Chapter 7

Linear Programming Models:

Graphical and Computer
Methods

To accompany
Quantitative Analysis for Management, Tenth Edition,
by Render, Stair, and Hanna © 2008 Prentice-Hall, Inc.
Power Point slides created by Jeff Heyl © 2009 Prentice-Hall, Inc.
 Linear Programming (LP)
 Many management decisions involve trying to
make the most effective use of limited resources
 Machinery, labor, money, time, warehouse space, raw
materials
 Linear programming (LP)
LP is a model consisting of
linear relationships representing a firm’s objective
and resource constraints
 Belongs to the broader field of mathematical
programming
 In this sense, programming refers to modeling and
solving a problem mathematically

© 2009 Prentice-Hall, Inc. 7–2

 Requirements of a Linear
Programming Problem
 LP has been applied in many areas over the past
50 years
 All LP problems have 4 properties in common
1. All problems seek to maximize or minimize some
quantity (the objective function)
function
2. The presence of restrictions or constraints that limit the
degree to which we can pursue our objective
3. There must be alternative courses of action to choose
from
4. The objective and constraints in problems must be
expressed in terms of linear equations or inequalities

© 2009 Prentice-Hall, Inc. 7–3

 Basic Assumptions of LP
 We assume conditions of certainty exist and
numbers in the objective and constraints are
known with certainty and do not change during
the period being studied
 We assume proportionality exists in the objective
and constraints
 We assume additivity in that the total of all
activities equals the sum of the individual
activities
 We assume divisibility in that solutions need not
be whole numbers
 All answers or variables are nonnegative

© 2009 Prentice-Hall, Inc. 7–4

 Formulating LP Problems
 Formulating a linear program involves developing
a mathematical model to represent the managerial
problem
 The steps in formulating a linear program are
1. Completely understand the managerial
problem being faced
2. Identify the objective and constraints
3. Define the decision variables
4. Use the decision variables to write
mathematical expressions for the objective
function and the constraints

© 2009 Prentice-Hall, Inc. 7–5

 Formulating LP Problems
 One of the most common LP applications is the
product mix problem
 Two or more products are produced using
limited resources such as personnel, machines,
and raw materials
 The profit that the firm seeks to maximize is
based on the profit contribution per unit of each
product
 The company would like to determine how
many units of each product it should produce
so as to maximize overall profit given its limited
resources

© 2009 Prentice-Hall, Inc. 7–6

 Flair Furniture Company
 The Flair Furniture Company produces
inexpensive tables and chairs
 Processes are similar in that both require a
certain amount of hours of carpentry work and in
the painting and varnishing department
 Each table takes 4 hours of carpentry and 2 hours
of painting and varnishing
 Each chair requires 3 of carpentry and 1 hour of
painting and varnishing
 There are 240 hours of carpentry time available
and 100 hours of painting and varnishing
 Each table yields a profit of $70 and each chair a
profit of $50
© 2009 Prentice-Hall, Inc. 7–7
 Flair Furniture Company
 The company wants to determine the best
combination of tables and chairs to produce to
reach the maximum profit
HOURS REQUIRED TO
PRODUCE 1 UNIT
(T) (C) AVAILABLE HOURS
DEPARTMENT TABLES CHAIRS THIS WEEK
Carpentry 4 3 240

Painting and varnishing 2 1 100

Profit per unit $70 $50

Table 7.2

© 2009 Prentice-Hall, Inc. 7–8

 Flair Furniture Company
 The objective is to
Maximize profit
 The constraints are
1. The hours of carpentry time used cannot
exceed 240 hours per week
2. The hours of painting and varnishing time
used cannot exceed 100 hours per week
 The decision variables representing the actual
decisions we will make are
T = number of tables to be produced per week
C = number of chairs to be produced per week

© 2009 Prentice-Hall, Inc. 7–9

 Flair Furniture Company
 We create the LP objective function in terms of T
and C
Maximize profit = $70T + $50C
 Develop mathematical relationships for the two
constraints
 For carpentry, total time used is
(4 hours per table)(Number of tables produced)
+ (3 hours per chair)(Number of chairs produced)
 We know that
Carpentry time used ≤ Carpentry time available
4T + 3C ≤ 240 (hours of carpentry time)

© 2009 Prentice-Hall, Inc. 7 – 10

 Flair Furniture Company
 Similarly
Painting and varnishing time used
≤ Painting and varnishing time available
2 T + 1C ≤ 100 (hours of painting and varnishing time)

This means that each table produced

requires two hours of painting and
varnishing time

 Both of these constraints restrict production

capacity and affect total profit

© 2009 Prentice-Hall, Inc. 7 – 11

 Flair Furniture Company
 The values for T and C must be nonnegative

T ≥ 0 (number of tables produced is greater than

or equal to 0)
C ≥ 0 (number of chairs produced is greater than
or equal to 0)

 The complete problem stated mathematically

Maximize profit = $70T + $50C

subject to
4T + 3C ≤ 240 (carpentry constraint)
2T + 1C ≤ 100 (painting and varnishing constraint)
T, C ≥ 0 (nonnegativity constraint)

© 2009 Prentice-Hall, Inc. 7 – 12

 Graphical Solution to an LP Problem

 The easiest way to solve a small LP

problems is with the graphical solution
approach
 The graphical method only works when
there are just two decision variables
 When there are more than two variables, a
more complex approach is needed as it is
not possible to plot the solution on a two-
dimensional graph
 The graphical method provides valuable
insight into how other approaches work
© 2009 Prentice-Hall, Inc. 7 – 13
 Graphical Representation of a
Constraint
C

100 –
– This Axis Represents the Constraint T ≥ 0
Number of Chairs

80 –
–
60 –
–
40 – This Axis Represents the
– Constraint C ≥ 0
20 –
–
|– | | | | | | | | | | |
0 20 40 60 80 100 T
Figure 7.1 Number of Tables

© 2009 Prentice-Hall, Inc. 7 – 14

 Graphical Representation of a
Constraint
 The first step in solving the problem is to
identify a set or region of feasible
solutions
 To do this we plot each constraint
equation on a graph
 We start by graphing the equality portion
of the constraint equations
4T + 3C = 240
 We solve for the axis intercepts and draw
the line

© 2009 Prentice-Hall, Inc. 7 – 15

 Graphical Representation of a
Constraint
 When Flair produces no tables, the
carpentry constraint is
4(0) + 3C = 240
3C = 240
C = 80
 Similarly for no chairs
4T + 3(0) = 240
4T = 240
T = 60
 This line is shown on the following graph

© 2009 Prentice-Hall, Inc. 7 – 16

 Graphical Representation of a
Constraint
C
Graph of carpentry constraint equation
100 –
–
(T = 0, C = 80)
Number of Chairs

80 –
–
60 –
–
40 –
–
(T = 60, C = 0)
20 –
–
|– | | | | | | | | | | |
0 20 40 60 80 100 T
Figure 7.2 Number of Tables

© 2009 Prentice-Hall, Inc. 7 – 17

 Graphical Representation of a
Constraint
C  Any point on or below the constraint
plot will not violate the restriction
100 –  Any point above the plot will violate
– the restriction
Number of Chairs

80 –
–
60 –
–
(30, 40) (70, 40)
40 –
–
20 –
– (30, 20)
|– | | | | | | | | | | |
0 20 40 60 80 100 T
Figure 7.3 Number of Tables

© 2009 Prentice-Hall, Inc. 7 – 18

 Graphical Representation of a
Constraint
 The point (30, 40) lies on the plot and
exactly satisfies the constraint
4(30) + 3(40) = 240
 The point (30, 20) lies below the plot and
satisfies the constraint
4(30) + 3(20) = 180
 The point (30, 40) lies above the plot and
does not satisfy the constraint
4(70) + 3(40) = 400

© 2009 Prentice-Hall, Inc. 7 – 19

 Graphical Representation of a
Constraint
C

100 – (T = 0, C = 100)
–
Number of Chairs

80 – Graph of painting and varnishing

– constraint equation
60 –
–
40 –
–
(T = 50, C = 0)
20 –
–
|– | | | | | | | | | | |
0 20 40 60 80 100 T
Figure 7.4 Number of Tables

© 2009 Prentice-Hall, Inc. 7 – 20

 Graphical Representation of a
Constraint

 To produce tables and chairs, both

departments must be used
 We need to find a solution that satisfies both
constraints simultaneously
 A new graph shows both constraint plots
 The feasible region (or area of feasible
solutions)
solutions is where all constraints are satisfied
 Any point inside this region is a feasible
solution
 Any point outside the region is an infeasible
solution

© 2009 Prentice-Hall, Inc. 7 – 21

 Graphical Representation of a
Constraint
C
 Feasible solution region for Flair Furniture
100 –
–
Number of Chairs

80 – Painting/Varnishing Constraint
–
60 –
–
40 –
–
20 – Feasible
Carpentry Constraint
– Region
|– | | | | | | | | | | |
0 20 40 60 80 100 T
Number of Tables
Figure 7.5

© 2009 Prentice-Hall, Inc. 7 – 22

 Isoprofit Line Solution Method
 Once the feasible region has been graphed, we
need to find the optimal solution from the many
possible solutions
 The speediest way to do this is to use the isoprofit
line method
 Starting with a small but possible profit value, we
graph the objective function
 We move the objective function line in the
direction of increasing profit while maintaining the
slope
 The last point it touches in the feasible region is
the optimal solution

© 2009 Prentice-Hall, Inc. 7 – 23

 Corner Point Solution Method
 A second approach to solving LP problems
employs the corner point method
 It involves looking at the profit at every
corner point of the feasible region
 The mathematical theory behind LP is that
the optimal solution must lie at one of the
corner points,
points or extreme point,
point in the
feasible region
 For Flair Furniture, the feasible region is a
four-sided polygon with four corner points
labeled 1, 2, 3, and 4 on the graph
© 2009 Prentice-Hall, Inc. 7 – 24
Corner Point Solution Method
C  Four corner points of
100 – the feasible region
2 –
Number of Chairs

80 –
–
60 –
–
3
40 –
–
20 –
–
1 |– | | | | | | | | | | |
0 20 40
4 60 80 100 T
Figure 7.9 Number of Tables

© 2009 Prentice-Hall, Inc. 7 – 25

 Corner Point Solution Method
Point 1 : (T = 0, C = 0) Profit = $70(0) + $50(0) = $0
Point 2 : (T = 0, C = 80) Profit = $70(0) + $50(80) = $4,000
Point 4 : (T = 50, C = 0) Profit = $70(50) + $50(0) = $3,500
Point 3 : (T = 30, C = 40) Profit = $70(30) + $50(40) = $4,100

 Because Point 3 returns the highest profit, this

is the optimal solution
 To find the coordinates for Point 3 accurately we
have to solve for the intersection of the two
constraint lines
 The details of this are on the following slide

© 2009 Prentice-Hall, Inc. 7 – 26

 Corner Point Solution Method

 Using the simultaneous equations method,

method we
multiply the painting equation by –2 and add it to
the carpentry equation
4T + 3C = 240 (carpentry line)
– 4T – 2C = –200 (painting line)
C = 40
 Substituting 40 for C in either of the original
equations allows us to determine the value of T
4T + (3)(40) = 240 (carpentry line)
4T + 120 = 240
T = 30
© 2009 Prentice-Hall, Inc. 7 – 27
 Exercise: A production problem

 Ace Novelty wishes to produce two types of

souvenirs: type-A will result in a profit of $1.00,
and type-B in a profit of $1.20.
 To manufacture a type-A souvenir requires 2
minutes on machine I and 1 minute on machine II.
 A type-B souvenir requires 1 minute on machine I
and 3 minutes on machine II.
 There are 3 hours available on machine I and 5
hours available on machine II.
 How many souvenirs of each type should Ace
make in order to maximize its profit?

© 2009 Prentice-Hall, Inc. 7 – 28

Solving Minimization Problems
 Many LP problems involve minimizing an
objective such as cost instead of maximizing a
profit function
 Minimization problems can be solved graphically
by first setting up the feasible solution region and
then using either the corner point method or an
isocost line approach (which is analogous to the
isoprofit approach in maximization problems) to
find the values of the decision variables (e.g., X1
and X2) that yield the minimum cost

© 2009 Prentice-Hall, Inc. 7 – 29

 Holiday Meal Turkey Ranch
 The Holiday Meal Turkey Ranch is considering
buying two different brands of turkey feed and
blending them to provide a good, low-cost diet for its
turkeys
Let
X1 = number of pounds of brand 1 feed purchased
X2 = number of pounds of brand 2 feed purchased

Minimize cost (in cents) = 2X1 + 3X2

subject to:
5X1 + 10X2 ≥ 90 ounces (ingredient constraint A)
4X1 + 3X2 ≥ 48 ounces (ingredient constraint B)
0.5X1 ≥ 1.5 ounces (ingredient constraint C)
X1 ≥ 0 (nonnegativity constraint)
X2 ≥ 0 (nonnegativity constraint)
© 2009 Prentice-Hall, Inc. 7 – 30
 Holiday Meal Turkey Ranch
 Holiday Meal Turkey Ranch data

COMPOSITION OF EACH POUND

OF FEED (OZ.)
MINIMUM MONTHLY
REQUIREMENT PER
INGREDIENT BRAND 1 FEED BRAND 2 FEED TURKEY (OZ.)
A 5 10 90
B 4 3 48
C 0.5 0 1.5
Cost per pound 2 cents 3 cents
Table 7.4

© 2009 Prentice-Hall, Inc. 7 – 31

 Holiday Meal Turkey Ranch
 Using the corner X2

point method –

 First we construct
the feasible 20 – Ingredient C Constraint

Pounds of Brand 2
solution region
 The optimal 15 – Feasible Region
solution will lie at a
on of the corners 10 –
as it would in a Ingredient B Constraint
maximization 5– Ingredient A Constraint
b
problem
| | | | c | |
0–
5 10 15 20 25 X1
Figure 7.10 Pounds of Brand 1
© 2009 Prentice-Hall, Inc. 7 – 32
 Holiday Meal Turkey Ranch
 We solve for the values of the three corner points
 Point a is the intersection of ingredient constraints
C and B
4X1 + 3X2 = 48
X1 = 3
 Substituting 3 in the first equation, we find X2 = 12
 Solving for point b with basic algebra we find X1 =
8.4 and X2 = 4.8
 Solving for point c we find X1 = 18 and X2 = 0

© 2009 Prentice-Hall, Inc. 7 – 33

 Holiday Meal Turkey Ranch
 Substituting these value back into the objective
function we find

Cost = 2X1 + 3X2

Cost at point a = 2(3) + 3(12) = 42
Cost at point b = 2(8.4) + 3(4.8) = 31.2
Cost at point c = 2(18) + 3(0) = 36

 The lowest cost solution is to purchase 8.4

pounds of brand 1 feed and 4.8 pounds of brand 2
feed for a total cost of 31.2 cents per turkey

© 2009 Prentice-Hall, Inc. 7 – 34

 Holiday Meal Turkey Ranch
 Using the isocost X2

approach –
Feasible Region
 Choosing an
initial cost of 54 20 –

Pounds of Brand 2
cents, it is clear
improvement is 15 –
=2
54
¢
Di
possible re
cti
X
1 +
on 3X
of 2 Is
10 – De oc
31 os
.2¢ cr tL
=2 ea ine
sin
X gC
1 +
5– 3X os
2 t
(X1 = 8.4, X2 = 4.8)
| | | | | |
0–
5 10 15 20 25 X1
Figure 7.11 Pounds of Brand 1
© 2009 Prentice-Hall, Inc. 7 – 35
Exercise 2: A nutrition Problem
 A nutritionist advises an individual who is suffering from
iron and vitamin B deficiency to take at least 2400
milligrams (mg) of iron, 2100 mg of vitamin B1, and 1500 mg
of vitamin B2 over a period of time.
 Two vitamin pills are suitable, brand-A and brand-B.
 Each brand-A pill costs 6 cents and contains 40 mg of iron,
10 mg of vitamin B1, and 5 mg of vitamin B2.
 Each brand-B pill costs 8 cents and contains 10 mg of iron
and 15 mg each of vitamins B1 and B2.
 What combination of pills should the individual purchase in
order to meet the minimum iron and vitamin requirements
at the lowest cost?

© 2009 Prentice-Hall, Inc. 7 – 36

 Four Special Cases in LP

 Four special cases and difficulties arise at

times when using the graphical approach
to solving LP problems
 Infeasibility
 Unboundedness
 Redundancy
 Alternate Optimal Solutions

© 2009 Prentice-Hall, Inc. 7 – 37

 Four Special Cases in LP
 No feasible solution
 Exists when there is no solution to the
problem that satisfies all the constraint
equations
 No feasible solution region exists
 This is a common occurrence in the real world
 Generally one or more constraints are relaxed
until a solution is found
 There is conflicting constraints
 Marketing department X1 ≥ 300 whereas
production department X1≤220

© 2009 Prentice-Hall, Inc. 7 – 38

 Four Special Cases in LP
 A problem with no feasible solution

X2
X1+2X2≤6
2X1+X2≤8 8–
–
X1≥7 6–
– Region Satisfying
4– Third Constraint
–
2–
–
0– | | | | | | | | | |
2 4 6 8 X1

Figure 7.12 Region Satisfying First Two Constraints

© 2009 Prentice-Hall, Inc. 7 – 39

 Four Special Cases in LP
 Unboundedness
 Sometimes a linear program will not have a
finite solution
 In a maximization problem, one or more
solution variables, and the profit, can be made
infinitely large without violating any
constraints
 In a graphical solution, the feasible region will
be open ended
 This usually means the problem has been
formulated improperly

© 2009 Prentice-Hall, Inc. 7 – 40

 Four Special Cases in LP
 A solution region unbounded to the right
X2

X1 ≥ 5
15 –

X2 ≤ 10
10 –

Feasible Region
5–
X1 + 2X2 ≥ 15
| | | | |
0– 5 10 15 X1

Figure 7.13
© 2009 Prentice-Hall, Inc. 7 – 41
 Four Special Cases in LP
 Redundancy
 A redundant constraint is one that does not
affect the feasible solution region
 One or more constraints may be more binding
 This is a very common occurrence in the real
world
 It causes no particular problems, but
eliminating redundant constraints simplifies
the model

© 2009 Prentice-Hall, Inc. 7 – 42

 Four Special Cases in LP
 A problem with X2
a redundant 30 –
constraint
25 –
2X1 + X2 ≤ 30

20 –
Redundant
Constraint
15 –
X1 ≤ 25

10 – X1 + X2 ≤ 20
Feasible
5– Region

| | | | | |
0–
Figure 7.14 5 10 15 20 25 30 X1
© 2009 Prentice-Hall, Inc. 7 – 43
 Four Special Cases in LP
 Alternate Optimal Solutions
 Occasionally two or more optimal solutions
may exist
 Graphically this occurs when the objective
function’s isoprofit or isocost line runs
perfectly parallel to one of the constraints
 This actually allows management great
flexibility in deciding which combination to
select as the profit is the same at each
alternate solution

© 2009 Prentice-Hall, Inc. 7 – 44

 Four Special Cases in LP
 Example of X2
alternate
8–
optimal
solutions 7–
A
6– Optimal Solution Consists of All
Combinations of X1 and X2 Along
5– the AB Segment
4–

3– Isoprofit Line for $8

2–
B Isoprofit Line for $12
1 – Feasible Overlays Line Segment AB
Region
0– | | | | | | | |
Figure 7.15 1 2 3 4 5 6 7 8 X1
© 2009 Prentice-Hall, Inc. 7 – 45
 Sensitivity Analysis
 Optimal solutions to LP problems thus far have
been found under what are called deterministic
assumptions
 This means that we assume complete certainty in
the data and relationships of a problem
 But in the real world, conditions are dynamic and
changing
 We can analyze how sensitive a deterministic
solution is to changes in the assumptions of the
model
 This is called sensitivity analysis,
analysis postoptimality
analysis,
analysis parametric programming,
programming or optimality
analysis

© 2009 Prentice-Hall, Inc. 7 – 46

 Sensitivity Analysis
 Sensitivity analysis often involves a series of
what-if? questions concerning constraints,
variable coefficients, and the objective function
 What if the profit for product 1 increases by 10%?
 What if less advertising money is available?
 One way to do this is the trial-and-error method
where values are changed and the entire model is
resolved
 The preferred way is to use an analytic
postoptimality analysis
 After a problem has been solved, we determine a
range of changes in problem parameters that will not
affect the optimal solution or change the variables in
the solution without re-solving the entire problem
© 2009 Prentice-Hall, Inc. 7 – 47
 High Note Sound Company
 The High Note Sound Company manufactures
quality CD players and stereo receivers
 Products require a certain amount of skilled
artisanship which is in limited supply
 The firm has formulated the following product mix
LP model

Maximize profit = $50X1 +

$120X2
Subject to 2X1 + 4X2 ≤ 80
(hours of
electrician’s time
available)
3X1 + 1X2 ≤ 60
(hours of audio
technician’s time
© 2009 Prentice-Hall, Inc. 7 – 48
 High Note Sound Company
 The High Note Sound Company graphical solution
X2
(receivers)

60 –

– Optimal Solution at Point a

X1 = 0 CD Players
40 – X2 = 20 Receivers
Profits = $2,400
a = (0, 20) –
b = (16, 12)
20 –
Isoprofit Line: $2,400 = 50X1 + 120X2
10 –
| | | | | |
0–
10 20 30 40 50 60 X1
Figure 7.16 c = (20, 0) (CD players)
© 2009 Prentice-Hall, Inc. 7 – 49
 Changes in the
Objective Function Coefficient
 In real-life problems, contribution rates in the
objective functions fluctuate periodically
 Graphically, this means that although the feasible
solution region remains exactly the same, the
slope of the isoprofit or isocost line will change
 We can often make modest increases or
decreases in the objective function coefficient of
any variable without changing the current optimal
corner point
 We need to know how much an objective function
coefficient can change before the optimal solution
would be at a different corner point

© 2009 Prentice-Hall, Inc. 7 – 50

 Changes in the
Objective Function Coefficient
 Changes in the receiver contribution coefficients
X2

40 – Profit Line for 50X1 + 80X2

(Passes through Point b)

30 –
Profit Line for 50X1 + 120X2
(Passes through Point a)
20 – b
a Profit Line for 50X1 + 150X2
(Passes through Point a)
10 –

c
| | | | | |
0– 10 20 30 40 50 60 X1
Figure 7.17

© 2009 Prentice-Hall, Inc. 7 – 51

 QM for Windows and Changes in
Objective Function Coefficients
 Input and sensitivity analysis for High Note Sound
data

Program 7.5A

Program 7.5B

© 2009 Prentice-Hall, Inc. 7 – 52

 Changes in the
Technological Coefficients

 Changes in the technological coefficients often

reflect changes in the state of technology
 If the amount of resources needed to produce a
product changes, coefficients in the constraint
equations will change
 This does not change the objective function, but
it can produce a significant change in the shape
of the feasible region
 This may cause a change in the optimal solution

© 2009 Prentice-Hall, Inc. 7 – 53

 Changes in the
Technological Coefficients

 Change in the technological coefficients for the

High Note Sound Company
(a) Original Problem (b) Change in Circled (c) Change in Circled
Coefficient Coefficient
X2 X2 X2

60 – 60 – 60 –
Stereo Receivers

3X1 + 1X2 ≤ 60 2 X1 + 1X2 ≤ 60 3X1 + 1X2 ≤ 60

40 – 40 – 40 –
Optimal Still Optimal
a Solution a Optimal Solution
20 – 20 – d 20 –
b
2X1 + 4X2 ≤ 80 2X1 + 4X2 ≤ 80 16 f g 2X1 + 5 X2 ≤ 80
|c | | | e | | | c
| | |
0– 20 40 X1 0– 20 30 40 X1 0– 20 40 X1
CD Players

Figure 7.18

© 2009 Prentice-Hall, Inc. 7 – 54

 Changes in Resources or
Right-Hand-Side Values
 The right-hand-side values of the constraints
often represent resources available to the firm
 If additional resources were available, a higher
total profit could be realized
 Sensitivity analysis about resources will help
answer questions such as:
 How much should the company be willing to pay
for additional hours?
 Is it profitable to have some electricians work
overtime?
 Should we be willing to pay for more audio
technician time?
© 2009 Prentice-Hall, Inc. 7 – 55
 Changes in Resources or
Right-Hand-Side Values
 If the right-hand side of a constraint is
changed, the feasible region will change
(unless the constraint is redundant) and
often the optimal solution will change
 The amount of change (increase or
decrease) in the objective function value
that results from a unit change in one of
the resources available is called the dual
price or dual value

© 2009 Prentice-Hall, Inc. 7 – 56

 Changes in Resources or
Right-Hand-Side Values
 However, the amount of possible increase in the
right-hand side of a resource is limited
 If the number of hours increases beyond the upper
bound (or decreases below the lower bound), then
the objective function would no longer increase
(decrease) by the dual price.
 There may be excess (slack) hours of a resource or
the objective function may change by an amount
different from the dual price.
 Thus, the dual price is relevant only within limits.
 If the dual value of a constraint is zero
 The slack is positive, indicating unused resource
 Additional amount of resource will simply increase
the amount of slack.
 The upper limit of infinity indicates that adding more
hours would simply increase the amount of slack.
© 2009 Prentice-Hall, Inc. 7 – 57
 Changes in the Electrician's Time
for High Note Sound

X2 (a)
If the electricians’ hours are changed from 80 to
60 – 100, the new optimal solution is (0,25) with profit
of $3,000. The extra 20 hours resulted in an
increase in profit of $600 or $30/hour

40 – Constraint Representing 60 Hours of

Audio Technician’s Time Resource
a
25 –
b Changed Constraint Representing 100 Hours
20 – of Electrician’s Time Resource

| c | | |
0– 20 40 50 60 X1
Figure 7.19

© 2009 Prentice-Hall, Inc. 7 – 58

 Changes in the Electrician's Time
for High Note Sound
If the hours are decreased to 60,
X2 (b)
the new solution is (0,15) and the
60 – profit is $1,800. Reducing hours
by 20 results in a $600 decrease in
profit or $30/hour

40 – Constraint Representing 60 Hours of

Audio Technician’s Time Resource

Changed Constraint Representing 60 Hours

20 – a of Electrician’s Time Resource
15 –
b
c | | | |
0– 20 30 40 60 X1
Figure 7.19

© 2009 Prentice-Hall, Inc. 7 – 59

 Changes in the Electrician's Time
for High Note Sound

X2 (c)

60 – Changed Constraint Representing 240 Hours

of Electrician’s Time Resource

40 –

Constraint
Representing
60 Hours of Audio
20 – Technician’s
Time Resource

| | | | | |
0– 20 40 60 80 100 120
X1
Figure 7.19

© 2009 Prentice-Hall, Inc. 7 – 60

 Changes in the Electrician's Time
for High Note Sound

 If total electrician time was increased to 240,

the optimal solution would be (0,60) with a
profit of $7,200. This is $2,400 (the original
solution) + $30 (dual price)*160 hours(240-
80)
 If the hours increases beyond 240, then the
optimal solution would still be (0,60) and profit
would not increase. The extra time is slack during
which the electricians are not working

© 2009 Prentice-Hall, Inc. 7 – 61

 QM for Windows and Changes in
Right-Hand-Side Values
 Input and sensitivity analysis for High Note Sound
data

Program 7.5A

Program 7.5B

© 2009 Prentice-Hall, Inc. 7 – 62

 Exercise
Persona Mini Warehouses is planning to expand its successful
Orlando business into Tampa. In doing so, the company must
determine how many storage rooms of each size to build. Its
objective and constraints follow:

Maximize monthly earning = 50 X1 + 20 X2

Subject to
2 X1 + 4 X2 ≤ 400 (advertising budget available)
100 X1 + 50 X2 ≤ 8000 (square footage required)
X1 ≤ 60 (rental limit expected)
X1, X2 ≥ 0
X1 = number of large space developed
X2 = number of small space developed
© 2009 Prentice-Hall, Inc. 7 – 63
 Questions

 For the optimal solution, how much of the advertising

budget is spent?
 For the optimal solution, how much square footage will be

used?
 Would the solution change is the budget were only $300

instead of $400?
 What would the optimal solution be if the profit on the large

spaces were reduced from $50 to $45?

 How much earnings increase if the square footage
requirement were increased from 8000 to 9000?
© 2009 Prentice-Hall, Inc. 7 – 64