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4-1
Outline
▶ Global Company Profile:
Walt Disney Parks & Resorts
▶ What Is Forecasting?
▶ The Strategic Importance of
Forecasting
▶ Seven Steps in the Forecasting
System
▶ Forecasting Approaches
4-2
Outline - Continued
▶ Time-Series Forecasting
▶ Associative Forecasting Methods:
Regression and Correlation Analysis
▶ Monitoring and Controlling Forecasts
▶ Forecasting in the Service Sector
4-3
Learning Objectives
When you complete this chapter you
should be able to :
1. Understand the three time horizons and
which models apply for each use
2. Explain when to use each of the four
qualitative models
3. Apply the naive, moving average,
exponential smoothing, and trend
methods
4-4
Learning Objectives
When you complete this chapter you
should be able to :
4. Compute three measures of forecast
accuracy
5. Develop seasonal indices
6. Conduct a regression and correlation
analysis
7. Use a tracking signal
4-5
Forecasting Provides a
Competitive Advantage for Disney
4-6
Forecasting Provides a
Competitive Advantage for Disney
4-7
Forecasting Provides a
Competitive Advantage for Disney
4 - 10
Forecasting Time Horizons
1. Short-range forecast
► Up to 1 year, generally less than 3 months
► Purchasing, job scheduling, workforce levels,
job assignments, production levels
2. Medium-range forecast
► 3 months to 3 years
► Sales and production planning, budgeting
3. Long-range forecast
► 3+ years
► New product planning, facility location,
research and development
4 - 11
Distinguishing Differences
1. Medium/long range forecasts deal with more
comprehensive issues and support
management decisions regarding planning
and products, plants and processes
2. Short-term forecasting usually employs
different methodologies than longer-term
forecasting
3. Short-term forecasts tend to be more
accurate than longer-term forecasts
4 - 12
Influence of Product Life
Cycle
Introduction – Growth – Maturity – Decline
Sales
3D printers
Figure A
4 - 14
Product Life Cycle
Introduction Growth Maturity Decline
Figure B
4 - 15
Types of Forecasts
1. Economic forecasts
► Address business cycle – inflation rate, money
supply, housing starts, etc.
2. Technological forecasts
► Predict rate of technological progress
► Impacts development of new products
3. Demand forecasts
► Predict sales of existing products and services
4 - 16
Strategic Importance of
Forecasting
► Supply-Chain Management – Good
supplier relations, advantages in product
innovation, cost and speed to market
► Human Resources – Hiring, training,
laying off workers
► Capacity – Capacity shortages can result
in undependable delivery, loss of
customers, loss of market share
4 - 17
Seven Steps in Forecasting
1. Determine the use of the forecast
2. Select the items to be forecasted
3. Determine the time horizon of the
forecast
4. Select the forecasting model(s)
5. Gather the data needed to make the
forecast
6. Make the forecast
7. Validate and implement results
4 - 18
The Realities!
► Forecasts are seldom perfect,
unpredictable outside factors may
impact the forecast
► Most techniques assume an
underlying stability in the system
► Product family and aggregated
forecasts are more accurate than
individual product forecasts
4 - 19
Forecasting Approaches
Qualitative Methods
► Used when situation is vague and
little data exist
► New products
► New technology
► Involves intuition, experience
► e.g., forecasting sales on Internet
4 - 20
Forecasting Approaches
Quantitative Methods
4 - 22
Overview of Qualitative Methods
4 - 23
Jury of 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’
disadvantage
4 - 24
Delphi Method
► Iterative group
process, continues Decision Makers
(Evaluate responses
until consensus is and make decisions)
reached
► 3 types of Staff
(Administering
participants survey)
► Decision makers
► Staff
► Respondents Respondents
(People who can make
valuable judgments)
4 - 25
Sales Force Composite
4 - 26
Market Survey
► Ask customers about purchasing
plans
► Useful for demand and product
design and planning
► What consumers say, and what they
actually do may be different
► May be overly optimistic
4 - 27
Overview of Quantitative
Approaches
1. Naive approach
2. Moving averages
3. Exponential Time-series
smoothing models
4. Trend projection
5. Linear regression Associative
model
4 - 28
Time-Series Forecasting
4 - 29
Time-Series Components
Trend Cyclical
Seasonal Random
4 - 30
Components of Demand
Trend
component
Demand for product or service
Seasonal peaks
Actual demand
line
Average demand
over 4 years
Random variation
| | | |
1 2 3 4
Time (years)
Figure C
4 - 31
Trend Component
► Persistent, overall upward or
downward pattern
► Changes due to population,
technology, age, culture, etc.
► Typically several years duration
4 - 32
Seasonal Component
► Regular pattern of up and down
fluctuations
► Due to weather, customs, etc.
► Occurs within a single year
PERIOD LENGTH “SEASON” LENGTH NUMBER OF “SEASONS” IN PATTERN
Week Day 7
Month Week 4 – 4.5
Month Day 28 – 31
Year Quarter 4
Year Month 12
Year Week 52
4 - 33
Cyclical Component
► Repeating up and down movements
► Affected by business cycle, political,
and economic factors
► Multiple years duration
► Often causal or
associative
relationships
0 5 10 15 20
4 - 34
Random Component
► Erratic, unsystematic, ‘residual’
fluctuations
► Due to random variation or unforeseen
events
► Short duration
and nonrepeating
M T W T
F 4 - 35
Naive Approach
► Assumes demand in next
period is the same as
demand in most recent period
► e.g., If January sales were 68, then
February sales will be 68
► Sometimes cost effective and
efficient
► Can be good starting point
4 - 36
Moving Average Method
Moving average =
å demand in previous n periods
n
4 - 37
Moving Average Example
MONTH ACTUAL SHED SALES 3-MONTH MOVING AVERAGE
January 10
February 12
March 13
April 16 (10 + 12 + 13)/3 = 11 2/3
May 19 (12 + 13 + 16)/3 = 13 2/3
June 23 (13 + 16 + 19)/3 = 16
July 26 (16 + 19 + 23)/3 = 19 1/3
August 30 (19 + 23 + 26)/3 = 22 2/3
September 28 (23 + 26 + 30)/3 = 26 1/3
October 18 (29 + 30 + 28)/3 = 28
November 16 (30 + 28 + 18)/3 = 25 1/3
December 14
(28 + 18 + 16)/3 = 20 2/3
4 - 38
Weighted Moving Average
► Used when some trend might be
present
► Older data usually less important
► Weights based on experience and
intuition
(( )(
Weighted å Weight for period n Demand in period n
moving =
))
average å Weights
4 - 39
Weighted Moving Average
MONTH ACTUAL SHED SALES 3-MONTH WEIGHTED MOVING AVERAGE
January 10
February 12
March 13
April 16 [(3 x 13) + (2 x 12) + (10)]/6 = 12 1/6
May 19
WEIGHTS APPLIED PERIOD
June 23
3 Last month
July 26
2 Two months ago
August 30
1 Three months ago
September 28
6 Sum of the weights
October 18
Forecast for this month =
November 16
3 x Sales last mo. + 2 x Sales 2 mos. ago + 1 x Sales 3 mos. ago
December 14
Sum of the weights
4 - 40
Weighted Moving Average
MONTH ACTUAL SHED SALES 3-MONTH WEIGHTED MOVING AVERAGE
January 10
February 12
March 13
April 16 [(3 x 13) + (2 x 12) + (10)]/6 = 12 1/6
May 19 [(3 x 16) + (2 x 13) + (12)]/6 = 14 1/3
June 23 [(3 x 19) + (2 x 16) + (13)]/6 = 17
July 26 [(3 x 23) + (2 x 19) + (16)]/6 = 20 1/2
August 30 [(3 x 26) + (2 x 23) + (19)]/6 = 23 5/6
September 28 [(3 x 30) + (2 x 26) + (23)]/6 = 27 1/2
October 18
[(3 x 28) + (2 x 30) + (26)]/6 = 28 1/3
November 16
[(3 x 18) + (2 x 28) + (30)]/6 = 23 1/3
December 14
[(3 x 16) + (2 x 18) + (28)]/6 = 18 2/3
4 - 41
Potential Problems With
Moving Average
► Increasing n smooths the forecast but
makes it less sensitive to changes
► Does not forecast trends well
► Requires extensive historical data
4 - 42
Graph of Moving Averages
Weighted moving average
30 –
25 –
20 –
Sales demand
15 –
Actual sales
10 –
5– Moving average
| | | | | | | | | | | |
J F M A M J J A S O N D
Figure D Month
4 - 43
Exponential Smoothing
► Form of weighted moving average
► Weights decline exponentially
► Most recent data weighted most
► Requires smoothing constant ()
► Ranges from 0 to 1
► Subjectively chosen
► Involves little record keeping of past
data
4 - 44
Exponential Smoothing
New forecast = Last period’s forecast
+ (Last period’s actual demand
– Last period’s forecast)
Ft = Ft – 1 + (At – 1 - Ft – 1)
4 - 45
Exponential Smoothing
Example
Predicted demand = 142 Ford Mustangs
Actual demand = 153
Smoothing constant = .20
4 - 46
Exponential Smoothing
Example
Predicted demand = 142 Ford Mustangs
Actual demand = 153
Smoothing constant = .20
4 - 47
Exponential Smoothing
Example
Predicted demand = 142 Ford Mustangs
Actual demand = 153
Smoothing constant = .20
4 - 48
Effect of
Smoothing Constants
▶ Smoothing constant generally .05 ≤ ≤ .50
▶ As increases, older values become less
significant
WEIGHT ASSIGNED TO
4 - 49
Impact of Different
225 –
Actual = .5
200 – demand
Demand
175 –
150 – = .1
| | | | | | | | |
1 2 3 4 5 6 7 8 9
Quarter
4 - 50
Impact of Different
225 –
Actual = .5
► 200 –Chose high valuesof
demand
when underlying average
Demand
is–likely to change
175
► Choose low values of
when
150 – underlying average = .1
is stable
| | | | | | | | |
1 2 3 4 5 6 7 8 9
Quarter
4 - 51
Choosing
The objective is to obtain the most
accurate forecast no matter the
technique
We generally do this by selecting the
model that gives us the lowest forecast
error
Forecast error = Actual demand – Forecast value
= At – Ft
4 - 52
Common Measures of Error
Mean Absolute Deviation (MAD)
MAD =
å Actual - Forecast
n
4 - 53
Determining the MAD
ACTUAL
TONNAGE FORECAST WITH
QUARTER UNLOADED FORECAST WITH = .10 = .50
1 180 175 175
4 - 54
Determining the MAD
ACTUAL FORECAST ABSOLUTE FORECAST ABSOLUTE
TONNAGE WITH DEVIATION WITH DEVIATION
QUARTER UNLOADED = .10 FOR a = .10 = .50 FOR a = .50
1 180 175 5.00 175 5.00
Σ|Deviations|
MAD = 10.31 12.33
n
4 - 55
Common Measures of Error
å ( Forecast errors)
2
MSE =
n
4 - 56
Determining the MSE
ACTUAL
TONNAGE FORECAST FOR
QUARTER UNLOADED = .10 (ERROR)2
1 180 175 52 = 25
2 168 175.50 (–7.5)2 = 56.25
3 159 174.75 (–15.75)2 = 248.06
4 175 173.18 (1.82)2 = 3.31
5 190 173.36 (16.64)2 = 276.89
6 205 175.02 (29.98)2 = 898.80
7 180 178.02 (1.98)2 = 3.92
8 182 178.22 (3.78)2 = 14.29
Sum of errors squared = 1,526.52
å ( Forecast errors)
2
4 - 58
Determining the MAPE
ACTUAL
TONNAGE FORECAST FOR ABSOLUTE PERCENT ERROR
QUARTER UNLOADED = .10 100(ERROR/ACTUAL)
1 180 175.00 100(5/180) = 2.78%
2 168 175.50 100(7.5/168) = 4.46%
3 159 174.75 100(15.75/159) = 9.90%
4 175 173.18 100(1.82/175) = 1.05%
5 190 173.36 100(16.64/190) = 8.76%
6 205 175.02 100(29.98/205) = 14.62%
7 180 178.02 100(1.98/180) = 1.10%
8 182 178.22 100(3.78/182) = 2.08%
Sum of % errors = 44.75%
MAPE =
å absolute percent error 44.75%
= = 5.59%
n 8
4 - 59
Comparison of Forecast Error
Rounded Absolute Rounded Absolute
Actual Forecast Deviation Forecast Deviation
Tonnage with for with for
Quarter Unloaded = .10 = .10 = .50 = .50
1 180 175 5.00 175 5.00
2 168 175.5 7.50 177.50 9.50
3 159 174.75 15.75 172.75 13.75
4 175 173.18 1.82 165.88 9.12
5 190 173.36 16.64 170.44 19.56
6 205 175.02 29.98 180.22 24.78
7 180 178.02 1.98 192.61 12.61
8 182 178.22 3.78 186.30 4.30
82.45 98.62
4 - 60
Comparison of Forecast Error
∑ |deviations|
Rounded Absolute Rounded Absolute
MADTonnage
=
Actual Forecast
n
with
Deviation
for
Forecast
with
Deviation
for
Quarter Unloaded a = .10 a = .10 = .50 = .50
1 For 180
= .10 175 5.00 175 5.00
2 168 175.5 7.50 177.50 9.50
3 159 = 82.45/8
174.75 = 10.31
15.75 172.75 13.75
4 175 173.18 1.82 165.88 9.12
5 For 190
= .50 173.36 16.64 170.44 19.56
6 205 = 98.62/8
175.02 = 29.98
12.33 180.22 24.78
7 180 178.02 1.98 192.61 12.61
8 182 178.22 3.78 186.30 4.30
82.45 98.62
4 - 61
Comparison of Forecast Error
∑ (forecast
Roundederrors) 2
Absolute Rounded Absolute
MSE = Actual Forecast
n
Deviation Forecast Deviation
Tonnage with for with for
Quarter Unloaded a = .10 a = .10 = .50 = .50
1 For 180
= .10 175 5.00 175 5.00
2 168 175.5 7.50 177.50 9.50
3 = 1,526.54/8
159 174.75 = 190.82
15.75 172.75 13.75
4 175 173.18 1.82 165.88 9.12
5 For 190
= .50 173.36 16.64 170.44 19.56
6 205 175.02
= 1,561.91/8 = 29.98
195.24 180.22 24.78
7 180 178.02 1.98 192.61 12.61
8 182 178.22 3.78 186.30 4.30
82.45 98.62
MAD 10.31 12.33
4 - 62
Comparison of Forecast Error
n
∑100|deviationi|/actuali
i=1 Rounded Absolute Rounded Absolute
MAPE = Actual
Tonnage
Forecast
with n
Deviation
for
Forecast
with
Deviation
for
Quarter Unloaded a = .10 a = .10 a = .50 = .50
1 = .10 175
For 180 5.00 175 5.00
2 168 175.5 7.50 177.50 9.50
3 159 = 44.75/8
174.75 =15.75
5.59% 172.75 13.75
4 175 173.18 1.82 165.88 9.12
5 For =
190 .50 173.36 16.64 170.44 19.56
6 205 175.02
= 54.05/8 =29.98
6.76% 180.22 24.78
7 180 178.02 1.98 192.61 12.61
8 182 178.22 3.78 186.30 4.30
82.45 98.62
MAD 10.31 12.33
MSE 190.82 195.24
4 - 63
Comparison of Forecast Error
Rounded Absolute Rounded Absolute
Actual Forecast Deviation Forecast Deviation
Tonnage with for with for
Quarter Unloaded = .10 = .10 = .50 = .50
1 180 175 5.00 175 5.00
2 168 175.5 7.50 177.50 9.50
3 159 174.75 15.75 172.75 13.75
4 175 173.18 1.82 165.88 9.12
5 190 173.36 16.64 170.44 19.56
6 205 175.02 29.98 180.22 24.78
7 180 178.02 1.98 192.61 12.61
8 182 178.22 3.78 186.30 4.30
82.45 98.62
MAD 10.31 12.33
MSE 190.82 195.24
MAPE 5.59% 6.76%
4 - 64
Exponential Smoothing with
Trend Adjustment
When a trend is present, exponential
smoothing must be modified
MONTH ACTUAL DEMAND FORECAST (Ft) FOR MONTHS 1 – 5
4 - 65
Exponential Smoothing with
Trend Adjustment
Forecast Exponentially Exponentially
including (FITt) = smoothed (Ft) + smoothed (Tt)
trend forecast trend
Ft = (At - 1) + (1 - )(Ft - 1 + Tt - 1)
Tt = (Ft - Ft - 1) + (1 - )Tt - 1
where Ft = exponentially smoothed forecast average
Tt = exponentially smoothed trend
At = actual demand
= smoothing constant for average (0 ≤ ≤ 1)
= smoothing constant for trend (0 ≤≤ 1)
4 - 66
Exponential Smoothing with
Trend Adjustment
Step 1: Compute Ft
Step 2: Compute Tt
Step 3: Calculate the forecast FITt = Ft + Tt
4 - 67
Exponential Smoothing with
Trend Adjustment Example
MONTH (t) ACTUAL DEMAND (At) MONTH (t) ACTUAL DEMAND (At)
1 12 6 21
2 17 7 31
3 20 8 28
4 19 9 36
5 24 10 ?
= .2 = .4
4 - 68
Exponential Smoothing with
Trend Adjustment Example
TABLE 4.1 Forecast with - .2 and = .4
SMOOTHED FORECAST
FORECAST SMOOTHED INCLUDING TREND,
MONTH ACTUAL DEMAND AVERAGE, Ft TREND, Tt FITt
1 12 11 2 13.00
2 17 12.80
3 20
4 19
Step 1: Average for Month 2
5 24
6 21 F2 = A1 + (1 – )(F1 + T1)
7 31
8 28 F2 = (.2)(12) + (1 – .2)(11 + 2)
9 36
= 2.4 + (.8)(13) = 2.4 + 10.4
10 —
= 12.8 units
4 - 69
Exponential Smoothing with
Trend Adjustment Example
TABLE 4.1 Forecast with - .2 and = .4
SMOOTHED FORECAST
FORECAST SMOOTHED INCLUDING TREND,
MONTH ACTUAL DEMAND AVERAGE, Ft TREND, Tt FITt
1 12 11 2 13.00
2 17 12.80 1.92
3 20
4 19
5 24 Step 2: Trend for Month 2
6 21
7 31
T2 = (F2 - F1) + (1 - b)T1
8 28
T2 = (.4)(12.8 - 11) + (1 - .4)(2)
9 36
10 — = .72 + 1.2 = 1.92 units
4 - 70
Exponential Smoothing with
Trend Adjustment Example
TABLE 4.1 Forecast with - .2 and = .4
SMOOTHED FORECAST
FORECAST SMOOTHED INCLUDING TREND,
MONTH ACTUAL DEMAND AVERAGE, Ft TREND, Tt FITt
1 12 11 2 13.00
2 17 12.80 1.92 14.72
3 20
4 19
5 24 Step 3: Calculate FIT for Month 2
6 21
7 31 FIT2 = F2 + T2
8 28
FIT2 = 12.8 + 1.92
9 36
10 — = 14.72 units
4 - 71
Exponential Smoothing with
Trend Adjustment Example
TABLE 4.1 Forecast with - .2 and = .4
SMOOTHED FORECAST
FORECAST SMOOTHED INCLUDING TREND,
MONTH ACTUAL DEMAND AVERAGE, Ft TREND, Tt FITt
1 12 11 2 13.00
2 17 12.80 1.92 14.72
3 20 15.18 2.10 17.28
4 19 17.82 2.32 20.14
5 24 19.91 2.23 22.14
6 21 22.51 2.38 24.89
7 31 24.11 2.07 26.18
8 28 27.14 2.45 29.59
9 36 29.28 2.32 31.60
10 — 32.48 2.68 35.16
4 - 72
Exponential Smoothing with
Trend Adjustment Example
40 – Figure E
35 –
Actual demand (At)
30 –
Product demand
25 –
20 –
15 –
10 – Forecast including trend (FITt)
5 – with = .2 and = .4
0 –
| | | | | | | | |
1 2 3 4 5 6 7 8 9
Time (months)
4 - 73
Trend Projections
Fitting a trend line to historical data points to
project into the medium to long-range
Linear trends can be found using the least
squares technique
^y = a + bx
4 - 74
Values of Dependent Variable (y-values) Least Squares Method
Actual observation Deviation7
(y-value)
Deviation5 Deviation6
Deviation3
Least squares method minimizes the
sum of Deviation
the squared
4
errors (deviations)
Deviation1
(error) Deviation2
Trend line, ^y = a + bx
| | | | | | |
1 2 3 4 5 6 7
Figure F
Time period
4 - 75
Least Squares Method
Equations to calculate the regression variables
ŷ= a+ bx
b=
å xy- nxy
å x - nx
2 2
a= y- bx
4 - 76
Least Squares Example
ELECTRICAL ELECTRICAL
YEAR POWER DEMAND YEAR POWER DEMAND
1 74 5 105
2 79 6 142
3 80 7 122
4 90
4 - 77
Least Squares Example
ELECTRICAL POWER
YEAR (x) DEMAND (y) x2 xy
74 1 74
1
79 4 158
2
80 9 240
3
90 16 360
4
105 25 525
5
6
x=
å x 28
=
142
=4 y=
å y 692
=
36
= 98.86
852
n 7 122 n 7 49 854
7
Σx = 28 Σy = 692 Σx2 = 140 Σxy = 3,063
4 - 78
Least Squares Example
å xy- nxy 3,063 - ( 7) ( 4) ( 98.86) 295
b= = POWER = = 10.54
DEMAND (y) 140 - ( 7) ( 4 )
ELECTRICAL
YEAR (x) å x - nx
2 2 2
x 28
2
xy
74 1 74
1
2
a = y- bx = 98.8679 ( )
-10.54 4 = 56.70 4 158
80 9 240
3 Thus, ŷ= 56.70 +10.54x
90 16 360
4
105 25 525
5
6
x=
å x 28
Demand
=
142
å y+ 10.54(8)
in year 8 = 56.70
=4 y= =
692
= 98.86
36 852
n 7 122 = 141.02,
n or
7 49 megawatts
141 854
7
Σx = 28 Σy = 692 Σx2 = 140 Σxy = 3,063
4 - 79
Least Squares Example
Trend line,
160 – ^y = 56.70 + 10.54x
150 –
Power demand (megawatts)
140 –
130 –
120 –
110 –
100 –
90 –
80 –
70 –
60 –
50 –
| | | | | | | | |
1 2 3 4 5 6 7 8 9
Year Figure 4.5
4 - 80
Least Squares Requirements
4 - 81
Seasonal Variations In Data
The multiplicative
seasonal model can
adjust trend data for
seasonal variations
in demand
4 - 82
Seasonal Variations In Data
Steps in the process for monthly seasons:
4 - 83
Seasonal Index Example
DEMAND
AVERAGE AVERAGE
YEARLY MONTHLY SEASONAL
MONTH YEAR 1 YEAR 2 YEAR 3 DEMAND DEMAND INDEX
Jan 80 85 105 90
Feb 70 85 85 80
Mar 80 93 82 85
Sept 85 90 95 90
Oct 77 78 85 80
Nov 75 82 83 80
Dec 82 78 80 80
4 - 88
Seasonal Index Example
Year 4 Forecast
140 – Year 3 Demand
130 – Year 2 Demand
120 – Year 1 Demand
Demand
110 –
100 –
90 –
80 –
70 –
| | | | | | | | | | | |
J F M A M J J A S O N D
Time
4 - 89
San Diego Hospital
Trend Data Figure G
10,200 –
10,000 –
Inpatient Days
9,800 – 9745
9702
9616 9659
9,600 – 9573 9766
9530 9680 9724
9594 9637
9,400 – 9551
9,200 –
9,000 – | | | | | | | | | | | |
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
67 68 69 70 71 72 73 74 75 76 77 78
Month
4 - 90
San Diego Hospital
Seasonality Indices for Adult Inpatient Days at San Diego Hospital
4 - 91
San Diego Hospital
Seasonal Indices Figure H
1.06 –
1.04 – 1.04 1.04
Index for Inpatient Days
1.03
1.02 – 1.02
1.01
1.00 – 1.00
0.99
0.98 – 0.98
0.99
0.96 –
0.97 0.97
0.94 – 0.96
0.92 – | | | | | | | | | | | |
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
67 68 69 70 71 72 73 74 75 76 77 78
Month
4 - 92
San Diego Hospital
Period 67 68 69 70 71 72
4 - 93
San Diego Hospital
Combined Trend and Seasonal Forecast Figure I
10,200 –
10068
10,000 – 9949
9911
Inpatient Days
9,000 – | | | | | | | | | | | |
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
67 68 69 70 71 72 73 74 75 76 77 78
Month
4 - 94
Adjusting Trend Data
4 - 95
Associative Forecasting
4 - 96
Associative Forecasting
Forecasting an outcome based on predictor
variables using the least squares technique
^
y = a + bx
^
where y = value of the dependent variable (in
our example, sales)
a = y-axis intercept
b = slope of the regression line
x = the independent variable
4 - 97
Associative Forecasting
Example
NODEL’S SALES AREA PAYROLL NODEL’S SALES AREA PAYROLL
(IN $ MILLIONS), y (IN $ BILLIONS), x (IN $ MILLIONS), y (IN $ BILLIONS), x
2.0 1 2.0 2
3.0 3 2.0 1
2.5 4 3.5 7
4.0 –
Nodel’s sales
3.0 –
(in$ millions)
2.0 –
1.0 –
| | | | | | |
0 1 2 3 4 5 6 7
Area payroll (in $ billions)
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Associative Forecasting
Example
SALES, y PAYROLL, x x2 xy
2.0 1 1 2.0
3.0 3 9 9.0
2.5 4 16 10.0
2.0 2 4 4.0
2.0 1 1 2.0
3.5 7 49 24.5
Σy = 15.0 Σx = 18 Σx2 = 80 Σxy = 51.5
x=
å x 18
= =3 y=
å y 15
= = 2.5
6 6 6 6
b=
å xy- nxy 51.5 - (6)(3)(2.5)
= = .25 a= y- bx = 2.5 - (.25)(3) = 1.75
å x - nx
2 2
80 - (6)(3 ) 2
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Associative Forecasting
Example
SALES, y PAYROLL, x x2 xy
2.0 1 1 2.0
3.0 3 9 9.0
ŷ= 1.75 + .25x
2.5 4 16 10.0
2.0 2 Sales = 1.75
4 + .25(payroll)
4.0
2.0 1 1 2.0
3.5 7 49 24.5
Σy = 15.0 Σx = 18 Σx2 = 80 Σxy = 51.5
x=
å x 18
= =3 y=
å y 15
= = 2.5
6 6 6 6
b=
å xy- nxy 51.5 - (6)(3)(2.5)
= = .25 a= y- bx = 2.5 - (.25)(3) = 1.75
å x - nx
2 2
80 - (6)(3 ) 2
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Associative Forecasting
Example
SALES, y PAYROLL, x x2 xy
2.0 1 1 2.0
4.0 –
3.0 3 9 9.0
ŷ= 1.75 + .25x
Nodel’s sales
x=
å
0 x1 18 2
= =3
3
y=
å
4 y 5 15 6
= = 2.5
7
6 6 Area payroll (in6$ billions)
6
b=
å xy- nxy 51.5 - (6)(3)(2.5)
= = .25 a= y- bx = 2.5 - (.25)(3) = 1.75
å x - nx
2
80 - (6)(3 )
2 2
4 - 101
Associative Forecasting
Example
Sales = $3,250,000
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Associative Forecasting
Example
If payroll4.0
next
– year is estimated to be $6 billion,
then: 3.25
Nodel’s sales
3.0 –
(in$ millions)
2.0 –
1.0 –
Sales (in$ millions) = 1.75 + .25(6)
= 1.75 + 1.5 = 3.25
| | | | | | |
0 1 2 3 4 5 6 7
Sales = $3,250,000
Area payroll (in $ billions)
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Standard Error of the Estimate
► A forecast is just a point estimate of a
future value
► This point is
actually the 4.0 –
mean of a Nodel’s sales 3.25
3.0 –
probability (in$ millions)
2.0 –
Regression line,
distribution 1.0 –
ŷ= 1.75 + .25x
| | | | | | |
0 1 2 3 4 5 6 7
Figure 4.9 Area payroll (in $ billions)
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Standard Error of the Estimate
Sy,x =
å ( y- yc
) 2
n- 2
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Standard Error of the Estimate
Sy,x =
å - aå y- bå xy
y2
n- 2
Sy,x =
å - aå y- bå xy
y2
=
39.5 -1.75(15.0) - .25(51.5)
n- 2 6-2
= .09375
= .306 (in $ millions)
4.0 –
3.25
3.0 –
Nodel’s sales
(in$ millions)
$306,000 in sales
| | | | | | |
0 1 2 3 4 5 6 7
Area payroll (in $ billions)
4 - 107
Correlation
► How strong is the linear relationship
between the variables?
► Correlation does not necessarily imply
causality!
► Coefficient of correlation, r, measures
degree of association
► Values range from -1 to +1
4 - 108
Correlation Coefficient
nå xy- å xå y
r=
é ùé ù
êënå x - ( )
å x úûêënå y - ( )
å y úû
2 2
2 2
4 - 109
Correlation Coefficient
y y
x x
(a) Perfect negative (e) Perfect positive
correlation y y correlation
y
x x
(b) Negative correlation (d) Positive correlation
x
(c) No correlation
–1.0 –0.8 –0.6 –0.4 –0.2 0 0.2 0.4 0.6 0.8 1.0
Correlation coefficient values
4 - 110
Correlation Coefficient
y x x2 xy y2
2.0 1 1 2.0 4.0
3.0 3 9 9.0 9.0
2.5 4 16 10.0 6.25
2.0 2 4 4.0 4.0
2.0 1 1 2.0 4.0
3.5 7 49 24.5 12.25
Σy = 15.0 Σx = 18 Σx2 = 80 Σxy = 51.5 Σy2 = 39.5
(6)(51.5) – (18)(15.0)
r=
é(6)(80) – (18) 2 ùé(16)(39.5) – (15.0) 2 ù
ë ûë û
309 - 270 39 39
= = = = .901
(156)(12) 1,872 43.3
4 - 111
Correlation
► Coefficient of Determination, r2,
measures the percent of change in y
predicted by the change in x
► Values range from 0 to 1
► Easy to interpret
ŷ= a+ b1x1 + b2 x2
4 - 114
Monitoring and Controlling
Forecasts
Tracking Signal
► Measures how well the forecast is predicting
actual values
► Ratio of cumulative forecast errors to mean
absolute deviation (MAD)
► Good tracking signal has low values
► If forecasts are continually high or low, the
forecast has a bias error
4 - 115
Monitoring and Controlling
Forecasts
=
å (Actual demand in period i -Forecast demand in period i)
å Actual -Forecast
n
4 - 116
Tracking Signal
Figure J
Signal exceeding limit
Tracking signal
Upper control limit
+
0 MADs Acceptable
range
–
Time
4 - 117
Tracking Signal Example
ABSOLUTE CUM ABS TRACKING
ACTUAL FORECAST CUM FORECAST FORECAST SIGNAL (CUM
QTR DEMAND DEMAND ERROR ERROR ERROR ERROR MAD ERROR/MAD)
1 90 100 –10 –10 10 10 10.0 –10/10 = –1
4 - 119
Focus Forecasting
► Developed at American Hardware Supply,
based on two principles:
1. Sophisticated forecasting models are not
always better than simple ones
2. There is no single technique that should be
used for all products or services
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Forecasting in the Service
Sector
► Presents unusual challenges
► Special need for short term records
► Needs differ greatly as function of
industry and product
► Holidays and other calendar events
► Unusual events
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Fast Food Restaurant Forecast
20% –
Percentage of sales by hour of day
15% –
10% –
5% –
10% –
8% –
6% –
4% –
2% –
0% –
2 4 6 8 10 12 2 4 6 8 10 12
A.M. P.M.
Hour of day
4 - 123