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McGraw-Hill/Irwin
8-2
Agenda
Production Activity ControlAn Overview
Manufacturing Planning and Control Linkages
Production Activity Control Techniques
Theory of Constraints
Vendor Scheduling
Principles
8-3
Demand
management
Master production
scheduling
Detailed capacity
planning
Detailed material
planning
Material and
capacity plans
Order release
Shop-floor scheduling
and control (SFC)
Purchasing
Production
activity
control
Vendor scheduling
and follow-up
8-4
PAC System
Detailed Capacity
Planning
Detailed Material
Planning
Planning information to
PAC
Feedback from PAC
status and warnings
Planning information to
PAC
Feedback from PAC
status and warnings
8-5
8-7
Priority
Sequencing
Rules
Theory of
Constraints
Scheduling
Selecting the
order of job
processing
Scheduling to
minimize impact
of bottleneck
resources
8-8
Run time
Setup time
Move time
Queue time
8-9
10
8-10
Sub-Assembly
Finished Product
Component parts
8-11
Lead-Time Management
The four elements of lead time (run, setup,
move, and queue) can be compressed with
good PAC management
A basic principle of MPC systems is to
substitute information for inventory
8-12
Gantt Charts
8-13
Gantt Charts
The incoming orders at Tom's Sailboard follow different routes through the
shop but all orders must stop at each of the three work centers in the plant. The
table below shows all tasks for four jobs that arrive over 5 days and need to be
scheduled at the company. It is currently November 10 and Tom works a
seven-day week.
_____________________________________________________
Order
(B)iff
(G)riffin
(H)erbie
(K)errie
Arrival
date
Nov. 10
Nov. 10
Nov. 12
Nov. 14
Assume that the new material for all orders is in stock and that a
first-come/first-served sequencing rule is used at all work centers. All three
work centers are idle as work begins on orders B and G on November 10.
14
8-14
Toms Sailboard
a. Construct a Gantt chart depicting the processing and idle times for the
three work centers for these four jobs.
Order
(B)iff
(G)riffin
(H)erbie
(K)errie
Arrival
date
Nov. 10
Nov. 10
Nov. 12
Nov. 14
8-15
Toms Sailboard
b.
How many days does each job wait in queue for processing at work
center 2?
The determination of how long jobs wait at work center 2 is as
follows: B and G are processed immediately at work center 2, order K
must wait 1 day (11/14) and order H waits 4 days (11/12, 11/13 at
WC3) and (11/16 and 11/17 at WC2).
16
8-16
8-17
Common rules
Order slackwork on the job with the least total
slack
Slack per operationdivide total slack by the
number of remaining operations, then work on
job with least slack
Critical ratiocalculate (time remaining)/(work
remaining) and work on job with lowest ratio
Shortest operation nextwork on the job that can
be completed most quickly
8-18
8-19
Knox Machine
2.
The jobs below are waiting to be processed at the P&W Grinder at the
Knox Machine Company. (There are no other jobs and the machine is
empty.)
__________________________
Machine processing
Job
due
Job
A
B
C
D
at this machine
6-23
6-24
7-01
6-19
date__
8-15
9-10
8-01
8-17
20
8-20
Job
A
B
C
D
Machine processing
time (in days)*__
4
1
5
2
Job due
date__
8-15
9-10
8-01
8-17
P & W Grinder
Job B
Date
7/10
D
7/11
A
7/12
7/13
7/14
7/15
C
7/16
7/17
7/18
7/19
7/20
7/21
22
8-22
23
8-23
Critical Ratio
Time Remaining
40 11
1.04
Work Remaining
28
24
8-24
Time Remaining
40 11
Critical Ratio
.91
Work Remaining
32
25
8-25
Finite Loading
26
8-26
27
8-27
Processing time
at machine center
___(in days)____ Order
1
2
3
due date
1
3
2
14
3
1
3
12
2
3
4
10
P-3
Machine
K1
Center 2
Machine
Center 3
P-2
P-1
1
K-3
A-3
K-2
3
A-2
A-1
7
10 11 12 13 14 15 16 17 18
29
8-29
K-3
A-2
Machine
K-1
Center 2
Machine
Center 3
A-3
A1
1
P-3
P-2
K-2
3
P-1
5
10
11
12
13
14
15
16
30
8-30
31
8-31
8-32
Theory of Constraints
Scheduling
Drum-Buffer-Rope
Drumbottleneck work centers which control the
tempo of workflow through the plant
Bufferinventory and/or scheduling activities to
protect the throughput at bottlenecks from
random variation
Ropeuse of pull scheduling at non-bottleneck
resources
8-33
TOC Scheduling
Scheduling is completed
according to the work
center type
8-34
8-35
Buffers
8-36
Material releaseropes
8-38
TOC Contributions
A feasible master
schedule
Less WIP, shorter lead
times, greater material
velocity
Eliminates the conflict
between MRP and finite
scheduling
8-39
8-40
8-41
Principles
Principles
Quiz Chapter 8