Om Group Assignment 1
Om Group Assignment 1
Machine loading
Job assignments
Employment
Long-range plans
Location / layout
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Aggregate plans are updated periodically, often monthly, to take into
account updated forecast and other changes.
Workforce/production rate
Demand forecast
Policies
Subcontracting
Overtime
Inventory levels
Back orders
Costs
Inventory carrying
Back orders
Hiring/firing
Overtime
Inventory changes
subcontracting
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Total cost of a plan
Inventory
Output
Employment
Subcontracting
Backordering
2. Determine capacities (regular time, over time, and subcontracting) for each
period
6. Select the best plan that satisfies objectives. Otherwise return to step 5.
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Services occur when they are rendered
This means breaking down the aggregate plan into specific product
requirements in order to determine labor requirements (skills, size of
workforce), materials, and inventory requirements.
To put the aggregate production plan into operation, one must convert, or
decompose, those aggregate units into units of actual product or services
that are to be produced or offered.
Operations Scheduling
Introduction
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•Detailed plan for what is to be done
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the desired times, while satisfying a large number of time and relationship
constraints among the activities and the resources (Morton and Pentico,
1993). A Schedule specifies the time each job starts and completes on each
machine, as well as any additional resources needed. A Sequence is a
simple ordering of the jobs.
• Infinite loading
• Finite loading
• Forward scheduling
• Backward scheduling
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– Schedules the required operation in reverse sequence
Job Sequencing
• Simple rules requiring that jobs be sequenced according to some data, i.e.
processing time, due date, etc
Priority Rules
• Critical ratio (CR) – No. of remaining days to due date/No. of working days
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Evaluation of Priority Rules
• Minimizing the flow time i.e. time a job spends in the process
Principles of scheduling
• Obtain feedback each day on jobs that are not completed at each work
center
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contact, divergent work flows, customization and consequently, a complex
scheduling environment. Often customer demands are difficult to predict,
which puts a high premium on scheduling employees to handle the varied
needs of customers. At the other extreme in the service industry, a back-
office process has low customer involvement, uses more line work flows,
and provides standardized services. Inanimate objects are processed; these
processes take on the appearance of manufacturing processes.
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that will handle the workload efficiently. In this section, we focus on
scheduling approaches used in two environments: (1) divergent flow
processes and (2) line flow processes. A manufacturer's operation with
divergent flows is often called a job shop, which specializes in low- to
medium-volume production and utilizes job or batch processes. The front
office would be the equivalent for a service provider. Jobs in divergent flow
processes are difficult to schedule because of the variability in job routings
and the continual introduction of new jobs to be processed.
Reference
# www.google.com
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# Strathmore business school pdf.
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