Decision Process Identify the Problem

Slides:



Advertisements
Similar presentations
Lesson 04 Decision Making
Advertisements

Decision Theory.
To accompany Quantitative Analysis for Management, 9e by Render/Stair/Hanna 3-1 © 2006 by Prentice Hall, Inc. Upper Saddle River, NJ Prepared by.
Chapter 3 Decision Analysis.
1 Decision Making A General Overview 10th ed.. 2 Why study decision making? -It is the most fundamental task performed by managers. -It is the underlying.
Module 16 – Decision Theory
20- 1 Chapter Twenty McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 5S Decision Theory.
Decision Theory.
Copyright 2009 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Operations Management - 6 th Edition Chapter 1 Supplement Roberta.
Operations Management
1 DSCI 3223 Decision Analysis Decision Making Under Uncertainty –Techniques play an important role in business, government, everyday life, college football.
Chapter 3 Decision Analysis.
Capacity Planning For Products and Services
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter Twenty An Introduction to Decision Making GOALS.
Lecture 5 Decision Analysis Chapter 14.
Managerial Decision Modeling with Spreadsheets
2000 by Prentice-Hall, Inc1 Supplement 2 – Decision Analysis A set of quantitative decision-making techniques for decision situations where uncertainty.
©The McGraw-Hill Companies, Inc. 2008McGraw-Hill/Irwin An Introduction to Decision Making Chapter 20.
DSC 3120 Generalized Modeling Techniques with Applications
Part 3 Probabilistic Decision Models
Business Statistics: A Decision-Making Approach, 6e © 2005 Prentice-Hall, Inc. Chap 18-1 Business Statistics: A Decision-Making Approach 6 th Edition Chapter.
Topic 2. DECISION-MAKING TOOLS
5s-1Decision Theory McGraw-Hill/Irwin Operations Management, Eighth Edition, by William J. Stevenson Copyright © 2005 by The McGraw-Hill Companies, Inc.
ISMT 161: Introduction to Operations Management
Decision Making Under Uncertainty and Under Risk
Operations Management Decision-Making Tools Module A
5s-1 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights.
Operations Management Decision-Making Tools Module A
CD-ROM Chap 14-1 A Course In Business Statistics, 4th © 2006 Prentice-Hall, Inc. A Course In Business Statistics 4 th Edition CD-ROM Chapter 14 Introduction.
To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth Edition © 2002 Prentice Hall, Inc. All rights reserved. Supplement.
8-1 CHAPTER 8 Decision Analysis. 8-2 LEARNING OBJECTIVES 1.List the steps of the decision-making process and describe the different types of decision-making.
Module 5 Part 2: Decision Theory
An Introduction to Decision Theory (web only)
Decision Theory Decision theory problems are characterized by the following: 1.A list of alternatives. 2.A list of possible future states of nature. 3.Payoffs.
To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Supplement S2 Decision Analysis To.
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 5 Capacity Planning For Products and Services.
© 2007 Pearson Education Decision Making Supplement A.
Decision Analysis Mary Whiteside. Decision Analysis Definitions Actions – alternative choices for a course of action Actions – alternative choices for.
Welcome Unit 4 Seminar MM305 Wednesday 8:00 PM ET Quantitative Analysis for Management Delfina Isaac.
Decision Theory McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Lecture 6 Decision Making.
Models for Strategic Marketing Decision Making. Market Entry Decisions To enter first or to wait Sources of First-Mover Advantages –Technological leadership.
Chapter 3: Decision Making BBA 6 th semester Institute of Management Studies, University of Peshawar.
Decision Theory Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill.
1 Decision Making A General Overview 10th ed.. 2 Why study decision making? -It is the most fundamental task performed by managers. -It is the underlying.
BUAD306 Chapter 5S – Decision Theory. Why DM is Important The act of selecting a preferred course of action among alternatives A KEY responsibility of.
Decision Theory McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Decision Analysis.
SUPPLEMENT TO CHAPTER TWO Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1999 DECISION MAKING 2S-1 Chapter 2 Supplement Decision Making.
Decision Making Under Uncertainty: Pay Off Table and Decision Tree.
5s-1Decision Theory CHAPTER 5s Decision Theory McGraw-Hill/Irwin Operations Management, Eighth Edition, by William J. Stevenson Copyright © 2005 by The.
Decision Theory Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill.
DECISION MODELS. Decision models The types of decision models: – Decision making under certainty The future state of nature is assumed known. – Decision.
QUANTITATIVE TECHNIQUES
DECISION MAKING Chapter 5 with Duane Weaver. Outline Decision Making Process Making Decisions Decision Making Conditions Decision Making Styles.
DECISION THEORY & DECISION TREE
Chapter 5 Supplement Decision Theory.
Chapter 5S – Decision Theory
Determinants of Effective Capacity
Chapter 19 Decision Making
Supplement: Decision Making
نظام التعليم المطور للانتساب
نظام التعليم المطور للانتساب
Decision Analysis Support Tools and Processes
Decision Analysis.
Decision Making A General Overview 10th ed.
Decision Making A General Overview 10th ed.
Decision Making Supplement A
Presentation transcript:

Decision Process Identify the Problem Specify objectives and the criteria for choosing a solution Develop alternatives Analyze and compare alternatives Select the best alternative Implement the chosen alternative Monitor the results The optimal alternative may turn out to be less than optimum. There is usually a certain amount of backtracking and feedback, especially in terms of developing and analyzing alternatives.

Causes of Poor Decisions Bounded Rationality The limitations on decision making caused by costs, human abilities, time, technology, and availability of information. Suboptimization The result of different departments each attempting to reach a solution that is optimum for that department. manager's ego and unwillingness to admit a mistake. departmentalize decisions. bounded rationality: the limitations on decision making caused by costs, human abilities, time, technology, and availability of information.

product and service design Decision Theory Decision Theory represents a general approach to decision making which is suitable for a wide range of operations management decisions, including: capacity planning product and service design location planning equipment selection

Decision Theory Elements A set of possible future conditions exists that will have a bearing on the results of the decision A list of alternatives for the manager to choose from A known payoff for each alternative under each possible future condition

Possible future demand* Payoff Table Possible future demand* Present value in $ millions

Decision Making Environments Certainty - Environment in which relevant parameters have known values Risk - Environment in which certain future events have probable outcomes Uncertainty - Environment in which it is impossible to assess the likelihood of various future events

Decision Making under Certainty Possible future demand* Choose the alternative that has the best payoff under that state of nature. Present value in $ millions

Decision Making under Risk Possible future demand* 10 10.5 3 0.3 0.5 0.2 Present value in $ millions

Decision Making under Uncertainty Maximin (pessimistic) - Choose the alternative with the best of the worst possible payoffs Maximax (optimistic) - Choose the alternative with the best possible payoff Laplace - Choose the alternative with the best average payoff of any of the alternatives Minimax Regret - Choose the alternative that has the least of the worst regrets

Decision Making under Uncertainty: Maximin (Pessimistic) Possible future demand* Present value in $ millions

Decision Making under Uncertainty: Maximax (Optimistic) Possible future demand* Present value in $ millions

Decision Making under Uncertainty: Laplace Possible future demand* 10 10.33 4.67 Present value in $ millions

Decision Making under Uncertainty: Minimax Regret Possible future demand* 2 6 3 4 14 10 Present value in $ millions

Format of a Decision Tree Decision Point State of nature 1 B Payoff 1 State of nature 2 Payoff 2 Payoff 3 2 Choose A’1 Choose A’2 Payoff 6 Payoff 4 Payoff 5 Choose A’3 Choose A’4 Choose A’ 1 Chance Event

Decision Tree Example Chance Event Decision Point Low demand, 0.4 $40 Do nothing, $40 Build small x x Overtime, $50 High demand, 0.6 Expand, $55 Low demand, 0.4 x Build large Do nothing, ($10) Reduce prices, $50 High demand, 0.6 $70 Chance Event Decision Point

Expected Value of Perfect Information Expected value of perfect information the difference between the expected payoff under certainty and the expected payoff under risk Expected value of Expected payoff Expected payoff perfect information under certainty under risk _ =

Expected Value of Perfect Information Example Possible future demand* 10 10.5 3 0.3 0.5 0.2 Present value in $ millions

Sensitivity Analysis Payoff Table Alternative States of Nature State 1 State 2 Probability P1 P2 A 4 12 B 16 2 C 8

Sensitivity Analysis #1 Payoff #2 Payoff 16 14 12 10 8 6 4 2 B 16 14 12 10 8 6 4 2 A C B best C best A best Sensitivity analysis: determine the range of probability for which an alternative has the best expected payoff