Strategic Planning for Production Capacity

Hammesfahr, R.D. Jack; Pope, James A.; Ardalan, Alireza A.

doi:10.1108/01443579310028166

Cited by 13 publications

(11 citation statements)

References 4 publications

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“…Several literatures study the relationship between productivity and profitability in manufacturing and service operations. Hammesfahr, Pope, and Ardalan (1993) indicate that production capacity decisions have direct impact on firms' competitive positions and profitability, and that improving productivity is most efficient when the process is operated at full capacity. Banker, Chang and Majumdar (1993) study the impact of productivity, price recovery, product mix and capacity utilization on firms' profitability in U.S. telecommunications industry-an industry which has also gone through a deregulation process.…”

Section: The Impact Of Productivity On Profitabilitymentioning

confidence: 99%

Determinants of Profitability and Recovery from System-Wide Shocks: The Case of the Airline Industry

Mantin

Wang

2012

J. airl. airpt. manag.

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This paper examines the determinants of profitability in the U.S. domestic airline industry, segmented into: operations strategy, productivity, and service measures, using quarterly data between 1995 and 2007. The analysis is performed separately on data prior and post 9/11 attack, revealing, among others, that after 9/11 the profitability of full-service carriers is improving faster than that of focused carriers, and that passengers are more forgivable to service glitches after 9/11 or possibly are associating lack of service with the intensified security measures imposed after 9/11. Focusing the analysis on determinants of consumers’ complaints we find further support for these arguments.

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Section: The Impact Of Productivity On Profitabilitymentioning

confidence: 99%

Determinants of Profitability and Recovery from System-Wide Shocks: The Case of the Airline Industry

Mantin

Wang

2012

J. airl. airpt. manag.

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“…Kapasitas produksi UKM keripik gadung rata-rata 5.416 kg per bulan Kapasitas produksi salah satu tolak ukur yang penting dari suatu perusahaan (Vorotilin, 2009). Kapasitas produksi menentukan volume produk yang dihasilkan oleh perusahaan dalam suatu periode tertentu dengan menggunakan sumber daya (Ardalan et al, 1993).…”

Section: Gambaran Umum Ukm Keripik Gadung DI Kecamatan Kalidawirunclassified

Analisis Klaster Ukm Keripik Gadung Di Kabupaten Tulungagung

Zakiyah¹,

Mustaniroh²,

Astuti³

2019

JTP

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ABSTRAKKeripik gadung merupakan salah satu produk unggulan daerah Kabupaten Tulungagung, sentra produksi keripik gadung terletak di Kecamatan Kalidawir dengan jumlah 25 UKM yang masih aktif produksi. Kapasitas produksi yang dihasilkan UKM rata-rata sebesar 5.416 kg per bulan. Permasalahan yang dialami UKM selama ini adalah kelembagaan masih cenderung individu sehingga minimnya komunikasi dan kerjasama antar UKM, belum ada asosiasi dan kerjasama dengan pemerintah serta rendahnya kualitas produk. Tujuan penelitian adalah menganalisis clustering UKM keripik gadung berdasarkan kinerja dan kualitas produk. Metode yang digunakan pada penelitian adalah K-means clustering. Hasil penelitian membentuk 2 klaster. Klaster 1 terdiri dari 11 anggota UKM skala kecil dan klaster 2 terdiri dari 14 anggota UKM skala usaha mikro. Pada klaster 1 dan 2 perbedaan signifikan terletak pada nilai kapasitas produksi, jumlah investasi, jumlah tenaga kerja, rata-rata penjualan dan pendapatan. Usulan perbaikan yang dapat dilakukan klaster 1 untuk mengembangkan usaha melalui peningkatan akses informasi dan peningkatan inovasi teknologi, sedangkan klaster 2 melalui peningkatan permodalan agar dapat melakukan kegiatan pemasaran dengan optimal, meningkatkan kapasitas produksi serta memperbaiki kualitas produk yang dihasilkan. Penerapan standarisasai, quality control (QC) dan peningkatan akses pemasaran juga diperlukan untuk mengembangkan usaha keripik gadung. Upaya perbaikan melibatkan seluruh pelaku dan pemerintah daerah yang saling terhubung Kata kunci: Klaster; Keripik Gadung; K-Means Cluster ABSTRACT Gadung Chips is one of the superior products in the Tulungagung Regency, Gadung chips production center is located in Kalidawir District with 25 SMEs which are still actively producing. The production capacity produced by SMEs is an average of 5.416 kg per month. The problem experienced by SMEs is that institutions still tend to be individuals so there is a lack of communication and cooperation between SMEs. There is no association and cooperation with the Government and low quality products. The aim of the study was to clustering analyze of gadung chips SMEs based on performance and product quality. The method used in the study is K-means clustering. The results of the study used the K-means clustering method to form 2 clusters. Cluster 1 consists of 11 small-scale SMEs members and cluster 2 consists of 14 micro business scale SMEs. In cluster 1 and 2 the significant difference lies in the value of production capacity, amount of investment, number of workers, average sales and income. Proposed improvements that can be made in cluster 1 to develop the business through increasing access to information and increasing technological innovation while cluster 2 through increasing capital in order to be able to carry out marketing activities optimally, increase production capacity and improve the quality of the products produced. Standardization, quality control (QC) and increased access to marketing are also needed to develop the gadung chips business...

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“…Capacity management in the manufacturing decision making process is linked to production planning and control, quality control, assurance, plant and equipment (Orr, 1999). Capacity is generally provide the means for producing a product or service (Hammesfahr et al, 1993). Capacity waste level in the industries gives information on the level of resource utilization in the nation which may in turn provide information on the expected future way of inflation (Baghestani, 2008).The CU measure facilitates an industry to know the extent of waste capacities available, and the differences in the degree of CU among firms (Sahoo & Tone, 2009).…”

Section: Capacity Designmentioning

confidence: 99%

Synergy of fuzzy AHP and Six Sigma for capacity waste management in Indian automotive industry

Rathi¹,

Khanduja²,

Sharma³

2015

10.5267/j.dsl

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Capacity waste management is highly essential because under utilization of capacity is often referred to as a major reason for lower productivity among industries around the world. For better estimation of capacity and its utilization and then for its improved management; newer techniques are being devised in industrial sector. The current case of capacity waste problem has been taken up as a Six Sigma project, where we try to analyze critical factors responsible for the capacity waste. Decisions on critical factor selection in analysis phase of Six Sigma are always very crucial. The paper discusses an approach for selection of capacity waste factors at an automotive industry using fuzzy logic based AHP method. The fuzzy AHP is a well recognized tool to undertake the fuzziness of the data involved in choosing the preferences of the different decision variables engaged in the process of capacity waste factors selection. In this context, we have explored six crucial parameters for selection of capacity waste factors. Final ranking is calculated through priority vector thus obtained and it is seen that conveyor malfunction is found to be the key factor for capacity waste among all alternatives at the selected site.ed. Growing Science Ltd. All rights reserv 5 © 201

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Strategic Planning for Production Capacity

Cited by 13 publications

References 4 publications

Determinants of Profitability and Recovery from System-Wide Shocks: The Case of the Airline Industry

Determinants of Profitability and Recovery from System-Wide Shocks: The Case of the Airline Industry

Analisis Klaster Ukm Keripik Gadung Di Kabupaten Tulungagung

Synergy of fuzzy AHP and Six Sigma for capacity waste management in Indian automotive industry

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