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	<title>Management Science and Operational Research Blog</title>
	<link>http://www.operational-research.com</link>
	<description>The brainstorming platform for students, researchers, consultants and practitioners.</description>
	<lastBuildDate>Mon, 29 Aug 2011 08:46:45 +0000</lastBuildDate>
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	<item>
		<title>Why do we have to spend so much time in queues?</title>
		<description><![CDATA[We might have to spend so much time in queues because capacity planners do not apply Queueing Theory.]]></description>
		<link>http://www.operational-research.com/archives/148</link>
			</item>
	<item>
		<title>Optimise my Elevator</title>
		<description><![CDATA[Combinatorial Optimisation can be found anywhere, even if you take an elevator.]]></description>
		<link>http://www.operational-research.com/archives/134</link>
			</item>
	<item>
		<title>Police Barbecues and Search Games</title>
		<description><![CDATA[During a barbecue with police lieutenants I learned that Search Games might have practical applications after all.]]></description>
		<link>http://www.operational-research.com/archives/112</link>
			</item>
	<item>
		<title>Collaborative Systems Dynamics</title>
		<description><![CDATA[Can the modelling process of Systems Dynamics be democratized. What would be prerequisites, advantages and disadvantages of such collaborative approaches?]]></description>
		<link>http://www.operational-research.com/archives/52</link>
			</item>
	<item>
		<title>How Operational Research might contribute to Management Practices</title>
		<description><![CDATA[Management Practices like Lean Management, Six Sigma and Theory of Constraints are popular methodologies if it comes to the improvement of operational effectiveness and efficiency. Unfortunately Operational Research doesn't create the same excitement among managers. Why is that the case? How do Management Practices and Operational Research differ? What do they have in common?]]></description>
		<link>http://www.operational-research.com/archives/31</link>
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