Professional Documents
Culture Documents
Marwaha Ashok 197508 Ms 112072
Marwaha Ashok 197508 Ms 112072
A THESIS
Presented to
By
Ashok Marwaha
In Partial Fulfillment
August 1975
Y",
<0
r PRODUCTION PLANNING AND
Approved:
Lawrence H. Olson
Russell G. Heikes
ACKNOWLEDGMENTS
during all phases of this research, but throughout the entire duration
TABLE OF CONTENTS
Page
ACKNOWLEDGMENTS ii
LIST OF TABLES iv
LIST OF ILLUSTRATIONS v
Chapter
I. INTRODUCTION 1
Conclusions
Recommendations
APPENDIX I 50
APPENDIX II 52
APPENDIX III 55
BIBLIOGRAPHY 57
IV
LIST OF TABLES
Table Page
Figure
Page
1. Production Line for a Typical Textile Mill
INTRODUCTION
mill. An attempt will be made to show how this planning technique may
Although much work has been carried out in the general area of
textile environment.
that many mills suffer losses, or fail to attain maximum possible pro-
cal stages. Many times large amounts of capital are tied up in inventory
stages. Sometimes production plans are drawn which are not feasible
mill can manufacture using the same basic resources of raw material,
men, and machines. Each of these may require varying amounts of these
resources, thus the costs and also the unit profits are different for
the different products. Since the resources are usually limited, the
plan that most profitably employs the company resources. This plan is
production schedule are feasible and can be executed within the re-
be tried by changing the selling price of the product and keeping the
demand pattern consistent. The most profitable plan can then be selected.
The validity of the results will of course depend largely on the accur-
options can be considered in greater detail than would ever have been
Method of Procedure
be set up for a composite textile mill which can be used for any number
of products and planning periods using both normal and overtime produc-
two periods. The Flex linear programming program on the ISYE Library
(see Appendix III) has been modified for use in this case. The data
gestions for further work on the model will be discussed in the later
in demand, raw material costs, and raw material availability makes plan-
ning all the more difficult. Every company has to plan ahead regarding
ability.
a plan covering the next five, eight, or even ten years would be
required and would indicate the production job to be done and the
At the same time that a production plan covering the next several
might also be required. This plan might cover only the next few months
n
Max Z (r. - C.)x.
i=l ^ 1 1
subject to
x^ - V^ (i = 1,2, ..., n)
\ - \ (\ - 0, i = 1,2, ..., n)
the raw material stage to the greige cloth may be as shown in Figure 1.
material for only one particular range of yarn counts. Counts may be
•H J3 •H T^ 4J
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because the setup costs in terms of time required to change the machine
settings is very high and becomes uneconomical. For example, the number
of opening and cleaning points may have to be changed depending upon the
staple length of cotton fibers being used. Finer variety of cotton can
the speeds and drafts at carding and drawing stages. The weights of
lap produced at the picker and the sliver at carding and drawing is the
used at the roving stage is essentially the same in all respects. Hence,
the production rates before that (roving) stage are same for all end
there may be some changes in the twist level and the hank of roving to
counts of y a m being spun. Moreover, the warp and weft (which go into
the manufacture of final fabric) will vary in the degree of twist level.
The term production rate being used refers to the weight/unit time of
and width of cloth may have different amounts of material (yarn) going
into the same length of the different fabrics. Thus in affect the
amount of raw material being consumed varies. Since fabrics are always
sold in terms of length, the manufacturing costs and hence the revenue
the data (Appendices I and II) required for production rates, material
also the possibility of buying and selling yarn (if there is less or
techniques.
limited resources to maximize the net value of the output from the pro-
and considering customer orders already in hand and potential sales (fore-
casts) .
which the rate of demand for the product varies. The time interval is
peak demand.
2. Production costs.
time or undertime.
linear.
desired to find the most profitable production program over the planning
second stage contains weaving plants that use the yarns in producing
used:
r J
1 1
"2
Z
I 2pgt pgt 2pt 2pt
p=l
subject to
J. ^2 %
1
I-, . , T + Z X. .^ - Z Z a, Y ^
"lit li,t-l .^^ ijt p^^ ^^^ ipg pgt
n- J.
1 1
Z Z e. .. X. _ < b_. ^
.1 .1 Ilk lit — Ikt
1=1 j=l -^ -J
14
-2 %
p=l g=l Pgr Pgt - 2rt
T.1 T,2
pt - pt - pt
I I X Y > 0.
lit' •'2pt' ""ijf pgt
tion of third stage which may be called "marketing stage." This draws
on the finished goods inventory and delivers to the customer, all in the
for each of a number of products during a period. Each product may have
can be produced. The unit costs and resources utilized will depend on
availability in the period, and the various products will compete for
for each product. The problem is to determine how much of each product
4-1 •
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16
product. Models also exist, which consider the production rate change
costs, backlogging and overtime decision. Models with convex and concave
(functions) costs can be solved using convex cost or concave cost algo-
rithms respectively.
(4)
In one of the IBM publications, the applications of production
style of fabric which utilizes the same resources as are being consumed
new product can be fitted into the current production schedule without
and at the same time increase company's profits. The first step is to
determine the loom capacity requirements to meet the sales forecast for
the new product. This is checked with the loom capacity available dur-
ing that period. If it is within the loom schedule horizon, then a new
1. Beam runout.
2. Beam availability.
support the revised loom schedule. The production planning system cal-
culates :
raw material.
If all the requirements can be met, then the tentative production sche-
dule becomes the new production target. It is essential that all the
The model proposed is valid for any composite textile mill, manu-
facturing any number of fabric (greige) styles; all of which follow the
in any period.
General Discussion
overhead costs are different for regular time and overtime. All the
machines.
There is provision for selling yarn and also there is the pos-
case of shortage). The price at which yarn may be sold is for obvious
A particular fabric style may yield relatively very low profit, but it
may be advisable to produce that style since its sales volume is high
net of any distribution costs and losses for goods sold on seconds.
any stage are based on the capital involved (in products in inventory),
risk of obsolescence, and the length of time for which products are
held in inventory.
spinning and roving include only the overhead and not the material costs.
production facility.
20
Model Development
Decision variables:
Cost variables:
K = 1 : Roving stage
= 2 : Yarn stage
t = 1,2, ..., m
v = 1 : Regular time
= 2 : Overtime
Objective function:
m i n 2 n
Max I } I Z Z ( C ^ X ^
P»t p,t ^^^ ^i,P,t i,p,t
p=l
^^l \ P,t,v p,t,v
t=l lp=l
2 n r 2
+ C"^ X-*- ] + h I ^ Z E Z ( C
p,t,v, p,t,v i p,t p,t i,p,t,v i,p,t,v
i=l p=l Lv=l
+ C"!" ^ Z. ^ ) + E h. , ^I. ,
i,p,t,v, i,p,t,v / ^^^ i,k,p,t i,tc,p,t
The first two terms represent the revenues resulting from the
sale of fabric and yarn respectively. The next two terms represent the
production costs incurred at the weaving stage, for fabric made from
The fifth term represents the inventory carrying costs for the greige
22
fabric. The next two terms take into account the production costs in-
costs include the overheads but not the material costs. The last term
is the inventory carrying costs for yarn and roving. Inventory carry-
ing costs at any stage are based on the capital locked up in inventory
Constraints
Weaving
The first constraint is that the total weaving time utilized be less
S 0 X + X .LE. M + M (1)
p,t,v p,t,v t t
0 .LE. M^ (2)
p,t,l p,t,l
.LE. L (4)
[P»t,l p,t,lj
consumed during a period be less than equal to yarn (same type) avail-
are allowed.
(6)
V t •'•''• ^p.t-l + ^ 5.t-T.v + ^p.t-T,v) - S.t
24
the products be produced, and also the planned sales level should not
As in the case of weaving, two constraints are required for the machine
time consumed in manufacturing all the yarn be less than equal to total
spindle hours available in the same period; and the second constraint
ensures that the regular spinning time consumed be less than equal to
Based on the same arguments as for machine time utilization, two con-
This constraint ensures that the planned sales for any type of
yarn be less than equal to sales level forecast for that particular
yarn.
S .LE. F (12)
i,p,t i,p,t
of fabric p in period t.
of yarn.
I. _ ^ .EQ. I. ^ ^ , + E Y. ^ - S.
i,2,p,t i,2,p,t-l ^ i,p,t-T,v i,p,t
- W , E X ^ (13)
P»i ^ P,t,v
E Z OR .LE. M. (15)
i,p * i,p,t,l
i p
E E /BR.
f i,p
. Z. ^ , \
i,p,t,l^
.LE. LR^
t (17)
i P
WR . S Y. ,LE. E Z. + I. -, -, (18)
p,i „ i,P,t,v „ i,P,t,v i,l,p,t-l
in any period be less than equal to the raw material (draw frame sliver)
I. -, . .EQ. I. T ^ T + Z Z. ^ - WR . S Y. (20)
1,1,p,t i,l,p,t-l ^ i,p,t-T,v p,i ^ i,p,t,v
Non-negativity Constraints;
CHAPTER IV
DISCUSSION OF RESULTS
In order to reduce the size of the problem and remain within the limited
Appendices I and II. The details regarding production costs and material
The planning horizon of one year was broken into two periods of
six months each. Both regular and overtime production was scheduled.
The effect on the optimal solution was studied by solving for various
yarns and fabrics and with or without the possibility of buying yarns.
that total fabric and yarn manufactured during regular time in a period
be less than equal to total regular weaving and spinning time avail-
be seen from the results in Table 1. Another point observed was that
all the three styles of fabrics was the same (7%), the planned sales
29
Decision Variables
No Variable Solution Value Dual Value
1 X 11,845.00 0.197
1,1,1
2 9995.40 0.191
'l,2
3 18,500.00 0.0
'l,l
4 10,000.00 0.0
'2,1,1
5 X2,1,1 3664.70 0.0
8 10,000.00 0.0
1,1,2
9 10,000.00 0.0
'2,1,2
10 X2.2.1 4225.70 0.0
11 583,500.00 0.0
1,2,2,1
12 10,000.00 0.0
^2,3,2
13 10,000.00 0.0
^1,2,3,1
14 3345.40 0.0
^1,1
15 9064.70 0.0
^2,1
16 Y' 2274.30 2.0
2.2.1
17 7813.40 0.0
"3.1
18 5800.00 1.5
^3,2,1
19 6650.00 0.103
^1,2,1
20 Y 7611.90 0.0
2,3,1,1
21 10,000.00 0.0
^1,2,1
30
Decision Variables
No. Variable Solution Value Dual Value
22 10,000.00
^2,2,3,1 0.0
23 3174.20
^2,2,1,1 0.0
24 420,930.00
^2,2,2,1 0.0
25
^2,3,1 10,000.00 0.0
26
^1,2,1,2 0.0 0.0
27 0.0
^1,2,2,2 0.0
28
^1,2,3,2 0.0 0.0
29 0.0
^2,2,1,2 0.0
30
^2,2,2,2 0.0 0.0
31 0.0
2,2,3,2 0.0
32
^2,2,2 10,000.00 0.0
33 10,000.00
^1,1,1 0.0
34 10,000.00
^2,2,1 0.0
35
^1,2,2 5000.00 0.0
36
^2,1,2,1 6825.00 0.0
37 10,000.00
^1,2,1,1 0.0
38 9108.80
^2,2,2,1 0.0
39 10,000.00
^1,3,1 0.0
31
S3 2 = 5800.00
Unutilized manhours in spinning, period 1 = 57481000.00
Unutilized manhours in spinning, period 2 = 57393000 00
All other decision variables are at their nonbasic value,.i.e., 0.0.
Changg^jade to the original data: F^^^.a = ^000.00
32
by the different fabric styles. The sales volume for fabric style one
in period one was found to be at its upper sales limit, whereas for styles
two and three, sales volume was in between the lower and upper sales
limits. In period two, both styles two and three were found to be at
their lower limits, whereas style one was at a level between the lower and
upper limits. Although inventory carrying costs are lowest for style
three and highest for style two, inventory was planned for only style one
model is a two-period model and inventories are never planned for the
the sale of certain types of yarns has been allowed to their maximum
limits, whereas no sales are allowed for some other types of yarns.
Weaving time has been utilized to the maximum, whereas there is some un-
utilized spinning capacity. This result shows that the mill structure
more looms. The dual value for the sale of fabric style one in period
two and also the amount of fabric one being manufactured was positive.
increasing the production for fabric style one. Further production was
Decision Variables
No Variable Solution Value Dual V a l u e
1 7227.60 0 .0
1,1
2 14,286.00 0 .108
2
3 x- 2,1
1164.20 0 .0
4 4881.30 0 .0
2,2
5 3009.10 0 .0
1,2
6 10,000.00 0 .0
1,2
7 10,000.00 0 .0
1,2
8 18,500.00 0 .0
1
9 673,250.00 0 .0
2,2,1
10 228,800.00 0,.0
2,3,1
11 1293.30 0,.0
1,1
12 11,213.00 1..7
13
n 2,1 4808.20 1.,95
1.1
K
14 495,200.00 2 . ,01
2,2,1
15 1772.40 1 . ,46
1,1
16 2594.80 1. 5
2,2
17 X, 7398.50 0. 0
1,2
18 1879.70 0. 0
H 1,2
19 10,000.00 0. 0
2,1
20 504,710.00 0. 0
2,3,1
21 X, 2041.00 0. 0
2,1
22 8388.90 0. 0
1
34
Decision Variables
No. Variable Solution Value Dual Value
23 10,000.00 0.0
24 0.0 0.0
1,2
25 0.0 0.0
2,2
26 x- 1618.70 0.0
2
27 0.0 0.0
3,2
28 2,2 0.0 0.0
29 359,190.00 0.0
3,2
30 10,000.00 0.0
1
31 10,000.00 0.0
1
32 10,000.00 0.0
1
33 10,000.00 0.0
2
34 9108.80 0.0
1,1
35 10,000.00 0.0
1
36 366,800.00 0.0
1,1
37 360,060.00 0.0
1,1
38 271,860.00 0.0
1,1
39 5000.00 0.0
2
40 10,000.00 0.0
2
41 X. 3073.40 0.0
2
42 10,000.00 0.0
2
43 11,500.00 0.0
35
S3 2 = 5800.00
Unutilized manhours in spinning, period 1 = 74157000.00
Unutilized manhours in spinning, period 2 = 35000000.00
All other decision variables are at their nonbasic value, i.e., 0.0
Changes made to the original data: F. o o = 5000.00
^2,2,1,0 = 990,000.00
^1,2,2,0 = 900,000.00
"^1,2,3,0 = 200,000.00
^2,2,3,0 = 150,000.00
^1 0 " 5000.00
^2 0 " 3500.00
^3,0 = 2500.00
36
be seen that the overall profit decreased considerably. With the intro-
the material manufactured in case one was now changed to overtime costs.
regular time exceeded the regular time available. The overtime costs
being higher than regular tim e costs when the new constraints (on regu-
lar time consumption) were introduced; the total production costs went
up, moreover with lower initial inventories than that in case one; more
a result the overall production costs for case two were much higher than
Table 3 represents the case when sales limits on the fabrics were
lowered by seven percent, but the profit margins were raised by five
percent. The sales limits were lowered to show the effect of increase
even with lower level of sales, overall profit was higher than those in
cases one and two. The effect of lowering the upper sales limit could
not play much of a role in decreasing the profit since most of the fabrics
in the earlier cases (one and two) were being manufactured at a level
lower than their upper sales limits, and a small drop in the sales limit
did not have much effect on the net profit. But, the increase in profit
per unit of goods sold had a very significant effect which is shown by
In Table 4 are the results for the case when yarn cannot be
37
Decision Variables
1 3664.70 0 .155
1,2
2 X, 2,2 4189.20 0 .148
3 10,000.00 0 .0
1,1
4 1168.90 0 .0
1,2
5 7813.40 0 .0
1
6 10,000.00 0 .0
3,2
7 10,000.00 0 .0
1,2
8 10,000.00 0 .0
1,2
9 x: 2.1 5394.00 0 .0
10 583,500.00 0,.0
2,2,1
11 10,000.00 0,.0
3,2
12 10,000.00 0..0
2,3,1
13 16,650.00 0 . ,0
1
14 5195.40 1. 78
1
15 9064.70 - 2 . ,04
1
16 1410.00 2 . ,12
^2 2,1
17 445.76 - 1 . 57
^2 2,2
18 3813.40 1 . 58
1,1
19 7559.00 0 . 103
K 2,1
20 7611.90 0. 0
3,1,1
21 10,000.00 0. 0
2,1
22 10,000.00 0. 0
2,3,1
38
Decision Variable
23 3174.10 0 .0
1,1
24 420,930.00 0 .0
2,1
25 10,000.00 0 .0
1
26 0.0 0 .0
1,2
27 0.0 0 .0
2,2
28 0.0 0 .0
3,2
29 0.0 0 .0
1,2
30 0.0 0,.0
2,2
31 0.0 0,.0
3,2
32 10,000.00 0..0
2
33 10,000.00 0..0
1
34 10,000.00 0 . ,0
1
35 10,000.00 0 . ,0
2
36 10,000.00 0. 0
1
37 10,000.00 0 . ,0
1,1
38 6825.90 0. 0
2,1
39 5478.50 0. 0
2,1
40 X. 10676.00 0. 0
1
41 12754.00 0. 0
39
52 2 = 6045.00
53 2 = 5394.00
Unutilized manhours in spinning, period 1 = 57481000.00
Unutilized manhours in spinning, period 2 = 57438000.00
All other decision variables are at their nonbasic value, i.e., 0.0
F^ ^ = 4185.00
F3 ^ = 2520.00
Fj 2 = 8370.00
F2 2 = 6045.00
F3 2 = 5394.00
F^ ^ = 16,650.00
^2 1 " 9900.00
F3 ^ = 10,350.00
F2 2 = 12,600.00
F3 2 = 12,150.00
(|). . = $178.5
-'-»^
^2,t " $204.75
(|)3 ^ = $157.50
AO
Decision Variables
1 3571.80 0.12
1,2
2 4282.10 0.134
2,2
3 10,000.00 0.0
1,1
4 X. 1284.60 0.0
1,2
5 21,879.00 0.0
1
6 3906.70 0.0
1,1
7 10,000.00 0.0
3,1
8 10,000.00 0.0
1,2
9 13,429.00 0.0
2,1
10 2217.90 0.0
1
11 596,220.00 0.0
2,2,1
12 X, 693.28 0.0
2,1
13 0.0 0.0
2,3,1
14 X. 2,2 353.64 -1.78
15 6753.90 -2.04
1
16 13,782.00 2.17
2
17 5106.70 -1.8
1
18 56,034.00 1.91
3,2,1
19 3806.00 0.0
3,1,1
20 10,000.00 0.0
2,1
21 0.0 0.0
2,3,1
22 327.18 0.0
2,1,1
41
Decision Variables
23 ^2221 430,160.00 0 .0
24 Y^^3^2,l 84,320.00 0 .0
25 1^^2,1,2 0-0 0 .0
26 1^^2,2,2 0-0 0 .0
27 I ^ ^ ^ 0.0 0 .0
2^ ^2,2,1,2 0.0 0 .0
2^ ^2,2,2,2 0-0 0 .0
^° ^2,2,3,2 0.0 0 .0
31 ^2 2 2 10,000.00 0 .0
32 ^2 1 1 10,000.00 0,.0
33 ^2 2 1 10,000.00 0..0
35 ^13 1 10,000.00 0 . ,0
36 ^12 1 1 1,579,800.00 0. 0
37 ^2 1 2 10,000.00 0. 0
38 Y2^2,2,l ''''-'' 0. 0
39 ^13 2 10,000.00 0. 0
40 ^2 3 2 10,000.00 0. 0
41 \ 1 1 10,594.00 0. 0
42 ^^2 1 2 1 1,183,900.00 0. 0
42
S2 2 = 6500.00
S^ 2 = 5800.00
previous case fabric one was being manufactured on y a m bought from out-
side. With the introduction of the new restriction, less of the fabric was
was now available for sale. This effect can also be seen by the increase
in dual value of the sales variable for fabric style two from zero in
Table 5 contains the results for the case when there are no initial
inventories of yarns and fabrics. The profit margins are the same as in
the earlier case. The results show a drop in the net profit as expected.
With no initial inventory, less amounts of the fabrics were available for
sale; as can be seen from the values of the sales variables, most of them
decreased.
have been reduced by ten cents a unit, i.e., a drop of fourteen percent.
All other conditions were kept the same. The results show no change in
the value (contribution) of all the variables, but the reduced profit
Table 7 represents the case when production costs for the fabrics
were raised by a dollar per unit. As can be seen from the results, there
overall profit has gone down because of the higher production costs.
From the above results, we can thus easily see the effect on com-
Decision Variables
1 756,600.00 0 .0
,1,1
2 356,800.00 0 .134
,2,1
3 8000.00 0 .0
,1
4 921,200.00 0 .0
,1,1
5 4589.60 0 .0
,2
6 1,038,300.00 0 .0
,1,1
7 2800.00 0 .0
,1
8 310160.00 0 .0
1,1
9 X. 8924.10 0,.0
,1
10 1,188,300.00 0,.0
1,1
11 X, 3488.90 0,.0
,2
12 0.0 0,.0
2,1
13 5800.00 0,.0
1
14 X. 1421.30 0..0
2
15 3011.10 2.,02
16 891,430.00 1.78
2,1
17 195,920.00 1.86
1,2
18 2921.50 2.53
1
19 395120.00 2.4
2,1
20 0.0 0.0
1,1
21 0.0 0.0
2,1
22 0.0 0.0
3,1
45
Decision Variables
No. Variable Solution Value Dua 1 Value
23 0.0 0 .0
1,1
24 487,630.00 0 .0
2,1
25 631,760.00 0 .0
2,1
26 0.0 0 .0
1,2
27 0.0 0 .0
2,2
28 0.0 0 .0
3,2
29 0.0 0 .0
1,2
30 0.0 0 .0
2,2
31 0.0 0 .0
3,2
32 10,000.00 0 .0
2
33 10,000.00 0 .0
1
34 10,000.00 0 .0
1
35 10,000.00 0 0
1
36 10,000.00 0. 0
1
37 10,000.00 0. 0
1
38 10,000.00 0. 0
1
39 2 10,000.00 0. 0
40 10,000.00 0. 0
2
41 10,000.00 0. 0
2
42 10,000.00 0. 0
2
43 10,000.00 0. 0
2
44 691,600.00 0. 0
1,1
45 10,345.00 0. 0
46
S^ j^ = 4500.00
S^ ^ = 2800.00
S2 2 = 6500.00
S^ 2 = 5800.00
Changes made to the original data: (|). ^ = $0.6 for all i,p,t
C . = $133.00
C, , = $154.60
S.t.2 = ^^l'-"
48
CHAPTER V
Conclusions
ment the ability to choose the best production plan out of the many
slightly higher selling prices and a loss in sales, as the net profit
mined easily.
Recommendations
have been discussed in this thesis. The production models can be solved
49
fixed setup costs and charges for unutilized capacities. These can be
large size mill which has spinning and weaving plants at different
locations. The problem then becomes that of determining yarn and fabrics
and combed cloth. Including the combing process increases the produc-
tion costs but the profit for combed cloth is higher than carded (only)
cloth. The problem is to determined how much (if any) combed cloth is
to be produced.
Production planning models can work well only if the sales forecasts
APPENDIX I
Production rates:
T. M. = 4.25
T. P. I. = 23.3
(40 hrs.)
% efficiency 95 95 95
All data used have been calculated on the basis that the mill is
operating five days per week and three shifts per day. Two days per
week (beyond the five days) are allowed for running overtime (3 shifts
a day).
52
APPENDIX II
3,t,2 = $0.35
^2,2,2,t = ^^-^^^
l,P,t,l '= $0.52
^,2,3,t = ^^-O^S
l,P,t,2 '= $0.16
^2,l,t,l ^• $0.24
^2,1,t,2 ^ $0,154
For all t
M^ = 3456000 hrs.
L = 30720 h r s .
L' = 12480 h r s .
t
MY = 154828800 h r s .
t
M Y ' = 62899200 h r s .
t
LY = 40960 h r s .
t
LY' = 17640 hrs.
t
Initial Inventories
= 10000.00
^1,0
= 5400.00
•^2,0
= 4000.00
''"3,0
= 1366800.00
•^1,2,1,0
"^2,2,1,0
= 1022400.00
= 1095200.00
^1,2,2,0
= 795200.00
^2,2,2,0
^1,2,3,0
= 428800.00
= 265600.00
^2,2,3,0
= 7500000
^1
h = 7000000
54
Sales Limits
APPENDIX III
The production planning model was solved using the "Flex" pro-
were made to increase the size of the models that could be solved.
meter MROW (maximum number of rows) can be set at any desired value.
which makes a matrix of size (58 x 142) including the slack and arti-
the model. Instead there was an error message, "Too many rows or
bounded below, the do loop parameter KK took the value of (58 + 84) =
142 (since NOROW = 58, and K = 84). On comparing KK with MROW, KK was
greater and hence the error message was given out. Instead of comparing
be greater than NOROW, and if NOROW = MROW then the program can never
work. On correcting the error, the solution to the model was obtained.
The Flex program, which uses the standard simplex procedure, took
BIBLIOGRAPHY
1. Campbell, T. A., Jr., Typical Cost System for Grey Goods, 1965.