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Program Name Source Content

1.3 Pritchett Clock Repair Shop Excel QM Breakeven Analysis


1.4 Pritchett Clock Repair Shop Excel QM Goal Seek
2.1 Expected Value and Variance Excel Expected Value and Variance
2.2 Binomial Probabilities Excel Binomial Probabilities
3.1 Thompson Lumber Excel QM Decision Table
3.5 Bayes Theorem for Thompson Lumber Example Excel Bayes Theorem
4.1 Triple A Construction Company Sales Excel QM Regression
4.2 Jenny Wilson Realty Excel QM Multiple Regression
4.3 Jenny Wilson Realty Excel QM Dummy Variables - Regression
4.4 MPG Data Excel QM Linear Regression
4.5 MPG Data Excel QM Nonlinear Regression
4.6 Solved Problem 4-2 Excel Regression
5.1 Wallace Garden Supply Shed Sales Excel QM Weighted Moving Average
5.2 Port of Baltimore Excel QM Exponential Smoothing
5.3 Midwestern Manufacturing's Demand Excel Trend Analysis
5.4 Midwestern Manufacturing's Demand Excel QM Trend Analysis
5.6 Turner Industries Excel Regression
6.1 Sumco Pump Company Excel QM EOQ Model
6.2 Brown Manufacturing Excel QM Production Run Model
6.3 Brass Department Store Excel QM Quantity Discount Model
7.2 Flair Furniture Excel Linear Programming
7.4 Holiday Meal Turkey Ranch Excel Linear Programming
7.6 High note sound company Excel Linear Programming
8.1 Win Big Gambling Club Excel Linear Programming
8.3 Fifth Avenue Industries Excel Linear Programming
8.5 Top Speed Bicycle Company Excel Linear Programming
8.6 Goodman Shipping Excel Linear Programming
9.1 High note sound company Excel Linear Programming
9.2 Manufacturing Example Excel Linear Programming
10.1 Executive Furniture Company Excel QM Transportation
10.2 Birmingham Plant Excel QM Transportation
10.3 Fix-It Shop Assignment Excel QM Assignment
11.2 Harrison Electric IP Analysis Excel Integer programming
11.4 Bagwell Chemical Company Excel Integer programming
11.5 Simkin, Simkin and Steinberg Excel Integer programming
11.7 Great Western Appliance Excel Nonlinear programming
11.8 Hospicare Corp Excel Nonlinear programming
11.9 Thermlock Gaskets Excel Nonlinear programming
11.10 Solved Problem 11-1 Excel 0-1 programming
13.1 Crashing General Foundry Problem Excel Crashing
14.1 Arnold's Muffler Shop Excel QM Single Server (M/M/1) system
14.2 Arnold's Muffler Shop Excel QM Multi-Server (M/M/m) system
14.3 Golding Recycling, Inc. Excel QM Constant Service Rate (M/D/1)
14.4 Department of Commerce Excel QM Finite population queue
15.2 Harry's Tire Shop Excel Simulation (inventory)
15.3 Generating Normal Random Numbers Excel Random #s and Frequency
15.4 Port of New Orleans Barge Unloadings Excel Simulation (waiting line)
15.5 Three Hills Power Company Excel Maintenance Simulation
16.4 Three Grocery Example Excel Markov Analysis
16.5 Accounts Receivable Example Excel Fundamental Matrix & Absorbing States
17.1 ARCO Excel p-Chart Analysis
Module
M1.1 AHP Excel
M5.1 Matrix Multiplication Excel
- Regression

Rate (M/D/1)

ix & Absorbing States


Pritchett Clock Repair Shop

Breakeven Analysis
Enter
Enter the fixed
fixed and
and variable
variable costs
costs and
and the
the selling
selling price
price in
in the
the data
data area.
area.

Cost-volume analysis
Data 12
Rebuilt Springs
10
Fixed cost 1000
Variable cost 5 8
Revenue 10 6

$
4
2
Results
0
Breakeven points
0 2 4 6 8 10 12
Units 200
Dollars $2,000.00 Units

Graph
Units Costs Revenue
0 1000 0
400 3000 4000
Pritchett Clock Repair Shop

Breakeven Analysis
Enter
Enter the fixed
fixed and
and variable
variable costs
costs and
and the
the selling
selling price
price in
in the
the data
data area.
area.

Data
Rebuilt Springs
Fixed cost 1000
Variable cost 5
Revenue 10.71
Volume (optional) 250

Results
Breakeven points
Units 175
Dollars $1,875.00

Volume Analysis@ 250


Costs $2,250.00
Revenue $2,678.57
Profit $428.57

Graph
Units Costs Revenue
0 1000 0
350 2750 3750
x P(x) xP(x) (x-mean)squared*P(x)
10 0.2 2 54.45
20 0.25 5 10.56
30 0.25 7.5 3.06
40 0.3 12 54.68

26.5 122.75
Mean Variance
The Binomial Distribution
n= 5
p= 0.5
r= 4

Cumulative probability P(r<_) 0.97


P(r) 0.16
Thompson Lumber
Decision Tables
Enter
Enter the
the profits
profits or
or costs
costs in
in the
the main
main body
body ofof the
the data
data table.
table. Enter
Enter probabilities
probabilities in the first
first row
row
if
if you
you want
want to
to compute
compute thethe expected
expected value.
value.
Data Results
Favorable Unfavorable
Profit Market Market EMV Minimum Maximum Hurwicz
Probability 0.5 0.5 coefficient 0.8
Large Plant 200000 -180000 10000 -180000 200000 124000
Small plant 100000 -20000 40000 -20000 100000 76000
Do nothing 0 0 0 0 0
Maximum 40000 0 200000 124000

Expected Value of Perfect Information


Column best 200000 0 100000 <-Expected value under certainty
40000 <-Best expected value
60000 <-Expected value of perfect information

Regret
Favorable Market
Unfavorable Market Expected Maximum
Probability 0.5 0.5
Large Plant 0 180000 90000 180000
Small plant 100000 20000 60000 100000
Do nothing 200000 0 100000 200000
Minimum 60000 100000
Bayes Theorem for Thompson Lumber Example

Fill in cells B7, B8, and C7

Probability Revisions Given a Positive Survey

Posterior
State of Nature P(Sur.Pos.|state of nature) Prior Prob. Joint Prob. Probability
FM 0.7 0.5 0.35 0.78
UM 0.2 0.5 0.1 0.22
P(Sur.pos.)= 0.45

Probability Revisions Given a Negative Survey


Posterior
State of Nature P(Sur.Pos.|state of nature) Prior Prob. Joint Prob. Probability
FM 0.3 0.5 0.15 0.27
UM 0.8 0.5 0.4 0.73
P(Sur.neg.)= 0.55
Triple A Construction Company
SUMMARY OUTPUT

Sales (Y)Payroll (X) Regression Statistics


6 3 Multiple R 0.83
8 4 R Square 0.69
9 6 Adjusted R Square0.62
5 4 Standard Error 1.31
4.5 2 Observations 6
9.5 5
ANOVA
df SS MS F Significance F
Regression 1 15.63 15.63 9.09 0.04
Residual 4 6.88 1.72
Total 5 22.5

Coefficients
Standard Error t Stat P-value Lower 95%
Intercept 2 1.74 1.15 0.32 -2.84
Payroll (X) 1.25 0.41 3.02 0.04 0.1
Significance F

Upper 95%Lower 95.0%


Upper 95.0%
6.84 -2.84 6.84
2.4 0.1 2.4
SELL PRICE SF AGE
35000 1926 30
47000 2069 40
49900 1720 30
55000 1396 15
58900 1706 32
60000 1847 38
67000 1950 27
70000 2323 30
78500 2285 26
79000 3752 35
87500 2300 18
93000 2525 17
95000 3800 40
97000 1740 12

SUMMARY OUTPUT

Regression Statistics
Multiple R 0.82
R Square 0.67
Adjusted R Square 0.61
Standard Error 12156.3
Observations 14

ANOVA
df SS MS F Significance F
Regression 2 ### ### 11.26 0
Residual 11 ### ###
Total 13 ###

CoefficientsStandard Error t Stat P-value Lower 95%Upper 95%Lower 95.0%


Upper 95.0%
Intercept 60815.45 12741.04 4.77 0 32772.6 88858.29 32772.6 88858.29
SF 21.91 5.14 4.26 0 10.6 33.22 10.6 33.22
AGE -1449.34 398.28 -3.64 0 -2325.96 -572.73 -2325.96 -572.73
Upper 95.0%
SELL PRICE
SF AGE X3(Exc) X4(Mint) Condition
35000 1926 30 0 0 Good
47000 2069 40 1 0 Excellent
49900 1720 30 1 0 Excellent
55000 1396 15 0 0 Good
58900 1706 32 0 1 Mint
60000 1847 38 0 1 Mint
67000 1950 27 0 1 Mint
70000 2323 30 1 0 Excellent
78500 2285 26 0 1 Mint
79000 3752 35 0 0 Good
87500 2300 18 0 0 Good
93000 2525 17 0 0 Good
95000 3800 40 1 0 Excellent
97000 1740 12 0 1 Mint

SUMMARY OUTPUT

Regression Statistics
Multiple R 0.95
R Square 0.9
Adjusted R Square0.85
Standard Error7493.78
Observations 14

ANOVA
df SS MS F Significance F
Regression 4 ### ### 19.8 0
Residual 9 ### ###
Total 13 ###

Coefficients
Standard Error t Stat P-value Lower 95%Upper 95%Lower 95.0%
Upper 95.0%
Intercept 48329.23 8713.31 5.55 0 28618.36 68040.1 28618.36 68040.1
SF 28.21 3.47 8.12 0 20.36 36.07 20.36 36.07
AGE -1981.41 298.01 -6.65 0 -2655.56 -1307.26 -2655.56 -1307.26
X3(Exc) 16581.32 6089.81 2.72 0.02 2805.22 30357.43 2805.22 30357.43
X4(Mint) 23684.62 5324.63 4.45 0 11639.46 35729.78 11639.46 35729.78
Automobile Weight vs. MPG SUMMARY OUTPUT

MPG (Y) Weight (X1) Regression Statistics


12 4.58 Multiple R 0.86
13 4.66 R Square 0.74
15 4.02 Adjusted R Square
0.72
18 2.53 Standard Error 5.01
19 3.09 Observations 12
19 3.11
20 3.18 ANOVA
23 2.68 df SS MS F Significance F
24 2.65 Regression 1 730.91 730.91 29.15 0
33 1.70 Residual 10 250.76 25.08
36 1.95 Total 11 981.67
42 1.92
Coefficients
Standard Error t Stat P-value Lower 95%Upper 95%
Intercept 47.62 4.81 9.89 0 36.89 58.34
Weight (X1) -8.25 1.53 -5.4 0 -11.65 -4.84
Lower 95.0%
Upper 95.0%
36.89 58.34
-11.65 -4.84
Automobile Weight vs. MPG SUMMARY OUTPUT

MPG (Y) Weight (X1) WeightSq.(X2) Regression Statistics


12 4.58 20.98 Multiple R 0.9208
13 4.66 21.72 R Square 0.8478
15 4.02 16.16 Adjusted R Square
0.8140
18 2.53 6.40 Standard Error 4.0745
19 3.09 9.55 Observations 12
19 3.11 9.67
20 3.18 10.11 ANOVA
23 2.68 7.18 df SS MS F Significance F
24 2.65 7.02 Regression 2 832.26 416.13 25.07 0
33 1.70 2.89 Residual 9 149.41 16.6
36 1.95 3.80 Total 11 981.67
42 1.92 3.69
Coefficients
Standard Error t Stat P-value Lower 95%
Intercept 79.7888 13.5962 5.8685 0.0002 49.0321
Weight (X1) -30.2224 8.9809 -3.3652 0.0083 -50.5386
WeightSq.(X2) 3.4124 1.3811 2.4708 0.0355 0.2881
Significance F

Upper 95%Lower 95.0%


Upper 95.0%
110.5454 49.0321 110.5454
-9.9062 -50.5386 -9.9062
6.5367 0.2881 6.5367
Solved Problem 4-2

Advertising ($100) Y Sales X


11 5
6 3
10 7
6 2
12 8

SUMMARY OUTPUT

Regression Statistics
Multiple R 0.9014
R Square 0.8125
Adjusted R Square 0.7500
Standard Error 1.4142
Observations 5

ANOVA
df SS MS F Significance F
Regression 1 26 26 13 0.04
Residual 3 6 2
Total 4 32

Coefficients
Standard Error t Stat P-value Lower 95%Upper 95%Lower 95.0%
Upper 95.0%
Intercept 4 1.5242 2.6244 0.0787 -0.8506 8.8506 -0.8506 8.8506
Sales X 1 0.2774 3.6056 0.0366 0.1173 1.8827 0.1173 1.8827
Upper 95.0%
Wallace Garden Supply Shed Sales
Forecasting Weighted moving averages 3 period moving average
Enter
Enter the
the data
data in
in the
the shaded
shaded area.
area. Enter
Enter
weights
weights in
in INCREASING
INCREASING order
order from
from top
top to
to
bottom.
bottom.
Data Error analysis
Period Demand Weights Forecast Error Absolute Squared
January 10 1
February 12 2
March 13 3
April 16 12.17 3.83 3.83 14.69
May 19 14.33 4.67 4.67 21.78
June 23 17 6 6 36
July 26 20.5 5.5 5.5 30.25
August 30 23.83 6.17 6.17 38.03
September 28 27.5 0.5 0.5 0.25
October 18 28.33 -10.33 10.33 106.78
November 16 23.33 -7.33 7.33 53.78
December 14 18.67 -4.67 4.67 21.78
Total 4.33 49 323.33
Average 0.48 5.44 35.93
Bias MAD MSE
SE 6.8
Next period 15.33
Port of Baltimore
Forecasting Exponential smoothing
Enter alpha (between 0 and 1) then enter the
past demands in the shaded area.

Alpha 0.1
Data Error Analysis
Period Demand Forecast Error Absolute Squared
Quarter 1 180 175 5 5 25
Quarter 2 168 175.5 -7.5 7.5 56.25
Quarter 3 159 174.75 -15.75 15.75 248.06
Quarter 4 175 173.18 1.82 1.82 3.33
Quarter 5 190 173.36 16.64 16.64 276.97
Quarter 6 205 175.02 29.98 29.98 898.7
Quarter 7 180 178.02 1.98 1.98 3.92
Quarter 8 182 178.22 3.78 3.78 14.31
Total 35.96 82.46 1526.54
Average 4.49 10.31 190.82
Bias MAD MSE
SE 15.95
Next period 178.6
Midwestern Manufacturing

Time (X) Demand (Y)


1 74
2 79
3 80
4 90
5 105
6 142
7 122

SUMMARY OUTPUT

Regression Statistics
Multiple R 0.89
R Square 0.8
Adjusted R Square0.76
Standard Error 12.43
Observations 7

ANOVA
df SS MS F Significance F
Regression 1 3108.04 3108.04 20.11 0.01
Residual 5 772.82 154.56
Total 6 3880.86

Coefficients
Standard Error t Stat P-value Lower 95% Upper 95%Lower 95.0%
Upper 95.0%
Intercept 56.71429 10.50729 5.39762 0.00295 29.70445 83.72412 29.70445 83.72412
Time (X) 10.53571 2.34950 4.48424 0.00649 4.49613 16.57530 4.49613 16.57530
Upper 95.0%
Midwestern Manufacturing's Demand
Forecasting Regression/Trend analysis
If
If this
this is
is trend
trend analysis
analysis then
then simply
simply enter
enter the
the past
past demands
demands in
in the
the demand
demand column.
column. IfIf this
this is
is
causal
causal regression then enter the y,x pairs with y first and enter a new value of x at the
bottom
bottom in in order
order to
to forecast
forecast y.
y.

Data Error analysis


Period Demand (y) Period(x) Forecast Error Absolute Squared
1993 74 1 67.25 6.75 6.75 45.56
1994 79 2 77.79 1.21 1.21 1.47
1995 80 3 88.32 -8.32 8.32 69.25
1996 90 4 98.86 -8.86 8.86 78.45
1997 105 5 109.39 -4.39 4.39 19.3
1998 142 6 119.93 22.07 22.07 487.15
1999 122 7 130.46 -8.46 8.46 71.64
Total 0.00 60.07 772.82
Intercept 56.71 Average 0.00 8.58 110.4
Slope 10.54 Bias MAD MSE
SE 12.43
Next period 141 8
Correlation 0.89
Year Quarter SalesX1 Time Period
X2 Qtr 2 X3 Qtr 3 X4 Qtr 4
1 1 108 1 0 0 0
2 125 2 1 0 0
3 150 3 0 1 0
4 141 4 0 0 1
2 1 116 5 0 0 0
2 134 6 1 0 0
3 159 7 0 1 0
4 152 8 0 0 1
3 1 123 9 0 0 0
2 142 10 1 0 0
3 168 11 0 1 0
4 165 12 0 0 1

SUMMARY OUTPUT

Regression Statistics
Multiple R 1
R Square 0.99
Adjusted R Square
0.99
Standard Error 1.83
Observations 12

ANOVA
df SS MS F Significance F
Regression 4 4144.75 1036.19 308.65 0
Residual 7 23.5 3.36
Total 11 4168.25

Coefficients
Standard Error t Stat P-value Lower 95%Upper 95%Lower 95.0%
Upper 95.0%
Intercept 104.1 1.33 78.14 0 100.95 107.25 100.95 107.25
X1 Time Period 2.31 0.16 14.28 0 1.93 2.7 1.93 2.7
X2 Qtr 2 15.69 1.5 10.43 0 12.13 19.25 12.13 19.25
X3 Qtr 3 38.71 1.53 25.29 0 35.09 42.33 35.09 42.33
X4 Qtr 4 30.06 1.57 19.11 0 26.34 33.78 26.34 33.78
Sumco Pump Company
Inventory Economic Order Quantity Model
Enter
Enter the
the data
data in
in the
the shaded
shaded area
area

Data
Demand rate, D 1000
Setup cost, S 10
Holding cost, H 0.5 (fixed amount)
Unit Price, P 0 Inventory: Cost vs Quantity
12
Results
Optimal Order Quantity, Q* 200 10
Maximum Inventory 200
Average Inventory 100 8
Number of Setups 5 Cost ($)
6
Holding cost $50.00
Setup cost $50.00 4

2
Unit costs $0.00
Total cost, Tc $100.00 0
Order Quantity (Q)

COST TABLE Start at 25 Increment by 15

Q Setup cost Holding cost


Total cost
25 400 6.25 406.25
40 250 10 260
55 181.82 13.75 195.57
70 142.86 17.5 160.36
85 117.65 21.25 138.9
100 100 25 125
115 86.96 28.75 115.71
130 76.92 32.5 109.42
145 68.97 36.25 105.22
160 62.5 40 102.5
175 57.14 43.75 100.89
190 52.63 47.5 100.13
205 48.78 51.25 100.03
220 45.45 55 100.45
235 42.55 58.75 101.3
250 40 62.5 102.5
265 37.74 66.25 103.99
280 35.71 70 105.71
295 33.9 73.75 107.65
310 32.26 77.5 109.76
325 30.77 81.25 112.02
340 29.41 85 114.41
355 28.17 88.75 116.92
370 27.03 92.5 119.53
Brown Manufacturing
Inventory Production Order Quantity Model
Enter
Enter the
the data
data in
in the
the shaded
shaded area.
area. You
You may
may have
have to
to do
do some
some work
work to
to enter
enter the
the daily
daily production
production rate.
rate.

Data Inventory: Cost vs Quantity


Demand rate, D 10000 12
Setup cost, S 100
Holding cost, H 0.5 (fixed amount) 10
Daily production rate, p 80
Daily demand rate, d 60 8
Unit price, P 0

Cost ($)
6
Results
Optimal production quantity, Q* 4000 4
Maximum Inventory 1000
Average Inventory 500 2
Number of Setups 2.5
0
Holding cost 250 Order Quantity (Q)
Setup cost 250

Unit costs 0

Total cost, Tc 500

COST TABLE Start at 1000 Increment by 333.33

Q Setup cost Holding cost


Total cost
1000 1000 62.5 1062.5
1333.33 750 83.33 833.33
1666.67 600 104.17 704.17
2000 500 125 625
2333.33 428.57 145.83 574.4
2666.67 375 166.67 541.67
3000 333.33 187.5 520.83
3333.33 300 208.33 508.33
3666.67 272.73 229.17 501.89
4000 250 250 500
4333.33 230.77 270.83 501.6
4666.67 214.29 291.67 505.95
5000 200 312.5 512.5
5333.33 187.5 333.33 520.83
5666.67 176.47 354.17 530.64
6000 166.67 375 541.67
6333.33 157.89 395.83 553.73
6666.67 150 416.67 566.67
7000 142.86 437.5 580.36
7333.33 136.36 458.33 594.7
7666.67 130.43 479.17 609.6
8000 125 500 625
8333.33 120 520.83 640.83
8666.67 115.38 541.67 657.05
ction rate.

s Quantity

ntity (Q)
Brass Department Store
Inventory Quantity Discount Model

Data
Demand rate, D 5000
Setup cost, S 49
Holding cost %, I 20%

Range 1 Range 2 Range 3


Minimum quantity 0 1000 2000
Unit Price, P 5 4.8 4.75

Results
Range 1 Range 2 Range 3
Q* (Square root formula) 700 714.43 718.18
Order Quantity 700 1000 2000

Holding cost $350.00 $480.00 $950.00


Setup cost $350.00 $245.00 $122.50

Unit costs $25,000.00 $24,000.00 $23,750.00

Total cost, Tc $25,700.00 $24,725.00 $24,822.50 minimum


Optimal Order Quantity 1000
=

$24,725.00
Flair Furniture

Left Hand Right Hand


Tables Chairs Side Side Slack
Objective function 70 50 4100
Carpentry 4 3 240 <= 240 0
Painting 2 1 100 <= 100 0

Solution Values 30 40
Holiday Meal Turkey Ranch

Left Hand Right Hand


Brand 1 Brand 2 Side Side Surplus
Objective function 2 3 31.2
Ingredient A 5 10 90 >= 90
Ingredient B 4 3 48 >= 48 0
Ingredient C 0.5 0 4.2 >= 1.5 2.7

Solution Values 8.4 4.8


High note sound company

CD PlayersReceivers
Value 0 20
Total
Profit 50 120 2400

Used Sign Available


Electrician hours 2 4 80 <= 80
Audio technician hours 3 1 20 <= 60
Win Big Gambling Club

1 minute newspaper 30 second 1 minute


TV spots ads radio spots radio spots
Solution 1.97 5 6.21 0
Variables X1 X2 X3 X4
Audience reached per ad 5000 8500 2400 2800
Maximum TV 1
Maximum Newspaper 1
Maximum 30-second radio 1
Maximum 1 min. radio 1
Cost per ad 800 925 290 380
Radio dollars 290 380
Radio spots 1 1
RHS
67240.3
1.97 <= 12
5 <= 5
6.21 <= 25
0 <= 20
8000 <= 8000
1800 <= 1800
6.21 >= 5
Fifth Avenue Industries

Number Selling Monthly Monthly Material


Variety (X) price minimum demand (yards) silk polyester cotton
All silk 6400 6.7 6000 7000 0.13 100%

All polyester 14000 3.55 10000 14000 0.08 100%


Poly-cotton
blend 1 16000 4.31 13000 16000 0.1 50% 50%
Poly-cotton
blend 2 8500 4.81 6000 8500 0.1 30% 70%

Total revenue 202425 800 2175 1395

Material Cost Available Used


Silk 21 800 800
Polyester 6 3000 2175
Cotton 9 1600 1395

Total Cost 42405

Total Profit 160020


Top Speed Bicycle Company
Transportation
Enter
Enter the
the transportation
transportation costs,
costs, supplies
supplies and
and demands
demands in the
the shaded
shaded area.
area. Then
Then go
go to
to
TOOLS,
TOOLS, SOLVER,
SOLVER, SOLVE
SOLVE on
on the
the menu
menu bar
bar at
at the
the top.
top.
If
If SOLVER
SOLVER isis not
not aa menu
menu option
option in
in the
the Tools
Tools menu
menu then
then go
go to
to TOOLS,
TOOLS, ADD-INS.
ADD-INS.

Data
COSTS New York Chicago Los Angeles
Supply
New Orleans 2 3 5 20000
Omaha 3 1 4 15000
Demand 10000 8000 15000 33000 \ 35000

Shipments
Shipments New York Chicago Los Angeles
Row Total
New Orleans 10000 0 8000 18000
Omaha 0 8000 7000 15000
Column Total 10000 8000 15000 33000 \ 33000

Total Cost 96000


Goodman Shipping

Max
Percent percent
Item loaded loaded Value ($) weight (lbs)
1 0.33 1 22500 7500
2 1 1 24000 7500
3 0 1 8000 3000
4 0 1 9500 3500
5 0 1 11500 4000
6 0 1 9750 3500

Total $31,500 10000

Weight Capacity 10000


High note sound company

CD PlayersReceivers
Value 0 20
Total
Profit 50 120 2400

Used Sign Available


Electrician hours 2 4 80 <= 80
Audio technician hours 3 1 20 <= 60
Manufacturing Example

mower blower
variable-> 100 200
Total profit
profit 30 80 19000

used available
labor hours 2 4 1000 < 1000
steel (lbs) 6 2 1000 < 1200
snowblower engines 1 200 < 200
Executive Furniture Company
Transportation Enter
Enter the
the transportation
transportation costs,
costs, supplies
supplies and
and demands
demands in
in the
the shaded
shaded area.
area.
Then
Then go
go to
to TOOLS,
TOOLS, SOLVER,
SOLVER, SOLVE
SOLVE on on the
the menu
menu bar
bar at
at the
the top.
top.
If
If SOLVER
SOLVER isis not
not aa menu
menu option
option in
in the
the Tools
Tools menu
menu then
then go
go to
to TOOLS,
TOOLS, ADD-
ADD-
INS.
INS.
Data
COSTS Albuquerque
Boston Cleveland Supply
Des Moines 5 4 3 100
Evansville 8 4 3 300
Fort Lauderdale 9 7 5 300
Demand 300 200 200 700 \ 700

Shipments
Shipments Albuquerque
Boston Cleveland Row Total
Des Moines 100 0 0 100
Evansville 0 200 100 300
Fort Lauderdale 200 0 100 300
Column Total 300 200 200 700 \ 700

Total Cost 3900


ded
ded area.
area.

OLS, ADD-
ADD-
Birmingham Plant
Transportation
Enter
Enter the
the transportation
transportation costs,
costs, supplies
supplies and
and demands
demands in
in the
the shaded
shaded area.
area.
Data Then
Then go
go to
to TOOLS,
TOOLS, SOLVER,
SOLVER, SOLVE
SOLVE on on the
the menu
menu bar
bar at
at the
the top.
top.
If
If SOLVER
COSTS Detroit Dallasis
SOLVER is not aa menu
notNew York option
menu in
in the
Los Angeles
option Tools
Tools menu
Supply
the menu then
then go
go to
to TOOLS,
TOOLS, ADD-
ADD-
Cincinnati INS.
INS.
73 103 88 108 15000
Salt Lake 85 80 100 90 6000
Pittsburgh 88 97 78 118 14000
Birmingham 84 79 90 99 11000
Demand 10000 12000 15000 9000 46000 \ 46000

Shipments
Shipments Detroit Dallas New York Los Angeles
Column Total
Cincinnati 10000 0 1000 4000 15000
Salt Lake 0 1000 0 5000 6000
Pittsburgh 0 0 14000 0 14000
Birmingham 0 11000 0 0 11000
Column Total 10000 12000 15000 9000 46000 \ 46000

Total Cost 3741000


Fix-It Shop Assignment

Fix-It Shop Assignment


Assignment
Enter
Enter the
the assignment
assignment costs
costs in
in the
the shaded
shaded area.
area. Then
Then go
go to
to TOOLS,
TOOLS, SOLVER,
SOLVER,
SOLVE
SOLVE on on the
the menu
menu bar
bar at
at the
the top.
top.
If
If SOLVER
SOLVER is is not
not a menu
menu option
option inin the
the Tools
Tools menu
menu then
then go
go to
to TOOLS, ADD-
INS.
INS. If
If SOLVER
SOLVER is is not
not an
an addin
addin option
option then
then reinstall Excel.
Data
COSTS Project 1 Project 2 Project 3
Adams 11 14 6
Brown 8 10 11
Cooper 9 12 7

Assignments
Shipments Project 1 Project 2 Project 3 Row Total
Adams 0 0 1 1
Brown 0 1 0 1
Cooper 1 0 0 1
Column Total 1 1 1 3

Total Cost 25
Harrison Electric IP Analysis

Chandeliers Fans
Solution 5 0
Total
Profit 7 6 35
Used Sign Limit
wiring hours 2 3 10 < 12
assembly hours 6 5 30 < 30
Bagwell Chemical Company

xyline (bags) hexall (lbs)


value 44 20

profit 85 1.5 3770


used sign available
ingredient a 30 0.5 1330 <= 2000
ingredient b 18 0.4 800 <= 800
ingredient c 2 0.1 90 <= 200
Simkin, Simkin and Steinberg

Stock Company Name Invest Return Cost


1 Trans-Texas Oil 0 50 480
2 British Petroleum 0 80 540
3 Dutch Shell 1 90 680
4 Houston Drilling 1 120 1000
5 Texas Petroleum 1 110 700
6 San Diego Oil 1 40 510
7 California Petro 0 75 900

Total 360 2890


Limit 3000

Bound
Texas Constraint 2 >= 2
Foreign oil constraint 1 <= 1
California Constraint 1= 1
Great Western Appliance

Microtoaster
Self-clean Total
Number 0 1000 1000 < 1000
Profit 0 271000 $271,000.00

used Sign capacity


Hours 0.5 0.4 400 < 500
Hospicare Corp
x1 x2
value 6.07 4.1

terms x1 x1^2 x1*x2 x2 x2^3 1/x2


values 6.07 36.8 24.87 4.1 68.93 0.24
total
revenue 13 6 5 1 248.85

constraint 1 2 4 90 < 90
constraint 2 1 1 75 < 75
constraint 3 8 -2 40.33 < 61
Thermlock Gaskets

x1 x2
value 3.33 14.67
total
cost 5 7 119.33

constraints
x1 x1^2 x1^3 x2 x2^2
value 3.33 11.06 36.77 14.67 215.28 Total
Constraint 1 3 0.25 4 0.3 136.01 > 125
Constraint 2 13 1 80 > 80
Constraint 3 0.7 1 17 > 17
0-1 integer Program

x1 x2 x3
values 1 1 0
total
maximize 50 45 48 95
Limit
constraint 1 19 27 34 46 < 80
22 13 12 35 < 40
1 1 1 2< 2
Crashing General Foundry Problem
YA YB YC YD YE YF YG YH XST XA XB XC XD XE XF XG XH XFIN
Values 0 0 1 0 0 0 2 0 0 2 3 3 7 7 6 10 12 12
Minimize cost 1000 2000 1000 1000 1000 500 2000 3000
A crash max. 1
B crash max. 1
C crash max. 1
D crash max. 1
E crash max. 1
F crash max. 1
G crash max. 1
H crash max. 1
Due date 1
Start 1
A constraint 1 -1 1
B constraint 1 -1 1
C constraint 1 -1 1
D constraint 1 -1 1
E constraint 1 -1 1
F constraint 1 -1 1
G constraint 1 1 -1 1
G constraint 2 1 -1 1
H constraint 1 1 -1 1
H constraint 2 1 -1 1
Finish constraint -1 1
Totals
5000
0< 1
0< 2
1< 1
0< 1
0< 2
0< 1
2< 3
0< 1
12 < 12
0= 0
2> 2
3> 3
2> 2
4> 4
4> 4
3> 3
5> 5
5> 5
6> 2
2> 2
0> 0
Arnold's Muffler Shop
Waiting Lines M/M/1 (Single Server Model)
The
The arrival
arrival RATE
RATE and
and service
service RATE
RATE both
both must
must bebe rates
rates and
and use
use the
the same
same time
time unit.
unit. Given
Given
aa time
time such
such as 10 minutes, convert
convert it
it to
to aa rate
rate such
such as
as 66 per
per hour.
hour.
Data Results
Arrival rate (λ) 2 Average server utilization(ρ) 0.67
Service rate (µ) 3 Average number of customers in the queue(Lq) 1.33
Average number of customers in the system(L) 2
Average waiting time in the queue(Wq) 0.67
Average time in the system(W) 1
Probability (% of time) system is empty (P0) 0.33

Probabilities
Number Probability Cumulative Probability
0 0.333333 0.333333
1 0.222222 0.555556
2 0.148148 0.703704
3 0.098765 0.802469
4 0.065844 0.868313
5 0.043896 0.912209
6 0.029264 0.941472
7 0.019509 0.960982
8 0.013006 0.973988
9 0.008671 0.982658
10 0.005781 0.988439
11 0.003854 0.992293
12 0.002569 0.994862
13 0.001713 0.996575
14 0.001142 0.997716
15 0.000761 0.998478
16 0.000507 0.998985
17 0.000338 0.999323
18 0.000226 0.999549
19 0.000150 0.999699
20 0.000100 0.999800
Arnold's Muffler Shop
Waiting Lines M/M/s
The
The arrival
arrival RATE
RATE and
and service
service RATE
RATE both
both must
must be
be rates
rates and use the same time unit. Given
aa time
time such as 10 minutes, convert it to a rate such as 6 per hour.
Data Results
Arrival rate (λ) 2 Average server utilization(ρ) 0.33
Service rate (µ) 3 Average number of customers in the queue(L q
) 0.08
Number of servers(s) 2 Average number of customers in the system(L) 0.75
Average waiting time in the queue(Wq) 0.04
Average time in the system(W) 0.38
Probability (% of time) system is empty (P0) 0.5
Probabilities
Number Probability Cumulative Probability
0 0.500000 0.500000
1 0.333333 0.833333
2 0.111111 0.944444
3 0.037037 0.981481
4 0.012346 0.993827
5 0.004115 0.997942
6 0.001372 0.999314
7 0.000457 0.999771
8 0.000152 0.999924
9 0.000051 0.999975
10 0.000017 0.999992
11 0.000006 0.999997
12 0.000002 0.999999
13 0.000001 1.000000
14 0.000000 1.000000
15 0.000000 1.000000
16 0.000000 1.000000
17 0.000000 1.000000
18 0.000000 1.000000
19 0.000000 1.000000
20 0.000000 1.000000

Computations
n or s (lam/mu)^n/n!
Cumsum(n-1)
term2 P0(s)
0 1
1 0.67 1 2 0.33
2 0.22 1.67 0.33 0.5
3 0.05 1.89 0.06 0.51
4 0.01 1.94 0.01 0.51
5 0 1.95 0 0.51
6 0 1.95 0 0.51
7 0 1.95 0 0.51
8 0 1.95 0 0.51
9 0 1.95 0 0.51
10 0 1.95 0 0.51
11 0 1.95 0 0.51
12 0 1.95 0 0.51
13 0 1.95 0 0.51
14 0 1.95 0 0.51
15 0 1.95 0 0.51
16 0 1.95 0 0.51
17 0 1.95 0 0.51
18 0 1.95 0 0.51
19 0 1.95 0 0.51
20 0 1.95 0 0.51
21 0 1.95 0 0.51
22 0 1.95 0 0.51
23
24
25
26
27
28
29
30
Rho(s) Lq(s) L(s) Wq(s) W(S)

0.67 1.33 2 0.67 1


0.33 0.08 0.75 0.04 0.38
0.22 0.01 0.68 0 0.34
0.17 0 0.67 0 0.33
0.13 0 0.67 0 0.33
0.11 0 0.67 0 0.33
0.1 0 0.67 0 0.33
0.08 0 0.67 0 0.33
0.07 0 0.67 0 0.33
0.07 0 0.67 0 0.33
0.06 0 0.67 0 0.33
0.06 0 0.67 0 0.33
0.05 0 0.67 0 0.33
0.05 0 0.67 0 0.33
0.04 0 0.67 0 0.33
0.04 0 0.67 0 0.33
0.04 0 0.67 0 0.33
0.04 0 0.67 0 0.33
0.04 0 0.67 0 0.33
0.03 0 0.67 0 0.33
0.03 0 0.67 0 0.33
0.03 0 0.67 0 0.33
Garcia-Golding Recycling
Waiting Lines M/D/1 (Constant Service Times)
The
The arrival
arrival RATE
RATE and
and service
service RATE
RATE both
both must
must bebe rates
rates and
and use
use the
the same
same time
time unit.
unit. Given
Given
aa time
time such
such as
as 10
10 minutes,
minutes, convert
convert it
it to
to aa rate such as 6 per hour.
hour.
Data Results
Arrival rate (λ) 8 Average server utilization(ρ) 0.67
Service rate (µ) 12 Average number of customers in the queue(Lq) 0.67
Average number of customers in the system(L) 1.33
Average waiting time in the queue(Wq) 0.08
Average time in the system(W) 0.17
Probability (% of time) system is empty (P0) 0.33

Waiting cost/hour $60.00


Waiting cost/trip $5.00
Department of Commerce
Waiting Lines M/M/s with a finite population
The
The arrival
arrival rate
rate is
is for
for each
each member
member of
of the
the population.
population. IfIf they
they go
go for
for service
service every
every 20
20 minutes
minutes then
then enter
enter 33 (per
(per
hour).
hour).
Data Results
Arrival rate (λ) per
customer 0.05 Average server utilization(ρ) 0.44
Service rate (µ) 0.5 Average number of customers in the queue(Lq) 0.2
Number of servers 1 Average number of customers in the system(L) 0.64
Population size (N) 5 Average waiting time in the queue(Wq) 0.93
Average time in the system(W) 2.93
Probability (% of time) system is empty (P0) 0.56
Effective arrival rate 0.22

Probabilities
Probability, Cumulative Arrival
Number, n P(n) Probability Number waiting rate(n)
0 0.56 0.56 0 0.25
1 0.28 0.85 0 0.2
2 0.11 0.96 1 0.15
3 0.03 0.99 2 0.1
4 0.01 1 3 0.05
5 0 1 4 0
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
1.77
Sum term Sum term Decum
Term 1 1 Term 2 2 term 2 P0(s)
1 1 1 1 0.77
0.5 1.5 0.5 1.5 0.27 0.56
0.2 1.7 0.07
0.06 1.76 0.01
0.01 1.77 0
0 1.77 0
Harry's Tire Shop NOTE: The random numbers appearing here may not be the same as the ones in the bo
Probability
Range Cumulative Tires Random Simulated
Probability (Lower) Probability Demand Day Number Demand
0.05 0 0.05 0 1 0.83 4
0.1 0.05 0.15 1 2 0.98 5
0.2 0.15 0.35 2 3 0.49 3
0.3 0.35 0.65 3 4 0.75 4
0.2 0.65 0.85 4 5 0.39 3
0.15 0.85 1 5 6 0.04 0
7 0.4 3
8 0.08 1
9 0.78 4
10 0.98 5
Average 3.2
Results (Frequency table)
Tires
Demanded Frequency Percentage Cum %
0 1 10% 10%
1 1 10% 20%
2 0 0% 20%
3 3 30% 50%
4 3 30% 80%
5 2 20% 100%
10
same as the ones in the book, but the formulas are the same.
Generating Normal Random Numbers NOTE: The random numbers appearing here may not be the same as the o

Random number Value Frenquency Percentage


42.11 26 0 0.0%
36.4 28 0 0.0%
53.79 30 2 1.0%
43.42 32 7 3.5%
43.38 34 8 4.0%
40.27 36 20 10.0%
41.79 38 33 16.5%
35.88 40 36 18.0%
52.42 42 27 13.5%
39.58 44 24 12.0%
47.83 46 19 9.5%
39.8 48 11 5.5%
39.62 50 4 2.0%
40.14 52 4 2.0%
40.05 54 3 1.5%
37.36 56 2 1.0%
39.86 200
53.83
31.47
45.9
30.9
39.35
48.96
44.41
39.08
51.14
39.31
37.53
36.41
36.03
37.14
46.42
39.36
37.09
41.97
35.79
44.25
37.28
38.8
44.13
43.52
38.02
37.08
36.29
45.35
43.92
40.35
38.02
43.87
40.91
36.26
44.48
29.77
35.63
41.6
39.34
35.38
32.66
43.5
38.92
37.15
31.32
37.59
43.13
37.69
49.25
47.54
34.23
36.8
37.92
47.02
29.73
42.41
35.78
36.61
40.54
50.6
43.81
46.11
43.59
38.06
34.03
40.99
38.33
37.48
35.87
44.51
39.81
37.02
40.94
46.4
40.75
41.47
36.05
37.29
47.66
35.47
36.28
32.28
39.29
40.85
50.4
39.54
36.66
35.44
42.8
44.12
35.1
39.86
42.39
47.28
44.93
44.21
40.07
35.92
33.8
42.77
30.11
41.17
50.94
41.24
39.91
40.57
36.03
42.73
44.97
34.84
46.13
32.54
36.01
37.85
41.72
35.68
44.15
46.06
38.4
40.11
42.37
40.48
54.41
38.29
39.57
44.89
35.16
49.52
31.44
37
42.36
32.52
45.56
42.16
42.14
38.2
36.02
45.86
32.5
31.9
30.65
48.57
34.14
36.52
37.23
43.46
39.21
33.19
41.83
44.42
41.21
37.73
38.07
41.18
42.49
44.49
39.11
45.34
43.98
39.66
34.4
39.61
40.51
54.55
34.51
35.9
38.18
38.06
33.16
39.05
38.76
34.03
38.49
40.28
38.2
42.22
37.05
44.15
43.5
47.04
41.37
38.12
36.55
ay not be the same as the ones in the book, but the formulas are the same.
Port of New Orleans Barge Unloadings NOTE: The random numbers appearing here may not be t

Previously Random Total to be Random Possibly


Day delayed number Arrivals unoaded Number unloaded Unloaded
1 0 0.51 3 3 0.48 3 3
2 0 0.92 5 5 0.53 3 3
3 2 0.29 1 3 0.67 3 3
4 0 0.62 3 3 0.64 3 3
5 0 0.28 1 1 0.81 4 1
6 0 0.68 3 3 0.19 2 2
7 1 0.71 4 5 0.16 2 2
8 3 0.98 5 8 0.5 3 3
9 5 0.69 3 8 0 1 1
10 7 0.86 4 11 0.6 3 3

Barge Arrivals Unloading rates


Demand Probability Lower CumulativeDemand Number Probability Lower Cumulative
0 0.13 0 0.13 0 1 0.05 0 0.05
1 0.17 0.13 0.3 1 2 0.15 0.05 0.2
2 0.15 0.3 0.45 2 3 0.5 0.2 0.7
3 0.25 0.45 0.7 3 4 0.2 0.7 0.9
4 0.2 0.7 0.9 4 5 0.1 0.9 1
5 0.1 0.9 1 5
pearing here may not be the same as the ones in the book, but the formulas are the same.

Unloading
1
2
3
4
5
Three Hills Power NOTE: The random numbers appearing here may not be the same as

Time
Breakdown Random Time between Time of repairperson Random Repair
number number breakdowns breakdowns is free Number Repair time ends
1 0.13 1.5 1.5 1.5 0.73 2 3.5
2 0.17 1.5 3 3.5 0.75 2 5.5
3 0.8 2.5 5.5 5.5 0.59 2 7.5
4 0.33 2 7.5 7.5 0.2 1 8.5
5 0.91 3 10.5 10.5 0.37 2 12.5
6 0.85 3 13.5 13.5 0.78 2 15.5
7 0.31 2 15.5 15.5 0.42 2 17.5
8 0.09 1 16.5 17.5 0.78 2 19.5
9 0.42 2 18.5 19.5 0.6 2 21.5
10 0.41 2 20.5 21.5 0.72 2 23.5

Demand Table Repair times


Time betweenProbability
breakdownsLower Cumulative Demand Time Probability
0.5 0.05 0 0.05 0.5 1 0.28
1 0.06 0.05 0.11 1 2 0.52
1.5 0.16 0.11 0.27 1.5 3 0.2
2 0.33 0.27 0.6 2
2.5 0.21 0.6 0.81 2.5
3 0.19 0.81 1 3
g here may not be the same as the ones in the book, but the formulas are the same.

Lower CumulativeLead time


0 0.28 1
0.28 0.8 2
0.8 1 3
Three Grocery Example

State Probabilities
American Food Store
Food Mart Atlas Foods
Time #1 #2 #3 Matrix of Transition Probabilities
0 0.4 0.3 0.3 0.8 0.1 0.1
1 0.41 0.31 0.28 0.1 0.7 0.2
2 0.42 0.31 0.27 0.2 0.2 0.6
3 0.42 0.32 0.27
4 0.42 0.32 0.27
5 0.42 0.32 0.26
6 0.42 0.32 0.26
Accounts Receivable Example

1 0 0 0
P= I:0 = 0 1 0 0
A:B 0.6 0 0.2 0.2
0.4 0.1 0.3 0.2

I-B= 0.8 -0.2


-0.3 0.8

F = (I - B) inverse 1.38 0.34


0.52 1.38

FA = 0.97 0.03
0.86 0.14
ARCO Quality Control

Number of samples 20 Enter


Enter the
the sample size
size then
then enter
enter the
the number
number of
of defects
defects in
in
Sample size 100 each sample.
each sample.

Data Results
# Defects % Defects Total Sample Size 2000
Sample 1 6 0.06 Total Defects 80
Sample 2 5 0.05 Percentage defects 0.04
Sample 3 0 0 Std dev of p-bar 0.02
Sample 4 1 0.01
Sample 5 4 0.04 Upper Control Limit 0.1
Sample 6 2 0.02 Center Line 0.04
Sample 7 5 0.05 Lower Control Limit 0
Sample 8 3 0.03
Sample 9 3 0.03
Sample 10 2 0.02
Sample 11 6 0.06
Sample 12 1 0.01
Sample 13 8 0.08
Sample 14 7 0.07
Sample 15 5 0.05
Sample 16 4 0.04
Sample 17 11 0.11 Above UCL
Sample 18 3 0.03
Sample 19 0 0
Sample 20 4 0.04

Graph information
Sample 1 0.06 0.1 0
Sample 2 0.05 0.1 0
Sample 3 0 0.1 0
Sample 4 0.01 0.1 0
Sample 5 0.04 0.1 0
Sample 6 0.02 0.1 0
Sample 7 0.05 0.1 0
Sample 8 0.03 0.1 0
Sample 9 0.03 0.1 0
Sample 10 0.02 0.1 0
Sample 11 0.06 0.1 0
Sample 12 0.01 0.1 0
Sample 13 0.08 0.1 0
Sample 14 0.07 0.1 0
Sample 15 0.05 0.1 0
Sample 16 0.04 0.1 0
Sample 17 0.11 0.1 0
Sample 18 0.03 0.1 0
Sample 19 0 0.1 0
Sample 20 0.04 0.1 0
AHP n= 3
Hardware Sys.1 Sys.2 Sys.3 Sys.1 Sys.2 Sys.3 Priority Wt. sum vector Consistency vector
Sys.1 1 3 9 Sys.1 0.6923 0.7200 0.5625 0.6583 2.0423 3.1025 Lambda
Sys.2 0.33 1 6 Sys.2 0.2308 0.2400 0.3750 0.2819 0.8602 3.0512 CI
Sys.3 0.11 0.17 1 Sys.3 0.0769 0.0400 0.0625 0.0598 0.1799 3.0086 CR
Column Total 1.44 4.17 16

Software Sys.1 Sys.2 Sys.3 Sys.1 Sys.2 Sys.3 Priority Wt. sum vector
Sys.1 1 0.5 0.13 Sys.1 0.0909 0.0769 0.0943 0.0874 0.2623 3.0014 Lambda
Sys.2 2 1 0.2 Sys.2 0.1818 0.1538 0.1509 0.1622 0.4871 3.0028 CI
Sys.3 8 5 1 Sys.3 0.7273 0.7692 0.7547 0.7504 2.2605 3.0124 CR
Column Total 11 6.5 1.33

Vendor Sys.1 Sys.2 Sys.3 Sys.1 Sys.2 Sys.3 Priority Wt. sum vector
Sys.1 1 1 6 Sys.1 0.4615 0.4286 0.6000 0.4967 1.5330 3.0863 Lambda
Sys.2 1 1 3 Sys.2 0.4615 0.4286 0.3000 0.3967 1.2132 3.0582 CI
Sys.3 0.17 0.33 1 Sys.3 0.0769 0.1429 0.1000 0.1066 0.3216 3.0172 CR
Column Total 2.17 2.33 10

Factor Hard. Soft. Vendor Hardware Software Vendor Priority Wt. sum vector
Hardware 1 0.13 0.33 Hardware 0.0833 0.0857 0.0769 0.0820 0.2460 3.0004 Lambda
Software 8 1 3 Software 0.6667 0.6857 0.6923 0.6816 2.0468 3.0031 CI
Vendor 3 0.33 1 Vendor 0.2500 0.2286 0.2308 0.2364 0.7096 3.0011 CR
Column Total 12 1.46 4.33

n RI Hardware Software Vendor Priority


2 0.00 Sys.1 0.658 0.087 0.497 0.231
3 0.58 Sys.2 0.282 0.162 0.397 0.227
4 0.90 Sys.3 0.060 0.750 0.107 0.542
5 1.12
6 1.24
7 1.32
8 1.41
onsistency vector
3.0541
0.0270
0.0466

3.01
0.0028
0.0048

3.0539
0.0269
0.0464

3.0015
0.0008
0.0013
Matrix Multiplication

A= 1 2 3 B= 2 1
1 2 0 1 1
3 2

AxB = 13 9
4 3

Matrix Inverse

A= 2 1 A-inverse= 1.5 -0.5


4 3 -2 1

Matrix Determinant

A= 3 4 det(A)= -10
4 2