运营管理11版

predictions about:
Long-term demand patterns Technological change
Competitor behavior
Instructor Slides
5-12
Capacity Cushion
Extra capacity used to offset demand uncertainty
Overcapacity operating costs that are too high Undercapacity strained resources and possible loss of
customers
Instructor Slides
5-4
Key Questions: What kind of capacity is needed? How much is needed to match demand? When is it needed? Related Questions: How much will it cost? What are the potential benefits and risks? Are there sustainability issues? Should capacity be changed all at once, or through several smaller changes Can the supply chain handle the necessary changes?
Capacity cushion = 100% - Utilization Capacity cushion strategy Organizations that have greater demand uncertainty typically have greater capacity cushion Organizations that have standard products and services generally have greater capacity cushion
k
i
T
where N R number of required machines pi st andardprocessingt imefor product i Di demandfor product i during t heplanninghorizon T processingt imeavailableduring t heplanninghorizon
Instructor Slides
5-3
Goal
To achieve a match between the long-term supply
capabilities of an organization and the predicted level of long-term demand
Two useful definitions of capacity Design capacity The maximum output rate or service capacity an operation, process, or facility is designed for Effective capacity Design capacity minus allowances such as personal time and maintenance
1.
2. 3.
4.
5.
Summarize the importance of capacity planning Discuss ways of defining and measuring capacity Describe the determinants of effective capacity Discuss the major considerations related to developing capacity alternatives Briefly describe approaches that are useful for evaluating capacity alternatives
5.
6. 7. 8.
Assess key qualitative issues
Select the best alternative for the long term Implement alternative chosen
Monitor results
Instructor Slides
5-14
Long-term considerations relate to overall level of
variations in capacity requirements
Less concerned with cycles and trends than with
seasonal variations and other variations from average
Instructor Slides
Process factors Human factors Policy factors Operational factors Supply chain factors External factors
Instructor Slides
5-11
Strategies are typically based on assumptions and
Instructor Slides
5-2
Capacity
The upper limit or ceiling on the load that an operating
unit can handle Capacity needs include
Equipment Space Employee skills
Instructor Slides
5-6
Design capacity

Maximum output rate or service capacity an operation, process, or facility is designed for Design capacity minus allowances such as personal time, maintenance, and scrap Rate of output actually achieved--cannot exceed effective capacity.
Instructor Slides
5-16
Service capacity planning can present a number of
challenges related to:
The need to be near customers Convenience
The inability to store services Cannot store services for consumption later
actualoutput 36 Efficiency 90% effective capacity 40 actualoutput 36 Utilizatio n 72% design capacity 50
Instructor Slides
5-10
Facilities
Product and service factors
Instructor Slides
5-5
Capacity decisions 1. impact the ability of the organization to meet future demands 2. affect operating costs 3. are a major determinant of initial cost 4. often involve long-term commitment of resources 5. can affect competitiveness 6. affect the ease of management 7. have become more important and complex due to globalization 8. need to be planned for in advance due to their consumption of financial and other resources
Effective capacity

Actual output

Instructor Slides
5-7
Measure capacity in units that do not require
updating
Why is measuring capacity in dollars problematic?
Strategic Capacity Planning for Products and Services
McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
You should be able to:
Instructor Slides
5-8
Actual output
The rate of output actually achieved It cannot exceed effective capacity
Efficiency
actualoutput Efficiency effective capacity actualoutput Utilizatio n design capacity
capacity requirements
Require forecasting demand over a time horizon and
converting those needs into capacity requirements
Short-term considerations relate to probable
5-15
Calculating processing requirements requires
reasonably accurate demand forecasts, standard processing times, and available work time
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pD
i 1 i
The degree of demand volatility Volume and timing of demand Time required to service individual customers
Instructor Slides
Measured as percentages
5-9
Utilization
Instructor Slides
Design Capacity = 50 trucks per day
Effective Capacity = 40 trucks per day
Actual Output = 36 trucks per day
Instructor Slides
5-13
1.
Estimate future capacity requirements
2.
3. 4.
Evaluate existing capacity and facilities; identify gaps
Identify alternatives for meeting requirements Conduct financial analyses