ࡱ> fhjkg@=Clss%#`k؛ k4r"xWMhAf7IbX{VEA,SK ăHz< GDAEh\^~8GhS "L6zrxG|t!CK6Ҹu-jJ3urR'jl"k|[Nrώ; /nl~gN^>E}[e'}xunvbA1 ֫_]/ߗ6k#ȇ`PZ.3oyIX T& [jZۍ}AдsS'7+}n;r[&g_,Wr[Ƥn\a@'l:߶>M7b41ӡQĊ8WH\*.47C8ּ9֦[7r.n>uI1ܸOr^匿}Es^_"0]97|2.KxP?3\H*+ Ew^]RqSM#Decision Tree and Capacity Decision <Strategy Driven Investment Select investments as part of a coordinated strategic plan Choose investments yielding competitive advantage Consider product life cycles Include a variety of operating factors in the financial return analysis Test investments in light of several revenue projections  ?Net Present ValueHF = future value P = present value I = interest rate N = number of yearsHI"@NPV in a More Convenient Form APresent Value of an Annuity (S)X = Factor from Table S = present value of a series of uniform annual receipts R = receipts that are received every year for the life of the investment= Limitations of Net Present Value]Investments with the same present value may have significantly different project lives and different salvage values Investments with the same net present values may have different cash flows We assume that we know future interest rates - which we do not We assume that payments are always made at the end of the period - which is not always the case^Z^BExtras` u0Managing Existing CapacityeVary staffing Change equipment & processes Change methods Redesign the product for faster processingf ff3v1Complementary Products /-./1O!"#$%&'()*+,-./01234PI  ` ̙33` ` ff3333f` 333MMM` f` f` 3>?" dd(x?d3dHP n?" dd@   @@``PR     ` p>> w (  4  N^xFEFE    RClick to edit Master text styles Second level Third level Fourth level Fifth level!     S"  Nߓ FEFE W `    > 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458??   N FEFE Zz f   nS7-*    T( FEFE `   T Click to edit Master title style! !s   N| FEFE $0 {PowerPoint presentation to accompany Heizer/Render - Principles of Operations Management, 5e, and Operations Management, 7e|{  %QB  s *}a ? ff333 $Blank Presentation0 P *( Hr@ k@    0!O  P   O  X*   0&O     O  Z* d  c $ ?  O   08*O   @ O  RClick to edit Master text styles Second level Third level Fourth level Fifth level!     S  6.O  `P  O  X*   63O  `  O  Z* H  0޽h ? ̙33  0;(  TlS٦aNрƷ   TCFEFE p0  5Operations Management Capacity Planning Supplement 7.6Z<))H  0}a ? f̙33  `*(  x  c $D`   r  S    H  0}a ? f̙33  *(  x  c $t+`   r  S #c   H  0}a ? f̙33  *(  x  c $̏ `   r  S xЏ     H  0}a ? f̙33 ! *(  x  c $O `  O  r  S (O `  O  H  0}a ? f̙33 "  80d(  d d S ~O CC1 ?vBx <$ 0 O   d TO CC1? W Facility planning answers:, 2f33~ d s *O `  O  H d 0}a ? ' &  i'a'EE&(  ^  # ,$D 0T  c $g   6O =K HForecast$   6pO Ro/ FDemand$y .   # .  ,$D0HB  C . P N X    X  T   c $g      6x1   GCompute$   6xo ji  FNeeded$   6O A M  HCapacity$    xB_CdDEF_.d_ @`X  x .  # . ,$D0HB  C N .   .   xB_CeDEF_.e_ @`fT  c $g f.   6O 1o/ GCompute$  6HO SS  ERated$  6,O A7   HCapacity$ y B. .  # B. . ,$D0HB  C 9 : N B. .   B. . T  c $g Bf. .   6O o& / HEvaluate$   6O S+   HCapacity$   6HO J 7  EPlans$  xB^CeDEF^0e^ @` g f .   #  .  ,$D 0N .    .  T   c $g    ! 6O 7   I Implement$  " 6 O (   I Best Plan$ HB # C . ! "  $ xB_CeDEF_3e @` S  . f.  %# f. . ,$D0 & xB^CdDEF^d3^^d @`.  JT  f.  '#  f. T ( c $g  f.  ) 6O /o)/ K Qualitative$  * 6O S  GFactors$ + 6LO 7   N(e.g., Skills)$HB ,B C    B. .  -# . B. ,$D0HB . C 9 . : e N BX .  / BX . T 0 c $g B .  1 6O V 2  K Select Best$  2 6 O  + i  HCapacity$  3 6PO | M  DPlan$ 4 ~B^CdDEF^0d^ @` X g  . !  5# . ! ,$D0N . !  6 . ! T 7 c $g B.  8 6,O   GDevelop$ 9 6O os  K Alternative$  : 6O J   EPlans$ ; BjCDEF__j @u!  < xB^CeDEF^4e @`AB O  =# O ,$D0CN  h >  hT ? c $g   @ 6x P L Quantitative$  A 6Xx GFactors$ B 6x) L (e.g., Cost)$ HB CB C  u h D xB_CpDEF_=p_= @`O > ~ E s *x`  x H  0}a ?    6 . @ (  @r @ S x0  x  8 x  @xZ @ s * ` @ 03p  `  @ 0P f@ m+Add Facilities Add long lead time equipment&0F202, @ 0HP 3   J Schedule Jobs Schedule Personnel Allocate MachineryF0F20 2023T    @#    @ s *h P   g%Sub-Contract Add Equipment Add Shifts& 0F202& @ s * P    g%Add Personnel Build or Use Inventory &0F202&  @ 0P o GLong Range PlanningZf  @ 0XP  OIntermediate Range PlanningZf  @ 0P xP (  JShort Range Planning0Z2fTB @ c $D0 0  @ 0!P `0 p P  CModify Capacity 2f @ 0p%P  0 P  @ Use Capacity 2 f @ 0 )P  p0 5* 2 @ 0L,P  @  5* 2 @ 0/P ` G  V*Limited options exist$ 2H @ 0}a ? ff333  #   lP (  l~ l s *5P @0  P  R 8    l   l 0D7P Ac K Capacity:& f3f3 l 0

 New Capacity   6 HR #e#e ? ?  > New Capacity   7 H<R #e#e ? `  > New Capacity   8 HR #e#e ?} M > New Capacity   9  0e0e    B5CDEXF( @  5% 8c8c     ?A)BCD|E||5((HMVR9<~?8I]q $Nx@         :  0e0e    B&CDEXF( @  5% 8c8c     ?A)BCD|E||& (HMGR9<u?NM2au=8g\z@        )   ;  0e0e    B`CDEdF, @  5% 8c8c     ?A)BCD|E||18?`5CQVdKr5| %F<\Srkz}ul@        Y <  0e0e    BC}DEXF( @  5% 8c8c     ?A)BCD|E|| :HVVFcpZp- 8@ceh0rq|{}@       M   = HR #e#e ?`*  y3Capacity leads demand with an incremental expansion*43 f  > H R #e#e ? $ u/Capacity leads demand with a one-step expansion*0/ f  ? HR #e#e ?z c x2Capacity lags demand with an incremental expansion*32 f  @ <DR #e#e ? |  CAttempts to have an average capacity, with an incremental expansion,DC f H  0}a ? f̙33 * {s (  ~  s *R `  R  ML !|  # |! rB  BDo?' rB  BDo?' ' rB  BDo?R-{ l  < o?' f  6 o? )     0e0e    BCDEF  5% 8c8c     ?A)BCD|E|| @`    0e0e    BCDEF  5% 8c8c     ?A)BCD|E|| @`     H R #e#e ? |v UExpected Demand*3   H`%R #e#e ?6 i 0  = Time in Years   Nl)R #e#e ?!  8Demand  H,R #e#e ? > New Capacity    0e0e    B,C4DEdF, @  o 8c8c     ?A)BCD|E||i^,\ :sM;{ 7uQ)7.4Y@        Wp   H`0R #e#e ?`   y3Capacity leads demand with an incremental expansion*43f:  c BCDEXF(o (08Hx(Xh 0Pppp@        (H  0}a ? f̙33s + # (  ~  s *L7R `  R   L S  # S rB  BDo?eBe8 rB  BDo?e8 A8 rB  BDo?'N f  6 o? K 1 f  6 o? 8     0e0e    BC#DEF  5% 8c8c     ?A)BCD|E||#a# @ `    H@:R #e#e ?lSR M UExpected Demand*3   H?R #e#e ?f } `  ? Time in Years   N(CR #e#e ?  8Demand   HFR #e#e ?r > New Capacity    0e0e    B%CaDEXF( @  o 8c8c     ?A)BCD|E||pZ ~%>!I'Bq(;T$0R{a@       #`H   HJR #e#e ?   u/Capacity leads demand with a one-step expansion*0/f   c BCDE4Fo `X0PPh8 pH,| @    h P H  0}a ? f̙33 , d\(  ~  s *PR `  R  6L  # N   Z  s * ?  rB  BDo?p, rB  BDo?, , lB  <Do? p f   6 o?i , f   6 o? %# , f   6 o? , f   6 o? ,     |0e0e    BzC DEF @  5% 8c8c     ?A)BCD|E||zjZJ8  @       v0e0e    BCDEF @  5% 8c8c     ?A)BCD|E|| @`q    0e0e    BCDEF  5% 8c8c     ?A)BCD|E|| @` ) e   0e0e    BCDEF  5% 8c8c     ?A)BCD|E|| @`o    0e0e    BCDEF  5% 8c8c     ?A)BCD|E|| @`  !   0e0e    BCDEF  5% 8c8c     ?A)BCD|E|| @`    H,VR #e#e ?   UExpected Demand*3  H[R #e#e ?1&  ? Time in Years  NLR #e#e ?:  8Demand  HaR #e#e ?a* > New Capacity    0e0e    BC}DEXF( @  o 8c8c     ?A)BCD|E|| :HVVFcpZp- 8@ceh0rq|{}@           NdR #e#e o?   x2Capacity lags demand with an incremental expansion*32f   c BhC0DE4Fo HXh `P(pX0 @     p` H  0}a ? f̙33 - QI(  ~  s *kR `  R  #L ? # ?N ?  ?rB  BDo?   rB  BDo?   rB  BDo?"/ f  6 o?+  f   6 o?%h f   6 o? ,+     0e0e    BjCCDEF  5% 8c8c     ?A)BCD|E||jC @`'nC    0e0e    BkCFDEF  5% 8c8c     ?A)BCD|E||kF @` *     0e0e    BjCCDEF  5% 8c8c     ?A)BCD|E||jC @`( D x  HoR #e#e ? k UExpected Demand*3  HsR #e#e ?G   ? Time in Years  NHxR #e#e ??9:  8Demand  HzR #e#e ?MLG > New Capacity    0e0e    BCDEpF0 @  o 8c8c     ?A)BCD|E||U0WNw5 1"f:E;n < &G@            <3R #e#e ?7N  CAttempts to have an average capacity, with an incremental expansion,DCf  c BC`DE@F o8Xx Pp`h(0HTT` @     x (pH  0}a ? f̙33 . ?7(  ~  s *,R `  R    ZR lala1 ?`@@0,$ 0 STechnique for evaluating process & equipment alternatives Objective: Find the point ($ or units) at which total cost equals total revenue Assumptions Revenue & costs are related linearly to volume All information is known with certainty No time value of money4n mH  0}a ? f̙33 / <(  ~  s *R `  R  ~  s *R  R  H  0}a ? f̙33T 0   (  R  s *f0P ~  s *XR `  R    s BCDEF1? @@ uXB  01?{) ^B  68c?| ^B  61?& &   ZȗR lala1?U v '  : Fixed cost    ZR lala1?r D  = Variable cost   ZR lala1?*cZ ?Total cost line   ZR lala1? 8  BTotal revenue line   Z(R lala1?  DProfit"   Z   E Process B     HhR #e#e ?   E Process A    B HR #e#e ?2 3  OLowest cost process f"  6? s H  0}a ? f̙33 2 ~--(  ~  s *\R `  R  ^  61?p    BCDE F1?@pe   Z8R lala1?0  > Fixed cost   Z$S lala1? 1$XB  01?}!   TS lala1? X ? Variable cost^   61?Ns    BCDE F1?@sh   TS lala1?p > Fixed cost    Z S lala1? 1$XB   01?wcJ  ZPS lala1?& ? Variable cost^  61?/   BCDE F1?@  Z<S lala1? > Fixed cost   ZS lala1?" 1$XB  01?~  Z S lala1?o ? Variable cost  ZR lala1?6F R Low volume, high variety process!!  ZS lala1?(  HRepetitive process  Z#S lala1?.F R High volume, low variety process!!^  6o?d   s B,CKDE F1?J+J@d  XB  01?  XB  01? QQ XB  01?0  0 XB  01?  XB  01?-  - XB  0o?o !3 XB   0o? a XB ! 0o?n  .  " Tl*S lala1? q  1A # T-S lala1?   1B $ T@1S lala1?   6VolumeXB % 01?<   XB & 01?  XB ' 01? (  ( T5S lala1?   2B1 ) T9S lala1?   2B2 * Td Medium Plant 2  9 6/5S    = Small Plant 2  : 6X;S    < Do nothing 2 H  0}a ? ff333 3  <(  ~  s *S `  S  ~  s *hS C  S  H  0}a ? f̙33L  0(  r  S S `  S  r  S S  S  `  c $A 2??0 00  2H  0}a ? ff333C1  00@H0(  x  c $S `  S  `  c $A ???}  ?.  `    #":. irrrr`   m <S ?@   O0.583 k <ix?0 @  O0.623 i <ȭS ?P 0  O0.665 g < <(gU ?@ P  O0.784 < <8oU ? @  M5 : <HwU ?@   O0.630 8 <|U ?0 @  O0.666 6 <U ?P 0  O0.705 4 <ȏU ?@ P  O0.746 2 <U ? @  M6  <\U ?@K j O0.794  <U ?0K@j O0.816  <U ?P K0j O0.840  <U ?@ KP j O0.864  <U ? K@ j M3  <U ?@R K O0.857  <U ?0R@K O0.873  <U ?P R0K O0.890  <U ?@ RP K O0.907  <U ? R@ K M2  <U ?@Y R O0.857  <U ?0Y@R O0.935  <,V ?P Y0R O0.943   <V ?@ YP R O0.952   <V ? Y@ R M1   <V ?@` Y N8%   < V ?0`@Y N7%   <)V ?P `0Y N6%  <1V ?@ `P Y N5%  <(9V ? `@ Y PYear`B  0o ? ` `ZB  s *1 ? Y YZB  s *1 ? R RZB  s *1 ? K K`B  0o ?  `B   0o ? ` ZB ! s *1 ?@ `@ ZB " s *1 ?P `P ZB # s *1 ?0`0 ZB $ s *1 ?@`@ `B % 0o ? `  ZB 3 s *1 ?  ZB = s *1 ?  ZB G s *1 ? j jZB R s *1 ?  ZB \ s *1 ?  ZB f s *1 ?    0DV @ H` FPresent value of $1.00 2H  0}a ? ff3330  00PHx?0(  r  S QV `  V  r  S DRV ` {  V  `  c $A A??   A.  `% x #":.  ` P% i <[V ?   O5.206 g <T`V ?)   O5.389 e <gV ?\ )  O5.582 c <oV ? \  O5.786 a <$xV ?  M7 _ <8sV ? ,  O5.747 ] <V ?) ,  O5.971 [ <lV ?\ ),  O6.210 Y <БV ? \ ,  O6.843 W <V ? ,  M8 U <LV ?, % O6.247 S <V ?), % O7.024 Q <DV ?\ , )% O6.802 O <DV ? , \ % O7.108 M <HV ? , % M9 J <4V ? O3.312 H <V ?) O3.387 F <,V ?\ ) O3.465 D < < X ?)  O4.100 < < X ?\ )  O4.212 : <XX ? \  O4.329 8 < X ?   M5 6 <` X ?   O4.623 4 <(X ?)   O4.766 2 <h0X ?\ )  O4.917 0 <8X ? \  O5.076 . <p@X ?  M6  <$HX ?r O2.577  <xPX ?)r O2.624  <,XX ?\ r) O2.673  <`X ? r\  O2.723  <4hX ? r  M3  <pX ?yr O1.783  < yCapacity Management, 233P  T|Z CC1?e9_  \Vary prices Vary promotion Change lead times (e.g., backorders) Offer complementary products4] 3!\  TTX CC1?;* ? gDemand Management 23~  s *Z `  Z  H  0}a ? ' ( h'`'BB&(  ~  s *$Z `  Z    Z<%Z lala1?   ? Time (Months) @ Zl)Z lala1?F A Sales (Units)  Z4-Z lala1?   8Jet Skis   T0Z lala1? < Snow-mobiles   Z4Z lala1?  5TotaldB  <8c? X dB   <8c?'edB   <8c? HXB   08c?D XB   08c?K vK XB   08c?% v% XB  08c?vXB  08c?vXB  08c?vXB  08c?vXB  08c?K K XB  08c?D  XB  08c?D ;; XB  08c?D  XB  08c?D ZZ XB  08c?D  XB  08c?D {{ XB  08c?D   XB  08c?D  XB  08c?D ,, XB  08c?D  XB  08c?D L L XB  08c?D XB  08c?D m m XB   08c?D XB ! 08c?D XB " 08c?D   XB # 08c?D XB $ 08c?D < < XB % 08c?D XB & 08c?D \\ XB ' 08c?D  XB ( 08c?D }} XB ) 08c?D   XB * 08c?D  XB + 08c?D -- XB , 08c?D   -  nBCDEhFp8c?w?0~r\V:wyfU Q  03 r q   wPfV58@C ,$D0 .  nBC(DEhFpf38c?D?e~$\`:`y$U  ' 3  q ` P Pt58@D9  /  nBChDEhFp8c??A~bA\  : ygU  3 q  P58@E,$D0 0 Z\BZ lala1? ~O  70 1 ZEZ lala1? .  ;1,000 2 Z8IZ lala1?{.  ;2,000 3 ZLZ lala1?U. ;3,000 4 ZPZ lala1?..` ;4,000 5 ZSZ lala1?.: ;5,000 6 ZVZ lala1? C  7J 7 ZZZ lala1? II  7M 8 Z]Z lala1? ii  7M 9 Z\aZ lala1? u  7J : ZdZ lala1?   7S ; Z8hZ lala1?    7N < ZkZ lala1?    7J = ZoZ lala1?   7M > Z`rZ lala1? ) )   7M ? ZuZ lala1? c 4  7J @ ZO   @  O   H  0޽h ? ̙330 p(  X  C       S XJO   @    H  0޽h ? ̙330 (  X  C     O   S  O   @  O   H  0޽h ? ̙330 (  X  C     O   S O   @  O   H  0޽h ? ̙33!0 (  X  C     Z   S Z   @  Z   H  0޽h ? ̙33+0 {h(  hE hC xtZ xaxa1 ? @  Z  qThis slide provides some reasons that capacity is an issue. The following slides guide a discussion of capacity. h N1 ?   Z H h 0޽h ? a( ,0 pZ(  pX pC    Z  pS $Z  @  Z  \HThis slide can be used to frame a discussion of capacity. Points to be made might include: - capacity definition and measurement is necessary if we are to develop a production schedule - while a process may have  maximum capacity, many factors prevent us from achieving that capacity on a continuous basis. Students should be asked to suggest factors which might prevent one from achieving maximum capacity.H p 0޽h ? ̙33-0 x2(  xd xC xZ xaxa1 ? @  Z  It might be useful at this point to discuss typical equipment utilization rates for different process strategies if you have not done so before. x N1 ?   Z H x 0޽h ? a(.0 vn(  8 C xԪZ xaxa1 ? @  Z  xdYou might point out to students that this slide links capacity to work measurement (standard times).  N1 ?   Z H  0޽h ? a(/0 E(  X C    Z  S Z  @  Z  G3This slide outlines the capacity planning process. It is probably useful to discuss, at least briefly, each step in the process. If time permits, the boxes representing Quantitative factors, Qualitative factors, Evaluation of Capacity Plans, and Selecting the Best Capacity Plan, merit the most attention.H  0޽h ? ̙3300 b(  X C    Z  S [  @  Z  dPYou might begin by reminding students that the real issue is matching capacity to demand, and that we can do that by varying either capacity or demand. It might also be helpful to have students consider the magnitude of variation we can achieve for each of the alternatives listed above - and the consequences of using the alternative.H  0޽h ? ̙33I10  (  X C    [  S  [  @  [  Ask students to suggest difficulties one might encounter when attempting to balance capacity through the use of complementary products.H  0޽h ? ̙3320 )(  X C    Z  S Z  @  Z  +This slide probably requires some discussion or explanation. Perhaps the best place to start is the left hand column where capacity either leads or lags demand incrementally. As you continue to explain the options, ask students to suggest advantages or disadvantages of each. H  0޽h ? ̙3330 )(  X C    Z  S Z  @  Z  +This slide probably requires some discussion or explanation. Perhaps the best place to start is the left hand column where capacity either leads or lags demand incrementally. As you continue to explain the options, ask students to suggest advantages or disadvantages of each. H  0޽h ? ̙3340  )(  X C    Z  S tZ  @  Z  +This slide probably requires some discussion or explanation. Perhaps the best place to start is the left hand column where capacity either leads or lags demand incrementally. As you continue to explain the options, ask students to suggest advantages or disadvantages of each. H  0޽h ? ̙3350 0)(  X C    Z  S Z  @  Z  +This slide probably requires some discussion or explanation. Perhaps the best place to start is the left hand column where capacity either leads or lags demand incrementally. As you continue to explain the options, ask students to suggest advantages or disadvantages of each. H  0޽h ? ̙3360 @)(  X C    Z  S Z  @  Z  +This slide probably requires some discussion or explanation. Perhaps the best place to start is the left hand column where capacity either leads or lags demand incrementally. As you continue to explain the options, ask students to suggest advantages or disadvantages of each. H  0޽h ? ̙3370 e]P(  X C    Z ] S HZ  @  Z  This chart introduces breakeven analysis and the breakeven or crossover chart. As you discuss the assumptions upon which this techniques is based, it might be a good time to introduce the more general topic of the limitations of and use of models. Certainly one does not know all information with certainty, money does have a time value, and the hypothesized linear relationships hold only within a range of production volumes. What impact does this have on our use of the models?H  0޽h ? ̙3380 `(  X C    Z  S dZ  @  Z   H  0޽h ? ̙3390 p(  X C    Z  S Z  @  Z   H  0޽h ? ̙33':0 w(  X C    Z  S TZ  @  Z  yeThis slide can be used to introduce the role of breakeven analysis in the process selection decision.H  0޽h ? ̙33;0 I(  X C    Z  S HZ  @  Z  K7Basically another way of looking at the previous slide.H  0޽h ? ̙33@<0 (  ^ S    Z  S Z  @  Z  xThis slide suggests that the process selection decision should be considered in light of the larger strategic initiativeH  0޽h ? ̙33=0 `(  X C    Z  S Z  @  Z  bNA commentary on Net Present Value, and the larger issues of models in general.H  0޽h ? ̙33 6x[{\UιwfOʍK?65,Y>f7[Sm?39qhbT}={WvŁ}ְ/AN\og-ǟ4H4t+7o27Srϋ ~we/~+{Z Joh+wrD[|TejU<0~[sdZ']{WM1v.i_::ȚNS^μi@+EH jay2@sTr.CFW5vʋ|xȽG_zԚ=k = W,\rn^ܼf_~~(S5\{ZiKaEY޼D+sjcfx``pHaX+Si>%kWetqlǵG:8W˕3f8`+`{lDඬ˭4+-Ͻ |Rq\i`t1!07 ("$Q"tYE4KiLŎ^F#gƚKdj \A~Fc}nNӀ LR?ѡ~K8 } ma<~c *˥p]/ö30Уx V63n(䐧'”o3bQB9Ãk ĩ'[]ZO.$q% t4^{3obQv]~h(YV!(x&7lJ0Wu)aKс.Ņ]),<.dk#'Dwg# o[G?D_=[ueѵndŒ"dɄjtuVF.zƌAm yf-@9>.wK|joSgX9#jnMUBXRVHX/5b:F5XfiZZ\n?#UXi7Ak/pӰݜI)qp=(|j'ir4"#HPP!2Y4"b V נFD $VkDAR\k5"b 4"b ?SkFD 8iDA]5"b ~ 2{h]Cd95"b g~O!2Zy+ b %?W:"#HߠCd)ʵM#"[5"b 3'"2G5"b MzJ+aRI&UTiR՘+6(2R G>RTp,8R)#2RWHTk2F*cʦvO+ݎ@2PiTHl{<ǸF` 1 F<}OhF*tTH)H1*r̮'S1e5&פVMjդ:Õ_mVhϽ\Vtٿu.Ɨ1g $0{5\Ǭgm6Y@Xl38tc" X*K'`I X.'`'+&`M X%M X_F|^Rye$%|6&t|5*uj%dTA%,y(qLn) J%JףtC47)(UC*]L*ʞrLE9zTTBuӨB**JD()$Y@#9:]M)W?hA'-}Bʪ,SMӕu#d^p EPc9n4x~Mxjc ]u?o߫wrWu ~m2^%EWE"E>WYHz6qTLM:#ˁIϬ*PP ߃](4@{};bo?7@} acS+'lք j+KL 0Y*rȿ\͗jw\,jrHxks(,>*xV=LSQyE(bL` ()h"@Lkh Eatsaиk4R]ꠃ[!H5{=sqӖ؀X(k,kFBP,K=T~ 02!>9 wc)r^zG=ǎFXڥrSHTY$^JyQ1e >'N!4 -O:OZ k@ >Z=XY0C湇_Xh#rtm#7d3H\<̤#]QJG6^% >/ye(yas^%Ǒl]2^TtKMOlqj¬6̄%MHR;Ο19}O&FD6KG3x߲oS=|GAs|w ;7kŒ#-~cQ:MKz@hsKewz1֭xy_qS)rt߫ʿvϿݮcNځ(: R#\"%-ǜ~wf-lإ!z/l}YBX!nX\+YX @Vg08I3M_r뉏W3'*רfR Zlu(1?t۠_xWoE3]NR( HTFI{R A=DI|!lȢnlU[A"9 qĉp!BQ 7( Q Aؼ73]R孞g~3o}{M}EOp^jVƘfIIq^{S:Q;rDm rTl)4| `z(K:E]5=X;S^Up$ 8 ڱo5? $'ei%OxM'[0U-X5tĐ[b `#Ǒ @ (bJYi§%> tp KڧrRa,&֮/B^\ʬ?&Cѥ/'&vL~L>0*㸄 .=frqOPƟA9]},D܄Byez 1jꐫ7@};xS{Fغ}3do\:_ZmrHι9$2NEr yY5 k=Lˍi&SUIDa;>큯3MUߊQ(]?q“YO]x2f& 'nh2.n}"ZmvR+[!ɓS UVBx8+{8>jn 1ȷXχݗVQ£³sq 7N~*&_B> }\,}7}j!)IJ(oZ*;9BUSfȵw=#~ncLXzc{`oE)z?7\9|}^9;(枿Wd[o. 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Oh+'0<x8 P\ |   &Chapter 1, Heizer/Render, 5th editionosOperations and ProductivityJohn SwearingenCC:\Program Files\Microsoft Office\Templates\Blank Presentation.potJohn Swearingen121Microsoft PowerPointoso@x@' c@@ Vc@ ETG   d& &&#TNPP2OMi & TNPP &&TNPP    --- !---&S&hw@ bwbw0- @"Arial Narrow bwbw0- .d2 \> 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 .&!& @"Arial Narrow bwbw0- . 2 S7 . . 2 -7. . 2 17 .--P-- @"Arial Narrow bwbw0- .?2 Y%PowerPoint presentation to accompany . .2 Heizer. .2 :/Render . . 2 e-7. .[2 Y8Principles of Operations Management, 5e, and Operations   . .2 YManagement, 7e .--AMt-- @"Arial Narrow bwbw0- .2 ! Operations 9-))--). ).2  Operations 9-))--). .2 { Management=)-(-)A(-. ).2 x Management=)-(-)A(-.@"Arial Narrow bwbw0- .!2 Capacity Planning#  !  . .!2  Capacity Planning#  !  . .2 ?B Supplement 7  + . .2 =@ Supplement 7  + .--"System 0-&TNPP &՜.+,D՜.+,D    CustomBryant College# ( Arial NarrowSymbolBlank PresentationMicrosoft Excel ChartMicrosoft Equation 3.0PowerPoint PresentationOutlineOutline - ContinuedLearning ObjectivesLearning ObjectivesFacility PlanningCapacity Planning Process&Types of Planning Over a Time Horizon$Definition and Measures of CapacityActual or Expected Output Utilization Efficiency!Implications of Capacity Changes8Special Requirements for Making Good Capacity Decisions$Cost Structure for a Roadside Motel+Strategies for Matching Capacity to Demand!Approaches to Capacity Expansion!Approaches to Capacity Expansion!Approaches to Capacity Expansion!Approaches to Capacity Expansion!Approaches to Capacity ExpansionBreakeven AnalysisBreak-Even AnalysisBreakeven ChartCrossover Chart3Cost of Wrong Process Found Via Breakeven Analysis$Decision Tree and Capacity DecisionStrategy Driven InvestmentNet Present ValueNPV in a More Convenient Form Present Value of an Annuity (S)!Limitations of Net Present ValueExtrasManaging Existing CapacityComplementary Products  Fonts UsedDesign TemplateEmbedded OLE Servers Slide Titles#0KS[cks{      TemplateType GraphicType Compression ScreenSize ScreenUsage MailAddress HomePage Other DownloadOriginal DownloadIEButton UseBrowserColor BackColor TextColor LinkColor VisitedColorTransparentButton ButtonType ShowNotes NavBtnPos OutputDirdutputputp f3 /C:\WINNT\Profiles\ubretri\Desktop\My BriefcaseiRoot EntrydO)||ePicturesCurrent UserSSummaryInformation(R      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQSTUVWXY[\]^_`an)_Pearson EducationPearson EducationRoot EntrydO)ºsi@PicturesCurrent User2SummaryInformation(R      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQSTUVWXY[\]^_`an_achonkachonkearson Education  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQSTUVWXY[\]^_`acdefghinRoot EntrydO)PicturesCurrent UserbSummaryInformation(RPowerPoint Document(DocumentSummaryInformation8Z