Course : MGMT6018-Operational

Management
Effective Period: September 2021

Decision-Making Analysis

Session 8
Thank you
 Acknowledgement

These slides have been adapted from:

Heizer, J., Render, B., Munson, C. (2020).

Operations management: Sustainability and Supply
Chain Management. 13th Edition. Harlow
: Pearson Education Limited

Chapter Module A
 Learning Outcomes

After studying this chapter, the students should be

able to :
• LO 1 : Identify principles of Operations
Management.
• LO 2 : Explain how products and services are
designed by Operations Management
• LO 3 : Apply concepts, tools, and techniques of
effective operation management to products
and services in an organization
 Decision-Making
A

MODULE
Tools

PowerPoint presentation to accompany

Heizer, Render, Munson
Operations Management, Thirteenth Edition, Global Edition

PowerPoint slides by Jeff Heyl

Copyright © 2020 Pearson Education Ltd. All Rights Reserved. MA - 5

 The Decision Process in
Operations
1. Clearly define the problem and the
factors that influence it
2. Develop specific and measurable
objectives
3. Develop a model
4. Evaluate each alternative solution
5. Select the best alternative
6. Implement the decision and set a
timetable for completion
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 Fundamentals of
Decision Making
1. Terms:
a. Alternative – a course of action or
strategy that may be chosen by the
decision maker
b. State of nature – an occurrence or a
situation over which the decision
maker has little or no control

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 Fundamentals of
Decision Making
2. Symbols used in a decision tree:
a. – Decision node from which one
of several alternatives may be
selected
b. – A state-of-nature node out of
which one state of nature will occur

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 Decision Tree Example
A decision node A state of nature node
Favorable market

1
t r uct t Unfavorable market
ons plan
C ge
lar Favorable market
Construct
small plant
2
Do Unfavorable market
no
thi
ng

Figure A.1

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 Decision Table Example

TABLE A.1 Decision Table with Conditional Values for Getz Products
STATES OF NATURE
ALTERNATIVES FAVORABLE MARKET UNFAVORABLE MARKET
Construct large plant $200,000 –$180,000
Construct small plant $100,000 –$ 20,000
Do nothing $ 0 $ 0

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Decision-Making Environments
▶ Decision making under uncertainty
▶ Complete uncertainty as to which state of
nature may occur
▶ Decision making under risk
▶ Several states of nature may occur
▶ Each has a probability of occurring
▶ Decision making under certainty
▶ State of nature is known

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 Uncertainty
1. Maximax
▶ Find the alternative that maximizes the
maximum outcome for every alternative
▶ Pick the outcome with the maximum
number
▶ Highest possible gain
▶ This has been called an optimistic
decision criteria

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 Uncertainty
2. Maximin
▶ Find the alternative that maximizes the
minimum outcome for every alternative
▶ Pick the outcome with the minimum
number
▶ Least possible loss
▶ This has been called a pessimistic
decision criteria

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 Uncertainty
3. Equally likely
▶ Find the alternative with the highest
average outcome
▶ Pick the outcome with the maximum
number
▶ Assumes each state of nature is equally
likely to occur

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 Uncertainty Example
Getz Products Company would like to apply each of these three approaches now
(maximax, maximin, and equally likely decision criteria)
TABLE A.2 Decision Table for Decision Making Under Uncertainty
STATES OF NATURE
FAVORABLE UNFAVORABLE MAXIMUM MINIMUM ROW
ALTERNATIVES MARKET MARKET IN ROW IN ROW AVERAGE
Construct large – –
plant $200,000 $180,000 $200,000 $180,000 $10,000
Construct small –$ –
plant $100,000 20,000 $100,000 $ 20,000 $40,000
$ $
Do nothing $ 0 0 $ 0 0 $ 0
Maximax Maximin Equally
likely

1. Maximax choice is to construct a large plant

2. Maximin choice is to do nothing
3. Equally likely choice is to construct a small plant
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 Decision Making Under Risk
▶ Each possible state of nature has an
assumed probability
▶ States of nature are mutually exclusive
▶ Probabilities must sum to 1
▶ Determine the expected monetary
value (EMV) for each alternative

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 Expected Monetary Value

EMV (Alternative i) = (Payoff of 1st state of nature)

× (Probability of 1st state of
nature)
+ (Payoff of 2nd state of nature)
× (Probability of 2nd state of
nature)
+ … + (Payoff of last state of
nature) × (Probability of
last state of nature)

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 EMV Example
Getz Products’ operations manager believes that the probability of a favorable
market is 0.6, and that of an unfavorable market is 0.4. He can now determine the
EMV for each alternative (see Table A.3).

TABLE A.3 Decision Table for Getz Products

STATES OF NATURE
FAVORABLE UNFAVORABLE
ALTERNATIVES MARKET MARKET
Construct large plant (A1) $200,000 –$180,000
Construct small plant (A2) $100,000 –$ 20,000
Do nothing (A3) $ 0 $ 0
Probabilities 0.6 0.4

1. EMV(A1) = (.6)($200,000) + (.4)(–$180,000) = $48,000

2. EMV(A2) = (.6)($100,000) + (.4)(–$20,000) = $52,000
3. EMV(A3) = (.6)($0) + (.4)($0) = $0
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Best Option MA - 18
 Decision Making Under
Certainty
▶ Is the cost of perfect information
worth it?
▶ Determine the expected value of
perfect information (EVPI)

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 Expected Value of
Perfect Information
EVPI is the difference between the payoff
under certainty and the payoff under risk
Expected value Maximum
EVPI = with perfect – EMV
information
Expected value with = (Best outcome or consequence for 1st state
perfect information of nature) × (Probability of 1st state of
(EVwPI) nature)
+ Best outcome for 2nd state of nature)
× (Probability of 2nd state of nature)
+ … + Best outcome for last state of nature)
× (Probability of last state of nature)
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 EVPI Example
The Getz operations manager would like to calculate the
maximum that he would pay for information—that is, the
expected value of perfect information, or EVPI.
1. The best outcome for the state of nature
"favorable market" is "build a large facility"
with a payoff of $200,000. The best outcome
for "unfavorable" is "do nothing" with a payoff
of $0.
Expected value
with perfect = ($200,000)(.6) + ($0)(.4) = $120,000
information

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 EVPI Example
2. The maximum EMV is $52,000, which is the
expected outcome without perfect
information. Thus:

EVPI = EVwPI – Maximum

EMV

= $120,000 – $52,000 = $68,000

The most the company should pay for perfect information is

$68,000. This conclusion, of course, is again based on the
assumption that the probability of the first state of nature is
0.6 and the second is 0.4.
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 Decision Trees
▶ Information in decision tables can be
displayed as decision trees
▶ A decision tree is a graphic display of the
decision process that indicates decision
alternatives, states of nature and their
respective probabilities, and payoffs for each
combination of decision alternative and state
of nature
▶ Appropriate for showing sequential decisions

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 Decision Trees

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 Decision Trees
1. Define the problem
2. Structure or draw the decision tree
3. Assign probabilities to the states of nature
4. Estimate payoffs for each possible
combination of decision alternatives and
states of nature
5. Solve the problem by working backward
through the tree computing the EMV for
each state-of-nature node

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 Decision Tree Example
Getz in the previous example wants to develop a completed and solved
decision tree.

Figure A.2 EMV for node 1

= $48,000 = (.6)($200,000) + (.4)(–$180,000)

Payoffs
Favorable market (.6)
$200,000

nt 1
la Unfavorable market (.4)
ep
t l arg –$180,000
t r uc Favorable market (.6)
ns
Co $100,000
Construct
small plant 2
Unfavorable market (.4)
Do –$20,000
no
th
in EMV for node 2
g = (.6)($100,000) + (.4)(–$20,000)
= $52,000

$0
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 Exercise
Zhu Manufacturing is considering the introduction of a family of new products. Long-
term demand for the product group is somewhat predictable, so the manufacturer must
be concerned with the risk of choosing a process that is inappropriate.
Faye Zhu is VP of operations. She can choose among batch manufacturing or custom
manufacturing, or she can invest in group technology. Faye won’t be able to forecast
demand accurately until after she makes the process choice. Demand will be classified
into four compartments: poor, fair, good, and excellent. The table below indicates the
payoffs (profits) associated with each process/demand combination, as well as the
probabilities of each long-term demand level:

a) Use a decision tree to help Faye Zhu decide on the best alternative.
b) What would Faye Zhu be willing to pay for a forecast that would accurately
determine the level of demand in the future?

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 Complex Decision Tree
Example
• When a sequence of decisions must be made, decision trees
are much more powerful tools than are decision tables.
• Let’s say that Getz Products has two decisions to make, with
the second decision dependent on the outcome of the first.
Before deciding about building a new plant, Getz has the
option of conducting its own marketing research survey, at a
cost of $10,000. The information from this survey could help it
decide whether to build a large plant, to build a small plant, or
not to build at all.
• Getz recognizes that although such a survey will not provide it
with perfect information, it may be extremely helpful. Getz’s
new decision tree is represented in Figure A.3

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 Complex
Decision
Tree
Example

Figure A.3

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 Complex Example

1. Given favorable survey results

EMV(2) = (.78)($190,000) + (.22)(–$190,000) = $106,400

EMV(3) = (.78)($90,000) + (.22)(–$30,000) = $63,600

The EMV for no plant = –$10,000 so, if

the survey results are favorable, build
the large plant

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 Complex Example

2. Given negative survey results

EMV(4) = (.27)($190,000) + (.73)(–$190,000) = –$87,400

EMV(5) = (.27)($90,000) + (.73)(–$30,000) = $2,400

The EMV for no plant = –$10,000 so, if

the survey results are negative, build
the small plant

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 Complex Example
3. Compute the expected value of the
market survey
EMV(1) = (.45)($106,400) + (.55)($2,400) = $49,200

4. If the market survey is not conducted

EMV(6) = (.6)($200,000) + (.4)(–$180,000) = $48,000
EMV(7) = (.6)($100,000) + (.4)(–$20,000) = $52,000

The EMV for no plant = $0 so, given

no survey, build the small plant
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 Complex Example
5. The expected monetary value of not
conducting the survey is $52,000 and the
EMV for conducting the study is $49,200

The best choice is to not seek marketing

information and build the small plant

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 References

Heizer, J., Render, B., Munson, C. (2020).

Operations management: Sustainability and
Supply Chain Management. 13th Edition.
Harlow: Pearson Education Limited.