研一上-運營管理

Dr.

Xiaode

Zuo16.Aggregate

Planning(綜合計劃)ninth

editionObjectives(目標)Operations

Plannin erview(作業(yè)計劃總覽)The

hierarchical

planning

process(計劃過程的層級)Aggregate

production

planning(綜合生產(chǎn)計劃)Examples:

ChaseandLevelstrategies(例:追趕和平準型戰(zhàn)略)Operations

Plannin erview(生產(chǎn)計劃的總覽)Long-range

planning(長期計劃)–Greater

than

one

year

planning

horizon(長于一年的計劃)–Usually

with

yearly

increments(通常以年作增量)Intermediate-range

planning(中期計劃)–Six

to

eighteen

months(6到8個月)–Usually

with

monthly

or

quarterly

increments(通常以月或季度作增量)Short-range

planning(短期計劃)–Oneday

toless

than

six

months(一天或更短)–Usually

with

weekly

increments

(通常以 增量)Master

Production

Scheduling(主生產(chǎn)計劃)Material

Requirements

Planning(物料需求計劃)Order

Scheduling(訂貨排程)Weekly

Workforce

&Customer

Scheduling(每周工人&顧客的排程)Daily

Workforce

&Customer

Scheduling(每天的工人&顧客排程)Process

Planning(過程計劃)Strategic

Capacity

Planning(

能力計劃)AggregatePlanning(綜合計劃)Long-Range(長期)Short-Range(短期)Intermediate-Range(中長期)Manufacturing(制造)Services(服務(wù))Hierarchical

Production

Planning(層次生產(chǎn)計劃)Forecasts

needed(需求

)Annual

demand

byitem

and

by

region(按類別和地區(qū)的每年的需求)Monthly

demandfor

15

months

byproduct

type(按生產(chǎn)計劃確定15個月的需求)Monthly

demandfor

5

months

byItem(按類別確定5個月的需求)Allocatesproductionamongplants(在工廠間分配生產(chǎn))Determinesseasonalplan

byproduct

type(按生產(chǎn)類別確定季節(jié)計劃)Determines

monthlyitem

productionSchedules(確定每月不同類別的生產(chǎn)排程)Decision

Process(決策過程)Decision

Level(決策水平)Corporate(公司)Plant

manager(工廠經(jīng)理)ShopSuperintendent(車間 者)計劃期

（分月）1

2

3

4

5

6

7

8

9

10

11

12平均日產(chǎn)量④③②①①平均分配③小幅度連續(xù)增長②分期遞增④拋物線遞增生產(chǎn)穩(wěn)定情況下的幾種產(chǎn)量分配形式示意圖產(chǎn)銷進度方案的優(yōu)選設(shè)某企業(yè)某產(chǎn)品月銷售計劃，生產(chǎn)能力資料如表，若均衡生產(chǎn)3-6月銷量>生產(chǎn)能力，1-2月、7-12月銷量<生產(chǎn)能力。且生產(chǎn)能力多余370臺?，F(xiàn)擬定三個方案：已知條件：單位產(chǎn)品成本2000元；每月庫

備

300臺， 儲備 月息為成本的2%；超儲

月息為成本的4%；若設(shè)備負荷不足，少一臺則損失100元，利用多余能力承攬外協(xié)加工可彌補損失40%；超負荷生產(chǎn)每臺成本比正常成本超支200元。產(chǎn)品進度方案表項目

月123456789101112∑銷量1161963436044983022962321721351481803230生產(chǎn)能力3003003003003003003003003003003003003600第一方案月初庫存30637247645617502122871682433002626生產(chǎn)計劃1823003233233233232972972532102051943230第二方案月初庫存410536598546233263563143生產(chǎn)計劃2422582912912912912812702652582502423230第三方案月初庫存47262569862428960270371342683903624生產(chǎn)計劃2692692692692692692692692692692702703230第一方案：生產(chǎn)量與銷貨量相適應(yīng)；生產(chǎn)不穩(wěn)定，負荷不均衡，但庫存

占用少。第二方案：各月生產(chǎn)任務(wù)穩(wěn)定，生產(chǎn)能力利用合理；但庫存量大，占用

多。第

案：各月生產(chǎn)量平均安排，銷量由庫存保證，生產(chǎn)能力負荷均衡，便于組織管理，但庫存大，占用

多。已知條件：單位產(chǎn)品成本2000元；每月庫

備300臺，儲備月息為成本的2%；超儲月息為成本的4%；若設(shè)備負荷不足，少一臺則損失100元，利用多余能力承攬外協(xié)加工可彌補損失40%；超負荷生產(chǎn)每臺成本比正常成本超支200元。第一方案：庫存利息支出：全年累計庫存4618臺；1-4月、10，11,12超儲172+238+342+322+41+34+109+166=1424臺；儲備3194臺 超儲利:2000×4%×1424=113920：定儲利息:2000×2%×3194=127760(元)：

共計2416800成本超支：3-6月超負荷生產(chǎn):92(臺)

成本超支:92×200=18400除3-6月其余月共少生產(chǎn)462臺,設(shè)備負荷不足損失:100×(1-40%)×462=27720共計：241680

=287800(元)已知條件：單位產(chǎn)品成本2000元；每月庫

備

300臺，

儲備

月息為成本的2%；超儲

月息為成本的4%；若設(shè)備負荷不足，少一臺則損失100元，利用多余能力承攬外協(xié)加工可彌補損失40%；超負荷生產(chǎn)每臺成本比正常成本超支200元。第二方案：庫存利息支出：1、2、3、4、11、12月超儲1415臺，定儲累計庫存2381臺，超儲利息:2000×4%×946=113200(元)定儲利息:2000×2%×2381=95240(元)共計:113200+95240=208440(元)成本超支:共少生產(chǎn)342×(1-40%)×100=20520×200=185760（元）,超產(chǎn)2臺，共400元，總成本229360已知條件：單位產(chǎn)品成本2000元；每月庫

備

300臺，

儲備

月息為成本的2%；超儲

月息為成本的4%；若設(shè)備負荷不足，少一臺則損失100元，利用多余能力承攬外協(xié)加工可彌補損失40%；超負荷生產(chǎn)每臺成本比正常成本超支200元。第

案：庫存利息支出：1、2、3、4、12月超儲1309臺，定儲2315臺2000×1309×4%

x(3624-1309)×2%=197320(元)設(shè)備負荷不足：100×(1-40%)=22200共計：197320+22200

=219520（元）Aggregate

Planning(綜合計劃)Goal:Specify

the

optimal

combination

of

（目標：說明優(yōu)化的組合）–production

rate

(units

completed

per

unit

of

time)（生產(chǎn)速率：單位時間的出產(chǎn)）–workforce

level

(number

of

workers)(人工水平：工人數(shù))–inventory

on

hand

(inventory

carried

from

previousperiod)（已經(jīng)庫存：從前期結(jié)轉(zhuǎn)的庫存）Product

group

or

broad

category

(Aggregation)（生產(chǎn)小組或大范圍的分組：綜合）Intermediate-range

planning

period:

6-18months（中長期計劃：6-18個月）Balancing

Aggregate

Demand

and

AggregateProduction

Capacity(平衡綜合需求和綜合生產(chǎn)能力)0200040006000800010000JanFebMarAprMayJun45005500700010000800060000200040006000800010000JanFebMarAprMayJun450040009000800040006000Suppose

the

figure

to

theright

represents

forecastdemand

in

units.(假設(shè)右邊的圖代表了 的需求)Now

suppose

this

lowerfigure

representstheaggregate

capacity

of

thecompany

to

meetdemand.(現(xiàn)在假設(shè)這個低的圖代表工廠滿足需求的綜合能力)What

we

want

to

sbalance

out

the

productionrate,workforce

levels,andinventory

to

make

thesefigures

match

up.(

如何安排生產(chǎn)速率、工人和庫存以使兩個圖形相匹配)Key

Strategies

for

Meeting

Demand（滿足需求的關(guān)鍵

）Chase（追趕型）Level

(平準型)Some

combinations

of

the

two(有些是二者的混合)Aggregate

Planning

Examples:Unit

Demand

and

CostData(綜合計劃例子:單位需求和成本數(shù)據(jù))Materials(物料)$5/件Holding

costs(持有成本)$1/件每月Marginal

costof

stockout(邊際缺貨成本)$1.25/件每月Hiring

and

training

cost(雇傭和培訓成本)$200/工人Layoff

costs(解雇成本)$250/工人Straight

time

labor

cost(直接付酬時間)$8/小時Beginning

inventory(初始庫存)250

件Productive

hours/worker/day(生產(chǎn)時間/周/天)7.25小時Paid

straight

hrs/day(每天付酬時間)8小時Hrs./unit(每單位工時)0.15小時/件Suppose

we

have

the

following

unit

demand

and

cost

information:(假設(shè) 有如下的需求和成本信息)Demand/mo(需求/月)Jan

Feb

Mar

Apr

May

Jun4500

5500

7000

10000

8000

6000Cut-and-TryExample:

Determining

Straight

Labor

Costsand

Output

(嘗試法:確定直接人工成本和產(chǎn)出)Days/mo(天/月)221921212220Hrs/worker/mo(小時/工人/月)159.5

137.75

152.25

152.25

159.5145Units/worker(件/工人)1063.33

918.3310151015

1063.33

966.67$/worker(元/工人)$1,4081,2161,3441,3441,4081,280Productive

hours/worker/day(生產(chǎn)時間/人工/天)7.25Paid

straight

hrs/day(直接

時間/天)

8Demand/moJanFebMarAprMayJun(需求/月)4500550070001000080006000Given

the

demand

and

cost

information

below,

what

are

the

aggregatehours/worker/month,

units/worker,

and

dollars/worker?(給定需求和成本的信息如下,綜合的小時/工人/每月,件/工人,元/工人的計算結(jié)果如下:)7.25×22=159.57.25/0.15=48.3348.33×22=1063.3322×8hrs×$8=$1408Chase

Strategy

(Hiring

&

Firing

to

meet

demand)(追隨

:雇傭和解雇以滿足需求)Units/worker(件/工人)

1,063.33$/worker(元/工人)

$1,408JanDemand(需求)4,500Beg.inv.(初始庫存)250Net

req.(凈需求)4,250Req.workers(需要的工人)3.997HiredFired(解雇)3Workforce(工人)4Ending

inventory(期末庫存)0Lets

assume

our

current

workforce

is

7

workers.(

假設(shè)當前有7個工人),

calculate

net

requirements

for

production,or

4500-250=4250

units(開始:計算需求)Then,

calculate

number

of

workers

neededtoproduce

the

net

requirements,

or4250/1063.33=3.997

or

4workers(然后,計算滿足凈需求所需要的工人數(shù))Finally,

determine

the

number

of

workers

tohire/fire. In

this

case

we

only

need

4workers,

we

have

7,

so

3

can

be

fired.(最后,確定需要雇傭/解雇的工人數(shù).這里,需要4個工人,手頭有7個,所以要解雇3個)JanFebMarAprMayJunDays/mo(天/月)221921212220Hrs/worker/mo(小時/工人/月159.5137.75152.25152.25159.5145Units/worker(件/工人)1,0639181,0151,0151,063967$/worker(元/工人)$1,4081,2161,3441,3441,4081,280JanFebMarAprMayJunDemand(需求)4,5005,5007,00010,0008,0006,000Beg.

inv.(初始庫存)250Net

req.(凈需求)4,2505,5007,00010,0008,0006,000Req.

workers(需要的工人)3.9975.9896.8979.8527.5246.207Hired(雇傭)213Fired(解雇)321Workforce(工人數(shù))4671087Ending

inventory(期末庫存)000000Below

are

the

complete

calculations

for

the

remaining

months

inthe

six

month

planning

horizon.(下面計算剩余的幾個月的情況))JanFebMarAprMayJunDemand(需求)4,5005,5007,00010,0008,0006,000Beg.

inv.(初始庫存)250Net

req.(凈需求)4,2505,5007,00010,0008,0006,000Req.

workers(需要的工人)3.9975.9896.8979.8527.5246.207Hired(雇傭)213Fired(解雇)321Workforce(人工)4671087Ending

inventory(期末庫存)000000JanFebMarAprMayJunCosts(成本)Material(物料)$21,250.00$27,500.00$35,000.00$50,000.00$40,000.00$30,000.00203,750.00Labor(人工費)5,627.597,282.769,268.9713,241.3810,593.107,944.8353,958.62Hiring

cost(雇傭成本)400.00200.00600.001,200.00Firing

cost(解雇成本)750.00500.00250.001,500.00$260,408.62Below

are

the

complete

calculations

for

the

remaining

months

in

thesix

month

planning

horizon

with

the

other

costs

included.(下表是剩余月份的情況)Level

Workforce

Strategy

(Surplus

and

ShortageAllowed)

(平準工人策略:允許有剩余或短缺)JanDemand(需求)4,500Beg.inv.(初始庫存)250Net

req.(凈需求)4,250Workers(人工)6Production(生產(chǎn))6,380Ending

inventory(期末庫存)2,130Surplus(剩余)2,130Shortage(缺貨)Lets

take

the

sameproblemas

before

but

this

time

usetheLevel

Workforce

strategy.(讓 解決同樣的問題,但是用平準

)This

time

we

willseek

to

use

aworkforce

level

of

6

workers.(這次

用6個人工來計算)Net

req.(凈需求)4,2503,3704,8608,77010,68010,300Workers(工