Caso Investigación De Operaciones

Investigación de Operaciones II


Programación Dinámica Discreta
Caso 2


Noviembre 16, 2011
Índice

Objetivo ------------------------------------------------------------------------------------------------------

Descripción del problema -------------------------------------------------------------------------------

Formulación y ecuaciones recursivas-----------------------------------------------------------------

Resumen de resultados ----------------------------------------------------------------------------------

Bibliografía --------------------------------------------------------------------------------------------------

Anexos -------------------------------------------------------------------------------------------------------

ProgramaciónDinámica Discreta
Caso 1

Objetivo

En la metodología PBL (Project Based Learning, por sus siglas en inglés), los alumnos pueden llegar a tener un proceso completo de entendimiento de problemas, preguntas o retos académicos. Proyectos completos y rigurosos ayudan a los estudiantes las claves de contenidos académicos y práctica habilidades cómo comunicación, colaboración y pensamiento crítico.Dentro de este caso pudimos reforzar el conocimiento aprendido durante clase, comprender la aplicación de los métodos de investigación de operaciones en problemas complejos, con la ayuda del software Microsoft Excel y teoría de colas.

Descripción del problema

Jim Wells, vice-president for manufacturing of the Northern Airplane Company, is exasperated. His walk through the company’smost important plant this morning has left him in a foul mood. However, he now can vent his temper at Jerry Carstairs, the plant’s production manager, who has just been summoned to Jim’s office.

“Jerry, I just got back from walking through the plant and I am very upset.” “What is the problem, Jim?” “Well, you know how much I have been emphasizing the need to cut down on our in-process inventory.”“Yes, we’ve been working hard on that,” responds Jerry. “Well, not hard enough!” Jim raises his voice even higher. “Do you know what I found by the presses?” “No.” “Five metal sheets still waiting to be formed into wing sections. And then, right next door at the inspection station, 13 wing sections! The inspector was inspecting one of them, but the other 12 were just sitting there. You know wehave a couple hundred thousand dollars tied up in each of those wing sections. So between the presses and the inspection station, we have a few million bucks worth of terribly expensive metal just sitting there. We can’t have that!”

The chagrined Jerry Carstairs tries to respond. “Yes, Jim, I am well aware that the inspection station is a bottleneck. It usually isn’t nearly as bad as you foundit this morning, but is a bottleneck. Much less so for the presses. You really caught us on a bad morning.” “I sure hope so,” retorts Jim, “but you need to prevent anything nearly this bad happening even occasionally. What do you propose to do about it?” Jerry now brightens noticeably in his response. “Well actually, I’ve already been working on this problem. I have a couple of proposals on thetable and I have asked an operations research team on my staff to analyze these proposals and report back with recommendations.” “Great,” respond Jim, ”glad to see you on the top of the problem. Give this your highest priority and report back to me as soon as possible.” “Will do,” promises Jerry.

Here is the problem that Jerry and his operations research analyst team are addressing. Each of10 identical presses is being used to form wing sections out of large sheets of specially processed metal. The sheets arrive randomly to the group of presses as described in the Table 1.

Table 1. Time between arrivals (minutes/sheet)

The time required by a press to form a wing section out of a metal sheet is distributed according to the data shown in the Table 2.

Table 2. Pressing time...