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Chapter 14 - Aggregate Planning

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Aggregate Planning Quarter Alternatives Beginning 1 inventory Regular Quarter time 2 1 Overtime 3 Subcontract 4 Unused Capacity Regular time 2 Total Capacity Overtime – PowerPoint PPT presentation

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Title: Chapter 14 - Aggregate Planning


1
Chapter 14 - Aggregate Planning
2
Planning Relationships
3
Planning Relationships
Figure 14.1
4
Planning Relationships
Figure 14.1
5
Planning Relationships
Figure 14.1
6
Planning Relationships
Figure 14.1
7
Planning Relationships
Figure 14.1
8
Managerial Inputs
9
Managerial Inputs
Figure 14.2
10
Managerial Inputs
Figure 14.2
11
Managerial Inputs
Figure 14.2
12
Managerial Inputs
Figure 14.2
13
Managerial Inputs
Figure 14.2
14
Managerial Inputs
Figure 14.2
15
Managerial Inputs
Figure 14.2
16
Aggregate Planning Objectives
  • Minimize Costs/Maximize Profits
  • Maximize Customer Service
  • Minimize Inventory Investment
  • Minimize Changes in Production Rates
  • Minimize Changes in Workforce Levels
  • Maximize Utilization of Plant and Equipment

17
Aggregate Planning Strategies
18
Aggregate Planning Strategies
  • Possible Alternatives Possible Alternatives
  • Strategy during Slack Season during Peak Season

19
Aggregate Planning Strategies
  • Possible Alternatives Possible Alternatives
  • Strategy during Slack Season during Peak Season
  • Chase 1 vary workforce Layoffs Hiring level to
    match demand

20
Aggregate Planning Strategies
  • Possible Alternatives Possible Alternatives
  • Strategy during Slack Season during Peak Season
  • Chase 1 vary workforce Layoffs Hiring level to
    match demand
  • Chase 2 vary output Layoffs,
    undertime, Hiring, overtime, rate to match
    demand vacations subcontracting

21
Aggregate Planning Strategies
  • Possible Alternatives Possible Alternatives
  • Strategy during Slack Season during Peak Season
  • Chase 1 vary workforce Layoffs Hiring level to
    match demand
  • Chase 2 vary output Layoffs,
    undertime, Hiring, overtime, rate to match
    demand vacations subcontracting
  • Level 1 constant No layoffs, building No
    hiring, depleting workforce level anticipation
    inventory, anticipation inventory,
    undertime, vacations overtime,
    subcontracting, backorders, stockouts

22
Aggregate Planning Strategies
  • Possible Alternatives Possible Alternatives
  • Strategy during Slack Season during Peak Season
  • Chase 1 vary workforce Layoffs Hiring level to
    match demand
  • Chase 2 vary output Layoffs,
    undertime, Hiring, overtime, rate to match
    demand vacations subcontracting
  • Level 1 constant No layoffs, building No
    hiring, depleting workforce level anticipation
    inventory, anticipation inventory,
    undertime, vacations overtime,
    subcontracting, backorders, stockouts
  • Level 2 constant Layoffs, building
    antici- Hiring, depleting antici- output rate
    pation inventory, pation inventory, over-
    undertime, vacations time, subcontracting,
    backorders, stockouts

23
Aggregate Planning Process
24
Aggregate Planning Process
Figure 14.3
25
Aggregate Planning Process
Figure 14.3
26
Aggregate Planning Process
Figure 14.3
27
Aggregate Planning Process
Figure 14.3
28
Aggregate Planning Process
Figure 14.3
29
Aggregate Planning Process
Figure 14.3
30
Aggregate Planning Process
Figure 14.3
31
Aggregate Planning Costs
  • Regular-time Costs
  • Overtime Costs
  • Hiring and Layoff Costs
  • Inventory Holding Costs
  • Backorder and Stockout Costs

32
Level Strategy for Services
33
Level Strategy for Services
Number of part-time employees
Example 14.1
34
Level Strategy for Services
Number of part-time employees
  • No more than 10 new hires in any period
  • No backorders are permitted
  • Overtime can not exceed 20 of regular-time
    capacity
  • The following costs can be assigned
  • Regular-time wage 2,000/period at 20 hours/week
  • Overtime wages 150 of regular-time
  • Hiring 1,000/person
  • Layoffs 500/person

Example 14.1
35
Level Strategy for Services
Peak Requirement
  • No more than 10 new hires in any period
  • No backorders are permitted
  • Overtime can not exceed 20 of regular-time
    capacity
  • The following costs can be assigned
  • Regular-time wage 2,000/period at 20 hours/week
  • Overtime wages 150 of regular-time
  • Hiring 1,000/person
  • Layoffs 500/person

Example 14.1
36
Level Strategy for Services
Peak Requirement
  • No more than 10 new hires in any period
  • No backorders are permitted
  • Overtime can not exceed 20 of regular-time
    capacity
  • The following costs can be assigned
  • Regular-time wage 2,000/period at 20 hours/week
  • Overtime wages 150 of regular-time
  • Hiring 1,000/person
  • Layoffs 500/person

1.20w 18 employees in peak period
Example 14.1
37
Level Strategy for Services
Peak Requirement
  • No more than 10 new hires in any period
  • No backorders are permitted
  • Overtime can not exceed 20 of regular-time
    capacity
  • The following costs can be assigned
  • Regular-time wage 2,000/period at 20 hours/week
  • Overtime wages 150 of regular-time
  • Hiring 1,000/person
  • Layoffs 500/person

1.20w 18 employees in peak period
Example 14.1
38
Level Strategy for Services
Peak Requirement
  • No more than 10 new hires in any period
  • No back orders are permitted
  • Overtime can not exceed 20 of regular-time
    capacity
  • The following costs can be assigned
  • Regular-time wage 2,000/period at 20 hours/week
  • Overtime wages 150 of regular-time
  • Hiring 1,000/person
  • Layoffs 500/person

1.20w 18 employees in peak period
Figure 14.4
39
Chase Strategy for Services
40
Chase Strategy for Services
Number of part-time employees
Example 14.2
41
Chase Strategy for Services
Figure 14.5
42
Mixed Strategies in Manufacturing
43
Mixed Strategies in Manufacturing
Example 14.3
44
Mixed Strategies in Manufacturing
Example 14.3
  • No beginning inventory or backorders in period 1
  • No stockouts or backlog extensions are permitted
  • Overtime can not exceed 20 of regular-time
    capacity
  • The following costs can be assigned
  • Regular-time production 4,000/employee-period
  • Overtime production 150 of regular-time
  • Hires 2,400/person
  • Layoffs 400/person
  • Inventory 40/employee-period/period
  • Back orders 1,000/employee-period/period

45
Mixed Strategies in Manufacturing
Figure 14.6
Example 14.3
  • No beginning inventory or back orders in period 1
  • No stockouts or backlog extensions are permitted
  • Overtime cannot exceed 20 of regular-time
    capacity
  • The following costs can be assigned
  • Regular-time production 4,000/employee-period
  • Overtime production 150 of regular-time
  • Hires 2,400/person
  • Layoffs 400/person
  • Inventory 40/employee-period/period
  • Back orders 1,000/employee-period/period

46
Mixed Strategies in Manufacturing
Figure 14.7
Example 14.3
  • No beginning inventory or back orders in period 1
  • No stockouts or backlog extensions are permitted
  • Overtime cannot exceed 20 of regular-time
    capacity
  • The following costs can be assigned
  • Regular-time production 4,000/employee-period
  • Overtime production 150 of regular-time
  • Hires 2,400/person
  • Layoffs 400/person
  • Inventory 40/employee-period/period
  • Back orders 1,000/employee-period/period

47
Production Planning Tableau
48
Production Planning Tableau
Figure 14.8
49
Example 14.4
50
Example 14.4
51
Example 14.4
52
Figure 14.9
53
Figure 14.9
54
Figure 14.9
55
Figure 14.9
56
Figure 14.9
57
Figure 14.9
58
Figure 14.10
59
Example 14.4
60
Example 14.4
61
Example 14.4
62
Example 14.4
63
Example 14.4
64
Example 14.4
65
Example 14.4
66
Example 14.4
67
Solved Problem 1
Figure 14.11
68
Solved Problem 1
Figure 14.12
69
Solved Problem 1
Figure 14.13
70
Solved Problem 2
Figure 14.14
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