Académique Documents
Professionnel Documents
Culture Documents
• Inventory Models
Determining how much of a product to order and when
to place the order to minimize overall total costs.
• Macy’s making merchandising decisions for the season.
• See’s Candies producing goods for their own stores.
Management Science
Applications
• Queuing Models
Analyzing the behavior of customer waiting lines to
determine optimal staffing policies.
• Disneyland designing waiting lines and policies for rides at
the amusement park.
• United States Postal Service determining staffing levels
and type of waiting line at different branch offices.
• Simulation Models
Analyzing a variety models whose forms do not meet
the assumptions or are too complex to be solved by
other specialized techniques.
• United States Army evaluating tactical combat situations.
• Conagra Foods evaluating “what-if” situations in their food
production processes.
Management Science
Team Approach
• Most management science models,
particularly in larger companies are
developed by “teams” of professionals.
– Expertise from various specialists is
integrated into building a good mathematical
model
• Engineers, accountants, economists, marketing
analysts, production personnel, etc. are just some
of the specialists that can be utilized in the model
building process.
Parts of a Management Science
Study
• Problem Definition
• Building Mathematical Models
• Solving/Refining Mathematical Models
• Communication of Results
Types of Management Science
Problem Definitions
• How Do We Get Started?
– Evaluation of new operations and/or
procedures
• Can We Do Better?
– Ongoing operations may be performing well,
but perhaps they could improve
• Help!
– Situations where the company is clearly in
trouble – “mess management”
Problem Definition Approach
1. Observe Operations
• Try to view problem from various points of view within the
organization.
2. Ease into complexity
• Do a lot of listening; ask simple questions; initially build a simple,
common sense model that can be made more complex later.
3. Recognize political realities
• Managers will not usually supply evidence showing his/her
failures – there can be a “blame game” for failures.
4. Decide what is really wanted -- the goal/objective
• Managers can have a fuzzy or a definitive idea as to the objective;
this can be at odds with the global objective.
5. Identify constraints
• With input from various sources seek the factors that will limit the
firm’s ultimate objective; include only relevant factors.
6. Seek continuous feedback
• The management science team must solve the “right” problem;
seek, share and document frequent input with decision makers.
Updating The Problem Definition
• Once the problem has been defined it is
time for the modeling/solution phase.
• But results from this phase may result in
a re-evaluation of the problem definition.
– The model may be “infeasible”
– The model may not provide “good enough
results”
– The model may highlight heretofore
unobserved or unanticipated constraints
– The model may result in a set of optimal or at
least “good” possible courses of action
allowing the decision maker to look at
secondary objectives.
Review
• Management science seeks to do the best
you can with what you’ve got.
• It involves modeling, solution
approaches, and communication.
• The process consists of:
– Problem definition
– Mathematical modeling
– Solving the mathematical model
– Communication/implementation of results.
• Approaches/pitfalls associated with the
problem definition step.