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CAPACITY PLANNING ANDMANAGEMENT
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CONTENTS
Meaning and Definition of CapacityPlanning
Needs of Capacity planning Types of Capacity Break Even Analysis Role of forecasting in Capacity
planning Decision Analysis Tree
Capacity Expansion Strategies Case Study Conclusions
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CAPACITY
Capacity" is the maximum amount of workthat an organization is capable of
completing in a given period of time.
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BASIC QUESTIONS
The basic questions in capacity handlingare:What kind of capacity is needed?
How much is needed?When is it needed?
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Capacity can be increased through:-
Introducing new techniques
Equipment and materials
Increasing the number of workers ormachines
Increasing the number of shifts, oracquiring additional production facilities.
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Example
If a machine can run 200hrs in a month & 2000washers per hour are made, then the capacity ofmachine can be expressed 4lakhs washers permonth.
Classical formulaC = T * E * U where,C = actual measured capacity (in standard hours)T = real time available
E = efficiencyU = utilisation
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CAPACITY PLANNING
Capacity planning is the process ofdetermining the production capacity
needed by an organization to meetchanging demands for its products
.
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NEED OF CAPACITY
PLANNING To keep low production cost
To minimize loadings
To meet expected demand
Optimum utilization of resources
To manage change in production
To avoid loss of productivity
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Measurement of capacity
Capacity can be measured in terms of
output or input of the conversion
process.
9
Organisation ofcapacity
Measures
Automobile industry No. of vehicles
Steel mill No. of tonnes of steel
Hospital No. of beds
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CLASSES OF CAPACITYPLANNING
Lead strategy
Lag strategy
Match strategy
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Types Of Capacity
There are three types of capacity:
1.Design Capacity:
Maximum rate at which a process can operate
on continuous basis under ideal condition.This is the capacity designed for thefacility.It depends upon the number ofmachines and equipment, coupled with
labor. It represents the maximum rate ofoutput that can be achieved under idealconditions.
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2. Effective Capacity:
The production rate which can be achieved undernormal conditions taking into a/c product mix,scheduling methods, breakdowns, minor powerfailures, employee trg, rest pauses etc.
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25 January 2010Group-3 Capacity Planning Sec: A
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Waysof
increasing
effective
capacity
Proper process quality control so that thereare lesser defective items requiring rework.
Proper facilitylocation, layout &internal working
condition
Making products &services as uniform
as possible indesign so that the
no. of set-ups
required are less.
Properly following the environmental &pollution norms.
Good training.high
motivation,lessabsenteeism &
turnover on the part ofworkers.
Good coordinationwith suppliers for
timely & defects freesupplies,& proper
scheduling of
products onmachines.
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This is maximum output rate which is actuallyachieve under the constraints of machinebreakdowns, labor inefficiencies & absenteeism,defective products, late deliveries of materials bythe supplier & so on..
Actual Capacity can be equal to or less than effectivecapacity.
ACTUAL CAPACITY
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Capacity Utilization= Actual capacityDesign capacity
x100%
Capacity Efficiency= Actual capacityNormal capacity
x 100%
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Actual output = 36 units/dayEfficiency = = 90%
Effective capacity 40 units/ day
Utilization = Actual output = 36 units/day= 72%
Design capacity 50 units/day
Efficiency/Utilization Example
Design capacity = 50 trucks/day
Effective capacity = 40 trucks/day
Actual output = 36 units/day
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BREAK EVEN ANALYSIS
It determines the level of output at whichadditional revenue equals the additional
cost of adding capacity.
We have to know how large Q i.e. outputrate would have to be for the additionalcapacity to become profitable.
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BREAK EVEN ANALYSIS
Piper Industries is considering opening a new manufacturing
plant to produce shoes .The new facility will have a capacity
of 2,00,000 pairs of shoes per year and an annual cost
function ofCost = Rs. 25,00,000 + 12 Q
Piper expect to sale the shoe for Rs. 27 per unit, so annual
revenue will beAnnual revenue = Rs. 27 Q
where, Q is the output rate.
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SOLUTION
Rs. 27Q = Rs. 25,00,000+Rs. 12 Q
Rs. 15Q = Rs. 25,00,000
Q = 166,667
Unless new facility produces more than166,667 units per year, it will losemoney.
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Loss
Cost&
Revenue(Rs.)
1,66,667
Q (output rate in units)0 BEP=
Profit
Total
reve
nue=
27Q
Totalc
ost=Rs.25
,00,00
0+12Q
BREAK-EVEN ANALYSIS
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CAPACITY PLANNING PROBLEM
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Annual demand for a Product A being mfd. By XYZ Ltd is expected
to be as follows:Demand : 8000 10000 15000 20000Probability : 0.5 0.2 0.2 0.1
Annual Fixed Cost are Rs.2,00,000Revenue/Unit is Rs 35Variable cost/Unit Output Level
=Rs 7.758,000 units
=Rs 5.50 10,000 units
=Rs 5.33 15,000 units25 January 2010 21Group-3 Capacity Planning Sec: A
CAPACITY PLANNING PROBLEM
CAPACITY PLANNING PROBLEM
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25 January 2010 22Group-3 Capacity Planning Sec: A
CAPACITY PLANNING PROBLEM
Annual Fixed Cost are Rs.2,50,000
Variable cost/Unit Output Level=Rs 9.40
8,000 units=Rs 5.20 10,000 units
=Rs 3.80 15,000 units
=Rs 4.90 20,000 unitWhich facilit would ou recommend?
An expected facilityunder consideration wouldrequire
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SOLUTION
EXISTING : 8000X0.5X7.75 = 31,00010,000X0.2X5.0 = 10,000
15,000X0.2X5.33 = 15,990
20,000X0.1X7.42 = 14,840TOTAL = 71,830
EXPANDED: 8000X0.5X9.40 = 37,600
10,000X0.2X5.2 = 10,40015,000X0.2X3.8 = 11,40020,000X0.1X4.9 = 9,800
TOTAL = 69,200
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VARIABLE COST
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SOLUTION
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EXPECTED SALES
8000 X 0.5 = 400010000 X 0.2 = 2000
15000 X 0.2 = 300020000 X 0.1 = 2000 11000
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SOLUTION
EXISTING EXPANDED
FC 2,00,000 2,50,000
VC 71,830 69,200
TC 2,71,830 3,19,200REVENUE 11000 X 35 =3,85,000
PROFIT 1,13,170 65,800
Ans. Existing facility is recommended
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ECONOMIES AND DISECONOMICSOF SCALE
Economies of scaleIf the output rate is less than the optimallevel, increasing output rate results in
decreasing average unit costs Diseconomies of scale
If the output rate is more than the
optimal level, increasing the output rateresults in increasing average unit costs
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BEST OPERATING LEVELAVG.COST/U
NIT
ECONOMIES OF SCALE
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OPTIMAL OUTPUT
RATE
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Different demand patterns/trends are possible indemand forecast.
Growth trend
Decline trendCyclical trend
Stable trend
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Growth trend
TIME
DF
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Decline trend
TIME
DF
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Cyclic trend
DF
TIME
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Stable trend
DF
TIME
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The avg unit cost of productiondecreases as the output rate increases.
When output is increased beyond a
particular limit the avg cost of productionstart increasing.
The output rate at which cost is
minimum is called optimum output rate
OPTIMAL CAPACITYDETERMINATION
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Optimumoutput rate
ACPU
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Used to analyze decision situations thatare sequential in nature.
Decision is taken one after the another
in the sequence.Rectangles-decision nodes
Circles-points of outcomes
DECISION TREEANALYSIS
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USING DECISION TREES TO EVALUATECAPACITY ALTERNATIVESQuestion:
The owner of the Hackers Computer Store is considering what
to do
with his business over the next 5 years. Sales growth over the
past couple of years has been good, but sales could grow
substantially if major electronics firm is built in his area asproposed. Hackers owner sees three options. The first is to
enlarge his current store, the second is to locate at a new site,
and the third is to simply wait and do nothing. The decision to
expand or move would take time, and therefore, the store
would not lose revenue. If nothing were done the first year and
strong growth occurred, then the decision to expand
reconsidered. Waiting longer than one year would allow
competition to move in& would make expansion no longer
feasible.
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Contd
The assumption & conditions are as follows:1. Strong growth as a result of the increased population of
computer fanatics from the new electronics firm has a55% probability.
2. Strong growth with a new site would give annualreturns of $195,000 per year. Weak growth with a newsite would mean annual returns of $115,000.
3. Strong growth with an expansion would give annual
returns of $190,000 per year. Weak growth with anexpansion would mean annual return of $100,000.
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Contd..
4. At the existing store with no changes,there would be returns of $170,000 peryear if there is strong growth and
$105,000 per year if the growth is weak.5. Expansion at the current site would cost
$87,000.
6. The move to the new site would cost$210,000.
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Contd
7. If the growth is strong and the existing site isenlarged during the second year,the cost wouldstill be $87,000
8. Operating costs for all options are equal.
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Solution:
We construct a decision tree to advice Hackersowner on the best action.
Values of each alternatives calculated are asfollows:
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ALTERNATIVE REVENUE COST VALUE
Move to new location,strong $195,000*5 $210,000 $765,000
Growth(975000-210000=765000)
Move to the new location,weak $115,000*5 $210,000 $365,000growthExpand store,strong growth $190,000*5 $87,000 $863,000Expand store,weak growth $100,000*5 $87,000 $413,000Do nothing now,strong growth $170,000*1 $87,000 $843,000
$190,000*4
Do nothing now, strong growth $170,000*5 $0 $850,000Do not expand next year
Do nothing now,weak growth $105,000*5 $0 $525,000
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ec s on ree
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ec s on reefor Hackers Computer Store
Problem
Hackerscomputer store
Move
Expand
Do nothing
Revenue move cost
Revenue move cost
Revenue expansion cost
Revenue expansion cost
ExpandRevenue expansion
costDo nothing (revenue)
revenue
Strong growth .55
Weak growth .45
Strong growth .55
Weak growth .45
Strong growth .55
Weak growth .45
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for Hackers Computer Store
Problem
11/21/10 SEC. B PGDM -III 43
Hackers computer
store
Move
Expand
Do nothing
Strong growth .55
Weak growth .45
Strong growth .55
Weak growth .45
Strong growth .55
Weak growth .45$525,000
$765,000
$365,000
$863,000
$413,000
$843,000
$850,000
$585,000
$660,500
$703,750
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The primary purpose of capacity planning isto match the companys productioncapability with customer demand in the mostprofitable way. The capacity strategy should
consider the demand pattern as well assupply capabilities.
Fundamental aspects of capacity decisionsis whether facilities are organized aroundproducts, processes or markets.
44
Capacity Expansion Strategies
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Diff t t f
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Different types oforganization facility
Production organized facility
Process organized facility
Market organized facility
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Th diff i
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1)Demand Leading
2) Demand Trailing
3)Demand Matching
4)Steady Expansion
46
The different capacityexpansion strategies are:-
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47
CAPACITY
CAPAC
ITY/DE M
AND
TIME
EXCESSCAPACITY
DEMAND LEADING
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48
TIME
CA
PAC
ITY/DEMA
ND
CAPACITY SHORTAGEDEMANDCAPACITY
DEMAND TRAILING
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49
TIME
CAPACITY/DE
MAND
CAPACITY
DEMAND
DEMAND MATCHING
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50
TIME
CAPAC
IY/DEM
AND
DEMAND
CAPACITY
STEADY EXPANSION
CAPACIT ADDED AT REGULARTIME INTERVALS
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Glaxo SmithKline India
Ltd..
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Introduction
Glaxo Smith Kline India Ltd. is one ofthe most important and growing parts ofpharmaceutical manufacturing giant
Glaxo Smith Kline, UK (known as GSK,worldwide).
It has more than 20% of the market
share of pharmaceutical products inIndia.
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Operations
It has its own 4 manufacturing units andrest of its manufacturing is outsourced to23 partner pharmaceuticalmanufacturing companies throughoutIndia.
It has 5 warehouses strategically locatedto cater to distributors (CFAs) who are
located in widely scattered geography ofIndia. The total number of distributors(CFAs) is 31.
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Transportations
Transportation part of the whole distributionsystem is outsourced to many independentprivate goods carriers.
These carriers are grouped as trucking (with
varying carrying capacities ; railroad, surfacecouriers and air couriers.
The lead-time varies from 15 days for a railroadconnection from the western part of India to the
far eastern part of India to 5 7 days for mostroad connections for trucks to 2 days for aircourier.
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Applications
Glaxo Smith Kline India Ltd. hadimplemented ERP system from vendorJD Edwards.
While this system has been proving veryuseful for their manufacturingprocesses, they did not had a
satisfactory solution for their producttransportation and distribution processes
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The Challenge
1. Planning used to take at least 2 weeks andrequired input from many people. A lot of
effort was required to make these plans.
2. By the time the plan was made, it became obsolete
as initial requirements got changed.When any change in plan was required, it wasimpossible to incorporate these changes
in the plan.
3. The whole product distribution system wasinefficient.
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Challenges
4. There were many under fill movementsof trucks.
5. No transparency In distribution system.
6. Late orders were creating a lot ofproblems.
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The Solution
1. When Optimization Engine isimplemented in an organization wherethere is already an implementation of
any ERP system, Optimization Engineworks as the brains behind the businessoperations whereas the ERP systemworks as the business enabler.
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Contd..
2. Our Optimization Engine softwareconsolidates all sales forecasts made bydifferent sales units as well as the
purchase orders; the company receives.Based on this consolidated figure, thecompany can do any supply chainrelated planning
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Contd..
3. Our Optimization Engine Software isbased on Genetic Algorithm basedcomputation. The plan it generates is
the most optimal solution for the givenscenario and no other solution caneasily beat it.
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Contd..
4. Optimization Engine software takes intoaccount stock out cost (loss of order dueto unavailability of stock), inventory cost
and transportation cost, raw materialcosts, human resources costs, and itgenerates a plan to minimize all of thesecosts.
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Contd..
5. Optimization Engine software takes intoaccount lead time and other constraints.It takes them into account completely
when it generates the most optimal plan.6.User has a choice to assign weight age
and the software generates the most
optimal plan accordingly.
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Contd..
7. Our experience shows that even at placeslike big and reputed multinationalcompanies; the efficiency of their business
processes is not optimal even after goodimplementation of ERP systems. In mostcases our software can improve theirbusiness processes by at least 10% and
it can go even to 300%. This translates tocorresponding cost savings and effectivecapacity planning.
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Benefits of the solution:
1. When a company is looking to cut itsoperational costs to be competitive.
2. When a company is looking to expand
and wants to make capacity planning forthe new facilities.
3. When a company wants to revise the
capacities for the merged facilities afteracquisitions.
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Highlights of implementations:
The total distribution cost savingsexperienced by the company stood atmore than 150% compared to their
earlier distribution costs. The servicelevels were achieved more than 95% forall products.
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Conclusion
1. To update the model a specified namingconvention needs to be followed for e.g.Purchases should be named as PU,
Transfers as TR, Sales as SL, stocksas ST, and receipts as RT. All thesefiles need to be stored in the Integratefolder on D: drive of the machine..
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Contd..
To start replication user needs to selectreplicate option from the OptimizationIcon in the Start button Programs list.
The application can either use thecurrent stock as the opening stock forthe whole month if the stocks areupdated at the start of the month or just
let the daily update run as per theregular routine.
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Contd..
2. After running the Replication model, usercan create a new plan.
3. To create a new plan, user can select theOptimization Engine icon and login into theapplication. Planning for some selectedproducts or all the products depends uponthe users choice, he may also select theoption of medicines or vaccines before
creating the plan and accordingly theproduct, source and destination lists arehandled.
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Contd..
Planner also has the option of settingthe objectives of the plan by selectingthe Advanced button where theconstraints like:
optimizing on high or low stock outcosts
what percent of excess quantity of
products at various locations should beconsidered for movement on the basisof availability
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Contd..
the kind of weekly distribution patternthat needs to be followed for logistics ofgoods.
Week wise distribution describes theshipment of products over the month.
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Capacity Planning
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Capacity PlanningChallenges
Inability to create a steady flow of demand to fullyutilize capacity
Idle capacity always a reality for services. Customer arrivals fluctuate and service demands
also vary. Customers are participants in the service and the
level of congestion impacts on perceived quality.
Inability to control demand results in capacity
measured in terms of inputs.
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Importance of Capacity
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1. Impacts ability to meet future demands2. Affects operating costs
3. Major determinant of initial costs
4. Involves long-term commitment5. Affects competitiveness
6. Affects ease of management
7. Globalization adds complexity8. Impacts long range planning
Importance of CapacityDecisions
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CONCLUSION
The primary purpose of capacity planningis to match the companys production
capability with customer demand in themost profitable way.
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1
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