management Back Forwards
Accounting: Operational Decision-Making (Short-Term)
 

Production Constraints (limiting factors)

Up to this point we have looked at changes in the volume of production and have implicitly assumed that the number of units that can be sold will constrain the amount of units we wish to produce. This constraint frequently applies in practice. However, where a company is in the happy position to be able to sell as much as it can produce, or where it is faced with an unexpected shortage of a vital productive resource that restricts its output, production may not be able to meet the potential sales demand.

Going back to our three product example above, we shall show how it is possible to provide advice on how to minimise the adverse effect of such productive constraints by adopting an optimum production schedule.

 

Suppose we have just found out that direct labour will be restricted to 800 hours next month because of an industrial dispute and we wish to determine the optimum production schedule to maximise profits.

If we extend our example to assume that the direct labour employed on each product is paid at the same rate (£4.00 per hour) we can calculate the labour hours needed to produce a unit of A, B, and C, and hence the total labour requirement for the planned production schedule: