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CAPACITY MANAGEMENT

CAPACITY MANAGEMENT. CHAPTER 10. DAVID A. COLLIER AND JAMES R. EVANS. LO1 Explain the concept of capacity. LO2 Describe how to compute and use capacity measures . LO3 Describe long-term capacity expansion strategies . LO4 Describe short-term capacity adjustment strategies .

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CAPACITY MANAGEMENT

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  1. CAPACITY MANAGEMENT CHAPTER 10 DAVID A. COLLIER AND JAMES R. EVANS

  2. LO1Explain the concept of capacity. LO2Describe how to compute and use capacity measures. LO3Describe long-term capacity expansion strategies. LO4Describe short-term capacity adjustment strategies. LO5Explain the principles and logic of the Theory of Constraints.

  3. if there’s a downside to selling a product users can’t live without, it’s that customers tend to be unforgiving when something goes wrong. That’s a lesson BlackBerry maker Research In Motion (RIM) Ltd., based in Waterloo, Ontario, learned in 2008 after the company’s popular wireless email service failed for about three hours—the second large-scale service disruption in less than a year—leaving so-called “Crackberry addicts” running for their desktop computers to read messages. Reports suggested the outage was related to RIM’s efforts to expand capacity at its central operating center as its subscriber base increased at the rate of one million new users every three months.

  4. Critics argue that RIM is more susceptible to major service failures because of its centralized network architecture. RIM designs servers that relay email from a company’s own server to a network operating center, where it is then handed off to a wireless carrier and beamed to a subscriber’s device. The advantage of such a centralized setup is that it gives RIM more control over the system and its security, even during an interruption. The downside, however, is that a major problem at the operating center such as inadequate server and backup capacity threatens to cascade throughout the entire system, turning a localized issue into a continent-wide mess.

  5. What do youthink? Have you ever experienced problems with a service because of inadequate labor or equipment capacity?

  6. Understanding Capacity • Capacityis the capability of a manufacturing or service resource such as a facility, process, workstation, or piece of equipment to accomplish its purpose over a specified time period.

  7. Understanding Capacity Capacity is determined by the resources available to the organization—facilities, equipment, and labor—how they are organized, and their efficiency as determined by specific work methods. Capacity can be viewed in one of two ways: • As the maximum rate of output per unit of time, or • As units of resource availability.

  8. Key Capacity Issues • Can the facility, process, or equipment accommodate new goods and services and adapt to changing demand for existing goods and services? • How large should facility, process, or equipment capacity be? • When should capacity changes take place?

  9. Exhibit 10.1 Examples of Short- and Long-Term Capacity Decisions

  10. Solved Problem An automobile transmission-assembly factory normally operates two shifts per day, five days per week. During each shift, 400 transmissions can be completed under ideal conditions. What is the capacity of this factory? Capacity = (2 shifts/day)(5 days/week) X(400 tranmissions/shift) X(4 weeks/month)= 16,000 transmissions/month

  11. Understanding Capacity • Economies of scaleare achieved when the average unit cost of a good or service decreases as the capacity and/or volume of throughput increases. • Diseconomies of scaleoccur when the average unit cost of the good or service begins to increase as the capacity and/or volume of throughput increases.

  12. Understanding Capacity • Afocused factoryisa way to achieve economies of scale without extensive investments in facilities and capacity by focusing on a narrow range of goods or services, target market segments, and/or dedicated processes to maximize efficiency and effectiveness.

  13. Capacity Measurement in Operations • Safety capacity(often called the capacity cushion) is an amount of capacity reserved for unanticipated events, such as demand surges, materials shortages, and equipment breakdowns. Average safety capacity (%) = 100% − Average resource utilization % [10.1]

  14. Exhibit 10.2 The Demand versus Capacity Problem Structure

  15. Capacity Measurement in Job Shops • In a job shop, setup time can be a substantial part of total system capacity. Capacity Required (Ci) = Setup Time (Si) + [Processing Time (Pi) x Order Size (Qi)]= Si + [(Pi)(Qi )] [10.2]

  16. Solved Problem Exhibit 10.3 Dental Office Procedures and Times for Today

  17. Solved Problem Exhibit 10.4 Dental Office Demand-Capacity Analysis *Example computation: C = å(Si+ Pi × Qi) = 15 + 15 + (90 × 2) = 210 minutes, assuming a setup for each patient.

  18. Solved Problem • A total of 610 minutes of work are scheduled during a 480-minute workday. • Capacity shortage of 130 minutes. • 21.3% of capacity used to set up and change over dental procedures. • If setup times could be reduced by 50%, the capacity shortage would be only 65 minutes, requiring only one hour of overtime.

  19. Long-Term Capacity Strategies • Complementary goods and servicescan be produced or delivered using the same resources available to the firm, but whose seasonal demand patterns are out of phase with each other. • Complementary goods or services balance seasonal demand cycles and therefore use the excess capacity available (see Exhibit 10.5).

  20. Exhibit 10.5 Seasonal Demand and Complementary Goods or Services

  21. Long-Term Capacity Strategies • Capacity expansion strategies require determining: • Amount • Timing • Form of capacity changes.

  22. Long-Term Capacity Strategies Four basic strategies: • One large capacity increase (Exhibit 10.6a). • Small capacity increases that match average demand (Exhibit 10.6b). • Small capacity increases that lead demand (Exhibit 10.6c). • Small capacity increases that lag demand (Exhibit 10.6d).

  23. Exhibit 10.6 Capacity Expansion Options

  24. Short-Term Capacity Management • Adjust Short-Term Capacity Levels • Add or share equipment: Lease equipment as needed or set up a partnership arrangement with capacity sharing. (Examples: Mainframe computers, CAT scanner, farm equipment) • Sell unused capacity: Sell idle capacity to outside buyers and even competitors. (Examples: Computing capacity, perishable hotel rooms) • Change labor capacity and schedules: Short-term changes in work force levels. (Examples: Overtime, extra shifts, temporary employees, outsourcing) • Change labor skill mix: Hire the right people; cross-training. • Shift work to slack periods (Example: Build up inventory during slack times and hold for peak demand times)

  25. Short-Term Capacity Management • Shift and Stimulate Demand • Vary the price of goods or services (Examples: Cheaper hotel rates on weekends; sales of overstocks) • Provide customers with information (Example: Automated messages with best times to call or visit) • Advertising and promotion (Examples: After-holiday sales, manufacturer or service coupons) • Add peripheral goods and/or services (Examples: Movie theater rentals at off-peak times, extended service hours) • Providereservations:A promise to provide a good or service at some future time and place. (Examples: Hotels, airlines, surgeries)

  26. Short Term Capacity Management • Revenue Management Systems • Arevenue management system (RMS)consists of dynamic methods to forecast demand, allocate perishable assets across market segments, decide when to overbook and by how much, and determine what price to charge different customer (price) classes. • Examples: Managing overbooking in airlines, hotels, and cruise lines (yield management).

  27. Theory of Constraints TheTheory of Constraints (TOC)is a set of principles that focuses on increasing total process throughput by maximizing the utilization of all bottleneck work activities and workstations. • Throughput: Amount of money generated per time period through actual sales. • Constraint: Anything that limits an organization from moving toward or achieving its goal.

  28. Theory of Constraints • Aphysical constraintis associated with the capacity of a resource (e.g., machine, employee). • A bottleneck work activityis one that effectively limits capacity of the entire process. • Anonbottleneck work activityis one in which idle capacity exists. • A nonphysical constraintisenvironmental or organizational (e.g., low product demand or an inefficient management policy or procedure).

  29. Exhibit 10.7 Basic Principles of the Theory of Constraints

  30. David Christopher, Orthopedic Surgeon, Case Study • What is the clinic’s current weekly workload? • Should the clinic hire more surgeons, and if so, how many? • What other options and changes could be made to maximize patient throughput and surgeries, and therefore revenue, yet not comprise on the quality of medical care? • What are your final recommendations? Explain your reasoning.

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