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# Operations

Management
Module E
Learning Curves

## PowerPoint presentation to accompany

Heizer/Render
Principles of Operations Management, 7e
Operations Management, 9e
2008 Prentice Hall, Inc. E1
Outline
Learning Curves in Services and
Manufacturing
Applying the Learning Curve
Arithmetic Approach
Logarithmic Approach
Learning-Curve Coefficient Approach
Strategic Implications of Learning
Curves
Limitations of Learning Curves
2008 Prentice Hall, Inc. E2
Learning Objectives
When you complete this module you
should be able to:
1. Define a learning curve
2. Use the arithmetic concept to
estimate times
3. Compute learning curve effects with
the logarithmic and learning-curve
coefficient approaches
4. Describe the strategic implications of
learning curves
2008 Prentice Hall, Inc. E3
Learning Curves
Based on the premise that people and
organizations become better at their
Time to produce a unit decreases as
more units are produced
negative exponential distribution
The rate of improvement decreases
over time

## 2008 Prentice Hall, Inc. E4

Learning Curve Effect
Cost/time per repetition

## 0 Number of repetitions (volume)

Figure E.1
2008 Prentice Hall, Inc. E5
Learning Curves
T x Ln = Time required for the nth unit
where T = unit cost or unit time of the first
L = learning curve rate
n = number of times T is doubled

## First unit takes 10 labor-hours

70% learning curve is present
Fourth unit will require doubling twice 1 to 2 to 4

## 2008 Prentice Hall, Inc. E6

Learning Curve Examples
Learning-
Curve
Improving Cumulative Slope
Example Parameters Parameter (%)
Model -T Ford Price Units produced 86
production
Aircraft Direct labor-hours Units produced 80
assembly per unit
Equipment Average time to Number of 76
maintenance replace a group of replacements
at GE parts
Steel Production worker Units produced 79
production labor-hours per
unit produced
Table E.1
2008 Prentice Hall, Inc. E7
Learning Curve Examples
Learning-
Curve
Improving Cumulative Slope
Example Parameters Parameter (%)
Integrated Average price per Units 72
circuits unit produced
Handheld Average factory Units 74
calculator selling price produced
Disk memory Average price per Number of bits 76
drives bit

## Heart 1-year death rates Transplants 79

transplants completed

Table E.1
2008 Prentice Hall, Inc. E8
Uses of Learning Curves
Internal: labor forecasting,
scheduling, establishing
costs and budgets
External: supply chain negotiations
Strategic: evaluation of company and
industry performance,
including costs and pricing

## 2008 Prentice Hall, Inc. E9

Arithmetic Approach
Simplest approach
Labor cost declines at a constant rate,
the learning rate, as production doubles

## Nth Unit Produced Hours for Nth Unit

1 100.0
2 80.0 = (.8 x 100)
4 64.0 = (.8 x 80)
8 51.2 = (.8 x 64)
16 41.0 = (.8 x 51.2)
2008 Prentice Hall, Inc. E 10
Logarithmic Approach
Determine labor for any unit, TN , by

TN = T1(Nb)

## where TN = time for the Nth unit

T1 = hours to produce the
first unit
b = (log of the learning rate)/
(log 2)
= slope of the learning
curve
2008 Prentice Hall, Inc. E 11
Logarithmic Approach
Determine labor for any unit, TN , by

TN = T1(Nb)
Learning
where TN = time for the
Rate Nth
(%) unit b
T1 = hours to70 produce the
.515
first unit 75 .415
b = (log of the learning
rate)/(log 2) 80 .322
= slope of 85
the learning
.234
curve 90 .152
Table E.2
2008 Prentice Hall, Inc. E 12
Logarithmic Example
Learning rate = 80%
First unit took 100 hours

TN = T1(Nb)
T3 = (100 hours)(3b)
= (100)(3log .8/log 2)
= (100)(3.322)
= 70.2 labor hours

## 2008 Prentice Hall, Inc. E 13

Coefficient Approach

TN = T1C

## where TN = number of labor-

hours required to produce the
Nth unit
T1 = number of labor-
hours required to produce the
first unit
C = learning-curve
coefficient found in Table E.3

## 2008 Prentice Hall, Inc. E 14

Learning-Curve Coefficients
Table E.3
70% 85%
Unit
Number
(N) Unit Time Total Time Unit Time Total Time
1 1.000 1.000 1.000 1.000
2 .700 1.700 .850 1.850
3 .568 2.268 .773 2.623
4 .490 2.758 .723 3.345
5 .437 3.195 .686 4.031
10 .306 4.932 .583 7.116
15 .248 6.274 .530 9.861
20 .214 7.407 .495 12.402
2008 Prentice Hall, Inc. E 15
Coefficient Example
First boat required 125,000 hours
Labor cost = \$40/hour
Learning factor = 85%
TN = T1C
T4 = (125,000 hours)(.723)
= 90,375 hours for the 4th boat
90,375 hours x \$40/hour = \$3,615,000

TN = T1C
T4 = (125,000 hours)(3.345)
= 418,125 hours for all four boats
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Coefficient Example
Third boat required 100,000 hours
Learning factor = 85%

100,000
= 129,366 hours
.773

## 2008 Prentice Hall, Inc. E 17

Strategic Implications
To pursue a strategy of a steeper curve
than the rest of the industry, a firm can:
1. Follow an aggressive pricing policy
2. Focus on continuing cost reduction
and productivity improvement
3. Build on shared experience
4. Keep capacity ahead of demand

## 2008 Prentice Hall, Inc. E 18

Industry and Company
Learning Curves
In
C du
om st
ry
pa pr
Price per unit (log scale)

ny ice
co
st
(c)
Loss
(b )
Gross profit (a)
margin

## 2008 Prentice Hall, Inc. E 19

Limitations of Learning
Curves
Learning curves differ from company
to company as well as industry to
industry so estimates should be
developed for each organization
Learning curves are often based on
time estimates which must be accurate
and should be reevaluated when
appropriate

## 2008 Prentice Hall, Inc. E 20

Limitations of Learning
Curves
Any changes in personnel, design, or
procedure can be expected to alter the
learning curve
Learning curves do not always apply to
indirect labor or material
The culture of the workplace, resource
availability, and changes in the process
may alter the learning curve