1 / 66

Chapter 5

Chapter 5. Capacity and Location Planning. Examples. Burger King. Highly variable demand During lunch hour, demand can increase from 40 to 800 hamburgers/hour Limited in ability to used inventory Facilities designed for flexible capacity

landen
Download Presentation

Chapter 5

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Chapter 5 Capacity and Location Planning Chapter 5: Capacity and Location Planning

  2. Examples Chapter 5: Capacity and Location Planning

  3. Burger King • Highly variable demand • During lunch hour, demand can increase from 40 to 800 hamburgers/hour • Limited in ability to used inventory • Facilities designed for flexible capacity • During off peak times drive through staffed by one worker Chapter 5: Capacity and Location Planning

  4. Burger King continued • During lunch hour drive through staffed by up to five workers who divide up the duties • Second window can be used for customer with special orders • Average transaction time reduced from 45 to 30 seconds • Sales during peak periods increased 50% Chapter 5: Capacity and Location Planning

  5. Burger King continued • Payroll costs as large as food costs • Need to keep costs low but at same time meet highly variable demand • BK-50 restaurant is 35% smaller and costs 27% less to build, but can handle 40% more sales with less labor Chapter 5: Capacity and Location Planning

  6. Semiconductor Industry • Learning from the steel industry • Both industries require large and expensive factories • 1980s steel industry started to abandon economies of scale justification and built minimills • Chipmakers are now constructing smaller and more automated wafer fabs Chapter 5: Capacity and Location Planning

  7. Semiconductor Industry continued • Short life cycles make it difficult to recoup $2 billion it will cost to build wafer fab in 1998 • Payback time is 22-30 month to conventional wafer fab versus 10 months for minifab • Processing time can be reduced from 60-90 days to 7 days. Chapter 5: Capacity and Location Planning

  8. Mercedes-Benz • Early 1990s investigated feasibility of producing luxury sports utility vehicle • Project team established to find location for new plant • Team charged with finding plant outside of Germany • Team initially narrowed search to North America Chapter 5: Capacity and Location Planning

  9. Mercedes-Benz continued • Team determined that North America location would minimize combined labor, shipping, and components cost • Plans indicated production volume of 65,000 vehicles per year and a breakeven volume of 40,000 vehicles • Sites further narrowed to sites within US • Close to primary market Chapter 5: Capacity and Location Planning

  10. Mercedes-Benz continued • Minimize penalties associated with currency fluctuations • 100 sites in 35 state identified • Primary concern was transportation cost • Since half production was for export, focused on sites close to seaports, rail lines, and major highways Chapter 5: Capacity and Location Planning

  11. Mercedes-Benz continued • Worker age and mix of skills also considered • Sites narrowed to sites in NC, SC, and AL • These sites relatively equal in terms of business climate, education level, transportation, and long-term costs • AL chosen due to perception of high dedication to the project Chapter 5: Capacity and Location Planning

  12. Geographic Information Systems • View and analyze data on digital maps • Retail store in WI analyzed sales data on a map • The map demonstrated that each store drew majority of sales from 20 mile radius • Map highlighted area where only 15% of potential customers had visited one of its stores Chapter 5: Capacity and Location Planning

  13. Sport Obermeyer • Highly volatile demand • Combined costs of stockouts and markdowns can exceed manufacturing costs • Determine which items can and cannot be predicted well • Products that can be predicted produced furthest in advance • Increased its sales of fashion skiwear 50% to 100% over 3 year period in 1990s Chapter 5: Capacity and Location Planning

  14. Insights • Capacity planning applies to both manufacturing and service organizations • Capacity options can be categorized as short-term or long-term • Changing staffing level is short-term • Building new minifab is long-term Chapter 5: Capacity and Location Planning

  15. Insights continued • Semiconductor industry illustrates the enormous cost often associated with expanding capacity • Shorter product life cycles add further complications • Volatile demand can further complicate capacity planning Chapter 5: Capacity and Location Planning

  16. Introduction • Capacity needs determined on the basis of forecast of demand. • In addition to determining capacity needed, the location of the capacity must also be determined. • Mercedes-Benz example illustrates that location decisions are often made in stages. Chapter 5: Capacity and Location Planning

  17. Sport Obermeyer • Highly volatile demand • Combined costs of stockouts and markdowns can exceed manufacturing costs • Determine which items can and cannot be predicted well • Products that can be predicted produced furthest in advance • Increased its sales of fashion skiwear 50% to 100% over 3 year period in 1990s Chapter 5: Capacity and Location Planning

  18. Forecasting Purposes and Methods Chapter 5: Capacity and Location Planning

  19. Primary Uses of Forecasting • To determine if sufficient demand exists • To determine long-term capacity needs • To determine midterm fluctuations in demand so that short-sighted decisions are not made that hurt company in long-run • To determine short-term fluctuations in demand for production planning, workforce scheduling, and materials planning Chapter 5: Capacity and Location Planning

  20. Forecasting Methods • Informal (intuitive) • Formal • Quantitative • Qualitative Chapter 5: Capacity and Location Planning

  21. Forecasting Methods Chapter 5: Capacity and Location Planning

  22. Qualitative Methods • Life cycle • Surveys • Delphi • Historical analogy • Expert opinion • Consumer panels • Test marketing Chapter 5: Capacity and Location Planning

  23. Quantitative Methods • Causal • Input-output • Econometric • Box-Jenkins • Autoprojection • Multiplicative • Exponential smoothing • Moving average Chapter 5: Capacity and Location Planning

  24. Choosing a Forecasting Method • Availability of representative data • Time and money limitations • Accuracy needed Chapter 5: Capacity and Location Planning

  25. Long-Term Capacity/Location Planning Chapter 5: Capacity and Location Planning

  26. Terminology • Maximum rate of output of the transformation system over some specified duration • Capacity issues applicable to all organizations • Often services cannot inventory output • Bottlenecks • Yield (or revenue) management Chapter 5: Capacity and Location Planning

  27. Long-term Capacity Planning • Unit cost as function of facility size • Economies of scale • Economies of scope Chapter 5: Capacity and Location Planning

  28. Envelope of Lowest Unit Output Costs with Facility Size Chapter 5: Capacity and Location Planning

  29. Demand and Life Cycles for Multiple Outputs • Demand Seasonality • Output Life Cycles Chapter 5: Capacity and Location Planning

  30. Anti-cyclic Product Sales Chapter 5: Capacity and Location Planning

  31. Forecast of Required Organizational Capacity from Multiple Life Cycles Chapter 5: Capacity and Location Planning

  32. Timing of Capacity Increments Chapter 5: Capacity and Location Planning

  33. Location Planning Strategies Chapter 5: Capacity and Location Planning

  34. Capabilities and the Location Decision • Often driven too much by short-term considerations • wage rates • exchange rates • Better approach is to consider how location impacts development of long-term capabilities Chapter 5: Capacity and Location Planning

  35. Six Step Process • Identify sources of value • Identify capabilities needed • Assess implications of location decision on development of capabilities • Identify potential locations • Evaluate locations • Develop strategy for building network of locations Chapter 5: Capacity and Location Planning

  36. Stage 1: Regional-International • Minimize transportation costs and provide acceptable service • Proper supply of labor • Wage rates • Unions (right-to-work laws) • Regional taxes, regulations, trade barriers • Political stability Chapter 5: Capacity and Location Planning

  37. Stage 2: Community • Availability of acceptable sites • Local government attitudes • Regulations, zoning, taxes, labor supply • Tax Incentives • Community’s attitude • Amenities Chapter 5: Capacity and Location Planning

  38. Breakeven Location Model Chapter 5: Capacity and Location Planning

  39. Stage 3: Site • Size • Adjoining land • Zoning • Drainage • Soil • Availability of water, sewers, utilities • Development costs Chapter 5: Capacity and Location Planning

  40. Wi = importance of factor i Si = score of location being evaluated on factor i i = an index for the factors Weighted Score Model Chapter 5: Capacity and Location Planning

  41. Locating Pure Service Organizations • Recipient to Facility • facility utilization • travel distance per citizen • travel distance per visit • Facility to Recipient Chapter 5: Capacity and Location Planning

  42. Short Term Capacity Planning Chapter 5: Capacity and Location Planning

  43. Bottlenecks in Sequential Operations Chapter 5: Capacity and Location Planning

  44. Efficiency and Output Increase when Machines are Being Added Chapter 5: Capacity and Location Planning

  45. Product and Service Flows Chapter 5: Capacity and Location Planning

  46. Process Flow Map for a Service Chapter 5: Capacity and Location Planning

  47. Implementing the Theory of Constraints • Identify the system’s constraints • Exploit the constraint • Subordinate all else to the constraint • Elevate the constraint • If constraint is no longer a bottleneck, find the next constraint and repeat the steps. Chapter 5: Capacity and Location Planning

  48. Relationship between Capacity and Scheduling • Capacity is oriented toward the acquisition of productive resources • Scheduling related to the timing of the use of resources Chapter 5: Capacity and Location Planning

  49. Gantt Charts for Capacity Planning and Scheduling (Infeasible) Chapter 5: Capacity and Location Planning

  50. Gantt Charts for Capacity Planning and Scheduling (Feasible) Chapter 5: Capacity and Location Planning

More Related