Professional Documents
Culture Documents
Schedule Jobs
Short Range * Schedule Personnel
Planning Allocate Machinery
(expressed as a percentage)
Utilization
Measure of planned or actual capacity usage
of a facility, work center, or machine
Actual Output
Utilization =
Design Capacity
(expressed as a percentage)
Efficiency/Utilization Example
Design capacity = 50 trucks/day
Effective capacity = 40 trucks/day
Actual output = 36 units/day
## 11 44 00 00 55 . .00 22 , ,00 00 00
## 22 33 00 00 88 . .00 22 , ,44 00 00
## 33 77 00 00 22 . .00 11 , ,44 00 00
55 , ,88 00 00
Calculating Capacity Requirements
Example 1 (2 of 2)
If the department works one eight hour shift, 250
days a year, calculate the number of machines that
would be needed to handle the required volume.
Solution:
5800/(250)(8) = 2.9
3 machines are needed
Special Requirements for
Making Good Capacity Decisions
Forecasting the demand accurately
Understanding the technology and capacity
increments
Finding the optimal operating level (volume)
Best operating
level
Economies Diseconomies
of scale of scale
Small
plant Medium
plant Large
plant
0 Volume
Economies & Diseconomies of Scale
Economies
Economiesof
ofScale
Scaleand
andthe
theExperience
ExperienceCurve
Curveworking
working
100-unit
Average plant
unit cost 200-unit
of output plant 400-unit
300-unit
plant
plant
Diseconomies
Diseconomiesof
ofScale
Scalestart
startworking
working
Volume
The Experience As
Asplants
plantsproduce
producemore
moreproducts,
products,they
they
gain
gainexperience
experiencein
inthe
thebest
bestproduction
production
Curve methods
methodsandandreduce
reducetheir
theircosts
costsper
perunit
unit
Yesterday
Cost or Today
price Tomorrow
per unit
Demand
Demand
Demand
10/hr
Machine
Machine #2
#2 Bottleneck
Bottleneck 30/hr
Operation
Operation
Machine
Machine #3
#3 10/hr
Machine
Machine #4
#4 10/hr
Bottleneck Operation
Bottleneck
Flexible processes
Flexible workers
Evaluating Alternatives
Cost-volume analysis
Break-even point
Financial analysis
Cash flow
Present value
Decision theory
Waiting-line analysis
Cost-Volume Relationships (1 of 3)
F C
+
Amount ($)
VC C)
s
=
t t (V
s
c o co
t al le
b
To ri a
l va
o ta
T
Fixed cost (FC)
0
Q (volume in units)
Cost-Volume Relationships (2 of 3)
ue
en
Amount ($)
e v
l r
ta
To
0
Q (volume in units)
Cost-Volume Relationships in Making
Capacity Decisions (3 of 3)
u e
e n f it
Amount ($)
v o
re Pr
al
o t ost
T a l c
t
To
0 BEP units
Q (volume in units)
Break-Even Problem with Step
Fixed Costs (1 of 2)
C =
+ V
FC
TC
= TC
V C
+
FC 3 machines
T C
C =
V
F C + 2 machines
1 machine
Quantity
Step fixed costs and variable costs.
Break-Even Problem with Step Fixed
Costs (2 of 2)
$
BEP
3
TC
BEP2
TC
3
TC
2
TR 1
Quantity
Multiple break-even points
Assumptions of Cost-Volume Analysis
1. One product is involved
2. Everything produced can be sold
3. Variable cost per unit is the same
regardless of volume
4. Fixed costs do not change with volume
5. Revenue per unit constant with volume
6. Revenue per unit exceeds variable cost per
unit
Decision Theory
F = future value
P = present value F
P N
I = interest rate (i 1)
N = number of years
Planning Service Capacity
Inability to store services: Capacity must be
available to provide a service when it is needed
(capacity must be matched with the timing of
demand)
Need to be near customers: Capacity and location
are closely tied. Service goods must be at the
customer demand point and capacity must be
located near the customer
Volatility of Demand: Much greater than in
manufacturing
Capacity Utilization &
Service Quality