bluuebunny/crossref_metadata_2025 huggingface dataset:
National and Corporate Goals
Authors: Williams Charles
Published: October 2008

This paper shares some thoughts and impressions resulting from an extraordinary learning experience: the unique opportunity and responsibility to consider in depth for approximately two years the overall qualitative state and directions of our society, and of long-range “alternative futures” that we as a nation might choose to develop. The following discussion should be regarded as tentative, subjective judgments not yet fully assimilated. But I believe the ideas are important and germane to anyone engaged in planning, policy research, or policy formulation.
Corporate Viewpoints—Interviews with Top Managers: Interview With Herman Krawitz
Authors: Phillips Michael
Published: October 2008

Interview with Herman Krawitz. Born in New York and educated at City College (where he majored in philosophy), HERMAN KRAWITZ spent the first five years of his professional career building and managing summer theatres. In the fall of 1958 he came to the Metropolitan with a three-week contract as a consultant on stage production and labor problems and stayed on to become one of Rudolf Bing's most valued assistants. In addition to his duties at the Metropolitan, Mr. Krawitz commutes two days a week to Yale University where, in the Graduate School of Drama, he teaches courses and holds seminars in professional theatre problems.
Management Science Roundup
Authors: Bucatinsky Julio
Published: October 2008

Updates about introducing new features to the column.

In this issue:

—“Specials: (1) Unemployment—Halbrecht, (2) Corporate models—Gershefski and Allan”;

—“Correspondents: (1) Denver—Auglund, (2) Monterrey—Herrera, (3) New York—Koo”;

—“Seen Elsewhere: (1) Management science and top management, (2) Least squares, (3) Large LP models, (4) Layout planning, (5) Analysis of covariance, (6) Management education, (7) Organization, (8) Multi-facility production-transportation, (9) Industrial Engineering, (10) Need for achievement”;

—“Bulletin Board: (1) Meetings and symposia, (2) Summer courses, (3) Personal notes, (4) Notices”;

—“Deadlines for future issues of INTERFACES”.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N.
Published: October 2008

In previous columns, I have discussed the character of suitable environments for successful implementation of management science techniques. There are three methods of team organization and team interrelationships with management which can be utilized in achieving implementation. Each has its advantages, each its disadvantages. They are: (1) The wholly management science team. This is a team consisting entirely of management science personnel, related computer science people, analysts, and statisticians, (2) The management science team with communication to management. This team consists largely of management science personnel as in #1 above, but with a frequent reporting relationship to middle management and with access to middle management's advice and counsel, and (3) The management science/management team. This team consists of a true working partnership of members of the management science group, similar to #1 above, but with equal working partners from among other functions within the organization. Regular and planned working relationship with middle management levels and regularly scheduled meetings with top management are also part of this type of team effort. The meetings with top management are convened to provide status reports, request guidance, and mid-project judgments, and to keep both sides abreast of the thinking of the other.
Welcome
Authors: Hough Robbin R.
Published: October 2008

Welcome address to the participants of the TIMS Twelfth American Meeting.
Reflections on the Role and Function of Managerially-Oriented Professional Societies
Authors: Weinwurm George F.
Published: October 2008

Most of the managerially-oriented professional associations with which TIMS members are likely to be involved do a creditable job of that which has traditionally dominated their attention—helping professionals communicate with each other. By means of journals, meetings, proceedings, tutorial seminars, and the like, these organizations make it possible for any person who, by any reasonable standard, has something to say that is relevant to these societies' interests to have his say in print or on the rostrum. Surely these activities make a substantial contribution to the development of the knowledge which the managerially-oriented professions embody and to the sense of community which their associations represent.

Yet, this obsession with communication for the sake of communication seems to many to have reached the point where it has become counter-productive. For instance, most professional associations believe themselves to be irretrievably committed to having at least one, and often two or more, major meetings a year—to maintain the members' interest, so the reasoning goes. The number of parallel sessions in a meeting often seems to be more a function of the physical arrangement of the most expansive facility the organization's credit can afford rather than devolving from any particular purpose that attaches to an individual meeting. The number of speakers in many a session seems to be determined more by the number of papers that have been contributed rather than by any obligation to the speakers whose papers have been accepted. In all, these professional bazaars are the natural result of the widely-accepted notion that every member and interest group ought to have an equal right to be heard—every time.
What Lies Ahead in Management Science and Operations Research in Finance in the Seventies
Authors: Weingartner H. Martin
Published: October 2008

In assessing trends in the intellectual and technological aspects of management science and operations research, it is useful to consider major developments in the environment, both external to the firm or organization and to the operations research or management science departments. Changes in the legal environment, the tax structure, the social or cultural environment will have important influences in shaping the future. This paper discusses the impact of developments in the external and internal environments on management science and operations research in finance, the relationship of management science to management information systems and to the managerial process, and the outlook for future developments in management science relevant to finance.
Marketing Science—On Planning
Authors: Longman Kenneth A.
Published: October 2008

An essay about urban planning with examples that turned out to be remarkably different from what was officially planned.
Management Science or Management/Science?
Authors: Hesse Rick
Published: October 2008

The object of Management Science 35 years ago was to blend Management (concerned with people, organizational structure, motivation, leadership) and Science (concerned with rationality, theory, systems, the impersonal) into a working relationship. Management Science got its start working on problems that were too big for any one individual to approach. It was seen that a team effort to synthesize different perspectives was needed to tackle large problems. Many managers disliked this new field because it threatened to take away their jobs and thus somehow the whole discipline was shunted off towards Science, with mathematics, rather than problems, being the rationale for existence. Thus Management Science became Management/Science and problems developed in the interface between managers and scientists. A group of people called “managers” would look at operations, make decisions, and manage the company. Another group called “scientists” would do research on theoretical problems and develop algorithms; they were relegated to the back room with the computer experts and accountants. Thus developed Management/Science, Operations/Research, and Decision/Sciences which produced the “corruption” of Management/Science.
Decision Scientists, Decision Makers, and the Gap
Authors: McArthur D.S.
Published: October 2008

There's a gap between decision scientists and decision makers. The decision scientists don't understand decision making; and the decision makers don't understand decision scientists. It's our responsibility as decision scientists to close this gap. I've been applying Management Science methods to the solution of business problems for about 25 years now. In my observation, the gap is growing wider rather than narrower. It's time we built some bridges!
Applications Reviews
Authors: Millen Roger N. , Hall John R.
Published: October 2008

Review of the latest contributions from Decision Sciences (AIDS), Management Science (TIMS), Management Science, Operations Research, and Policy Analysis.
The Fifth Column—All Homage to the Accountants; OR, A General Reduction Algorithm
Authors: Woolsey Gene
Published: October 2008

An essay about reasons pro and con keeping or reducing in size of an OR/MS group within an organization belonging to the Department of Defense.
Blood Contamination: An Industry Hours Model
Authors: Hemmer Hugh D.
Published: October 2008

Considerable good research has been done on the subject of lead in blood. Most of it has been concerned with the effects of automobile exhaust fumes upon ordinary folk going about their everyday business. Less has been devoted to people working in lead contaminated industrial environments. Much of what has been done in this area has been in the nature of statistical surveys, relating average levels of blood lead to particular job situations and surrounding these averages with measures of dispersion and confidence. Nearly all these industrial surveys conclude that personal work-cleanliness is the major reason for dispersions around the averages.

After a study in one of our factories, our Operational Research group was forced to the same conclusion, but with a slightly different twist. As always, the problem was stated with urgency. A few blood lead figures had gone higher than expectations: why? A quick study of the usual statistical type showed conclusively that all the norms were being held; the factory was not generally out of control. Those people with high blood lead concentrations were moved and everyone quieted down again. But OR continued.
Difficulties in Implementing Management Science Techniques in a Third World Setting
Authors: Glen Thaddeus M. , James Charles F.
Published: October 2008

Attempts to apply conventional Management Science techniques in third world countries such as India must include consideration of complex industrial-social-political situations. At the forefront of every effort is the government's policy of putting more and more people on the payroll. The scarce resources of material, machines, energy, and money are very much regulated by the government and are allocated to individual companies on the basis of that company's ability to meet the goals of the government. This system leads to management models which are anomalies to a person from the western world.
Management Science Process—On the Culture of Management Science
Authors: Graham Robert J.
Published: October 2008

In keeping with the international theme of this issue of Interfaces. I thought it would be constructive to take one of the concepts that we use in dealing with people from foreign countries and apply it in our usual work day world. The concept I am interested in is the concept of culture and the problems that are inherent whenever two people from different cultures attempt to communicate with one another. It is well known that perceptual differences abound across different cultures, causing the same word or gesture to have two entirely different meanings for people from different cultures. In addition, some particular aspect of life, such as religion or education, may be very important to people from one culture but may mean nothing to people from another. In short, we tend to look at the world through our “cultural eyeglasses” and we perceive the world in the way that our culture dictates. In order to minimize the amount of miscommunication that arises between people from different cultures, it is important that we understand the direction in which our cultural eyeglasses are polarized as well as the slant of the people with whom we are dealing.

The two cultures of interest here are that of the manager and the Management Scientist. I do not propose that these cultures be thought of as two distinct groups but rather as being on either end of a continuum with people tending to lean towards one direction or the other.
Item Positioning for Profits: Menu Boards at Bonanza International
Authors: Sobol Marion Gross , Barry Thomas E.
Published: October 2008

Studies of newspaper and magazine advertising seem to show some relation between mechanical factors and attention when displaying a restaurant menu board. We posed the following question: “Does the mechanical factor of entree location on the board in a food establishment impact the ultimate purchase decision?” This article describes the design, findings, and implications of an experiment conducted to answer this question.
Stock Options for Management Scientists
Authors: Slivka Ronald T.
Published: October 2008

The field of investments presents a large and fertile area for the application of both the theory and the practice of Management Science. There is an obvious economic requirement in investing to make theory and practice meet. This emphasis on practicality has also led to the adoption in the investment community of sophisticated analytical methods from many sources.

With this background in mind and in the hope of stimulating new interest in financial problems among Management Scientists, I have prepared the following brief overview of a topic of intense current interest in the investment community. The topic is stock options.
Information Systems in Management Science—Predicate Calculus and Data Base Management Systems
Authors: Vazsonyi Andrew
Published: October 2008

In the last column I introduced predicate calculus and developed its relevance to information systems. Now, as a specific application, the theory of relational data bases is discussed, and a practical approach to implementation is presented.
Behavioral Science—Interfacing Applications and Research
Authors: Wynne Bye
Published: October 2008

A new and valuable class of article has been pioneered successfully by Interfaces. Each issue now has an article featured on the cover which provides a direct, powerful picture of a real management problem, and the solution approach which has been adopted. Each of these cover articles is accompanied by an independent letter attesting to cost-savings or profit-improvement attributed to the Management Science effort.

We can build upon this success in a variety of ways. I believe that one avenue we should explore is that of co-authorship which pairs an academic or theoretician with a practitioner or “industrial type.”
Quick and Dirty Vehicle Routing Procedure
Authors: Doll C. Loren
Published: October 2008

A “quick and dirty” proposal for a vehicle routing procedure suitable for fleet environments where several customers are served on each route is presented.
Some Case Histories of Econometric Modeling in Marketing: What Really Happened?
Authors: Bass Frank M.
Published: October 2008

A review of some case histories of personal experience in application of econometric studies will suggest the pitfalls, problems, and the opportunities of formal analysis. This will be followed by a discussion of the organizational implications of integrating formal analysis into marketing management systems. Generalizations emerging from the many econometric studies of marketing relationships will be discussed first in order to provide some perspective to the case histories.
Practice of Management Science—A Faculty Model for Policy Planning
Authors: Gray Paul
Published: October 2008

This policy-oriented faculty planning model can be used to evaluate the effects of present and proposed policies on the long-term future of academic institutions and to select those policies that will shape the composition of the faculty to meet the institution's objectives. The approach is that of a fixed-time-interval simulation with a one-year time step which traces individuals forward in time according to a set of policy inputs. Implementation has been successful at institutions ranging from small schools to large state universities.

Three explorations are presented to illustrate the use of the model. First, benign, conservative, and draconian scenarios are examined and it is determined that the conservative policy maintains steady state. Second, sensitivity to variation of policy inputs is considered, with the following results: (1) Stringent promotion and tenure policies for senior appointees have marginal effects, but tenure rate for assistant professors is significant. (2) Early retirement provides short-term but not long-term advantages. (3) Resignation rates for senior faculty have more impact than many of the controllable policies.

The third exploration demonstrates that once a school falls behind the “availability pool” for a specific group, such as women, it requires a long-term effort, including hiring at considerably above quota, to catch up.
Short Cases for Teaching Management Science: An Extended Comment
Authors: Martin Michael J. C.
Published: October 2008

An extended comment about using minicases in teaching management science. There is a high level of agreement about their pivotal role in the first course in quantitative methods in graduate business schools to illustrate the managerial relevance of linear programming. However, the argument that such minicourses must be developed separately from OR appears to be more debatable.
A Management Science Approach to a Dutch Elm Disease Sanitation Program
Authors: Chervany Norman L. , Anderson John C. , Benson P. George , Hill Arthur V.
Published: October 2008

This paper describes the major components of the management science analysis and recommendations that were developed for the Minneapolis Park Board as a guideline for the sanitation program prior to the 1978 Dutch elm disease season.
Multiple-Origin Single-Destination Transit Routing
Authors: Thomas R. S. D. , Wells J. M.
Published: October 2008

This note reports the second (computational) stage of an Operational Research project whose first stage [“Postal codes locate special transit demand” (1978), Logistics and transportation review 14, p. 90] was in a sense a resounding success. The work reported here converts a slow-and-dirty analysis into a quick-and-clean one. The importance of this conversion is more than aesthetic, as will be explained.
Breaching the Great Salt Lake Causeway: An Economic Analysis
Authors: Baird Bruce F. , Bradley Iver E. , Randall Reed H.
Published: October 2008

This study deals with analysis of the benefits and costs from the State of Utah's point of view of breaching the Southern Pacific Railroad causeway across the Great Salt Lake. A baseline position of economic activity was provided by the extractive companies located around the lake and used as a standard of comparison for potential levels of activity if the causeway were breached. The incremental receipts to the state (both direct and indirect) comprise the benefits of a breach. The net present value of these benefits plus the present value of expected change in state revenue due to the reduction in flood damages was then compared with the estimated cost of constructing the breach.
Student Flow in a University Department: Results of a Markov Analysis
Authors: Bessent E. Wailand , Bessent Authella M.
Published: October 2008

Most of the applications of Management Science reported in the literature have been macroanalytic studies requiring massive expenditures of time and money, rather than useful applications for small systems involving little effort and cost. One such application was made at the University departmental level in which a Markov analysis was employed to study the progression of doctoral students to completion (with periods of nonenrollment accounted for) to determine if the number of current admissions was creating an undesirable future dissertation overload for supervising professors. The department unanimously approved the recommendation based on the study. Problems of implementation were avoided by having a department member (1) participating in the model development and data gathering and (2) presenting the results of the analysis to department members.
On-Line Scheduling in the Production Environment: Part II. A “Successful” Case History
Authors: Hodgson Thom J.
Published: October 2008

This case history, like the one in Part I, comes from a 7,000-employee automotive transmission plant. It concerns a centerless grinder department which could be viewed as a parallel processor production system. This case is the second of a two-part series: Part I, in the last issue, detailed an unsuccessful implementation of a valid solution to a scheduling problem in a large transfer line department.
Building Modelers: Teaching the Art of Simulation
Authors: Solomon Susan L.
Published: October 2008

There has been considerable discussion of the role of standards in the field of simulation. However, when one examines the areas of application and methodology employed in simulation studies, one might seriously question whether simulation is a unified field amenable to standardization at all. Likewise, when one examines the educational and other backgrounds of those who consider themselves simulation professionals, relatively little commonality is found. Even textbooks on simulation tend to fragment the discipline. This paper propounds the twin theses that there is a common body of knowledge amenable to standardization of what is called simulation, but that before these standards can be formulated and implemented, there must be standards for the preparation of simulation professionals themselves. A set of possible standards for preparing modelers is presented.
Why Academic Journals are Unreadable: The Referees' Crucial Role
Authors: Remus William
Published: October 2008

In “Strategies for a Publish or Perish World” [Remus, W. 1977. Strategies for a publish or perish world. Interfaces 8 (1) 64–68.], I explored the role of authors in making journals unreadable—how to write unreadable articles sure to be published. Scott Armstrong in this issue (p. 80) supports a central thesis of that paper by showing a business journal's prestige to be directly related to how unreadable it was. But did I have a surprise awaiting me. Soon after “Strategies” was published, I was deluged with letters from academics who served as referees (all letters were anonymous, of course). They berated me for my neglect of their crucial role in making journals unreadable. They suggested that Management Science and Operations Research are much more unreadable than Interfaces and Harvard Business Review due mainly to their gallant efforts. This is my attempt to make amends for that terrible oversight by bringing to public light the referees' cleverness and subtlety.
A Way of Thinking About Model Analysis
Authors: Greenberger Martin
Published: October 2008

Two means for organizing and discussing the growing number of activities concerned with critical examination of energy policy models are presented. The first is set out in the form of a tree with two main branches corresponding to the primary modes of conducting model analysis. The second is in the form of a 4 × 3 matrix whose rows designate the people who do model analysis and whose columns represent the circumstances under which they do it. The paper concludes with questions about the future of model analysis framed in terms of the categories developed.
Is Your Organization Ready for MRP? A Case Study
Authors: Teplitz Charles J.
Published: October 2008

In recent years, journals, conferences, and seminars across the country have been dedicating themselves to solving the problem of inventory control, and rightly so. With carrying costs rising to unprecedented levels something has to be done. In vogue today is MRP (Materials Requirements Planning). With the aid of computer technology, it is now feasible to keep track of all materials, parts, components, and end items. With an MRP program spitting out information at a phenomenal rate, it is only proper to assume that all control problems can be remedied. Or is it? This paper will attempt to describe the experience of a division of an aerospace corporation with MRP.
Linear Programming is a Shrinking Watermelon and Optimality is a Black Hole
Authors: McClain John O.
Published: October 2008

It has been said “If the world were linear, Dantzig would be King.” That tribute recognizes G. B. Dantzig as the inventor of the simplex method for solving a class of mathematical problems called Linear Programming (LP). Now there is a new contender for the throne. L. G. Khachiyan, a Russian mathematician, has developed a new method [Gács, P., L. Lovász. 1979. Khachiyan's algorithm for linear programming. Technical Report STAN-CS-79-750, Department of Computer Science, Stanford University, Stanford, California, p. 12; Khachiyan, L. 1979. A polynomial algorithm in linear programming. Doklady Akademiia Nauk SSSR Novaia Seriia 224 (5) 1093–1096 (English translation in Soviet Mathematics Doklady 20 (1) 191–194.)] that will almost certainly beat simplex for some LP problems. Even though such learned journals as The New York Times have covered this new concept, it has not yet been adequately captured in everyday prose. This note is offered as a remedy.
Investment Recovery: An Emerging Management Strategy
Authors: Knap James E.
Published: October 2008

Investment Recovery is the management of the reuse and disposal of the surplus materials, equipment, and products which are generated by an enterprise in the pursuance of its primary business(es). Such management involves many of the techniques for evaluation and decision making used by practitioners of Operations Research and Management Science. This paper reviews the history of Investment Recovery, summarizes its practice at Union Carbide Corporation, and forecasts the future for this emerging management strategy.
A Lesson in Timing: A Nonemergency Solution to an Emergency Service Decision
Authors: Baker David W. , Byrd Jack
Published: October 2008

The Morgan County Emergency Medical Service (MCEMS), West Virginia, was faced with a problem. Since its inception in 1976, it had been housed in the second floor and garage of a building owned by a beer distributor. The station, although conveniently located, was inadequate for physical reasons. The garage supports would not safely accommodate the weight of the vehicles, and the owner of the building was unwilling to have the facility improved. As the MCEMS expanded, the amount of space that was available became inadequate and several of the vehicles had to be parked along the highway. The MCEMS decided to request funds from the Morgan County Commissioners to lease or purchase a more adequate and compatible facility. One of the authors had performed a feasibility study for a new facility, before MCEMS approached the County Commission to request building funds.
Practice What You Teach
Authors: Schultz Hilbert
Published: October 2008

A great deal has been written in this journal and elsewhere on the practice of Management Science. The high step from theoretical quantitative techniques to real world application is appreciated by practitioners and passed over by the theoreticians. It is no longer acceptable for business academicians to present topic after topic from Operations Research texts with short single paragraph applications. The luck of data for real problems and the behavioral difficulties associated with getting management to agree on goals on objectives associated with projects are usually as great difficulties as finding an appropriate tool. This paper discusses my experiences in using real applications as a major part of a course in operations analysis in our MBA program.
A Multiattribute Model for Evaluating Industrial Customer's Potential
Authors: Martin Warren S. , Barcus Al
Published: October 2008

There are two main reasons that industrial marketers give for not using customer marketing analysis techniques. The first is simply that many of them feel that they don't have the time or money to invest in such practices. The second is a lack of faith in sophisticated marketing analysis studies. They do not believe the complex methods of analysis can be applied to their environment. Additionally, there is a tendency to be secretive and to resist change. In spite of these difficulties, industrial marketers need help in dividing marketing efforts among markets, products, and accounts. A solution to this problem is the creation of a simple-to-understand and easy-to-use multiattribute model for evaluating a customer's potential.

The use of multiattribute models in marketing has primarily dealt with brand choice. This paper presents an alternative method of applying the same tool.
Management Science Literature: Another View
Authors: Custer Stephen W.
Published: October 2008

In the last few years the state of Management Science literature has received a great deal of discussion. Most of the discourse has been an intramural contest, between and among professionals. Although “Know thyself” is still good practice it does not follow that we are our own best critics. It is worthwhile to see ourselves as others see us. Distant views may be no more complete, but they do add perspective. Recently, I had the opportunity to get a different view of Management Science literature, a view from a group who, although of vital interest to the future of Management Science, are not regular readers of our journals—practicing managers. I felt their comments were important enough to share with a wider audience.
Forecasting Nursing Staffing Requirements by Intensity-of-Care Level
Authors: Helmer F. Theodore , Oppermann Edward B. , Suver James D.
Published: October 2008

One of the more difficult jobs confronting the hospital administrator is estimating the level of nurse staffing needed to meet patient requirements. The further in advance these estimates can be made, the easier it is to plan levels of staffing, vacation time, and training programs. These factors are vital inputs into the control of nursing salary costs, which usually represent at least 50% of the operating costs of the short-term acute-care hospital.

In determining staffing requirements, such factors as total census, intensity-of-care levels, and type of ward must be estimated for appropriate planning to be accomplished. To aid in this process, the authors in this study developed a series of regression models for a short-term 220-bed hospital to determine nursing staff levels.

Utilizing data from one year of manually prepared daily reports by shift, ward, and intensity-of-care levels, statistically significant models were developed which provided the following:

1. Using ward, month, day, shift, and time as independent variables, the number of patients in each level of care can be predicted. The number of patients by these levels can then be used to predict nursing man-hour requirements.

2. Or in a similar manner using only time, beds, ward, and month as the independent variables, the model can predict total hospital census for a specific month and by ward. Using this census prediction, the model can compute the levels of care for each ward based on the predictive model above, where time, ward, month, and shift are the independent variables. Using these levels of care and standard nursing hours, the model can determine the staffing requirements for the ward.
Using LP for Crude Oil Sales at Elk Hills: A Case Study
Authors: Jackson Bruce L. , Brown John Michael
Published: October 2008

The Naval Petroleum Reserves in California (NPRC), made up of NPR #1 (Elk Hills field) and NPR #2 (Buena Vista field), are some of the major sources of crude oil in the United States. Current estimates of remaining recoverable reserves in the NPRC exceed one billion barrels. Over 90% of the NPRC reserves underlie the Elk Hills field. At current prices, this represents an asset value of over $18 billion. This paper will discuss the bid and evaluation procedures as applied to crude oil sales at Elk Hills only.
Career Planning and Management Development: The Unrecognized Potential of Centralized OR/MS
Authors: Machamer Albert V. , Smith Robert D.
Published: October 2008

This paper is a commentary on the values of a centralized OR/MS Department. Careful investigation of the career paths of former OR/MS analysts suggests that the combination of technical and leadership training provided under the direction of concerned mentors within a centralized OR department yields important long-run benefits. The two principal benefits discussed are: (1) career development for individual analysts, and (2) management development for the corporation in which these analysts work.
Marketing Aspects of Global Modeling
Authors: Robinson Jennifer
Published: October 2008

Global modeling is not so different from other sorts of OR/SA. Good modeling, global or otherwise, requires design as well as engineering. Modelers, global or otherwise, are generally better engineers than designers—perhaps the nature of their work destroys their design perspective. In any case it is hard to get an interesting, functional product out of a modeler without outside guidance. Given enough rope, global modelers (and modelers in general) will hang themselves in a snarl of detail and technicality. Only with a client who knew what he wanted and who took an active role in project design was this problem avoided.
The Past, Present, and Future of Operations Research at the Helsinki School of Economics and Business Administration
Authors: Ansio Tero , Kivijarvi Hannu , Soismaa Margareta
Published: October 2008

This evaluation of the past, present, and future of Operations Research (OR) here was inspired by the fact that it has been 10 years since the founding of a professorship in business economics, specifically in Management Systems. Starting from definitions of OR and Management Information Systems (MIS), we deduce logical units that could be taught to students studying OR/MIS, and from these we form meaningful topics and career paths within which candidates for a Master's degree can choose. To determine how well the present objectives for the teaching of OR have been realized, we performed a survey asking all graduates with a Master's degree specializing in OR how they felt about OR in general, whether they believed the objectives set for the subject had been realized, and what the impact of OR on their careers was. They were asked to help improve the selection and content of courses in order to get theory and practice as close to each other as possible. We present the resulting suggestions for improving the selection and content of courses and deduce the future objectives and career paths for OR at a school of economics.
Quickening the Queue in Grocery Stores
Authors: Jones Michael T. , O'Berski Arlene M. , Tom Gail
Published: October 2008

The present study addressed the question how to minimize the time spent waiting in a single line in grocery stores. The real objective of the study was not whether single-service line systems could be implemented—it is obvious that implementation is possible—but rather would the consumer accept such a checkout system. In this regard, it is important to realize that banks and post offices have, in effect, a captive audience. For example, because it would not be logically feasible for the consumer to continually move from one bank to another, the consumer must rely heavily on the financial institution that controls her/his funds. In this manner, banks have a type of forced allegiance. This situation does not apply to grocery stores. There is very little to prevent a customer from balking at a single-service checkout system should he find it not to his liking and shopping at a nearby store that elected to continue the use of multiple-service line systems.
Applications Reviews
Authors: Millen Roger N. , Hall John R.
Published: October 2008

Review of the latest contributions from Decision Sciences (AIDS), Decision Sciences, MIS Quarterly (SMIS), MIS Quarterly, Management Science (TIMS), and Management Science.
The Fifth Column—On Optimum Scheduling, OR Beer Trucks, Second Clarinets, and Carls
Authors: Woolsey Gene
Published: October 2008

One of the commonest OR/MS areas of attempted applications is the well-beloved wall-to-wall scheduling model. This problem usually appears when some corporate big dog says: “Why is it that our plants/mills/factories can never seem to meet the demand of our market when things are going well, but we have warehouses of the stuff when nobody's buying?” Of course, one of the clever ways to hide excess inventory is to have enough of it en route. I recall with great amusement pointing out to one corporate biggy that he had no reason to be proud of the fact that their company had so few warehouses. As long as they continued to use the Burlington Northern as their storage bins, they were in great shape. Naturally, he had never heard of demurrage and hadn't the foggiest idea of what their rolling warehouses were costing them. It doesn't really matter anyway, they were speedily bought as a tax shelter for another company in the first quarter of 1980; Sic Transit Gloria Demurro.
A Computer Modeling Approach to Manufacturing and Distribution Strategy
Authors: Moore Jack
Published: October 2008

A major consumer products firm needed to consider alternative operations strategies including building additional distribution centers, building new manufacturing plants with varying investment levels and production capabilities, and adding of deleting contract manufacturers. This article emphasizes how the operations problem was first segmented into distribution and manufacturing subproblems and how heuristic and optimization procedures were used to generate a range of solutions for each subproblem. These solutions were then fed into a more general deterministic simulation model. Alternative strategies were evaluated primarily in a net present value criterion; however, ROI and payback were also examined. A resultant strategy with annual operating costs savings exceeding $1 million is discussed.
Inventory Theory and the Gods of Olympus
Authors: Gardner Everette S.
Published: October 2008

In inventory theory, the typical model assumes the existence of marginal cost data for ordering, holding, and shortages of stock. This paper questions the validity of inventory theory, since it appears to be impossible to measure any of these costs. We conclude that marginal costs would be irrelevant in a more empirical theory, which should concentrate on macrolevel policy analysis rather than microlevel cost minimization.
A Resource Assignment and Management Information System for Event Scheduling in a Flight Training Environment
Authors: Davis Michael W.
Published: October 2008

This article provides a discussion of a computerized system developed by the author to assist the Naval Air Test Center Test Pilot School in their daily personnel and aircraft scheduling and data management efforts. The system is an interactive software package which utilizes heuristic programming and assignment techniques to provide a computer generated, satisficing aircraft and personnel resource assignment profile (flight schedule). This system is currently in use by the Operations Department of the Test Pilot School, with demonstrated manpower savings and reductions in currency losses in addition to potential improvements in Test Pilot School training program progress.
The Taming of the Cello: A Parable
Authors: Berry William L.
Published: October 2008

An essay/parable about NSF financing of research wrapped up in a story about the history of cello and cellists.
Management Science Roundup
Authors: Dunford Fraser
Published: October 2008

A short report about the OR/MS movement in Greece is presented by John C. Papageorgiou, University of Massachusetts, Boston.
The Lament of Hap Less, a Departmental Chairman at a Public Institution of Higher Education
Authors: Gilbreath Sidney G.
Published: October 2008

The head of an Industrial Engineering Department at a state-supported University was requested by his College Dean to describe the budget preparation procedure within the Industrial Engineering Department. The following document was the response.
Fantasies, Fundamentals, and a Framework in Corporate O.R.
Authors: McArthur D. S.
Published: October 2008

I've been doing OR work in industry for over 25 years now. It's fun. But it can be frustrating. Frustrations come from an inability to see the reality around us. There is a gap between what we think and what management knows. Some fantasies of OR people (especially when they are just starting their careers) are listed. Other misconceptions of both OR people and the management are discussed and some recommendations of how to close the gap are given.
Reducing the US Treasury's Taxpayer Data Base by Optimization
Authors: Mulvey John M.
Published: October 2008

This paper describes the implementation of a novel optimization approach for reducing a large data base for the Office of Tax Analysis, US Treasury Department. The model minimizes the loss of information which results from using a subset of the data base, rather than the entire file. The specific application involves the 1977 US Statistics of Income File for Individuals. This file was reduced in size from 155,212 weighted records to 74,762 weighted records by employing a subgradient optimization method that was specialized for extremely large-scale problems. Differences between the original and reduced data bases are presented.
Validating a Large Scale Simulation Model of Wilderness Recreational Travel
Authors: Shechter Mordechai , Lucas Robert C.
Published: October 2008

A large-scale simulation model of the use of outdoor recreation areas, especially ones with dispersed recreation patterns, has been developed that provides a means for experimenting with modifications of use or area conditions to determine effects on use patterns and congestion. The model and its applications to date, especially to the Desolation Wilderness in California, are briefly discussed.

The main purpose of this paper, however, is to illustrate a validation procedure for such a large-scale simulation model, employing a series of validity tests. Because the question of validation has always constituted a thorny problem in the field of simulation, the paper attempts to show—in the context of a case study—how tests can go beyond the customary “tests of reasonableness” often employed in such cases.
Allocation of Parks and Recreation Facilities
Authors: Neidell Lester A. , Teach Richard D.
Published: October 2008

Facilities planning at the local government level is often very ad hoc. Routinized procedures are resisted because of the particular needs of different interest groups. The result is that allocation and utilization of facilities and services within relatively small geographic areas tends to be irregular. In this study we utilized a variant of the Hess-Weaver redisricting algorithm to develop a set of planning districts for a country parks and recreation department. County officials could then select one of the solutions to fill their immediate and future planning needs. The procedure did not interfere within their traditional planning strategy, and even facilitated gerrymandering where it was desired. An extension of the analysis treated differential facility use by age groups. Officials adopted the solution set procedure to develop an inclusive construction plan for the country, but were unable to obtain voter approval.
Trends in the European Operations Research Congresses
Authors: Tilanus C. B.
Published: October 2008

Since 1975 there have been three and a half European meetings conducted by the Association of European Operational Research Societies within IFORS. We outline OR in Europe, discuss pros and cons of European congresses, characterize their contents, and predict their future.
Management Science Process—Requiem for an Operations Research Project
Authors: Lev Benjamin
Published: October 2008

Most books in Operations Research describe in detail the birth or beginnings of an OR project. Numerous examples are given to describe the various modeling techniques available, and to advise the OR team in the selection of the appropriate model. However, there is little discussion of the termination or death of an OR project and the concomitant reasons for the termination. I will attempt to provide some relief for this neglected aspect of Management Science process.
The Role of Operations Research in Systems Analysis
Authors: Sacolick Jacob
Published: October 2008

This paper focuses its attention on the role of Operations Research practitioners. In particular, the field of Operations Research is contrasted with that of mathematics. A particular example in circuit switching for a military voice system is described. The example illustrates the need to evaluate real world systems (existing or hypothesized) in order to establish a mathematical model's applicability and accuracy. To achieve real world relevance. Operations Research should be more oriented to attack problems organized by industry and, within each industry, to suggest heuristic approaches where no one model is satisfactory.
Modeling the Great Canadian Oil Sands Operation: The Politics of Implementation
Authors: Cunningham A. A. , Swirles J.
Published: October 2008

This paper documents the process by which a model of the mining and upgrading operations of the Great Canadian Oil Sands Ltd., was evolved, and how it was used in deciding to proceed with a major expansion of the company's operation. The case is used to raise and discuss a number of issues concerning the successful and proper practice of Operational Research.
Queueing Theory and Teller Staffing; A Successful Application
Authors: Deutsch Howard , Mabert Vincent A.
Published: October 2008

In the May, 1978 issue of Interfaces, Jack Byrd questioned whether there is use for queueing theory, and he presented a series of scenario problems where queueing theory was not appropriate to solving real life problems. His argument was based upon the complexities of real life environments where (1) non-steady-state conditions could exist, (2) undefined service times were present, (3) unstructured queue disciplines existed, and (4) nonexponential service times were present. Several authors have published articles in this journal in the ensuing period with examples to disprove Byrd's thesis. We further argue that queueing theory is not the end in decision making, but just the beginning of the structuring of a decision making effort.

This paper highlights a successful application of queueing theory to the teller staffing decision at Bankers Trust Company of New York, the eighth largest bank in the United States. A more extensive discussion of the bank's background and methodology described in this article is available through the Bank Administration Institute [Deutsch, Howard, Vincent A. Mabert. 1979. Teller Staffing Guide: A Case Study of the Teller Staffing System at Bankers Trust Company. Bank Administration Institution, Park Ridge, Ill.].
Ballistic Missile Defense Technology Management with Goal Programming
Authors: Mellichamp Joseph M. , Dixon Walter L. , Mitchell Sue L.
Published: October 2008

This paper describes a multi-objective formulation of a research resource allocation decision which treats both project selection and funding level considerations. The procedure, which is now being integrated into the planning process for ballistic missile defense technology management, should find many applications in research management activity. We will illustrate the procedure with an actual ballistics missile defense case situation involving six research projects relating to various aspects of strategic defense systems analysis. All descriptive data used in the case is from the 1979 fiscal year.