Documentos de Académico
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Documentos de Cultura
Location Decisions
Operations Management
by
R. Dan Reid & Nada R. Sanders
4th Edition © Wiley 2010
© Wiley 2010 1
Learning Objectives
Define capacity planning
Define location analysis
Describe relationship between capacity
planning and location, and their importance
Explain the steps involved in capacity
planning and location analysis
© Wiley 2010 2
Learning Objectives – con’t
Describe the decision support tools used for
capacity planning
Identify key factors in location analysis
Describe the decision support tools used for
location analysis
© Wiley 2010 3
Capacity planning
Capacity is the maximum output rate of a facility
Capacity planning is the process of establishing the
output rate that can be achieved at a facility:
Capacity is usually purchased in “chunks”
© Wiley 2010 4
Measuring Capacity Examples
There is no one best way to measure capacity
Output measures like kegs per day are easier to understand
With multiple products, inputs measures work better
© Wiley 2010 5
Measuring Available Capacity
Design capacity:
Maximum output rate under ideal conditions
A bakery can make 30 custom cakes per day
when pushed at holiday time
Effective capacity:
Maximum output rate under normal (realistic)
conditions
On the average this bakery can make 20
custom cakes per day
© Wiley 2010 6
Measuring Effectiveness of
Capacity Use
Measures how much of the available
capacity is actually being used:
Utilizatio n
actual output rate
100%
capacity
Measures effectiveness
Use either effective or design capacity in
denominator
© Wiley 2010 7
Example of Computing Capacity Utilization: A bakery’s
design capacity is 30 custom cakes per day. Currently the bakery is
producing 28 cakes per day. What is the bakery’s capacity
utilization relative to both design and effective capacity?
actual output 28
Utilizatio n effective (100%) (100%) 140%
effective capacity 20
actual output 28
Utilizatio n design (100%) (100%) 93%
design capacity 30
© Wiley 2010 8
Capacity Considerations
The Best Operating Level is the output that results in
the lowest average unit cost
Economies of Scale:
Where the cost per unit of output drops as volume of output
increases
Spread the fixed costs of buildings & equipment over multiple
units, allow bulk purchasing & handling of material
Diseconomies of Scale:
Where the cost per unit rises as volume increases
Often caused by congestion (overwhelming the process with too
much work-in-process) and scheduling complexity
© Wiley 2010 9
Best Operating Level and Size
© Wiley 2010 11
Making Capacity Planning
Decisions
The three-step procedure for making
capacity planning decisions is as
follows:
1. Identify Capacity Requirements
2. Develop Capacity Alternatives
3. Evaluate Capacity Alternatives
© Wiley 2010 12
Identifying capacity
requirements
Forecasting Capacity:
Long-term capacity requirements based on future demand
Executive opinion
Delphi method
Capacity cushions
Plan to underutilize capacity to provide flexibility
Strategic Implications
How much capacity a competitor might have
Potential for overcapacity in industry a possible hazard
© Wiley 2010 13
Developing & Evaluating Capacity
Alternatives
Capacity alternatives include
Could do nothing,
expand large now (may included
capacity cushion), or
expand small now with option to add
later
Use decision support aids to evaluate
decisions (decision tree most popular)
© Wiley 2010 14
Decision trees
Diagramming technique which uses
Decision points – points in time when decisions
are made, squares called nodes
Decision alternatives – branches of the tree off
the decision nodes
Chance events – events that could affect a
decision, branches or arrows leaving circular
chance nodes
Outcomes – each possible alternative listed
© Wiley 2010 15
Decision tree diagrams
Decision trees developed by
Drawing from left to right
Use squares to indicate decision points
Use circles to indicate chance events
Write the probability of each chance by the
chance (sum of associated chances = 100%)
Write each alternative outcome in the right
margin
© Wiley 2010 16
Example Using Decision Trees: A restaurant owner has
determined that she needs to expand her facility. The alternatives
are to expand large now and risk smaller demand, or expand on a
smaller scale now knowing that she might need to expand again in
three years. Which alternative would be most attractive? (see notes)
© Wiley 2010 17
Evaluating the Decision Tree
Decision tree analysis utilizes expected value
analysis (EVA)
EVA is a weighted average of the chance events
Probability of occurrence * chance event outcome
Refer to previous slide
At decision point 2, choose to expand to maximize
profits ($200,000 > $150,000)
Calculate expected value of small expansion:
EVsmall = 0.30($80,000) + 0.70($200,000) = $164,000
© Wiley 2010 18
Evaluating the Decision
Tree con’t
Calculate expected value of large expansion:
EVlarge = 0.30($50,000) + 0.70($300,000) =
$225,000
At decision point 1, compare alternatives &
choose the large expansion to maximize the
expected profit:
$225,000 > $164,000
Choose large expansion despite the fact that
there is a 30% chance it’s the worst decision:
Take the calculated risk!
© Wiley 2010 19
Location Analysis
Three most important factors in real estate:
1. Location
2. Location
3. Location
Facility location is the process of identifying
the best geographic location for a service
or production facility
© Wiley 2010 20
Factors Affecting Location
Decisions
Proximity to source of supply:
Reduce transportation costs of perishable or bulky
raw materials
Proximity to customers:
High population areas, close to JIT partners
Proximity to labor:
Local wage rates, attitude toward unions,
availability of special skills (silicon valley)
© Wiley 2010 21
More Location Factors
Community considerations:
Local community’s attitude toward the facility (prisons,
utility plants, etc.)
Site considerations:
Local zoning & taxes, access to utilities, etc.
Quality-of-life issues:
Climate, cultural attractions, commuting time, etc.
Other considerations:
Options for future expansion, local competition, etc.
© Wiley 2010 22
Globalization –
Should Firm Go Global?
Globalization is the process of locating facilities
around the world
Potential advantages:
Inside track to foreign markets, avoid trade barriers, gain access
to cheaper labor
Potential disadvantages:
Political risks may increase, loss of control of proprietary
technology, local infrastructure (roads & utilities) may be
inadequate, high inflation
Other issues to consider:
Language barriers, different laws & regulations, different
business cultures
© Wiley 2010 23
Making Location Decisions
Analysis should follow 3 step process:
1. Identify dominant location factors
2. Develop location alternatives
3. Evaluate locations alternatives
Procedures for evaluation location alternatives
include
Factor rating method
Load-distance model
Center of gravity approach
Break-even analysis
Transportation method
© Wiley 2010 24
Factor Rating Example
© Wiley 2010 25
A Load-Distance Model Example: Matrix Manufacturing is
considering where to locate its warehouse in order to service its four
Ohio stores located in Cleveland, Cincinnati, Columbus, Dayton. Two
sites are being considered; Mansfield and Springfield, Ohio. Use the
load-distance model to make the decision.
Multiply by the number of loads between each site and the four cities
© Wiley 2010 26
Calculating the Load-Distance Score
for Springfield vs. Mansfield
Computing the Load-Distance Score for Springfield
City Load Distance ld
Cleveland 15 20.5 307.5
Columbus 10 4.5 45
Cincinnati 12 7.5 90
Dayton 4 3.5 14
Total Load-Distance Score(456.5)
© Wiley 2010 27
The Center of Gravity Approach
This approach requires that the analyst find the center of
gravity of the geographic area being considered
Computing the Center of Gravity for Matrix Manufacturing
Coordinates Load
Location (X,Y) (li) lixi liyi
Cleveland (11,22) 15 165 330
Columbus (10,7) 10 165 70
Cincinnati (4,1) 12 165 12
Dayton (3,6) 4 165 24
Total 41 325 436
X
l X 325
i i
7.9 ; Y
l Y 436
10.6
i i
© Wiley 2010 29
Break-Even Analysis
Remember the break even equations used for calculation total
cost of each location and for calculating the breakeven
quantity Q.
Total cost = F + cQ
Total revenue = pQ
Break-even is where Total Revenue = Total Cost
Q = F/(p-c)
Q = break-even quantity
p = price/unit
c = variable cost/unit
F = fixed cost
© Wiley 2010 30
Example using Break-even Analysis: Clean-Clothes
Cleaners is considering four possible sites for its new
operation. They expect to clean 10,000 garments. The
table and graph below are used for the analysis.
© Wiley 2010 31
The Transportation Method
Can be used to solve specific location problems
Is discussed in detail in the supplement to this text
Could be used to evaluate the cost impact of
adding potential location sites to the network of
existing facilities
Could also be used to evaluate adding multiple
new sites or completely redesigning the network
© Wiley 2010 32
Capacity Planning & Facility
Location within OM
Decisions about capacity and location are highly
dependent on forecasts of demand (Ch 8).
Capacity is also affected by operations strategy (Ch
2), as size of capacity is a key element of
organizational structure.
Other operations decisions that are affected by
capacity and location are issues of job design and
labor skills (Ch 11), choice on the mix of labor and
technology, as well as choices on technology and
automation (Ch 3).
© Wiley 2010 33
Capacity Planning and Facility
Location Across the Organization
Capacity planning and location analysis
affect operations management and are
important to many others
Finance provides input to finalize capacity
decisions
Marketing impacted by the organizational
capacity and location to customers
© Wiley 2010 34
Chapter 9 Highlights
Capacity planning is deciding on the
maximum output rate of a facility
Location analysis is deciding on the best
location for a facility
Capacity planning and location analysis
decision are often made simultaneously
because the location of the facility is usually
related to its capacity.
© Wiley 2010 35
Chapter 9 Highlights – con’t
In both capacity planning and location analysis,
managers must follow three-step process to make
good decision. The steps are assessing needs,
developing alternatives, and evaluating
alternatives.
To choose between capacity planning alternatives
managers may use decision trees, which are a
modeling tool for evaluating independent
decisions that must be made in sequence.
© Wiley 2010 36
Chapter 9 Highlights – con’t
Key factors in location analysis included proximity
to customers, transportation, source of labor,
community attitude, and proximity to supplies.
Service and manufacturing firms focus on different
factors. Profit-making and nonprofit organizations
also focus on different factors.
© Wiley 2010 37
Chapter 9 Highlights – con’t
Several tools can be used to facilitate location
analysis. Factor rating is a tool that helps
managers evaluate qualitative factors. The load-
distance model and center of gravity approach
evaluate the location decision based on distance.
Break-even analysis is used to evaluate location
decisions based on cost values. The transportation
method is an excellent tool for evaluating the cost
impact of adding sites to the network of current
facilities.
© Wiley 2010 38
The End
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© Wiley 2010 39