Capacity management

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  • Capacity is the ability to hold, receive, store, or accommodate. In a business sense, it is viewed as the amount of output that a system is capable of achieving over a specific period of time. Strategic capacity planning has as its objective, to determine the overall capacity level of capital-intensive resources - facilities, equipment, and overall labor force size - that best supports the company's long-range competitive strategy.

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  • This chapter presents the following content: What is Capacity planning? role of capacity planning in master planning and control, capacity planning and control techniques, simultaneous scheduling of capacity and materials, capacity management.

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  • In this chapter, the learning objectives are: Distinguish between the product-costing and control purposes of standard costs for manufacturing (factory) overhead, calculate and properly interpret standard cost variances for overhead using flexible budgets, record overhead costs and associated standard cost variances,...

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  • Understanding the current state of your storage infrastructure—what capacity you have, where it is located, who is using it, who is paying for it, how efficiently it is being used, and how well it is meeting SLAs—is fundamental to intelligently planning, provisioning, and managing storage. Buying and deploying storage as it is often done on a per-project basis— based on loose estimates of immediate and future required capacity, application requirements, and response times—typically results in over-purchasing of hardware and poor allocation of resources.

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  • The Essentials Series was created for busy business advisory and corporate professionals. The books in this series were designed so that these busy professionals can quickly acquire knowledge and skills in core business areas.

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  • Publication of this book is a milestone for the Water Supply and Sanitation Collaborative Council. It demonstrates the Council's unique capacity to bring together water and sanitation professionals from industrialised and developing countries to formulate practical guidance on a key issue of the day. Industrialised countries have extensive experience of the problems caused by water pollution and the strategies and technologies available to control it.

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  • With growth and development rapidly in Vietnam, is a danger of overuse and poor management of natural resources, thus affecting sustainable development. Level of understanding, knowledge and use of the principles of natural resources management (NRE) is limited to Vietnam's agriculture. Design results project is to start with the concept of resource management is used in many organizations in Vietnam (Universities, Ministry of Agriculture and Rural Development, and system extensions) and enhanced to provide the set of policy knowledge, and advice to farmers in region.

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  • Elements of present-day sea use management have evolved over a long period. Basic to these are the principles of freedom of the seas, open access to resources, and sectoral management. There is, however, a necessary corrective to this Euro-centric view when the relationships between people and the marine environment are examined in several other cultures. Open access in Western society has experienced more recent restrictions as resource scarcities have arisen and new technological capacities have increased.

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  • With growth and development rapidly in Vietnam, is a danger of overuse and poor management of natural resources, thus affecting sustainable development. the level of understanding, knowledge and use of economic principles of natural resources (NRE) and management in agriculture is limited to Vietnam.

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  • With growth and development rapidly in Vietnam, there is a risk of abuse and mismanagement of natural resources, thus affecting sustainable development. Level of understanding, knowledge and use of economic principles of natural resources (NRE) and management is limited in Vietnamese agriculture Nam.

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  • (BQ) Part 1 book "Operations management" has contents: Operations management concepts, operations decision making, fsystems design and capacity, facility location and layout, forecasting demand.

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  • (BQ) Part 2 book "Operations management" has contents: Product development and design, materials management, aggregate planning and master scheduling, material and capacity requirements planning (MRP and CRP), scheduling and controlling production activities.

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  • (BQ) Part 1 book "Operations management - Processes and supply chains" has contents: Using operations to compete, project management, process strategy, quality and performance, capacity planning, constraint management,...and other contents.

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  • This report examines the Air Force’s training management and decision processes to determine the need for data to support informed decisionmaking. It briefly reviews training management systems and associated organizational arrangements in the other services and the private sector to draw insights for a model management system for the Air Force. Impediments to training planning and management in the current Air

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  • Chapter 5 - Strategic capacity planning for products and services. In this chapter you should be able to: Name the three key questions in capacity planning, explain the importance of capacity planning, describe ways of defining and measuring capacity,...

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  • Chapter 15: Short-term scheduling. When you complete this chapter you should be able to: Explain the relationship between short-term scheduling, capacity planning, aggregate planning, and a master schedule; draw Gantt loading and scheduling charts; apply the assignment method for loading jobs; name and describe each of the priority sequencing rules; use Johnson’s rule; define finite capacity scheduling; use the cyclical scheduling technique.

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  • Chapter 5 entitled 'Strategic capacity planning for products and services' explains the importance of capacity planning, discusses ways of defining and measuring capacity, describes determinants of effective capacity, discusses major considerations related to developing capacity alternatives, and briefly describes approaches that are useful for evaluating capacity alternatives.

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  • Chapter 7 "Facility decisions: Location and capacity", after studying this chapter you will be able to: Present a framework for evaluating alternative site locations; identify the various factors, both quantitative and qualitative, that should be taken into consideration when selecting a location for a manufacturing or service organization; distinguish between those factors that are important for locating a manufacturing facility and those that are important for locating a service operation;...

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  • Chapter 8 "Facility decisions: Layouts", after studying this chapter you will be able to: Introduce the different types of facility layouts that can be used in designing manufacturing and service operations, present a methodology for designing a process-oriented layout, introduce the concept of takt time and its relationship to the output capacity of a product-oriented layout,...

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  • Lecture Operations management - Chapter 7 presents capacity and facilities. The main contents of this chapter include all of the following: Capacity planning, basic layouts, designing process layouts, designing service layouts, designing product layouts, hybrid layouts.

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