editor (1995). Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 380.
Chapters from 1995 Book

Roth, P., Watson, M.D., Roth, P.G. & Pritchard, R.D. (1995). ProMES in an electronic assembly plant. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 11-42.

Janssen, P., van Berkel, A. & Stolk, Jan. (1995). ProMES as part of a new management strategy. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 43-61.

Przygodda, M., Kleinbeck, U., Schmidt, K. & Beckmann, J. (1995).Productivity measurement and enhancement in advanced manufacturing systems. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 62-80.

Jones, S.D. (1995). ProMES in a small manufacturing department: results of feedback and user reactions. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 81-93.

Jones, S.D. (1995). ProMES with assembly line work groups: it is more than just a technology. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 94-116.

Bonic, I. (1995). ProMES and computer service technicians: an Australian application. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 119-139.

Kleingeld, A. & van Tuijl, H. (1995). Individual and group productivity enhancement in a service setting. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 140-169.

Howell, C., Jones, S.D. & Hood, R.L. (1995). ProMES in a service setting. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 170-189.

Watson, M.D., Hedley A., Clark, K., Paquin, A., Gottesfeld, N. &Pritchard, R.D. (1995). Using ProMES to evaluate university teaching effectiveness. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 190-208.

Miedema, H. & Thierry, H. (1995). ProMES in a Bank. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 209-228.

Miedema, H., Thierry, H. & van Oostveen, F. (1995). ProMES in a small oil distribution company. In -Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 229-242.

Schmidt, K., Przygodda, M. & Kleinbeck, U. (1995). Development of a productivity measurement and feedback system in a firm of commercial painters. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 243-262.

Algera, J.A. & van den Hurk, A. (1995). Testing the feasibility of ProMES before implementation: a case study in the Dutch steel industry. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 265-273.

Hedley, A., Sawyer, J.E. & Pritchard, R.D. (1995). Development of a new performance appraisal instrument: an application of the ProMES methodology. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 274-298.
Jones, S.D. & Ourth L. (1995). Linking training evaluation to productivity. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 299-311.

Borg, I., Staufenbiel, T. & Pritchard, R.D. (1995). Identifying strategic objectives in productivity management: combining features of HISYS and ProMES. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 312-324.

Pritchard, R.D. (1995). Lessons learned about ProMES. In Pritchard, R.D. (Ed.), Productivity measurement and improvement: Organizational case studies. New York: Praeger, pp. 325-365.

Pritchard, R.D., Watson, M. D., Kelly, K., & Paquin, A. (1998). Helping teachers teach well: A new system for measuring and improving teaching effectiveness in higher education. San Francisco; New Lexington Press, pp. 277. Description of a major project applying ProMES to teaching in a university setting.

Holling, H., Lammers, F., & Pritchard, R. D. (1999). (Eds.) Effektivität durch partizipatives Produktivitätsmanagement. (Effectiveness through participative productivity management). Hogrefe: Göttingen, Germany, pp. 186. German book of ProMES applications and essays around important ProMES issues.

Kleinbeck, U., Schmidt, K.-H. & Werner, W. (2001). (Hrsg.) Produktivitätsverbesserung durch zielorientierte Gruppenarbeit. Göttingen: Hogrefe.

Pritchard, R. D., Holling, H., Lammers, F., & Clark, B. D. (Eds.). (2002). Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, NY: Nova Science.
Chapters from 2002 book

Pritchard, R. D., Paquin, A. R., DeCuir, A. D., McCormick, M. J., & Bly, P. R. (2002). Measuring and improving organizational productivity: An overview of ProMES, The Productivity Measurement and Enhancement System. In R. D. Pritchard, H. Holling, F. Lammers, & B. D. Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 3-50.

Agrell, A. & Malm, K. (2002). ProMES in a Swedish traffic police department and its effects on team climate. In R. D. Pritchard, H. Holling, F. Lammers, & B. D. Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 53-68.

Jones, S. D., McCarthy, P. M., Wagner, S. L. & Hein, M. B. (2002). Effectiveness measurement for a knowledge work group of industrial and organizational psychologists. In R. D. Pritchard, H. Holling, F. Lammers, & B. D. Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 69-88.

Minelli, M., Walliser, F., Tschan, F., Herzog, W., & Semmer, N. K. (2002). ProMES in a Swiss school: Effects of priority information in feedback. In R. D. Pritchard, H. Holling, F. Lammers, & B. D. Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 89-106.

Fuhrmann, H. & Schmidt, K. H. (2002). Development and implementation of a ProMES system for top managers. In R. D. Pritchard, H. Holling, F. Lammers, & B. D. Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 107-124.

Fuhrmann, H., Kleinbeck, U., & Boeck, L. (2002). The compatibility of ProMES with performance based pay systems. In R. D. Pritchard, H. Holling, F. Lammers, & B. D. Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 125-136.

Algera, J. & de Hass, M., (2002). Performance management at different organizational levels. In R. D. Pritchard, H. Holling, F. Lammers, & B. D. Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 139-148.

Semmer, N. K., Tschan, F., Keller-Schuhmacher, K., Minelli, M., & Walliser, F. (2002). The dark side of accurate feedback: Some side effects of a tailor-made system for measuring work performance. In R. D. Pritchard, H. Holling, F. Lammers, & B. D. Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 149-166.

Ramstad, P. M., Pritchard, R. D., & Bly, P. R. (2002). The economic validity of ProMES components. In R. D. Pritchard, H. Holling, F. Lammers, & B. D. Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 167-194.

Bly, P. R. & Pritchard, R. D. (2002). A classification system of ProMES indicators and contingencies. In R. D. Pritchard, H. Holling, F. Lammers, & B. D. Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 195-216.

Lammers, F. The stability of contingencies in ProMES. (2002). In R. D. Pritchard, H. Holling, F. Lammers, & B. D. Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 217-224.

Holling, H., Schulze, R., Jütting, A., & Grossmann, H. (2002). Enhancing ProMES contingency development with conjoint measurement. In R. D. Pritchard, H. Holling, F. Lammers, & B. D. Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 225-240.

Grossmann, H., Pifczyk, A., Holling, H., & Kleinbeck, U. (2002). Improving the generation of ProMES contingencies using conjoint analysis. In R. D. Pritchard, H. Holling, F. Lammers, & B. D.

Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 241-254.

Swift, T. A., & Pritchard, R. D. (2002). Measuring and reporting corporate social performance with ProMES. In R. D. Pritchard, H. Holling, F. Lammers, & B. D. Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 257-284.

Pritchard, R. D. (2002). Other applications of ProMES. In R. D. Pritchard, H. Holling, F. Lammers, & B. D. Clark, (Eds.) Improving organizational performance with the Productivity Measurement and Enhancement System: An international collaboration. Huntington, New York: Nova Science, pp. 285-297.

Pritchard, R. D. & Ashwood, E. L. (2008). Managing motivation: A manager’s guide to diagnosing and improving motivation. New York: LEA/Psychology Press.

Pritchard, R. D., Weaver, S. J. & Ashwood, E. L. (2012). Evidence-based productivity improvement: A practical guide to the Productivity Measurement and Enhancement System. New York: Routledge, Taylor & Francis Group.
Dissertations (Chronological order)
Jones, S. D. (1985). Mediating mechanisms of the feedback-performance rela¬tionship. Unpublished doctoral dissertation, University of Houston.

Hedley, A.L. (1993). The development and evaluation of the “Performance Dimension Checklist”: An executive, professional and managerial job performance taxonomy. Unpublished doctoral dissertation, Texas A&M University, College Station Texas.

Watson, M. D. (1993). The development and evaluation of a new approach to student ratings of teaching. Unpublished doctoral dissertation, Texas A&M University.

Kleingeld, P.A.M. (1994). Performance management in a field service department: Design and transportation of a Productivity Measurement and Enhancement System (ProMES). Unpublished doctoral dissertation. Eindhoven University of Technology, Eindhoven, The Netherlands. pp. 255.

Miedema-van den Heuvel, H.. (1994). De achterkant van het salaris. Amsterdam: University of Amsterdam. Doctoral dissertation (Dutch) focusing on pay. Used ProMES as a method of doing pay for performance.

Przygodda, M. (1994). Die Förderung der Effektivität in Arbeitsgruppen: Eine Evaluation des Managementsystems PPM. Unpublished doctoral dissertation. Aachen: Shaker-Verlag.

Paquin, A. R. (1997). A meta-analysis of the productivity measurement and enhancement system. Dissertation Texas A&M University.

Fuhrmann, Hartwig (1999). Produktivitätssteuerung für Arbeitsgruppen. Wirkungen des Managementsystems PPM. Dissertation, Universität Dortmund.

Kelly, K. (1999). Applying ProMES to strategic planning approach. Unpublished doctoral dissertation, Texas A&M University.

Bly, P.S. (2000). Understanding the effectiveness of ProMES: An analysis of indicators and contingencies. Unpublished doctoral dissertation, Texas A&M University.
David, J. H. (2003). Identifying the factors that contribute to the effectiveness of the productivity measurement and enhancement system (ProMES). Unpublished doctoral dissertation, Texas A&M University.

Wicks, K.K. (2008). Using a contingency-based method for combining individual assessment center dimension ratings into overall assessment ratings. Unpublished doctoral dissertation. Department of Psychology, University of Central Florida.

Roth, C. (2007). Partizipatives Produktivitätsmanagement (PPM) bei Spitzentechnologie nutzenden und wissensintensiven Dienstleistungen [The Productivity Measurement and Enhancement System (ProMES) among Knowledge Intensive High-Tech Services]. Hamburg: Verlag Dr.Kovac.

Van der Geer, E. (2008). Let's reflect on processes: Task uncertainty as a moderator for feedback effectiveness. Unpublished dissertation, Eindhoven University of Technology, The Netherlands.
Articles and Chapters (Chronological order)
Pritchard, R. D., Jones, S. D., Roth, P. L., Stuebing, K. K., & Ekeberg, S. E. (1988). The effects of feedback, goal setting, and incentives on organizational productivity. Journal of Applied Psychology Mono¬graph Series, 73(2), 337-358.

Pritchard, R. D., Roth, P. L., Jones, S. D., and Galgay, P. J. (1988).Utilization of goal setting systems to enhance productivity. Organizational Dynamics, Summer, 69-78.

Pritchard, R. D., Jones, S. D., Roth, P. L., Stuebing, K. K., & Ekeberg, S. E. (1989). The evaluation of an integrated approach to measuring organizational productivity. Personnel Psychology, 42(1), 69-115.

Pritchard, R. D. (1989). Enhancing work motivation through productivity measurement and feedback. In U. Kleinbeck, H. Thierry, H. Hacker and H.H. Quast (Eds.) Work motivation. Hillsdale, NJ: Lawrence Erlbaum, pp. 119-132.

Kleingeld, P.A.M. & H.F.J.M. van Tuijl (1990). ProMES. In: A.L.M. Knaapen, W.J.M. Meekel & R.J. Tissen (Eds.) Methoden, Technieken en Analyses voor Usereelmanagement. (Methods, Techniques, and Analyses for Personnel Management.) Deventer: Kluwer, p 201-221.

Jones, S. D., Powell, R., & Roberts, S. (1990/91, Winter). Comprehensive measurement to improve assembly-line work group effectiveness. National Productivity Review, 10(1) 45-55.

Pritchard, R. D. (1990). Organizational productivity. In M. D. Dunnette (Ed.), Handbook of In-dustrial/Organizational Psychology (2nd ed.) Vol. 4. Palo Alto, CA: Consulting Psychol¬ogists Press.

Pritchard, R. D. (1990). Measuring organizational productivity. In European perspectives in psychology, Volume 3. P. Drenth, J. Sergeant, and R. Takens(Eds). West Sussex, England: John Wiley and Sons. pp. 79-87.

Pritchard, R. D., Weiss, L. G., Hedley-Goode, A., & Jensen, L.A. (1990). Measuring organizational productivity with ProMES. National Productivity Review, 9(3).

Tuijl, H.F.J.M. van, P.M. Janssen & J.A. Algera (1990). ProMES, meten en bevorderen van produktiviteit. (ProMES, measuring and enhancing productivity). Gids voor Usereels management, Vol. 69(2), 28-32.

Tuijl, H. F. J. M. van, Janssen, P. M., & Algera, J. A. (1990). ProMES, measuring and enhancing productivity. Personnel Management Guide, 69(2), 28-32. (in Dutch)

Pritchard, R. D., & Roth, P.J. (1991). Accounting for non-linear utility functions in composite measures of productivity and performance. Organizational Behavior & Human Decision Processes, 50, 341-359.

Pritchard, R. D., Roth, P. L., Jones, S. D., & Galgay Roth, P. J. (1991). Implementing feedback systems to enhance productivity: A practical guide. National Productivity Review, 10, 1, 57-67.

Pritchard, R. D., & Watson, M.D. (1991). Measuring group productivity. In S. Worchel, W. Wood, & J. Simpson (Eds.), Group process and productivity (pp. 251-275). Newbury Park, CA: Sage.

Pritchard, R. D. (1992). Organizational productivity. Handbook of Industrial/Organizational Psychology (2nd Edition). Volume 3. M. D. Dunnette and L. M. Hough, Editors. Palo Alto, CA: Consulting Psychologists Press, pp. 443-471.

Tuijl, H. F. J. M. van (1992). The application of a performance management system in hospitals: A hypothetical example. Work and Stress, 6(3), 311-326.

Tuijl, H.F.J.M. van and Pritchard, R.D. (1992). Aasndact voor productiviteit; een gedragsgerichte benadering. (Productivity from a behavioral perspective). In J.W. Hoorn et al. (Eds.) Sturing van Zorgprocessen, effectief veranderen. (Management of Health Care Processes). Lochem: De Tijdstroom.

Gude, D. & Schmidt, K.-H. (1993). Preventive maintenance of advanced manufacturing systems: A laboratory experiment and its implications for the human-centered approach. International Journal of Human Factors in Manufacturing, 3, 335-350.

Jones, S. D., Buerkle, M., Hall, A. Rupp, I. & Matt, G. (1993). Work group performance measurement and feedback. Group and Organization Management, 18(3) 269-291. Quantitative and qualitative results of ProMES with a manufacturing department of a retail corporation. Includes analysis of time-series data and control group as well as users responses to the measurement system.

Przygodda, M., & Schmidt, K. H. (1993). Development and evaluation of a productivity management system for autonomous work groups in advanced manufacturing systems. In M. J. Smith & G. Salvendy (Eds.), Human Computer Interaction: Applications and Case Studies. Advances in Human Factors/Ergonomics. Vol. 19A (pp. 38-43). Amsterdam: Elsevier

Algera, J.A., H.F.J.M. van Tuijl & P.M. Janssen (1994). Prestatiesturing en teamvorming. Gids voor Usereelsmanagement (Performance management and team building). Personnel Management Guide, Vol. 73(6), 86-89 (in Dutch).

Pritchard, R.D. (1994). Decomposing the productivity linkages paradox. In Harris, D.H. (Ed.) Organizational linkages: Understanding the productivity paradox. Committee on Human Factors, Commission on Behavioral and Social Sciences and Education, National Research Council. National Academy Press, Washington D.C., 161-192.

Roth, P. L. (1994). Multi-attribute utility analysis using the ProMES approach. Journal of Business and Psychology, 9(1), Fall, 69-80.

Roth, P.L., Pritchard, R.D., Stout, J. & Brown, S. (1994). Estimating the impact of variable costs on SDy in complex situations. Journal of Business and Psychology, 8 (4), Summer, 437-454.

Przygodda, M., Beckmann, J., Kleinbeck, U. & Schmidt, K. H. (1995). Produktivitaetsmessung und- management: Eine UEberpruefung des Managementsystems PPM. (Measuring and managing productivity: An examination of the management system PPM). Zeitschrift fuer Arbeits- und Organisationspsychologie, 39, 157-167. (Journal of Work and Organizational Psychology).

Tuijl, H.F.J.M. van, P.M. Janssen & J.A. Algera (1995). Prestatiemeting en beloning: contextaf¬hankelijk ontwerpen. (Performance measurement and pay for performance: context dependent designing. Gedrag en Organisatie, Vol. 8(6), 419-438.

Tuijl, H. F. J. M. van, Kleingeld, P. A. M., & Algera, J. A. (1995). Performance measurement and pay for performance: Context dependent designing. Behavior and Organization, 8, 419-438. (in Dutch)

Fuhrmann, H. & Schüder, H. (1996). Motivation und Fehlzeiten als Meßgrößen für produktives Führungsverhalten. Ein Integrationsversuch mit dem Management-system PPM. (Motivation and Absenteeism as Measures of Productive Leadership. An Integrative Attempt by Means of the ProMES-System). Zeitschrift für Arbeits- und Organisationspsychologie, 40, 209-213.

Maesen, P. van der (1996). Front-end evaluatie van bedrijfstrainingen (Frond-end evaluation of industrial training). Gids voor Usereelsmanagement, 75, 36-40. Tuijl, H.F.J.M. van and Pritchard, R.D. (1996). Aasndact voor productiviteit; een gedragsgerichte benadering. (Productivity from a behavioral perspective). In J.W. Hoorn et al. (Eds.) Sturing van Zorgprocessen, effectief veranderen. (Management of Health Care Processes). Lochem: De Tijdstroom.

Werthebach, M. & Schmidt, K.-H. (1996). Partizipatives Produktivitaetsmanagement (PPM): Ein neues Instrument zur zielbezogenen Unterstuetzung von Gruppenarbeit. (Participative productivity management -PPM: A new instrument for supporting work groups in performing their functions). In P. Knauth & A. Wollert (Eds.), Human-Resource Management - Neue Formen betrieblicher Arbeitsorganisation und Mitarbeiterfuehrung. (Human resource management: New forms of work organization and leadership) (pp. 1-33). Koeln: Deutscher Wirtschaftsdienst.

Roth, P. L. & Bobko, P. (1997). A research agenda for multi-attribute utility analysis in Human Resource Management. Human Resource Management Review.

Tuijl, H. F. J. M. van (1997). ProMES, a method for 'accepted control loops'. Leadership and Organization Development Journal, 18(6), 295-303.

Tuijl, H. F. J. M. van (1997). Critical success factors in developing ProMES: will the end result be an 'accepted control loop'? Leadership and Organization Development Journal, 18(7), 346-354.

Tuijl, H. F. J. M. van, Kleingeld, P. A. M., Schmidt, K. H., Kleinbeck, U.. Algera, J. A., & Pritchard, R. D. (1997). Measuring and enhancing organizational productivity by means of ProMES: Three practical implications. European Journal of Work and Organizational Psychology, 6(3), 279-301.

Pritchard, R. D. & Grossmann, H. (1999). Messung und Verbesserung organisationaler Produktivität: Das Partizipative Produktivitätsmanagement (PPM). (Measuring and improving organizational productivity: participative productivity management). In Holling, H., Lammers, F., & Pritchard, R. D. (1999). (Eds.) Effektivität durch partizipatives Produktivitätsmanagement. (Effectiveness through participative productivity management). Hogrefe: Göttingen, Germany.

Sawyer, J. E., Latham, W. R., Pritchard, R. D., & Bennett, W. R., Jr., (1999). Analysis of work group productivity in an applied setting: Application of a time series panel design. Personnel Psychology, 52, 927-967.

Pritchard, R. D. (2003). Motivation maximieren: Von der Theorie zur Praxis. (Maximizing motivation: From theory to practice). In: Hamborg, Kai-Christoph & Holling, Heinz (Eds), Innovative Personal-und Organisationsentwicklung, Göttingen: Hogrefe, pp. 207 - 224.

Pritchard, R. D. & Payne, S. (2003). Performance management practices and motivation. In Holman, D., Wall, T. D., Clegg, C. W., Sparrow, P. & Howard, A., (Eds.) The New Workplace: People, Technology and Organisation: A Handbook and Guide to the Human Impact of Modern Working Practices. John Wiley, pp. 219-244.

Pritchard, R. D. (2004). Productivity. In Spielberger, C. D. (Ed.), Encyclopedia of Applied Psychology, San Diego: Elsevier Science (USA), pp. 121-126.

Pritchard, R. D. & Sargent, M. J. (2005). Productivity management in service settings. In Herrmann, T., Kleinbeck, U. & Krcmar, C. (Eds.) Konzepte für das Service Engineering: Modularisierung, Prozessgestaltung und Produktivitätsmanagement (Concepts for service engineering: Modularization, process design and productivity management). Heidelberg: Physica-Verlag, 101-114.

Roth, C. & Moser, K. (2005). Partizipatives Produktivitätsmanagement (PPM) bei komplexen Dienstleistungen. (The Productivity Measurement and Enhancement System (ProMES; Management system PPM) with complex service tasks.) Zeitschrift für Personalpsychologie, 4 (2), 66-74.

DeNisi, A. S. & Pritchard, R. D. (2006). Performance appraisal, performance management and improving individual performance: A motivational framework. Management and Organization Review, 2(2), 253–277.

Watrous, K. M., Huffman, A. H., & Pritchard, R. D. (2006). When coworkers and managers quit: The effects of turnover and shared values on performance. Journal of Business and Psychology, 21, 103-126.

Pritchard, R. D., Youngcourt, S. S., Philo, J. R, McMonagle, D. C., & David, J. H. (2007). Priority information in performance feedback. Human Performance, 20, 61-83.

Pritchard, R.D., Harrell, M.M., DiazGranados, D. & Guzman, M. J. (2008). The Productivity Measurement and Enhancement System: A Meta-Analysis, Journal of Applied Psychology, 93(3), 540–567.

Pritchard, R. D., Culbertson, S. S., Agrell, A., & Malm, K. (2009). Improving performance in a Swedish police traffic unit: Results of an intervention. Journal of Criminal Justice, 37, 85-97.
Presentations (Chronological order)

Pritchard, R. D. (1988). Chair of symposium: Measuring and enhancing orga¬nizational productivity: The development and application of a new ap¬proach. Society for In¬dustrial and Organizational Psychology meetings, Dallas.

Pritchard, R. D. (1988). The development of a methodology to measure and enhance or¬ganizational productivity. Paper presented at Society for In¬dustrial and Organi¬zational Psychology Meetings Symposium, Dallas.

Pritchard, R. D. (1989). Measuring organizational productivity. Paper pre¬sented at the symposium: Work Motivation: The Role of Productivity Measurement and Feed¬back. Jen A. Algera, Chair. European Congress of Psychology; Amsterdam, the Nether¬lands, July.

Pritchard, R. D. (1990). The measurement and improvement of organizational productiv¬ity: A practical approach. International Society for the Study of Work and Organi¬zational Values, Prague, Czechoslovakia, August, 1990.

Roth, P. J., Pritchard, R. D., Stout, J., and Brown, S. (1991). Including estimates of variable costs in the standard deviations of job performance in dollars in complex situations. Paper presented at the So¬ciety of Industrial and Organizational Psychologists meetings, St. Louis, MO, April.

Clark, K. K. and Pritchard, R. D. (1991). Evaluating and improving teacher effectiveness using the Productivity Measurement and Enhancement System (ProMES). Paper presented at the Association for Institutional Research meetings, San Francisco, CA, May.

Pritchard, R.D. (1991). Productivity measurement and improvement: An international collaboration. Symposium chaired by Pritchard at the Academy of Management meetings, Miami, FL, August. Participants: J. Algera and P. Janssen of Eindhoven Technical University (Netherlands), U. Kleinbeck of the University of Dortmund (Germany), and H. Thierry, University of Amsterdam (Netherlands).

Hedley-Goode, A., Sawyer, J.E., & Pritchard, R.D. (1991). Obtaining overall performance appraisal scores: Linear combination methods vs. the ProMES non-linear method. Paper presented at the Academy of Management meetings, Miami, FL, August.

Thierry, H., & Miedema, H. (1991, August). ProMES in Dutch banks: Performance, productivity and compensation issues. Paper presented at the meeting of the Academy of Management, Miami, FL.

Tuijl, H. F. J. M. van (1991.) Productivity measurement and improvement in photocopier maintenance Personnel. Development and implementation of ProMES with varying degrees of participation. Paper presented at the Second European Congress of Psychology, Budapest, Hungary, July.

Paquin, A. R., Jones, S. D., & Roth, P. L. (1992, April). The Hawthorne Effect when evaluating productivity gains. Paper presented at the meeting for the Society for Industrial-Organizational Psychology, Montreal, Canada.

Pritchard, R.D., Clark, K.K., and Clark, D.R. (1992). Faculty involvement in developing a teaching evaluation system using the Productivity Measurement and Enhancement System (ProMES). Paper presented at the Southern Association for Institutional Research Conference, Myrtle Beach, SC, October.

Pritchard, R.D. (1992). Measuring and improving productivity: A practical method. A presentation for the workshop: Leistungs und Produktivitätsmanagement Bad Homburg, Germany, Sponsored by the Institute for International Research. November.

Pritchard, R.D. (1992). Understanding, measuring and improving organizational productivity A presentation to the Zentrum für Umfragen, Methoden und Analysen, Mannheim, Germany. November.

Pritchard, R.D. (1993). Understanding the productivity measurement and enhancement system. Paper presented as part of a symposium with Dutch and German colleagues: Measuring and improving organizational productivity: Results from an international collaboration. Third European Congress of Psychology, Tampere, Finland, July.

Pritchard, R.D. (1993). Using ProMES to measure and evaluate university teaching. Paper presented as part of a symposium with Dutch and German colleagues: Measuring and improving organizational productivity: Results from an international collaboration. Third European Congress of Psychology, Tampere, Finland, July

Pritchard, R.D. (1994). Improving organizational productivity: What, why and how. Keynote address to the IPMAAC Conference, Charleston, South Carolina, June.

Pritchard, R.D. (1994). ProMES: The first 10 years. Presentation in the symposium: ProMES: Motivational and managerial conditions. Chaired by Jen Algera, 23rd International Congress of Applied Psychology, Madrid, Spain, July.

Pritchard, R.D. (1994). Measuring and improving organizational productivity. Talk at National Institute of Management, Moscow, Russia, October.

Pritchard, R.D. (1995). Promes at Previa: A workshop for Previa consultants. A 7-day workshop on ProMES. Stockholm, Sweden, February, 1995.

Pritchard, R.D. (1995). Measuring and improving organizational productivity. University of Muenster, Muenster, Germany, February.

Pritchard, R.D. (1995). Overview of the Productivity Measurement and Enhancement System. Presentation given to staff of the Battelle Institute and Department of Energy, June.

Pritchard, R. D. (1996). The Productivity Measurement and Enhancement System (ProMES) for measuring and improving quality and effectiveness. Presentation to the International Conference on Performance Management in Public Sector Police Work. Stockholm, May.

Pritchard, R. D. (1997). Measuring and improving organizational productivity: 15 Years with the Productivity Measurement And Enhancement System (ProMES). Presentation at the London Business School, London, England, June.

West, M.A. & Pritchard, R. D. (1998). Symposium co-chairs. Organizational behavior and ultimate outcomes. SIOP, April, Dallas.

Swift, T. A. & Pritchard, R. D. (1999). Engaging Stakeholders. Paper presented to the Centre for Social and Environmental Research, Dundee Scotland. September, 1999.

Pritchard, R. D. (2000). Understanding and Improving Productivity with the Productivity Measurement and Enhancement System. Presentation as part of a symposium Ergonomics Conference, San Diego, August, 2000.

Pritchard, R. D. (2000). Symposium Discussant: New Perspectives in HRM and Performance. Academy of Management Conference, Toronto, August, 2000.

Pritchard, R. D. (2000). Measuring and Improving Organizational Productivity, Presentation given to the Change@Work Institute, Lund University, Sweden, December, 2000.

Pritchard, R. D. (2001). Productivity and Organizational Effectiveness. Presentation to the Department of Psychology, Victoria University, Wellington, New Zealand, July, 2001.

Pritchard, R. D. (2001). Measuring and Improving Productivity: An International Collaboration. Presentation to the Department of Psychology, Waikato University, Hamilton, New Zealand, July, 2001.

Pritchard, R. D., Philo, J. R. & Youngcourt, S. S. (2003). Responses to feedback: An international comparison. Paper presented as part of the symposium: Cross-Cultural Perspectives on the Feedback Giving and Responding Process, Lyman Porter (Chair) at the Society of Industrial Organizational Psychology, Orlando, FL.

Pritchard, R. D. & Sargent, M. J. (2003). Productivity management in service settings. Paper presented at the conference: Concepts for the Service-Engineering: Modularization, Process Design and Productivity Management, Munich, Germany, October.

Watrous, K. M., Huffman, A. H., & Pritchard, R. D., (2003, April). The turnover-performance link: A multi-level, multi-organization examination. A poster presented at the annual conference of the Society of Industrial Organizational Psychologists, Orlando, FL.

Wright, J. A., Philo, J. R., & Pritchard, R. D. (2003). Participation, procedural justice, and performance: A multi-organizational study. Paper presented at the Society of Industrial Organizational Psychology, Orlando, FL.

Leiva, P. I., Youngcourt, S. S., & Pritchard, R. D. (2004). Empirical test of an innovation implementation model. Paper presented at the Society of Industrial Organizational Psychology, Chicago, IL.

Philo, J. R., Youngcourt, S. S., & Pritchard, R. D. (2004). The effects of reactions to feedback on team performance. Paper presented at the Society of Industrial Organizational Psychology, Chicago, IL.

Pritchard, R. D., Philo, J. R., McMonagle, D. C., David, J. H., & Youngcourt, S. S. (2004, April). Using priority information in performance feedback for strategic alignment. A poster presented at the annual conference of the Society of Industrial Organizational Psychologists, Chicago, IL.

Youngcourt, S. S., Philo, J. R., McMonagle, D. C., David, J. H., & Pritchard, R. D. (2004). Using priority information in performance feedback for strategic alignment. Paper presented at the Society of Industrial Organizational Psychology, Chicago, IL.

Watrous, K. M., Huffman, A. H., & Pritchard, R. D. (2004). Shared values as a moderator of the turnover-performance relationship. Paper presented at the Society of Industrial Organizational Psychology, Chicago, IL.

DeRouin, R. E., Littrell, L. N., & Pritchard, R. D. (2005). Team stability, team outcomes, and department performance: An empirical investigation. Paper presented at the 20th annual meeting of the Society for Industrial and Organizational Psychology, Los Angeles, CA.

DiazGranados, D., Bencaz, N., & Pritchard, R. D. (2005). Improving the productivity of organizational interventions through proactive measures. Paper presented at the 20th annual meeting of the Society for Industrial and Organizational Psychology, Los Angeles, CA.

Garofano, C., Kendall, D., & Pritchard, R. D. (2005). Group interdependence, type of feedback, and changes in productivity. Paper presented at the 20th annual meeting of the Society for Industrial and Organizational Psychology, Los Angeles, CA.

Irving, S., Feldman, M., & Pritchard, R. D. (2005). The effect of agreement on managerial expectations and performance change. Paper presented at the 20th annual meeting of the Society for Industrial and Organizational Psychology, Los Angeles, CA.

Moroge, J., & Pritchard, R. D. (2005). The effects of organizational structure and environmental uncertainty on performance. Paper presented at the 20th annual meeting of the Society for Industrial and Organizational Psychology, Los Angeles, CA.

Sargent, M. J.,& Pritchard, R. D. (2005). The relationship between organizational centralization and productivity improvement. Paper presented at the 20th annual meeting of the Society for Industrial and Organizational Psychology, Los Angeles, CA.

Van der Geer, E., Van Tuijl, H. F. J. M., & Rutte, C. G. (2005). Performance management in services: Standardized versus customized service. Paper presented at the 12th European Congress of Work and Organizational Psychology (EAWOP), Istanbul, Turkey.

Pritchard, R. D., Sargent, M. J., & DiazGranados, D. (2006). Co-chairs, Applications of conjoint analysis in Industrial/Organizational Psychology. Symposium presented at the 21st annual meeting of the Society for Industrial and Organizational Psychology, Dallas, TX.

Sargent, M. J. (2006). Applications of Conjoint Analysis in I/O Psychology I. In Robert D. Pritchard, Sargent, M. J., & DiazGranados, D. Applications of Conjoint Analysis in Industrial/Organizational Psychology. Symposium at the 21st annual meeting of the Society for Industrial and Organizational Psychology, Dallas, TX.

DiazGranados, D. (2006). Applications of Conjoint Analysis in I/O Psychology II. In Robert D. Pritchard, Sargent, M. J., & DiazGranados, D. Applications of Conjoint Analysis in Industrial/Organizational Psychology. Symposium at the 21st annual meeting of the Society for Industrial and Organizational Psychology, Dallas, TX.

Pritchard, R. D. (2006). Implementing the Productivity Measurement and Enhancement System. Presentation in the Professional Practice Forum: Measuring Organizational Productivity Using ProMES (Productivity Measurement and Enhancement System) at the meeting of the Society of Industrial/Organizational Psychology, Dallas, Texas.

Greenbaum, R. L., Folger, R. G., Pritchard, R. D., DiazGranados, D. Nakano, K. M., Grossmann, H. (2007). Unethical Acts in Organizations: What's the Cost? Paper presented at the Society for Industrial and Organizational Psychology Conference, April 28, New York City.

Harrell, M., and Pritchard, R. D. (2007). Trust and Productivity Improvement: A Cross-Cultural Analysis. Paper presented at the Society for Industrial and Organizational Psychology Conference, April 28, New York City.

Van der Geer, E., Van Tuijl, H. F. J. M., & Rutte, C. G., DiazGranados, D., Harrell, M. M., & Pritchard, R. D. (2007). The moderating effect of task uncertainty on the effectiveness of feedback: A meta-analysis. Paper presented at the 13th European Congress of Work and Organizational Psychology (EAWOP), Stockholm, Sweden.

DiazGranados, D.,Harrell, M. M., Pritchard, R. D., Rutte, C., van der Geer, E., & van Tuijl H. (2008, April). Task uncertainty as a moderator for ProMES effectiveness: A meta-analysis. A poster presented at the annual conference of the Society of Industrial Organizational Psychologists, San Francisco, CA.

Fullick, J., Bedwell, W., Weaver, S. J., & Pritchard, R. D. (2008, April). I need you, you need me: Interdependence, representation, productivity. A poster presented at the annual conference of the Society of Industrial Organizational Psychologists, San Francisco, CA.

Geer, E. v. d., Tuijl, H. F. J. M. v., Rutte, C. G., DiazGranados, D., Harrell, M. M., & Pritchard, R. D. (2008). Task uncertainty as a moderator for ProMES effectiveness: A meta-analysis. Poster presented at the annual meeting of the Society for Industrial Organizational Psychology, San Francisco, California.

Thornson, C. A., Wicks, K., & Pritchard, R. D. (2008, April). Perceived instrumentality of an intervention: How important is metacognitive feedback?. A poster presented at the annual conference of the Society of Industrial Organizational Psychologists, San Francisco, CA.

Wright, N. E., & Pritchard, R. D. (2008). The Relationship between Empowerment and Productivity Gain. Poster presented at the annual conference of the Society for Industrial and Organizational Psychology, San Francisco, CA.

Weaver, S. J., Bedwell, W. L., Fullick, J. M., & Pritchard, R. D. (2008, April). The Impact of task significance, autonomy, value congruence on productivity gain. A poster presented at the annual conference of the Society of Industrial Organizational Psychologists, San Francisco, CA.

Van der Geer, E., Van Tuijl, H. F. J. M., Rutte, C. G., DiazGranados, D., Harrell, M. M., & Pritchard, R. D. (2008). Task uncertainty as a moderator for ProMES feedback effectiveness: A meta-analysis. Paper presented at the 23rd Annual SIOP Conference, San Francisco, United States of America.

Van der Geer, E., Van Tuijl, H. F. J. M., Rutte, C. G., DiazGranados, D., Harrell, M. M., & Pritchard, R. D. (2009). Task uncertainty as a moderator for ProMES feedback effectiveness: A meta-analysis. Paper presented at the EAWOP Small Group Meeting, Dresden, Germany.

Pritchard, R. D., van Tuijl, H., Bedwell, W. L., Weaver, S. J., Fullick, J. M., & Wright, N. (2010, April). Maximizing controllability in output measures. Poster Session at the annual meeting of the Society for Industrial Organizational Psychology, Atlanta, Georgia.

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