Professional Documents
Culture Documents
Workforce Scheduling
Some days we will have too many workers Excess Only concerned with the largest excess Minimize the largest Excess
Challenge
Formulate a Solver Model
Formulating the LP
Scheduling Postal Workers
Mon - Tues - Wed - Thurs - Fri - Sat - Sun Fri Sat Sun Mon Tues Wed Thurs
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Demand 17 13 15 19 14 16 11
4
Enhancement
Given Goals:
Have the right number of workers each day
Formulating the LP
Scheduling Postal Workers
Mon - Tues - Wed - Thurs - Fri - Sat - Sun Fri Sat Sun Mon Tues Wed Thurs
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Demand 17 13 15 19 14 16 11
6
Policy Constraints
Meet service levels ...
Small Violations
Can violate policy constraints a little Sometimes can violate physical constraints
Capacity Raw materials
Conflicting Objectives
Cost vs Service Price vs Quality Revenue vs Market Share Reach vs Frequency Risk vs Return ...
Other Examples
10
Undominated Optima
Cost
Current Position
Dominating Positions
Service Level
15.057 Spring 03 Vande Vate 11
12
Reach vs Frequency
Invest in Marketing
Radio Ads TV Ads Newspaper Ads
Want
Reach: Lots of people to see the ads Frequency: People to see the adds lots of times
Generally conflicting
15.057 Spring 03 Vande Vate 13
Example
Budget of $500
Media Radio TV News Cost $15 $30 $10 Reach 100 500 10 Frequency 10 2 100
6000
The Frontier
News
5000
4000
Frequency
Undominated Solutions
3000
2000
1000
Reach
15
Dollarize
Reaching one person worth $1 (normalize) Frequency worth $f per repetition
Media Radio TV News Cost $15 $30 $10 Reach 100 500 10 Frequency 10 2 100 Value $100 + 10f $500 + 2f $10 + 100f
The Frontier
$120.00
Radio
$100.00
TV News
Value/$
$80.00
$60.00
$40.00
$20.00
$0.00 0 1 2 3 4
10
6000
The Frontier
News
5000
4000
Frequency
Undominated Solutions
3000
2000
1000
Reach
18
Multiple Scenarios
Uncertain Future Make a decision today Live with it tomorrow Example
Singapore Electric Production plan against FORECASTED orders Uncertain Economic climate
HOT (130%) Temperate (100%) Cold (70%) 1/3 chance 1/3 chance 1/3 chance
Allow back-ordering
15.057 Spring 03 Vande Vate 19
Singapore Electric
Unit Costs Prod. $ Inventory $ Prod. Quant. Prod. Limits Init. Inv. Del. Reqmts Ending Inv. Prod. Cost $ Inv. Cost $ Total Cost $ Singapore Electric Generator Production Jan Feb Mar Apr. 28.00 $ 27.00 $ 27.80 $ 29.00 0.30 $ 0.30 $ 0.30 $ 0.30 0 60 15 58 (43) $ (4.20) $ (4.20) $ 0 62 -43 36 (79) $ (18.30) $ (18.30) $ 0 64 -79 34 (113) May
Allow Back-Ordering
Defer demand at a cost of $3/unit/month Challenge: Formulate a linear model
21
With Backordering
Singapore Electric Generator Production Economic Climate 100% Unit Revenue $ 50 Unit Costs Jan Feb Mar Apr. Prod. $ 28.00 $ 27.00 $ 27.80 $ 29.00 Inventory $ 0.30 $ 0.30 $ 0.30 $ 0.30 BackOrder $3.00 $3.00 $3.00 $3.00 Prod. Quant. Inventory BackOrder Net Inv. Prod. Limits Init. Inv. Del. Reqmts Ending Inv. Prod. Cost $ Inv. Cost $ Total Cost $ 31 0 0 0 60 10 58 (17) 868 $ $ 868 $ 25 0 0 0 62 (17.00) 36 (28) 675 $ $ 675 $ 24 0 0 0 64 (28.00) 34 (38) May
22
Revised Model
No constraint on ending inventory Charge $50 for any back orders in May Maximize Net Revenue
$50 for each item sold Cost Lost Sales ($50 for back orders in May)
23
Robust Answers
Minimum Regret: Max the Min Revenue
Regardless of the outcome, we get at least this revenue
Best Answers
Solution Hot Temper Cold Min Regret Net Rev $ 5,627 $ 4,442 $ 3,604 $ 2,221 Jan 60 51 36 60 Feb 62 62 62 62 Mar 64 64 41 64 Apr. 47 1
$ $ $ $
$ $ $ $
Model (Messy)
Unit Costs Prod. $ Inventory $ BackOrder Prod. Quant. Scenario 1 Inventory BackOrder Net Inv. Prod. Limits Init. Inv. Del. Reqmts Ending Inv. Prod. Cost $ Inv. Cost $ Total Cost $
Unit Revenue $ 50 Jan Feb Mar Apr. 28.00 $ 27.00 $ 27.80 $ 29.00 0.30 $ 0.30 $ 0.30 $ 0.30 $3.00 $3.00 $3.00 $3.00 60 62 80% 64
May
94 47.981607 0 0 94 47.981607 64 66 57.00 94.00 27 47 Lost Sales 94 48 $ 1,779 $ 28 28 $ 14 Total 1,807 $ 43 $ 5,229 Net Rev. 2,221 100% 68 0 68 64 38.00 34 68 9.981607 0 9.981607 66 68.00 59 Lost Sales 10 $ -
Scenario 2 Inventory BackOrder Net Inv. Prod. Limits Init. Inv. Del. Reqmts Ending Inv. Prod. Cost $ Inv. Cost $ Total Cost $
1,779 $ 28 20 $ 3 Total 1,800 $ 31 $ 5,200 Net Rev. 4,150 130% 30 0 0 46.018393 30 -46.01839 64 66 10.00 30.00 44 77 Lost Sales 30 (46) 4,601.84 1,779 $ 28 9 $ 138 Total 1,788 $ 167 $ 5,327 Net Rev. 2,221
Scenario 3 Inventory BackOrder Net Inv. Prod. Limits Init. Inv. Del. Reqmts Ending Inv. Prod. Cost $ Inv. Cost $ Total Cost $
26
Summary
Modeling Goals Modeling Conflicting Objectives
The Efficient Frontier
Modeling Scenarios
Complicated models Robust Solutions
27