POM - Chapter 5 Capacity Management 271113

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MITSOB/AA/OM/Ch5/#31/271113
Strategic Capacity Management g

McGraw-Hill/Irwin
The McGraw-Hill Companies, Inc., 2006
OBJECTIVES
StrategicCapacityPlanningDefined CapacityUtilization&BestOperatingLevel Economies&DiseconomiesofScale TheExperienceCurve CapacityFocus,Flexibility&Planning DeterminingCapacityRequirements DecisionTrees CapacityUtilization l &ServiceQuality l
StrategicCapacityPlanning
Capacity canbedefinedastheabilityto
hold,receive,store,oraccommodate
Strategiccapacityplanning isan
approachfordeterminingtheoverall capacitylevelofcapitalintensive resources,includingfacilities, equipment,andoveralllaborforcesize
CapacityUtilization
Capacity used Capacity utilization rate Best operating level
Where Capacityused
rateofoutputactuallyachieved capacityforwhichtheprocesswasdesigned
Bestoperating p glevel
BestOperatingLevel
Example: Engineers design engines and assembly lines to operate at an ideal or best operating level to maximize output and minimize ware
Average unit cost of output Underutilization Overutilization Best Operating Level
Volume
ExampleofCapacityUtilization
Duringoneweekofproduction,aplant
produced d d83 8 units i of faproduct. d I Itshi historic i highestorbestutilizationrecordedwas120units perweek. pe wee .What atis st this sp plants a t scapac capacity ty utilizationrate?
Answer:
Capacity utilization rate = Capacity used . B Best operating i l level l = 83/120 =0.69 or 69%
MITSOB/AA/OM/Ch5/#31/271113 7
Economies&DiseconomiesofScale
Economies of Scale and the Experience p Curve working g
Average unit cost of output
100-unit plant 200 unit 200-unit plant 300-unit plant 400-unit plant
Diseconomies of Scale start working

Volume
TheExperience Curve
As plants produce more products, they gain experience in the best production methods and reduce their costs per unit
Yesterday
Cost or price per unit it
Today Tomorrow
T t l accumulated l t d production d ti f units it Total of

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C i F Capacity Focus
The eco concept cepto ofthe t efocusedfacto factory y holds o ds
thatproductionfacilitiesworkbestwhen theyfocusonafairlylimitedsetof production d i objectives bj i

PlantsWithinPlants(PWP) Extendfocusconcepttooperatinglevel
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CapacityFlexibility
Flexibleplants
Flexibleprocesses
Flexibleworkers
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CapacityPlanning:Balance
Unbalanced stages of production
Units per month
Stage 1
Stage 2
Stage 3
6,000 5,000 7,000 Maintaining System Balance: Output of one stage is the exact input requirements for the next stage
Balanced stages of production
Units per month
Stage St 1 6 000 6,000
Stage St 2 6 000 6,000
Stage St 3 6 000 6,000

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CapacityPlanning
FrequencyofCapacityAdditions
ExternalSourcesofCapacity
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DeterminingCapacityRequirements
1.Forecastsaleswithineachindividual
product d tli line

2.Calculateequipmentandlabor
requirementstomeettheforecasts
3.Project P j equipment i and dl labor b availability il bili
overtheplanninghorizon
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ExampleofCapacityRequirements
A manufacturer produces two lines of mustard, FancyFine and Generic line. Each is sold in small and family family-size size plastic bottles. The following table shows forecast demand for the next four years. years
Year: FancyFine Small (000s) Family (000s) Generic Small (000s) Family (000s) 1 50 35 100 80 2 60 50 110 90 3 80 70 120 100 4 100 90 140 110
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ExampleofCapacityRequirements(Continued):Productfroma CapacityViewpoint
Question:Arewereallyproducingtwo
differenttypesofmustardsfromthe standpointofcapacityrequirements? Answer:No,itsthesameproductjust packageddifferently.
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ExampleofCapacityRequirements(Continued): EquipmentandLaborRequirements
Year: Small (000s) Family (000s) 1 150 115 2 170 140 3 200 170 4 240 200
Three 100,000 units-per-year machines are available f small-bottle for ll b ttl production. d ti Two T operators t required i d 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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Question: What are the Year 1 values for capacity, machine, and labor?
Year: Small (000s) Family (000s)
1 150 115
2 170 140
3 200 170
4 240 200
Small Mach. Cap. 300,000 Labor 6 Family-size Mach. Cap. 240,000 Labor 6 150,000/300,000=50% At 1 machine for 100,000, it Small takes 1.5 machines for 150,000 Percent capacity used 50.00% Machine requirement 1.50 Labor requirement 3.00 At 2 operators for Family-size 100,000, it takes 3 operators for 150,000 150 000 Percent capacity used 47 92% 47.92% Machine requirement 0.96 18 Labor requirement MITSOB/AA/OM/Ch5/#31/271113 2.88 The McGraw-Hill Companies, Inc., 2004
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Question: What are the values for columns 2, 3 and 4 in the table below?
Year: Small (000s) Family (000s) Small Family-size Family size Small Percent capacity used Machine requirement Labor requirement Family-size Percent capacity used Machine requirement Labor requirement
1 150 115 Mach. Cap. Mach Cap. Mach. Cap
2 170 140 300,000 240 000 240,000
3 200 170 Labor Labor
4 240 200 6 6
50.00% 56.67% 1.50 1.70 3 00 3.40 3.00 47.92% 58.33% 1 17 0.96 1.17 2.88 3.50
66.67% 2.00 4.00 70.83% 1 42 1.42 4.25
80.00% 2.40 4.80 83.33% 1 67 1.67 5.00

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ExampleofaDecisionTreeProblem
A glass factory specializing in crystal is experiencing a substantial backlog, and the firm's management is considering three courses of action: A) Arrange for subcontracting B) Construct new facilities C) Do nothing (no change) The correct choice depends largely upon demand, which may be low low, medium medium, or high high. By consensus consensus, management estimates the respective demand probabilities as 0.1, 0.5, and 0.4.
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ExampleofaDecisionTreeProblem(Continued):The ffTable bl Payoff The management also estimates the profits when h choosing h i from f the th three th alternatives lt ti (A, (A B, and C) under the differing probable levels of demand These profits, demand. profits in thousands of dollars are presented in the table below:
A B C
0.1 Low 10 -120 20
0.5 Medium 50 25 40
0.4 High 90 200 60

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1 ExampleofaDecisionTreeProblem(Continued):Step1. Westartbydrawingthethreedecisions
A B C
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Example (Continued): p ofDecisionTreeProblem( ) Step p2.Add ourpossiblestatesofnature,probabilities,andpayoffs

High demand (0.4) Medium demand (0.5) L demand Low d d (0.1) (0 1)
$90k $50k $10k $200k $25k -$120k $60k $40k $20k

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A B C
High demand (0.4) Medium demand (0.5) Low demand (0.1) High demand (0.4) Medium demand (0.5) Low demand (0.1)
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ExampleofDecisionTreeProblem(Continued):Step3.Determine theexpectedvalueofeachdecision
High demand (0.4) Medium demand (0.5)
$62k
A
Low demand (0.1)
$90k $50k $10k
EVA=0.4(90)+0.5(50)+0.1(10)=$62k
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Example (Continued): p ofDecisionTreeProblem( ) Step p4. Makedecision

High demand (0.4) Medium demand (0.5)
$62k
A B C
Low demand (0.1) High demand (0.4) Medium demand (0.5) d d( ) Low demand (0.1) High demand (0.4)
$90k $50k $10k $200k $25k -$120k $120k $60k $40k $20k
$80.5k
$46k
Medium demand (0.5) Low demand (0.1)
Alternative B generates the greatest expected profit, so our choice is B or to construct a new facility
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PlanningServiceCapacityvs.Manufacturing Capacity
Time:Goodscannotbestoredforlateruseand
capacitymustbeavailabletoprovideaservice when h itis i needed d d

Location:Serviceg goodsmustbeatthecustomer
demandpointandcapacitymustbelocatednear thecustomer
VolatilityofDemand:Muchgreaterthanin
manufacturing g
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CapacityUtilization& ServiceQuality
Bestoperating p gp pointisnear7 70%of
capacity
From70%to100%ofservicecapacity,
whatdoyouthinkhappenstoservice quality?
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Strategic Capacity Management g

approachfordeterminingtheoverall capacitylevelofcapitalintensive resources,includingfacilities, equipment,andoveralllaborforcesize

Average unit cost of output Underutilization Overutilization Best Operating Level

Average unit cost of output

Diseconomies of Scale start working

Cost or price per unit it

T t l accumulated l t d production d ti f units it Total of

thatproductionfacilitiesworkbestwhen theyfocusonafairlylimitedsetof production d i objectives bj i

Units per month

Units per month

Stage St 1 6 000 6,000

Stage St 2 6 000 6,000

Stage St 3 6 000 6,000

product d tli line

differenttypesofmustardsfromthe standpointofcapacityrequirements? Answer:No,itsthesameproductjust packageddifferently.

Year: Small (000s) Family (000s)

1 150 115 Mach. Cap. Mach Cap. Mach. Cap

2 170 140 300,000 240 000 240,000

3 200 170 Labor Labor

66.67% 2.00 4.00 70.83% 1 42 1.42 4.25

80.00% 2.40 4.80 83.33% 1 67 1.67 5.00

The McGraw-Hill Companies, Inc., 2004

0.1 Low 10 -120 20

0.4 High 90 200 60

Example (Continued): p ofDecisionTreeProblem( ) Step p2.Add ourpossiblestatesofnature,probabilities,andpayoffs

$90k $50k $10k $200k $25k -$120k $60k $40k $20k

Low demand (0.1)

$90k $50k $10k

Example (Continued): p ofDecisionTreeProblem( ) Step p4. Makedecision

Medium demand (0.5) Low demand (0.1)

capacitymustbeavailabletoprovideaservice when h itis i needed d d

The McGraw-Hill Companies, Inc., 2006

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