The First 50 Years of the Department of Industrial and Operations Engineering at the University of Michigan: 1955–2005

 4.1 Things Are Getting Better

Though another short-lived recession hit the auto industry in 1979, by the early 1980s domestic car sales were rebounding and the College of Engineering was beginning to plan major initiatives under the new dean, James J. Duderstadt. One major change that the Duderstadt administration implemented was to reinvigorate construction of new buildings on North Campus, which would eventually house the entire College of Engineering. He and his senior associate dean, Charles Vest, also developed policies and procedures that facilitated the development of major laboratories and centers in the College and developed financial incentives for faculty members to increase their support of PhD students. Finally, the administration was able to provide larger merit pay increases along with public awards for those who had demonstrated outstanding scholarship, teaching, and national service. All of these changes within the College leadership had profound effects on the Industrial and Operations Engineering (IOE) Department in the 1980s.

More specifically, by 1982 the department had 18 full-time faculty members and was offering three specialized master’s degree options in occupational health and safety engineering, manufacturing systems engineering, and public systems analysis, in addition to a general industrial engineering (IE) master’s degree. These 30 credit hour optional master’s degrees required students to take about one-third of their courses from other departments, such as Industrial and Environmental Health, Mechanical Engineering, Hospital Administration, or the Institute of Public Policy, to name a few. At the same time, as these new specialized master’s degree programs were being developed on the Ann Arbor campus, the popular evening degree programs being taught in Flint and Saginaw were being phased out, mainly because the younger faculty members wanted to concentrate on building a stronger research program for PhD students on the Ann Arbor campus, which was also consistent with the College administration’s interests. This resulted in a decrease in the number of master’s degrees being granted starting in 1982, most of which was due to the closing of the evening program at Flint, as discussed in the next section.

4.2 Enrollment Trends

Whereas in the 1970s the average number of IOE degrees granted annually was about 60 BS, 55 MS, and 6 PhD degrees, the average number in the 1980s was much higher for undergraduates (about 100 BS degrees annually) but lower for master’s degrees (about 40 MS degrees annually) and about the same for the doctoral degrees (about 6 PhD degrees annually). The graph shows the annual trends in graduation rates. It is important to note that by 1980 enrollment in the required 300-level courses had reached physical capacity (about 80 students) due to the size of the older lecture rooms available in West Engineering. And with a limited number of faculty members, it was decided to not teach multiple sections of these popular undergraduate courses to enable the faculty to continue to rebuild the graduate and research programs. Thus, there was a restriction on the undergraduate enrollments until larger lecture rooms became available after the move to North Campus was completed in 1983.

4.3 Faculty Changes

Several very important faculty members had left the IOE Department in the ’70s and early ’80s. Notable among these in the management information systems area were Bert Herzog, who moved to the University of Colorado in 1975; Anthony Woo, who moved to University of Washington in 1977; and Alan Merten, who moved to the University of Michigan (UM) School of Business in 1976. In the operations research area, Ralph Disney left in 1977 to join the faculty at Virginia Tech University. The loss of these important leaders, along with several other assistant professors who were not promoted or took jobs with higher salaries, meant that the department had to aggressively hire additional people. Fortunately, the following people joined the IOE faculty early in the ’80s.

James C. Bean – PhD, Operations Research, Stanford (1980)

James C. Bean was hired in 1980 after completing his PhD in operations research at Stanford University. Bean, an outstanding instructor, taught several courses in the operations research area and became well known for his research on genetic algorithms for highly constrained problems and for system sustainability modeling. He joined with faculty members in the School of Business to form the Tauber Manufacturing Institute, which he codirected in the ’90s. This institute supported teams of engineering and business students in tackling a variety of important manufacturing problems in the United States. Prior to that, he joined Bob Smith and Jack Lohmann in the IOE Department to create the Dynamic Systems Optimization Laboratory, which developed analytical models to optimize the performance of operations that have time-dependent conditions. He served as the president of the Institute for Operations Research and Management Sciences, where he was a charter fellow, and later received the George Kimball Medal. At UM he served as the associate dean for graduate education and international programs and then associate dean for academic affairs of the College of Engineering until assuming the position of dean of the Lundquist College of Business at the University of Oregon in 2004. He later served as provost at Oregon (2008–2013) and at Northeastern University (2015–present) (See Bean’s page at the UM Center for Sustainable Systems website: http://css.snre.umich.edu/person/james-c-bean .)

Robert L. Smith – PhD, Operations Research, University of California–Berkeley (1980)

Robert L. Smith was hired in 1980 after receiving his PhD degree from the University of California at Berkeley. His research and teaching have focused on dynamic programming and modeling stochastic processes related to communications, traffic routing, and vehicle manufacturing. He served as the director of the Dynamic Systems Optimization Laboratory and has advised 28 PhD students. Smith has held advisory positions at the National Science Foundation and at several other universities, and had been an associate editor of the Operations Research and Management Science journals. (See his personal page at the UM website: http://www-personal.umich.edu/~rlsmith/.)

John R. Birge – PhD, Operations Research, Stanford (1980)

John R. Birge was hired in 1980 after completing his PhD in operations research at Stanford University. He soon established himself as an expert and scholar in the development and use of stochastic programming and large-scale optimization to solve a variety of important problems in finance, electric power distribution, health care, and vehicle manufacturing with funding from the National Science Foundation, Ford, GM, Volkswagen, the Office of Naval Research, and the National Institute of Justice. He has received awards from ORSA/TIMS and Institute of Industrial Engineers; was president of INFORMS; and was elected to the National Academy of Engineering. In the IOE Department he codirected the Dynamic Systems Optimization Laboratory with Jim Bean and Bob Smith and served as department Chair from 1992 to 1999, at which time he became dean of the McCormick School of Engineering and Applied Science at Northwestern University. (See Birge’s page at the University of Chicago Booth School of Business website: http://www.chicagobooth.edu/faculty/directory/b/john-r-birge.)

Jeffrey Liker – PhD, Sociology, University of Massachusetts (1980)

Jeffrey K. Liker was hired in 1982 to replace Clyde Johnson, who had retired in 1974. Liker received a BS degree in industrial engineering and a PhD in sociology from the University of Massachusetts. One of his initial acts was to work with the faculty in the Center for Ergonomics to study and recommend the type of training that was needed in the auto industry to set up ergonomics programs in all manufacturing facilities. His approach was to have labor and management groups lead these developments, and this has been the foundation for the practice of ergonomics throughout most of the United States. He later conducted a series of studies comparing management styles in the United States and Japan, which resulted in a widely read and critically acclaimed book: The Toyota Way. Because of this book and other publications, Liker and his group have received the Shingo Award for Research and Professional Publications three times, which is provided for researchers that advance “new knowledge and understanding of lean and operational excellence.” Most recently, he developed and advocated a variety of methods for achieving higher product quality while containing or reducing manufacturing costs. These methods are often referred to as a “Lean Production System.” (For Liker’s UM web page, see: http://liker.engin.umich.edu/.)

Candace Yano – PhD, IE and management sciences, Stanford (1981)

Candace A. Yano joined the department in 1983 after receiving her PhD in industrial engineering from Stanford University. Her primary areas of expertise are production systems, inventory and logistics management, and product attributes that affects marketing. She left the UM in 1993, and from 1995 to 2001 she chaired the Department of Industrial and Operations Research at the University of California at Berkeley. She is a fellow of the Institute of Industrial Engineering and INFORMS. (See her page at the UC-Berkeley website: http://www.ieor.berkeley.edu/People/Faculty/yano.htm.)

W. Monroe Keyserling – PhD, IOE, University of Michigan (1980)

W. Monroe Keyserling was hired in 1984 to expand research and teaching in the area of occupational safety engineering. Keyserling received his PhD in IOE at UM in 1979 and joined the faculty at Harvard University’s School of Public Health before returning to UM. His expertise is in ergonomic exposure assessment, epidemiology of work-related injury, prevention of postural fatigue, and safety engineering. He has served as the director of the National Institute of Occupational Safety and Health (NIOSH)–sponsored Center for Occupational Health and Safety Engineering at UM and as graduate program director for the IOE Department. (See Keyserling’s web page at the College of Engineering: http://ioe.engin.umich.edu/people/fac/wmkeyser.php and see chapter 6 for more information on the Center for Occupational Health and Safety Engineering.)

Mandyam Srinivasan – PhD, IE and management sciences, Northwestern (1984)

Mandyam M. Srinivasan (Srini) was hired in 1985 after receiving his PhD in industrial engineering and management sciences from Northwestern University. His areas of expertise are global supply chain management and business analytics. He left the university in 1992 and currently holds the Pilot Corporation Chair of Excellence in Business at the University of Tennessee. He received the Franz Edelman Award for Achievement in Operations Research from the Institute for Operations Research and Management Sciences in 2006, the Chancellor’s Award for Research and Creative Achievement from the University of Tennessee in 1996, and many awards from the University of Tennessee’s Haslam College of Business for outstanding research and teaching and for leadership in executive education. His research and teaching efforts have been supported by grants and contracts from such entities as the US Air Force, the National Science Foundation, Northern Telecom, General Motors, Allied Signal-Honeywell, and IBM. His work has appeared in such journals as Operations Research, Management Science, IIE Transactions, and Queueing Systems. Srini worked for many years in two leading automobile manufacturing organizations and successfully installed and managed materials planning and control systems for both. He has consulted with a variety of companies and has published five professional books, the most recent three, published with McGraw-Hill, being Building Lean Supply Chains with the Theory of Constraints (2011), Global Supply Chains: Evaluating Regions on an EPIC Framework (2013), and Lean Maintenance, Repair and Overhaul: Changing the Way You Do Business (2014). (See his web page at the University of Tennessee: http://bas.utk.edu/our-department/faculty/msrinivasan.asp.)

Yavuz A. Bozer – PhD, Industrial and Systemes Engineering, Georgia Tech (1986)

Yavuz A. Bozer was hired in 1986 after receiving his PhD in industrial and systems engineering from the Georgia Institute of Technology. Bozer’s teaching and research interests focus on the development of quantitative design and performance improvement/evaluation models and the application of Lean techniques to material flow and storage systems in manufacturing and logistics facilities. In 1988, he was named a Presidential Young Investigator by the National Science Foundation, and he received the Technical Innovation Award in Industrial Engineering from the Institute of Industrial Engineers in 1999. He is also a coauthor of Facilities Planning (Wiley), a well-regarded textbook that has been translated into Chinese, Japanese, Korean, and Spanish and revised numerous times. Bozer has served for 11 years as the engineering codirector of the Tauber Institute for Global Operations and the codirector of the UM Lean Manufacturing and Lean Logistics certificate programs. (See Bozer’s UM web page: http://ioe.engin.umich.edu/people/fac/yabozer.php.)

Romesh Saigal – PhD, OR, University of California–Berkeley (1968)

Romesh Saigal joined the department in 1986 after receiving his PhD from the University of California at Berkeley in 1968. Prior to coming to the UM, Saigal served on the faculty at the UC Berkeley School of Business and at the Northwestern IEMS Department and worked at the Bell Telephone Laboratory. Saigal teaches courses in continuous optimization, linear programming, and financial engineering. His current research involves understanding risk in operational settings within the application areas of transportation, health care, and finance. He has been an associate editor of Management Science and is a member of Society of Industrial and Applied Mathematics, American Mathematical Society, and American Association or the Advancement of Science. (See his UM web page: http://ioe.engin.umich.edu/people/fac/rsaigal.php.)

Other faculty members who were with the department for short periods during the 1980s were Devinder Kochhar (1980–1986), William Kelton (1983–1986), Jay Elkerton (1986–1990), and Terresa Lam (1988–1994). Also, David Kieras from the Electrical Engineering and Computer Science Department held a joint appointment and taught courses in human factors and ergonomics from 1984 to 1993.

4.4. The Undergraduate Curriculum and Graduate Program Areas

The undergraduate curriculum did not change much during the ’80s. The laboratory course in data processing was combined with the lecture course to provide a four-credit-hour data processing course. Also, a specific number of credit hours were set for IOE and non-IOE technical electives. These changes are shown in the IOE Curriculum in 1990 table.

With the full-time faculty averaging 20 members from 1984 to 1990, the graduate-level 500 and 600 courses were now being offered on a regular basis, particularly in operations research (OR) and ergonomics, with six full-time faculty in each of these areas. The four other areas—information systems, applied statistics, engineering economy and management engineering, and production and manufacturing engineering—had a minimum of two faculty members each. However, there was a growing concern among the faculty that these latter four areas did not have a sufficient number of faculty members for UM to be recognized as a national leader in those disciplines. This led to a recommendation in the 1986 departmental review that the department should be reorganized into three areas, not six, as depicted in a diagram from the report.

Proposed reorganization of the IOE Department (from the 1986 departmental review).

The 1986 reviewers argued that by combining the four areas that did not have a “critical intellectual mass” the faculty members so involved could select (or hire) a senior faculty member that would represent their collective interests in such matters as fund raising, peer reviews, student recruiting and advising, and space planning. Though conceptually this seemed reasonable at the time, and in fact was strongly supported by two of the external reviewers involved in the 1986 departmental review, such an amalgamation did not occur. The department continued to depict itself as having six areas of concentration, with the courses listed in the chart as being provided on an annual or semiannual basis. The faculty also continued to offer PhD steering examinations in these six areas.

1984 List of Industrial and Operations Engineering Courses by Area

(cross-listed departments are shown in parentheses)

Applied Statistics

IOE 365 (Stat 311) – Engineering Statistics

IOE 460 – Decision analysis

IOE 465 – Design and Analysis of Industrial Experiments

IOE 466 (Stat 466) – Statistical Quality Control

IOE 560 (Stat 550/SMS 603) – Bayesian Decision Analysis

IOE 562 – Multi-objective Decision

IOE 565 – Forecasting and Time Series Analysis

Engineering Economy and Management Engineering

IOE 300 – Management of Technical Change

IOE 421 – Work Organizations

IOE 451 – Engineering Economy

IOE 481 – [formerly IOE 495] Special Projects in Hospital Systems

IOE 503 (EECS 509) – Social Decision Making

IOE 522 – Theories of Administration

IOE 551 – Capital Budgeting

IOE 563 – Labor and Legal Issues in Industrial Engineering

IOE 581 – Hospital Systems Engineering

Ergonomics

IOE 333 – Human Performance

IOE 334 – Human Performance Laboratory

IOE 432 – Industrial Engineering Instrumentation Methods

IOE 433 (EIH 656) – Occupational Ergonomics

IOE 439 – Safety Management

IOE 463 – Work Measurement and Prediction

IOE 533 – Human Factors in Engineering Systems I

IOE 534 (BIOE 534) – Occupational Biomechanics

IOE 539 (EIH 635) – Occupational Safety Engineering

IOE 633 – Man-Machine Systems

IOE 635 (BIOE 635) – Laboratory in Biomechanics and Physiology of Work

IOE 639 – Research Topics in Safety Engineering

Information Systems

IOE 373 – Data Processing

IOE 473 – Information Processing Systems

IOE 478 (EECS 487) – Interactive Computer Graphics

IOE 484 (EECS 484) – [formerly IOE 577] Database Management Systems

IOE 564 (ME 564) – Computer Aided Design Methods

IOE 573 – Analysis, Design, and Management of Large-Scale Administrative Information Processing Systems

IOE 575 – Information Processing System Engineering

IOE 578 (EECS 588) – Geometric Modeling

Operations Research

IOE 310 – Introduction to Optimization Methods

IOE 315 – Stochastic Industrial Processes

IOE 416 – Queueing Systems

IOE 472 – Operations Research

IOE 474 – Simulation

IOE 479 (IPPS 479) – Operations Research for Public Policy

IOE 510 (Math 561/SMS 518) – Linear Programming I

IOE 511 (EECS 503/Math 562/AE 577) – Continuous Optimization Methods

IOE 512 – Dynamic Programming

IOE 515 – Stochastic Industrial Processes

IOE 574 – Simulation Analysis

IOE 610 (Math 663) – Linear Programming II

IOE 611 (Math 663) – Nonlinear Programming

IOE 612 – Network Flows

IOE 614 – [formerly IOE 514] Integer Programming

IOE 616 — [formerly IOE 516] Queueing Theory

IOE 640 — [formerly IOE 540] Concepts in Mathematical Modeling of Large-Scale Systems

IOE 645 — [formerly IOE 545] Reliability, Replacement, and Maintenance

IOE 712 – Infinite Horizon Optimization

Production and Manufacturing

IOE 424 – Production and Service Systems

IOE 441 – Production and Inventory Control

IOE 447 – Facility Planning

IOE 471 (ME 483) – Computer Control of Manufacturing Systems

IOE 494 (EECS 467/Me 484) – Robot Applications

IOE 541 – Inventory Analysis and Control

IOE 543 – Theory of Scheduling

IOE 547 – Plant Flow Analysis

IOE 641 – Seminar in Production Systems

Of note, the 1990 departmental review specifically refuted the 1986 recommendation regarding the consolidation of the four smaller subgroups in the department. The 1990 reviewers believed the breadth of activities conducted by these four groups and their collaborations with other units in the University provided intellectual strength within the department. They believed there was considerable vitality and individual scholarship within each of these four areas and, thus, recommended that each be allowed to hire new faculty members. This recommendation provided the basis for some of the hiring that was undertaken in the ’90s.

4.5 Space Wars

As mentioned before, by 1980 the faculty was confronted with two big issues related to space. First, every day faculty members and students who were doing laboratory-based research had to drive between classrooms in the West Engineering Building in Central Campus and the North Campus, where by then almost 4,000 square feet of office and laboratory space was available in the G. G. Brown Laboratory Building. Here they were surrounded by faculty members from other departments, and although that promoted some sharing of resources, it also meant the IOE rooms were not contiguous and were sometimes located on different floors.

The second space problem, commented on earlier, was the relatively small size of the lecture rooms in the old West Engineering Building. Not only were the rooms inadequately ventilated at times (no air conditioning) but the small size of the rooms actually required a cap to be placed on the department enrollment, a problem as undergraduate enrollments surged in the late ’70s and early ’80s.

So in 1979, the departments that had significant activities on both campuses began a series of discussions on how to solve the problem. One suggestion was to modify the rooms in West Engineering and then realign the occupancy of these so that a couple of departments would move some or all of their activities on North Campus back to West Engineering, while others would move from West Engineering to North Campus. With the relatively small amount of space IOE was occupying on North Campus, many thought the IOE group would be the easiest to consolidate in a renovated West Engineering.

After crunching the numbers on the cost of renovation and moving the IOE labs, however, another much more appealing option developed in 1981. Under the leadership of Dean James Duderstadt and Senior Associate Dean Charles Vest, construction of additional engineering buildings on North Campus would commence, and some of the nonengineering activities would move back to Central Campus. For example, one of the buildings on North Campus was occupied by the University’s Research Administration Department, which only required offices, so they could be easily relocated to West Engineering, bringing them closer to the University administration. With modifications to this North Campus building it became feasible for all of the IOE faculty and laboratories to complete the move into the building in November 1983. The building now contained faculty and staff offices, a small library, and seminar rooms on the first and second floors. The basement housed the ergonomics laboratories, a shop, and a large, shared office for PhD students. There was one existing problem, however; except for a few small lecture rooms and laboratory teaching areas, the building did not provide space for the large 300-level courses. The answer to this was the new Dow Chemical Engineering Building, which opened in the winter of 1983. This building had several lecture rooms that could accommodate more than 100 students and was an easy walk from the IOE Building.

Now the faculty could allow more undergraduates into the department and could provide a much more accommodating environment for the PhD students and their research.

The IOE Building in 1983. The open field in the foreground is now occupied by the IOE wing that houses the Center for Ergonomics offices, shops, IOE lecture rooms, and a reflecting pool.

The front entrance to the IOE Building in 1983.

4.6. Research Activities Begin to Shift

As mentioned before, the department had two formal research groups in the ’70s: The Information Systems Design and Optimization Systems (ISDOS) group, which was formed by Dan Teichroew when he came to UM in 1968, and the Center for Ergonomics, which was approved by the regents in 1979. The ISDOS organization produced a series of reports and software that allowed information systems analysts to specify the requirements and capabilities of a proposed information technology (IT) system in such a way that the software algorithms would provide guidance on how the system should be designed to best meet the system objectives. At its peak in the late ’70s ISDOS employed more than 15 graduate students and had annual funding of about $1.1 million from a variety of companies and government organizations. In 1983, Teichroew and the sponsors deemed the software and associated technical documents to be mature enough to support a new software company, ISDOS Inc. At this time it was decided that the research and development work would remain in the IOE Department as the Program for Research on Information Systems Engineering (PRISE), and most of the ISDOS staff would move off campus to form the new company. Unfortunately, by 1985 only two IOE faculty members were performing research related to information systems engineering (Teichroew and Woo), and each had different interests. Though ISDOS Inc. continued to provide useful IT services to a number of companies, the support of the research program within PRISE dwindled, and by the early 1990s, PRISE no longer existed. Part of the reason for this was that other academic organizations at UM and elsewhere were emerging as computer science or computer engineering departments, leading to less demand and support for this area within IOE. Another reason for the diminishing support for PRISE from ISDOS Inc. was that the UM attorneys believed there existed a conflict of interest on the part of Teichroew because he was running a for-profit company and should not mix funding for its services and his UM PRISE research. Fortunately, the discussions around the latter issue over the years has resulted in a much more supportive policy for those faculty members today who wish to be entrepreneurs while continuing their research within the university. (See chapter 6 for more about ISDOS.)

The second formalized research organization within the department was the Center for Ergonomics. Its purpose was to bring together researchers from different departments to study problems that arise when an engineered system does not have appropriate human-hardware interfaces. The center became recognized as the best such organization in the country, and 15 faculty members and more than 30 PhD students from different departments were involved annually throughout the ’80s and ’90s. During the period from 1980 to 1990, 29 PhD degree recipients and 105 MS degree recipients did their research work in the center.

Collaboration on ergonomic research problems across several departments was enhanced when the earlier 1971 training grant obtained from NIOSH in occupational safety engineering was combined in 1982 to be part of the NIOSH sponsored UM Educational Resource Center in Occupational Health and Safety Engineering. This multimillion dollar grant supported faculty members and graduate students in industrial and operations engineering, industrial hygiene, occupational medicine, and occupational health nursing. The annual funds provided by the NIOSH grant and other research sponsors to support the Center for Ergonomics research and education programs throughout the ’80s was about $1.3 million. (More details about the Center for Ergonomics and the NIOSH training grant are presented in chapter 7.)

As mentioned earlier, the development of a strong OR group within industrial engineering departments began to happen shortly after World War II. Within UM’s IOE Department this trend accelerated in the ’80s with the hiring of several OR oriented faculty members, in particular, Birge, Bean, Saigal, and Smith. These OR faculty members, along with Katta Murty and Steve Pollock, established through their books and research papers that their OR methods could be applied to resolve a large array of important problems, such as how often car emissions should be tested to meet environmental requirements, the use of Markov decision methods for planning new products, single machine maintenance scheduling based on random breakdowns, the effects of capital budgeting for dealing with risk, and a new method for solving the set partitioning problem. From 1985 to 1990 the OR faculty members and their PhD students published 87 refereed papers and four books. They also advised 11 PhD graduates and served on several editorial boards and in national leadership positions. In 1983, they formed the Dynamic Systems Optimization Laboratory, which is described in chapter 6.

One of the smaller areas of concentration in the department was the production and distribution systems group. It was composed of four faculty members, Bozer, Srinivasan, Wilson, and Yano, who supervised six PhD graduates and published more than two dozen refereed papers over that same period.

Another small area of concentration in the department that continued to be important in the instructional program and in its research findings was the engineering economy and management engineering area. It was composed of faculty members Hancock, Liker, and Lohman, who advised seven PhD graduates and published 28 refereed papers from 1985 to 1990.

4.7. National Reputation Continues to Be Near the Top

All of the activities during the ’80s enhanced the national reputation of the IOE Department. The 1986 departmental review cited the 1983 Gorman Report, a national survey of department chairs, which ranked the UM IOE Department as number one in graduate education (UC-Berkeley and Stanford were second and third, respectively). This same report placed the undergraduate program second behind Stanford. According to the 1990 departmental review, the 1989 Gorman Report continued to rank the graduate program number one and the undergraduate program as second to Stanford. The much more analytical 1990 U.S. News & World Report list of “Best Engineering Departments” placed the IOE Department in third place behind the larger Georgia Institute of Technology and Purdue University IE departments, which were in first and second place, respectively.

4.8. Synopsis the 1980s: IE Contributions and Major Events

• The size of the faculty averaged about 20 members, and this provided the department with the ability to maintain an undergraduate program that annually granted more than 100 BS degrees as well as a graduate program that granted about 40 MS degrees and seven PhD degrees.
• The importance of the information systems area within the department diminished with the loss of several IT-oriented faculty members and as computer science and computer engineering departments were formed at UM and elsewhere.
• The Center for Ergonomics expanded to include faculty from a variety of departments. With annual funding of more than $1.3 million, it was able to support 25 to 30 PhD students from a variety of departments each year.
• The entire IOE Department moved to the University’s research administration office building on North Campus in 1983.
• Various national surveys of IE departments placed the IOE Department first or third, depending on the process used in conducting these surveys.