Professional Documents
Culture Documents
Transportation and
Assignment Models
To accompany
Quantitative Analysis for Management, Tenth Edition,
by Render, Stair, and Hanna © 2008 Prentice-Hall, Inc.
Power Point slides created by Jeff Heyl © 2009 Prentice-Hall, Inc.
Learning Objectives
After completing this chapter, students will be able to:
Figure 10.1
© 2009 Prentice-Hall, Inc. 10 – 7
Introduction
Assignment model
The assignment problem refers to the class of
LP problems that involve determining the most
efficient assignment of resources to tasks
The objective is most often to minimize total
costs or total time to perform the tasks at hand
One important characteristic of assignment
problems is that only one job or worker can be
assigned to one machine or project
EVANSVILLE $8 $4 $3
FORT LAUDERDALE $9 $7 $5
Table 10.1
Boston
Cleveland
Factory
Des Moines
Evanston Warehouse
Albuquerque
Fort Lauderdale
Figure 10.2
Des Moines
Transportation table for Executive Furniture capacity
constraint
DES MOINES $5 $4 $3
100
FACTORY
EVANSVILLE $8 $4 $3
300
FACTORY
FORT LAUDERDALE $9 $7 $5
300
FACTORY
WAREHOUSE
300 200 200 700
REQUIREMENTS
Cell representing a
Table 10.2 Total supply source-to-destination
Cost of shipping 1 unit from Cleveland (Evansville to Cleveland)
Fort Lauderdale factory to and demand
warehouse shipping assignment
Boston warehouse demand that could be made
© 2009 Prentice-Hall, Inc. 10 – 15
Setting Up a Transportation Problem
DES MOINES $5 $4 $3
100 100
(D)
EVANSVILLE $8 $4 $3
300
(E)
FORT LAUDERDALE $9 $7 $5
300
(F)
WAREHOUSE
300 200 200 700
REQUIREMENTS
DES MOINES $5 $4 $3
100 100
(D)
EVANSVILLE $8 $4 $3
200 300
(E)
FORT LAUDERDALE $9 $7 $5
300
(F)
WAREHOUSE
300 200 200 700
REQUIREMENTS
DES MOINES $5 $4 $3
100 100
(D)
EVANSVILLE $8 $4 $3
200 100 300
(E)
FORT LAUDERDALE $9 $7 $5
300
(F)
WAREHOUSE
300 200 200 700
REQUIREMENTS
DES MOINES $5 $4 $3
100 100
(D)
EVANSVILLE $8 $4 $3
200 100 300
(E)
FORT LAUDERDALE $9 $7 $5
100 300
(F)
WAREHOUSE
300 200 200 700
REQUIREMENTS
DES MOINES $5 $4 $3
100 100
(D)
EVANSVILLE $8 $4 $3
200 100 300
(E)
FORT LAUDERDALE $9 $7 $5
100 200 300
(F)
WAREHOUSE
300 200 200 700
REQUIREMENTS
$5 $4
Des Moines–Boston Factory
100
D
shipping route – +
Factory
+ $8 – $4
E 200 100
TO FACTORY
ALBUQUERQUE BOSTON CLEVELAND
FROM CAPACITY
$5 $4 $3
DES MOINES 100 100
$8 $4 $3
EVANSVILLE 200 100 300
$9 $7 $5
FORT LAUDERDALE 100 200 300
WAREHOUSE
300 200 200 700 Table 10.4
REQUIREMENTS
© 2009 Prentice-Hall, Inc. 10 – 31
Five Steps to Test Unused Squares
with the Stepping-Stone Method
Evaluating the unused Warehouse A Warehouse B
$5 $4
Des Moines–Boston Factory
99
100 1
D
shipping route – +
Factory 201 + $8 99 – $4
E 200 100
TO FACTORY
ALBUQUERQUE BOSTON CLEVELAND
FROM CAPACITY
$5 $4 $3
DES MOINES 100 100
$8 $4 $3
EVANSVILLE 200 100 300
$9 $7 $5
FORT LAUDERDALE 100 200 300
WAREHOUSE
300 200 200 700 Table 10.4
REQUIREMENTS
© 2009 Prentice-Hall, Inc. 10 – 32
Five Steps to Test Unused Squares
with the Stepping-Stone Method
Evaluating the unused Warehouse A Warehouse B
$5 $4
Des Moines–Boston Factory
99
100 1
D
shipping route – +
Factory 201 + $8 99 – $4
E 200 100
TO FACTORY
ALBUQUERQUE BOSTON CLEVELAND
FROM Result
CAPACITY of Proposed
$5 $4 $3 Shift in Allocation
DES MOINES 100 100
= 1 x $4
$8 $4 $3 – 1 x $5
EVANSVILLE 200 100 300 + 1 x $8
– 1 x $4 = +$3
$9 $7 $5
FORT LAUDERDALE 100 200 300
WAREHOUSE
300 200 200 700 Table 10.4
REQUIREMENTS
© 2009 Prentice-Hall, Inc. 10 – 33
Five Steps to Test Unused Squares
with the Stepping-Stone Method
Step 4. We can now compute an improvement index
(Iij) for the Des Moines–Boston route
We add the costs in the squares with plus signs
and subtract the costs in the squares with minus
signs
Des Moines–
Boston index = IDB = +$4 – $5 + $5 – $4 = + $3
Table 10.5
Des Moines–Cleveland
improvement index = IDC = + $3 – $5 + $8 – $4 + $7 – $5 = + $4
TO FACTORY
A B C
FROM CAPACITY
$5 $4 $3
D 100 100
$8 $4 $3
E 200 100 300
– +
$9 $7 $5
F 100 200 300
+ –
WAREHOUSE
300 200 200 700
REQUIREMENTS
Table 10.6
$8 $4 $3
E 100 200 300
$9 $7 $5
F 100 200 300
WAREHOUSE
300 200 200 700
REQUIREMENTS
Table 10.7
D to B = IDB = + $4 – $5 + $8 – $4 = + $3
(closed path: + DB – DA + EA – EB)
D to C = IDC = + $3 – $5 + $9 – $5 = + $2
(closed path: + DC – DA + FA – FC)
E to C = IEC = + $3 – $8 + $9 – $5 = – $1
(closed path: + EC – EA + FA – FC)
F to B = IFB = + $7 – $4 + $8 – $9 = + $2
(closed path: + FB – EB + EA – FA)
© 2009 Prentice-Hall, Inc. 10 – 42
Obtaining an Improved Solution
Path to evaluate for the EC route
TO FACTORY
A B C
FROM CAPACITY
$5 $4 $3
D 100 100
$8 $4 Start $3
E 100 200 300
– +
$9 $7 $5
F 100 200 300
+ –
WAREHOUSE
300 200 200 700
REQUIREMENTS
Table 10.8
ROUTE
DESKS PER UNIT TOTAL
FROM TO SHIPPED x COST ($) = COST ($)
D A 100 5 500
E B 200 4 800
E C 100 3 300
F A 200 9 1,800
F C 100 5 500
3,900
TO FACTORY
A B C
FROM CAPACITY
$5 $4 $3
D 100 100
$8 $4 $3
E 200 100 300
$9 $7 $5
F 200 100 300
WAREHOUSE
300 200 200 700
REQUIREMENTS
Table 10.9
D to B = IDB = + $4 – $5 + $9 – $5 + $3 – $4 = + $2
(closed path: + DB – DA + FA – FC + EC – EB)
D to C = IDC = + $3 – $5 + $9 – $5 = + $2
(closed path: + DC – DA + FA – FC)
E to A = IEA = + $8 – $9 + $5 – $3 = + $1
(closed path: + EA – FA + FC – EC)
F to B = IFB = + $7 – $5 + $3 – $4 = + $1
(closed path: + FB – FC + EC – EB)
Program 10.1A
Program 10.1B
$8 $4 $3
R2 E 200 100 300
$9 $7 $5
R3 F 100 200 300
WAREHOUSE
300 200 200 700
REQUIREMENTS
Table 10.10
© 2009 Prentice-Hall, Inc. 10 – 53
Solving the Executive Furniture
Corporation Problem with MODI
The first step is to set up an equation for each
occupied square
By setting R1 = 0 we can easily solve for K1, R2, K2,
R3, and K3
(1) R1 + K1 = 5 0 + K1 = 5 K1 = 5
(2) R2 + K1 = 8 R2 + 5 = 8 R2 = 3
(3) R2 + K2 = 4 3 + K2 = 4 K2 = 1
(4) R3 + K2 = 7 R3 + 1 = 7 R3 = 6
(5) R3 + K3 = 5 6 + K3 = 5 K3 = –1
$8 $4 $3
E 200 100 300 1
$9 $7 $5
F 100 200 300 2
Table 10.11
OPPORTUNITY
31 03 02 COSTS
TO TOTAL
FROM
A B C AVAILABLE
$5 $4 $3
D 100 X X 100 1
$8 $4 $3
E 300 1
$9 $7 $5
F 300 2
Table 10.12
$8 $4 $3
E 200 300 1
$9 $7 $5
F X 300 2
Table 10.13
TO TOTAL
FROM
A B C AVAILABLE
$5 $4 $3
D 100 X X 100
$8 $4 $3
E X 200 100 300
$9 $7 $5
F X 300
Table 10.14
TO TOTAL
FROM
A B C AVAILABLE
$5 $4 $3
D 100 X X 100
$8 $4 $3
E X 200 100 300
$9 $7 $5
F 200 X 100 300
Table 10.15
$8 $4 $3 0
E 50 200 50 300
$9 $7 $5 0
F 150 150 300
WAREHOUSE
300 200 200 150 850
REQUIREMENTS
$10 $5 $8
PLANT X 175
$12 $7 $6
PLANT Y 75
Totals
WAREHOUSE 450
DEMAND
250 100 150
500
do not
balance
Table 10.17
$10 $5 $8
PLANT X 50 100 25 175
$12 $7 $6
PLANT Y 75 75
0 0 0
PLANT Y 50 50
WAREHOUSE
250 100 150 500
DEMAND
Table 10.18
© 2009 Prentice-Hall, Inc. 10 – 73
Degeneracy in Transportation
Problems
Degeneracy occurs when the number of occupied
squares or routes in a transportation table
solution is less than the number of rows plus the
number of columns minus 1
Such a situation may arise in the initial solution
or in any subsequent solution
Degeneracy requires a special procedure to
correct the problem since there are not enough
occupied squares to trace a closed path for each
unused route and it would be impossible to apply
the stepping-stone method or to calculate the R
and K values needed for the MODI technique
TO WAREHOUSE
CUSTOMER 1 CUSTOMER 2 CUSTOMER 3
FROM SUPPLY
$8 $2 $6
WAREHOUSE 1 100 0 100
$10 $9 $9
WAREHOUSE 2 0 100 20 120
$7 $10 $7
WAREHOUSE 3 80 80
CUSTOMER
100 100 100 300
DEMAND
Table 10.19
Possible choices of
cells to address the
degenerate solution
© 2009 Prentice-Hall, Inc. 10 – 77
Degeneracy During
Later Solution Stages
$15 $10 $7
FACTORY B 50 80 130
$3 $9 $10
FACTORY C 30 50 80
WAREHOUSE
150 80 50 280
REQUIREMENT
Table 10.20
$15 $7
FACTORY B 50
– +
$3 $10
FACTORY C 30 50
+ –
Table 10.21
Table 10.22
ESTIMATED PRODUCTION COST
PER UNIT AT PROPOSED PLANTS
Seattle $53
Birmingham $49
TO LOS
FROM DETROIT DALLAS NEW YORK ANGELES
CINCINNATI $25 $55 $40 $60
SALT LAKE 35 30 50 40
PITTSBURGH 36 45 26 66
SEATTLE 60 38 65 27
BIRMINGHAM 35 30 41 50
Table 10.23
TO LOS FACTORY
FROM DETROIT DALLAS NEW YORK ANGELES CAPACITY
73 103 88 108
CINCINNATI 10,000 1,000 4,000 15,000
85 80 100 90
SALT LAKE 1,000 5,000 6,000
88 97 78 118
PITTSBURGH 14,000 14,000
84 79 90 99
BIRMINGHAM 11,000 11,000
WAREHOUSE
10,000 12,000 15,000 9,000 46,000
REQUIREMENT
Table 10.24
TO LOS FACTORY
FROM DETROIT DALLAS NEW YORK ANGELES CAPACITY
73 103 88 108
CINCINNATI 10,000 4,000 1,000 15,000
85 80 100 90
SALT LAKE 6,000 6,000
88 97 78 118
PITTSBURGH 14,000 14,000
113 91 118 80
SEATTLE 2,000 9,000 11,000
WAREHOUSE
10,000 12,000 15,000 9,000 46,000
REQUIREMENT
Table 10.25
Program 10.2A
© 2009 Prentice-Hall, Inc. 10 – 92
Locating a New Factory for
Hardgrave Machine Company
Output from Excel QM analysis
Program 10.2A
© 2009 Prentice-Hall, Inc. 10 – 93
Assignment Model Approach
The second special-purpose LP algorithm is the
assignment method
Each assignment problem has associated with it
a table, or matrix
Generally, the rows contain the objects or people
we wish to assign, and the columns comprise the
tasks or things we want them assigned to
The numbers in the table are the costs associated
with each particular assignment
An assignment problem can be viewed as a
transportation problem in which the capacity
from each source is 1 and the demand at each
destination is 1
© 2009 Prentice-Hall, Inc. 10 – 94
Assignment Model Approach
The Fix-It Shop has three rush projects to repair
They have three repair persons with different
talents and abilities
The owner has estimates of wage costs for each
worker for each project
The owner’s objective is to assign the three
project to the workers in a way that will result in
the lowest cost to the shop
Each project will be assigned exclusively to one
worker
PROJECT
PERSON 1 2 3
Brown 8 10 11
Cooper 9 12 7
Table 10.26
PRODUCT ASSIGNMENT
LABOR TOTAL
1 2 3
COSTS ($) COSTS ($)
Adams Brown Cooper 11 + 10 + 7 28
Adams Cooper Brown 11 + 12 + 11 34
Brown Adams Cooper 8 + 14 + 7 29
Brown Cooper Adams 8 + 12 + 6 26
Cooper Adams Brown 9 + 14 + 11 34
Cooper Brown Adams 9 + 10 + 6 25
Table 10.27
Not
Set up cost table for problem Revise opportunity cost table
optimal
in two steps:
Step 1 (a) Subtract the smallest
number not covered by a line
from itself and every other
Find opportunity cost
uncovered number
(a) Subtract smallest number in
(b) add this number at every
each row from every number
intersection of any two lines
in that row, then
(b) subtract smallest number in
each column from every
number in that column Optimal solution at zero
locations. Systematically make
final assignments.
Step 2
(a) Check each row and column
for a unique zero and make the
Test opportunity cost table to first assignment in that row or
see if optimal assignments are column
possible by drawing the
minimum possible lines on (b) Eliminate that row and
columns and/or rows such that Optimal column and search for another
all zeros are covered unique zero. Make that
assignment and proceed in a
like manner.
Figure 10.3
© 2009 Prentice-Hall, Inc. 10 – 101
The Hungarian Method
(Flood’s Technique)
PROJECT PROJECT
PERSON 1 2 3 PERSON 1 2 3
Brown 8 10 11 Brown 0 2 3
Cooper 9 12 7 Cooper 2 5 0
Adams $5 $8 $0 Adams $5 $6 $0
Brown 0 2 3 Brown 0 0 3
Cooper 2 5 0 Cooper 2 3 0
PROJECT
PERSON 1 2 3
Adams $5 $6 $0
Cooper 2 3 0
Adams $3 $4 $0
Brown 0 0 5
Cooper 0 1 0
Table 10.32
Adams $3 $4 $0
Cooper 0 1 0
Adams to project 3 6
Brown to project 2 10
Cooper to project 1 9
Total cost 25
1 2 3 1 2 3 1 2 3
Table 10.34
Program 10.3A
© 2009 Prentice-Hall, Inc. 10 – 113
Using Excel QM for the Fix-It Shop
Assignment Problem
Excel QM output screen
Program 10.3A
Table 10.35
SECTOR
SHIP A B C D
1 20 60 50 55
2 60 30 80 75
3 80 100 90 80
4 65 80 75 70
Table 10.36
SECTOR
SHIP A B C D
1 80 40 50 45
2 40 70 20 25
3 20 0 10 20
4 35 20 25 30
Table 10.37
ASSIGNMENT EFFICIENCY
Ship 1 to sector D 55
Ship 2 to sector C 80
Ship 4 to sector A 65