Forecasting and Scheduling Assignment 1: Pizzamatic OEE Calculation and Capacity Management, Kemmy Business School (UL)

This KBS forecasting and scheduling assignment tests two linked skills. First, learners work out the Overall Equipment Effectiveness (OEE) of a pizza production machine from its planned hours, downtime, speed losses and quality losses. Second, they apply capacity management to their own workplace, explaining how demand and capacity are matched to optimise performance.

Question 1 (10%, no suggested word count)

In a typical 7-day period, the planning department of the pizza company programs its “Pizzamatic” machine for 148 hours. It knows that changeovers and set-ups take 8 hours and breakdowns average 4 hours each week. Waiting for ingredients to be delivered usually accounts for 6 hours, during which the machine cannot work. When the machine is running, it averages 87% of its design speed. An inspection has revealed that 2% of the pizzas processed by the machine are not up to the company’s quality standard.

Calculate the OEE of the “Pizzamatic” machine.

Question 2 (20%, 600 words)

Describe the importance of Capacity Management within your own organisation and set out how demand and capacity are synchronised to optimise overall performance.

Submission Notes

• Type up the assignment and name the file in the format Assignment-Firstname-Lastname.
• Include your name, student ID, module title and module code on the cover page.
• Late submissions without an approved extension lose 1% of the grade for each day late; extension requests go to the module leader in writing before the deadline.
• Generative AI may be used at Level 2 of the module’s Generative AI and Assessment Framework (idea generation and assignment structuring), with any use declared.

Get Expert Help with Your Pizzamatic OEE and Capacity Management Assignment

Most marks in Question 1 are lost by mixing up the loss categories. Set-ups, breakdowns and waiting for ingredients all reduce availability, the 87% running speed is the performance rate and the 2% rejects give the quality rate, so show each rate clearly before multiplying them into OEE. Question 2 carries twice the weight: link capacity management to your own organisation with real examples of level capacity, chase demand or demand management, and back them with Chapter 11 and Harvard references.

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