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Chapter 13
                Aggregate Planning

             Operations Management - 5th Edition

       Roberta Russell & Bernard W. Taylor, III




                                                                     Beni Asllani
Copyright 2006 John Wiley & Sons, Inc.   University of Tennessee at Chattanooga
Aggregate Planning

    Determine the resource capacity needed to
     meet demand over an intermediate time
     horizon
    Objectives
           Establish a company wide game plan for allocating
            resources
           Develop an economic strategy for meeting
            demand




Copyright 2006 John Wiley & Sons, Inc.                          13-2
Meeting Demand Strategies
   Adjusting capacity
          Resources necessary to meet demand
           are acquired and maintained over the
           time horizon of the plan
          Minor variations in demand are handled
           with overtime or under-time
   Managing demand
          Proactive demand management



Copyright 2006 John Wiley & Sons, Inc.              13-3
Strategies for Adjusting Capacity

 Level production                           Overtime and under-time
    Producing at a constant rate     Increasing or decreasing

     and using inventory to            working hours
     absorb fluctuations in        Subcontracting
     demand
                                      Let outside companies
 Chase demand                         complete the work
    Hiring and firing workers to

     match demand
                                   Part-time workers
                                      Hiring part time workers to
 Peak demand                          complete the work
    Maintaining resources for

     high-demand levels
                                   Backordering
                                      Providing the service or

                                       product at a later time period


   Copyright 2006 John Wiley & Sons, Inc.                           13-4
Level Production

                                         Demand

                                         Production
      Units




                                         Time


Copyright 2006 John Wiley & Sons, Inc.                13-5
Chase Demand
                                         Demand

                                                Production
      Units




                                         Time


Copyright 2006 John Wiley & Sons, Inc.                       13-6
Strategies for Managing Demand

 Shifting demand into
  other time periods
       Incentives
       Sales promotions
       Advertising campaigns
 Partnering with suppliers
  to reduce information
  distortion along the
  supply chain




Copyright 2006 John Wiley & Sons, Inc.   13-7
SMILE

 A man checked into a hotel in Pretoria. There was a computer in his
  room, so he decided to send an e-mail to his wife. However, he
  accidentally typed the wrong e-mail address, and without realizing his
  error, he sent the e-mail. Meanwhile... somewhere in Cape Town a widow
  had just arrived home from her husband's funeral. The widow decided to
  check her e-mail, expecting messages from relatives and friends. After
  reading the first message, she fainted. The widow's son rushed into the
  room, found his mother on the floor, and saw the computer screen which
  Read:

   To: My Loving Wife
   Subject: I've arrived
   I know you're surprised to hear from me. They have computers here now.
   And you are allowed to send e-mails to your loved ones. I've just arrived
   and have been checked in. I see that everything has been prepared for
   your arrival tomorrow. Looking forward to see you then!
                                                                           13-8
                                                                           13-8
Aggregate Versus Detailed
Forecasts
 Sales forecasts can be aggregated with
  respect to time:

           January February March     Aggregate
 Product A       100     150      200
Aggregate Versus Detailed Forecasts

 Sales forecasts can be aggregated with
  respect to time:

          January February March     Aggregate
Product A       100     150      200      450
Aggregate Versus Detailed Forecasts

 Sales forecasts can be aggregated with
  respect to product:

          January
Product A       100
Product B       200
Aggregate
Aggregate Versus Detailed Forecasts

 Sales forecasts can be aggregated with
  respect to product:

          January
Product A       100
Product B       200
Aggregate       300
Aggregate Versus Detailed Forecasts

 Why? Aggregate forecasts are more
  accurate than individual detailed forecasts

             January January Forecast
             Forecast Actual  Error     % Error
 Product A        100     120
 Product B        200     180
 Aggregate        300
Aggregate Versus Detailed Forecasts

 Why? Aggregate forecasts are more
  accurate than individual detailed forecasts

             January January Forecast
             Forecast Actual  Error    % Error
 Product A        100     120      -20   -17%
 Product B        200     180       20    11%
 Aggregate        300     300        0        0

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Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
 

Aggregrate planning

  • 1. Chapter 13 Aggregate Planning Operations Management - 5th Edition Roberta Russell & Bernard W. Taylor, III Beni Asllani Copyright 2006 John Wiley & Sons, Inc. University of Tennessee at Chattanooga
  • 2. Aggregate Planning  Determine the resource capacity needed to meet demand over an intermediate time horizon  Objectives  Establish a company wide game plan for allocating resources  Develop an economic strategy for meeting demand Copyright 2006 John Wiley & Sons, Inc. 13-2
  • 3. Meeting Demand Strategies  Adjusting capacity  Resources necessary to meet demand are acquired and maintained over the time horizon of the plan  Minor variations in demand are handled with overtime or under-time  Managing demand  Proactive demand management Copyright 2006 John Wiley & Sons, Inc. 13-3
  • 4. Strategies for Adjusting Capacity  Level production  Overtime and under-time  Producing at a constant rate  Increasing or decreasing and using inventory to working hours absorb fluctuations in  Subcontracting demand  Let outside companies  Chase demand complete the work  Hiring and firing workers to match demand  Part-time workers  Hiring part time workers to  Peak demand complete the work  Maintaining resources for high-demand levels  Backordering  Providing the service or product at a later time period Copyright 2006 John Wiley & Sons, Inc. 13-4
  • 5. Level Production Demand Production Units Time Copyright 2006 John Wiley & Sons, Inc. 13-5
  • 6. Chase Demand Demand Production Units Time Copyright 2006 John Wiley & Sons, Inc. 13-6
  • 7. Strategies for Managing Demand  Shifting demand into other time periods  Incentives  Sales promotions  Advertising campaigns  Partnering with suppliers to reduce information distortion along the supply chain Copyright 2006 John Wiley & Sons, Inc. 13-7
  • 8. SMILE  A man checked into a hotel in Pretoria. There was a computer in his room, so he decided to send an e-mail to his wife. However, he accidentally typed the wrong e-mail address, and without realizing his error, he sent the e-mail. Meanwhile... somewhere in Cape Town a widow had just arrived home from her husband's funeral. The widow decided to check her e-mail, expecting messages from relatives and friends. After reading the first message, she fainted. The widow's son rushed into the room, found his mother on the floor, and saw the computer screen which Read: To: My Loving Wife Subject: I've arrived I know you're surprised to hear from me. They have computers here now. And you are allowed to send e-mails to your loved ones. I've just arrived and have been checked in. I see that everything has been prepared for your arrival tomorrow. Looking forward to see you then! 13-8 13-8
  • 9. Aggregate Versus Detailed Forecasts  Sales forecasts can be aggregated with respect to time: January February March Aggregate Product A 100 150 200
  • 10. Aggregate Versus Detailed Forecasts  Sales forecasts can be aggregated with respect to time: January February March Aggregate Product A 100 150 200 450
  • 11. Aggregate Versus Detailed Forecasts  Sales forecasts can be aggregated with respect to product: January Product A 100 Product B 200 Aggregate
  • 12. Aggregate Versus Detailed Forecasts  Sales forecasts can be aggregated with respect to product: January Product A 100 Product B 200 Aggregate 300
  • 13. Aggregate Versus Detailed Forecasts  Why? Aggregate forecasts are more accurate than individual detailed forecasts January January Forecast Forecast Actual Error % Error Product A 100 120 Product B 200 180 Aggregate 300
  • 14. Aggregate Versus Detailed Forecasts  Why? Aggregate forecasts are more accurate than individual detailed forecasts January January Forecast Forecast Actual Error % Error Product A 100 120 -20 -17% Product B 200 180 20 11% Aggregate 300 300 0 0