 Capacity is the ability of a process or system to hold, receive, store or accommodate.  In business terms, it is the amount of output that a system.

Slides:



Advertisements
Similar presentations
1 EMBA-2, BUP EO Strategic Capacity Planning.
Advertisements

Capacity After deciding what products/services should be offered and how they should be made, management must plan the capacity of its processes. Capacity.
Constraint Management
6 – 1 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Capacity Planning (Long-Term Capacity Planning) 6.
PRODUCTION AND OPERATIONS MANAGEMENT
Capacity Planning For Products and Services
Chapter 5 Strategic Capacity Planning
MBA 570 Summer How much long-range capacity is needed When more capacity is needed Where facilities should be located (location) How facilities.
© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J S 7-1 Operations Management Capacity Planning Supplement 7.
Strategic Capacity Planning for Products and Services
Operations Management Contemporary Concepts and Cases Chapter Twelve Capacity Planning Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights.
MD707 Operations Management Professor Joy Field
6 – 1 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Capacity Planning 6 For Operations Management, 9e by Krajewski/Ritzman/Malhotra.
6 – 1 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Capacity Planning Chapter 6.
© 2007 Pearson Education Constraint Management Chapter 7.
Capacity Planning Manufacturing : Inventory can be used to cushion fluctuations in demand More focused on machinery as a constraint than people Services.
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 5 Capacity Planning For Products and Services.
Capacity planning.
To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth Edition © 2002 Prentice Hall, Inc. All rights reserved. Chapter 8.
Facilities and Aggregate Planning. A digression I am not an advocate of gambling, but use an example here that you might draw on later. Say I have a coin.
CAPACITY LOAD OUTPUT.
Strategic Capacity Planning & Aggregate Planning
Operations Management
1 Introduction. 2 Intro Look down Main St. in any town and you will see small businesses. In larger cities you will note the large corporations with office.
KR: Chapter 8 Capacity. Chapter Outline Introduction Measures of capacity Capacity unit Peak capacity vs. effective capacity Bottleneck Economies of scale.
Operations Management Capacity Planning Supplement 7
For Products and Services
Operations Planning Horizons
Starter: Stock Control Key Terms
To Accompany Ritzman & Krajewski, Foundations of Operations Management © 2003 Prentice-Hall, Inc. All rights reserved. Chapter 6 Capacity.
To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved. Process.
PowerPoint presentation to accompany Heizer/Render - Principles of Operations Management, 5e, and Operations Management, 7e © 2004 by Prentice Hall, Inc.,
S7 - 1© 2011 Pearson Education, Inc. publishing as Prentice Hall Process Strategies ( process, repetitive, product) The objective of the process strategy.
C A P A C I T Y Dr. Dewi Nusraningrum, M.Si. CAPACITY PLANNING - Capacity is the maximum rate of output for a facility. - Capacity planning is central.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. 1.
1 Slides used in class may be different from slides in student pack Chapter 11 Strategic Capacity Planning  Strategic Capacity Planning Defined  Capacity.
McGraw-Hill/Irwin Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved Chapter 4 Strategic Capacity Management.
1-1 1 McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved.
Module 4: Capacity Capacity
Copyright ©2016 Cengage Learning. All Rights Reserved
 The McGraw-Hill Companies, Inc Irwin/McGraw-Hill 1 Facilities and Aggregate Planning Chapter 12 Due Date!
Capacity Planning. Capacity Capacity (I): is the upper limit on the load that an operating unit can handle. Capacity (I): is the upper limit on the load.
© 2007 Pearson Education Constraint Management Chapter 7.
Tata McGraw CHAPTER 5 Strategic Capacity Management.
CHAPTER 8 CAPACITY. THE CONCEPT Maximum rate of output for a process Inadequate capacity can lose customers and limit growth while excess capacity can.
Operations Fall 2015 Bruce Duggan Providence University College.
Capacity Planning Pertemuan 04
S7 - 1 Course Title: Production and Operations Management Course Code: MGT 362 Course Book: Operations Management 10 th Edition. By Jay Heizer & Barry.
Constraint Management Students should be able to: 1.Assess the capacity of a process 2.Define the Theory of Constraints and explain how to use it. 3.Identify.
© 2008 Prentice Hall, Inc.S7 – 1 Operations Management Supplement 7 – Capacity Planning PowerPoint presentation to accompany Heizer/Render Principles of.
McGraw-Hill/Irwin  The McGraw-Hill Companies, Inc. 2007, All Rights Reserved Facilities and Aggregate Planning Chapter 12 Due Date!
Operations Management For Competitive Advantage 1 Strategic Capacity Management Operations Management For Competitive Advantage Chapter 9.
© 2006 Prentice Hall, Inc.S7 – 1 Operations Management Supplement 7 – Capacity Planning © 2006 Prentice Hall, Inc. PowerPoint presentation to accompany.
STRATEGIC CAPACITY MANAGEMENT Chapter Five Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Capacity Planning.
Chapter 3: Strategic Capacity Management
Operations Management
Strategic Capacity Management
For Products and Services
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Facilities and Aggregate Planning
Constraint Management
Chapter 3: Strategic Capacity Management
Capacity Planning For Products and Services
Capacity Planning For Products and Services
Stevenson 5 Capacity Planning.
Planning Capacity Chapter 4.
Production and Operations Management
Capacity Planning For Products and Services
Presentation transcript:

 Capacity is the ability of a process or system to hold, receive, store or accommodate.  In business terms, it is the amount of output that a system is capable of achieving over a period of time. › E.g. in service set-ups, it is the number of customers handled in a day or time of a day. › In manufacturing firms the no. of units which can be produced in a single shift.

 Capacity is related to the time dimension. i.e. it is stated relative to some time period. Such as: › Long term capacity › Intermediate capacity › Short term capacity  The concept of capacity varies over type of business and nature of process under consideration.

 Capacity is planned at different levels, and it has a different meaning for different people, e.g. › The GM of a production unit will plan for over all capacity of all the plants producing a single product. › A production manager will consider capacity of a single plant. › A shift manager will be concerned with capacity of a single shift in a plant etc.  Accounting, finance, marketing, operations, purchasing, and human resources all need capacity information to make decisions.

 It is important for any firm to plan for capacity as too little capacity or too much capacity is dangerous for business.  Too little capacity means a low output, which means lost customer sales and not able to meet demand.  Too much capacity means wastage of resources and extra cost of operations as well as access supply of goods, increasing inventory costs.

 Output measures of capacity:  Capacity can be measured in terms of final goods produced in a day or week, e.g. no. of cars produced in a day.  Useful for firm who produce standardized product with little variety or customization.  Input measures of capacity  Used for low volume, flexible processes such as producing furniture.  Here the capacity can be measured in terms of no. of labor hours and no. of workers needed etc.  Utilization: Degree to which equipment, space or work force is currently being used, is measured as the ratio of average output rate to max. capacity. Utilization =  100% Average output rate Maximum capacity

 Economies of scale › 1.Spreading fixed costs › 2.Reducing construction costs › 3.Cutting costs of purchased materials › 4.Finding process advantages Diseconomies of scale  Complexity  Loss of focus  Inefficiencies Please see page 266 (book-1)for details

Figure 5.1 – Economies and Diseconomies of Scale 250-bed hospital 500-bed hospital 750-bed hospital Output rate (patients per week) Average unit cost (dollars per patient) Economies of scale Diseconomies of scale

 Sizing capacity cushions › Capacity cushions are the amount of reserve capacity a process uses to handle sudden changes › It measures the amount by which the average utilization falls below 100 percent. Capacity cushion = 100% – Average Utilization rate (%)

 Expansionist strategy › Involves large, infrequent expansions in capacity.  Wait-and-see strategy › Involves smaller and more frequent expansion in capacity. Please see page 269 (book-1)for details

Planned unused capacity Time Capacity Forecast of capacity required Time between increments Capacity increment (a) Expansionist strategy

Time Capacity (b) Wait-and-see strategy Planned use of short-term options Time between increments Capacity increment Forecast of capacity required