bluuebunny/crossref_metadata_2025 huggingface dataset:
An Introductory Tutorial on Stochastic Linear Programming Models
Authors: Sen Suvrajeet , Higle Julia L.
Published: October 2008

Linear programming is a fundamental planning tool. It is often difficult to precisely estimate or forecast certain critical data elements of the linear program. In such cases, it is necessary to address the impact of uncertainty during the planning process. We discuss a variety of LP-based models that can be used for planning under uncertainty. In all cases, we begin with a deterministic LP model and show how it can be adapted to include the impact of uncertainty. We present models that range from simple recourse policies to more general two-stage and multistage SLP formulations. We also include a discussion of probabilistic constraints. We illustrate the various models using examples taken from the literature. The examples involve models developed for airline yield management, telecommunications, flood control, and production planning.
Mission Planning for Synthetic Aperture Radar Surveillance
Authors: Panton David M. , Elbers Anita W.
Published: October 2008

The Microwave Radar Division of the Defence Sciences and Technology Organisation employs synthetic aperture radar to obtain high-resolution images of selected ground targets. It uses this device, mounted on an aircraft, to scan up to 20 rectangular regions called swaths to obtain images with resolutions down to one meter. Missions consisting of a designated sequence of swaths and flight paths are planned using mapping software. Previously DSTO had been determining the best tours for missions by visually tracking possible swath sequences from a starting base to an ending base. This method was time consuming and did not guarantee optimality in terms of distance traveled. We developed optimization software tools to plan mission tours more efficiently. DSTO can now plan missions with up to 20 swaths in a few seconds, rather than the hour it took using the visual approach. Proposed tour lengths show an average improvement of 15 percent over those manually produced. The software incorporates methods for dealing with the operational problems of no-fly zones and shadowing associated with images.
A Data Envelopment Analysis of the Operational Efficiency of Bank Branches
Authors: Golany B. , Storbeck J. E.
Published: October 2008

We performed a multiperiod data envelopment analysis (DEA) study of the efficiencies of selected branches of a large US bank (which we will call Big Bank) over six consecutive quarters (second quarter of 1992 to the third quarter of 1993). We developed a number of innovative application tools, including budgeting and target-setting modules, within a DEA framework that we subsequently customized for Big Bank. Within the performance-evaluation framework, we developed the ability to identify different potential groupings of branches that supported the multiple user views of the system. We also developed procedures to evaluate trends over time and differences in performance across user-defined aggregations of branches. We paid attention to the interface with the end users and, in particular, developed presentation tools to make the outcomes of the analysis available to managers at different levels of the bank.
The Wisconsin Division of Narcotics Enforcement Uses Multi-Agent Information Systems to Investigate Drug Crimes
Authors: Bhaskar Rahul , Pendharkar Parag C.
Published: October 2008

We built a multi-agent information system (MAIS) called Sherpa using distributed artificial intelligence architecture. The system integrates distributed knowledge sources and information to help the Wisconsin Division of Narcotics Enforcement (WDNE) make decisions about the level of charges against a drug crime suspect. Sherpa outperforms the existing system in the identification of criminals.
Resource Allocation Capabilities of Commercial Project Management Software Packages
Authors: Kolisch Rainer
Published: October 2008

This study concerns the quality of seven commercial project management software packages in allocating resources. Since the methods employed in these packages are proprietary, the quality is measured in terms of the deviation from an upper bound of the minimum makespan. As benchmark instances, a set of problems generated under a factorial design is used. Statistical tests are performed to investigate the impact of the problem parameters and to detect significant differences in quality among the packages.
Practice Abstract
Authors: Keefer Donald L.
Published: October 2008

Practice Abstracts carries short reports of specific current or recent OR/MS projects. Often these reports are based on existing documents, such as internal reports or company newsletters. We hope that these abstracts will be accessible, interesting, and valuable to practitioners in other organizations. Contributions should be sent for evaluation to the editor of “Practice Abstracts,” Donald L. Keefer, Department of Management, Arizona State University, Box 874006, Tempe, Arizona 85287-4006 [Don.Keefer@ASU.EDU].
The Daniel H. Wagner Prize for Excellence in Operations Research Practice
Authors: Discenza Joseph , Murphy Frederic H.
Published: October 2008

CPMS, the practice section of INFORMS, strives to support OR/MS practitioners by publicizing OR/MS success stories and by connecting professionals with similar interests. To further this objective, CPMS is pleased to present the results from the first competition for the Daniel H. Wagner Prize for Excellence in Operations Research Practice, established in memory of the late Daniel H. Wagner.
Editorial: Interfaces at the Speed of the Internet
Authors: Harrison Terry P.
Published: October 2008

Few organizations have been unaffected by the rapid change and availability of information technology (IT), especially the ubiquitous Internet. INFORMS has recently taken an important step to make a new kind of Internet service available with INFORMS Pubs Online (IPOL). IPOL (http://pubsonline.informs.org) provides the ability to access and perform a full text search of current INFORMS journals. As the new editor of Interfaces, I want to describe some of the recent Internet-based features and capabilities we have put in place for the journal.
The Teachers' Forum: Two Looks at the Spinner Experiment
Authors: Ingolfsson Armann , Zalkind David
Published: October 2008

Two Looks at the Spinner Experiment are presented. (1) “ ‘Obvious’ Abstractions: The Spinner Experiment” by Armann Ingolfsson, and (2) “Another Take on the Spinner Experiment” by David Zalkind.
A Dialogue Process for Choosing Value-Creating Strategies
Authors: Bodily Samuel E. , Allen Michael S.
Published: October 2008

A decision process has proven effective in three activities that are key to value creation: choosing an excellent strategy, actually bringing about change, and operating effectively with the new strategy. The dialogue is between a decision board and the strategy team as they work through six steps of a decision process. This process is focused on alternatives and implementation and is founded in decision analysis. Strategy frame-works and structuring tools are key to assessing the business situation. Risk and value trade-offs are made explicit, leading to concrete proposals to add value and reduce risk. Explicit plans for action are developed as the strategic alternative is chosen. Companies have developed strategy insights using this process, as we illustrate with examples from the pharmaceutical industry.
Valuation of R and D Projects Using Options Pricing and Decision Analysis Models
Authors: Perdue Robert K. , McAllister William J. , King Peter V. , Berkey Bruce G.
Published: October 2008

A combination of options-pricing techniques and decision-analysis tools forms a practical process for evaluating R and D projects in a way that correctly values the impact of decision flexibility and the inevitable technical and commercial uncertainties. The options perspective leads to research-funding and project-selection decisions that can be radically different from those developed using the standard net-present-value financial rule. Decision-analysis tools simplify data acquisition. We applied the process at the Westinghouse Science and Technology Center using 13 embryonic research projects as a pilot test and subsequently applied it to the center's complete portfolio of research projects. Such an approach can be cost-effective for the type of scaled-down and decentralized research efforts that increasingly characterize US industry and can help research managers to optimize the level and composition of their research portfolios.
Simple Probabilistic Evaluation of Portfolio Strategies
Authors: Poland William B.
Published: October 2008

An important part of evaluating portfolio strategies is calculating probability distributions of key value measures, such as the net present value (NPV) of free cash flow. This task can be computationally daunting when the portfolio consists of many businesses or assets, so we have applied an approximate method that quickly captures the location, spread, and tilt (mean, variance, and skewness) of the portfolio distribution. We have also developed displays of the results that nontechnical senior managers can understand readily. These techniques allowed us to interactively explore portfolio strategies with the executive team of a packaging and plastics company comprising 20 businesses and to identify strategies with the potential to more than double NPV with reduced risk. We have since applied these techniques successfully in the pharmaceutical, oil and gas, telecommunications, chemical, and entertainment industries.
Goals Measurement System (GMS)—A Quantitative Procedure for Evaluating Program Effectiveness
Authors: Golding E. I.
Published: October 2008

The need for measuring, within a quantitative framework, both the degree of achievement and the value (i.e., benefit) to society of government sponsored programs is a major challenge and dilemma. The objective of this paper is to propose the use of a method which would not only address this problem but also provide a systematic way of tracking the performance of complex programs over a specified time period. For the purposes of this paper, a complex program is defined as one that contains a system of subactivities that by design purposefully interact, combine, modify or duplicate each other in order to achieve the overall goals of the program.
Programming Counterproductive Methods to Insure the Rapid Termination of Operations Research/Management Science Departments
Authors: Fenske Russell W.
Published: October 2008

A humorous account about what hurts OR/MS departments, established in large organizations, the most.
Comments With Regard to Standards for Comparison of Algorithm Performance
Authors: Adamczyk T. J.
Published: October 2008

In a recent issue of INTERFACES (November 1971), Dr. J. P. Ignizio (Ignizio, J. P. 1971. On the establishment of standards for comparing algorithm performance. Interfaces 2 (1, November).) discussed the algorithm selection problems that confront the Operations research practitioner. A set of recommendations were proposed, leading to the establishment of publication standards. There is high merit in Dr. Ignizio's proposal, for it is widely recognized that many in the OR community pride themselves for development of sophisticated algorithms, a pride that is justly deserved; but there is very little attention given to the matter of algorithmic practicality and workability. A framework is needed that will assist the evaluation of proposed techniques. Such a framework can only come about through the development of the standards that Dr. Ignizio proposes.
Management Science Roundup
Authors: Bucatinsky Julio
Published: October 2008

In this issue:

—“SOAP: A Management Science success story”;

—“Management, employment and the economy in the U.K.”;

—“Management sciences, computer applications and industrial development in Cairo”;

—“News from Los Andes, Columbia”;

—“OR/MS at St. Louis Police Department”;

—“Dow Chemical gets federal contract”;

—“Seen Elsewhere: (1) Optimization of the Olefins Manufacturing Technological Process, (2) Nonlinear Programming Model of Crew Assignments for Household Refuse Collection, (3) Some Recent Developments in n-Person Game Theory, (4) Statistical Forecasting in the Bell System, (5) Planning and Managing Process Computer Projects, (6) Analog and Digital Simulation. A Comparison, (7) On Line Adaptive Control Method, (8) Linear Programming Model for Cargo Movement Evaluation, (9) Financial Risk Analysis, and (10) Cluster Analysis”;

—“Bulletin Board: (1) TIMS Meetings, (2) Tentative structure of program, (3) The structure of the organizing committee, (4) Other Meetings/Symposia, (5) Personal notes, (6) Notices, (7) Report of committee on elections, and (8) Letters”.
Progress in the Management Sciences
Authors: Magee John F.
Published: October 2008

Recent meetings of The Institute of Management Sciences bring home the growth and maturing of the management sciences. For example, the theme of the XIX International Meeting in Houston, Texas, April 4–8, was “Management Science, Ecology, and the Quality of Life”; this was closely followed by the meeting of the United Kingdom Section in Oxford, April 17–19, concerned with economic growth and employment policy. The discussions at these meetings indicated how the management sciences can contribute to the understanding of human institutions in relation to their purposes and environment and to the more effective organization and management of these institutions. As a participant in each, I was compelled to reflect on the progress made in the management sciences in the twenty years, roughly, since the founding of TIMS. The founding members of TIMS, and for that matter those of our sister societies such as ORSA, ORS and other members of IFORS, might have privately dreamed of contributions to issues with such scope, sweep or significance as those discussed at our recent meetings, issues as broad and ill-defined as “the quality of life.” I doubt if they would have dared publicly to claim the potential for significant contributions (A revised version of the Presidential Address presented to the TIMS XIX International Meeting in Houston, Texas, April 1972).
A Parable on the Understanding of a Management Information System
Authors: Swanson E. Burton
Published: October 2008

An essay about the design and understanding of management information systems.
Management Science Roundup
Authors: Bucatinsky Julio
Published: October 2008

—“Unsuccessful Planning Models I Have Known”;

—“Site Selection of Bank Branches”;

—“Establishment of Service Center Requirements”;

—“Post-Conference Report”;

—“Rio Symposium on Computer Education for Developing Countries”;

—“Bulletin Board”.
Modelling Through
Authors: Dorfman Robert
Published: October 2008

An ecosystem is a system, and if it is ailing, as ours seems to be, the course of treatment begins with a good dose of systems analysis. There is consequently in progress a very large effort to construct and interpret systems analytic models of ecosystems from the Delaware Estuary to San Francisco Bay and beyond. This paper will review the general features of such ecosystem models. Special emphasis will be laid on their limitations, since it is only by facing these limitations candidly that we shall be led to direct our attention to the critical defects that have to be overcome before the models can be accepted as trustworthy guides to decisions.
Management Science Roundup
Authors: Bucatinsky Julio
Published: October 2008

—“Input/Output Models: Anybody Using Them?”;

—“Input/Output: An Interview with Gerard Piel”;

—“Ralston Purina Unveils New CRT-Based Logistics System”;

—“Management Science/Operations Research in Argentina”;

—“What are the Scientists Doing?”;

—“News: Simulation Symposium”;

—“News: TIMS XXII Rolls On”;

—“Bulletin Board”.
Professionalism: The Need for Standards
Authors: Brewer Garry D.
Published: October 2008

The flood of professional publications, which presents an information crisis of the first order, has now begun to produce a second-order crisis in its evaluation. Most professions are inundated with new literature. As a result, only a few books get reviewed, and those that do are often reviewed poorly. According to a political scientist who recently kept score on reviews of his latest book, the malady has several aspects: (1) Books whose subject matter suit them for review in certain journals are not reviewed in those but in other journals that are much less pertinent to the topic; (2) The assignments of individual reviewers to books is haphazard and results in incompetent reviews; (3) The “non-review” prevails: reviewers peddle their own intellectual wares instead of discussing the contents of the book in question and (4) Outright dishonesty occurs: distortion and misquotation shade off into plagiarism. These are strong assertions whose general applicability may not always hold; however, the issue of reviewer competency and the quality of reviews is worth more detailed consideration.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N.
Published: October 2008

An essay about the so-called “not invented here” syndrome that influences relations between in-house management science groups and outside consultants.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N.
Published: October 2008

Sometimes we in management science are our own worst enemies. We tend, at times, to over-research a problem, over-model it, over-data-gather and over-agonize about the entire analytical process. In short, sometimes we make more of a big deal of the routines of analysis than is justified by the type of result required and the management need. We impart a precision not really needed and do far more than management really wants or is justified by the level of problem being addressed.
Organization Design: An Information Processing View
Authors: Galbraith Jay R.
Published: October 2008

The purpose of this paper is to explain why task uncertainty is related to organizational form. In so doing the cognitive limits theory of Herbert Simon was the guiding influence. As the consequences of cognitive limits were traced through the framework various organization design strategies were articulated. The framework provides a basis for integrating organizational interventions, such as information systems and group problem solving, which have been treated separately before.
The Fifth Column—O. Tempora, O. Mores, O. C. Jackson Grayson, Jr.
Authors: Woolsey Gene
Published: October 2008

In recent article in the Harvard Business Review [Grayson, C. Jackson, Jr. 1973. Management science and business practice. Harvard Bus. Rev. (July–August) 41–48.], Dr. C. Jackson Grayson discussed the shortcomings of the MS/OR establishment. The article clearly implies that, by and large, practitioners of MS/OR wouldn't know how to punch their way out of a paper bag. Another monumental implication seemed to be that the professon, with very few exceptions, was made up of either fools or knaves. One is left with the uneasy feeling that the MS/OR profession is moving in time to a stately pavane [2], while the world that needs our help is getting its vibes from Alice Cooper or the Led Zeppelin [3].

At the time of this writing, this columnist is not aware of any real reply to, nor discussion of, Dr. Grayson's article in the MS/OR literature. This unfortunate situation, it is hoped, will be somewhat rectified by the following discussion from an admittedly pragmatic point of view.
The Sources and Uses of Sensitivity Information
Authors: Blanning Robert W.
Published: October 2008

The central concept of management science is the concept of a model—that is, a relationship between those variables under the control of a decision-maker (decision variables), those not under his control (environmental variables), and one or more measures of cost or performance. To solve a model means to (1) experiment with the model to calculate the anticipated cost and performance of proposal decisions (simulation) or to calculate the decision variables that minimize or maximize a single measure of cost or performance with constraints on other measures (optimization), and (2) to perform sensitivity analyses that measure the rate of change of the “output” of the model (the cost and performance measures) with respect to the “inputs” (the decisions and the environment).

The management science literature has emphasized the former objective, and in many cases the latter has been a byproduct. Optimization techniques often provide some useful sensitivity information with little or no additional computational effort once an optimal solution has been calculated. Simulations do not admit sensitivity calculations as easily. Since the sensitivity studies are usually accomplished by performing multiple simulations with marginally different inputs, the cost of performing such studies can be quite large. Therefore, it appears useful to outline the way in which sensitivity analyses are used in decision-making and to examine the way in which they are generated, with a view to reducing the computational effort needed to produce useful sensitivity information.
The Fifth Column—Homage to W. A. C. Bennette and The Canadian Operations Research Society or “Entia Non Sunt Multiplicanda Praeter Necessitatem”
Authors: Woolsey Gene
Published: October 2008

It has long been one of the basic working tenets of this writer to concentrate on the political problems in getting Management Science used. Too often the political problems are given a definite back seat to the technical problems. The result of such short-sightedness is usually initial enthusiastic acceptance of a model with eventual failure of implementation.
Navy-Supported Research—Why Not?
Authors: Linnenbom V. J.
Published: October 2008

An essay about oceanographic and other discoveries that were performed as research backed by the Navy.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N.
Published: October 2008

“Planning and decision making,” management scientists are fond of saying, “are the objectives of management science application.” These are the words which we hear over and over in the pursuit of daily life of the typical management scientist. And they are certainly true. But what should be our goals, organizationally, in order that management science have the greatest effect on planning and decision making in the organizations we serve? The possibilities are many. Management science literature is replete with impassioned exhortations for getting management science techniques to the highest levels of management. Our ultimate objective, it would appear, is that an elite management science group sit at the right-hand of the chief executive ready to advise on all major issues of concern. This concept of the ultimate objective of management science was common in the late fifties and early sixties.

Others have suggested that perhaps our objective ought to be not as advisors to the chief executive, but to be the chief decision making instrument of the organization itself. This concept also was fairly common in earlier days.

Let us now look realistically from our current vantage point, the mid-seventies, at what our objectives might reasonably be, and where management science can ultimately hope to go in the typical organization.
The Fifth Column—Some Reflections on Surviving as an Internal Consultant, Azerbaijan, & Two Thieves
Authors: Woolsey Gene
Published: October 2008

Whenever I speak before a local TIMS and/or ORSA chapter, certain questions keep occuring. One of the most frequent questions runs something like: “Well, I agree that you can do what you suggest, but you must recognize that I am an internal consultant, now tell me what will work for me.” The inference is clear, that there is a profound difference between being an internal consultant and an external consultant. Further it is usually implied that an external consultant has much more freedom to say and do outrageous things than the internal one. Also everyone understands that the external consultant can always leave (money in hand), and never be seen again, while the internal consultant has to stay and face the music. For this reason many internal consultants count the days when they can leave Amalgamated Conglomerate Inc. and go into business for themselves. It doesn't often take too long before they are back being an internal consultant again, sadder, wiser, and in debt. Let's take some of the common problems of the internal consultant and consider some tactics for survival.
Behavioral Science—“Look Ma, I'm Simulating”
Authors: Braunstein Daniel N.
Published: October 2008

As organizational and individual behavior theories attempt to account for more variation in their data, it becomes necessary to use more complex models to describe the new theories. It may be especially pertinent to include dynamic, that is, time-based, variables. Hence, the question is often raised by the computer sophisticates: “Why don't the behavioral researchers use the computer more for simulation of an essentially changing probabalistic environment so that they may test complicated models, rather than batch-processing endless amounts of primitive data? In reviewing some of my possible answers to this question, I wonder if there aren't some generalizations one could make regarding relationships between management science and the rest of the research world?
Behavioral Decision Theory: A Topical Bibliography for Management Scientists
Authors: Barron F. Hutton
Published: October 2008

The purpose of this topical bibliography is twofold—to provide an introduction to the literature of behavioral decision theory, and to provide a selected bibliography for further inquiry. The formal will be, subject by subject, that of a brief summary, followed by citations.
Management Science Roundup
Authors: Bucatinsky Julio
Published: October 2008

—“From Germany: A Family of Models for International Financial Planning”;

—“Assessment of a Remote Videotaped or Course”;

—“Joint American-Soviet Study of Large Cities”;

—“The Interface with the Future”;

—“Estimation of Solid Waste for Recycling”;

—“The Making of a TIMS Meeting: TIMS XXII in Kyoto”.
Towards a Management Science Perspective for Recurrent Education
Authors: Houghton Vincent P. , Gear Tony E.
Published: October 2008

Many models to aid decision-taking in education of a strategic nature have been put forward in the literature, but there has been little response from educational administrators. In order to pinpoint the reasons for this, a revolutionary concept, recurrent education, is examined in detail. The beginnings of a mathematical programming model applicable to this concept are presented. It appears from this study that the problems of planning education are connected with: setting objectives; defining input-output relationship, which is essentially uncertain in nature; measuring achievements on often long-time scales; handling multiple objectives and defining them in an operational form; including stochastic aspects of educational processes.
Corporate Viewpoints—Interviews with Top Managers: Interview with Walter McMurtry
Authors: Gregory Karl , Braunstein Daniel , Seeber Norton
Published: October 2008

Walter McMurtry is a founder and president of ICBIF, the Inner-City Business Improvement Forum. In seven years, ICBIF has organized Detroit's first Black-owned bank (First Independence National Bank), first Black-owned stamping plant, first Black-owned large scale food-processing plant, first Black-owned lumber yard and first Black-owned fiberglass manufacturing organization. This company has raised over $9.5 million for inner-city businesses and started or assisted 200 minority-owned companies, whose contribution to Detroit has been $35 million in assets and 1100 new jobs.
Factors Related to the Implementation of Operations Research Solutions
Authors: Lonnstedt Lars
Published: October 2008

The use of mathematical models for problem solving in business has led to the development of a new type of specialist—the operations researcher. Operationally defined, operations research (OR) consists of a class of mathematical/statistical research techniques which have come to be utilized for solving problems likely to arise within organizations. Included among OR techniques are linear, non-linear, dynamic and heuristic programming, stock queuing and game theories, simulation and network planning. Some large companies have their own operations research divisions; others call in OR consultants when they are needed. In either situation problems can arise. These may be organizational problems, or problems arising from decision makers' (users') lack of familiarity with OR methods for problem solving. The following investigation attempts to shed some light on these questions.
The Effectiveness of Phase II Price Controls
Authors: Boissevain H. , Donvito P. , Pei R. Y. , Purnell S. W. , Wainstein E. S.
Published: October 2008

Phase II of the Economic Stabilization Program lasted from November 1971, when it replaced the initial freeze, until January 1973, when the less stringent controls of Phase III were initiated. It is widely thought that controls during Phase II succeeded in holding down wages and prices. The alleged success of Phase II controls and the rapid price rises during Phase III led to frequent demands for a return to the “good old days” of Phase II. The apparent success of Phase II controls contrasted with the failure of most past price control programs.
Reply to Mitroff's “On Putting Holism in MS”
Authors: Raitt Robert A.
Published: October 2008

I find little in Professor Mitroff's response with which I would argue. I entirely agree that any view of science necessarily has metaphysical foundations and remain puzzled that he should think that I stated the reverse. Systems thinking may be an engaging theoretical pastime but if it is to have a major impact on research activity more pragmatic methodological procedures must be developed.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N.
Published: October 2008

We live in a period of uncertainty, uncertainty concerning the economy, uncertainty concerning the ability of our businesses to function properly under the breadth of the problems experienced, uncertainty concerning our own organizational stability. The plain and simple fact is that at a time of economic uncertainty, at a time of potential recession, the watchword in the typical business firm is retrench. This means that the management science function along with all other staff functions is vulnerable to the cost cutters' knife. In times of economic stress when we face a challenge, if the company is hit hard and if management is desperately seeking ways to cut overhead, it is unfortunately true that staff departments invite attention. “But we develop systems and decisional techniques to enable management to do better,” one might say. But the plain and simple truth is that past contributions are often overlooked in the zeal to cut overhead today.
Management Science in Energy Policy—A Case History And Success Story
Authors: Debanne J. G.
Published: October 2008

A policy setting decision in 1967 on the pricing of Canadian natural gas exports to the Pacific Northwest offers a good case history about successful integration of management science in national policy formulation and decision making. The opportunity cost of exported gas was determined using dynamic programming and showed that the minimum cost alternative to supply the U.S. Pacific Northwest was markedly higher than the “in line price” of Canadian gas exports imposed by the U.S. Federal Power Commission. System simulations confirmed this finding and led to rejection of gas exports on FPC's terms and substitution of opportunity cost pricing to “in line” pricing.

The abandoned policy decreed that U.S. imports of Canadian gas be priced no higher than the price at the point of export in Canada, in this case 31.6¢/Mcf in the Vancouver region. The gas exporting company accepted the FPC ruling because it had no other choice, having already invested about fifty million dollars in facilities, in anticipation of this export. Canada's National Energy Board objected to “in line pricing”, particularly since the same gas exporter was already selling a far larger amount of gas to the Pacific Northwest at 23.3¢/Mcf which was far below the 31.6¢/Mcf price in Vancouver. Yet NEB was under extreme pressure to grant the application considering the disastrous effect of a denial of the export on the applicant, which was one of its regulated public utilities.

The management science contribution was to show through optimal pipeline expansion studies that the minimum cost of alternate U.S. sources of gas supply was far above 31.6¢/Mcf, and, hence, that rejection of the application would force abandonment of FPC's policy and lift the ceiling on gas export prices. The application was rejected, but the FPC backed down and allowed this gas and subsequent imports at higher prices.
Design and Implementation of a New Check Clearing System for the Philadelphia Federal Reserve District
Authors: Hess Sidney W.
Published: October 2008

In 1972 Federal Reserve Banks were ordered to provide overnight clearing services for all intra-district checks. Each District's new system required specification of —number, location and capacity of processing centers, and —transportation network including time tables. Check flow was simulated by linking sub-models of —transportation —check volume by individual commercial bank —commercial bank behavior as to choice among Fed, correspondent bank, or local group clearing —facility sizing to handle anticipated workload.

Performance measures include total costs, service provided, and checks late.

It was concluded that an expansion of the existing Philadelphia facility was feasible and optimal. The new system began operation in February 1973.

A more important study benefit was the demonstration to the Fed of the advantages of taking a comprehensive and systematic view of their decision-making. Five in-house operations research groups have since been formed within the Federal Reserve System.
Navigation Standards Over the North Atlantic
Authors: Machol Robert E.
Published: October 2008

In the 1960's a controversy arose regarding the safety of navigation standards of jet aircraft over the North Atlantic Ocean, which led to a confrontation between airline owners and pilots. A systems analysis led to a redesigned and improved system which resolved the controversy by giving each side at least as much as it originally requested, in terms of minimizing cost on the one hand and maximizing safety on the other.
Model Relativism: A Situational Approach to Model Building
Authors: Lilien Gary L.
Published: October 2008

A model is not a theory. A theory implies “best possible” representation of a situation and should, (for a given analyst, at least), be unique. An analyst, however, may build several “right” models of a particular situation, each for a different use or user. Model relativism, the explicit consideration of the use and user in model development, has important implications for building models, for implementing those models and for developing teaching programs. Some of those implications are explored in this paper.
Principles of Operations Research—10. The Titanic Coincidence
Authors: Machol Robert
Published: October 2008

The operations analyst must learn to be ruthlessly realistic in writing the scenarios for the environment of the system, especially in respect to events of low probability which may seem at first glance to be independent, if he is to avoid “coincidences” like those which befell the Titanic.
On Some Statistical Aids Toward Economic Production
Authors: Deming W. Edwards
Published: October 2008

This paper covers management's responsibility for (1) design of product; (2) specification of service offered; (3) measurement by simple statistical methods of the amount of trouble with product or with service that can be ascribed to causes that only management can act on; (4) action on the causes so indicated. It shows by principle and by example how management may observe week by week the effects of guided effort toward reduction of trouble. The paper upsets a number of commonly accepted principles of administration. For example, a job-description, for best economy, should require the production-worker to achieve statistical control of his work; to meet specifications without paying the high cost of inspection, rework, and replacement. Statistical evidence of performance replaces opinion of foreman and supervisor.

As a second principle, it is demoralizing and costly to call the attention of a production-worker to a defective item when he is in a state of statistical control. The fault for the defective item is not chargeable to the worker, but to the system. Fewer defectives can come only from a change in the system, not from efforts of the production-worker.

Third, it is better to shift to a totally different job a worker that has developed statistical control of bad habits in his present job.

All variation in quality-characteristics (dimension, hardness, color) causes loss, whether the variation results in defective product or not. Economies in manufacture are a natural consequence of reduction in the variation of a quality-characteristic. The author divides causes of variation into two sources: (1) the system (common causes) , the responsibility of management; (2) special causes, which are under the governance of the individual employee. In the author's experience, losses from the system overshadow losses from special causes. The same principles apply to sales and to service.
Managers without Management Science?
Authors: Zeleny Milan
Published: October 2008

In a recent article C. Jackson Grayson, Jr. [Grayson, Jackson C., Jr. 1973. Management science and business practice. Harvard Bus. Rev. (July–August) 41–48.] states that he used absolutely none of the management science tools explicitly. Yet, to the question whether he might have done better by using some management science models his answer is no. How does he know?

That question is the main subject of this note. Can a decision maker do better without science, models, computers etc.? In other words, can we rely exclusively on experience, intuition, expert judgement, hunch or genius? The answer is no. Or, more precisely, it all depends on the decision maker, the problem and the environment.
New Directions for Urban Analysis
Authors: Savas E. S.
Published: October 2008

Quantitative analysis—by which is meant the methodological approach traditionally associated with management science, operations research, and systems analysis—has been applied successfully to improve the operation of many urban service systems. However, its application at the strategic or policy level to solve urban problems has been less successful—a shortcoming that quantitative analysis shares with all other methodologies. The results have been particularly disappointing when measured against the early expectations of some uncritical enthusiasts, that “the urban problem” would be conquered by the modern management armamentarium of operations research, the systems approach, planning-programming-budgeting systems, costs-effective analysis, and the like.

In order to understand the reasons for the modesty of the impact of analysis at the strategic level, it is necessary to examine the barriers to success and the nature of the larger systems within which urban service systems are nested. Then one can more readily perceive the new challenges and the new opportunities which beckon urban analysts.
Erratum to “Kastens' Law”
Authors: Kastens Merritt L.
Published: October 2008

Erratum to Kastens, Merritt L. 1974. Kastens' law. Interfaces 5 (1, November) 19.
On Revolutionizing Methodology
Authors: Duncan W. Jack
Published: October 2008

In a previous issue of Interfaces, Robert A. Raitt presented an interesting and thought-provoking article on the necessity to revolutionize our methodology [Raitt, Robert A. 1974. Must we revolutionize our methodology. Interfaces 4 1–10.]. The article was a welcome addition to the literature because it suggests there remain some management scientists who are concerned with the more philosophical aspects of the discipline. On the other hand, it is disturbing for at least two reasons. First, it questions the advisability of the methodological bias that presently exists, especially in behavioral-management science. Second, it courageously challenges the established value system of science by arguing that the criteria upon which scientific validity should be evaluated are pragmatism and utility [Raitt, 1974, p. 9].

This paper does not propose to refute Mr. Raitt's proposed criteria. Obviously, the end of scientific analysis is a question of social philosophy and there is considerable support for his philosophical perspective [11]. Instead, our objective is to examine, in detail, the implications of the suggested revolution and offer some observations on the possible outcome of such a revolutionary methodological upheaval. Before beginning, however, let me note that the term methodology, as I shall use the term and as Mr. Raitt has apparently used it, is more than technique. It is instead “the logic of methods” and serves as a judge of the numerous variations of inductive and deductive systems with regard to their scientific validity.
Principles of Operations Research—12. Finale
Authors: Machol Robert
Published: October 2008

This is the 12th (and last) in a set of articles on Principles of Operations Research. They were intended to be somewhat different from similarity titled subjects in the usual textbooks.
Practice of Management Science—Optimal Resource Allocation in a Local Election Campaign
Authors: Southwick Lawrence , Zionts Stanley
Published: October 2008

This paper examines the problem of allocation of a candidate's time and money resources over a number of media and over a primary and general election. Linear vote production functions were assumed, and the parameters estimated for the candidate's efforts in terms of his effort on both his and his opponent's votes. Linear programming is used to find the optimal allocation of the resources. The validity of the assumptions made is discussed and areas where extensions can be made are pointed out.
Management Science Roundup
Authors: Bucatinsky Julio
Published: October 2008

—“Managerial Forecasting by ‘Super-Sophisticated Naive’ Models”;

—“Conventions for Interactive Computer Programs”;

—“Use of Discriminant Analysis and Photography to Evaluate the Invironment in Japan”;

—“Optimization in Statistics”;

—“Optimal Location-Allocation of Electricity Transformers in Rural Areas in Colombia”.
The Practice of Management Science
Authors: Garber H. Newton
Published: October 2008

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

Since there is a general feeling that practitioners do not normally publish their work, an attempt was made to devise a scheme which would provide a continuing positive incentive for publishing practice. Given that personal gain is a strong motivator, the prize competition was devised. By this method we can combine cash reward and professional recognition. Since the entry cost is simply the time to prepare an abstract and have it cleared for release, there is only the question of the level of reward necessary to draw forth reports on a large enough number of significant examples of practice.

This edition of Interfaces provides the reader with evidence by which he can judge the achievement of the goal in 1975. The articles included here are edited versions of the presentations which competed for the prize at the April, 1975 ORSA/TIMS joint meeting. They represent the final selection from a group of abstracts which were submitted in response to the call for entries. Specifically, they describe in each case a completed application of Management Science which has had a significant impact on the organization under study. As a result, they constitute a significant addition to the evidence of the value of Management Science in the real world.
Analysis of Solid Waste Management Operations in Cleveland, Ohio: A Case Study
Authors: Clark Robert M. , Gillean James I.
Published: October 2008

Planning for urban solid waste management requires an assessment of many complex interactions among transportation systems, land use patterns, urban growth and development, and public health considerations. This paper describes the application of a data acquisition and analysis system and a simulation model to the complex problems of the solid waste management system in Cleveland, Ohio. As the result of applying these techniques, Cleveland's solid waste managers reduced their annual budget of $14.8 million in 1970 to a low of $8.8 million in 1972. The total savings in a four-year period have been $14.6 million based on the 1970 budget. In addition, the city has reduced its solid waste work force from 1640 to 850, and has completely redesigned its collection routing system. The management structure of Cleveland's Division of Solid Waste Collection and Disposal has been completely reorganized in order to take advantage of and to supplement these major operational changes.
A Simulation-Based Scheduling and Management Information System for a Machine Shop
Authors: Jain Suresh K.
Published: October 2008

This paper describes the design, working, performance, costs and benefits of a computerized scheduling and management information system that has been developed for a large, generalized m/n machine shop which had previously been a bottleneck facility in the Cast Roll Manufacturing complex of Bethlehem Steel Corporation. A flexible discrete-event simulation model, at the heart of the computer system, generates two types of schedules: Planning Schedules for making long- and medium-term planning and operating decisions, and Production Schedules for sequencing approximately 1,000 rolls on 40 machines on a day-to-day basis.

A number of supporting programs perform data management, file management, and report-generation functions. Data-collection functions are deliberately performed manually to avoid the high costs associated with automatic data-collection equipment normally used in large computer systems. The computer programs are run in a time-sharing environment. A cathode ray tube and a medium-speed printer are the only hardware requirements of the system. With the implementation of the computer system, significant improvement is now being obtained as measured by productivity, labor and machine efficiencies, due date performance, and work-in-process inventory. The computer system is saving Bethlehem a substantial amount of money every year, and a notable feature of this system is its low annual operating cost.
Break Up the Programming Groups!
Authors: Gray Paul
Published: October 2008

As a highly frustrated customer of in-house programming groups in large corporations, research institutes and universities over the years, I have come to the conclusion that the only viable solution is to break them up.

The concept of setting up a central programming group to assist the Engineering or Research or Management Science groups makes theoretical management sense. After all, there are economies of scale to be had from load smoothing, from technically proficient supervision, and from the exchange of technical information among group members. Yet, my experience and that of many of my colleagues has shown that it doesn't really work that way in real life.