bluuebunny/crossref_metadata_2025_split huggingface dataset:
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.
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.
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.
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.
The Bliss of Ignorance, Promotions and Dark Horses
Authors: Krakowski Martin 
Published: October 2008

My essay is founded on the experience of the governing and private bureaucracies; therein lies its strength. Its thesis and temper run counter to the accredited lore of schools and personnel directors; therein lies its courage. This article gives hope to the ignorant, comforts the passed over, warns the manager and taxpayer. Wisdom and conspicious ability, unsupported by power and entrenchment, are as precarious in a mature staid bureaucracy as is untenured dementia at the bottom of its pyramid. Centripetal bureaucratic forces favor mediocrity.
Management Science Roundup
Authors: Bucatinsky Julio 
Published: October 2008

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

When requested to organize a panel discussion on education for the Las Vegas meeting, two notions came to mind which could help ensure the vitality of such a session. The first was that it would be stimulating and useful to constitute the panel from OR /MS education consumers instead of educators. The second notion was that panelists would be required to produce written summaries of their remarks in advance. These were written, reproduced, assembled and distributed at the meeting. Panel discussions included are by the following authors: —Dr. E. Leonard Arnoff, Principal, and National Director of Management Sciences, Ernst & Ernst; —Reed E. Davis, Jr., Colonel, U.S. Army, Combined Arms Combat Development Agency; —Murray Geisler, Rand Corporation; —David Kassing, President, Center for Naval Analyses; —Cordell B. Moore, Manager, Operations Research and Support Requirements, General Dynamics.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N. 
Published: October 2008

Conferences of professional societies generally involve considerable intellectual exchange. When such intellectual exchange is encouraged, unfettered and free-flowing, it can be both stimulating and contributive to the general good of the profession. Sometimes those presenting ideas, concepts or techniques, in their zeal to put their ideas forward in a favorable light, become counter-productive. Examples are: (1) monopolizing the time, when a series of papers are scheduled, (2) presenting a thinly disguised sales pitch for one's book or technique, or simply: (1) holding oneself out as the purveyor of the only wisdom on the subject. The above, in the generally productive atmosphere of management science, tends to turn people off. In order to emphasize the above examples which I have seen on many occasions, I shall describe a typical situation. The one described is fictional but incorporates situations I have seen.
Information Systems in Management Science—The Use of Mathematics for Management Information Systems. II
Authors: Vazsonyi Andrew 
Published: October 2008

In the first part of this article [Vazsonyi, Andrew. 1976. The use of mathematics for management information systems. Interfaces 6 (2, February).] I indicated that classical mathematics cannot deal with management information systems and on the basis of five assertions proposed the hypothesis: The mathematical theory of MIS deals with sets in a function space of stochastic processes satisfying specified systems of structured mappings. Now I introduce the type of mathematics which I think is capable of modeling MIS. I am referring to the theory of automata initiated by the classical paper of Alan M. Turing [Turing, A. M. 1936. On computable numbers with an application to the Entscheidungs-problem. Proc. London Math. Soc., Ser. 2 42 230–265.]. Today, if you look into mathematical literature [Paz, Azaria. 1971. Introduction to Probabilistic Automata. Academic Press, New York and London.] you find that Turing's original theory has been greatly expanded, and key concepts like (1) automata, (2) machines, (3) sequential, (4) deterministic, (5) probabilistic, (6) stochastic, are frequently used. My preliminary thesis is: The agents, men and machines, of an organization are to be modeled by a network of stochastic automata.
Can the Professions of Operations Research/Management Science Change and Survive?
Authors: Klein Dieter , Butkovich Paul 
Published: October 2008

The regular reader of Interfaces has been confronted with constant propheses of trouble for the profession. While these constant omens have produced a new specialization in the profession, research on implementation, actual proposals for change have died for general lack of interest. It is time to explicate the institutional mechanisms of this profession as a major part of the problem. The difficulty of such an analysis for the OR/MS member lies in the fact that the profession appeals to and upholds specifically the rational, the quantifiable, the feasible and suppresses the nonrational, nonquantifiable, nonfeasible which form and maintain the institution of the profession.
Perspectives on MS Applications—All Around the Model
Authors: Shycon Harvey N. 
Published: October 2008

In my column in the February 1975 issue of Interfaces, I addressed the question of “Management Science in a Period of Uncertainty,” and developed an operating strategy for the management science organization in a recessionary period. As I indicated at that time, having written that column four months earlier, I was taking some measure of risk in writing on the subject of operating strategy during a recession, since the recession at that time was not yet upon us. It appears it did occur and hopefully my words were helpful. Now we are apparently entering a new period, a period in which the economic curve has swung back upward and it seems in order to propose an operating strategy for the management science group during a period of recovery. Of importance is that this means a period of greater management confidence in the future. And it is this management confidence which is perhaps the most critical factor in considering our next operating strategy. For it is confidence in the future which causes management to plan for the future. This means strategic planning, an area where management science can perhaps make its greatest contributions.
The Use of Management Science in Making a Corporate Policy Decision Charging for Directory Assistance Service
Authors: McDonald J. 
Published: October 2008

This paper presents a case study describing how management science techniques assisted a large corporation in making a decision which may ultimately affect almost everyone in the United States. It was AT & T's decision to recommend to its Operating Companies that they request approval from their public utility commissions to charge customers for using directory assistance service. Directory assistance is the system by which a telephone operator provides telephone numbers to customers on a real-time basis. The paper outlines the structure of the telecommunications industry, describes how directory assistance service is provided and indicates how customer use of the service has grown. Then, the analytical techniques that were used to assist in making the decision are described. These include: development of quantifiable objectives, determination of how customers currently use the service, construction of an econometric demand model, selection of optimal implementation methods, simulation of the economic impact, and analysis of potential customer reaction. This study led to the conclusion that charging would be beneficial and pointed out the particular charging plan that would be best. As of March 30, 1976, charging had been approved in 14 states and regulatory decisions were pending in eight others. In areas where charging has been implemented customers have significantly reduced their dependence upon directory assistance and are making increased use of local telephone directories, personal number lists and other sources of telephone number information, They have expressed little dissatisfaction with the plan.
A System Model for Controlling the Operations of Check Processing in a Branch Bank Network
Authors: Svestka Joseph Anthony 
Published: October 2008

Check processing in large commercial banks offers many opportunities for savings due to the great operational costs, and the time value of money. However, savings can be realized only through the control of the system. Since the check processing operation is functionally interdependent with other departments, often with conflicting objectives, changes can be difficult to make. This paper contains a description of the design and the successful implementation of a flexible system model, and the subsequent use of the model to control a check processing operation. The system model employs a multiple salesman traveling salesman algorithm, a bottleneck assignment algorithm, a dynamic programming algorithm, regression models, various heuristic routines and report generating programs, all interrelated to generate coherent solutions. The model is adaptive; as the system or environment changes so does the solution. The model is able to generate solutions which take into account the balancing of messenger crew work loads, check volumes, transit dollars, minimum distance routines, work flow smoothing, banking hours, expected branch personnel quit times, and the restrictions placed by the precise timing requirements of the delivery of payrolls, lottery tickets, drafts, and return items. An application of the system model has saved in the neighborhood of 1 million dollars in labor and transportation costs alone. A less tangible, though, none the less important benefit has been the establishment of good control of the entire process.
Airline Programme Planning in British Airways European Division
Authors: Loughran B. P. , Cocks P. J. 
Published: October 2008

Two years ago, in British Airways European Division, the conventional airline planning process was completely reversed. Now before schedule decisions are made, planners simultaneously evaluate many factors by using on-line computer terminals. A single interactive computer program, the Profit Analysis Model (PAM), has almost completely replaced previous planning systems. Using PAM, the airline objectives are designed into the scheduled programmes. Previously this was impossible. This paper concerns perhaps the most advanced planning system used by any airline. In describing it, we will consider (1) the planning environment, (2) the technical principles of the models, (3) the achieved results and (4) the organizational impact.
OR/MS and the Management of Cities
Authors: Hoos Ida R. 
Published: October 2008

Bearing the various shortcomings in mind, we are better prepared to ponder the impact of OR/MS on cities. What we see at once is a coincidence or correlation between widespread utilization of the techniques and spreading fiscal disorder and disarray. While I do not presume to ascribe causality, I might venture the observation that preoccupation with, and unrealistic expectations about, the “powerful tools of technology” may have diverted effort from other activities that could have proved more valuable. Contrary to the conventional cliches about resistance to innovations in the public sector, I find that there has been enormous hospitality toward OR/MS. We have been persuaded that we can somehow “manage” our way out of the morass of fiscal messes. Perhaps this is because the notions have an aura, however spurious, of being “scientific” and “rational” and thus are accorded high credibility as part of our dominant paradigm.