研一上-運(yùn)營管理

Dr.

Xiaode

Zuo16.Aggregate

Planning(綜合計(jì)劃)ninth

editionObjectives(目標(biāo))Operations

Plannin erview(作業(yè)計(jì)劃總覽)The

hierarchical

planning

process(計(jì)劃過程的層級)Aggregate

production

planning(綜合生產(chǎn)計(jì)劃)Examples:

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

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

planning(長期計(jì)劃)–Greater

than

one

year

planning

horizon(長于一年的計(jì)劃)–Usually

with

yearly

increments(通常以年作增量)Intermediate-range

planning(中期計(jì)劃)–Six

to

eighteen

months(6到8個(gè)月)–Usually

with

monthly

or

quarterly

increments(通常以月或季度作增量)Short-range

planning(短期計(jì)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(jì)劃)Material

Requirements

Planning(物料需求計(jì)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(jì)劃)Strategic

Capacity

Planning(

能力計(jì)劃)AggregatePlanning(綜合計(jì)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(jì)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(jì)劃確定15個(gè)月的需求)Monthly

demandfor

5

months

byItem(按類別確定5個(gè)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(jì)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(jì)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(jìn)度方案的優(yōu)選設(shè)某企業(yè)某產(chǎn)品月銷售計(jì)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(gè)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(fù)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(bǔ)損失40%；超負(fù)荷生產(chǎn)每臺成本比正常成本超支200元。產(chǎn)品進(jìn)度方案表項(xiàng)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(jì)劃1823003233233233232972972532102051943230第二方案月初庫存410536598546233263563143生產(chǎn)計(jì)劃2422582912912912912812702652582502423230第三方案月初庫存47262569862428960270371342683903624生產(chǎn)計(jì)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(fù)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(fù)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(fù)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(bǔ)損失40%；超負(fù)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(jì)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(jì)2416800成本超支：3-6月超負(fù)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(fù)荷不足損失:100×(1-40%)×462=27720共計(jì)：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(fù)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(bǔ)損失40%；超負(fù)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(jì)庫存2381臺，超儲利息:2000×4%×946=113200(元)定儲利息:2000×2%×2381=95240(元)共計(jì):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(fù)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(bǔ)損失40%；超負(fù)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(fù)荷不足：100×(1-40%)=22200共計(jì)：197320+22200

=219520（元）Aggregate

Planning(綜合計(jì)劃)Goal:Specify

the

optimal

combination

of

（目標(biāo)：說明優(yōu)化的組合）–production

rate

(units

completed

per

unit

of

time)（生產(chǎn)速率：單位時(shí)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(jì)劃：6-18個(gè)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(gè)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(gè)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(zhǔn)型)Some

combinations

of

the

two(有些是二者的混合)Aggregate

Planning

Examples:Unit

Demand

and

CostData(綜合計(jì)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(xùn)成本)$200/工人Layoff

costs(解雇成本)$250/工人Straight

time

labor

cost(直接付酬時(shí)間)$8/小時(shí)Beginning

inventory(初始庫存)250

件Productive

hours/worker/day(生產(chǎn)時(shí)間/周/天)7.25小時(shí)Paid

straight

hrs/day(每天付酬時(shí)間)8小時(shí)Hrs./unit(每單位工時(shí))0.15小時(shí)/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(shí)/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(shí)間/人工/天)7.25Paid

straight

hrs/day(直接

時(shí)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(shí)/工人/每月,件/工人,元/工人的計(jì)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(dāng)前有7個(gè)工人),

calculate

net

requirements

for

production,or

4500-250=4250

units(開始:計(jì)算需求)Then,

calculate

number

of

workers

neededtoproduce

the

net

requirements,

or4250/1063.33=3.997

or

4workers(然后,計(jì)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(gè)工人,手頭有7個(gè),所以要解雇3個(gè))JanFebMarAprMayJunDays/mo(天/月)221921212220Hrs/worker/mo(小時(shí)/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(jì)算剩余的幾個(gè)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(fèi))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(zhǔn)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(zhǔn)

)This

time

we

willseek

to

use

aworkforce

level

of

6

workers.(這次

用6個(gè)人工來計(jì)算)Net

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