Professional Documents
Culture Documents
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Learning Objectives
Discuss the Kristens Cookie Case More on Process Analysis
Utilization and detailed Utilization Profiles Inventory Build-Up Diagram Littles Law
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Load
Bake Cool
Roommate
Pack
Pay
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Input rate
... [units/hr] ... ...
Inventory [units]
Throughput rate
[units/hr] ... ...
Throughput rate is the lower of two rates (input rate and capacity rate)
Flow time = average time for a unit to move through the system Cycle time = average time between completion of units
Process Flows
Identify flow units Flow rates (input rate and output rate) Flow times (time spent in the process) Stocks (inventory build-up)
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Utilization
Utilization Throughput Rate Actual output rate 100% Capacity Rate maximum output rate
Utilization gives us information about excess capacity The utilization of each resource in a process can be presented with a utilization profile
Resource 1 2 3 4 5 Capacity Rate (units/hour) 6 7 8 6 5 Input Rate (units/hour) 4 4 4 4 4 Utilization 66.67% 57.14% 50.00% 66.67% 80.00%
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TOTAL
195
240
Data for a 4-hour shift in 15-min time slows: 7 arrive between 6:00 and 6:30 etc.
Why?
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Implied Utilization
To capture the idea that there may be excess demand in the short-run, another measure of utilization is often useful
Throughput Rate Input Rate Implied Utilization Utilization Capacity Rate Capacity Rate
What is the (average) size of the line? How long do passengers wait (flow time)?
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TOTAL
195
240
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195
240
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Time
6:30 7:00 7:30 8:00 8:30 9:00 9:30 10:00
Excess Demand
0 0 0 3 9 0 0 0
Excess Capacity
13 10 5 0 0 6 10 13
INVENTORY BUILD-UP
0
Inventory Build-Up
14 12
0 0 3 12 6
10 8 6 4 2
0 Average Inventory 0
195
240
2.625
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Excess Demand
0 0 3 0
Excess Capacity
23 2 0 23
INVENTORY BUILD-UP
0 0 3 0
Inventory Build-Up
3.5 3 2.5 2 1.5 1 0.5 0 7:00 8:00 9:00 10:00
195
240
0.75
Average Inventory
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Excess Demand
0 0
Excess Capacity
25 0
INVENTORY BUILD-UP
0 0
Inventory Build-Up
1 0.8 0.6 0.4 0.2 0
7:00 8:00
195
240
0
0 Average Inventory
Caution: Aggregation reduces/hides variability in the data: demand (input) and inventory
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We are interested in averages of these quantities Average values of process can be misleading It is often convenient to assume continuous input and output processes
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Definitions
Instantaneous Flow Rates
Ri(t) Ro(t) R(t) = Ri(t) Ro(t) The input rate to the process at time t The output rate of the process at time t Instantaneous inventory accumulation at time t
Inventory Level
I(t) The number of units within the process boundaries at time t
Flow Time
T(t) The time that a unit which enters (leaves) the process at time t spends (has spent) within the process
This can be defined in many ways
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t1
t2
Average Inventory
10AM
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900
1000
100
200 Week
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Average Inventory
Average inventory depends on whether inventory is assumed to change in discrete steps, or continuously
I(t) 400
Under the discrete assumption: The average inventory over weeks 0 to 3 is 300
Under the continuous assumption: The average inventory? Area under the curve ??????
0 1 2 3 Week
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200
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Littles Law
Establishes a relationship between average inventory, average throughput rate, and average flow time
Average Inventory I
[units] ... ... ...
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Littles Law
Throughput rate: 1 car/min 900 cars in the system Flow time?
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Example 1
Patients waiting for an organ transplant are placed on a list until a suitable organ is available. We can think of this as a process. Why?
INPUT Patients in need of a transplant OUTPUTS
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Example 1 contd
Question (a) On average, there are 300 people waiting for an organ transplant On average, patients wait on the list for 3 years How many transplants are performed per year?
300 patients
?? / year
I=R*T
Inventory I = 300 patients Flow Time T = 3 years Throughput Rate per year R = I/T = 100 patients / year
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Example 1
300 patients
100/year
I=R*T
Inventory I = 300 patients Throughput R= 100 patients/year Flow Time T = I/R = 3 years
Question (b) On average, there are 300 people waiting for an organ transplant On average, 100 transplants are performed per year Assume that no patients die during the wait
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Example 2
You are managing the construction of a new container terminal at the Port of Vancouver. You expect to process 1000 containers/day, and you have promised customers that containers will spend no more than 1 day waiting to be shipped.
INPUT Containers to be shipped OUTPUT Containers Loaded to a ship
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Example 2
Question (b) Suppose the yard is expanded to hold 2000 containers Since container traffic is growing rapidly soon, you will soon process 2000 containers/day You are asked to make improvement to the terminal to handle 2000 containers/day But there is no more room to expand the yard What changes can you make in order to process 2000 containers/day?
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How would you increase throughput rate of containers at the port? R= I/T
Decrease flow time (T) Increase inventory (I)
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Inventory Turnover
Inventory Turnover (or turns)
= = = = [Cost of goods sold] / [Average inventory investment] [$ value of cost of output] / [$ value of average inventory] R/I 1/T
Why are higher inventory turns good? How to increase inventory turns, i.e., how to turn stock into flow? The flow time (i.e., T) when expressed in days is also referred to days in inventory
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Days of Inventory
Wal-Mart
Cross docking
Progressive Insurance
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Capacity rate versus throughput rate (Utilization) Input and output rates vary over time resulting in
Excess capacity Inventory build-ups
Lessons
Littles Law helps make the connection between average flow measures : Throughput time (T) = I (ave. Inventory) / R (Throughput rate per period)
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