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Aggregateplanningisthefirststepinaprocessthattakesthelong-,thischapterprovidesanoverviewofaggregateplanning.
MajorPointsofChapterTheaggregateplanisusedtosetproductratesbybroadgroupsfortheintermediateterm,generally6to18months.
.
Therearethreebasicproduction-planningstrategies-chase,stableworkforce,andlevelstrategy.
Therelevantcostsarebasicproductioncosts,laborcosts,costsassociatedwithchangesintheproductionrate,inventoryholdingcosts,andbackloggingcosts.
Manycompaniesusetrial-and-,moresophisticatedapproachesincludelinearprogramming,LinearDecisionRule,andvariousheuristicmethods.
,ittriestosellallavailablecapacity,butnotturnawayafullpayingcustomer.
ReviewandDiscussionQuestionsWhatarethebasiccontrollablevariablesofaproductionplanningproblem?Whatarethefourmajorcosts?
Basiccontrollablevariables:productionrate,workforcelevels,laborcosts,andinventories.
Majorcosts:productioncosts(fixedandvariable),productionratechangecosts,inventoryholdingcosts,andbacklogcosts.
Distinguishbetweenpureandmixedstrategiesinproductionplanning.
.
180LevelStrategy
LevelStrategy
LaBuenaCompaniadeEspana
Jan
Feb
Mar
Apr
May
Jun
Total
ForecastedDemand
1,740
1,740
2,460
3,240
2,220
1,860
13,260
On-HandInventory
300
Ave
NetDemand
1,440
1,740
2,460
3,240
2,220
1,860
12,9602,160
AggregatePlan:
Production
2,160
2,160
2,160
2,160
2,160
2,160
12,960
NumberofWorkers
36
36
36
36
36
36
NumberHired
11
0
0
0
0
0
NumberFired
0
0
0
0
0
0
EndingInventory
720
420
(300)
(1,080)
(60)
300
CumulativeInventory
720
1,140
840
(240)
(300)
0
IncrementalCosts:
HiringCosts
2,200
0
0
0
0
0
2,200
FiringCosts
0
0
0
0
0
0
0
InventoryCosts
1,440
2,280
1,680
0
0
0
5,400
StockoutCosts
0
0
0
2,400
3,000
0
5,400
Totals:
3,640
2,280
1,680
2,400
3,000
0
13,000
TotalIncrementalCostsofLevelStrategy=13,000Baseduponcost,thelevelstrategyshouldbeused.
Chapter15
LaBuenaCompaniadeEspanaLevelStrategywithOvertime
Jan
Feb
Mar
Apr
May
Jun
Total
ForecastedDemand
1,740
1,740
2,460
3,240
2,220
1,860
13,260
On-HandInventory
300
360
420
0
0
0
Ave
NetDemand
1,440
1,380
2,040
3,240
2,220
1,860
12,1802,030
AggregatePlan:
Production
1,800
1,800
1,800
1,800
1,800
1,800
10,800
NumberofWorkers
30
30
30
30
30
30
NumberHired
5
0
0
0
0
0
NumberFired
0
0
0
0
0
0
Overtimeproduction
0
0
240
1,440
420
60
EndingInventory
360
420
0
0
0
0
CumulativeInventory
720
1,140
1,140
1,140
1,140
1,140
OvertimeHours:
0
0
600
3,600
1,050
150
IncrementalCosts:
HiringCosts
1,000
0
0
0
0
0
1,000
FiringCosts
0
0
0
0
0
0
0
InventoryCosts
1,440
2,280
2,280
2,280
2,280
2,280
12,840
StockoutCosts
0
0
0
0
0
0
0
OvertimePremium
0
0
2,400
14,400
4,200
600
21,600
Totals:
2,440
2,280
4,680
16,680
6,480
2,880
35,440
TotalIncrementalCostsofOvertimeStrategy=35,440
Thelevelstrategyisstillthebest.
,.
190ComparethebestplansintheC&?
&,ontheotherhand,usedaconstanthighworkforceandnosubcontracting.
Howdoesforecastaccuracyrelate,ingeneral,tothepracticalapplicationoftheaggregateplanningmodelsdiscussedinthechapter?
,though,anyreductioninuncertaintyenhancesthelikelyaccuracyofanyproductionplanningmethod.
Inwhichwaydoesthetimehorizonchosenforanaggregateplandeterminewhetheritisthebestplanforthefirm?
,,workforcesize,overtimeandundertime,subcontracting,',whenthereisvariation,especiallywhenthisvariationisconsiderable,thenalongeraggregateplanwillshowtheneedtofindsubcontractors,newworkforceavailability,.
Underwhatconditionsistheconceptofyieldmanagementmostappropriateforserviceoperations?
Togainthemaximumfromyieldmanagement,aserviceshouldhavetheabilitytosegmentitsmarkets,high-fixedandlowvariablecosts,productperishability,andtheabilitytopresellcapacity.
Problems
Problem
TypeofProblem
Difficulty
CheckFigureinAppendixD
Aggregateplanning
1
Yes
Moderate
Yes
2
Yes
Moderate
3
Yes
Moderate
4
Yes
Moderate
Yes
5
Yes
Moderate
6
Yes
Moderate
7
Yes
Moderate
Chapter15
Forecast
BeginningProductionProductionProductionOvertimeActual
Endinginventory
WorkersWorkershiredlaidoff
inventory
required
hoursrequired
hoursavailable
hours
production
Fall
1000()
500
9500
19000
14400
7200
-2300
Winter
8000
-2300
10300
20600
14400
6200
10300
0
Spring
7000
0
7000
14000
14400
7200
200
Summer
12000
200
12000
23600
14400
12000
200
20*20
Back
Overtime
Hiring
Layoff
Inventory
Straight
Total
Forecast
BeginningProductionProductionProductionOvertimeActual
Endinginventory
WorkersWorkershiredlaidoff
inventory
required
hoursrequired
hoursavailable
hours
production
Fall
1000()
500
9500
19000
14400
7200
-2300
Winter
8000
-2300
10300
20600
14400
6200
10300
0
Spring
7000
0
7000
14000
14400
7200
200
Summer
12000
200
12000
23600
14400
12000
200
20*20
Back
Overtime
Hiring
Layoff
Inventory
Straight
Total
1.
order
$23,000
Fall
WinterSpringSummer
Total
$49,600
$2,000
$4,000
$1,000
time
$72,000
$72,000
$72,000
$1,000$118,000
$95,000
$121,600
$73,000
$125,000
$414,600
*Workershired=(23,600-14400)/(8*60)=.
Forecast
Beginning
Inventory
ProductionProductionProductionOvertimeActual
EndingWorkersWorkers
required
hoursrequired
hoursavailable
hours
production
inventoryhired
laidoff
February
80000
0
80000
20000
16000
80000
025*
March
64000
0
64000
16000
20000
64000
0
25
April
100000
0
100000
25000
16000
5000
84000
-16000
May
40000
-16000
56000
14000
16000
64000
8000
Back
Overtime
Hiring
Layoff
Inventory
Straight
Total
order
time
February
$1250
$200000
$201,250
March
$1750
$160000
$161,750
April
$32000
$75000
$160000
$267,000
May
$80000
$160000
$240,000
Total
$870,000
*(20,000-16,000)/(8*20)=25workers
182
3.
Forecast
BeginningInventory
ProductionProductionProductionOvertimeActual
EndingWorkersWorkers
required
hoursrequired
hoursavailable
hours
production
inventoryhired
laidoff
Spring
20000
1000
19000
38000
28000
1000()
19000
0
Summer
10000
0
10000
20000
28000
10000
0
20
Fall
15000
0
15000
30000
20000
15000
025
Winter
SpringSummerFallWinterTotal
18000
Backorder
$24000
0
Overtime$150000
18000
Hiring
$2500
36000
Layoff
$4000
30000
Inventory
Straighttime$280000$200000$300000$300000
15000
Total
$430000
$204000
$302500
$324000
$1260500
-3000
=(40500-500)/(12)(1)(8)20=
January
February
March
April
May
June
July
August
September
October
November
December
Average
Forecast
2500
3000
4000
3500
3500
3000
3000
4000
4000
4000
3000
3000
Beginning
500
1250
1500
2000
1750
1750
1500
1500
2000
2000
2000
1500
inventory
Production
3250
3250
4500
3250
3500
2750
3000
4500
4000
4000
2500
3000

requirementsEndinginventory
1250
1500
2000
1750
1750
1500
1500
2000
2000
2000
1500
1500
Total
Cost
Forecast
2500
3000
4000
3500
3500
3000
3000
4000
4000
4000
3000
3000
40500
Beginning
500
1360
1720
1080
940
800
1160
1520
880
240
-400
-40
inventory
Production
3360
3360
3360
3360
3360
3360
3360
3360
3360
3360
3360
3360
40320
S403,
planEnding
1360
1720
1080
940
800
1160
1520
880
240
-400
-40
320
inventory
Safetystock
1250
1500
2000
1750
1750
1500
1500
2000
2000
2000
1500
1500
Excess
110
220
20
350
$1,
inventory
Backorder
400
40
440
$8,
Total
$413,
Next,tryincreasingordecreasingthenumberofworkersbyone,.
Chapter15
Numberofworkers=(Year'sproduction-beginninginventory)(laborhrs/unit)/(workingdaysperyear)=(6700-200)10/((22)(11)+7)=(exceptJuly)=22(8)33/10=580units/month
JanuaryFebruaryMarchAprilMayJuneJulyAugustSeptem-OctoberNovemberDecemberTotalber
Forecast
600
800
900
600
400
300
200
200
300
700
800
900
6700
Beginning
200
180
0
0
0
180
460
444
824
1104
984
764
inventory
Production
580
580
580
580
580
580
184
580
580
580
580
580
6564
requirements
Ending
180
-40
-320
-20
180
460
444
824
1104
984
764
444
inventory
Costs
Total
LostSales
800
6400
400
7600
Inventory
900
900
2300
2220
4120
5520
4920
3820
2220
26920
Total
900
800
6400
400
900
2300
2220
4120
5520
4920
3820
2220
34520
Sincethereappearstobeexcessiveinventorycosts,anotherplanshouldbeattemptedwith32workersforcomparisonpurposes.
184
a-c.
(1)
Qtr.
(2)
Demand
(3)
.
(2)x2
(4)
.
(5)

(4)x8
(6)

(7)
TotalProd.
,perQtr.
(5)x(6)
⑻
Straight-TimeCost
(4)x(6)
(9)

(10)
ShortCost
(11)
.
(12)
.
(11)/4
Now
9,900
19,800
63
504
40
20,160
$133,560
0
0
0
0
1
10,000
20,000
56
448
40
17,920
$118,720
0
0
0
0
2
9,800
19,600
60
480
40
19,200
$127,200
0
0
0
0
3
9,400
18,800
61
488
40
19,520
$129,320
0
0
0
0
4
10,200
20,400
63
504
39
19,656
$130,221
0
0
0
0
Total1-4
$505,461
(13)
OvertimeCost
(12)x$80
(14)
.
(15)

(16)

(17)
Hiring
Cost
(16)x$1200
(18)

(19)
Firing
Cost
(18)x$1000
(20)
Begin.
Inv.
(21)
.
(22)
.
((20)+
(21))/2
(23)

(22)x$15
0
0
0
0
0
0
0
1,200
1,380
1,290
$19,350
0
0
0
0
0
0
0
1,380
340
860
$12,900
0
0
0
0
0
0
0
340
140
240
$3,600
0
0
0
0
0
0
0
140
500
320
$4,800
0
0
0
0
0
1
1,000
500
128
314
$4,710
0
0
0
1,000
$26,010
Totalcostis$532,471.
Chapter157.
LevelStrategy
Month
Hours
($30/hr.)
Cumulativecost
(%/mo.
November
160
4,800
4,800
72
December
160
4,800
9,600
144
January
160
4,800
14,400
216
February
160
4,800
19,200
288
March
160
4,800
24,000
360
April
160
4,800
28,800
432
CostCarryingCostTotalIncrementalCost=$1,512
ChaseStrategyTotalHours
Required950HrsAVorker/Month160

HiringCost(5+handyman)FiringCost(5+handymanfromlastseason)TotalIncrementalCost
600450
$1,050
ChaseStr