層次分析法文獻(xiàn)翻譯

1、888大學(xué)畢業(yè)設(shè)計(jì)(論文)文獻(xiàn)翻譯題 目 層次分析法 院、系(部) 計(jì)算機(jī)科學(xué)與技術(shù)學(xué)院 專業(yè)及班級(jí) 計(jì)科0903班 姓 名 888 指 導(dǎo) 教 師 888 日 期 2013年3月 Analytic Hierarchy Process The Analytic Hierarchy Process (AHP) is a structured technique for helping people deal with complex decisions. Rather than prescribing a "correct" decision, the AHP helps p

2、eople to determine one that suits their needs and wants. Based on mathematics and psychology, it was developed by Thomas L. Saaty in the 1970s and has been extensively studied and refined since then. The AHP provides a comprehensive and rational framework for structuring a problem, for representing

3、and quantifying its elements, for relating those elements to overall goals, and for evaluating alternative solutions. It is used throughout the world in a wide variety of decision situations, in fields such as government, business, industry, healthcare, and education.Several firms supply computer so

4、ftware to assist in using the process.Users of the AHP first decompose their decision problem into a hierarchy of more easily comprehended sub-problems, each of which can be analyzed independently. The elements of the hierarchy can relate to any aspect of the decision problemtangible or intangible,

5、carefully measured or roughly estimated, well- or poorly-understoodanything at all that applies to the decision at hand.Once the hierarchy is built, the decision makers systematically evaluate its various elements, comparing them to one another in pairs. In making the comparisons, the decision maker

6、s can use concrete data about the elements, or they can use their judgments about the elements' relative meaning and importance. It is the essence of the AHP that human judgments, and not just the underlying information, can be used in performing the evaluations.The AHP converts these evaluation

7、s to numerical values that can be processed and compared over the entire range of the problem. A numerical weight or priority is derived for each element of the hierarchy, allowing diverse and often incommensurable elements to be compared to one another in a rational and consistent way. This capabil

8、ity distinguishes the AHP from other decision making techniques.In the final step of the process, numerical priorities are derived for each of the decision alternatives. Since these numbers represent the alternatives' relative ability to achieve the decision goal, they allow a straightforward co

9、nsideration of the various courses of action.Uses and applicationsWhile it can be used by individuals working on straightforward decisions, Analytic Hierarchy Process (AHP) is most useful where teams of people are working on complex problems, especially those with high stakes, involving human percep

10、tions and judgments, whose resolutions have long-term repercussions. It has unique advantages where important elements of the decision are difficult to quantify or compare, or where communication among team members is impeded by their different specializations, terminologies, or perspectives.Decisio

11、n situations to which the AHP can be applied include:· Choice - The selection of one alternative from a given set of alternatives, usually where there are multiple decision criteria involved. · Ranking - Putting a set of alternatives in order from most to least desirable Prioritization - D

12、etermining the relative merit of a set of alternatives, as opposed to selecting a single one or merely ranking them · Resource allocation - Apportioning resources among a set of alternatives· Benchmarking - Comparing the processes in one's own organization with those of other best-of-b

13、reed organizations · Qualitymanagement - Dealing with the multidimensional aspects of quality and quality improvement The applications of AHP to complex decision situations have numbered in the thousands, and have produced extensive results in problems involving planning, Resource allocation, p

14、riority setting, and selection among alternatives. Other areas have included forecasting, toreotal quality management, business process re-engineering ,quality function deployment， and the Balanced Scorecard.Many AHP applications are never reported to the world at large, because they take place at h

15、igh levels of large organizations where security and privacy considerations prohibit their disclosure. But some uses of AHP are discussed in the literature. Recently these have included:· Deciding how best to reduce the impact of global climate change (Fondazione Eni Enrico Mattei)· Quanti

16、fying the overall quality of software system(Microsoft corporation)· Selecting university faculty(Bloomsburg University of Pennsy)· Deciding where to locate offshore manufacturing plants(University of Cambridge)· Assessing risk in operating cross-country prtroleum pipelines(American S

17、ociety of Civil Engineers)· Deciding how best to manage U.S. watersheds(U.S. Department of Agriculture)AHP is sometimes used in designing highly specific procedures for particular situations, such as the rating of buildings by historic significance. It was recently applied to a project that use

18、s video footage to assess the condition of highways in Virginia. Highway engineers first used it to determine the optimum scope of the project, then to justify its budget to lawmakers. AHP is widely used in countries around the world. At a recent international conference on AHP, over 90 papers were

19、presented from 19 countries, including the U.S., Germany, Japan, Chile , Malaysia, andNepal. Topics covered ranged from Establishing Payment Standards for Surgical Specialists, to Strategic Technology Roadmapping, to Infrastructure Reconstruction in Devastated Countries. AHP was introduced in China

20、in 1982, and its use in that country has expanded greatly since thenits methods are highly compatible with the traditional Chinese decision making framework, and it has been used for many decisions in the fields ofeconomics,energy,management,environment,traffic,agriculture, industry, and the militar

21、y.Though using AHP requires no specialized academic trainning, the subject is widely taught at the university levelone AHP software provider lists over a hundred colleges and universities among its clients. AHP is considered an important subject in many institutions of higher learning, including sch

22、ools of engineering and Graduate school of Business . AHP is also an important subject in the quality field, and is taught in many specialized courses including Six Sigma, Lean Six Sigma, and QFD. In China, nearly a hundred schools offer courses in AHP, and many doctoral students choose AHP as the s

23、ubject of their research and dissertations. Over 900 papers have been published on the subject in that country, and there is at least one Chinese scholarly journal devoted exclusively to AHP.ImplementationAs can be seen in the examples that follow, using the AHP involves the mathematical synthesis o

24、f numerous judgments about the decision problem at hand. It is not uncommon for these judgments to number in the dozens or even the hundreds. While the math can be done by hand or with a calculator, it is far more common to use one of several computerized methods for entering and synthesizing the ju

25、dgments. The simplest of these involve standard spreadsheet software, while the most complex use custom software, often augmented by special devices for acquiring the judgments of decision makers gathered in a meeting room.Steps in using the processThe procedure for using the AHP can be summarized a

26、s:1. Model the problem as a hierarchy containing the decision goal, the alternatives for reaching it, and the criteria for evaluating the alternatives. 2. Establish priorities among the elements of the hierarchy by making a series of judgments based on pairwise comparisons of the elements. For examp

27、le, when comparing potential real-estate purchases, the investors might say they prefer location over price and price over timing. 3. Synthesize these judgments to yield a set of overall priorities for the hierarchy. This would combine the investors' judgments about location, price and timing fo

28、r properties A, B, C, and D into overall priorities for each property. 4. Check the consistency of the judgments. 5. Come to a final decision based on the results of this process. CriticismsThe AHP is now included in most operations research and management science textbooks, and is taught in numerou

29、s universities; it is used extensively in organizations that have carefully investigated its theoretical underpinnings. While the general consensus is that it is both technically valid and practically useful, the method does have its critics.In the early 1990s a series of debates between critics and

30、 proponents of AHP was published in Management Science and The Journal of the Operational Research Society. These debates seem to have been settled in favor of AHP.Occasional criticisms still appear. A 1997 paper examined possible flaws in the verbal (vs. numerical) scale often used in AHP pairwise

31、comparisons. Another from the same year claimed that innocuous changes to the AHP model can introduce order where no order exists. A 2006 paper found that the addition of criteria for which all alternatives perform equally can alter the priorities of alternatives. An in-depth paper discussing the ac

32、ademic criticisms of AHP was published in Operations Research in 2001.Most of the criticisms involve a phenomenon called rank reversal, discussed in the following section.Rank reversalMany people hear about rank reversal and assume that there is some sort of proven principle about it that needs to b

33、e upheld in making decisions. That assumption has led to much misunderstanding of AHP and other decision making techniques. In actuality, rank reversal is a complex matter about which there are many conflicting ideas and opinions. This section offers a simplified explanation of the situation.Decisio

34、n making involves ranking alternatives in terms of criteria or attributes of those alternatives. It is an axiom of some decision theories that when new alternatives are added to a decision problem, the ranking of the old alternatives must not change. But in the real world, adding new alternatives ca

35、n change the rank of the old ones. These rank reversals do not occur often, but the possibility of their occurrence has substantial logical implications about the methodology used to make decisions, the underlying assumptions of various decision theories, etc.A simple example will demonstrate the ph

36、enomenon of rank reversal:Consider a pretty girl in a small town. She's having a party next week, and she wants to buy a dress that will impress her guests. She visits the town's only dress store and goes to the rack of party dresses. There are five such dresses, and after long consideration

37、 she ranks them by desirability as follows:RankStyleColorPrice   1Style ABlue$109   2Style AGreen$109   3Style BRed$119   4Style CYellow  $99   5Style DOff-White$149Now imagine that she enters the back room and sees

38、 the store's entire inventory of dresses. The dresses she has looked at in Styles B, C, and D are the only ones of their kind, but there are four more Style A dresses in green and eight more Style A dresses in blue. In the language of decision science, these dresses are copies of the existing al

39、ternatives. In our one-store small town scenario, there's a reasonable chance that one or more party guests would buy and wear one of the copies. When made aware of these new alternatives, our fashion-conscious girl might rank her choices in a different order. Considering her great embarrassment

40、 if a guest were to wear the same dress that she did, she might rank her choices like this:RankOld RankStyleColorPrice   1   3Style BRed$119   2   4Style CYellow  $99   3   5Style DOff-White$149 

41、  4   2Style AGreen$109   5   1Style ABlue$109Notice that the rankings of the two Style A dresses have reversed (since there are more copies of the blue dress than of the green one). Not only that, but Style A has gone from the most preferred st

42、yle to the least preferred. Rank reversal has occurred. Axioms of decision theories have been violated. Scholars and researchers can cry "foul," or impugn the method by which the girl has made her choice, but there is no denying that in the world of our example, ranks have been reversed. T

43、here is no doubt that the reversal is due to the introduction of additional alternatives that are no different from the existing ones.The above is but one example of rank reversal. Rank reversal can also occur when additional alternatives are added/removed that are not copies of the original alterna

44、tives (e.g., red and yellow dresses in completely different styles). Another example of rank reversal occurred in the 2000 U.S. presidential election. Ralph Nader was an 'irrelevant' alternative, in that he was dominated by both the Democrat and Republican candidates. However, since he attra

45、cted more votes from those who would have voted Democrat rather than Republican, his presence caused the ranks to reverse. Put another way, if Nader were not in the race, it is widely accepted that Al Gore would have won.There are two schools of thought about rank reversal. One maintains that new al

46、ternatives that introduce no additional attributes should not cause rank reversal under any circumstances. The other maintains that there are both situations in which rank reversal is not reasonable as well as situations where they are to be expected. The current version of the AHP can accommodate b

47、oth these schools its Ideal Mode preserves rank, while its Distributive Mode allows the ranks to change. Either mode is selected according to the problem at hand.層次分析法層次分析法（AHP）是一種幫助人們處理復(fù)雜決策的結(jié)構(gòu)化技術(shù)，比起一種指定的“正確”的方法，層次分析法能幫助人們決定哪一種是更適合他們的需求?；跀?shù)學(xué)和心理學(xué)，Thomas L. Saaty于1970年深入研究了層次分析法，從此以后，層次分析法被廣泛的學(xué)習(xí)和重定義。A

48、HP為構(gòu)建一個(gè)問題，描述和權(quán)衡它的因素，相關(guān)那樣的因素達(dá)到整體的目標(biāo)，評(píng)估交互的解決方法提供了一種廣泛的和理性的框架結(jié)構(gòu)。在這個(gè)世界中，它被廣泛的應(yīng)用在各種決策形式：像政府，商業(yè)，工業(yè)，醫(yī)療保健和教育等各種領(lǐng)域。一些公司提供計(jì)算機(jī)軟件來支持這些過程。AHP的用戶一開始把他們的決策分解成更簡單的包含各種子問題的層次結(jié)構(gòu)，每一種子問題都能夠單獨(dú)的分析。這種層次架構(gòu)的各種因素關(guān)系到?jīng)Q策問題的各種方面，包括明確的和不明確的問題，仔細(xì)的估量和粗略的估計(jì)，好的和不好的任何事情。這些方面的問題用于當(dāng)前的決策。一旦層次結(jié)構(gòu)建立，決策者系統(tǒng)評(píng)估其各個(gè)組成部分，比較彼此在對(duì)。在作出這一比較，決策者可以使用的具體數(shù)

49、據(jù)內(nèi)容，也可以利用其判斷的因素的相對(duì)意義和重要性。這是AHP的本質(zhì)，人類的判斷，而不僅僅是基本的信息，可用于履行的評(píng)價(jià)。層次分析法評(píng)價(jià)轉(zhuǎn)換這些數(shù)值，可處理和比較在整個(gè)范圍內(nèi)的問題。數(shù)值重量或優(yōu)先源自各層次的每個(gè)因素，允許讓不同的而且往往不可加以比較的要素以一個(gè)以合理和一致的方式進(jìn)行比較。這是AHP區(qū)分其他決策方法的能力。在最后一步的過程中，數(shù)值的優(yōu)先權(quán)得出每一個(gè)可供選擇的決定。由于這些數(shù)字表示以實(shí)現(xiàn)決策的目標(biāo)相對(duì)能力，他們可以從各種復(fù)雜的行動(dòng)中找出直接的方案。使用和應(yīng)用雖然它可用于個(gè)人從事簡單的決定，層次分析法（ AHP ）是最有用的地方是一個(gè)團(tuán)隊(duì)正在努力處理復(fù)雜的問題，尤其是那些高風(fēng)險(xiǎn)，涉及

50、人權(quán)的認(rèn)識(shí)和判斷，其決議具有長期影響。它具有獨(dú)特的優(yōu)勢在于其重要組成部分的決定都是難以量化或比較的，或在團(tuán)隊(duì)成員之間阻礙了他們難以溝通的不同專業(yè)，術(shù)語，或觀點(diǎn)。AHP在以下決策情況下使用：選擇由一組給定的替代品中選擇一個(gè)替代品，通常當(dāng)市場上有多個(gè)決策標(biāo)準(zhǔn)參與。排序從最不理想的方案中實(shí)施了一套替代方案。優(yōu)先級(jí)確定一套替代方案的相對(duì)優(yōu)點(diǎn)，而不是選擇一個(gè)人或者僅僅是憑借他們的排名。資源分配在一套替代品方案中分配資源?；鶞?zhǔn)在自己的組織與其他同類最佳組織比較過程。質(zhì)量管理處理多層面的質(zhì)量和質(zhì)量改進(jìn)。對(duì)復(fù)雜的情況下應(yīng)用層次分析法決定了編號(hào)數(shù)以千計(jì)，在題涉及規(guī)劃，資源分配，確定優(yōu)先次序，選擇其中替代品中產(chǎn)生

51、了廣泛的結(jié)果，其他領(lǐng)域包括預(yù)測，全面質(zhì)量管理，業(yè)務(wù)流程再設(shè)計(jì)，質(zhì)量功能配置，和平衡計(jì)分卡。許多層次的應(yīng)用從來沒有報(bào)告給整個(gè)世界，因?yàn)樗鼈儜?yīng)用在高層次的大型組織，基于安全和隱私的考慮，禁止其披露。但是，一些利用層次分析法，討論了文獻(xiàn)中。最近這些活動(dòng)包括：決定如何最好地減少全球氣候變化的影響（埃尼恩馬德基金會(huì)）軟件系統(tǒng)整體素質(zhì)的量化（微軟公司）選擇大學(xué)教師（賓夕法尼亞大學(xué)）決定在何處建造海外制造工廠（劍橋大學(xué)）評(píng)估經(jīng)營跨國石油管道的風(fēng)險(xiǎn)（美國土木工程師學(xué)會(huì)）決定如何最好地管理美國的流域（美國農(nóng)業(yè)部）層次分析法有時(shí)用在設(shè)計(jì)高度的具體程序的特殊情況，如評(píng)價(jià)的建筑物的歷史意義。這是最近申請(qǐng)的一個(gè)項(xiàng)目，利

52、用錄像資料，以評(píng)估在弗吉尼亞州的高速公路的狀況。公路工程師首先用它來確定最合適的項(xiàng)目范圍，然后來證明其預(yù)算給國會(huì)議員。層次分析法被廣泛應(yīng)用于世界各國。在最近舉行的一次AHP國際會(huì)議，超過來自19個(gè)國家提交文件的90多份文件，包括美國，德國，日本，智利，馬來西亞和尼泊爾。話題涉及范圍從建立支付標(biāo)準(zhǔn)的外科專家，路況戰(zhàn)略技術(shù)，受災(zāi)國家基礎(chǔ)設(shè)施的重建。層次分析法在1982年引進(jìn)中國，它的使用在該國已大大增加，因?yàn)楫?dāng)時(shí)它的方法非常符合中國傳統(tǒng)的決策框架，并已用于許多決策領(lǐng)域如：經(jīng)濟(jì)，能源，管理，環(huán)境，交通，農(nóng)業(yè)，工業(yè)和軍事。雖然采用層次分析法不需要專門的學(xué)術(shù)訓(xùn)練，這一問題是廣泛任教于大學(xué)一級(jí)層次。軟件供應(yīng)商客戶名單超過一百個(gè)是學(xué)院和大學(xué)。層次分析法被認(rèn)為是一個(gè)重要課題，許多高等學(xué)府，其中包括學(xué)校的工程和研究生院的業(yè)務(wù)。層次分析法在質(zhì)量領(lǐng)域也是一個(gè)重要的主題，并傳授許多專門課程，包括六西格瑪，精益六西格瑪，和QFD。在中國，近100所學(xué)校開設(shè)AHP，許多博士生選擇以層次分析法為研究的主體和論文。在該國已出版了超過9