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production capacity management
More than 10.000 documents for production capacity management
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We consider two capacity choice scenarios for the optimal location of facilities with fixed servers, stochastic demand, and congestion. Motivating applications include virtual call centers, consisting of geographically dispersed centers, walk-in health clinics, motor vehicle inspection stations, automobile emissions testing stations, and internal service systems. The choice of locations for such facilities influences both the travel cost and waiting times of users. In contrast to most previous research, we explicitly embed both customer travel/ connection and delay costs in the objective function and solve the location-allocation problem and choose facility capacities simultaneously. The choice of capacity for a facility that is viewed as a queueing system with Poisson arrivals and expo...
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There will always be institutions for which implementing a capacity-based costing methodology will not be appropriate. However, for many institutions, the business value created from such a methodology will far outweigh the additional expense of getting there. Financial institutions must balance their need to allocate costs for segment and management reporting with their need to understand the true cost of providing services to customers. Full-absorption costing has historically been utilized to support management and segment reporting, due to its ease of implementation. But this has come with consequences: inaccurate unit costs for pricing decisions that have been the source of endless internal debates over the charge of services. Capacity-based costing can provide a more accurate pict...
... with capacity-based metrics in their production environments. Understanding capacity, and its rela...
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NEW YORK, Sept. 23, 2011 /PRNewswire/ -- Large global manufacturers are setting their sights on top-line growth over the next two years, fueled by new products, strategic acquisitions and alliances, innovation and increasing production capacity in high- growth markets. Bolstering the growth agenda are stronger investments in supply chain risk management to mitigate the impact of continued market volatility, according to KPMG's 2011 Global Manufacturing Outlook. The KPMG annual survey* of 220 manufacturing executives, including 61 in the U.S., from global companies with at least US$1 billion in revenue, found that businesses are cautiously optimistic on near term prospects and are shifting from their previous emphasis on cost containment to a focus on top-line growth as a priority in the...
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The events in this case took place when many logging firms in Indonesia were venturing into plywood production business with little experience. Ching-Mia Hung, a Taiwanese veteran of the plywood production business, was asked to turn around a failing plywood plant in East Kalimantan, Indonesia. Ching-Mia accepted the challenge and studied the plant patiently for a month before taking any action. Among his observations of the plywood production operation, Ching-Mia noticed several anomalies in inventory and capacity management with respect to external market conditions. This case presents students with a complex plywood production process with realistic and hard-to-come-by details, including the composition design of different plywood products, their respective production steps, common p...
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The events in this case took place when many logging firms in Indonesia were venturing into plywood production business with little experience. Ching-Mia Hung, a Taiwanese veteran of the plywood production business, was asked to turn around a failing plywood plant in East Kalimantan, Indonesia. Ching-Mia accepted the challenge and studied the plant patiently for a month before taking any action. Among his observations of the plywood production operation, Ching-Mia noticed several anomalies in inventory and capacity management with respect to external market conditions. This case presents students with a complex plywood production process with realistic and hard-to-come-by details, including the composition design of different plywood products, their respective production steps, common p...
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Investments in dedicated and flexible capacity have traditionally been based on demand forecasts obtained under the assumption of a predetermined product price. However, the impact on revenue of poor capacity and flexibility decisions can be mitigated by appropriately changing prices. While investment decisions need to be made years before demand is realized, pricing decisions can easily be postponed until product launch, when more accurate demand information is available. We study the effect of this price decision delay on the optimal investments on dedicated and flexible capacity. Computational experiments show that considering price postponement at the planning stage leads to a large reduction in capacity investments, especially in the more expensive flexible capacity, and a signific...
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In March 2007, after leaving Jersey City for new digs in Secaucus, Manischewitz ran into some problems with its newly installed production machinery, says Rabbi Yaakov Horowitz, who oversees kosher operations at the company. "We only had limited production capacity, and management had to decide what products...
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We analyze the inventory decisions of a manufacturer who has ample production capacity and also uses returned products to satisfy customer demand. All returned items go through an evaluation process, at the end of which the decision of disposal, direct reselling, or rework is made for each unit according to a predetermined procedure. We quantify the value of information/visibility on the reverse channel for the manufacturer by making comparisons among three approaches: No information-naive; no visibility-enlightened; and full visibility. We find the value of visibility increases with the comparative length of the reverse channel and volume, volatility, and usability of returns. Furthermore, the smarter the manufacturer, the less benefit visibility brings to the system. By this analysis,...
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RICHMOND, Va. - Dominion Resources Inc.'s sale of most of its onshore oil and gas exploration and production operations will help management concentrate on building enough new generating capacity to light a million homes, a company spokesman said. The utility was planning to add 4,000 megawatts of capacity over the next decade well before Monday's announcement of its $6.5 billion deal with Loews Corp. and XTO Energy. Each megawatt can supply electricity to about 250 homes, Dominion spokesman Chet Wade said.
