1. Lecture 11 Capacity Management and Planning Books Introduction to Materials Management, Sixth Edition, J. R. Tony Arnold, P.E., CFPIM, CIRM, Fleming College, Emeritus, Stephen N. Chapman, Ph.D., CFPIM, North Carolina State University, Lloyd M. Clive, P.E., CFPIM, Fleming College Operations Management for Competitive Advantage, 11th Edition, by Chase, Jacobs, and Aquilano, 2005, N.Y.: McGraw-Hill/Irwin. Operations Management, 11/E, Jay Heizer, Texas Lutheran University, Barry Render, Graduate School of Business, Rollins College, Prentice Hall

2. Objectives Capacity Capacity Management Matching Capacity and Demand Capacity Planning process Resource Planning Inputs to capacity planning

3. Capacity The throughput, or the number of units a facility can hold, receive, store, or produce in a period of time The throughput, or the number of units a facility can hold, receive, store, or produce in a period of time Determines fixed costs Determines fixed costs Determines if demand will be satisfied Determines if demand will be satisfied Three time horizons Three time horizons

4. Capacity Management Capacity management is planning and controlling resources needed to meet production objectives –Planning - determining resources needed to meet the priority plan; selecting methods to make that capacity available –Controlling - monitoring output, comparing it with the plan, and taking corrective action

5. Matching Capacity and Demand Demand Management –vary prices –change lead times –encourage/discourage business Capacity Management –adjust staffing –adjust equipment and processes –change methods to facilitate production –redesign the product to facilitate production

6. Capacity Planning Process Determine the capacity available at each work center. Translate the released and planned orders into the capacity required at each work center in each time period. Sum up the capacities required for each work center to determine the load on each work center in each time period. Resolve differences between available capacity and required capacity.

7. Modify capacity Use capacity Planning Over a Time Horizon Intermediate- range planning SubcontractAdd personnel Add equipmentBuild or use inventory Add shifts Short-range planning Schedule jobs Schedule personnel Allocate machinery * Long-range planning Add facilities Add long lead time equipment * * Limited options exist

8. Resource Planning RP involves long-range capacity resource requirements and is directly linked to production planning. RP involves changes in manpower, capital equipment, product design, or other facilities that take a long time to acquire and eliminate. The production plan and RP set the limits and levels for production.

9. Rough-Cut Capacity Planning RCCP is the process to check the feasibility of the master production schedule (MPS) (end items), provide warnings of any bottlenecks, ensure utilization of work centers, and advise vendors of capacity requirements.

10. Capacity Requirements Planning CRP is directly linked to the material requirements plan (MRP) (component items). CRP is the most detailed, complete, and accurate of the capacity planning techniques and is highly important in the immediate time periods.

11. Inputs for Capacity Planning Inputs needed are: –open shop orders from open order file –planned order releases from material requirements plan –routings and time standards from the routing file –lead times and work center capacities from the work center file

12. Inputs for Capacity Planning Planned order releases are determined by the computer’s MRP logic based upon the gross requirements for a particular part. Used to help assess the total capacity required in future time periods.

13. Inputs for Capacity Planning Routing file is the path that work follows from work center to work center as it is completed. It should contain: –Operations to be performed –Sequence of operations –Work centers to be used –Possible alternate work centers –Tooling needed for each operation –Standard times: setup times and run times per piece

14. Inputs for Capacity Planning Work center file is composed of a number of machines or workers capable of doing the same work. It contains the following information –Move time is the time normally taken to move material from one workstation to another. –Wait time is the time a job is at a work center after completion and before being moved. –Queue time is the time a job waits at a work center before being handled. –Lead time is the sum of queue, setup, run, wait, and move times.

15. Determining Capacity Available What is Capacity available? –The capability of a system or resource to produce a quantity of output in a particular time period. APICS Dictionary

16. Determining Capacity Available How do we calculate Capacity? –To calculate available capacity, we need to know: Available time Utilization Efficiency

17. Available Time Available time depends on the number of machines, the number of workers, and the hours of operation. The number of hours a work center can be used. If a work center has three equivalent machines and works eight hours a day for five days a week, what is its weekly available time? Available time = 3 x 8 x 5 = 120 hours per week

18. Utilization Utilization is the percentage of time that the work center is actually active. What is the utilization if a work center is available for 120 hours a week, but produces goods for only 100 hours?

19. Standard Time is the time it would take a qualified operator working at a normal pace to do the job using the proscribed method.Efficiency

20. Efficiency Efficiency is a measure (as a percentage) of the actual output compared with the standard expected output. What is the efficiency if a work center is used 100 hours per week and produces 120 standard hours of work?

21. Utilization and Efficiency Problem A work center produces 90 standard hours of work in one week. The hours available are 80, and 70 are actually worked. Calculate the utilization and efficiency of the work center.

22. Rated Capacity Rated capacity is a measure of the output that can be expected for a work center. Rated Capacity = available time x utilization x efficiency A work center has 3 machines and is operated 8 hours a day for 5 days/week. Past utilization has been 75% & efficiency has been 110%. What is the rated capacity? Available time = 3 x 8 x 5 = 120 hours per week Rated capacity = 120 x 0.75 x 1.10 = 99 standard hours

23. Rated Capacity Problem A work center consists of six machines that are available 16 hours per day for five days a week. Utilization is 80%, and efficiency is 120%. What is the rated weekly capacity?

24. Rated Capacity Problem Available time = 6 x 16 x 5 = 480 hours per week Rated capacity = 480 x 0.80 x 1.20 = 460.8 standard hours

25. Demonstrated (Measured) Capacity Demonstrated capacity is proven capacity calculated from actual performance data. The result is average capacity. Over the previous four weeks, a work center produced 110, 140, 120, and 130 standard hours of work. What is the demonstrated capacity?

26. Required Capacity Determining required capacity is a two step process:  determine the time needed for each order at each work center ‚sum up the capacity required for individual orders to obtain a load

27. Required Capacity Time Needed for Each Order: –The sum of the setup time and the run time A work center is to process 150 units of gear shaft SG 123 on work order 333. The setup time is 1.5 hours, and the run time is 0.2 hours per piece. What is the standard time needed to run the order? Total standard time = setup time + run time = 1.5 + (150 x 0.2) = 31.5 std. hrs.

28. Scheduling Orders Calculate the operation time required at each work center –Operation time = setup time + (run time per piece x number of pieces) Calculate lead time –Lead time = operation time + queue time + wait time + move time

29. Scheduling Orders Back Scheduling is to start with the due date and, using the lead times, to work back to find the start date for each operation.

30. Resolving Differences Change Capacity Overtime or undertime Hiring or layoff Shift work force Alternate routings Subcontract Alter Load Alter lot sizes Reschedule

31. Design and Effective Capacity  Design capacity is the maximum theoretical output of a system  Normally expressed as a rate  Effective capacity is the capacity a firm expects to achieve given current operating constraints  Often lower than design capacity

32. Utilization and Efficiency Utilization is the percent of design capacity achieved Efficiency is the percent of effective capacity achieved Utilization = Actual output/Design capacity Efficiency = Actual output/Effective capacity

33. Bakery Example Actual production last week = 148,000 rolls Effective capacity = 175,000 rolls Design capacity = 1,200 rolls per hour Bakery operates 7 days/week, 3 - 8 hour shifts Design capacity = (7 x 3 x 8) x (1,200) = 201,600 rolls

34. Bakery Example Actual production last week = 148,000 rolls Effective capacity = 175,000 rolls Design capacity = 1,200 rolls per hour Bakery operates 7 days/week, 3 - 8 hour shifts Design capacity = (7 x 3 x 8) x (1,200) = 201,600 rolls

35. Bakery Example Actual production last week = 148,000 rolls Effective capacity = 175,000 rolls Design capacity = 1,200 rolls per hour Bakery operates 7 days/week, 3 - 8 hour shifts Design capacity = (7 x 3 x 8) x (1,200) = 201,600 rolls Utilization = 148,000/201,600 = 73.4%

36. Bakery Example Actual production last week = 148,000 rolls Effective capacity = 175,000 rolls Design capacity = 1,200 rolls per hour Bakery operates 7 days/week, 3 - 8 hour shifts Design capacity = (7 x 3 x 8) x (1,200) = 201,600 rolls Utilization = 148,000/201,600 = 73.4%

37. Bakery Example Actual production last week = 148,000 rolls Effective capacity = 175,000 rolls Design capacity = 1,200 rolls per hour Bakery operates 7 days/week, 3 - 8 hour shifts Design capacity = (7 x 3 x 8) x (1,200) = 201,600 rolls Utilization = 148,000/201,600 = 73.4% Efficiency = 148,000/175,000 = 84.6%

38. Bakery Example Actual production last week = 148,000 rolls Effective capacity = 175,000 rolls Design capacity = 1,200 rolls per hour Bakery operates 7 days/week, 3 - 8 hour shifts Design capacity = (7 x 3 x 8) x (1,200) = 201,600 rolls Utilization = 148,000/201,600 = 73.4% Efficiency = 148,000/175,000 = 84.6%

39. Bakery Example Actual production last week = 148,000 rolls Effective capacity = 175,000 rolls Design capacity = 1,200 rolls per hour Bakery operates 7 days/week, 3 - 8 hour shifts Efficiency = 84.6% Efficiency of new line = 75% Expected Output = (Effective Capacity)(Efficiency) = (175,000)(.75) = 131,250 rolls

40. Bakery Example Actual production last week = 148,000 rolls Effective capacity = 175,000 rolls Design capacity = 1,200 rolls per hour Bakery operates 7 days/week, 3 - 8 hour shifts Efficiency = 84.6% Efficiency of new line = 75% Expected Output = (Effective Capacity)(Efficiency) = (175,000)(.75) = 131,250 rolls

41. Capacity and Strategy  Capacity decisions impact all 10 decisions of operations management as well as other functional areas of the organization  Capacity decisions must be integrated into the organization’s mission and strategy

42. Capacity Considerations  Forecast demand accurately  Understand the technology and capacity increments  Find the optimum operating level (volume)  Build for change

43. Economies and Diseconomies of Scale Economies of scale Diseconomies of scale 25 - room roadside motel 50 - room roadside motel 75 - room roadside motel Number of Rooms 255075 Average unit cost (dollars per room per night)

44. Build In Flexibility 100% 100% – 80% 80% – 60% 60% – 40% 40% – 20% 20% – 0 0 – NissanChryslerHondaGMToyotaFord Percent of North American Vehicles Made on Flexible Assembly Lines

45. End of Lecture 11