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Module 10
July 22, 2014

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 Production Planning Process
Process Planning
Long
Range Strategic Capacity Planning

How much & when

Medium Aggregate Planning to produce
Range

Short
Range
 Aggregate Production Planning/
Sales and Operations Planning (S&OP)
• A managerial statement of time-
phased
–production rates,
–work-force levels, and
–inventory investment,
which takes into account customer
requirements and capacity limitations
 Aggregate Production Planning
Sales and Operations Planning (S&OP)

• Objective:

Generally to determine the quantity and

timing of production for the intermediate
future (generally 6 - 18 months); called the
“planning horizon.”
 Aggregate Production Planning
(Sales and Operations Planning (S&OP))
Sales and Operations Planning is:
• prepared for product families (i.e. products with
similar labor, material or processing
requirements);
e.g., passenger tires.

• in aggregate terms such as total units (e.g.

Camry’s), standard labor hours or dollars.
 Sales and Operations Planning Characteristics
• A time horizon of about 12 months
• An aggregated level of demand for one or few categories
of product
• The possibility of changing both supply and demand
• A variety of management objectives
• Facilities that are considered fixed (cannot be expanded
or reduced)
• The underlying purpose of Sales and Operations
Planning (S&OP) is to balance demand and supply.
• Uses cross-functional teams
• Input into the master schedule
 The Balancing Act
Sales Actual Production Purchase
Forecasts Orders Orders Orders

Demand Supply
 Process planning
2-10 Long
years range
Supply network Strategic capacity
planning planning

Forecasting and Sales and operations

demand management Planning (S&OP)

Sales Aggregate
6-18
mo. plan operations
Medium plan
range Manufacturing Logistics Services

Master scheduling Vehicle capacity

planning
Material requirements
planning Vehicle loading Weekly
workforce
1-4 Order scheduling Vehicle dispatching scheduling
weeks
Short
range Warehouse receipt Daily workforce
planning scheduling
 Planning for Production (Old)
F
Business
Planning C
O
A
R
P
E
Sales A
C
C
A
S
Planning I
T
T
Y
I
N
Aggregate
P
G Planning L
& A
N
D Master N
E
M Scheduling I
N
A
G
N
D Detailed Planning
& Scheduling

Source: Wallace, Tom F. Sales and Operations Planning, A How-To Guide, T.F. Wallace & Co. 1999.
 Planning for Production (New)
Business
F C
O Planning
A
R P
E A
C Sales & Operations
C
A Planning I
S T
T Sales Operations Y
I
N
Plan Plan
P
G L
& A
N
D Master N
E
M Scheduling I
A N
N G
D Detailed Planning
& Scheduling

Source: Wallace, Tom F. Sales and Operations Planning, A How-To Guide, T.F. Wallace & Co. 1999.
 Planning Options
• Options for managing demand.
–influencing demand from customers
–delivering orders as promised
• Options for managing supply
–delivering what is promised
–managing capacity & other
resources
 Options for Influencing (Managing)
Demand
• Pricing
• Advertising and promotion
• Backlog or reservations (shifting demand)
• Development of complementary products
 Demand Management

Influencing What the Customer will Buy

 Demand Management

Influencing What the Customer will Buy

 Options for Influencing (managing)
Supply
• Hiring and layoff of employees
• Using overtime and under-time
• Using part-time or temporary labor
• Carrying inventory
• Outsourcing or Subcontracting
• Making cooperative arrangements
Outsourcing or Subcontracting

Using someone else’s capacity to

help manage supply
Outsourcing or Subcontracting

Using
someone
else’s
capacity
to help
manage
supply
Outsourcing or Subcontracting

Using someone else’s capacity to

help manage supply
 S&OP: Who Brings What to the Table?

Engineering Marketing
Product Product
Definition Demand

Workforce
Capital
Human
Availability
Finance
Resources Master
Capacity Schedule
Business
Plan

Operations Materials

Management

Source: Launchbury, Keith J. Principles of Planning Omeric, 1999.

 Inputs to S&OP
•Input Responsibility
•Demand Forecast Marketing
•Market intelligence Marketing
•Actual sales Sales
•Capacity information Manufacturing
•Management targets Management
•Financial requirements Finance
•New product information R&D
•New process information Process engineering
•Workforce availability Human resources
 Sales and Operations Planning
Specific Inputs needed are:

• updated sales forecast for the planning horizon

• company policies on acceptable inventory levels,

personnel
(e.g., no backordering, no layoffs, overtime up to
20% of

• regular time, etc.), subcontracting and others

 S&OP Outputs
• Output Responsibility
• Sales plan Marketing and sales
• Production plan Manufacturing
• Inventory plan (MTS) Management
• Backlog plan (MTO) Management
• Purchasing plan Purchasing
• Financial plan Finance
• Engineering plan Engineering
• Workforce plan Human resources
Inputs and Outputs of S & OP

Demand Production per month

Sales and Operations Planning

Capacity Constraint Inventory Levels

Size of work force

Company Policies

Amount of product
subcontracted and backordered
 Iterative Nature of S&OP

1. Develop production plan.

2. Check implications for inventory/backlog plan.
3. If necessary, adjust production plan.
4. Check against resource plan and availability.
5. If necessary, adjust production plan.
6. Recheck against inventory/backlog and
resources.
7. Continue (go to 5) until you meet all constraints.
 Sales and Operations Planning
Criteria generally used include:

• Minimizing cost
• Maximizing customer service level
• Minimizing inventory
• Maintaining a stable work force level
• Combination of the above
Methods for Sales and Operations Planning

• Intuitive approach

• Analytical approaches –
– Transportation method of linear programming
– Linear Decision Rule (LDR),
– Management Coefficients Model (MCM),
– Parametric Production Planning (PPP),
– Search Decision Rule (SDR), etc.
For services, space often dictates capacity-number of beds in a
hotel, number of airline seats…

• Another capacity limitation can be “time” for

services

• Other characteristics of APP in services are:

– Most services cannot be inventoried,

– Demand for services is difficult to forecast ,
– Service capacity must be provided at the appropriate
place and time,
– Labor can be the most constraining resource for services,
 The following are common Sales and Operations
Planning choices within different strategies

• Inventories are used to absorb demand.

• Over time and under time can be used to increase or

decrease production.

• Subcontracting can be used.

• Part-time workers can be used.

 Important cost factors

• Regular production cost

• Over time cost.

• Subcontracting cost.
 Important cost factors

• Inventory holding cost

• Backordering cost

• Hiring cost

• Layoff cost
 Alternative approaches - or how to
reduce the need for Sales and Operations
planning
• Use substitute or alternative products

• Promotional campaigns

• Creative pricing
 Sales an Operations Planning in
Service Environments
• Strategies for managing service Demand:
–Segmenting customers
–Differential pricing
–Counter-seasonal products and services
–Substitute or alternative products and
services
–Reservation systems
 Sales and Operations Planning in
Service Environments
• Strategies for managing service Supply:

–Schedule employees
–Customer participation
–Contingent employees
–Adjustable capacity
–Shared capacity
 Sales and Operations Planning?

• Let’s us determine how much and when to

produce in the intermediate future

– Examples
• labor hours of production
• total number of units (in aggregate)
– # of cars to make
NOT
# of red cars,
# of green cars,
# of 2-doors,…
 Sales and Operations Planning?

• Let’s us determine how much and when to

produce in the intermediate future

– which periods (months, quarters, etc.)?

 Sales and Operations Planning?

• Let’s us determine how much and when to

produce in the intermediate future

– 6-18 months
– “planning horizon”
 Sales and Operations Planning?

• Let’s us determine how much and when to

produce in the intermediate future

• Goal
– Minimize the cost of resources required to
meet demand over the planning horizon
 Sales and Operations Planning?

• Let’s us determine how much and when to

produce in the intermediate future

• These are capacity decisions

• How can we change our capacity in the
intermediate future?
– Change inventory levels
– Vary workforce size hiring, layoffs, subcontracting, part-time

– Vary capacity with overtime or idle time

 Basic Production Strategies

• “Level” strategy (constant work

force, use inventory as buffer)
• “Chase” strategy (produce to
demand, vary workforce)
 Level Strategy

• Deliver products and services at a

constant rate

• Avoid making changes to operations

 Level Production Strategy
Demand

Demand
Production

J F M A M J J A S O N D
Time
Reprinted with permission, J.R. Tony Arnold, Introduction to Materials Management, third edition, Prentice-Hall,
1998
Level Production Strategy (cont.)

• Advantage:
– Smooth, level production avoids labor costs of
demand matching

• Disadvantage:
– Buildup of inventory
– Requires accurate forecast
 Chase Strategy

• Produce only what you sell

• Produce products or services just-in-time
• If there are no sales—do not produce
• Typical for services
Chase Strategy
 Chase Strategy
• Advantages:
– Stable inventory
– Varied production to meet sales requirements

• Disadvantages:
– Costs of hiring, training, overtime, and extra shifts
– Costs of layoffs and impact on employee morale
– Possible unavailability of needed work skills
– Maximum capacity needed
 Sales and Operations Planning Costs

• Hiring and firing costs (chase)

• Overtime and under-time costs (chase)
• Subcontracting costs (chase)
• Part-time labor costs (chase)
• Inventory-carrying costs (level)
• Cost of stockout or back order (level)
 Combination Strategy
Demand

Demand
Production

J F M A M J J A S O N D

Time
Reprinted with permission, J.R. Tony Arnold, Introduction to Materials Management, third edition, Prentice-Hall,
1998
 Combination Strategy (cont.)
– Produces at or close to full capacity for some part of
the cycle
– Produces at a lower rate (or does not produce) during
the rest of the cycle
– Makes use of available capacity, yet limits inventory
buildup and inventory carrying costs
Minimum Production Strategy
 Minimum Strategy (cont.)
– Produces at or close to full capacity for all of the
cycle
– Subcontracts for demand above the minimum
– Makes full use of available capacity, and
eliminates inventory buildup and inventory
carrying costs
 Comparison of
Chase versus Level Strategy
Chase Level
Demand Capacity
Level of labor skill required Low High
Job discretion Low High
Compensation rate Low High
Training required per employee Low High
Labor turnover High Low
Hire-fire cost High Low
Error rate High Low
Amount of supervision required High Low
Type of budgeting and forecasting required Short-run Long-run
 Four General Strategic Plans
How to meet changes in demand

1. Level
– constant workforce/production level
– fluctuating inventory levels
2. Chase
– production and manpower fluctuate
3. Combination

4. Minimum
 Example Problem

Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Skilled, flexible labor

10 labor-hours per widget
6 labor-hours per wadget
 Example Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets
Wadgets
Skilled, flexible labor
10 labor-hours per widget
6 labor-hours per wadget
 Example Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500
Wadgets
Skilled, flexible labor
10 labor-hours per widget
6 labor-hours per wadget
 Example Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000
Wadgets
Skilled, flexible labor
10 labor-hours per widget
6 labor-hours per wadget
 Example Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500
Wadgets
Skilled, flexible labor
10 labor-hours per widget
6 labor-hours per wadget
 Example Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000
Wadgets
Skilled, flexible labor
10 labor-hours per widget
6 labor-hours per wadget
 Example Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400
Wadgets
Skilled, flexible labor
10 labor-hours per widget
6 labor-hours per wadget
 Example Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400 1,500
Wadgets
Skilled, flexible labor
10 labor-hours per widget
6 labor-hours per wadget
 Example Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400 1,500
Wadgets
Skilled, flexible labor
10 labor-hours per widget
6 labor-hours per wadget
 Example Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400 1,500
Wadgets 900
Skilled, flexible labor
10 labor-hours per widget
6 labor-hours per wadget
 Simple Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400 1,500
Wadgets 900 1,440
Skilled, flexible labor
10 labor-hours per widget
6 labor-hours per wadget
 Skilled, flexible labor
10 labor-hours per widget
6 labor-hours per wadget
Simple Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400 1,500
Wadgets 900 1,440 1,800
 Simple Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400 1,500
Wadgets 900 1,440 1,800 2,100

Skilled, flexible labor

10 labor-hours per widget
6 labor-hours per wadget
 Example Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400 1,500
Wadgets 900 1,440 1,800 2,100 1,620

Skilled, flexible labor

10 labor-hours per widget
6 labor-hours per wadget
 Example Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400 1,500
Wadgets 900 1,440 1,800 2,100 1,620 1,200
Skilled, flexible labor
10 labor-hours per widget
6 labor-hours per wadget
 Example Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400 1,500
Wadgets 900 1,440 1,800 2,100 1,620 1,200
Total
Skilled, flexible labor
10 labor-hours per widget
6 labor-hours per wadget
 Example Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400 1,500
Wadgets 900 1,440 1,800 2,100 1,620 1,200
Total 2,400 4,440 6,300 7,100 4,020 2,700
Cumul
 Example Problem
Forecast - Units
Month 1 2 3 4 5 6
Widgets 150 300 450 500 240 150
Wadgets 150 240 300 350 270 200

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400 1,500
Wadgets 900 1,440 1,800 2,100 1,620 1,200
Total 2,400 4,440 6,300 7,100 4,020 2,700
Cumul 2,400 6,840 13,140 20,240 24,260 26,960
 Simple Problem

Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400 1,500
Wadgets 900 1,440 1,800 2,100 1,620 1,200
Total 2,400 4,440 6,300 7,100 4,020 2,700
Cumul 2,400 6,840 13,140 20,240 24,260 26,960
 Simple Problem
Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400 1,500
Wadgets 900 1,440 1,800 2,100 1,620 1,200
Total 2,400 4,440 6,300 7,100 4,020 2,700
Cumul 2,400 6,840 13,140 20,240 24,260 26,960

• Basic equation
Beginning + Production - Demand
– Ending Inventory = Inventory

What is left over = what you + what came in - what went

begin with out
 Skilled, flexible labor
10 labor-hours per widget
6 labor-hours per wadget
Example Problem
Forecast - Aggregate
Month 1 2 3 4 5 6
Widgets 1,500 3,000 4,500 5,000 2,400 1,500
Wadgets 900 1,440 1,800 2,100 1,620 1,200
Total 2,400 4,440 6,300 7,100 4,020 2,700
Cumul 2,400 6,840 13,140 20,240 24,260 26,960

Suppose, current inventory = 56 widgets and 40 wadgets

→ Current labor hours of inventory = 56x10 + 40x6 = 800
What if we want 600 labor hours worth of inventory at the end of month 6?

600 800
Beginning 26,960
+ Production - Demand
– Ending Inventory = Inventory
– Production = 26,760 labor hours over 6 months
– Production = 4,460 labor hours/month
 DEMANDS FROM
THE PREVIOUS SLIDE
Level Plan With Backorders
Month 1 2 3 4 5 6
BI
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 4,460 4,460 4,460 4,460 4,460 4,460
EI

→ Current labor hours of inventory = 56x10 + 40x6 = 800

800
600 labor hours worth of inventory at the end of month 6?
What if we want 600

– Production = 4,460 labor hours/month

4,460
 Level Plan With Backorders
Month 1 2 3 4 5 6
BI 800 2,860 2,880 1,040 (1,600) (1,160)
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 4,460 4,460 4,460 4,460 4,460 4,460
EI 2,860 2,880 1,040 (1,600) (1,160) 600

Values in parenthesis are negative,

representing backorders

Beginning + Production - Demand

– Ending Inventory = …
Inventory what if we don’t want
to permit backorders?
– Production = 4,460 labor hours/month
 Level Plan Without Backorders
• Level plan with minimum inventory and no
backorders
• Key point: in one of six months ending inventory will
be zero
– If it never falls to zero, we are keeping more inventory
than needed
• Solution: solve 6 level plans
– Each plan has zero ending inventory in one of the six
months
– Highest production level is solution
 Solved problem
Month 1 2 3 4 5 6

BI 800 3,260 3,680 2,240 0 840

Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 4,860 4,860 4,860 4,860 4,860 4,860
EI 3,260 3,680 2,240 0 840 3,000
 Solved problem
Month 1 2 3 4 5 6

BI 800 3,260 3,680 2,240 0 840

Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 4,860 4,860 4,860 4,860 4,860 4,860
EI 3,260 3,680 2,240 0 840 3,000
 Solved problem
Month 1 2 3 4 5 6

BI 800 3,260 3,680 2,240 0 840

Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 4,860 4,860 4,860 4,860 4,860 4,860
EI 3,260 3,680 2,240 0 840 3,000
 Solved problem
Month 1 2 3 4 5 6

BI 800 3,260 3,680 2,240 0 840

Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 4,860 4,860 4,860 4,860 4,860 4,860
EI 3,260 3,680 2,240 0 840 3,000
Let’s extend this example
to look at the other strategies…
 Our assumptions
• Widget ‘N Wadgets Inc. currently has 28 employees
• Hiring costs $500
• Firing costs $800

• Each employee is paid $12 per hour

• Each labor-hour product costs us $4 to store in inventory for
one month

• Assume 4 weeks per month & 40 hours per week

• Work hours per month
• (40 * 4) = 160
Level Production – No Backorders

Month 1 2 3 4 5 6
BI 800 3,260 3,680 2,240 0 840
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 4,860 4,860 4,860 4,860 4,860 4,860
EI 3,260 3,680 2,240 0 840 3,000

From the previous example…

Level Production – No Backorders

Month 1 2 3 4 5 6
BI 800 3,260 3,680 2,240 0 840
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 4,860 4,860 4,860 4,860 4,860 4,860
EI 3,260 3,680 2,240 0 840 3,000

Hire 3
Fire # workers 4860 hr/mo =30.375 ~31 workers
=
Empl. 31 31 in
needed 31 31hr/mo
160 31 31
month 1 1 worker

Hiring$ 1,500
Firing$
Wage$ 59,520 59,520 59,520 59,520 59,520 59,520

Inv$ 13,040 14,720 8,960 0 3,360 12,000

Total$ 74,060 74,240 68,480 59,520 62,880 71,520
Cum$ 74,060 148,300 216,780 276,300 339,180 410,700
Level Production – No Backorders

Month 1 2 3 4 5 6
BI 800 3,260 3,680 2,240 0 840
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 4,860 4,860 4,860 4,860 4,860 4,860
EI 3,260 3,680 2,240 0 840 3,000

Hire 3
Fire
Empl. 31 31 31
but we only have 28
31 31 31

Hiring$ 1,500
Firing$
Wage$ 59,520 59,520 59,520 59,520 59,520 59,520

Inv$ 13,040 14,720 8,960 0 3,360 12,000

Total$ 74,060 74,240 68,480 59,520 62,880 71,520
Cum$ 74,060 148,300 216,780 276,300 339,180 410,700
Level Production – No Backorders

Month 1 2 3 4 5 6
BI 800 3,260 3,680 2,240 0 840
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 4,860 4,860 4,860 4,860 4,860 4,860
EI 3,260 3,680 2,240 0 840 3,000

Hire 3
Fire
Empl. 31 31 31 31 31 31

Hiring$ 1,500
Firing$
Wage$ 59,520 59,520 59,520 59,520 59,520 59,520

Inv$ 13,040 14,720 8,960 0 3,360 12,000

Total$ 74,060 74,240 68,480 59,520 62,880 71,520
Cum$ 74,060 148,300 216,780 276,300 339,180 410,700
Level Production – No Backorders

Month 1 2 3 4 5 6
BI 800 3,260 3,680 2,240 0 840
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 4,860 4,860 4,860 4,860 4,860 4,860
EI 3,260 3,680 2,240 0 840 3,000

Hire 3
Fire
Empl. 31 31 31 31 31 31

Hiring$ 1,500
Firing$
Wage$ 59,520 59,520
= 31 workers x 16059,520 59,520
hr x $12 59,520 59,520
= $59,520
mo hr
Inv$ 13,040 14,720 8,960 0 3,360 12,000
Total$ 74,060 74,240 68,480 59,520 62,880 71,520
Cum$ 74,060 148,300 216,780 276,300 339,180 410,700
Level Production – No Backorders

Month 1 2 3 4 5 6
BI 800 3,260 3,680 2,240 0 840
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 4,860 4,860 4,860 4,860 4,860 4,860
EI 3,260 3,680 2,240 0 840 3,000

Hire 3
Fire
Empl. 31 31 31 31 31 31

Hiring$ 1,500
Firing$
Wage$ 59,520 59,520 59,520 59,520 59,520 59,520

Inv$ 13,040 14,720 8,960 0 3,360 12,000

Total$ 74,060 74,240 68,480 59,520 62,880 71,520
Cum$ 74,060 148,300 216,780 276,300 339,180 410,700
Level Production – No Backorders

Month 1 2 3 4 5 6
BI 800 3,260 3,680 2,240 0 840
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 4,860 4,860 4,860 4,860 4,860 4,860
EI 3,260 3,680 2,240 0 840 3,000

Hire 3
Fire
Empl. 31 31 31 31 31 31

Hiring$ 1,500 This process

continues for
Firing$ each period…
Wage$ 59,520 59,520 59,520 59,520 59,520 59,520

Inv$ 13,040 14,720 8,960 0 3,360 12,000

Total$ 74,060 74,240 68,480 59,520 62,880 71,520
Cum$ 74,060 148,300 216,780 276,300 339,180 410,700
Level Production – No Backorders

Month 1 2 3 4 5 6
BI 800 3,260 3,680 2,240 0 840
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 4,860 4,860 4,860 4,860 4,860 4,860
EI 3,260 3,680 2,240 0 840 3,000

Hire 3
Fire
Empl. 31 31 31 31 31 31

Hiring$ 1,500
Firing$
Wage$ 59,520 59,520 59,520 59,520 59,520 59,520

Inv$ 13,040 14,720 8,960 0 3,360 12,000

Total$ 74,060 74,240 68,480 59,520 62,880 71,520
Cum$ 74,060 148,300 216,780 276,300 339,180 410,700
 Three General Strategic Plans
How to meet changes in demand

1. Level
– constant workforce/production level
– fluctuating inventory levels
2. Chase
– production and manpower fluctuate
3. Stable Workforce
– size of workforce is constant
– number of hours worked fluctuates
Chase Approach (with hiring & firing, no overtime)

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 1,600 4,440 6,300 7,100 4,020 2,700

EI 0 0 0 0 0 0

Hire # 18
workers 12 5 hr/mo
1600 = 10 workers
=
Fire 18 needed in 160 hr/mo 19 9
month 1 1 worker
Empl. 10 28 40 45 26 17

Hiring$ 9,000 chase

Under 6,000 production
2,500
Firing$ 14,400 15,200 7,200
Wage$
how much will we produce
19,200 53,760 76,800 86,400 49,920 32,640
in each period??
Inv$ 0 0 0 0 0 0
Total$ 33,600 62,760 82,800 88,900 65,120 39,840
Cum$ 33,600 96,360 179,160 268,060 333,180 373,020
Chase Approach (with hiring & firing, no overtime)

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 1,600 4,440 6,300 7,100 4,020 2,700

EI 0 0 0 0 0 0

Hire 18 12 5
Fire 18 19 9
Empl. 10 but 28
we have 2840 45 26 17

Hiring$ 9,000 6,000 2,500

Firing$ 14,400 15,200 7,200
Wage$ 19,200 53,760
= 10 workers x 16076,800 = $19,200
86,400
hr x $12 49,920 32,640
mo hr

Inv$ 0 0 0 0 0 0
Total$ 33,600 62,760 82,800 88,900 65,120 39,840
Cum$ 33,600 96,360 179,160 268,060 333,180 373,020
Chase Approach (with hiring & firing, no overtime)

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 1,600 4,440 6,300 7,100 4,020 2,700

EI 0 0 0 0 0 0

Hire 18 12 5
Fire 18 19 9
Empl. 10 28 40 45 26 17

Hiring$ 9,000
# workers 6,000
2,500
4440 hr/mo
= ~ 28 workers
Firing$ 14,400 needed in 160 hr/mo 15,200 7,200
month 2 1 worker
Wage$ 19,200 53,760 76,800 86,400 49,920 32,640

Inv$ 0 0 0 0 0 0
Total$ 33,600 62,760 82,800 88,900 65,120 39,840
Cum$ 33,600 96,360 179,160 268,060 333,180 373,020
Chase Approach (with hiring & firing, no overtime)

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 1,600 4,440 6,300 7,100 4,020 2,700

EI 0 0 0 0 0 0

Hire 18 12 5
Fire 18 19 9
Empl. 10 28 40 only have
but we 4510 26 17

Hiring$ 9,000 6,000 2,500

Firing$ 14,400 15,200 7,200
Wage$ 19,200 53,760 76,800x 160
= 28 workers 86,400 = $53,760
49,920
hr x $12 32,640
mo hr

Inv$ 0 0 0 0 0 0
Total$ 33,600 62,760 82,800 88,900 65,120 39,840
Cum$ 33,600 96,360 179,160 268,060 333,180 373,020
Chase Approach (with hiring & firing, no overtime)

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 1,600 4,440 6,300 7,100 4,020 2,700

EI 0 0 0 0 0 0
but we only have 28
Hire 18 12 5
Fire 18 # workers
=
19
6300 hr/mo 9~ 40 workers
needed in 160 hr/mo
Empl. 10 28 40 45 26 17
month 3 1 worker

Hiring$ 9,000 6,000 2,500

Firing$ 14,400 15,200 7,200
Wage$ 19,200 53,760 76,800 86,400
= 40 workers x 160 49,920 = $76,800
hr x $1232,640
mo hr
Again, this process
Inv$ 0 0 0 0 0
continues for 0
Total$ 33,600 62,760 82,800 88,900 each period…
65,120 39,840
Cum$ 33,600 96,360 179,160 268,060 333,180 373,020
Chase Approach (with hiring & firing, no overtime)

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
Prod. 1,600 4,440 6,300 7,100 4,020 2,700

EI 0 0 0 0 0 0

Hire 18 12 5
Fire 18 19 9
Empl. 10 28 40 45 26 17

Hiring$ 9,000 6,000 2,500

Firing$ 14,400 15,200 7,200
Wage$ 19,200 53,760 76,800 86,400 49,920 32,640

Inv$ 0 0 0 0 0 0
Total$ 33,600 62,760 82,800 88,900 65,120 39,840
Cum$ 33,600 96,360 179,160 268,060 333,180 373,020
 Three General Strategic Plans
How to meet changes in demand

1. Level
– constant workforce/production level
– fluctuating inventory levels
2. Chase
– production and manpower fluctuate
3. Stable Workforce
– size of workforce is constant
– number of hours worked fluctuates
Stable Workforce – Variable Hours OT wage = 1.5 x regular wage

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
RT Prod.
Now, instead1,600 4,440
of just regular 4,480
production we can4,480
have… 4,020 2,700
OT Prod. 1,820 2,620
EI 0 0 0 0 0 0

Empl. 28 28 28 28 28 28

Hiring$
Firing$
RTWage$ 53,760 53,760 53,760 53,760 53,760 53,760
OTWage$ 32,760 47,160
Inv$ 0 0 0 0 0 0
Total$ 53,760 53,760 86,520 100,920 53,760 53,760
Cum$ 53,760 107,520 194,040 294,960 348,720 402,480
Stable Workforce – Variable Hours OT wage = 1.5 x regular wage

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
RT Prod. 1,600 4,440 4,480 4,480 4,020 2,700
OT Prod. 1,820 2,620
EI 0 0 0 0 0 0

Empl. 28 28 28 28 28 28

Hiring$
Firing$
RTWage$ 53,760 53,760 53,760 53,760 53,760 53,760
Stable workforce = 28 employees
OTWage$
Regular work hours per month 32,760 47,160
per employee = 160 hr
Inv$ 0 0 0 0 0 0
Maximum regular time production per month = 28 x 160 = 4480
Total$ 53,760 53,760 86,520 100,920 53,760 53,760
Stable Workforce – Variable Hours OT wage = 1.5 x regular wage

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
RT Prod. 1,600 4,440 4,480 4,480 4,020 2,700
OT Prod. 1,820 2,620
EI 0 0 0 0 0 0

Empl. 28 28 28 28 28 28
Again, this process
continues for
Hiring$ each period…
Firing$ = 1600 labor-hr x $12/hr
RTWage$ 19,200 53,280 53,760 53,760 48,240 32,400
= 1820 labor-hr x ($12/hr x 1.5)
OTWage$ 32,760 47,160
Inv$ 0 0 0 0 0 0
Total$ 19,200 53,280 86,520 100,920 48,240 32,400
Stable Workforce – Variable Hours OT wage = 1.5 x regular wage

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
RT Prod. 1,600 4,440 4,480 4,480 4,020 2,700
OT Prod. 1,820 2,620
EI 0 0 0 0 0 0

Empl. 28 28 28 28 28 28

Hiring$
Firing$
RTWage$ 19,200 53,280 53,760 53,760 48,240 32,400
OTWage$ 32,760 47,160
Inv$ 0 0 0 0 0 0
Total$ 19,200 53,280 86,520 100,920 48,240 32,400
Cum$ 19,200 72,480 159,000 259,920 308,160 340,560
Stable Workforce – Variable Hours (mandatory 40 hours)

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
RT Prod. 1,600 4,440 4,480 4,480 4,020 2,700
OT Prod. 1,820 2,620
EI 0 0 0 0 0 0

Empl. 28 28 28 28 28 28

Hiring$
Firing$
RTWage$ 53,760 53,760 53,760 53,760 53,760 53,760
OTWage$ 32,760 47,160
Inv$ 0 0 0 0 0 0
Total$ 53,760 53,760 86,520 100,920 53,760 53,760
Cum$ 53,760 107,520 194,040 294,960 348,720 402,480
Stable Workforce – Variable Hours (mandatory 40 hours)

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
RT Prod. 1,600 4,440 4,480 4,480 4,020 2,700
OT Prod. 1,820 2,620
EI 0 0 0 0 0 0

Empl. 28 28 28 28 28 28

Hiring$
Firing$ Regular
RTWage$ 53,760 =
53,76028 workers
53,760x 160 hr/mo x $12/hr
53,760 53,760 = $53,760
53,760
Time pay Now we need to pay
OTWage$ 32,760each
47,160
worker for a 40 hour work week
Inv$ 0 0 0 0
(regardless 0 worked)0
of time
plus any overtime
Total$ 53,760 53,760 86,520 100,920 53,760 53,760
Stable Workforce – Variable Hours (mandatory 40 hours)

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
RT Prod. 1,600 4,440 4,480 4,480 4,020 2,700
OT Prod. 1,820 2,620
EI 0 0 0 0 0 0

Empl. 28 28 28 28 28 28

Hiring$
Firing$
RTWage$ 53,760 53,760 53,760 53,760 53,760 53,760
OTWage$ 32,760 47,160
Inv$ 0 0 0 0 0 0
Total$ 53,760 53,760 86,520 100,920 53,760 53,760
Cum$ 53,760 107,520 194,040 294,960 348,720 402,480
Stable Workforce – Variable Hours (mandatory 40 hours)

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
RT Prod. 1,600 4,440 4,480 4,480 4,020 2,700
OT Prod. 1,820 2,620
EI 0 0 0 0 0 0

Empl. 28 28 28 28 28 28

Hiring$
Firing$
RTWage$ 53,760 53,760 53,760 53,760 53,760 53,760
OTWage$ 32,760 47,160
Inv$ 0 0 0 0 0 0
Total$ 53,760 53,760 86,520 100,920 53,760 53,760
Cum$ 53,760 107,520 194,040 294,960 348,720 402,480
Stable Workforce – Variable Hours (mandatory 40 hours)

Month 1 2 3 4 5 6
BI 800 0 0 0 0 0
Demand 2,400 4,440 6,300 7,100 4,020 2,700
RT Prod. 1,600 4,440 4,480 4,480 4,020 2,700
OT Prod. 1,820 2,620
EI 0 0 0 0 0 0

Empl. 28 28 28 28 28 28

Hiring$
Firing$
RTWage$ 53,760 53,760 53,760 53,760 53,760 53,760
OTWage$ 32,760 47,160
Inv$ 0 0 0 0 0 0
Total$ 53,760 53,760 86,520 100,920 53,760 53,760
Cum$ 53,760 107,520 194,040 294,960 348,720 402,480
 Summary
• Aggregate Planning Definition
• Options for Influencing Demand / Supply
• Iterative Nature of Planning
• Cost Factors
• Sales an Operations Planning in Service
Environments
• Production Strategies