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lesson 4 production management, Apuntes de Dirección de la Producción

PRODUCTION CAPACITY, STRATEGIC DECISIONS IN PRODUCTION AND OPERATIONS MANAGEMENT

Tipo: Apuntes

2022/2023

Subido el 24/05/2023

zaira-charlez
zaira-charlez 🇪🇸

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LESSON 4: CAPACITY PLANNING
CAPACITY DECISION INTEGRATED INTO ORGANIZATION’S
STRATEGY
It’s%a% strategical%decision,% the%throughput,% or%the% number%of% units%a% facility%can%hold,%receive,%store,%or%
produce%in%a%period% of%time.%This%decision%often%determine%the%capital%requirement%and%the%<ixed%costs.%
Determining%facility% size,%with%an%objective%of% achieving%high%levels% of%utilization%and%a%high%return%on%
investment%is%critical.%
Design'capacity:%the%theoretical%maximum%output%of%a%system%in%a%given%period%under%ideal%conditions.%
Effective' capacity:' the% capacity% a% <irm% can% expect% to% achieve,% given% its% product% mix,% methods% of%
scheduling,%maintenance%and%standards%of%quality.%Lower%than%the%design%capacity.%
Utilization:%actual%output%as%a%percent%of%design%capacity.%
Ef5iciency:%actual%output%as%a%percent%of%effective%capacity.%
Utilization%is%the%percent%of%design%capacity%achieved%
Utilization='Actual'output/Design'capacity'
Ef<iciency%is%the%percent%of%effective%capacity%achieved%
Ef5iciency'='Actual'output/Effective'capacity'
Actual'output'='Effective'capacity'*'Ef5iciency'
Available'capacity'='Design'capacity'*'U*'E'
To%make%a%good%decision%about%capacity:%
1.%Forecast%demand%accurately%
2.%Understand%the%technology%and%capacity%increments%
3.%Find%the%optimum%operating%size%(volume)%
4.%Build%for%change:%so%build%<lexibility%into%the%facility%and%equipment.%
%
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LESSON 4: CAPACITY PLANNING

CAPACITY DECISION INTEGRATED INTO ORGANIZATION’S

STRATEGY

It’s a strategical decision, the throughput, or the number of units a facility can hold, receive, store, or produce in a period of time. This decision often determine the capital requirement and the <ixed costs. Determining facility size, with an objective of achieving high levels of utilization and a high return on investment is critical. Design capacity: the theoretical maximum output of a system in a given period under ideal conditions. Effective capacity: the capacity a <irm can expect to achieve, given its product mix, methods of scheduling, maintenance and standards of quality. Lower than the design capacity. Utilization: actual output as a percent of design capacity. Ef 5 iciency: actual output as a percent of effective capacity. Utilization is the percent of design capacity achieved Utilization= Actual output/Design capacity Ef<iciency is the percent of effective capacity achieved Ef 5 iciency = Actual output/Effective capacity Actual output = Effective capacity * Ef 5 iciency Available capacity = Design capacity * U E* To make a good decision about capacity:

  1. Forecast demand accurately
  2. Understand the technology and capacity increments
  3. Find the optimum operating size (volume)
  4. Build for change: so build <lexibility into the facility and equipment.

CAPACITY PLANNING

Firstly we need to determine the available capacity or estimated production. Secondly we need to estimate the capacity needed. For that, the demand could not be precisely forecasted. Third: adecuating the available and the needed capacity as we may have mismatches in the short medium and long term. Demand exceeds capacity

  • Reduce demand by raising prices
  • Long term solution is to increase capacity Capacity exceeds demand
  • Stimulate market: promotions, discounts
  • Product changes to bring capacity with demand Adjusting to seasonal demands
  • Produce/offer products with complementary demand patterns

Tactics for machine capacity to demand

  1. Making staf<ing changes: (shifts or no employees)
  2. Adjusting equipment
    • Purchasing additional machinery
    • Selling or leasing out existing equipment
  3. Improving processes to increase throughput (rendimiento)
  4. Redesigning products to facilitate more throughput
  5. Adding process <lexibility to meet changing product preferences
  6. Closing/opening facilities

Limitations

Investments with the same NPV may have different projected lives and salvage values. Investments with the same NPV may have different cash <lows. Assumes we know future interest rates. Payments are not always made at the end of a period. So, how can we adequate the available and the needed capacity

BREAK-EVEN ANALYSIS

  • Technique for evaluating process and equipment alternatives
  • Objective is to <ind the point in dollars and units at which cost equals revenue
  • Requires estimation of <ixed costs, variable costs, and revenue
  • Fixed costs are costs that continue even if no units are produced units produced
    • Depreciation, taxes, debt, mortgage payments
  • Variable costs are costs that vary with the volume of units produced
    • Materials
    • Contribution is the difference between selling price and variable cost

Assumptions

Costs and revenue are linear functions, generally not the case in the real world.We actually know these costs, very dif<icult to verify. Time value of money is often ignored.