Professional Documents
Culture Documents
CH 13
CH 13
Management
Chapter 13 –
Aggregate Planning
PowerPoint presentation to accompany
Heizer/Render
Principles of Operations Management, 6e
Operations Management, 8e
© 2006
© 2006 Prentice
Prentice Hall, Inc. Hall, Inc. 13 – 1
Outline
Global Company Profile:
Anheuser-Busch
The Planning Process
The Nature Of Aggregate Planning
Aggregate Planning Strategies
Capacity Options
Demand Options
Mixing Options to Develop a Plan
© 2006 Prentice Hall, Inc. 13 – 2
Outline – Continued
Top
executives Intermediate-range plans
(3 to 18 months)
Sales planning
Production planning and budgeting
Operations Setting employment, inventory,
managers subcontracting levels
Analyzing cooperating plans
Short-range plans
(up to 3 months)
Job assignments
Operations Ordering
managers, Job scheduling
supervisors, Dispatching
foremen Overtime
Part-time help
Quarter 2
Apr May Jun
100,000 130,000 150,000
Quarter 3
Jul Aug Sep
180,000 150,000 140,000
Process
planning and
capacity
Demand decisions
forecasts,
orders
Workforce Raw
materials
Aggregate available
plan for
production Inventory
on
hand
External
capacity
Master (subcontractors)
production
schedule and
MRP
systems
Detailed
work
schedules Figure 13.2
Table 13.1
© 2006 Prentice Hall, Inc. 13 – 23
Aggregate Planning Options
Option Advantages Disadvantages Some Comments
Varying Matches Overtime Allows flexibility
production seasonal premiums; tired within the
rates fluctuations workers; may aggregate plan
through without hiring/ not meet
overtime or training costs demand
idle time
Table 13.1
© 2006 Prentice Hall, Inc. 13 – 24
Aggregate Planning Options
Option Advantages Disadvantages Some Comments
Using part- Is less costly High turnover/ Good for
time and more training costs; unskilled jobs in
workers flexible than quality suffers; areas with large
full-time scheduling temporary labor
workers difficult pools
Table 13.1
© 2006 Prentice Hall, Inc. 13 – 25
Aggregate Planning Options
Option Advantages Disadvantages Some Comments
Back May avoid Customer must Allows flexibility
ordering overtime. be willing to within the
during Keeps capacity wait, but aggregate plan
high- constant. goodwill is lost.
demand
periods
Table 13.1
© 2006 Prentice Hall, Inc. 13 – 26
Methods for Aggregate
Planning
A mixed strategy may be the best
way to achieve minimum costs
There are many possible mixed
strategies
Finding the optimal plan is not
always possible
50 –
40 –
30 –
0 –
Jan Feb Mar Apr May June = Month
22 18 21 21 22 20 = Number of
Figure 13.3 working days
Table 13.3
6,000 – Reduction
of inventory
Cumulative demand units
–
Jan Feb Mar Apr May June
Figure 13.4
70 –
Level production
60 – using lowest
monthly forecast
demand
50 –
40 –
30 –
0 –
Jan Feb Mar Apr May June = Month
22 18 21 21 22 20 = Number of
working days
Table 13.3
=
Cost of increasing daily production rate
(hiring and training)
1,488 units
$300 per unit
Table 13.3
60 –
50 –
40 –
30 –
0 –
Jan Feb Mar Apr May June = Month
22 18 21 21 22 20 = Number of
working days
Table 13.3
Cost
Apr of increasing
1,200 57daily production
9,600 rate
$5,700 $300 per unit
— 15,300
(hiring and training) (= 19 x $300)
$3,300
Cost
May of decreasing
1,500 68daily production
12,000 rate $600 per unit
(= 11 x $300)
— 15,300
(layoffs)
$7,800
June 1,100 55 8,800 — 16,600
(= 13 x $600)
Table 13.3
$49,600 $9,000 $9,600 $68,200
Table 13.7
© 2006 Prentice Hall, Inc. 13 – 52
Management Coefficients
Model
Simulation
Uses a search procedure to try different
combinations of variables
Develops feasible but not necessarily optimal
solutions
Table 13.8
© 2006 Prentice Hall, Inc. 13 – 55
Aggregate Planning in
Services
Controlling the cost of labor is critical
1. Close scheduling of labor-hours to
assure quick response to customer
demand
2. Some form of on-call labor resource
3. Flexibility of individual worker skills
4. Individual worker flexibility in rate of
output or hours
© 2006 Prentice Hall, Inc. 13 – 56
Five Service Scenarios
Restaurants
Smoothing the production
process
Determining the workforce size
Hospitals
Responding to patient demand
Table 13.9
Airline industry
Extremely complex planning
problem
Involves number of flights,
number of passengers, air and
ground personnel
Resources spread through the
entire system
60
30
Movies Hotels
Stadiums/arenas Airlines
Duration of use
Quadrant 3: Quadrant 4:
Unpredictable
Figure 13.7
© 2006 Prentice Hall, Inc. 13 – 64
Making Yield Management
Work
1. Multiple pricing structures must
be feasible and appear logical to
the customer
2. Forecasts of the use and duration
of use
3. Changes in demand