Forecasting

Demand 4
PowerPoint presentation to accompany
Heizer and Render
Operations Management, Global Edition, Eleventh Edition
Principles of Operations Management, Global Edition, Ninth Edition

PowerPoint slides by Jeff Heyl

© 2014 Pearson Education

 Outline
▶ Global Company Profile:
Walt Disney Parks & Resorts
▶ What Is Forecasting?
▶ The Strategic Importance of Forecasting
▶ Seven Steps in the Forecasting System
▶ Forecasting Approaches
 Outline - Continued
▶ Time-Series Forecasting
▶ Associative Forecasting Methods:
Regression and Correlation Analysis
▶ Monitoring and Controlling Forecasts
▶ Forecasting in the Service Sector
 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
 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
 Forecasting Provides a Competitive
Advantage for Disney

► Global portfolio includes parks in Hong Kong,

Paris, Tokyo, Orlando, and Anaheim
► Revenues are derived from people – how
many visitors and how they spend their
money
► Daily management report contains only the
forecast and actual attendance at each park

© 2014 Pearson Education

 Forecasting Provides a Competitive
Advantage for Disney

► Disney generates daily, weekly, monthly,

annual, and 5-year forecasts
► Forecast used by labor management,
maintenance, operations, finance, and park
scheduling
► Forecast used to adjust opening times, rides,
shows, staffing levels, and guests admitted

© 2014 Pearson Education

 Forecasting Provides a Competitive
Advantage for Disney

► 20% of customers come from outside the USA

► Economic model includes gross domestic
product, cross-exchange rates, arrivals into
the USA
► A staff of 35 analysts and 70 field people
survey 1 million park guests, employees, and
travel professionals each year

© 2014 Pearson Education

 Forecasting Provides a Competitive
Advantage for Disney

► Inputs to the forecasting model include airline

specials, Federal Reserve policies, Wall
Street trends, vacation/holiday schedules for
3,000 school districts around the world
► Average forecast error for the 5-year forecast
is 5%
► Average forecast error for annual forecasts is
between 0% and 3%
© 2014 Pearson Education
 What is Forecasting?
► Process of predicting a
future event
► Underlying basis
of all business decisions
??
► Production
► Inventory
► Personnel
► Facilities
 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
 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
 Influence of Product Life
Cycle
Introduction – Growth – Maturity – Decline

► Introduction and growth require longer

forecasts than maturity and decline
► As product passes through life cycle,
forecasts are useful in projecting
► Staffing levels
► Inventory levels
► Factory capacity
 Product Life Cycle
Introduction Growth Maturity Decline

Best period to Practical to change Poor time to Cost control

increase market price or quality change image, critical
share image price, or quality
Company Strategy/Issues

R&D engineering is Strengthen niche Competitive costs

critical become critical
Defend market
position Drive-through
Internet search engines restaurants
DVDs
Xbox 360
iPods
Boeing 787
Sales
3D printers

3-D game Analog

Electric vehicles TVs
players

Figure 2.5
 Product Life Cycle
Introduction Growth Maturity Decline
Product design Forecasting critical Standardization Little product
and development Product and Fewer product differentiation
critical process reliability changes, more Cost
Frequent product Competitive minor changes minimization
and process
OM Strategy/Issues

product Optimum capacity Overcapacity in

design changes improvements and the industry
Increasing stability
Short production options of process Prune line to
runs Increase capacity eliminate items
Long production
High production Shift toward runs not returning
costs product focus good margin
Product
Limited models Enhance improvement and Reduce
Attention to quality distribution cost cutting capacity

Figure 2.5
 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
 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
 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
 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
 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
 Forecasting Approaches
Quantitative Methods
► Used when situation is ‘stable’ and
historical data exist
► Existing products
► Current technology
► Involves mathematical techniques
► e.g., forecasting sales of color televisions
Overview of Qualitative Methods

1. Jury of executive opinion

► Pool opinions of high-level experts,
sometimes augment by statistical
models
2. Delphi method
► Panel of experts, queried iteratively
Overview of Qualitative Methods

3. Sales force composite

► Estimates from individual salespersons
are reviewed for reasonableness, then
aggregated
4. Market Survey
► Ask the customer
 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
 Delphi Method
► Iterative group
Decision Makers
process, continues (Evaluate responses
and make decisions)
until consensus is
reached
Staff
► 3 types of (Administering
survey)
participants
► Decision makers
► Staff
► Respondents Respondents
(People who can make
valuable judgments)
 Sales Force Composite
► Each salesperson projects his or her sales
► Combined at district and national levels
► Sales reps know customers’ wants
► May be overly optimistic
 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
 Overview of Quantitative
Approaches
1. Naive approach
2. Moving averages
3. Exponential Time-series
smoothing models
4. Trend projection
5. Linear regression Associative
model
 Time-Series Forecasting

► Set of evenly spaced numerical data

► Obtained by observing response
variable at regular time periods
► Forecast based only on past values, no
other variables important
► Assumes that factors influencing past
and present will continue influence in
future
Time-Series Components

Trend Cyclical

Seasonal Random
 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 4.1
 Trend Component
► Persistent, overall upward or
downward pattern
► Changes due to population,

technology, age, culture, etc.

► Typically several years duration
 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
 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
 Random Component
► Erratic, unsystematic, ‘residual’
fluctuations
► Due to random variation or unforeseen
events
► Short duration
and nonrepeating

M T W T
F
 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
 Moving Average Method

► MA is a series of arithmetic means

► Used if little or no trend
► Used often for smoothing
► Provides overall impression of data
over time

Moving average =
å demand in previous n periods
n
 Moving Average Example
MONTH ACTUAL SHED SALES 3-MONTH MOVING AVERAGE
January 10
February 12
12
March 13
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
November 16 (29 + 30 + 28)/3 = 28

December 14 (30 + 28 + 18)/3 = 25 1/3

(28 + 18 + 16)/3 = 20 2/3
 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
 Weighted Moving Average
MONTH ACTUAL SHED SALES 3-MONTH WEIGHTED MOVING AVERAGE
January 10
February 12
12
March 13
13
April 16 [(3 x 13) + (2 x 12) + (10)]/6 = 12 1/6
May 19
June WEIGHTS
23 APPLIED PERIOD
July 26 3 Last month
August 30 2 Two months ago
September 28 1 Three months ago
October 18 6 Sum of the weights
November Forecast for
16this month =
December 3 x 14
Sales last mo. + 2 x Sales 2 mos. ago + 1 x Sales 3 mos. ago
Sum of the weights
 Weighted Moving Average
MONTH ACTUAL SHED SALES 3-MONTH WEIGHTED MOVING AVERAGE
January 10
February 12
12
March 13
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
November 16 [(3 x 28) + (2 x 30) + (26)]/6 = 28 1/3
December 14 [(3 x 18) + (2 x 28) + (30)]/6 = 23 1/3
[(3 x 16) + (2 x 18) + (28)]/6 = 18 2/3
 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

 Graph of Moving Averages
Weighted moving average

30 –

25 –
Sales demand

20 –
Actual sales
15 –

Moving average
10 –

5–
| | | | | | | | | | | |

J F M A M J J A S O N D
Figure 4.2 Month

© 2014 Pearson Education 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
 Exponential Smoothing
New forecast = Last period’s forecast
+ a (Last period’s actual demand
– Last period’s forecast)

Ft = Ft – 1 + a(At – 1 - Ft – 1)

where Ft = new forecast

Ft – 1 = previous period’s forecast
a = smoothing (or weighting) constant (0 ≤ a ≤ 1)
At – 1 = previous period’s actual demand
 Exponential Smoothing Example

Predicted demand = 142 Ford Mustangs

Actual demand = 153
Smoothing constant a = .20

© 2014 Pearson Education 4 - 46

 Exponential Smoothing Example

Predicted demand = 142 Ford Mustangs

Actual demand = 153
Smoothing constant a = .20

New forecast = 142 + .2(153 – 142)

© 2014 Pearson Education 4 - 47

 Exponential Smoothing Example

Predicted demand = 142 Ford Mustangs

Actual demand = 153
Smoothing constant a = .20

New forecast = 142 + .2(153 – 142)

= 142 + 2.2
= 144.2 ≈ 144 cars

© 2014 Pearson Education 4 - 48

 Effect of
Smoothing Constants
▶ Smoothing constant generally .05 ≤ a ≤ .50
▶ As a increases, older values become less
significant

WEIGHT ASSIGNED TO
MOST 2ND MOST 3RD MOST 4th MOST 5th MOST
RECENT RECENT RECENT RECENT RECENT
SMOOTHING PERIOD PERIOD PERIOD PERIOD PERIOD
CONSTANT (a) a(1 – a) a(1 – a)2 a(1 – a)3 a(1 – a)4
a = .1 .1 .09 .081 .073 .066

a = .5 .5 .25 .125 .063 .031

 Impact of Different 

225 –
Actual a = .5
demand
200 –
Demand

175 –
a = .1
| | | | | | | | |
150 –
1 2 3 4 5 6 7 8 9
Quarter
 Impact of Different 

225 –
Actual a = .5
► Chose high of 
values
demand
when
200 – underlying average
Demand

is likely to change
► Choose low values of 
175 –
when underlying average a = .1
is stable
| | | | | | | | |
150 –
1 2 3 4 5 6 7 8 9
Quarter
 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
Common Measures of Error

Mean Absolute Deviation (MAD)

MAD =
å Actual - Forecast
n
 Determining the MAD
ACTUAL
TONNAGE FORECAST WITH
QUARTER UNLOADED FORECAST WITH a = .10 a = .50
1 180 175 175

2 168 175.50 = 175.00 + .10(180 – 175) 177.50

3 159 174.75 = 175.50 + .10(168 – 175.50) 172.75

4 175 173.18 = 174.75 + .10(159 – 174.75) 165.88

5 190 173.36 = 173.18 + .10(175 – 173.18) 170.44

6 205 175.02 = 173.36 + .10(190 – 173.36) 180.22

7 180 178.02 = 175.02 + .10(205 – 175.02) 192.61

8 182 178.22 = 178.02 + .10(180 – 178.02) 186.30

9 ? 178.59 = 178.22 + .10(182 – 178.22) 184.15

 Determining the MAD
ACTUAL FORECAST ABSOLUTE FORECAST ABSOLUTE
TONNAGE WITH DEVIATION WITH DEVIATION
QUARTER UNLOADED a = .10 FOR a = .10 a = .50 FOR a = .50
1 180 175 5.00 175 5.00

2 168 175.50 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

Sum of absolute deviations: 82.45 98.62

Σ|Deviations|
MAD = 10.31 12.33
n
Common Measures of Error

Mean Squared Error (MSE)

2

MSE =
å ( Forecast errors)
n
 Determining the MSE
ACTUAL
TONNAGE FORECAST FOR
QUARTER UNLOADED a = .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

MSE =
å ( Forecast errors)
=1,526.52 / 8 =190.8
n
Common Measures of Error

Mean Absolute Percent Error (MAPE)

n

å 100 Actual - Forecast

i i
/ Actuali
MAPE = i=1
n
 Determining the MAPE
ACTUAL
TONNAGE FORECAST FOR ABSOLUTE PERCENT ERROR
QUARTER UNLOADED a = .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
 Comparison of Forecast Error
Rounded Absolute Rounded Absolute
Actual Forecast Deviation Forecast Deviation
Tonnage with for with for
Quarter Unloaded a = .10 a = .10 a = .50 a = .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
 Comparison of Forecast Error
∑ Rounded
|deviations| Absolute Rounded Absolute
Actual Forecast Deviation Forecast Deviation
MADTonnage
= with for with for
Quarter Unloaded n
a = .10 a = .10 a = .50 a = .50
1 For a 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 a 190
= .50 173.36 16.64 170.44 19.56
6 205 = 175.02
98.62/8 = 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
 Comparison of Forecast Error
∑ (forecast errors)
Rounded 2
Absolute Rounded Absolute
MSE = Actual Forecast Deviation Forecast Deviation

Quarter
Tonnage
Unloaded
n
with
a = .10
for
a = .10
with
a = .50
for
a = .50
1 For a 180
= .10 175 5.00 175 5.00
2 168 175.5 7.50 177.50 9.50
3 159= 1,526.54/8
174.75 = 190.82
15.75 172.75 13.75
4 175 173.18 1.82 165.88 9.12
5 For a 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
 Comparison of Forecast Error
n
∑
Actual
100|deviation
Rounded
Forecast i|/actual
Absolute
Deviation i
Rounded
Forecast
Absolute
Deviation
MAPE =Tonnage
i=1 with for with for
Quarter Unloaded a = .10 n a = .10 a = .50 a = .50
1 For a
180= .10 175 5.00 175 5.00
2 168 175.5 7.50 177.50 9.50
3 159 = 174.75
44.75/8 =15.75
5.59% 172.75 13.75
4 175 173.18 1.82 165.88 9.12
5 For a
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
 Comparison of Forecast Error
Rounded Absolute Rounded Absolute
Actual Forecast Deviation Forecast Deviation
Tonnage with for with for
Quarter Unloaded a = .10 a = .10 a = .50 a = .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%
 Exponential Smoothing with
Trend Adjustment
When a trend is present, exponential
smoothing must be modified
MONTH ACTUAL DEMAND FORECAST (Ft) FOR MONTHS 1 – 5

1 100 Ft = 100 (given)

2 200 Ft = F1 + a(A1 – F1) = 100 + .4(100 – 100) = 100

3 300 Ft = F2 + a(A2 – F2) = 100 + .4(200 – 100) = 140
4 400 Ft = F3 + a(A3 – F3) = 140 + .4(300 – 140) = 204
5 500 Ft = F4 + a(A4 – F4) = 204 + .4(400 – 204) = 282
 Exponential Smoothing with
Trend Adjustment
Forecast Exponentially Exponentially
including (FITt) = smoothed (Ft) + smoothed (Tt)
trend forecast trend
Ft = a(At - 1) + (1 - a)(Ft - 1 + Tt - 1)
Tt = b(Ft - Ft - 1) + (1 - b)Tt - 1
where Ft = exponentially smoothed forecast average
Tt = exponentially smoothed trend
At = actual demand
a = smoothing constant for average (0 ≤ a ≤ 1)
b = smoothing constant for trend (0 ≤ b ≤ 1)
Exponential Smoothing with
Trend Adjustment
Step 1: Compute Ft
Step 2: Compute Tt
Step 3: Calculate the forecast FITt = Ft + Tt
 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 ?

a = .2 b = .4
 Exponential Smoothing with
Trend Adjustment Example
TABLE 4.1 Forecast with a - .2 and b = .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 = aA1 + (1 – a)(F1 + T1)
7 31
8 28 F2 = (.2)(12) + (1 – .2)(11 + 2)
9 36
10 — = 2.4 + (.8)(13) = 2.4 + 10.4
= 12.8 units
 Exponential Smoothing with
Trend Adjustment Example
TABLE 4.1 Forecast with a - .2 and b = .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 = b(F2 - F1) + (1 - b)T1
8 28
9 36 T2 = (.4)(12.8 - 11) + (1 - .4)(2)
10 —
= .72 + 1.2 = 1.92 units
 Exponential Smoothing with
Trend Adjustment Example
TABLE 4.1 Forecast with a - .2 and b = .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
9 36 FIT2 = 12.8 + 1.92
10 —
= 14.72 units
 Exponential Smoothing with
Trend Adjustment Example
TABLE 4.1 Forecast with a - .2 and b = .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
 Exponential Smoothing with
Trend Adjustment Example
40 – Figure 4.3

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)
 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
^ where y = computed value of the variable to be
predicted (dependent variable)
a = y-axis intercept
b = slope of the regression line
x = the independent variable
 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 4.4
Time period
© 2014 Pearson Education 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
© 2014 Pearson Education 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
 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
142 36 852
6
x=
å x 28
= 122
=4 y=
å y 692
= 49
=98.86 854
7 n 7 n 7
Σx = 28 Σy = 692 Σx2 = 140 Σxy = 3,063
 Least Squares Example
å xy - nxy 3,063 - ( 7) ( 4) ( 98.86) 295
b = ELECTRICAL
= POWER = =10.54
YEAR (x) å x - nx
2 2
DEMAND (y) 140 - ( 7) ( 4 )
2 x 2
28 xy
74 1 74
1

2
( )
- 10.54 4 =56.70
a =y - bx =98.8679 4 158

80 9 240
3 Thus, ŷ =56.70 +10.54x
90 16 360
4
105 25 525
5
142 36 852
6
x=
å
Demandx in
28year
= 122=4 y=
å
8 = 56.70 y+ 10.54(8)
=
692 49
=98.86 854
7 n 7 = 141.02,
n or 141
7 megawatts
Σx = 28 Σy = 692 Σx2 = 140 Σxy = 3,063
 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
Least Squares Requirements

1. We always plot the data to insure a

linear relationship
2. We do not predict time periods far
beyond the database
3. Deviations around the least squares
line are assumed to be random
 Seasonal Variations In Data

The multiplicative
seasonal model can
adjust trend data for
seasonal variations in
demand
 Seasonal Variations In Data
Steps in the process for monthly seasons:

1. Find average historical demand for each month

2. Compute the average demand over all months
3. Compute a seasonal index for each month
4. Estimate next year’s total demand
5. Divide this estimate of total demand by the number
of months, then multiply it by the seasonal index for
that month
 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
Apr 90 95 115 100
May 113 125 131 123
June 110 115 120 115
July 100 102 113 105
Aug 88 102 110 100
Sept 85 90 95 90
Oct 77 78 85 80
Nov 75 82 83 80
Dec 82 78 80 80
Total average annual demand = 1,128
 Seasonal Index Example
DEMAND
AVERAGE AVERAGE
YEARLY MONTHLY SEASONAL
MONTH YEAR 1 YEAR 2 YEAR 3 DEMAND DEMAND INDEX
Jan 80 85 105 90 94
Feb 70 85 85 80 94
Mar 80 93 82 85 94
Apr
Average
90 95 1,128
115 100 94
May
monthly
113
=125 131
= 94 123 94
demand 12 months
June 110 115 120 115 94
July 100 102 113 105 94
Aug 88 102 110 100 94
Sept 85 90 95 90 94
Oct 77 78 85 80 94
Nov 75 82 83 80 94
Dec 82 78 80 80 94
Total average annual demand = 1,128
 Seasonal Index Example
DEMAND
AVERAGE AVERAGE
YEARLY MONTHLY SEASONAL
MONTH YEAR 1 YEAR 2 YEAR 3 DEMAND DEMAND INDEX
Jan 80 85 105 90 94 .957( = 90/94)
Feb 70 85 85 80 94
Mar 80 93 82 85 94
Apr 90 95 115 100 94
May 113 125 131 123 94
Seasonal110
June Average
115 monthly
120 demand
115 for past 394
years
=
July index 100 102 Average
113 monthly
105 demand 94
Aug 88 102 110 100 94
Sept 85 90 95 90 94
Oct 77 78 85 80 94
Nov 75 82 83 80 94
Dec 82 78 80 80 94
Total average annual demand = 1,128
 Seasonal Index Example
DEMAND
AVERAGE AVERAGE
YEARLY MONTHLY SEASONAL
MONTH YEAR 1 YEAR 2 YEAR 3 DEMAND DEMAND INDEX
Jan 80 85 105 90 94 .957( = 90/94)
Feb 70 85 85 80 94 .851( = 80/94)
Mar 80 93 82 85 94 .904( = 85/94)
Apr 90 95 115 100 94 1.064( = 100/94)
May 113 125 131 123 94 1.309( = 123/94)
June 110 115 120 115 94 1.223( = 115/94)
July 100 102 113 105 94 1.117( = 105/94)
Aug 88 102 110 100 94 1.064( = 100/94)
Sept 85 90 95 90 94 .957( = 90/94)
Oct 77 78 85 80 94 .851( = 80/94)
Nov 75 82 83 80 94 .851( = 80/94)
Dec 82 78 80 80 94 .851( = 80/94)
Total average annual demand = 1,128
 Seasonal Index Example
Seasonal forecast for Year 4
MONTH DEMAND MONTH DEMAND

Jan 1,200 July 1,200

x .957 = 96 x 1.117 = 112
12 12
Feb 1,200 Aug 1,200
x .851 = 85 x 1.064 = 106
12 12
Mar 1,200 Sept 1,200
x .904 = 90 x .957 = 96
12 12
Apr 1,200 Oct 1,200
x 1.064 = 106 x .851 = 85
12 12
May 1,200 Nov 1,200
x 1.309 = 131 x .851 = 85
12 12
June 1,200 Dec 1,200
x 1.223 = 122 x .851 = 85
12 12
 Seasonal Index Example
Year 4 Forecast
140 – Year 3 Demand
130 – Year 2 Demand
Year 1 Demand
120 –
Demand

110 –
100 –
90 –
80 –
70 –
| | | | | | | | | | | |
J F M A M J J A S O N D
Time
 San Diego Hospital
Trend Data Figure 4.6

10,200 –

10,000 –
Inpatient Days

9745
9,800 – 9659 9702
9573 9616 9766
9,600 – 9530 9680 9724
9594 9637
9551
9,400 –

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
© 2014 Pearson Education 4 - 90
 San Diego Hospital
Seasonality Indices for Adult Inpatient Days at San Diego Hospital

MONTH SEASONALITY INDEX MONTH SEASONALITY INDEX

January 1.04 July 1.03

February 0.97 August 1.04

March 1.02 September 0.97

April 1.01 October 1.00

May 0.99 November 0.96

June 0.99 December 0.98

© 2014 Pearson Education 4 - 91

 San Diego Hospital
Seasonal Indices Figure 4.7

1.06 –
1.04 1.04
1.03
Index for Inpatient Days

1.04 –
1.02
1.02 – 1.01
1.00
1.00 – 0.99
0.98
0.98 – 0.99
0.96 – 0.97 0.97
0.96
0.94 –
| | | | | | | | | | | |
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
© 2014 Pearson Education 4 - 92
 San Diego Hospital
Period 67 68 69 70 71 72
Month Jan Feb Mar Apr May June
Forecast with 9,911 9,265 9,164 9,691 9,520 9,542
Trend &
Seasonality
Period 73 74 75 76 77 78
Month July Aug Sept Oct Nov Dec
Forecast with 9,949 10,068 9,411 9,724 9,355 9,572
Trend &
Seasonality

© 2014 Pearson Education 4 - 93

 San Diego Hospital
Combined Trend and Seasonal Forecast Figure 4.8

10,200 – 10068
9949
10,000 – 9911
Inpatient Days

9764 9724
9,800 – 9691
9572
9,600 –
9520 9542
9,400 –
9411
9265 9355
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
© 2014 Pearson Education 4 - 94
 Adjusting Trend Data

ŷseasonal =Index ´ ŷtrend forecast

Quarter I: ŷI =(1.30)($100,000) =$130,000

Quarter II: ŷII =(.90)($120,000) =$108,000
Quarter III: ŷIII =(.70)($140,000) =$98,000
Quarter IV: ŷIV =(1.10)($160,000) =$176,000

© 2014 Pearson Education 4 - 95

 Associative Forecasting
Used when changes in one or more independent
variables can be used to predict the changes in the
dependent variable

Most common technique is linear

regression analysis

We apply this technique just as we did in the

time-series example
 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
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
(in$ millions)

3.0 –

2.0 –

1.0 –

| | | | | | |

0 1 2 3 4 5 6 7
Area payroll (in $ billions)
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
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 =1.754 +.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
Associative Forecasting Example
SALES, y PAYROLL, x x2 xy
2.0 1 1 2.0
3.0 4.0 – 3 9 9.0
ŷ =1.75 +.25x
Nodel’s sales

2.5 4 16 10.0
(in$ millions)

3.0 –
2.0 2 Sales =1.754 +.25(payroll)
4.0
2.0 2.0 – 1 1 2.0
3.5 7 49 24.5
1.0 –
Σy = 15.0 Σx = 18 Σx2 = 80 Σxy = 51.5
| | | | | | |

x=
0 å x 1=18 =3
2 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 2
80 - (6)(3 ) 2
Associative Forecasting Example

If payroll next year is estimated to be $6 billion,

then:

Sales (in $ millions) = 1.75 + .25(6)

= 1.75 + 1.5 = 3.25

Sales = $3,250,000
Associative Forecasting Example

If payroll next
4.0 –
year is estimated to be $6 billion,
then: 3.25
Nodel’s sales
(in$ millions)

3.0 –

2.0 –
Sales (in$ millions) = 1.75 + .25(6)
1.0 –
= 1.75 + 1.5 = 3.25
| | | | | | |
0 1 2 3 4 5 6 7
Sales
Area = $3,250,000
payroll (in $ billions)
 Standard Error of the Estimate
► A forecast is just a point estimate of a future
value
► This point is
actually the
mean of a 4.0 –
3.25
Nodel’s sales
probability (in$ millions) 3.0 –
Regression line,
distribution 2.0 –
ŷ =1.75 +.25x

1.0 –

| | | | | | |
0 1 2 3 4 5 6 7
Figure 4.9 Area payroll (in $ billions)
Standard Error of the Estimate

S y,x =
å ( y - yc ) 2
n- 2

where y = y-value of each data point

yc = computed value of the dependent
variable, from the regression equation
n = number of data points
 Standard Error of the Estimate
Computationally, this equation is
considerably easier to use

S y,x =
å y 2 - aå y - bå xy
n- 2

We use the standard error to set up

prediction intervals around the point
estimate
 Standard Error of the Estimate
S y,x =
å y 2 - aå y - bå xy
=
39.5 - 1.75(15.0) - .25(51.5)
n- 2 6- 2
= .09375
=.306 (in $ millions)
4.0 –
Nodel’s sales 3.25
(in$ millions) 3.0 –
The standard error of 2.0 –
the estimate is
1.0 –
$306,000 in sales
| | | | | | |
0 1 2 3 4 5 6 7
Area payroll (in $ billions)
 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
 Correlation Coefficient

nå xy - å xå y
r=
é ùé ù
êënå x - å x úûêënå y - (å )
2 2
2
( ) 2
y ú
û
 Correlation Coefficient
Figure 4.10
y y

x x
(a) Perfect negative (e) Perfect positive
correlation y correlation
y

y
x x
(b) Negative correlation (d) Positive correlation

x
(c) No correlation

High Moderate Low Low Moderate High

| | | | | | | | |

–1.0 –0.8 –0.6 –0.4 –0.2 0 0.2 0.4 0.6 0.8 1.0
Correlation coefficient values
 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
 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

For the Nodel Construction example:

r = .901
r2 = .81
 Multiple-Regression Analysis
If more than one independent variable is to be used
in the model, linear regression can be extended to
multiple regression to accommodate several
independent variables

ŷ =a + b1x1 + b2 x2

Computationally, this is quite complex and

generally done on the computer
 Multiple-Regression Analysis
In the Nodel example, including interest rates in the
model gives the new equation:

ŷ =1.80 +.30x1 - 5.0x2

An improved correlation coefficient of r = .96 suggests this

model does a better job of predicting the change in
construction sales

Sales = 1.80 + .30(6) - 5.0(.12) = 3.00

Sales = $3,000,000
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
 Monitoring and Controlling Forecasts

Tracking Cumulative error

signal =
MAD

=
å (Actual demand in period i - Forecast demand in period i)
å Actual - Forecast
n
 Tracking Signal
Figure 4.11
Signal exceeding limit
Tracking signal
Upper control limit
+

Acceptable
0 MADs range

– Lower control limit

Time
 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

2 95 100 –5 –15 5 15 7.5 –15/7.5 = –2

3 115 100 +15 0 15 30 10. 0/10 = 0

4 100 110 –10 –10 10 40 10. 10/10 = –1

5 125 110 +15 +5 15 55 11.0 +5/11 = +0.5

6 140 110 +30 +35 30 85 14.2 +35/14.2 = +2.5

At the end of quarter 6, MAD =

å Forecast errors
=
85
=14.2
n 6
Cumulative error 35
Tracking signal = = =2.5 MADs
MAD 14.2
 Adaptive Smoothing
► It’s possible to use the computer to
continually monitor forecast error and
adjust the values of the a and b
coefficients used in exponential
smoothing to continually minimize
forecast error
► This technique is called adaptive
smoothing
 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

► Uses historical data to test multiple forecasting

models for individual items
► Forecasting model with the lowest error used to
forecast the next demand
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
 Fast Food Restaurant Forecast
20% – Figure 4.12
Percentage of sales by hour of day

15% –

10% –

5% –

11-12 1-2 3-4 5-6 7-8 9-10

12-1 2-3 4-5 6-7 8-9 10-11
(Lunchtime) (Dinnertime)
Hour of day
 FedEx Call Center Forecast
Figure 4.12
12% –

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
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