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OMGT 1013 Module 8
OMGT 1013 Module 8
OMGT 1013 Module 8
Learning Outcomes: After reading this module, you are expected to:
LEARNING CONTENT
Introduction:
After deciding what products or services should be offered and how they should be made, management
must plan the system’s capacity. Capacity is the maximum rate of output for a facility. The facility can be a
workstation or an entire organization. The Operations manager must provide the capacity to meet current and
future demand; otherwise, the organization will miss opportunities for growth and profits.
Capacity plans are made at two levels. Long-term capacity plans, which we describe in this chapter, deal with
investments in new facilities and equipment. These plans cover at least two years into the future, but
construction lead times alone can force much longer time horizons. Currently, US firms invest more than $600
billion annually in new plant and equipment. Service industries account for more than 68 percent of the total.
Such sizable investments require top-management participation and approval because they are not easily
reversed. Short-term capacity plans focus on work-force size, overtime budgets, inventories, and other types of
decisions that we explore later.
Lesson Proper:
CAPACITY
1. LONG TERM CAPACITY PLANS- deal with investments in new facilities and equipment.
Cover at least two years into the future but construction lead times alone can force much longer
time horizons
2. SHORT TERM CAPACITY PLANS- focus on work-force size, overtime budgets, inventories and other
types of decisions
Note: The capacity of an operation unit is an important piece of information for planning purposes. It enables
managers to quantify production in terms of inputs or outputs and thereby make other decisions or plans
related to those qualities.
*the question of what kind of capacity is needed relates to the products and services that management
intends to produce or provide.
MEASURES OF CAPACITY
OUTPUT MEASURES
Usual choice for line flow processes
As the amount of customization and the variety in the product mix becomes excessive, output-
based capacity measures become less useful
Best utilized when the firm provides a relatively small number of standardized products and
services
ex: produce one product
INPUT MEASURES
Usual choice for flexible flow processes
Demand (can complicate input measures), which invariably is expressed as an output rate, must
be converted to an input measure. Only after making the conversion can a manager compare
demand requirement and capacity on an equivalent basis
ex: manager of a copy contest must convert its annual demand for copies from different clients
to the number of machines required.
1. UTILIZATION
-Degree to which equipment, space or labor is currently being used
*average output rate and capacity must be measured in the same terms
OMGT 1013-Operations Management and TQM | 2
*utilization rate indicates the need for adding extra capacity or eliminating unneeded capacity
2. PEAK CAPACITY
Maximum output that a process or facility can achieve under ideal conditions
When capacity is measured relative to equipment alone, the appropriate measure is rated
capacity: an engineering assessment of maximum annual output, assuming continuous
operation except for an allowance for normal maintenance and repair downtime.
Can be sustained for only a short time (few hours in a day or few days in a month)
3. EFFECTIVE CAPACITY
Maximum output that a process or firm can economically sustain under normal conditions
CAPACITY- greatest level of output the firm can reasonably sustain by using realistic employee
work schedules and the equipment currently in place
Example:
If operated around the clock under ideal conditions, the fabrication department of an engine
manufacturer can make 100 engines per day. Management believes that a maximum output rate of
only 45 engines per day can be sustained economically over a long period of time. Currently the
department is producing an average of 50 engines per day.
Solution:
Calculating Utilization
Average output rate
Utilizationpeak = x 100%
Maximum capacity
50
= x 100%
100
= 50%
BOTTLENECK- An operation that has the lowest effective capacity of any operation in the facility and thus
limits the system’s output
ECONOMIES OF SCALE
The average unit cost of a good or service can be reduced by increasing its output rate
• Deciding on the best level of capacity involves consideration for the efficiency of the operations. A
concept known as economies of scale states that the average unit cost of a service or good can be
reduced by increasing its output rate.
4 PRINCIPAL REASONS why it can drive costs down when output increases:
OMGT 1013-Operations Management and TQM | 3
1. Spreading fixed costs
When the output rate - and therefore the facility’s utilization rate – increases, the average unit
cost drops because fixed costs are spread over more units
2. Reducing construction costs
Doubling the size of the facility usually doesn’t double construction cost
3. Cutting costs of purchased materials
Higher volumes can reduce the costs of purchased materials and services. They give the
purchaser a better bargaining position and the opportunity to take advantage of quantity
discounts
4. Finding process advantages
Firms may be able to justify the expense of more efficient technology or more specialized
equipment
DISECONOMIES OF SCALE
The average cost per unit increases as the facility’s size increases
Reason is that excessive size can bring complexity, loss focus and inefficiencies that raise the
average unit cost of a product or service
CAPACITY STRATEGIES
business find large cushions when demand varies and when future demand is uncertain,
particularly if resource flexibility is low
a. Expansionist strategy
involves large, infrequent jumps in capacity
stays ahead of demand, minimizes the chance of sales lost to insufficient capacity
b. Wait-and-see strategy
involves smaller, more frequent jumps
lags behind demand, relying on short-term options (overtime, temporary workers,
subcontractors, stock outs) and postponement of preventive maintenance to meet any
shortfalls
c. Follow-the-leader
intermediate strategy, expanding when others do
if others are right, so are you, and nobody gains a competitive advantage
if they make a mistake and over expand, so have you, but everyone shares in the agony
of over capacity
Dp
M=
N [1− ( 100C )]
Where:D= number of units (customers) forecast per year
p= processing time
N= total number of hours per year during which the process operates
C= desired capacity cushion
b. When multiple products/services are involved, extra time needed to change over from one
product or service to the next
*Set up time- time required to change a machine from making one product or service to making
another
*ALWAYS round up the fractional part unless it is cost efficient to use short-term options such as
overtime or stockouts to cover any shortfalls
Example:
A copy center in an office building prepares bound reports for two clients. The center makes multiple
copies (the lot size) of each report. The processing time to run, collate, and bind each copy depends
on, among other factors, the number of pages. The center operates 250 days per year, with one eight-
hour shift. Management believes that a capacity cushion of 15% is best. Based on the following table of
information, determine how many machines are needed at the copy center.
Solution:
M=
[ ( )][ ( )]
Dp+
D
Q
s + Dp+
D
Q
s +… …+ Dp+
D
Q
s
[ ( )]
N [1− ( 100C )]
=
[ 2000(0.50)+ ( 2000
20 ) ] [
0.25 + 6000 (0.70)+(
30 )
6000
0.40
]
¿ 2000 hours / year [1−(
100 )
15
]
= 5305
1700
= 3.12 (Rounding up to the next integer gives a requirement of 4 machines)
2. IDENTIFY GAPS
*CAPACITY GAPS- any difference (positive or negative) between projected demand and current
capacity
Capacity gap=demand−capacity
OMGT 1013-Operations Management and TQM | 6
Example: Say that the copy center currently has 3 machines, so
Capacity gap=demand−capacity
=4–3
= 1 machine
This means that the copy center will need 1 more machine to be able to fully serve its 2 clients. The
copy center may either opt to buy a new one or rent from another.
3. DEVELOP ALTERNATIVES
*BASE CASE- to do nothing and simply lose orders from any demand
REFERENCES
Textbooks
Chase, Richard,et.al. Production and Operations management: Manufacturing and Services 8th ed.
Irwin/McGrwa-Hill. Boston
Stevenson, William J. (2018). Operations management thirteenth edition. McGraw Hill Education, 2 Penn
Plaza, New York, NY 10121.
Learning Materials
Worksheets (teacher-made)