Académique Documents
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Management
Chapter 7
Operations As a Competitive
Weapon
Operations Strategy
Project Management Process Strategy
Process Analysis
Process Performance and Quality
Constraint Management
Process Layout Supply Chain Strategy
Lean Systems Location
Inventory Management
Forecasting
Sales and Operations Planning
Resource Planning
Scheduling
What is a Constraint?
Any factor that limits system performance and
restricts its output.
A Bottleneck
An output constraint that limits a companys ability
to meet market demand.
Also called Capacity Constraint Resource or CCR
Output Measures
Input Measures
Average output rate
Utilization Utilization=
Maximum capacity
100%
Customer No
5. Is
3. Check for Yes
loan
credit rating
approved?
(15 minutes)
(5 min)
T2 T3-b T4
(13) (10) (18)
Type A
T3-c
T1
Type (11) T7
(12)
(10)
Type B
T5 T6
2007 Pearson Education (15) (22)
Barbaras Boutique
Application 7.1 Solution
T3-a
(14) Type A customers
would wait before T2
T2 T3-b T4 and T4 because the
(13) (10) (18)
Type A activities immediately
preceding them have a
T3-c higher rate of output.
T1
Type (11) T7
(12)
(10) Type B customers
would wait for steps T5
Type B and T6 for the same
T5 T6
reasons.
(15) (22)
2007 Pearson Education
Diablo Electronics
Examples 7.2 and 7.3
Diablo Electronics makes 4 unique products, (A,B,C,D)
with various demands and selling prices. Batch setup
times are negligible. There are 5 workers (1 for each of the
5 work centers V, W, X, Y, Z) paid $18/hour. Overhead
costs are $8500/week.
Plant runs 1 Shift/day or 40 hours/week
Your objective:
1. Which of the four workstations W, X, Y, or Z has the
highest total workload, and thus serves as the bottleneck
for Diablo Electronics?
2. What is the most profitable product to manufacture?
3. What is the best product mix given bottleneck based
approach?
2007 Pearson Education
Diablo Electronics
Flowchart for Products A, B, C, D
Product A
Step 1 at Step 2 at Finish with Product: A
$5
Workstation V Workstation Y Step 3 at Price: $75/unit
(30 min) (10 min) Workstation X Demand: 60
Raw Materials (10 min) units/wk
$5 Purchased Part
Product B
Step 1 at Finish with Product: B
$3
Workstation Y Step 2 at Price: $72/unit
(10 min) Workstation X Demand: 80
Raw Materials (20 min) units/wk
$2 Purchased Part
Product C
Step 1 at Step 2 at Step 3 at Finish with Product: C
$2
Workstation W Workstation Z Workstation X Step 4 at Price: $45/unit
(5 min) (5 min) (5 min) Workstation Y Demand: 80
Raw Materials (5 min) units/wk
$3 Purchased Part
Product D
Step 1 at Step 2 at Finish with Product: D
$4
Workstation W Workstation Z Step 3 at Price: $38/unit
(15 min) (10 min) Workstation Y Demand: 100
Raw Materials (5 min) units/wk
$6 Purchased Part
2007 Pearson Education
2007 Pearson Education
Identifying the Bottleneck
at Diablo Electronics
Example 7.2
Work Load from Load from Load from Load from Total Load
Station Product A Product B Product C Product D (minutes)
$10
Step 1 at Step 2 at Step 3 at Finish with Step 4 Product: C
Workstation Y Workstation X Workstation W at Workstation Z
(5 min) (10 min) (12 min) (10 min) Price:
$80/unit
Raw
Demand:
Materials $5 Purchased
80 units/wk
Part
2007 Pearson Education
ONeill Enterprises
Application 7.2
Bottleneck
DECISION POINT: The best product mix is 65A, 70B, and 45C
2007 Pearson Education
ONeill Enterprises
Traditional Method Profit
Profits
Revenue $15400
Materials - 2500
Overhead - 8000
Labor - 1920
Profit $ 2980
Manufacturing the product mix of 43A, 70B, and 80C will yield a profit of $3561.
Constraint Management
Short-Term Capacity Planning Long-term Capacity Planning
500-bed
Average unit cost
hospital
Economies of Diseconomies of
scale scale
Capacity increment
Time between
increments
Time
2007 Pearson Education
Capacity Expansion
Wait-and-See Strategy
Chasing demand
Capacity Increment
Time between
increments
Time
2007 Pearson Education
Linking Process Capacity
and Other Decisions
Competitive Priorities
Quality
Process Design
Aggregate Planning
Dp
M=
N[1 (C/100)]
D = demand forecast for the year
p = processing time
N = total number of hours per year during which the process operates
C = desired capacity cushion, expressed as a percentage
2007 Pearson Education
Surefoot Sandal Company
Application 7.4
Put together a capacity plan for a critical bottleneck operation at the
Surefoot Sandal Company. Capacity is measured as number of
machines. Three products (mens, womens, & childrens sandals)
are manufactured. The time standards, lot sizes, and demand
forecasts are given below. There are two 8-hour shifts operating 5
days per week, 50 weeks per year. Experience shows that a capacity
cushion of 5 percent is sufficient.
Time Standards
Processing Setup Lot Size Demand
Product (hr/pair) (hr/pair) (pairs/lot) (pairs/yr)
Men's sandals 0.05 0.5 240 80,000
Women's 0.1 2.2 180 60,000
d l
Children's 0.02 3.8 360 120,000
One alternative is to expand both the kitchen and the dining room now,
bringing their capacities up to 130,000 meals per year. The initial
investment would be $200,000, made at the end of this year (year 0).
The average meal is priced at $10, and the before-tax profit margin is
20 percent. The 20 percent figure was arrived at by determining that,
for each $10 meal, $6 covers variable costs and $2 goes toward fixed
costs (other than depreciation). The remaining $2 goes to pretax profit.
What are the pretax cash flows from this project for the next five years
compared to those of the base case of doing nothing?
2007 Pearson Education
Grandmothers
Chicken Restaurant
Example 7.5 Solution
The base case of doing nothing results in losing all
potential sales beyond 80,000 meals. With the new
capacity, the cash flow would equal the extra meals
served by having a 130,000-meal capacity,
multiplied by a profit of $2 per meal.
In year 0, the only cash flow is $200,000 for the
initial investment.
In year 1, the 90,000-meal demand will be
completely satisfied by the expanded capacity, so
the incremental cash flow is:
(90,000 80,000)(2) = $20,000.
= $13,051.75
Qualitative Concerns
The fit between alternatives and strategy
Demand uncertainty
Reactions of the competition
Changes in technology
Quantitative Concerns
Cash flows
The difference between the flows of funds into and out of an
organization over time, including revenues, costs, and
changes in assets and liabilities.
Simulation
Supplement B
Decision Trees
Supplement A
2007 Pearson Education
Capacity Planning
using Waiting Lines