2.1预习--张静轩.docVIP

2.1 DEFINING THE PROBLEM AND GATHERING DATA (问题定义和数据收集) In contrast to textbook examples, most practical problems encountered by OR teams are initially ([??n???l?],adv.开始；最初)described to them in a vague[veiɡ],adj.模糊的；（思想上）不清楚的；（表达或感知）含糊的；暧昧的 n.模糊不定状态) imprecise([??mpr??sa?s] ,adj.不精确的，不确定的；含糊不清)way. Therefore, the first order of business is to study the relevant(adj.有关的，中肯的；相关联的；确切的；有重大意义[作用]的，实质性的 )system and develop a well-defined statement of the problem to be considered. This includes determining such things as the appropriate objectives, constraints on what can be done, interrelationships (n.相互关系[联系，影响]，干扰 ）between the area to be studied and other areas of the organization, possible alternative courses of action, time limits for making a decision, and so on. This process of problem definition is a crucial (adj.关键性的，极其显要的；决定性的；十字形的)one because it greatly affects how relevant the conclusions of the study will be. It is difficult to extract a right answer from the wrong problem! The first thing to recognize is that an OR team normally works in an advisory capacity.(咨询能力） The team members are not just given a problem and told to solve it however they see fit. Instead, they advise management (often one key decision maker ). The team performs a detailed technical analysis of the problem and then presents recommendations （n.推荐，推荐信；正式建议；提议）to management. Frequently, the report to management will identify a number of alternatives that are particularly attractive under different assumptions （n.假定，臆断）or over a different range of values of some policy parameter 政策参数that can be evaluated （adj.估价的，已评估的 v.评价；求…的值（或数）；对…评价；[数学、逻辑学]求…的数值）only by management (e.g., the trade-off between cost and benefits). Management evaluates the study and its recommendations .推荐（ recommendation的名词复数 ）；推荐信；正式建议；提议, takes into account a variety of intangible （ adj.触不到的；难以理解的；无法确定的n.商（指企业资产）无形的）factors,and makes the final decision based on its