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Full-Text Articles in Operations Research, Systems Engineering and Industrial Engineering
Road Rescue Implements A Continuous Process Improvement Framework, John Olson, Paul Savory
Road Rescue Implements A Continuous Process Improvement Framework, John Olson, Paul Savory
John Olson
Continuous improvement programs traditionally focus on making small incremental improvements to a system. Unfortunately, their success can be limited due to the rapid changing environment within which most small companies operate. Improvement efforts should be flexible enough to capitalize on incremental and radical changes to a system. This paper presents a case analysis of how Road Rescue, an ambulance manufacturer, uses a continuous improvement framework to capitalize on both radical and incremental improvement opportunities. Results include a 10% increase in throughput, reduced cycle time of 44%, increased customer satisfaction, and higher quality.
Humanitarian Logistics Network Design For An Effective Disaster Response, Soumia Ichoua
Humanitarian Logistics Network Design For An Effective Disaster Response, Soumia Ichoua
Soumia Ichoua
In this paper we address the problem of pre-positioning emergency supplies prior to a disaster onset. The goal is to ensure a fast and effective response when the disaster strikes. Pre-positioning of emergency supplies is a strategic decision aimed at determining the number and location of local distribution centers as well as their inventory levels for emergency supplies. These decisions must be made in a highly disruption-prone environment where a timely response is vital and resources are scarce. We present and discuss a scenario-based model that integrates location, inventory and routing decisions.
Project Management Decisions With Uncertain Targets, Jeffrey Keisler, Robert Bordley
Project Management Decisions With Uncertain Targets, Jeffrey Keisler, Robert Bordley
Jeffrey Keisler
Project management decision rules presume that fixed and inflexible targets have been defined for the project. If a project's slack is defined as the difference between actual project performance and these targets, then these decision rules can be characterized as maximizing the probability that slack is non-negative (i.e., maximizing the probability of meeting the targets). These rules rely on z-scores to compare uncertain performance to target levels. Following these decision rules will not always suffice for the project manager to act consistently with customer preferences. In particular, actual requirements may be uncertain or subject to change, and customers may have …