Theses- Master of Science in Engineering Management Program

Aboyade-Cole, Adebisi B. "Alternative Strategies for Commercializing New Technology or Products: Building a New Plant of Acquiring an Existing One?"

Oct. 18, 2006, 87pp, bibliography

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Abstract: This thesis describes multiple strategies for bringing new technology to market. It addresses the questions: Is it better to build a new manufacturing plant from scratch or to acquire an existing one? These questions were researched because of the high failure rate reported for new technology start-up firms. The dismal performance of new technological start-ups is alarming. This moves one to wonder if all these technological ideas are merely wasted for lack of sound implementation strategies. One school of thought seems to blame the poor performance on a poor strategy of building a new plant where most of the capital is used up without good results. Another school of thought argues that a modification of strategy to invest in a used plant for the implementation of a technology better serves the vision by conserving the capital for other incidentals. The timeframe to market of any product or service is critical; hence, the vehicle driving the idea to market by way of the product must be effective. The fastest commercialization strategy cannot accommodate delays in zoning, regulatory bureaucracy, supply-chain problems, process malfunction, staffing problems or inadequate funding because infrastructure costs can be higher than expected. These are some of the overriding factors that deny the entrepreneur precious time, and ultimately, business opportunity. Conversely, all the infra-structural cost and the system operational costs are better contained under a bulk expense, which includes the price of purchasing an existing and operating plant that meets the needs of the project at hand. It is imperative, however, that the facility’s integrity is not compromised for effectiveness, meaning that a less expensive facility must not be purchased with the hope of making it fit the job at hand. The risk is drastically lower when an operational system is acquired. In this situation, there should not be any surprises, assuming that proper research is done up-front before acquiring the plant. The total cost is known up front, including any refurbishment that may be necessary. Acquisition of an existing plant looks like a better strategy to make the vision successful. A better approach to such a purchase may be the acquisition of an experienced crew along with the package in order to prevent any future troubleshooting problems. The quickest way to determine the feasibility of the start-up is to get as close an estimate as possible of the operation, from the purchase of the facility to getting the product on the market.

Aho, Tiejo "Competitive Advantage Through Virtual Integration

Spring 1989, 69pp

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Armstrong, Bill. "A Study of the Feasibility of a Knowledge Management Program for a Small Technical Sales Company"

Oct. 2000, 95pp, bibliography

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Abstract: In the opinion of many experts, the tool of “Knowledge Management” can be applied to increase the value of knowledge as one of these intangible assets. These experts have studied and documented the efforts and successes of large multi-national corporations that have implemented knowledge management programs. However, little if anything has been written about how knowledge management would benefit small companies. At the same time that technology and the “new economy” are increasing the value of knowledge, they are serving to decrease the value of many services offered by intermediary companies such as manufacturers, representatives and distributors. The author of this paper serves as owner and managing partner of such a firm, Fluid Handling Inc. In this paper, he shows that good reasons exist for considering knowledge management for small technical sales companies. The project is presented in three phases. In the first phase, the author presents a summary of his research and presents current thinking from the experts on the topic of knowledge management. This paper emphasizes the practical side of knowledge management including considerations for planning, designing, and implementing a knowledge management program. Also addressed in this phase is a discussion of technology to support knowledge management efforts. In the second phase, the author develops the design of a pilot knowledge management program for his company, covering 1) product knowledge and 2) human resources knowledge. Chief considerations are 1) low cost, 2) avoiding hiring new employees, and 3) avoiding new information technology and infrastructure. At the end of this phase, the author reaches the conclusion that it is possible to meet the criteria of the experts with a basic knowledge management program that suits the needs of a small technical sales organization. In the third phase, the author uses off-the-shelf intranet design tools to create a company intranet to support the plan developed in the second phase.

Assa, Menachem. "A Case Study of Rational Strategic Planning"

Feb. 1974, 51pp

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Atkinson, Louis D. "Research and Development Product and Marketing Planning"

May 11973, 48pp

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Bahlman, Julia Smith "Scientific and Technical Information Usage in a Consumer Products Company"

May 1994, 149pp, bibliography, appendices, tabels, graphs

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Abstract: The purpose of this work is to explore the scientific and technical information flow within a central research and engineering organization of a consumer products company to gain an understanding of existing usage requirements. In understanding the existing scientific and technical information exchange, the information needs of the user and requirements for future technology transfer can be identified. Review of the existing literature can be summarized in three periods – “mechanism of technical information of transfer”, “mechanization and automation of technical information usage” and the application of technical information systems. The behavioral differences in engineers and scientists were the focus of the initial period which studied the mechanism of information transfer. During the second period, concentration was toward the organization with an emphasis on networks and gatekeepers. Most recent studies are using the fundamentals previously developed to understand particular user groups (industry, application and company specific) to design and manage information systems. This study concentrated on a specific sector of a major consumer products central research and engineering organization. A survey was administered to the population and an audit of several existing information sources within the company was performed. The study group consisted of a diverse population – job descriptions, education, experience in field, and experience with company. The audit tracked usage of the company technical library, research files and engineering files information systems. The results of the survey and audit were compared and contrasted to one another and the results of other information studies. Specific comparison of the data was made to four hypotheses previously developed in prior work by Ritti, Allen, Gertberger, Tushman and Scanlan. The results of these comparison follows: -Scientist within this organization pursue their individual ideas through formal publication of their work more frequently than engineers which is consistent with Ritti’s work. Conversely, the population surveyed did not support Allen’s hypothesis that scientists tend to aspire to more technical education than engineers. -Engineers and researchers similarly prioritize the following factors in order of importance when selecting an information source – technical quality, accessibility, ease of use and experience; however, individual source preference and usage frequency varied for each group. Allen and Gerstberger’s “law of least effort” applied to both groups who selected personal files as the most used and most accessible information source. Several other interesting findings resulted from this comparison. -Both engineers and researchers use informal sources of information most frequently; however, the researchers used formal sources more than engineers which follows Allen’s theory. Engineers tend to seek information sources which involve other colleagues rather than finding answers in the literature. -Unlike Tushman and Scanlan’s description of the typical information gatekeeper, the engineers and researchers within this organization tend to regard peers with more than 10 years of experience with the company and industry which possess a minimum of an undergraduate education as the information gatekeepers. Researchers also use technical leaders with an undergraduate education and peers or technical leaders with a doctorate degree. The analysis of the user habits and experience with electronic tools provided an insight for several recommendations for application of improvements to the technical information system within this company. The study also identified areas where information is unavailable such as engineering standards but is regarded as important. Exposure to marketing research and consumer product testing information will enable the organization the expedite product and process development for the global marketplace. By understanding the differences between the two organizations, improving and expanding the existing information systems and destroying the barriers for external information transfer, this organization can become one of a handful of successful consumer products companies in the world.

Ballard, Robert J. "Quality Cost Management System Growth of a Workable Dynamic System"

Spring 1980, 85pp

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Bannick, Gustave E. "Better Management Through Communication"

Aug. 1977, 19pp

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Baradic, Richard A. "Management and Behavioral Aspects of Post-Graduate Engineering Degrees"

May 1, 1975, 85pp

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Baranowski, Stephen W. "How to Choose the Proper Distribution Channel to Bring a Product to Market in the Industrial Environment"

1989, 125pp

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Abstract: This thesis compares the various distribution channels available to the industrial manufacturer to bring a product to market. The problem that was solved was to find the best method of distributing Programmable Controllers in the Connecticut Area for the Square D Company. I examined the present method of distributing this product and compared the pro’s and con’s of using a Direct Sales Force vs. Manufacturer’s Representatives vs. Distributors or Systems Integrators. The present dilemma is that the computer product described is not achieving the market share it should and various distribution methods have been unsuccessful. The methods used to solve this problem were: 1. Research the available types of distribution channels. 2. Compare the advantages and disadvantages of these channels. 3. Review where our products fit on the product life cycle curves. 4. Analyze the present method of distribution and other alternatives available. What was accomplished in this paper was finding the best method of distributing programmable controllers in Connecticut. The conclusion divides the programmable controller product line into two distinct stages in their product life cycle with appropriate marketing channels selected depending upon the value added by that channel and the market growth rate that could be expected. The recommendation for management section on pages 72 through 77 details a plan to increase the market share by utilizing more marketing channels to increase the breadth of distribution and to consider selling these new channels on a direct basis to decrease the length of our distribution channel making Square D more competitive.

Bark, Jeffrey E. "Management of the Virtual Project Team"

April 1999, 85pp, appendices

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Abstract: The main topic for this study was an exploration of the factors related to the effective incorporation of human resources external to the company into a project team. A project team with this type of structure is called a Virtual Project Team. Primary and secondary research was undertaken in order to define the major issues which confront a virtual team. Primary research was via a survey given to both male and female individuals employed primarily in medical device companies. Demographic information was gathered from the survey respondents in the first section of the survey. The second section of the survey included questions designed to probe the experience with project teams in general. Finally, the third section of the survey was designed to uncover the general consensus as to the future of virtual teams. The survey was sent out to 75 individuals and 50 were returned completed. The raw data was compiled manually by the author and organized on a spreadsheet. The spreadsheet was used to create graphs and charts that illustrate the data. In addition to the primary research, secondary research in the form of a literature search was completed. The main concepts from the literature were identified and analyzed, with a comparison formed between the outcome of the primary research and that of the secondary research. Common themes and issues identified in both the primary and secondary research included the purpose for the virtual team, selection and structure of the virtual team, the importance of commitment on the part of the team members, the role of the Project Team Manager, and the importance of communication on the efficient functioning of the virtual team. In addition, the importance of team culture and top management involvement on the successful outcome of the project was discussed. The Project team Leader is the central individual within the project team. The demands of the position due to the virtual team structure require that the Project Team Leader be trained in handling a wide variety of issues. Because of this exposure it is important that specialized management programs are developed and incorporated with a sense of urgency. It is recommended that one or more of the following actions be initiated: 1) Perform study on the effectiveness of different means of communication, 2) Develop management techniques specific to the needs of the external team member, 3) Initiate a proposal to evaluate the effect of different cultures on project outcomes, 4) Develop methods to develop trust between team members quickly.

Barnard, David A. "Was the Acquistion by the RTE Corporation of the Delta Switchboard Company a Sound Financial Decision?"

May 1, 1975, 85pp

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Bartol, Christine M. "Litigation vs. Alternative Dispute Resolution: A Construction Industry Comparison"

April 29, 1991, 74pp

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Abstract: Currently, the majority of all disputes are handled by litigation i.e. the court system. Participants in this process are discouraged by the expense, long time frame, and adversarial nature of this dispute resolution system. In addition, disputes that involve technical issues are evaluated and resolved by parties that often have little understanding of the intricacies of a technical process. People in the construction industry are generally “hands on” types of individuals, whose major goal is to complete the current project, and get on with the next one. For them, resolving a dispute quickly, inexpensively, and with the aid of other participants that are already knowledgeable about their industry, is a way to minimize the overhead expenses associated with projects. Alternative Dispute Resolution (ADR) is a system of providing dispute resolution by a technically knowledgeable, neutral party, in a loosely structured administrative framework. Litigation has its advantage in that it is a recognized, strictly controlled procedure, in which applicable laws and precedents can be used to resolve a dispute. Its disadvantage is that the time period from initiating action to resolving the dispute averages three to five years. Consequently, significant expenses, emotional drain, and lost opportunities are experienced by the participants. The advantage of ADR is that its informal structure allows for more latitude in the presentation of information and facts to participants that are familiar with the technicalities of the dispute situation. In addition, the lack of administrative and procedural boundaries allows for the dispute to be resolved in an average of six months, and at costs appropriate for the amount of the claim or counterclaim. The comparison of the applicability of litigation vs. ADR rests on the nature of the dispute; situations that are mainly characterized by legalistic boundaries are best handled by the court system, and situations that involve technical issues are best resolved using ADR. Since the majority of construction disputes involve the interpretation of written and (mostly) oral communication about highly interfaced technical components, dispute resolution using ADR should be the choice of most participants in a construction dispute situation. The information presented in this paper will compare the procedure for litigating a dispute vs. using ADR for resolving a dispute. In addition, the advantages and disadvantages of each method of dispute resolution will be analyzed. The conclusion, formed by input from numerous written sources, and interviews with dispute resolution participants, is that the advantages of ADR far outweigh any disadvantages, whereas the advantages of the court system are minimized by its adversarial nature, long time frame, and high overall costs.

Bayer, Wendy M. "Utilizing a Defect Detection Model for Software Development as a Decision Support Tool for Management"

Aug. 31, 2005, 82pp, appendices, bibliography

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Abstract: To be a top performer in its sector, an organization needs the right kind of information, on a regular basis, to make the right decisions. Organizations use information to become more efficient and to produce better-quality products. Measurement facilitates and accelerates organizational learning and supports corporate adaptation within the marketplace. Measurement provides a structure for learning from each project, whether or not it was a good experience. Measurement also helps an organization understand the gaps between how it is performing and the performance levels demanded by the constraints. In effect, measurement information becomes a competitive resource, and an effective measurement process becomes an organizational discriminator. A well-designed measurement system collects the data that is necessary for data mining. The data that is found at the operational level of an organization. It feeds the data analysis systems, typically information systems (IS), and data mining processes that allow organizations to gain knowledge about themselves, their business environment, products, etc. It is an effective tool for decision support, and it leads to business intelligence (BI). It is business intelligence and the use of information technology that give organizations a competitive advantage, by modeling outcomes and discovering patterns in data. This thesis aims to prove that predictive models such as Kandler’s defect prediction model for software development contribute to the overall measurement process and business intelligence of an organization, an ultimately contribute to decision support and strategic planning.

Bayer, William R., Jr. "The DIRECT Model: A Tool for Evaluating Logistics Outsourcing Oppurtunities"

May 1997, 143pp, appedix, bibliography, glossary

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Abstract: The downsizing of nearly every company in America, has created the trend to look to outsourcing various operations in order to leverage scarce resources and improve asset utilization. Among the most prominent operations targeted for outsourcing is the logistics operation. With companies spending over $500 billion annually on logistics services, it offers one of the last frontiers for wringing costs out of today’s business. While the results are often impressive, with cost savings of up to 30 percent realized in some cases, outsourcing is not without possible pitfalls. Until now, the in-house logistics management function lacks the tools necessary to make the right decision when considering outsourcing. Over the next pages, the author will develop a decision process model designed specifically for assisting the logistics professional in determining whether outsourcing is right for his/her company. Effective outsourcing of logistics functions require a methodical approach. The DIRECT Model provides just that. With this tool, logistic managers will be able to make outsourcing decisions that will take all aspects of the company into consideration including: human resource issues, financial aspects, customer service, quality, etc. The rationale behind the DIRECT process approach essentially addresses the advantages and disadvantages to outsourcing. The information is based on data collected through the author’s in-depth research of organizations that have chosen to outsource some or all of their logistics functions. In particular, it satisfies the need for logistics professional to have an effective tool to assist them in making strategic decisions pertaining to logistics functions. It forces the potential buyer of third party services to comprehend the underlying aspects of the outsourcing decision that might have otherwise been forgotten. The result of applying the DIRECT Outsourcing Evaluation Model will significantly impact the success of outsourcing logistic functions or support the decision not to. The DIRECT outsourcing process model consists of 6 basic steps. They are defined as: Define, Identify, Research, Evaluate, Contract, and Transition. The first phase, Define, is initiated when a cross-functional team has been developed to administer the analysis. This team, led by the organization’s CFO, will be represented by various departments including, logistics, finance, manufacturing, customer service, among others. The CFO has been chosen to facilitate the effort of the outsourcing analysis mainly because he or she is not directly involved with any specific function of the logistics operation or any department dependent on it. It is easier to maintain a neutral position and help take down the barriers to change. In the Define phase, the outsourcing team is charged with gathering information, both internal and external, on the organizations goals, objectives and strategies. The outcome of this first phase will be a complete understanding of whether or not outsourcing will ‘fit’ into the organization’s culture. If the team finds it will not, corporate objectives can be realigned or the evaluation process is suspended indefinitely. However, if the team determines outsourcing will ‘fit’ into the organization, the evaluation will proceed to phase two or the Identify phase of the analysis. Here the team will identify logistics activities and their associated operating expenses. This is determined by several different cost analysis methods. One of the more common methods practiced is activity based costing (ABC). Utilizing this method and/or other analysis tools, will ultimately reveal activities or processes that may be more advantageous to the business to outsource. When the costs associated with the various functions of the logistics operation have been established, the results are benchmarked against similar organizations. By doing this, the evaluation team will not only gain an understanding of the current operational cost-effectiveness, but will also provide a cost basis for contract negotiations which take place later in the outsourcing process. The next phase, Research, takes the information gathered from the cost analysis and begins to identify the potential third party providers that offer the types of services desired. Several alternatives to collecting information on potential third party providers are discussed. Some of the more common search engines include: journals or newspapers, networking and the Internet. When the search is complete and the number of providers is manageable, an informal initial request for proposal (RFP) is sent to each of the selected service providers. The RFP is basically a request sent out by the organization soliciting more detailed information on how the provider will perform their responsibilities. The elements of the RFP include cost figures, operational and contingency planning, human resources, equipment and facilities, etc. More specifically, the providers are asked to elaborate on how the “work” that was determined in the Identify step of the DIRECT process will be completed with a neutral or positive financial impact. The next phase of the process, the Evaluation phase is initiated when the RFP’s have been returned. The outsourcing team is then charged with evaluating the submissions and narrowing down the field of potential providers once again. Selected criteria, specific to the outsourcing activity(ies), is used in the evaluation of the providers. The result of this phase is a provider which is feasibly and operationally and culturally compatible with the buyers organization. At this point in the author’s model, both parties in the relationship, begin the contract negotiations. The Contract phase of the process solidifies the alliance between the two entities. Issues such as responsibilities, compensation, termination, service features and above all, performance measurements, are put into context. Upon the signing of the agreements, the sixth and final phase, Transition, begins. It is difficult to introduce two corporate cultures in a third party logistics arrangement and expect them to perform efficiently on the first day, but that is when it is most critical. For a number of reasons, it is worth spending some time and effort to ensure the first day is as perfect as possible. Therefore, the author recommends development of a detailed implementation plan in order to smooth out the change process. As part of the implementation plan, performance measurements are put into place in this phase to ensure a profitable relationship in the future. The objective of this paper is to develop a process tool which will assist logistics professionals in evaluating outsourcing opportunities. To make the abstract concrete, the author integrates a “real world” case study as each phase of the model is defined. Sorrento Cheese Company, Inc. is the organization used to illustrate how this model will help develop a world class outsourcing relationship or justify why outsourcing does not fit a business. Sorrento’s success represents the need to have such a tool available. The DIRECT Model for evaluating outsourcing opportunities model fulfills that need.

May 1976, 49pp

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Beltsos, Demetrios J. "Mathematical Approach to Pricing Policy Formulation"

1972, 44pp

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Berger, Thomas "Comparing Valuation Methods in the Acquisition Process"

Dec. 1998, 79pp, bibliography

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Abstract: With greater pressure and demands coming for earnings growth, acquisitions and mergers have become a popular technique used by executives to improve a company’s profitability. Their popularity, however, has varied throughout the years. Looking back from the late 1960’s to the present, yearly acquisitions and mergers have ranged from a low of 1,877 in 1991 to a high of 7,800 in 1997. In 1969, there were over 6,000 acquisitions and mergers, so this strategy is nothing new. There are four general categories as to why a company may decide to acquire or merge with another business. The first, is to implement a growth strategy. Some examples of this are to obtain new products, to grow internationally, to obtain technical information, to increase market share, or to diversify a product line. A second motive for acquisitions is to capitalize on efficiency improvements. This can come in the form of vertical or horizontal integration, which can eliminate dependence on a supplier, or improve the distribution channel. Synergy is also a benefit of improved efficiency. A third reason a company may want to acquire or merge with another company is for tax purposes. A highly profitable company may look for a company with unused tax losses to benefit them. However, the IRS requires that such a merger have another benefit in addition to the tax advantage. And finally, a company may acquire another company as a defensive strategy. In-other-words, to stop a hostile takeover. Once a firm decides that it wants to acquire another company, it must determine what is fair compensation. This is called Business Valuation. It is the process of determining the worth of a business, taking into account the risks and the return. Business valuation is not an exact science. There are many techniques which range from being quite simple to very complicated. But despite this, good business valuation is a key to an acquisition success. There are four general categories of business valuation techniques. There are the Cost Approaches, the Income Approaches, the Market Approaches, and the Other Approaches. The cost approach bases the worth of a business on the value of its assets. Each asset and liability are reviewed separately and then added together. In general, these approaches are accounting in nature and are straight forward and easy to understand. The major disadvantage associated with this method is that it doesn’t take into account future earnings. The rate at which the earnings are discounted are dependent upon the risk associated with the business. Under this approach there are three principal methods: Earnings Capitalization, Excess Earnings, and Discounted Cash-Flow. The discounted cash-flow is the most popular of these methods. Its advantages are that it takes into account timing, future earnings, and risk. However, the results can be greatly affected by small changes in critical assumptions (sales volume, operating expenses, etc.), and in determining the continuing value of a firm. The market approach bases the worth of a company on financial information obtained from the open market. The three principle methods under this approach are: the stock and debt approach, the direct comparison approach, and the financial multiples approach. For these methods to be accurate, it is important that the market be efficient, and that there be several comparable firms (with regard) to the target company. If either of these elements is missing, then the accuracy of the results will suffer. The last category of valuation techniques include: rule-of-thumb, unit-capacity, and hybrid methods. Rule-of-thumb and unit-capacity methods are quick and simple, but they are based on ‘typical’ companies. This may, or may not, cause a problem. The hybrid method simply incorporates parts of different valuation techniques to create a new method. The possibilities are endless because of the number of techniques. This approach is used by companies which acquire businesses regularly, and usually evolves over several years. Although any of the methods discussed could be used to value a business, some methods are more accurate than others for certain circumstances. As a result, one method alone cannot be used for all valuations. To determine what valuation method should be used, the advantages, disadvantages, and limitations of each were reviewed and analyzed. Using this information, key characteristics of businesses which affect valuation approaches short-comings were identified. These characteristics were then used to determine the best approach to use and when. The key characteristics identified were: Type of earnings (standard or bankruptcy), Earnings sign (positive or negative), Type of business (manufacturing or service), Number of comparable firms (0-2 firms or 3 and over firms), and Amount of assets (high or low). Using the different key characteristics to identify different business situations, 24 different scenarios were identified. For each scenario, a primary and secondary valuation method was recommended. The discounted cash-flow (DCF) method is recommended as the primary approach in 14 instances, and is recommended as the secondary approach for the other 10. Direct comparison, adjusted book value, rule-of-thumb, and unit capacity were the other primary techniques. DCF is the preferred method because it takes into account cash-flows, timing, and risk. It can be tailored to work for most of the business scenarios. If a firm is in bankruptcy with a high amount of assets, DCF may have problems. Regardless of the situation, both the primary and secondary valuation methods should be used to calculate the value of a target company. If there are differences between the two results, an attempt to understand why must be made. For acquisitions to be successful, the valuation process must be accurate. The valuation techniques recommended here will not give an exact value. What they will do is give an estimate which is valid for that target company, at that point in time. Since external factors in the market place change on a regular basis, so must the data used in calculating a businesses worth. It is clear that each of the valuation approaches discussed in this paper, does have some sort of short-coming in certain situations. Therefore, there is not one single valuation method that will work accurately for all circumstances, and that is why the valuation selection tool was developed. It is also important that a minimum of two different techniques be used. The more information the better the valuation. And the better the valuation, the better chance of a successful merger or acquisition.

Bernabe, Cesar S. "A Quantitative Method for Evaluating Manpower Utilization in Direct Labor Activities"

May 1979, 41pp

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Bertolas, Perry M. "General Cargo Ship Economics"

May 7, 1992, 129pp, appendices

July 30, 2008, 89pp, bibliography, appendices, figures, table

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Abstract: The student's contribution focuses upon the foundations required to build sustainable global knowledge management systems within a global enterprise. Many attempts have been made to achieve a global knowledge strategy, but the foundation that supports this strategy is the most important first step. The organization's culture must provide a basis for which employees can feel secure and confident about the types of information they can and should share. This organizational environment also includes the types of information that must be controlled and secured in order to maintain the confidential nature of that information.

Knowledge management systems are the enablers that help define and build communities of practice and collegiality within the global enterprise. Portal technology is the framework that brings it all together. Knowledge management is derived from a common business vocabulary in order to provide a consistent user experience. The Dewey Decimal System was developed in the nineteenth century and has been in use in libraries throughout the world to provide a consistent manner to file and retrieve information. Businesses, on the other hand, have developed departmental systems typically deployed by the administrative personnel and expanded in an unmanaged way, the silo approach to store, classify, secure, and retrieve must be implemented so that knowledge management systems can then be leveraged to further control and manage the information and provide a sound basis to control access, improve and assure security, and provide auditing for the entire enterprise. Portal technology, built on a strong foundation can then be leveraged to build the common place for communities of practice and the exchange of information in a familiar place that is consistent through the enterprise, but technology alone is not the answer. The required human interaction within a management system must not only be compatible with this technology but must lead its activity and deployment.

Boyer, Shauna "Knowledge Management in the Construction Industry"

July 23, 2008, 98pp, bibliography, appendices

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Abstract: It is commonly accepted that knowledge is an important asset in today's organizations. Businesses are starting to apply knowledge management theory in an effort to remain competitive in the dynamic environment of the 21st century. The construction industry has struggled to find ways to effectively embrace knowledge management and maximize its potential. This paper focuses on utilization of post-project reviews in an effort to aid in facilitation of this objective. First, the uniqueness, project delivery methods, and challenges associated with the construction industry are considered, as well as how these characteristics affect knowledge gathering and retention. Next, communication and the vital role that it plays in regard to knowledge management is investigated. The concept of post-project reviews is then presented as a means to implement knowledge management within this unique industry. Finally, primary research was conducted through a survey to gauge the current practices and perception of knowledge management and post-project reviews among construction professionals. The results of this study support the hypothesis that post-project reviews are an effective means to facilitate knowledge management in the construction industry. Additional conclusions are explored and recommendations for further research in the field are suggested.

Brandel, Robert L. "Competitive Intelligence on the Internet: A How-To Guide for Gathering Information"/h2>

May 18, 1999, 84pp, bibliography

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Abstract: Although it is often touted as having all the answers, Internet research does have distinct limitations. The best usage of the web is to use it as a supplemental tool for gathering secondary intelligence to supplement other intelligence gathering activities. The first step should be to check competitors’ home pages, looking for information that is “straight from the horse’s mouth”. This option is often overlooked, but can provide valuable intelligence. Another important starting point is Hoover’s Online (www.hoovers.com), a site filled with corporate and financial news and information, as well as useful links to related sites. Once basic information is obtained from these two sources, the next step should be to use search engines to see what other information is available. Since no search engine will be able to find all the information available, it is extremely important to use more than one search engine in order to maximize the amount of data collected. While important, using multiple search engines can be quite time consuming. Metasearch engines provide links to the major search engines, automatically sending out requests with only one keying of the search string. While there are many to choose from, the best add a feature which automatically sorts responses and discards duplicates. There are tools available for the desktop that make conducting searches easier by allowing multiple engines to be searched simultaneously. Some of the more powerful programs have the added feature of automatically performing searches on a regular basis, allowing the user to stay abreast of competitive situations without direct involvement. While search engines have the ability to find a large amount of information, they are not tailored to retrieve data from everywhere; other forms of searching must be used. Another form of searching is the use of newsgroups and discussion groups. These are areas where people hold discussion on a wide variety of topics. Participating in discussions on these groups is useful, but archives of the thousands of groups can be searched for more information. Other specialty sites are tailored towards specific industries, products, or geographic locations. Job postings, patents, and even industry tradeshows can be researched. These types of sites can all be helpful in the intelligence gathering process. While there is a vast amount of information that can be obtained free of charge, there are times when it is beneficial to pay for information. Fee-based sites can be full-fledged research companies that allow Internet access to their specialists, or they can be specialized sites providing unique content. Most of the time, the information provided is not available anywhere else on the Internet, especially for free. Traditional media sources are starting to have greater exposure on the Internet. Much of the time, content originally found in these sources is converted over electronically, allowing Internet researchers to gain access to it. Several sites will point the user to local newspapers and television station home pages. Once the initial intelligence gathering is done, it is important to continue to monitor the competition and marketplace. This can be done in a variety of ways, many of them automated. Websites can be monitored, and customized stock quotes and company news can be obtained without user intervention. This can be done online, using desktop tools, or even sending results to a cellular phone. Regardless of the type of information being sought, it is important to realize the limitations of the Internet. The amount and quality of information on small, privately held, non-technical companies will be vastly different than that of large, well-known conglomerates. The Internet cannot provide answers to all competitive questions. It is best used as a part of a well thought out intelligence gathering plan, providing important clues to a competitor’s activities.

Braun, James P. "Implementing a collaborative workspace to support knowledge management in product development at Harley-Davidson Motor Company "

May 27 2007, 121pp, bibliography

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Abstract: According to experts, Knowledge Management has become a focus topic for many businesses as they attempt to learn how to sustain competitive advantage through better management of intellectual resources. Knowledge Management is a framework for both supporting and learning from all of the company's experiences so that they can be prepared to adapt and quickly evolve to meet their business challenges.

This paper identifies the types of knowledge management activities that companies are spending their efforts on and which companies are leading the way. Leading companies in knowledge management are experiencing greater innovation, brand recognition, and shareholder returns as supported by increased productivity and reduced cycle times.

While there is a great deal of research about Knowledge Management and what it can do for an organization, many companies encouter challenges implementing Knowledge Management and making it work for them. The research presented in this thesis proposes key considerations for implementing a knowledge management initiative and getting it working within the organization:

Link KM to the Business Process, Strategy, and Value Proposition.
Acknowledge and address KM barriers to create a knowledge-sharing environment. Key enablers to address the barriers are identified as: Culture, Technology, Infrastructure, and Measurement.
KM initiatives are Change Management initiatives. Approach implementation with a structured process for change.

Bursek, Gerald W. "Training- An Investment in Human Resources"

May 1971, 34pp

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Bury, James L. "Emotional Intelligence: How it is Applicable to Engineering Management in the 21st Century"

Sept. 2002, 69pp, bibliography, appendices

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Abstract: The 1995 best seller Emotional Intelligence by Daniel Goleman popularized the term "emotional intelligence" and stimulated a logical reasoning vs. emotion debate. Many consultants and companies alike quickly jumped on the emotional intelligence bandwagon and gave the concept a fad or zeitgeist aura. This paper returns to the originators of the concept, John D. Mayer and Peter Salovey, and uses their definition in a review of emotional intelligence to see if its abilities are useful for today's engineering managers The paper begins with a review of what emotional intelligence is. Mayer and Salovey tell us emotional intelligence has four ability levels with increasing degrees of sophistication. Level one is the ability to perceive, appraise, and express emotions. Level two is the ability to use emotions to facilitate cognitive thinking and decision-making (a discussion of Antonio Damasio's somatic marker theory is also discussed with this level). Level three involves the understanding and analyzing emotional information and employing this knowledge. The ultimate level, level four, is the ability to regulate and stimulate emotions in one's self and others. Once these concepts have been explained, the paper goes beyond the Mayer and Salovey model and discusses preconscious thought and perceptions. It refers to Seymour Epstein's description of the experiential mind and how it uses perceptions and past experiences to 1) make quick decisions on sensory inputs that signal danger and 2) color our view of perceived reality by inferring things using our past as a guide. This section closes with a creation of the author called the thought and emotion loop. Briefly, this loop consists of the following steps: 1) the emotional mind takes in memory, perceptions and sensory input; 2) the emotional mind quickly decides if there is danger or not; 3) if there is danger, an emergency reaction cuts directly to taking action; 4) of no danger exists, emotion sorts out potential combinations that the cognitive mind must analyze and allows emotions to emerge to the conscious level which can then be sensed and regulated by emotional intelligence; 5) the cognitive mind analyzes the information and makes a decision on a course of action; 6) the event occurs and is perceived by the conscious mind; 7) the outcomes and results of the events, the perception of what occurred in the process, and the mood the individual was in are all stored in the memory and experiential mind for use on future trips around the loop. The point being made here is that emotional intelligence can be used in many parts of the loop. It can influence the deep-seated sources of those emotions to better predict and/or control the emotions before they emerge. The paper then leaves emotions and briefly discusses leadership and manager traits. The intention is not to polarize the two types as many authors have done. Management typically has to use a blend of both types on the job, depending on what needs to be done at the time. It is shown later in the paper how emotional intelligence and these traits can combine to help the engineering manager fulfill the duties of the position. The next section of the paper reviews the changes in both the engineering department and business as a whole in the last two decades. In general terms. business has changed from a manufacturing-based to a service-based economy, bringing with it a need for increased levels of interpersonal skills. Likewise, engineering has gone from a almost purely analytical department that designed things and then threw them "over-the-wall" to the next department to a service department that needs to view everyone as a customer, regardless if they are inside or outside the company. Improvement programs like ISO, Design for Assembly/Design for Manufacturing, and cross-functional teams have drastically increased the required skill set that everyone in the engineering department must possess to be successful. This service orientation and people skills requirement of the department and business has opened up an opportunity for those who are emotionally intelligent to be very successful as engineering managers. The last section of the paper examines many of the functions of today's engineering manager and how each one could benefit from an individual with high levels of emotional intelligence. These functions are broken down into three subgroups: 1) influencing the company and department cultures; 2) leading project and department teams; and 3) interpersonal relationships. The conclusions section reinforces the original hypothesis that the abilities of emotional intelligence have never been more important for the successful engineering manager due to the changes that have occurred in both the engineering department and the business environment in the past two decades. It explains the author's connection to the subject and how the lessons learned with this paper will help in his career.

1991, 56pp, bibliography

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Abstract: Electronic Manufacturing is reaching a competitive level that has forced all competitors to re-evaluate and improve manufacturing abilities. The industry is therefore faced with the ability to deliver a quality product at a competitive price and insure continuous, on time delivery to its customers. Centralized functioning, the traditional approach, focuses the process, rather than the product. Modular manufacturing, on the other hand, isolates the complete production of a specific product family. The intent of this paper is to support the modular manufacturing method for high volume production of electronics. Industry today has typically used a centralized functioning approach for production of its products. This approach has incorporated large amounts of work in process, excessive material handling, and product defect build up prior to detection. A newer approach, known in some circles as module manufacturing, meets the three main goals of any manufacturing system. They are customer satisfaction, direct profitability, and an enriched work environment for all employees. Module manufacturing is therefore a viable approach because it comes closest to meeting these three main objectives. Our electronics industry must improve its methods of manufacturing if it is going to compete within the world class markets which currently exist.

Christie, Lukie Lonsdel "How Costs are Controlled in the Manufacturing of a Standard Overhead Crane"

March 1980, 53pp

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Abstract: The main purpose of this report is to demonstrate the control of manufacturing cost through measurement of direct labor cost as applied to a standard overhead crane. The actual reported time in hours will be compared to the standard hours. The net effect of this comparison is the generation of two very important elements of an effective cost control program. These elements are: 1) Variances 2) Efficiency measurement or performance Variance is the difference between the actual and the standard hours. If nothing ever changed, there would be no need for variances. But, because there are always deviations between the actual and the standard hours, there is a need to analyze the variances. The analysis of cost variances is usually the most important job to be done in the operation of a standard cost system. Although, without proper analysis and intelligent factual interpretation, the cost variances are just a collection of figures. Accurate analysis of these variances will make it possible to effectively monitor and control the manufacturing operations of the crane. By investigating major manufacturing areas and identifying locations that need immediate attention, management will be given a priority of variances enabling operations to be investigated and problems corrected. Because of the finite breakdown of the labor standard, management will be able to carefully study all phases of the operation, and then launch a major cost reduction program. A good labor reporting system is aimed at measuring the effectiveness of the employee, as well as the effectiveness of the system supporting the employee. To be able to accomplish this, one has to rely on efficiency measurement or performance. Efficiency measurement or performance measures how efficiently one is able to perform a productive work reported in the allotted time and in accordance with the prescribed method. It also measures the level of interference being encountered in the operation. This level of interference will determine if and when corrective action is needed. By establishing an average performance of 80%, the net selling price, reported cost, and list price of the crane can be developed. Assuming, of course, a particular sales factor for that period. A detailed development of this pricing system will be established in Chapter 1. Actual data developed for the standard crane identifies eight major operational areas. These areas will be used to monitor operating performance to ensure that the goals and objectives of the business are being achieved. The importance of implementing an effective cost control program is essential for several reasons. These reasons can be summarized as follows: Improved profitability is a basic operating objective. However, the intensity of competition has made it almost impossible for a company to recover all cost increases through increased selling prices. Therefore, an effective cost control system is the key to success.

Church, Bruce and Don Albinger "Incorporating an Incremental Innovation Approach into Product Development"

May 24, 1999, 141pp, appendix, bibliography

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Chybowski, Robert J. "A Plan for the Functional Structure and Management of a Computer Software Development Organization"

June 1978, 36pp

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Cluka, Dave "AdversityU: A Nonprofit Business Plan"

June 2011, 82pp

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Coffey, Anthony, Matthew Kennedy, Scott Sparapani and Jessica Wobschall "Strategic planning for a start-up company"

August 2010, 177pp, appendices, bibliography

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Abstract: The research and ideas offered in this thesis demonstrated Target Spray has great potential as a product for use in the Class VIII vehicle market. This potential provides an opportunity for Mr. Lipinski to use the product to establish a business, whose vision will be to deliver innovative, safety-oriented products to Class VIII and other vehicluar applications. Offering additional safety products, besides Target Spray, through reselling, licensing or partnering strategies will complete the product portfolio and provide the funding necessary for establishing a core competency in innovation. Innovation will allow Mr. Lipinski to maintain his company's competitive advantage for future sustainability. For a start-up company to develop and market an innovative product into the marketplace, there are several challenges for the company to address. These challenges include research for marketing the product, development of a sustainable company strategy, required business operations for first year operations, start-up financial requirements and implementation of these ideas. This thesis addresses these five activities for Dan Lipinski, who has invented an aftermarket wiper spray system, branded Target Spray, for Class VIII Freightliner semi-trucks. Extensive market research was performed for the Target Spray product to determine if Mr. Lipinski's innovation had potential for sustaining a start-up company. Based on the market research, a Horizon strategy road map for Years zero to ten was developed. The Horizon strategy provides potential activities to sustain the business and develop a core competency in innovation in order to maintain competitive advantage. Suggestions for how to organize the business, support core functions and prepare for mass production capabilities are provided for Years zero to three. Market research was also utilized to develop pro-forma financial statements, calculate financial start-up requirements, as well as, determine the payback period and internal rate of return (IRR). Lastly, the research and suggestions are summarized into a implementation and risk section. It is recommended that Mr. Lipinski should proceed with the plan, but with caution, while ensuring all of the risks associated with this new venture are understood.

June 1980, 60pp

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Abstract: This thesis is about an area called Decision Support Systems (DSS), that is, supporting the decision process of managers with flexible access to models and relevant information. This approach focuses on an analysis of the key decisions and then the provision of support to managers in making these decisions. This support is possible in complex, unstructured, problem situations and can be used by the manager in conjunction with his intuitive “feel” for the problem and its solution. Since DSS approaches are new, there are still obstacles to their use. While a few of the problems are associated with the growing pains of the state-of-the-art, the more challenging and fundamental ones deal with the inertia of change in general. All of these problems can be overcome by effective planning, coordination and control.

Deely, John "Characteristics that Influence New Software Venture Performance"

Jan. 29, 1998, 135pp, 135 references, bibliography, appendices

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Abstract: In recent years, software companies have accounted for the greatest number of small business start-ups among all technology related fields. The industry, in general, is highly fragmented, rapidly changing, and fast growing. As such, it is a highly attractive industry for entrepreneurs, particularly software professionals looking to strike out on their own. The software industry offers many opportunities and thrives on innovation. Its opportunities, however, can be extremely volatile and short-lived. At the onset of this project, the author believes that certain characteristics of a new software venture could minimize the risks in this opportunity-filled, but uncertain, industry. The intent was to perform an academic study of a new software venture performance, modeled after some other general works on new venture performance. The results of the study, then, would identify some key characteristics that can minimize the risk and improve the probability of success of new software ventures. This project first looks at some of the characteristics of the software industry which differentiate new software ventures from new ventures in other industries. Chapter One looks briefly at some software case histories which serve to illustrate some of these characteristics. Some of the characteristics of the software industry identified are rapid change, fragmented markets, low barriers to entry, fast growth opportunities, a unique economy, and a reliance on intellectual capital. The project then reviews pertinent literature with respect to start-up ventures and entrepreneurship. Chapter Two identifies four general classifications of factors that influence new ventures: Business Environment, New Venture Strategy, New Venture Financing, and Entrepreneur Characteristics. Chapter Three takes a look at several research studies related to new venture performance. In particular, three Ph.D. dissertations are reviewed in depth and are used later as a basis for the primary research used in this project. Each study discussed in Chapter Three provides a Model of New Venture Performance. These models suggest a range of start-up characteristics which can affect new venture performance, as well as appropriate measures of new venture performance. Chapter Four draws on the first three chapters to develop a Model of New Software Venture performance. This model proposes that the performance of a new software venture is related to three general start-up characteristics: New Venture Strategic Planning, New Venture Start-up Financing, and Entrepreneur Characteristics. A questionnaire is then created to gather primary research data from some software start-ups. The administration of the questionnaire is discussed in Chapter Five along with a summary of the data collected and analysis of how it relates to the propositions asserted in Chapter Four. In general, the data indicates that new software venture performance is not closely related to New Venture Strategic Orientation or Entrepreneur Characteristics. The results did, however, confirm the proposition that there is no relationship between New Software Venture Financing and New Software Venture Performance. With the survey data affirming only one of the three propositions presented in the Model of New Software Venture Performance, Chapter Six looks at the implications of the survey results and concludes the following: One unique difference that distinguishes the software industry from other industries is that a software entrepreneur can develop a new product with very little up-front costs. Once that product is ready for market, however, the entrepreneur is faced with the same business constraints and considerations, including strategic planning, marketing and sales, as a new venture in any other industry. The last section of Chapter Six closes with a discussion of the implications of this project for the aspiring software entrepreneur. The most important implication is that, although the software industry offers attractive opportunities for software entrepreneurs, there is no formula that will guarantee success in seizing those opportunities. Starting a new software venture holds the same uncertainty and risk as new ventures in other industries.

Delie, Frederick Robert "Understanding American Ethnocentricity and Worker Lifestyles to Better Manage the Diverse Workforce"

June 1984, 206pp, references

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Abstract: The character of the American workplace is changing. Global competition has mandated American companies reevaluate how they do business. “Downsizing”, “retraining”, and “technology-based” have become the buzzwords of the business world. Today’s companies have found that to survive means working smarter and with less employees. Good-paying jobs are rapidly disappearing for those having only a high school diploma. Employers are retraining their remaining workers to be able to effectively use the technologically advanced software tools and production equipment needed to maintain their viability. As workers retire or leave the company, each employer determines which jobs are essential to the company and require refilling. It is in the effort of recruiting workers to refill these positions that American businesses encounter a startling fact. The number of new entrants into the workforce is smaller than it has been in several years. Workplace entrants in the 18 to 24 year-old age bracket is expected to decline from 28.9 million in 1980 to an estimated 23 million in 1995. More dramatic than the reduction in worker numbers is the composition of these entrants. It is estimated that between 1988 and 2000 the number of White non-Hispanic males entering the workforce will be 2.3 million. Compared with the estimated 6.9 million White non-Hispanic women, 3 million Blacks, 1.9 million Asians, and 5.3 million Hispanics who will enter the workforce in the same time period, the White male entrant has become a minority, representing only 11.6 percent of the total. Entrenched in an organizational culture which favors the White male with a European ancestry, many companies are struggling with how to integrate the multi-ethic/multicultural new employee. Changing worker lifestyles further compound this problem. Single parent families, dual-income families, day-care needs for both the child and aging parent, are just some of the additional challenges facing today’s employer in molding an effective organization. Key to surmounting these challenges is a historical understanding of American ethnocentricity, an insight into how worker lifestyles affect their performance in the workplace, an appreciation for the importance of education, and a knowledge of the cultural attributes of today’s workforce.

Dieringer, James Victor "Motivational Technical Employees"

Aug. 1970, 32pp

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Dobrinska, Robert F. "Financial Risk"

Feb. 24, 1979, 38pp

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Donner, Donald K. "Quantitative Methods of Forecasting with Special Application in Forecasting the Demand for Small Power Transformers"

May 1970, 103pp

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Dopheide, Jan "Knowledge Management: Metrics for Evaluating the Effectiveness of Intranets as Knowledge Management Tools"

Dec. 2003, 149pp, bibliography

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Abstract: In a global environment where knowledge and its usage become increasingly more important every day, many organizations employ knowledge management to manage this valuable asset. Organizations expect improvements in various areas such as an increase of productivity, improvement of processes and the exchange of information, and customer orientation and satisfaction. Among the challenges in the various approaches to knowledge management is measuring the value and the performance of knowledge assets as well as of the effectiveness of knowledge management itself. In part, this can be attributed to a lack of familiarity with methods to promote the application of knowledge in the area by using measures to control knowledge. Due to the fact that various schools of knowledge management have developed over the last years, the student has narrowed the scope of this thesis to the role that intranets in organizations can play in knowledge management efforts and how their effectiveness is evaluated. The proposition of this thesis is that knowledge management efforts in organizations lack the metrics to evaluate the effectiveness of employed intranets. In order to be successful with knowledge management, such metrics need to be developed and implemented into the existing performance measurement activities. So far, literature seems not to focus on metrics specifically developed for intranets. Based on the findings of this thesis, the author suggests the use of a modified version of the Balanced Scorecard framework, in order to evaluate the effectiveness of intranets as knowledge management tools. In the opinion of the author, the existing setups to evaluate intranet effectiveness are insufficient, due to their lack of a connection between the business strategy and the knowledge management strategy as well as their incompleteness in regard to their ability to capture sufficient relevant data on the knowledge processes that are facilitated by intranets. Therefore, the author proposes to use a modified version of the Balanced Scorecard concept, combining the specific knowledge measure presented in this thesis. The result of this new evaluation system should be a Balanced Scorecard for intranet effectiveness evaluation with the following performance equation: Knowledge goal achievement plus internal efficiency plus user satisfaction equals intranet effectiveness.

Dorschner, Rod "How to Gain Market Leadership in a Fragmented Industrial Market: A Strategy for Capturing Leadership in the General Motion Control Market"

1999, 94pp, bibliography

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Abstract: The world economy is in the process of transforming from an industrial focus, to a knowledge and information focus. Companies that strive to dominate in a fragmented industrial marketplace must become aware of the new economic paradigm and the three major trends of globalization, digitization, and deregulation. They should focus on providing knowledge to customers using either a strategy of codification or personalization, both of which allow for knowledge to be reused in finding solutions to customer applications. The modern knowledge-based industrial company should focus on an operationally excellent, product leader, or customer-intimate business model, and should use its knowledge base to enhance that business model. The General Motion Control (GMC) market is an example of one segment of the industrial market. It is highly fragmented with hundreds of companies, each competing for their share of the $2.9 billion market. No clear leader has emerged, primarily because the knowledge required to select, implement, and support GMC applications is too great for any one organization to provide to the multiple segments of the diversified market. Users of motion control who cannot afford the cost of maintaining a knowledge base in-house are forced to seek a GMC supplier who either has the ability to provide extensive pre-and post-sale support, or who tailors their product to fit a particular market niche efficiently. Although consolidation continues to occur, no single GMC supplier has become large enough to provide low-risk, cost-effective solutions for all segments of the GMC market. The key to capturing market leadership in the GMC industry is the ability to provide customers in a majority of market segments with low-risk, cost-effective total motion control solutions. A GMC supplier with a competitive advantage in codified application knowledge, embedded in the hardware-independent control software, and based on a customer-intimate business model, would be in a unique position to change the rules and dominate the overall market. It could do this by developing a competitive advantage in tools that provide the customer with the knowledge required to select, implement, and support GMC applications with minimal risk. These strategies for implementing this concept are outlined in detail in the following pages.

Dorth, Daniel P. "Project Management with Project Appraisal"

Dec. 1971, 65pp

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May 1990, 54pp

Build Teams and Team Identity
Create an Infrastructure
Communication
Performance Measures and Compensation/Recognition
Mentoring and Training Employees Remotely
Culture
Influence Management
Build Trust
Watch for Conflicts

An individualized, self-paced course targeted for managers interested in updating or changing their skill sets to better manage virtual teams is included with this project.

Gavran, Russell E. "Effective Pricing Leads to Business Success"

May 1991, 51pp

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Abstract: A business begins to fail for several reasons: Either because the company is selling at too low a price, or the cost of goods sold are too high if the gross profit margin is decreasing. Business failure is also due to a sales volume increase coupled with a cash flow problem. It has been a standard business practice to lower prices and increase product volume and turnover in order to compensate for a lag in business growth and development. However, the additional costs, such as operating expenses, personnel needed to process invoice orders as well as to move products and purchase materials, can cause a business which is already in trouble to plunge quickly toward an inevitable collapse. This paper will demonstrate how an increase in prices, reduction in volume, and efficient use of personnel should lead to a business success. In order to show that increase in pricing and efficient use of personnel are conducive to a gross profit margin growth, other more conventional methods which do not safeguard the success of a business will be compared to effective pricing methods. Also, methods of maintaining and developing effective pricing strategies will be described and compared to the increase in pricing strategy mentioned in Steinmetz’ lectures on “How to Make Your Prices Stick.” Several businesses and companies will be examined in terms of their success or failure due to planned pricing strategies and their subsequent implementation.

Geiss, Gerald W. "Development and Marketing"

March 9, 2005, 102pp, bibliography

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Abstract: Recently, companies have been devoting much attention to core competencies. As will be demonstrated, companies that develop strategies around their core competencies often perform well. Several examples will back this claim. Core competencies are unique for the organization that holds them. However, it is proposed that core competencies of a company are built or based upon common underlying factors. For most companies, these factors would include innovation, communication, knowledge, and teamwork. While core competencies are unique to an organization, the underlying factors can share some commonality. This commonality is reviewed to determine the underlying factors and to identify the core competencies required for new product development and marketing. The correlation between innovation, communication, knowledge, and teamwork and how they relate to core competencies is explained. For example, core competencies are built upon the unique collective learning and knowledge of the organization. Communication is a tool to transfer knowledge from one person to the next. Communication may take place verbally, in written form, or by sharing experience. Teamwork is a means to get people from various parts of the company together so that they can communicate effectively. Teamwork also facilitates the building of knowledge. Ideas can be presented and expanded upon through other team members. Innovation comes from new ideas being generated inside the company. These ideas may come from teamwork or the knowledge that is being created within the company. New product development and marketing can use these factors to create their own core competencies. For new product development, their goal is to create new, innovative products for the company to market and sell ahead of the competition. Marketing's goal is to find a market for the company's products and services and to keep existing markets abreast of new products and what they offer to the customers. How is this accomplished? New product development uses new technology to create new innovative products. They inform marketing of the new available and upcoming technologies to find out how the market will respond. Marketing communicates with the customers to find out what their needs and requirements are. Unrealized needs are a good opportunity for the company. Marketing also has the task of determining what are the future market needs, even before the customers realize what they are. Marketing then communicates this information back to new product development. When marketing receives the feedback from new product development, they can determine if the technology is a viable option for the company and its market or even find new markets for the pending new products. When marketing relays its information back to new product development, products can be created to meet both the customers' needs and requirements and also their unfulfilled needs. This bi-directional flow of information and knowledge helps the company create new, innovative products that have a viable place in the market ahead of the competition.

Ghani, Mohammed Asif "Competitive Intelligence: Insights for U.S. Companies"

Jan. 18, 1996, 171pp, appendices, bibliography

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Gilgen, Russell W. "Marketing in the Aerospace Industry: How it Functions"

Feb. 1971, 102pp

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Godwin, Thomas Charles "Determining Geographical Market Potentials for Consumer Goods"

May 1970, 26pp

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Golembiewski, Richard George "Managing the Engineering Consultant"

May 1983, 54pp

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Abstract: In this era of rapid technological change, many firms are finding it increasingly difficult to maintain technical competence or to keep up with advancing technology. For many such firms, the use of an engineering consultant is a cost effective way of obtaining expertise. This essay examines the reasons why a firm might choose to use a consultant, the selection procedure, contract negotiations, project control, and closeout. Additional chapters examine the specific topics of practical and international considerations as they apply to the consulting agreement.

Golomski, William A. "Quality Control and the Consumer"

April 30, 1969, 54pp

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Gooden, Donald A. "Strive to Achieve Optimal Results : A Project Involving a Small Manufacturing Company"

July 2008, 122pp, bibliography, appendix

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Abstract: A correlation exists between organizations (large and small) meeting existing and potential customers' product pricing (and quality) expectations and the effectiveness of that organization's continuous improvement initiatives. This relationship has motivated manufacturing operations professionals to identify value-added practices that support continuous improvement efforts of organizations. Lean Manufacturing, Six Sigma, and development of collaborative working environments exemplify the many methodologies that have evolved from efforts to identify effective practices and programs that achieve optimal results.

Attainment of optimal results from manufacturing-related operations requires diligence in identifying appropriate programs that drive non-value-added cost out of business-related operations. Organizations that appreciate this realize verifiable results from implemented cost reduction and quality improvement prograrms. However, meeting the stated challenge is potentially more challenging for small businesses lacking sufficient resources to support their efforts to achieve optimal results consistently.

Take for instance, the XYZ Company, the subject of this paper's case study. The XYZ Company, a small manufacturing organization, is currently considering the feasibility of continuing to provide parts to a valued customer. Recently, the organization discontinued leasing a crucial piece of equipment that potentially supported the organizations' efforts to achieve acceptable profit magins. Is investing (or leasing) in equipment the only cost reduction option? Could equipment purchases hide or accommodate existing inefficiencies?

Before investing in additional equipment, organizations must be confident that they are realizing optimal results from their existing resources. This caveat applies to the XYZ Company. The XYZ Company should be confident that the organization is achieving optimal results from their existing resources before purchasing or leasing additional equipment. Has the XYZ Company successfully identified and implemented appropriate efficiency enhancing programs? If cost reduction opportunities exist, what are the appropriate corrective actions? In addition, is the XYZ Company committed to apportion required resources to support implemented continuous improvement initiatives?

In the twenty-first century's continually evolving, dynamic, and competitive markets, businesses must continually review and enhance their continuous improvement efforts. Organizations that fail to recognize this are destined to capitulate to competitors that appreciate the need to improve continually. In the twenty-first century, organizations' achievement of optimal results from its manufacturing operations is not an option. A catalyst motivating this condition is the dynamics associated with meeting customers' expectationsCustomers, domestically and globally, demand that organizations meet their product pricing (and quality) expectations. These conditions necessitate that manufacturing-related operations consistently function as efficiently as possible. To achieve this objective requires dedication and diligence in identifying and implementing programs (and practices) that eliminate non-value-added activities.

Gracyalny, Dale T. "A Study of the Genesis, Evaluation, Selection, and Termination of R & D Projects"

Jan. 1994, 109pp, bibliography

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Abstract: In this master’s essay, various aspects of R&D project management and R&D decision making processes are critically examined as they relate to R&D project screening, selection, evaluation, and termination. Management science research literature is integrated with personal experience and insights from industrial research managers to operationally emphasize the advantages and limitations of R&D project selection models and the organizational decision processes in which they are employed. The purpose of this work is to examine the complexity of the R&D project selection process in order to heighten the awareness of R&D managers and other management professionals to the numerous factors that must be considered and the many techniques that can be used to select the most promising R&D projects. Hopefully, these observations and results will be especially meaningful to R&D professionals seeking to select R&D projects in a time which combines intensified global competition with increasing corporate financial pressures. The challenge for R&D management is to select and commercialize the R&D projects that will produce the greatest positive effects on the profitability and competitive position of the firm, both in the near and long-terms. Only by stepping up attention to global markets and international technology growth can most technically-oriented corporations hope to remain competitive and profitable. Therefore, possessing a global perspective is no longer a choice for R&D managers and their companies, but rather it has become a technological imperative. Furthermore, R&D must participate in shaping business strategy to achieve maximum return on R&D investment and long-term success for the company. In turn, strategic business units must assist in focusing strategy for R&D. Because of the inherent lack of specificity and the subjective nature of the available data, selecting new R&D projects is often viewed as a “black art”. Some of the R&D project selection and evaluation models can introduce more objective analysis into these technical, marketing, and manufacturing estimates to help clarify differences or similarities of opinion among the decision makers. Regardless of the subjectivity involved in the selection decisions, establishment of relevant and consistent criteria is paramount to viable R&D project screening and selection processes. Such criteria must be based on the interests, capabilities, and risk attitude of the individual firm. R&D opportunities should be examined in precise terms – not necessarily in terms of dollars and cents, but certainly in terms of how the company can gain value in specific ways. While many researchers have analytically described the mechanics of the R&D project selection decision, most neglect the fact that the decisions are made by people functioning within organizational settings. Effective R&D project management requires the management of those interpersonal and group dynamics that facilitate organizational integration. R&D management also needs a good understanding of the project’s priority, technology, and resource requirements. Further investigation is required to understand the human dynamics between the individuals and the corporate organizational units which drive the R&D project selection process. Additional study is also required to identify the interactions of critical R&D project success factors with the highly-charged decision processes leading to R&D project selection and ultimately, project termination.

Grant, James R. "The People Capability Maturity Model®: analysis and application"

April 5, 2008, 186pp, glossary, bibliography, appendices, figures, tables

Gundrum, Kari Lynn and Ruth Ann Lund "Case Study: Magnetek Shipping Team- Causes, Analysis, and Cures of Psychological, Physiological, and Behavioral Responses to Team Stress in an Industrial Environment"

Fall 1999, 190pp, bibliography, appendices

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Abstract: Cecilia Macdonald, a Sacramento-based speaker and corporate trainer, says, “Employees report that job stress seems to be running their lives, making them feel hurried, irritable, and frustrated.” Stress touches everyone’s life in today’s world on a much greater scale than in the past. The increase in stress has resulted in an increase in stress-related illness and insurance claims. The large sum of money involved in stress claims and loss in productivity has prompted further investigation into the area of stress management. So, stress has risen, the costs of stress have risen and, therefore, stress research has increased dramatically in recent years. According to research by University of Wisconsin, Green Bay Professor John Harris and Lecturer Lucy Arendt, “High levels of stress, if not understood and reduced, predictably result in high levels of employee dissatisfaction, illness, absenteeism, turnover, low levels of productivity, and, as a consequence, difficulty in providing high-quality service to customers.” John Ford, owner of Charlotte-based Leading Well, asserts that, “stressed out employees do not make good employees or family members and indirectly, but in a real way, negatively affect profits.” Stress is a serious mater for employers in the 1990s, and companies are looking for ways to manage it. This thesis is a case study of the MagneTek shipping team. Stress was a factor evident from the onset, so the authors decided to try to reduce stress while increasing the effectiveness of the team. To accomplish this, they chose to facilitate various training sessions in goal setting, communicating, and problem solving. The results of the case study show an improvement in team effectiveness and a reduction in stress. The thesis first provides an introduction and lays a foundation based on stress research before discussing the case study. Chapter Two contains the stress research that includes information of stress terminology, stress models, causes of stress, responses to stress, stress within teams, and the relation of stress and job performance. Chapter Three contains a detailed account of the work Gundrum and Lund did with the shipping team starting with an outline of the original case study plan, a discussion of meetings, and in-depth analysis of the surveys, and ending with recommendations for MagneTek. The closing chapter contains the final observations, conclusions, and recommendations for industry. Stress research is quite young and, therefore, researchers still have a lot of work to do in this field. So far, mainly people associated with the psychology field have contributed to stress research. Gundrum and Lund see their work as an important step in involving people from industry to start providing urgent solutions required by companies. It is critical to bridge the gap between business management and the stress researchers. Bringing together people from industry and the psychology field to conduct studies in stress research will strike a balance, providing research based in solid psychological science and solutions from an industrial perspective. Industry is in dire need of solutions as the costs of stress soar.

Gupta, Kamla Prasad "Quality Control Circles in Manufacturing Organization"

Nov. 1982, 45pp

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Gupta, Venu Joseph "Today's Manager and His Investment Decisions"

Feb. 1, 1980

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Abstract: The biggest problem in any problem is knowing what the problem is. Therefore the dilemma of today’s manager’s decision-making process is explored in introduction part of this essay. In this portion of essay emphasis has been placed on the ability required by a manager today to view the firm as an integrated whole as a system. Even though for the main purpose of the report dealing with investment decisions should relate to manager in his financial context, it is strongly pointed out in the introduction of this essay that a manager along with being an officer of the firm also acts as a social agent. Before directly dealing with investment decisions, Management Information System also known as data processing has been brought to light as an essential tool of modern management in controlling and directing the course of events and soundness of decision within a business concern. Many a books have been written and thousands of articles can be found on the subject matter of Investment Decisions. It is not the purpose of this essay to evaluate these writings but to advance learning towards this subject by exploring the major proven theories helpful in evaluating proposed investments. The methods that suit certain type of Capital Investment decisions and understanding ranking measures to accept or to reject proposed investments. The cost of capital theory is discussed briefly as it is a vast subject in itself. Only that phase of it is discussed which is considered important in understanding the role it plays in investment evaluation methods. Business managers are concerned with the cost of money capital as it influences the allocation and efficient use of funds in the many aspects of their business, such as investments and related financing decisions. The remaining portion of the essay has been devoted to examining the important and widely used methods of measuring and ranking investment proposals such as payback period, net present value and internal rate of return are explained and exemplified. The methods are well recognized in managerial decision making and therefore for the purpose of this essay the recognition would be accepted as is. A related bibliography is prepared, a major part of which was used to assist in writing the essay. Some of the articles and writings date back to a few years ago while others have appeared in recent periodicals. As the analytical methodology has remained the same over the last years, the older articles handle the subject matter quite well and with up-to-date authority. Controversial approaches to the subject matter are avoided and an effort is made to bring forth the important factors applicable to general industry atmosphere and usable by today’s managers in making investment decisions. The focus throughout the essay is to lead towards making the most crucial decision; to find the optimum investment by understanding and analyzing the elements involved.

Gurchinoff, Stephen T. "Improving Company Systems and Technology to Assist in Divesting from a Single Primary Customer"

June 2010, 120 pp, 79 references, appendices

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Abstract: This thesis document's purpose is to assist a family-owned injection molding company in improving their systems in order to help the company to reach its goal of divesting itself from reliance on a single, primary customer. The company is not identified, but is instead referred to as XYZ Molding. Research was conducted in order to determine how XYZ Molding can grow and attract new customers. Research focused on business planning, marketing, injection molding best practices, benchmarking, finance, and staffing. Through the course of writing and researching this thesis, it was found that XYZ Molding is capable of growth, but must embrace change to move forward with the topics discussed. This thesis concludes with a number of recommendations for XYZ Molding. The primary recommendations that the company should seek to implement include moving forward with all-business-related plans proposed in the thesis, as well as creating a new website that is search engine optimized, and actively pursuing new business.

Gustafson, Marty "Customer Loyalty Analysis for Manufacturing Industries"

March 24, 2003, 91pp, bibliography, appendices

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Abstract: This paper is a study to determine if the positive effects of customer loyalty on profitability and sales volume seen in consumer industries are also present in traditional manufacturing industries. Current available research and sales data provided from a sample manufacturing company will be analyzed for changes in sales growth, customer retention, sales order margin and profitability. The sample data will test the loyalty theories discussed and provide a plan for other companies to follow when investigating if a loyalty effect can be seen in their industry. When a loyalty effect is present, companies must next analyze their repeat buyers to determine buying behavior of each customer segment. Methods for segmentation and different marketing strategies for each customer type will be shown in order to provide a targeted marketing plan for companies interested in managing for improved loyalty. Finally, several tools that can be effective in improving customer loyalty will be explained and tested. These tools include software and database management systems such as customer relationship management (CRM) and recency, frequency, monetary value (RFM) software. Organizational designs such as customer centric corporate structures will also be discussed as a strategy to improve loyalty.

Haen, Kevin A. and Scott A. Roehrborn "An analysis of the Dot-Com Failures and an Application of their Strengths"

May 2002, 153pp, bibliography

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Abstract: In the mid 1990s, a revolution began as business leaders recognized the potential ability of the Internet's World Wide Web in conducting electronic commerce transactions. However, just several years after the dot-com euphoria started, the dot-com crash began, as investors demanded that management return to the "old economy" focus on profits. By 2000, the dot-com collapse reached massive proportions with widespread consolidation among e-commerce companies, and bankruptcy was common. Several recurring themes, including intense competition, lack of capital, and simply unworkable business models, appear to be the basis for many of the failures of the founding dot-com businesses. The failed dot-coms all had a common theme in that they all promised to revolutionize the buying habits of society. Companies such as etoys, Pets, and Fumiture.com had widely recognized brand names but still were unable to succeed. The dot-com euphoria of the late 1990s has now been replaced by concern over exactly how the Internet can successfully be used for business. Brick-and-mortar companies are working to integrate the Internet into their businesses in ways that will be profitable in the future. Because the Internet can be utilized in a broad range of areas, companies must deten-nine exactly which facets they want to benefit from. The challenge is deter-mining which facets of the hitemet can be utilized to add value and enhance company competitiveness. This includes developing the necessary marketing and customer strategies. These areas are critical to success because companies need to determine what markets they would like to serve, and then attract and retain customers. The abundance of dot-com failures should not be used to dismiss the potential of the Internet for business applications. Businesses and consumers still want and need technology and the Internet. Companies such as Amazon.com, Charles Schwab & Company, and numerous other smaller niche businesses have all demonstrated that the Internet can be utilized successfully. While the dot-com explosion may be over, a new generation of e-commerce companies is emerging. Now, companies in every industry are finding ways to utilize and leverage the Internet in all aspects of their operations. The distinction between old economy and new economy companies has been decreasing and this trend will likely continue. Whereas people initially predicted the Internet would reshape the U.S. economy, what is actually happening is that the economy is determining the final "shape" of the Internet. Now, it looks like the Internet is more suitable for extending and complimenting existing businesses, rather than as a replacement for them. Instead of being an entirely new business sector, the Internet is being viewed as a technology, and traditional companies are benefiting from the skills developed by the failed dot-coms. The methodology and strategic steps taken by successful dot-coms was used to develop a business plan for a proposed dot-com startup company, MagicalWedding.com. MagicalWedding.com is an Internet start-up company offering a complete source of wedding related information to consumers. Currently being developed by a creative design team, this Internet web site will allow consumers to do their wedding shopping and planning quickly and easily, from their own home. Detailed information on products and services offered by businesses will be displayed in an attractive and easy to navigate fonnat. Additional tools such as a guest list manager, budget calculator, planning calendar, and e-mail reminders will also be provided free of charge. This will allow consumers to make virtually all of their wedding plans without visiting every business. MagicalWedding.com has a key competitive advantage in that it will provide the only collection of businesses serving the wedding industry in this area. Nothing else like it currently exists. By defining a new market and offering services at a price that beats any other form of advertising, a significant number of businesses will be attracted to advertise on the web site. This client base, along with the MagicalWedding.com name recognition, will provide a huge barrier to entry.

Hahn, Manfred "Business Strategy for Hydraulic Power Unit Business"

July 18, 1999

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Halaseh, Omar J. "Impact of Global Potash Industry on the Arab Potash Company"

May 1990, 107pp

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Hall, Robert Anthony "Modern Business Approach to Sales Forecasting"

May 1971, 48pp

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Halsema, Craig Alan "Managing Engineering Professional Development"

Feb. 1995, 115pp, appendices, notes, references

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Abstract: Engineering Professional Development is one of the most valuable tools that an engineering manager can utilize. Surprisingly, though, there is a paucity of literature devoted to this topic. Resources abound for job seekers, educators and human resource professionals. Yet, there appear to be no materials available to demonstrate how an engineering manager can use engineering professional development to answer strategic needs within his organization. Consequently, this thesis is an original composition which illustrates how an engineering organization should go about determining its distinctive competency, or that which it does exceptionally well. Once this focal point or mission is established, activities within the organization can be monitored to ensure that they support this mission. From a human resources standpoint, the engineering manager can evaluate professional development tools like continuing education, technical society participation and intrapreneurship to ensure that these tools are developing human resources capable of supporting the company’s mission, capitalizing on market opportunities and countering competitive threats.

Hannes, Joseph William "A Study of the Human Side of Productivity"

Sept. 1986, 61pp

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Abstract: The topic for this thesis was chosen due to my personal interest in examining the effects human resource has on productivity. Early in my engineering career, I found myself involved in the justification of capital equipment as a means of increasing productivity. Today, I find myself working closely with people in making things happen. In the latter situation, I’ve experienced many instances where an improvement in human relations by itself greatly improved productivity. In some cases, it eliminated the need for better or faster machinery. This situation has repeated itself so frequently, that I became convinced that American industry is not directing its expenditures for productivity improvement into the right areas. I don’t mean to suggest that technological improvements should be restrained. But, I do feel that our human resources can be tapped more constructively. Why American industry finds this a difficult task is the objective of this thesis. While researching materials to support my conviction, I found that productivity had been a popular buzzword in industry since the Industrial Revolution. Since that era, American industry is still struggling to manage its productivity. During the last decade, our productivity rate has declined to the critical point where America has lost its competitive leadership in the world marketplace. Currently, we continue to lose jobs and industry to other foreign nations, notably Japan. The ironic fact is that Japan learned how to optimize their productivity from America. How and why did this phenomenon occur? Very simply, American industry traditionally treats its workers as subservient to management. Further research has shown, that if American industry is to reverse its declining productivity, it will need to change its style of management. It must initially replace its adversarial image among its workers and the government. Next, it must foster creative plans which cause workers to help their company’s to survive. Another prime factor is to get industry, government, and workers to identify their efforts with a common goal. Japan’s goal is survival. Without manufacturing, it could not meet the needs of its people. America’s goal will need to be similar, however, our means of achieving it can be different. Without goals, people and nations begin to stagnate and slide backwards. In order to get workers to “want to” participate in the survival of America, industry and government will need to gain the confidence of the workers. Simplistically, confidence is going to have to be built on trust and honesty. This will undoubtedly be difficult, because our industries are not nationalized. However, it is believed, that the majority of workers can be made to feel secure and wanted rather than self-satisfied. Few people actually reach total self-fulfillment. With this thought in mind, the leadership in companies will need to stress participative and reciprocal style of management. Issues that will help win the confidence of workers are; job security, challenging work, internal training and promotion, praise and rewards, enthusiastic leaders, constructive appraisal, incentives, quality of work life, and two-way communications. Here-in, I have found that people are the key factor in improving productivity. People are responsible for controlling and utilizing resources. People design and operate the equipment and the facility. They design and implement methods and procedures. They purchase and use raw materials. They produce, provide, sell and service products. All these things are provided by people in varying degrees. People are undoubtedly a key factor in improving productivity. A fact which must be repeated is, the company which best understands the nature of its people and of the organization in which they work, will lead in the productivity race. This thesis will help managers lead the way to increased productivity. I feel confident tat it shows that the potential for boosting productivity growth through the better management of people is enormous.

Hansen, Mike "Intrapreneurship: The Key to the Long-Term Health of the Modern-Day Corporation"

May 1988, 61pp

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Abstract: In order to remain competitive in today’s international marketplace, companies must foster a working environment that cultivates creative thinking and rewards its employees based on merit. The paper will define the concept of Intrapreneurship and focus on concrete examples where it has been used to improve both operating efficiencies and overall competitive positions at several American companies. Several different management philosophies will be explored in order to determine the type that is best suited to the Intrapreneur.

Hanson, Timothy J. "Capital Intensive vs. Labor Intensive Distribution System for Expansion Analysis with Mobile Video Services, a Unit of the Destrier Corporation"

Nov. 8, 1990, 119pp

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Harpel, Brett "Influence of Change and Ethics in Modern Organizations"

June 25, 2004, 158pp, bibliography, appendices

May 16, 2000, 192pp, bibliography, appendices

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Abstract: In the 1990s reengineering concepts were being implemented in organizations seeking new ways to cut business process cycles, decrease labor, and increase profits and market share. One of the original authors to document the basic principles of reengineering was Michael Hammer. His concepts were radical in contrast to traditional change practices in organizations. He claimed the only way to achieve dramatic improvements in organizational effectiveness was to essentially evaluate current processes, tear them down to the basic functions and rebuild new processes suited towards the support of the customer and not internal organizational red-tape. Many of the reengineering initiatives attempted by companies failed or did not achieve the expected level of improvement. Estimates claimed 60 to 70% of all organizations which attempted to reengineer their businesses did not achieve noticeable success. In addition to the lack of successes, many organizations used reengineering as a method to cut staffs and strip away services and core competencies of their companies. Reengineering soon became synonymous with layoffs and cost cutting initiatives. Regardless of the negative examples, there were also many well-documented successes. Major corporations, such as Ford and Mutual Life had implemented reengineering principles and succeeded at improving operating processes. However, due to the negative connotations of reengineering and its lack to generate promised improvements in efficiency or lowering operating cost to the organizations's operations, the emphasis to use reengineering as a method to address organizational problems dwindled by the end of the 1990s. The author of this thesis is employed by an organization composed of several smaller organizations which were recently merged together. The organization has a vision to make considerable gains in their market by consolidating the efforts of these smaller companies. Several years after the mergers, the organization is still struggling with removing barriers among the different departments and connecting people together towards the corporate goals. These one-time competitors must now work together. Old alliances, differences in methodology, software systems, and cultures have kept any significant growth and synergistic benefits to a minimum, The promise of the reengineering principles and the need to identify solutions and methods for the author's organization has led the author to investigate the validity of reengineering principles and their application to the organization. To determine the validity of reengineering principles the author investigated the causes of failure and reasons for successes from several sources which performed a postmortem of the reengineering movements. Utilizing the information supplied by these historical cases the author determines if reengineering principles are another management fad, quality initiative, or reshuffling of employees and tasks. In addition the author investigates potential application of current management techniques and technologies to enhance or resolve many of the original reengineering problems. Investigations of the reengineering principles determined there is not one universal method, which can apply to every organization. Company size, product offering, culture, management style all play a significant role in successful application of reengineering tools and methods. Key to a successful reengineering program relies on choosing the appropriate reengineering team, executive management support and commitment, and creating an organizational culture willing to part with old habits and processes and embrace change. Historically, most documented failures have been attributed to a combination of lack of management commitment or inability to overcome existing cultures and momentum of the current business processes. Once these minimal requirements are met the reengineering program can be enhanced by utilizing quality techniques, such as flowcharting and Pareto charts to understand current business operations and uncover non-value added functions. Benchmarking techniques can also be applied to gauge current operations against industry leaders to establish baselines and goals. Technology can also enhance new processes by using data management and workflow software. After understanding the strengths and weaknesses of these tools and techniques a reengineering plan can be developed and implemented. In the final analysis of validating reengineering principles, the author concludes the original reengineering concepts suggested by Michael Hammer were sound. However, it may have been premature for most management techniques used and the technology available in the early 1990s. Most of the failures were due to poor implementation of these programs by management, the inability to stop the organizational momentum, technology and database systems unable to provide appropriate support. By implementing current database and ERP system technology, addressing and managing changes to organizational culture and processes, utilizing quality and benchmarking tools and techniques, and understanding the failures of the past, organizations have a much higher possibility to successfully implement a reengineering program. Using the information obtained by the research and a survey of the author's organization, the author concludes the case study organization is not in a position to embark on a full-scale reengineering project at this time. The organization needs to address several cultural issues, organization structure, management practices, and ERP consolidation, before attempting to apply the reengineering principles. This conclusion contradicts Hammer's original proposal to tear down the existing organization processes and start over. It is recommended the organization begin to position itself for making more significant changes in the future. It needs to begin evaluating current processes from order entry to manufacturing by utilizing benchmarking techniques to make qualified decisions to change process workflow. It cannot continue to make minor adjustments to a system burden with legacy processes and non-value added activities. A completely new approach is warranted, but due to the multiple sales channels, minimal staffing, and multiple manufacturing platforms and facilities, changes to processes will need to be addressed in manageable steps without affecting customer satisfaction.

Heltmach, Richard A. "Principal Factors for Consideration in Establishing a Sales Force"

Aug. 1971, 27pp

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Henry, David G. "The Similarities and Differences Between Total Quality Management and Six Sigma"

Sept. 21, 2007, 97pp, bibliography

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Abstract: Organizations that continuously improve are far more likely to achieve long-term growth and profitability than their competitors. Since the early 1900's, the issue of quality has gone from an obscure concept to the forefront of continuous improvement initiatives. More recent decades boast improved business performance and innovative strategies credited to quality efforts. TQM and Six Sigma are proven continuous improvement methodologies. This thesis promotes awareness of quality and established the need for a quality improvement system in an organization. Next, the paradigms of TQM and Six Sigma are presented in a methodical way. Following that, a dissection of TQM and Six Sigma identifies both separate and overlapping matters. The similarities and differences of TQM and Six Sigma allow organizations to customize their quality tool kit to fit their business strategies, management styles, products or services, customer requirements, and financial situations. This thesis concludes with an implementation strategy for AGCO-Jackson, Minnesota, operations. It combines TQM tools that are encompassing in approach and the tools of Six Sigma that are more focused in scope. The ultimate power of this research lies in the hands of those who understand the importance and broader benefits of a strong continuous improvement system.

Hess, Andrew L. "Deregulation of Electric Utilities in Wisconsin"

July 1994, 54pp, appendix, works cited

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Abstract: For better or for worse, most developed countries in the world have and will continue to encourage deregulation and privatization of public services during the last decade of the twentieth century. This trend is creating some interesting problems and opportunities for Wisconsin electric utilities, their regulators, and independent parties. Examining the results of other industries already deregulated provides some insight into the preferred method of deregulation. The United Kingdom.s privatization of the electric utility industry shows that competition in electricity supply is a successful reality. Overcapacity is a threat to this system and must be managed. The deregulation of the U.S. telephone industry proves several things. First, the justice system is not the best place to accomplish deregulation. It takes far too long to complete, none of the parties involved are satisfied with the results, and when completed very little actual deregulation has occurred. Secondly, the average residential customer is not interested in choosing a service for something that has been a .utility. in the past. U.S. airline deregulation has shown that competition does create lower prices and in some ways greater service. It has also shown that overcapacity and a lack of competitors can be dangerous to the industry. It also shows that potential competition is no match for actual competition in a market with difficult market entry and quick pricing response mechanisms. The cable television merry-go-round of regulation, deregulation, reregulation is another example of good intentions gone bad. In areas with true competition the service was better and the rates lower. Most areas however, had no true competition and as such required regulation to prevent a monopoly from overcharging the public for poor service. Wisconsin faces the same problems that these other industries faced plus a few specific to the electric utility business. Wisconsin must create a system whereby the transmission system and the residential customers remain under utility control. Competition for electricity supply is already started and it must be allowed to move forward without the meddling of regulators. If regulators get too involved through bidding systems, calculating avoided cost, or other tampering with the market system, problems will be created. These problems will take the form of lawsuits which will accomplish little but create wealth for attorneys. Regulators must also continue with a successful method of integrated planning to prevent overcapacity. Accomplishing this transformation from a regulated monopoly to a competitive environment will be very difficult for all parties involved. This means the utilities, the regulators, the consumers, and the independent producers. They all must leave their old way of doing business behind and have the courage to move forward.

Hessenius, Kurt "Improvement of the Johnson Polymer Engineering Team Effectiveness Through Knowledge Management"

July 26, 2007, 113pp, bibliography, appendices

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Abstract: This thesis is an applied research effort to improve a typical Design Change Authorization process through the use of knowledge management, enabled through information technology. A case study of the Johnson Polymer Engineering Team's experience to improve its process to meet the intent of OSHA's Process Safety Management (section 1910.119 J) is included. The resulting effort proposes the use of an electronic knowledge management tool to streamline and simplify the necessary engineering information flow and record-retention process. The use of current best practices in knowledge management concepts for small virtual project engineering groups was studied and integrated. This thesis covers the general human aspects of knowledge management systems and unique research in the area of knowledge reuse in engineering environments. A discussion of an existing Lotus Notes QuickPlaceTM product as a group respository and portal is included. Specifically, a reduction of the manual effort required to mainting the "paper trail" needed, ranging from the project inception through installation and maintenance, has been sought. The Design Change Authorization process falls under the guidance of Management of Change (M.O.C.) as required by OSHA for chemical manufacturing plants. A typical Design Change Authorization process currently requires a significant level of resources and attention to detail similar to ISO 9000. Johnson Polymer is a specialty chemical supplier and has technical and engineering environments across the globe. Currently engineers collaborate on projects at multiple facilities. This requires improved efficiency in reusing previously developed information. Ideally, this information must be in a format acceptable to two plants in North America.

Heytens, Rhonda Jean "The Human Impact of Automation Systems and Focused Factory Manufacturing"

April 1996, 188pp, references

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Abstract: Traditional industry favored a centralized, functional approach in the manufacture of products. Today’s intense global competition, strained economic conditions, advanced technologies, and societal demands require improved manufacturing techniques and systems. One advancement which has demonstrated success is the focused factory. Factories which focus on a narrow product mix or a particular customer can outperform conventional plants, which attempt to encompass a broader scope. Focus provides specific direction and clear goals which can be readily understood and absorbed by members of an organization. However, drastic changes in management and worker attitudes must accompany focused factory implementation if success is to be realized. Complete involvement and support is required. To gain the maximum benefit from the focused factory, people must understand new ways of managing and operating focused subplants. New authority and responsibility must be bestowed upon managers, supervisors, and operators. Communications between all employees must be enhanced. The intent of this thesis is to support the focused factory manufacturing concept, and stress the human impact that accompanies such a drastic change in manufacturing philosophy. The focused factory and its associated benefits are examined in detail, and current successful applications of the concept are discussed through case studies and examples. The psychological and emotional effects of the “plant within a plant” are explored. Involvement, training teamwork, reward systems and societal implications are reviewed. Finally, personal experiences relating to the actual planning and start-up of a local focused factory are shared. In order to take maximum advantage of the improvement opportunities inherent to the focused factory, (enhanced productivity, motivated employees, advanced technologies, improved process flow and layout, ownership, etc.) all of the organization’s people must be involved. They must be trained in work methods and management practices suited to effective operation in the new environment. New roles must be accepted and performed. Every team member must be educated and trained in new techniques. Although the hardware and technology is important, nothing will ever be as critical as the men and women who make the factory run.

Hill, Edison E. "A Discussion of Corporate Strategic Planning"

July 1970, 27pp

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Hock, Tom "New Product Development"

July 1971, 42pp

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Hodkiewicz, Gerald "Engaging the Workforce in the Execution of Strategic Plans"

Feb, 16, 1999, 55pp, bibliography

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Abstract: Most organizations develop and implement some form of a strategic plan. Typically the plan is developed by a select group of top managers who are expected to carry out the strategy. Frequently the dissemination and execution of the plan is disjointed due to a lack of understanding and commitment by the remaining organization. This thesis focused on a methodology to engage an organization’s workforce in the execution of a strategic plan. The process involved a unique format that enables management to communicate the plan to the workforce. The format can also be used to track and report progress along the way. The research involved a variety of avenues related to improving the strategic planning process. Among them are: • Engagement of the workforce. Using employee involvement teams and input from all levels of the company. • The importance of Vision and Mission as components of a strategic plan. The people responsible for the creation of these components and how they guide the organization. • Identification of Strategic Drivers to identify the tactics that will be used. • Performance Metrics to provide the scoreboard to track progress along the way. • Dependent and Independent variables that drill-down the metrics to individual tasks throughout the organization. • The importance of communication at all levels during the implementation process. • Creation of a most important ‘link’ between the employee’s tasks and the goals of the organization. • The analysis of various existing methods used to document strategic plans and track the results. • The development of a simplified worksheet that provides a step-by-step method to create strategic plans at all levels within an organization. • A test in an actual corporate environment with dramatic results that validate the methodology. This project provides a unique tool that is adaptable to any company or organization. Properly implemented, this methodology could change the way future strategic plans are developed and implemented.

Hodkiewicz, Nicole K. "The Clean Water Act, Its Impact on Business Development, and the Fifth Amendment to the United States Constitution"

Feb. 1997, 115pp, bibliography, appendices

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Abstract: This thesis focuses on wetland regulation under Section 404 of the Clean Water Act (CWA). Wetland regulations have been blamed for devaluing business development opportunities and infringing on private property rights under the Fifth Amendment of the United States Constitution. The reason wetland regulations have been blamed is that one can not fill a wetland without a permit from federal and state governments. Reasons for individuals wishing to fill wetlands are varied. More common reasons include residential or commercial development, expansion of an existing plant operation, road building, and landfill locating. What has become known as the CWA was enacted in 1972 and amended in 1977 with the intention of protecting the Nation’s waters from degradation due to pollution. Section 404 of the CWA regulates dredging and filling in waters of the United States. Waters of the United States are not only considered to be lakes, rivers, and streams, but also wetlands. The United States Army Corps of Engineers (COE) is charged with administrating and enforcing Section 404 of the CWA. The COE enforces Section 404 through a permitting process. There are three wetland fill permits available from the COE: (1) Nationwide; (2) General; and (3) Individual. Each permit has limitations associated with it such as size of fill, type of fill, and wetland type. In addition to these permits, the State of Wisconsin has an additional step in obtaining a wetland fill permit: NR-103 Water Quality Certification. To fill a wetland in Wisconsin, one needs to procure one of the federal permits and state water quality certification issued by the Department of Natural Resources (DNR). When applying for a federal 404 wetland fill permit and state water quality certification, documentation needs to accompany the permit application showing that the applicant has looked at alternatives to filling the wetland and for minimizing impacts caused by the filling. If a wetland fill is under two acres in Wisconsin and for a relatively routine types of activity, a federal nationwide permit is issued by the COE. This permit is relatively easy to obtain. State water quality certification is not as easy. In their review for water quality certification, the DNR looks at all the functions of a wetland to determine if the particular wetland filling proposed will be detrimental. They also look at the practical alternatives to filling the wetland. If alternatives exist, chances are slim for the DNR to issue water quality certification even if a federal permit had already been issued. This two step process has been criticized for being confusing and too stringent on the state’s part. The regulations and permitting process have been challenged as violating the Fifth Amendment to the United States Constitution. The Fifth Amendment states: “…nor shall private property be taken for public use, without just compensation.” The challenge comes from the argument that if a wetland can not be used as the owner wishes, then a taking of property has, in effect, occurred. The takings issue has a long history in state and federal courts. The majority of these takings cases do not involve wetlands and were argued prior to any wetland regulations in this Country; however, these are the cases that are returned to and quoted, time and time again, in modern day wetland takings cases. Statistics will be provided in this thesis for federal and state permitting. In Wisconsin, the majority of wetland fill permits issued were for road projects. The second largest amount of permits granted were for Wisconsin Department of Transportation highway projects. The third being utility construction. The majority of permits denied were for residential development. This thesis will explain and examine wetland regulations themselves at a federal and state level, scrutinize the regulation’s true impact on business development, and blend in Fifth Amendment property rights issues. The end result will be a position on the effect of wetland regulations on business development. The findings of this thesis conclude that the federal 404 program works and is generally accepted by people who deal with it from a permit application point of view. NR-103 may need more flexibility. An evaluation of potential harm to uplands due to a policy of “hands off wetlands” needs to be completed. The potential for mitigation in Wisconsin should be explored. Based on the research, the author has found that impacts on business development due to wetland regulation under the CWA are minimal and the CWA works in the needed protection of wetlands. The significant beneficial results of wetland preservation through the CWA outweigh the burden to property owners.

Hoffman, Peter R. "Improving the Effectiveness of Product Development"

March 1995, 120pp, bibliography

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Abstract: With the unrelenting force of global competition driving industrial organizations, many organizations are attempting to turn their new product development process into a competitive advantage in the marketplace. Many companies have employed individual tools to improve the effectiveness of the design development process but few have employed them within the framework of a guiding set of principles or philosophy. This paper attempts to tie the various tools into a new product development philosophy based on set of principles so that the philosophy can be used to guide the entire new product development process. This paper discusses the applications, advantages, and disadvantages of a set of five tools. These tools include activity based accounting (ABC), concurrent engineering (CE), design of experiments (DOE), quality functional deployment (QFD), and design for manufacturability (DFMA). These five tools are then incorporated into a design philosophy in an attempt to improve the new product development process based on a set of eight principles. Applications of the tools as they support the principles are discussed to obtain an understanding of one type of progressive new product development process. As background, the paper discusses the various functional responsibilities in a modern industrial organization and the importance of early market entry when launching new products.

Holak, Thomas Joseph "A Method for the Allocation of Energy Consumption"

May 1981, 88pp

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Hospel, Aloys W. "Technological Forecasting, A New Tool for Management"

May 1970, 39pp

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Hrdlicka, Scott J. "Sparkplugging: Jumpstarting and Managing Brands in an Over-Proliferated Market"

Oct. 18, 2007, 116pp, bibliography

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Abstract: Sparkplugging is a process of developing and jumpstarting brands that stand out and out perform the competition. It builds focused brands and promotes these brands in ways that minimize the common costs associated with marketing. Sparkplugging draws many parallels between small and large businesses because marketers can learn from the large marketing budget mistakes of many Fortune 500 companies. Although, Sparkplugging strategy is designed for small and medium businesses, large organizations can also benefit by using a Sparkplugging strategy when launching new and emerging brands. For those looking to advertise, like Microsoft, Starbucks, and Subway, Sparkplugging will demonstrate that advertising is not the marketing activity that made these companies successful. The Sparkplugging process begins with branding, and then it takes marketers on a journey that endows brands with personality, identity, and a brand experience. In addition to the internal development of a brand, Sparkplugging addresses brand development in the external environment by giving marketers strategies for positioning brands that will lead their category. After marketers Sparkplug their core brand, Sparkplugging offers the marketers a revolutionary approach to promoting their brands by using public relations and Internet marketing as alternatives to classical advertising.

Hubbard, William W. "New Product Planning"

May 1974, 55pp

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Hug, Gregory C. "Developing a Strategy for Implementation of Lean Concepts in Job Shop Environments with a Blend of QRM, Lean Manufacturing and TOC"

Aug. 2006, 208pp, bibliography, appendices

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Abstract: Introduction -- SPI history and products -- Types of manufacturing environments -- Job shop environments -- What is Lean? -- Main types of Lean - Quick response manufacturing (QRM) - Just in time (JIT) - Toyota production system (TPS) - Theory of constraints (TOC) - Six sigma -- Push versus pull MRP systems for manufacturing -- Lean systems for the job shop -- SPI comparisons and differences to job shop and standard assembly -- How could the small manufacturer/job shop benefit from Lean? -- Expected organizational gains -- Interviews of organizations utilizing Lean -- Recommendations: what is the best "Lean" choice for SPI? -- Implementation plan for SPI -- Conclusion. The thesis defines what Lean Manufacturing is and recommends a Lean strategy that should be implemented for job shop type environments with a wide variety of product offerings and mixed volumes. From the research and practical applications in use today, the data describes what Lean initiatives are best suited for this type of manufacturing environment. In manufacturing settings where wide variety, low volumes, and unpredictable product mix occur the standard Lean principles and concepts do not conform to the "normal" job shop environments. The thesis proposes a strategy and demonstrates how lean can be adapted successfully to the unique job shop/small manufacturer environment. Several job shops/small manufacturers utilizing "Lean" concepts will be analyzed to determine what principles and methods create success and failures. Applying a mix of onventional Lean principles, Quick Response Manufacturing (QRM) and Theory of constraints (TOC) methodologies can provide the solution to meeting the organizational goals. Additional research is presented for successful implementation and the improvements in throughput. The thesis strongly recommends total organizational support to follow the process described by QRM, Lean Manufacturing, and TOC for successful implementation. From the information gained, the applications will be applied to SPI (Service, Performance, and Innovation) Lighting. SPI, located in Mequon, Wisconsin, is a manufacturer of indirect lighting for custom lighting products. Typical applications are light fixtures in shopping malls, churches, schools, and industrial locations. What is unique about the product offerings at SPI are the low products volumes and the unlimited varieties a customer can have. SPI also builds products to suit individual customer needs in a build-to-order environment.

Hulsebus, Randy Kevin "Management Training Opportunities Available in Volunteer Organization"

Feb. 1999, 56pp, bibliography, appendix

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Abstract: Today’s organizations have flatter organizational ladders. Managers are charged with more responsibility. They must be versatile, have good communication skills, and good leadership skills. Lateral promotions, project management, and volunteer work are ways to gain experience to be a successful manager. Volunteer work should be included in one’s career plan. The time committed to volunteer work should not detract from one’s personal life or paid work. Seeking meaningful volunteer work is important so that one remains committed to the extra effort. People volunteer for a variety of reasons. New careers can be investigated without jeopardizing the financial security of one’s present position. Usually the volunteer gets a feeling of satisfaction from doing something worthwhile in return for their efforts. Corporate volunteer programs have survived prosperous times and difficult economic times. Volunteer programs improve a company’s image, improve community relations, build teamwork, and increase worker productivity. Some studies have shown that people that volunteer are happier, have higher self-esteem, are more successful, and live longer. Volunteer work can also make the transition to a new community smoother. I started a volunteer clearinghouse at my place of employment, Bemis Manufacturing Company, Sheboygan Falls, WI. The steps used to start the clearinghouse are detailed. Articles published in the company newsletter featuring local volunteer needs are included in the appendix. A survey was conducted on people’s views of volunteerism. Respondents were asked to rate findings in the literature regarding the benefits of volunteerism. Some people’s comments on their views of how volunteerism has affected their careers are listed. Most people felt that volunteer work helped improve skills that would be useful in management and would encourage others to volunteer.

Huntzinger, James R. "A Lean Accounting System for Manufacturing Companies: Establishing Flow Enables Simple, Cost Effective Manufacturing- Lean Cost Management"

Nov. 11, 2004, 419pp, bibliography

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Abstract: A major objective of a business can be stated as securing profits both in the present and the future. The manner in which a business accomplishes this is to provide customer satisfaction, furnish reliable products and services at a reasonable price and cost, and quality and features consistent with or exceeding the customer's expectations. Today's accounting systems are inadequate to provide information required to meet and support these objectives. Accounting has been a business staple for as long as most can recall. But this has not always been the case in business, particularly in manufacturing. Present managerial and cost accounting methods do not provide the information actually needed in operations. They most definitely do not supply a lean manufacturer with information needed to properly manage flow operations. The purpose of this paper is to discuss the failure of traditional cost and managerial accounting methods using both current and historical context; develop the importance of the relationship between the physical lean enterprise and accounting (or in the terms of this paper, cost management); and present specific methods and how and why they function effectively for a lean enterprise. This thesis presents an overview of flow manufacturing or lean manufacturing along with an overview of why current managerial accounting methods fail and from where they evolved. Also, a review of performance measures will be presented. They are an important part of operations and also a significant reason management accounting techniques came into common use, particularly standards and overhead allocation. These overviews will create a context to better explain the methods that have been developed to support a lean operation with the information it needs to operate more successfully.

This paper will prove that traditional cost and managerial accounting does not fulfill the needs of a lean firm and that three main criteria must be established to develop and execute an effective cost management system for the lean enterprise. First is the absolute need to design, implement, and establish flow manufacturing as a business practice and method of operation with emphasis on understanding what is behind the "right-design" of a lean system. Second, as Alexander Hamilton Church developed, is the direct and accurate application of costs to products and product lines. This application is also associated with the current concepts and methods of value streams or focus factories, and understanding the direct incidence of costs. The third criterion, which unfortunately was not available to Church, is the basic personal computer and spreadsheet software -- both are broadly available, simple to use, and very inexpensive.

A model factory will be constructed to illustrate an operational example to which the new lean accounting methods will be applied. The operation factory model will be a small engine manufacturer which machines and assembles small air-cooled single cylinder engines for commercial and industrial use. Crankshaft machining will also be "zoomed-in" on to illustrate physical flow operations to which critical understanding of how the costing methods will be applied must be visualized. The key to achieving lean cost accounting (or cost management) through understanding the physical operation is discussed and will be absolutely essential to applying the costing techniques presented and discussed throughout this paper. Although repetitive manufacturers are also the focus of this paper the writer believes that the methods, ideas, and procedures presented in this paper can be applied across many different types of manufacturing scenarios although they are not discussed in the context of this paper.

With the development and implementation of focus factories, value streams, and cellular manufacturing, direct and accurate cost associations are simple and substantially fewer in number. This philosophy and method developed and discussed in this paper is a combination of Coase's Theory of Transactions and Dennis Butt's analogy of the Toyota Production System being a system of gear trains. The method developed to achieve this takes an updated version of Church's philosophy and methods and applies it to the philosophy and systems of a lean manufacturing environment. In accomplishing this method both Coase's Theory and Butt's analogy become a reality within the focus factory and value stream environment. This paper will travel through past, present and future to prove what changes must take place and what design foundations are required to understand and implement both the techniques and principles required to have an effective cost management system for the lean manufacturing enterprise : right-designing the system, properly executing the system, and continually improving the system.

Hying, Clement F. "A Three Step Marketing Process for Technologists"

April 15, 1998, 108pp, bibliography, appendices

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Abstract: In today’s business environments, technologists are often called upon to do more than just analyze some function or determine the performance parameters of a product. This is especially true in the small business environment where people wear many hats. It is therefore crucial for the technologist to possess a broader understanding of many other areas of business in order to contribute to the success of the company. The role of marketing in the development of winning products is particularly important. With that in mind, this paper proposes a Three Step Marketing Process for Technologists. This three-step process is derived from the writings of several noted authorities on product development and marketing and is intended to provide an understanding of the necessary elements for successful development of new products. Each step addresses one of three key elements, timing, knowledge and action, that contribute to the growth of the business. Timing, the first step, is related to the who, what and why of the business. What and why relate closely to the management’s reasons for being in business in that what is the product offering and why is the overall goal of the owner. The factors surrounding who relate directly to the customer and start to clearly define the product offering. In order to coordinate the timing aspect, the who, what and why must be understood. After all, no one succeeds when they try to take a profitable, saleable idea to market too early or too late. The second step in the process is related to the gathering of knowledge. It takes the technologist through several methods for obtaining information regarding the customer. In this age of information the amount of raw data that can be collected is phenomenal. There are also many different methods for gathering the information from many different sources. In order to avoid being buried under this pile of data, the technologist must be able to sort through the processes available and choose the one with the most “bang” for the buck. To that end, a chart comparing various properties such as cost, relative information and time frame is provided. The third step combines the essentials of timing and wisdom of knowledge into a plan of action. This element is the culmination of all the efforts that went into understanding the customer. Without action, nothing gets done. A great idea will not survive if it is not acted upon. It is therefore crucial for technologists to have an understanding of the action plan as well as contributing to its execution. The four elements come together to form a tetrahedron which can be defined as a basic business element. This element is held together by technology with the role of the technologists to balance the unit so the company can prosper in a sustained manner. This process is then applied in a case study to illustrate how the marketing can be understood. This understanding will allow the technologist to make better decisions with regard to design and production, which will in turn reduce the time to market and increase the likelihood of success. Therefore the technologist will enjoy greater productivity through a more comprehensive approach to both marketing and product development. Finally, the following statements form a set of fundamental thoughts for the technologist to remember: Action is power. Growth is the future. Knowledge is promise. Timing is everything else.

Ihlenfeld, Russell Edwin "The New Product Force: Sources or the Creation of New Product Ideas"

Aug. 1971, 44pp

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Ingalls, Kenneth "A Study of the Business Policies of Graham Transmissions Company"

June 1977, 47pp

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Janssen, David Carl "Measures of Survival Profit- An Operational View"

Oct. 1990, 1 vol., various pages

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Jarosz, Michael J. "Higher Performance Work Organization (HPWO) and New Product Development: Requirements for Efficient and Confidential Interaction"

May 18, 1999, 116pp, bibliography

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Abstract: Companies are incorporating the concepts of a High Performance Work Organization (HPWO) with the goal of improving product quality and increasing process efficiencies. This is achieved by “flattening” the organization and empowering the front line workers to make daily decisions about the operation. This type of organization is becoming more prevalent in companies with a union hourly workforce. The union believes a partnership between themselves and management will be more beneficial than an adversarial relationship. Companies that have incorporated some type of HPWO system have outperformed similar companies on average of 30% to 40%. A HPWO is most beneficial in an environment where the resulting product(s) usually do not change or only contain minimal change each model year. However, many companies rely on new products to ensure their future in the market. The question arises, how can a company utilize the concepts in HPWO to improve the new product development cycle? Will the knowledge and expertise gained on the manufacturing floor provide an advantage in developing new products? A concern with involving additional people from the manufacturing floor is that new product information will not remain a secret or confidential. To most companies, keeping new ideas or products confidential until the introduction date provides a competitive advantage in the market. If a new product is revealed early, a company may not obtain its full financial reward, or possibly not recoup its development cost. HPWO is an enhanced form of empowerment. The main difference is that instead of just having people control their own work area, the front-line (union) workers, through their elected officials, participate in organizational, structural and corporate decisions. HPWO develops a partnership between the hourly and salaried workforces. The goal is to get from unilateral decisions (management or labor decides independently) to joint consensus. Ray Marshall identified eight key elements of a HPWO which are: effective use of all company resources, concern for quality of products and services, participative management style, flexibility, positive incentive structure, leading-edge technology, well-trained and educated workforce, and an independent source of power for workers (union). In a HPWO, workers are placed in self-directed work teams. These teams are responsible and accountable for their daily activities that are centered on achieving the company’s objectives. Teams can handle greater amounts of responsibility than an individual, thus outperforming and achieving greater results. Within a team, some members are given additional assignments that allow them to participate in cross-functional, organizational teams such as safety or quality, which address corporate issues, policies and initiatives. The expected outcome of a HPWO environment is not only increased productivity and product reliability, but also a satisfying and trusting working environment. The idea is to have a collective team working to provide a service or product to the market that overcomes the real threat – Competition. New product development groups have traditionally worked away from the manufacturing sector of a company. There are some companies that practice concurrent development where the design and process are developed simultaneously. Regardless of the engineering structure (traditional, functional, project / product orientated, and matrix), engineers have a desire to design and develop a new system / product, and then ‘hand it over’ to manufacturing to produce. In fact some engineering organizations are not structured to interact or involve the manufacturing sector until late in the process. This late interaction usually results in increased start-up costs and a less than optimal process and / or design. Keeping information secret or confidential is a challenge for most companies. The reason for this challenge is people. Many people have a tendency to discuss aspects of their lives with others. And since a great portion of people’s lives is centered around work, confidential information may be revealed consciously or inadvertently. What companies fail to do is develop safeguards to ensure vital information is kept secret. First, companies need to recognize which information (such as a trade secret) should be confidential, and which information can be general knowledge. Then, companies need to develop a system that ensures vital information is kept away from both internal and external third parties. Confidential information should be revealed on a need-to-know basis. If people are exposed to confidential information, not only should confidentiality agreements be in place, but a reminder of confidentiality and its importance (and the consequences if information is revealed) should be periodically presented to all employees. Integrating the HPWO concept with new product development is a challenge because there is a clash of cultures and ideals. The HPWO work teams strive to make the current process better by improving efficiency and consistency. New product engineering creates change in the current manufacturing environment by implementing new products and processes. Workers get frustrated because ‘nothing stays the same,’ while engineers are frustrated because manufacturing resists change. So how can a HPWO environment be meshed with the product development environment to create an improved and efficient product development cycle? The importance of new products must be communicated to the whole organization by the leadership. Once everyone understands the importance of new products, work teams will need to budget time (with the help of the organization) and give some priority to new products, and be willing to become involved in the development process. To accomplish this, each work team should assign one member to be a new product representative. This person would interact with product and process engineers concerning future changes to their work area for the incorporation of future products. The attitudes and roles of engineering personnel must also change. Product engineers will need to improve their relations with the manufacturing floor and involve workers early in the development process to obtain feedback regarding future designs. Manufacturing engineers need to evolve from a process decision-maker to a decision coordinator. The work teams need to have input on future changes to their respective work areas. In fact, the product methodology process engineers follow when executing a project should include provisions which ensure there has been involvement of work team members and the manufacturing sector. A healthy relationship between the engineering group(s) and the work teams is essential to ensure proper information transfer and to obtain the desired product development outcome. Also, proper information transfer is reliant on a known path of communication (or contact) between the groups. Without a known path, frustration may set in, causing a stressful relationship or the development process proceeding with limited or improper information. The organizational structure in the product development world will need to be conducive for information flow. A structure that ensures proper interaction between the product engineers, process engineers and work team new product representatives needs to be in place. One method to create this interaction is to have process engineers that are dedicated full time to new products. These engineers, known as new product manufacturing engineers (NPME), would be the liaison between the design engineers and the work teams. These NPME’s can either report functionally to the manufacturing sector or the engineering group. Finally, the evaluation and reward system should be modified to include measurable targets for each department for implementing new products. The whole workforce should benefit if the targets are achieved, or be penalized if the targets are missed. If new product implementation is important to a company, then an appropriate reward system should be established to take this into account. To keep new products confidential in a HPWO environment, or at least minimize exposure, certain requirements should be established. First, all employees, union and salaried, must sign a confidentiality agreement. Without agreements for everyone (with appropriate consequences), the importance of secrecy may not be established for all workers. The leadership must also remind employees periodically the importance of confidentiality to ensure the health and long term objectives of the company. New product information should be conveyed to people on a need-to-know basis. Projects would be divided into sub-projects, with interaction between engineering and a particular work team(s) limited to the appropriate topic(s). There is no need to convey information on details of a project to a work team or an individual, especially if no feedback expected. A company needs to limit the ‘for information only’ participation. Most companies have a product development facility or designated area that separates engineering from other operations. Although the facility may be secure to keep outsiders from gaining access, the procedures to keep information secret may not conceal pertinent information from others within the facility. Prototype parts, drawings, calculations, etc. should be segregated by projects, and steps taken to keep project information on a need-to-know basis in tact. The manufacturing facility must also take steps to conceal new product components and systems from internal third parties. Manufactured new product parts should be stored in a separate, secure location away from current production items. These parts should be removed from this location and staged at the assembly points just prior to a preliminary build, thus minimizing the time on the floor. If possible, it would be beneficial to conduct preliminary builds in a secure (remote) location away from current production. If not possible, the build should be conducted on an off-shift. The goal is to minimize exposure of the new product(s) to the whole manufacturing facility. Overall, there are many benefits of integrating the HPWO environment, especially the front line workers, into the product development process. Improved information flow and knowledge transfer can improve the chances that a new product will be manufacturable when product launch occurs. However, these benefits may be counteracted by the probability that confidentiality will not be maintained. Although companies can take steps to minimize exposure to information ‘leaks’, the involvement of additional people in the development process has decreased the chances of keeping new products confidential.

Jeter, Mark L. "Ice rink management and youth recruitment: a study of youth development strategies in speed skating"

Kandler, James. "Market and Investment Potential of a Blood Pressure System Tester"

April 1983, 54pp

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Abstract: There has been a new medical product developed that has never been marketed before. The market projections show a small market that is expanding at .65% per year. Peak sales of $60,000 per year occurs after four years. This small market will not allow competition to enter the market easily. It will also not allow much margin for commissions or large sales efforts. Therefore, mail order sales is considered to be the optimum method of distribution. To finance this product introduction the entrepreneur will have to obtain $25,000. The use of a loan for 80% of the required capitol will allow the investment to be leveraged to produce a greater rate of return. Incorporation under subchapter S will further the rate of return since corporate losses can be used to reduce tax obligations. A 29% internal rate of return or net return of $7,620 then is projected over and above the 15% cost of capitol.

Kandler, William C. "A Case Study: Implementation of Simultaneous Engineering in a New Engine Project"

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Khurshid, Amer "Analysis of Risk in Projects and Investments"

June 29, 1994, 111pp, bibliography

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Abstract: This paper discusses the application of risk analysis to different project environments. Starting with the basics of risk analysis, it covers the requirements, benefits and tools of risk analysis. The concept of probability distribution and technical problems in running risk analysis, e.g. sampling, convergence, correlation, are discussed. The classical methods of risk analysis, which include sensitivity analysis, parametric method, decision trees, utility theory and management perceptions, are discussed with their advantages and shortcomings. Next the advanced methods of risk analysis, which include probability distribution, control interval and memory method and analytical hierarchy method, are discussed in detail. The middle part of the paper addresses risk analysis to complex engineering and construction projects and risks in new high technology products (the two types of projects which exhibit most risks). Same kind of analysis can be used for other types of projects with some exceptions perhaps. Application problems using @Risk software demonstrating hypercube sampling distribution is shown. The second application problem demonstrates application of analytical hierarchy process technique to construction project environment. The next part of the paper covers some special strategies to reduce risk for bringing new high technology products to the market. It focuses on research and development (R&D) and marketing risks associated with new technology-based products. For industrial products the concept of the technology life cycle in comparison to the conventional product life cycle is emphasized. The later part of the paper covers background needed for investments, profitability criteria, and cash flow analysis. The last part of the paper gives conclusions and recommendations from the thesis. This paper demonstrates the use of risk analysis using discounted cash flow profitability criteria for evaluating complex engineering and construction projects and new product development projects in the face of high uncertainty in the economic environment. The risks covered are primarily economic and financial. Risk contingency planning, various tools and techniques available for risk analysis and important strategies for dealing with risk investments are covered in detail. A professional software called @ Risk is used as add on to Lotus to evaluate a risky situation.

Kiekhaefer, John H. "Technological Change and Screen Printing Technology"

April 1996, 229pp, bibliography, appendices

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Abstract: This essay discusses the ramifications of future technological change for the screen printing industry. In this case, technological change (or technology progression) refers to future improvements that may be made in screen printing technology and other printing technologies potentially competitive to it (A total of eight technologies and twenty-one technology subsets are involved). Historical technology progression curves of screen printing technology and potentially competitive technologies are generated from data collected of cumulative patents over time. It is argued that cumulative patent data is becoming increasingly more useful in plotting technology progression as computer data bases of patents improve and are made more broadly available. A stepwise method is suggested by which to predict the future of the screen printing industry. This method is then applied to the situation of the U.S. screen printing industry. Aiding this analysis is proposed market segmentation of sixteen screen printing product specialties as well as technology progression curves, market dimensions, and technical considerations of the printing technologies. The viewpoint drawn from analysis is that in the next twenty years, a substantial portion of business that is currently produced by screen printing technology is at risk of being lost to competitive printing technologies. The potential for loss varies with product specialty from none to 100%.

Kissel, Douglas Brian. "Productivity: A Function on the Quality of Work Life"

Nov. 1981, 41pp

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Klinger, Jeffrey L. "New Process Development, NProcessD, as a Growth Strategy for Small Contract Manufacturers"

Sept. 18, 89, 229pp, bibliography, appendix, references

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Abstract: A small contract manufacturer can strategically growing its manufacturing capabilities through identifying a new process development method designed to use their restricted amount of resources efficiently and effectively. A contract manufacturer’s product line is dependent on the customer’s outsourced product. For small contract manufacturers, process development and the manufacturing processes of new products is crucial to a businesses growth in sales, profit, and manufacturing capabilities. Small manufacturers must challenge resource constraints differently than medium to large business’s. Their resource constraints can include cash, equipment, direct and indirect labor. Some small businesses have a difficult time building manufacturing processes because cash flow and management’s commitment to investment is so restrictive that the equipment requisition cannot be justified within the time period required for approval. The current shift in the manufacturing industry is to outsource non-core competencies. The customer has chosen to outsource their product line to provide a cost benefit, to acquire new skills, to eliminate headaches, and to supplement staff. The contract manufacturer markets itself to the larger companies that have these issues by having a specialized focus in a manufacturing method or process. It is in the contract manufacturer’s best interest to design a decision making process and a manufacturing development process to efficiently use the available resources to receive new business. Any inefficiencies can cost the small business valuable profit opportunities and potential loss in revenue. This thesis will be from the perspective of the small contract manufacturer who is receiving outsourced products from a larger customer. The thesis will design a New Process Development (NProcessD) model that will be a modification of Robert Cooper’s New Product Development (NPD) model, but focusing on process development stages rather than product stages. The NProcessD model can be used to introduce new product processes that the manufacturer may not currently provide as a business growth strategy. One method that will be discussed is having the contract manufacturer outsource the product temporarily to justify developing the manufacturing process internally. The NProcessD model will also compare its phases to the NPD model, and how the models relate to the contract manufacturers point of view of developing the process not the product. An integration strategy will be developed to identify the indirect components and benefits of a successful new process development process which will be followed by a case study of a cable harness contract manufacturer and the challenges to implement the process model.

Kluge, Terry B. "Current Techniques for Assembly Line Balancing"

1981, 49pp

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Abstract: This paper describes the basic considerations required to generate and manage an assembly line balance within a manufacturing facility. The problem of balancing an assembly line is observed in the form of a deterministic line balancing method. The purpose is to search academically and experientially for improvement in the process of balancing production assembly lines. The assembly line balance concepts are discussed in a predetermined hierarchy of importance as realized from the author’s experience with, and analysis of manufacturing organizations. The suggestions throughout the study are intended to provide management personnel with a sense of self-imposed objectives and perspective on the proper evaluation of the whole system and its components. Methods, diagramming, and modeling are inclusive essentials to support this research. Some theoretical models (algorithms) will provide a solution which does not necessarily make it practical for answering the problem because of cost, storage, and time constraints. Conversely, there are models (heuristics) that solve problems short of optimal results and thus begin to lose the practical use of their application. The individual theories tend to fall short of sufficiently addressing practicality toward achieving solutions. The techniques that have utilized algorithms and heuristics together are demonstrating a positive step in the endeavor to gain practical results from theoretical models.

Knie, Uwe, Ghaith Daoud, Jonathan Marten, Jennifer Wisniewski "Examining the Business Case of Millwood, Inc."

Feb. 13, 2007, 99pp, bibliography, appendices

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Abstract: This thesis includes a business analysis of Millwood Inc.'s Cudahy, Wisconsin facility. The project team spent two days on-site, working closely with Millwood personnel and conducting research on the company, concentrating on the corporate and local organization that included an evaluation of the organizational structure, customer/supplier relationships, strategic management process, process flow, change management, and existing human resources and quality systems. Using the information obtained from the site visits along with additional secondary research conducted by each student, the project team is making recommendations on process and system improvements that will allow Millwood Inc. to increase throughput while also increasing quality and employee motivation. The team recommends reversing the direction of repair line to increase the continuity of the product flow. This will allow workers to access the current bulk lumber storage area instead of having to restock individual lumber carts throughout the day. Expected results include an increase of repaired pallet throughput and a decrease of non-value added time, such as material handling activities. A partial reallocation of a material handling position to a quality control function further allows implementing a quality audit system, potentially increasing product quality and thus strengthening the customer-supplier relationship. Changes to the handling of scrap wood are also recommended by moving dumpsters closer to the repair workers and providing screen shields to address employee safety concerns.

Krause, Frederick J. "Optimum Production Run Size Determination for Plastic Injection Molders"

1981, 39pp

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Kressin, Ronald W. "Integration of R&D and Manufacturing"

July 7, 1974, 50pp

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Krishnamurthy, Gopal S "Bundling as a Customer Relationship Management Strategy"

July 16, 2003, 77pp, bibliography

Kuehneman, Bret A. "Global Management Strategies for Entering the Chinese Market"

Spring 1998, 138pp, bibliography, illustrations

May 1980, 73pp

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Aug. 1978, 62pp, appendix

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Lukitsch, Walter J. "A Financial Case Study of the Motor Controls Industry"

Aug. 1977, 68pp, appendix

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Lund, Ruth Ann and Kari Lynn Gundrum "Case Study: Magnetek Shipping Team- Causes, Analysis, and Cures of Psychological, Physiological and Behavioral Responses to Team Stress in an Industrial Environment"

Fall 1999, 190pp, bibliography, appendices

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Abstract: Cecilia Macdonald, a Sacramento-based speaker and corporate trainer, says, “Employees report that job stress seems to be running their lives, making them feel hurried, irritable, and frustrated.” Stress touches everyone’s life in today’s world on a much greater scale than in the past. The increase in stress has resulted in an increase in stress-related illness and insurance claims. The large sum of money involved in stress claims and loss in productivity has prompted further investigation into the area of stress management. So, stress has risen, the costs of stress have risen and, therefore, stress research has increased dramatically in recent years. According to research by University of Wisconsin, Green Bay Professor John Harris and Lecturer Lucy Arendt, “High levels of stress, if not understood and reduced, predictably result in high levels of employee dissatisfaction, illness, absenteeism, turnover, low levels of productivity, and, as a consequence, difficulty in providing high-quality service to customers.” John Ford, owner of Charlotte-based Leading Well, asserts that, “stressed out employees do not make good employees or family members and indirectly, but in a real way, negatively affect profits.” Stress is a serious matter for employers in the 1990s, and companies are looking for ways to manage it. This thesis is a case study of the MagneTek shipping team. Stress was a factor evident from the onset, so the authors decided to try to reduce stress while increasing the effectiveness of the team. To accomplish this, they chose to facilitate various training sessions in goal setting, communicating, and problem solving. The results of the case study show an improvement in team effectiveness and a reduction in stress. The thesis first provides an introduction and lays a foundation based on stress research before discussing the case study. Chapter Two contains the stress research that includes information of stress terminology, stress models, causes of stress, responses to stress, stress within teams, and the relation of stress and job performance. Chapter Three contains a detailed account of the work Gundrum and Lund did with the shipping team starting with an outline of the original case study plan, a discussion of meetings, and in-depth analysis of the surveys, and ending with recommendations for MagneTek. The closing chapter contains the final observations, conclusions, and recommendations for industry. Stress research is quite young and, therefore, researchers still have a lot of work to do in this field. So far, mainly people associated with the psychology field have contributed to stress research. Gundrum and Lund see their work as an important step in involving people from industry to start providing urgent solutions required by companies. It is critical to bridge the gap between business management and the stress researchers. Bringing together people from industry and the psychology field to conduct studies in stress research will strike a balance, providing research based in solid psychological science and solutions from an industrial perspective. Industry is in dire need of solutions as the costs of stress soar.

1983, 41pp

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Marshall, David A. "Master Production Scheduling: An Overview Towards Implementation"

Nov. 1983, 45pp

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Marten, Jonathan, and Jennifer Wisniewski, Ghaith A. Daoud, and Uwe Knie "Examining the Business Case of Millwood Inc."

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Miller, Douglas P. "Strategic Perspective to CAD/CAM Justification and Implementation"

Dec. 1984, 69pp, appendix

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Miller, Gregory H. "A Guide to Product Planning"

Aug. 1971, 66pp, appendix

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Miller, Patrice L. "Technology and Labor: An Impact Case Study"

May 1992, 138pp

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Abstract: For well over three decades, computerization has brought about various changes in the work place. Already second and third generation automated techniques are finding their way from the office to the plant floor. The typewriter is now replaced with the word processor, the drafting board with a CAD station, and in many instances, the forklift operator with an automated guided vehicle. Technological advances, which increase productivity, improved quality, and enhance overall flexibility, appear endless. Unfortunately, along with such changes are social repercussions, such as, work place reorganizations, employee resistance, and of course, unemployment due to work force adjustments. As unintended and undesirable as it might be, the reality is that automation often produces these exact results. It is the intent of this paper to examine the effect automation has had on the work force. An examination is made of a group of operators, whose jobs were directly altered as a result of automation, as to how their jobs and attitudes were affected. An analysis of data, obtained through questionnaires and interviews, is presented reflecting various opinions relative to the automation in general, the implementation methods utilized, and employee acceptance. Comparisons are made in an attempt to extract additional information for assessment. In addition, a review of the company and the automation implemented will be presented. Underlying this entire analysis is the view that less than anticipated results will occur if technological change is designed and implemented in such a way which excludes input of the ultimate user.

Miller, Robert John "Changing the Corporate Culture in the Electric Utility Industry"

Nov. 1995, 143pp, references, bibliography

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Abstract: The electric utility industry is experiencing significant changes, it is being deregulated and becoming more competitive. Deregulation is forcing utilities to reassess their strategies, structure, and culture. In the early 1990’s the environment electric utilities operate in began to change and this has led to changes in their strategies and structures. Their challenge now is to change their corporate culture so it is aligned with the new strategies and structure. This thesis has three main objectives. First, to explain the changes that are currently taking place in the utility industry. Deregulation, market forces, and technological advancements are the forces of change that are increasing competition and requiring utilities to change their culture. The second objective is to identify what managers can do to support a cultural change. Role modeling, positive reinforcement, communication, union involvement, recruitment, training, coaching, fostering goal setting, and providing more opportunities for employee growth and development are strategies and tactics that managers can use to change the culture. The third objective is to determine if the process of changing the culture in the utility industry is different than what is used in other industries. The process is not much different but there are three essential areas that utilities must focus on if they are going to be successful in their change efforts. First, utilities must provide training for their managers and first line supervisors. The training should focus on improving their communication and motivational skills, including how to manage those employees who resist change. Topics of the training should include coaching, setting goals, reinforcing good performance, and developing teamwork. Second, utilities must focus on improving their marketing skills and strive to gain a better understanding of their customers’ needs. The third area is utilities must provide current information to employees on what changes are happening in the industry and why and how they have to change. The Lewin development model is used as a guide to organize the process of changing culture. Unfreezing is the first step. Employees will resist changes because they look upon changes as a personal criticism, they fear the unknown, they don’t see how the changes will benefit them, or the changes may involve new technologies and employees feel incompetent. Transforming is the second step and is the step in which change actually occurs. Employees begin to adopt new attitudes and behaviors. In the refreezing stage, the third and final step, all the changes that occurred in the transformation phase become stable and permanent. As results are achieved, the focus shifts to sustaining and reinforcing the new positive culture. Contracts with outside change agents are terminated and the new attitudes, values, and behaviors are integrated into everyday processes and procedures.

Miller, Roy G., III. "An Analysis of Automated Information Systems"

July 1970, 59pp

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Minesal, Thomas John "Energy = MC2 = Conservation and Development"

May 15, 1979, 39pp

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Misiak, Thomas L. "An Operating Plan: The Eastwork Facility"

Aug. 1977, 49pp

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Mixdorf, Jon "Entrepreneurial Agricultural Management: A Case Study of Farm Service Agency Borrowers Educational Needs for At-Risk Farmers"

Sept. 1998, 87pp, bibliography

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Abstract: The traditional family farm is being financially challenged by rapidly emerging corporate farming, resulting in many family farmers becoming dependent on the government for financing. The U.S. Department of Agriculture, Farm Service Agency (FSA) is responsible for issuing non-standard loans to farm borrowers unable to obtain credit through commercial banks. The borrowers are required to attend 33 hours of management training to qualify for the loans. The problem facing the management educators and the subject of the thesis is how best to utilize the mandatory training to reach optimum training success and, in turn, success in farm management. After identifying the problem, the second step was to gather information as to the specialized educational needs of the target learners. The FSA approved a survey directed to the 41 FSA Loan Officers who service the borrowers in Iowa. Upon completion of the survey, the results were shared with educators familiar with FSA borrowers and agricultural managerial education. The solution to the problem identified in the thesis involves applying the systematic design of instruction model developed by Walter Dick and Lou Carey as the paradigm for creating the FSA curriculum. The first step in the instructional curriculum was to identify the instructional goals based on the survey results and expert evaluation. The survey data provided information necessary to evaluate learner entry characteristics. Performance objectives and instructional analysis were also prepared in accordance with the instructional model using survey data. The survey was used to provide direction and analysis in all phases of the instructional development model. The need for instructional material specifically prepared for the target audience was revealed through the survey process and expert evaluation. A set of instructional materials specifically designed for the target group is included in the thesis appendix.

Mollgaard, Anton N. "Scheduling of Engineering and Development Departments"

Nov. 1970, 46pp

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Montague, John "Case Study of a Small Business: Peterson Industries Fredonia Wisconsin"

Jan. 1979, 152pp

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Montgomery, Shellise "Managing the Link Between Research and Development and Customer Satisfaction: Creating a Competitive Advantage"

Jan. 1979, 152pp

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Abstract: Businesses invest a large percentage of their operating budget into research and development. The high risk involved in a prospective venture may prove profitable through introducing innovative technology and achieving business goals. However, a substantial amount of research and development efforts fail to gain profitable results. Therefore, research and development managers must re-align their strategic business objectives to become more flexible and adapt to the changing environment. There is a drastic need to change the framework in which research and development is currently being managed. Managing the link between research and development and customer satisfaction will improve America’s present economic condition. This demands motivating employees, and properly fitting the key factors – structure, business strategy, performance, customer services and R&D – into a comprehensive plan that focuses on the firm’s mission and objectives to create a competitive advantage. It is the intent of this thesis to first propose a realistic strategy that focuses on utilizing effective management techniques, and understanding the framework in which research and development evolve. This will allow corporate, business, and functional units to work together effectively and efficiently from the initial stages of a project to its final stages. Second, the discussion will incorporate a method to improve communication along the research and development continuum. Third, it will restructure research and development to become a continuous process within the business unit and to strategically align itself with top management’s vision and goals. Finally, it will present a case study of the Saturn Corporation to examine the techniques which allowed them to successfully accomplish; research and development, sales, and customer service goals in an competitive automobile industry. Providing an approach to improve business growth, economic stability, and technological innovation will be the main objective of this paper. Also, it will establish a foundation to develop a framework in which research and development can be managed effectively and efficiently to react to market changes and customer needs within a specified time frame.

Moran, Sean (see Kaufman, Brian)

Morehouse, Jeremy "Business Strategies for Operating a Structural Insulated Panel Business"

October 3, 2008, 107pp, bibliography, appendices, figures, tables

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Abstract: Structural Insulated Panels (SIPs) are a building technology that is beginning to catch on in the residential and commercial construction markets. They are not a new technology, but one that has become more attractive to use as material and energy prices continue to increase. Extreme Structures is a SIP dealer and distributor that fabricates and installs SIP for homes and buildings. The building and housing market has been slow in recent years, which presents an opportunity to Extreme Structures to develop business strategies that will help the company get through the slow-down and be ready to grow when the building market picks up. Strategies for SIP businesses are developed for the areas of sales and marketing, organizational planning, and operations. Within sales and marketing, the key strategies are targeting the right market, understanding the competition, marketing product through the most cost effective media, and developing the proper sales strategy. Developing a strategic organizational plan includes understanding the human resource requirements along with the regional employment conditions and determining the right growth plan. Operations strategies are comprised of having the most cost effective inventory levels, using the optimum process flow, and making investments into capital equipment when the financial payback is acceptable. This thesis project researches these areas and develops business strategies for each area that will help Extreme Structures prosper and grow into a successful and profitable company.

Morgan, David "E-Commerce and the New Economy"

June 1999, 110pp, bibliography

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Abstract: E-commerce is growing quickly; commercial transactions using the Internet started in 1996. It is projected by the year 2002 the Internet will be used to conduct more than $300 billion of commerce between businesses. The sale of goods and services electronically is likely to be the largest and most visible driver of the digital economy. Leaders in e-commerce like Amazon.com have demonstrated that existing business models can be rendered obsolete in a very short period. Anyone who is involved in the buying, selling or distribution of goods or services needs to be aware of the potential impact e-commerce could have upon their business. E-commerce is a major new force in the external environment of all companies. The response to this new force must be strategic in nature and driven by the executives of a company as it affects many business functions and possibly the underlying business model. This thesis will review the current state of e-commerce and describe the changes it is causing the external environment. The author will then discuss some potential strategies for managing this new environment.

Morgan, Ned L. "The Engineer's Attitude and Behavior When Confronted With the Roles of Professional Engineer, Manager and Union Member"

1977, 40pp

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Morrison, Carl "Sales Engineering Management"

Dec. 1981, 54pp

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Muench, Frank J., Jr. "Innovation: The Role of the Customer, the Returns and How Companies and Individuals Can Foster it"

May 25, 1995, 167pp, bibliography

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Abstract: This thesis is a study of innovation. The initial focus is on striking a balance between the popular teaching to only create what the customer wants, and the historic perspectives. These perspectives indicate that breakthrough innovation is driven by individuals using their understanding of technology. It explains why innovation is critical to a company. An examination of the advantages that smaller companies have in innovating, leads to recommendations on actions that larger companies can use to improve the process of innovating. The actions: structuring the organization, accessing technology, empowering employees, rewarding actions, keeping focus on innovation, improving contacts with customers, and developing internal systems used to control innovation are discussed at length. The document presents recommendations for corporations in each area of action. It also provides guidance to individuals who wish to promote innovation in their own environment. The study is based both on extensive research and on 25 years of experience in guiding and directing innovation, working within an organization and with suppliers and customers.

Muhr, David "Elements of Total Quality Management that are Necessary for Success"

March 9, 1995, 111pp, appendices

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Abstract: Total Quality Management is a topic that has no absolute agreed upon definition. Total Quality Management books are showing up on the shelves by the hundreds. With the advent of global marketing and ISO 9000 Quality System Standards, Hundreds of experts and consultants are stating their views of a Total Quality Management Organization. Instead of focusing on their differences, this essay will extract the common elements that noted experts of the Quality field all mention in their writings. Four Quality experts: Joseph M. Juran, Armand V. Feigenbaum, W. Edwards Deming, and Kaoru Ishikawa, were researched to determine their philosophies, theories, and views as they relate to the topic Total Quality Management. The findings are summarized and outlined in a matrix style format which points out a common framework exists within all four of the experts teachings. One of the commonalities is a Quality System has to exist. This led to an investigation of the requirements as stated in three published Quality System Standards; ISO 9000, MIL-Q-9858, and Ford Motor company. The essay will show that in order for Total Quality Management to exist, an internal Quality System of established procedures must be followed.. Supporting that system are seven management principles that are basic elements necessary for a Total Quality Management Organization; Human Relations, Effective Leadership with Direction, Defined Responsibility and Authority, Continuous Improvement, Use of Statistics, Education & Training, and a Definition of Quality.

Muszynski, Alicia L. "Motivating Generation X in the Professional Work Environment"

March 14, 2004, 105pp, appendix, bibliography

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Abstract: Generation X is different than any generation before them. They are diverse. They tend not to follow trends. They even view work differently than generations before them. To members of Generation X (Xers), work is important, but they want more from life. They will even forgo a promotion to maintain a proper work/life balance. Xers view work as an extension of the rest of their life. In addition, many are not intimidated by authority and will treat leaders similar to peers. As a result, methods for motivating Xers can be different than prior generations. Motivating employees can be a challenge. It can be even more of a challenge if they are from a generation other than your own. This is because generations often differ from each other, specifically in their underlying values. Generational differences occur due to a variety of factors, such as historical events, parental influences, culture, etc. For example, many Xers were disappointed as children. They were disappointed by their country's leaders, whose flaws were revealed through increased media coverage. Many of their parents disappointed them, when they became divorced. In addition, many Xers completed higher level degrees and were unable to find jobs. This thesis specifically studies members of Generation X, who they are, their history, and what they expect. The primary purpose of this discussion is to understand Xers in order to motivate them in the professional workplace. Specific and practical motivational tips for this generation are described in detail.

Mwandia, John Musili "Business Organization"

Fall 1980, 49pp

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Nechvatal, Henry Joseph "Sales Performance Evaluation of an Electrical Equipment Manufacturer"

March 1980, 31pp, appendices

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Abstract: The purpose of this essay was to evaluate the sales performance of an international manufacturer of electrical equipment. The evaluation was made from two perspectives, performance of the company as a whole, and product line sales performance. The primary concern was whether or not industrial control products were getting their “fair share” of the company’s selling efforts or market concentration. A survey was sent to sales offices in the United States to determine personnel and distributor market concentrations. Sixteen of the twenty offices responded, representing 10% of the total. During the survey period, 1972 to 1977, the company achieved a successful 15% average increase in sales each year. Sales were split among three major product groups – 45% distribution, 35% industrial control and 20% power systems. Penetration was 14.1 % for distribution products, almost twice the 7.1% for industrial control products. Sales personnel concentrated in three major market segments – industrial, construction and utility. Individual concentrations varied due to different job responsibilities, but the majority (55%) concentrated on the construction market. There was a slight shift from the construction market to the industrial and utility markets. The majority of distributors (59%) concentrated on the construction market, also. Most of the company’s sales (84%) sent through independent electrical distributors. Even with a 12% increase in distributors, the average sales per distributor increased 21%. Of the company’s total sales distributors sold 97% of the distribution products, 83% of the power systems products and 69% of the industrial control products. Industrial control products appeared to be getting their “fair share” of the selling effort, since the industrial market concentration of both the company personnel and the distributors were higher than the percentage of sales achieved. However, industrial control product sales penetration was very low, almost half the penetration for distribution products. The company should concentrate more on the industrial control products, because of their growth potential. The market for industrial control products is 1.5 times larger than the market for distribution products. To protect its share of the distribution product sales, the company should continue to use distributors as the main sales channel and have them concentrate on the construction market. To take advantage of the growth potential of the industrial control products, the company should add sales personnel specifically to concentrate on the industrial market. Additional distributors and additional personnel at existing distributors concentrating on the market segment would be also helpful.

Neuman, David A. "Building an Intellectual Capital Strategy for a Professional Services Organization"

Dec. 19, 2002, 96pp, bibliography

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Abstract: The Information Revolution ushered in a New Economy in which the keys to generating value are not the same as those in the Industrial Economy. The foundation of the New Economy will be knowledge, or intellectual capital, more so than physical capital and manual labor. Many have written and presented theories, techniques, and strategies for maximizing an organization's knowledge and ability to generate value from that collective knowledge. However, these strategies need to be integrated into a single intellectual capital strategy focused on creating the workforce of tomorrow. An intellectual capital strategy is a multi-faceted strategy that targets the intellectual capital-based capabilities of an organization. An intellectual capital strategy that includes the aspects of organizational maturity, organizational learning, communities of practice, and performance management will increase an organization's ability to generate value from its intellectual capital. The maturity of an organization sets the workforce foundation that allows the other aspects of the strategy to be implemented. Organizational learning focuses on the development of intellectual capital both at an individual and organizational level. Communities of practice provide the informal organizational structure that allows knowledge workers to collaborate across the organization for the benefit of the community as well as the organization. And finally, new performance management methodologies make it easier to measure and manage an organization built on an intangible asset--knowledge. Professional service organizations are purely human capital organizations whereby value is generated when human capital is converted into tangible services consumed by its customers. Successful service organizations of all sizes must focus not only on the delivery of services, but must equally focus on the continuous development and expansion of their human capital in order to be able to respond to the needs of their customers in the future. Rockwell's Automation's Global Manufacturing Solutions business is a global professional services organization that provides eight different service capabilities to its customers, and delivers these services through an organization that spans geographically around the world. An intellectual capital strategy as defined in this paper would support its continuing transformation into an agile multi-capability organization that can make its intellectual capital a competitive advantage. The strategy would help the management team build a distributed knowledge organization, build expertise, manage multiple capabilities, and measure and manage human performance more effectively. Therefore, this paper provides recommendations on how to implement an intellectual capital strategy within Rockwell Automation's Global Manufacturing Solutions business to maximize its effectiveness as a knowledge-intensive service organization.

Neuman, Michael W. "Reverse E-Auctions and Their Negative Effect on the Buyer/Supplier Relationship"

Jan. 2007, 90pp, bibliography

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Abstract: Emerging World Wide Web technologies are presenting procurement professionals significant new transactional efficiencies in their sourcing activities. Today many buyers are using the Internet as a tool to facilitate the use of online reverse e-auctions in their negotiations with suppliers. Although these reverse e-auctions often yield significant cost savings, the savings can be outweighed by buyer-seller relational strains that are a result of the process. Before implementing a reverse auction model, seasoned procurement professionals need to apply a complete cost-benefit analysis to each situation they identify for reverse e-auction implementation. The misuse or perceived misapplication of the tool can lead to irreconcilable damage to the buyer-supplier relationship. This paper serves to understand reverse auction: the history, application, perceived benefits, and detrimental impact on the buyer-supplier relationship.

Neuzerling, Leon F. "Fundamentals of Reliability Management in the Manufactures of Complex Military and Commercial Systems"

May 1971, 21pp

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Newell, Kristine J. "Product Liability Issues in the Natural Gas Industry: Are Natural Gas Distribution Companies Effective in Approving Pipeline Components?"

March 24, 1998, 115pp, bibliography, references

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Nordquist, Thomas G. "Packaged System for Air Compressor Water Cooling Product Development and Marketing"

June 22, 1973, 40pp

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Noruk, Jeffrey S. "Introduction of an Improved Robotic Justification Method"

Sept. 6, 1988, 109pp

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Abstract: The successful introduction of automation into America's factories is essential if we are to remain competitive. Identifying the most appropriate areas to automate requires proving both the feasibility and benefits of such action. Feasibility is the domain of the engineer and has been handled quite effectively through the years. Once past this hurdle, the project engineer must then prove to management that this automation can be implemented with a proper return on investment. This justification phase of the project is where most of the mistakes are made.

Cost justification techniques have been around for years and until recently have worked fairly well. The available techniques range from the simplistic payback analysis to the more accurate and involved Net Present Value(NPV) method. However, the success of any of these techniques requires accurate information be available for both costs and benefits. This was easier in the days when labor costs made up 50% of the product's cost. Today however, direct labor only comprises 5-20% of the final product cost. Thus, cost justification of automation done solely based on direct labor reduction will be hard to justify. This paper attempts to take into account all costs and benefits associated with the introduction of automation in the form of arc welding robots. These items are defined both quantitatively and qualitatively and then brought into an all encompassing spreadsheet format. The accuracy of the NPV calculations will be improved by the proper weighting of all pertinent factors. This information is then put into a "user friendly" computer spreadsheet program and its effectiveness tested using actual robot automation case studies. Implications of this work along with recommendations for future study are then discussed.

The need for good justification techniques, applicable to the real world, has been recognized as one of the biggest problems facing many top executives. The purpose of this paper is to clarify the problem and offer a constructive means of performing more accurate cost justifications in the area of arc welding robots. It is hoped, that some of the results of this research will be applicable to other areas of automation, such as Flexible Manufacturing Systems(FMS).

Ofori-Mattmuller, Andre "Price Can be Used as a Critical Factor in Determining What Foreign Market Entry Alternative Will be Most Profitable""

Sept. 6, 1988, 109pp

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Abstract: The purpose of this thesis is to