Productivity Management Courses

2018

Productivity Management (Production Management II)
Contents
 Productivity - Introduction and Fundamentals (Introduction to productivity management, fundamentals of productivity analysis)

 Machine Productivity (Analysis of the machine productivity, setup optimisation, maintenance, interlinked production lines)

 Labour Productivity (Analysis of the labour productivity, ergonomics, MTM-analysis, human-machine relation and layouts)

faculty
Prof. Dr.-Ing. habil. Hermann Lödding
https://www.tuhh.de/ipmt/das-ipmt/mitarbeiter/hl.html

https://www.tuhh.de/alt/ipmt/education/lectures/productivity-management.html




BMGT 211
Productivity Management
Info
15 credits, 0.125 EFTS
Semester: Two
Timetable block: 5
Description
An introduction to designing, managing an dcontrolling the core transformation process in organisations in a lean-focused, managerial decision-making context.
http://www.lincoln.ac.nz/Study/Courses/?CourseCode=BMGT%20211

http://www.lincoln.ac.nz/About-Lincoln/Staff-Profiles/?Find=Mohini.Vidwans@

Engineering Discipline Minors for IE Students - Louisiana State University

An interesting way of promoting industrial engineering all engineering branches

Engineering Discipline Minors for IE Students -   Louisiana State University

Technical Minors for Industrial Engineering Program

Many Industrial Engineering students pursue minors in addition to their IE degree. If you have a clear idea as to the type of industry you want to focus in upon graduation, a minor can help you gain additional understanding of the field and strengthen your competitiveness in that industries job market.   You may enroll in multiple minors.


Minors of Interest to Industrial Engineers

Biological Engineering
Construction Management
Electrical and Computer Engineering   
Environmental Engineering
Materials Science Engineering
Mechanical Engineering
Structural Engineering
Sugar Engineering
Surveying
Transportation Engineering


https://www.lsu.edu/eng/mie/undergraduate/industrialengineering/index.php



See

Industrial Engineering in All Branches of Engineering - Principle of Industrial Engineering

Industrial engineering defined as system efficiency engineering has application in all branches of engineering. Productivity improvement is needed in engineering systems of all branches and therefore industrial engineering needs to be used in all branches of engineering. It needs to be taught in all engineering branches.

TAYLOR - NARAYANA RAO PRINCIPLES OF INDUSTRIAL ENGINEERING


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Human Oriented Productivity Enhancement - Improvement Program

Prof Masayoshi Takahashi,

HOPE- Human Oriented Productivity Enhancement

HOPP - Human Oriented Productivity Program





Methodology:





*Sharing Japanese system of management of successful companies

*20 Keys of work improvement as advocated by Prof Masayoshi Takahashi, Y.S Fakuda of Japan








Japanese 20 Productivity keys




1.Good house keeping

2.Rationalizing systems in the organization

3.Reducing work in process and Inventory

4.Quick change over technology

5.Value analysis & work improvement

6.Zero monitoring manufacturing

7.Couple manufacturing

8.Maintenance of machines

9. Punctual work attitude

10.Waste elimination

11.Quality assurance system

12.Developing suppliers to meet your requirement

13.Empowering workers to make improvements

14.Small group work culture in the organization

15.Skill versatility and cross training

16.Production scheduling

17.Effciency control & Management

18.Conserving energy and materials

19.Application of existing technology

20 Computer technology and company wide net working ERP








*Factories  can be measured on the scale of 1-5 and assessed by trainers and show the current level and set targets for improvements.





 Sridhar Reddy

PROFILE:

A.Sridhar Reddy BE, MIE, FIV
Senior Vice President
M/S Integritti HRes Solutions Pvt.Ltd, Banglaore

Management advisor (International)
Former General Manager –HMT Corporate -Personnel Directorate (HRD + HRM) and
Japanese productivity Improvement , ISO 9000& TQM Grievance, counseling
+ 29 years of experience- Trained by Swiss on Quality &
Japanese on Productivity Improvement



CONSULTANCY ASSIGNMENT ACHIEVMENTS- International Assignments

1. Rs 20 Cr. Savings to Jordan industries due to HAPPI program - 10 Industries covering 5000 employees- countrywide-presented to prime minister and Ambassador Japanese

2. Worked as Japanese management Advisor to Jordan Government on Industrial policy- 10 enterprises-6000 workers

3. Worked as consultant in Sri Lanka- 25enterprises 3000 workers

4. Assignments at England, Singapore , Malaysia, Dubai,



Brief description:

Jordan (Annual Total savings Rs 25,0 Lakhs of 10 companies
Soaps , Toiletry, LG-TV , Refrigerators, . Aqaba Vegetable Oil, Phones .Biscuits, Carpets , Paints, Cosmetics, .Arab Carpets, Air conditioners, Arab drip irrigation, Foundry, .Fertilizer, Presses, Vegetable oils

Sri Lanka
Coach building , Blue Diamond,.Jewelry, .Ceylinco securities, Stock brokers , Seylon merchant bank, Treasury, Insurance Co,.Air lines ticketing & travels Ceylon bank , Legal cell, World trading, Cey homes, .Transport,. Marketing consumers, Corporate , Legal cells

Information and technology IT sector
Associate consultant on ERP – HRD module and
Customer complaint analysis of capital goods , Watches,
-Unisoft Bangaloore
-Nsoft Bangalore
-Brio software division
-e-net group on HR Manual- Bangalore

2. Indian Consultancy- Private Industreies

Wind mill Energy sector M/s Enercon India ltd .>150 employees in south
( Service & Erection)
Rs 1.6 Cr savings for Enercon India Ltd.,- Wind Mill projects
Companywide , covering Administration, finance, purchase , manufacturing
security, sub contractors

3 sites at Chitradurga, Kanyakumari and Coimbatore

1. Improvement projects 77 completed and going for South zone
competition & moving towards new Team approach work culture
2. Total savings of Rs 160,00.000=00

Milk Diary NANDANI

Karnataka milk federation KMF unions
Conducted HRD and productivity work shop to more than 1000 participants in different areas like Corporate Directors ,office staff , Marketing, Processing area workers, supervisors, management staff, Village farmers, men & women who supply milk to union.

Cattle feed plant Gubbi- 85 employees
Employees achieved savings equal to One month salary of all employees due to projects taken by teams; voluntary & enthusiastic implementation with least cash out on improvement projects and utilizing in house talent and material. . High morale of employees instate owned enterprise . The appreciation by corporate management and directors to Gubbi plant and expanding to other units.
- Rs 8 0 L to KMF Cattle feed Gubbi plant, equal to 4 months total
employees salary + reduction of of cost of production by 250 Rs/ ton
Mother Diary Yelahanka , trained all employees+ Market,
dispatch of Milk satchets to dealers, Pre sales and sales
improvement by 10 %- Rs 50 L savings

Tumkur Milk union – Improvement of total productivity and
promotion kaizens including Chilling centers – Rs 12L savings
Cattle feed plant at Hasan improvement of productivity and
reducing cost of production
Cattle feed plant at Rajanukunte Bangalore
Companywide work conducted and lot of saving seen
Milk Diary Mysore
Companywide work conducted and lot of saving seen
Milk Diary unit at Bellary
Companywide work conducted and lot of saving seen

Suveswara Bangalore
- Life long employed- resently 1.0 crore turnover with 100 employees an new premises of industry shed built newly. TS certified
• more than 500 kaizens in first 2 years improvements adding directly to current year profits- Involvement of all employees in shop , customer satisfaction, Inventory reduction, .

Unit Alfa , Bommasandra turn over increased from
22L to Rs 50 L- Life long employed new
premises of industry shed built newly

Shakambari Kanakapura increased turn over from 50L
to Rs 80L - life long employed new- ISO certified Co
premises of industry shed built newly
CNC machines- Machining Titanium material and ZERO deviation
High value . Shop floor re organizing for better work environment,
Eco friendly, reduction in scrap and reworking.
Total savings of 3 months savings for the current year
* The proprietor wants us to be the third eye for total operations,
including shop floor improvements and enhancing customer base
Added VMC, CNC Milling machine

SN Automats, Bangalore: Total Management advisor to new premises and making it defect rate 0.2 % achievement- turn over of
10 L labor job- premises of industry shed built newly- 15 CNC MC

Sunik Industries , Bangalore
100 employees – turnover 60 L / month- Total consutancy- lLife long employed- Iso certified Co. with ERP

Capronics Bangalore
Prited circuit manufacturer- process improvement and team work
Publications of Practical HRD hand Books for seminars ”your car”

Yantech company
ISO certifying agency- certified 4 companies process

Karnataka Government offices:
KSRTC Regional work shop kengeri- Trained 250 employees and improved productivity in select areas.
Commissioner of Police-Bangalore, - Lokayuktha officers
Women & child, -Co-operative Banks etc.,
- covered more than 800 staff.
*Conducted work shop on Office productivity and customer focus
Police Academy
– trained more than 500 Sub inspectors & Inspectors
Human resource Development covering Listening, Communication, team work, Time management, Office maintenance and Japanese management concepts and Out door management exercises and camps
“Retrieval of Any document or item in 60 seconds” How to handle customers in human approach and tough handling of Law breakers

Bangalore Police Commissioners office 25 Inspectors & Office staff
Human resource Development covering Listening, Communication, team work, Time management, Office maintenance and Japanese management concepts and Out door management exercises and camps
“Retrieval of Any document or item in 60 seconds”
Women and child welfare- office staff -125 office staff
“Retrieval of Any document or item in 60 seconds”
Human resource Development covering Listening, Communication, team work, Time management, Office maintenance and Japanese management concepts for day to day life

General achievements

- Management development Institute & knowledge
-Management for Multi unit manufacturing companies
-“Employees take 12 months salary & Voluntarily return
1 month’s salary to organization” by practicing “HOPE”

Guest faculty :

* IIT’s ,IIMs, MBA ,MCA and Engineering colleges
* Worked as Faculty in T.John MBA college, Bangalore
* As gest faculty to AMC, Reddy vemana college,
Co-operative colllege

Consultant on :

• Waste elimination, Productivity, Office productivity,
• Customer Satisfaction-Ecstasy,
MBA , BBM college students
• ISO Certified auditor- Organized 18 units certification
• Human Resource Development & Human Resource Management
• Counseling- employ grievance + family + individual + stress
Programs conducted: Individual development, Team work, How to
work in organizations/ Industries, stress management, Memory,
Social organizations like Rotarians, Jacyees
Evening lecture on Self development, Stress management,

3. Publications on Human Resource Development:

• HRD Book “Your Car” 5000 copies
•
• Waste Elimination
• TQM- executive Hand book
• Technical papers presented on Quality
Recognition from UK , Japan & Poland







PRODUCTIVITY CODE:


HIGH WAGES WITH HIGH PRODUCTIVITY IS PROGRESS


http://productivitytraining.blogspot.com/

Output, Cost and Productivity of Information Systems - Industrial Engineering Challenge Area

Information systems are attracting huge capital investments and operating expenditures. But the productivity impact of these investments is not visible. We have a productivity paradox. It means the output of information systems is not getting captured as a valuable addition to the measured quantity of goods and services. Industrial engineering profession has identified information as an important element in production systems or engineering systems to be studied by industrial engineers. But still in this area, IE seems to be in germination stage only.

https://www.gartner.com/smarterwithgartner/gartner-top-10-strategic-technology-trends-for-2019/

Development Strategy for Industrial Engineering

Applied Industrial Engineering - Industrial Engineering 4.0 is a growth opportunity for Industrial Engineering Profession in the World

Summary of

"Thinking about the Application and Development Strategy of Industrial Engineering"

Quan-qing LI, Ming LI
(C)2011, IEEE

Characteristics of Industrial Engineering

Analysis of the origin of industrial engineering, reveals that the original industrial engineering has the following characteristics:

1. It is developed to solve management problems of production side of manufacturing industry. (F.W. Taylor mentioned that management or entrepreneur or financial capitalists/investors focused on marketing and finance and production was left to superintendents and foremen. The systems content of production management activity was very low and reliance was on the persons and their knowledge based on their experience and thinking.)

2. Efficiency was the objective and Industrial Engineering was called "Efficiency Engineering" also.

3. The subject reflected the characteristic of "Thing Big, Act Small." The big aspect refers to the objective, the efficiency and cost of of the production activity of the enterprise. The small aspect refers to the action point. The IE activity can start from little things such as an individual worker's action, working tool, workflow (a step of the process) and so on.

Application Range of Industrial Engineering

The authors say it is sufficient to say that IE analyses and improves objects and people.  Materials and equipment are objects.  Operation of objects requires energy. Also operation is based on information. Hence the term objects covers material, machine, energy and information.

Two Kinds of Technology - Specialized Engineering and Industrial Engineering

Basic Engineering - Industrial Engineering (Effort Engineering - Productivity Engineering)

Processes or systems convert input into output through a conversion process.

Input ------------- Conversion -------------> Output

In the conversion task, two kinds of technology play a big roles. One is the technology to realize physical and chemical change which transforms the input into desired shape having the desired properties and functions. This technology is created by various specialized engineering branches in various products.  The second type of technology modifies the first technology or redesigns the first core technology into combination (integration) and collocation, and makes the system more efficient and less costly (maintaining the quality). The second technology is called the industrial engineering technology. The first technology pays main attention to production process. The second technology pays attention to production management issues of productivity and cost reduction.

For any system, improving efficiency and reducing cost are its inspiring objectives.

Reasons for Neglecting Industrial Engineering Technology

Specialized engineering technology is the necessary condition of the system existence and running. Without it the system is unable to run, so it cannot be neglected. With industrial engineering the system can be run better for more profits and less waste.  But many entrepreneurs are satisfied with the normal running of the system and do not aspire after the good that is possible with additional effort.

Second, the specialized engineering technology is produced first. Industrial engineering technology is produced after a time lag (hysteresis).

Third the benefit of specialized engineering technology is immediate, appearance of the production system. The benefits waste elimination methods take more time to show significant results.

Development Stages of Industrial Engineering in Various Technologies

In each technology we can see:
1. Germination period.
2. Cornerstone-laying period
3. Growth period
4. Slow growth or maturity period.


In each technology, the four periods will appear. As specialized engineering disciplines create new technologies, there will be germination period during which industrial engineers have to explore and understand the new technology and identify the productivity levers and barriers. They have to develop productivity science of the new technology. Based on the science they have to develop productivity engineering solutions. As productivity solutions are demonstrated, more and more organizations adopt them and the growth phase will start. The growth period is extended by new scientific and engineering solutions. Productivity management innovations related to the new technology may also come into existence. As technology matures, IE related to the technology also stagnates.

The authors feel in manufacturing sector, IE is in slow growth period. In service industry, it is still in cornerstone-laying period.

Difficulties Faced by IE in Extending Its Applications

1. Industrial engineering applications have to customized to the organizations. Hence its extension is made difficult.

2. Similarly industrial engineering is technology specific. Industrial engineering is nearly the technology of "one-to-one" to solve the problem.

3. The hysteresis involved in developing IE solutions and the possibility of running the systems based on specialized engineering solutions for a long period means, the application of IE can be delayed in the new technologies.

4. The idea, "Think Big, and Act Small" may not be working right. IE does not have methods that aid thing big. IEs are not happy with micro level initiatives and improvements. Hence IE as an activity is negatively impacted from both sides.

Suggestions to Speed up the Application and Extension of Industrial Engineering

1. Popularize the basic purpose of industrial engineering. It is seeking more efficiency. Do not be satisfied with the present level of efficiency. Search for ideas in productivity science, productivity engineering and productivity management. Develop applications in house. Contact consultants, researchers and academicians.

2. The industrial engineering has to speed up research and development. It needs innovations in research (science), technology (engineering) and methods. Only innovations in technology and methods can be used by the organizations and therefore can provide growth to industrial engineering profession.

Innovations in Industrial Engineering - Changing Landscape of Industrial Engineering

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You can view the full article in

https://wenku.baidu.com/view/c139c207bed5b9f3f90f1c2f.html


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Applied Industrial Engineering Implementation Steps - Industrial Engineering 4.0 Context

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Related Article

Applied Industrial Engineering  Bulletin
IE in New Technologies - IE with New Technologies
http://nraoiekc.blogspot.com/2017/12/applied-industrial-engineering-2017.html

Productivity Management - Bulletin Board

2018

Management Approach for Resource-Productive Operations: Design of a Time-Based and Analytics-Supported Methodology Grounded in Six Sigma
Markus Hammer
Springer, 10-Jul-2018 - Business & Economics - 258 pages


Markus Hammer investigates a time-based and analytics-supported operations management approach. He explores five perspectives: 1) the needs of industry, in particular manufacturing in process industries, 2) the impact of digitization, with focus on Big Data and analytics, 3) the management of operations through time-based performance metrics, 4) how operations improvement methods and advanced process control help achieve resource-productive operations and 5) learning from practice based on two empirical case studies. The author conceives, explains, and tests an implementation methodology. The final case study proves that the developed implementation methodology works in practice.
https://books.google.co.in/books?id=kq5jDwAAQBAJ


2017

Productivity management system for a machine
Patent US9605413B2
Inventor Xinyu GEQiang Chen
Current Assignee Caterpillar Inc 
Priority date 2015-05-29
2017-03-28  US9605413B2 Grant


A multi-tool machine for utilizing a plurality of work tools includes an engine and a controller operatively coupled to the engine. The engine is configured to operate at a first engine operating configuration when a first work tool is coupled to the machine and configured to operate at a second engine operating configuration when a second work tool is coupled to the machine. The controller is configured to transition the engine from the first configuration to the second configuration when the machine transitions from the first work tool to the second work tool.
https://patents.google.com/patent/US9605413B2/

Cost Attack Teams
4/15/2002
BorgWarner Inc.'s Diversified Transmission Products plant in Muncie, Indiana.
"An important part of cost reduction strategy is getting  employees involved in reducig cost of  manufacturing operations.  Cost Attack Teams (CATs) are used for it.

A CAT is born when an employee on the plant floor gets an idea about how something could be done better. Any employee at BorgWarner's Muncie plant is empowered to implement his or her idea. A CAT team made up of other operators, engineers, quality control people, and anyone else whose area of specialty might be needed to make the idea work.

Each week, the members of the CATs that successfully implemented improvements the preceding week participate in a drawing for a $100 gift certificate. Every month, there is an additional drawing, with the winner receiving $500 worth of BorgWarner stock.

https://www.mmsonline.com/articles/taking-cost-saving-seriously


Updated on 7 December 2018
earlier 27 October 2018

Aims and Objectives of Industrial Engineering - Prof F. F. Groseclose 1949

1949
November 22, 1949
F. F. Groseclose, Director
School of Industrial Engineering
Georgia Institute of Technology
Atlanta, Georgia

The successfully Industrial Engineer must possess special interests and abilities in the analysis of the human, technical, and cost problems of modern manufacturing.

The Aims and Objectives of the Curriculum in Industrial Engineering

The aims and objectives of the curriculum in Industrial Engineering are to furnish young men  prepared for the field and/or job as outlined below:

The increasing magnitude and complexity of modern industrial plants has demanded the development of a branch of engineering widely recognized as Industrial Engineering.

The field of the Industrial Engineer is that of the process and production expert engaged in planning, organizing, improving, managing, and operating various processes for production manufactured products of all kinds and varieties.

New problems have arisen and new techniques have been developed during recent years which are peculiar to and characteristic of Industrial Engineering. These include the analysis of a proposed product with regard to the possible steps and sequences of operations involved in its manufacture, a selection of the most efficient machines to perform these operations, the layout of the plant and shops to provide for the flow of the product from one machine to another, organization of the material supply, avoidance or elimination of bottlenecks, together with the related problems of quality and cost control, testing, inspection, and personnel relations.

Industrial Engineering coordinates men, materials, machines, and methods so as to solve problems met in the conversion, transformation, and fabrication of raw materials into the products of industry. The successfully Industrial Engineer must possess special interests and abilities in the analysis of the human, technical, and cost problems of modern manufacturing. In addition, he must possess the personality and attributes of character which will enable him to work with and direct others in the planning and operation of manufacturing enterprises.

The Job of the Industrial Engineer

What Do Industrial Engineers Do? The Industrial (also called management of administrative) Engineer makes surveys of how industrial plants or businesses are organized and operated, and on the basis of such studies, he prepares recommendations to executives for changes in the way things are made or in the set-up of money in the conduct of business.

To carry out this work, he makes use of his knowledge of the principles of business organization and administration, engineering, economics, industrial psychology, statistics, accounting, and marketing. He may examine and observe new equipment and how men work, make time and motion studies, study production records and products, or talk with management and production personnel. He tries to obtain a comprehensive view of any plant or business activity such as: planning and scheduling of production; production methods, standards equipment, cost records, and control; how materials and goods are received, packed, and shipped; the hiring, training, and management of personnel; wage payment system, relation of unions to management; the system for purchasing materials and supplies; the advertising and distribution of products; and the manner in which the business is to be established. Many Industrial Engineers, especially consultants with long training and experience, are qualified to survey and advise on all phases of a business or industrial organization. Most of them work in a particular industry, such as an electric utility or a chemical process industry, and deal with a particular broad phase of industrial engineering work, for example, plant design and construction, plant production, sales and marketing, purchasing, personnel and labor relations, wage systems, finances, or traffic management.

Who Should or Should Not Take Up Industrial Engineering? The Industrial Engineer combines the aptitudes of a mechanical engineer, accountant, and business executive. He should have an aptitude for studying such college subjects as engineering, calculus, statistics, economics, and business administration. He should have an interest in all kinds of jobs and in the machines and men who manufacture goods; he should have the ability to spot a problem in getting something made, gather all the related facts about processes and costs, stick to the facts in working out a solution, and present his conclusions or ideas in clear, concise English to business executives. He should be able to visualize in three dimensions in order to develop plans for the layout of equipment or for the successive steps in getting work done.

F. F. Groseclose, Director
School of Industrial Engineering
Georgia Institute of Technology
Atlanta, Georgia
November 22, 1949

IISE 2018 Orlando Annual Conference Presented Papers

You can access the presented papers for a limited time from the following link.

https://www.xcdsystem.com/iise/2018_proceedings/program.html


Conference Program

CIS - Computers & Information Systems


CIS Best Student Paper Competition

CIS Best Track Paper Competition

CIS-01 - Algorithms for Data Analytics

CIS-02 - Applications of Predictive Analytics

CIS-04 - Transportation Systems

CIS-05 - Technology Management

CIS-08 - Smart Sensing

CIS-09 - Smart Logistics Systems

CIS-10 - Quantitative Analysis of Medical Imaging Data for Disease Diagnosis, Prognosis, and Treatment

CIS-11 - Predictive Analytics in Healthcare Systems

CIS-15 - Dynamic Data Driven Application Systems

CIS-19 - Data Driven Optimization and Decision Making

CIS-22 - Data Analytics and System Informatics in Healthcare Applications

CIS-23 - Data Analytics and Information Systems

Construction

CON-1 - Construction Education

CON-3 - Construction Tools and Simulation

CON-4 - Construction Analytics

CON-5 - Resilient Infrastucture

Energy Systems
ESY-01 - Energy Systems Best Student Paper Award

ESY-02 - Advanced Method for Energy Systems

ESY-03 - Electric Vehicles

ESY-04 - Energy & Buildings

ESY-07 - Microgrids

ESY-10 - Renewable Energy 1

ESY-11 - Renewable Energy 2

ESY-12 - Resilient Energy Systems

ESY-13 - Solar Energy

Engineering Economy

ECC-5 - Engineering Economy Applications in Energy Systems

EEC-01 - Engineering Economy 1

Engineering Education

EED-01 - Application of Virtual Simulation for Learning

EED-02 - Competency and Professional Skills Development

EED-03 - Curriculum

EED-06 - Engineering Design and Capstone Projects

EED-07 - Engineering Management

EED-08 - Experiential and Project-Based Learning

EED-09 - Graduate Program Considerations

EED-11 - I&SE and the University

EED-14 - Lifecycle Considerations

EED-15 - Teaming

EED-16 - Transitions, Admissions, and Scholarships

Engineering Management

EM- 06 - Industry 4.0

EM- 11 - Production Planning and Operations Management

EM- 12 - Production Planning and Operations Management

EM- 13 - Project Management

EM-01 - Engineering Management Skills

EM-02 - Engineering Management Skills

EM-03 - Engineering Management Skills

EM-04 - Engineering Management Skills

EM-05 - Industry 4.0

EM-07 - Inventory, Transportation, and Logistics Management

EM-10 - Performance Management Systems

EM-14 - Project Management

EM-15 - Project Management

EM-16 - Quality Management

EM-18 - Strategic Tools: Decision Making

EM-19 - System Optimization & Scheduling

Facilities Design & Planning

FDP-2 - Asset Management

FDP-3 - Distribution Facilities

FDP-5 - Non-Manufacturing Facilities

FDP-6 - Order Fulfillment

Healthcare Systems
Healthcare Systems: Best Student Track Paper Finalist Presentations

HS-01 - Healthcare Systems: Care Delivery

HS-02 - Healthcare Systems: Costs and Sustainability I

HS-03 - Healthcare Systems: Costs and Sustainability II

HS-08 - Healthcare Systems: Disease Treatment and Medical Interventions II

HS-09 - Healthcare Systems: Disease Treatment and Medical Interventions III

HS-12 - Healthcare Systems: Emergency Medicine II

HS-14 - Healthcare Systems: Operating Room I

HS-16 - Healthcare Systems: Patient Centered Care I

HS-18 - Healthcare Systems: Population Health I

HS-20 - Healthcare Systems: Population Health III

HS-21 - Healthcare Systems: Inventory Management

HS-22 - Healthcare Systems: Population Health IV

HS-23 - Healthcare Systems: Potpourri I

HS-24 - Healthcare Systems: Potpourri II

HS-26 - Healthcare Systems: Predictive Models I

HS-27 - Healthcare Systems: Predictive Models II

HS-29 - Healthcare Systems: Predictive Models IV

HS-30 - Healthcare Systems: Predictive Models V

HS-32 - Healthcare Systems: Predictive Models VII

HS-33 - Healthcare Systems: Process Improvement I

HS-34 - Healthcare Systems: Process Improvement II

HS-35 - Healthcare Systems: Quality and Safety

HS-36 - Healthcare Systems: Resource Planning and Scheduling I

HS-37 - Healthcare Systems: Resource Planning and Scheduling II

HS-39 - Healthcare Systems: Resource Planning and Scheduling IV

HS-40 - Healthcare Systems: Resource Planning and Scheduling V

HS-42 Invited Session - Healthcare Logistics and Supply Chain

HS-43 Invited Session - Logistics Planning for Public Health Emergencies and Natural Disasters

Lean Systems

LEAN-2 - Healthcare Lean Application

LEAN-6 - Manufacturing Lean Applications

Logistics & Supply Chain

LSC-03 - Coordination and Collaboration in Supply Chains

LSC-05 - Facility Location Problems

LSC-07 - Forecasting and Predictive Modeling in Supply Chains

LSC-08 - Healthcare Logistics Systems

LSC-10 - Inventory Management I

LSC-11 - Inventory Management II

LSC-12 - Logistics in Additive Manufacturing

LSC-13 - Ports and Waterways

LSC-15 - Risk and Disruption Management

LSC-16 - Scheduling and Capacity Management

LSC-20 - Supplier Selection and Purchasing in Supply Chains

LSC-21 - Supply Chain Performance

LSC-23 - Sustainability and Resilience in Supply Chains II

LSC-24 - Sustainability and Resilience in Supply Chains III

LSC-26 - Vehicle Routing I

LSC-27 - Vehicle Routing II

Manufacturing & Design

MD-01 - Additive Manufacturing 1

MD-02 - Additive Manufacturing 2

MD-03 - Additive Manufacturing 3

MD-04 - Additive Manufacturing 4

MD-05 - Additive Manufacturing 5

MD-06 - Optimization in Manufacturing

MD-07 - Biomedical Manufacturing 1

MD-09 - Biomedical Manufacturing 3

MD-11 - Design for Manufacturing

MD-14 - Materials Processing & Manufacturing 1

MD-15 - Materials Processing & Manufacturing 2

MD-18 - Product/Process Design & Planning 1

MD-19 - Product/Process Design & Planning 2

MD-20 - Robotics & Automation

Modeling & Simulation

M&S-02 - Simulation Applications 3

M&S-03 - Healthcare-related Applications of Agent-based Simulation

M&S-07 - Logistics and Warehouse Applications of Simulation

M&S-08 - Robotics and Manufacturing

M&S-09 - Simulation Applications 1

M&S-11 - Simulation Applications 2

M&S-13 - Simulation Applications in Disaster and Vulnerability Studies

M&S-14 - Simulation Applications in Transportation and Traffic

M&S-15 - Simulation in Healthcare 1

M&S-16 - Simulation in Healthcare 2

M&S-18 - Visualization and GIS Applications

Operations Research
OR-01 - Advanced Algorithm Design

OR-02 - Advanced Optimization Techniques

OR-03 - Analytics in the US and Mexico

OR-04 - Applications of Stochastic Optimization

OR-05 - Catastrophe and Disaster Event Management

OR-06 - Energy storage

OR-07 - Decision Under Uncertainty

OR-08 - Discrete Optimization and Applications

OR-12 - Games and Game Theory

OR-13 - Integer Programming and Applications

OR-14 - Linear Programming and Applications

OR-15 - Machine Learning Applications

OR-16 - Mathematical Model and Applications

OR-17 - Network Optimization and Facility Location Problems

OR-20 - OR Applications in Humanitarian Logistics

OR-21 - OR Undergraduate Student Research Competition

OR-22 - Queuing Theory and Applications

OR-24 - Routing and Scheduling

OR-26 - Transportation Problems

OR-27 - Transportation, distribution, and food networks

PechaKucha

PKT-1 - PechaKucha Session

Production Planning & Scheduling
PPS-01 - Batch Scheduling

PPS-02 - Facility Design

PPS-03 - Production Planning and Project Management

PPS-04 - Manufacturing System Performance Evaluation

PPS-05 - Mixed Model Assembly

PPS-09 - Shop Scheduling and Vehicle Routing

Quality Control & Reliability

QCR-M1: - Quality and Reliability Applications - II

QCR-M4: - Maintenance and Logistics - II

QCR-M6: - Reliability Analysis and Design Optimization

QCR-S1: - Quality and Reliability Applications - I

QCR-S2: - Reliability Analysis - I

QCR-S4: - Maintenance and Logistics - I

QCR-S6: - QCR & ES Joint Session on Reliability of Battery Systems - I

QCR-S7: - Resilience Analysis of Complex Systems

QCR-S8: - Reliability Analysis - II

QCR-T2: - Reliability Growth

QCR-T3: - Quality and Reliability Applications - III

QCR-T4: - Process Monitoring and Control - I

QCR-T6: - Process Monitoring and Control - II

QCR-T7: - Process Monitoring and Control - IV

QCR-T9: - Process Monitoring and Control - III

Safety, Human Factors & Ergonomics

CHFE-2 - Innovative Interface Research

CHFE-3 - Human Sensing and Adaptive Systems

CHFE-5 - HFE in the Home and Local Industry

CHFE-6 - Eyetracking and Eyemetrics

CHFE-7 - Supporting training and decision-making

HFET-1 - HF Education and Training

PE-2 - Physical Ergonomics

PE-3 - Physical Ergonomics

SHP-1 - Safety Health and Productivity

SHP-2 - Safety Health and Productivity

SHP-3 - Safety Health and Productivity

Security Engineering
SEC-01 - Adversarial and Interdiction Modeling for System Resiliency

SEC-03 - Crime Prediction, Prevention, and Control

SEC-04 - Cyber Resilient Defense Systems

SEC-05 - Military Preparedness, Cybersecurity and Cyber-Physical Systems

SEC-06 - Disaster Preparedness and Post-Disaster Logistics

SEC-10 - Models and Methods for Disaster Preparedness and Management

SEC-14 - Resilient Interdependent Infrastructures: Concepts and Modeling

SEC-15 - Resilient Interdependent Infrastructures: Data Driven Approaches

Sustainable Development
SD-01 - Sustainability Education and ISE

SD-03 - Green Buildings, Sustainability and Society

SD-05 - Sustainable Transportation Systems I

SD-06 - Sustainable Transportation Systems II

SD-08 - Sustainable Agriculture and Food Production I

SD-09 - Sustainable Agriculture and Food Production II, Sustainable Water and Waste Management

SD-10 - Remanufacturing, Recycling and Reusing

SD-11 - Sustainability and Business Strategy

SD-12 - Sustainable Manufacturing I

SD-13 - Sustainable Manufacturing II

SD-14 - Sustainable Supply Chain & Logistics

Systems Engineering & Design

SED-1 - Aerospace Applications

SED-3 - Big Data in Systems Engineering

SED-4 - Manufacturing Applications

SED-5 - Reliability and Sustainability Applications

SED-7 - Systems Modeling

SED-8 - Topics in Systems Engineering 1

SED-9 - Topics in Systems Engineering 2

Transforming the Profession
TTP-16 - An Operations Science to Transform The IISE Profession

TTP-31 - IE's Industry Impact / Industry-University Collaboration

Work Systems & Services
WSS-1 - Structure Work For Success: Align Engineering Skills, Analytics for Inpatient Care

WSS-5 - Designing Productive Processes: CNC Mulit-axis Milling; Power Generator Assembly
Designing Productive Processes: CNC Mulit-axis Milling; Power Generator Assembly

Total Efficiency Framework - Industrial Engineering Research and Development Project in Sustainability Movement

Total Efficiency Framework - Productivity Science, Productivity Engineering and Productivity Management 

The Total Efficiency Framework will be based on four main pillars to overcome the current barriers and promote sustainable improvements:

a) an effective management system targeted at process and continuous improvement;

b) efficiency assessment tools to define improvement and optimisation strategies and support decision-making processes;

c) integration with a toolkit for Industrial Symbiosis focusing on material and energy exchange;

d) a software Platform, based on the Internet of Things (IoT), to simplify the concept implementation and ensure an integrated control of improvement process.


Productivity

Over a period of 4 years, the project will deliver exploitable results clustered into technological outputs (including eco-innovative products, processes and services tailored to industrial end-users) and management solutions (involving  economical, legislative and policy solutions synergistically combined).

https://maestri-spire.eu/

https://maestri-spire.eu/downloads/communication/



Read Chapter 9 in the Book
Efficient and Sustainable Manufacturing - Total Efficiency Framework
Technological Solution in Industry 4.0 for Business Applications
2018
https://books.google.co.in/books?id=GYhoDwAAQBAJ&printsec=frontcover#v=onepage&q&f=false

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).

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/

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

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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