Demand Forecasting Production and Operations Management Judit Uzonyi-Kecskés Ph.D. Student Department of Management and Corporate Economics Budapest University.

Slides:



Advertisements
Similar presentations
Forecasting OPS 370.
Advertisements

Operations Management Forecasting Chapter 4
Forecasting.
Forecasting IME 451, Lecture 2. Laws of Forecasting 1.Forecasts are always wrong! 2.Detailed forecasts are worse than aggregate forecasts! Dell forecasts.
OPIM 310 –Lecture # 1.2 Instructor: Jose M. Cruz
CHAPTER 3 Forecasting.
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 3 Forecasting.
Chapter 13 Forecasting.
FORECASTING. Types of Forecasts Qualitative Time Series Causal Relationships Simulation.
Demand Management and Forecasting. Types of Forecasts Qualitative Time Series Causal Relationships Simulation.
Operations Management Forecasting Chapter 4
Demand Forecasting: Time Series Models Professor Stephen R. Lawrence College of Business and Administration University of Colorado Boulder, CO
© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J Operations Management Forecasting Chapter 4.
Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Forecasting Operations Chapter 12 Roberta Russell & Bernard.
Forecasting August 29, Wednesday.
FORECASTING Operations Management Dr. Ron Lembke.
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 3 Forecasting.
Demand Forecasts The three principles of all forecasting techniques: –Forecasting is always wrong –Every forecast should include an estimate of error –The.
Slides 13b: Time-Series Models; Measuring Forecast Error
Fall, 2012 EMBA 512 Demand Forecasting Boise State University 1 Demand Forecasting.
Chapter 2 Data Patterns and Choice of Forecasting Techniques
Chapter 4 Forecasting Mike Dohan BUSI Forecasting What is forecasting? Why is it important? In what areas can forecasting be applied?
The Importance of Forecasting in POM
Lecture 2: Time Series Forecasting
CHAPTER 3 FORECASTING.
Forecasting OPS 370.
3-1 McGraw-Hill/Irwin Operations Management, Seventh Edition, by William J. Stevenson Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Operations Management
3-1Forecasting William J. Stevenson Operations Management 8 th edition.
3-1Forecasting. 3-2Forecasting FORECAST:  A statement about the future value of a variable of interest such as demand.  Forecasts affect decisions and.
© 2004 Prentice-Hall, Inc. Chapter 7 Demand Forecasting in a Supply Chain Supply Chain Management (2nd Edition) 7-1.
Operations Research II Course,, September Part 6: Forecasting Operations Research II Dr. Aref Rashad.
Introduction to Forecasting IDS 605 Spring Forecasting 4 A forecast is an estimate of future demand.
CHAPTER 5 DEMAND FORECASTING
Operations Fall 2015 Bruce Duggan Providence University College.
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 3 Forecasting.
Forecasting. 預測 (Forecasting) A Basis of Forecasting In business, forecasts are the basis for budgeting and planning for capacity, sales, production and.
Forecasting Chapter 9. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Define Forecast.
Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Forecasting Operations Management - 6 th Edition Chapter 12.
15-1 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Forecasting Chapter 15.
Forecasting Chapter 9. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall9 - 2 Chapter Objectives Be able to:  Discuss the importance.
McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. 3 Forecasting.
Business Processes Sales Order Management Aggregate Planning Master Scheduling Production Activity Control Quality Control Distribution Mngt. © 2001 Victor.
Forecasting. Lecture Outline   Strategic Role of Forecasting in Supply Chain Management and TQM   Components of Forecasting Demand   Time Series.
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 3 Forecasting.
15-1 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Forecasting Chapter 15.
FORECASTING Kusdhianto Setiawan Gadjah Mada University.
Demand Forecasting: Time Series Models Professor Stephen R. Lawrence College of Business and Administration University of Colorado Boulder, CO
Forecasting Demand. Forecasting Methods Qualitative – Judgmental, Executive Opinion - Internal Opinions - Delphi Method - Surveys Quantitative - Causal,
DEPARTMENT OF MECHANICAL ENGINEERING VII-SEMESTER PRODUCTION TECHNOLOGY-II 1 CHAPTER NO.4 FORECASTING.
Modul ke: Fakultas Program Studi Teori Peramalan Forecasting Strategic Role of Forecasting in Supply Chain Management, Components of Forecasting Demand,
CHAPTER 12 FORECASTING. THE CONCEPTS A prediction of future events used for planning purpose Supply chain success, resources planning, scheduling, capacity.
Chapter 12 Forecasting. Lecture Outline Strategic Role of Forecasting in SCM Components of Forecasting Demand Time Series Methods Forecast Accuracy Regression.
3-1Forecasting CHAPTER 3 Forecasting McGraw-Hill/Irwin Operations Management, Eighth Edition, by William J. Stevenson Copyright © 2005 by The McGraw-Hill.
Forecasting Demand. Problems with Forecasts Forecasts are Usually Wrong. Every Forecast Should Include an Estimate of Error. Forecasts are More Accurate.
3-1Forecasting William J. Stevenson Operations Management 8 th edition.
Chapter 9 Forecasting. 1. Define Forecast. Forecasting  Forecast – An estimate of the future level of some variable.  Why Forecast?  Assess long-term.
To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Chapter 8 Forecasting To Accompany.
Assignable variation Deviations with a specific cause or source. forecast bias or assignable variation or MSE? Click here for Hint.
Forecasting Production and Operations Management 3-1.
Demand Management and Forecasting Chapter 11 Portions Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Forecas ting Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill.
Demand Forecasting Production and Operations Management Judit Uzonyi-Kecskés Research Assistant Department of Management and Corporate Economics Budapest.
Demand Forecasting Production and Operations Management Judit Uzonyi-Kecskés Ph.D. Student Department of Management and Corporate Economics Budapest University.
Chapter 11 – With Woodruff Modications Demand Management and Forecasting Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.
Chapter 3 Lecture 4 Forecasting. Time Series is a sequence of measurements over time, usually obtained at equally spaced intervals – Daily – Monthly –
Demand Forecasting Production and Operations Management Judit Uzonyi-Kecskés Ph.D. Student Department of Management and Corporate Economics Budapest University.
1 By: Prof. Y. Peter Chiu 9 / 1 / / 1 / 2012 Chapter 2 -A Forecasting.
Demand Forecasting Production and Operations Management
Demand Forecasting Production and Operations Management
Presentation transcript:

Demand Forecasting Production and Operations Management Judit Uzonyi-Kecskés Ph.D. Student Department of Management and Corporate Economics Budapest University of Technology and Economics

Topics Introduction Forecasting methods Forecasting stationary series –Moving average (with example) –Simple exponential smoothing (with example) Trend based forecasting methods –Double exponential smoothing (with example) Evaluating forecasts –Analyzing the size of errors (with example) –Analyzing the validity of the forecasting model (with example)

Forecasting Find balance of supply and demand Predicting the future Production and service area Application of forecasting results: –Capacity planning –Production scheduling –Inventory control –Materials requirement planning

Forecasting Methods Subjective methods Objective methods

Subjective Forecasting Methods Based on expert opinion –Personal insight –Panel consensus –Delphi method –Historic analogy Based on customer opinion –Indirectly: Sales force composites –Directly: Market surveys

Objective Forecasting Methods Casual models –Analyzing the causes of the demand –Forecasting the demand based on the measure of the causes Time series/projective methods –Analyzing the demand of previous periods –Determining the patterns of the demand –Forecasting the demand based on the information of previous prior periods

Patterns of Demand

Symbols t: period t (e.g. day, week, month) D t : observation of demand in period t F t,t+τ : forecast in period t for period t+τ F t : forecast for period t S t : constant component in period t G t : trend component in period t Other parameters (e.g. time horizon parameter, smoothing constants)

Forecasting Stationary Series For stationary time series Most frequently used methods: –Moving average –Simple exponential smoothing

Moving Average Forecasting: N: number of analyzed periods –Large N: more weight on past data forecasts are more stable –Small N: more weight on the current observation of demand forecasts react quickly to changes in the demand

Example In a car factory the management observed that the demand for the factory’s car is nearly constant. Therefore they forecast the demand with the help of moving average based on the demand information of the last 2 months.

Example The observed demands in the last 7 periods were the following: PeriodDemand

Example The observed demand in the first two periods was 200 and 255 cars: –D 1 =200, –D 2 =255. The forecast is based on the demand information of the last 2 months: N=2. The first period when forecast can be performed is period 3: t=3 –D t-1 = D 3-1 =D 2 =255 –D t-N = D 3-2 =D 1 =200

Example Forecast for the third period, if N=2: Forecasts for the following periods:

Example Multiple-step-ahead forecast –Last known demands: D 6 =283 and D 7 =308. –Last forecast: F 8 =295,5. We assume that demand is constant! Suppose that in period 8 we observe a demand of D 8 =195, we now need to update the forecasts:

Exponential Smoothing Forecast is a weighted average Current forecast is based on: –Last forecast –Last value of demand –Smoothing constant (e.g. α, β): 0 ≤ α, β≤ 1

Simple Exponential Smoothing Forecast α: smoothing constant (0 ≤ α ≤ 1) –Large α: more weight on the current observation of demand forecasts react quickly to changes in the demand –Small α: more weight on past data forecasts are more stable

Example In a car factory the management observed that the demand for the factory’s car is nearly constant. Therefore they forecast the demand with the help of simple exponential smoothing, and they use α=0.1 value as smoothing constant. The forecast for the first period was 250 cars.

Example The observed demands in the last 7 periods were the following: PeriodDemand

Example The forecast for the first period was 250 cars: F 1 =250. The observed demand in the first period was 200 cars: D 1 =200. Forecast for the second period, if α=0.1:

Example

More-step-ahead forecast –Last known demand: D 7 =308. –Last forecast: F 8 =245. We assume that demand is constant! Suppose that in period 8 we observe a demand of D 8 =195, we now need to update the forecasts:

Comparison of the Two Methods Similarities –Both assume that demand is stationary –Both use a single parameter (N or α) Differences –Number of directly used demand data –Number and weights of indirectly used demand data

Trend-based Forecasting Methods For time series containing additive trend Most frequently used methods: –Regression analysis (linear or non-linear) –Double exponential smoothing

Double Exponential Smoothing Holt’s method Forecast α, β: smoothing constants (0≤α,β≤1)

Example In a furniture factory the management observed that the demand for the factory’s products is progressive and doesn’t show seasonal pattern. Therefore they forecast the demand with the help of Holt’s method, and they use α=0.2 and β=0.1 values as smoothing constants. In period zero the management has the following initial values: S 0 =200 and G 0 =10.

Example The observed demands in the last 7 periods were the following: PeriodDemand

Example The initial values: S 0 =200 and G 0 =10. The observed demand in the first period was 200: D 1 =210. Forecast for the second period, if α=0.2; β=0.1:

Example Further steps:

Example

Multiple-step-ahead forecast –Last known demand: D 5 =303. –Last data of forecasting: S 5 =263, G 5 =11, F 8 =274. –Forecast for the next 4 periods from period 7: –There also can be need to update forecasts.

Evaluating Forecasts There are almost always errors in forecasts –Random effects, noises –Inappropriate forecasting methods Analysis of –the size of forecasting errors –the validity of forecasting models

Forecast Error Difference between the forecasted value for a period and the actual demand for the same period Covers only one period Does not give information about the acceptability of the forecasting method

Mean Error The average error during a term of n periods Positive and negative errors cancel each other Measures bias: –If ME is positive, the forecast is over-estimated –If ME is negative, the forecast is under-estimated

Absolute Error Measures Measures of forecasts accuracy during n periods Mean absolute error Mean squared error Positive and negative errors cannot cancel each other Do not give information about the relative size of error

Mean Absolute Percentage Error Arithmetical average of percentage error of n periods Gives information about the average, relative size of the absolute error observed during several periods

Example A hotel makes the following forecasts for rooms needed for a month and compares these with actual bookings. PeriodDemandForecast

Example First determine the forecast error in each period PeriodDemandForecastError

Example Determine the presented error measures after period 5 (t=5, T=4)

Example

Validity of Forecasting Method Analyzing the validity of the forecasting method used Signs that forecast –is inappropriate –will be inappropriate in the immediate future Tracking signal will be used Monitoring –the size of tracking signal values –the tendency of tracking signal values

Tracking Signal Moving sum of forecast error in period t Mean absolute error in period t Tracking signal in period t

Monitoring the Tracking Signal Monitoring size Monitoring tendency –Tracking signal diagram –Typical patterns: Small-scale, random alternating near to zero Increasing trend Decreasing trend

Example We have the following forecast and demand data. Evaluate the validity of forecast model. PeriodDemandForecast

Example Determine the value of tracking signal in each period PeriodDtDt FtFt etet MSFE t |et||et|MAE t TS t

Example Draw the tracking signal diagram Evaluate the validity of forecasting method applied –Only few data were available –Does not step out of control borders –Decreasing trend, systematic undervaluation –There is a negative trend instead of constant demand, there is a constant demand instead of positive trend, etc.

Possible questions in the exam Name subjective forecasting methods In which life cycle period are subjective/objective methods used? Name the similarities/differences between moving average and exponential smoothing. Name differences between forecasts made by simple exponential smoothing(moving average) with a small and a large α (N) value? Name three different forecasting errors

Possible exercises in the exam Give forecast using moving average Give forecast using exponential smoothing Determine the values of simple error / mean error / absolute mean error You can find examples for these in the presentation!

1. Exercise for extra points The demand for a product is constant. Make forecasts for periods 3 and 4. Use moving average method. N=2. Make forecasts for periods 2,3 and 4. Use exponential smoothing. α=0.3 Give a multiple-step-ahead forecast for period 7 from period 4. Period1234 Demand

2. Exercise for extra points Use double exponential smoothing with smoothing constants α=0.1 and β=0.1, and initial values S0=50, G0=10. Give one-period-ahead forecasts for the following time series: Period12345 Demand