bluuebunny/crossref_metadata_2025 huggingface dataset:
Putting the Economics in Best Available Control Technology or Pollutants in the Air and Dollars to the Wind
Authors: Zinn C. D. , Lesso W. G.
Published: October 2008

This paper is a byproduct of a short course presented by the authors to the Texas Air Control Board (TACB) in December 1976. The course, Project Investment Analysis, was presented to a group of engineers and permit officers. During the course, one of the participants suggested a problem involving “Best Available Control Technology” in controlling emission from a petro-chemical processing plant. The authors suggested a net present value/annual cost approach. The problem was solved and the method which was developed is now a standard procedure with the TACB.
What's Wrong with Current O.R. Curricula: Round 2
Authors: Cohen Morris , Nahmias Steven , Magazine Michael
Published: October 2008

Encouraged by the obvious enthusiasm generated at the Philadelphia TIMS/ORSA meeting, the ORSA Student Affairs Committee scheduled a second round of debate on the intriguing question, “What's wrong with current OR curricula” for the November 1977 TIMS/ORSA meeting at Atlanta. An announcement was sent to all schools with an accredited graduate program in OR or MS to solicit student representatives. The response was very good and the panel selected included: Janet Showers, Columbia University; Nancy Bethel, Virginia Polytechnic Institute; Gene Ramsay, Georgia Institute of Technology; Marc Goodfriend, Northwestern University; Al Jones, Purdue University; Ilana Licht, University of Miami; and Howard Singer, Cornell University.
An Analysis of the Operations Research/Management Science Industrial-Academic Interface
Authors: Cox James F. , Ledbetter William N. , Smith Jeanette M.
Published: October 2008

This study provides information on how the directors of the operations research/management science (OR/MS) function in industry view three major industrial-academic interfaces: the professional journal, the professional society, and the directors' hiring practices. Questionnaires were mailed to OR/MS managers of the 500 largest U.S. industrial corporations, with a response rate of approximately 40%. Initially, the characteristics of the OR/MS directors were examined. Next, the three interfaces were investigated with respect to the directors' backgrounds. Finally, implications based on the analysis for both academicians and practitioners were drawn.
Using MRP and EOQ/Safety Stock for Raw Materials Inventory Control: Discussion and Case Study
Authors: Liberatore Matthew J.
Published: October 2008

The MRP and EOQ safety stock model approaches are reviewed relative to raw materials inventory control. Useful methods for developing order quantities, lead time demand distributions, and other parameters are presented. Ways to use and combine these approaches are considered. In conclusion, a case study in chemical process operation is presented.
The Application of Operations Research in Commercial Banking Companies
Authors: McClure Richard H. , Miller Robert E.
Published: October 2008

This paper presents a “snapshot” view of the current level of use of operations research by 52 of the 100 largest commercial banking companies in the United States. The paper indicates which operations research methods are being used on a selected set of 18 important problems in commercial banking, a measure of the extent of use of the various operations research methods on the problems, and an indication of the impact of bank size on the use of operations research by the banks.
Ten Ways to Get Rich in Consulting by Not Taking on Clients
Authors: Brown Robert G.
Published: October 2008

Let us start by assuming that you are a competent, professional consultant in some field. You are thoroughly qualified in the content of whatever your speciality is. The natural aim of most consultants is to get rich by serving more clients, thus increasing their income. Another way to get rich might be to reduce costs, and hence increase profitability. There are at least 10 ways in which one can avoid the costs of taking on the wrong client, or taking on a client under the wrong conditions.

The notions of “right” and “wrong” here are my own personal value system, as it has evolved over about 30 years of consulting. I have tried all of the “wrong” ways, innocently, from time to time. Perhaps that experience can help you to make different sorts of mistakes, or at least to be aware of what your own value system is.
Never the Twain Shall Meet? Perhaps They Already Have!
Authors: Lehrer Robert N.
Published: October 2008

Our friendly Interfaces editor and I recently had a phone conversation—it seemed as though we spent the day talking, but actually it was only $23½ minutes. Gene's main harangue centered around the violence we in academia have done to the profession. To wit, if we don't mend our ways, our graduates will not find gainful (professional) employment.

Gene does have a way of overstating things! Even so, he does make a few good points in his own subtle way. I have been invited to record a word or two about his good points, and I do so with considerable pleasure.
Perspectives on MS Applications: All Around the Model—An Empirical Study on Ideal Personal Characteristics of Japanese OR/MS Leaders
Authors: Kawase Takeshi , Nemoto Tadaaki
Published: October 2008

The personal characteristics of Japanese OR/MS leaders which are considered to affect the successful survival and promotion of OR/MS activities in the organization through their evolutionary phases were empirically examined.

It was found, among other things, that OR/MS leaders should change as an OR/MS group progresses through its organizational evolution in such a way that the characteristics of technical orientation become less important while characteristics of organizational orientation become highly important as the group advances to the maturity phase.
Management Science Roundup
Authors: Bucatinsky Julio
Published: October 2008

—“From Japan: Intercorporate Technology Transfer in Japanese Industry”;

—“Seen Elsewhere” with three overviews: (1) Economic and Technological Models for Evaluation of Energy Policy (The Bell Journal of Economics, Autumn 1977, Vol. 8, No. 2, pp. 444–466) by Kenneth C. Hoffman (Brookhaven National Laboratory) and Dale W. Jorgenson (Harvard University); (2) Advertising Decision Rules in a Multibrand Environment: Optimal Control Theory and Evidence (Journal of Marketing Research, February 1978, Vol. XV, No. 1, pp. 82–92) by Mario J. Picconi (The University of Akron) and Charles Olson (Governors State University); (3) Management and the Art of Chinese Baseball (Sloan Management Review, Spring 1978, Vol. 19, No. 3, pp. 83–89), by Ralph G. W. Siu.
The Fifth Column—Two OR/MS Detective Stories: The Shrapneled Shed & The Disappearing Product
Authors: Woolsey Gene
Published: October 2008

Two essays about the OR practice in industry. One is about organizational problems in a foundry on the level of interactions of production and quality control. The other essay is about an obvious imbalance of the amount of input and output in manufacturing a simple product and organizational problems that caused it.
The Weapon was Ready But the Target May Have Moved or A Resource Allocation Index: A California Case Study
Authors: Shwartz Michael , Fuchs Michael
Published: October 2008

An index of relative need for health resources was developed to assist the California Rural Indian Health Board in allocating limited funds to rural California Indian health projects. The index was constructed by determining the relative weight of each project according to the following criteria: the current population served, the total population in the service area, the population density of the service area, the proportion of the population that lives within 30 minutes of the health facility, the distance of the health facility from the nearest urban area, and weather. A multi-step process was then used to determine weights to assign to each of the individual criteria.
Applications Reviews
Authors: Millen Roger N. , Hall John R.
Published: October 2008

Review of the latest contributions from Decision Sciences (AIDS), MIS: Management Information Systems Quarterly (SMIS and MISRC), Management Science (TIMS), Management Science, Operations Research and Policy Analysis.
A Note on “Political Kidnapping: A New Risk in International Business”
Authors: Sharon Ed M.
Published: October 2008

In a recent article, Richard E. Peterson presents the results of a study on political kidnapping (see Interfaces, Vol. 8, No. 2, February 1978, pp. 46–53).

My concern is twofold; First, I disagree with the quality of modeling and analysis. Secondly, I am beginning to worry about this attempt to capitalize on the image of being “scientific” in front of a qualitatively oriented audience (politicians) who cannot challenge the scientific validity of the analysis.

If one needs an example for an OR/MS course to demonstrate how a problem should not be attacked, he may not be able to find a better one.
The Practice of Management Science
Authors: Barry John Y.
Published: October 2008

A major purpose of the College on the Practice of Management Science is to show the value of management science to managers and to the management science profession. Thus, one of its objectives is to develop a way to bring to public view good and useful OR/MS activity in industry, commerce, and government.

This edition of Interfaces provides the reader with evidence by which he can judge the achievement of the goal in 1978. The articles included here are edited versions of the presentations which competed for the prize in May 1978. They represent the final selection from a group of abstracts which were submitted in response to the call for entries. Specifically, they describe in each case a completed application of Management Science which has had a significant impact on the organization under study. As a result, they constitute a significant addition to the evidence of the value of Management Science in the real world.
Applying Capital Market Theory to Investing
Authors: Lanstein Ronald J. , Jahnke William W.
Published: October 2008

In 1970 Wells Fargo Bank began the development of an investment management process utilizing the new insights of Capital Market Theory but retaining workable elements of Classical Financial Theory. Two years later, by the end of 1972, the new system had taken sufficient form to be introduced as the process to manage the $1.58 billion of assets entrusted to the Investment Advisors Division, the money management arm of the Trust Division. At the end of 1977, the sharpened management system calls the shots on the investment of $2.1 billion of institutional assets and another $1.7 billion of personal trust assets, and is subscribed to by nearly 100 other money managers throughout the world. The annual net profit to Wells Fargo is currently about $3.5 million and growing rapidly.

A major underpinning of the process comes from a highly systematic approach to understanding the structure of equity prices. Using the oldest available theory, the discounting of future cash flows to present value, in combination with a modern definition of risk, the “Security Market Line” of the Capital Asset Pricing Model is derived.

The Security Market Line description of the equity market, along with a similar description of the fixed income market, in combination with the clients' ability to bear risk, are inputs to the asset allocation model which determines the optimal mix of equity and fixed income investments. Within the equity market a quadratic programming model structures a “value added” risk-controlled optimal portfolio. In addition, index funds, pioneered by Wells Fargo, are used in a growing number of accounts. In some cases index funds are used in conjunction with the “value added” strategies.
Helicopter Fleet Mix
Authors: Thomson Richard , Tiplitz Charles
Published: October 2008

In Fall 1975, the Navy proposed that the Marines procure a modified Army helicopter. The objective was to be able to mount airborne naval supported amphibious operations deep into coastal regions with fewer overseas bases. The aircraft had to deliver a squad to an inland landing site at 3,000 feet altitude and 90 degrees F and return fast enough to deliver a second wave in 90 minutes. The Marines were already buying a new version UH-1 helicopter for this mission. Consequently, a one month ad-hoc study was directed to study all available and yet-to-be designed helicopters. American Power Jet (APJ) had developed some timely techniques and so was provided a unique opportunity to support a study with some rigorous analysis in time to influence decisions.

The procedures assembled were straightforward. Each helicopter's performance specifications were converted to an envelope of payload at representative altitudes, temperatures, and radii. Payload and cost/effectiveness were then tabulated, on a mini-computer, yielding relative indices for each altitude-temperature-radius combination. Since scenarios are uncertain and no subset of helicopters dominated the others in more than a fraction of scenarios, the game-theoretic approach was applied to the table of indices. (An LP module had been developed which was readily converted for game theory.)

The results were startling but convincing. The UH-1 procurement was not cost/effective. This was made graphic to top management by comparing UH-1 payloads with the game-theoretic solution for equivalent cost units under the Marine Doctrine scenario. The Commandant cancelled the UH-1 procurement and substituted a CH-46 modification thereby greatly increasing capability.
Management Science in the Public Sector—The Estevan Case
Authors: Debanne Joseph G. , Lavier Jean-Noel
Published: October 2008

A consultant's study commissioned by the Canadian Department of Transport, (DOT), recommended that the oldest of the five ships then in service, the Estevan, be replaced, and furthermore suggested that a sixth ship might be needed to meet growing Coast Guard duty requirements. The “good news” to build a new ship at the Vancouver shipyards was announced by the minority Liberal government during the 1968 federal election.

To decide which combination of features was to be specified in the design of the new ship, Mr. Baldwin, DOT's Deputy Minister, commissioned an optimal investment study from the National Energy Board's OR Branch as DOT did not at the time have an in-house OR group. This OR study led to the startling conclusion that the Estevan need not be replaced and that only three ships were required to perform all Coast Guard functions, thereby leaving one ship available for standby and emergencies. The decision to build a new ship was accordingly set aside.

As the federal elections had by then taken place, this decision was perceived as a breach of a campaign promise and was brought up in Parliament. Mr. Hellyer, then Minister of Transport, effectively disposed of this question by stating that it was an OR study and budgetary considerations rather than politics that led to the “setting aside” of plans for a new ship. The OR plan was then successfully implemented and has been credited both with the saving of the cost of a Coast Guard vessel estimated at about six million dollars in 1968 currency and with the subsequent savings in Coast Guard operations and investments estimated at many times this amount. Furthermore, this success led Mr. Baldwin to create an in-house OR capability at DOT.
A Response
Authors: Jucker James V.
Published: October 2008

Although Allen Rappaport is critical of many things, including authors, editors, and referees, it seems that his principal concerns with the article which Meir Rosenblatt and I wrote have to do with our interpretation of the data presented in Table 1 of that article. Rosenblatt and I looked at these data and concluded that “the trend is unmistakable … the rate of adoption (of the use of discounting techniques) may be slower than some would wish, but the trend is significant and in the right direction.
Erratum—People, Problems and Planning: A Systems Approach to Problem Identification
Authors: Graham Robert J. , Jahani Mohammed
Published: October 2008

In our recent paper, “People, Problems and Planning: A Systems Approach to Problem Identification,” Interfaces, Vol. 8, No. 1, Part 1, November 1977, a few notational and computational errors have been found.
LP Education as a Path to LP Implementation
Authors: Orden Alex
Published: October 2008

Mathematical programming was one of numerous important areas of research and application which, by the 1960's, called for wide-ranging new educational developments. What was scarcely thought about—while mathematical programming research was in its heyday—was that the field was in transition from being “research-driven” to being “education-driven.” Education was beginning to replace research as the fountainhead of further research and application. Only if research were to continue to produce new basic results at the rate of the 50's and 60's could it be otherwise. Indeed it has been clear for the last few years that the field has settled down to being education-driven. It seems timely in this perspective to look back at some of the history of the educational side, to take note of its current status, and to give thought to its future.
The Value of Queueing Theory—A Case Study
Authors: Cosmetatos George P.
Published: October 2008

The case study described here was carried out in 1971 to supplement a 20-hour introductory course on OR methodology and techniques which was organized within a large Greek company. The specific problem to be studied was chosen by the plant manager in the major factory of the company, the one engaged in the manufacture of electrical appliances, and it involved the study of the operation of the internal transport system.

It appeared that the study had two major objectives to meet: (a) to educate the participants of the course on how a real world problem could be analyzed and formulated in terms of a model, and (b) to assist in resolving the conflict within the plant by providing quantitative information on the advantages and disadvantages of increasing the size of the fleet. Senior management regarded the study as an opportunity to enhance the spirit of team work within the company and backed it with their full support.
The Philosophy of Capacity
Authors: Duncan Gregor
Published: October 2008

There exists an eminently interesting subset of OR practitioners who deserve particular kudos from us mere mortals. These are the gargantuans of our profession who have perfected the art of being praised (and paid) for being almost always wrong. This enigma isn't the result of imperfect analysis or incorrect techniques—the practitioners are not at fault. No, the fault, if it is such, is an inherent attribute of the field in which they have chosen to excel—capacity planning. This is not a new arena of research. The literature abounds with techniques, alternative techniques, extensions to the alternatives and elaborations thereon.
Strategies in Modeling: A Personnel Scheduling Example
Authors: Mulvey John M.
Published: October 2008

The process of selecting the best alternative mathematical representation when several competing models are available has received scant attention in Management Science. Instead of systematically evaluating alternatives as a well-posed decision problem, the model builder usually selects the appropriate tool, i.e., model, by judgmental assessment. Yet the lack of successful modeling implementations illustrates how little we know about this selection process. This paper is an initial attempt at developing a workable procedure for comparing models. There are five crucial ingredients: (1) performance, (2) realism/complexity, (3) information requirements, (4) user friendliness, and (5) computational costs. A successful application of this procedure in the context of a large faculty scheduling problem is described.
Information Systems in Management Science—Concerning the Dangers of Little Knowledge
Authors: Vazsonyi Andrew
Published: October 2008

Information system analysts often say that information reduces or even eliminates uncertainty. This is supposed to be a good thing because uncertainty disagrees with the nervous system of executives, who recognize only two possible probability values: 0 and 1. That information reduces uncertainty is “scientifically proven” by invoking the Wiener-Shannon theory of information and the concept of entropy.

Now I find all this confusing or downright erroneous. Perfect information or complete knowledge—difficult, expensive, or well-nigh impossible to find—does eliminate uncertainty. But imperfect or little knowledge—a more practical commodity—does much more curious or subtle things.

One of the aims of information calculus advocated by this writer is to clarify and remove confusion in this field. So in this column I illustrate what imperfect information does, and show that the phrase “remove uncertainty” does not make good sense.
Designing Spacelab's Data Management System with Simulation
Authors: Mellichamp Joseph M. , Bengtson Neal M.
Published: October 2008

The big newsmaker in the space program these days is Space Shuttle, the “reusable” space vehicle currently being developed by the National Aeronautics and Space Administration. Present program plans indicate that 40 to 60 missions annually will be conducted over a ten-year period beginning in 1979. One of the many facets of the developmental phase of Space Shuttle involves design of the Spacelab data management system.
Management Science Roundup
Authors: Bucatinsky Julio
Published: October 2008

In this issue the Management Science Roundup presents:

—Simulation of an Irish dock;

—News: Nordic congresses on OR;

—Linear programming in the meat processing industry.
Queueing Theory Applied to Machine Manning
Authors: Vogel Myles A.
Published: October 2008

Cost pressures, recent expansion, and a limited labor pool triggered a two-year study coordinated by the Industrial Engineering Department of a high volume manufacturing plant. Plant management was introduced to the fundamentals of queueing theory and assisted in preparing a model applicable to optimum manpower/machine assignments. A resulting savings of $575,000, about one-fifth of plant manpower costs, was realized during the first year of implementation.
A Study of Errors, Fines, and Losses Related to Money Transfer in a Major Bank
Authors: Engemann Kurt J. , Singh Bikram J. , Vesoniarakis Michael D.
Published: October 2008

The objective of this paper is to report a successful case study, where “success” means that the study resulted in a beneficial change of management attitude. This change of attitude has resulted in management's interest in and initiation of recommended follow up studies which can produce considerable savings. OR/MS principles were successfully applied in this study that are common to other studies reported in Interfaces.
Improved Computer-Based Planning Techniques. Part II
Authors: Glover Fred , Hultz John , Klingman Darwin
Published: October 2008

This is Part II of a two-part series. Part I showed how pine and generalized network models, and advances in methods of solving them have resulted in dramatic cost savings for OR/MS practitioners. This paper focuses on network related formulation (NETFORM) models, which encompass an even wider variety of applications. We show how NETFORM has enabled the efficient solution of problems in scheduling, production, distribution, and other areas that were too large or difficult lo be handled by previously applied techniques, including mixed integer programming.
An Application of Goal Programming at Lord Corporation
Authors: Salvia Anthony A. , Ludwig William R.
Published: October 2008

In this paper we report an application of a goal programming model at Lord Corporation. The model was developed and used at Lord to assist top management in the problem of allocating funds to competing research and development projects. Ten goals were established, and 25 projects considered. We describe those goals, the program results, and management's involvement in model construction and use.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N.
Published: October 2008

Knowing whom to involve and when, and properly preparing the way for Management Science evaluation, is surely as important as the evaluation itself. One of my major objectives in this series of articles has been to address the problem of achieving successful implementation of Management Science studies. In my view successful implementation, which chronologically occurs after the evaluation itself has been completed, is heavily dependent on the proper approach in the very beginning stages, almost at problem conceptualization. I would like to illustrate from two recent examples which I have observed.
The Language of Lot Size Revisited
Authors: Crowe Walter R.
Published: October 2008

This communication lists a selection of more than 50 differently expressed formulas, all relating to the Harris EOQ/lot-size expression, with the objective of showing how little progress has been made in standardizing Operations Research terminology.
Applications Reviews
Authors: Millen Roger N. , Half John R.
Published: October 2008

Review of the latest contributions from Decision Sciences (AIDS), Management Science (TIMS), Management Science, Operations Research and Policy Analysis.
A Comment on a Behavioral Derivation of the EOQ
Authors: Silver Edward A.
Published: October 2008

A comment about [Peterson, R., E. A. Silver. 1979. Decision Systems for Inventory Management and Production Planning. John Wiley & Sons, New York, 168.] Pointing out to false mathematical assumption that the costs will be shared equally between the departments involved.
Column 5½
Authors: Stults F. C.
Published: October 2008

Over the past few months, I have been extremely interested in reading brief notes in this journal by Gene Woolsey, the Editor-in-Chief. I would like to piggyback on his comments on “sophisticated methods” and make a few comments about my 20 years' experience in the application of quantitative techniques for nonroutine management decision making.
The USTA/Equitable Computerized Tennis Ranking System
Authors: Musante Thomas M. , Yellin Bruce A.
Published: October 2008

The USTA/Equitable Computerized Tennis Ranking system is the most comprehensive and highly developed international system of its kind available today.

Implemented and maintained by The Equitable Life Assurance Society of the United States for the United States Tennis Association (USTA), the system takes advantage of the computer's capacity to accept data from an unlimited number of tournaments and perform numerous and complex calculations. The outcome is a ranking that is more objective, consistent, and broad-based than any other. These qualities are extremely important, since rankings directly influence the acceptance by tennis officials of a player's tournament entry and his placement in the draw.
MS Implementation: A Parable
Authors: Phillips John P.
Published: October 2008

An essay about a young MBA graduate who became and administrative assistant to the plant manager of a good-sized manufacturing facility. The morales of the story are: (1) An optimal solution derived by suboptimal methods is still optimal, (2) He who derives an optimal solution at a cost in excess of its benefit is indeed stupid, and (3) Do not expect people to believe you have arrived at optimality unless you can explain it, and how you got there.
The Use of Zero-Base Budgeting in Local Government: Some Observations
Authors: Cowen Scott S. , Dean Burton V.
Published: October 2008

The use of Zero Base Budgeting (ZBB) as a management tool in the public sector has increased significantly since 1972. Recent surveys have indicated that 12 state governments, several municipalities, and the federal government have implemented a ZBB system. The experiences of ZBB users in the private sector from the perspective of individuals who have implemented such systems has been well documented in the literature. In contrast, little has been written about the appropriateness and effectiveness of using ZBB in the public sector. This paper attempts to partially bridge the knowledge gap on the use of ZBB in the public sector by reporting the findings of a research project exploring the use of ZBB in local governments. Findings reported herein are concerned with (1) the extent to which ZBB is used in municipalities, (2) an analysis of the structure of the ZBB process in practice, (3) the characteristics of user cities and the rationale for their use of ZBB, and (4) the benefits and problems associated with the implementation of ZBB in the public sector.
The Great Evaluation Team Debacle
Authors: Simkin Mark G.
Published: October 2008

An essay about MS implementation in a company producing tomato products and problems with the size and number of variables involved.
3000 Arcs for 3000 Bucks: How to Justify a Personal Computer for Your Own OR/MS Department
Authors: Wyman F. Paul
Published: October 2008

An essay about purchasing an Apple II computer configuration solely for the purpose of obtaining a quick solution of an important warehouse simulation problem while the company's mainframe was being repaired.
The Fifth Column—Whatever Happened to Simple Simulation? A Question and an Answer
Authors: Woolsey Gene
Published: October 2008

An essay on present day simulation that grew out of principles “observe first—simulate second” and thinking of simulation as building an analogy of the problem, watching how the analog works under controlled conditions, and drawing some conclusions.
The Management Science Achievement Award
Authors: Barry John Y.
Published: October 2008

A major purpose of the College on the Practice of Management Science is “to focus attention of the management community and the public on the great value of the practice of Management Science and Operations Research.” To that end, the College on the Practice of Management Science sponsors the annual international Management Science Achievement Award Competition.

The awards were established in 1972 to recognize and honor outstanding examples of implemented Management Science. The prize is awarded to the client organization in recognition of its use of high impact Management Science. A cash award of $6,000 is given to the Management Scientists who developed and implemented the work.
Students Discover Real World Scheduling: OR, The Proof is in the Posting
Authors: Baker David W. , Holland Thomas E.
Published: October 2008

An essay about graduate students of Sequencing and Scheduling Models at West Virginia University and their real-world project assignment to improve scheduling at a local garment contractor's shop.
Is OR/MS Everywhere?
Authors: Gray Paul
Published: October 2008

In the May 1978 issue of Interfaces, John Hall, Jr., and Sidney Hess [Hall, J. R., Jr., S. W. Hess. 1978. OR/MS dead or dying? RX for survival. Interfaces 8 (3, May) 42–44.] argued that we are now passing into an era in which the approaches, concepts, and methodologies of OR/MS are becoming pervasive. They cited changes occurring in business school Management Science enrollments as one of the prime indicators. Students interested in Management Science no longer have to study under specialists in the field; they can receive the same training while majoring in a functional area such as finance or accounting. The curricula in these areas are now heavily imbued with OR/MS.

The purpose of the present paper is to examine the Hall-Hess hypothesis in terms of evidence implied by what is being published in the scholarly literature. We will show that OR/MS results and applications are no longer being published only in the traditional OR/MS literature (if they ever were published only in these sources).
The Last Mohicans of OR: OR, it Might Be in the “Genes”
Authors: Zeleny Milan
Published: October 2008

The recent exchange of opinions among Byrd [Byrd, J., Jr. 1978. The value of queueing theory. Interfaces 8 (3) 22–26.], Kolesar [Kolesar, P. 1979. A quick and dirty response to the quick and dirty crowd: Particularly to Jack Byrd's ‘The value of queueing theory’. Interfaces 9 (2) 77–82.], and Vazsonyi [Vazsonyi, A. 1979. To queue or not to queue: A rejoinder. Interfaces 9 (2) 83–86.], although apparently significant and undoubtedly intense, deals only with the symptoms and not with the causes of a deeply felt crisis of identity emerging within the Operations Research and Management Sciences community. Queueing theory and its applications has played the role of an unfortunate scapegoat for the real issue: OR/MS is being challenged and its usefulness in modern society is questioned.

One of the most serious and also most merciless challenges to OR/MS comes from one of its “founding fathers,” Russell Ackoff [Ackoff, R. L. 1979. The future of operational research is past. J. Oper. Res. Soc. 30 (2) 93–104.]. It is the issue of OR/MS as a whole, not queueing theory, which should be debated on the pages of Interfaces. Ackoff declares: American Operations Research is dead even though it has yet to be buried.
Applications Reviews
Authors: Millen Roger N. , Hall John R.
Published: October 2008

Review of the latest contributions from Decision Sciences (AIDS), Management Information Systems Quarterly (SMIS), Management Information Systems Quarterly, Management Science (TIMS), Management Science, Operations Research and Policy Analysis.
The Intangibles of Implementation
Authors: Cain Herman
Published: October 2008

The “successful” implementation of Operations Research/ Management Science has two sides, an objective and a subjective side. Often the literature does not deal with the subjective or intangible components of implementation because they tend to be nonquantifiable and difficult to describe in a “cookbook” fashion. This paper identifies six intangibles of MS implementation with examples from the author's experience.
The Value of Queueing Theory: A Case Study
Authors: Siegel Stan , Torelli Paul
Published: October 2008

Professor Jack Byrd [Byrd, J. 1978. The value of queueing theory. Interfaces 8 (3) 22–26.], argues that queueing theory has little value to the practicing professional. Professor Byrd bases his argument on a number of examples in which queueing theory, as it exists today, appears to be inadequate to provide answers to the questions being posed. The purpose of this article is to offer a rebuttal to the conclusions of Byrd's paper. This rebuttal is in the form of a case study dealing with a command and control problem. This case study is of general interest because there is a fundamental difference between the question addressed in the case study discussed below and the questions addressed by the examples in Byrd's paper.
Optimum Bond Calling and Refunding
Authors: Boyce W. M. , Kalotay A. J.
Published: October 2008

Long-term corporate bonds have traditionally been issued with a call option, whereby the issuing company reserves the right to call the bond, that is, to redeem or buy back the bond prior to maturity. Usually the purpose of calling the bond is to be able to refund it, that is, replace it with one having a lower interest rate, or coupon. During 1976–77, when interest rates had dropped significantly from the rates of 1969–70 and 1974–75, Bell System companies called or refunded over $2 billion of long-term debt. This paper describes how analytical techniques developed at Bell Labs and AT&T played a significant role in these refundings.
Management Science Applications in the Planning and Design of a Water Supply System for a Nuclear Power Plant
Authors: Hamilton Carl W. , Bingham William G.
Published: October 2008

In 1982, the Palo Verde Nuclear Generating Station near Phoenix, Arizona, will begin commercial operation as one of the world's largest power facilities. Locating this multi-unit nuclear power plant in the Arizona Desert was a decision whose uniqueness was exceeded only by the magnitude of the project: Approximately $3.0 billion for three nominal 1300 MWe units needing a total of 90 million gallons of cooling water per day. To supply this resource, Phoenix city wastewater will be conveyed 38 miles to the plant site, treated, stored, used, recycled, and the residues disposed of. Wastewater has been used as cooling water for power plants before, but never in this quantity, in such a climate, and for so critical a use.

The overall problem of systems design was a classic unstructured and interconnected situation. Every major decision—on conveyance, treatment plant capacity, method of treatment, size of the storage reservoir, condenser tube material, use of wet/dry cooling towers, cycles of concentrations, and blowdown disposal—was linked in cost and performance with two or three others, and all were surrounded by uncertainties regarding supply, performance, and demand. To comprehensively analyze these factors, a spectrum of Management Science methods was used to develop a project plan, sort through the interconnections, assess their net effects, and select the design parameters of the system.

Besides providing direction for the project and comprehensiveness in the final design, the effort was directly responsible for a reduction of $20 million in capital construction costs, or a cash flow savings of $3.5 million per year for the anticipated 30-year economic life of the plant.
Product Blending: A Simulation Case Study in Double-Time
Authors: Golovin Lewis
Published: October 2008

This paper describes what a study team at Exxon did when faced with the need to determine rapidly the impact of new gasoline blend regulations on production. The study team designed and built from scratch in under a month a simulation model of the gasoline supply system at a refinery. The model basis used—letting the user control blending decisions through data input rather than building a model that can decide heuristically on blend decisions—yielded a very easy to use, accurate model applicable to a wide range of general blending/inventory control problems both inside and outside the oil business. The paper also demonstrates that a simple yet adequate model may sometimes yield better results than a more sophisticated model. It shows how factors like ease of understanding, low cost development, and timely response can be crucial in getting a study implemented. The use of this model was directly responsible for the determination that several tankage additions originally envisioned would not be required. As a result, Exxon was able to save at least 1.4 million dollars.
The Fifth Column—Ten Ways to Go Down With MRP
Authors: Woolsey Gene
Published: October 2008

The purpose of this short article is to comment on some reasons why MIS systems, such as Materials Requirements Planning, for example, can be successful. However, I will do this by enumerating 10 reasons why MRP systems have gone down to defeat in recent industrial history. Now, I must also warn the reader that I have usually appeared at the scene of the crime long after the installation was terminal. I suspect that consultants are usually called in at such times because (1) if the consultant can pull it off, obviously the situation wasn't so bad, and/or (2) if the consultant blows it, the situation was hopeless anyway (obviously).

The following methods are presented here to show some common errors made by management in the acquisition and implementation (attempted) of MRP systems. It is hoped that the translation of the results to other types of MIS systems is obvious to the most casual observer.
Factors Affecting the Successful Application of PERT/CPM Systems in a Government Organization
Authors: Dane C. W. , Gray C. F. , Woodworth B. M.
Published: October 2008

PERT/CPM in project management scheduling systems is applied and used less frequently than the literature would seem to suggest. Eighteen almost-identical government units were studied to document a situation that appears to be ideally suited to PERT/CPM but where the success ratio was 4 out of 18 cases. We then identify some factors to explain why or why not the PERT/CPM techniques were not successful. Of nine factors identified, the two important factors turned out to be (1) the level of person making the introduction and (2) the stated purpose of the introduction. Suggestions for improving acceptance then conclude the paper.
Information Systems in Management Science—Through the Looking Glass to Data Base Management
Authors: Vazsonyi Andrew
Published: October 2008

An essay about the strict language of mathematical logic and its importance in the formulation of programming tasks.
Can Software Influence Creativity?
Authors: Elam Joyce J. , Mead Melissa
Published: October 2008

The concept of decision support systems that emerged in the seventies offered the promise of computer-based tools that would enable decision makers to develop better and more creative solutions to the problems they face. The realization of this promise depends on the validity of two assumptions: (1) individuals can be helped to be more creative and (2) software, appropriately designed, can provide this help. Evidence from creativity research supports the first assumption. This paper explores the second assumption. A set of guidelines for designing DSS is developed from the creativity literature and two hypotheses involving the use of a DSS developed in accordance with these guidelines are proposed. To test these hypotheses, an experiment involving three groups of auditors from a “big eight” accounting firm was conducted. Each group was asked to respond to two different decision situations. Two groups were given separate versions of a DSS specifically selected because it contained features that were thought to enhance creativity. Another group was given no software. The results of the experiment indicate significant differences in the creativity of the responses generated by the three groups. Possible explanations for these differences are explored.
A Role Theory Perspective on End-User Development
Authors: Galletta Dennis F. , Heckman R. L.
Published: October 2008

Recent advances in computer technology have been accompanied by significant changes in the roles of both users and developers. One well-known example is end-user development, which here provides a context for the application of role theory to IS issues. A framework is proposed for classifying IS roles in a way that can be used for role behavior analysis. The framework takes the form of a matrix, with activities relating to the construction and use of information systems on one axis, and activities relating to generic organizational levels on the other. Role theory permits analysis of organizational phenomena from either a structural or a process-oriented perspective. Propositions from both perspectives are presented which can be used to direct empirical studies.
Optimal Information Structures for the Seller of a Search Good
Authors: Barron Terence , Saharia A. N.
Published: October 2008

This paper examines an information system design problem faced by the seller of a search good who sells his product in a competitive market to well-informed consumers. The formulation results in a nonlinear optimization problem having a special structure which can be exploited in solving the first-order conditions. Closed-form solutions and comparative statics results are given in the case of a uniformly-distributed attribute, and we provide a numerical example in the case of a normally-distributed attribute.
Assessing the Economic Benefits of Information Systems Auditing
Authors: Westland J. Christopher
Published: October 2008

As corporate management attempts to extract more end user benefit from information systems department expenditures, interest has grown toward the use of information systems auditing to assure software quality. This research shows that information systems departments are motivated by end users to provide lower quality systems than they would if allowed to pursue their own objectives. The research continues by demonstrating that auditing cannot a priori be assumed to raise the quality of corporate information systems. In fact, auditing tends to establish objectives that lower software quality. It demonstrates that audits are most beneficial in managing unsophisticated information systems departments in which end users are currently dissatisfied with their level of support. Augmenting the systems development process via technologies such as computer aided software engineering and prototyping may more consistently and effectively improve quality than does auditing. Recent developments among the large audit firms indicate that they recognize the importance of new software development technology, and are restructuring their businesses accordingly.
Information Technology and Corporate Strategy: A View from the Top
Authors: Jarvenpaa Sirkka L. , Ives Blake
Published: October 2008

Letters to shareholders in 649 annual reports published between 1972 and 1987 were analyzed for CEOs' views about information technology. Significant differences were found across industries—banking, publishing, petroleum, and retailing—in the number of times information technology was mentioned, the types of applications discussed, and the content of the discussion. The results of the industry analysis were in keeping with expectations based on the relative information intensity of the various industries. An analysis of the letters over time suggests that the position of IT in the firm, at least as seen by the CEO, was not much different in 1987 than it had been in 1982, but has expanded considerably from its position in 1972 and 1973. Reassuringly, we also found that the number of IT related phrases in the CEOs' letters to the shareholders was positively correlated with the firm's yearly net profits as a percentage of sales. A lagged analysis on profitability data could not, however, resolve the competing explanations for the correlation between profits and the number of IT-related phrases. These findings contribute new insights concerning strategic information systems and support the use of annual report data in analyzing organizational information technology phenomena.
Electronic Integration and Strategic Advantage: A Quasi-Experimental Study in the Insurance Industry
Authors: Venkatraman N. , Zaheer Akbar
Published: October 2008

Strategic advantage through information technology is a popular and an important theme, but the extent of research support is minimal, anecdotal, and sporadic. This paper reports the results of a quasi-experimental study on the impact of dedicated electronic integration [between a focal insurance carrier and its independent agents in the property and casualty (P&C) market] for the focal carrier. The results indicate that the agents that are electronically interfaced with the carrier report improvements in a set of four performance factors in the expected direction (six months after system installation), but statistically different from a matched set of non-interfaced agents (based on size, state, and location category) only in terms of increases in new business policies, but not in terms of effectiveness—namely, neither increases in premiums and commissions nor operating efficiency. Some explanations, extensions and research implications are outlined.