Putting soft OR methods to work: The case of the business improvement project at PowerGen

In 1994 PowerGen, a UK electricity generating company, conducted a business improvement project. The project used a participative approach involving soft OR and systems thinking, an approach that was developed in earlier projects in food retailing and mining. The aim of the project was initially to conduct a benchmarking exercise and develop an information systems (IS) strategy. As the project progressed the emphasis moved to business process redesign and downsizing in the light of new perceptions of business prospects. The paper describes the design and implementation of the intervention, the evolution of the project, the problems encountered, and the outcome. Throughout it describes in some detail the interaction that took place. Although many improvements to current operations were identified for implementation, it proved difficult to obtain agreement to a fundamental change in the organisational structure. Two years after the project finished a new organisation based on the project's analysis has been adopted. The case is discussed drawing on a number of recent theoretical themes that have emerged from the debate about the process of OR. Conclusions are drawn about the value of the methods used in the intervention, the practicalities of mixing several methods, and the future direction the research programme should take.     

Justifying the methods of OR

Operational research practitioners use mathematical, statistical, scientific, and other methods to structure and analyse issues in order to advise and assist their clients. In doing so they apply values, follow rules and use methodologies. The paper examines the justification of these methods, values and methodologies. Starting with a conceptual model drawn from the philosophy of science, a justification framework is developed for operational research (OR). Making a distinction between OR academic research and OR practice helps to clarify the issues. OR research is similar to scientific, mathematical and social science research; OR practice, as technology, is closer to engineering. While OR academic researchers will seek justification in the academic discipline within which they choose to work, it is argued that the justification of OR practice lies in its usefulness. For academic OR, justification lies in the justification of mathematics, statistics, science and social science; for practice, it is practitioners who decide what usefulness means in their context.     

Frameworks of Inquiry: OR Practice Across the Hard—Soft Divide

The growing interest in understanding the practice of OR has, not unnaturally, tended to concentrate upon experience with those ‘soft’ methodologies which address both process and content management issues. This paper uses a detailed account of one practitioner's work in a ‘traditional’ area of OR (linear programming) to demonstrate how process-related issues are handled there, and argues that more extensive reporting of such conventional practice is essential for the health of the discipline. In particular, it suggests that an emphasis on discussing the development of working relationships between OR practitioners and their clients might usefully supplant the contemporary emphasis on the ‘project’.     

在数学专业运筹学教学中引入计算机实践环节的探索

运筹学是应用数学的一个重要分支,在许多学科领域及工程问题中均有应用.自从运筹学在上世纪建立以来,其算法及理论的发展都受到了电子计算机的发展的极大影响.因此在本科运筹学教学中引入适当的计算机实践是非常必要的.这将有助于学生更加深入清晰地理解算法的工作步骤、算法建立的思想以及每个算法的优缺点.在本文中我们试着探讨了为何应在数学专业的运筹学教学中引入计算机实践环节,以及应当如何引入这些实践活动.     

Complexity management in practice: A Viable System Model intervention in an Irish eco-community

While soft OR tools offer specific solutions to manage complexity in organisations, little is known concerning soft OR tools to deal with self-organisation in communities. This paper describes an action research project where the authors facilitated a process of self-organisation in a developing Irish eco-community whose members operate in a non-hierarchical, and cooperative fashion. We used the Viable System Model as a hermeneutical enabler of the community learning process concerning their self-organisation: by embedding VSM distinctions, they redesigned their primary tasks and developed meta-systemic management tools to deal with the complexity they were facing. Observations of the dynamics of the self-organising process over a period of 3 years show the community designed their roles and tasks more effectively, improved the connectivity of roles, and in general, their viability and sustainability. We reflect on the distinctiveness of the methods used, and their contributions to research in soft OR in community projects.     

Writing practitioner case studies to help behavioural OR researchers ground their theories: application of the mangle perspective

Behavioural research into the practice of OR needs to be grounded. Case studies written by practitioners can potentially help address this need but currently most do not. The paper explores a way of describing OR projects that place the emphasis on the ‘actors’ who provide the motivating force and the consequences of their actions. The ‘mangle’ perspective focuses on the dynamic intertwining of people, technology and concepts; this can provide the basis for an insightful narrative describing the reality of the project in terms of the planned approach, the problems met and the outcomes. Two examples are given, one of a conventional model building exercise, the second of a ‘soft OR’ intervention: both describe projects conducted by practitioners for commercial purposes. It is concluded that, by using the mangle perspective, the OR case writer can winnow the wheat from the chaff in order to write a succinct informative narrative, a narrative that could be utilized by behavioural OR (BOR) researchers. It is further concluded that BOR researchers should engage with ‘practice theory’ to deepen their understanding of what actually happens in projects.     

Widening requirements capture with soft methods: an investigation of hybrid M&S studies in health care

A simulation study consists of several stages: problem formulation, model implementation, verification and validation, experimentation and output data analysis. The application of multiple techniques in the model implementation stage is referred to as hybrid simulation, which we distinguish in this paper from a hybrid M&S study, the latter referring to studies that apply methods and techniques from disciplines like Operations Research (OR), Systems Engineering and Computer Science to one or more stages of a simulation study. Our paper focuses on the contribution of soft OR methods in the problem formulation stage of a simulation study (and by extension a hybrid M&S study). Soft Systems Methodology (SSM) has, arguably, been the most widely used qualitative approach for eliciting system requirements. In this paper, we present Qualitative System Dynamics (QSD), a soft systems method, as having potential use in the problem formulation stage of a healthcare M&S study. The contribution of this paper is thus twofold: (1) a review of the literature in SSM for healthcare operations management and (2) an examination of QSD as an additional soft OR method, complementing (rather than supplanting) existing approaches, which can further aid the understanding of the system in the problem formulation/conceptual modelling stage of a hybrid M&S study.     

Implementation of Lean Six Sigma in small- and medium-sized manufacturing enterprises in the Netherlands

In this paper we provide an exploration and analysis of Lean Six Sigma (LSS) implementation in Dutch manufacturing/engineering small- and medium-sized enterprises (SMEs). Critical success factors (CSFs) and impeding factors are identified and analysed. Exploratory empirical evidence about LSS implementation in Dutch SMEs was collected from a survey study on Dutch SMEs. Statistical testing was applied to validate the ranking of the CSFs. To deepen insight in how organizations translate CSFs into practice and cope with impeding factors, additional in-depth qualitative information was gathered from six case studies. Linking to customer, vision and plan statement, communication and management involvement and participation are the highest ranked CSFs. Internal resistance, the availability of resources, changing business focus and lack of leadership are the strongest impeding factors. The case studies confirmed the importance of the CSFs and revealed three new CSFs: personal LSS-experience of Top management, development of the project leader's soft skills and supply chain focus. SMEs in the Netherlands make no distinct separation between lean manufacturing and Six Sigma, but rather apply both approaches intertwined.     

Putting Soft OR Methods to Work: Information Systems Strategy Development at Richards Bay

The development of an information systems (IS) strategy for a mineral extraction and processing plant operated by Rio Tinto Zinc (RTZ) in South Africa is described. The participative approach used was developed from soft OR and systems thinking. The aim of the Richards Bay project was to test commercially whether the Participative Information Management Strategy (PIMS) methodology could be used as a standard method to be applied to the development of an information systems strategy at any mine site. The paper describes the implementation of the process and the problems encountered. More generally it discusses the diffusion of new ideas in an international company, illustrated by the use of the participative approach for other activities including systems development. Conclusions are drawn about the value of participative approaches based on soft OR in this context.     

Teaching communication in an MBA operations research/management science course

This paper discusses the inclusion of a writing requirement within a first-year Operations Research/Management Science (OR) course of a Masters of Business Administration (MBA) curriculum. The inclusion of a writing requirement addresses the importance of communication in OR. It is the authors’ supposition that many of the recent criticisms of OR teaching have their roots in poor OR communication. Although OR faculty members can well argue relative values, we have failed to adequately prepare our students to communicate relevant insights from OR studies. The integration of a writing requirement, consisting of short executive summary-style reports and a major term project, within an MBA OR course can do much in promoting further OR study and OR work. This paper describes our experience in instituting a writing requirement within a first-year MBA course in OR.     

Supporting the strategy process: a survey of UK OR/MS practitioners

This paper reports the results of an online survey conducted with practitioner members of the UK Operational Research (OR) Society. The purpose of the survey was to explore the current practice of supporting the strategy process in terms of activities supported and tools used. The results of the survey are compared to those of previous surveys to explore developments in, inter alia, the use of management/strategy tools and ‘soft’ Operational Research/Management Science (OR/MS) tools. The survey results demonstrate that OR practitioners actively support the strategy process within their organisations. While a wide variety of tools, drawn from the OR/MS and management/strategy fields, are used to support the strategy process within organisations, the findings suggest that soft OR/MS tools are not regularly used. The findings also demonstrate that tools are combined to support the strategy process from both within and across the OR/MS and management/strategy fields. The paper ends by identifying a number of areas for further research.     

The initiation,evaluation and selection of operational research projects

This paper discusses the problems involved in conducting successful Operational Research within a large organisation and suggests ways of overcoming them. It describes ways in which Operational Research projects arise, methods of assessing their relative merits, and methods used by the authors to obtain a suitable portfolio of projects. It is argued that an Operational Research Group should apply to its own project planning the scientific approach that it advocates for others.     

Treatment Evaluation—A Modelling Approach with Application to Acute Myeloid Leukaemia

The work described in the paper was developed during a project carried out jointly by the DHSS OR Unit and a hospital department specializing in the management of acute myeloid leukaemia. One of the aims of this project was to develop a methodology for comparing the results of treatment of patients treated in different clinical trials.The standard OR approach was adopted of using a mathematical model of the results of treatment in a trial as a basis for such comparisons. The paper describes how such a model was built for a particular treatment trial and then used to compare the results of this trial with those obtained in another trial. This comparison indicated important differences between the results of the treatment trials.     

The use of micro computers to analyse fault problems in the local line network of a telecommunications system

This paper describes one of our early projects in which micro computers played a significant role. The major aims is to identify the effects that we observed micros having the OR role, and to relate them to our experiences with this particular project.     

Using soft OR principles for collaborative simulation: a case study in the Dutch airline industry

Collaborative simulation is a method to handle problem situations that are technologically and socially complex. It combines discrete event simulation with methods, techniques and tools designed to help groups progress with their problems. Discrete event simulation and group support both appear to have clear promises in embedding soft OR principles, yet also contain limitations. Furthermore, simulation and group support appear to be complementary, balancing each other's limitations. Therefore, the combination of group support and discrete event simulation seems to be a fruitful vehicle for the application of soft OR principles. Through experiences in a case study at the cargo department of a major airline, we examine how collaborative simulation can be applied in practice as problem structuring method. We conclude that collaborative simulation has definite potential as a soft OR technique, but further research is required to speed up different steps of simulation to fully use simulation in interactive decision making sessions with multiple stakeholders.     

Multimethodology in series and parallel: strategic planning using hard and soft OR

This paper examines two distinct ways in which hard and soft operational research (OR) methodologies can be combined, in series and in parallel. Multimethodology in series is acknowledged as the simpler and more common approach. Multimethodology in parallel is identified as having the potential to provide significant benefits to projects in political, changing, or ‘wicked’ contexts that multimethodology in series cannot. Observations regarding these approaches to multimethodology are examined in light of an information systems strategic planning project in the Australian public sector. Two distinct methodologies were combined in the project: soft systems methodology and project management. These methodologies are based on the soft and hard paradigms, respectively. However, findings in this paper have the potential to be transferred to combinations of other hard and soft OR methodologies.     

The development of management sciences/operational research discourses: surveying the trends in the US and the UK

This paper explores the trends in American and British management science/operational research (MS/OR) during the last 25 years. We argue that British MS/OR has developed a soft and systemic approach to MS/OR practice, which has resulted in the emergence of a number of interpretive and critical-oriented methodologies. American MS/OR practice has remained closed to the positivistic discourse. Using a set of keywords and authors’ names associated with the main features of the interpretive and critical MS discourses, we surveyed articles published in three major US MS/OR journals. We compare these results with trends in the UK MS/OR scene. Findings appear to confirm the different directions taken by the MS/OR practice across the Atlantic. The paper posits possible reasons underpinning these differences: firstly, the particular methodological path followed by the British MS/OR, from early ‘soft systems’ applications in the early 1970s to the now well-established ‘Problem Structuring Methods’; and secondly, continuous engagement between the systems and MS/OR British communities (a dialogue that seems not to have occurred in the US). The paper contributes to a reflection on the MS/OR historical developments and contrasts these developments in both countries, two areas of OR significantly under-researched.