Capacity Planning Capacity refers to on upper limit

Capacity Planning Capacity refers to on upper limit or ceiling on the load that an operating unit can handle The basic questions are: • What kind of capacity is needed? • How much is needed? • When it is needed? § Impact on the ability of the organization to meet future demands for products & services § Major determinant of initial cost – greater the capacity, larger the investment § Can affect competitiveness – excess capacity or flexible capacity § Affects the ease of management

Capacity Planning Design Capacity: maximum attainable output Effective Capacity: maximum possible output with scheduling difficulties, machine maintenance & so on Effective capacity is always less than design capacity

Capacity Planning Determinants of Effective Capacity Facilities • Design – including size & provision of expansion • Location – transportation cost, distance to market, labor supply • Layout – smoothness of flow, as will as lighting & ventilation Product / services • Design – easier the design, easier to produce • Product Mix – varieties of product reduce capacity Process • Quantity – obvious determinant of capacity • Quality – low quality will require inspection & rework

Capacity Planning Determinants of Effective Capacity Human Factor • Job content • Training/Experience • Motivation • Compensation Operational • Scheduling differences in equipment capabilities • Materials management – shortage of materials/ complaints • Quality assurance – in process & incoming materials External • Product standard – can restricts increasing capacity • Safety regulations • Unions

Capacity Planning Capacity Requirement Long term – relates to overall level of capacity e. g. , facility s Determined by forecasting demand over a time horizon, and then converting those forecasts into capacity requirement Trend - How long - Slope of trend Short term – relates to probable variations e. g. , seasonal, ra Deviations are important as they can place severe strain to satisfy demand at sometimes & yet result in idle capacity at other times

Capacity Planning Developing Capacity Alternatives Design flexibility into systems Provisions for futures expansions in the original design Differentiate between new and mature products/services Mature product/services tends to be more predictable Attempt to smooth out capacity requirement Need to identify products which can offset each other Prepare to deal with capacity chunks Capacity increases are often acquired in fairly large chunk Take a big picture approach to capacity change Important to consider how parts of the system interrelate Identify the optimal operation level In terms of unit cost of output

Capacity Planning Evaluating Alternatives Financial Analysis • Pay back period • Net present value • Internal rate of return Cost volume Analysis Total cost Variable cost Total revenue Total Profit For breakeven