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FORECASTING
FORECASTINGForecasting is essential for a number of
planning decisions.Long term decisionsNew product introductionPlant expansion
MEDIUM TERM DECISIONSAggregate production planningMan power planningInventory policy
SHORT TERM DECISIONS:• Production planning • Scheduling of job orders
PLANNING PROCESSA forecast of demand is an essential input for
planning.
System to be managed
System objectiv
es
Plan of action
Constraints budget/space
ResourcesMen/materials
Demand forecast
METHODS OF FORECASTING(A) subjective or intuitive methods-opinion polls, interviews-Delphi(B) Methods based on averaging of past data-moving averages -exponential smoothing
(C) Regression models on historical data-trend extrapolation(D) Causal or economic models(E) time- series analysis using stochastic
models- Box Jenkins Models
FORECASTING Objective Scientific Free from ‘bias’ Reproducible Error analysis possible
PREDICTION Subjective Intuitive Individual bias Non reproducible Error analysis limited
NORMAL PATTERNS OF DEMANDConstantLinear trendCyclicSeasonal pattern with growth
ABNORMAL DEMAND PATTERNS
Transient impulse sudden risesudden fall
OPINION POLLSPersonal interviewsEg: aggregation of opinion of sales representatives to obtain
sales forecast of a region. Knowledge base (experience) Subjective bias Questionnaire method Questionnaire design Choice of respondents Obtaining respondents Analysis and presentation of results (forecasting) Telephonic conversation Fast DELPHI
DELPHIA structured method of obtaining responses from experts
Utilizes the vast knowledge base of expertsEliminates subjective bias and ‘influencing’
the members through anonymityIterative in character with statistical
summary at end of each round (generally 3 rounds)
Consensus (or divergent view points) usually emerge at the end of the exercise.
DELPHI
Coordinator
meanmedianstandard deviatiom
1990 1995 2000 2005 2010
year
Expert 1
Expert 2
Expert n
DELPHIROUND 1
ROUND 2
ROUND 3
DELPHI-moving to divergent points
Round 1
Round 2
Round 3