1. Pperforming specific project ana

1. Pperforming specific project analysis
2. Training and development in management science
3. Insertion of OR-trained personnel in non-OR jobs
4. lntroduction of OR techniques and computers to the RD&E function in the corporation
5. Design and iinplementation of decision systems
The activities under items 1 to 4 seem to be relatively straightfor¬ward and there seemed to be consensus that reasonable progress had been made in these areas. However, the objective of becoming the "decision systems architect" fOr the company had not been achieved. Responsibility on this dimension seemed to be diffused in a number of directions; namely, more fornialized planning activities, an investment evaluation department, management information systems endeavors, and others. In each of these cases, there was emphasis on the developrnent of a flow of appropriate information for planning and decision making—both strate¬gic (including mergers and acquisitions) and operational.
Internal Organizational Changes
I n 1966 the OR Department changed its organization from a homogeneous corporate project -type organization tn a decentralized section format with manpower dedicated to the service of particular uperating groups. This was done with the explicit purpose of creating a close identification of professionals with operating managers—a key factor in the successful application of OR in a decision systems framework. The following sec¬tions were identified: (1) Timberland/Wood Products Decision Systems, (2) Pulp Based Products Decision Systems, (3) Corporate Decision Svs¬tems, (4) MS/OR Development Section, and (5) math analysis and pro¬gramming group (Scientific Computing Services). -
Over a period of time, OR-trained professionals were absorbed in operating groups, often in planning positions which called for direct and continuing contact with an operating manager. These developments usually follo•ed the successful implementation of an OR research proj¬ect's findings. ln some cases the "consultants" worked themselves into a job by demonstrating the usefulness of a particular application in mana¬gerial decision making. More often, however, the individual analysts were hired into such jobs because of their personal skills. According to the manager of OR, the most effective analysts seemed to be able to "blend into the woodwork." Since the inception of the Operations Research De¬partment, approximately twenty-four professionals had been "spun out" into the operating organization.
Place of OR in the Company Organization
Initially the OP, function was part of the Controller's Department. Then,
after severai years, it became a part of Business Systerns which reported
to the Executive Vice President of Operations isee Weyerhaeuser Com-

Hasil (Bahasa Indonesia) 2:

1. Pperforming proyek tertentu analisis
2. Pelatihan dan pengembangan ilmu manajemen
3. Penyisipan personil OR terlatih non-OR pekerjaan
4. Pendahuluan dari OR teknik dan komputer untuk fungsi RD & E di perusahaan
5. Desain dan iinplementation sistem keputusan
Kegiatan di bawah item 1 sampai 4 tampaknya relatif straightfor¬ward dan tampaknya ada konsensus bahwa kemajuan yang wajar telah dibuat di daerah-daerah. Namun, tujuan menjadi "sistem keputusan arsitek" bagi perusahaan belum tercapai. Tanggung jawab pada dimensi ini tampaknya disebarkan di sejumlah arah; yaitu, lebih fornialized kegiatan perencanaan, departemen evaluasi investasi, sistem informasi manajemen usaha, dan lain-lain. Dalam setiap kasus ini, ada penekanan pada developrnent dari aliran informasi yang tepat untuk perencanaan dan pengambilan keputusan-baik strate¬gic (termasuk merger dan akuisisi) dan operasional.
Perubahan Organisasi internal
saya n 1966 Departemen OR berubah organisasinya dari sebuah -jenis organisasi proyek perusahaan homogen tn format bagian terdesentralisasi dengan tenaga kerja yang didedikasikan untuk melayani kelompok uperating tertentu. Hal ini dilakukan dengan tujuan eksplisit menciptakan identifikasi dekat profesional dengan-manajer faktor kunci operasi dalam keberhasilan penerapan OR dalam kerangka sistem keputusan. Para sec¬tions berikut telah diidentifikasi: (1) Sistem Keputusan Timberland / Produk Kayu, (2) Sistem Produk Pulp Berdasarkan Keputusan, (3) Keputusan Perusahaan Svs¬tems, (4) MS / OR Bagian Pembangunan, dan (5) matematika analisis dan kelompok pro¬gramming (Scientific Computing Services). -
Selama periode waktu, profesional ATAU terlatih diserap dalam kelompok operasi, sering dalam posisi perencanaan yang menyerukan kontak langsung dilanjutkan dengan manajer operasi. Perkembangan ini biasanya follo • ed keberhasilan pelaksanaan temuan penelitian proj¬ect ini OR. Dalam beberapa kasus, "konsultan" bekerja diri ke pekerjaan dengan menunjukkan kegunaan aplikasi tertentu dalam pengambilan keputusan mana¬gerial. Lebih sering, bagaimanapun, analis individu dipekerjakan dalam pekerjaan tersebut karena kemampuan pribadi mereka. Menurut manajer OR, para analis yang paling efektif tampaknya dapat "menyatu dengan kayu." Sejak dimulainya Riset Operasi De¬partment, sekitar dua puluh empat profesional telah "berputar keluar" ke dalam organisasi operasi.
Tempat OR dalam Organisasi Perusahaan
Awalnya OP, fungsi adalah bagian dari Departemen Controller. Kemudian,
setelah bertahun-tahun severaI, itu menjadi bagian dari Systerns Bisnis yang dilaporkan
kepada Wakil Presiden Eksekutif Operasional ISEE Weyerhaeuser Communication