capacity planning - opreations management
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CAPACITY PLANNING
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Capacity
CapacityIs the ability to hold, receive, store or accommodate
Strategic capacity planningIs an approach for determining the overall capacity level of capital intensive resources, including facilities, equipment, and overall labor force size
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Capacity increase depends onvolume and certainty of anticipated demand
strategic objectivescosts of expansion and operation
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Best operating level% of capacity utilization that minimizes unit costs
capacity for which the process was designed
Capacity cushion% of capacity held in reserve for unexpected occurrences
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Capacity Utilization
Example: During one week of production, a plant
produced 83 units of a product. Its historic highest or best utilization recorded was 120 units per week. What is this plant’s capacity utilization rate?
level operating Best
usedCapacity rate nutilizatioCapacity
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Capacity utilization rate = Capacity used Best operating level
= 83/120 =0.69 or 69%
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Economies of Scale
It costs less per unit to produce high levels of outputfixed costs can be spread over a larger number of units
quantity discounts are available for material purchases
operating efficiency increases as workers gain experience
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The Experience Curve
As plants produce more products, they gain experience in the best production methods and reduce their costs per unit
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The Experience Curve
Graph
Total accumulated production of units
Cost orpriceper unit
Yesterday
Today Tomorro
w
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STRATEGIES FOR TIMING CAPACITIES
Capacity Lead strategy:• Adding capacity in anticipation of an increase in demand.
• Aggressive strategy; to snatch customers from competitors.
Disadvantage: excess inventory, costly and often wasteful.
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STRATEGIES FOR TIMING CAPACITIES
Capacity Lag strategy: • Adding capacity only after the organization is running at full capacity or beyond due to increase in demand.
• Conservative strategy; decreases the risk of waste.
Disadvantage: It may result in the loss of possible customers.
Average Capacity Strategy:• Here average expected demand is calculated and then capacity is increased accordingly.
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Capacity Expansion Strategies
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Example of Capacity RequirementsA manufacturer produces two lines of mustard, FancyFine and Generic line. Each is packaged in small and family-size plastic bottles.
The following table shows forecast demand for the next four years.
Year: 1 2 3 4FancyFine
Small (000s) 50 60 80 100Family (000s) 35 50 70 90Generic
Small (000s) 100 110 120 140Family (000s) 80 90 100 110
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Example of Capacity Requirements (Continued) : Equipment and Labor
Requirements
Year: 1 2 3 4Small (000s) 150 170 200 240Family (000s) 115 140 170 200
•Three 100,000 units-per-year machines are available for small-bottle production. Two operators required per machine.
•Two 120,000 units-per-year machines are available for family-sized-bottle production. Three operators required per machine.
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Year: 1 2 3 4Small (000s) 150 170 200 240Family (000s) 115 140 170 200
Small Mach. Cap. 300,000 Labor 6Family-size Mach. Cap. 240,000 Labor 6
Small
Percent capacity used 50.00%Machine requirement 1.50Labor requirement 3.00Family-size
Percent capacity used 47.92%Machine requirement 0.96Labor requirement 2.88
Question: What are the Year 1 values for capacity, machine, and labor?
Question: What are the Year 1 values for capacity, machine, and labor?
150,000/300,000=50%
At 2 operators for 100,000, it takes 3 operators for 150,000
At 1 machine for 100,000, it takes 1.5 machines for 150,000
©The McGraw-Hill Companies, Inc., 2004
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Year: 1 2 3 4Small (000s) 150 170 200 240Family (000s) 115 140 170 200
Small Mach. Cap. 300,000 Labor 6Family-size Mach. Cap. 240,000 Labor 6
Small
Percent capacity used 50.00%Machine requirement 1.50Labor requirement 3.00Family-size
Percent capacity used 47.92%Machine requirement 0.96Labor requirement 2.88
Question: What are the values for columns 2, 3 and 4 in the table below?Question: What are the values for columns 2, 3 and 4 in the table below?
56.67%1.703.40
58.33%1.173.50
66.67%2.004.00
70.83%1.424.25
80.00%2.404.80
83.33%1.675.00
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©The McGraw-Hill Companies, Inc., 2004
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Some Short-Term Capacity Options
lease extra space temporarily authorize overtime staff second or third shift with
temporary workers add weekend shifts alternate routings, using different
work stations that may have excess capacity
schedule longer runs to minimize capacity losses
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