The manager of a large distribution center must determine how many part-time stockpickers to maintain on the payroll. She wants to develop a staffing plan that minimizes total costs, and wants to begin with the chase strategy and level strategy. For the level strategy, she wants to first try the workforce level that meets demand with the minimum use of undertime and not consider vacation scheduling.First, the manager divides the next year into six time periods, each one 2 months long. Each part-time employee can work a maximum of 20 hours per week on regular time, but the actual number can be less. Instead of paying undertime, each worker’s day is shortened during slack periods. Once on the payroll, each worker is used each day, but they may work only a few hours. Overtime can be used during peak periods. The distribution center’s forecasted demand is shown as the number of part-time employees required for each time period at the maximum regular time of 20 hours per week. For example, in period 3, an estimated 18 part-time employees working 20 hours per week on regular time will be needed. 1 2 3 4 5 6 Total Forecasted demand* 6 12 18 15 13 14 78 *Number of part-time employeesCurrently, 10 part-time clerks are employed. They have not been subtracted from the forecasted demand shown. Constraints and cost information are as follows:a. The size of training facilities limits the number of new hires in any period to no more than 10.b. No backorders are permitted; demand must be met each period.c. Overtime cannot exceed 20 percent of the regular-time capacity (that is, 4 hours) in any period. Therefore, the most that any part-time employee can work is 1.20(20) = 24 hours per week.d. The following costs can be assigned:Regular-time wage rate - $2,000 per time period at 20 hours per weekOvertime wages - 150 percent of the regular-time rateHires - $1,000 per personLayoffs - $500 per person
The manager of a large distribution center must determine how many part-time stockpickers to maintain on the payroll. She wants to develop a staffing plan that minimizes total costs, and wants to begin with the chase strategy and level strategy. For the level strategy, she wants to first try the workforce level that meets demand with the minimum use of undertime and not consider vacation scheduling.
First, the manager divides the next year into six time periods, each one 2 months long. Each part-time employee can work a maximum of 20 hours per week on regular time, but the actual number can be less. Instead of paying undertime, each worker’s day is shortened during slack periods. Once on the payroll, each worker is used each day, but they may work only a few hours. Overtime can be used during peak periods. The distribution center’s forecasted demand is shown as the number of part-time employees required for each time period at the maximum regular time of 20 hours per week. For example, in period 3, an estimated 18 part-time employees working 20 hours per week on regular time will be needed.
| 1 | 2 | 3 | 4 | 5 | 6 | Total | |
| Forecasted demand* |
6 |
12 | 18 | 15 | 13 | 14 | 78 |
*Number of part-time employees
Currently, 10 part-time clerks are employed. They have not been subtracted from the forecasted demand shown. Constraints and cost information are as follows:
a. The size of training facilities limits the number of new hires in any period to no more than 10.
b. No backorders are permitted; demand must be met each period.
c. Overtime cannot exceed 20 percent of the regular-time capacity (that is, 4 hours) in any period. Therefore, the most that any part-time employee can work is 1.20(20) = 24 hours per week.
d. The following costs can be assigned:
Regular-time wage rate - $2,000 per time period at 20 hours per week
Overtime wages - 150 percent of the regular-time rate
Hires - $1,000 per person
Layoffs - $500 per person
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