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BLIND FAITH: THE HIDDEN COSTS OF CAPACITY OVERUTILIZATION

机译：盲信：能力过度使用的隐性成本

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It has long been argued in the capacity literature that more utilization of available capacity is better because it drives the marginal cost of another unit of output down as fixed costs are spread over more units. This argument becomes a problem, though, when encountering the fact that disruptions occur in every type of business. As we saw with the airline, both maintenance and weather problems are a daily challenge for keeping flights on schedule. If all of the seats on all of the flights are fully filled, the airline has no flexibility for dealing with the impact of these daily disruptions. The result is dissatisfied customers, who bring with them a range of hidden costs that can balloon into an acute crisis if not properly dealt with early in the process. It is important, then, for organizations to try to put a value on the marginal costs that are caused by disruptions when considering how much of their capacity should be planned for optimal utilization. This optimal point will fall below 100 percent, regardless of the fixed cost nature of the organization. Pushing the limits of capacity opens the organization to hidden costs as customers are impacted. In the future, studies could be done that attempt to put actual monetary values on the hidden costs of capacity overutilization. It would be interesting to study industries, such as papermak-ing, for which 24/7 operations are the norm. How do these companies deal with daily disruptions and how do they quantify the impact they make on overall output? Do they plan for total utilization but factor disruptions into the delivery schedules so customers are not affected? This is just one strategy that they might use to keep daily disruptions from turning into customer-based crises. In the end, one thing is clear: Managers have to factor in the hidden costs of disruptions when choosing how much of their capacity to place in scheduled, planned utilization. A failure to capture the impact of disruptions can lead to escalating costs and negative relations with customers.
机译：容量文献长期以来一直争论说，对可用容量的更多利用会更好，因为随着固定成本分布在更多的单位上，它将驱动另一单位产出的边际成本下降。但是，当遇到每种类型的业务都发生中断的事实时，这种论点就成为一个问题。正如我们在航空公司看到的那样，维护和天气问题都是保持航班准时的每日挑战。如果所有航班上的所有座位都已满，则航空公司将没有灵活性来应对这些日常干扰的影响。结果是客户不满意，他们带来了一系列隐性成本，如果在流程的早期不能正确处理，这些隐性成本可能会引发严重的危机。因此，对于组织而言，重要的是在考虑应规划多少容量以实现最佳利用时，尝试对由中断引起的边际成本进行评估。无论组织的固定成本性质如何，此最佳点都将降至100％以下。由于客户受到影响，提高容量极限使组织面临隐藏的成本。将来，可能会进行研究，尝试将实际的货币价值放在产能过度利用的隐性成本上。研究诸如制纸业之类的行业将是有趣的，对于这些行业，全天候24/7作业是常态。这些公司如何应对日常干扰，如何量化它们对整体产出的影响？他们是否计划总利用率，但将交货计划中的干扰因素考虑在内，以使客户不受影响？这只是他们可以用来防止日常干扰转变为基于客户的危机的一种策略。最后，有一件事很清楚：管理者在选择计划的计划利用中的容量时必须考虑到中断的隐性成本。无法捕获中断的影响可能导致成本上升以及与客户的负面关系。

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