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Capacity

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is the ability to hold, receive, store, absorb, process or transform inputs.

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Output measures

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'units' or resources exiting a process or system

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Input measures

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'units' or resources that are put into or enter the process or system

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Measures of Capacity

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Always a unit of measure over some time period Restaurant: number of meals / day Amusement Park: number of customers who visit / day Delivery Company: number of packages delivered / hour Customer Service Center: calls answered / hour Auto Manufacturer: vehicles built / day

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Capacity Time Measurements

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Long range: >1year & strategic, some resources take a long time to source, acquire or put in place. Intermediate range: 6-18 months, take some time to implement but there is some flexibility Short range: <1month and tactical, easy to implement, relatively low cost adjustments

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capacity cushion

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purposeful reserve of capacity. It is the difference between average utilization and 100% utilization of capacity.

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Capacity Cushion Measurement

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= 100% ? Utilization Rate (%)

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Improving Capacity

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Increase Utilization Increase up-time Reduce changeovers and set-up times Improve scheduling/sequencing Improve Efficiency Improve layout Manage bottlenecks Reduce or buffer variation Increase labor productivity & flexibility Increase Yield Voice of the customer (VoC) Poka-Yoke Increase process capability and control Improve in-coming materials quality

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Poka-Yoke

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mistake-proofing methods aimed at designing fail-safe systems that minimize human error

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Voice of the customer

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planning technique used to provide products, services and results that truly reflect customer requirements by translating those customer requirements into the appropriate technical requirements for each phase of project product development

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Peak or maximum attainable capacity

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the maximum rate that a process or system can achieve in the short term under ideal conditions with maximum effort.

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Best operating level or Effective capacity

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the most economically sustainable output under normal conditions for an extended time period.

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Utilization rate

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available time that the resource is used (how much a resource is being used) compared to best operating level output rate/maximum capacity

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Productivity

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the ratio of outputs over inputs (how well a resource is being used)

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Yield

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usable output from input

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Peak vs. Best Operating Level of Capacity

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Difference is due primarily to assumptions usually included in estimates of maximum capacity: Equally skilled workers that are available and fully productive 100% yield rates; processes yield no defects No loss of time to product changeovers or differences in products No loss of capacity due to equipment breakdowns or worker problems No loss of capacity for preventive maintenance or planned downtime No lack of available orders (work) or materials (resources) No variation in set-up or change over times

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Economies of scale

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occur when the average unit cost of a service or good can be reduced by spreading fixed costs over a larger volume.

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Diseconomies of scale

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occur when the average cost per unit increases as the volume changes

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Capacity strategy

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refers to several aspects of capacity management, including: the timing of expansion or contraction the amount of capacity cushion the size of facilities the linkage with marketing/business plans the linkage with competitive priorities

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Capacity Changes

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Size of Changes: Small, frequent changes Large, infrequent changes Timing of Changes: Changes lag behind need Changes in anticipation of need

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Wait-and-See

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strategy typically involves postponing commitments to building or expanding facilities, or acquiring equipment or personnel until after demand has already exceeded capacity Advantage: large investments are postponed Disadvantage: very low (or no) cushion, risk of losing sales, and possibly compromising quality, flexibility and responsiveness This strategy fits best in fairly slow growth industries where unused capacity is expensive

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Aggressive expansion

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facilities where capacity exceeds projected demand in the short term. Advantages: Economies of Scale Higher service, volume flexibility and possibly quality Disadvantages: Installed capacity can be much higher than actual demand Technological obsolescence This strategy occurs primarily in growing markets, where excess capacity allows an organization to capture market-share through first mover advantages. Good when lost sales are expensive or the firm competes on attributes of delivery.

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Wait-and-See vs. Aggressive

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An expansionist strategy fits well in situations where a company is in a growing industry, market-share leader, or wants to maintain a high level of service, flexibility and responsiveness. Organizations that compete primarily based on low cost or where capacity is expensive to acquire are more likely to follow a wait-and-see strategy

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Additional Capacity Strategies

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NEUTRAL- a blend of Expanionist & Wait-and-See FOLLOW THE LEADER- Action (and in some cases even Location) follow a move by the acknowledged industry leader. Example- A Pizza Hut opens in the vicinity of a McDonald's

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Crash

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Accelerate the completion schedule Make up lost time to avoid penalties Finish earlier to earn incentives

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HOW to Crash a Project

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Start with the Project network What criteria determine which Activities to Crash? Activity MUST be on Critical Path. (WHY?) Prioritize by Lowest Crash Cost per Week Re-determine the Critical Path Repeat the process

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Cost to Crash per Period

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Crash Cost ? Normal Cost/ Normal Time ? Crash Time

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Inventory

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the physical items (stock) used by the firm to transform and provide goods and services to customers.

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Why have Inventory?

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The only good reason to have inventory beyond immediate needs is when it costs less to have it than to not have it

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Independent Demand Inventory

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Items for which demand is influenced by market conditions and is not related to production decisions for any other item held in stock.

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Dependent Demand Inventory

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Items required as components or inputs to a product or service and depends on (can be calculated from) independent demand.

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Cycle Inventory

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(Lot Size or Batch Inventory) Inventory that results from the replenishment process of a fixed order quantity (Avg ? Q/2)

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Safety Stock

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Extra held due to uncertainties in demand or supply Increases with higher variation in demand or supply Should be determined by customer service level goals

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Anticipation Stock

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(can be Seasonal Stock) Items stocked in anticipation of a known event

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Hedge Stock (Speculative Stock)

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Inventory of items for possible events Financial reasons or supply reasons

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Pipeline Inventory (In-Transit Inventory )

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Items that are enroute from one location to another Considered part of on-hand inventory, even though it is not available (Avg DL)

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Work in Process (WIP)

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inventory undergoing transformation

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Inventory Costs

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Item Cost Holding or Carrying Holding Costs Ordering or Set-up Cost Stock Out Costs

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Holding or Carrying Holding Costs

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A percent of the per unit dollar value of inventory per unit of time (generally one year) OR fixed value/ unit Carrying costs can vary from 10-35% annually, depending on the firm and type of industry

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Ordering or Set-up Cost

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Includes creating and issuing a purchase order or build order, paperwork processing, receiving, set-up, invoice payment, order tracking, etc. OR production set-up

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Stock Out Costs

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Costs of expediting backorder or lost business

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Average Inventory

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Steady-state demand (i.e. no variability) Absolute reliability in Lead Time for replenishment There are no "stock-outs" or backorders; all demand is satisfied No changes in costs

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Pressures for High Inventories

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Ordering Cost: The cost of preparing a purchase or a production order. Set-up Cost: The cost involved in changing over a machine to produce a different item. Customer Service: Reduces the potential for stock-outs and backorders. Labor and Equipment Utilization: (use with caution!) Transportation Costs: Full truck (FTL) or container loads. Quantity Discount: Lower price per unit for a sufficiently large order.

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Pressures for Low Inventories

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Inventory holding cost: the sum of the cost of capital and the variable costs of keeping items on hand, such as storage and handling, taxes, insurance, and shrinkage. Storage and Handling Cost of Capital (often the largest portion of holding costs) Taxes, Insurance 'Loss' (shrinkage), Obsolescence and Spoilage (shelf life)

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Placement (Location) of Inventories

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The positioning of a firm's inventories supports its competitive dimensions (priorities). Inventory can be held at a single or multiple locations to meet firm and customer needs. Service levels Risk management Cost considerations

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Single-period inventory model (perishables)

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One time purchasing decision (Example: vendor selling t-shirts at a football game) Seeks to balance the costs of inventory overstock and under stock

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Multi-period inventory models

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Fixed-order quantity models Event triggered (Example: running out of stock) Fixed-time period models Time triggered (Example: Monthly sales call by sales representative)

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Single Period Inventory Model (Newsvendor Problem)

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Newsvendor problem: a technique that determines how much inventory to order when handling perishable products or items that have a limited life span Shortage cost: the lost profit from not being able to make a sale, plus any loss of customer goodwill Excess cost: the different between the purchase cost of an item and its salvage or discounted value

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Multi-Period Inventory Models

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Fixed Order Quantity or Q System Quantity is fixed Order can be placed at any time Periodic Order Quantity or P System Any quantity (including none) can be ordered Order interval is fixed

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Key Differences single/Multi Inventory

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To use the fixed-order quantity model, the inventory remaining must be continually monitored In a fixed-time period model, counting takes place only at the review period The fixed-time period model Has a larger average inventory Favors more expensive items Is more appropriate for important items Requires more time to maintain

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Fixed-Order Quantity Models

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Demand for the product is constant and uniform throughout the period Lead time (time from ordering to receipt) is constant Price per unit of product is constant Inventory holding cost is based on average inventory Ordering or setup costs are constant All demands for the product will be satisfied

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Economic Order Quantity (EOQ)

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D = Annual demand or usage of product (units/year§) S = The ordering or set-up cost ($/order) H = Holding cost one unit per year§ (or C*h) C = Average price or value ($ per unit) h = Annual holding rate§ (as a % of product cost or value) Q = Order quantity, batch or lot size (units) Ordering Cost = (D/Q)*S Holding Cost = (Q/2)*H or (Q/2)*(C*h) Total Cost (IC) = (D/Q)*S + (Q/2)*H + DC (no SS at this point)

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Fill Rate

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Common measure of the customer service performance of inventory Often presented as the percentage of units available when requested by the customer A 96% Fill Rate means that 4% of requested units were unavailable when ordered by the customer Trade-off between service level and costs Theoretically, 100% service is impossible Each additional unit of safety stock earns a diminishing return on service level improvement Not all customers are equally sensitive to stock-outs Not all stock outs are equally expensive Not all items are equally variable in demand or supply

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Price Break Models

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Price varies with Order size We choose the correct order Quantity based on lowest Total Cost, which may NOT always = the greatest discount

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Inventory accuracy

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refers to how well the inventory records agree with physical count

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Cycle counting

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a physical inventory-taking technique in which inventory is counted on a frequent basis rather than once or twice a year

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External Causes of Supply Chain Disruption

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Variable delivery lead time Incorrect shipment quantities Volume changes Service and product mix changes

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Internal Causes of Supply Chain Disruption

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Service or product promotions Information errors New service or product introductions Engineering changes Internally generated shortages

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bullwhip effect

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occurs when distorted product-demand information ripples from one partner to the next throughout the supply chain

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Tactics for Reducing the Bullwhip Effect

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Reactive Design to deal with uncertainty Appropriate when a firm cannot influence its customers or other firms Proactive Seek to reduce uncertainty Appropriate when other partners' actions can be influenced

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Buffering

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Safety Stock: use of inventory to protect from unexpected variations in demand or supply Safety Lead Time: increase of the delivery lead time that is promised to the customers in order to cope with unexpected internal delays Safety Capacity: Idle capacity that accomodate unplanned changes in orders.

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Postponement

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Delay of an action until associated uncertainties are resolved.

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Info Sharing

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Uncertainty is reduced when forecasts, sales data, production schedules and future plans are shared.

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Coordination

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Going beyond information sharing, coordination requires commitment to certain actions

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Efficient Supply Chain

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focus on cost, economies of scale and higher capacity utilization DemandUncertainty:: Low Supply Uncertainty: Low

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Risk-hedging Supply Chain

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pooling/sharing risk, sharing inventory, real-time data is needed Demand Uncertainty: Low Supply Uncertainty:: High

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Responsive Supply Chain

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flexible to changing customer needs Demand Uncertainty: High Supply Uncertainty: Low

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Agile Supply Chain

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combine risk hedging and responsiveness, respond to front-end changes with less back-end disruptions Demand Uncertainty: High Supply Uncertainty: High

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Why Globalize?

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It offers access to cheaper labor and operational costs from locating production facilities overseas. Locating facilities in another country allows companies to get access to the knowledge and skills of people in that country. Certain parts of the world are rich in natural resources. Globalization allows companies access to new markets. Facilities at strategic international locations can reduce logistics and distribution costs. Internationally located facilities take advantage of tax and financial incentives provided by local governments. International locations may have political and industry-specific reasons behind the choice.

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Challenges of Going Global

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Time differences Cultural differences Lead time Hidden costs Language differences Returns and repairs of defective products Political risks Differences in units of measurement Customization

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Globalized SCM Functions

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Manufacturing Procurement Maintenance and Monitoring Logistics and Distribution Services Customer Service and Support Knowledge-Based Processes Product Development and Innovation

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Offshoring

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a supply chain strategy that involves moving processes to another country. Factors that influence the offshoring decision include: Comparative labor costs Logistics costs Labor Laws and Unions Skill shortages Tariffs and Taxes Internet

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Pitfalls of offshoring include:

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Pulling the plug too quickly by not making a good- faith effort to fix the existing process Technology transfer Difficulties integrating processes

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Outsourcing

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Make-or-buy decisions Make = more integration Backward integration: acquisition of upstream entities Forward integration: acquisition of downstream channels Buy = more outsourcing Outsourcing of non-core processes allows a firm to concentrate efforts on those processes it does best Skills and knowledge of the outsourced process are often lost and difficult to bring back into the firm

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SCM Metrics

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Business Cycle or Cash-to-Cash Cycle Total Delivered Cost Inventory Measures average aggregate inventory value weeks/days/hours of supply inventory turnover Process Measures customer relationship order fulfillment supplier relationship

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Logistics

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receiving, storing, shipping and moving the right stuff to the right places, in the right quantity, at the right time, at the right cost 3rd Party Logistics (3PL): using another company to do your logistics (outsourcing)

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Service Location Strategy

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Usually lower investment than manufacturing Proximity and purchasing power of customer drawing area Compatibility with local demographics and with competition and complementary services Uniqueness of offering (order winners) Physical qualities of facilities and area Ease of access (customers and employees)

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Process Capability

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The ability of an in-control process to meet the design specification of a product/service Consists of two bits of information: The width or spread of the process in comparison to the allowable spread (Cp) The 'centeredness' of the process on the nominal or target value (Cpk)

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Process Distributions

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A process is said to be in statistical control when the location, spread, and shape of its distribution does not change over time. After the process is in statistical control, managers use SPC procedures to detect the onset of assignable causes so that they can be eliminated.

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Six Sigma Quality

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a set of principles and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement 3.4 per million.

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Quality

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Conformance to customer specifications and expectations. Quality is defined by the customer. Quality has a key role in customer perception of value.

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Customer Loyalty and Quality

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The cost of acquiring a new customer is much higher than the cost of retaining a current one (up to x10). Customer retention results from the customer having good experiences. A positive relationship can lead to more revenue. As the customer becomes more loyal, retention costs less. A very loyal customer may become a company advocate.

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WHERE does this Profit come from?

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Better use of Raw Materials (yield) through less scrap or waste Less failure (internal, external) and the resulting cost consequences Less downtime (ongoing maintenance is a critical element of TQM) Better processes (reduced set-up time) Less inspection Potential for increased sales

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Total Quality Management (TQM

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"An effective system for integrating the quality development, quality maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow for full customer satisfaction." —Armand Fiegenbaum Organizational management for excellence on the factors that are important to customers: Careful design of products & services Managing systems & processes

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Malcolm Baldrige National Quality Award (MBNQA)

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Awarded to high-performing organizations within the United States (established in 1987) Manufacturing Service Small business Healthcare Education Not-for-profit

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Key Elements for TQM:

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Quality is defined by the customer Management is ultimately responsible for quality Continuous improvement (CI) Employee involvement Prevention, not inspection Drive out variability for process control (SPC) Remove barriers that prevent quality An ongoing process, not a one time program Zero defects or cost/benefit analysis Team effort, both cross-functional & -organizational

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Quality Specifications

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Design Quality Conformance Quality Quality at the source Dimensions of quality Products Services

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Dimensions of Product Quality

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Performance What are the desirable operating characteristics of the product? Features What additional characteristics are included or available? Reliability Is the product dependable? Does it accomplish what it promises? Does it work when needed? Durability How long will the product last? How 'rough' can it be used? Serviceability Can the product be easily and inexpensively repaired?

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Dimensions of Both Product & Service Quality

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Aesthetics Does the product satisfy subjective requirements? Response Is the interaction between the customer and the product provider pleasant and appropriate? Reputation What does information on past performance say about the company? Reliability Does the business keep its promises? Responsiveness Does it promptly respond to the needs of its customers? Tangibles Do the physical facilities, equipment, and written materials show care and attention?

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Dimensions of Service Quality

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Assurance Can the employees generate customer trust and confidence? Empathy Are employees approachable and sensitive to individual customers? Do they seem to care?

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Can there be TOO MUCH Quality?

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YES: Products or Services over-designed for their intended use (customers won't pay for it!) Unnecessarily high costs = lost business Capability- does operations (for either goods or services) have the capability to achieve such high quality?

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Quality Affects Profitability

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If a business provides too much quality, beyond what customers value, costs may be higher than necessary, and/or sales may be lost. The perception of value, or high quality for the price, improves profitability in several ways: + Creates more demand + Earns customer loyalty + May command a higher price + Savings from reduced scrap, rework, warranty claims

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An Historical Viewpoint Quality

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Early Thinking Improving the QUALITY implies increasing costs (particularly of Prevention and Appraisal). Current Thinking But what if improving QUALITY also improved processes (Deming's view)? This allows Quality to go up AND costs to go down!

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Costs of Quality: Four Sources

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Prevention Costs Costs associated with preventing defects and limiting failure and appraisal costs (e.g., training, improvement projects, data gathering, analysis) Appraisal Costs Costs associated with discovering the condition of products and raw materials (e.g., inspection) Internal Failure Costs Costs from defects found before delivery to the customer (e.g., rework, scrap) External Failure Costs Costs associated with defects found after delivery to customer (e.g., warranty, recall)

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Six Sigma Quality

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A philosophy and set of methods companies use to eliminate defects in their products and processes Evolution of "Total Quality Management" movement Adopted by General Electric, Motorola, Cardinal Health, Riverside Hospital, U.S. Military, etc., as a means of focusing effort on quality using a methodological approach Overall focus of the methodology is to understand and achieve what the customer wants Seeks to reduce variation in the processes that lead to product defects

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DPMO (Defects Per Million Opportunities)

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# of Observed Defects/ # of Opportunities for Defect X 1,000,000 = DPMO

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Goals of SIX SIGMA

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To reduce process variation to the point that no more than 3.4 defects per million opportunities (DPMO) parts produced in a high volume manufacturing or service environment This is equivalent to a quality objective of 99.9997% Organizations that succeed in implementing these programs can expect to see meaningful profit improvement.

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When 99.9% Quality is Not Enough

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Two million documents would be lost by IRS each year 20,000 incorrect drug prescriptions written per year 17,000 unsafe cars built each year 1,314 phone calls would be misrouted each day 12 babies would be given to the wrong parents each day Two plane landings daily at O'Hare would be unsafe 107 incorrect medical procedures performed today 22,000 checks would be deducted from the wrong bank account in the next hour 18,322 pieces of mail mishandled in the next hour

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When GOOD quality gets better...

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Defects at 99.9997% (or 6.0 Sigma standards) = MAIL DELIVERY- 7 lost articles/ hour DRINKING WATER- 2 minutes/yr of unsafe drinking water SURGERY- 2 incorrect procedures/ week AIR TRAVEL- 1 abnormal landing every 5 years

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Six Sigma: Methods and Tools

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Six Sigma is about reducing variation to improve quality There are methods: DMAIC, PDCA, CI, Kaizen, etc. There are tools: Flowcharts, Run charts, Pareto charts, Check-sheets, Cause and Effect Diagrams, Control charts, etc.

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PDCA Cycle

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Plan, Do, Check, Act

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DMAIC Cycle

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Define, Measure, Analyze, Improve, and Control (DMAIC)

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The DMAIC Project Process Define

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What are we trying to achieve, why, for who? What is the business case and project return? Is this Realistic, Understandable, Measurable, Believable and Actionable (RUMBA)? What are the CTQs?

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The DMAIC Project Process Measure

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What are the current processes? How are they measured? How are we currently performing on CTQs

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The DMAIC Project Process Analyze

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Where are the problems with our current performance? What are the root causes [Y=f(x)]?

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The DMAIC Project Process Improve

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What should change to make improvements? Effect on CTQs?

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The DMAIC Project Process Control

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How are improvements sustained? Are we measuring performance against expectations? Did we capture the learnings from this project?

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Pareto Analysis

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A variant of Bar Diagram that ranks quality problems so that most important can be identified

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Process Flowchart or Value Stream Map

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Current State

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Run Chart

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Can be used to identify the presence of variation. A plot of measurements across time.

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Check Sheet

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Useful for gathering histogram data Count of occurrences

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Data Analysis Example

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Hotel Guest Complaints by Category

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Cause & Effect Diagram (or "Fishbone")

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Can be used to systematically track backwards to find a possible cause of a quality problem (or effect) Y = f (x)

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Failure Mode and Effect Analysis (FMEA)

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TECHNIQUE. analytical procedure in which each potential failure mode in every component of a product is analyzed to determine its effect on the reliability of that component and, by itself or in combination with other possible failure modes, on the reliability of the product or system and on the required function of the component; or the examination of a product for all was that a failure may occur. for each potential failure, an estimate is made of its effect on the total system and ite impact.

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ISO 9000

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International consensus on good quality management practices What the organization does to fulfill: the customer's quality requirements, and applicable regulatory requirements, while aiming to enhance customer satisfaction, and achieve continual improvement of its performance in pursuit of these objectives.

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ISO 14000

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What the organization does to meet environmental compliance: Many of the same basics as ISO 9000 Emergency and disaster preparedness Environmental policy

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ISO 14001

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ISO 14001 specifies the requirements ID and control environmental impact of activities and outputs Continuously improve environmental performance Systematic approach to setting, achieving and tracking performance ISO 14004 provides guidelines Internal validation to management and employees that the organization is environmental responsible External validation to stakeholders that organization complies to regulations

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Concept of Variation

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outputs that should be the same to be different from each other

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Reduction in Variation

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Variability in processes, inputs and outputs makes it difficult to predict what the next item processed will look like.

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Causes of Variation

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Two basic categories of variation in output include common causes and assignable causes. Common, Natural or Random Causes: Assignable or Special Causes:

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AlwaysRain Irrigation, Inc., would like to determine capacity requirements for the next four years. Currently two production lines are in place for making bronze and plastic sprinklers. Three types of sprinklers are available in both bronze and plastic: 90-degree nozzle sprinklers, 180-degree nozzle sprinklers, and 360-degree nozzle sprinklers. Management has forecast demand for the next four years as follows: YEARLY DEMAND 1 (IN 000s) 2 (IN 000s) 3 (IN 000s) 4 (IN 000s) Plastic 90 32 44 55 56 Plastic 180 15 16 17 18 Plastic 360 50 55 64 67 Bronze 90 7 8 9 10 Bronze 180 3 4 5 6 Bronze 360 11 12 15 18 Both production lines can produce all the different types of nozzles. The bronze machines needed for the bronze sprinklers require two operators and can produce up to 12,000 sprinklers. The plastic injection molding machine needed for the plastic sprinklers requires four operators and can produce up to 200,000 sprinklers. Three bronze machines and only one injection molding machine are available. What are the capacity requirements for the next four years? (Assume that there is no learning.) (Round your answers to 2 decimal places. Omit the "%" sign in your response.) (b) In anticipation of the ad campaign, AlwaysRain bought an additional bronze machine. Will this be enough to ensure that enough capacity is available?

answer

Plastic Year 1 Year 2 Year 3 Year 4 Demand-r plastic sprinklers 97 115 136 141 Percentage- Used capacity used 48.5% 57.5% 68.0% 70.5% Machine requirements .485 .575 .680 .705 Labor requirements 1.94 2.30 2.72 2.82 Bronze Year 1 Year 2 Year 3 Year 4 Demand- bronze sprinklers 21 24 29 34 Percentage- Used capacity 58.3% 66.7% 80.6% 94.4% Machine requirements 1.75 2.00 2.42 2.83 Labor requirements 3.50 4.00 4.84 5.66 It is obvious that not enough capacity is available after year two to meet the increased demand. AlwaysRain will have to consider purchasing additional machines for the bronze operations.

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Buckeye Sandal needs your help to develop a capacity plan for its manufacturing operations. The operations run for two eight-hour shifts, five days per week and 50 weeks per year. Experience has shown that a capacity cushion of 5% will be adequate. Product Processing Time Set-up Time Batch Size Demand per Year Men's 0.05 0.5 240 80,000 Women's 0.10 2.2 180 60,000 Children's 0.02 3.8 360 120,000 a. Using the above Table of product information, how many machines will be needed? b. Marketing asks for an increased cushion of 10% in order to allow for more rush shipments. Does this have any effect of the machine requirements? b. Redo the calculation in part a. by changing the Capacity Cushion to 0.1 instead of 0.05. This changes the value of the denominator to 3,600 and results in a solution of 4.05 Machines, which would be rounded UP to 5. From a practical standpoint it would be likely that Buckeye Sandal operates with four machines, which is equivalent to an approximate Cushion of 8.8% using overtime or other means to make up any shortfall.

answer

a. The number of hours of operation per year, N, is N = (2 shifts/day)(8hours/shifts)(250 days/machine-year) = 4,000 hours/machine-year The number of machines required, M, is the sum of machine-hour requirements for all three products divided by the number of productive hours available for one machine: [Dp + (D/Q)s]men + [Dp + (D/Q)s]women + [Dp + (Dp + (D/Q)s]children M = N [1 - (C/100)] [80,000(0.05) + (80,000/240)0.5] + [60,000(0.10) + (60,000/180)2.2] + [120,000(0.02) + (120,000/360)3.8] = 4,000[1 - (5/100)] 14,567 hours/year = = 3.83 or 4 machines 3,800 hours/machine - year b. Redo the calculation in part a. by changing the Capacity Cushion to 0.1 instead of 0.05. This changes the value of the denominator to 3,600 and results in a solution of 4.05 Machines, which would be rounded UP to 5. From a practical standpoint it would be likely that Buckeye Sandal operates with four machines, which is equivalent to an approximate Cushion of 8.8% using overtime or other means to make up any shortfall.

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or the data shown, reduce the project completion time by three weeks. Assume a linear cost per week shortened. ACTIVITY NORMAL TIME NORMAL COST CRASH TIME CRASH COST A 5 $ 7,000 3 $ 13,000 B 10 12,000 7 18,000 C 8 5,000 7 7,000 D 6 4,000 5 5,000 E 7 3,000 6 6,000 F 4 6,000 3 7,000 G 4 7,000 3 9,000

answer

6,000

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Ray's Satellite Emporium wishes to determine the best order size for its best-selling satellite dish (model TS111). Ray has estimated the annual demand for this model at 1,000 units. His cost to carry one unit is $100 per year per unit, and he has estimated that each order costs $25 to place. Using the EOQ model, how many should Ray order each time? (Round your answer to the nearest whole number.)

answer

Qopt= 2ds/h = 2(1000)25/100 = 22.36 = rounded down = 22

question

Charlie's Pizza orders all of its pepperoni, olives, anchovies, and mozzarella cheese to be shipped directly from Italy. An American distributor stops by every four weeks to take orders. Because the orders are shipped directly from Italy, they take three weeks to arrive. Charlie's Pizza uses an average of 150 pounds of pepperoni each week, with a standard deviation of 30 pounds. Charlie's prides itself on offering only the best-quality ingredients and a high level of service, so it wants to ensure a 98 percent probability of not stocking out on pepperoni. Assume that the sales representative just walked in the door and there are currently 500 pounds of pepperoni in the walk-in cooler. How many pounds of pepperoni would you order? (Round your answer to the nearest whole number.)

answer

Service level P = .98, = 150, T = 4 weeks, L = 3 weeks, o = 30 per week, and I =500 lbs From Standard normal distribution, z = 2.05 q= d (t+l) + z (square root of T+L)(o)^2 - I 150(4+3) + 2.05(79.4) - 500 = 712.77 713 pounds

question

Given the following information, formulate an inventory management system. The item is demanded 50 weeks a year. Item cost $ 10.00 Average demand 515 per week Order cost $ 250.00 Standard deviation of weekly demand 25 per week Annual holding cost (%) 33% of item cost Lead time 1 week Annual demand 25,750 Service probability 95% Determine the order quantity and reorder point. (Round your answers to the nearest whole number.) Order quantity Reorder point (b) Determine the annual holding and order costs. (Round your answers to 2 decimal places. Omit the "$" sign in your response.) Holding cost $ Ordering cost $ (c) If a price break of $50 per order was offered for purchase quantities of over 2,000, how much would you save annually? (Round your answer to 2 decimal places. Omit the "$" sign in your response.)

answer

Q= square root (2DS/H) = 2(25750)250/ .33(10) = 1975.23 From Standard normal distribution, z = 1.64 = 515(1) + (1.64)25 = 556 b. Holding cost = Q/2 (H) = 1975/2 (.33)10 = $3,258.75 Ordering cost =D/Q(S) = 25750/1975 = $3,259.49 Total annual cost with discount is $6,518.75 - 50(25750/2000) = $5,875.00, without discount it is $6,518.24. Therefore, the savings would be $643.24 for the year.

question

C-Spec, Inc., is attempting to determine whether an existing machine is capable of milling an engine part that has a key specification of 4 ± .003 inches. After a trial run on this machine, C-Spec has determined that the machine has a sample mean of 4.001 inches with a standard deviation of .002 inch.

answer

4.003-4.001/ 3(.002) = .333 4.001-3.997/3(.002) = .667 No, the machine is not capable of producing the part at the desired quality level.

question

The McDonald's fast-food restaurant on campus sells an average of 4,000 quarter-pound hamburgers each week. Hamburger patties are resupplied twice a week, and on average the store has 350 pounds of hamburger in stock. Assume that the hamburger costs $1.00 a pound. What is the inventory turnover for the hamburger patties? (Round your answer to 2 decimal places.) Inventory turnover per year (b) On average, how many days of supply are on hand? (Round your answer to 2 decimal places.) Days of supply days

answer

Inventory Turnover= (Cost of Goods Sold)/(Average Aggregate Inventory Value) inventory Turnover= (1.00*1000* 52)/((350)) $52,000/350=148.6 The problem tells us that we sell 4,000 QUARTER pound burgers a week, therefore we sell 1,000 pounds a week, and each pound of hamburger costs $1.00. The problem also tells us that on average, the store has 350 pounds of inventory on hand. By dividing the Cost of Goods Sold by Average aggregate Inventory Value, We can figure the Inventory Turns. This means that their inventory turns 148.6 times a year. Weeks of supply= (Average aggregate inventory value)/(Cost of goods sold)*52 Weeks of supply= 350/$52,000 * 52 =.35

question

D = Annual demand or usage of product

answer

Annual demand or usage of product (units/year§)

question

S =

answer

The ordering or set-up cost ($/order)

question

H =

answer

Holding cost one unit per year§ (or C*h)

question

C =

answer

verage price or value ($ per unit)

question

h =

answer

Annual holding rate§ (as a % of product cost or value)

question

Q =

answer

Order quantity, batch or lot size (units)

question

Project

answer

a unique, temporary endeavor with a specific objective to be met within prescribed time, budget and resource limitations made up of an interrelated set of activities that have a definite starting and ending point.

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Slack

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Slack is the difference, if any, between the earliest start and latest start times (or the earliest finish and latest finish times). (S = LS - ES or S = LF - EF)

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Project Management Tools and Techniques

answer

The discipline of project management has available a number of tools and procedures that enable the project team to organize its work to meet the constraints: Statement of Work Work Breakdown Structure Gantt Chart Network Diagram Critical Path Method (CPM) Cost and Time Tradeoff Analysis (Crashing) Program Evaluation and Review Technique (PERT) Resource Management

question

Pure Project Organizational Structure - Pros

answer

The project manager has full authority over the project. All members of the project are directly responsible to the Project Manager. Lines of communication are shortened. Strong and separate identity of its own -React rapidly. Unity of command; each subordinate has only one boss.

question

Pure Project Organizational Structure - Cons

answer

Need more staffing. To ensure access to technological knowledge and skills the PM may stockpile equipment and technical assistance in order to be certain that it will be available. Team members can fall behind in other areas of their technical expertise. PROJECTITIS - a "we versus they" divisiveness grows. Friendly rivalry may become bitter competition. Life after the project uncertain.

question

Benefits of Project Management

answer

Achievement of business goals and objectives Completion of the project by making the most effective use of time, resources, and dollars Timely information for decision making Continuous improvement from lessons learned Support for the quality systems Common process for everyone involved

question

Project Goals

answer

Each project must meet the three goals of: Scope Cost of resources Time schedule

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Characteristics of a Project

answer

Goal-oriented Numerous sequential and interrelated activities Finite with definite beginning and end dates Unique set of events Limited resources and budget Many people are involved, often cross functional Specific end product or service must result Methods for handling problems during execution

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EF

answer

The earliest you can complete an activity -- determined by adding the activity time to the earliest start time (ES + t).

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LF

answer

The latest an activity can end without delaying the project. It is the same as the Latest Start time of the next activity. If there are two or more subsequent activities, this time is the same as the earliest of those "Latest Start" times.

question

ES

answer

Determined by the earliest finish time of the precedent activity. If there are two or more precedent activities, this time is the same as precedent activity with the latest "Earliest Finish" time.

question

LS

answer

This is the latest an activity can start, without delaying the project. Latest Finish time minus the activity time (LF - t)

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Activity Slack

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Maximum length of time an activity can be delayed without impacting the entire project completion date. Activities on the critical path have zero slack. Long delays of non-critical path activities can cause the critical path to change.

question

?=

answer

process mean

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? =

answer

process standard deviation

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LTL

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Lower tolerance

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UTL

answer

Upper tolerance

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COGS

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Cost of Goods Sold

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FGI

answer

Finished Goods Inventory

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WIP

answer

Work in Process

question

SC Performance

answer

avg. % of orders filled by requested delivery date

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