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Capacity Planning For Products and Services: Mcgraw-Hill/Irwin
Capacity Planning For Products and Services: Mcgraw-Hill/Irwin
Capacity Planning
For Products and
Services
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved.
Strategic Capacity Planning
Chapter 5 - Lesson 2
Lecture/Discussion
Capacity planning – what and why
Measures of Capacity - Utilization and Efficiency
Comparing Capacity Alternatives - Breakeven
Analysis
5-4
Capacity
Design capacity
maximum output rate or service capacity an
operation, process, or facility is designed for
Effective capacity
Design capacity minus allowances such as
personal time, maintenance, and scrap
Actual output
rate of output actually achieved--cannot
exceed effective capacity.
5-5
Efficiency and Utilization
Actual output
Efficiency =
Effective capacity
Actual output
Utilization =
Design capacity
5-6
Efficiency/Utilization Example
Design capacity = 50 trucks/day
Effective capacity = 40 trucks/day
Actual output = 36 units/day
5-7
Determinants of Effective
Capacity
Facilities
Product and service factors
Process factors
Human factors
Policy factors
Operational factors
Supply chain factors
External factors
5-8
Key Decisions of Capacity
Planning
1. Amount of capacity needed
• Capacity cushion (100% - Utilization)
2. Timing of changes
3. Need to maintain balance
4. Extent of flexibility of facilities
5-9
Steps for Capacity Planning
1. Estimate future capacity requirements
2. Evaluate existing capacity
3. Identify alternatives
4. Conduct financial analysis
5. Assess key qualitative issues
6. Select one alternative
7. Implement alternative chosen
8. Monitor results
5-10
Forecasting Capacity
Requirements
Long-term vs. short-term capacity needs
Long-term relates to overall level of capacity
such as facility size, trends, and cycles
Short-term relates to variations from
seasonal, random, and irregular fluctuations
in demand
5-11
Calculating Processing
Requirements
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AA nn nn uu aa l l pp r roo ccee ssssi ni n gg t ti mi m ee PP r roo ccee ssssi ni n gg t ti mi m ee
PP r roo dd uu cct t DD ee mm aa nn dd pp ee r r uu nn i ti t ( (hh r r. .) ) nn ee ee dd ee dd ( (hh r r. .) )
## 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
If annual capacity is 2000 hours, then we need three machines to handle the
required volume: 5,800 hours/2,000 hours = 2.90 machines
5-12
Planning Service Capacity
Need to be near customers
Capacity and location are closely tied
Inability to store services
Capacity must be matched with timing of
demand
Degree of volatility of demand
Peak demand periods
5-13
In-House or Outsourcing
Outsource: obtain a good or service
from an external provider
1. Available capacity
2. Expertise
3. Quality considerations
4. Nature of demand
5. Cost
6. Risk
5-14
Developing Capacity Alternatives
1.Design flexibility into systems
2.Take stage of life cycle into account
3.Take a “big picture” approach to capacity
changes
4.Prepare to deal with capacity “chunks”
5.Attempt to smooth out capacity
requirements
6.Identify the optimal operating level
5-15
Bottleneck Operation
Figure 5.2 Bottleneck operation: An operation
in a sequence of operations whose
10/hr capacity is lower than that of the
Machine
Machine #1
#1 other operations
10/hr
Machine
Machine #2
#2 Bottleneck
Bottleneck 30/hr
Operation
Operation
Machine
Machine #3
#3 10/hr
Machine
Machine #4
#4 10/hr
5-16
Bottleneck Operation
Bottleneck
5-17
Evaluating Alternatives
Cost-volume analysis
Break-even point
Financial analysis
Cash flow
Present value
Decision theory
Waiting-line analysis
5-18
Cost-Volume Relationships
Figure 5.6a
F C
+
Amount ($)
VC C)
s
=
t t (V
s
c o co
t al le
b
To ri a
l va
o ta
T
Fixed cost (FC)
0
Q (volume in units)
5-19
Cost-Volume Relationships
Figure 5.6b
ue
en
Amount ($)
e v
l r
ta
To
0
Q (volume in units)
5-20
Cost-Volume Relationships
Figure 5.6c
u e
e n fi t
Amount ($)
ev ro
r P
al t
t o s
To t a l c
To
0 BEP units
Q (volume in units)
5-21
Break-Even Problem with Step
Figure 5.7a Fixed Costs
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.
5-22
Break-Even Problem with Step
Figure 5.7b
Fixed Costs
$
BEP
3
TC
BEP2
TC
3
TC
2
TR 1
Quantity
Multiple break-even points
5-23
Capacity Planning Exercise
Running the Business School
What is the major capacity planning issue when operating a
University “School”?
5-24
Utilization and Efficiency Exercises
Determine the utilization and efficiency for the
following:
5-26
Breakeven Analysis
A producer of pottery is considering the addition of a
new plant to absorb the backlog of demand.
The primary location being considered will have
fixed costs of $9,200 per month and variable
costs of 70 cents per unit produced. Each item
is to retailers at a price that averages 90 cents.
a. What volume per month is required in order to
break even?
5-28
Breakeven Analysis
A small firm intends to increase the capacity of a
bottleneck operation by adding a new machine.
Alternative A Alternative B
Annual fixed cost $40,000 $30,000
Variable cost/unit $10 $15
5-29
Breakeven Analysis
A small firm intends to increase the capacity of a
bottleneck operation by adding a new machine.
Alternative A Alternative B
Annual fixed cost $40,000 $30,000
Variable cost/unit $10 $11
5-30