The classical job-shop scheduling problem (JSP) is a combinatorial optimization problem, which is among the most complicated problems in the scheduling area. The JSP has been proven to be NP-hard (Zhang et al., 2008). Flexible job-shop scheduling problem (FJSP) is a generalization of the classical JSP. It takes shape when alternative production routing is allowed in the classical job-shop (Al-Hinai, 2011). FJSP is NP-hard due to; (a) assignment decisions of operations to a subset of machines and (b) Sequencing decisions of operations on each machine (Tay and Wibowo, 2004).
Job shop scheduling, generally can be categorized into two main categories, static or deterministic (offline) scheduling and dynamic (online) scheduling. Previous approaches to scheduling in the presence of disruptions can be broadly classified into two groups Liu et al. (2007a). One group offers, a completely reactive job dispatching scheduling, and the second group proposes control strategies to achieve system recovery from disruptions with the consideration of an initial schedule. The main difference between th...
AWG is faced with logistical challenges similar to others in the industry. The largest logistical challenge on a daily basis at AWG is their finite timeline between restocking and outgoing shipments to retailers. Any deviation from the schedule due to an extenuating circumstance (labor strike, weather event, ...
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.
The nine to five work hours are a thing of the past, no longer a mandatory work schedule or shift required. People have much more control over their work schedules, making their work time to coincide with their personal time. This makes things much easier and less stressful for everyone involved. Some of the choices I will talk about being terms called work schedules, telecommuting, job sharing and compressed workweek. This is not necessarily a new concept, just a well-kept secret from the past. Flexible work schedules are amazing and can help anyone having a hard time with too many overwhelming things on their plate at one time and trying to get to work on time and keep their job.
This week Mrs. Yelena Tramontana walked me through the scheduling process of managers and employees. She demonstrated how she or one of the other operation managers goes about scheduling employees for a month ahead of time. The scheduling is done though a computer mediated device primarily, but also requires verbal communication among managers and employees.
All facets of a continuity plan should address the protection and safety of personnel and the protection and recovery of data. The primary objective of this plan is to establish policies and procedures to be used for information systems in the event of a continuity to protect and ensure functioning of those assets. This includes establishing an operational capability to process pre-designated critical applications, recovering data from off-site backup data sets, and restoring the affected systems to normal operational status. The plan seeks to accomplish the following additional
First, some offices have set appointment times and schedule appointment for a patient’s chief complaint. “This system decreases the waiting time for the patient and give the office staff more control over the flow of patients in the office.” (Bayes, p.115, 2015). An office may choose to use this method for longer appointments such as yearly physicals.
Furthermore, block scheduling aids teachers by providing time to improve teaching methods as well as benefits relating to their job. Teachers and teaching methods directly impact student motivation, interest, and success in courses. Andrej Elez is a student at Montgomery High School - which utilises block scheduling-; moreover, he was enrolled in a traditional school schedule in previous years. In a survey reviewing block against traditional scheduling he reviews the improvement in his courses; he states, "... it [block scheduling] allows for more in depth conversation and understanding of the topic being taught, it helps combine the practice and lecture portions of class rather than having a teacher lecture for the whole class" (Elez). Having
The just-in-time (JIT) inventory system was developed in Japan after World War II, in an effort to control costs during fiscally challenging economic times (Waguespack and Cantor, 1996). The challenge that faced many Japanese companies in the post-War era was to find a way to meet the needs of customers and businesses while utilizing as few resources and as little capital as possible. The Japanese developed these set of techniques in order to control production, limit unnecessary products and reinvest the valuable capital left from the savings back into the business structure (Waguespack and Cantor, 1996). Much of the success of many Japanese corporations over the past four or five decades has been was linked to the principles of JIT (Chhikara and Weiss, 1995).
...ve the plan in order to mitigate down time for future events (Notes W3 P24, CGC1 P N-2).
The first Wal-Mart was opened in Rogers, Arkansas, in 1962. By 1969 it was incorporated into Wal-Mart Stores, Inc., and in 1972 went public on the New York Stock Exchange. The company grew steadily across the United States, and by 1990 was the nation's largest retailer. In 1991 and 1994, Wal-Mart moved into Mexico and Canada respectively. By 1997 it was incorporated into the Dow Jones Industrial Average. As of 2005, Wal-Mart has stores in the United Kingdom, and Puerto Rico, and brings in revenue of close to 300 billion dollars a year. In 2006, Wal-Mart invaded the China and India's markets. During the last two decades, Wal-Mart has been able to take advantage of the rise of information technology and the explosion of the global economy to change the balance of power in the business world (Wikipedia, 2006). Today Wal-Mart continues to grow and their success is not only from their sound strategic management planning but also from its implementation of those strategic plans. In other words operational planning has been an important key to their success.
Introduction Disaster Recovery Planning is the critical factor that can prevent headaches or nightmares experienced by an organization in times of disaster. Having a disaster recovery plan marks the difference between organizations that can successfully manage crises with minimal cost, effort and with maximum speed, and those organizations that cannot. By having back-up plans, not only for equipment and network recovery, but also detailed disaster recovery plans that precisely outline what steps each person involved in recovery efforts should undertake, an organization can improve their recovery time and minimize the disruption time for their normal business functions. Thus, it is essential that disaster recovery plans are carefully laid out and updated regularly. Part of the plan should include a system where regular training occurs for network engineers and managers.
Scheduling cost controls can help minimize materials and labor costs. There are three advantages of scheduling with respect to lowering labor costs. It maximizes workforce effectiveness, it manages costs such that labor costs can be scrutinized for efficiency opportunities and minimizes administrative costs by automating organizational tasks [2].
In line with the continuous improvement initiative to uplift the service delivery system to the public, flexible working hour’s schedule which is also known as Staggered Working Hours (SWH) has been implemented in the Federal Territory of...
Takt time is used to balance production times by assigning tasks by the longest takt time so that each workstation has a similar amount of work (Meredith & Shafer, 2016). This focus on time prevents bottlenecks for some activities and idle or non-productive times for other activities. The goal is to balance the work
Every day someone is looking for a job. Whether that person is a recent graduate, a person laid-off from work, or a person that wants a different job, their diligent search turns into a carefully planned search for employment. It is important that a person knows how to search effectively for a job. There are three effective ways to look for a job: use a variety of resources, do a resume, and go on interviews.