Exercises on Capacity
Exercise 1
Suppose the photographic paper manufacturer has a coating line with a design capacity of 200 square metres per
minute, and the line is operated on a 24-hour day, 7 days per week (168 hours per week) basis.
Design capacity is 200 x 60 x 24 x 7 =2.016 mln square metres per week. The records for a weekly production show
the following lost production time:
1. Product Changeovers (set-ups) 20 hours
2. Regular preventative maintenance 16 hours
3. No work scheduled 8 hours
4. Quality sampling checks 8 hours
5. Shift change times 7 hours
6. Maintenance breakdown 18 hours
7. Quality failure investigation 20 hours
8. Coating material stock-outs 8 hours
9. Labour shortages 6 hours
10. Waiting for paper rolls 6 hours
During this week the actual output was only 582,000 sq. meters.
What is the design capacity, utilization and efficiency rates based on time?
Exercise 2
A newspaper printer has a press capable of printing 37 papers a minute and the press is operated for 15 hours a
day, 6 days a week. Design capacity is 199,800 papers per week. The following is a record of the week’s activities:
1. Changing paper rolls 6 hours
2. Re-inking plates 5 hours
3. Shift change 3 hours
4. Printer breakdown 20 hours
During the week the actual output was only 124,320 papers. The first three items were planned delays, the fourth
delay was unplanned. Based on a design capacity of 90 hours in the week and measured in hours, calculate the
following: a) effective capacity; b) actual output; c) utilization; d) efficiency.
Exercise 3
A school canteen has a design capacity of 2,690 meals per week, effective capacity of 2,400 meals per week, and
an efficiency of 86%. How much meals are actually delivered each week?
1
Example 4
An Indian car manufacturer has a painting line with a design capacity of 83 sq. meters per minute. The line is
operated 24 hours a day, 7 days a week. Records for a week show the following lost time in production:
1 Product changeovers (set-ups 6 hours
2 Regular maintenance 12 hours
3 No work scheduled 19 hours
4 Quality sampling checks 14 hours
5 Shift change times 5 hours
6 Maintenance breakdown 7 hours
7 Quality failure investigation 10 hours
8 Paint stock-outs 18 hours
9 Labour shortages 16 hours
10 Waiting for paint 9 hours
Total 116
The first five categories of lost production are planned occurrences, while the last five are unplanned losses.
Calculate:
a. Design capacity (sq. meters per week); b. Effective capacity (sq. meters per week); c. Actual output (sq.
meters per week); d. Utilization (%); e. Efficiency (%)
Exercise 5
In a typical 7-day period, the planning department programs a machine for 139 hours – its loading time.
Changeovers and set-ups take 3 hours and breakdowns 7 hours each week. Waiting for materials to be delivered
constitutes 4 hours in which the machine cannot work. When the machine is running, it averages 80% of its rated
speed. After production, 4% of the parts processed are found to be defective.
Calculate the availability rate, performance rate, quality rate and OEE of the process.
Exercise 6
In a typical 7-day period, the planning department programs a machine for 156 hours – its loading time.
Changeovers and set-ups take 9 hours and breakdowns 6 hours each week. Waiting for materials to be delivered
constitutes 7 hours in which the machine cannot work. When the machine is running, it averages 90% of its rated
speed. After production, 4% of the parts processed are found to be defective.
Calculate the availability rate, performance rate, quality rate and OEE of the process.
Exercise 7
In a typical 7-day period the planning department program a particular machine to work for 150 hours – its
loading time. Changeovers and set-ups take an average of 10 hours and breakdown failures average 5 hours every
7 days. The time when the machine cannot work because it is waiting for material to be delivered from other parts
of the process is 5 hours on average and during the period when the machine is running, it averages 90% of its
rated speed. 3% of the parts processed by the machine are subsequently found to be defective in some way.
What is availability rate, performance rate, quality rate and OEE of the equipment?
