bluuebunny/crossref_metadata_2025 huggingface dataset:
Management Science Process—Subjectivity in Problem Identification
Authors: Eden Colin , Sims David
Published: October 2008

It is our view that not having available a method that can handle subjective views limits the client in the description that he can give to the consultant; he assumes that the consultant is only equipped to handle certain types of information, and there is no point in giving him other types. Such a limitation may leave the client feeling that he has not had the opportunity to describe the features that are the most important ones for him. The experience of most consultants is that when the client is given the freedom to express in his own language that which he feels is important, he will gradually warm to his subject (the problem). This will enable him to tell the consultant about a variety of qualitative and attitudinal factors which are crucial to an understanding of the organizational setting of his problem. Many of these factors are related anecdotally, as “tidbits” of tasty information. These tidbits are usually important aspects of the development of a consultant-client relationship, and yet there has not been available a method for explicitly modeling their significance within the problem.
Planning for Interruptions: The Science of Managing Their Effect
Authors: Growney JoAnne S.
Published: October 2008

This article brings to light the amazing delaying power of too-frequent interruptions, and shows that their effect can be much more devastating than intuition alone would allow us to conjecture. A model is presented for use in assessing the time lost when certain interruption patterns prevail; simple remedies to increase effective use of time are suggested.
The Science of Managing Science: The Training Program at Humboldt University
Authors: Schulze Dieter
Published: October 2008

In 1968 an independent department for science policy studies, named “Department for Theory and Organization of Science,” was established at Humboldt University. In accordance with the principle of unity of research, education, and practice, the main tasks of this section were defined as follows: (1) Training in socialist science management of qualified students for organizing scientific work, (2) Continued education of those active in the practice of science management, especially in the form of postgraduate study, (3) Research in the development of the science of science as insurance for a sound theoretical foundation and for the solution of certain tasks within the framework of socioscientific research (i.e., improving the management at Humboldt University), (4) Training of scientific junior staff in the field of science facilities management at universities and other institutions of learning; tutoring for candidates who are not attached to a specific school, (5) Practical scientific activities and dissemination of information about projects, application research, promotion and support of continued education, papers, etc. and (6) Active participation in international scientific cooperation within the framework of the COMECON member countries, to insure the adoption of the most modern international developments in this branch of science. Cooperation in joint projects with others in accordance with the potential of the department.
Simulation as an Aid in Decision Making at Israel Fertilizers and Chemicals
Authors: Bar-Lev D. , Pollatschek M. A.
Published: October 2008

A case study is presented of the development of a simulator for phosphate processing in the course of which there was mutual feedback between the authors and the company. The problem facing the company was how much and where to invest to increase the overall productivity under changing circumstances. Due to the dynamic nature of the problem and the intricate interrelation between transporting, storage, production segments, and sales, simulation was chosen as the analyzing tool.

The development process consumed 1,450 man-hours, with an $800 computer bill. The simulator was applied in decisions involving nearly $1 million (2% of the yearly sales). One of its recommendations has been actually checked and found to lead to a saving of $60,000 per annum.
The Academician's Choice: Compose or Consult?
Authors: Sennetti John T.
Published: October 2008

For different rates of returns, inflation, and percentage salary increases this article considers the financial choice between a job-related activity (here, article writing) and an outside consulting venture of equal time and duration.
Implementing Linear Programming in a Textile Unit: Some Problems and a Solution
Authors: Bhatnagar S. C.
Published: October 2008

Cotton textiles is a very important industry for India. It represents 20% of the industrial production, 11% of the total exports, and employs 20% of the total labor force in the industrial sector. In recent years, the gross profit margins of textile units have dwindled to 7% of sales. Since the industry is old, 1.4% of sales turnover (20% of gross profit) is being reinvested in modernization.

To combat eroding profits a typical unit is now faced with the problem of controlling costs, improving contribution by defining a suitable product mix, and choosing the right areas for modernization and capacity expansion. In spite of widespread realization of the potential of using linear programming (LP) for product mix, there are hardly any textile units which use the LP on a continuing basis. In the developed countries it may be that most of the time a unit can make more than it can sell and the value of LP dwindles. In developing countries, demand is forever growing and outstrips supplies. There are crippling power shortages requiring that a production plan be made which uses limited production resources optimally.

In this paper we discuss the impediments to the use of LP in textiles, and describe how a software package was designed to facilitate the LP formulation and its implementation in a textile mill.
Applications Reviews
Authors: Millen Roger N. , Hall John R.
Published: October 2008

An overview of articles:

—Operations Research Vol. 28, No. 1, January–February 1980.

—Management Science Vol. 25, No. 6, June 1979 (an error of omission).

—Decision Sciences (AIDS) Vol. 11, No. 4, October 1980.
Management Science: A Complement of Information Services
Authors: Halsey John J.
Published: October 2008

There have been times when conflict has developed between the Management Science and the Information Systems areas. I suggest that we look at the similarities and differences and, if we understand these, we will also understand that we don't have to be the same to be effective partners — and we don't need the conflict.
Production Planning in a Sri Lanka Coconut Mill Using Parametric Linear Programming
Authors: Cabraal R. Anil
Published: October 2008

This paper attempts to analyze, using linear programming techniques, production planning of S.A. Silva & Sons, Ltd., the largest processor of coconuts in Sri Lanka. This was the first attempt of its kind to use linear programming in production planning in Sri Lanka. Thus the major objective was to develop a model useful in acquainting the management with linear programming methods, data requirements, and total systems analysis, while demonstrating the usefulness of the model. This study generated several rules of thumb for maximizing profits.
Information Systems in Management Science—Information Evaluation and Decision Makers' Objectives
Authors: Ahituv Niv , Wand Yair
Published: October 2008

The article is preceeded by a short editorial introduction by the column editor Andrew Vazsonyi of St. Mary's University, San Antonio, Texas.

Theoretically, the value of information is defined as the difference between the value of the business outcome with and without having the information. Although this definition is straightforward, its application to real situations is extremely difficult, if not impossible.

Information Economics (IE) suggests an avenue of approach to the problem via concepts of Decision Theory. In a discussion based on these concepts, Vazsonyi [Vazsonyi, Andrew. 1979. Concerning the dangers of little knowledge. Interfaces 9 (3, May) 78–86.] demonstrates by means of an example that the common notion that the value of information is directly related to the uncertainty it removes is not necessarily correct. He concludes by three statements, the last of which is: “Choice of an information system must be based on your state of mind and cost/benefit analysis, that is, maximization of expected utility.”

This statement is based on another conception; that individual's desire to maximize expected utility. However, utility is not that simple, and often we have multiple objectives and more than one outcome to consider, particularly when an individual is responsible for business decisions.
A System for Workforce-Level Management and Control Within the Government Sector
Authors: Davis Michael W.
Published: October 2008

Within the government, the level of an organization's workforce is influenced by such a variety of factors that an effective system for managing the workforce level is essential. To assist in this function, a Workforce-Level Management and Control System was implemented for the Office of Pesticide Programs of the Environmental Protection Agency. The system integrates the policies and procedures necessary for operation with an on-line Management Information System. The system has been operational for approximately one year, during which time it has become an integral part of the decision process and has significantly improved the accuracy and responsiveness of workforce-level management decisions within the Office of Pesticide Programs.
The Use of Computer Programs in Management Science Education
Authors: Render Barry , Stair Ralph M.
Published: October 2008

This article presents the results of an extensive study of the current use of computer programs in MS curricula. Reporting the findings for 109 business schools, the authors rank the availability, use, and importance of 14 commonly used “canned” MS programs. We conclude that faculty interest in a package of MS computer programs analogous to SPSS is very high. However, current use of most programs, especially in larger business schools and doctoral programs, is not widespread. The study provides an overview of the state of the art in today's computer linkage with Management Science, and the computer hardware currently in use in US business schools.
Interactive Scheduling of a Generalized Flowshop. Part II: Development of Computer Programs and Files
Authors: Hodgson Thom J. , McDonald Gerald W.
Published: October 2008

Put I of this series of articles introduced the concept of evolutionary development in the creation of an interactive scheduling system as a means of overcoming the problems that have beset others and caused the failure of many such attempts at the application of computers to production scheduling. In this part, the development of a successful scheduling system for a Naval Aircraft Rework Facility is discussed in more specific terms. The emphasis continues to be on the evolutionary aspects of development which have led to its successful conclusion: however, a major segment of this article also discusses the problem of bringing the objectives of management for computer-developed schedules into line with the actual capabilities of a computer system.
Purchase-Inventory Decision Models for Inflationary Conditions
Authors: Aggarwal Sumer C.
Published: October 2008

This paper develops two deterministic models for helping purchasing and materials managers in calculating economic replenishment order sizes under two specific situations. Each of these situations (questions) is frequently faced by practicing managers under current inflationary conditions. The two specific situations are: (1) one chance to place an optimum reorder before a step increase in purchase cost; and (2) optimum size of the next reorder considering that any other future reorder will be subject to a constant rate of inflation. For each of these two situations a derivation of the model in presented, and then the usage of each derivation is illustrated in detail with a typical real-world numerical example.
Looking Up at Mathematical Programming
Authors: Tilanus C. Bernhard
Published: October 2008

It is estimated that more people in the world are busy sowing methodologies of mathematical programming than reaping the fruits that these might bear. This paper investigates the fruits: it is looking up from the black soil of practice to the pure air of theory. If mathematical programming may be compared to a pyramid, it turns out that the pyramid is positioned upside-down, a paradoxical position found to correspond with nature.

First results and research plans are discussed in two areas, market research and consumer research of mathematical programming. Market research considers the applications field of methodologies as a whole: which methodologies can be “sold” and in which areas is future demand? Consumer research considers methodologies from the viewpoint of the individual user; he will use benchmarks and other means to evaluate the software products in which the methodologies are incorporated.
Minimizing Inventory Cost
Authors: Phillips Thomas E. , White Kenneth R.
Published: October 2008

In an economy of hyperinflation it becomes imperative for business firms, large or small, to gain control over their costs. Even a slight increase in costs; i.e., costs as a percent of sales, can spell the difference between solvency and bankruptcy. The literature in the field has cast but a cursory glance at specific cost minimization. Authors have concentrated on general rules of thumb to define cost minimization or cost efficiency. While these rules may have been sufficient with past inflation rates, they may not be appropriate at today's rates. An area where improvement of controls will produce lucrative returns is inventory. The problem of inventory levels plays an important role in most organizations. It not only involves a large portion of the investment dollar, but also one of multiple relationships to various activities.
How Much Should You Spend on a Marketing Pretest? A Short-Cut Approach
Authors: Sands Saul
Published: October 2008

Pretesting of proposed marketing actions is a common type of marketing research activity. A key question is whether the information collected in the pretest is worth the cost. Described is a quick and easy way of deciding whether or not to buy additional information in the case of a two-action, two-state-of-nature decision problem. The approach is applicable to the pretest of any proposed marketing action. Its simplicity makes possible the widespread use in marketing of decision theory.
Watching the Whole Doughnut
Authors: Whitin T. M.
Published: October 2008

In a recent article in this journal, B. A. Pasternack [1980] explored the effects of varying the pricing structure so that individual store managers in a highly decentralized chain would make decisions which “more closely paralleled the objectives of the firm.” Using the same type of payment assumed by the author, it is simple to provide the store managers with a pricing structure which makes their objectives precisely equal to those of the firm.

Several of Pasternack's conclusions are shown to be wrong or misleading when viewed in the context of the more general model presented here. In addition, simpler formulas for computation of expected profits are developed, which make possible a brief exploration of the sensitivity of the model's profits to variations in the price of donuts. This indicates that the determination of the optimal price may be of more importance than the problem of setting appropriate incentives for the decentralized manager.
Seeing the Doughnut from the Whole: A Response to “Watching the Whole Doughnut”
Authors: Pasternack Barry Alan
Published: October 2008

In “Watching the Whole Doughnut,” the preceding paper, T. M. Whitin comments upon the methodology developed in my paper “Filling Out the Doughnuts: the Single Period Inventory Model in Corporate Pricing Policy [1980].” Basically, Whitin claims to solve for the optimal solution to the problem presented there, and then uses this solution to examine the additional effects of price changes on profitability. Unfortunately, the solution Whitin develops is clearly suboptimal from both a practical and theoretical standpoint.
Why Projects Are “Always” Late: A Rationale Based on Manual Simulation of a PERT/CPM Network
Authors: Schonberger Richard J.
Published: October 2008

The conventional procedure for determining the expected project completion time is to find the critical path; its duration is treated as the expected completion time for the project. It is known among the community of system simulation scholars, however, that deterministic critical path analysis yields certain conclusions that may be disproven via Monte-Carlo simulation of a project network. (Klingel observed this in 1966.) Although the body of literature on network simulation has grown a good deal in recent years, the concepts generally have not found a place in the decision processes of practicing project managers. In view of the erroneous expectations that deterministic network analysis leads to, there seems to be a need to disseminate network simulation truths more widely and effectively. The approach taken in this paper is to explain the phenomenon of projects “always” being late by proving, in the simplest way possible, that the deterministic critical path understates the likely project duration. The proof is developed via a manual method of simulating a simple network using probabilistic activity times. Some generalizations for improved project management, based on network simulation based concepts, are offered in the final portion of the paper.
Evaluating Computerized Geographic Information Systems Using Decision Analysis
Authors: Ozernoy Vladimir M. , Smith Dennis R. , Sicherman Alan
Published: October 2008

An analysis was conducted to help a consulting firm select a commercial Geographic Information System. Three major objectives concerning software capabilities, hardware capabilities, and vendor performance were considered. A preference model was developed to evaluate alternative information systems based on the decision maker's values. The analysis provided insights for requesting specific improvements to the preferred system. The analysis approach and the results were utilized in purchasing a Geographic Information System.
Seen Elsewhere
Authors: Morgan J. I.
Published: October 2008

Digest presented:

—MANAGEMENT SUPPORT SYSTEMS (The Wharton Magazine, Spring 1981, Vol. 5, No. 3, pp. 27–35) by Arthur M. Geoffrion (UCLA) and Richard F. Powers (Insight).
Applications Reviews
Authors: Millen Roger N. , Hall John R. , Sauter Vicki L.
Published: October 2008

An overview of recent articles from Growth and Change Vol. 12, No. 2, Socio-Economic Planning Sciences Vol. 15, No. 3, and Journal of Regional Science Vol. 21, No. 2.
OR/MS Education
Authors: Greenberg Irwin
Published: October 2008

For most business administration students the required course provides their only contact with Management Science. For a small number of students the course is the first in a sequence that comprises a Management Science major. Since many of the students make their decision to major (or not to major) in Management Science while taking this first course, it is not feasible to set up different introductory courses for the two groups. Under the leadership of Fred Siff, the Decision Sciences Faculty at George Mason University adopted the philosophy that neither group of students is well served by the “model a week” approach taken in most introductory courses. Rather, it was felt that the three or so most useful techniques should be taught in depth. The students who will never take another Management Science course would at least have a greater appreciation of those techniques which have demonstrated their utility in practice and these students might be inclined to attempt to use them. Students who are majoring in Management Science will receive similar in-depth exposure to the topics not covered in the introductory course in the subsequent courses in their major.
Improving Industrial Readiness with Venture Evaluation and Review Technique (VERT)
Authors: Mattheiss T. H. , Moeller Gerald , Kilar James
Published: October 2008

The application of the VERT networking technique to the problem of allocation of maintenance funds to improve the response time of the defense ammunition production base is addressed in this paper. Cursory analysis of the application indicates that savings of several million dollars in the form of ammunition inventory avoidance have been obtained by the expenditure of $50,000.
The Chinese-U.S. Symposium on Systems Analysis
Authors: Gray Paul , Dean Burton V.
Published: October 2008

Since the reestablishment of relations between the United States and the People's Republic of China (PRC) in 1979, a number of contacts have taken place between the OR/MS communities of the two countries. Until 1981, these contacts were in the form of Chinese delegations attending international meetings (e.g., IFORS in Toronto), and joint TIMS/ORSA meetings or travel to the PRC by individual Management Scientists. An account of one such trip, by Leon Lasdon in December 1978, appeared in Interfaces in the February 1980 issue. Others who have visited the PRC include Martin Starr, George Dantzig, John D. C. Little, and Victor Klee. This is certainly not an exhaustive list; however, it does indicate the range of contacts that have been made.

The next logical step for formalizing and extending these contacts is the holding of joint symposia and the undertaking of joint research projects. Such a joint symposium, the PRC-US Symposium on Systems Analysis was held in Xian, the capital of Shaanxi Province, April 17–21, 1981; this paper describes it.
Wheels, Woolsey, Wisdom I, What?, Wisdom II
Authors: Green I. M.
Published: October 2008

An essay about optimization of the number of vehicles used for transportation of students from training site to training site, movement of supplies and equipment, training in motor marches, as well as number of administrative purposes in a military training institution.
The Fifth Column—A (Suboptimized) Island in the Sun or How Not to Optimize Education in the Third World
Authors: Woolsey Gene
Published: October 2008

An essay about an attempt to optimize allocation of future elementary and high schools in an emerging nation. The person in charge, after his proper theoretical analysis using methods acquired during his doctoral studies in the USA, came up with an accurate but intractable model because of the sheer number of variables. The author suggested a much smaller approximation of the problem and gave a more realistic approach to its treatment.
Management Science Process—Phases or Components?
Authors: Graham Robert J.
Published: October 2008

I am convinced that the success of OR/MS depends heavily on the appropriate structure and management of the OR/MS process, much more so than on the elegance of the algorithms applied or the availability of standard computer programs. I therefore believe that much more research should be carried out in connection with the OR/MS process, and much more emphasis should be put on the OR/MS process in the curricula of our field.
A Note on Airline Commuting
Authors: Hansen Pierre , Wendell Richard E.
Published: October 2008

The problem of how to buy and use plane tickets in order to minimize the costs of a given series of flights between two cities can be expressed as an assignment problem.
Behavioral Science—Qualitative Modeling: A Beginning
Authors: Wynne Bye
Published: October 2008

This issue we do the unusual. At the risk of appearing to endorse a commercially available software product. REVEAL is used to illustrate to breakthrough in policy modeling. REVEAL is a decision support system (DSS) generator which enables a user to extend conventional quantitative modeling analysis. The user describes contingent policies in natural language as an integral part of the model. Periodically, the quantitative modeling results are interpreted through the qualitative policy statement(s). Then as a result quantitative model parameter(s) may be reset to stimulate the desired management policy. Thus the trajectory of the “What if” scenario under scrutiny is controlled by the policy(s) which are presumed to apply.
A Good Solution Instead of an Optimal One
Authors: Hernandez J. P. , Proth J. M.
Published: October 2008

The objective of the present work, which was sponsored by the French Ministèrs de l'Industrie, is to save “vulnerable” metals, i.e., those for which supply is uncertain and/or those that have to be imported. The production of alloys at the lowest price from a number of stocks of scrap alloys of various composition and from unalloyed metals has been achieved through the use of a new algorithm built into a computer program. The method differs from the usual linear programming and avoids the shortcomings of the well-known algorithms. Results are given showing the profits foundries can achieve when using this algorithm. Finally, some practical aspects of the introduction of this software in a foundry are presented, with unexpected consequences on the replacement of used-up stocks.
Determination of Optimal Pumping Policy of a Municipal Water Plant
Authors: Sarin Subhash C. , Benni Wahib El
Published: October 2008

In recent years, government, private business, and individuals have shown an increasing concern about the rate of growth in energy consumption due to inflationary pressures, increasing demands, and diminishing energy sources. This concern has led to a critical analysis of the way in which energy is used by all concerned parties to determine what can and should be done to optimize the use of this limited energy. The water distribution system, among public utility systems, is a large consumer of energy in the form of electricity. With the increasing size and complexity of water distribution systems, the pursuit of energy conservation has given rise to the development of better pumping policies to save pumping costs. In this paper we discuss the determination of optimum pumping policies for the water distribution system of the city of Lancaster, Ohio. Dynamic programming is used for optimization.
Applications Reviews
Authors: Millen Roger N. , Hall John R. , Sauter Vicki L.
Published: October 2008

A brief overview and listing of several application results published in other related journals.
Management Science Process—“Give the Kid a Number”: An Essay on the Folly and Consequences of Trusting Your Data
Authors: Graham Robert J.
Published: October 2008

Most Management Scientists consider themselves realists. We believe there is a real world “out there,” that natural laws do indeed exist, that we can discover these laws, and that we can build mathematical models to study these laws. We draw heavily on the physical, biological, and mathematical sciences to help construct our world views. One of the most significant symbols in our world is data—the stuff forming the very foundation of our models, whose very existence confirm the reality that we assume. Data are numbers that reflect the hard facts of life—or so I was led to believe during my process of initiation to this field. However, in the years since my release from graduate school, I have yet to encounter any situation when the data reflected any agreed-upon “reality.” The usual situation is that there are many versions of reality and the data provided reflect an approximation of one version of this reality—maybe. Most likely, the data reflect what most people wish was reality or what people want you to believe is reality. The purpose of this essay is to review some of the common assumptions and misperceptions made about data and to examine the folly and consequences of believing the concept that objective data indeed exist.
Power to the People—A Fable
Authors: James l'Abbé
Published: October 2008

The real author wrote this paper under the pseudonym l'Abbé James.

Any professional, and particularly a professional Management Scientist, likes to have a certain visibility within the organization. Beyond any of our ego trips is the need to be recognized so that the people who use our services will know who we are, what we can do for them, and where to find us. Outside of the organization, we like to have a certain visibility within our professional world. It helps us to keep us with the latest techniques and allows us to meet new people with ideas that we ourselves might be able to use.
An Application of Goal Programming to Resolve a Site Location Problem
Authors: Schniederjans Marc J. , Kwak N. K. , Helmer Mark C.
Published: October 2008

This paper illustrates the use of a goal programming model to resolve a trucking terminal site location problem. This is accomplished by allowing consideration of quantifiable personal preferences of the individuals who provide and use the truck terminal's services.
The Passenger-Mix Problem in the Scheduled Airlines
Authors: Glover Fred , Glover Randy , Lorenzo Joe , McMillan Claude
Published: October 2008

Deregulation has opened up many opportunities and challenges in the transportation industry—opportunities to increase profits and challenges to keep from being outflanked by competition. A goal of particular interest to the scheduled airlines is to set prices more adaptively and to change them more rapidly. A difficult problem arises when many passengers with different itineraries compete for a limited number of seats on a single-flight segment. The problem is complicated by the existence of different fare classes, many flight segments, and different demands across time. For any given set of prices, flight-segment capacities, and passenger-carrying demand, there is some number of passengers at each fare class on each flight segment that will optimize revenue. Knowledge of such an optimum can be used not only in pricing analysis but also in setting policies to influence the passenger fare-class mix so that the optimum will be more nearly achieved in actual practice.

We describe a method for identifying the optimum fare-class mix and the design of a system for that purpose which we built and implemented for Frontier Airlines. The recognition and formulation of the problem has become even more important as the number of aircraft in the sky has been reduced and the competition for a limited number of seats has become more intense.
Showing that the Low-Cost Route to More Data Processing Capacity Will Work
Authors: Taylor Randolph J. , Evans Walter F.
Published: October 2008

This paper describes how several key elements of a model-based analysis were handled. These were establishing credibility, gaining acceptance from recognized technical authorities, selecting the appropriate measurement parameters, and determining the most effective modeling technique. Specifically, a simulation model was developed and used to determine that a 23% increase in data processing throughput could be expected if existing tape drives were replaced with drives that were 60% faster.
Two Theories of Zero-Base Budgeting
Authors: Windsor Duane
Published: October 2008

The literature on zero-base budgeting (ZBB) has been confused by the implicit (but incorrect) assumption that there is a single, comprehensive theory of ZBB applicable to both the private and public sectors as well as to all levels of government. This assumption, which arises out of the circumstance that must authors and practitioners fail to distinguish properly between the theory and the method of ZBB, has strongly colored the ad hoc interpretation of user experiences with ZBB. Evaluation of ZBB efforts has occurred within the framework of a “theory” that literally does not exist. A specific set of techniques or procedures (decision packages prioritized or ranked by managers subject to budget guidelines) has been treated as a theory of ZBB (which must address the larger question of to which types of budgeting decisions those techniques can he successfully applied and under what environmental conditions). This paper argues that we require two theories of zero-base budgeting as well as a separate theory of zero-base review (ZBR) in the public sector. One theory of ZBB must deal with indirect costs in business or government: another theory of ZBB, with discretionary spending in government because of the environmental differences between the private and public sectors, and third, a theory of ZBR is needed for nondiscretionary spending in government. By extension of the analysis used to delineate these theories, we should anticipate possible variations by level of government and type of business (e.g., industrial versus service.).
Improving the Effectiveness of Management Services
Authors: Nadler Gerald
Published: October 2008

Whatever your disciplinary background—decision science (DS), industrial engineering (IE), information systems (IS), Management Science (MS), Operations Research (OR), or systems analysis (SA)—your education consisted almost completely of models and techniques.

What is disconcerting to me (during my over 12 years on the Board of Directors of a nearly $100 million manufacturing firm) is to watch management services professionals rely on techniques, “accuracy” of measurements and models, and jargon in seeking approval for a recommendation (even for more accurate and detailed models and techniques). In addition, the professional far too often believes the technique or model led to the solution, rather than serving as one (quite minor) factor in arriving at accepted or implemented effective and innovative responses and changes.

Then how is a management services person to practice effectively? Through a conversion-to-practice linkage not often described or taught between the tools of the trade and the many other factors. The key link is a “total approach” which shows how to decide when a technique is or is not useful, and how to interrelate appropriately with the real-world organization and environment.
Information Systems in Management Science—Computer-Supported Gedankenexperiments
Authors: Vazsonyi Andrew
Published: October 2008

There is certainly one good thing about Decision Support Systems: the discussions about them force us to reexamine the philosophy and outlook of our field. We have labels like Operations Research, Management Science, Management Information Systems, Decision Analysis, Simulation, Corporate Planning Models or just Planning Models, Scenario Writing, Subjective Expected Utility Theory, and even Management Support Systems. The differences between these fields have been stressed, but is there a commonality encompassing the approach, or at least part of the approach, to all these efforts? And if there is such a paradigm, is it useful to discuss it? I think so, but to reach such a common basis we need to go beyond our field to a higher level of abstraction.
Discounting a Slow-Moving Stock Item
Authors: George John A.
Published: October 2008

Discounting to below cost may be profitable when by so doing cash is made available for regular stock which is turning over more rapidly. This note discusses two models for deciding the minimum discount price. It compares these methods with an existing method by Levary.
Two False Endings to the Modified Assignment Problem: A Solution
Authors: Hesse Rick
Published: October 2008

Dr. Bharath brings to light a point raised also in personal correspondence by Dieter Klein, Worcester Polytechnic Institute in the fall of 1980 about Stern's modification of the assignment algorithm to solve the transportation problem which resurfaces in Hesse/Woolsey. The condition described is indeed necessary but not sufficient and is analogous to a regular assignment problem having zeros in every row and column but still without a zero-cost allocation. In the modified method, when this happens, lines must be drawn again such that the total of the supplies and demands lined out are strictly less than the total supply (or demand).
The Law of Conservation of Mass Mess (An Act in Three Plays)
Authors: Leon Say J.-B.
Published: October 2008

The real author wrote this paper under the pseudonym J.-B. Leon Say.

An essay about maintenance and need to count inventories.
Leave Practitioning to the Practitioners
Authors: Yantis Betty , Nixon John E.
Published: October 2008

Over the years it has been assumed (and corroborated by college professors) that professors make a significant contribution to business through their consulting and that, in turn, the consulting contributes to the experience of the educator and therefore to his competence in the classroom. There is little argument about the benefit of consulting that allows an educator the opportunity to meaningfully, beyond the dog-work level, involve competent students in real-world learning experiences; however, all too frequently this is not the case. Seldom, if ever, has this hypothesis been challenged by the academic community. It has become somewhat of a “sacred cow.” Perhaps it is time to examine this position a bit more objectively.
Applications Reviews
Authors: Hall John R. , Millen Roger N. , Sauter Vicki L.
Published: October 2008

A brief overview and listing of several application results published in other related journals.
Seen Elsewhere
Authors: Morgan J. I.
Published: October 2008

“Seen Elsewhere” consists of digests of articles on the application and implementation of management science seen in other publications.

Contributions to this section are wanted. If you come across an article which is on the leading edge of the practice of management science, send it or a digest of it to the “Seen Elsewhere” editor. We welcome additional regular contributions or editors-at-large.
Production and Operations Management: Editorial Guidelines
Authors: Steinberg Earle
Published: October 2008

The central thrust of Interfaces is to present outstanding examples of application of theory in management science. In the production and operations management area we will be interested in quality applications in the areas of production, inventory control, manufacturing systems, distribution, transportation, quality control, and job design. Also of interest are work measurement, project management, materials handling, facility layout, facility location, scheduling, maintenance, purchasing, and procurement.
A Commentary on Strategic Management
Authors: Hax Arnoldo C.
Published: October 2008

Strategic planning has experienced an extraordinary evolution in recent years. It is a central concern for practicing managers who are confronted, particularly in the last decade, with a turbulent and complex environment. Intensive global competition, social militance, energy problems, persistent inflation, high interest rates, technological breakthroughs, and government regulations are all problems managers confront in establishing a long term defensible position against their competitors. This is the essence of strategic planning.
Misapplications Reviews: An Introduction
Authors: Barnett Arnold
Published: October 2008

Our capacity to solve many kinds of difficult problems has grown enormously in recent years, because astounding advances in computer capability have been accompanied by major theoretical breakthroughs in operations research and statistics. But this progress, like most other advances, has its less savory underside. The widespread availability of sophisticated computer packages has put mathematical bazookas in the hands of some people who would be dangerous with an abacus. The result has been a distressing number of studies that contain everything but common sense, performed by individuals who do not know the underlying assumptions of the models they are using, let alone whether they are relevant to the problem at hand. All too often, exhaustive efforts to gather and analyze data have yielded no useful information about the question that motivated them.
Information Systems in Organizations
Authors: Hoffer Jeffrey , Keen Peter
Published: October 2008

The 1960's were devoted mainly to computer hardware developments, and the 1970's to software tools. Now, the challenge is to put the technology to work. Information systems can touch the breadth and depth of an organization. Our guide to the future is in the study of successful innovations in information systems within organizations.

Papers on information systems should describe current practical applications of information technology. While research is needed to guide practice, practice is a form of research which validates worthwhile systems and identifies limitations, problems, and issues for study. We seek papers that relate research to practice and practice to research.
Issues in Public Policy: Editor's Statement
Authors: Chaiken Jan M.
Published: October 2008

This functional area encompasses work related to the public sector in some way, including private sector research that has an impact on public policy. For example, I welcome contributions covering topics such as health services, criminal and civil justice, national security, municipal or state finance, international relations, federal energy policy, military resource management, logistics, and decision making in government. I want Interfaces to become as interesting and useful for elected officials and government agency heads as it has been and will continue to be for corporate managers.
Judging the CPMS/TIMS Prize Winners
Authors: Lilien Gary
Published: October 2008

This issue of Interfaces, printing the CPMS/TIMS prize winners, is most eagerly awaited by many readers. It is an important issue because the papers report some of our more impressive professional successes. This year's competition was the first I attended. I am sorry that I waited so long. If this year's finalists were any indication, over the years I have missed many outstanding presentations of successful implementations of management science.

From a set of over 30 applicants, 17 semi-finalists were selected. Each semi-finalist was assigned to a “verifier” from the CPMS council. The verifier, through extensive interviewing within the applicant's organization, helped determine the impact of the management science contribution on that organization. From this information, seven finalists were chosen. Each finalist was assigned a coach, a CPMS member whose job was to help the finalist prepare the written and oral project reports.
The Interfaces Readership Survey
Authors: Haight Mary , Reichenbach Tamatha , Yoon Eunsang
Published: October 2008

At Gary Lilien's request, a survey was conducted of Interfaces readers. Its purpose was to provide a benchmark for editorial, pricing, and advertising policy decisions.

Here is a summary of the results with verbatim comments from readers interspersed.
Tinker Toys and Christmas Trees: Opening a New Merchandising Package for Amoco Oil Company
Authors: Dyer James S. , Lund Richard N.
Published: October 2008

To define and evaluate new strategies for merchandising Amoco gasoline, motor oil, tires, batteries, and accessories, Standard Oil (Indiana) used a combination of judgmental modeling and multiattribute utility theory. The model combined objective data and subjective assessments to calculate objective weights for the multiattribute model. Ordinary sets of Tinker Toys were used to demonstrate the analytical approach of the model to management. Another visual aid, “the Christmas tree,” was used to display new merchandising strategies. A guaranteed car repair strategy, Certicare, was selected and is projected to improve annual profit by $10 million and to strengthen the dealer organization.
Developing Generation Construction Plans for the Potomac Electric Power Company: Management Science in Utility Regulation
Authors: Graves Joseph S.
Published: October 2008

To assist the Public Service Commission of the District of Columbia in overseeing the construction plans of the Potomac Electric Power Company, Resource Planning Associates, Inc. (on behalf of the Commission staff) independently developed long-term capital expansion plans for the utility. Such decisions in this extremely capital-intensive industry have effects for up to 50 years and involve billions of dollars in initial expenditures and several times more in future retail rates. In a publicly scrutinized, trial-like, adversary situation, in spite of the inherent uncertainties in and the complexities of the issues being addressed, our analysis showed how substantial savings could be achieved (as much as 15 billion dollars depending upon the future values of uncertain and uncontrollable variables), and convinced the Commission that their action was necessary.

To do this we used state-of-the-art methods for generation planning and a new framework for strategic planning under uncertainty.
From the Shadows: Earthmoving on Construction Projects
Authors: Perry Chad , Iliff Mike
Published: October 2008

The finalists' papers from the 1982 Management Science Achievement Award competition were the stars of December's special issue. Here, I commend to your attention an account of an LP application from Australia. It was not a finalist in the competition; indeed, it was not even submitted to the competition. But, by comparing it to the finalists' papers, we can draw some useful inferences about the potential value of solid LP applications.

The article deals with minimizing earth-moving costs at an airport construction project. The two resulting LP models are straightforward, simple, and small. The smaller one is a pure transportation model with 4 sources and 5 destinations, yielding an LP structure with 9 rows and 20 columns. The larger one is about twice as large in each dimension. In terms of model size and structure, this application might well be an illustrative example in an introductory MS/OR textbook. But it's not a made-up example; it's real. This tiny example produced demonstrable savings of about $400,000 over the best that experienced “engineering judgment” could yield and, consequently, influenced operations in the field run by non-LP-oriented managers.
MS/OR Education
Authors: Greenberg Irwin
Published: October 2008

In the August 30, 1982 issue of Business Week, an article headed “Hard times push B-schools into basics” states that: “In response to pressures created by the recession and by fierce competition from abroad, U.S. companies are beginning to demand that business schools supply them with graduates who have specialized in operations and people — not just numbers.” The article mentions the growth of operations management courses at some of the better-known business schools and it describes how some major corporations are working with the schools to develop these courses.

I would like to ask for the reactions of the MS/OR community to this trend. In particular, I would like to hear from those outside the academic world, those in business, industry, and the public sector. Do MS/OR practitioners agree with the demands cited above?
Applications Reviews
Authors: Hall John R. , Millen Roger N. , Sauter Vicki L.
Published: October 2008

“Applications Reviews” is a guide to accomplished or partial MS/OR applications, cited in articles appearing in many of the major journals of the field. We cover only applications—except for the occasional brief mention of a survey article or special issue—and so do not claim to cover all the best articles in MS/OR. The abstracts are purposely kept short to emphasize breadth of coverage over depth; we try to tell you what modeling approach has been applied to what problem, and if possible the size and character of the improvements achieved as a result.
Seen Elsewhere
Authors: Morgan J. I.
Published: October 2008

“Seen Elsewhere” consists of digests of articles on the application and implementation of management science seen in other publications.

Digests presented: —“MANAGEMENT THEORY: Retreat to the academy” (Business Horizons, Vol. 25, No. 4, July—August 1982, pp. 31–37) by Joseph W. McGuire (University of California at Irvine). —“Turning baseball into a science” (Discover, June 1982, Vol. 3, No. 6, pp. 28—31) by Kevin McKean. —“Diagnosis by computer” (Discover, September 1982, Vol. 3, No. 9, pp. 63—5) by Kevin McKean.