bluuebunny/crossref_metadata_2025 huggingface dataset:
Qualitative versus Quantitative Analysis for Management Science: Different Forms for Different Psychological Types
Authors: Kilmann Ralph H. , Mitroff Ian I.
Published: October 2008

This paper neither presents the kind of data nor the kinds of symbols that are found in the typical paper in Management Science. It deals with an important class of variables that have been slighted in the literature of OR/MS, qualitative variables. This paper presents a methodology for gathering and for analyzing a special class of qualitative variables, i.e., the projective, symbolic images that managers have of their ideal organization. More specifically, this paper shows how personality variables impact on (1) the raw images that managers have of their ideal organization and (2) the kinds of information sources and methodologies that managers and scientists most typically prefer to use in complex decision-making situations.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N.
Published: October 2008

One of the foundations on which our industrial/commercial society rests is that the rules are reasonably well known and that the past is a guide to the future. But are the basic rules the same today as they have been through the past two decades in which management science has been applied to industry? Is the past any longer a reliable guide to the future? It seems to me there is no reason for doubt. Further, we may ask whether dynamic world economics will not play a heavier role in the future in application of management science to our own industrial and business situations. Certainly many of the parameters of the basic economic interrelationships of world economics are changing and these must inevitably affect management science analysis and the resulting evaluations and systems which we produce.
The Fifth Column—On Doing Operations Research in the Cracks or If the Error Isn't Within, It Must be Between
Authors: Woolsey Gene
Published: October 2008

An essay about inefficiencies of a company to timely and properly respond to a request for quote.
The Bliss of Ignorance, Promotions and Dark Horses
Authors: Krakowski Martin
Published: October 2008

My essay is founded on the experience of the governing and private bureaucracies; therein lies its strength. Its thesis and temper run counter to the accredited lore of schools and personnel directors; therein lies its courage. This article gives hope to the ignorant, comforts the passed over, warns the manager and taxpayer.

Wisdom and conspicious ability, unsupported by power and entrenchment, are as precarious in a mature staid bureaucracy as is untenured dementia at the bottom of its pyramid. Centripetal bureaucratic forces favor mediocrity.
Management Science Roundup
Authors: Bucatinsky Julio
Published: October 2008

—“Analysis of US Maritime Port operations—A simulation case study”;

—“From Mexico: A model for the analysis of air pollution control strategies for Mexico city”;

—“From West Germany: Simulation of a large air cargo terminal”;

—“International Conference on Manage of Research and Education”;

—“Promotional Effectiveness at H. J. Heinz”;

—“Seen Elsewhere: (1) The Ice-Cream Man Problem By Jonathan Rosehead and Groffrey Powell, London School of Economics, (2) Quantification of the Comfort Variable By Gregory C. Nicolaidis, Cornell University, (3) Application of Reliability Programming to Production Planning By Santosh K. Gupta and J. K. Sengupta, (4) An On-Line Technique for Weather Forecast By A. K. Sinha and J. P. Sharma, (5) On Applications of Interpretive Structural Modeling to Higher Education Program Planning By Robert W. Hawthorne, Xerox Corporation, and A. P. Sage, University of Virginia, (6) A Conceptual Framework for Research on the Cost-Effective Allocation of Federal Resources By Ira E. Raskin, U.S. Department of Health, Education, and Welfare, (7) Developing Priorities for Improving the Urban Social Environment: A Use of Delphi By Daniel Molnar and Marshall Kammerud, Battelle, Columbus Laboratories, (8) On a Class of Computationally Efficient Feature Selection Criteria By C. H. Chen, Southeastern Massachusetts University, (9) Use of Dynamic Programming to Accelerate Convergence of Directional Optimization Algorithms By W. C. Turner and P. M. Ghare, (10) Near-Optimal Solutions to a 2-Dimensional Placement Problem By R. M. Karp, A. C. McKellar and C. K. Wong, (11) Resource Allocation Under Uncertainty By Frank H. Trinkl, University of California, (12) A Markov Analysis of Age/Sex Differences in Inter-regional Migration in Great Britan By G. Joseph, University of Manchester, (13) Urban Population Density Function of Two Polar Variables By Emile Sanders, Centre d'Etudes Superieures d'Amenagement de Tours, (14) A Comparison of Available Models of Population Change By P. H. Rees and A. G. Wilson, University of Leeds, (15) The Measurement of Relative Accessibility By R. S. Baxter, University of Cambridge, and G. Lenzi, ORL Institut, Eidgenössische Technische Hockscule, (16) A Model for Forecasting the Substitution of One Technology for Another By M. O. Stern, R. U. Ayres and A. Shapanka, (17) Monetary Policy and the Modeling of Money Stock Determination By Raymond E. Lombra and Raymond G. Torto”.
Introduction
Authors: Taylor F. W.
Published: October 2008

An excerpt form the book Scientific Management by Frederick Winslow Taylor, © 1947 by Harper & Row publishers, about conservation of our national resources as a first step to the larger question of national efficiency.
“Are We Gambling on OR/MS Education?”
Authors: Schrady D.
Published: October 2008

When requested to organize a panel discussion on education for the Las Vegas meeting, two notions came to mind which could help ensure the vitality of such a session. The first was that it would be stimulating and useful to constitute the panel from OR /MS education consumers instead of educators. The second notion was that panelists would be required to produce written summaries of their remarks in advance. These were written, reproduced, assembled and distributed at the meeting. Panel discussions included are by the following authors:

—Dr. E. Leonard Arnoff, Principal, and National Director of Management Sciences, Ernst & Ernst;

—Reed E. Davis, Jr., Colonel, U.S. Army, Combined Arms Combat Development Agency;

—Murray Geisler, Rand Corporation;

—David Kassing, President, Center for Naval Analyses;

—Cordell B. Moore, Manager, Operations Research and Support Requirements, General Dynamics.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N.
Published: October 2008

Conferences of professional societies generally involve considerable intellectual exchange. When such intellectual exchange is encouraged, unfettered and free-flowing, it can be both stimulating and contributive to the general good of the profession. Sometimes those presenting ideas, concepts or techniques, in their zeal to put their ideas forward in a favorable light, become counter-productive. Examples are: (1) monopolizing the time, when a series of papers are scheduled, (2) presenting a thinly disguised sales pitch for one's book or technique, or simply: (1) holding oneself out as the purveyor of the only wisdom on the subject. The above, in the generally productive atmosphere of management science, tends to turn people off.

In order to emphasize the above examples which I have seen on many occasions, I shall describe a typical situation. The one described is fictional but incorporates situations I have seen.
Information Systems in Management Science—The Use of Mathematics for Management Information Systems. II
Authors: Vazsonyi Andrew
Published: October 2008

In the first part of this article [Vazsonyi, Andrew. 1976. The use of mathematics for management information systems. Interfaces 6 (2, February).] I indicated that classical mathematics cannot deal with management information systems and on the basis of five assertions proposed the hypothesis: The mathematical theory of MIS deals with sets in a function space of stochastic processes satisfying specified systems of structured mappings.

Now I introduce the type of mathematics which I think is capable of modeling MIS. I am referring to the theory of automata initiated by the classical paper of Alan M. Turing [Turing, A. M. 1936. On computable numbers with an application to the Entscheidungs-problem. Proc. London Math. Soc., Ser. 2 42 230–265.]. Today, if you look into mathematical literature [Paz, Azaria. 1971. Introduction to Probabilistic Automata. Academic Press, New York and London.] you find that Turing's original theory has been greatly expanded, and key concepts like (1) automata, (2) machines, (3) sequential, (4) deterministic, (5) probabilistic, (6) stochastic, are frequently used. My preliminary thesis is: The agents, men and machines, of an organization are to be modeled by a network of stochastic automata.
Can the Professions of Operations Research/Management Science Change and Survive?
Authors: Klein Dieter , Butkovich Paul
Published: October 2008

The regular reader of Interfaces has been confronted with constant propheses of trouble for the profession. While these constant omens have produced a new specialization in the profession, research on implementation, actual proposals for change have died for general lack of interest.

It is time to explicate the institutional mechanisms of this profession as a major part of the problem. The difficulty of such an analysis for the OR/MS member lies in the fact that the profession appeals to and upholds specifically the rational, the quantifiable, the feasible and suppresses the nonrational, nonquantifiable, nonfeasible which form and maintain the institution of the profession.
Practice of Management Science—Anti-Trust and the Links—Estimating a Golfer's Tournament Score
Authors: Levy Ferdinand K.
Published: October 2008

The article describes the process by which a professional golfer, denied the right by an association of her peers to participate in a tournament, sought injunctive relief and damages under the Sherman Anti-Trust Act. The establishment of damages, described in the paper, rested upon the statistical estimation of her score and resulting winnings had she been allowed to play in the event. The summary points out that this is typical of lawsuits between athletes and sports organizations whose outcomes depend upon reconstructing an event which would have been influenced by either the participation or nonparticipation of a specific athlete.
Better Personnel Management Through Applied Management Science
Authors: Thie Harry J. , Lorbeer Robert C.
Published: October 2008

Personnel managers at the U.S. Army Military Personnel Center (MILPERCEN) in Alexandria, Virginia are using operations research techniques to establish a systematic approach for economically and efficiently attracting and retaining professional soldiers of all ranks; to effectively utilize their skills; and to provide a framework in which these men and women are motivated toward top performance and are developed along career lines. This article discusses in limited detail how the computer and related management science techniques can and are providing support to the individual soldier in his career development and progression through the ranks of the U.S. Army.
Errata to “Harnessing Other People's Databanks”
Authors: Darrow J. W.
Published: October 2008

Errata to Darrow, J. W. 1975. Harnessing other people's databanks. Interfaces 5 (4, August) 58–65.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N.
Published: October 2008

In my column in the February 1975 issue of Interfaces, I addressed the question of “Management Science in a Period of Uncertainty,” and developed an operating strategy for the management science organization in a recessionary period. As I indicated at that time, having written that column four months earlier, I was taking some measure of risk in writing on the subject of operating strategy during a recession, since the recession at that time was not yet upon us. It appears it did occur and hopefully my words were helpful.

Now we are apparently entering a new period, a period in which the economic curve has swung back upward and it seems in order to propose an operating strategy for the management science group during a period of recovery. Of importance is that this means a period of greater management confidence in the future. And it is this management confidence which is perhaps the most critical factor in considering our next operating strategy. For it is confidence in the future which causes management to plan for the future. This means strategic planning, an area where management science can perhaps make its greatest contributions.
A Queueing Case Study of Drive-In Banking
Authors: Foote B. L.
Published: October 2008

This case is a summary of the efforts of two students in an Applied Operations Research course taught in the University of Oklahoma School of Industrial Engineering in the fall of 1972. The case involved the effort of a local bank to expand their drive-in facilities. Two options were basically available: a “robo-window” system and a traditional expansion of the current system which involved teller stations approximately 8′ by 8′ stationed on a traffic lane.
An Application of a Facilities Location Model in the Prestressed Concrete Industry
Authors: Love Robert F. , Yerex Lowell
Published: October 2008

The Coastal Construction Company of Portsmouth, Virginia, operates a precast-prestressed concrete products plant. The plant was originally used to produce components for large bridges and tunnels. Coastal presently produces items such as bridge girders, pilings and other marine construction components. A new product, transmission poles for electrical utilities, was to be introduced and the location of two new production facilities was to be determined.
Information Systems in Management Science—The Calculus of Information
Authors: Vazsonyi Andrew
Published: October 2008

If we ever develop a theory of management information systems, we should be able to dispel the semantic pollution so rampant in this field. In earlier columns [Vazsonyi, Andrew. 1973. Semantic pollution in information systems. Interfaces 3 (4, August); How to do away with semantic pollution in information systems. Interfaces 4 (1, November).], I touched on problems of semantics, and now, I discuss specifically what we need to do to clarify some of the confusion about MIS. So let me pose the question: What is the meaning of information?
A Study in Using Linear Programming to Assign Students to Schools
Authors: McKeown Patrick , Workman Brian
Published: October 2008

A great deal of recent work has been directed toward using mathematical programming to achieve racial balance in urban schools. However, with the ever increasing cost of fuel for buses, there also appears to be a need to apply these techniques in nonurban school districts to reduce the use of fuel. This paper describes a pilot study of the use of linear programming to design attendance areas in such a way that student-miles are minimized. Using data gathered in a nonurban school district, this LP formulation was tested using the UNIVAC LP package. The resulting computational results are presented and discussed.
Applications Reviews
Authors: Millen Roger N. , Hall John R.
Published: October 2008

An overview of latest results published in Management Science, Operations Research, and Policy Analysis.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N.
Published: October 2008

It is fashionable today to question the real impact of management science in our business, industrial, social structure. Much time and space are devoted to concern about achieving implementation. Rightly so. The real question is how to accomplish this. I submit that every such situation contains a key element, generally hidden, frequently elusive, sometimes almost impossible to find with reasonable time, effort and budget. Nevertheless it is there, and those management scientists who have learned to ferret out the true underlying considerations in any situation are bound to have success stories to tell.
The Purpose of Mathematical Programming is Insight, Not Numbers
Authors: Geoffrion Arthur M.
Published: October 2008

The ostensible purpose of a mathematical programming model is to optimize a stipulated objective function subject to stipulated constraints. But its true purpose, at least in strategic applications as every experienced practitioner should know, is to help develop insights into system behavior which in turn can be used to guide the development of effective plans and decisions. Such insights are seldom evident from the output of an optimization run. One must know not only what the optimal solution is for a given set of input data, but also why. The desired insights usually have more to do with the “why” than the “what.” This paper advocates the use of highly simplified analytic models to help explain the “whys” behind the solutions of conventional mathematical programming models. A methodological approach is described which permits the development of richer insights than would otherwise be possible. This approach is illustrated with reference to a facility location study carried out recently for a consumer products manufacturer.
Mathematical Programming in American Companies: A Sample Survey
Authors: Fabozzi Frank J. , Valente Joseph
Published: October 2008

Numerous articles in the last two decades have demonstrated how mathematical programming techniques can be applied to a wide spectrum of problems in business. It is the purpose of this paper to discuss the results of a sample survey which provides partial and tentative answers to the following four queries: (1) Who is adopting mathematical programming models? (2) What has been the quality of the results? (3) In which specific areas have such models been used? and (4) Why have firms not adopted mathematical programming techniques?
Training of U. S. Air Traffic Controllers
Authors: Henry J. H. , Kamrass M. E. , Orlansky J. , Rowan T. C. , String J. , Reichenbach R. E.
Published: October 2008

The program of selecting and training air traffic controllers in the FAA has evolved over many years. It reflects the need to assure standards of performance and safety under such influences as increasing flight operations, varying training loads, union pressures, the need for realistic experience, and frequently changing rules, regulations and procedures. Recent changes in system technology and procedures with associated manpower problems prompted the FAA to reexamine the whole training program. The resulting study by IDA distinguishes operational problems from management ones, determines measures of effectiveness, assesses proper program costs, and compares costs of alternative training schedules. The study addresses selection and training methods, controller performance measurement, standardization and quality control in training, simulator requirements and capabilities, centralized vs. decentralized training, future training requirements, research on training, hiring practices, the training load, and costs. Alternative training programs are evaluated. In four months, as a result of IDA's findings, the FAA designed a new controller training program that emphasizes better personnel selection criteria to reduce attrition; objective measures of controller performance; compression of the elapsed time: for formal training from four years to five months; a restructured, standard training curriculum; greater use of simulators in training and evaluation; centralized control of hiring; research into controller selection, performance measurements, and training techniques; and control of budgeting and allocation of training funds. The new program is expected to turn out qualified controllers with more relevant and uniform training, provide greater assurance of continuing controller quality, and save over 55 million dollars annually.
The Use of Management Science in Making a Corporate Policy Decision Charging for Directory Assistance Service
Authors: McDonald J.
Published: October 2008

This paper presents a case study describing how management science techniques assisted a large corporation in making a decision which may ultimately affect almost everyone in the United States. It was AT & T's decision to recommend to its Operating Companies that they request approval from their public utility commissions to charge customers for using directory assistance service. Directory assistance is the system by which a telephone operator provides telephone numbers to customers on a real-time basis. The paper outlines the structure of the telecommunications industry, describes how directory assistance service is provided and indicates how customer use of the service has grown. Then, the analytical techniques that were used to assist in making the decision are described. These include: development of quantifiable objectives, determination of how customers currently use the service, construction of an econometric demand model, selection of optimal implementation methods, simulation of the economic impact, and analysis of potential customer reaction. This study led to the conclusion that charging would be beneficial and pointed out the particular charging plan that would be best.

As of March 30, 1976, charging had been approved in 14 states and regulatory decisions were pending in eight others. In areas where charging has been implemented customers have significantly reduced their dependence upon directory assistance and are making increased use of local telephone directories, personal number lists and other sources of telephone number information, They have expressed little dissatisfaction with the plan.
A System Model for Controlling the Operations of Check Processing in a Branch Bank Network
Authors: Svestka Joseph Anthony
Published: October 2008

Check processing in large commercial banks offers many opportunities for savings due to the great operational costs, and the time value of money. However, savings can be realized only through the control of the system. Since the check processing operation is functionally interdependent with other departments, often with conflicting objectives, changes can be difficult to make. This paper contains a description of the design and the successful implementation of a flexible system model, and the subsequent use of the model to control a check processing operation.

The system model employs a multiple salesman traveling salesman algorithm, a bottleneck assignment algorithm, a dynamic programming algorithm, regression models, various heuristic routines and report generating programs, all interrelated to generate coherent solutions. The model is adaptive; as the system or environment changes so does the solution. The model is able to generate solutions which take into account the balancing of messenger crew work loads, check volumes, transit dollars, minimum distance routines, work flow smoothing, banking hours, expected branch personnel quit times, and the restrictions placed by the precise timing requirements of the delivery of payrolls, lottery tickets, drafts, and return items.

An application of the system model has saved in the neighborhood of 1 million dollars in labor and transportation costs alone. A less tangible, though, none the less important benefit has been the establishment of good control of the entire process.
Applications Reviews
Authors: Millen Roger N. , Hall John R.
Published: October 2008

Review of the latest contributions from Management Science, Policy Analysis, and Operations Research.
Airline Programme Planning in British Airways European Division
Authors: Loughran B. P. , Cocks P. J.
Published: October 2008

Two years ago, in British Airways European Division, the conventional airline planning process was completely reversed. Now before schedule decisions are made, planners simultaneously evaluate many factors by using on-line computer terminals. A single interactive computer program, the Profit Analysis Model (PAM), has almost completely replaced previous planning systems. Using PAM, the airline objectives are designed into the scheduled programmes. Previously this was impossible.

This paper concerns perhaps the most advanced planning system used by any airline. In describing it, we will consider (1) the planning environment, (2) the technical principles of the models, (3) the achieved results and (4) the organizational impact.
What Is Enough Data? (The Learning Curve May Tell)
Authors: Ross R. H.
Published: October 2008

An essay about what amount of data in the real world of OR application is enough to be considered sufficient data base for analysis. It is argued that a very real constraint on test resources ensures that the law of large numbers will never apply to such an experiment.
OR/MS and the Management of Cities
Authors: Hoos Ida R.
Published: October 2008

Bearing the various shortcomings in mind, we are better prepared to ponder the impact of OR/MS on cities. What we see at once is a coincidence or correlation between widespread utilization of the techniques and spreading fiscal disorder and disarray. While I do not presume to ascribe causality, I might venture the observation that preoccupation with, and unrealistic expectations about, the “powerful tools of technology” may have diverted effort from other activities that could have proved more valuable.

Contrary to the conventional cliches about resistance to innovations in the public sector, I find that there has been enormous hospitality toward OR/MS. We have been persuaded that we can somehow “manage” our way out of the morass of fiscal messes. Perhaps this is because the notions have an aura, however spurious, of being “scientific” and “rational” and thus are accorded high credibility as part of our dominant paradigm.
Management Science Roundup
Authors: Bucatinsky Julio
Published: October 2008

—“Aftermath: Optimal design of an abortion clinic”;

—“Planning of production and investment programs”;

—“Automation of investment analysis”;

—“Seen Elsewhere” with five overviews: (1) Applying Decision Theory to Improve Corporate Management of Currency-Exchange Risks (California Management Review, Summer 1975, Vol. 17, No. 4, pp. 41–49) by Steven C. Wheelwright (Howard University); (2) Examining Corporate Policy Using Multiattribute Utility Analysis (Sloan Management Review, Fall 1975, Vol. 17, No. 1, pp. 63–76) by Ralph L. Keeney (International Institute for Applied Systems Analysis); (3) Markowitz Revisited (Financial Analysts Journal, Sep.–Oct. 1976, Vol. 32, No. 5, pp. 47–52) by Harry M. Markowitz (IBM); (4) Optimal Strategies for Personnel Selection When Candidates Can Reject Offers (The Journal of Business, Oct. 1976, Vol. 49, No. 4, pp. 478–495) by Robin M. Gogarth (INSEAD/CEDEP) and Hillel J. Einhorn (University of Chicago); (5) The Role of Formal Models in Technology Assessment (Technological Forecasting, 1976, Vol. 9, Nos. 1/2, pp. 139–190) by Joseph F. Coates (Office of Technology Assessment of Congress of U.S.).
Health Operations Research: A Survey of Programs of American Universities
Authors: Esogbue Augustine O.
Published: October 2008

The delivery of health care in a technologically based culture has created complex problems which tax the ability and preparedness of those intimately involved with this industry to present optimal solutions. The Health Applications Section of ORSA as the technical umbrella for professionals in Health Care is perhaps one of the largest and most active sections in ORSA today. We were interested in examining the sources and methods used for generating professionals in this field. In an effort to answer this question, we conducted a survey which is summarized in the sequel.

The survey covered the following aspects of a typical university's operation—program location; education programs: students, courses, projects, theses and degrees; research programs: funded and unfunded projects; and faculty: size and interests. A questionnaire was designed and distributed to approximately 17 major institutions with known interest and activities in the area. Sixty-five per cent of those contacted responded. The results follow.
Transactional Analysis: Another Way of Approaching OR/MS Implementation
Authors: Martin Michael J. C. , Pendse Shripad G.
Published: October 2008

Churchman and Schainblatt and successive workers have approached the implementation of OR/MS recommendations as an interaction between the manager and the management scientist. Over the past decade, the transactional analysis (T. A.) approach has been applied widely to the study of two-person interactions and “games people play.” In this paper, the authors compare the T. A. approach with the above approach. We suggest that they are complementary, and speculate as to the value of T. A. and “game playing” in modelling the implementation and evolution of OR/MS in organizations.
Information Systems in Management Science—Experiences of a Management Scientist in the MIS Wonderland. Part I
Authors: Strassmann Paul A.
Published: October 2008

Writing about information systems in a publication of TIMS and ORSA is certainly an appropriate thing to do. In the late fifties and early sixties I classified myself as an O/R professional. My first major management job in 1959 was to create and run an O/R department. I still have friends who remember my involvement with TIMS publications and TIMS business operations. Then, in 1962 I decided to switch out of O/R as a career and to move into Information Systems Management. This message is a report to my O/R friends about what I have learned in the intervening years. It is also a report on how a quantitatively oriented person looks at the evolution of the information systems industry.
Air Canada Saves with Aircraft Maintenance Scheduling
Authors: Boere N. J.
Published: October 2008

The planning of aircraft maintenance by Air Canada had become increasingly difficult in the early 1970's. It sometimes required several weeks for planning personnel to manually develop an acceptable aircraft schedule. The lack of an accurate and timely maintenance scheduling tool led to the development of the Aircraft Maintenance Operations Simulation (AMOS) model. Two years after its introduction, Air Canada has so improved the flying hours achieved between maintenance checks that a 5% reduction in the labour and material costs associated with the maintenance of aircraft has resulted. A letter of verification of this reduction may be found at the end of this article.
The Fifth Column—The Warehouse Model that Couldn't Be and the Inventory that Couldn't Be Zero
Authors: Woolsey Gene
Published: October 2008

Two essays on systems analysis: (1) The warehouse model (and warehouses) that couldn't be, (2) The inventory that couldn't be zero.
They Went Thataway
Authors: Edelman Franz
Published: October 2008

Our profession, if indeed it is such, has undergone evolutionary development since its inception—an event which ought to be reckoned as far back as the first person who had well-developed entrepreneurial instincts, a good education, and generous helpings of intelligence and common sense. And that, I suspect, is a long time. I carefully refrain from making the tasteless claim that this may even make it the world's oldest profession. But, beginning with the mid-60s, I seem to detect a different kind of change; one which implies certain perils and which we can ignore only at grave risk. I think I can best communicate what I mean by, first, making a number of assertions which are, in my mind, incontrovertible fact; second, drawing a number of conclusions from these, and, finally, recommending a course of action capable of coping with the issue at hand.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N.
Published: October 2008

Author's reconsideration of some principles of inventory systems as he presented them in the November 1975 issue. External elements, previously ignored in the classical inventory model, had to be integrated into the new model, after the author got an insightful letter from another well-respected colleague management scientist.
Management Science Roundup
Authors: Bucatinsky Julio
Published: October 2008

—“From Columbia: Location of health care delivery units”;

—“Energy index for office buildings”;

—“Aftermath: Automatic warehousing”;

—“Aftermath: Optimal training programs”;

—“Pointers for action: Personnel policies”.
Identifying Problems Through Gaming
Authors: Richards Laurence D. , Graham Robert J.
Published: October 2008

Over the past decade, it seems that operations research and management science have become preoccupied with the refinement of sophisticated techniques as they apply to well-structured problems. The tendency has been to adjust reality to fit the model. This has led to the practice of defining problems in terms of the solution technique and, consequently, to the recommendation of solutions to the wrong problems. This paper reports an experiment which utilized the technique of operational gaming to facilitate the identification of a problem before developing a solution.
Applications Publication: An Experience
Authors: White Charles H.
Published: October 2008

An essay about the author's experiences trying to publish a paper that solves management problems in an chemical technology environment and obstacles, formal or substantial, that he encountered.
Applications Reviews
Authors: Millen Roger N. , Hall John R.
Published: October 2008

Review of the latest contributions from Decision Sciences, Management Science, Operations Research, and Policy Analysis.
Dirty Hands and the Ivory Tower
Authors: Davidson Doug
Published: October 2008

An essay about handling the contingency during a rotating strike in Air Canada. Extraordinary situation was handled well by a group of inexperienced, but intelligent and enthusiastic, amateurs. It helped also the Head Office management to better understand and appreciate the real situations and difficulties involved in maintaining the continuity of operations.
Behavioral Science—Systems and Perspectives
Authors: Wynne Bye
Published: October 2008

Occasionally someone weaves a net of thoughts together into a largely original and perhaps seminal pattern. “MIS Problems and Failures: A Socio-Technical Perspective” [Bostrom, Robert P., J. Stephen Heinen. 1977. MIS problems & failures: A socio-technical perspectives (Part I: The causes). Management Inform. Systems Quart. (Forthcoming).], soon to be published in the Management Information Systems (MIS) Quarterly, impresses me as being one of these rare gems. The theme of the article is that management problems become much more solvable when viewed in their environment as joint technical and social systems to be coresolved.

Their article in MIS Quarterly will appear in two parts. Part I addresses the causes of problems. Part II is expected to “present the basic concepts and principles of the socio-technical system (STS) design approach, demonstrating how they apply to MIS design.” As we all do, Bostrom and Heinen borrow heavily from others. I mention this, not to detract from their work but rather to compliment them on their selection and to mention a few of those who are acknowledged as direct predecessors.
Acceptance of Operations Research/Systems Analysis in the Health Care Field
Authors: Singh Amar J. , May Philip R. A.
Published: October 2008

Numerous attempts have been made to incorporate Operations Research (OR) techniques in the management of health care facilities but, for various reasons, success has only been modest. This paper outlines the rationale utilized to develop an OR department at the VA Hospital in Brentwood, California, and describes two studies undertaken by the OR department. The discussion includes the types of projects that should be undertaken, and suggested ways to implement study recommendations. The overall progress of the OR department in improving organizational efficiency is evaluated at the end of the paper.
Summary of Student Panel Discussion at Philadelphia ORSA/TIMS Meeting
Authors: Nahmias Steven , Magazine Michael
Published: October 2008

At the graveyard session (Friday afternoon) at the Philadelphia ORSA/TIMS Meeting, there was a lively panel discussion entitled “What's Wrong With Current OR Curricula”. Though this was not a new topic, the viewpoint may have been, as the panelists were all current students in OR programs. The session, which the authors chaired, was sponsored by the ORSA Student Affairs Committee.

The panelists were sent four questions well before the Philadelphia meeting. This gave them the opportunity to develop their own thoughts on these, as well as to get feedback from their colleagues. In addition, they were asked to prepare written responses to these questions. This is an excellent practice which was started in an Education Committee panel discussion in Las Vegas chaired by Rich Burton and Dave Schrady. Fortunately, in Interfaces we have a forum for passing this information on to interested members of the community who weren't able to attend the session.
Principles of Operations Research. 3. The Fourth Law of Thermodynamics
Authors: Machol Robert
Published: October 2008

This is the third of a set of articles on principles of operations research. As the reader will note, these are somewhat different from similarly titled subjects in the usual textbooks. This principle has had many other names—for example, I've heard it called Murphy's Law. We may specialize the principle for our purposes as follows: OR projects will be more difficult than you think; they will take longer, cost more, and the final solution will be less satisfactory.
Urban Systems Analysis: An Anthropological Perspective
Authors: Nanda Serena , Nanda Ravinder
Published: October 2008

Traditional approaches to the analysis and design of urban systems disregard social and cultural factors, resulting in a substantial gap between the anticipated and actual performance of many urban services. This paper presents anthropological case studies showing how cultural values, perceptions of time and space, and informal social relations influence the operation of urban services.
Biased Reflections on MS/OR Consulting
Authors: Clough Donald J.
Published: October 2008

This is Part 1 of a two-part series. It is about some of the author's experiences as a consultant, and some lessons to be learned. It contains no graphs or mathematical symbols. It does contain anecdotes about the wife of the courtroom adversary, the case of the Coca Cola sneezes, the judge who was a sailor, etc. Readers may find the Author's Matrix of Important Experiences to be a useful model for self-analysis.

Part 2 will follow in the February or May issue; tentative title. How and What to Use for $ucce$$ful Con$ulting.
Strategies for Effective Implementation of Complex Corporate Models
Authors: Roberts Edward B.
Published: October 2008

Attention to the foregoing ideas regarding modelling focus, work process and recommendation development will increase significantly the likelihood that models will be used and produce beneficial results. But these ideas can only work in the presence of a client—an individual or group who can approve the implementation of change. Unfortunately, many modelling activities today are carried out in clientless settings, where no one is decision-maker. The “world models” exemplify this situation. Here implementation can still be a relevant goal, but is even more difficult to attain. The model-builder can set his initial, realistic goals to be those of stimulating public awareness, concern or alarm. But, he must then seek from the awakened public those few prospective clients who might be willing to work toward more serious implementation-focused modelling undertakings. Otherwise, our grand technology of model-building will permeate wider and wider horizons of promise, with but disappointingly little promise fulfilled.
A Further Digression on the Over-Automated Warehouse: Some Evidence
Authors: Barrett Bruce G.
Published: October 2008

Upon returning from the May 1977 TIMS/ORSA joint national meeting in San Francisco, I received the February issue of Interfaces and immediately noticed Gene Woolsey's “digression on optimum warehousing.” This article relates an experience in a similar environment.
Management Science Process—People, Problems and Planning: A Systems Approach to Problem Identification
Authors: Graham Robert J. , Jahani Mohammad
Published: October 2008

The systems approach to strategic planning has been gaining popularity in recent years but it seems that little has been done to develop the techniques required for implementing this approach. This is particularly the case in the problem identification phase of strategic planning. The systems approach requires that one identify all problems and study their relationships before solving any one problem, but little has been said about how to identify the complex set of problems to be dealt with in a planning process. In this article we argue that the problems to be dealt with in strategic planning are produced by groups of people who either can affect or are affected by the output of an organization. From this it follows that problem identification consists of identifying these groups and their possible actions and ranking the most important groups and their most probable actions so that a study of the effects of these actions can be undertaken. This paper describes a method used at a consumer goods manufacturer to help identify important groups, rank their probable actions and arrive at a list of the most important group-action pair for that company. These group-action pairs then become the problems and opportunities to be dealt with in strategic planning.
The Sudan Transport Study
Authors: Saaty Thomas L.
Published: October 2008

The Sudan, population 18.2 million, in area the largest country in Africa is traversed by the White and Blue Niles meeting at Khartoum and blessed with rain. It has the potential to be a breedbasket for Africa and the Middle East. Of an estimated 200 million agricultural acres, only 17 million are now cultivated—4 million irrigated. Essential expansion is needed of an existing sparse and far-flung transport system to develop agricultural areas and bring food to population centers and export outlets.

The ADAR Corporation developed an adaptive matter transport plan under direction of the author, based on Wharton econometric models of the economy under four scenarios: the Reference Projection, Agriculture for Export, Balanced Regional Growth, and Arab African Interface. Using an emerging operations research theory of hierarchies and priorities, the scenarios were combined to generate a Composite Scenario. UN Food and Agriculturists estimated Sudan's supply and demand under Composite Scenario assumptions (with 4.3%, 6%, and 7.3% GNP rates).

Air, road, rail, river, and port transport projects (103 in all) were identified and prioritized, satisfying economic, social and political constraints. Investment is currently under way along the lines suggested by the plan, with nearly $6 billion committed for transport and agricultural projects by several agencies including the Kuwait Fund, the Arab Fund, the World Bank, the Saudi Government, and the newly formed Arab Authority for Development and Agricultural Investment, a group of Arab investing countries.
Simulation of Tar Sands Mining Operations
Authors: Wyman F. Paul
Published: October 2008

The energy crisis is upon us and new sources of energy must be tapped. One such pool is the vast reserves of the Athabasca Tar Sands in Alberta, Canada. Of the estimated 600 billion barrels of oil locked in the sands, 300 billion barrels are deemed recoverable. The problem has been to extract the oil by a method both feasible and economic.

Syncrude Canada Limited is to mine this raw material plus overburden at a rate of approximately 150 million tons annually in order to extract 125,000 bbl/day of bitumen. The tarsand must ultimately be moved several miles to an extraction plant. The mining scheme decision involved a capital cost in excess of half a billion dollars.

The productivity of five mining schemes, four using bucket wheel excavators and one using draglines, was investigated in 1973 using dynamic simulation. The simulation models, written in GPSS V and Fortran, consisted of five essentially independent modules: mining, transportation, storage, extraction, and weather. Approximately 10 runs were made for each scheme. Factors investigated included mining procedures, equipment availability, and equipment sizes.

The simulation runs were a major factor in the final selection of the mining scheme. For the plan selected, numerous sensitivity runs were performed to improve details of the mining design. The model continues to be a valuable tool in debottle necking and the on-going refinement of the mining scheme.
Terminal Airspace/Airport Congestion Delays
Authors: Hubbard Herbert B.
Published: October 2008

The FAA and the airlines have undertaken a joint program with the airport operators to reduce the serious congestion delays at major airports. This paper describes the initial such study, which was conducted at O'Hare, covering a description of the problem, the types of analyses conducted, and the study findings and recommendations.
Successful Hospital Personnel Scheduling
Authors: Megeath Joe D.
Published: October 2008

The practice of Management Science involves the search for a solution, or improvement, to a particular problem. All too often, though, Management Science is taken to be the application of sophisticated Management Science tools.

This paper describes a situation in which a nonquantitative person with a problem, three students of Management Science, and one faculty member, were reminded of the above principle.

The scheduling of shift-personnel is an on-going problem over a wide range of functions. In many of these cases, a “quick-and-dirty” method can be applied instead of sophisticated, computer-based models. The procedure described in this paper saves one man-week of effort during each planning period, with no increase in computer use or hardware.
Behavioral Science—Theory Y Assumptions in a Non-Theory Y World
Authors: Nord Walter
Published: October 2008

In many ways the values summarized by Tannenbaum and Davis (Tannenbaum, R., S. A. Davis. 1969. Values, man, and organizations. Indust. Management Rev. 10 67–86.) are values I would like to promote. Moreover, I am not suggesting that these values are too idealistic to be achievable. I am suggesting that management strategies, that many behavioral scientists hope will support the acceptance of such values, are doomed to failure. This is because these strategies embody implicit assumptions about the nature of people and organizations which are incomplete and/or inaccurate. Assumptions about individuals, without comparable assumptions about the nature of their environments, do not provide a sound basis for effective action. The problem, as I see it, is to design social systems which support the values summarized by Tannenbaum and Davis. Psychological models alone will not provide an adequate foundation for such work. Rather, social, political, and economic changes are needed to encourage the development and survival of systems useful in the real world.
An Application of Classical Inventory Analysis to a Spare Parts Inventory
Authors: Flowers A. Dale , O'Neill James B.
Published: October 2008

The maintenance of adequate spare parts inventories to insure continuous operation of capital intensive manufacturing facilities is an important objective for a practicing manager. In this application project, classical ABC analysis was used to analyze a spare parts inventory of a small but highly automated manufacturing facility in an effort to obtain better inventory control. The results have been implemented and have resulted in operating improvements.
Principles of Operations Research: 4. Miles' Law
Authors: Machol Robert
Published: October 2008

This is the fourth of a series of articles on the principles of operations research. As the reader will note, these are somewhat different from similarly titled subjects in the usual textbooks.