Scheduling of production plays an important role in the scheduling and planning of modern manufacturing systems [1]. Production scheduling includes allocating the resource over a timeframe to carry out an assortment of tasks, which is one of the most critical issues in the managing and planning of processes of manufacturing. In a production system, various kinds of scheduling problems are studied and Job Shop Scheduling Problem (JSSP) is one of the most difficult problems in this area. [2].
JSSP is one of the most well-known problems in both fields of production management and combinatorial optimization. In the JSSP, there are n of jobs that must be processed on a given collection of m machines, where each job consists of specified operation order, each operation has a one specified machine to process on, a machine can only process one operation at a time [3].
The classical job shop scheduling problem has been generalized to a flexible Job Shop Scheduling Problem (FJSSP) [4]. In FJSSP, each job operation can process on a set of machines with a processing time which made the problem more difficult to specify a proper machine from a given set that should process each operation [5]. The
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VND is performed as a strategy for local search of the proposed algorithm. In the AFSA-VND, the visual concept represented as the maximum number of solution’s elements that exchange its location in the solution permutation. The distance between two solutions (Xi and Xj) calculated by hamming distance, which is the number of solution’s elements at which corresponding positions have a different value. The step forward for the AF movement in the discrete space will be taking the same position/solution that evaluated as next better solution for each AF. Algorithm (2) illustrates the proposed algorithm
In today’s operational management arena, there are certain expectations from a managerial aspect that must be met in order to be successful. A comprehensive look at the Space Age Furniture Company will show exactly what the Materials Requirement Planning (MRP) calculations are for this company at present time and then take the information given in order to properly suggest ways to improve the sub-assemblies. In addition, there will be an analysis on the trade-offs between the overtime and inventory costs. A calculation will be made on the new MRP that will improve the base MRP. This paper will also compare and contrast the types of production processing to include the job shop, batch, repetitive, or continuous, and determine which the primary mode of operation should be and exactly why. A detailed description on how management can keep track of the job status and location during production will also be addressed. Finally, there will be a recommendation on they type of changes that need to occur that will be beneficial to the company and at the same time add value to the customer. This paper will conclude with summary of the major points.
how applying six sigma methodology can do to address these problems. According to the author the two most common causes of software project failures are customer requirement problems and estimating problems. He offers two case studies as examples of how six sigma can address these aspects of software implementation. The first case study discusses some of the ways six sigma can help with customer requirements, and the second case discusses the role of six sigma in schedule estimating.
As an emergency response coordinator for a refinery it is vital to understand what hazards are associated with the products found in a crude oil refinery. Routine and non-routine maintenance will need to be done in order to maintain a working and operating oil refinery. This can create complicated situations or scenarios, because numerous contractors may be brought in for different repairs. This can lead to accidents in some cases because of the wide range of things going on in the refinery. Training and communication will be vital for a safe work environment with multiple entities working. Documentation of the training will also be crucial.
Wait times in Ontario have been a significant problem for many years.With an increase in our growing population and the "baby boomers" nearing the age where they will require more healthcare, our healthcare system will continuously face challenges.
In looking at the utilization of the three machines it became apparent that Machine #1 was a bottleneck as it operated at or close to 100% utilization (Exhibit 1) with a maximum capacity of 5 kits per day. Furthermore, in analyzing the data we noted that there was spare capacity on Machines 2 & 3 so we prioritized any work from Machine #1 as the two other machines were not the constraint initially. We concluded from this that we would initially purchase an additional Machine #1 while maintaining the same number of the other two machines. We also decided that the priority should be shifted from FIFO to step 2. With both Machines 2 & 3 able to handle surges in demand, the prioritization on the constraint, Machine #1, was
A golf club supply chain company needs to find a solution to the supply chain network planning problem. The production for the golf clubs are pending on the ability for the company to meet serval aspects. Currently they are facing the following: 14 components, 10 assembled products, 18 suppliers, 54 customers, and in a 12-month time period. “The main objective is to construct a procurement-assembly plan enabling it to minimize its costs while satisfying the customers’ demand over a given planning horizon is such a way as to hedge against uncertainty.” (Bilgen, B. 2010). Due to several uncertainties; it was determined that using the Fuzzy Mathematical Programming (FMP) model would provide the most accurate computational result. Zadah proposed
The assigned reading for forum 8 discussed operations management. The text provided significant discussion around TPS, Six Sigma, the House of Quality Matrix. Further study included the stages of product development, project management process, and supply chain management. According to Satterlee (2013), operations management considers the acquisition, development, and utilization of resources. Determining the location of manufacturing plants, supply chains, production management, production scheduling, inventory management, and equipment maintenance policies are all decisions that are made by operations management.
Cormen T. H, Leiserson C. E., Rivest R. L. and Stein C. [1990] (2001). “Introduction to Algorithms”, 2nd edition, MIT Press and McGraw-Hill, ISBN 0-262-03293-7, pp. 27–37. Section 2.3: Designing algorithms..
The business is related to a manufacturing concern; therefore, the importance of enhancing manufacturing operations seems to increase. Manufacturing operations management is commonly known as MOM (Daft, Kendrick & Vershinina, 2010). Management of operations is basically a process which reviews the manufacturing or production process with an intention to maximize the production efficiency. Manufacturing operations management is thoroughly divided into many different arenas like production management, supply chain management, analysis of performance, quality and compliance and many others. Manufacturing operations management revolves around all the underlying production processes (Hills & Jones, 2009).
Capitalizing the manufacturing machines has been known for the thumb of rule for success in the semiconductor industry. Unlike other manufacturing plants, the fab usually operates 24/7 to maximize its production volume. In addition to this, any minor mistake or mishandle in the production process may lead to loss of millions of dollar. In order to guarantee the production plan runs smoothly, the use of SIGMA may be helpful.
The first order of business to address is the assembly line. The assembly line needs to be organized and systematic. It would be in the best interest for the workflow to also specify the appropriate number of workstations needed. I would suggest utilizing the strategies focused around balancing and perfecting the assembling processes of the Shanghai Production Facility owned and operated by Shuzworld. The goal of assemble and balance strategy is to create an effective layout that will allow the company to achieve production goals and compete with other market contenders. The major priorities of a business who is competitive are process, adaptability, consumer connection and condition of work being proper for the employees. When a proper work flow is assembled, these priorities can be meet.
This is the activity carried out by organizations that own production sites, and their performance has a major impact on product cost, quality, speed of delivery and delivery reliability, and flexibility [8]. As it is quite an important part of the supply chain, production needs to be measured and continuously improved. Suitable metrics for the production level are as follows. Order lead-time, the total order cycle time, called order to delivery cycle time, refers to the time elapsed in between the receipt of customer order until the delivery of finished goods to the customer. The reduction in order cycle time leads to reduction in supply chain response time, and as such is an important performance measure and source of competitive advantage [9]. It directly interacts with customer service in determining competitiveness. Range of product and services: According to [8] a plant that manufactures a broad product range is likely to introduce new products more slowly than plants with a narrow product range. Plants that can manufacture a wide range of products are likely to perform less well in the areas of value added per employee, speed and delivery reliability. This clearly suggests that product range affects supply chain performance. Effectiveness of scheduling techniques is another important measure of supply chain effectiveness. Scheduling refers to the time or date on or by which
How efficient time management practices as a business student can help lead to a successful business career
In manufacturing process there are different steps and jobs needs to be done in specific ways and time such as sourcing the parts we need in the production, make the items, and shipping it for the customers.
The functions of production management depend upon the size of the firm. In small firms the production manager might enclose to appear after production planning and control along with personnel, marketing, and finance and purchase functions. In medium sized firms, there could be divide managers for personnel, marketing and finance functions. But the production planning and control and purchase and stores perhaps under the control of production management department. In large sized firms the performance of production management is restricted to the management of production activities only. As such, there are no durable and fast rules or strategy to identify the function of production management, but in the academic attention we can declare some of the functions, which are looked after by the production management.