综合计划文档格式.docx

1、 identifying relevant constraints, alternatives, and costs; preparing and approving a plan; and implementing and updating the plan.Although spreadsheets, the transportation method, and linear programming can help analyze complicated alternatives, aggregate planning is primarily an exercise in confli

2、ct resolution and compromise. Ultimately, decisions are made by managers, not by quantitative methods. 【complicated 复杂的_resolution 决心, 决定】综合计划：How to aggregateWhat items should be aggregated? Why companies need aggregate plans and how they use them to take a macro, or big-picture, view of their busi

3、ness?The aggregate plan is useful because it focuses on a general course of action, consistent with the companys strategic goals and objectives公司的战略设想和目标, without getting bogged down陷入困境 in details. For this reason, production and staffing plans are prepared by grouping, or aggregating, similar prod

4、ucts, services, unit of labor, or units of time.For instance, a manufacturer of bicycles that produces 12 different models of bikes might divide them into two groups, mountain bikes and road bikes, for the purpose of preparing the aggregate plan. It might also consider its workforce needs in terms o

5、f units of labor needed per month. In general, companies aggregate products or services, labor, and time.The aggregate plan is useful because it focuses on a general course of action, consistent with the companys strategic goals and objectives公司的战略设想和目标, without getting bogged down in details.To red

6、uce the level of detail required in the planning process, products or services are aggregated into Product families产品或服务家族, and Labor is aggregated along product family lines产品家族线 or according to the general skills or services provided. Time is aggregated into periods of months or quarters.产品家族Produ

7、ct familiesA group of products or services that have similar demand requirements and common processing, labor, and materials requirements相似的需求和相同的加工、劳动力和物料要求 is called a product family产品家族.Common and relevant measurements, such as units, dollars, standard hours, gallons, or pound, should be used. So

8、metimes product families relate to market grouping or, in the case of production plans, to specific manufacturing processes.A firm can aggregate its products or services into a set of relatively broad families公司可将其产品或服务综合成相对宽泛的家族, avoiding much detail at the stage of the planning process.For example

9、, consider the bicycle manufacturer that has aggregated all products into two families: mountain bikes and road bikes.劳动力LaborA company can aggregate labor in various ways, depending on workforce flexibility公司可用多种方式对劳动力进行综合，这主要取决于劳动力柔性. For example, if workers at the bicycle manufacturer are trained

10、 to work on either mountain bikes or road bikes, for planning purposes management can consider its workforce to be a single aggregate group, even though the skills of individual workers may differ.Alternatively, management can aggregate labor along product family lines by splitting the workforce int

11、o subgroups and assigning a different group to the production of each product family.In service operations, such as a city government, workers are aggregated by the type of service they provide: fire fighters, police officers, sanitation workers, and administrators.时间TimeA planning horizon is the le

12、ngth of time covered by an aggregate plan综合计划所涵盖的时间长度称为计划周期. Typically, the planning horizon is one year, although it can differ in various situations.To avoid the expense and disruptive effect of frequent changes in output rates and the workforce, adjustments usually are made monthly or quarterly.

13、In other words, the company looks at time in the aggregatemonths, quarters, or seasons, rather than days or hours.In practice, planning periods reflect a balance between the needs for: 1） a limited number of decision points to reduce planning complexity and 2） flexibility to adjust output rates and

14、workforce levels when demand forecasts exhibit seasonal variations.It should concentrate on the managerial inputs, objectives, alternatives, and strategies associated with aggregate plans.管理输入Managerial inputsWhat kind of cross-functional coordination is needed? Managerial inputs管理输入are required fro

15、m the various functional areas in the organization组织中的各个职能领域. This approach typically raises conflicting objectives相互冲突的目标, such as high customer service, a stable workforce, and low inventory investment. Creativity and cross-functional compromise创造性和跨职能部门的折衷 are required to reconcile these conflict

16、s协调冲突. Managerial inputs from functional areas to aggregate plansThe figure shows the types of information that mangers from various functional areas supply to aggregate plans.How to coordinateWhat kind of cross-functional coordination is needed需要哪一种跨职能部门的协调? One way of ensuring the necessary cross-

17、functional coordination and supply of information is to create a committee of functional-area representatives创建职能领域的代表委员会.The committee of functional-area representatives, chaired by a general manager由总经理主持, has the overall responsibility to make sure that company policies are followed, conflicts ar

18、e resolved, and a final plan is approved. 方式The two basic types of alternatives are reactive and aggressive. Reactive alternatives响应式的方法 take customer demand as a given. Aggressive alternatives进取式的方法 attempt to change the timing or quantity of customer to stabilize production or service rates and re

19、duce inventory requirements. 【】响应方式Reactive alternativesWhat options should be considered to responding to uneven demand? Reactive alternatives are actions that can be taken to cope with demand requirements. Typically, an operations manager controls reactive alternatives典型地，营运经理控制响应式综合计划. That is, t

20、he operations manager accepts forecasted demand as a given and modifies workforce levels, overtime, vacation schedules, inventory levels, subcontracting, and planned backlogs to meet that demand.Decisions about the use of each alternative for each period of the planning horizon specify the output ra

21、te for each period. In other words, the output rate is a function of the choices among these alternatives.1. Workforce adjustmentManagement can adjust workforce levels by hiring or laying off employees. The use of this alternative can be attractive if the workforce is largely unskilled or semiskille

22、d and the labor pool is large. Attention:For a particular company, the size of the qualified labor pool may limit the number of new employees that can be hired at any one time. Also, new employees must be trained, and the capacity of the training facilities themselves might limit the number of new h

23、ires at any one time.2. Anticipation inventory预期存货A plant facing seasonal demand can stock anticipation inventory during light demand periods and use it during heavy demand periods.Although this approach stabilizes output rates and workforce levels, it can be costly because the value of the product

24、is greatest in its finished state.3. Workforce utilizationAn alternative to workforce adjustment is workforce utilization involving overtime and under-time.（1） 加班OvertimeOvertime indicates the time that employees work that is longer than the regular workday or workweek加班是指员工的工作时间比正常工作日长的时间, for whic

25、h they receive additional pay for the extra hours.Overtime can be used to satisfy output requirements that cannot be completed on regular time.Overtime is expensive （typically 150 percent of the regular-time pay rate）. Moreover, workers often do not want to work a lot of overtime for an extended per

26、iod of time, and excessive overtime may result in declining quality and productivity.（2） 减班Under-timeUnder-time indicates the situation that occurs when employees do not work productivity for the regular-time workday or workweek.Under-time occurs when labor capacity exceeds a periods demand requirem

27、ents （net of anticipation inventory） and this excess capacity cannot or should not be used productivity to build up inventory or to satisfy customer orders earlier than the delivery dates already promised.When products or services are customized, anticipation inventory isnt usually an option.Under-time can either be paid or unpaid减班可以是有薪也可以是无薪的. An example of unpaid under-time is when part-time employees are paid only for the hours or days worked. An example of paid under-time is when employees are kept on the payroll rather than being laid off.4. Vacation schedulesA fir