0% found this document useful (0 votes)
21 viewsChapter 1 - Introduction to Operation Research
Ppt
Uploaded by
Mansi TutejaCopyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF or read online on Scribd
0% found this document useful (0 votes)
21 viewsChapter 1 - Introduction to Operation Research
Ppt
Uploaded by
Mansi TutejaCopyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF or read online on Scribd
/ 22
ACH : AN OVERVIEW
13.
DUCTION or and mere comp One na
others
sath job he should cho
seats et dn to cake a correct ecision at a proper time. An effective decision di
15 a Pe n {0 fomic, social and political. T° ‘example, starting of a new factor Pee on ae epend
sie emi eto nic, Soci? onstruction costs, labour costs, availabilty of Con a rnaoerinton
nets. ene. Pomtution control costs. ote. On the other hand, starting of a angen title
og depend on the number Sf students available for further studie 2 tae ae ate and local
oF etude extremely diffeul since aneeas many people: has
any ie. thas
Sang oT eee Wee iclsion maker Is not only fa
nea sng variables: sito account the actions of the oe of
rah people nas te decisions with the help of their past experience and Ra eee hey
conta pake decisions ns on intuitions alone in the face of complex Ssermeting store B
have steading and SO formal system is needed fo i efermnine an effective course of action. In Oe wordt
understanding ‘of the possible use ‘of scientific approach to decision-making is of great aponaaee Se
undspss students ce to the
nes ves at al Tevels 10 DUS and industry come across the problems of making deciso
sage mn their day 0-03, isin fuies, Operations Research (also known as bles ot nated: management
Science, decision science and few other thames) provides them with various quantitative techniques {
selene snaking and enhances fe oO ity tm wake land range plane atid oO everyday problems of Tanning
S pusiness hance greater efficlency, competence pit confidence’ In other words Sperations
a Dusen provides a scientific rach to problem-solving Jor executive management
error operations Research 8 smo rr operational Research (the nomenciatores in WS
erations oe former, te more common one throughout.
respectively). Wes
1-2. EVALUATION OF OPERATIONS RESEARCH (HISTORICAL PERSPECTIVE)
During World War Il, Britain wae having very Iimited military resources, urgent need was felt to
allocate the scarce resources—In 27 as pave manner—to the various milhary operations and tu the activities
aleateach operation. Therefore thé British and the American military, itary gement invited large number O°
Suentists including physicists, biologists, statisticians, can rumaticians and psychologis'> apply @
scienffie approach to the many strategic sts. frotical problems. Their efforts Warr ingteumental in winning the
‘ru the Pacific™. The success of
fart with such teams. THe
rant was used and developed. 1.
ntcwgns Research developed ary names like
ate. "Management Science’ ‘Decision Science’
and U.K.
name Operations Research (
“Research on Military ‘Operations’.
‘Operational Analysis’, ‘Systems Anal
etc., were assigned to it.
Post World War Development.
atention of the industry which was see
ipeeteatin, in organizations. This creat
om of Specialization Wa tunctionalization. This resulted complex
a eeierere thus prompted to use the formal tools ‘of Operations Research.
industria
iustrial boom after World War II resulted in continuous mechanization, av}
ted in complex
“as the discipline of Ope
ysis’, ‘Cost Benefit Analy
‘after the War, the apparent success
king solutions to problems caused by #
ted possible goal incom
Pi an
Further, the economic and
‘decentralisation of
roblems. and
operatic
the applica and — ‘of management functions, which rest!
- Of OR. to managerial decision making became popular. cond
0, at the end of We different sectors: fi
trans) of orld War I, the scientists of this growl moved to de
{insperation, health, education, ete, Bae of them carried with ereuP cgnviction that fe operation une
operations cai management can be analysed scientifically and the optimum hod for CAM tween
Spee an Re tnrestignted. In “joing so It soon becomes apparent ptm ge is a COMM giferent
Sau cee ee ‘This resulted in categorization of operational R arc
oper recognition as an important subject for decision ‘making: « gnaia. initially
AOR eee Resoaieh in India. O.R. originated during the last Phar of World War Ht Inde by this
frou, formed at the Air Headquarters to tackle problems relating to radar id fail ith the
ne a started in planning
P of sclenti
oper Selenilsts was extremely limited in scope. 1 Leieeved that O-R. b
SE eey Laboratory, Hyderabad for using ‘Operations
‘Scanned with CamScanner OPERATIONS RESEARCH : QUANTITATIVE TECHNIQUES FOR MANAGEMEN,
OPERATIONS RESEARCH : QUANTITATIVE ZECTNVOUES FOR MANAGEMEN)
and organizing research. Ahmedabad Textile Industry Research Association organized an O.R. group for thei
industrial problems. At the same time, another O.R. group was set up at the then Defence Science Laboraton
(DSL) under the guidance of Prof. D.S. Kothari, which devoted itself to the problems of stores, purchase an,
weapons evaluation..In 1953, an O.R. tnit was formed at the Indian Statistical Institute, Kolkata with a viey
to apply O.R. techniques to national planning under the guidance of Prof. Mahalanobis.
OR. got its formal recognition in the country with the formation of O.R. Society of India (ORSI) in 1957,
‘The first President of the Sectety was P.C, Mahalanobis. The society had the honour of receiving the patronag.
and support of such eminent personalities like Jagjit Singh, Vikram Sarabhai. etc. The society became the
qnember of the International Federation of O.R. Societies in 1959 and organized its first conference at all-Indig
evel during the same year. The publication of the journal OPSEARCH by ORSI in 1964 further added to the
growth of O.R. activities in India.
f conferences/symposta/seminars were organized in the early years to promote the development
oe one aT has regularly organized its Annual Convention singe 1968. An international
Seminar ‘Second Operations Research Around-the-World Meeting’ sponsored by ORSI and IFORS was held at
New Delhi during August 7-10, 1967. These efforts did result in encouraging the formation of a number of
O.R. groups in organizations such as Planning Commission, Railways, Public Sector Undertakings, eg,
BHEL, SAIL, EIL, ONGC, ete.
Operations Research Education in India. O.R. education was formally initiated in India with the
formation of Indian Institute of Management at Ahmedabad and Kolkata during the year 1961-62. Later the
subject was taken up for teaching as one of the papers in different universities. Institutes of Technology. and
Indian Statistical Institute, Kolkata and New Delhi. The University of Delhi started a full-time Master's Degree
programme in Operations Research in 1963. A graduate programme in Operations Research was introduced
by the Operational Research Society of India in 1973. Short-term training programmes are being run by a
number of professional institutions such as IIPA, NITIE, NPC, etc. Today almost all the universities and
institutions in India are offering the inputs of Operations Research in their carricula in some form or the
other. Industries, government and other agencies are gradually becoming conscious of the role of Operations
Research in decision making.
1-3. OPERATIONS RESEARCH DEFINED
Quite a large number of definitions of Operations Research have been given from time to time but it is not
possible to give a uniformly acceptable definition of O.R. However, the September 1962 issue of the
Operational Research Quarterly (London). the Journal of O.R. Socieiy of U.K., carried out the following
finition :
ie ‘ ]
_ “Operational Research is the application of the methods of science to complex problems arising in the
(ansehen of ane 2 ia tis a
government and defence. The distinctive approach is to develop a scientific model of the system.
ee eae such as chance and risk, with which to predict and compare the
nutcomes af alternat ‘strategies and controls. The pus el ment, determine its
ae ae Purpose is to help manager fe
Apart from its length, this definition has been criticised becaus 2
e {t emphasizes on complex problems an
large systems, leaving the reader with the impression that itis a highly ‘echnical and sophisticated approach
appropriate only for large organizations, A few other definitions which are commonly used and widely
James Lundy writes, “O.R. is the sophisticated name folk roach
given to a multi-disciplinary problem-oriented app
fo the top management problems. It involves the application of the selentific metods tn situations where
= ‘cription, prediction and compartson for the purpose of making decisions.”
Morse & Kimble defines O.R. as, “a scientific met! ic executit ite
basta for decison regarding he operon ni eof roving execute departments with a quan
Jagjit Singh states, “Operations Research is i aE
One half by the free anid Dold eeopaie Seareh ts @ management activity pursued in two complementary wall
application of a repertoire of well-establ tne eee ntrammelted by any routine, and the other half by
iethods and techniques.”
According to Miller and Starr, “O.R. is an appl ‘5 tical O°
logieal means 1 atlebt Be coe Tithe 8a aPPlied decision theory. It uses any scientific, mathematica
problems that to achieve
thorough going rationality tn docling tlt ee ese Con the executive when he/she tres to
‘Scanned with CamScanner vERVIEW
ESEARCH : AN g
oreRATIONS Bt lowing definition of Operations Research
ty of Am
oR, Soe © mace devoted to observing, understanc
9 and predicting the
tat and applied Research workers are actively engaged in’
pum ts an experimental Ove Tint systems: and Operations rkers eto engan
item en thins in business goverment dst
Fons Research is a scientific approach to problem-solving for executive
eri
in the wor
yagement- operations Research utilizes the planned approach (updated scientific
re rteral & Hlamn, “Operatons Resear pos functana relalonships co mathemati
and an intents ag a juantitative basis for decision-making and uncovering new problems for
rp
mts forte PUPS
aquanttatee ane gaa, “Tis new decision-making fleld has been characterised by the use of scientific
in the words of HA. Tale. team effort for the purpose of determining the best utilization of limite
mn interdisciplinary
nouteige throug
resources. “ tions Research may be described as a scientific approach to
' d Lieberman, “Operations Rese yb
According to Hiller ane ne operations of organizational system.
decision ma sn of O.R. as given in the book by Kaufman ts as follows :
The best deo eS ine body of methods which makes posstble a rational determination of the most
“operations Resecre ton in policy — decision problems concerning the management of an economle or
efficient or econe f Statistical - mathematical procedures which sometimes require the use of
jomenon, drawing upon Pr
huspan phenomendr, (reve methods are based upon a prior analysis of relationships among the technical and
ih gical factors in the Phenomenon’ structures, which is ‘achieved by resource to the various appropriate
psychological tors
es.
sae saat ofthe deintions of Operations Research are not saifatory due tothe following reasons:
ia oe gona af Operation Research have been ofered. at diferent times ofthe development of
Most ot Rescarch and hen are bound to emphasise its only one or the other aspect,
(u) Teinterdiscplinary team, approach, which i an important characteristic of Operations Research ts not included
inmost of the definitions of O.R.
(at) is vey eifficult to define Operations Research precisely as it is not a science representing any well-defined
‘hysea. biological or social phenomenon.
However, with further development of Operations Research, perhaps more precise definitions than the
caxisting ones would be forthcoming.
1.4. SALIENT FEATURES (OR CHARACTERISTICS) OF OPERATIONS RESEARCH)
‘The broad features of O.R. approach to any decision problem are summarised as follows :
1. Systems Approach. The term ‘systems approach’ implies that each problem should be examined in its
eae to the extent possible and economically feasible from the point of view of the overall system of which
the problem under consideration is one part. Under this approach a manager makes conscious attempt to
™ ane te relationships among various parts of the organization and their role in supporting the overall
crane of the organization. Operations objective of Operations Research is to provide managers of the
organization 2g Seeing basis for solving problems involving the interaction of components of the
decision, Opera noe, The decision which is best for the organization as a whole is called an optimal
organtation “Tauons Research tries to find the best decision relative to a large portion of the total
systems approach for Operations Research every problem is considered in its totality, Le. O.R. adopts
SUstens aon Solving the problem. In other words, “Operations Research is the scientYic study of large
will enhance treeenttly problem areas and provide the managers with a quantitative basis for decisions
2. Inter-dise effectiveness in achieving the specified objectives.”
ding to the elinary Team Approach. It is an important characteristic of Operations Research
Sra, Ma erst, no single individual can be an expert on all aspects of a. problem oe
nee comprising erations Research utilizes the inter-disciplinary team approach. Under this approach,
atagement, Compu ets, fom different disciplines such as Mathematics, Statistics. Peover
fonted with ‘a pene Science, Engineering and. Psychology, etc. 1s constituted. Such a team fire
aanitates, Bvery depen letermines its”solution by utilizing the diverse background and Sem
then determines ane the team. while solving the problem, tries to abstract the essence of {he pron
‘whether a similar type of problem Has been dealt By ister team or net: te ans
‘Scanned with CamScanner OPERATIONS RESEARCH : QUANTITATIVE TECHNIQUES FOR MANAGE
yes, then it is easy for an expert to apply the earlier used techniques/methods to determine the solution of the
current problem. In this way, each member of the team, by utilizing his/her experience and expertise, may be
in a position to suggest an approach to overcome a problem that otherwise may not be possible for an
individual to tackle.
3. Methodological Approach. Operations research utilizes the applications of scientific methods,
techniques and tools to problems involving the operations of systems $0 as to provide those in control of
operations with optimum solutions to the problems. Specifically, the process begins with the careful
observation and formulation of the problem. The next step 1s to construct a scientific (typically mathematical
‘or simulation) model that attempts to abstract the essence of the real problem. From this model, conclusions
or soltitions are obtained which are also valid for the real problem. In an iterative fashion, the model is then
Verified through appropriate experimentation to determine the best or optimal solution to the problem under
consideration.
4, Decisional Approach. The primary focus of an O.R. study is addressed to managerial decision making
Le. the main results of the analysis must directly and unambiguously have implications for managerial
irrespective of the situation involved can be
action. A major premise of O.R. is that decision making,
that consists of the following : defining the problem and
considered as a general systematic process
establishing the criterion, then selecting the alternative courses of action, determining the model to be used
and evaluating the alternatives so as to choose the optimal alternative.
5. Objective Approach. The O.R. approach seeks to obtain an optimal solution to the problem under
analysis, Le.. it attempts to find the best or optimal solutions to the problem under consideration. For this, a
measure of desirability/effectiveness is defined based on the objectives (or goals). of the organization. This
measure so defined is then used to compare alternative courses of action.
6. Wholistic Approach. While arriving at a decision, an operations research team examines the relative
importance of all conflicting and multiple objectives and validity of the claims of various departments of the
organization from the perspective of the whole organization.
7. Operations Economy. The task of Operations Researcher may be said to consist of studying an
operation: selecting variables to describe the operation; investigating the mathematical relationships of the
variables; selecting objectives, measures and criteria of system performance and finding means to improve or
optimize the system's functioning according to the selected measures and criteria.
8. Digital Computer. Use of digital computer has become an integral part of the operations research
approach to decision making. The computer may be required due to the complexity of the model, volume of
data required or the computations to be made. Many quantitative techniques are available in the form of
canned programmes.
1-5. PHASES OF OPERATIONS RESEARCH
‘The scientific method in O.Rs study generally involves the following three phases :
1. Judgement Phase. This phase consists of : ({) Determination of the opera the
ot : »peration, (it) Identification of
reallfe problem. (ii) Establishment of the objectives and values related to the operation, (iu) Determination of
the suitable mcasures of elleciveness; (x) Formulation ofthe problems relative to the objectives, (+) Building
lel of the problem abstracting 2 a e
of an appropriate model of the problew abstracting the essential information. so that a solution to
2. Research Phase. This phase utilizes»; (9 0; f
ear aa }perations and data collection for a better understanding 0!
the problems, (i) Formulation of hypothesis and model, (u Observation and experimentation to test the
hypothesis on the basis of additional data, (1x) Analysis of the available information and verification of the
hypothesis using pre-established measures of efiectiveness, and (v) Predictions of various results from the
hypothesis, (v generalisation of the various results ynd consideration of alternative methods.
3. Action Phase. It consists of making recommendations for the decision process by those whe first posed
the problem for consideration or by anyone in a position to make a decision, influencing the operation I"
which the problem occurred. \
\
1-6, MODELS AND MODELLING IN OPERATIONS RESEARCH
‘A model is defined as an idealized representation or an abstraction of some real-life system, whether such
system refers to a problem, process. operation, object or event. The objective of the model is to provide #
‘Scanned with CamScanner \s RESEARCH : AN OVERVIEW =
.g the behaviour of the system for the purpose of improving its
he performance. Or,
to define the ideal structure of this future system Rateeaie es Saeed
OPERATION:
js for analyzing
ae it yet in the existence,
2 is no
syste po among is elements
receting isthe essence af an Operations Research approach. By bullding a model, the complexities and
Dee decision-making problem can be changed to a logleal structure
annie that may occur, indicates the relevant data for analyzing the alternatives, and leads to ‘meaningl and
event aive managerial conclustons. In short modelling {s a means of providing a clear structural framework
infomatpem for purposes af understanding and dealing with realty
ere is nothing mysterious about models. Photographs, roadmaps, organization ch: a
ants uke, profits and Toss account and balance sheet are all models, since they partisly represent
state mplify complexity and portray essential features In their own way.
4-6-1. Classification of Operations Research Models. The various classification schemes of
operations Research models are discussed below :
+ classification by degree of abstraction. With the aforesaid liberty inthe definition of a model (Let
sna lok ay ot be physical construct) whatever we sneak or vite or read is after alla model. Surely when we
a rate ve deserbe some event or whatever which, though, we cannot do perfectly well because of our
speak o rane language and the limitations of the language itself. There could, in fact, be other limitations
mastey Sample. in the case of a cricket match commentary, the commentator who is modelling the play for
his audience is usually under time limitations. All such models are language models. Business case studies
are such models in our context.
Language models are far more abstract than the concrete model like a globe of the earth or the model
planes mounted in wind tunnels since they (the concrete models) are at once suggestive of the shape or
Froperties or characteristics sought afler of the modelled entity. However, even more abstract than the
Fanguage models are the mathematical models (viz., the breakeven equation or linear programming
formulation of the product mix problem).
2. Classification according to structure.
(a) Iconic (Physical) Model. Iconic model is a physical representation of some item either in an idealized
form or ona different scale, ‘e., a representation is an iconic model to the extent that its properties are the
same as possessed by what it represents. A photograph, cyclograph, a blueprint, and a_ painting are ‘conte
‘models of persons or objects. The toy aeroplane is an {conic model of a real aeroplane. A globe is an icone
model of the earth. An iconic model is said to be scaled down when the dimensions of the model are smaller
than those of the real object, e.g., a globe representing the earth, or a blueprint representing @ floor of a
building. The model is said to be scaled up when it is bigger than the real item; in biology. the structure ofa
cell may be depicted by an enlarged model for teaching purposes, and similarly an atom In physics.
angoitmonly. an iconic model represents a static event. Characteristics that are not considered in the
Gia for which the model is constructed are not included in the model. For example, in the use of model in
{he udy ofthe structure of an atom, the colour of the model is irrelevant because this particular fact does
not have uph aan study of the atom, Models of automobiles used in the study of a parking problem nit
dimen: zione a Istery or motors in them. Another limitation of an iconic model ts its dimensions. fe, tw
supaeats (photos, blueprints, maps) or three dimensions. (small airplane, globe, atom). When a?
's the third dimenston, it is no longer possible to construct it physically.
(b)
won bd nalague (Schematic) Model. It represents a system or an object of the
erpreted in terms of th what the original system processes. After the model is solved.
of the variables’in of the original system. For example, an analogue computer is the physical re
Peed, age, time, ete nem Also graphs are very simple analogues ‘They represent Proper iy
acy te Cte Hn terms of distance. A graph ts well suited for represent, quantitat
Aner ny Properties and predits how a change in one property effects the other- ve
Various eanizational chart ts a common analogue model. It represents the relationsti 2 existing Bene ne
tmbers of the organization. A man machine chart is also schemauc model [TEP
ga set of
inquiry by utilising 2 set of
the solution
jcal representation
es like force.
ship
‘Scanned with CamScanner OPERATIONS RESEARCH ; QUANTITATIVE TECHNIQUES FOR MANAGEMENT
c cycle. A flow process chart is an other
a macnn oe compete war ee 0 tec. Conor ie
varying interaction of men an¢
‘Similarly demand curves and frequency
‘chematic model which represents the order of o ‘
on a map are analogue of the ‘low’ of electricity through wires.
of analogue models.
SE Sag manga me Satan roads, highways towns and their inter-relationship,
. fs an analogue model ny ext of properties. Analogue models can
He ae aloge model represents one set of properties PY another se tof properties. Analogue a cm
represent dynamic situation and they are customarily used more th
capaclty ‘to depict the characteristics of the event ae considera een eres
ematical Models). Thesé el
__(@) Symbolic Models (Syn. Matieretions to represent the decision variables and theit relationships to
(Ge. letters, numbers. ec) ec aystem, The symbols used are generally mathematical o cal acter
en oF R cine most widely employed in an O.R. study because of the great deal of comp! 7 ty associated
They are, by far, He mA eymbolte or mathematical mode! consists of a set of equations which define and
with an organization ips and interactions among various elements of decisfon problem under study. The
solution of the problem is then obtained by applying ‘well-developed mathematical techniques to the model.
‘The ‘advantages’ of mathematical models over other types of models may be summarized as follows :
1. They are precise, abstract and general, rather than restricted.
2. Transformation of a model from a verbal to a mathematical form makes far greater clarification of
existing and future relationships and interactions among variables.
3. Promote greater ease of communication because mathematical terminology is standardized unlike that
of social sciences.
4, Being logical, are more objective while verbal constructs lean heavily on intuition.
5. Analysis that is not feasible through verbal models may be advanced by mathematical models, since
they lend themselves to analysis and manipulation by utilizing the laws of mathematics.
‘The nature and structure of mathematical models. ‘A mathematical model includes principally three basic
set of elements. These are :
(@ Decision variables and parameters. The decision variables are the unknowns (for decisions) which are
oe by solving the: ae The parameters are the known values that relate the decision
variables to the constraints and objective function. ‘The “ r
deterministic or probabilistic (stochastic. aah ao
(@ Constraints. To account for the technolo;
must include constraints
values.
(a9 Obective function, The objective function defines the measure of effectiveness of the system as a
Valuce of the desionon of the decision variables. An optimal solution to the model is obtained when the
apeonen ner ene yleld a best value of the objective function, subject to the constraints.
problem. A common exaeiaicy eee of the objective function can only lead to a poor solution to the
example, in determinigg ible of this occurs when some aspects of the system are neglected. For
reflect only goals of the lon level of a certain product, the objective function may
such cases, the model
entire organization
8. Classification by
desi pri age Purpose, Models canbe classed by purpose
gical, economic, and other limitations of the s}
c stem, the model
(implicit or explicit) that restrict the decision variables to a range of feasible
‘The purpose of a model may be to
‘Scanned with CamScanner AESEARCH : AN OVERVIEW
openaTIONS
if their solution does not have noticeable reactions on the other componi G3)
wna rea par Normative models af apleable wo repative components or problems of the system
of whic programmed with Mitte ‘managerial involvement. Linear programming is normative oe oat
cou BE Regge it preseribes what the managers ought todo, mative or perseriptive
cove
4, Classification by nature of the environment.
inistie Models. In deterministic models, parameters are comple
(o,Petermealar courses of action are certain, Certalny 1s the state of nature ansaid eco
cote Patter words, deterministic models represent completly closed systems and the sults ot the
moda ey programing nd break-even models are examples of dterininiste motes abies abraye
veaptistic Models, These models handle those situations in which the a
Pym Hen at pe na
ingoagei rtinty. Te inpat and oF dhe output variables take the frm of & probabil distributons and
sk ad unceasing values, Te svantage of probabilistic modells tha fofiers an evaluation ofthe
assume more event of result in ther words, probablste models reflect to some extent, the complet of
meno og and the uncertainty sorrounding it They are probably semt-closed models
5. classification according to behaviour characteristics.
ig Static Models. These models do not consider the impact of changes that takes place duri
saGhag horizon, Le. they are independent of time. Also, in static model only one ectsion'is needed or the
Banning re gven time period. In a static model, cause and effect are almost immediate and no time lag is
guration Srarnatively, the effects of time are considered linear and as such do not affect the model output
aagally. Static models are easier to handle and understand.
(i) Dynamic Models. These models consider time as one of the important variables and admit the impact of
charges generated by time. Also, in dynamic models, not one, but a series of interdependent decisions. are
tailed during the planning horizon. The time dimenstons has a definite impact on the model solutions, and
‘on the interpretation of the results.
6. Classification according to procedure of solution.
(q) Analytical Models. These models have specified mathematical structure and they can be solved by
mown analytical or mathematical techniques. For example, the general linear programming model. as well as
the special structured transportation and assignment models are analytical models.
(8 Simulation and Heuristic Models. The development of the digital computer has led to the introduction of
two other forms of modelling in O.R. These are: (9 simulation, and (i Heuristic models. Simulation modelling
has the advantage of being more flexible than mathematical modelling, and hence may be used to represent
complex systems which, othewise, cannot be formulated mathematically. On the other hand, simulation, has
the disadvantage of not yielding general solutions like those obtained from successful mathematical models.
Heuristic models are essentially models that employ some intuitive rules or guidelines in the hope of
generating new strategies which will yield improved solutions, This is in contrast to mathematical and
simulation models, where the strategies are generally well defined. Heuristic models do not claim ‘9 find the
optimal solution to the problem and give a solution to a problem depending on the assumption based on. past
experience. ‘The advantage of such models is that they operate faster as compared to other models and are
TRY Useful for solving large-size problems. These models, however. require an ample amount of creativity as
as experience on the part of decision maker.
16-2. Characteristics of a Good Model. A model does not always have the characters of being
8 yardstick—it can be expli al re th teristics that
lanatory rath mel r re the chief characte
2 00d OR, model shoei stony rather than merely descriptive. Following ar
1. The
i number of assumptions made should be as few as possible.
2.4n nits
frame. O-R- model should take into account new formulations without having any significant change
3.1t shoul etric type of
atnent ww Make ininimum possible assumptions. The model should accommodate a parametric (YP
4h mall in
rumibgl® MOWel should be simple and coherent. The number of variables utlized PY if should be s
‘Scanned with CamScanner SEARCH : QUANTITATIVE TECHNIQUES FOR MANAGENE,,
OPERATIONS Rt
4.6-3. Advantages and Drawbacks of 0.R. Models
Advantages Drawbacks
