Chapter 3 Forecasting McGraw-Hill/Irwin

Slides:



Advertisements
Similar presentations
Agenda of Week V. Forecasting
Advertisements

Forecasting OPS 370.
© 1997 Prentice-Hall, Inc. S2 - 1 Principles of Operations Management Forecasting Chapter S2.
Operations Management Forecasting Chapter 4
What is Forecasting? A forecast is an estimate of what is likely to happen in the future. Forecasts are concerned with determining what the future will.
CHAPTER 3 Forecasting.
Lecture 3 Forecasting CT – Chapter 3.
Chapter 3 Forecasting McGraw-Hill/Irwin
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 3 Forecasting.
Operations Management Forecasting Chapter 4
Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Forecasting Operations Chapter 12 Roberta Russell & Bernard.
Forecasting McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Forecasting McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Forecasting McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 3 Forecasting Car buyer- Models & Option Does the dealer know!
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 3 Forecasting.
Slides 13b: Time-Series Models; Measuring Forecast Error
LSS Black Belt Training Forecasting. Forecasting Models Forecasting Techniques Qualitative Models Delphi Method Jury of Executive Opinion Sales Force.
Operations and Supply Chain Management
The Importance of Forecasting in POM
CHAPTER 3 FORECASTING.
Demand Management and Forecasting
Forecasting Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill.
Forecasting McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 3 Forecasting.
Forecasting.
Forecasting.
3-1 McGraw-Hill/Irwin Operations Management, Seventh Edition, by William J. Stevenson Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Operations Management
3-1Forecasting CHAPTER 3 Forecasting Homework Problems: # 2,3,4,8(a),22,23,25,27 on pp
Forecasting supply chain requirements
3-1Forecasting William J. Stevenson Operations Management 8 th edition.
3-1Forecasting. 3-2Forecasting FORECAST:  A statement about the future value of a variable of interest such as demand.  Forecasts affect decisions and.
MBA.782.ForecastingCAJ Demand Management Qualitative Methods of Forecasting Quantitative Methods of Forecasting Causal Relationship Forecasting Focus.
Forecasting Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill.
Forecasting Operations Management For Competitive Advantage.
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 3 Forecasting.
Forecasting. 預測 (Forecasting) A Basis of Forecasting In business, forecasts are the basis for budgeting and planning for capacity, sales, production and.
10B11PD311 Economics. Process of predicting a future event on the basis of past as well as present knowledge and experience Underlying basis of all business.
Reid & Sanders, Operations Management © Wiley 2002 Forecasting 8 C H A P T E R.
McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. 3 Forecasting.
Welcome to MM305 Unit 5 Seminar Prof Greg Forecasting.
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 3 Forecasting.
OM3-1 McGraw-Hill/Irwin Operations Management, Seventh Edition, by William J. Stevenson Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights.
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Demand Management and Forecasting CHAPTER 10.
Adeyl Khan, Faculty, BBA, NSU Car buyer- Models & Option Does the dealer know! Basic Managerial function- Planning.
MGS3100_03.ppt/Feb 11, 2016/Page 1 Georgia State University - Confidential MGS 3100 Business Analysis Time Series Forecasting Feb 11, 2016.
DEPARTMENT OF MECHANICAL ENGINEERING VII-SEMESTER PRODUCTION TECHNOLOGY-II 1 CHAPTER NO.4 FORECASTING.
Forecasting is the art and science of predicting future events.
CHAPTER 12 FORECASTING. THE CONCEPTS A prediction of future events used for planning purpose Supply chain success, resources planning, scheduling, capacity.
Forecasting Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill.
3-1Forecasting CHAPTER 3 Forecasting McGraw-Hill/Irwin Operations Management, Eighth Edition, by William J. Stevenson Copyright © 2005 by The McGraw-Hill.
3-1Forecasting William J. Stevenson Operations Management 8 th edition.
13 – 1 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Forecasting 13 For Operations Management, 9e by Krajewski/Ritzman/Malhotra.
Forecasting Production and Operations Management 3-1.
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved. Chapter 3 Forecasting.
Demand Management and Forecasting Chapter 11 Portions Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Forecas ting Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill.
Chapter 15 Forecasting. Forecasting Methods n Forecasting methods can be classified as qualitative or quantitative. n Such methods are appropriate when.
3-1 McGraw-Hill/Irwin Operations Management, Seventh Edition, by William J. Stevenson Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 11 – With Woodruff Modications Demand Management and Forecasting Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.
Welcome to MM305 Unit 5 Seminar Dr. Bob Forecasting.
Welcome to MM305 Unit 5 Seminar Forecasting. What is forecasting? An attempt to predict the future using data. Generally an 8-step process 1.Why are you.
Copyright © 2014 by McGraw-Hill Education (Asia). All rights reserved. 3 Forecasting.
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved. Chapter 3 Forecasting.
Forecasts.
Chapter 3 Forecasting McGraw-Hill/Irwin
Stevenson 3 Forecasting.
Prepared by Lee Revere and John Large
Presentation transcript:

Chapter 3 Forecasting McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

Chapter 3: Learning Objectives You should be able to: List the elements of a good forecast Outline the steps in the forecasting process Describe qualitative forecasting techniques and the advantages and disadvantages of each Compare and contrast qualitative and quantitative approaches to forecasting Describe averaging techniques, trend and seasonal techniques, and regression analysis, and solve typical problems Explain three measures of forecast accuracy Compare two ways of evaluating and controlling forecasts Assess the major factors and trade-offs to consider when choosing a forecasting technique 3-2

Forecast Forecast – a statement about the future value of a variable of interest We make forecasts about such things as weather, demand, and resource availability Forecasts are an important element in making informed decisions 3-3

Two Important Aspects of Forecasts Expected level of demand The level of demand may be a function of some structural variation such as trend or seasonal variation Accuracy Related to the potential size of forecast error 3-4

Features Common to All Forecasts Techniques assume some underlying causal system that existed in the past will persist into the future Forecasts are not perfect Forecasts for groups of items are more accurate than those for individual items Forecast accuracy decreases as the forecasting horizon increases 3-5

Elements of a Good Forecast The forecast should be timely should be accurate should be reliable should be expressed in meaningful units should be in writing technique should be simple to understand and use should be cost effective 3-6

Steps in the Forecasting Process Determine the purpose of the forecast Establish a time horizon Obtain, clean, and analyze appropriate data Select a forecasting technique Make the forecast Monitor the forecast 3-7

Forecast Accuracy and Control Forecasters want to minimize forecast errors It is nearly impossible to correctly forecast real-world variable values on a regular basis So, it is important to provide an indication of the extent to which the forecast might deviate from the value of the variable that actually occurs Forecast accuracy should be an important forecasting technique selection criterion Error = Actual – Forecast If errors fall beyond acceptable bounds, corrective action may be necessary 3-8

Forecast Accuracy Metrics Let et = Actualt – Forecastt, where t = given time period MAD weights all errors evenly MSE weights errors according to their squared values MAPE weights errors according to relative error 3-9

Forecast Error Calculation Period Actual (A) Forecast (F) (A-F) Error |Error| Error2 [|Error|/Actual]x100 1 107 110 -3 3 9 2.80% 2 125 121 4 16 3.20% 115 112 2.61% 118 120 -2 1.69% 5 108 109 0.93% Sum 13 39 11.23% n = 5 n-1 = 4 MAD MSE MAPE = 2.6 = 9.75 = 2.25% 3-10

Forecasting Approaches Qualitative Forecasting Qualitative techniques permit the inclusion of soft information such as: Human factors Personal opinions Hunches These factors are difficult, or impossible, to quantify 3-11

Forecasting Approaches Quantitative Forecasting Quantitative techniques involve either the projection of historical data or the development of associative methods that attempt to use causal variables to make a forecast These techniques rely on hard data 3-12

Qualitative Forecasts Executive opinion Sales force opinion Consumer Survey Delphi method 3-13

Executive Opinion Involves small group of high-level experts and managers Group estimates demand by working together Combines managerial experience with statistical models Relatively quick ‘Group-think’ is a disadvantage 3-14

Sales Force Opinion Each salesperson projects his or her sales Combined at district and national levels Sales reps know customers’ wants Tends to be overly optimistic 3-15

Delphi Method Participants include Decision makers Staff Outside experts Anonymous iterative group process, continues until consensus is reached 3-16

Consumer Survey Ask customers about purchasing plans Time consuming and expensive May require complex statistical analysis What consumers say, and what they actually do are often different 3-17

Quantitative Forecasts Time series methods Associative forecasting techniques 3-18

Time-Series Forecasts Forecasts that project patterns identified in recent time-series observations Time-series - a time-ordered sequence of observations taken at regular time intervals Assume that future values of the time-series can be estimated from past values of the time-series 3-19

Time-Series Behaviors Trend Gradual increase or decrease over long period of time Seasonality Regular and repeating changes Cycles Ups and downs due to economic cycles 3-20

Time-Series Behaviors Irregular variations Unexpected changes Random variation 3-21

Time-Series Behaviors 3-22

What model when Seasonality not present Seasonality is present Trend not present Naive Moving Average Weighted Moving Average Exponential smoothing Seasonal index Trend is present Trend projection using Regression With trend projection

No trend and no seasonality Naïve Forecast Uses a single previous value of a time series as the basis for a forecast The forecast for a time period is equal to the previous time period’s value Ft+1 = At 3-24

Averaging forecasts These Techniques work best when a series tends to vary about an average Averaging techniques smooth variations in the data They can handle step changes or gradual changes in the level of a series Techniques Moving average Weighted moving average Exponential smoothing 3-25

Moving Average Technique that averages a number of the most recent actual values in generating a forecast 3-26

Moving Average As new data become available, the forecast is updated by adding the newest value and dropping the oldest and then re-computing the average The number of data points included in the average determines the model’s sensitivity Fewer data points used-- more responsive More data points used-- less responsive 3-27

Weighted Moving Average The most recent values in a time series are given more weight in computing a forecast The choice of weights, w, is somewhat arbitrary and involves some trial and error 3-28

Exponential Smoothing A weighted averaging method that is based on the previous forecast plus a percentage of the forecast error 3-29

Techniques for Trend Linear trend equation Non-linear trends 3-30

Linear Trend A simple data plot can reveal the existence and nature of a trend Naïve forecast with trend Ft+1 = At + (At – At-1) 3-31

Linear Trend - Regression Linear trend equation 3-32

Estimating slope and intercept Slope and intercept can be estimated from historical data 3-33

Techniques for Seasonality Seasonality – regularly repeating movements in series values that can be tied to recurring events Expressed in terms of the amount that actual values deviate from the average value of a series Naïve forecast Ft+1 = At-s+1 where s = No. of periods 3-34

Techniques for Seasonality Models of seasonality Additive Seasonality is expressed as a quantity that gets added to or subtracted from the time-series average in order to incorporate seasonality Multiplicative Seasonality is expressed as a percentage of the average (or trend) amount which is then used to multiply the value of a series in order to incorporate seasonality 3-35

Models of Seasonality 3-36

Seasonal Relatives Seasonal relatives The seasonal percentage used in the multiplicative seasonally adjusted forecasting model Deseasonalizing data Done in order to get a clearer picture of the nonseasonal (e.g., trend) components of the data series Divide each data point by its seasonal relative Incorporating seasonality in a forecast Obtain trend estimates for desired periods using a trend equation Add seasonality by multiplying these trend estimates by the corresponding seasonal relative

Associative Forecasting Techniques Associative techniques are based on the development of an equation that summarizes the effects of predictor variables Predictor variables - variables that can be used to predict values of the variable of interest Home values may be related to such factors as home and property size, location, number of bedrooms, and number of bathrooms 3-38

Simple Linear Regression Regression - a technique for fitting a line to a set of data points Simple linear regression - the simplest form of regression that involves a linear relationship between two variables The object of simple linear regression is to obtain an equation of a straight line that minimizes the sum of squared vertical deviations from the line (i.e., the least squares criterion) 3-39

Least Squares Line 3-40

Monitoring the Forecast Tracking and analyzing forecast errors provides insight into whether forecasts are performing satisfactorily Sources of forecast errors The model may be inadequate Irregular variations may have occurred The forecasting technique has been incorrectly applied Random variation 3-41

Choosing a Forecasting Technique Factors to consider Cost Accuracy Availability of historical data Availability of forecasting software Time needed to gather and analyze data and prepare a forecast Forecast horizon 3-42