生产运作管理chap07.pptVIP

6 6 * 9 9 * * * * * * * * * 11 11 12 12 13 13 14 14 15 15 16 16 17 17 18 18 * * * Capacity Options Changing inventory levels Increase inventory in low demand periods to meet high demand in the future Increases costs associated with storage, insurance, handling, obsolescence, and capital investment 15% to 40% Shortages can mean lost sales due to long lead times and poor customer service Capacity Options Subcontracting Temporary measure during periods of peak demand May be costly Assuring quality and timely delivery may be difficult Exposes your customers to a possible competitor Using part-time workers Useful for filling unskilled or low skilled positions, especially in services Demand Options Influencing demand Use advertising or promotion to increase demand in low periods Attempt to shift demand to slow periods May not be sufficient to balance demand and capacity Demand Options Back ordering during high- demand periods Requires customers to wait for an order without loss of goodwill or the order Most effective when there are few if any substitutes for the product or service Often results in lost sales Demand Options Counterseasonal product and service mixing Develop a product mix of counterseasonal items May lead to products or services outside the company’s areas of expertise U of G HUIWANG * Figure7. 4 require input to the production planning System Aggregate Planning Techniques Graphic and Cut-and-try Charting Methods ----that work with a few variables at a time to allow planners to compare projected capacity with existing capacity Mathematical Approaches to Planning 1.linear programming 2.simulation U of G HUIWANG * Graphical Methods Popular techniques Easy to understand and use Trial-and-error approaches that do not guarantee an optimal solution Require only limited computations Basic Steps of Graphic and Cut-and-try Charting Methods Determining Straight Labor Costs and production requirement Formulating alternative production plans (strateg