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Process Selection and Capacity Planning..
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Process Selection and Capacity
Planning
Process Selection Make or buy Decision Type of processing Level of Automation
Make or BuyConsiderations include:1. Available capacity2. Expertise3. Quality considerations4. Nature of demand – high and steady vs.
low and seasonal5. Cost
Match process and productProduct Variety
High Moderate Low VeryLow
Equipment Flexibility
High Moderate Low Very low
Low Volume
Moderate Volume
High Volume
Very High Volume
Job shop
Continuous Flow
Repetitive
Batch
Automation The substitution of machinery for human
labor low variability – as opposed to human
labor Elimination of boring tasks But it can be very costly Employment issues -
ex; PNB ATM
Computer Aided Manufacturing
– use of computers in process control, replacing human functions with machine
functions
Levels of Automation
Numerically Controlled Machines – machines that perform operations by following mathematical processing instructions
Robotics
Robot??? Mechanical Arm Power supply Controller
Flexible manufacturing system – group of machines designed to handle
intermittent processing requirements and produce a variety of similar products Re-programmable controllers Can handle intermittent requirements Flexibility with lower capital requirement as
opposed to “hard automation” Can handle quick changeover time But only applicable to family of similar parts
Automation (FMS)
Computer Integrated Manufacturing System of linking a broad range of
manufacturing activities, through an integrating computer system Can link operations of other FMS towards one
synchronized whole Integrates information from other parts of the
organization to manufacturing
Final Note…
Trade off exist with decisions concerning automation and companyCost structure.
Automation may not be needed or called for by the situation. Sometimes, Flexibility itself is unnecessary, especially for mature industries
Capacity Upper limit or ceiling on the load that an
operating unit can handle Inputs or outputs
input: 45 pounds of flour per hour output: 8 castings per hour
no “one method” of defining capacity
Try this… Hospital Theater School Memorial park Bank Water refilling station Bakery Barber shop Restaurant
Considerations??? Ability to meet future demand Capacity and operating costs Initial cost involved
CAPACITY vs
DEMAND PROJECTIONS
Defining and Measuring Capacity3 useful definitions:1. Design capacity – maximum output that
can be achieved2. Effective capacity – maximum possible
output given product mix, scheduling difficulties, machine factors and so on
3. Actual output – rate of output actually achieved. Cannot exceed effective capacity
Efficiency = Actual outputEffective Capacity
Utilization = Actual output Design Capacity
Determinants of Effective Capacity
Facilities Factors: design, location, layout, environment. Products/Service Factors: design, product or service
mix. Process Factors: Quantity and Quality capabilities. Human Factors: job content, job design, training and
experience, motivation, compensation, learning rates, absenteeism and labor turnover.
Operational Factors: scheduling, materials management, quality assurance, maintenance policies, equipment breakdowns.
External Factors: product standards, safety regulations, unions, pollution control standards.
Developing Capacity Alternatives
Design Flexibility into systems. Take a “big picture” approach to capacity
changes. Prepare to deal with capacity “chunks.” Attempt to smooth out capacity requirements. Identify the optimal (best) operating level.
Selecting among Alternatives
Decision Approaches: Break-Even Analysis Financial Analysis: Payback, Present Value
and Internal Rate of Return. Decision Tree Analysis Simulation & Waiting Line Analysis (primarily
for service systems) Linear Programming
Breakeven Analysis (Cost-Volume)
Fixed costs: costs that continue even if no units are produced: depreciation, taxes, debt, mortgage payments
Variable costs: costs that vary with the volume of units produced: labor,
materials, portion of utilities
Breakeven Point
FC= Fixed Cost; VC = variable cost; R = revenue per unit;
Q = output unit.
TC = total cost = FC + VC x Q.
TR = total revenue = R x Q.
P =total profit = TR - TC = R x Q - (FC+VC x Q).
Rearranging terms, we have:
VCR
FCQ
VCR
FCPQ
FCVCRQP
BEP
)(
Example
The owner of Old-Fashioned Berry Pies, S. Simon, is contemplating adding a new line of pies, which will require leasing new equipment for a monthly payment of $6,000. Variable cost would be $2.00 per pie, and pies would retail for $7.00 each.
A) How many pies must be sold in order to break even?
B) What would the profit (loss) be if 1,000 pies are made and sold in a month?
C) How many pies must be sold to realize a profit of $4,000.
Example
A manager has the option of purchasing one, two or three machines. Fixed costs and potential volumes are as follows:
# of Machines Total Annual FCCorresponding range of output
1 $9,600 0 to 300
2 15,000 301 to 600
3 20,000 601 to 900
Variable cost is $10 per unit, and revenue is $40 per unit.
A) Determine the breakeven point for each range.
B) If projected annual demand is between 580 and 660 units, how many machines should the manager purchase?
Present Value Analysis
Cash Flow - the difference between cash received from sales and other sources, and cash outflow for labor, material, overhead, and taxes.
Present Value - the sum, in current value, of all future cash flows of an investment proposal.
The current value is calculated for a given interest rate (discount rate)
Present Value Analysis
The basic formula:
where)1(
or )1(
n
n
i
FVPV
iPVFV
FV= Future value of the cash flow ‘n’ periods from today.i = interest rate per periodPV= Present Value (Worth) of the cash flow to be received in the future
PV Analysis for a Single Investment
Determine the useful life of an investment. (N)
Estimate the cash flows for each year F0, F1, F2, F3 , … , FN-1, FN
Calculate the Present Value (PV)
Ni
F
i
F
i
F
i
FPV
N
)1(......
)1(
)1(
)1( 2
210
10
If PV > 0, the investment is a viable alternative. Otherwise, reject.
PV Analysis for Multiple Investments
Calculate the Net Present Value (NPV) for each alternative
Choose the one with highest NPV (if it’s above 0)
Example (i=10%)Cash Flows
YEAR Alternative A Alternative B0 -20000 -300001 10000 150002 10000 150003 10000 15000
Example Continued
8.7302
)1.01(
15000
)1.01(
15000
)1.01(
15000 30000
5.4868
)1.01(
10000
)1.01(
10000
)1.01(
10000 20000
32
32
1
1
B
A
NPV
NPV
CHOOSE B
Limitation of Net Present Value
Investments with the same present value may have significantly different project lives and different salvage values
Investments with the same net present values may have different cash flows
We assume that we know future interest rates – which we do not
We assume that payments are always made at the end of the period – which is not always the case