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Samenvatting Operations Management Hoofdstuk 4, 5, 6, 10 & 11
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Samenvatting voor het eerste jaar technische bedrijfskunde
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Operations Management Samenvatting (tentamenperiode 2)
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Operations management hoofdstuk 10 - bracht mij 8,7
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Operations management hoofdstuk 3 - bracht mij 8,7
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Operations management H4Richt zich op productieorganisatie
-maakindustrie
Productieorganisatie:
Strategie
Aanbod Inrichting vraag
Planning
Realisatie
Vraag
- Voorspellen en analyse
- Vraagpatronen ‘seizoenen’
- Beïnvloeden van vraag?
Aanbod:
- Capaciteit (personele bezetting afstemmen op voorspelde vraag)
- Materiaal (inkoop en productie afstemmen op voorspelde vraag)
Planning capacity
Capacity is the maximum rate of output of a process or system
Utilization = average output rate / maximum capacity x100%
Capacity: (dis)Economics of Scale
Voordelen van schaalvergroting:
- Spreiding van vaste kosten
- Terugdringen van gebouwkosten
- Snijden in de kosten van ingekochte materialen
- Vinden van proces voordelen
Nadelen aan schaalvergroting
- Complexiteit
- Verlies van focus
- Inefficiënties
Capacity Timing and Sizing
Sizing capacity cushions is de hoeveelheid aan reserve capaciteit dat een proces heeft om
onverwachte veranderingen op te kunnen vangen.
Capacity cushion = 100% - average utilization rate %
,Systematische aanpak:
1. Estimate future capacity requirements
2. Identify gaps by comparing requirements with available capacity
3. Develop alternative plans for reducing the gaps
4. Evaluate each alternative both qualitatively and quantitatively and make a final choice
1.
Determine the capacity required to meet future demand using an appropriate planning horizon
M= D x P / N (1-(C/100))
D= Demand forcast for the year
P= processing time
N= Total number of hours per year during which the process operates
C= Desired capacity cushion
Q= Number of units in each lot
S= Setup time in hours per lot
Capacity requirement = processing hours required for years demand / Hours available from a single
capacity unit
Voor 1 product ↑ en voor meerdere producten ↓
Capacity requirement = processing and setup hours required for years demand, summed up over all
services or products / hours available from a single capacity unit per year after deduction desired
cushion
M= (D x P + (D/Q) x S) product 1 + (D x P + (D/Q) x S) product 2 + (D x P + (D/Q) x S) product 3 / n(1-(C/100))
M= (2000x0,5 + (2000/20)x0,25) + (6000x0,7 + (6000/30)x0,4) / 250x8(1-(15/100))
M= 1025 + = 3,12 4 machines nodig
2.
Identify gaps between project capacity requirements (M) and current capacity
Benoem de valkuilen door de vraag naast je beschikbare capaciteit te leggen
3.
Develop alternatives – best case is to do nothing and suffer the consequences
Je kunt heel wel mogelijkheden verzinnen, ga uit van de expansionist en Wait&See methoden
4.
Evaluate the alternatives
- Qualitative concerns include strategic fit and uncertainties
- Quantitative concerns may include cash flows and other quantitative measures
, Tools for planning:
Waiting-line models
- Useful in high customer contact processes
- Supplement C ‘waiting lines’ is a feller treatment of the models
Simulation
- Can be used when models are too complex for waiting-line analysis
Decisions trees
- Useful when demand is uncertain and sequential decisions are involved
- Bijv. 6.2 blz. 231
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