Lexicon of Industrial Engineering Concepts and Terminology      
       
       
Concept or Word: Definition / Explanation Source Updated
Iconic Models Models that are scaled or schematic representations of the real object or system. Example: toy airplane. Anderson, p.7 2/13/2005
Analog Models Models that are physical in nature, but do not have the same appearance as the object modeled. Example: speedometer. Anderson, p.7 2/13/2005
Mathematical Models Representation of a problem by a system of symbols and mathematical relationships. Ex: Linear programming. Anderson, p.7 2/13/2005
Economic Order Quantity (EOQ) Most fundamental inventory model (EOQ) Developed by Harris in 1915. Most widely used in industry. Q=Sqrt(2AD/h) Sipper, 215 3/7/2005
Silver-Meal Heuristic Reorder quantity Heuristic that seeks to reduce the AVERAGE cost per PERIOD by summing a maximum of periods. Sipper, 249 3/23/2005
Least Unit Cost Heuristic Reorder quantity Heuristic that seeks to reduce the AVERAGE cost per UNIT by summing a maximum of periods. Sipper, 251 3/23/2005
Part Period Balancing Heuristic Reorder quantity Heuristic that seeks to limit inventory carrying cost to set-up cost. Sipper, 252 3/23/2005
Christmas Tree Inventory Model One time ordering problem where the shortages cannot be back ordered and overages cannot be sold. Sipper, 259 3/23/2005
Aggregate Planning Inventory planning for the periods at hand within a manageable time horizon. Time horizon is shorter than the strategic inventory planning, but much more accurate and directly leading to action.   3/23/2005
Quick and Dirty Method Spread sheet based separation and quantification of seasonality and linear trend in historical demand data in order to generate a forecast. EIN 4333 3/23/2005
Economic Production Quantity (EPQ) Similar to Economic Order quantity but adjusted for production rate. Sipper, 220 3/23/2005
Deterministic Demand Case were the demand is known   3/23/2005
Stochastic Demand Case were exact demand is unknown but can be described as a random variable (with a probability distribution). Sipper, 259 3/23/2005
Cognitive Dissonance Occurs when Personal Morals contradict the ethic pressures of the social context.   7/19/2005
Adizes Corporate Life Cycle Model The model explain the different stages of growth and decline of corporations. The GROWING phase consists of: Courtship, Infancy, Go-go, Adolescence, Prime, Stable. The AGING phase consists of: Aristocracy, Early Bureaucracy, Bureaucracy, Death.   7/19/2005
Field's Open Systems Theory Organizations can be looked at as systems that interact with and depend on their environment. Open systems are "living" and survival is their purpose. They have permeable boundaries through which they transact with the "outside". (Theory credited to Ludwig Von Bertalanffy) EGN 4624 7/19/2005
Morphogenesis The ability of Open Systems to grow new subsystems as a means of adaptation and survival.   7/19/2005
Power Bases, The 8. Positional, Connection, Expert, Knowledge, Reward, Coercive, Charismatic, Referent. The Referent Power is the most desirable.   7/19/2005
Profession A calling requiring specialized knowledge, intensive preparation, instruction in skills and methods, the maintenance of high standards of achievement and conduct, commitment to continued study, with the prime purpose of rendering a public service. A profession is an area of work governed by standards. Badcock, P.3 7/29/2005
Honesty Being truthful, fact based, unbiased. EGN 4624 7/29/2005
Integrity Doing what you said you were going to do. Delivering on your promises. EGN 4624 7/29/2005
Ethics Code of conduct as defined by a regulating group or governing body, such as a professional organization or society. EGN 4624 7/29/2005
Morals Code of conduct as defined by the person based on personal beliefs. EGN 4624 7/29/2005
Johari Window Interpersonal Awareness model of 4 quadrants, were quadrant 1 is the "Arena" were I know what you know and hence we can dispence more energy to the task at hand instead of maintaining our "Façade" or reducing our "Blind spot". EGN 4624 7/29/2005
Group Roles Task role, Maintenance role, Disruptive role. All three are necessary for effective groups. EGN 4624 7/29/2005
WIFM (What's in it for me?) Employee's attention is always on "What's In it For Me?". Managers must always be aware of that and cater to it. Visions for a the outcome of projects or any future state should ensure that the WIFM is covered in order to achieve buy-in and avoid disengagement which will lead to failure. EGN 4624 7/29/2005
Types of Employees Engaged (loyal and productive, Not Engaged (just putting in their time), Actively Disengaged (unhappy and spreading their discontent; CAVE dwellers: Consistently Against Virtually Everything). US distribution 29% Engaged, 55% Not Engaged, and 16% Actively Disengaged (Source: Gallup Organization). EGN 4624 7/29/2005
The Abilene Paradox The Abilene Paradox is a paradox in which the limits of a particular situation force a group of people to act in a way that is directly the opposite of their actual preferences. It is a phenomenon that occurs when groups continue with misguided activities which no group member desires because no member is willing to raise objections (Source Wikipedia) (See Groupthink). EGN 4624 7/29/2005
Trust and Performance Performance often requires risk taking, and risk taking requires trust. EGN 4624 7/29/2005
Motivation Mechanism If a "need" must to be satisfied there is motivational force. The gap between the need and its satisfaction induces healthy stress and the drives performance. However, if the access to satisfaction is blocked, a situation of excess stress arises. EGN 4624 7/29/2005
Leadership A Process by which a Person creates a condition of Influence and Engenders Self Motivation to get others to Accomplish a task. EGN 4624 7/29/2005
Functions of Managers (Henry Fayol) Planning, Organizing, Staffing, Leading, Controlling (verifying).  Badcock, P.13 7/29/2005
Leadership vs. Management model More management and less leadership implies rigid control of subordinate activities. More Leadership and less management means the subordinates are more empowered to find a solution of their choice, in which case instead of control there exists equifinality, a set of various solution that all meet the requirement of the end product. Leadership must be more tolerant of deviations from the norm. EGN 4624 7/29/2005
Groupthink Groupthink is a term coined by psychologist Irving Janis in 1972 to describe a process by which a group can make bad or irrational decisions. In a groupthink situation, each member of the group attempts to conform his or her opinions to what they believe to be the consensus of the group. In a general sense this seems to be a very rationalistic way to approach the situation. However this results in a situation in which the group ultimately agrees upon an action which each member might individually consider to be unwise (the risky shift). (Janis intended to be reminiscent of Georges Orwell's 1984, "doublethink") EGN 4624 7/29/2005
Iceberg model of behavior Behavior is symbolized by the only visible part of the iceberg. Under the water line, BELIEF, ATTITUDE, REACTION, FEELING lead to the BEHAVIOR. The Formal organization concerns itself only with the visible behavior, but just as important is the informal organization which talks to the source of the expression of behavior, that is the belief structure mentioned above. (see "I choose to" vs. "I have to". EGN 4624 7/29/2005
McGregor's Theory X and Theory Y Two contrasting assumptions about the basic nature of people. Theory X assumes that people dislike responsibility, are passive and must be coerced in and controlled, self-centered and resistive to change. Theory Y postulates that people by nature seek responsibility if committed to objectives, work is as natural as rest or play, all employees have the ability to be creative and can solve problems. Modern management only believes in theory Y. EGN 4624 7/29/2005
Maslow's Hierarchy of Needs Physiological needs, Safety and Security needs, Love (Affection and acceptance) needs, Esteem needs, Self actualization (self fulfillment) needs. EGN 4624 7/30/2005
Mc Clelland's Acquired Needs Power (Affection), Affiliation, Achievement. EGN 4624 7/30/2005
Adam's Equity Theory Theory simply states that people want to be treated fairly relative to others. Babcock, p144 7/30/2005
Vroom's Expectancy Theory Expectancy theory relates the efforts a person puts forth to the expectation of achieving some desired goal. Effort to performance expectancy, and Performance to outcome expectancy. (See Figure 7.2 p145). Babcock, p145  
Pavlov      
Zajonc's curve Model that illustrates that there exists an Optimal level of stress that induces higher performance than too low or too high levels of stress. EGN 4624 7/30/2005
Power vs. Caring model Quadrant model. If the superior is Powerful + Caring he will be RESPECTED. Powerful + not caring = Feared. Not Powerful but caring = tolerated. Not Powerful nor caring = Despised. EGN 4624 7/30/2005
Highest Moral Good Concept   EGN 4624 7/30/2005
The PLA model (Power Leadership Authority) This model stipulates that there are three situation that the subordinate can face. In the Power model, the superior is drawing much attention to himself 80% as opposed to the goal 20%. In the Authority Scenario, the attention is distributed 50-50. The best case is the Leadership scenario were the subordinate spends on 20% of his attention on pleasing the leader and 80% on the goal. EGN 4624 7/30/2005
Passive Aggressive Behavior Someone who is passive-aggressive will typically not confront others directly about problems, but instead will attempt to undermine their confidence or their success through comments and actions which, if challenged, can be explained away innocently so as not to place blame on the passive-aggressive person. (Example: In comic strips passive aggressive men are shown hidden behind their newspaper, muttering “Yes, dear” without paying attention). EGN 4624 7/30/2005
Operant conditioning (B.F. Skinner) Behavior is followed by an event (reinforcement), that affects the probability that the behavior is repeated. Major types of reinforcement: 1-Positive reinforcement; 2-Negative reinforcement; 3-Punishment; 4-Extinction. EGN 4624 7/30/2005
Staw's Expectancy theory Shows the importance to reward for effort (approximately right) and achievement as to only for accomplishments. Reward for approximately right and coach on how to achieve exactly right. Valences system: P1: Money. P2: Resource + Ability. P3: Intrinsic reward for effort. P4. My expectancy of being Satisfied. P5. Intrinsic reword for success. EGN 4624 7/30/2005
Making Family Model Sub model of the Inclusion stage of the group growth model(?) 1. Welcome 2. Orientation 3. Training 4. Rite of Passage  5. Bonding ceremony. 6. Credentials. EGN 4624 7/30/2005
Situation Leadership Model This model illustrates the fact that leadership must adapt to levels of readiness of the subordinates. The leadership styles rank from Telling through Selling, Participating , to Delegating. EGN 4624 8/25/2005
Proxemics Proxemics, the study of man's appreciation and use of space. EGN 4624 7/30/2005
Sociofugal Environment The environment discourages communication. EGN 4624 7/30/2005
Sociopetal Environment The environment encourages communication. EGN 4624 7/30/2005
Stages of group growth (FIRO) Inclusion, control, openness. EGN 4624 7/30/2005
Stages of group discipline. 1 Reason, 2 Seduction, 3 Force, 4 Amputation. EGN 4624 7/30/2005
first law of thermodynamics Conservation of energy.   9/27/2005
Second law of thermodynamics The second law stipulates that the entropy (measure of disorder) of a system can only increases, unless some source of energy is used from the outside to reverse the entropy. Derivatives of the second law are useful to measure the quality of efficiency with wich a system uses energy to convert it into some useful form.   9/27/2005
Newton's first law Also known as the Law of Inertia. When no forces act on an object it moves in a straight line at constant speed.   9/27/2005
Newton's second law Also known as the Fundamental law of dynamics. Force equals mass times acceleration.   F=m.a   9/27/2005
Newton's third law Also known as the law of reciprocal action. When a body exerces a force on another body, the receiving body exerces an opposite force of same magnitude to the first body. In another form it is called the law of conservation of momentum, as it cannot be created or destroyed, but only transferred from one body to another.   9/27/2005
Tuckman's model Team dynamics model illustrating the stages of development of a team. Forming, Storming, Norming,  Performing, Adjourning. In the Norming phase  the team is not organized, people tend to observe more than act, this is a period of polite restraint. Forming: at this stage there is some competition to establish power and leadership roles. Norming: the team established policies, rules, guide lines for operating. In the Performing stage the team is ready to function optimally. EIN 4116 9/27/2005
Mode Measure of central tendency; most occurring ESI 4234 9/1/2005
Mean Measure of central tendency; Average ESI 4234 9/1/2005
Median Measure of central tendency; middle value (s) of a set of numbers. For example if there are 20 numbers the middle values are the 10th and 11th numbers. ESI 4234 2/6/2006
Data An idividual fact or multiple facts or values that by themselves have little meaning. ESI 4234 9/1/2005
Deming, Edward American statistician that is credited by the Japanese for being a great contributor to their reconstruction after WW2. He invented very useful sampling techniques. Shewart's theories of statistical control became the basis for Deming's work. Deming offered fourteen key principles for effective transformation. (See: Deming's 14 points) Deming's key philosophical points: 85% of the problems can be solve only by management. Management and workers must speak the common language of statistics.  ESI 4234 9/6/2005
Quality according to Juran Quality: Fitness for use. ESI 4234 10/4/2005
Quality according to Crosby Quality: Conformance to requirements. ESI 4234 10/4/2005
Quality according to Tagushi Quality: The loss a product causes to society. ESI 4234 10/4/2005
Quality according to Deming Quality: Meeting consumer needs, present and future. ESI 4234 10/4/2005
Quality according to ISO9000 The totality of features and characteristics of a   product or service that bear on its ability to  satisfy stated or implied needs. ESI 4234 10/4/2005
Adam Smith Economist. Wrote "The wealth of nations" (1776), the most influential work on western economics. Believed that labor, and not just Land, is the greatest resource of a country. In this book he introduces the Division of Labor (or specialization). Early proponent of free trade and capitalism. ESI 4234 10/4/2005
Shewart, Walter Employee of Western Electric, introduced Control Charts to ensure quality control. ESI 4234 10/4/2005
Hawthorne Effect Attention to the employees stimulates productivity. A process under observation tends to better itself. ESI 4234 10/4/2005
ASQ American Society for Quality. Formed in 1946 after the war as ASQC. ESI 4234 10/4/2005
Ishikawa, Kaoru Inventor of the Fishbone Diagram (Also called the Ishikawa diagram). Japanese. "father of the scientific analysis of causes of problems in an industrial process" . Student of Shewart and Deming. ESI 4234 10/4/2005
Fishbone Diagram Also called Ishikawa Diagram. Format for brainstorming root causes to a problem. Made of 6 major components: environment, management, manpower, machines, materials, and measurement. ESI 4234 10/4/2005
Tagushi      
Crosby Invented the Quality Management Maturity Grid, and evolutionary quality improvement model. Aproach: prevention of defects. Performance standard: zero defects.  Performance measurement: Cost of quality. ESI 4234 10/4/2005
Juran Quality trilogy: Quality Management = Quality Control + Quality Planning (assurance) + Quality Improvement. ESI 4234 10/4/2005
Deming's 14 points List of key concepts that Deming recommends in order to achieve highest qualtiy. ESI 4234 10/4/2005
Deming's point 1 Create constancy of purpose. ESI 4234 10/4/2005
Deming's point 2 Do not tolerate commonly accepted levels of quality. ESI 4234 10/4/2005
Deming's point 3 Cease dependence on inspection to achieve quality. ESI 4234 10/4/2005
Deming's point 4 Do not award busniness on the basis of cost alone. Minimize total cost by working with a single supplier. ESI 4234 10/4/2005
Deming's point 5 Improve constantly. PDCA. ESI 4234 10/4/2005
Deming's point 6 Institute modern on the job training. ESI 4234 10/4/2005
Deming's point 7 Abandon supervision for leadership. Institute leadership. ESI 4234 10/4/2005
Deming's point 8 Drive out fear. No one can perform optimally if they feel insecure. ESI 4234 10/4/2005
Deming's point 9 Break down barriers. Create cross departmental teams. ESI 4234 10/4/2005
Deming's point 10 Eliminate slogan's exhorations and targets that the workers cannot relate to. ESI 4234 10/4/2005
Deming's point 11 Eliminate management by numbers and objectives. ESI 4234 10/4/2005
Deming's point 12 Remove the barriers that rob the people of pride of workmanship. Eliminate merrit systems. ESI 4234 10/4/2005
Deming's point 13 Institute a vigorous program of education and self improvement for everyone. ESI 4234 10/4/2005
Deming's point 14 Put everyone in the company to work to accomplish the transformation. ESI 4234 10/4/2005
PDCA Continuous improvement model. (Pland Do Check Act). Developped by Shewart. Also know as the "Deming Wheel". ESI 4234 10/4/2005
Deming's Deadly Diseases Management  by visible figures only.   Lack of constancy of purpose.   Performanc appraisal by numbers.   Short term orientation.   Mobility of management. ESI 4234 10/4/2005
Accuratie (in statistics) A dimention is accurate when the mean of the measurements is close to the desired value. Both accuratie and Precision are desired. ESI 4234 10/4/2005
Precision (in statistics) A dimention is precise when the standard deviation is small, or the relative range of measurement is small. Both accuratie and precision are desired. ESI 4234 10/4/2005
Histogram Graph of frequency of occurance of events within equal segments of a range of interest. ESI 4234 10/4/2005
Stem and leaf plot Graph of frequency of occurance of events within an order of magnitude (the stem). Leaves are a list of the next level of magnitude. ESI 4234 10/4/2005
Pareto Chart Graphical classification of event frequencies in a bar chart, in order to identify the top 20% causes responsible for 80% of the consequences. Separate the vital few from the trivial many. ESI 4234 10/4/2005
Variance Std deviation squared.    
Standard Deviation      
Natural Tolerancel Limits Process capability limits. Represents the inherent variation of the product of a process in control. Estimated based on large representative samples. ESI 4234 11/21/2005
Process capability limits Natural Tolerance limits ESI 4234 11/21/2005
IQR Inter Quartile Range.  IQR=Q3-Q1   2/6/2006
Wiskers On a Box plot, lines extending from the IQR box to the sides by a factor of 1.5 time the IQR. Point outside of the whisker range are considered outliers.   2/6/2006
Box Plot Representation of the distribution of the data point over a range of possible values. The box is bounded by the 1st and 3rd quartiles. See "whiskers".   2/6/2006
Pearson Correlation Coefficient Coefficient of linear correlation of the Z values of 2 data sets.  r = 1/(N-1)*Sum(Zxi*Zyi). Also see "Computational Formula" of the Pearson's Correlation Coefficient. (Page 50 Myer and Well, second edition). The range is -1 to +1.   2/6/2006
Least Square Regression Equation Sum(Y-Yestimator)^2/N   2/6/2006
Quartiles Point at which 25% or 50% or 75% of all data are to the left of. (Q1=.25*(N+1), Q2=median, Q3=.75*(N+1))   2/6/2006
Empirical Rule 68% of the data falls between +- 1 stddev; 95% of the data falls between +- 2 stddev; and 99.7% of the data falls between +- 3 stddev. Assumes a Normal distribution.   2/6/2006
z score Distance from the mean in terms of standard deviations. (Takes negative values to the left of the mean)   2/6/2006
Outliers Outliers are points that are outside 3 stddevs from the mean. Their z-score is more that 3.0 or less than -3.0.   2/6/2006
z table Table of values that relate % of data (under the normal curve) to a position on the z scale.   2/6/2006
Binomial Distribution Discrete distribution of Bernoulli trials. Typically mound shaped. The probability of the trials must be "stationary". Independent Trials.  Probability of y successes out of n trials = P(y) = (n,y)*p^y*q^(n-y)   2/6/2006
Berouilli trials Independent trails with only 2 possible outcomes, with respective probabilities such that p+q=1.   2/6/2006
Bayes' Rule Conditional Probability: The Prob. of A given B = P(A|B) = P(A and B) / P(B)   2/6/2006
Raw Effect Size Mean difference between 2 group means in terms of the units of measurement. Myers & Well p.145 4/5/2006
Standardized Effect Size Mean difference between 2 group means in terms of standard deviation. Es = ( µA - µhyp ) / σ. The estimator is Es = t/ √N Myers & Well p.145 4/5/2006
ANOVA Analysis Of Variance. Test of equal means by way of an F test that compares the Sum of Squares of the entire population to the SS of one or multiple levels of that population.  Myers & Well p.197 4/5/2006
Omnibus Test ANOVA with Null Hypothesis that all the group means are equal. If the null is rejected we know that at least one mean is significantly different.    
Contrasts Comparison of population means as a linear combination of means. Each population means can be given a different weight, but all weights must add up to zero. Each combination of weights represents a test for a different null hypothesis. Myers & Well p.234 4/5/2006
Pairwise comparision Contrast between the means of 2 treatment populations. Hnull = µ1 - µ2. (pair wise t-test) Myers & Well p.235 4/5/2006
Between subjects ANOVA factor  Between-subject variables are independent variables or factors in which a different group of subjects is used for each level of the variable.   4/24/2006
Within Subject ANOVA factor A within-subjects variable is an independent variable that is manipulated by testing each subject at each level of the variable.   4/24/2006
Parameter (statistics) A numerical description of a population characteristic (the mean of a population is a parameter)   6/17/2006
A Statistic A numerical  description of a sample characteristic (the mean of a sample is a statistic)   6/17/2006
Statistical Inference Process of using data obtained from a sample to make estimates and test hypotheses about the characteristics of a population.   6/17/2006
Qualitative data Consists of attributes, labels, or non-numerical entries. Rahal 6/17/2006
Quantitative data Consists of numerical measurements or counts. Rahal 6/17/2006
Stratified sample Has members from each segment of a population. This ensures that each segment is represented. This is important if some segment of interest is relatively small compared to other segments. Rahal 6/17/2006
Cluster sample Has all members from randomly selected segments of a population. nOt all segments may be represented, but all members of selected segments are accounted. Used when population falls in naturally occurring subgroups. Rahal 6/17/2006
Systematic samples each member of a population is assigned a number; a starting number is randomly assigned and all subsequent sample members are selected at regular intervals. For example choosing every 10th product for inspection. Rahal 6/17/2006
Convenience sampling Consists only of available members of a population.  Rahal 6/17/2006
Probability The probability of a simple event is the likelihood of this event to occur in an experiment. The probability can be approximated by the proportion of times the event is observed when the experiment is repeated a vey large number of times. Rahal 6/17/2006
Process Owners Individuals or groups who are accountable for a process performance and have the ability and authority to manage and improve it. Evans, p 335 6/13/2007
Benchmarking Benchmarking is the search of the leading best practices, in any industry, anywhere in the world, for the purpose of comparing and learning better ways of doing things.   6/13/2007
Design for Manufacturability Process of designing a production for efficient production at the highest level of quality. Evans, p 344 6/17/2007
Design for Environment DFE is the explicit consideration of environmental concerns during the design of products and processes, and includes such practices as designing for recyclability and disassembly. Evans, p 346 6/17/2007
Concurrent Engineering (or simultaneous engineering) Concurrent engineering is the process through which all the major functions (sales, purchasing, mfg, ...) involved with bringing a product to market are continuously involved with product development from conception to sales. This helps achieve trouble free introduction and results in improved quality, lower costs, and shorter development time. Evans, p 348 6/17/2007
Design Review An approach to facilitate product development. It is an opportunity to raise questions, share ideas, and anticipate problems. Three typical stages: Preliminary design review, intermediate and final. Evans, p 348 6/17/2007
Process Design Design an efficient procedure that satisfies the needs of both internal and external process customers. Evans, p 349 6/17/2007
Manufacturing Flexibility The ability to produce the right types and right amounts of products as customer demand and preferences changes. Evans, p 349 6/17/2007
Project Management All activities involved in planning, scheduling, and controlling a project.   6/17/2007
Agility Process flexibility + short cycle time. Evans, p 366 6/17/2007
Breakthrough Improvement Refers to discontinuous change, as opposed to gradual, continuous improvement philosophy of kaizen.   6/17/2007
Best Practices Approaches that produce exceptional results, often by innovative means.   6/17/2007
Mission Statement Definition of the company's reason for existence. It answers the question "Why are we in business?"   6/17/2007
Vision Statement The vision describes where the organization is headed and what it intends to be. It is a statement of the future that would not happen by it-self. Evans, p 236 6/17/2007
Company Values Guiding principles. Define the path to reach the vision, by defining attitudes and policies for all employees, which should be reinforced through conscious and subconscious behavior at all levels of the organization Evans, p 237 6/17/2007
Strategy      
Balanced Score Card Concept of measuring a company's activities in terms of its vision and strategies, to give managers a comprehensive view of the performance of a business. It has a balanced view of several key performance factors, as opposed to focussing only a few financial indicators. Kaplan and Norton.   6/17/2007
Activity Based Costing Activity-based costing (ABC) is a method of allocating costs to products and services. It is generally used as a tool for planning and control. This is a necessary tool for doing value chain analysis. Wikipedia 6/17/2007
Actionable measures Characteristic of a good measure/indicator. These are measures and indicators, such as statistics, control charts, counters, etc... that provide the basis for decision making at the level where the decision is applied. In other words, the feedback from the measurement systems goes to the place were a difference can be made. Note that this may require a certain level of empowerment.   6/17/2007
Return On Quality (ROQ) Measurement of gains versus costs related to quality maintenance or improvement efforts. Rahal ESI6224 6/17/2007
Explicit Information Includes information stored on documents, printed or other media. Rahal ESI6224 6/17/2007
Tacit Information
Tacit information is information that is formed around intangible factors resulting from an individual’s experience, and is personal and content-specific.
 Rahal ESI6224 6/17/2007