Chapter 1 Supplement Decision Analysis Russell and Taylor Operations and Supply Chain Management, 8th Edition

Chapter 1 Supplement

Decision Analysis

Russell and Taylor

Operations and Supply Chain Management, 8th Edition

Lecture Outline

• Decision Analysis – Slide 3• Decision Making without Probabilities – Slide 4• Decision Analysis with Excel – Slide 14• Decision Analysis with OM Tools – Slide 15• Decision Making with Probabilities – Slide 16• Expected Value of Perfect Information – Slide 20• Sequential Decision Tree – Slide 22

Supplement 1-2© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Decision Analysis

• Quantitative methods• a set of tools for operations manager

• Decision analysis• a set of quantitative decision-making

techniques for decision situations in which uncertainty exists

• Example of an uncertain situation• demand for a product may vary between 0 and 200

units, depending on the state of market


Decision Making Without Probabilities

• States of nature• Events that may occur in the future• Examples of states of nature:

• high or low demand for a product• good or bad economic conditions

• Decision making under risk• probabilities can be assigned to the occurrence of

states of nature in the future

• Decision making under uncertainty• probabilities can NOT be assigned to the

occurrence of states of nature in the future


Payoff Table

• Payoff table• method for organizing and illustrating payoffs from

different decisions given various states of nature

• Payoff• outcome of a decision

Supplement 1-5

States Of Nature

Decision a b

1 Payoff 1a Payoff 1b

2 Payoff 2a Payoff 2b

© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Decision Making Criteria Under Uncertainty

• Maximax• choose decision with the maximum of the

maximum payoffs

• Maximin• choose decision with the maximum of the

minimum payoffs

• Minimax regret• choose decision with the minimum of the

maximum regrets for each alternative


Decision Making Criteria Under Uncertainty

• Hurwicz • choose decision in which decision payoffs are

weighted by a coefficient of optimism, alpha• coefficient of optimism is a measure of a

decision maker’s optimism, from 0 (completely pessimistic) to 1 (completely optimistic)

• Equal likelihood (La Place)• choose decision in which each state of nature is

weighted equally


Southern Textile Company

Supplement 1-8

STATES OF NATURE

Good Foreign Poor Foreign

DECISION Competitive Conditions Competitive Conditions

Expand $ 800,000 $ 500,000Maintain status quo 1,300,000 -150,000Sell now 320,000 320,000


Maximax Solution

Supplement 1-9

STATES OF NATURE




Expand: $800,000Status quo: 1,300,000 MaximumSell: 320,000

Decision: Maintain status quo


Maximin Solution

Supplement 1-10

STATES OF NATURE




Expand: $500,000 MaximumStatus quo: -150,000Sell: 320,000

Decision: Expand


Minimax Regret Solution

Supplement 1-11

States of NatureGood Foreign Poor Foreign

Competitive Conditions Competitive Conditions

$1,300,000 - 800,000 = 500,000 $500,000 - 500,000 = 01,300,000 - 1,300,000 = 0 500,000 - (-150,000)= 650,0001,300,000 - 320,000 = 980,000 500,000 - 320,000= 180,000

Expand: $500,000 MinimumStatus quo: 650,000Sell: 980,000

Decision: Expand


Hurwicz Criteria

Supplement 1-12

STATES OF NATURE




= 0.3 1 - = 0.7

Expand: $800,000(0.3) + 500,000(0.7) = $590,000 MaximumStatus quo: 1,300,000(0.3) -150,000(0.7) = 285,000Sell: 320,000(0.3) + 320,000(0.7) = 320,000

Decision: Expand


Equal Likelihood Criteria

Supplement 1-13

STATES OF NATURE




Two states of nature each weighted 0.50Expand: $800,000(0.5) + 500,000(0.5) = $650,000 MaximumStatus quo: 1,300,000(0.5) -150,000(0.5) = 575,000Sell: 320,000(0.5) + 320,000(0.5) = 320,000

Decision: Expand


Decision Analysis with Excel

Supplement 1-14

= MAX(C6:D6)

= MAX(D6:D8)-F7= MIN(C6:D8)

= MAX(F6:F8)

= MAX(G7:H7)

= C19*E7+C20*F7)

= .5*E8+.5*F8


Decision Analysis with OM Tools


Decision Making with Probabilities

• Risk involves assigning probabilities to states of nature

• Expected value• a weighted average of decision outcomes in which

each future state of nature is assigned a probability of occurrence


Expected Value

Supplement 1-17

EV (x) = p(xi)xin

i =1

xi = outcome ip(xi) = probability of outcome i

where


Decision Making with Probabilities

Supplement 1-18

STATES OF NATURE




p(good) = 0.70 p(poor) = 0.30 EV(expand): $800,000(0.7) + 500,000(0.3) = $710,000 EV(status quo): 1,300,000(0.7) -150,000(0.3) = 865,000 Maximum EV(sell): 320,000(0.7) + 320,000(0.3) = 320,000

Decision: Status quo


Decision Making with Probabilities: Excel

Supplement 1-19

Expected value computed in cell D6


Expected Value of Perfect Information

• EVPI• maximum value of perfect information to the decision

maker• maximum amount that would be paid to gain

information that would result in a decision better than the one made without perfect information


EVPI

• Good conditions will exist 70% of the time• choose maintain status quo with payoff of

$1,300,000• Poor conditions will exist 30% of the time

• choose expand with payoff of $500,000• Expected value given perfect information

= $1,300,000 (0.70) + 500,000 (0.30)= $1,060,000

• Recall that expected value without perfect information was $865,000 (maintain status quo)

• EVPI= $1,060,000 - 865,000 = $195,000


Sequential Decision Trees

• A graphical method for analyzing decision situations that require a sequence of decisions over time

• Decision tree consists of• Square nodes - indicating decision points• Circles nodes - indicating states of nature• Arcs - connecting nodes


Evaluations at Nodes

• Compute EV at nodes 6 & 7• EV(node 6)= 0.80($3,000,000) + 0.20($700,000) = $2,540,000• EV(node 7)= 0.30($2,300,000) + 0.70($1,000,000)= $1,390,000

• Decision at node 4 is between$2,540,000 for Expand and$450,000 for Sell land

• Choose Expand• Repeat expected value calculations and decisions at remaining nodes


Decision Tree Analysis

Supplement 1-24

6

7

2

1

3

4

5

Expan

d

(-$80

0,00

0)

Purchase Land

(-$200,000)

$1,160,000

$1,360,000$790,000

$1,390,000

$1,740,000

$2,540,000

Expand

(-$800,000)

Warehouse

(-$600,000)

0.60

0.40 No marketgrowth$225,000

Market growth$2,000,000

$3,000,000

$700,000

$2,300,000

$1,000,000

$210,000

Market

growth

Market

growth

No marketgrowth

No marketgrowthSell land

Sell land

0.80

0.40

0.70

0.30

No market

growth (3 years,

$0 payoff)

Mar

ket

grow

th (3

year

s,

$0 p

ayoff

)

$1,290,000

0.20

0.60

$450,000


Supplement 1-25

Copyright 2014 John Wiley & Sons, Inc.All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information herein.


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Chapter 1 Supplement Decision Analysis Russell and Taylor Operations and Supply Chain Management, 8th Edition