Traffic on the railway nearly doubled between 1970 and 2006, but its timetable had not changed, leading to commuting problems...
Restructuring increased the percentage of trains arriving within three minutes of schedule from 84.8 percent in 2006 to 87 percent in 2007, while the number of passengers increased 2 percent in the first six months of 2007.
Profit, meanwhile, rose $60 million and the changes made additional capacity available...
Wednesday, April 23, 2008
Thursday, April 17, 2008
- which brand should be used for new products
- how to choose suppliers to procure and source materials
- how to use forecasting to deal with the factors impacting international trade and finance
- how much inventory to store and where
- how to keep and attract workforce talents for the company
It is obvious that OR applications in businesses can make a company very powerful, but it takes the OR talents who can talk business to do it. To quote Brenda Dietrich, an IBM fellow at IBM’s Watson Research Center:
There’s a gap between the math professionals and the nonmath executives in
many companies. The companies who have people who can walk into a business meeting and tell executives how to use OR tools are the ones who’ve got the edge. Deployment is no longer done just by the math people; analytics has become much more usable by a broader set of people within an organization.
Click here to view the full article.
See how businesses like UPS and Procter & Gamble are using OR to solve their important business problems and making informed business decisions.
Click here for the video.
Wednesday, April 16, 2008
- make your theme clear and consistent
- create a headline that sets the direction for your meeting
- provide the outline
- opens & close each section with clear transition
- make it easy for your listeners to follow your story
- demonstrate enthusiasm
- wow your audience
- sell an experience
- make numbers and stats meaningful
- analogies help connect the dots for your audience
- make it visual
- paint a simple picture that doesn't overwhelm
- give 'em a show
- identify your memorable moment and build up to it
- rehearse rehearse rehearse
- "And one last thing..." give your audience an added bonus to walk away with
- a strong opening, a strong closure, and an encore with "one more thing"
- 10 hours to rehearse for a new 30-minute presentation. It may sound like a lot, but if you want Jobs-style drama, you need to know your material cold.
- A Vision: If your topic can’t be summed up in 10 words or less, it’s too broad.
- A Clear Structure: An organized speech is easier for the audience to follow.
- Visuals: Eye-catching graphics form the basis of the most compelling slides.
- Dramatic Flair: A few time-tested storytelling devices help build excitement.
Click here to view the video.
Click here to see the full article.
Warning to studio readers — two marketing professors at the Wharton School could very well put you out of a job.
Actually, Z. John Zhang and Jehoshua Eliashberg (plus a bevy of co-authors) claim that their goal is merely to augment your special talents, not replace them. But the paper they published in Management Science magazine in June called 'From Story Line to Box Office: A New Approach for Green-Lighting Movie Scripts' establishes a statistical model for analyzing screenplays and predicting whether a resulting movie will be successful at the box office. Which, if accurate, would render your silly personal judgments obsolete.
Greenlighting, or putting a screenplay into active production, relies mostly on the subjective intuition of readers and executives (plus a studio calculus derived from the budget and the past record of the film's genre and potential cast). It's a system that can produce, shall we say, spotty results. Zhang and Eliashberg hope to take some of the guesswork out of it. Their model combines textual analysis (paragraph construction, frequency and distribution of words, etc.) with structural analysis (a clear premise, a surprise ending, and the like) using 22 yes-or-no queries that are posed and then cross-referenced.
— Los Angeles Times
Tuesday, April 1, 2008
forecasting “experts” don’t do much better than novices — or, for that matter, guessing — when it comes to predicting the future.I've been taking a forecasting class, and find the topic rather fascinating. However, as in the course of my study of different forecasting methods, it seems that in a lot of cases the best forecast is the naive forecast - which is simply guessing using current values.
For more information on the study mentioned above: http://blogs.wsj.com/numbersguy/grading-the-forecasts-of-experts-182/?mod=hpp_us_blogs