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Capacity refers to an upper limit or ceiling on the load that an operating unit can handle.
The load might be in terms of the number of products or services. The operating unit
might be a plant, department, machine, store, or worker.
Organizations become involved in capacity planning for various reasons such as;
Changes in demand
Changes in technology
Product/Service Design
Changes in the environment
Competitive forces
The question of “what kind of capacity is needed” depends on the products and
services that management intends to produce. For example, the kind of capacity
needed to produce steel will be different from the kind of capacity needed by a
hospital.
For the other two questions, Forecasts are key inputs used to answer these
questions of how much capacity is needed and when is it needed.
Single product: Where only one product or service is involved, the capacity of the
productive unit may be expressed by stating the maximum number of that product
that can be produced.
1. Design capacity: The maximum output that a process can achieve under ideal
conditions.
2. Effective capacity:
The maximum output that a process can achieve under Real conditions.
Conditioned by the realities of machine breakdowns, the need for periodic
maintenance of equipment, lunch breaks, coffee breaks etc, the Actual Capacity can
not exceed effective capacity. (Breakhorsepower Example.)
These different measures of capacity are useful in defining two measures of system
effectiveness: efficiency and utilization. Efficiency is the ratio of actual output to
effective capacity. Capacity utilization is the ratio of actual output to design capacity.
ActualOutput
Efficiency= × 100
Effective Capacity
Actual Output
Utilization= × 100
Design Capacity
DETERMINANTS OF EFFECTIVE CAPACITY
Many factors have an impact on capacity planning decisions. Some of these are only
briefly described here, you will learn more details about them later in the course.
Facilities.
The design of facilities, including size and provision for expansion, is key.
Locational factors, such as transportation costs, distance to market, labor supply,
energy sources, and room for expansion, are also important.
Process Factors.
The quantity capability of a process is an obvious determinant of capacity. For
instance, Quality. If quality of output does not meet standards, the rate of output
will be slowed by the need for inspection and rework activities. Therefore capacity
will reduce.
Human Factors.
The tasks that make up a job, the variety of activities involved, and the training,
skill, and experience, all have an impact on the potential and actual output. In
addition, employee motivation also has a very basic relationship to capacity.
Policy Factors.
Management policy can affect capacity by allowing or not allowing capacity options
such as overtime or second or third shifts.
Operational Factors.
Scheduling problems, Inventory stocking decisions, late deliveries, quality
inspection and control procedures also affect capacity decisions.
External Factors.
Product standards, minimum acceptable quality limits, regulations by government
or labor unions which may keep employees busy in other activities also affect the
capacity of production.
In some instances, Capacity Cushion is used which is Extra capacity used to offset
demand uncertainty.
At introduction stage, product is new, size and growth of the market is not assured.
Therefore, capacity is kept smaller.
In the maturity phase the size of market levels off, and organizations tend to have
stable market shares. At this stage, organizations usually are already operating at
the maximum capacity. But sometimes capacity is increased in order to attain a
competitive advantage over competitors or it is increased if doing so reduces cost
per item i. e. Economies of scale.
In the decline phase, when product demand is declining, organizations’ capacity
seems to be more than needed. It faces underutilization of capacity. In such a case,
organizations may eliminate the excess capacity by selling it, or utilize it by
introducing new products or services
The risk in not taking a big-picture approach is that the system will be unbalanced.
One example of unbalanced system is the existence of a bottleneck operation. A
bottleneck operation is an operation in a sequence of operations whose capacity is
lower than the capacities of other operations in the sequence.
Managers should be prepared to deal with such increases that may not match with
the combined capacities of your machines. For example, if total demand is increased
by 50 products, each of your machines is capable of producing 15 products per day.
Then how can you match it with the capacity? Adding 3 machines would increase
the capacity by 45 products (15x3=45) which is 5 products short of demand. But
adding 4 machines would produce an excess capacity of 10 products.
Seasonal Variation is easier to handle because managers can predict the demand in
each season. For example, flow of customers to northern areas of Pakistan decreases
in winter because of land sliding and excess of snow, or harsh cold weather. But
increases in summer because of pleasant weather there.
Another example is a local shop that provides blocks of Ice in summer, may not be
able to continue its operations in winter because the demand declines to zero. Same
is the case with our local banquet halls.
One possible approach to this problem is to identify products or services that have
complementary demand patterns, that is, patterns that tend to offset each other as
shown in following figure. In above example of Ice business, the owner may choose
to sell chicken soup in winter because the demand of soup is higher in winter and
low in summer which is opposite (complementary) to the demand of Ice.
A & B have complementary demand patters.
Random Variation, on the other hand is difficult and more complicated to handle.
Managers can not predict the pattern. Consequently, the system tends to alternate
between underutilization and overutilization. A different product with
complementary demand can not be used.
In times of higher demand, One solution to this problem is to use worker overtime.
Which means that the workers will have to work overtime when demand rises.
Another solution is to outsource the production of extra products.
At the optimal point, where per unit cost is minimum, it is called economies of
scale. However, if output is increased beyond the optimal level, average unit costs
would become increasingly larger. This is known as diseconomies of scale.
For example, when demand for output is increased, managers have to increase the
plant size to produce more products, this results in decrease in per unit cost of each
product. Therefore, each expansion shifts the optimal production level of plant as it
is shown in the figure below.