MMC203: Manufacturing Planning & Control Coursework (Semester 2) Produce a Management Report with Medium Term Capacity Plans based on the following scenario. Examine the following scenario and prepare a set of alternative (competitive) plans to ensure sufficient capacity is available to meet the projected customer requirements for the medium term. Recommend any additional activities or changes that could be made to improve capacity planning over the long term. The presentation
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LGT 2106 Principles of Operations Management Lecture 4 Capacity Management & Aggregate Planning Capacity Management • Capacity is the ability to hold‚ receive‚ store or accommodate. • Commonly viewed as the amount of output a system is capable of achieving over a specified period of time. – In a service setting‚ it can be the number of customers that can be handled from noon to 1pm. – In a manufacturing setting‚ it can be the number of automobiles that can be produced in a single shift. Capacity
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THE STEPS IN THE PLANNING PROCESS Once I am appointed as Manager of Operation‚ I will of course have to ensure that the goals are achieved. In this case the first thing I will do is to refer the steps in the planning process as Cronje‚ et all (2007) thought. The first think to do will be to raise Opportunity awareness that will mean to identify the opportunity in the light of the organization’s current capability. Secondly will have to Establish Goals‚ establish goals in order to provide direction
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46-50 Why You Need Workforce Planning Workforce planning lets HR manage talent shortages and surpluses. By understanding business cycles and tending to "talent pipelines" and current talent inventories‚ HR can act‚ instead of just react. By John Sullivan Workforce planning is one of the most important issues that human resources professionals are talking about today. Still‚ many have not gone beyond the talking stage. The task of actually implementing workforce planning is daunting because it is
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FAILING TO PLAN IS PLANNING TO FAIL Failing to plan is planning to fail‚ or in short; procrastinating leads to disaster. Procrastination‚ a word that is known by many and practiced by more‚ but what exactly causes one to procrastinate? The main cause of this is the lack of preparation in anything that we do. Simple tasks such as our chores and daily routines to more complex things such as our goals in life we don’t take the time to plan how and when we are going to do them. Once we choose the path
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PART 2: PLANNING CHAPTER 4 - FOUNDATIONS OF PLANNING LEARNING OUTCOMES After reading this chapter students should be able to: 1. Discuss the nature and purposes of planning. 2. Explain what managers do in the strategic planning process. 3. Compare and contrast approaches to goal setting and planning. 4. Discuss contemporary issues in planning. |Opening Vignette—Building a Future | |SUMMARY
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1. Introduction to Strategic Planning If you don ’t know where your business is going‚ any road will get you there. What is a Strategic Plan? Entrepreneurs and business managers are often so preoccupied with immediate issues that they lose sight of their ultimate objectives. That ’s why a business review or preparation of a strategic plan is a virtual necessity. This may not be a recipe for success‚ but without it a business is much more likely to fail. A sound plan should: Serve as a framework
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MANPOWER PLANNING IN INDIAN RAILWAYS Introduction Manpower planning is a process which aims to have the right number of staff at right places with right type of skills at right times to enable the organisation to achieve its short term and long term goals. In other words‚ manpower planning is the system‚ which ensures the manpower availability at a given point of time.Manpower recruitment is related to matching the personal qualities of employees with the job requirements. Objectives of mpp 1)
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1. Appraise the formal planning efforts at the Copley Company for the period 1981 to 1984. INTRODUCTION Copley Manufacturing Company was primarily a manufacturer of a wide line of cutting tools and related parts and supplies. Late in 1980‚ Mr. Sagan‚ director of corporate development and Mr. Albert‚ executive vice president agreed that regular formal planning should become part of management ’s way of life at Copley. EXECUTIVE SUMMARY In 1981‚ Copley Manufacturing Company had begun formal
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com/0957-8234.htm Strategic planning and school management: full of sound and fury‚ signifying nothing? Centre for Educational Leadership and Management‚ School of Education‚ University of Leicester‚ Northampton‚ UK Keywords Strategic planning‚ Schools‚ Improvement‚ Leadership‚ Management Abstract Strategic planning‚ in the form of school improvement planning‚ has become the dominant approach to school management in English schools. This has evolved from earlier forms of strategic planning and has significant
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