A Pattern for Reporting Operations Research to the Business Executive Author(s): B. E. Wynne, Sr.

Reviewed work(s): Source: Management Technology, Vol. 1, No. 3 (Dec., 1961), pp. 16-23 Published by: INFORMS Stable URL: http://www.jstor.org/stable/2635330 . Accessed: 28/02/2012 06:54
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A PATTERN FOR REPORTING OPERATIONS RESEARCH TO THE BUSINESS EXECUTIVE*

B. E. WYNNE, SR.t This paper emphasizesthe purpose of an OperationsResearch reportto of discussessome ofthe problems languageand attitude, businessexecutives, defends need forexecutive"intuition" and suggestsa formatforOperathe tionsResearchreports.

Introduction It was duringthe second worldwar that the English speakingcountriesenthem to the reand mathematicaltraining, assignilng listed men of scientific searchworkrequiredby the new tools of warfare.Fresh analyticalapproaches to search,bombing werebrought bear upon varied problemssuch as submarine patternsand the input and output capacity of ports. Many of the newly dewerequite successful. The scientific approachto non-scientific velopedtechniques came to be knownin Great Britainas OperationalResearch.Promptly problems and industrial applicationswere sought. at war's end, commercial in Researchhas growntremendously the fifteen years since World Operationls But one War II. No science so new could hope to have reachedfullmaturity. well mightinquirewhy it has not attained a betterdegreeof acceptance.From so one aspect,is therea singleuniversity bold as to granta degreein Operations Research? Yet a numbermightbe named who could apply the caption to a we current programin the graduate school. Or again, how is it that first have had the OperationsResearchSocietyofAmericaand thenlaterThe Instituteof Management Science? When these two societies have so many membersin how is it we findthat ManagementScience impliesthat it is all emcommon, bracingand that OperationsResearch,whilea major one, is still only one of its is The impliedconflict confusing. components? and the completely Strict trainingin science teaches rigorousmethodology of objective approach. When today's seniorpractitioners OR were engaged in in WorldWar II, theywereworking a closed circuit during military assignments of high voltage. While the problemswere complicated,they were narrowin who comparisonwith the problemsencounteredby today's OR practitioner world. His problemis of triesto bringthe benefits science to the commercial relation further compoundedin that industryrarely has the "decision-effect" a wherean acute and abruptresultmay be expectedfrom yes or of the military the withthe military, OR no answerwhichhas to be made now.When working of fromhaving available a definition the problem(especiallyin man benefited termsof the costs of the alternative outcomes),all knowndata on the problem for and good liaison with the executivesresponsible the problemon which he was working.
* An addressto the7thInternational MeetingofTIMS in New York City,October1960. of MarylandRailway Company. t Controller the Western
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venturesinto the worldof commerce, When an OR practitioner however,he a whichis nebulous,one about whichthereis usually all too often finds problem little data of directapplicability.Above all, he rarelyhas really good liaison with a top level executive.All of this adds up to a problemin communication. It is an all pervadingproblem,and but one phase of it will be attacked here, the reporting phase wherethe practitioner on lays his findings the line, hoping the action whichwill result in an economicpay-off the research to trigger of effort. The Purpose of the Scientists Report to the Executive is Technicalwriting a special fieldofendeavorwhichis by no means neglected level. Scientific is at the university reporting even more specialized.However, of in the writing a scientific report,one becomes accustomedto addressing his fellowscientists. Perhaps this is less than the best approach to be used when for the trainedscientistor mathematician, reporting an OperationsResearch of team, addresses to the business executivea presentation the efforts made reachedby that team. As a patternforOR reporting the and the conclusions to threepointsare offered: businessexecutive, 1. The purposeof OR is to supportexecutivedecision.Therefore, extent the of this supportis measurednot only by the success of the researchbut also by the extent to which a real understanding the results and of in confidence the researchcan be communicated the executive. to 2. The successfulexecutive is skilled in the evaluation of relevant factors interactions could affect business and in judginghow theiralternative the The successfulresearchman is trainedin the objective deenterprise. of termination elementsof an abstract problemand the predictionof combinations these elements.The success of of the resultsof alternative each is determined the imaginationand the rigorin his approach by to problems.The problem in communicating research results to the executivemind thus consistsof stripping the researchargumentof its and irrelevancies mathematical whileretaining rigorous the complexities logic for the executive's understanding. Only with this understanding can the executivesuccessfully and acceptance of the researchfindings combine them with his judgment of untreated and often intangible whichbear on the businessdecision. factors to 3. There are definite of workif it is requirements the presentation research in to be effective supporting executivedecision. It has been stated that the purpose of OR is to supportexecutivedecision. You (managementscientists) are adequate judges of whether a particular researchprojecthas been successful.Generallyyour researchis successfulbut not everypatientimplements good diagnosis,no morethan he always survives In the successful good surgery. additionto performing research, OR practitioner is faced withanotherproblemin whose solutionhe is not always so successful. To be insistent, is one of communication. it of The practitioner's ability to convey an understanding the resultsof his

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in in good his research a feeling confidence it measures ability establishing and of and Failingin this,he does not communication between himself his consumer. end It for is really have an accomplishment, thereport notthe desired result. may is but a tool whoseuse by management cause actionto be taken.This from research the by action theendresult is desired authorized management. of Differences Language and Attitude of brought its Monoout Sciences Earlyin 1960The Institute Management The One under general the titleManagement graph Number Technology. Foreclarifies that it is intended augment to the wordto Management Technology Science. executives hopethat technical Manybusiness publication Management Techin tone will thesimplified ofitsarticles continue thefuture. Management can tool of program improving nology be builtintoa powerful in the general between and men. communications practitioners management is referencemadeto oneofthetwoarticles In thisconnection, included under his Management Speaks." In concluding presentation the caption"Operating of madean observation to theplea akin Mr. PhilipG. Whelan StrohBrewery Mr. of states"Operating is which a keynote thispaper.For onething, Whelan of are consultants becausethey purport managers often quitesuspicious outside which do to possessspecialknowledge managers notpossess."The leastthing In is createthissuspicion extremely undesirable. an OR report which might must that effort be madeto playdownthethought specialized knowledge every In the results. striving justforcomto not has beenrequired accomplish stated and but there accomplishment recognition, is need pensation moreforgenuine of basic principles soundsalesmanship, awareof the excellent to be fully parwarns the thatmajorone which buyer. againstirritating potential ticularly was Mr. Whelan's other peoplesometime professional point this"In addition, he to seemto speak a different language."In particular, refers the phrases method"as most descriptive the proof "Game theory"and "Monte-Carlo beendevised practitionersMaanageused of and cedures methods as nothaving by then thatto suggest a practical to But manager urges ment Science. Mr.Whelan a a bearing namesuchas these, he solveoneofhisproblems using technique by of which defeats recommendationthe the at is to givean appearance frivolity of to outset. Surely, manyofthe consumers OR wouldsubscribe theserecomdo mendations. Perhaps they notgo farenough. in of advanceddegree some Almost everypractitioner OR has at least onle in He or place branch science, of engineering mathematics. offers the market and of of the results his yearsof rigorous training severedisciplinie thinking. a be it first thoseyears, has become habitthathis reporting addressed During and of ladder laterto hiscounterparts, echelons theacademic the toward higher of when suggestion, typified themembers TIMS and ORSA. As an urgent by to to research results theexecutive's let oneendeavors communicate mind, him and stripthe research of be awareofhis audience argument its mathematical while the it setting forth logicand carefully complexities, yetretaining rigorous for executive's the understanding.

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too describein detail what was One mightsay that the research findings often done while being less than successfulin saying why it was done, how it was of done and what it means. The overriding requirement the researchreportis to to provide an understanding and to gain an acceptance of the findings by the businessexecutive. Perhaps thereis an elementof kinshipbetweenthis communicationi difficulty of and that so evidentin the United Nations. The difficulty understanding is basically one of language.In addition,the businessexecutivemust supplement his understanding the practitioner's of withfaithin his abilityand methodology herein his reliability; may lie the parallel.In the sessionsof the United Nations, the mere barrierof language is quite well met throughcompetenttranslators. This is a partialsolution.Much moreis requiredto overcomethe fundamental of built up on divergent differences thinking different ideologies,on historically tenetsof capitalismor its alternatives, the several basic religions, caste on on and differentiation the many otherfundamental thingswhichmake the Hindu from Frenchmanand both so different the from The practitioner so different us. ofManagementScienceis trainedin the objectivedetermination the elements of of of an abstractproblemand the prediction the resultsof alternative combinaFew of today's collegegraduateexecutives tionsof theseelements. had thissort of training. Theirs is a basically different approach to any business problem. Yet it is the task of the executiveto so comprehend OR attack made upon the of and to so believein the fundamentals the methodsused to attack the problem it that he has faithin the alternativelines of action indicatedin the research the report. With or withoutfaithin the research report, task of the executiveis be to fitit intothelargerarea whichmight called the real world. The Business Executive's "Intuition" As opposedto the trainedscientist, is doubtful it whether any businessexecuwhichled to his conclusionon any but tive could fullydocumentthe thinking minor business problem. Whether this should subject him to an extremely is criticism open to doubt. He well mightbe almost as rigorousand just as as even thoughto the outsiderit might logical in his thinking the practitionier, seem that there are many elementsof guessworkin his pattern of thinking. However,he must deal with factorsso intangiblethat if quantification were feasible.When eithera consultantor possibleit well mightnot be economically a subordinatehas made his recommendation, the limited problem and the suggestedsolutionmust be fittedinto the entire corporatearea. Alternative from actionsmustbe weighed manyangles,amongwhichmightbe the reactions of Wall Street,of labor in the plant, of the businesscommunities involved,of of trade associations,of competitors, customers,of one's own executive and of executiveofficer even the board ofdirectors. administrative and staff, the chief It mightbe in orderto terminate this briefreviewof the executive'sproblems of suggestively, quotingthe definition the word intuition:"the immediate by or of withoutthe conlscioususe ofreasoning; knowing learning something instantaneousapprehension."

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"Intuition" cannot be denied. We must considerthat the most advanced electronic computer in fewways begunto approachtheabilitiesofthehuman has mind,particularly the areas of instantaneousaccess on a random basis to in speeds. To filesof infinite numberand in makingcomplexdecisionsat terrific at be unable to delineatethe processesfollowedin arriving decisionsmade by are the businessexecutivedoes not entitleone to feelthat those conclusions not projects good per se. Were thisnot so, how could one explainthe manyresearch whichconcludein finding that a patternfollowedin the past by management caninot improved be upon through the use of the sharpertools of Management Science. of It seems in orderto interjectfromexperiencea finding this type. In a on Maryland comprehensive studyofclassification yardperformance theWestern of Railway,appropriate attentionwas givento the functioning the hump. This inclineof trackup whose input side a trainof mixed is the peak of an artificial cars is shoved that theymay drift under gravitydown the otherside, fanning throughswitchesinto the appropriatetracks for assemblingoutbound trains When one, two or more adjoiningcars are to be fora varietyof destinations. routedto a singleclassification track,one speaks of a "cut". Each cut of cars requires that a man ride it forpurposesof brakingso as to controlthe speed of impactwhenthe free-rolling couple to cars whichhave precededtheminto cars a classification track.Gettinga man on each cut ofcars is one restraint. Another of is the time requiredforthe manual realignment switchesforeach new cut. Obviouslythen,the longerthe cuts the greaterthe speed withwhichthe mixed trainmay approach the crestof the hump. The hump conductorsuggeststrain speed througha signal light with three aspects: red for stop, yellow for slow speed and greenforfullspeed. Slow speed is one mile per hour and fullspeed is miles per hour. two and one-half be It is most desirablethat a trainto be classified shoved over the hump at the greatestpossible speed. This is much less a matterof cost reductionthan in one ofimproving Improvement humpcapacityduringperiodsofpeak traffic. point ing speed was accomplishedand this will be discussedlater. The current in is that any improvement input speed necessarilyrequires complementary capacity on the output side of the hump. The cost and capacity variable here lies in the numberof men in the pool of car riders.The size of this pool is a of function both the numberof trainsto be classified and the extentto which those trainsare made up of long cuts or shortcuts of cars. The generallevel of businessis a fairlyreliableindex to the numberof trainsto be expected.Howdecisionsofa neighboring railroadwhichdetermine ever,it is the daily operating in whetherthe trains receivedfromit have been preclassified, resulting their to beingmade up of longercuts. This factoris most difficult predict.Even so, for Researchteam searchedintensively a set ofruleswhichmight the Operations how many men should be available in the pool of be followedin determining each day. car ridersforeach shift, An excellent of ruleswas developedand beforebeingpresented, set theywere It testedagainst the daily decisionsmade duringa priorperiodof peak traffic.

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was found that in very few instancesdid managementat the local level err widelyin decidingthe size of the crew.Those decisionshad been based upon a "horse-sense feeling"forthe situation.So long as the complement riderswas of kept reasonablybusy and so long as trainsawaitingthe humpingfunction did not accumulateunduly, size ofthe crewofcar riders the was judged to be proper. This was confirmed the study.The somewhatcomplexset ofruleswas found by to be unnecessary. A Suggested Research Report Format in offered a constructive To followthe criticisms spirit,let us review suga gestionsfora blocked style of presenting researchreport.Perhaps only four and Conclusion. sectionsare needed: Problem,Scope, Argument of The researchreportshould open with a redefinition the Problem. It is the real problemhas extremely likelythat whenthe projecthas been completed fromthe originalconcept.There should be developedto be somewhatdifferent of a re-expression the missiongiventhe researchteam. Special emphasisshould be made in termsof the action which managementmay elect to take if the of reportis accepted. The restatement the problemshould be broad enoughto in anticipatethe conclusion some degree,pointing at least in broad form out the of orderof the decisionswhichmay be based on the conclusions the report. of The Scope ofthe research projectshouldbe an expression the limitations of the researchwork. An operationsresearchproject perhaps never can analyze all the governing factors.This section of the reportshould warn the executive werenot treatedexceptby assumption that certainelements and shouldcaution him to factorthese elementsinto his decision.By all means, let this sectionof the reportclearlyoutlinewhat the studydid notcoveras well as what it did. Many of the researchprojectswill develop substudiesneithercontemplated in the originalassignment nor directly germaneto the conclusionsof the basic project.The reporter should considerwhetherbriefreferences these should to the Scope of the project with a view toward avoiding be made in describing in confusion his Argument referring thereto lateral lines investigated and by coveredmorefullyin an appendix. The Argument section of the reportis vitally importantfor it is here the researchteam findsthe greatestchallengein communication with the business executive. are clear, Research is a discoveryprocess. If some portion of the findings this need simpleand obvious (as is trueso frequently), sectionof the Argument not be reinforced details of the discoveryprocess.However,when some eleby mentof the Argument moretenuous,it must be so written is that the business executivewill be able to followthe logic readilyenoughthat he may feelcomin in fortable it and have confidence it. If this is his reaction,the logic becomes he the his. Further, must reallycomprehend logic so as to realize the limitsof the pointsmade in the Conclusion. in of By all meansany exposition method, particularly mathematical notation, must be relegatedto an appendix.It cannot be urgedtoo strongly that mathe-

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maticalformulas other and evidencesofmethodology belongonlyin an appendix. First, these expositionsin which the practitioner takes justifiablepride, are meaningful onlyto thosewho knowhow to read them.Second,each may present onlyone conceptof attack upon the problem.Third,expositions methodare of highlysecondary the businessexecutiveand therefore to belongin fineprint. One is reminded the label on a can of paint. The brand name instillsconof fidencethat the paint has been made right.The expressionsof intended use is acceptedas indicating the kind of paint, perhapsan initerior finish woodfor workwhichwill drywitha dull finish. The name of the coloris also important. However,many of our states have passed laws requiring that the label include the chemicalformula the paint. Perhaps the paint makersets a good example of for the researchreporterbecause invariablythe formulais not located in a prominent part of the package label. In review, formula highly the is meaningful but only to those able to read it-it represents only one way of combining resins,oils,volatilesand pigments producethe desiredfinish-and therefore, to beingquite secondary, is relegatedto fineprint. it To returnto the Argument, each of its points must be a package in itselfeach one to be chewedand digestedapart fromthe others.When a major point involvessubstudies, this should be onlya summary them,logical in sequence of and so developedas to arriveat rationalconclusions. The substudiesshould be in the appendix. While the Argument comprehends many points,each of whichmust be presented alone for comprehension and acceptance, all must be knittedtogether. It is the interplay the factorsin the Argument, of quantified the first for time, which presentsto the executivehis problemin a new light. The logic of this interplay must be clear and acceptable. The executive,able to followthe logic in and therefore feelingconfidence it, will anticipate the Conclusion.Reading the Argument, will add to it his own experience. he The Argument may have many inputs.Skillfulpresentation these coupled of withclear exposition theirinterplay a of establishes clear path to the Conclusion whichfollows. the lies in the One of the more difficult problemsin constructing Argument handling of elementswhich are essential to the final broad Conclusion,yet which are also independently valuable. Earlier reference was made to hump in operation a railroadclassification yard. An analysisof the speed of a number of trains throughthe humpingoperationindicated that duringperiods when fullspeed should have been utilizedit actually was utilizedonly about 25 % of the time.It is not the purposehereto carrythisfinding its through logicalplace in themainArgument rather mention as a finding whichhas independent but to it value. Throughyears of practice,the railroadengineman develops an uncanny abilityto judge the speed of his train by glancingat the groundwhichhis cab on is passing.While thisis reliablewhenrunning the main line, it is ofno value in whenrunning the yard or up the hump,at low speed. The independent value of this finding was that accurate low-speedspeedometers installedin the cabs

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the improved throughsignificantly to assigned workthehump, ofthelocomotives project. the ahead ofthe date ofcompleting entireresearch put ofthehumpwell that if the logic one Summingup this discussionof the Argument, mightsay will add to it, as he reads,his own experience is clearlyexpoundedthe executive factorsoutside the scope of the research. of and his own knowledge the maniy himself whether he will be ready to satisfy Then upon readingthe Conclusion, affected. areas are are broad and how non-studied the conclusiolns sufficiently The Conclusionof the researchreportshould contain no recommendations. Rather, it should sum up the bases for decision. By all means, if choice A is poor in the judgmentof the researchteam, the reasonsforsuch opinionshould be delineatedand the opinionimplied.And if choice B is judged to be good a similarstatementshould be made. The Conclusionshould not specifyactions to be takenbut shouldbe so phrasedas obviouslyto call foraction.Each causeshould be so stated that the executivewill understandand relationship effect that favorthe action implied,believingin it sufficiently he will take it as his own and act. neither In conclusion, reportmade of an operationsresearchassignment the forthe executivenorshouldit be looked shouldbe a list ofdecisionsready-made in upon as an end-result itself.Just as acceptance sampling,the Monte-Carlo team,so the ORlreport is simulation a tool forthe research or method, computer in arriving his decisions.If the reportis so at is a tool forthe executiveto use solid supportforthe executiveafterhe has continuing written that it constitutes the researchproject but also arrivedat and acted upon his decision,not olnly fora long timeto have been a success. of the reporting it will be judged