OPERATIONS RESEARCH

Seminar 2: Linear Programming 2

Ángela Figueras
Cayetana Fraile
Gabriela González
G 102
23/10/2024
OPERATIONS RESEARCH- Seminar 2 1

Ángela Figueras, Cayetana Fraile & Gabriela González

Problem 9-35 .

Don Levine Corporation is considering adding an additional plant to its three existing
facilities in Decatur, Minneapolis, and Carbondale. Both St. Louis and East St. Louis are
being considered. Evaluating only the transportation costs per unit as shown in the
tables below and on the next page, which site is best?

Variables ;
𝑥11​, 𝑥12​, 𝑥13​𝑎𝑟𝑒 𝑠ℎ𝑖𝑝𝑚𝑒𝑛𝑡𝑠 𝑓𝑟𝑜𝑚 𝐷𝑒𝑐𝑎𝑡𝑢𝑟 𝑡𝑜 𝑑𝑒𝑠𝑡𝑖𝑛𝑎𝑡𝑖𝑜𝑛𝑠.
𝑥21​, 𝑥22​, 𝑥23​𝑎𝑟𝑒 𝑠ℎ𝑖𝑝𝑚𝑒𝑛𝑡𝑠 𝑓𝑟𝑜𝑚 𝑀𝑖𝑛𝑛𝑒𝑎𝑝𝑜𝑙𝑖𝑠 𝑡𝑜 𝑑𝑒𝑠𝑡𝑖𝑛𝑎𝑡𝑖𝑜𝑛𝑠.
𝑥31​, 𝑥32​, 𝑥33​𝑎𝑟𝑒 𝑠ℎ𝑖𝑝𝑚𝑒𝑛𝑡𝑠 𝑓𝑟𝑜𝑚 𝐶𝑎𝑟𝑏𝑜𝑛𝑑𝑎𝑙𝑒 𝑡𝑜 𝑑𝑒𝑠𝑡𝑖𝑛𝑎𝑡𝑖𝑜𝑛𝑠.
𝑥41​, 𝑥42​, 𝑥43​𝑎𝑟𝑒 𝑠ℎ𝑖𝑝𝑚𝑒𝑛𝑡𝑠 𝑓𝑟𝑜𝑚 𝐸𝑎𝑠𝑡 𝑆𝑡. 𝐿𝑜𝑢𝑖𝑠 𝑡𝑜 𝑑𝑒𝑠𝑡𝑖𝑛𝑎𝑡𝑖𝑜𝑛𝑠.
𝑥51​, 𝑥52​, 𝑥53​𝑎𝑟𝑒 𝑠ℎ𝑖𝑝𝑚𝑒𝑛𝑡𝑠 𝑓𝑟𝑜𝑚 𝑆𝑡. 𝐿𝑜𝑢𝑖𝑠 𝑡𝑜 𝑑𝑒𝑠𝑡𝑖𝑛𝑎𝑡𝑖𝑜𝑛𝑠.

Objective Function:
The objective is to minimize the total transportation cost for each plant:

East St. Louis:

𝑍 = 20𝑥11​ + 25𝑥12​ + 22𝑥13​ + 17𝑥21​ + 27𝑥22​ + 20𝑥23​ + 21𝑥31​ + 20𝑥32​ + 22𝑥33​ + 29𝑥41​ + 30𝑥42​ + 30𝑥43​

St. Louis:
𝑍 = 20𝑥11​ + 25𝑥12​ + 22𝑥13​ + 17𝑥21​ + 27𝑥22​ + 20𝑥23​ + 21𝑥31​ + 20𝑥32​ + 22𝑥33​ + 27𝑥51​ + 28𝑥52​ + 31𝑥53​
OPERATIONS RESEARCH- Seminar 2 2

Ángela Figueras, Cayetana Fraile & Gabriela González

Constraints:

Supply Constraints:

𝐷𝑒𝑐𝑎𝑡𝑢𝑟: 𝑥11 + 𝑥12 + 𝑥13≤300

𝑀𝑖𝑛𝑛𝑒𝑎𝑝𝑜𝑙𝑖𝑠: 𝑥21 + 𝑥22 + 𝑥23≤200
𝐶𝑎𝑟𝑏𝑜𝑛𝑑𝑎𝑙𝑒: 𝑥31 + 𝑥32 + 𝑥33≤150
𝐸𝑎𝑠𝑡 𝑆𝑡. 𝐿𝑜𝑢𝑖𝑠 (𝑜𝑟 𝑆𝑡. 𝐿𝑜𝑢𝑖𝑠): 𝑥41 + 𝑥42 + 𝑥43≤150

Demand Constraints:

𝐵𝑙𝑢𝑒 𝐸𝑎𝑟𝑡ℎ: 𝑥11 + 𝑥21 + 𝑥31 + 𝑥41 = 250

𝐶𝑖𝑟𝑜: 𝑥12 + 𝑥22 + 𝑥32 + 𝑥42 = 200
𝐷𝑒𝑠 𝑀𝑜𝑖𝑛𝑒𝑠: 𝑥13 + 𝑥23 + 𝑥33 + 𝑥43 = 350

Non-Negativity constraint: All variables must be non-negative

Problem Solution:

The problem has been solved with Solver in Excel creating two tables with data from
East St.Louis and St.Louis to campare their transportation costs.
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Ángela Figueras, Cayetana Fraile & Gabriela González

From the results, we can see the total costs for East St. Louis are $17,400 and from St.
Louis is $17,250. Our best option would be to build the St. Louis plant.

We will add the production costs to the total transportation cost already calculated in
the previous problems.

For East St. Louis:

The total transportation cost is $17,400.

The total production cost is: (300×50) + (200×60) + (150×70) + (150×40) = 43,500

Total cost: 17, 400 + 43, 500 = 60, 900

For St. Louis:

The total transportation cost is $17,250.

The total production cost is: (300×50) + (200×60) + (150×70) + (150×50) = 45, 000

Total cost = 17, 400 + 45, 000 = 62, 250

Therefore, East St. Louis yields the lowest total cost when considering both
transportation and production costs.
OPERATIONS RESEARCH- Seminar 2 4

Ángela Figueras, Cayetana Fraile & Gabriela González

Problem 9-47 .

NASA’s astronaut crew currently includes 10 mission specialists who hold a doctoral
degree in either astrophysics or astromedicine. One of these specialists will be assigned
to each of the 10 flights scheduled for the upcoming nine months. Mission specialists
are responsible for carrying out scientific and medical experiments in space or for
launching, retrieving, or repairing satellites. The chief of astronaut personnel, himself a
former crew member with three missions under his belt, must decide who should be
assigned and trained for each of the very different missions. Clearly, astronauts with
medical educations are more suited to missions involving biological or medical
experiments, whereas those with engineering- or physics-oriented degrees are best
suited to other types of missions. The chief assigns each astronaut a rating on a scale of
1 to 10 for each possible mission, with a 10 being a perfect match for the task at hand
and a 1 being a mismatch. Only one specialist is assigned to each flight, and none is
reassigned until all others have flown at least once.

(a) Who should be assigned to which flight?

(b) NASA has just been notified that Anderson is getting married in February and has
been granted a highly sought publicity tour in Europe that month. (He intends to take
his wife and let the trip double as a honeymoon.) How does this change the final
schedule?

(c) Certo has complained that he was misrated on his January missions. Both ratings
should be 10s, he claims to the chief, who agrees and recomputes the schedule. Do any
changes occur over the schedule set in part (b)?

(d) What are the strengths and weaknesses of this approach to scheduling?
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Ángela Figueras, Cayetana Fraile & Gabriela González

Variables:
Xij = { i = mission; j = astronaut }

𝑥00​, 𝑥01​, 𝑥02, 𝑥03​, 𝑥04​, 𝑥05, 𝑥06​, 𝑥07​, 𝑥08, 𝑥09​𝑎𝑟𝑒 𝑡ℎ𝑒 𝑟𝑎𝑡𝑖𝑛𝑔 𝑠𝑐𝑎𝑙𝑒𝑠 𝑜𝑓 𝑎𝑠𝑡𝑟𝑜𝑛𝑎𝑢𝑡𝑠 𝑓𝑜𝑟 𝑚𝑖𝑠𝑠𝑖𝑜𝑛 1
𝑥10​, 𝑥11​, 𝑥12, 𝑥13​, 𝑥14​, 𝑥15, 𝑥16​, 𝑥17​, 𝑥18, 𝑥19​𝑎𝑟𝑒 𝑡ℎ𝑒 𝑟𝑎𝑡𝑖𝑛𝑔 𝑠𝑐𝑎𝑙𝑒𝑠 𝑜𝑓 𝑎𝑠𝑡𝑟𝑜𝑛𝑎𝑢𝑡𝑠 𝑓𝑜𝑟 𝑚𝑖𝑠𝑠𝑖𝑜𝑛 2
𝑥20​, 𝑥21​, 𝑥22, 𝑥23​, 𝑥24​, 𝑥25, 𝑥26​, 𝑥27​, 𝑥28, 𝑥29​𝑎𝑟𝑒 𝑡ℎ𝑒 𝑟𝑎𝑡𝑖𝑛𝑔 𝑠𝑐𝑎𝑙𝑒𝑠 𝑜𝑓 𝑎𝑠𝑡𝑟𝑜𝑛𝑎𝑢𝑡𝑠 𝑓𝑜𝑟 𝑚𝑖𝑠𝑠𝑖𝑜𝑛 3
𝑥30​, 𝑥31​, 𝑥32, 𝑥33​, 𝑥34​, 𝑥35, 𝑥36​, 𝑥37​, 𝑥38, 𝑥39​𝑎𝑟𝑒 𝑡ℎ𝑒 𝑟𝑎𝑡𝑖𝑛𝑔 𝑠𝑐𝑎𝑙𝑒𝑠 𝑜𝑓 𝑎𝑠𝑡𝑟𝑜𝑛𝑎𝑢𝑡𝑠 𝑓𝑜𝑟 𝑚𝑖𝑠𝑠𝑖𝑜𝑛 4
𝑥40​, 𝑥41​, 𝑥42, 𝑥43​, 𝑥44​, 𝑥45, 𝑥46​, 𝑥47​, 𝑥48, 𝑥49​𝑎𝑟𝑒 𝑡ℎ𝑒 𝑟𝑎𝑡𝑖𝑛𝑔 𝑠𝑐𝑎𝑙𝑒𝑠 𝑜𝑓 𝑎𝑠𝑡𝑟𝑜𝑛𝑎𝑢𝑡𝑠 𝑓𝑜𝑟 𝑚𝑖𝑠𝑠𝑖𝑜𝑛 5
𝑥50​, 𝑥51​, 𝑥52, 𝑥53​, 𝑥54​, 𝑥55, 𝑥56​, 𝑥57​, 𝑥58, 𝑥59​𝑎𝑟𝑒 𝑡ℎ𝑒 𝑟𝑎𝑡𝑖𝑛𝑔 𝑠𝑐𝑎𝑙𝑒𝑠 𝑜𝑓 𝑎𝑠𝑡𝑟𝑜𝑛𝑎𝑢𝑡𝑠 𝑓𝑜𝑟 𝑚𝑖𝑠𝑠𝑖𝑜𝑛 6
𝑥60​, 𝑥61​, 𝑥62, 𝑥63​, 𝑥64​, 𝑥65, 𝑥66​, 𝑥67​, 𝑥68, 𝑥69​𝑎𝑟𝑒 𝑡ℎ𝑒 𝑟𝑎𝑡𝑖𝑛𝑔 𝑠𝑐𝑎𝑙𝑒𝑠 𝑜𝑓 𝑎𝑠𝑡𝑟𝑜𝑛𝑎𝑢𝑡𝑠 𝑓𝑜𝑟 𝑚𝑖𝑠𝑠𝑖𝑜𝑛 7
𝑥70​, 𝑥71​, 𝑥72, 𝑥73​, 𝑥74​, 𝑥75, 𝑥76​, 𝑥77​, 𝑥78, 𝑥79​𝑎𝑟𝑒 𝑡ℎ𝑒 𝑟𝑎𝑡𝑖𝑛𝑔 𝑠𝑐𝑎𝑙𝑒𝑠 𝑜𝑓 𝑎𝑠𝑡𝑟𝑜𝑛𝑎𝑢𝑡𝑠 𝑓𝑜𝑟 𝑚𝑖𝑠𝑠𝑖𝑜𝑛 8
𝑥80​, 𝑥81​, 𝑥82, 𝑥83​, 𝑥84​, 𝑥85, 𝑥86​, 𝑥87​, 𝑥88, 𝑥89​𝑎𝑟𝑒 𝑡ℎ𝑒 𝑟𝑎𝑡𝑖𝑛𝑔 𝑠𝑐𝑎𝑙𝑒𝑠 𝑜𝑓 𝑎𝑠𝑡𝑟𝑜𝑛𝑎𝑢𝑡𝑠 𝑓𝑜𝑟 𝑚𝑖𝑠𝑠𝑖𝑜𝑛 9
𝑥90​, 𝑥91​, 𝑥92, 𝑥93​, 𝑥94​, 𝑥95, 𝑥96​, 𝑥97​, 𝑥98, 𝑥99​𝑎𝑟𝑒 𝑡ℎ𝑒 𝑟𝑎𝑡𝑖𝑛𝑔 𝑠𝑐𝑎𝑙𝑒𝑠 𝑜𝑓 𝑎𝑠𝑡𝑟𝑜𝑛𝑎𝑢𝑡𝑠 𝑓𝑜𝑟 𝑚𝑖𝑠𝑠𝑖𝑜𝑛 10

Objective Function:
The objective is to maximize the total ratings of the astronauts assigned to each mission
𝑗
Maximize: ∑ 𝑋𝑖𝑗
𝑖=0
Constraints:
1. Only one specialist is assigned to each flight
2. No astronaut can be reassigned until all others have flown at least once

a)
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Ángela Figueras, Cayetana Fraile & Gabriela González

The solution to the maximization problem of astronaut’s ratings has been marked by
colors depending on the astronaut’s rating of the mission he is assigned to. Blue cells
indicate the date in which an astronaut has been assigned to a mission (solver output).
On top, we have highlighted the rankings of the corresponding astronauts assigned to
those missions which, if summed up, give the total maximization solution (96 in this
case). Bearing in mind that the maximum total number of ratings that we could possibly
get independently of the ratings given by the chief is (10*10) = 100, we can say that in
this case, this approach to scheduling has been impressively good.

b)

Results for b) were notably affected by the fact that Anderson could not assist to the
mission he was previously assigned to. This affected the total maximization ratings as
they decreased by 4 points. The greater consequence was that astronaut Anderson had
to be assigned to a mission in which he was rated a 7/10 due to the fact that he was the
most qualified astronaut after Anderson and it had been worse to assign him another
mission in which he was better rated as then the ones backing up for Anderson wouldn’t
have fit better. In a nutshell, the positive effect caused by Anderson being assigned to a
higher ranked mission wouldn’t have compensated for the negative effect of another
astronaut being assigned to Anderson’s previous mission.
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Ángela Figueras, Cayetana Fraile & Gabriela González

c)

In this case, though increasing the total ratings, the effect on the output was smaller
than expected as increasing the number of 10’s in the rating chart may have seemed
more imposing

d)

After having achieved all these results we can conclude that using this type of approach
to solve scheduling problems has numerous disadvantages despite being a fair and
balanced system. The thing that stands out first is that the problem is very restricted
due to the constraints. Restricting the number of astronauts that can be assigned to
each mission lowers considerably the total ratings as well as forbidding the
reassignments until every astronaut has gone to one. This last one makes it almost
impossible to send to a mission the highest-qualified astronauts.

Additionally, it may overlook individual preferences and skills, leading to dissatisfaction

among crew members. The complexity of managing the schedule requires extensive
oversight, and assigning top astronauts to lower-rated missions can reduce overall
effectiveness. On the other hand, the scheduling system maximizes overall ratings by
assigning astronauts to missions based on their qualifications, promoting fairness by
ensuring each astronaut completes a mission before reassignment. This method
optimally utilizes resources, improves mission outcomes, and allows for adjustments
based on performance.
OPERATIONS RESEARCH- Seminar 2 8

Ángela Figueras, Cayetana Fraile & Gabriela González

Andrew Carter Inc. .

Andrew-Carter, Inc. (A-C), is a major Canadian producer and distributor of outdoor

lighting fixtures. Its fixture is distributed throughout North America and has been in
high demand for several years. The company operates three plants that manufacture the
fixture and distribute it to five distribution centers warehouses).
During the present recession, A-C has seen a major drop in demand for its fixture as the
housing market has declined. Based on the forecast of interest rates, the head of
operations
feels that demand for housing and thus for its product will remain depressed for the
foreseeable future. A-C is considering closing one of its plants, as it is now operating
with a forecasted excess capacity of 34,000 units per week. The forecasted weekly
demands for the coming year are & the plant capacities in units per week are

If A-C shuts down any plants, its weekly costs will change, as fixed costs are lower for a
non operating plant. Table 9.34 shows production costs at each plant, both variable at
regular time and overtime, and fixed when operating and shut down.
Table 9.35 shows distribution costs from each plant to each warehouse (distribution
center).
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Ángela Figueras, Cayetana Fraile & Gabriela González

Discussion Questions

1. Evaluate the various configurations of operating and closed plants that will meet
weekly demand. Determine which configuration minimizes total costs.

Option 1: All plants operating

Total Costs = Distribution Costs(DC) + Variable Costs(VC) + Fixed Costs(FC)
Total Cost = 24600 $ + 155680 $ + 41000 $
Total Cost = 221280 $
Since with the regular time the demand is already met there is no need for overtime.

Option 2: Plant 1 and 2 operating

The sum of the first and second plants on regular time (27000 + 20000 = 47000) does
not satisfy the demand (56000) so the 9000 extra units have to be from overtime. Since
plant 2 is cheaper overtime, 5000 of them will go to plant 2 while the 3000 extra will go
to plant 1.
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Ángela Figueras, Cayetana Fraile & Gabriela González

Total Costs = Distribution Costs(DC) + Variable Costs(VC) + Fixed Costs(FC)

Total Cost = 26250 $ + 162680 $ + 33500 $
Total Cost = 222430 $

Option 3: Plant 1 and 3 operating

The sum of the first and second plants on regular time (27000 + 25000 = 52000) does
not satisfy the demand (56000) so the 4000 extra units have to be from overtime. Since
overtime is cheaper in plant 3, all the extra units will go there.

Total Costs = Distribution Costs(DC) + Variable Costs(VC) + Fixed Costs(FC)

Total Cost = 26150 $ + 157280 $ + 34000 $
Total Cost = 217430 $
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Ángela Figueras, Cayetana Fraile & Gabriela González

Option 4: Plant 2 and 3 operating
The sum of the first and second plants on regular time (20000 + 25000 = 45000) does
not satisfy the demand (56000) so the 11000 extra units have to be from overtime. Since
the sum of regular time and overtime equals demand, both plants will be fully in both
times.

Total Costs = Distribution Costs(DC) + Variable Costs(VC) + Fixed Costs(FC)

Total Cost = 26840 $ + 161520 $ + 33000 $
Total Cost = 221360 $

Comparing all possibilities

Options Total Cost

Option 1: All plants operating 221280 $

Option 2: Plant 1 and 2 operating 222430 $

Option 3: Plant 1 and 3 operating 217430 $

Option 4: Plant 2 and 3 operating 221360 $

The solution to minimizing costs is option 3 where plant 1 and 3 are operating whilst
plant 2 is closed.
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Ángela Figueras, Cayetana Fraile & Gabriela González

2. Discuss the implications of closing a plant.

In this Case Study, closing one of Andrew-Carter, Inc.'s plants can provide cost benefits
but comes with several important considerations.

In terms of cost savings, closing a plant cuts fixed expenses like utilities and
maintenance, resulting in significant savings. In addition, closing a plant also implies job
losses meanign lower wages and benefits, though layoffs may incur short-term costs
such as termination packages. Layoffs can have a negative impact on morale and harm
other economies that in the long run may decide to provide for other competitors.

As for capability, the production capacity will decrease which could be a problem if
demand increases in the future. Following this line of thought, an increase in demand on
the remaining plants can lead to worker fatigue, higher overtime costs, and quicker
machinery wear and tear.