Chapter 23 Worksheet: Capacity Utilisation | 第23章练习：产能利用率

📚 Chapter 23 Worksheet: Capacity Utilisation | 第23章练习：产能利用率

This Chapter 23 worksheet revises capacity utilisation, a core operations management concept in the Cambridge International A Level Business syllabus. It explains how to calculate the ratio, why it matters, the risks of under- and over-utilisation, and the main strategies managers use to balance capacity with demand.

本章第23章练习复习产能利用率，这是剑桥国际A Level商务课程中运营管理的核心概念。文章解释如何计算该比率、它为何重要、产能利用不足与过度利用的风险，以及管理者用来平衡产能与需求的主要策略。

1. The Concept of Capacity | 产能的概念

Capacity is the maximum output a business can produce in a given time period with the resources available, such as factory space, machinery, labour and technology.

产能是指一家企业在给定时间内，利用可用资源（如厂房空间、机器、劳动力和技术）能够生产的最大产出。

Capacity is not always fixed. A firm may increase it by adding shifts, buying new equipment or outsourcing some work, and it may reduce capacity by closing a production line or cutting working hours.

产能并不总是固定的。企业可以通过增加班次、购买新设备或外包部分工作来提高产能，也可以通过关闭生产线或减少工时来降低产能。

In Chapter 23, capacity utilisation measures how much of that available capacity is actually being used by the business.

在第23章中，产能利用率衡量的是企业实际使用了多少可用产能。

2. Calculating Capacity Utilisation | 计算产能利用率

The capacity utilisation formula compares current output with maximum possible output.

产能利用率公式将当前产出与最大可能产出进行比较。

Capacity Utilisation (%) = (Current Output ÷ Maximum Possible Output) × 100

产能利用率（%）=（当前产出 ÷ 最大可能产出）× 100

For example, if a bakery can produce 10,000 loaves per week at full capacity, but actually produces 7,500 loaves, its capacity utilisation is:

例如，如果一家面包店满负荷运转每周可生产10,000条面包，但实际生产7,500条，则其产能利用率为：

(7,500 ÷ 10,000) × 100 = 75%

The result is always expressed as a percentage, which allows managers to compare performance over time and against competitors.

结果始终用百分比表示，这样管理者就能跨时间比较绩效，并与竞争对手进行比较。

3. Why Managers Monitor Capacity Utilisation | 管理者为何监测产能利用率

Managers monitor capacity utilisation because it is a quick indicator of how efficiently the firm is using its fixed assets and labour resources.

管理者监测产能利用率，因为它能快速反映企业使用固定资产和劳动力资源的效率。

A very low figure suggests wasted resources and higher unit fixed costs, while a very high figure can indicate pressure on machinery, staff and quality.

非常低的数值表明资源浪费和单位固定成本较高，而非常高的数值则可能表明机器、员工和质量面临压力。

The measure also supports capacity planning decisions, such as whether to invest in new facilities, reduce shifts or use subcontractors during peak periods.

该指标还支持产能规划决策，例如是否投资新设施、减少班次或在高峰期使用分包商。

Exam answers should link the percentage result to costs, revenues, quality and customer service rather than just quoting the formula.

考试答案应将百分比结果与成本、收入、质量和客户服务联系起来，而不是仅仅引用公式。

4. Under-utilisation: Definition and Consequences | 产能利用不足：定义与后果

Under-utilisation occurs when a business produces below its maximum capacity, often shown by a capacity utilisation figure below about 80% depending on the industry.

产能利用不足是指企业生产低于最大产能，通常表现为产能利用率低于80%左右，具体数字因行业而异。

A key consequence is higher fixed costs per unit. Fixed costs such as rent, salaries and machine depreciation are spread over fewer units, so average total cost rises.

一个关键后果是单位固定成本上升。租金、工资和机器折旧等固定成本分摊到更少的单位上，因此平均总成本上升。

Under-utilisation can also damage employee morale if workers have little to do, and it may signal weak demand or poor marketing rather than just an operations problem.

如果员工无事可做，产能利用不足还会打击员工士气，并且它可能表明需求疲软或营销不力，而不仅仅是运营问题。

However, some spare capacity is useful because it allows a firm to accept unexpected orders and handle sudden increases in demand.

但保留一定闲置产能也是有用的，因为它使企业能够接受意外订单并应对需求的突然增加。

5. Over-utilisation: Definition and Consequences | 产能过度利用：定义与后果

Over-utilisation occurs when a business operates above its normal maximum capacity, leading to a capacity utilisation figure above 100% if workers do overtime or machines run without breaks.

产能过度利用是指企业在正常最大产能之上运行，如果工人加班或机器不停机，产能利用率可能超过100%。

In the short term this can raise output and spread fixed costs more thinly, reducing average fixed cost per unit.

在短期内，这可以提高产量并更充分地分摊固定成本，从而降低单位平均固定成本。

However, sustained over-utilisation creates serious risks: machines break down, maintenance is delayed, quality falls, staff become stressed and accident rates may rise.

然而，长期过度利用会带来严重风险：机器损坏、维护延迟、质量下降、员工压力增大，事故率也可能上升。

Customers may receive late deliveries or defective products, which damages the brand and may reduce future demand.

客户可能收到延迟交付或有缺陷的产品，这会损害品牌形象，并可能减少未来需求。

6. Identifying the Ideal Capacity Level | 识别理想产能水平

Most textbooks suggest that around 90% capacity utilisation is often an ideal target for manufacturing businesses, though the optimum depends on the industry.

大多数教材认为，约90%的产能利用率通常是制造企业的理想目标，但最优水平取决于行业。

This leaves a small buffer of spare capacity to handle maintenance, staff training and unexpected orders without the strain of 100% operation.

这保留了少量闲置产能作为缓冲，用于处理维护、员工培训和意外订单，而不会承受100%满负荷运转的压力。

In service industries the ideal can be harder to define because capacity may be linked to staff time and customer demand, but the principle of a small buffer still applies.

在服务业中，理想水平更难确定，因为产能可能与员工时间和客户需求相关，但保留少量缓冲的原则仍然适用。

Managers therefore aim for high capacity utilisation, but not so high that flexibility and quality are sacrificed.

因此，管理者的目标是产能利用率较高，但又不至于牺牲灵活性和质量。

7. Strategies to Increase Capacity Utilisation | 提高产能利用率的策略

If capacity utilisation is too low, a business can try to raise demand or reduce excess capacity.

如果产能利用率过低，企业可以尝试提高需求或减少过剩产能。

Demand-side strategies include price reductions, new advertising campaigns, entering new market segments, exporting or offering sales promotions to attract more orders.

需求侧策略包括降价、开展新的广告活动、进入新的细分市场、出口或进行促销以吸引更多订单。

Operations-side strategies include product diversification, using spare capacity to make components for other firms, or reducing capacity by selling unused assets.

运营侧策略包括产品多样化、利用闲置产能为其他企业生产零部件，或通过出售未使用资产来减少产能。

Each option must be evaluated against costs, brand impact and long-term demand, because heavy discounting may win short-term volume but damage profitability.

每种方案都必须结合成本、品牌影响和长期需求进行评估，因为大幅折扣可能赢得短期销量，但会损害盈利能力。

8. Strategies to Relieve Over-utilisation | 缓解过度利用的策略

If demand is above capacity, managers can increase capacity by investing in more machinery, recruiting additional staff, or opening new facilities.

如果需求高于产能，管理者可以通过投资更多机器、招聘更多员工或开设新设施来增加产能。

In the short term, the business may use overtime, temporary workers, outsourcing or subcontracting to meet demand without large capital spending.

在短期内，企业可以利用加班、临时工、外包或分包来满足需求，而无需大量资本支出。

A firm could also raise prices to reduce demand, but this may alienate customers and is only appropriate if the product is price inelastic or positioned as premium.

企业也可以提高价格来减少需求，但这可能失去客户，只有当产品缺乏价格弹性或定位为高端时才适合。

Long-term decisions must consider whether the high demand is temporary or permanent, otherwise the firm risks investing in capacity that later becomes idle.

长期决策必须考虑高需求是暂时的还是永久的，否则企业可能投资于后期闲置的产能。

9. Matching Capacity to Seasonal Demand | 使产能与季节性需求相匹配

Many businesses face seasonal demand patterns, such as ice cream producers, retailers during holidays and tourism firms.

许多企业面临季节性需求模式，例如冰淇淋生产商、假日期间的零售商和旅游企业。

A capacity utilisation figure may be very high in peak season but low in the off-season, so an annual average can hide important monthly variation.

产能利用率可能在旺季很高，在淡季很低，因此年度平均值可能掩盖重要的月度波动。

To match capacity more closely to demand, firms can use flexible staffing, seasonal temporary workers, build inventory during low-demand periods, or offer off-peak pricing to smooth demand.

为了使产能更贴近需求，企业可以使用灵活用工、季节性临时工、在低需求期建立库存，或通过淡季定价来平滑需求。

Evaluation requires comparing the cost of holding inventory or hiring temporary staff with the lost revenue from unmet peak demand or idle resources in low season.

评估时需要比较持有库存或雇佣临时工的成本，与旺季需求未满足或淡季资源闲置造成的收入损失。

10. Capacity Utilisation and Lean Production | 产能利用率与精益生产

Lean production aims to eliminate waste, including under-used machinery, excess inventory, waiting time and unnecessary movement.

精益生产旨在消除浪费，包括机器利用不足、库存过多、等待时间和不必要的移动。

Capacity utilisation supports lean thinking by highlighting under-used resources, but lean firms do not pursue 100% utilisation at all costs because that can create waste elsewhere.

产能利用率通过突出资源利用不足来支持精益思想，但精益企业并不会不惜一切代价追求100%的利用率，因为这会在其他地方造成浪费。

For example, running a machine at 100% to absorb fixed costs may create excess inventory if there is no customer demand, which violates just-in-time principles.

例如，为了让机器满负荷运转来分摊固定成本，可能会在没有客户需求时产生过多库存，这违反了准时制生产原则。

The better objective is to match output to actual customer demand, using capacity data as one planning tool rather than as the only target.

更好的目标是将产出与实际客户需求相匹配，把产能数据作为一种规划工具，而不是唯一目标。

11. Evaluation: Benefits and Limitations of the Measure | 评估：该指标的优点与局限

Capacity utilisation is useful because it is simple to calculate, easy to compare across periods and directly linked to fixed cost per unit and operational pressure.

产能利用率很有用，因为它计算简单、便于跨时期比较，并且直接关系到单位固定成本和运营压力。

However, it has limitations. It does not tell managers whether output is sold profitably, whether quality is good, or whether capacity is flexible enough to meet changing customer needs.

但它也有局限性。它不能告诉管理者产出是否已盈利销售、质量是否良好，或者产能是否足够灵活以满足不断变化的客户需求。

A high percentage can be caused by producing unwanted inventory, while a low percentage may be unavoidable in a luxury or custom business that values exclusivity and quality over volume.

高利用率可能是由生产不需要的库存造成的，而低利用率在重视独特性和质量而非产量的奢侈品或定制企业中可能是不可避免的。

Therefore, exam answers should use capacity utilisation alongside other measures such as unit costs, customer satisfaction, delivery performance and profit margins.

因此，考试答案应将产能利用率与单位成本、客户满意度、交付绩效和利润率等其他指标结合使用。

12. Worksheet Practice: Chapter 23 Questions | 本章练习：第23章题目

Use the following questions to test your understanding of Chapter 23. Always define key terms, apply to the case and evaluate both sides of any decision.

使用以下问题来测试你对第23章的理解。始终要定义关键术语、结合案例应用，并对任何决策进行正反两方面评估。

Define capacity utilisation. 中文：定义产能利用率。
Calculate capacity utilisation if actual output is 18,000 units and maximum output is 24,000 units. 中文：如果实际产出为18,000单位，最大产出为24,000单位，计算产能利用率。
Explain two consequences of operating at 60% capacity utilisation. 中文：解释产能利用率为60%时的两个后果。
Analyse two ways a hotel could increase capacity utilisation during its low season. 中文：分析酒店在淡季提高产能利用率的两种方法。
Evaluate whether a manufacturer should aim for 100% capacity utilisation. 中文：评估制造商是否应追求100%的产能利用率。

A strong answer will use the formula correctly, explain the effect on fixed cost per unit, consider quality and flexibility, and justify a recommended capacity level rather than simply describing one.

高分答案应正确使用公式，解释对单位固定成本的影响，考虑质量和灵活性，并为推荐的产能水平提供理由，而不仅仅是描述。

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Chapter 23 Worksheet: Capacity Utilisation | 第23章 练习：产能利用率