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235 iiNiQup; 01 AN XI 1S1S decision
235 iiNiQup; 01 AN XI 1S1S
decisions are vital at many junctures. The man,1:4ci 0: Operation:. Re-search described the contributions of operations IVSC,11.C11 in this regard as follows: Of the many activities that the department engaged in, two of them had the greatest long-term impact on the company. They were the models and concepts that were developed for allocating logs and, second, the concept of using a business model to look at the business as a system whose logistics and marginal economics are an important factor in the commitment of long-term capital. Let me briefly illustrate examples of what was done in these two areas.
The Concept of an Area Model Our raw material business and major minufacturing facilities for primary products are concentrated in geographic locations called areas. The material flow and options in a typical area for raw materials are shown in Exhibit 8-2. This is a typical mathematical programming problem. Basi-cally, our area models are LPs (linear programs) which deal with the following kinds of information: Buy and sell opportunities for stumpage Log availability in the company Buy and sell opportunities for logs Buy and sell opportunities for chips Log transportation costs Product yields Production rate Production capacity Capacity cost When the model is solved, we get suggested plans for raw material sources, raw material disposal, production capacity plans, and product-line plans for the sawmills, plywood mills, and wood rooms (chips). The log allocation models were used by the business, al-though under great protest. The biggest problems were data in-accuracy and the handling of incredibly large volumes of infor-mation as we attempted to use these models for group of six to ten OR professionals and three to six inati and scientific programming professionals is likely to be most effective.
Movement of personnel from this group to other staff and operating roles should be encouraged where possible. Similarly over time, the salary structure and reward system should permit reentry of topnotch profes¬sionals who have been in other responsible jobs in the company and have the desire to be part of the professional group again. Such a policy in the department would be most cost effective for the company even though individual professionals would have high salaries.
In order to encourage breadth and total professional competence, salary policies should correspond to internal consultant scales, rather than to those of OR technicians.
Technique Development
In late 1971 the manager of Operations Research was reflecting on the appropriate balance of activities within the OR Department. A major issue was whether or not the company should continue its efforts in the more pure aspects of operations research technique development. Over the years it had devoted a part of its resources to this endeavor. How¬ever, alternative approaches had been considered, name!v, the use of outside consultants from time to time or waiting until the results of such efforts elsewhere were documented and published. According to the manager of OR most of the interesting projects were located in the operat¬ing groups. It was becoming more difficult to maintain interest in the "pure" research and technique development work which remained in the central OR department.
APPENDIX A
Weyerhaeuser
NEWS
Number 60 November 1965
OPERATIONS RESEARCH: LEVER FOR CHANGE
There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the iead in introduction of a new order of things, because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new.
Machiavelli: The Prince
1469-1527
Machiavelli was speaking of politics but he stated a great truth that
decisions are vital at many junctures. The man,1:4ci 0: Operation:. Re-search described the contributions of operations IVSC,11.C11 in this regard as follows: Of the many activities that the department engaged in, two of them had the greatest long-term impact on the company. They were the models and concepts that were developed for allocating logs and, second, the concept of using a business model to look at the business as a system whose logistics and marginal economics are an important factor in the commitment of long-term capital. Let me briefly illustrate examples of what was done in these two areas.
The Concept of an Area Model Our raw material business and major minufacturing facilities for primary products are concentrated in geographic locations called areas. The material flow and options in a typical area for raw materials are shown in Exhibit 8-2. This is a typical mathematical programming problem. Basi-cally, our area models are LPs (linear programs) which deal with the following kinds of information: Buy and sell opportunities for stumpage Log availability in the company Buy and sell opportunities for logs Buy and sell opportunities for chips Log transportation costs Product yields Production rate Production capacity Capacity cost When the model is solved, we get suggested plans for raw material sources, raw material disposal, production capacity plans, and product-line plans for the sawmills, plywood mills, and wood rooms (chips). The log allocation models were used by the business, al-though under great protest. The biggest problems were data in-accuracy and the handling of incredibly large volumes of infor-mation as we attempted to use these models for group of six to ten OR professionals and three to six inati and scientific programming professionals is likely to be most effective.
Movement of personnel from this group to other staff and operating roles should be encouraged where possible. Similarly over time, the salary structure and reward system should permit reentry of topnotch profes¬sionals who have been in other responsible jobs in the company and have the desire to be part of the professional group again. Such a policy in the department would be most cost effective for the company even though individual professionals would have high salaries.
In order to encourage breadth and total professional competence, salary policies should correspond to internal consultant scales, rather than to those of OR technicians.
Technique Development
In late 1971 the manager of Operations Research was reflecting on the appropriate balance of activities within the OR Department. A major issue was whether or not the company should continue its efforts in the more pure aspects of operations research technique development. Over the years it had devoted a part of its resources to this endeavor. How¬ever, alternative approaches had been considered, name!v, the use of outside consultants from time to time or waiting until the results of such efforts elsewhere were documented and published. According to the manager of OR most of the interesting projects were located in the operat¬ing groups. It was becoming more difficult to maintain interest in the "pure" research and technique development work which remained in the central OR department.
APPENDIX A
Weyerhaeuser
NEWS
Number 60 November 1965
OPERATIONS RESEARCH: LEVER FOR CHANGE
There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the iead in introduction of a new order of things, because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new.
Machiavelli: The Prince
1469-1527
Machiavelli was speaking of politics but he stated a great truth that
0/5000
235 iiNiQup; 01 1S1S XI keputusan sangat penting di/not banyak. Pria, 1:4ci 0: operasi:. Re-Search digambarkan kontribusi dari operasi IVSC,11.C11 dalam hal ini sebagai berikut: kegiatan yang Departemen terlibat dalam, dua di antaranya memiliki jangka panjang dampak terbesar pada perusahaan. Mereka adalah model dan konsep-konsep yang dikembangkan untuk mengalokasikan log dan, kedua, konsep menggunakan sebuah model bisnis untuk melihat bisnis sebagai sistem logistik yang dan marjinal ekonomi adalah faktor penting dalam komitmen jangka panjang modal. Saya akan secara singkat menggambarkan contoh dari apa yang telah dilakukan pada dua area ini. Konsep bisnis bahan baku Area kami Model dan fasilitas minufacturing utama untuk produk utama terkonsentrasi di lokasi geografis yang disebut daerah. Aliran material dan pilihan di daerah yang khas untuk bahan baku yang ditampilkan di pameran 8-2. Ini adalah masalah pemrograman matematika yang khas. Basi-cally, kami model daerah yang LPs (linier program) yang berhubungan dengan jenis berikut informasi: membeli dan menjual peluang untuk stumpage Log ketersediaan di perusahaan membeli dan menjual peluang untuk log membeli dan menjual peluang untuk chip Log transportasi biaya produk hasil produksi tingkat kapasitas produksi kapasitas biaya ketika model diselesaikan, kita mendapatkan rencana yang disarankan untuk sumber-sumber bahan baku, pembuangan bahan baku, rencana produksi kapasitas dan rencana lini produk untuk usaha-usaha penggergajian, pabrik-pabrik kayu lapis dan kayu kamar (chips). Log alokasi model yang digunakan oleh bisnis, al-meskipun di bawah protes besar. Masalah terbesar adalah data dalam akurasi dan penanganan sangat besar volume infor-koordinasi seperti kami berusaha menggunakan model ini untuk kelompok enam sampai sepuluh OR profesional dan tiga sampai enam inati dan ilmiah pemrograman profesional cenderung paling efektif.Gerakan personil dari kelompok ini untuk staf dan operasi peran lainnya harus didorong mana mungkin. Juga selama waktu, struktur gaji dan upah sistem harus izin re-entry jempolan profes¬sionals yang telah dalam pekerjaan lain bertanggung jawab dalam perusahaan dan memiliki keinginan untuk menjadi bagian dari kelompok profesional lagi. Kebijakan seperti di Departemen akan paling efektif bagi perusahaan meskipun profesional individu akan memiliki gaji yang tinggi.Untuk mendorong luasnya dan total kompetensi yang profesional, gaji kebijakan harus sesuai untuk skala konsultan internal, bukan untuk orang-orang OR teknisi.Teknik pengembanganPada akhir 1971 manajer riset operasi mencerminkan pada keseimbangan yang tepat kegiatan dalam atau Departemen. Masalah utama adalah apakah atau tidak perusahaan harus meneruskan upaya dalam aspek-aspek lebih murni riset operasi teknik pengembangan. Selama bertahun-tahun itu telah mengabdikan bagian dari sumber daya untuk usaha ini. How¬Ever, pendekatan alternatif telah telah dipertimbangkan, nama! v, penggunaan konsultan luar dari waktu ke waktu atau menunggu sampai hasil dari upaya semacam itu di tempat lain yang didokumentasikan dan dipublikasikan. Menurut manajer atau proyek-proyek yang menarik berada di kelompok yang operat¬ing. Hal itu menjadi lebih sulit untuk mempertahankan minat dalam "murni" penelitian dan teknik pengembangan pekerjaan yang tetap di Departemen OR pusat.LAMPIRAN AWeyerhaeuser BERITA Nomor 60 November 1965RISET OPERASI: TUAS UNTUK PERUBAHANTidak ada yang lebih sulit untuk mengambil di tangan, lebih berbahaya untuk melakukan, atau lebih pasti dalam keberhasilan, daripada untuk mengambil iead dalam pengenalan Orde Baru hal, karena telah inovator bagi musuh semua mereka yang telah berbuat baik di bawah kondisi yang lama, dan hangat pembela yang dapat melakukannya dengan baik di bawah baru.Machiavelli: Pangeran1469-1527Machiavelli bicara politik tapi ia menyatakan kebenaran yang
Sedang diterjemahkan, harap tunggu..
235 iiNiQup; 01 AN XI 1S1S
decisions are vital at many junctures. The man,1:4ci 0: Operation:. Re-search described the contributions of operations IVSC,11.C11 in this regard as follows: Of the many activities that the department engaged in, two of them had the greatest long-term impact on the company. They were the models and concepts that were developed for allocating logs and, second, the concept of using a business model to look at the business as a system whose logistics and marginal economics are an important factor in the commitment of long-term capital. Let me briefly illustrate examples of what was done in these two areas.
The Concept of an Area Model Our raw material business and major minufacturing facilities for primary products are concentrated in geographic locations called areas. The material flow and options in a typical area for raw materials are shown in Exhibit 8-2. This is a typical mathematical programming problem. Basi-cally, our area models are LPs (linear programs) which deal with the following kinds of information: Buy and sell opportunities for stumpage Log availability in the company Buy and sell opportunities for logs Buy and sell opportunities for chips Log transportation costs Product yields Production rate Production capacity Capacity cost When the model is solved, we get suggested plans for raw material sources, raw material disposal, production capacity plans, and product-line plans for the sawmills, plywood mills, and wood rooms (chips). The log allocation models were used by the business, al-though under great protest. The biggest problems were data in-accuracy and the handling of incredibly large volumes of infor-mation as we attempted to use these models for group of six to ten OR professionals and three to six inati and scientific programming professionals is likely to be most effective.
Movement of personnel from this group to other staff and operating roles should be encouraged where possible. Similarly over time, the salary structure and reward system should permit reentry of topnotch profes¬sionals who have been in other responsible jobs in the company and have the desire to be part of the professional group again. Such a policy in the department would be most cost effective for the company even though individual professionals would have high salaries.
In order to encourage breadth and total professional competence, salary policies should correspond to internal consultant scales, rather than to those of OR technicians.
Technique Development
In late 1971 the manager of Operations Research was reflecting on the appropriate balance of activities within the OR Department. A major issue was whether or not the company should continue its efforts in the more pure aspects of operations research technique development. Over the years it had devoted a part of its resources to this endeavor. How¬ever, alternative approaches had been considered, name!v, the use of outside consultants from time to time or waiting until the results of such efforts elsewhere were documented and published. According to the manager of OR most of the interesting projects were located in the operat¬ing groups. It was becoming more difficult to maintain interest in the "pure" research and technique development work which remained in the central OR department.
APPENDIX A
Weyerhaeuser
NEWS
Number 60 November 1965
OPERATIONS RESEARCH: LEVER FOR CHANGE
There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the iead in introduction of a new order of things, because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new.
Machiavelli: The Prince
1469-1527
Machiavelli was speaking of politics but he stated a great truth that
decisions are vital at many junctures. The man,1:4ci 0: Operation:. Re-search described the contributions of operations IVSC,11.C11 in this regard as follows: Of the many activities that the department engaged in, two of them had the greatest long-term impact on the company. They were the models and concepts that were developed for allocating logs and, second, the concept of using a business model to look at the business as a system whose logistics and marginal economics are an important factor in the commitment of long-term capital. Let me briefly illustrate examples of what was done in these two areas.
The Concept of an Area Model Our raw material business and major minufacturing facilities for primary products are concentrated in geographic locations called areas. The material flow and options in a typical area for raw materials are shown in Exhibit 8-2. This is a typical mathematical programming problem. Basi-cally, our area models are LPs (linear programs) which deal with the following kinds of information: Buy and sell opportunities for stumpage Log availability in the company Buy and sell opportunities for logs Buy and sell opportunities for chips Log transportation costs Product yields Production rate Production capacity Capacity cost When the model is solved, we get suggested plans for raw material sources, raw material disposal, production capacity plans, and product-line plans for the sawmills, plywood mills, and wood rooms (chips). The log allocation models were used by the business, al-though under great protest. The biggest problems were data in-accuracy and the handling of incredibly large volumes of infor-mation as we attempted to use these models for group of six to ten OR professionals and three to six inati and scientific programming professionals is likely to be most effective.
Movement of personnel from this group to other staff and operating roles should be encouraged where possible. Similarly over time, the salary structure and reward system should permit reentry of topnotch profes¬sionals who have been in other responsible jobs in the company and have the desire to be part of the professional group again. Such a policy in the department would be most cost effective for the company even though individual professionals would have high salaries.
In order to encourage breadth and total professional competence, salary policies should correspond to internal consultant scales, rather than to those of OR technicians.
Technique Development
In late 1971 the manager of Operations Research was reflecting on the appropriate balance of activities within the OR Department. A major issue was whether or not the company should continue its efforts in the more pure aspects of operations research technique development. Over the years it had devoted a part of its resources to this endeavor. How¬ever, alternative approaches had been considered, name!v, the use of outside consultants from time to time or waiting until the results of such efforts elsewhere were documented and published. According to the manager of OR most of the interesting projects were located in the operat¬ing groups. It was becoming more difficult to maintain interest in the "pure" research and technique development work which remained in the central OR department.
APPENDIX A
Weyerhaeuser
NEWS
Number 60 November 1965
OPERATIONS RESEARCH: LEVER FOR CHANGE
There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the iead in introduction of a new order of things, because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new.
Machiavelli: The Prince
1469-1527
Machiavelli was speaking of politics but he stated a great truth that
Sedang diterjemahkan, harap tunggu..
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