The document outlines the principles and practices of capacity planning in production management, emphasizing the need to align production capabilities with market demand. It discusses different measures of capacity, including design capacity, system capacity, and installed capacity, and highlights factors influencing effective capacity such as demand forecasting and efficiency. Additionally, it explores long-term and short-term capacity strategies, including inventory management and workforce adjustments, to effectively manage fluctuations in demand.

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Dr. Mohit Sahu>POM
CAPACITY PLANNING
Dr. Mohit Sahu
Ph.D; M.Tech; B.E.
Email: drmohitksahu@gmail.com

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Dr. Mohit Sahu>POM
Contents
• Introduction
• Measurement Of Capacity
• Measures Of Capacity
• Capacity Planning
• Estimating Future Capacity Needs
• Factors Influencing Effective Capacity
• Factors Favouring Over Capacity And Under Capacity
> Unit III (Capacity Planning)

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• Design of the production system involves planning for the inputs, conversion process
and outputs of production operation.
• 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. Capacity is the rate of productive
capability of a facility. Capacity is usually expressed as volume of output per period of
time
INTRODUCTION
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• 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
> Unit III (Capacity Planning)
Introduction..

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• It is easy and simple to measure the capacity of the unit manufacturing homogeneous
tangible products which can be counted.
• The capacity of such units can be expressed in number of units of output per period.
Example: The capacity of an automobile unit is expressed as number of vehicles
produced per month.
• It is difficult to express capacities when the company manufactures multiple products
and some of the products requiring common facilities and others specialized facilities.
• In this situation measuring capacity is more complicated. In such situations, the capacity
is not expressed as output per period of time but usually expressed as man-hours,
machine hours or sometimes in terms of applicable resources.
Examples
• A job shop can measure its capacity in machine hours and/or man-hours.
• For hospitals it is expressed as bed days per month.
• The transport system is expressed in seat per month
MEASUREMENT OF CAPACITY
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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 (designed) of the sugar factory is 150 tonnes of sugar cane crushing per day.
MEASURES OF CAPACITY
> Unit III (Capacity Planning)
Fig. Capacities and output
relationship

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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 it because, of the
limitation of product mix, quality specification breakdown.
• The actual output is still reduced because of short-term effects such as breakdown of
equipment, inefficiency of labour.
• The system efficiency is expressed as ratio of actual measured output to the system
capacity.
Measures Of Capacity
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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.
Measures of Capacity..
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• 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 (market) and
this is merged with the human, material and
financial resources of the organization.
CAPACITY PLANNING
> Unit III (Capacity Planning)
Fig. Process of Capacity Planning

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Capacity requirements can be evaluated from two perspectives, long-term capacity strategies and short-term
capacity strategies.
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.
• Long-term capacity planning is concerned with accommodating major changes that affect overall level of
the output in long-term (more than one year).
• Marketing environmental assessment and implementing the long-term capacity plans in a systematic
manner are the major responsibilities of management.
(i) 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 on product helps the capacity planners to do a better job. Because products are in
different stages of their lifecycles, it is easy to schedule them to get maximum capacity utilization.
•
ESTIMATING FUTURE CAPACITY NEEDS
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(ii) 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 capitalizing on technological breakthrough.
(iii) Phasing Out Capacity
• The outdated manufacturing facilities cause excessive plant closures and down time. The impact of closures
are 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 make alternative arrangements for men like shifting them to other jobs and/or to other locations,
compensating the employees, etc.
> Unit III (Capacity Planning)
Estimating future capacity needs..

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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 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 labor 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 depends upon how long the product can be stored as inventory.
> Unit III (Capacity Planning)
Estimating future capacity needs..

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Short term capacity strategies
• Inventories: Stock finished goods during slack periods to meet the demand during peak periods.
• Backlogs. During peak periods, the willing customers are requested to wait, and their orders are fulfilled after the peak
demand period.
• Employment level (hiring and firing): Hire additional employees during peak demand period and lay off employees as
demand decreases.
• 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.
• Workforce utilisation: Employees are made to work overtime during peak hours and work fewer hours during slack hours
(flexible work hours).
• Subcontracting: During peak periods, hire the capacity of other firms temporarily to make the component parts or
products.
• Process design: Change job content by redesigning the job.
• Maintenance: Temporarily discontinue routine maintenance so that the this time can be utilised for production.
>Unit III (Capacity Planning)
Estimating future capacity needs..

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• The effective capacity is influenced by-(1) Forecasts of demand, (2) Plant and labour
efficiency, (3) Subcontracting, (4) Multiple shift operation, (5) Management policies.
1. Forecasts of Demand
• Demand forecast is going to influence the capacity plan in a significant way. As such, it is very difficult to
forecast the demand with accuracy as it changes significantly with the product life-cycle stage, number of
products. Products with long life-cycle usually exhibit steady demand growth compared to one with shorter
lifecycle.
• Thus the accuracy of forecast influences the capacity planning.
2. Plant and Labour Efficiency:
• It is difficult to attain 100 per cent efficiency of plant and equipment. The efficiency is less than .100 per
cent because of the enforced idle time due to machine breakdown, delays due to scheduling and other
reasons.
• The plant efficiency varies from equipment to equipment and from organization to organization. Labor
efficiency contributes to the overall capacity utilization.
FACTORS INFLUENCING EFFECTIVE CAPACITY
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• The standard time set by industrial engineer is for a representative or normal worker. But the actual workers differ in
their speed and efficiency. The actual efficiency of the labour should be considered for calculating efficiency. Thus plant
and labour efficiency are very much essential to arrive at realistic capacity planning.
3. Subcontracting
• Subcontracting refers to off-loading, some of the jobs to outside vendors thus hiring the capacity to meet the
requirements of the organisation.
• A careful analysis as to whether to make or to buy should be done. An economic comparison between cost to
make the component or buy the component is to made to take the decision.
4.Multiple shift operation
• Multiple shifts are going to enhance the firms capacity utilisation. But specially in the third shift the rejection
rate is higher.
• Specially for process industries where investment is very high it is recommended to have a multiple shifts.
5. Management policy:
• The management policy with regards to subcontracting, multiplicity of shifts (decision regarding how may
shifts to operate), which work stations or departments to be run for third shift, machine replacement policy,
etc., are going to affect the capacity planning.
Factors Influencing Effective Capacity..
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• It is very difficult to forecast demand as always there is an uncertainty associated with the demand. The
forecasted demand will be either higher or lower than the actual demand.
• So always there is a risk involved m creating capacity based on projected demand. This gives rise to either
over capacity or under capacity.
The over capacity is preferred when:
1. Fixed cost of the capacity is not very high.
2. Subcontracting is not possible because of secrecy of design and/or quality requirement.
3. The time required to add capacity is long.
4. The· company cannot afford to miss the delivery, and cannot afford the loose the customer.
5. There is a economic capacity size below which it is not economical to operate the plant.
The under capacity is preferred when:
1. The time to build capacity is short.
2. Shortage of products does not affect the company (i.e., lost sales can be compensated).
3. The technology changes fast, i.e., the rate of obsolescence of plant and equipment is high.
4. The cost of creating the capacity is prohibitively high.
FACTORS FAVOURING OVER CAPACITY AND
UNDER CAPACITY
> Unit III (Capacity Planning)