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CAPACITY PLANNING, MEASUREMENT, PROCESS, AGGREGATE PLANNING, STRATEGIES, GUIDELINES
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CAPACITY & AGGREGATE PLANNING
1.
A SEMINAR ON ‘CAPACITY
PLANNING AND AGGREGATE PLANNING’ PRESENTED BY VIJIT GAJBHIYE © NEW AGE INTERNATIONAL PUBLISHERS
2.
OUTLINE • What is
Capacity Planning? • Measurement of Capacity Planning • Process of Capacity Planning • What is Aggregate Planning? • Aggregate Planning Strategies • Aggregate Planning Guidelines © NEW AGE INTERNATIONAL PUBLISHERS
3.
PART-I CAPACITY PLANNING © NEW
AGE INTERNATIONAL PUBLISHERS
4.
CAPACITY PLANNING • Design
of the production system involves planning for the inputs, conversion process and outputs of production operation. • Capacity is the rate of productive capability of a facility. • Capacity is usually expressed as volume of output per period of time. • The effective management of capacity is the most important responsibility of production management. • The objective of capacity management (i.e., planning and control of capacity) is to match the level of operations to the level of demand. • Capacity planning is to be carried out keeping in mind future growth and expansion plans, market trends, sales forecasting, etc. • It is a simple task to plan the capacity in case of stable demand. But in practice the demand will be seldom stable. The fluctuation of demand creates problems regarding the procurement of resources to meet the customer demand. • Capacity decisions are strategic in nature. © © NEW AGE INTERNATIONAL PUBLISHERS
5.
Production managers are
more concerned about the capacity for the following reasons: 1. Sufficient capacity is required to meet the customers demand in time. 2. Capacity affects the cost efficiency of operations. 3. Capacity affects the scheduling system. 4. Capacity creation requires an investment. Capacity planning is the first step when an organization decides to produce more or new products. • The capacity of the manufacturing unit can be expressed in number of units of output per period. • In some situations measuring capacity is more complicated when they manufacture multiple products. In such situations, the capacity is expressed as man-hours or machine hours © NEW AGE INTERNATIONAL PUBLISHERS
6.
STAGES OF CAPACITY
PLANNING PROCESS © NEW AGE INTERNATIONAL PUBLISHERS
7.
MEASUREMENT OF CAPACITY PLANNING There
are five types of measurement of Capacity: 1. Design Capacity 2. System Capacity 3. Licensed Capacity 4. Installed Capacity 5. Rated Capacity 1. Design capacity: Designed capacity of a facility is the planned or engineered rate of output of goods or services under normal or full scale operating conditions. For example, the designed capacity of the cement plant is 100 TPD (Tonnes per day). Capacity of the sugar factory is 150 tonnes of sugarcane crushing per day. © NEW AGE INTERNATIONAL PUBLISHERS
8.
2. System capacity:
System capacity is the maximum output of the specific product or product mix the system of workers and machines is capable of producing as an integrated whole. • System capacity is less than design capacity or at the most equal, because of the limitation of product mix, quality specification, breakdowns. The actual is even less because of many factors affecting the output such as actual demand, downtime due to machine/equipment failure, unauthorised absenteeism. Reduced by long range effects, Product Mix, Long range market conditions, Tight quality specifications, Imbalance in Equipment & Labour Reduced by short range effects, Actual Demand, Inefficiency of Workers, Machine Inefficiencies, Scheduling, Planning & Control © NEW AGE INTERNATIONAL PUBLISHERS
9.
3. Licensed capacity:
Capacity licensed by the various regulatory agencies or government authorities. This is the limitation on the output exercised by the government. 4. Installed capacity: The capacity provided at the time of installation of the plant is called installed capacity. 5. Rated capacity: Capacity based on the highest production rate established by actual trials is referred to as rated capacity. © NEW AGE INTERNATIONAL PUBLISHERS
10.
PROCESS OF CAPACITY
PLANNING • Capacity Planning is concerned with defining the Long-Term and the Short- Term Capacity needs of an organization and determining how those needs will be satisfied. • Capacity Planning decisions are taken based upon the consumer demand and this is merged with the Human, Material and Financial Resources of the organization. Capacity Requirements can be evaluated from two perspectives: 1. Long-term capacity strategies 2. Short-term capacity strategies © NEW AGE INTERNATIONAL PUBLISHERS
11.
1. LONG-TERM CAPACITY
STRATEGIES • Long-term Capacity requirements are more difficult to determine because the future demand and technology are uncertain. • Forecasting for five or ten years into the future is more risky and difficult. Even sometimes company’s today’s products may not be existing in the future. • Long range capacity requirements are dependent on marketing plans, product development and lifecycle of the product. • Long-term capacity planning is concerned with accommodating major changes that affect overall level of the output in long-term. • Marketing environmental assessment and implementing the long-term capacity plans in a systematic manner are the major responsibilities of management. © NEW AGE INTERNATIONAL PUBLISHERS
12.
Following parameters will
affect Long Range capacity decisions: a) Multiple Products b) Phasing in Capacity c) Phasing out Capacity a) Multiple Products: • Company’s produce more than one product using the same facilities in order to increase the profit. • The manufacturing of multiple products will reduce the risk of failure. • Having more than one product helps the capacity planners to do a better job. • Because products are in different stages of their life-cycles, it is easy to schedule them to get maximum capacity utilisation. © NEW AGE INTERNATIONAL PUBLISHERS
13.
b) Phasing in
capacity: • In high technology industries, and in industries where technology developments are very fast, the rate of obsolescence is high. • The products should be brought into the market quickly. • The time to construct the facilities will be long and there is no much time as the products should be introduced into the market quickly. • Here the solution is phase in capacity on modular basis. • Some commitment is made for building funds and men towards facilities over a period of 3–5 years. • This is an effective way of capitalising on technological breakthrough. © NEW AGE INTERNATIONAL PUBLISHERS
14.
c) Phasing out
capacity: • The outdated manufacturing facilities cause excessive plant closures and down time. • The impact of closures is not limited to only fixed costs of plant and machinery. • Thus, the phasing out here is done with humanistic way without affecting the community. • The phasing out options makes alternative arrangements for men like shifting them to other jobs or to other locations, compensating the employees, etc. © NEW AGE INTERNATIONAL PUBLISHERS
15.
2. SHORT-TERM CAPACITY
STRATEGIES • Managers often use forecasts of product demand to estimate the short-term workload the facility must handle. • Managers looking ahead up to 12 months, anticipate output requirements for different products, and services. • Managers then compare requirements with existing capacity and then take decisions as to when the capacity adjustments are needed. • For short-term periods of up to one year, fundamental capacity is fixed. Major facilities will not be changed. • Many short-term adjustments for increasing or decreasing capacity are possible. • The adjustments to be required depend upon the conversion process like whether it is capital intensive or labour intensive or whether product can be stored as inventory. • Capital intensive processes depend on physical facilities, plant and equipment. Short-term capacity can be modified by operating these facilities more or less intensively than normal. • In labour intensive processes short-term capacity can be changed by laying off or hiring people or by giving overtime to workers. The strategies for changing capacity also depend upon how long the product can be stored as inventory. © NEW AGE INTERNATIONAL PUBLISHERS
16.
The short-term capacity
strategies are: 1. Inventories: Stock of finished goods during slack periods to meet the demand during peak period. 2. Backlog: During peak periods, the willing customers are requested to wait and their orders are fulfilled after a peak demand period. 3. Employment level (hiring or firing): Hire additional employees during peak demand period and layoff employees as demand decreases. 4. Employee training: Develop multi-skilled employees through training so that they can be rotated among different jobs. The multi-skilling helps as an alternative to hiring employees. 5. Subcontracting: During peak periods, hire the capacity of other firms temporarily to make the component parts or products. 6. Process design: Change job contents by redesigning the job. © NEW AGE INTERNATIONAL PUBLISHERS
17.
EXAMPLE OF CAPACITY
PLANNING Q. The design capacity for engine repair in a company is 80 trucks/day. The effective capacity is 40 engines/day and the actual output is 36 engines/day. Calculate the utilization and efficiency of the operation. If the efficiency for next month is expected to be 82%, what is the expected output? Ans. Utilization = Actual Output / Design Capacity = 36/80 = 45% Efficiency = Actual Output / Effective Capacity = 36/40 = 90% Expected Output = Effective Capacity x Efficiency = 40 x 0.82 = 32.8 Engines/day © NEW AGE INTERNATIONAL PUBLISHERS
18.
PART-II AGGREGATE PLANNING © NEW
AGE INTERNATIONAL PUBLISHERS
19.
AGGREGATE PLANNING • It
is the process of testing the feasibility of aggregate output plans and evaluating overall capacity utilization. • The role of Aggregate Capacity Planning is to: Keep capacity utilization at desired levels and to test the feasibility of planned output against existing capacity. • It is the process of planning the quantity and timing of output over the intermediate time horizon (3 months to one year). • Within this range, the physical facilities are assumed to be fixed for the planning period. • Therefore, fluctuations in demand must be met by varying labour and inventory schedule. • Aggregate planning seeks the best combination to minimise costs. © NEW AGE INTERNATIONAL PUBLISHERS
20.
© NEW AGE
INTERNATIONAL PUBLISHERS
21.
Aggregate Planning Strategies •
The variables of the production system are labour, materials and capital. • More labour effort is required to generate higher volume of output. • Hence, the employment and use of overtime (OT) are the two relevant variables. • Materials help to regulate output. • The alternatives available to the company are inventories, back ordering or subcontracting of items. © NEW AGE INTERNATIONAL PUBLISHERS
22.
The mentioned controllable
variables constitute pure strategies by which fluctuations in demand and uncertainties in production activities can be accommodated by using the following steps: 1. Vary the size or the workforce: Output is controlled by hiring or laying off workers in proportion to changes in demand. 2. Vary the hours worked: Maintain the stable workforce, but permit idle time when there is a slack and permit overtime (OT) when demand is peak. 3. Vary inventory levels: Demand fluctuations can be met by large amount of inventory. 4. Subcontract: Upward shift in demand from low level. Constant production rates can be met by using subcontractors to provide extra capacity. © NEW AGE INTERNATIONAL PUBLISHERS
23.
AGGREGATE PLANNING GUIDELINES The
following are the guidelines for aggregate planning: 1. Determine corporate policy regarding controllable variables. 2. Use a good forecast as a basis for planning. 3. Plan in proper units of capacity. 4. Maintain the stable workforce. 5. Maintain needed control over inventories. 6. Maintain flexibility to change. 7. Respond to demand in a controlled manner. 8. Evaluate planning on a regular base. © NEW AGE INTERNATIONAL PUBLISHERS
24.
EXAMPLE OF AGGREGATE
PLANNING Q. University Press publishes textbooks for the academic market. What is the total cost of the initial plan? The relevant cost and printing equipment-related capacity information are given below. Regular production cost = $20 per book Regular production max. capacity = 10000 books per quarter Overtime production cost = $30 per book Overtime production max. capacity = 5000 books per quarter Subcontracting cost = $35 per book Beginning inventory = 0 Holding cost = $2 per book © NEW AGE INTERNATIONAL PUBLISHERS
25.
Ans. Ans. Total cost =
(regular production) + (overtime production) + (subcontracting) + (inventory) = (20×40000) + (30×20000) + (35×10000) + (2×40000) = $18,30,000 Quarter Demand (Units) Total Prod. Work- force Inventory Regular Prod. Over- time Prod. Sub- contract Hire Fire 1 5000 17500 0 12500 10000 5000 2500 0 0 2 10000 17500 0 20000 10000 5000 2500 0 0 3 30000 17500 0 7500 10000 5000 2500 0 0 4 25000 17500 0 0 10000 5000 2500 0 0 © NEW AGE INTERNATIONAL PUBLISHERS
26.
THANK YOU © NEW
AGE INTERNATIONAL PUBLISHERS
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