Capacity and Demand
Who this book is for
Người làm vận hành ở Việt Nam, quản lý vận hành, phụ trách sản xuất, kho vận, chăm sóc khách hàng hoặc dịch vụ; từ người quản một đội năm người tới người chịu trách nhiệm cả một chuỗi công đoạn. Người đọc là NGƯỜI LÀM NGHỀ: họ phải thay đổi cách làm việc của những người không báo cáo cho họ, và kết quả của họ thường là sự cố đã không xảy ra.
Sound familiar?
- Staffs to average demand, so peaks always break and quiet hours are overstaffed.
- No demand data by hour or by day, only monthly totals.
- Takes more work when already at capacity, and the existing work slows with it.
- Doesn't know the maximum the system can actually handle.
After reading, you can
Help an ops person match capacity to real demand, not to the average.
Each chapter answers one question
Chapter 1: The average looks fine, so why do peaks break us?
How is my demand distributed by hour and by day?
Averages hide peaks, and your system breaks at the peak, not at the average.
Chapter 2: Does eight hours of capacity mean eight hours of output?
What is the maximum number of units my system can handle per day?
Paper capacity and real capacity are separated by breaks, breakdowns and rework.
Chapter 3: Do peaks need more staff, or spread-out demand?
How much demand can I shift out of peak hours?
Far cheaper than adding capacity for a peak that appears only a few hours each week.
Chapter 4: Is staffing for the whole day the same as enough?
How do I scale capacity up and down within the day?
Fixed capacity for uneven demand means either too much or too little, never just right.
Chapter 5: We're full. What's the harm in one more order?
At full capacity, do I take more work or say no?
Taking more when full does not raise output; it only slows everything down together.