Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2006. / Source: Dissertation Abstracts International, Volume: 68-02, Section: A, page: 0497. Adviser: Scott D. Johnson. Includes bibliographical references (leaves 72-75) Available on microfilm from Pro Quest Information and Learning.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 1998. / Includes bibliographical references.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2000. / Includes bibliographical references.

Thesis, PlanB (M.S.)--University of Wisconsin--Stout, 2004. / Includes bibliographical references.

Thesis (Ph. D.)--Syracuse University, 2005. / "Publication number AAT 3205587."

The industrial learning curve has been widely recognized as an important cost planning tool. Limited empirical work has been done on factors affecting the learning curve parameters, and no study has examined simultaneously the effects of standard difficulty and compensation method. These factors were chosen for study because the literature has consistently demonstrated that difficult standards produce superior performance relative to easy standards, and that monetary incentives produce superior performance relative to fixed pay. / A laboratory experiment was conducted which consisted of an assembly task using Erector Set parts; the task was chosen because it seemed to require skills similar to what would be required for industrial assembly tasks. Six treatment groups were formed based on two standard levels (average and difficult) and three compensation methods (fixed, piece-rate, and goal-contingent). / The effect of these factors were assessed first on overall performance. A significant main effect for compensation method was found, which was due to the superior performance of subjects working for piece-rate and goal-contingent pay (incentive pay) relative to those working for fixed pay. Regarding the learning curve parameters, it was found that incentive pay resulted in lower a values, but slower improvement rates as measured by the b parameter. This finding contradicts previous speculation that incentive pay should not affect the a parameter and positively affect the b parameter. The implications of these findings are discussed. / Source: Dissertation Abstracts International, Volume: 52-09, Section: A, page: 3337. / Major Professor: Charles Bailey. / Thesis (Ph.D.)--The Florida State University, 1991.

The purpose of this study was to determine if the implementation of a Behavioral Safety process in a high tech worksite decreases injuries and their severity. The study also sought to determine interest and participation in the corporate Behavioral Safety process. Past injury data were collected and analyzed from corporate and site-specific sources to compare injury rates of sites that had implemented the Behavioral Safety processes to sites that did not implement the process. A Behavioral Safety survey was administered to 1569 employees to determine the level of interest and perceptions of the Behavioral Safety Observation and Feedback (BSOF) process at Corvallis. The survey data was gathered using Websurveyor software. No discernable differences in OSHA Recordable Case Rate (OCR) and Lost Workday Case Rate (LWCR) were noted for sites that had implemented BSOF processes when compared to those that had not implemented the process. Behavioral Safety sites, however, showed decreases in the Lost Workday Rates (LWR), whereas the Non-Behavioral Safety sites showed increases in the LWR, suggesting that more severe injuries have declined at BSOF sites. The results showed that there was a decrease in the number of injuries in the Corvallis high-risk job grouping from the period of FY'98 to FY'01. Individuals in this job class operate manufacturing equipment, maintain equipment, work in labs, or clean room environments. Similarly, there was an increase in the number of injuries in the medium and low-risk job groupings. These results suggest that the respondents in higher-risk areas (e.g. operators) were more likely to agree that there is a need to have a Behavioral Safety Process in place and functioning. In lower-risk areas (e.g. office workers), the respondents were less likely to agree that participation in a Behavioral Safety process is needed. Individuals who worked in manufacturing areas demonstrated more support for the process than did individuals in office environments. Additionally, in areas where management support was present, more employee support was visible. The study showed an overall low level of interest in the process among participants, and a lower level of interest by non-participants. Most would prefer to use a process other than BSOF to improve personal behavior. Despite the lack of interest in BSOF by participants, the respondents only partially supported a voluntary process and they indicated increased safety awareness at work and at home. This included increased recognition of safe behaviors in the work area, and an improved ability to give and receive feedback to others. / Graduation date: 2002

No description available.

<p> This research aimed to investigate how important it is to embed business education into undergraduate industrial design curriculum and help design students understand the financial aspects of their design ideas, particularly in the areas of cost and profit. To respond to this question, a user-centered design approach was applied to understand design students' perceptions towards business education. Later on, the research findings were synthesized into a list of design requirements for developing a financial assessment tool. After rounds of ideation and looking into other frameworks from business related disciplines, a financial assessment tool was developed. Consequently, this tool was prototyped and piloted in a senior industrial design class in order to test its effectiveness. At last, students who had participated in the experiment evaluated the tool. Their positive feedback proved such methods could be successfully integrated into undergraduate design curriculum and help industrial design students gain a better understanding of the business aspects related to their ideas.</p>

<p> Disruptive Innovation theory explains how industry entrants can defeat established firms and quickly gain a significant share of their key markets, in spite of the fact that incumbents tend to be significantly more experienced and better resourced. The theory has been criticized for being underspecified: whilst the general mechanics of the phenomenon of disruptive innovation are clear, it has not been established which individual variables are essential to the process and which ones are merely ancillary. As a consequence, to date it has not been possible to build a predictive model on the basis of the theory managers can use to assess the disruptive potential of their own and their competitors' innovation projects. In this research project the predictive power of each of the main variables that are mentioned in the literature has been assessed on the basis of a qualitative analysis of five real world case studies. Only variables for which information can be collected using publicly available data <i>before</i> disruption happens have been retained. By clarifying the detail of disruptive innovation theory, this study has been able to address a key issue in the debate, namely, whether products that are more expensive and more complex than the market standard can ever be classified as 'disruptive innovations' or whether they should always be regarded as 'high-end anomalies'. In this study two distinct disruptive innovation strategies have been identified based on the current phase of the product life cycle, the current focus of mainstream demand and the market segments first targeted when coming to market. The first strategy entails growing an existing market by moving the focus of demand on to a secondary market driver as soon as customers begin to lose their willingness to pay a premium for upgrades in the performance areas they historically used to value. Early on in the product life cycle, disruptors can conquer the mainstream market 'from above' with products that are different and more reliable or more convenient <i> but not simpler or cheaper.</i> The second strategy creates a new separate market by offering a radically new type of additional functionality. Over time the new market replaces the old market. These products are likely to be expensive because of their small production run and difficult to use because they are the first models of their kind. High-end customers constitute a natural foothold market for these products as they are wealthy and highly skilled. </p>