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Optimization I. © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran2 Outline Basic Optimization: Linear programming –Graphical.

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Presentation on theme: "Optimization I. © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran2 Outline Basic Optimization: Linear programming –Graphical."— Presentation transcript:

1 Optimization I

2 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran2 Outline Basic Optimization: Linear programming –Graphical method –Spreadsheet Method Extension: Nonlinear programming –Portfolio optimization

3 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran3 What is Optimization? A model with a “best” solution Strict mathematical definition of “optimal” Usually unrealistic assumptions Useful for managerial intuition

4 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran4 Elements of an Optimization Model Formulation –Decision Variables –Objective –Constraints Solution –Algorithm or Heuristic Interpretation

5 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran5 Optimization Example: Extreme Downhill Co.

6 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran6 1. Managerial Problem Definition Michele Taggart needs to decide how many sets of skis and how many snowboards to make this week.

7 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran7 2. Formulation a. Define the choices to be made by the manager ( decision variables ). b. Find a mathematical expression for the manager's goal ( objective function ). c. Find expressions for the things that restrict the manager's range of choices ( constraints ).

8 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran8 2a: Decision Variables

9 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran9

10 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran10

11 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran11 2b: Objective Function Find a mathematical expression for the manager's goal ( objective function ).

12 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran12 EDC makes $40 for every snowboard it sells, and $60 for every pair of skis. Michele wants to make sure she chooses the right mix of the two products so as to make the most money for her company.

13 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran13 What Is the Objective?

14 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran14

15 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran15

16 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran16

17 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran17

18 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran18 2c: Constraints Find expressions for the things that restrict the manager's range of choices ( constraints ).

19 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran19 Molding Machine Constraint The molding machine takes three hours to make 100 pairs of skis, or it can make 100 snowboards in two hours, and the molding machine is only running 115.5 hours every week. The total number of hours spent molding skis and snowboards cannot exceed 115.5.

20 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran20 Molding Machine Constraint

21 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran21

22 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran22 Cutting Machine Constraint Michele only gets to use the cutting machine 51 hours per week. The cutting machine can process 100 pairs of skis in an hour, or it can do 100 snowboards in three hours.

23 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran23 Cutting Machine Constraint

24 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran24

25 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran25 Delivery Van Constraint There isn't any point in making more products in a week than can fit into the van The van has a capacity of 48 cubic meters. 100 snowboards take up one cubic meter, and 100 sets of skis take up two cubic meters.

26 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran26 Delivery Van Constraint

27 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran27

28 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran28 Demand Constraint Michele has decided that she will never make more than 1,600 snowboards per week, because she won't be able to sell any more than that.

29 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran29 Demand Constraint

30 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran30

31 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran31 Non-negativity Constraints Michele can't make a negative number of either product.

32 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran32 Non-negativity Constraints

33 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran33

34 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran34

35 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran35

36 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran36 Solution Methodology Use algebra to find the best solution. (Simplex algorithm)

37 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran37

38 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran38

39 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran39

40 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran40 Calculating Profits

41 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran41 The Optimal Solution Make 1,860 sets of skis and 1,080 snowboards. Earn $154,800 profit.

42 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran42

43 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran43

44 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran44 Spreadsheet Optimization

45 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran45

46 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran46

47 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran47

48 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran48

49 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran49

50 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran50 Most important number: Shadow Price The change in the objective function that would result from a one-unit increase in the right-hand side of a constraint

51 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran51 Nonlinear Example: Scenario Approach to Portfolio Optimization Use the scenario approach to determine the minimum- risk portfolio of these stocks that yields an expected return of at least 22%, without shorting.

52 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran52 The percent return on the portfolio is represented by the random variable R. In this model, x i is the proportion of the portfolio (i.e. a number between zero and one) allocated to investment i. Each investment i has a percent return under each scenario j, which we represent with the symbol r ij.

53 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran53

54 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran54 The portfolio return under any scenario j is given by:

55 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran55 Let P j represent the probability of scenario j occurring. The expected value of R is given by: The standard deviation of R is given by:

56 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran56 In this model, each scenario is considered to have an equal probability of occurring, so we can simplify the two expressions:

57 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran57 Decision Variables We need to determine the proportion of our portfolio to invest in each of the five stocks. Objective Minimize risk. Constraints All of the money must be invested.(1) The expected return must be at least 22%.(2) No shorting.(3) Managerial Formulation

58 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran58 Mathematical Formulation Decision Variables x 1, x 2, x 3, x 4, and x 5 (corresponding to Ford, Lilly, Kellogg, Merck, and HP). Objective Minimize Z = Constraints (1) (2) For all i, x i ≥ 0(3)

59 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran59

60 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran60 The decision variables are in F2:J2. The objective function is in C3. Cell E2 keeps track of constraint (1). Cells C2 and C5 keep track of constraint (2). Constraint (3) can be handled by checking the “Unconstrained Variables Non-negative” box.

61 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran61

62 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran62

63 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran63 Invest 17.3% in Ford, 42.6% in Lilly, 5.4% in Kellogg, 10.5% in Merck, and 24.1% in HP. The expected return will be 22%, and the standard deviation will be 12.8%. Conclusions

64 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran64 2. Show how the optimal portfolio changes as the required return varies.

65 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran65

66 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran66

67 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran67 3. Draw the efficient frontier for portfolios composed of these five stocks.

68 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran68

69 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran69 Repeat Part 2 with shorting allowed.

70 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran70

71 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran71

72 © The McGraw-Hill Companies, Inc., 2004 72 Invest in Vanguard mutual funds under university retirement plan No shorting Max 8 mutual funds Rebalance once per year Tools used: Excel Solver Basic Stats (mean, stdev, correl, beta, crude version of CAPM) Juran’s Lazy Portfolio Decision Models -- Prof. Juran

73 © The McGraw-Hill Companies, Inc., 2004 73Decision Models -- Prof. Juran

74 © The McGraw-Hill Companies, Inc., 2004 74Decision Models -- Prof. Juran

75 © The McGraw-Hill Companies, Inc., 2004 Operations Management -- Prof. Juran75 Summary Basic Optimization: Linear programming –Graphical method –Spreadsheet Method Extension: Nonlinear programming –Portfolio optimization

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