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Chapter Seven

Using Binary Integer

Programming to Deal
with Yes-or-No Decisions
Learning Objectives
After completing this chapter, you should be able to

1. Describe how binary decision variables are used to represent yes-or-no decisions.
2. Use binary decision variables to formulate constraints for mutually exclusive alternatives
and contingent decisions.
3. Formulate a binary integer programming model for the selection of projects.
4. Formulate a binary integer programming model for the selection of sites for facilities.
5. Formulate a binary integer programming model for crew scheduling in the travel industry.
6. Formulate other basic binary integer programming models from a description of the
problems.
7. Use mixed binary integer programming to deal with setup costs for initiating the production
of a product.

The preceding chapters have considered various kinds of problems where decisions need to be
made about how much to do of various activities. Thus, the decision variables in the resulting
model represent the level of the corresponding activities.
We turn now to a common type of problem where, instead of how-much decisions, the
decisions to be made are yes-or-no decisions. A yes-or-no decision arises when a particular
option is being considered and the only possible choices are yes, go ahead with this option, or
no, decline this option.
The natural choice of a decision variable for a yes-or-no decision is a binary variable.
Binary variables are variables whose only possible values are 0 and 1. Thus, when repre-
senting a yes-or-no decision, a binary decision variable is assigned a value of 1 for choos-
ing yes and a value of 0 for choosing no.
Models that fit linear programming except that they use binary decision variables are called
binary integer programming (BIP) models. (We hereafter will use the BIP abbreviation.)
A pure BIP model is one where all the variables are binary variables, whereas a mixed BIP
model is one where only some of the variables are binary variables.
A BIP model can be considered to be a special type of integer programming model. A gen-
eral integer programming model is simply a linear programming model except for also having
constraints that some or all of the decision variables must have integer values (0, 1, 2, . . .). A
BIP model further restricts these integer values to be only 0 or 1.
However, BIP problems are quite different from general integer programming problems
because of the difference in the nature of the decisions involved. Like linear programming
problems, general integer programming problems involve how-much decisions, but where
these decisions make sense only if they have integer values. For example, the TBA Airlines
problem presented in Section 3.2 is a general integer programming problem because it is
243

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244  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions

essentially a linear programming problem except that its how-much decisions (how many
small airplanes and how many large airplanes to purchase) only make sense if they have inte-
ger values. By contrast, pure BIP problems involve yes-or-no decisions instead of how-much
decisions. Mixed BIP problems involve both types of decisions.
The first four sections of the chapter present a variety of examples of pure BIP problems.
Section 7.5 provides an example of a mixed BIP problem. For clarity, all of these examples
have been kept quite small, so sometimes they could be solved by simply enumerating and
evaluating the options individually without even needing BIP. However, they are illustrative
of the sometimes vastly larger problems that often arise in practice and require the use of BIP.
The preceding chapters already have focused on problems involving how-much decisions
and how such techniques as linear programming or integer programming can be used to a­ nalyze
these problems. Therefore, this chapter will be devoted instead to problems involving yes-or-no
decisions and how BIP models can be used to analyze this special category of problems.
BIP problems arise with considerable frequency in a wide variety of applications. To illus-
trate this, we begin with a case study and then present some more examples in the subsequent
sections. One of the supplements to this chapter at www.mhhe.com/Hillier6e also provides
additional formulation examples for BIP problems.
You will see throughout this chapter that BIP problems can be formulated on a spreadsheet
just as readily as linear programming problems. The Solver also can solve BIP problems of
modest size. You normally will have no problem solving the small BIP problems found in
this book, but Solver may fail on somewhat larger problems. To provide some perspective on
this issue, we include another supplement at www.mhhe.com/Hillier6e that is entitled Some
Perspectives on Solving Binary Integer Programming Problems. The algorithms available for
solving BIP problems (including the one used by Solver) are not nearly as efficient as those
for linear programming, so this supplement discusses some of the difficulties and pitfalls
involved in solving large BIP problems. One option with any large problem that fits linear
programming except that it has decision variables that are restricted to integer values (but
not necessarily just 0 and 1) is to ignore the integer constraints and then to round the solution
obtained to integer values. This is a reasonable option in some cases but not in others. The
supplement emphasizes that this is a particularly dangerous shortcut with BIP problems.

7.1 A CASE STUDY: THE CALIFORNIA MANUFACTURING CO. PROBLEM

The top management of the California Manufacturing Company wants to develop a plan for
the expansion of the company. Therefore, a management science study will be conducted
to help guide the decisions that need to be made. The president of the company, Armando
Ortega, is about to meet with the company’s top management scientist, Steve Chan, to discuss
the study that management wants done. Let’s eavesdrop on this meeting.
Armando Ortega (president): OK, Steve, here is the situation. With our growing business,
we are strongly considering building a new factory. Maybe even two. The factory needs to be
close to a large, skilled labor force, so we are looking at Los Angeles and San Francisco as
the potential sites. We also are considering building one new warehouse. Not more than one.
This warehouse would make sense in saving shipping costs only if it is in the same city as a
new factory. Either Los Angeles or San Francisco. If we decide not to build a new factory at
all, we definitely don’t want the warehouse either. Is this clear, so far?
Steve Chan (management scientist): Yes, Armando, I understand, What are your criteria
for making these decisions?
Armando Ortega: Well, all the other members of top management have joined me in addressing
this issue. We have concluded that these two potential sites are very comparable on nonfinancial
grounds. Therefore, we feel that these decisions should be based mainly on financial consider-
ations. We have $10 million of capital available for this expansion and we want it to go as far as
possible in improving our bottom line. Which feasible combination of investments in factories
and warehouses in which locations will be most profitable for the company in the long run?
In your language, we want to maximize the total net present value of these investments.

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An Application Vignette
With headquarters in Houston, Texas, Waste Management, Inc.
(a Fortune 100 company), is the leading provider of comprehen-
sive waste-management services in North America. Its network
of operations includes hundreds of active landfill disposal sites,
recycling plants, transfer stations, and collection operations
(depots) to provide services to over 25 million residential com-
mercial customers throughout the United States and Canada.
The company’s collection-and-transfer vehicles need to fol-
low tens of thousands of daily routes. With an annual operat-
ing cost of approximately $120,000 per vehicle, management
wanted to have a comprehensive route-management system
that would make every route as profitable and efficient as pos-
sible. Therefore, a management science team that included a
number of consultants was formed to attack this problem.
The heart of the route-management system developed by this
team is a huge mixed BIP model that optimizes the routes assigned
to the respective collection-and-transfer vehicles. Although the
objective function takes several factors into account, the primary
goal is the minimization of total travel time. The main decision vari-
ables are binary variables that equal 1 if the route assigned to a
particular vehicle includes a particular possible leg and that equal
0 otherwise. A geographical information system (GIS) provides the
data about the distance and time required to go between any two
points. All of this is imbedded within a Web-based Java application
that is integrated with the company’s other systems.
It is estimated that the implementation of this comprehen-
sive route-management system increased the company’s cash
flow by $648 million over a five-year period, largely because of
savings of $498 million in operational expenses over this same
period. It also is providing better customer service.
Source: S. Sahoo, S. Kim, B.-I. Kim, B. Krass, and A. Popov, Jr.,
“Routing Optimization for Waste Management,” Interfaces 35, no. 1
(January–February 2005), pp. 24–36. (A link to this article is provided
at www.mhhe.com/Hillier6e.)

What is the most profit-
able combination of
investments?
Steve Chan: That’s very clear. It sounds like a classical management science problem.
Armando Ortega: That’s why I called you in, Steve. I would like you to conduct a quick
management science study to determine the most profitable combination of investments.
I also would like you to take a look at the amount of capital being made available and
its effect on how much profit we can get from these investments. The decision to make
$10 million available is only a tentative one. That amount is stretching us, because we now
are investigating some other interesting project proposals that would require quite a bit of
capital, so we would prefer to use less than $10 million on these particular investments if
the last few million don’t buy us much. On the other hand, this expansion into either Los
Angeles or San Francisco, or maybe both of these key cities, is our number one priority. It
will have a real positive impact on the future of this company. So we are willing to go out
and raise some more capital if it would give us a lot of bang for the buck. Therefore, we
also would like you to do some what-if analysis to tell us what the effect would be if we
were to change the amount of capital being made available to anything between $5 million
and $15 million.
Steve Chan: Sure, Armando, we do that kind of what-if analysis all the time. We refer to
it as sensitivity analysis because it involves checking how sensitive the outcome is to the
amount of capital being made available.
Armando Ortega: Good. Now, Steve, I need your input within the next couple weeks.
Can you do it?
Steve Chan: Well, Armando, as usual, the one question is whether we can gather all the
necessary data that quickly. We’ll need to get good estimates of the net present value of each
of the possible investments. I’ll need a lot of help in digging out that information.
Armando Ortega: I thought you would say that. I already have my staff working hard on
developing those estimates. I can get you together with them this afternoon.
Steve Chan: Great. I’ll get right on it.

Background
The California Manufacturing Company is a diversified company with several factories
and warehouses throughout California, but none yet in Los Angeles or San Francisco. Because
the company is enjoying increasing sales and earnings, management feels that the time may
be ripe to expand into one or both of those prime locations. A basic issue is whether to build
a new factory in either Los Angeles or San Francisco, or perhaps even in both cities. Manage-
ment also is considering building at most one new warehouse, but will restrict the choice of
location to a city where a new factory is being built.
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246  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions

TABLE 7.1 Capital

Data for the California
Decision Yes-or-No Decision Net Present Required
Manufacturing Co.
Number Question Variable Value (Millions) (Millions)
Problem
1 Build a factory in Los Angeles? x1 $8 $6
2 Build a factory in San Francisco? x2 5 3
3 Build a warehouse in Los Angeles? x3 6 5
4 Build a warehouse in San Francisco? x4 4 2
Capital available: $10 million

The decisions to be made are listed in the second column of Table 7.1 in the form of yes-
or-no questions. In each case, giving an answer of yes to the question corresponds to the
decision to make the investment to build the indicated facility (a factory or a warehouse) in
the indicated location (Los Angeles or San Francisco). The capital required for the investment
is given in the rightmost column, where management has made the tentative decision that
the total amount of capital being made available for all the investments is $10 million. (Note
that this amount is inadequate for some of the combinations of investments.) The fourth col-
umn shows the estimated net present value (net long-run profit considering the time value of
money) if the corresponding investment is made. (The net present value is 0 if the investment
is not made.) Much of the work of Steve Chan’s management science study (with substantial
help from the president’s staff) goes into developing these estimates of the net present values.
As specified by the company’s president, Armando Ortega, the objective now is to find the
feasible combination of investments that maximizes the total net present value.

Introducing Binary Decision Variables for the Yes-or-No Decisions

As summarized in the second column of Table 7.1, the problem facing management is to make
four interrelated yes-or-no decisions. To formulate a mathematical model for this problem,
Steve Chan needs to introduce a decision variable for each of these decisions. Since each deci-
sion has just two alternatives, choose yes or choose no, the corresponding decision variable
only needs to have two values (one for each alternative). Therefore, Steve uses a binary vari-
able, whose only possible values are 0 and 1, where 1 corresponds to the decision to choose yes
and 0 corresponds to choosing no.
These decision variables are shown in the second column of Table 7.2. The final two col-
umns give the interpretation of a value of 1 and 0, respectively.

Dealing with Interrelationships between the Decisions

Recall that management wants no more than one new warehouse to be built. In terms of the
corresponding decision variables, x3 and x4, this means that no more than one of these vari-
ables is allowed to have the value 1. Therefore, these variables must satisfy the constraint
​​x​  3​​ + x​ ​  4​​ ≤ 1​
as part of the mathematical model for the problem.
These two alternatives (build a warehouse in Los Angeles or build a warehouse in San
Francisco) are referred to as mutually exclusive alternatives because choosing one of
these alternatives excludes choosing the other. Groups of two or more mutually exclusive

TABLE 7.2 Binary Decision Variables for the California Manufacturing Co. Problem

Decision Decision Possible Interpretation Interpretation

Number Variable
1 x1
2 x2
3 x3
4 x4
Value of a Value of 1 of a Value of 0
0 or 1 Build a factory in Los Angeles Do not build this factory
0 or 1 Build a factory in San Francisco Do not build this factory
0 or 1 Build a warehouse in Los Angeles Do not build this warehouse
0 or 1 Build a warehouse in San Francisco Do not build this warehouse

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With a group of mutually
exclusive alternatives, only
one of the corresponding
binary decision variables
can equal 1.
One yes-or-no decision is
contingent on another yes-
or-no decision if the first
one is allowed to be yes
only if the other one is yes.
Excel Tip: Beware that
rounding errors can occur
with Excel. Therefore, even
when you add a constraint
that a changing cell has to
be binary, Excel occasion-
ally will return a noninteger
value very close to an
integer (e.g., 1.23E-10,
meaning 0.000000000123).
When this happens, you
can replace the noninteger
value with the proper
integer value.
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7.1  A Case Study: The California Manufacturing Co. Problem   247
alternatives arise commonly in BIP problems. For each such group where at most one of the
alternatives can be chosen, the constraint on the corresponding binary decision variables has
the form shown above, namely, the sum of these variables must be less than or equal to 1.
For some groups of mutually exclusive alternatives, management will exclude the possibility
of choosing none of the alternatives, in which case the constraint will set the sum of the cor-
responding binary decision variables equal to 1.
The California Manufacturing Co. problem also has another important kind of restriction.
Management will allow a warehouse to be built in a particular city only if a factory also is
being built in that city. For example, consider the situation for Los Angeles (LA).
If decide no, do not build a factory in LA (i.e., if choose x1 = 0),
then cannot build a warehouse in LA (i.e., must choose x3 = 0).
If decide yes, do build a factory in LA (i.e., if choose x1 = 1),
then can either build a warehouse in LA or not (i.e., can choose either x3 = 1 or 0).
How can these interrelationships between the factory and warehouse decisions for LA be
expressed in a constraint for a mathematical model? The key is to note that, for either value of
x1, the permissible value or values of x3 are less than or equal to x1. Since x1 and x3 are binary
variables, the constraint
​​x​  3​​ ≤ ​x​  1​​​
forces x3 to take on a permissible value given the value of x1.
Exactly the same reasoning leads to
​​x​  4​​ ≤ ​x​  2​​​
as the corresponding constraint for San Francisco. Just as for Los Angeles, this constraint forces
having no warehouse in San Francisco (x4 = 0) if a factory will not be built there (x2 = 0),
whereas going ahead with the factory there (x2 = 1) leaves open the decision to build the ware-
house there (x4 = 0 or 1).
For either city, the warehouse decision is referred to as a contingent decision, because
the decision depends on a prior decision regarding whether to build a factory there. In general,
one yes-or-no decision is said to be contingent on another yes-or-no decision if it is allowed to
be yes only if the other is yes. As above, the mathematical constraint expressing this relation-
ship requires that the binary variable for the former decision must be less than or equal to the
binary variable for the latter decision.
The rightmost column of Table 7.1 reveals one more interrelationship between the four
decisions, namely, that the amount of capital expended on the four facilities under consider-
ation cannot exceed the amount available ($10 million). Therefore, the model needs to include
a constraint that requires
​Capital expended ≤ $10 million​
How can the amount of capital expended be expressed in terms of the four binary decision
variables? To start this process, consider the first yes-or-no decision (build a factory in Los
Angeles?). Combining the information in the rightmost column of Table 7.1 and the first row
of Table 7.2,
{
$6 million   if x​ ​  1​​ = 1
Capital expended on factory in Los Angeles = ​​   
​​​ ​  ​  ​​​
      
​​​ ​  ​  0 if x​ ​  1 ​​
​​ = 0​
​ = $6 million times ​x​  1​​
By the same reasoning, the amount of capital expended on the other three investment opportu-
nities (in units of millions of dollars) is 3x2, 5x3, and 2x4, respectively. Consequently,
​​Capital expended = 6​x​  1​​ + 3​x​  2​​ + 5​x​  3​​ + 2​x​  4​​​  (in millions of dollars)​​
Therefore, the constraint becomes
​6​x​  1​​ + 3​x​  2​​ + 5​x​  3​​ + 2​x​  4​​  ≤ 10​
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248  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions
Excel Tip: In the Solver
Options, the Integer
Optimality (%) setting
(1 ­percent by default)
causes Solver to stop solv-
ing an integer programming
problem when it finds a fea-
sible solution whose objec-
tive function value is within
the specified percentage of
being optimal. (In ­Analytic
Solver, this option is called
Integer Tolerance and is
found in the Engine tab
of the Model pane.) This
is useful for very large
BIP problems since it may
enable finding a near-
optimal solution when
finding an optimal solution
in a reasonable period of
time is not possible. For
smaller problems (e.g., all
the problems in this book),
this option should be set to
0 to guarantee finding an
optimal solution.
Note how helpful the range
names are for interpreting
this BIP spreadsheet model.
Solver’s sensitivity report
is not available for integer
programming problems.
Trial-and-error and/or a
parameter analysis report
can be used to perform
what-if analysis for integer
programming problems.
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The BIP Model
As indicated by Armando Ortega in his conversation with Steve Chan, management’s objec-
tive is to find the feasible combination of investments that maximizes the total net present
value of these investments. Thus, the value of the objective function should be
​NPV = Total net present value​
If the investment is made to build a particular facility (so that the corresponding decision
variable has a value of 1), the estimated net present value from that investment is given in the
fourth column of Table 7.1. If the investment is not made (so the decision variable equals 0),
the net present value is 0. Therefore, continuing to use units of millions of dollars,
​NPV = 8​x​  1​​ + 5​x​  2​​ + 6​x​  3​​ + 4​x​  4​​​
is the quantity to enter into the objective cell to be maximized.
Incorporating the constraints developed in the preceding subsection, the complete BIP
model then is shown in Figure 7.1. The format is basically the same as for linear programming
models. The one key difference arises when using Solver. Each of the decision variables (cells
C18:D18 and C16:D16) is constrained to be binary. In Excel’s Solver, this is accomplished
in the Add Constraint dialog box by choosing each range of changing cells as the left-hand
side and then choosing bin from the pop-up menu. In Analytic Solver, this is accomplished by
selecting each range of changing cells, and then under the Constraints menu on the Analytic
Solver ribbon, choose Binary in the Variable Type>Bound submenu. The other constraints
shown in Solver (see the lower left-hand side of Figure 7.1) have been made quite intuitive
by using the suggestive range names given in the lower right-hand side of the figure. For con-
venience, the equations entered into the output cells in E12 and D20 use a SUMPRODUCT
function that includes C17:D17 and either C11:D11 or C5:D5 because the blanks or ≤ signs
in these rows are interpreted as zeroes by Solver.
Solver gives the optimal solution shown in C18:D18 and C16:D16 of the spreadsheet,
namely, build factories in both Los Angeles and San Francisco, but do not build any ware-
houses. The objective cell (D20) indicates that the total net present value from building these
two factories is estimated to be $13 million.
Performing What-If Analysis
Now that Steve Chan has used the BIP model to determine what should be done when the
amount of capital being made available to these investments is $10 million, his next task is to
perform what-if analysis on this amount. Recall that Armando Ortega wants him to determine
what the effect would be if this amount were changed to anything else between $5 million and
$15 million.
In Chapter 5, we described three different methods of performing what-if analysis on a
linear programming spreadsheet model when there is a change in a constraint: using trial
and error with the spreadsheet, generating a parameter analysis report, or referring to Solv-
er’s sensitivity report. The first two of these can be used on integer programming problems
in exactly the same way as for linear programming problems. The third method, however,
does not work. The sensitivity report is not available for integer programming problems.
This is because the concept of a shadow price and allowable range no longer applies. In
contrast to linear programming, the objective function values for an integer programming
problem do not change in a predictable manner when the right-hand side of a constraint is
changed.
It is straightforward to determine the impact of changing the amount of available capital by
trial and error. Simply try different values in the data cell CapitalAvailable (G12) and re-solve
with Solver. However, a more systematic way to perform this analysis is to generate a param-
eter analysis report using Analytic Solver. The parameter analysis report works for integer
programming models in exactly the same way as it does for linear programming models (as
described in Section 5.3 in the subsection entitled Using a Parameter Analysis Report Gener-
ated by Analytic Solver to Do Sensitivity Analysis Systematically).
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7.1  A Case Study: The California Manufacturing Co. Problem   249

FIGURE 7.1 A B C D E F G
A spreadsheet formulation
of the BIP model for
1 California Manufacturing Co. Facility Location Problem
the California Manufac- 2
turing Co. case study 3 NPV ($millions) LA SF
where the changing cells 4 Warehouse 6 4
BuildFactory? (C18:D18)
5
and BuildWarehouse?
(C16:D16) give the 6 Factory 8 5
optimal solution obtained 7
by Solver. 8 Capital Required
9 ($millions) LA SF
10 Warehouse 5 2 Capital Capital
11 Spent Available
12 Factory 6 3 9 <= 10
13
14 Total Maximum
15 Build? LA SF Warehouses Warehouses
16 Warehouse 0 0 0 <= 1
17 <= <=
18 Factory 1 1
19
20 Total NPV ($millions) $13

Solver Parameters E
Set Objective Cell: TotalNPV
To: Max 10 Capital
By Changing Variable Cells: 11 Spent
BuildWarehouse?, BuildFactory?
Subject to the Constraints: 12 = SUMPRODUCT(CapitalRequired,Build?)
BuildFactory? = binary 13
BuildWarehouse? = binary
BuildWarehouse? <= BuildFactory? 14 Total
CapitalSpent <= CapitalAvailable
15 Warehouses
TotalWarehouses <= MaxWarehouses
16 = SUM(BuildWarehouse?)
Solver Options:
Make Variables Nonnegative
Solving Method: Simplex LP Range Name Cells

Build? C16:D18
BuildWarehouse? C16:D16
BuildFactory? C18:D18
CapitalAvailable G12
CapitalRequired C10:D12
CapitalSpent E12
MaxWarehouses G16
NPV C4:D6
TotalNPV D20
TotalWarehouses E16

C D
20 Total NPV ($millions) =SUMPRODUCT(NPV,Build?)

After defining CapitalAvailable (G12) as a parameter cell with values ranging from 5 to 15
($millions), the parameter analysis report shown in Figure 7.2 was generated by executing the
series of steps outlined in Section 5.3. Note how Figure 7.2 shows the effect on the optimal
solution and the resulting total net present value of varying the amount of capital being made
available.

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250  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions

FIGURE 7.2 A B C D E F
The parameter analysis 1 CapitalAvailable BuildWarehouseLA? BuildWarehouseSF? BuildFactoryLA? BuildFactorySF? TotalINPV
2 5 0 1 0 1 9
report generated by 3 6 0 1 0 1 9
Analytic Solver that 4 7 0 1 0 1 9
shows the effect on the 5 8 0 1 0 1 9
optimal solution and the 6 9 0 0 1 1 13
7 10 0 0 1 1 13
resulting total net present 8 11 0 1 1 1 17
value of systematically 9 12 0 1 1 1 17
varying the amount of 10 13 0 1 1 1 17
capital being made avail- 11 14 1 0 1 1 19
12 15 1 0 1 1 19
able for these investments.

What-if analysis also could be performed on any of the other data cells—NPV (C4:D6),
CapitalRequired (C10:D12), and MaxWarehouses (G16)—in a similar way with a parameter
analysis report (or by using trial and error with the spreadsheet). However, a careful job was
done in developing good estimates of the net present value of each of the possible invest-
ments, and there is little uncertainty in the values entered in the other data cells, so Steve
Chan decides that further what-if analysis is not needed.

Management’s Conclusion
Steve Chan’s report is delivered to Armando Ortega within the two-week deadline. The report
recommends the plan presented in Figure 7.1 (build a factory in both Los Angeles and San
Francisco but no warehouses) if management decides to stick with its tentative decision to make
$10 million of capital available for these investments. One advantage of this plan is that it only
uses $9 million of this capital, which frees up $1 million of capital for other project proposals
currently being investigated. The report also highlights the results shown in F ­ igure 7.2 while
emphasizing two points. One is that a heavy penalty would be paid (a reduction in the total net
present value from $13 million to $9 million) if the amount of capital being made available
were to be reduced below $9 million. The other is that increasing the amount of capital being
made available by just $1 million (from $10 million to $11 million) would enable a substantial
increase of $4 million in the total net present value (from $13 million to $17 million). However,
a much larger further increase in the amount of capital being made available (from $11 million
to $14 million) would be needed to enable a considerably smaller further increase in the total net
present value (from $17 million to $19 million).
Armando Ortega deliberates with other members of top management before making a
decision. It is quickly concluded that increasing the amount of capital being made available all
the way up to $14 million would be stretching the company’s financial resources too danger-
ously to justify the relatively small payoff. However, there is considerable discussion of the
pros and cons of the two options of using either $9 million or $11 million of capital. Because
of the large payoff from the latter option (an additional $4 million in total net present value),
management finally decides to adopt the plan presented in row 8 of Figure 7.2. Thus, the
company will build new factories in both Los Angeles and San Francisco as well as a new
warehouse in San Francisco, with an estimated total net present value of $17 million. How-
ever, because of the large capital requirements of this plan, management also decides to defer
building the warehouse until the two factories are completed so that their profits can help
finance the construction of the warehouse.

Review 1. What are the four interrelated decisions that need to be made by the management of the
Questions ­California Manufacturing Co.?
2. Why are binary decision variables appropriate to represent these decisions?
3. What is the objective specified by management for this problem?
4. What are the mutually exclusive alternatives in this problem? What is the form of the resulting
constraint in the BIP model?
5. What are the contingent decisions in this problem? For each one, what is the form of the
resulting constraint in the BIP model?
6. What is the tentative managerial decision on which what-if analysis needs to be performed?

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7.2  Using BIP for Project Selection: The Tazer Corp. Problem   251

7.2 USING BIP FOR PROJECT SELECTION: THE TAZER CORP. PROBLEM
The California Manufacturing Co. case study focused on four proposed projects: (1) build
a factory in Los Angeles, (2) build a factory in San Francisco, (3) build a warehouse in Los
Angeles, and (4) build a warehouse in San Francisco. Management needed to make yes-or-no
decisions about which of these projects to select. This is typical of many applications of BIP.
However, the nature of the projects may vary considerably from one application to the next.
Instead of the proposed construction projects in the case study, our next example involves the
selection of research and development projects.
This example is adapted from both Case 3-7 and its continuation in Section 13.8, but all the
relevant information is repeated below.

The Tazer Corp. Problem

The objective is to choose
the projects that will maxi-
mize the expected profit
while satisfying the budget
constraint.
Tazer Corp., a pharmaceutical manufacturing company, is beginning the search for a new
breakthrough drug. The following five potential research and development projects have been
identified for attempting to develop such a drug.
Project Up: Develop a more effective antidepressant that does not cause serious
mood swings.
Project Stable: Develop a drug that addresses manic depression.
Project Choice: Develop a less intrusive birth control method for women.
Project Hope: Develop a vaccine to prevent HIV infection.
Project Release: Develop a more effective drug to lower blood pressure.
In contrast to Case 3-7, Tazer management now has concluded that the company cannot
devote enough money to research and development to undertake all of these projects. Only
$1.2 billion is available, which will be enough for only two or three of the projects. The first row
of Table 7.3 shows the amount needed (in millions of dollars) for each of these projects, where
the footnote points out the budget constraint that only $1.2 billion is available. The second row
estimates each project’s probability of being successful. If a project is successful, it is estimated
that the resulting drug would generate the revenue shown in the third row. Thus, the expected
revenue (in the statistical sense) from a potential drug is the product of its numbers in the second
and third rows, whereas its expected profit is this expected revenue minus the investment given
in the first row. These expected profits are shown in the bottom row of Table 7.3.
Tazer management now wants to determine which of these projects should be undertaken
to maximize their expected total profit.

Formulation with Binary Variables

Because the decision for each of the five proposed research and development projects is a yes-
or-no decision, the corresponding decision variables are binary variables. Thus, the decision
variable for each project has the following interpretation.

{0, if reject the project

1, if approve the project
​​Decision Variable​  =​  ​​    
​​​ ​   ​​​​​

Let x1, x2, x3, x4, and x5 denote the decision variables for the respective projects in the order in
which they are listed in Table 7.3.

TABLE 7.3 Project

Data for the Tazer
Project Selection 1 (Up) 2 (Stable) 3 (Choice) 4 (Hope) 5 (Release)
Problem R&D investment ($million)* 400 300 600 500 200
Success rate 50% 35% 35% 20% 45%
Revenue if successful ($million) 1,400 1,200 2,200 3,000 600
Expected profit ($million) 300 120 170 100 70

* Only $1.2 billion is available for R&D investment.

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An Application Vignette
The Midcontinent Independent System Operator, Inc. (MISO)
is a nonprofit organization formed in 1998 (and renamed in
2013) to administer the generation and transmission of electric-
ity throughout the midwestern United States. It serves approxi-
mately 40 million customers (both individuals and businesses)
through its control of approximately 60,000 miles of high-
voltage transmission lines and more than 1,000 power plants
capable of generating massive amounts of of electricity. This
infrastructure spans many midwestern and southern states plus
the Canadian province of Manitoba.
The key mission of any regional transmission organization
is to reliably and efficiently provide the electricity needed by its
customers. MISO transformed the way this was done by using
mixed binary integer programming to minimize the total cost
of providing the needed electricity. Each main binary variable
in the model represents a yes-or-no decision about whether
a particular power plant should be on during a particular time
period. After solving this model, the results are then fed into a
linear programming model to set electricity output levels and
establish prices for electricity trades.
The mixed BIP model is a massive one which began with
about 3,300,000 continuous variables, 450,000 binary vari-
ables, and 3,900,000 functional constraints. A special tech-
nique (Lagrangian relaxation) is used to solve such a huge
model.
This innovative application of management science yielded
savings of approximately $2.5 billion over the four years from
2007 to 2010, with an additional savings of about $7 billion
expected through 2020. These dramatic results led to MISO
winning the prestigious first prize in the 2011 international com-
petition for the Franz Edelman Award for Achievement in Oper-
ations Research and the Management Sciences.
Source: B. Carlson and 12 co-authors, “MISO Unlocks Billions in Savings
through the Application of Operations Research for Energy and Ancillary
Services Markets,” Interfaces 42, no. 1 (January–February 2012), pp. 58–73.
(A link to this article is provided at www.mhhe.com/Hillier6e.)

If a project is rejected, there is neither any profit nor any loss, whereas the expected profit
if a project is approved is given in the bottom row of Table 7.3. Therefore, when using units of
millions of dollars, the expected total profit is

​P = 300​x​  1​​ + 120​x​  2​​ + 170​x​  3​​ + 100​x​  4​​ + 70​x​  5​​​

The objective is to select the projects to approve that will maximize this expected total profit
while satisfying the budget constraint.
Other than requiring the decision variables to be binary, the budget constraint limiting the
total investment to no more than $1.2 billion is the only constraint that has been imposed by
Tazer management on the selection of these research and development projects.
Referring to the first row of Table 7.3, this constraint can be expressed in terms of the deci-
sion variables as

​400​x​  1​​ + 300​x​  2​​ + 600​x​  3​​ + 500​x​  4​​ + 200​x​  5​​ ≤ 1,200​

With this background, the stage now is set for formulating a BIP spreadsheet model for this
problem.

A BIP Spreadsheet Model for the Tazer Problem

Figure 7.3 shows a BIP spreadsheet model for this problem. The data in Table 7.3 have been
transferred into cells C5:G8. The changing cells are DoProject? (C10:G10) and the objective
cell is TotalExpectedProfit (H8). The one functional constraint is depicted in cells H5:J5. In
addition, the changing cells DoProject? are constrained to be binary, as shown in the Solver
Parameters box.
The changing cells DoProject? (C10:G10) in Figure 7.3 show the optimal solution that has
been obtained by Solver, namely,
Choose Project Up, Project Choice, and Project Release.
The objective cell indicates that the resulting total expected profit is $540 million.

Review 1. How are binary variables used to represent managerial decisions on which projects from a
Questions group of proposed projects should be selected for approval?
2. What types of projects are under consideration in the Tazer Corp. problem?
3. What is the objective for this problem?
252

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7.3  Using BIP for The Selection of Sites for Emergency Services Facilities: The Caliente City Problem    253

FIGURE 7.3
A spreadsheet formulation of the BIP model for the Tazer Corp. project selection problem where the changing cells DoProject?
(C10:G10) give the optimal solution obtained by Solver.
A B C D E F G H I J
1 Tazer Corp. Project Selection Problem
2
3
4 Up Stable Choice Hope Release Total Budget
5 R&D Investment ($million) 400 300 600 500 200 1,200 <= 1,200
6 Success Rate 50% 35% 35% 20% 45%
7 Revenue If Successful ($million) 1,400 1,200 2,200 3,000 600
8 Expected Profit ($million) 300 120 170 100 70 540
9
10 Do Project? 1 0 1 0 1

B C D E F G
8 Expected Profit ($million) =C7*C6-C5 =D7*D6-D5 =E7*E6-E5 =F7*F6-F5 =G7*G6-G5

Range Name Cells

Budget J5
DoProject? C10:G10
ExpectedProfit C8:G8 H
RandDInvestment C5:G5 4 Total
Revenue C7:G7 5 =SUMPRODUCT(RandDInvestment,DoProject?)
SuccessRate C6:G6 6
TotalExpectedProfit H8 7
TotalRandD H5 8 =SUMPRODUCT(ExpectedProfit,DoProject?)

Solver Parameters
Set Objective Cell: TotalExpectedProfit
To: Max
By Changing Variable Cells:
DoProject?
Subject to the Constraints:
DoProject? = binary
TotalRandD <= Budget

Solver Options:
Make Variables Nonnegative
Solving Method: Simplex LP

7.3 USING BIP FOR THE SELECTION OF SITES FOR EMERGENCY

SERVICES FACILITIES: THE CALIENTE CITY PROBLEM
Although the problem encountered in the California Manufacturing Co. case study can be
described as a project selection problem (as was done at the beginning of the preceding sec-
tion), it could just as well have been called a site selection problem. Recall that the company’s
management needed to select a site (Los Angeles or San Francisco) for its new factory as
well as for its possible new warehouse. For either of the possible sites for the new factory (or
the warehouse), there is a yes-or-no decision for whether that site should be selected, so it
becomes natural to represent each such decision by a binary decision variable.
Various kinds of site selection problems are one of the most common types of applications
of BIP. The kinds of facilities for which sites need to be selected can be of any type. In some
cases, several sites are to be selected for several facilities of a particular type, whereas only a
single site is to be selected in other cases.

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254  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions

We will focus here on the selection of sites for emergency services facilities. These facili-
ties might be fire stations, police stations, ambulance centers, and so forth. In any of these
cases, the overriding concern commonly is to provide facilities close enough to each part of
the area being served that the response time to an emergency anywhere in the area will be suf-
ficiently small. The form of the BIP model then will be basically the same regardless of the
specific type of emergency services being considered.
To illustrate, let us consider an example where sites are being selected for fire stations. For
simplicity, this example will divide the area being served into only eight tracts instead of the
many dozens or hundreds that would be typical in real applications.

The Caliente City Problem

Caliente City is located in a particularly warm and arid part of the United States, so it is
especially prone to the occurrence of fires. The city has become a popular place for senior
citizens to move to after retirement, so it has been growing rapidly and spreading well beyond
its original borders. However, the city still has only one fire station, located in the congested
center of the original town site. The result has been some long delays in fire trucks reaching
fires in the outer parts of the city, causing much more damage than would have occurred with
a prompt response. The city’s residents are very unhappy about this, so the city council has
directed the city manager to develop a plan for locating multiple fire stations throughout the
city (including perhaps moving the current fire station) that would greatly reduce the response
time to any fire. In particular, the city council has adopted the following policy about the
maximum acceptable response time for fire trucks to reach a fire anywhere in the city after
being notified about the fire.
​Response time ≤ 10 minutes​
Having had a management science course in college, the city manager recognizes that BIP
provides her with a powerful tool for analyzing this problem. To get started, she divides the
city into eight tracts and then gathers data on the estimated response time for a fire in each
tract from a potential fire station in each of the eight tracts. These data are shown in Table 7.4.
For example, if a decision were to be made to locate a fire station in tract 1 and if that fire sta-
tion were to be used to respond to a fire in any of the tracts, the second column of Table 7.4
shows what the (estimated) response time would be. (Since the response time would exceed 10
­minutes for a fire in tracts 3, 5, 6, 7, or 8, a fire station actually would need to be located nearer
to each of these tracts to satisfy the city council’s new policy.) The bottom row of Table 7.4
shows what the cost would be of acquiring the land and constructing a fire station in any of the
eight tracts. (The cost is far less for tract 5 because the current fire station already is there so
only a modest renovation is needed if the decision is made to retain a fire station there.)
The objective is to
minimize the total cost of The objective now is to determine which tracts should receive a fire station to minimize the
ensuring a response time of total cost of the stations while ensuring that each tract has at least one station close enough to
no more than 10 minutes. respond to a fire in no more than 10 minutes.

TABLE 7.4 Response Time and Cost Data for the Caliente City Problem

Fire Station in Tract

1 2 3 4 5 6 7 8
Response 1 2 8 18 9 23 22 16 28
times 2 9 3 10 12 16 14 21 25
(minutes) 3 17 8 4 20 21 8 22 17
for a fire 4 10 13 19 2 18 21 6 12
in tract 5 21 12 16 13 5 11 9 12
6 25 15 7 21 15 3 14 8
7 14 22 18 7 13 15 2 9
8 30 24 15 14 17 9 8 3
Cost of station 350 250 450 300 50 400 300 200
($thousands)

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This constraint ensures that
the response time for a fire
in tract 1 will be no more
than 10 minutes.
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7.3  Using BIP for The Selection of Sites for Emergency Services Facilities: The Caliente City Problem    255
Formulation with Binary Variables
For each of the eight tracts, there is a yes-or-no decision as to whether that tract should receive
a fire station. Therefore, we let x1, x2, . . . , x8 denote the corresponding binary decision vari-
ables, where
{​​​0,​  if not
1, if tract j is selected to receive a fire station
​​x​  j​​ = ​​      ​​​​
for j = 1, 2, . . . , 8.
Since the objective is to minimize the total cost of the fire stations that will satisfy the city
council’s new policy on response times, the total cost needs to be expressed in terms of these
decision variables. Using units of thousands of dollars while referring to the bottom row of
Table 7.4, the total cost is
​C = 350​x​  1​​ + 250​x​  2​​ + 450​x​  3​​ + 300​x​  4​​ + 50​x​  5​​ + 400​x​  6​​ + 300​x​  7​​ + 200​x​  8​​​
We also need to formulate constraints in terms of these decision variables that will ensure
that no response times exceed 10 minutes. For example, consider tract 1. When a fire occurs
there, the row for tract 1 in Table 7.4 indicates that the only tracts close enough that a fire
station would provide a response time not exceeding 10 minutes are tract 1 itself, tract 2, and
tract 4. Thus, at least one of these three tracts needs to have a fire station. This requirement is
expressed in the constraint
​​x​  1​​ + ​x​  2​​ + ​x​  4​​ ≥ 1​
Incidentally, this constraint is called a set covering constraint because it covers the
requirement of having a fire station located in at least one member of the set of tracts (tracts
1, 2, and 4) that are within 10 minutes of tract 1. In general, any constraint where a sum of
binary variables is required to be greater than or equal to one is referred to as a set covering
constraint.
Applying the above reasoning for tract 1 to all the tracts leads to the following constraints.
Tract 1: ​x​  1​​ +​x​  2​​ ​ +​x​  4​​ ​ ​ ​ ​ ≥ 1
Tract 2: ​x​  1​​ +​x​  2​​ +​x​  3​​ ​ ​ ​ ​ ​ ≥ 1
Tract 3: ​ ​x​  2​​ +​x​  3​​ ​ ​ +​x​  6​​ ​ ​ ≥ 1
Tract 4: ​x​  1​​ ​ ​ +​x​  4​​ ​ ​ +​x​  7​​ ​ ≥ 1
​​ ​  ​  ​  ​  ​  ​  ​  ​  ​  ​  ​  ​  ​  ​  ​  ​  ​  ​  ​  ​  ​  ​​​
Tract 5: ​ ​ ​ ​ +​x​  5​​ ​ +​x​  7​​ ​ ≥ 1
Tract 6: ​ ​ ​x​  3​​ ​ +​x​  6​​ ​ +​x​  8​​ ≥ 1
Tract 7: ​ ​ ​ ​x​  4​​ ​ ​ +​x​  7​​ +​x​  8​​ ≥ 1
Tract 8: ​ ​ ​ ​ ​ +​x​  6​​ +​x​  7​​ +​x​  8​​ ≥ 1
These set covering constraints (along with requiring the variables to be binary) are all that is
needed to ensure that each tract has at least one fire station close enough to respond to a fire
in no more than 10 minutes.
This type of BIP model (minimizing total cost where all the functional constraints are
set covering constraints) is called a set covering problem. Such problems arise fairly fre-
quently. In fact, you will see another example of a set covering problem in Section 7.4.
Having identified the nature of the constraints for the Caliente City problem, it now is
fairly straightforward to formulate its BIP spreadsheet model.
A BIP Spreadsheet Model for the Caliente City Problem
Figure 7.4 shows a BIP spreadsheet model for this problem. The data cells ResponseTime
(D5:K12) show all the response times given in Table 7.4 and CostOfStation (D14:K14) pro-
vides the cost data from the bottom row of this table. There is a yes-or-no decision for each tract
as to whether a fire station should be located there, so the changing cells are StationInTract?
(D29:K29). The objective is to minimize total cost, so the objective cell is TotalCost (N29).
The set covering constraints are displayed in cells L17:N24. The Station-InTract? changing
cells have been constrained to be binary, as can be seen in the Solver Parameters box.
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256  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions

FIGURE 7.4
A spreadsheet formulation of the BIP model for the Caliente City site selection problem where the changing cells StationInTract?
(D29:K29) show the optimal solution obtained by Solver.
A B C D E F G H I J K L M N
1 Caliente City Fire Station Location Problem
2
3 Fire Station in Tract
4 1 2 3 4 5 6 7 8
5 1 2 8 18 9 23 22 16 28
6 Response 2 9 3 10 12 16 14 21 25
7 Times 3 17 8 4 20 21 8 22 17
8 (minutes) 4 10 13 19 2 18 21 6 12
9 for a Fire 5 21 12 16 13 5 11 9 12
10 in Tract 6 25 15 7 21 15 3 14 8
11 7 14 22 18 7 13 15 2 9
12 8 30 24 15 14 17 9 8 3
13
14 Cost of Station 350 250 450 300 50 400 300 200
15 ($thousands) Number
16 Covering
17 1 1 1 0 1 0 0 0 0 1 >= 1
18 Response 2 1 1 1 0 0 0 0 0 1 >= 1
19 Time 3 0 1 1 0 0 1 0 0 1 >= 1
20 <= 4 1 0 0 1 0 0 1 0 1 >= 1
21 10 5 0 0 0 0 1 0 1 0 1 >= 1
22 Minutes? 6 0 0 1 0 0 1 0 1 1 >= 1
23 7 0 0 0 1 0 0 1 1 2 >= 1
24 8 0 0 0 0 0 1 1 1 2 >= 1
25
26 Total
27 Fire Station in Tract Cost
28 1 2 3 4 5 6 7 8 ($thousands)
29 Station in Tract? 0 1 0 0 0 0 1 1 750

J K L
15 Number
16 Covering
17 =IF(J5<=MaxResponseTime,1,0) =IF(K5<=MaxResponseTime,1,0) =SUMPRODUCT(D17:K17,StationInTract?)
18 =IF(J6<=MaxResponseTime,1,0) =IF(K6<=MaxResponseTime,1,0) =SUMPRODUCT(D18:K18,StationInTract?)
19 =IF(J7<=MaxResponseTime,1,0) =IF(K7<=MaxResponseTime,1,0) =SUMPRODUCT(D19:K19,StationInTract?)

Solver Parameters
Set Objective Cell: TotalCost
To: Min Range Name Cells
By Changing Variable Cells:
StationInTract? CostOfStation D14:K14
Subject to the Constraints: MaxResponseTime B21
StationInTract? = binary
NumberCovering >= One NumberCovering L17:L24
One N17:N24
Solver Options: ResponseTime D5:K12
Make Variables Nonnegative
Solving Method: Simplex LP StationInTract? D29:K29
TotalCost N29

N
26 Total
27 Cost
28 ($thousands)
29 =SUMPRODUCT(CostOfStation,StationInTract?)

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7.4  Using BIP for Crew Scheduling: The Southwestern Airways Problem    257

After running Solver, the optimal solution shown in the changing cells StationInTract?
(D29:K29) in Figure 7.4 is obtained, namely,
Select tracts 2, 7, and 8 as the sites for fire stations.
The objective cell TotalCost (N29) indicates that the resulting total cost is $750,000.

Review 1. How are binary variables used to represent managerial decisions regarding which site or sites
Questions should be selected for new facilities?
2. What are some types of emergency services facilities for which sites may need to be selected?
3. What was the objective for the Caliente City problem?
4. What is a set covering constraint and what is a set covering problem?

7.4 USING BIP FOR CREW SCHEDULING: THE SOUTHWESTERN

AIRWAYS PROBLEM
The travel industry includes airlines, rail travel, cruise ships, tour companies, etc. All mem-
bers of this industry face the same problem of needing to assign their crews to the various
trips being offered in order to serve the customers on those trips. When assigning a crew to a
sequence of trips, it would be particularly convenient to have the last trip end where the first
trip begins. With many crews and numerous trips to be covered, what is the most efficient way
of assigning all the crews to all the trips? This is referred to as the crew scheduling problem.
One way of formulating the crew scheduling problem is to identify many feasible overlap-
ping sequences of trips for each crew. The objective then is to assign each crew to a sequence
of trips so as to cover all the trips at a minimum cost. Thus, for each feasible sequence of trips,
there is a yes-or-no decision as to whether a crew should be assigned to that sequence, so a
binary decision variable can be used to represent that decision.
For many years, airline companies have been using BIP models to determine how to do
their crew scheduling in the most cost-efficient way. Some airlines have saved many millions
of dollars annually through this application of BIP. Consequently, other segments of the travel
industry now are also using BIP in this way. For example, the application vignette in this sec-
tion describes how Netherlands Railways achieved a dramatic increase in profits by applying
BIP (and related techniques) in a variety of ways, including crew scheduling.
To illustrate the approach, consider the following miniature example of airline crew
scheduling.

The Southwestern Airways Problem

Southwestern Airways needs to assign its crews to cover all its upcoming flights. We will
focus on just one portion of this problem, namely, the problem of assigning three crews based
in San Francisco (SFO) to the 11 flights shown in Figure 7.5. Thus, each crew needs to be
assigned to a sequence of flights that begins and ends in San Francisco. Furthermore, the dif-
ferent sequences of flights for these three crews need to “cover” (i.e., include) all 11 flights.
These 11 flights are listed in the first column of Table 7.5. The other 12 columns show
the 12 feasible sequences of flights for a crew. The numbers in each column indicate the
order of the flights. For example, sequence 4 says for one crew to begin with flight 1 out of
San Francisco, then take flight 4, then take flight 6, and then finally take flight 8 back to San
Francisco. This sequence thereby covers 4 of the 11 flights, so the other two sequences for the
other two crews would need to cover the remaining 7 flights.
The key requirement is that (at most) three of the sequences need to be chosen (one per
crew) in such a way that every flight is covered. (It is permissible to have more than one crew
on a flight, where the extra crews would fly as passengers, but union contracts require that
the extra crews still be paid for their time as if they were working.) The cost of assigning a
crew to a particular sequence of flights is given (in thousands of dollars) in the bottom row
of the table. The objective is to minimize the total cost of the crew assignments that cover
all the flights.

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258  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions

FIGURE 7.5 Seattle

The arrows show the (SEA)
11 Southwestern Airways
flights that need to be
covered by the three crews
based in San Francisco.

San Francisco Chicago

(SFO) Denver (ORD)
(DEN)
Los Angeles
(LAX)

TABLE 7.5 Data for the Southwestern Airways Problem

Feasible Sequence of Flights

Flight 1 2 3 4 5 6 7 8 9 10 11 12
San Francisco to Los Angeles
1. (SFO–LAX) 1 1 1 1
San Francisco to Denver
2. (SFO–DEN) 1 1 1 1
San Francisco to Seattle
3. (SFO–SEA) 1 1 1 1
Los Angeles to Chicago
4. (LAX–ORD) 2 2 3 2 3
Los Angeles to San Francisco
5. (LAX–SFO) 2 3 5 5
Chicago to Denver
6. (ORD–DEN) 3 3 4
Chicago to Seattle
7. (ORD–SEA) 3 3 3 3 4
Denver to San Francisco
8. (DEN–SFO) 2 4 4 5
Denver to Chicago
9. (DEN–ORD) 2 2 2
Seattle to San Francisco
10. (SEA–SFO) 2 4 4 5
Seattle to Los Angeles
11. (SEA–LAX) 2 2 4 4 2
Cost, $1,000s 2 3 4 6 7 5 7 8 9 9 8 9

Formulation with Binary Variables

With 12 feasible sequences of flights, we have 12 yes-or-no decisions:
​​Should sequence j be assigned to a crew?​  (j = 1, 2, . . . , 12)​​
Therefore, we use 12 binary variables to represent these respective decisions:

{0,​  otherwise ​​​​
1, if sequence j is assigned to a crew
​​x​  j​​ = ​​ ​​​   

Since the objective is to minimize the total cost of the three crew assignments, we now
need to express the total cost in terms of these binary decision variables. Referring to the bot-
tom row of Table 7.5, this total cost (in units of thousands of dollars) is
​C = 2​x​  1​​ + 3​x​  2​​ + 4​x​  3​​ + 6​x​  4​​ + 7​x​  5​​ + 5​x​  6​​ + 7​x​  7​​ + 8​x​  8​​ + 9​x​  9​​ + 9​x​  10​​ + 8​x​  11​​ + 9​x​  12​​​

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An Application Vignette
Netherlands Railways (Nederlandse Spoorwegen Reizigers) is the
main Dutch railway operator of passenger trains. In this densely
populated country, about 5,500 passenger trains currently trans-
port approximately 1.1 million passengers on an average workday.
The company’s operating revenues are approximately 1.5 billion
euros (approximately $2 billion) per year.
The amount of passenger transport on the Dutch railway
network has steadily increased over the years, so a national
study in 2002 concluded that three major infrastructure exten-
sions should be undertaken. As a result, a new national time-
table for the Dutch railway system, specifying the planned
departure and arrival times of every train at every station,
would need to be developed. Therefore, the management of
Netherlands Railways directed that an extensive management
science study should be conducted over the next few years
to develop an optimal overall plan for both the new timetable
and the usage of the available resources (rolling-stock units
and train crews) for meeting this timetable. A task force con-
sisting of several members of the company’s Department of
Logistics and several prominent management science scholars
from European universities or a software company was formed
to conduct this study.
The new timetable was launched in December 2006, along
with a new system for scheduling the allocation of rolling-stock
units (various kinds of passenger cars and other train units) to
the trains meeting this timetable. A new system also was imple-
mented for scheduling the assignment of crews (with a driver
and a number of conductors in each crew) to the trains. Binary
integer programming and related techniques were used to do
all of this. For example, the BIP model used for crew schedul-
ing closely resembles (except for its vastly larger size) the one
shown in this section for the Southwestern Airlines problem.
This application of management science immediately resulted
in an additional annual profit of approximately $60 million for
the company and this additional profit is expected to increase
to $105 million annually in the coming years. These dramatic
results led to Netherlands Railways winning the prestigious
First Prize in the 2008 international competition for the Franz
Edelman Award for Achievement in Operations Research and
the Management Sciences.
Source: L. Kroon, D. Huisman, E. Abbink, P.-J. Fioole, M. Fischetti, G. Maroti,
A. Schrijver, A. Steenbeck, and R. Ybema, “The New Dutch Timetable:
The OR Revolution,” Interfaces 39, no. 1 (January–February 2009),
pp. 6–17. (A link to this article is provided at www.mhhe.com/Hillier6e.)

With only three crews available to cover the flights, we also need the constraint
​​x​  1​​ + ​x​  2​​ + . . . + ​x​  12​​ ≤ 3​
The most interesting part of this formulation is the nature of each constraint that ensures
that a corresponding flight is covered. For example, consider the last flight in Table 7.5 (Seattle
to Los Angeles). Five sequences (namely, sequences 6, 9, 10, 11, and 12) include this flight.
Therefore, at least one of these five sequences must be chosen. The resulting constraint is
​​x​  6​​ + x​ ​  9​​ + ​x​  10​​ + ​x​  11​​ + ​x​  12​​ ≥ 1​
For each of the 11 flights, the constraint that ensures that the flight is covered is con-
structed in the same way from Table 7.5 by requiring that at least one of the flight sequences
that includes that flight is assigned to a crew. Thus, 11 constraints of the following form are
needed.
These are set covering Flight 1: ​x​  1​​ + ​x​  4​​ + x​ ​  7​​ + ​x​  10​​ ≥ 1
constraints, just like Flight 2: ​x​  2​​ + ​x​  5​​ + x​ ​  8​​ + ​x​  11​​ ≥ 1
the constraints in the
Caliente City problem in ​  
   
​ ​​ ​  ​  ⋅​ ​ ​​
Section 7.3. ​ ⋅
​ ⋅
Flight 11: ​x​  6​​ + ​x​  9​​ + ​x​  10​​ + ​x​  11​​ + x​ ​  12​​ ≥ 1
Note that these constraints have the same form as the constraints for the Caliente City
problem in Section 7.3 (a sum of certain binary variables ≥ 1), so these too are set covering
constraints. Therefore, this crew scheduling problem is another example of a set covering
problem (where this particular set covering problem also includes the side constraint that
x1 + x2 + · · · + x12 ≤ 3).
Having identified the nature of the constraints, the stage now is set for formulating a BIP
spreadsheet model for this problem.

A BIP Spreadsheet Model for the Southwestern Airways Problem

Figure 7.6 shows a spreadsheet formulation of the complete BIP model for this problem. The
changing cells FlySequence? (C22:N22) contain the values of the 12 binary decision variables.
259

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260  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions

FIGURE 7.6
A spreadsheet formulation of the BIP model for the Southwestern Airways crew scheduling problem, where FlySequence (C22:N22)
shows the optimal solution obtained by Solver. The list of flight sequences under consideration is given in cells A25:D37.

A B C D E F G H I J K L M N O P Q
1 Southwestern Airways Crew Scheduling Problem
2
3 Flight Sequence
4 1 2 3 4 5 6 7 8 9 10 11 12
5 Cost ($thousands) 2 3 4 6 7 5 7 8 9 9 8 9 At
6 Least
7 Includes Segment? Total One
8 SFO–LAX 1 0 0 1 0 0 1 0 0 1 0 0 1 ≥ 1
9 SFO–DEN 0 1 0 0 1 0 0 1 0 0 1 0 1 ≥ 1
10 SFO–SEA 0 0 1 0 0 1 0 0 1 0 0 1 1 ≥ 1
11 LAX–ORD 0 0 0 1 0 0 1 0 1 1 0 1 1 ≥ 1
12 LAX–SFO 1 0 0 0 0 1 0 0 0 1 1 0 1 ≥ 1
13 ORD–DEN 0 0 0 1 1 0 0 0 1 0 0 0 1 ≥ 1
14 ORD–SEA 0 0 0 0 0 0 1 1 0 1 1 1 1 ≥ 1
15 DEN–SFO 0 1 0 1 1 0 0 0 1 0 0 0 1 ≥ 1
16 DEN–ORD 0 0 0 0 1 0 0 1 0 0 1 0 1 ≥ 1
17 SEA–SFO 0 0 1 0 0 0 1 1 0 0 0 1 1 ≥ 1
18 SEA–LAX 0 0 0 0 0 1 0 0 1 1 1 1 1 ≥ 1
19
20 Total Number
21 1 2 3 4 5 6 7 8 9 10 11 12 Sequences of Crews
22 Fly Sequence? 0 0 1 1 0 0 0 0 0 0 1 0 3 ≤ 3
23
24 Total Cost ($thousands) 18
25 Flight Sequence Key Solver Parameters O
26 1 SFO-LAX Set Objective Cell: TotalCost
To: Min 7 Total
27 2 SFO-DEN-SFO By Changing Variable Cells:
FlySequence? 8 =SUMPRODUCT(C8:N8,FlySequence?)
28 3 SFO-SEA-SFO
Subject to the Constraints: 9 =SUMPRODUCT(C9:N9,FlySequence?)
29 4 SFO-LAX-ORD-DEN-SFO FlySequence? = binary
Total >= AtLeastOne 10 =SUMPRODUCT(C10:N10,FlySequence?)
30 5 SFO-DEN-ORD-DEN-SFO TotalSequences <= NumberOfCrews
11 =SUMPRODUCT(C11:N11,FlySequence?)
31 6 SFO-SEA-LAX-SFO
Solver Options:
32 7 SFO-LAX-ORD-SEA-SFO Make Variables Nonnegative 12 =SUMPRODUCT(C12:N12,FlySequence?)
Solving Method: Simplex LP 13 =SUMPRODUCT(C13:N13,FlySequence?)
33 8 SFO-DEN-ORD-SEA-SFO
34 9 SFO-SEA-LAX-ORD-DEN-SFO 14 =SUMPRODUCT(C14:N14,FlySequence?)
35 10 SFO-LAX-ORD-SEA-LAX-SFO 15 =SUMPRODUCT(C15:N15,FlySequence?)
36 11 SFO-DEN-ORD-SEA-LAX-SFO 16 =SUMPRODUCT(C16:N16,FlySequence?)
37 12 SFO-SEA-LAX-ORD-SEA-SFO 17 =SUMPRODUCT(C17:N17,FlySequence?)
18 =SUMPRODUCT(C18:N18,FlySequence?)
Range Name Cells
19
AtLeastOne Q8:Q18
Cost C5:N5 20 Total
FlySequence? C22:N22 21 Sequences
IncludesSegment? C8:N18
NumberOfCrews Q22 22 =SUM(FlySequence?)
Total O8:O18 P Q
TotalCost Q24
TotalSequences O22 24 Total Cost ($thousands) =SUMPRODUCT(Cost,FlySequence?)

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7.5  Using Mixed BIP to Deal with Setup Costs for Initiating Production: The Revised Wyndor Problem   261

Many airlines are solving
huge BIP models of this
kind.
The data in IncludesSegment? (C8:N18) and Cost (C5:N5) come directly from Table 7.5. The
last three columns of the spreadsheet are used to show the set covering constraints, Total ≥
AtLeastOne, and the side constraint, TotalSequences ≤ NumberOfCrews. Finally, the changing
cells FlySequence? have been constrained to be binary, as shown in the Solver Parameters box.
Solver provides the optimal solution shown in FlySequence? (C22:N22). In terms of the xj
variables, this solution is
x​ ​  3​​ = 1 (assign sequence 3 to a crew)
​​​x   
​  4​​ = 1​ ​  ​  (assign sequence 4 to a crew)​​ ​​
​x​  11​​ = 1 (assign sequence 11 to a crew)
and all other xj = 0, for a total cost of $18,000 as given by TotalCost (Q24). (Another optimal
solution is x1 = 1, x5 = 1, x12 = 1, and all other xj = 0.)
We should point out that this BIP model is a tiny one compared to the ones typically used
in actual practice. Airline crew scheduling problems involving thousands of possible flight
sequences now are being solved by using models similar to the one shown above but with
thousands of binary variables rather than just a dozen.

Review 1. What is the crew scheduling problem that is encountered by companies in the travel industry?
Questions 2. What are the yes-or-no decisions that need to be made when addressing a crew scheduling
problem?
3. For the Southwestern Airways problem, there is a constraint for each flight to ensure that this
flight is covered by a crew. Describe the mathematical form of this constraint. Then explain in
words what this constraint is saying.

7.5 USING MIXED BIP TO DEAL WITH SETUP COSTS FOR INITIATING

PRODUCTION: THE REVISED WYNDOR PROBLEM
All of the examples considered thus far in this chapter have been pure BIP problems (prob-
lems where all the decision variables are binary variables). However, mixed BIP problems
(problems where only some of the decision variables are binary variables) also arise quite
frequently because only some of the decisions to be made are yes-or-no decisions and the rest
are how-much decisions.
One important example of this type is the product-mix problem introduced in Chapter 2,
but now with the added complication that a setup cost must be incurred to initiate the pro-
duction of each product. Therefore, in addition to the how-much decisions of how much to
produce of each product, there also is a prior yes-or-no decision for each product of whether
to perform a setup to enable initiating its production.
To illustrate this type of problem, we will consider a revised version of the Wyndor Glass Co.
product-mix problem that was described in Section 2.1 and analyzed throughout most of Chapter 2.

The Revised Wyndor Problem with Setup Costs

Suppose now that the Wyndor Glass Co. will only devote one week each month to the pro-
duction of the special doors and windows described in Section 2.1, so the question now is how
many doors and windows to produce during each of these week-long production runs. Since
the decisions to be made are no longer the rates of production for doors and windows, but
rather how many doors and windows to produce in individual production runs, these quanti-
ties now are required to be integer. (Note that this requirement means that these quantities
now will be represented by general integer variables that are not binary variables, but this will
not cause any complications when using Solver to solve the problem.)
Each time Wyndor’s plants convert from the production of other products to the production
of these doors and windows for a week, the following setup costs would be incurred to initiate
this production.
Setup cost to produce doors = $700
Setup cost to produce windows = $1,300

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262  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions

Otherwise, all the original data given in Table 2.2 still apply, including a unit profit of $300
for doors and $500 for windows when disregarding these setup costs.
Table 7.6 shows the resulting net profit from producing any feasible quantity for either
product. Note that the large setup cost for either product makes it unprofitable to produce less
than three units of that product.
The dots in Figure 7.7 show the feasible solutions for this problem. By adding the appro-
priate entries in Table 7.6, the figure also shows the calculation of the total net profit P for
each of the corner points. The optimal solution turns out to be
​​(D, W) = (0, 6)​  with ​  P = 1,700​​
By contrast, the original solution
​​(D, W) = (2, 6)​  with ​  P = 1,600​​
now gives a smaller value of P. The reason that this original solution (which gave P = 3,600
for the original problem) is no longer optimal is that the setup costs reduce the total net profit
so much:
​P = 3,600 − 700 − 1,300 = 1,600​

FIGURE 7.7
The dots are the feasible
solutions for the revised
Production W
Wyndor problem. Also quantity for
shown is the calculation windows 8
of the total net profit P
(in dollars) for each corner
point from the net profits (0, 6) gives P = 1,700
given in Table 7.6.
(2, 6) gives P = –100 + 1,700
6 = 1,600

(4, 3) gives P = 500 + 200

= 700

(0, 0) (4, 0) gives P = 500

gives P = 0

0 2 4 6 8 D
Production quantity for doors

TABLE 7.6 Net Profit ($)

Net Profit ($) for
the Revised Wyndor Number of
Problem Units Produced Doors Windows
0 0 (300) − 0 = 0 0 (500) − 0 = 0
1 1 (300) − 700 = −400 1 (500) − 1,300 = −800
2 2 (300) − 700 = −100 2 (500) − 1,300 = −300
3 3 (300) − 700 = 200 3 (500) − 1,300 = 200
4 4 (300) − 700 = 500 4 (500) − 1,300 = 700
5 Not feasible 5 (500) − 1,300 = 1,200
6 Not feasible 6 (500) − 1,300 = 1,700

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7.5  Using Mixed BIP to Deal with Setup Costs for Initiating Production: The Revised Wyndor Problem   263

Therefore, the graphical method for linear programming can no longer be used to find the
optimal solution for this new problem with setup costs.
How can we formulate a model for this problem so that it fits a standard kind of model that
can be solved by Solver? Table 7.6 shows that the net profit for either product is no longer
directly proportional to the number of units produced. Therefore, as it stands, the problem no
longer fits either linear programming or BIP. Before, for the original problem without setup
costs, the objective function was simply P = 300D + 500W. Now we need to subtract from
this expression each setup cost if the corresponding product will be produced, but we should
not subtract the setup cost if the product will not be produced. This is where binary variables
come to the rescue.

Formulation with Binary Variables

For each product, there is a yes-or-no decision regarding whether to perform the setup that
would enable initiating the production of the product, so the setup cost is incurred only if the
decision is yes. Therefore, we can introduce a binary variable for each setup cost and associ-
ate each value of the binary variable with one of the two possibilities for the setup cost. In
particular, let

{0,
These binary variables 1, if perform the setup to produce doors
enable subtracting each y​ ​  1​​ = ​​     
​​​ ​  ​​​
if not
setup cost only if the setup     
​​ ​  ​  ​ ​​
{0, if not
is performed. 1, if perform the setup to produce windows
​y​  2​​ = ​​     
​​​ ​  ​​​

Therefore, the objective function now can be written as

​P = 300D + 500W − 700​y​  1​​ − 1,300​y​  2​​​
which fits the format for mixed BIP.
Since a setup is required to produce the corresponding product, these binary variables can
be related directly to the production quantities as follows:

{0, if D = 0 must hold (cannot produce doors)

1, if D > 0 can hold (can produce doors)
y​ ​  1​​ = ​​      ​​​ ​  ​ ​​
     
​​ ​  ​  ​ ​​
{0, if W = 0 must hold (cannot produce windows)
1, if W > 0 can hold (can produce windows)
​y​  2​​ = ​​     
​​​ ​  ​ ​​

We need to include constraints in the model that will ensure that these relationships will
hold. (An algorithm solving the model only recognizes the objective function and the con-
straints, not the definitions of the variables.)
So what are the constraints of the model? We still need all the constraints of the original
model. We also need constraints that D and W are integers, and that y1 and y2 are binary. In
addition, we need some ordinary linear programming constraints that will ensure the follow-
ing relationships:
If y​ ​  1​​ = 0, then D = 0.
​​   ​  ​​​
If y​ ​  2​​ = 0, then W = 0.
(If y1 = 1, no restrictions are placed on D other than those already imposed by the other con-
straints, and the same thing applies to W if y2 = 1.)
It is possible with Excel to use the IF function to represent this relationship between y1 and
D and between y2 and W. Unfortunately, the IF function does not fit the assumptions of linear
programming. Consequently, Solver has difficulty solving spreadsheet models that use this
function. This is why another formulation with ordinary linear programming constraints is
needed instead to express these relationships.
Since the other constraints impose bounds on D and W of 0 ≤ D ≤ 4 and 0 ≤ W ≤ 6, here
are some ordinary linear programming constraints that ensure these relationships:
D ≤ 4​y​  1​​
​​ ​​​
W ≤ 6​y​  2​​

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An Application Vignette
Prior to its merger with United Airlines in 2010, Continental
Airlines was a major United States air carrier that transported
passengers, cargo, and mail. It operated more than 2,000 daily
departures to well over 100 domestic destinations and nearly
100 foreign destinations.
Airlines like Continental face schedule disruptions daily
because of unexpected events, including inclement weather,
aircraft mechanical problems, and crew unavailability. Another
consequence of such disruptions is that crews may not be in
positions to service their remaining scheduled flights. Airlines
must reassign crews quickly to cover open flights and to return
them to their original schedules in a cost-effective manner
while honoring all government regulations, contractual obliga-
tions, and quality-of-life requirements.
To address such problems, a management science team at
Continental Airlines developed a detailed mixed BIP model for
reassigning crews to flights as soon as such emergencies arise.
Because the airline has thousands of crews and daily flights, the
model needed to be huge to consider all possible pairings of
crews with flights. Therefore, the model has millions of decision
variables and many thousands of constraints. (Most of these
decision variables are binary variables and the rest are general
integer variables). In its first year of use (mainly in 2001), the
model was applied four times to recover from major schedule
disruptions (two snowstorms, a flood, and the September 11 ter-
rorist attacks). This led to savings of approximately $40 million.
Subsequent applications extended to many daily minor disrup-
tions as well.
Although other airlines subsequently scrambled to apply
management science in a similar way, this initial advantage
over other airlines in being able to recover more quickly from
schedule disruptions with fewer delays and cancelled flights
left Continental Airlines in a relatively strong position as the
airline industry struggled through a difficult period during the
initial years of the 21st century. This initiative led to Continen-
tal winning the prestigious First Prize in the 2002 international
competition for the Franz Edelman Award for Achievement in
Operations Research and the Management Sciences.
Source: G. Yu, M. Arguello, C. Song, S. M. McGowan, and A. White,
“A New Era for Crew Recovery at Continental Airlines,” Interfaces 33,
no. 1 (January–February 2003), pp. 5–22. (A link to this article is
provided at www.mhhe.com/Hillier6e.)

These constraints force the
model to refuse production
if the corresponding setup
is not performed.
If a how-much decision x
can only be made with
x > 0 if a corresponding
yes-or-no decision y is
made with y = 1, this
can be enforced with a
big-number constraint
such as x ≤ 99y. If y = 0,
this becomes x ≤ 0, which
reduces to x = 0 because
of the nonnegativity con-
straint, x ≥ 0. If y = 1,
then this becomes x ≤ 99.
The big number (99 in
this example) is chosen to
be big enough so that it is
safely larger than x could
ever become.
264
Note that setting y1 = 0 gives D ≤ 0, which forces the nonnegative D to be D = 0,
whereas setting y1 = 1 gives D ≤ 4, which allows all the values of D already allowed by the
other constraints. Then check that the same conclusions apply for W when setting y2 = 0
and y2 = 1.
It was not necessary to choose 4 and 6 for the respective coefficients of y1 and y2 in these
two constraints. Any coefficients larger than 4 and 6 would have the same effect. You just
need to avoid smaller coefficients, since this would impose undesired restrictions on D and W
when y1 = 1 and y2 = 1.
On larger problems, it is sometimes difficult to determine the smallest acceptable coef-
ficients for these binary variables. Therefore, it is common to formulate the model by just
using a reasonably large number (say, 99 in this case) that is safely larger than the smallest
acceptable coefficient.
With this background, we now are ready to formulate a mixed BIP spreadsheet model for
the revised Wyndor problem that uses the number 99 in these constraints.
A Mixed BIP Spreadsheet Model for the Revised Wyndor Problem
Figure 7.8 shows one way of formulating this model. The format for the first 14 rows is
the same as for the original Wyndor problem, so the difference arises in rows 15–17 of
the spreadsheet. The values of the binary variables, y1 and y2, appear in the new changing
cells, Setup? (C17:D17). The bottom of the figure identifies the equations entered into the
output cells in row 16, C16 = 99*C17 and D16 = 99*D17. Consequently, the constraints,
UnitsProduced (C14:D14) ≤ OnlyIfSetup (C16:D16), impose the relationships that D ≤ 99y1
and W ≤ 99y2.
The changing cells in this spreadsheet show the optimal solution obtained after applying
Solver. Thus, this solution is to not produce any doors (y1 = 0 and D = 0) but to perform the
setup to enable producing 6 windows (y2 = 1 and W = 6) to obtain a net profit of $1,700.
Note that this optimal solution does indeed satisfy the requirements that D = 0 must hold
when y1 = 0 and that W > 0 can hold when y2 = 1. The constraints do permit performing a
setup to produce a product and then not producing any units (y1 = 1 with D = 0 or y2 = 1 with
W = 0), but the objective function causes an optimal solution automatically to avoid this fool-
ish option of incurring the setup cost for no purpose.

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7.5  Using Mixed BIP to Deal with Setup Costs for Initiating Production: The Revised Wyndor Problem   265

FIGURE 7.8 A B C D E F G H
A spreadsheet model
for the revised Wyndor 1 Wyndor Glass Co. Product-Mix with Setup Costs
problem, where Solver 2
gives the optimal solution 3 Doors Windows
shown in the changing 4 Unit Profit $300 $500
cells, UnitsProduced
5 Setup Cost $700 $1,300
(C14:D14) and Setup?
(C17:D17). 6
7 Hours Hours
8 Hours Used per Unit Produced Used Available
9 Plant 1 1 0 0 ≤ 4
10 Plant 2 0 2 12 ≤ 12
11 Plant 3 3 2 12 ≤ 18
12
13 Doors Windows
14 Units Produced 0 6
15 ≤ ≤ Big Number Production Profit $3,000
16 Only if Set Up 0 99 99 −Total Setup Cost $1,300
17 Setup? 0 1 Total Profit $1,700
Solver Parameters
Range Name Cells
Set Objective Cell: TotalProfit
To: Max BigNumber E16
By Changing Variable Cells: HoursAvailable G9:G11
UnitsProduced, Setup? HoursUsed E9:E11
Subject to the Constraints: HoursUsedPerUnitProduced C9:D11
Setup? = binary OnlyIfSetUp C16:D16
UnitsProduced = integer ProductionProfit H15
HoursUsed <= HoursAvailable
Setup? C17:D17
UnitsProduced <= OnlyIfSetup
SetupCost C5:D5
Solver Options: TotalProfit H17
Make Variables Nonnegative TotalSetupCost H16
Solving Method: Simplex LP UnitProfit C4:D4
UnitsProduced C14:D14

E
7 Hours
8 Used
9 =SUMPRODUCT(C9:D9,UnitsProduced)
10 =SUMPRODUCT(C10:D10,UnitsProduced)
11 =SUMPRODUCT(C11:D11,UnitsProduced)

B C D
16 Only if Set Up =BigNumber*C17 =BigNumber*D17

G H
15 Production Profit =SUMPRODUCT(UnitProfit,UnitsProduced)
16 −Total Setup Cost =SUMPRODUCT(SetupCost,Setup?)
17 Total Profit =ProductionProfit − TotalSetupCost

Review 1. How does a mixed BIP problem differ from a pure BIP problem?
Questions 2. Why is a linear programming formulation no longer valid for a product-mix problem when
there are setup costs for initiating production?
3. How can a binary variable be defined in terms of whether a setup is performed to initiate the
production of a certain product?
4. What caused the optimal solution for the revised Wyndor problem to differ from that for the
original Wyndor problem?

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266  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions

7.6 Summary Managers frequently must make yes-or-no decisions, where the only two possible choices are
yes, go ahead with a particular option, or no, decline this option. A binary integer program-
ming (BIP) model considers many options simultaneously, with a binary decision variable for
each option. Mixed BIP models include some continuous decision variables as well.
The California Manufacturing Co. case study involves yes-or-no decisions on whether a new
factory should be built in certain cities and then whether a new warehouse also should be built
in certain cities. This case study also introduced the modeling of mutually exclusive alternatives
and contingent decisions, as well as the performance of what-if analysis for BIP models.
Many companies have saved millions of dollars by formulating and solving BIP models for
a wide variety of applications. We have described and illustrated some of the most important
types, including the selection of projects (e.g., research and development projects), the selec-
tion of sites for facilities (e.g., emergency services facilities such as fire stations), and crew
scheduling in the travel industry (e.g., airlines). We also have discussed how to use mixed
BIP to deal with setup costs for initiating production when addressing product-mix problems.

Glossary binary decision variable A binary variable
that represents a yes-or-no decision by assigning
a value of 1 for choosing yes and a value of 0 for
choosing no. (Introduction), 243
binary integer programming A type of
problem or model that fits linear programming
except that it uses binary decision variables.
(Introduction), 243
binary variable A variable whose only possible
values are 0 and 1. (Introduction), 243
BIP Abbreviation for binary integer programming.
(Introduction), 243
contingent decision A yes-or-no decision is
a contingent decision if it can be yes only if
a certain other yes-or-no decision is yes.
(Section 7.1), 247
mixed BIP model A BIP model where only
some of the variables are restricted to be binary
variables. (Introduction), 243
mutually exclusive alternatives A group
of alternatives where choosing any one alterna-
tive excludes choosing any of the others.
(Section 7.1), 246
pure BIP model A BIP model where all the
variables are restricted to be binary variables.
(Introduction), 243
set covering constraint A constraint that
requires the sum of certain binary variables to
be greater than or equal to 1. (Section 7.3), 255
set covering problem A type of BIP model
where the objective is to minimize some
quantity such as total cost and all the functional
constraints are set covering constraints.
(Section 7.3), 255
yes-or-no decision A decision whose only
possible choices are (1) yes, go ahead with a
certain option or (2) no, decline this option.
(Introduction), 243

Learning Aids for This Chapter

All learning aids are available at www.mhhe.com/Hillier6e. Excel Add-in:

Excel Files: Analytic Solver

California Mfg. Case Study Supplements to This Chapter:

Tazer Corp. Example Advanced Formulation Techniques for Binary Integer

Programming
Caliente City Example
Some Perspectives on Solving Binary Integer Programming
Southwestern Airways Example Problems
Revised Wyndor Example

Solved Problems
The solutions are available at www.mhhe.com/Hillier6e.
7.S1. Capital Budgeting with Contingency
Constraints
A company is planning its capital budget over the next several
years. There are eight potential projects under consideration. A
calculation has been made of the expected net present value of
each project, along with the cash outflow that would be required
over the next four years. These data, along with the cash that is
available each year, are shown in the next table. There also are
the following contingency constraints: (a) at least one of project
1, 2, or 3 must be done, (b) projects 6 and 7 cannot both be done,

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Chapter 7   Solved Problems   267

and (c) project 5 can only be done if project 6 is done. Formu- projects should be pursued to maximize the total expected net
late and solve a BIP model in a spreadsheet to determine which present value.

Cash Outflow Required ($million) Cash

Project Available
($million)
1 2 3 4 5 6 7 8
Year 1 1 3 0 3 3 7 2 5 20
Year 2 2 2 2 2 2 3 3 4 20
Year 3 2 3 4 2 3 3 6 2 20
Year 4 2 1 0 5 4 2 1 2 20
NPV ($mil) 10 12 11 15 24 17 16 18

7.S2. Locating Search-and-Rescue Teams
The Washington State legislature is trying to decide on loca-
tions at which to base search-and-rescue teams. The teams are
expensive, so the legislature would like as few as possible while
still providing the desired level of service. In particular, since
response time is critical, the legislature would like every county
to either have a team located in that county or in an adjacent
county. (The locations and names of the counties are shown
below.) Formulate and solve a BIP model in a spreadsheet to
determine where the teams should be located.

9
Counties
1. Clallum 19. Chelan
10 18 26 28 2. Jefferson 20. Douglas
27 3. Grays Harbor 21. Kittitas
1 4. Pacific 22. Grant
11 5. Wahkiakum 23. Yakima
2 19 6. Kitsap 24. Klickitat
6 20 7. Mason 25. Benton
12 29 30 8. Thurston 26. Ferry
7
9. Whatcom 27. Stevens
3 10. Skagit 28. Pend Oreille
13 21
8 22 31 32 11. Snohomish 29. Lincoln
12. King 30. Spokane
4 14 13. Pierce 31. Adams
33 36 14. Lewis 32. Whitman
5 23
15 35 15. Cowlitz 33. Franklin
25 34
17 37 16. Clark 34. Walla Walla
16 24 17. Skamania 35. Columbia
18. Okanogan 36. Garfield
37. Asotin

7.S3. Warehouse Site Selection to each potential warehouse location is shown in the first table
Consider a small company that produces a single product in two below. The fixed leasing and operating cost (if open), the ship-
plants and serves customers in five different regions. ping costs, and the capacity (maximum monthly shipments) of
The company has been using a make-to-order policy of pro- each potential warehouse location are shown in the second table
ducing the product only in the quantities needed to fill the orders below. The monthly demand in each of the customer regions is
that have come in from the various regions. However, because expected to be 200, 225, 100, 150, and 175 units, respectively.
of the problems caused by the sporadic production schedule, Formulate and solve a BIP model in a spreadsheet to determine
management has decided to smooth out the production rate and which warehouse(s) should be used and how the product should
ship the product to one or more storage warehouses, which then be distributed from plant to warehouse(s) to customer.
will use inventory to fill the incoming regional orders. Manage-
ment now needs to decide where to locate the company’s new
warehouse(s). There are three locations under consideration. For Shipping Costs and Capacity of the Plants
each location, there is a fixed monthly cost associated with leas-
ing and operating the warehouse there. Furthermore, each poten- Shipping Cost (per unit) Capacity
tial warehouse location has a maximum capacity for monthly WH 1 WH 2 WH 3 (units/month)
shipments restricted primarily by the number of trucking docks
Plant 1 $25 $50 $75 500
at the site. The product costs $400 to produce at Plant 1 and
Plant 2 $50 $75 $25 400
$300 to produce at Plant 2. The shipping cost from each plant

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268  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions

Fixed Cost, Shipping Costs, and Capacity of the Warehouses

Shipping Cost (per unit)
Fixed Cost Capacity
(per month) Region 1 Region 2 Region 3 Region 4 Region 5 (units/month)
WH 1 $50,000 $30 $70 $75 $55 $40 700
WH 2 $30,000 $55 $30 $45 $45 $70 500
WH 3 $70,000 $70 $30 $50 $60 $55 1,000

Problems
We have inserted the symbol AS to the left of each problem (or
its parts) where Analytic Solver is required. An asterisk on the
problem number indicates that at least a partial answer is given
in the back of the book.
7.1. Read the referenced article that fully describes the man-
agement science study summarized in the application vignette
presented in Section 7.1. Briefly describe how mixed BIP was
applied in this study. Then list the various financial and nonfi-
nancial benefits that resulted from this study.
7.2. Reconsider the California Manufacturing Co. case
study presented in Section 7.1. The mayor of San Diego now
has contacted the company’s president, Armando Ortega, to try
to persuade him to build a factory and perhaps a warehouse in
that city. With the tax incentives being offered the company,
Armando’s staff estimates that the net present value of building
a factory in San Diego would be $7 million and the amount of
capital required to do this would be $4 million. The net present
value of building a warehouse there would be $5 million and the
capital required would be $3 million. (This option will only be
considered if a factory also is being built there.)
Armando has asked Steve Chan to revise his previous man-
agement science study to incorporate these new alternatives into
the overall problem. The objective still is to find the feasible
combination of investments that maximizes the total net present
value, given that the amount of capital available for these invest-
ments is $10 million.
a. Formulate a BIP model in algebraic form for this
problem.
b. Formulate and solve this model on a spreadsheet.
7.3.* A young couple, Eve and Steven, want to divide their
main household chores (marketing, cooking, dishwashing, and
laundering) between them so that each has two tasks but the total
time they spend on household duties is kept to a minimum. Their
efficiencies on these tasks differ, where the time each would
need to perform the task is given by the following table.
Time Needed per Week (Hours)
Marketing Cooking Dish Washing Laundry
Eve 4.5 7.8 3.6 2.9
Steven 4.9 7.2 4.3 3.1
a. Formulate a BIP model in algebraic form for this
problem.
b. Formulate and solve this model on a spreadsheet.
7.4. Read the referenced article that fully describes the man-
agement science study summarized in the application vignette
presented in Section 7.2. Briefly describe how mixed binary
integer programming was applied in this study. Then list the var-
ious financial and nonfinancial benefits that resulted from this
study.
7.5. A real-estate development firm, Peterson and Johnson,
is considering five possible development projects. Using units of
millions of dollars, the following table shows the estimated long-
run profit (net present value) that each project would generate,
as well as the amount of investment required to undertake the
project.
Development Project
1 2 3 4 5
Estimated profit
(millions) $1 $1.8 $1.6 $0.8 $1.4
Capital required
(millions) 6 12 10 4 8
The owners of the firm, Dave Peterson and Ron Johnson, have
raised $20 million of investment capital for these projects. Dave
and Ron now want to select the combination of projects that
will maximize their total estimated long-run profit (net present
value) without investing more than $20 million.
a. Formulate a BIP model in algebraic form for this
problem.
b. Formulate and solve this model on a spreadsheet.
AS c. Perform what-if analysis on the amount of invest-
ment capital made available for the development
projects by generating a parameter analysis report
with Analytic Solver to solve the model with the
following amounts of investment capital (in mil-
lions of dollars): 16, 18, 20, 22, 24, 26, 28, and 30.
Include both the changing cells and the objective
cell as output cells in the parameter analysis report.
7.6. The board of directors of General Wheels Co. is con-
sidering seven large capital investments. Each investment can

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Chapter 7   Problems  269

be made only once. These investments differ in the estimated

long-run profit (net present value) that they will generate as
well as in the amount of capital required, as shown by the fol-
lowing table.
Investment Estimated Profit Capital Required
Opportunity (millions) (millions)
1 $17 $43
2 10 28
3 15 34
4 19 48
5 7 17
6 13 32
7 9 23
The total amount of capital available for these investments is
$100 million. Investment opportunities 1 and 2 are mutually
exclusive, and so are 3 and 4. Furthermore, neither 3 nor 4 can
be undertaken unless one of the first two opportunities is under-
taken. There are no such restrictions on investment opportunities
5, 6, and 7. The objective is to select the combination of capi-
tal investments that will maximize the total estimated long-run
profit (net present value).
a. Formulate and solve a BIP model on a spreadsheet
for this problem.
AS b. Perform what-if analysis on the amount of capital
made available for the investment opportunities by
generating a parameter analysis report with Ana-
lytic Solver to solve the model with the following
amounts of capital (in millions of dollars): 80, 90,
100, 110, . . . , and 200. Include both the chang-
ing cells and the objective cell as output cells in the
parameter analysis report.
7.7. The Fly-Right Airplane Company builds small jet air-
planes to sell to corporations for use by their executives. To meet
the needs of these executives, the company’s customers some-
times order a custom design of the airplanes being purchased.
When this occurs, a substantial start-up cost is incurred to initi-
ate the production of these airplanes.
Fly-Right has recently received purchase requests from three
customers with short deadlines. However, because the com-
pany’s production facilities already are almost completely tied
up filling previous orders, it will not be able to accept all three
orders. Therefore, a decision now needs to be made on the num-
ber of airplanes the company will agree to produce (if any) for
each of the three customers.
The relevant data are given in the next table. The first row
gives the start-up cost required to initiate the production of the
airplanes for each customer. Once production is under way,
the marginal net revenue (which is the purchase price minus
the marginal production cost) from each airplane produced is
shown in the second row. The third row gives the percentage of
the available production capacity that would be used for each
airplane produced. The last row indicates the maximum num-
ber of airplanes requested by each customer (but less will be
accepted).
Customer
1 2 3
Start-up cost $3 million $2 million 0
Marginal net revenue $2 million $3 million $0.8 million
Capacity used per plane 20% 40% 20%
Maximum order 3 planes 2 planes 5 planes
Fly-Right now wants to determine how many airplanes to
produce for each customer (if any) to maximize the company’s
total profit (total net revenue minus start-up costs). Formulate
and solve a spreadsheet model with both integer variables and
binary variables for this problem.
7.8.* Consider the following special type of shortest path
problem (discussed in Section 6.4) where the nodes are in col-
umns and the only paths considered always move forward one
column at a time.
6
A C
3 3
5
(Origin) O T (Destination)
4
6 2
B D
3
The numbers along the links represent distances (in miles), and
the objective is to find the shortest path from the origin to the
destination.
This problem also can be formulated as a BIP model involv-
ing both mutually exclusive alternatives and contingent deci-
sions. Formulate and solve this BIP model on a spreadsheet.
Identify the constraints for (1) mutually exclusive alternatives
and (2) contingent decisions.
7.9. Read the referenced article that fully describes the man-
agement science study summarized in the application vignette
presented in Section 7.4. Briefly describe how BIP and related
techniques were applied in this study. Then list the various finan-
cial and nonfinancial benefits that resulted from this study.
7.10. Speedy Delivery provides two-day delivery service of
large parcels across the United States. Each morning at each col-
lection center, the parcels that have arrived overnight are loaded
onto several trucks for delivery throughout the area. Since the
competitive battlefield in this business is speed of delivery, the
parcels are divided among the trucks according to their geo-
graphical destinations to minimize the average time needed to
make the deliveries.
On this particular morning, the dispatcher for the Blue River
Valley Collection Center, Sharon Lofton, is hard at work. Her
three drivers will be arriving in less than an hour to make the
day’s deliveries. There are nine parcels to be delivered, all at
locations many miles apart. As usual, Sharon has loaded these
locations into her computer. She is using her company’s special
software package, a decision support system called Dispatcher.
The first thing Dispatcher does is use these locations to gener-
ate a considerable number of attractive possible routes for the

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270  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions

individual delivery trucks. These routes are shown in the table the deliveries), along with the estimated time required to traverse
below (where the numbers in each column indicate the order of the route.

Attractive Possible Route

Delivery Location 1 2 3 4 5 6 7 8 9 10
A 1 1 1
B 2 1 2 2 2
C 3 3 3 3
D 2 1 1
E 2 2 3
F 1 2
G 3 1 2 3
H 1 3 1
I 3 4 2
Time (in hours) 6 4 7 5 4 6 5 3 7 6

Dispatcher is an interactive system that shows these routes
to Sharon for her approval or modification. (For example, the
computer may not know that flooding has made a particular
route infeasible.) After Sharon approves these routes as attrac-
tive possibilities with reasonable time estimates, Dispatcher next
formulates and solves a BIP model for selecting three routes that
minimize their total time while including each delivery location
on exactly one route.
a. Using the data in the table, demonstrate how Dis-
patcher can formulate and solve this BIP model on a
spreadsheet.
b. Describe how the problem addressed in part a is
analogous to the crew scheduling problem described
in Section 7.4.
7.11. An increasing number of Americans are moving to
a warmer climate when they retire. To take advantage of this
trend, Sunny Skies Unlimited is undertaking a major real-estate
development project. The project is to develop a completely new
retirement community (to be called Pilgrim Haven) that will
cover several square miles. One of the decisions to be made is
where to locate the two paramedic stations that have been allo-
cated to the community to respond to medical emergencies. For
planning purposes, Pilgrim Haven has been divided into five
tracts, with no more than one paramedic station to be located
in any given tract. Each station is to respond to all the medical
emergencies that occur in the tract in which it is located as well
as in the other tracts that are assigned to this station. Thus, the
decisions to be made consist of (1) the tracts to receive a para-
medic station and (2) the assignment of each of the other tracts to
one of the paramedic stations. The objective is to minimize the
overall average of the response times to medical emergencies.
The following table gives the average response time to a
medical emergency in each tract (the rows) if that tract is served
by a station in a given tract (the columns). The last column gives
the forecasted average number of medical emergencies that will
occur in each of the tracts per day.

Paramedic Station in Tract Average Frequency of

Medical Emergencies
1 2 3 4 5 per Day
Response 1 5 20 15 25 10 2
times (min.) 2 12 4 20 15 25 1
to a medical 3 30 15 6 25 15 3
emergency 4 20 10 15 4 12 1
in tract 5 15 25 12 10 5 3

Formulate and solve a BIP model on a spreadsheet for this
problem. Identify any constraints that correspond to mutually
exclusive alternatives or contingent decisions.
7.12. Reconsider Problem 7.11. The management of Sunny
Skies Unlimited now has decided that the decision regarding the
locations of the paramedic stations should be based mainly on costs.
The cost of locating a paramedic station in a tract is $200,000
for tract 1, $250,000 for tract 2, $400,000 for tract 3, $300,000
for tract 4, and $500,000 for tract 5. Management’s objective
now is to determine which tracts should receive a station to
minimize the total cost of stations while ensuring that each tract
has at least one station close enough to respond to a medical
emergency in no more than 15 minutes. In contrast to the origi-
nal problem, note that the total number of paramedic stations
is no longer fixed. Furthermore, if a tract without a station has
more than one station within 15 minutes, it is no longer neces-
sary to assign this tract to just one of these stations.
a. Formulate the algebraic form of a pure BIP model
with five binary variables for this problem.
b. Display and solve this model on a spreadsheet.

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Chapter 7   Problems  271

7.13. Reconsider the Southwestern Airways crew scheduling

Project
problem presented in Section 7.4. Because of a blizzard in the
Chicago area, all the flights into and out of Chicago (including 1 2 3 4 5
flights 4, 6, 7, and 9 in Table 7.5) have been canceled for the Year 1 $8 $10 $12 $4 $14
time being, so a new crew scheduling plan needs to be developed Year 2 6 8 6 3 6
to cover the seven remaining flights in Table 7.5. Year 3 3 7 6 2 5
The 12 feasible sequences of flights still are the ones shown Year 4 0 5 6 0 7
in Table 7.5 after deleting the canceled flights. When flights into NPV $12 $15 $20 $9 $23
and out of Chicago had originally been part of a sequence, a
crew now would fly as passengers on a Southwestern Airways
flight to the next city in the sequence to cover the remaining
flights in the sequence. For example, flight sequence 4 now Each project must be done in full (with the corresponding cash
would be San Francisco to Los Angeles to Denver to San Fran- flows for all four years) or not done at all. Furthermore, there
cisco, where a crew would fly as passengers on a flight from Los are the following additional considerations. Project 1 cannot be
Angeles to Denver (not shown in the table) to enable serving done unless Project 2 is also undertaken, and projects 3 and 4
as the crew from Denver to San Francisco. (Since the original would compete with each other, so they should not both be cho-
sequence 5 included a round-trip from Denver to Chicago and sen. YCC expects to have the following cash available to invest
back, a crew assigned to this sequence now would simply lay in these projects: $40 million for year 1, $25 million for year 2,
over in Denver to await the flight from Denver to San Francisco.) $16 million for year 3, and $12 million for year 4. Any available
The cost of assigning a crew to any sequence still would be the money not spent in a given year is then available to spend the
same as shown in the bottom row of Table 7.5. following year. YCC’s policy is to choose their projects so as to
The objective still is to minimize the total cost of the crew maximize their total expected NPV.
assignments that cover all the flights. The fact that only 7 flights a. Formulate a BIP model in algebraic form for this
now need to be covered instead of 11 increases the chance problem.
that fewer than three crews will need to be assigned to a flight b. Formulate and solve this model on a spreadsheet.
sequence this time. (The flights where these crews fly as passen- 7.15. Read the referenced article that fully describes the man-
gers do not need to be covered since they already are assigned to agement science study summarized in the application vignette
crews that are not based in San Francisco.) presented in Section 7.5. Briefly describe how mixed BIP was
a. Formulate a BIP model in algebraic form for this applied in this study. Then list the various financial and nonfi-
problem. nancial benefits that resulted from this study.
b. Formulate and solve this problem on a spreadsheet. 7.16. An electrical utility needs to generate 6,500 megawatts
7.14. Yakima Construction Corporation (YCC) is considering of electricity today. It has five generators. If any electricity is
a number of different development projects. The cash outflows generated by a given generator, that generator must be started
that would be required to complete each project are indicated in up and a fixed start-up cost is incurred. There is an additional
the table in the right column, along with the expected net present cost for each megawatt generated by a generator. These costs, as
value of each project (all values in millions of dollars). well as the maximum capacity of each generator, are shown in

Generator
A B C D E
Fixed start-up cost $3,000 $2,000 $2,500 $1,500 $1,000
Cost per megawatt /day
generated $5 $4 $6 $6 $7
Maximum capacity (MW/day) 2,100 1,800 2,500 1,500 3,000

the above table. The objective is to determine the minimum cost well as the capacity (the maximum number of computers that can
plan that meets the electrical needs for today. be sold from the limited inventory) for each of the companies.
a. Formulate a BIP model in algebraic form for this
problem. Educomp Macwin McElectronics
b. Formulate and solve this model on a spreadsheet. Capacity 700 700 1,000
7.17. The school board for the Bellevue School District has Fixed cost $45,000 $35,000 $50,000
made the decision to purchase 1,350 additional Macintosh com- Variable
puters for computer laboratories in all its schools. Based on past cost $750 $775 $700
experience, the school board also has directed that these com-
puters should be purchased from some combination of three
­companies—Educomp, Macwin, and McElectronics. In all three The school board wants to determine the minimum-cost plan
cases, the companies charge a discounted variable cost per com- for meeting its computer needs.
puter and a fixed delivery and installation cost for these large a. Formulate a BIP model in algebraic form for this
sales to school districts. The next table shows these charges as problem.

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272  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions

b. Formulate and solve this model on a spreadsheet.
AS c. Now suppose that Macwin has not submitted its
final bid yet, so the per computer cost is not known
with certainty. Generate a parameter analysis report
with Analytic Solver to show the optimal order
quantities and total cost of the optimal solution
when the cost per computer for Macwin is $680,
$690, $700, $710, . . . , $790, or $800.
7.18. Noble Amazon sells books online. Management is
trying to determine the best sites for the company’s ware-
houses. The five potential sites under consideration are listed
in the first column of the following table. Most of the sales
come from customers in the United States. The average weekly
demand from each region of the country, the average shipping
cost from each warehouse site to each region of the country,
the fixed cost per week of each warehouse if it is operated, and
the maximum capacity of each warehouse (if it is operated) are
shown in the following table. Formulate and solve a mixed BIP
model in a spreadsheet to determine which warehouse sites
Noble Amazon should operate and how books should be dis-
tributed from each warehouse to each region of the country to
minimize total cost.

Average Shipping Cost ($/book) Fixed Warehouse

Cost Capacity
Warehouse Site Northwest Southwest Midwest Southeast Northeast (per week) (books/week)
Spokane, WA $2.40 $3.50 $4.80 $6.80 $5.75 $40,000 20,000
Reno, NV $3.25 $2.30 $3.40 $5.25 $6.00 $30,000 20,000
Omaha, NE $4.05 $3.25 $2.85 $4.30 $4.75 $25,000 15,000
Harrisburg, PA $5.25 $6.05 $4.30 $3.25 $2.75 $40,000 25,000
Jacksonville, FL $6.95 $5.85 $4.80 $2.10 $3.50 $30,000 15,000
Customer demand 8,000 12,000 9,000 14,000 17,000
(per week)

7.19. Aberdeen Computer Corp. (ACC) is located in Aberdeen,
Washington. The company has developed Jeeves, a voice-activated
Internet assistant for the home. This product is manufactured at
four plants, located in Atlanta, Kansas City, Aberdeen, and Aus-
tin. After production, the units are shipped to three warehouses,
located in Nashville, San Jose, and Houston. ACC sells through
the retail channel. In particular, five different retailers currently
sell Jeeves—Sears, Best Buy, Fry’s, Walmart, and Office Depot.
ACC makes weekly shipments to the main warehouses of these
five retailers. The shipping cost from each plant to each ware-
house, along with the production cost and weekly production
capacity at each plant, are given in the table below.

Shipping Cost ($/unit)

San Production Capacity
Plant Nashville Jose Houston Cost ($/unit) (units/week)
Atlanta $30 $40 $50 $208 200
Kansas City $25 $45 $40 $214 300
Aberdeen $45 $30 $55 $215 300
Austin $30 $50 $30 $210 400

The shipping cost from each warehouse to each customer, the through the warehouse per week) for each warehouse, and
variable cost (cost per unit moved through the warehouse), the weekly demand for each customer are given in the table
the capacity (maximum number of units that can be moved below.

Shipping Cost ($/unit)

Variable
Best Comp Office Cost Capacity
Warehouse Sears Buy Fry’s USA Max ($/unit) (units/week)
Nashville $40 $45 $30 $25 $20 $4 300
San Jose $15 $50 $25 $15 $40 $5 500
Houston $50 $35 $15 $40 $50 $5 500
Customer demand 100 50 75 300 150
(per week)

a. Formulate and solve a linear programming model
in a spreadsheet to determine the plan for weekly
production and distribution of Jeeves from the vari-
ous plants, through the warehouses, to the custom-
ers that will minimize total costs.
b. Now suppose that ACC is considering saving money
by closing some of its production facilities and/or
warehouses. Suppose there is a fixed cost to operate
each plant and each warehouse as indicated in the
following tables. Add binary variables to your model

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Case 7-1   Assigning Art   273

in part a to incorporate the decision of which plants cost (including the fixed costs for any plant or ware-
and warehouses to keep open so as to minimize total house that is operated).

Fixed Cost
Plant ($/week) Fixed Cost
Atlanta $8,000 Warehouse ($/week)
Kansas City $9,000 Nashville $4,000
Aberdeen $9,000 San Jose $5,000
Austin $10,000 Houston $5,000

Case 7-1
Assigning Art
It had been a dream come true for Ash Briggs, a struggling art-
ist living in the San Francisco Bay area. He had made a trip to
the corner grocery store late one Friday afternoon to buy some
milk, and, on impulse, he had also purchased a California lottery
ticket. One week later, he was a multimillionaire.
Ash did not want to squander his winnings on materialistic,
trivial items. Instead he wanted to use his money to support his
true passion: art. Ash knew all too well the difficulties of gaining
recognition as an artist in this post-industrial, technological soci-
ety where artistic appreciation is rare and financial support even
rarer. He therefore decided to use the money to fund an exhibit
of up-and-coming modern artists at the San Francisco Museum
of Modern Art.
Ash approached the museum directors with his idea, and the
directors became excited immediately after he informed them that
he would fund the entire exhibit in addition to donating $1 mil-
lion to the museum. Celeste McKenzie, a museum director, was
assigned to work with Ash in planning the exhibit. The exhibit was
slated to open one year from the time Ash met with the directors,
and the exhibit pieces would remain on display for two months.
Ash began the project by combing the modern art community
for potential artists and pieces. He presented a list (shown below)
of artists, their pieces, and the price of displaying each piece1 to
Celeste.
Ash possesses certain requirements for the exhibit. He
believes the majority of Americans lack adequate knowledge
of art and artistic styles, and he wants the exhibit to educate
Americans. Ash wants visitors to become aware of the collage
as an art form, but he believes collages require little talent. He
therefore decides to include only one collage. Additionally,
Ash wants viewers to compare the delicate lines in a three-
dimensional wire mesh sculpture to the delicate lines in a two-
dimensional computer-generated drawing. He therefore wants at
least one wire-mesh sculpture displayed if a computer-­generated
drawing is displayed. Alternatively, he wants at least one
computer-­generated drawing displayed if a wire-mesh sculpture

Artist Piece Description of Piece Price

Colin Zweibell Perfection A wire-mesh sculpture of the human body $300,000
Burden A wire-mesh sculpture of a mule 250,000
The Great Equalizer A wire-mesh sculpture of a gun 125,000
Rita Losky Chaos Reigns A series of computer-generated drawings 400,000
Who Has Control? A computer-generated drawing intermeshed with lines 500,000
of computer code
Domestication A pen-and-ink drawing of a house 400,000
Innocence A pen-and-ink drawing of a child 550,000
Norm Marson Aging Earth A sculpture of trash covering a larger globe 700,000
Wasted Resources A collage of various packaging materials 575,000
Candy Tate Serenity An all-blue watercolor painting 200,000
Calm before the A painting with an all-blue watercolor background and a black 225,000
Storm watercolor center
Robert Bayer Void An all-black oil painting 150,000
Sun An all-yellow oil painting 150,000

(Continued)

1
The display price includes the cost of paying the artist for loaning the piece to the museum, transporting the piece to San Francisco,
constructing the display for the piece, insuring the piece while it is on display, and transporting the piece back to its origin.

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274  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions

Artist Piece Description of Piece Price

David Lyman Storefront Window A photo-realistic painting of a jewelry store display window 850,000
Harley A photo-realistic painting of a Harley-Davidson motorcycle 750,000
Angie Oldman Consumerism A collage of magazine advertisements 400,000
Reflection A mirror (considered a sculpture) 175,000
Trojan Victory A wooden sculpture of a condom 450,000
Rick Rawls Rick A photo-realistic self-portrait (painting) 500,000
Rick II A cubist self-portrait (painting) 500,000
Rick III An expressionist self-portrait (painting) 500,000
Bill Reynolds Beyond A science fiction oil painting depicting Mars colonization 650,000
Pioneers An oil painting of three astronauts aboard the space shuttle 650,000
Bear Canton Wisdom A pen-and-ink drawing of an Apache chieftain 250,000
Superior Powers A pen-and-ink drawing of a traditional Native American rain dance 350,000
Living Land An oil painting of the Grand Canyon 450,000
Helen Row Study of a Violin A cubist painting of a violin 400,000
Study of a Fruit Bowl A cubist painting of a bowl of fruit 400,000
Ziggy Lite My Namesake A collage of Ziggy cartoons 300,000
Narcissism A collage of photographs of Ziggy Lite 300,000
Ash Briggs All That Glitters A watercolor painting of the Golden Gate Bridge 50,000*
The Rock A watercolor painting of Alcatraz 50,000*
Winding Road A watercolor painting of Lombard Street 50,000*
Dreams Come True A watercolor painting of the San Francisco Museum of Modern Art 50,000*

*Ash does not require personal compensation, and the cost for moving his pieces to the museum from his home in San Francisco is minimal.
The cost of displaying his pieces therefore only includes the cost of constructing the display and insuring the pieces.

is displayed. Furthermore, Ash wants to expose viewers to all
painting styles, but he wants to limit the number of paintings
displayed to achieve a balance in the exhibit between paintings
and other art forms. He therefore decides to include at least one
photo-realistic painting, at least one cubist painting, at least one
expressionist painting, at least one watercolor painting, and at
least one oil painting. At the same time, he wants the number
of paintings to be no greater than twice the number of other art
forms.
Ash wants all his own paintings included in the exhibit since
he is sponsoring the exhibit and since his paintings celebrate the
San Francisco Bay area, the home of the exhibit.
Ash possesses personal biases for and against some artists.
Ash is currently having a steamy affair with Candy Tate, and he
wants both of her paintings displayed. Ash counts both David
Lyman and Rick Rawls as his best friends, and he does not want
to play favorites between these two artists. He therefore decides
to display as many pieces from David Lyman as from Rick Rawls
and to display at least one piece from each of them. Although
Ziggy Lite is very popular within art circles, Ash believes Ziggy
makes a mockery of art. Ash will therefore only accept one dis-
play piece from Ziggy, if any at all.
Celeste also possesses her own agenda for the exhibit. As a
museum director, she is interested in representing a diverse pop-
ulation of artists, appealing to a wide audience, and creating a
politically correct exhibit. To advance feminism, she decides to
include at least one piece from a female artist for every two pieces
included from a male artist. To advance environmentalism, she
decides to include either one or both of the pieces Aging Earth
and Wasted Resources. To advance Native American rights, she
decides to include at least one piece by Bear Canton. To advance
science, she decides to include at least one of the following pieces:
Chaos Reigns, Who Has Control?, Beyond, and Pioneers.
Celeste also understands that space is limited at the museum.
The museum only has enough floor space for four sculptures and
enough wall space for 20 paintings, collages, and drawings.
Finally, Celeste decides that if Narcissism is displayed,
Reflection should also be displayed since Reflection also suggests
narcissism.
Please explore the following questions independently except
where otherwise indicated.
a. Ash decides to allocate $4 million to fund the exhibit. Given
the pieces available and the specific requirements from Ash
and Celeste, formulate and solve a binary integer program-
ming problem to maximize the number of pieces displayed in
the exhibit without exceeding the budget. How many pieces
are displayed? Which pieces are displayed?
b. To ensure that the exhibit draws the attention of the pub-
lic, Celeste decides that it must include at least 20 pieces.
­Formulate and solve a binary integer programming prob-
lem to ­minimize the cost of the exhibit while displaying at
least 20 pieces and meeting the requirements set by Ash and
Celeste. How much does the exhibit cost? Which pieces are
displayed?
c. An influential patron of Rita Losky’s work who chairs the
museum’s board of directors learns that Celeste requires at
least 20 pieces in the exhibit. He offers to pay the minimum
amount required on top of Ash’s $4 million to ensure that
exactly 20 pieces are displayed in the exhibit and that all of
Rita’s pieces are displayed. How much does the patron have
to pay? Which pieces are displayed?

hiL18920_ch07_243-278.indd 274 10/11/17 07:16 AM


Case 7-2
Stocking Sets
Daniel Holbrook, an expediter at the local warehouse for
­Furniture City, sighed as he moved boxes and boxes of inven-
tory to the side to reach the shelf where the particular item he
needed was located. He dropped to his hands and knees and
squinted at the inventory numbers lining the bottom row of the
shelf. He did not find the number he needed. He worked his way
up the shelf until he found the number matching the number on
the order slip. Just his luck! The item was on the top row of the
shelf! Daniel walked back through the warehouse to find a lad-
der, stumbling over boxes of inventory littering his path. When
he finally climbed the ladder to reach the top shelf, his face
crinkled in frustration. Not again! The item he needed was not
in stock! All he saw above the inventory number was an empty
space covered with dust!
Daniel trudged back through the warehouse to make the
dreaded phone call. He dialed the number of Brenda Sims, the
saleswoman on the kitchen showroom floor of Furniture City,
and informed her that the particular light fixture the customer
had requested was not in stock. He then asked her if she wanted
him to look for the rest of the items in the kitchen set. Brenda
told him that she would talk to the customer and call him back.
Brenda hung up the phone and frowned. Mr. Davidson, her
customer, would not be happy. Ordering and receiving the cor-
rect light fixture from the regional warehouse would take at least
two weeks.
Brenda then paused to reflect upon business during the last
month and realized that over 80 percent of the orders for kitchen
sets could not be filled because items needed to complete the
sets were not in stock at the local warehouse. She also realized
that Furniture City was losing customer goodwill and business
because of stockouts. The furniture megastore was gaining a rep-
utation for slow service and delayed deliveries, causing custom-
ers to turn to small competitors that sold furniture directly from
the showroom floor.
Brenda decided to investigate the inventory situation at the
local warehouse. She walked the short distance to the build-
ing next door and gasped when she stepped inside the ware-
house. What she saw could only be described as chaos. Spaces
allocated for some items were overflowing into the aisles of
the warehouse while other spaces were completely bare. She
walked over to one of the spaces overflowing with inventory
Floor Tile Wallpaper
(T1) White textured tile (W1) Plain ivory paper (L1) One large rectangular frosted fixture
(T2) Ivory textured tile (W2) Ivory paper with (L2) Three small square frosted fixtures
dark brown pinstripes
(T3) White checkered tile (W3) Blue paper with (L3) One large oval frosted fixture
with blue trim marble texture
(T4) White checkered tile (W4) Light yellow paper (L4) Three small frosted globe fixtures
with light yellow trim with marble texture
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Case 7-2   Stocking Sets   275
to determine what item was overstocked. She could not believe
her eyes! The warehouse had at least 30 rolls of pea-green
wallpaper! No customer had ordered pea-green wallpaper
since 2013!
Brenda marched over to Daniel demanding an explanation.
Daniel said that the warehouse had been in such a chaotic state
since his arrival one year ago. He said the inventory problems
occurred because management had a policy of stocking every
furniture item on the showroom floor in the local warehouse.
Management only replenished inventory every three months,
and when inventory was replenished, management ordered every
item regardless of whether it had been sold. Daniel also said that
he had tried to make management aware of the problems with
overstocking unpopular items and understocking popular items,
but management would not listen to him because he was simply
an expediter.
Brenda understood that Furniture City required a new
inventory policy. Not only was the megastore losing money
by making customers unhappy with delivery delays, but it was
also losing money by wasting warehouse space. By changing
the inventory policy to stock only popular items and replenish
them immediately when sold, Furniture City would ensure that
the majority of customers would receive their furniture imme-
diately and that the valuable warehouse space would be utilized
effectively.
Brenda needed to sell her inventory policy to management.
Using her extensive sales experience, she decided that the most
effective sales strategy would be to use her kitchen department
as a model for the new inventory policy. She would identify all
kitchen sets comprising 85 percent of customer orders. Given the
fixed amount of warehouse space allocated to the kitchen depart-
ment, she would identify the items Furniture City should stock
to satisfy the greatest number of customer orders. She would
then calculate the revenue from satisfying customer orders under
the new inventory policy, using the bottom line to persuade man-
agement to accept her policy.
Brenda analyzed her records over the past three years and
determined that 20 kitchen sets were responsible for 85 percent
of the customer orders. These 20 kitchen sets were composed
of up to eight features in a variety of styles. Brenda listed each
feature and its popular styles in the tables below.
Light Fixtures Cabinets
(C1) Light solid wood cabinets
(C2) Dark solid wood cabinets
(C3) Light-wood cabinets with
glass doors
(C4) Dark-wood cabinets with
glass doors
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276  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions
Countertops Dishwashers
(O1) Plain light-wood (D1) White energy-saving dishwasher
countertops
(O2) Stained light-wood (D2) Ivory energy-saving dishwasher
countertops
(O3) White lacquer-coated
countertops
(O4) Ivory lacquer-coated
countertops
Brenda then created a table (given on the next page) showing
the 20 kitchen sets and the particular features composing each set.
To simplify the table, she used the codes shown in parentheses
below to represent the particular feature and style. For example,
kitchen set 1 consists of floor tile T2, wallpaper W2, light fixture
L4, cabinet C2, countertop O2, dishwasher D2, sink S2, and range
R2. Notice that sets 14 through 20 do not contain dishwashers.
Brenda knew she had only a limited amount of warehouse space
allocated to the kitchen department. The warehouse could hold
50 square feet of tile and 12 rolls of wallpaper in the inventory bins.
The inventory shelves could hold two light fixtures, two cabinets,
three countertops, and two sinks. Dishwashers and ranges are simi-
lar in size, so Furniture City stored them in similar locations. The
warehouse floor could hold a total of four dishwashers and ranges.
Every kitchen set always includes exactly 20 square feet of
tile and exactly five rolls of wallpaper. Therefore, 20 square feet
of a particular style of tile and five rolls of a particular style of
wallpaper are required for the styles to be in stock.
a. Formulate and solve a binary integer programming problem
to maximize the total number of kitchen sets (and thus the
number of customer orders) Furniture City stocks in the local
warehouse. Assume that when a customer orders a kitchen
set, all the particular items composing that kitchen set are
replenished at the local warehouse immediately.
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Sinks Ranges
(S1) Sink with separate hot (R1) White electric oven
and cold water taps
(S2) Divided sink with separate (R2) Ivory electric oven
hot and cold water taps and
garbage disposal
(S3) Sink with one hot and cold (R3) White gas oven
water tap
(S4) Divided sink with one hot (R4) Ivory gas oven
and cold water tap and gar
bage disposal
b. How many of each feature and style should Furniture City
stock in the local warehouse? How many different kitchen
sets are in stock?
c. Furniture City decides to discontinue carrying nursery sets,
and the warehouse space previously allocated to the nurs-
ery department is divided between the existing departments
at Furniture City. The kitchen department receives enough
additional space to allow it to stock both styles of dishwash-
ers and three of the four styles of ranges. How does the opti-
mal inventory policy for the kitchen department change with
this additional warehouse space?
d. Brenda convinces management that the kitchen depart-
ment should serve as a testing ground for future inventory
policies. To provide adequate space for testing, management
decides to allocate all the space freed by the nursery depart-
ment to the kitchen department. The extra space means that
the kitchen department can store not only the dishwashers
and ranges from part c, but also all sinks, all countertops,
three of the four light fixtures, and three of the four cabinets.
How much does the additional space help?
e. How would the inventory policy be affected if the items
composing a kitchen set could not be replenished immedi-
ately? Under what conditions is the assumption of immediate
replenishment nevertheless justified?
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hiL18920_ch07_243-278.indd
277
T1 T2 T3 T4 W1 W2 W3 W4 L1 L2 L3 L4 C1 C2 C3 C4 O1 O2 O3 O4 D1 D2 S1 S2 S3 S4 R1 R2 R3 R4
Se t 1 X X X X X X X X
Se t 2 X X X X X X X X
Se t 3 X X X X X X X X
Se t 4 X X X X X X X X
Se t 5 X X X X X X X X
Se t 6 X X X X X X X X
Se t 7 X X X X X X X X
Se t 8 X X X X X X X X
Se t 9 X X X X X X X X
Se t 10 X X X X X X X X
Se t 11 X X X X X X X X
Se t 12 X X X X X X X X
Se t 13 X X X X X X X X
Se t 14 X X X X X X X
Se t 15 X X X X X X X
Se t 16 X X X X X X X
Se t 17 X X X X X X X
Se t 18 X X X X X X X
Se t 19 X X X X X X X
Se t 20 X X X X X X X

10/11/17 07:16 AM
Case 7-2   Stocking Sets   277
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278  Chapter Seven   Using Binary Integer Programming to Deal with Yes-or-No Decisions
Case 7-3
Assigning Students to Schools (Revisited)
Reconsider Case 3-5. The Springfield School Board now has
made the decision to prohibit the splitting of residential areas
among multiple schools. Thus, each of the six areas must be
assigned to a single school.
a. Formulate and solve a BIP model for this problem under the
current policy of providing busing for all middle school stu-
dents who must travel more than approximately a mile.
Case 7-4
Broadcasting the Olympic Games (Revisited)
Reconsider part b of Case 6-4. Use the spreadsheet model devel-
oped there to incorporate the following consideration.
An additional concern not considered in Case 6-4 is that
the routers at nodes C and F are each already maxed out. If any
additional capacity is built into or out of node C or node F, then
the routers at these stations must be upgraded. This would cost
a total of $2 million at node C or a total of $3 million at node F.
Which network segments should be increased in capacity and
by how much so as to increase the total capacity of the network
enough to transmit the peak requirement of 35 GB/s from the
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b. Referring to part c of Case 3-5, determine how much the total
busing cost increases because of the decision to prohibit the
splitting of residential areas among multiple schools.
c, d, e, f. Repeat parts d, e, f, g of Case 3-5 under the new school
board decision to prohibit splitting of residential areas among
multiple schools.
Olympics site (A) to the home studios (G) at the lowest pos-
sible cost?
Additional Case
An additional case for this chapter also is available at the Uni-
versity of Western Ontario Ivey School of Business website,
cases.ivey.uwo.ca/cases, in the segment of the CaseMate area
designated for this book.
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