Ch13 Bradford Manufacturing2

1,000 case units.
Forecast Demand
Ending Inventory Target
Planning Data
Initial number of employees
Emplyees per line
Standard production rate (each line)
Employee pay rate
Overtime pay rate
Standard hours per shift
Maximum overtime per day
Inventory carry cost
Stockout cost
Employee hiring and training cost
Employee layoff cost
1st (1-13)
2,000
338
Numbers
60
6
450
$20.00
$30.00
7.5
2
$1.00
$2.40
$5,000.00
$3,000.00
Aggregate Plan
Lines run
Overtime hours per day
Beginning Inventory
Production
Expected Demand
Ending Inventory
Deviation from Inventory Target
Employees
Quarter (Week Numbers)

2nd (14-26)
3rd (27-39)
2,200
2,500
385
408
Units of measure
employees
Notes
Forecast Dem and by Quarter (1,000 Cas e Units)
Cases per hour

per hour
per hour
hours
hours
per case (per year)
per case
per employee
per employee
3,000
2,500
2,000
1,500
1,000
Profit margin loss
500
0
1st (1-13)
Quarter (Week Numbers)

2nd (14-26)
3rd (27-39)
9
10
1
2
1st (1-13)
9
1
4th (40-52)
1st (Next Year)
Notes
2,650
2,200 Each number is a 13 week forecast.
338
This is calculated based on 6 weeks of
future forecast demand.
4th (40-52)
10
1
200.0
2,237.6
2,000.0
437.6
437.6
2,237.6
2,200.0
475.3
475.3
2,778.8
2,500.0
754.0
754.0
2,486.3
2,650.0
590.3
99.2
54
90.6
54
346.3
60
251.8
60
Cost of Plan
Labor Regular Time
Labor Overtime
Hiring and Training
Layoff
Inventory Carry Cost
Stockout Cost
2nd (14-26)
3rd (27-39)
4th (40-52)
1st (Next Year)
Notes
Construct solution here.
Employees are paid for 8 hrs work per day.

60 employees are employeed currently.
Carrying cost per year,divided by 4, multiplied by 1,000.
Basic on negative deviation from target.
Quarter Budget
$0
$0
$0
$0
Total Cost of Plan
$0
Qtr Wk
1st
2nd
3rd
4th
5th
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
Lines
Scheduled
Overtime
Scheduled
(hours)
Beginning
Inventory
Scheduled
Production
Forecast
Demand
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
2
2
2
1
1
1
1
1
1
1
1
1
1
1
1
1
200.0
218.3
236.6
254.8
273.1
291.4
309.7
328.0
346.2
364.5
382.8
401.1
419.3
437.6
440.5
443.4
446.3
449.2
452.1
455.0
457.9
460.8
463.7
466.6
469.5
472.4
475.3
496.7
518.1
539.6
561.0
582.5
603.9
625.3
646.8
668.2
689.7
711.1
732.6
754.0
741.4
728.8
716.2
703.6
691.0
678.4
665.8
653.2
640.6
628.0
615.4
602.8
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
213.8
213.8
213.8
213.8
213.8
213.8
213.8
213.8
213.8
213.8
213.8
213.8
213.8
191.3
191.3
191.3
191.3
191.3
191.3
191.3
191.3
191.3
191.3
191.3
191.3
191.3
153.8
153.8
153.8
153.8
153.8
153.8
153.8
153.8
153.8
153.8
153.8
153.8
153.8
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
192.3
192.3
192.3
192.3
192.3
192.3
192.3
192.3
192.3
192.3
192.3
192.3
192.3
203.8
203.8
203.8
203.8
203.8
203.8
203.8
203.8
203.8
203.8
203.8
203.8
203.8
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
Expected
Ending
Inventory
Expected
Weeks-ofSupply
218.3
236.6
254.8
273.1
291.4
309.7
328.0
346.2
364.5
382.8
401.1
419.3
437.6
440.5
443.4
446.3
449.2
452.1
455.0
457.9
460.8
463.7
466.6
469.5
472.4
475.3
496.7
518.1
539.6
561.0
582.5
603.9
625.3
646.8
668.2
689.7
711.1
732.6
754.0
741.4
728.8
716.2
703.6
691.0
678.4
665.8
653.2
640.6
628.0
615.4
602.8
590.3
1.4
1.5
1.7
1.8
1.9
2.0
2.1
2.2
2.3
2.4
2.4
2.5
2.6
2.6
2.6
2.6
2.7
2.7
2.7
2.7
2.7
2.6
2.6
2.5
2.5
2.5
2.6
2.7
2.8
2.9
3.0
3.1
3.3
3.3
3.4
3.5
3.6
3.6
3.7
3.6
3.6
3.5
3.5
3.4
3.3
3.3
3.3
3.3
3.4
3.4
3.4
3.5
Actual Production
Rate (cases/hour)
Actual Demand
(1,000 Cases)
Actual
Production
Actual Ending
Inventory
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Regular
Qtr Wk Production
Cost
1
0
2
0
3
0
4
0
5
0
6
0
0
1st 7
8
0
9
0
10
0
11
0
12
0
13
0
14
0
15
0
16
0
17
0
18
0
19
0
0
2nd 20
21
0
22
0
23
0
24
0
25
0
26
0
27
0
28
0
29
0
30
0
31
0
32
0
0
3rd 33
34
0
35
0
36
0
37
0
38
0
39
0
40
0
41
0
42
0
43
0
44
0
45
0
0
4th 46
47
0
48
0
49
0
50
0
51
0
52
0
Overtime
Production
Cost
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Inventory
Carrying
Cost
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Stockout
Cost
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Hiring and
Training
Cost
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
30,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Layoff Cost
Total For
Week
Cumulative
18,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
18,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
30,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000

Ch13 Bradford Manufacturing2

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1,000 case units.

Quarter (Week Numbers)

Forecast Dem and by Quarter (1,000 Cas e Units)

Cases per hour

Profit margin loss

Quarter (Week Numbers)

1st (Next Year)

Employees are paid for 8 hrs work per day.

Total Cost of Plan

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