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CH11 Managing Capacity and Demand - Coggle Diagram
CH11 Managing Capacity and Demand
Generic Strategies
Pure Strategies
Chase demand
着重于变化需求
Adjusting capacity
调整产能
Match demand fluctuations
满足需求
Change workforce
Managing Capacity
Defining Service Capacity
An achievable level of output per unit of time
Daily Workshift Scheduling
Example 11.4 Hospital Emergency Room Staffing
Q1: 需求具有波动性，需要调整Service Capacity，以满足需求
Q2: 解决在一天内如何安排员工班次，以匹配每小时变化的需求
Q3: 解决在一周内如何安排员工的休息日，以在满足连续休息的前提下，用最少人手满足每天不同的需求。
Using Part-Time Employees
Example 11.5 Scheduling Part-Time Bank Tellers
Part-time tellers
满足高峰期需求
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Full-time tellers
满足最低需求人数
Level Capacity
劳动力&时间
（服务产能固定）
Allowing for some customer waiting
(忽略顾客感受）
Maintain workforce & hour
Managing Demand
着重于平衡产能与需求之间的关系
Strategies for managing demand
Customer
-Induced
Variability
Arrival
variability
idle servers / waiting customers
Accommodation strategy
( 更注重Customer experience）
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Reduction strategy
(更注重Operational simplicity)
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Capability
variability
Customer knowledge, physical ability, and skill
顾客的自身知识水平或是处理问题的能力，在完成任务上是否需要手把手教导/可以自己完成
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Request
variability
unique demands
Cross-train employees
Limit service breadth
Effort
variability
be expected to perform a role in a service interaction
( 参与完成一部分服务）
Do work for customers
Rewards increased effort
Subjective Preference
variability
顾客的主观期望
Diagnose expectations and adapt
Persuade customers to adjust expectations
Segmenting Demand
walk-in demand -- appointment
由于walk-in demand是不可控的，需求是浮动的；可以通过设置appointment的数量调整每天的需求，以达到稳定的level demand
smooth demand
Offering Price Incentives
Differential pricing
Reduced prices before 6PM at movie theaters
例如，在低峰高峰时间段，给予不同的价格
Promoting Off-Peak Demand
Different sources of demand -- off-peak capacity
use of a resort hotel during the off-season as a retreat location for business or professional groups
例如，利用淡季的度假酒店给商务用途的使用
Developing Complementary Services
waiting costumers
Mixed Strategy
Reservation Systems and
Overbooking
Example 11.2 Surfside Hotel
Q: 预定系统
Fully booked
-- 但是顾客因为各种原因，并没有按时入住
No-shows
-- Surfside Hotel
did not achieve very high occupancy
The expected number of no-shows
The expected loss of overbooking
不超额预定 -- 超额预定最小期望损失 之间的差额 = Average gain
Overbooking strategy
(Minimize expected loss)
Overbooking policy
A balance
The opportunity cost of a vacant room
空房的机会成本
The best overbooking strategy should minimise the expected cost in the long run
The cost of not honouring a reservation
可能会造成的问题
过度预定导致的安排客人到其他酒店入住的成本
The loss of customer goodwill & The impact this has on future business
Yield Management
收益管理
定义
a comprehensive system that incorporates many of the
strategies
(e.g., using reservation systems,
overbooking, and segmenting demand) to
maximize revenue.
Ideal Characteristics
适合做收益管理的公司特点
Relatively fixed capacity
短期内无法轻易增加或减少产能
Ability to segment markets
可以做到细分市场
顾客可以被划分成不同群体
（群体类型，可以通过产品或服务的价值认知，和支付意愿的不同划分）
Perishable inventory
服务过程/价值
容易消逝，无法储存
例如，飞机座位，起飞后未售出的座位将没有价值
Product sold in advance
可以提前销售
Fluctuating demand
顾客的需求是波动的
Low marginal sales cost and high capacity change cost
提供额外服务成本低
（飞机餐相较于飞机票而言价格低）
增加服务产能（总产能）成本高
（增加飞机数量价格昂贵）
Example 11.6
Blackjack Airline
问题
高估成本--保留过多的全价座位，导致本可以在折扣价售出，但没有售出，损失折扣价格
低估成本--保留过少的全价座位，导致机会损失（售出在折扣价，本来可以全价售出，损失差价）
The Critical Fractile Model
临界分位点模型
累积分布函数（CDF）
随机变量小于或等于某个值的概率
找到一个最优的临界点（分位数 x），使得需求不超过该点的概率P（d<x)，等于或小于一个由成本比计算出的特定值
条件：最优临界点的设置需
满足所有需求