Industrial Engineering For IES, GATE & PSUs = © g INDI No. is 4 vl ES ACADENY 26537570, 9810958290 je: oe* GIES Academy Publications, Head office: 25, 1" Floor, Jia Sarai, Near [IT Delhi, New Delhi-110016 Website: www.iesacademy.com Phone: (11-26537570, 09810958290 _-«Industrial Engineering i “abe (Mechanical Engineering)* Copyright © 2010, by IES Academy Publications. All rights are reserved. No part of tl publication may be reproduced, stored in a retrieval system or distributed in ahy form,or by a means; electron , mechanical, photocopying, recoding, scanning or otherwise, witho! the prt k. TES Aesdemy 5 ed t permission of the above mentioned publication of this bo information contained in this book from the sources believed to be reliable. However, Ii Academy or its authors or the editors don't take any responsibility for the absolute accuracy of t information published and the damages suffered due to the use of this information First Edition: 2002 ed Edition: 2012bart of th oem or by a vout the pri sequired » Wwever, I tracy of ti Industrial Engineering Conten ts Chapters Topic Page No. Section-1 Production Planning and Control Chapter-1 Forecasting 1 Theory at a glance 1 Previous 20-Years GATE Questions: 4 Previous 20-Years IES Questions 6 Previ 20-Years IAS Questions i Previous 20-Years GATE Answers 12 Previous 20-Years IES Answers 2 Previous 20-Years IAS Answers 4 Chapter-2 Routing, Scheduling, etc. 17 Theory at a glance 7 Previous 20-Years GATE Questions 38 Previous 20-Years IES Questions 39 Previous 20-Years IAS Questions 43 Previous 20-Years GATE Answers a7 Previous 20-Years IES Answors a7 Provinus 20.Years IAS Answers 48 Chapter-3 Line Balancing 54 hoory at a glance 51 Previous 20-Years GATE Questions: 66 Provious 20-Years IES Questions 67 Previous 20-Years IAS Questions 7 Previous 20-Years GATE Answers R Provious 20-Years TES Answers 2 Previous 20-Veats IAS Answers 73 Chapter-4 Break Even Analysis 75 Theory at a glance 76 Provious 20-Years GATE Questions 78 Previous 20-Years IES Questions 7 Previous 20-Years IAS Questions 83 Provious 20-Years GATE Answers 85 Provious 20-Years IBS Answers 36 Previous 20-Years IAS Answers 87 INDIA'S NO.1 ]www.iesacademy.com IES: 25a Sar lesacademvébvahoo.com. CADEMY ew iowarsden: cm. Near IIT, New Delhi-16 Ph: 011-26537570, 9810958290,India’s No. 1 Industrial Engineering . TES Academy Contents Chapters Topic Page No. “3 Chapter-5 = PERT & CPM 89 oe Theory at a glance 89 Previous 20: Years GATE Questions oT Previous 20-Years IES Questions 100 Previous 20-Years IAS Questions 110 Previous 20-Years GAT Answers m Provious 20-Years IES Answers mt Previous 20: Years [AS Answers M4 Section - Contrcl Operations 119 Chapter-6 Inventory 121 ‘Theory at a giance ‘ faa } Previous 20-Years GATE Questions Sey) Previous 20-Yeare IES Questions poe 0 Provious 20-Years IAS Questions ey) ; Previous 26-Years GATE Answers Sy Fe a c Previous 20-Yeats IES Answers x ua Previous 20-Years LAS Answers, (7. us y Chapter-7 MRP 149 Theory at a giance ty, 149 . Previous 20-Years GATE Qué8tions: 150 . Previous 20-Years IES Questign3y4 150 Frevious 20-Years IAS Questions . 173 + Previous 20-Years GATE Answe: 154 ° Previous 20-Years IES Answers 154 Previous 20-Years IAS Answers 14 . “ Chapter-8 Work Study and Work Measurement 155 ‘Théory at, a glance 155 20-Years GATE Questions 168 20-Years IES Questions 169 26. Years IAS Quostions 173 20-Years GATE Answers 180 Previous 20-Years IES Answers: 181 Previous 20-Years iAS Answers 181 Chapter-9 Layout Plan 183 Theory at a glance 183, Previous 20-Years GATE Questions 184 Previous 20-Years IES Questions 184 Provious 20-Years [AS Questions 188 Previous 20-Years GATE Answers 195 Previous 20-Years IES Answers 195 Previous 20-Years IAS Answers 196 Chapter-10 Control Chart 197 Theory at a glance 197 Previous 20-Years GATE Questions 204 Previous 20-Years IES Questions 204 Previous 20-Years GATE Answers 209, Previous 20-Years IES Answers 209, O11-26537570, 9810958290ents No. AeeeaRERISE, wn India’s No. 1 Industrial Engineering IES Academ Contents Chapters Topic Page No. Chapter-11 Sampling, JIT, TQM, etc. Theory st s glinee Presious 20-Years GATE Questions Previous 20-Years IES Questions Previ«. » 20-Years IAS Questions 0-Years GATE Answers Yeara IES Answers ars IAS Answers Previous 20 Section - Il Linear Programming Chapter-12 Graphical Method a glance 0-Years GATE Questions Years IBS Answers Chapter-13 Simv!ex Method %, GATE Questisins Previous 20-Years IES Questions Provinus 20-Years GATE Answers, Previous 20-Years IES Afiswers Chapter-14 Transportation Model Questions 0-Years\[ES Questions 0-Years TAS Questions Previous 20-Years GATE Answers Previous 20-Years TES Answs Previous 20-Years IAS Answers Chapter-15 Assignment Model Theory at a glance Previous 20-Years IES Questions Previous 20-Yeats IE Chapter-16 Queuing Model Theory at a glance Previous 20-Years GATE Questions Previous 20-Years IES Questions Previous 20-Years GATE Answers Previous 20-Years IES Answers Section -IV_ Value Engineering Chapter-17 Value Analysis for Cost/Value Theory ata glance Previous 20-Years IES Questions Previous 20-Years IES AnswersIndia’s No. 1 Industrial Engineering IES Academy Contents Chapters Topic Page No. Section-V Miscellaneous 309 Chapter-18 Miscellaneous 311 ‘Theory at a glance sil Previous 20-Years GATE Questions 325 i Provious 20-Years IES Questions 327 Previous 20-Years LAS Questions 332 Previous 20-Years GATE Answors 339 Previous 20-Yeare IES Answers 340 Provious 20-Years IAS Answers 341 ww.iesacademy.com t“nts i —= No. } i Section - |! Production Planning and Control Contents of this section Chapter 1 : Forecasting Moving Average Exponential Smoothing : * Chapter 2 = Routing; Scheduling The Scheduling Problem Johnson's Rule Machine Loading Despatching Product Development Chapter 3 : Line Balancing ‘Assembly Line Balancing Capacity Planning Chapter 4 : Break Even Analysis Chapter 5 : PERT& CPMace tee ne [1.| Forecasting een (Fe Forecasting means estimnation of type, quantity and quality of future works e.g. sales etc It is a calculated economic analys L elemenis of forecasting: 1. Trends 2 Cycles 3. Seasonal Variations . 4 3 irregular Variations 2. Sales forecasting techniques: a. Historic estimation b. Sales force estimation ) ‘Trend line (or Time-series analysis) vechnique M ¢ d. ket survey e. Delphi Method y f. Judge mental teghniques g. Prior knowledge : ! h. Forecasting by past aver Forecasting from last period's sales i. Porecasting by Moving average ; k, Forecasting by weighted moving average 1 Forecasting by Exponential smoothing , m. Conelation Analysis 1. Linear Regression Analysis, I. Average method: Forecast sales for next period werage sales for previous period Example: Period No Sales - re _Pes — 2 5 3 9 4 8 5 5 6 8 : iesacademy@yahoo.com Page-1 7570, 9810958290India’s No. 1 Forecasting JES Academy Chapter 1 li. Forecast by Moving Average: In this method the forecast is neither reflect the figures of the previous pericd. fluenced by very old data nor does it solely ‘Example: Year Period Sales Four-period average forecasting 1987 50 — - 2 60 3 50 4 40 1988 1 50 2 Forecast for 1988 periud 2 IIL. Weighted Moving Average: . A weighted moving Average allows any weights to be’placed.on each element, providing of course, that the sum of all weights equals one. Examp! Period "Sales ~ Month-1 a Month-2 * 90 Month-5 105 Forecast (weights 40%, 30%, 20% 10% of most recent month) Forecastfor month:5 would be: 0.495 ,4°0.3 x 105 4 0.2« 90 +0.1 «100 = 97.5 Forecast for Mionth-6 would be: F, = 0.4 «119 +0.3x95 +0.2105 + 0.1%90 = 102.5 IV. Exponential Smoothing: > ivime) Where: @ is known as the smoothing constant. ‘The size of @ should be chosen in the light of the stability or variability of actual sales and is normally from 0.1 to 0.3. www.iesacademy.com Page-2 onan ve: —ater 1 it solely ales, India’s No. 1 Forecasting IES Academy Chapter 1 ‘The smoothing constant, @, that gives the equivalent of an N-period moving average can - e calculated 23 follows, a = . Lo Net . For e.g. if we wish to adopt an exponential smoothing technique equivalent to a nine: period moving average then, Basically, exponential smoothing is an average method and is useful for forecasting one period ahead. In this approach, the most recent past period demand is weighted most heavily. In a continuing manner the weights assigned to successively past period demands decrease according to exponential law. Generalized equation: F=a(1-a)'d,,+@.(1-a)'d,,+a.(1-a)'d_, + w+a(l- oka: +(I-a)'F, {Where hk is th®mumber of past ay It can be seen from above equation that the weights associated with“tach demand of equation are not equal but rather the successively older demand weights decrease by factor (1-a). In other words, the successive terms a(1+a)'}a(1-a)',a(1-a)',a(1-a)’ decreases exponentially. - This m demand: uns that the more recent demands dre "more heavily weighted than the remote Exponential smoothing method of Demand Forecasting: (ESE-06) wo Demand for the most recent data is given more weightage. (i) This method requires only the current demand and forecast demand. is data, (iii) ‘This method assigns weight to all the previo} V. Regression Analysis: Regression analysis is also known as method of curve fitting. On this method the data on the past sales is plotted against time, and the best curve called the “Trend line’ or ‘Regression line’ or “Trend curve’. The forecast is obtained by extrapolating this trend line or curve. For linear regression atby By —bEx Past data | 7 n&xy~(Ex) (Ey) Sales nx! - (Ex) | Standard error = ‘academy.com ia ii eons 25, Floor, Jia Sarai, Near IIT. New Del 16 Ph: 011-26537570, 9810958290India’s No. | Forecasting IES Academy Chapter 1 GATE-2. Which one cf the following forecasting techniques is not suited for making forecasts for planning production schedules in the short range? IGATE-1998] (a) Moving average (b) Exponential moving average (©) Regression analysis (@) Delphi 4 A moving average system is used for forecasting weekly demand. P\(t) and Pe{t) are sequences of forecasts with paratbers mand ms, respectively, where mi and mz (mi > m4)*dendte the numbers of weeks over which the moving averages are taken. The actual demand shows a step increasé>froin di. ford: at a certain time. Subsequently, Mae, Sass [GATE-2003] (a) Neither Fi() nor P(t) will catch upwitfathe value d2 (b) Both sequences Fi(t) and Fxiywil\réack do in the same period (©) Fid) will attain the value dzbefGreyF() (a) Fx() will attain the value de before Fld) When using a simpie moving average to forecast demand, one would (a) Give equah. weight to.all demand data IGATE-2001] (b) Assign’ more weight to the recent demand data (© Include Rew demand data in the average without discarding the earlier data (d) Include new. demand data in the average after discarding some of the earlier demand data Which of the following forzcasting methods takes a fraction of forecast error into account for the next period forecast? [GATE-2009] (a) Simple average method (b) Moving average method (©) Weighted moving average method (a) Exponential smoothening method Student's Notes- See eS A ee ee ‘ 3 ‘25, I" Floor, Jia Sarai, Near IIT. Pa DEINBISIPRTOLT 2esa7s7atoatnocnzen!ster 1 ed for short -1998] nand, ad ms, vs of ral time. 2008} ould 2001) wlier the 1 of 209) natn India’s No. 1 Forecasting IES Academy Chapter 1 GATE-6. GATES. GATE-9. GATE-19, GATE-LL. The demand and forecast for February are 12000 and 10275, respectively. Using single exponential smoothening method (smoothening coefficient = 0.25), forecast for the month of March is: [GATE-2010] (a) 431 (b) 9587 (©) 10706 (a) 11000 The sales of a product during the last four years were 860, 880, 870 and 890 units. The forecast for the fourth year was 876 units. If the forecast for the fifth year, using simple exponential smoothing, is equal to the forecast using a three period moving average, the value of the exponential smoothing constant a is: IGATE-2005} re 1 ae a; Os os (d) 5 For a product, the forecast and the actual aaleg @y Deonmber 2002 were 25 and 20 respectively. If the exponential® Ren constant, (a) is taken as 0.2, then forecast sales for ees )3 would be yg IGATE2004) (a) 21 (b) 23 0) 34 (@ 27 ‘The sales of cycles in a shop in four consecutive months are given as 70, 68, 82, and 95. Exponentially smoothing average method with a smoothing factor of 6.4 is used in forecasting. The expected number of sales in the next month i IGATE-2003] (a) 59 (b) 72 aay” (86 @ 136 Ina forecasting model, at Binejend of period 13, the forecasted value for period 14 is 75. ‘Actual value in the periods 14 to 16 are constant at 100. If the assunied simple exponential smoothing parameter is 0.5. then the MSE at the end of period 16 (GATE, (@) 820.31 (b) 273.44 (©) 43.75 (@) 14.58 The nost commonly used criteria for measuring forecast error is: (a) Mean’absolute deviation (b) Mean absolute percentage ervor (Meadistandard error (a) Mean square error [GATE-1997] In a tithe series forecasting model, the demand for five time periods was 10, 13, 15, 18 and 22. A linear regression fit resulted in an equation F = 6.9 + 2.9 t where F is the forecast for period t. The sum of absolute deviations for the five data i [GATE-2000] (a) 2.2 (b) 0.2 (-12 (@) 24.3 Student's Notes- 25, Floor, Jia Sarai, Near HT. ‘New Delhi Ph: 1 1-26537570, 9810958290 o Qo GooosIndia’s No. 1 IES Academy Forecasting Chapter 1 IES-1, Which one of the following is not # purpose of long-term forecasting? [IES 2007] (a) To plan for the new unit of production (») To plan the long-term financial requirement (c) To make the proper arrangement for training the personne. (A) To decide the purchase programme. IES-2. Which one of the following is not a technique of Long Range Forecasting? [ES-2003} (a) Market Research and Market Survey (b) Delphi (©) Collective Opinion (@) Correlation and Regression IES-3. Assertion (A): Time series analysis technique of\sales-forecasting can be applied to only medium and short-range‘forgeasting. Reason (R): Qualitative information about the market is necessary for long-range forecasting. “ 2 (IES-2001] *) Both A and R are individually true and Ris the correct explanation of A b) Both A and R are individually true bat K is not the correct explanation ofA () Aas true but Ris false d) Ais false but Ris true . : TES.4 Which one of the following forecasting techniques is most suitable for making long range forecasts? {TES-2005] (a) Time series analysis (b) Regression analysis (©) Exponential smoothing (@) Market Surveys so SSP following methods can be used for forecasting IBS-5. whi wheh,a demand pattern is consistently increasing or decreasing? (a) Regigssion'analysis (b) Moving average [1ES-2005] (c) ‘Nariattee@nalysis (d) Weighted moving average IkS-6. Which one of the following statements is correct? HES-2003] {a) Time series analysis technique of forecasting is used for very long range forecasting () Qualitative techniques are used for long range foreca quantitative techniques for short and medium range forecasting sting and Student's Notes- www.iesacademy.c —1 . Forecasting iter 1 Chapter 1 & (©) Coefficient of correlation is calculated in case of time series technique (@ Market survey and Delphi techniques are used for short range forecasting s-term > 2007] IES-7. Given T = Underlying trend, C = Cyclic variations within the trend, $= Seasonal variation within the trend and R = Residual, remaining or random variation, as per the time serivs analysis of sales : forecasting, the demand will be a function of: {1ES-1997} (a) Tand C () Rand S Range © T,CandS @) 7,C, Sand R 2008] on IES-8. Which one of the following methods can be used for forecasting the isting sales potential of a new preduct? [1zS-1995] (@) Time series analysis oe () Jury of executive opinion method 2001) : (© Sales force composite method ofA ‘ (@) Direct survey method ration IES-9, Match List-I with List-Il and select tne correct answer using the codes given below tie lists: [1ES-Z001] List-I List A. Decision making under J. Delphi approach complete certainty : table B. Decision making under 2 Maxtmas evitevion 200% Ke . uJ C. Decision making: under 3 Transportation mode complete uncertainly D. Decisiox’ making based on 4. Decision tree | expert opinisii’s, iting Codesi A JB CD Bc oD 2 nar Bet 4 1 2 hy 30 2 4 005) @ 3 4 2 1 ad 5 1 2 %, TES-10, Assertion (A): Moving average method of forecasting demand gives 003] an account of the trends in fluctuations and suppresses day-to-day a insignificant fluctuations. [IES-2009] Reason (R): Working out moving averages of the demand data ana smoothens the random day-to-day fluctuations and represents only significant variations. as 6 good ‘Student's Notes- |India’s No. | Forecasting IES Academy Chapter 1 IES-11, 5 & tES-14. TES-15, (a) Both A and R are true and Ris the correct explanation of A {b) Both A and Rare true but R is NOT the correct explanation of A (o) Ais true but R is false (d) Ais false but Ris true Which one of the following is a qualitative technique of demand forecasting? [ES-2606] (a) Correlation and regression analysis (b) Moving avccage method (©) Delphi technique (a) Exponential smoothing Match List-I (Methods) with List-al (Problems) and select the correct answer using the codes given below the lists: [ES-1998] List-t List-II A. Moving average 1. Assembly B. Line balancing 2. Purchase C. Economic batch size 3. Forecasting ~~", D. Johnson algorithm 4. Sequencing \ Coles A BC. D Bé cp @ 1 38 2 4 arth 3 4 2 @ 8 - 4 % @ 3 1 2 4 Using the exponential smoothing métbod of forecasting, what will be, the forecast for the fourth, week if the actual and forecasted dgmand for the third week,is 480 and 500 respectively and a = 0-2? [ES-2008] fa) 400 (b) 496 *s (© 500 (@) 504 ‘The demand for a product in the month of March turned out to be 20 units against an earlier made forecast of 20 units. The actual demand for April and May turned to be 25 and 26 units respectively. What will be the forecast for the month of June, using exponential smoothing method and taking smoothing constant aas 0.2? (1ES-2004] units (©) 26 units (@) 28 units (a) 20 units ) A company intends to use exponential smoothing technique for making a forecast for one of its products. The previous year's forecast has been 78 units and the actual demand for the corresponding period turned out to be 73 units. If the value of the smoothening constant a is 0.2, the forecast for the next period wili be: [ES-1999] (a) 73 units (b) 75 units (©) 77 anits (@) 78 units TStudent’s No ae u: correct ES-1998] 4 ret will ecasted £02? S-2008] 4 © be 20 actual tively. nential 3-204) units ae for year's r the of the d will 1999] snits LA LT LT ARENT India’s No. 1 Forecasting IES Academy Chapter 1 IES-16. IES-17. IES-18. IES-19. TES-20, IES. given that the actual demand is 59 units, a previous forecast 64 - units and smoothening factor 0.3. What will be the forecast for next period, using exponential smoothing? [ES-2004] (a) 36.9 units (b) 57.5 units (©) 60.5 units (@) 62.5 units * Consider the following statements: DES 2007] Exponential smoothing 1. Is a modification of moving average method 2, Isa weighted average of past observations 3. Assigns the highest weight age to the most receni observation Which of the statements given above are correct? (@) 1, Zand 3 (b) Land 2 only (© Zand 3 only (@) Land 3 only ting situation, exponential smoothing with a smoothing constant a =0.2 is to be used. if the demand fof'n! period is 590 and the actual demand for the corresponding pétiod turned out to be the forecast for the (n+ 1)" peziod? [1ES-2009} @) 470 ©499 a) 500 > > Consider the following statement reiating to forecasting: [IES 2007] 1. The time horizon to forecast, depends upon where the product currently lies its life cycle. 2. Opinion and judgmental forecasting methods sometimes incorporate statistical analysis. . 3. In exponential smoothing, low values "of smoothing constant, alpha result in more smoothing than higher values of alpha. Which of the statements given above are correct? fa) 1, 2and3 (b) Land 2 only (© Land 3 only (@) 2 and 3 only Which one of the following statements is not correct for the exponential smoothing method of demand forecasting? _[IBS-2006} (a) Demand for the most recent data is given more weightage (b) This method requires only the current demand and forecast demand (©) This method assigns weight to all the previous data (@) This method gives equal weightage to all the periods Match List-! (Activity) with List-II (Technique) and select the correct answer using the code given below the lists: {1ES.2005] Student's Notes- www. ies: acauémy.com’ ae 158290 a ke vuIndia’s No. 1 Forecasting IES Academy Chapter 1 List-I List A. Line Balancing 1. Value analysis B. Product Development 2. Exponential smoothing C. Forecasting 3. Control chart D. Quality Control 4. Selective control 5. Rank position matrix Codes: A B Cc D A B Cc D (a) 2 1 4 3 (b) 5 3 2 1 © 2 3 4 1 qd) 5 1 2 3 1ES-22. TKS-23. ~ TES-24. 1ES-25. For a product, the forecast for the month of January was 500 units. The actual demand turned out to be 450 units. at is the forecast for the month of February using exponentiak smoothing method with a smoothing coefficient = 0.17 ee (TES-2005] (a) 455 (b) 495, © 590, gi @ 545 Which of the following is the mongers oftordeast error? — {IES-2009] (a) Mean absolute deviation ()Reitdvatue (© Moving average QS fluctuation Which of the following is ¢ characteristic of exponential smoothing method of forecasting? [IES-2010} (a) This represents a Weighted average of the past observations. (b) All observations are assigned equal weight age. (©) If smoothing coefficient is 1 then the latest forecast would be equal to previous pgfiod actual demand. (@) The techniguetis not simple as compared to moving average method In exponential smoothing method of forecasting the forecast for higher values of the smoothing constant {0ES-2010} (a) Will.be more sensitive to forecast of the previous period (b) Will’be more sensitive to changing patterns in demand (©) Will not be affected by the forecast of the previous period (@) Will not be affected by the changing patterns in demand ‘Student's Notes- www.iesacademy.com Email: iesacademy@yahoo.com Page-10rd = SEO NPTRRRBNEL A as Forecasting Chapter 1 A dealer for washing machines forecasts the demand at the rate of- 600 units per month, for the next four months. The actual demand is found to be 500, 680, 800 and 900 units. The mean absolute deviation + (MAD) and the BIAS are found to be [ES-2010} * (a) 170 and ~ 120 (b) — 120 and 170 (©) 340 and ~ 240 (@) ~ 240 and 340 For sales forecasting, pooling ef expert opinions is made use of in (a) Statistical correlation () Delphi technique, HAS-1996] (©) Moving average method (@) Exponential sniggthing “ak To meet shori range changes in demand of aprodugh which of the following strategies can be considered? [AS-2004) 1. Overtime %Subcontrat ng “ 3. Building up inventory 4, Newinvestments } Select the correct answer from the codés given below: , (@) 1, 2and3 @)PBand 4 , (©) 2and3 ® (@) Land 2 L 7 Student's Notes- ® — www.iesacademy 5 I: iesacademy@yahoo.com Page-11India’s No. 1 Forecasting IES Academy Chapter 1 GATE-L. Ans. (d) Moving, average, Exponential moving »verage is used for short range. Regression is used for short and medium range. Delphi is used for long range forecasting GATE-2. Ans. (a) GATE-3. Ans. (a) GATE-4. Ans. (a) GATE-5. Ans. (d) d,,=12000, F,, =10275, F, According to single exponential smoothing method, d_, + (1a) F,., = 0.25% 12000 + 0.75 x 10275*=16708.20 . Ans. (c) Using simple exponential smoothing, new forecd8t =:Old forecast + a tual ~ old forecast) and forecast using a, three period moving average = (880 + 870 + 890)/3 and equate. Ans, (c) Use new forecast = old forecast + @ (actual demand - old forecast) GATE-8. Ans. (b) Let expected number of sales in the next month = ur u, = 4s, ta(t-a)s,_,+a(1 28) Rpt (1-2) 5,5 . where s,= sales for the t period and sb on. . => uy =04 + 0.40.6 «82+ 0:4 «(0.6)' 68 +0.4 x(0.6)' 70 = 73: GATE-9 Ans. (b) Period 14.0 15.00 16.000 x, 100.0 100.00 100.000 Rg 75.0 87.50 93.750 ‘ 25.0 12.50 6.250 12.5 6.25 3.126 87.5 93.75 96.875 625 156.25 39,0625 820.31 Mean squared error, MSE GATE-10. Ans. (d) GATE-11. Ans. (a) Sum of absolute deviation = (Di - Fi) + (Dz — Fa) + (Da ~ Fs) + (D4 Fs) + Ds — Ps) = (10 ~ 6.9 ~ 2.9x1) + (13 ~ 6.9 ~ 2.9x2) + (15 — 6.9 — 2.93) + " Previous 20-Years IES Answers IES-1. Ans. (c) i : ' iage. | Forecasting Chapter 1 9. Ans. (d) Correlation and Regression method is used for short and medium range forecasting. () . (a) - (a) 3. (b) . (c) Sale forecasting should not be influenced by the random variations in demand. TES-8. Ans. (d) TES-9. Ans. (c) TES-10. Ans. (2) IBS-11. Ans. (c) TES-12. Ans. (d) 96 YES-13. Ans. (b) F,= ad, +(1-a) F, = (0.2)(480) + (0.8)500 = £6 +490 = 4 a IES-14. Ans. (b) @=0.2, Dyiyoy =20 Units — Dygay = Dy 26 Fie = 20units Pye = 20 Fag = 24h Fay = Frgea = @* Dy, +(L- 2) Fite =0.2420+0.8%20' Fay 22% Dyygy #(1- 2) Bigg 0.2% 25 +0820 =21 P, +0.8%21=22units TES-15. Ans. (c) New forecast * Duy, + (1- a) Fygy = 0.2 2 Id forecast-+ afactital— old forecast) —* . 78 + 0.2 (13 - 789277 : TES-16. Ans. (a) D=59 units, F =64units;:@=0.3 's figure) +(1~c) {vid forecast) New forecast =a «(latest = 0.359 + (1-0.3)x64 =62.5 IES-17. Ans. (c) 1 is false; Exponential smoothing is a modification of weightage moving average method. "} TES-18. Ans. (c) F,,, = ad, (1a) Forecast for (n +1)" period = 490 IES-19. Ans. (Jb) Higer the value of a-is more responsive & lower is most stable. TES-20. Ans. (d) TES-21, Ans. (a) IBS-22. Ans. (b) F, =aD,., +(1-@) F,, =0.1%450+(1-0.1)x 500 = 495 units IBS-23. Ans. (a) IES-24. Ans. (b) TES-25. Ans. (b) IES-26. Ans. (a) = (0.2)(450) + (1-0.2)500 = 90 + 400 = 490 Sy ZI -Fl 90.60. 2006300 _ Exp. MAD n _Page-13 25, I" Floor, Jia Sara, Near HT. New Delhi 16 Ph: 011-26537570, 9810958290India’s No. 1 IES Academy Forecasting 100 807200 +300 99 IAS-1. Ans. (b) IAS-2. Ans. (b) Chapter 1 —_——————— Emai www iesacademy.com sacademy@yahoo.com 25, I" Floor, Jia Sarai, Near IIT. New Dethi-16 Ph: 011-26537570, 9810958290 Page-14eee me me re erste 8m emma emcees Forecasting [India’s No. 1 1IES Academy Conventional Question {ESE-2001} Demand for a certain item has been as shown below: ‘The forecast for April was 100 units with a smoothing constant of 0.20 and using first order exponential smoothing what is the July forecast? What do you think about a 0.20 smoothing constant? Time Actual Demand April 200 May 50 dune Wo A. to] ‘4 ee Using exponential smoothing average: pm, a, > Fapay = 2% Dyyyy +1) Fy = 0.2% 200 + (10.2) 10055 120 Fuge = &* Diy, + (ice) Fyy, = 0.250 + (1 =.2) x 1G0 #106 =x yy. + (1-2) Fuge = 0.2% 150 + 0.8106 = 114.8 =115 Pau Conventional Question [GATE-2000] In a time series forecasting 15 18 and 22. A linear regi is the forecast for period t. The sum of absolute deviati>n for the five jodel, the demand for five time periods was 10, 18, on fit results in as equation F = 6.9 + 2.9 t whi Solution: Sum of absolute deviation = (Di~ Fi) + (Di- Fi) + (Da Fi) + (Dy - Fi) + (Ds— Fo) (10+ 6.9 = 2.91) + (13 - 6.9 — 2.92) + (15 ~ 6.9 - 2.93) +18 -6.9 2.92.94) + (22-6,9-2. = 0.240.340.6405 +0.6=22 ————— eee 3 Page-15[2] Routing & Scheduling Pe rhedifiat’a clancetker teS/eame, PSU) Routing Routing includes the planning of: what work shall be done on the material to produce the product or part, where and by whora the work shall be done. It also includes the determination of path that the work shall follow and the necessary sequence cf operations which must be done on the material to make the product. Routing procedure consist of the following steps: ‘The finished product is analysed thoroughly from the manufacturing stand point, including the determination of compcnents if it is an assembly product. Such an aualysis must include: (i) Material or parts needed Gj) Whether the parts are to be manufactured, are to be found in stores (either as rayy'materials or :worked materials), or whether tMey are-to be purchased. (iii) Quantity of materials needed for each part and for the entire order. The following activities are to be performed in a particular sequence for routing a product 1. Analysis of the product and breaking it down into components. 2. ‘Taking makes or buys decisions. 3. Determination of operations and processing time requirement. 1. Determination of the lot size. Scheduling Introduction Scheduling is used to allocate resources over time to accomplish specific tasks. It should take account of technical requirement of task, available capacity and forecasted demand. F needed. The output-plan should be translated into operations, timing and schedule on the recasted demand determines plan for the output, which tells us when products are shop-floor. This involves leading, sequencing, detailed scheduling, expediting and input/output control, www.iesacademy.com Page-17India’s No. 1 Routing, Scheduling, etc. IES Academy Chapter 2 Aggregate Output Master Production loaning Schedule ‘Agaregate Capacity Detailed Capacity Planning Planning ——— erapacity Paring —————. Loading Sequencing j—{ Demiled Scheduling Expediting oF cas Follosmup << shop Floor Coetro) ———____—> ft ‘Sbortterm Capacky a) The Plan’ g and Scheduling Function Loading ‘The customer order for each job ha’ certain job contents, which need to be perfSrmed on various work centers or facilities. Buring each planning period, jobs orders are assigned on facilities. This ultimately determines the work-load or jobs to be perforn period. in a plarsed jobs to each operational fa period own as loadi Sequencing When number of jos ave waiting in queue before an operational facility (such as, a milling machine), there is a need to decide the sequence of processing all the waiting jobs Sequencing is basically an order in which the jobs, waiting before an operational facility, ate processed. For this, priority rule, processing time, otc., are needed The decision regarding order in which jobs-in-waiting are processed on an operational facility or work-centre is called as sequencing. Detailed Scheduling Once the priority rule of job sequencing is known, we ean sequence the jobs in a particular order. This order would determine which job is done first, then which the next one is and www.iesacademy.com iesacadomy@yanoo.com Page-18 25, 1" Floor, Jia Sarai, Near IT. New Dethi-16 Ph: 011-26537570, 9810958290 Th wwen d Routing, Scheduling, etc. Chapter 2 done. This aspect is covered in detailed scheduling. In this, estimates are prepared ardiny setup and processing time at which a job is due to start and finish. Detailed nize job, worker, machine, tools, material, etc. at the coke es the formation of starting and finishing time Il jobs at each operational fac Expediting Once the detailed schedule is operationalized, we need to keep a watch over the progress in the shop-floor. This is necessary co avoid a deviation from the, sthedule. In case of deviation from the schedule, the causes of deviation are immediate], attended to. For example, s.achine breakdown, 00 availability of a tool, etc., cause disruption in schedule Thereioze, continuous follow up or expediting 1s needud to overcome, the deviations from Expediting or follow-up invol» cking of the job’s progress and if there is a deviation from the detailed schedule. The objective of expediting is to complete the jobs as per the detailed schedule and overcome any special case"cnusing delay, failure, break-down, non-availability of taking specific action material and disruption of detailed schedule. Short-term Capacity (Input-output) Contre! Schedules are made so,that jobs are completed at a specific time on every facility. For this, each facility has ¢értain capacity to perform. In real situation, the utilization of the | capacity of each, facility may he different from the planned one. This difference should be monitored carefully because under-utilization of capacity means waste resource and over- utilization may cause disruption, failure, delays, or even breakdown. Therefore. in caze of © discrepancy in input and output of the capacities, some adjustments in schedule are needed Short-term capacity control involves monitoring of deviation between actual and | ned utilization of the capacity of an operational facility. There are two types of schedules used: Master Schedules and Shop or Production Schedule, Master schedule: The first step in scheduling is to prepare the Master Schedule, A master schedule specifies the product to be manufactured, the quality to be produced and the delivery date to the customer. It also indicates the re! importance or manufacturing orders. The scheduling periods used in the mas| schedule are usually months. Whenever a new order is received. it is scheduled on www.iesacademy.comIndia’s No. L Routing, Scheduling, etc. IES Academy Chapter 2 the master schedule taking into account the production capacity of the plant. Based on the master schedule, individual components and sub-assemblies that make up each product are planned: () Orders are placed for purchasing raw materials to manufacture the various components, (ii) Orders are placed for purchasing components from outside vendors. (iii) Shop or production schedules are prepared for parts to be manufactured within the plant. tives of master schedule are: 1. It helps in keeping a running total of the production requirements. 2. With its help, the production manager cen plan in advance for any necessity of shifting from one product to another or for a possible overall jnétgase or decrease in production requirements “aah 3. It provides the necessary data for caleulating the back log @f.work or load ahead of each major machine, * 4, After an order is placed in the master schedule, the customer can be supplied with probable or definite date of delivery. 2. Shop or production schedule: After preparing the master schedule, the next step is to prepare shop or production schedule. This includes the department machine and labour- oad schedules, and the start dates and;fiflish dates for the various components to be manufactured within the plant. A scheduling clerk does this job so thatvall processing and shipping requirements are relatively met. For this, the,following are the major considerations to be taken case of: (i) Due date of thé order. (ii) Whether anid WhE#e The machine and labour capacity are available. (iy Retativaturgeney ofthe order with respect to the other orders Objectives of Prodyction Schedule: 1, It meets the onthyt goals of the master schedule and fulfils delivery promises 2. It keeps a constant supply of work ahead of each machine 3. It puts manufacturing orders in the shortest possible time consistent with economy. The Scheduling Problem List Scheduling Algorithms ‘This class of algorithms arranges jobs on a list according to some rule. The next job on the list is then assigned to the first available machine Random List ‘This list is made according to a random permutation. wwwiesacademy.com ‘25, I" Floor, Jia Sarai, Near IIT. New Dethi-16 Ph: 011. — 9810958290 ser ae irus “hin of, ein of vot Routing, Scheduling, ete. Chapter 2 bis S oithm i ' heuristic used for finding the minimum make span of a schedule. Te fedules the longest jobs first so that no one large job will "stick out" at the end of the Gheduie and drainatically lengthen the completion time of the last job. Shortest Processing Time (SPT) ‘Phe shortest processing time rule orders the jobs in the order of increasing processing times. Whenever a machine is free, the shortest job veady at the time wil! begin processing. This algorithm is optimal for finding the minimum total completion time and weighted completion time. In the single machine environment with ready time at 0 for all jobs, this algorithm 18 optimal in minimizing the mean flow time, minimizing the mean rnuniber of jobs in the system, minimizing the mean waiting time of'the\jobs from the time of arrival to the start of processing, minimizing the maximum waiting'time and the mean laieness Weighted Shortest Processing Time (WSPT) The weighted shortest processing time rule is a variation of the SPT rule. Let t{i] and »{i] denote the processing time and the weight associated with the job to be done in the sequence ordered by the WSPT rule. WSPT»saquences jobs such that the following inequality holds, : Whol) = Yel} Psi. = ryt) In the single machine environment with ready time set at 0 ‘ur all jobs, the WSPT minimizes the weighted mean flow time. Earliest Due Date (EDD) In the single machine environment with ready time set at 0 for all jobs, the earliest due dats rule orders the sequence of jobs to be done from the job with the earliest due date to the job with the latest due date. Let dli] denote the due date of the ith job in the ordered sequence . EDD sequences jobs such that the following inequality holds, d{l] = df2] = ...d{n) EDD. in the above setting, finds the optimal schedule when one wants to minimize the maximum lateness, or to minimize the maximum tardiness. Minimum Slack Time (MST) ‘The minimum slack time rule measures the “urgency” of a job by its slack time. Let di] and ¢{i] denote the due date and the processing time associated with the i job to be done in the ordered sequence. MST sequences jobs such that the foliowing inequality holds, af} = 01] = ala} - =. & d[n}— tn] = In the single machine environment with ready time set at 0, MST maximizes the minimum lateness.Routing, Scheduling, ete. Chapter 2 Other Algorithms Hodgson's Algorithm Hodgson's Algorithm minimizes the number of tacdy jobs in the single machine environment with ready time equal to zero. Let E denote the set of early jobs and L denote the set of late jobs. Initially, all jobs are in set E and set L is empty, Step 1: Order all jobs in the set E using EDD rule Step 2: If no jobs in £ are late, stop; E must be optimal. Otherwise, find the first late job in E. Let this first late job be the k* job in set E, job [k] Step 3: Out of the first k jobs, find the longest job. Remove this job from # and put it in L. Return to step 2 Scheduling of nm Jobs on One Machine (n/1 Schedulinéh ‘There are five jobs in waiting for getting processed on a maghin®tTheir sequence of arrival, processing time and due-date are given in the table below: Schedule the jobs using FCFS, SPT. D Date, LCFS, Random, and STR rules. Compare tharestiltss® oe ee Processing Due Date \ Time (Days) (ie, Days From Now) | n 2 B 4 ss Solution: (i) PCFS (First-come-first-serve) Rule In this. che job, which arrives first, is scheduled first. Then the next arrived job is scheduled. and soon. Job Arrival Processing Due Date (Days Lateness of Job = in Sequence) | Time (Days) (Fd) if E>, 0 ‘) 5, Otherwise Zero ¢ i ll 1 7 } aes H a3 943-1 | 44 +7219 ° ° 2 4 ° 4s 19+2=21 8 ‘Total flow time = 4 +9 + 12 + 19 + 21=65 days Total flow time Number of jobs Total lateness of job = 0+2+4+9 + 18 = 33 days Mean flow time = Average latenes: Page-22‘ine we in vate win 2 of wang & in é a i g : as E % ees {REPRE 7 Routing, Scheduling, ete. Chapter 2 ‘Aiy SPT (Shortest Processing Time) Rule or SOT (Shortest Operation Time) Rule {his rule gives highest priority to that job, which has shortest processing time. This “approach gives following sequence of jobs for the given problem: encessing Due-date (Day: From Hence) Lateness of Job = (Fd) it Fd, Otherwise Zero Job Sequence | Time (Days) _w () 0 ° 9-6 (iii) Earliest D-Date (Due-date) Rule ‘This rule gives highest priority to the job having earliest due-date: ob Processing Due-date (Days Sequence | Time (Days) From Hence) ; 2» i 2 ° i Lateness of Joh 1, = (Fd) it F,> d, Otherwise Equal io Zero 4 ° ue? 4-866 -10=n 4 Total flow time = 246+ 11+ 14 +21 =54 days Mean flow time = a 10.8 days ‘Total lateness of job = 0 + 0+ 4 +6 + 11=21 days Average lateness of job = 22 = 4.2 days. ) LCFS (Last-come-first-serve) Rule This rule gives highest priority to that job, which has arrived most recently. Most recent iob is the last arrived job. The scheduling of jobs on this rule is explained through the earlier example wwew.iesacademy.comIndia’s No. 1 Routing, Scheduling, ete. IES Academy Chapter 2 Processing Due-date (Days Flow Time Latoness of Job Tine (Days) From Hence) (Fd) if F,>d, », 4, Otherwise Equal to Zero 2 3 0 10 ° s sed W-T= 19 21-6=15 Mean flow time = 8! = i2.2 days 3 Total lateness of job = 4 + 10 + 15 = 29 days Average lateness of j () Random Schedule Rule ‘Take any job randomly. ‘Che rule gives priority of jobs in a random order. Let the random eo: JA > 13 > JL > SB > 2, 2 of job “Processing Due-date (Days? Fl Lateness of Job ime (Days) From Hence) 7 Fd) it F > d, @? () | Otherwise Equal to Zero 10 Ld ‘Total flow time = 7 + 10 + 14 + 16 + 21 = 68 days Mean flow time = > = 13.6 days Total lateness of job = 2+ 8 + 13 + 14 =37 days a7 Average lateness of job = 74 days. (vi) STR (Slack Time Remaining) Rule Ris calculated as the difference between the times remaining before the due-date minus remaining processing time. gi Sg ¥ 25, I Floor, Jia Sarai, Near IIT. New Deth saw.iesacademy.com Email: iesacademy@yahoo.com 16 Ph: -conapamemesonnteRouting, Scheduling, etc. Chapter 2 Frewving | Deen (Days | Firw Tine | taweow ef 00 sce | vimetOap) | ‘Frama ‘oars ey Mend, ‘0 h (spp lever en tn oT 6 Deans » ‘Tetal flow time = 2 +6 + 11+ 18 + 21=58 days 58 Mean flow tims 11.6 days : ‘Total lateness of job = 4 +8 + 13 = 25 days i Average lateness of job = fom . on | | Average Time to Average ae Complete Jobs (Days) Lateness oven ts 5 66 | s a 2 | a | a | é It is observed that SPT sequencing rule (for single machine and many jobs) performs better than other rules in minimizing total flow time, average flow time, and average lateness of Jobs. It may be noted that this observation is valid for any “n job- one machine” (n/1) | scheduling problem. i q 4 www iesacademy.com jesacademy@yahoo. com gsIndia’s No. 1 Routing, Scheduling, etc IES Academy Chapter 2 Johnson’s Rule Flow Shop Scheduling (n jobs, m machines) n Jobs Bank of M Machines (Series) | ) Flow shop with wo machines in series with dnlimited storage in between the two machines > There are n jobs ind the processing time of job j on machine | is p: and the processing rat time on machine = is ps the rule that minimizés the make spen is commonly referred to as ° Johnson's rule. ee ) Algorithm of Johnson’s Rule } 1. Identify the job with the smallest processing time (on either machine). 5 2. If the smallest processing time involves Machine 1, schedule the job at the beginning of the schedule. : Machine 2, schediilé the job toward the end of the schedule 3. If there is some unscheduled job, go to 1 otherwise stop. Johnson’s Rule Steps 25, 1” Floor, Jia Sarai, Near IIT. New Dethi-16 Ph: O11. TessT7e! 9810958290i ' i ane Aah mc India’s No. 1 Routing, Scheduling, etc. IES Academy Johnson's Algorithm for 3 Machines ‘At first we have to convert it equivalent two-machine problem Solving an equivalent two-machine problem with processing times: Chapter 2 put py and — p'y= py + ps P's ‘Then apply the above rules to p's and p's Example: Jos] 1 2 3 4] 5 7 4 4 | | 6 | 2 ie 1 4 [10 | 3 Apply Algorithm of Johnson's rule easily find the sequence Ans. 5-1-4-3-2 Analysis of Result Machine 1 Machine 2 — Time in 0 ing on M1 is over only after 1 min, sing time for J6 on Mz is 1 min and its proce ‘Therefore, only after 1 min, next job J1 will start on Mi and J6 will go on Me. ** Job3 will start on Me only after 35 min as it’s out-time on M: is 35 min. In all other cases, the jobs are waiting to be loaded on Me (except J6 and J3). (a) Idle time for machine 1 = (Total elapsed time) ~ (Total busy time for machine 1) =7-¥ | = 86-35 =1 min (b) Idle time for machine 2= T-)'t, =36-(5+8+14+346+ 10) =36~-33=3 min. — i "yahoo. Page-27India’s No. 1 Routing, Scheduling, ete. IES Academy Chapter 2 6] 31 2 JS a4 3B Ml 36 n 2 1s a Bal oS 6 ODS 85086 Time —> Scheduting of Six Jobs on 2 Machine \ Process n-Jobs on 3 Machines (ni3 ‘Probiem) and § Jackson Algorithm For a special n jobs and 3 n problem, Jackson provided an extension of Johnsen's algorithm. For this, let ty be thy svocessing time of job i on machine j, Here, i= 1,2, ... n, and j= 1.2.3 At lease one of the following conilitions must be satisfied before we can use this algorithm: @ Minimum (1) 2 Maximum {te} te Gi) Minimum {2} > Maximum {te} Step 1 Take two hypothetical machines i and 8. The processing time on R and S is calculated as follows Step 2 Use Johnson's algorithm to schedule jobs on machines R and S with tp and ts Example: Six jobs are to be processed on three machines. The processing time is as follows. Find the optimal schedule so that the total elapsed time is minimized. www.iesacadeniy.coni * Email: iesacademy@yaho See 25, 1" Floor, Jia Sarai, Near IT. New Delhi-I6 Ph: 011-265. 37570, 9810958290 > 9 i]Min {ta} = 1 Max {ta} = 6 Min {ts} = 6 Now, since Min {ta} 2 Max {tu} algorithm may be used. and, Mia {ti} = Max Routing, Scheduling, etc. Chapter 2 Now, let us frame two hypothetical machines R and S on which the processing times are: Using Johnson's algorithm the optimurn sequence for, two machines R and S and six jobs is: The time calculations are as follows: Time out Time out Calculation of Machine Idle Time: Idle time for machine 1(h) = 47 — 25 = 22 min. Idle time for machine 2(M2) = (2-0) + (6 ~ 5) + (15 — 13) + (25 ~ 21) + (47-27) +14244420 Idle time for machine 3(Ms) = (3 ~ 0) = 3 min, 19 min. {ewiesacademy.com Email: iesacademy@yahoo.com Sa aorIndi Routing, Scheduling, etc. IES Academy Chapter 2 ; IS M4 3 " 7 hun 2306 10 Is a as 1 we fu " a | 2 T 5 oD Le lee Tan ‘Vime (in minutes) > Gantt Chart for »Problems Processing cf 2 Jobs on m Machine (2/m) Problem Let there be two jobs: J1 and J2. Each job is to be procé&sed on m machines: Mi, Me... Mo There are two different sequences, one each for each job. Tt is not permissible to have alternative sequences. Only one job can be performed at a time og the two machines. The processing time is known and is deterministic. The problem is to-find the sequence of prod he total elapsed time in the system. s ing so as to mini: Technique: Graphical method is used'to solve this problem. It can be illustrated with an example. Example: Two jobs J1 and J2 are:t6 be processed on five machines Mi, processing time and job sequences are as follows: fob 1 Machine Sequence | M, M, M, M, M, Processing Time 2 5 6 6 7 Job 2 Machine Sequence | _M, —_M, M, OM, M, Processing Time | 5 6 4 3 7 Find the total minimum elapsed time asing graphical approach. Solution: Step 1: Ona graph paper, represent processing times of jobs J1 and J2 on X and Y-axes, respectively www.iesacademy.com..... Email: iesacademy@yahoo.com Fage-30 25, I" Floor, Jia Sarai, Near IIT. New Dethi-16 Ph:Routing, Scheduling, ete. Academy Chapter 2 For every point of new machine on X- and Y-axes, draw vertical/horizontal lines. Shade the common ara for each machines (Fig. below). Start from origin. Mrw a line in phases of diagonally (at 45°), horizontally and vertically. The only condition to be avoided is to cross a shaded area by the diagonal line. The line moving horicontally (.e, along job 1) means that J1 is processed and J2 is idle; while line moving vertically means that J2 is processed and J1 is idle. A diagonal line means that both J and J2 sve processed The shaded portion is avoided to be crossed by diagonal line, because at any time both JI and J2 cannot be processed on the same machine. Step 5: Note the idle time fi each job from graph. Calculation of Elapsed Time Blapsed time = Processing time + Idle Time For Job 1: Elapsed time = (2 +5 + 6 + 6+ 7) + (5) 6 +E =i min. For Job 2: Elapsed time = (5.66 +1 +34+7)+(843) =25+0=31 min, de Tine ori baled i ale me las al Graphical Solution of (2/5) Problem Example: Use Hodgson's algorithm to schedule five jobs for which the processing time (ti) and due-date (dj) are as follows: ' 2 3 4 5 4 3 3 1 6 2 4, 3 8 10 2 5 S www.iesacademy.com a eeIndia’s No. 1 Routing, Scheduling, ete. IES Academy Solution: Using EDD Rule [ Task 1 2 3 4 3 | « (Giveny 5 3 1 6 2 o+syas [israies] eeiye9 | Gree13_| (150217 10 2 is 7-152 Processing time of ith job Completion time of ith job Due date of ith jab (sR Lateness of ith job Steps: Higden Algorithm (step explained below). wt Step 1: Identify first job which is late = 4% job. " Step 2: Form a string of jobs into first late job. . ) &- String of jobs . Processing time : 2 Step 3: Identify in this string the job of maximum processing time = Job 4 with maximum Processing time = job 4 1 Step 4: Remove this job from string of jobs and put in the new late job in the string and = a tod, repeat Steps 1, Given) G , (Given) L,= (C4). if positive, or = 0; if negative ' Step 5: Since at this stage there is no late job, we will stop. '25, 1" Floor, Jia Sarai, Near IIT. New Dethi-16 Ph: 011-26537570. 9810958700Routing, Scheduling, etc. Chapter 2 ; Time on Machine B eh : Solution: ng Johnson's rule: 1. Select task with least’ processing time in the string of the given jobs. if it is on rl machine A, place at the left-end otherwise on right-end, 2. Remove that task from string and apply rule again. 3. Repeat steps 1'— 2 till all jobs are over. Sequencing is as follows as per Johnson's rule: # Job/Task > 6 4 1 2 5 | 3 ] J ' GANTT CHART MC on ‘ fe + Time (Days) —> tte EE: he 7 sep fe uc {_s are ae ae) o het a Time (Days) —> 32 ademy@yahoo.com Gee aesNo. L Routing, Scheduling, etc. Chapter 2 Example: Use Jackson's Extension of Johnson's Ruie to schedule five jobs on three machines. Processing ‘Time MIC B 7 a Solution: Pp oa e%, num précessiy Since machine B is dominated by machine A: as maxi machine B (6) js less than or equal to the minimum processing tiiae, on 6). Hence, above problem is converted to fit into 2 machine n job as follows: Processing Tic MIC 1 (A+B) MIC 11 (B+C) 8 6 . . 2 . 15 18 10 on, Megat Using Johnson's ruleé the optimal sequence is: 4iob—> | 4 | 1 3 2 5 “ GANTT CHART we Vine —> we BF 1 ® 7 Vyime >, we | cf www.iesacademy.com Ae ae geese a SSSR Reo 8 Ge 23, I" Floor, Jia Sarai, Near iIT. New Dethi-16 Ph: 11-2653 7570, 9810958290Routing, Scheduling, ete. Chapter 2 fating the job to work centres is referred to as "Machine Loading", while allocation of ito the entire shop is called "Shop Loading’. The production planners can safeguard the st through the use of a machine loading system. Machine of manpower iction schedule and unit « Toading is an important tool of management of securing the most efficient us and equipment. The load capacity of a machine may be expressed in terms of pieces for a given length of time or in time for a given number of pieces. In either case, the capacity tandard time values of the operations performed may be determined vezy readily from the yy the machine. A machine load chart is a chart for showing the work ahead for varicus machines and processes. A typical machine load chart is shown in figure. Here, thedoad is expressed in terms of the number of hours for a giver. number of pieces. Such achat is known as ‘Bar Chart’ or ‘Gantt Chart’. A bar represents a task. It is shown-along the horizontal axis which indicates time scale. retina | a tne FP THeD ehtee 5 200 : : — 7 280 2 80 3 120 A Typical Machine Load Chart Despatching After the schedule has been completed, the production planning and contro! department. makes a master manufacturing order with complete information including routing, the desired completion dates within each department or on each machine and the engineering drawings. From this master manufacturing order, departmental manufacturing orders can. be made up giving only the information necessary for each individual foreman Email: jesacademy@yahoo.com 255i risorelus Sarat venrTTiNes DeneiéiParelraesazs7oNeniposnzo0!India’s No. 1 Routing, Scheduling, etc. IES Academy Chapter 2 ‘These include inspection tickets and authorization to move the work from one department, next when each department's work ix completed. When a foreman of a particular toth department receives the manufacturing order, he is authorized to begin production in his department. The despatching of these orders anc instructions at the proper time to the proper people is usually done by a person know as “Despatcher”. So, “Despatcher” function consists of issuing the orders and instruction which sets production in "motion in accordance with production schedules and routings. This function is purely a clerical function and requires voluminous raper work, Duties of a Despatcher 1. Initiate the work by issuing the current work order instructions and drawings to the different production departments, work stations, machine operators or foremen. The various documents despatched include: detailed machine schedules, route sheets, operations sheets, materials requisition forms, machine loddidg cards, move or material ticket and inspection ticket plus work order se {Note: It is not raw materia! itis material from store] 3. Release production tooling. that is. all tools, jigs, fixtiives and gauges fur each operation before operation is started. 1. Keep a record of the starting and completion date of each operation. 5, Getting reports back from the men when tirey finish the jobs. Works order documents. The usual formats of various works order documents used by the despatcher are the route sheet (card), operation sheet and machine loading chart. Work order Machine load chart’ Material requisitien form fbut not raw material} Move ticket "°°" 5. Inspection ticket - The term "despatching"is“not much heard. in decentralized control where the foreman passes out the jobs, it/is used mainly with centralized control where the production control's branch offied (despatch office) in each department tells men what jobs to work on. In this system, one shop order copy, known as "traveller", circulates through the shop with the parts. Product Development What is Product Development? Product development is the process of designing, creating, and marketing an idea or product. The product can either be one that is new to the market place or one that is new to your particular company, or, an existing product that has been improved. In many 1 product will be labelled new and improved when substantial changes have instanc been made. il: iesacademy@yahoo.com meee si Floor, Jia Sarai, Near UT. New Delhi. 3 —India’s No. 1 Routing, Scheduling, etc. r2 IES Academy it The Product Development Process ular his All product development goes through a similar planning process. Although the process is the a continuous one, it is crucial that companies stand back after each step and evaluate whether the new product is worth the investment to continue. That evaluation should be ats based on a specific set of objective criteria, not someone's gut feeling. Even if the product is tion wonderful, if no one buys it the company will not make a profit. Brainstorming and developing a concept is the first step in product development. Once an idea is generated, it is important to determine whether there is a market for the product, whai the target market is, and whether the idea will be profitable, as well as whether it is ao feasible from an engineering and financiai standpoint. Once the product is determined to be feasible, the idea or concept is tested on a small sample of c ots, market to see what their reactions are. mnIndia’s No. | IES Academy Scheduling GATE-1. Prod farnil s that uses data from (a) Engineering drawings (©) Bill of materials Routing, Scheduling, ete. (b) Production (@) Route sheets |“ edule The Scheduling Problem and Johngon’s Rule manufacturiag — shop processes sheet metal jobs, wherein each job must pass through two machines (Mi and My, in that order). The processing tifne (in hours) or these jobs is: fa) 120 (b) 115, Common Data Q3 and.Q4: ction flow analysis (PFA) is a method of identifying part IGATE-2001) — 1 f Jobs Machine 4 sens tele[r[s| tly mi__{15[32| 3 [27] 21 [16] | m2_| 6 [i9} 1320] sa{ 7 | eptimal make-span (in hours) of the shop is: [cat Four jobs are to be processed on a machine as per data listed in the table. Joh Processing time / | tin days) C 6 9 19 ‘Student's Notes- www.iesacademy.com “esu Tndia’s No. 1 Routing, Scheduling, etc. JES Academy Chapter 2 GATE-3. If the Earliést Due-date (END) rule is used to sequence the jobs, the number of jobs delayed is: [GATE-2010} @1 @)2 ©3 @4 GATE-4. Using the Shortest Processing Time (SPT) rule, total tardiness is: 0 2 6 @s IGATE-2010} Years IES: -Questic ni: aie ‘Previous 2 ) Routing 1S. Routing in production pl» {a) Balancing of load on m2 (b) Authorization of work to be performed ~e.%, (© Progress of work performed (@) Sequence of operations to be performed” anning and control eters to the ES-2000) 416 IES-2. ‘The routing function in a production system design is conctrned | with. * [ES-1996 +} | (@) Manpower utilization a (©) Machine utilization 2006] F (© Quality assuraneé 6f the product f (a) Optimizing material flow through the plant ‘v10) i t 1ES-3. Consider’ the following statements: {ES 2007} i Scheduling } i 1. Isa général timetable of manufacturing | 2. Is'the time phase of loading } 3. Is ISading all the work in process on f 4. Machines according to their capacity i Which of the statements given above are correct? (@) 1, 2and3 (b) Land 2 only (©) 2and 3 only (@) Land 3 only | Student's Notes- _ i | i 3B iesacademy@yahoo.com Page-39 .India’s No. L Routing, Scheduling, etc. IES Academy Chapter 2 TES-4, Consider the following statements: [ES.2004] 1. Preparation of master production schedule is an iterative process 2, Schedule charts are made with respect to jabs while load charts are made with respect to machines }. MRP is done before master production scheduling Which of the statements given above are correct? () 1, 2and3 (b) Land 2 (© 2and 3 (@) Land IES. Which of the following factors are to be considered for production scheduling? (ES-1995] 1. Sales forecast 2. Component design 3. Route sheet 4. Time standards Select the correct answer using the codes given below: () 1 2and 3 (b) 1, 2and 4 ©1Band4 ¢ — @2, Banda IES-6. Assertion (A): Planning and echeduiing of job Orde manufacturing differ from planning and scheduling “6£_ mass production manufacturing. eg HES. 1994) Reason (R): In mass production manufacturihg, a large variety of products are manufactured in large quantity. (a) Both A and R are individually true and R is.the correct explanation of A (b) Both A and R are individually trie but K is not the correct explanation of A (©) Ais true but Ris false (@) Ais false but Ris trtie : IES-7. Production scheduling is simpler, and high volume of output and high labour efficiency are achieved in the case of: MES-1993] (a) Fixed position layout (b) Process layout (©) Product layout (@) A combination of line and process : layout ° IES-8. A manufacturer's master product schedule of a product is given below: [ES-1999] Period Planned: Week:l — Week-2_— Week-3 Planned Production: 50 100 100 Week-4 — Weck-5 — Week-6 100 150 50 Each product requires a purchased component A in its sub- assembly. Before the start of week-l, there are 460 components of type A in stock. The lead time to procure this component is 2 weeks and the order quantity is 400. Number of components A per product is only one. The manufacturer should place the order for 4 ‘Student's Notes- Wwww.iesacademy.com Email: iesacademy@yahoo.com Page-40 ilepiiees, tae Be 25, 1" Floor, Jia Sare aa Si eae aes ‘Near IIT. New Dethi-16 Ph: 011-26537570. 9810958290srocess, charts wad 3 ~ 1995) tetion 1994] y of fa ration and 1993] ores en 999] sub- sf eks | ce enna India’s No. | JES Academy Routing, Scheduling, etc. Chapter 2 (2) 400 components in week-1 (b) 400 components in week-3 (©) 200 components in week-1 and 200 components in week-3 (a) 400 components in week-5 Machine Loading IES-9. IES-10. nultaneously, information UES-1995) Wich one of the following charts gives about the progress of work and machine loading? (a) Process chart (b) Machine load chart (© Man-machine chart (@) Gantt chart Which one of the following is required for the preparation of the load chart machine? [(IES-1993] (a) Process chart (b) Sequencing objobston the machine (©) Route sheet of jobs (@) Schedule of jobs f6® the machine Despatching IES-11, IES-12. 1ES-13. Student's Despatching function of production planning and control refers to: (a) A dispatch of finished goods on order [HES-2001; IAS-1997, 1999] (b} Movement of in-process material from shop to shop (c) Authorizing a production work ofder to be launched (@) Dispatch of bills and invoiges to the customer Which one of the following’statements is not correct? _[[ES-2008] (a) Schedule chart shows the: processing of a job on various work centres against time (b) Load effart Shows thé processing of various jobs on a work centre against time, asst, (©) DiSpatghing is;the activity related with dispatching of goods to the customers’, (@ Routing 1s'the aciivity related with the 8 yeefimed on the job. we Which one of the following statements is correct in relation to production, planning and control? [ES-1999] (@) Expediting initiates the execution of production plans, dispatching maintains them and sees them through to their successful perations and their sequence to whereas completion Notes- www.iesacademy.com ig ETI "2S. I" Floor Jia Sarai Near HT. New Dethi.India’s No. 1 IES Academy IES-14. TES-15. IES-16. Product Development 1ES-17. 1ES-18. Routing, Scheduling, ete. (b) Dispatching initiates the execution of production plans, whereas completion (©) Both dispatching and expediting initi plans (@) Both dispatching and expediting maintain the production plans and see them through to their successful completion je the execution of production Consider the following statement [ES-1298] Dispatching 1. Is the action of operations planning and control 2. Releases work to the operating divisions. 3. Conveys instructions to the shop floor. Of these statement: (a) 1, Zand 3 are correct (b) 1 and 2 are corréet, fe) Zand 3 ave correct (a) 1 snd 3 are correct gE Which one of the following statements correedy defines the term ‘despatching”? tres2003) & (a) Maintaining the record of time of starting and completion of each & “’ operation () The appraisal and evaluation of human work in terms of time (©) Taking all such st&ps whigh are’ ineant to affect and implement the, { programme of production according to plans ’ (@) Moving the work after completion to the next process or machine on the route i In production. planning and control, the document which authorizes the start of an operation on the shop floor is the HES-2001] (a) Dispatch order (b) Route plan (c) Loading chart (@) Schedule ‘The value engineering technique in which experts of the same rank assemble for product development is called {1ES-1993} (a) Delphi (b) Brain storming (©) Morphological analysis (a) Direct expert comparison Which one of the following is the preferred logical sequence in the development of a new product? {1ES-2002] Student's Notes- woes °25, 1" Floor, Jia Sarai, Near IIT. New Delhi-16 Ph: 011-26537570, 9810958290 academy.com Email sacadémy@yahoo.com eee Seascer 2 lereas cessful "tetion d see ‘9981 BS-20. vorm, 2003] each, IAS-1. IAS-2. ae Routing ¢ Routing, Scheduling, ete. Chapter 2 (a) Technical feasibility, social acceptability and economic viability (b) Social acceptability, economic viability and vechnical feasibility (© Economie viability, social acceptability and technical feasibility (@) Technical feasibility, economic viability and social acceptability Consider the following aspects: [ES-2009] 1. Functional 2, Operational 3. Aesthetic Which c¢ the above aspects is/are tc be anaiyzed in connection with the product development? (a) 1, 2and3 (b)land2only (©) 2and3only —(d) 3only [ES-2009] Consider the following statements: The immediate objective of a product is: 1. To simulate sales function 4 2. To utilize the existing equipment and powerg. \ \ 3. To monopolize the market Which of the above statements is/are corre, i. (a) 1,2and 3 (b)Land2only ©) brig iy @ (a) 3 only os Sars tAS Questions =~ The following actiyitiesware to be performed in a particular sequence for routing a’product [AS-1994] 1. Analysis of the product and breaking it down into components 2. Determifiation of the lot size 3. Determination of operations and processing time requirement 4. Taking makesjor buys decisions ‘The'correct sequence of these activities is (@) 1, 2,3, 4 )3,1,2,4 (©) 3,1,4,2 ()1,4,3,2 Scheduling Which of the following are the objectives of scheduling? [IAS-2007] 1, Reducing average waiting time of a batch 2. To meet the deadline of order fulfiliment To improve quality of products 302] Student's Notes- 8hIndia’s No. 1 Routing, Scheduling, etc. IES Academy Chapter 2 IAS-3. IAS-4. 1AS-6. IAS-7. 4. To increase facility utilization Select the correct answer using the code given below: (a) 1, 2and 4 ()2,3and4 (L2and3 — (d) Land 3only Which one of the following is the correct definition of critical ratio in scheduling? {1AS-2004] (a) Demand time/supply lead time (b) Supply lead time/demand time (© Demand time/manufacturing lead time (@) Manufacturing lead time/demand time Consider the following advantages: [:A5-2000] 1. Very flexible 2. Simple to understand 3. Detaiied operation can be visualized Which of these are the advantages of master scheduling? (a) Land 2 () Land 3 (© 2and 3° (@) 1, 2and 3 al, Activities invvived in production pianning and controi system are listed below: ee [1AS-1997] 1. Planning 2, Loading 3. Scheduling: 4. Despatching 5. Routing 6. Follow up The correct sequence of thesé activities,in production planning and control system is: . @L3 54265 O)15.3426 ©15,3,246 135,246 Assertion (A): Conventional production planning techniques cannot be used for managing service operations. (1AS-2002} Reason (R): Service operations cannot be inventoried. (a) Both A and R are individually true and R is the correct explanation of A (b) Both A and Rare individually true but R is not the correct explanation ofA (©) Ais tine but Ris false (@) Ais false but R is true Which of the following pairs are correctly matched? {IAS-1996) 1. Project scheduling — Critical path analysis 2. Batch production Line of balance scheduling 3. Despatching — Job order 4, Routing — Gantehart Student's Notes- www.ies: ‘academy.com. Te ‘25, 1" Floor, Jia Sarai, Near IT. New Delhi.16 Ph: 011-26537570, 9810958290 a :India’s No. 1 Routing, Scheduling, etc. JES Academy Chapter 2 1AS-8. TAS-10, TAS-11, Select the correct answer using the codes given below: (@) 1,3 and 4 () L2 and 4 ()2and3 (d) 1, 2and3 Consider the following advantages UAS-1994) 1. Lower in-process inventory 2. Higher flexibility in rescheduling in case of machine breakdown: 3. Lower cost in material handling equipment When compared t» process layout, the advantages of product layout would include (a) Land 2 () Land 3 (© 2and 3 (@ 1,2, and 3 Match List-I (Charts) with List-II (Applications) and select the correct answer using the codes given below the list: UAS-2003] List List- A. Operation process chart 1. Scheduling projecHoperations B. Plow process chart 2 To study backiracking and trafic congestionf C. Flow diagram 3. To analyze, indifect” costs such as material handling cost D. PERT chart: study relations between operations Codes: A B c D. A B Cc D (a) 2 1 4 3 (b) 4 3 2 1 (©) 22 3 feos 1 id 4 1 2 3 in which one of ‘the following types of industrial activities, the problem of loading 'and'scheduling becomes more difficult? (a) Single-product continuous (b) Multi-product continuous ([AS-2001] (©) Batch production yy (@) Continuous or process production ce, | Which of the follgwing factors necessitate a change in schedule? 1. Change in’Board of Directors 2. Capacity modification 34, Lack of eapital 4. Change in priority 5. Unexpected rush orders {1AS-2004] Select.the correct answer using the codes given below: (a) 2, 3.and 4 (b) 1, 2and 5 (2, 4and5 @)1,8and4 The Scheduling Problem and Jchnson’s Rule TAS.12. Johnson's rule is applicable for planning a job shop for —_[TAS-2002) (a) n machines and 2 jobs (b) 2 machines and n jobs (©) n machines and n jobs (a) L machine and n jobs Student's Notes-India’s No. 1 Routing, Scheduling, etc. IES Academy Chapter 2 Machine Loading IAS-13, Which one of the following charts gives simultoncously, information about the progress of work and machine loading? [AS-1995] (@) Process chart (b) Machine load chart (© Man-machine chart (@) Gantt chart IAS-14. Which one of the followirg is required for th« preparation of the load chart machine? TAS-1998] (a) Process chart (b) Sequencing of jobs on the machine (©) Route sheet of jobs (a) Schedule of johs for the machine Despatching IAS-15. Dispatching function of production planning and control refers to: (a) A dispate' of finisked gods HAS-1997, 1999; IES-2093] (b) Mowe ment of in-process ma! m shop to sho) (©) Authorizing a production work order t6 be launched (@) Dispatch of bills and invoices to the customer TAS-16. In a iow volume production, thé dispatching function is not concerned with issuing of Which ene ef the following? [1AS-2007] (@) Wor's tickets . () Requisition of raw materials. parts and components (©) Rout 5 to production supervisor (@) Requisition of tools and facilities Student's Notes. cntion 295] the 28] oul i £ India’s No. 1 Routing, Scheduling, etc. JES Academy GATE-1. Ans. (b, ©) CATE-2. Ans. (b) Using Johnson’s algorithm [ Mi M2 w | our | ww | our Ro 3 3 a 7/8 » 2 a] s | 9 46 % 6 Q | 4s 78 Ed 7 ul 34 97 | 108 fe [9 109 5, GATE-8. Ans. (c) :\lternating According to EDD Jof Processing Due date Flow time time (in days) / 1 4 6:, Mewe 4 2 i 9 un 1 8 7 19 3 2 19 21 Lateness = flow time- duedate It is take it zero can see there are'3 joins are determine GATE-4. Ans. (b) Arranging According to S PT Jof Procesging Due date Flow time time (in days) one 4 Chapter 2 Lateness rene Lateness Rao Ans. (d) Ans. (a) TES-4. Ans. (b) Ans. (d) TES-6. Ans. (c) A is true and R is false TES-7. Ans. (c) www.iesacademy.com sacademy@yahoo.com en Page-47India’s No. L Routing, Scheduling, etc. IES Academy Chapter 2 IES-8. Ans. (b) IES-9. Ans. (b) IES-10. Ans. (d) IES-11. Ans. (c) TES-12. Ans. (e) Dispatching means getting the work started. It ensures that plans are properly imp!emented. It is physical handling over of a manufacturing order to the operating facility through the release of orders and instruction in accordance with a previously developed plan of activity (time and sequence) establish by scheduling section of the production planning and control department. IES-i3. Aus. (b) TES-14. Ans. (a) TES-15. Ans. (©) IES-16. Ans. (a) IES-17. Ans. (b) Value engineering technique in which experts of the’Same rank assemble for product development is called brain storming. 4s. IES-18. Ans. (b) om 15-19. Ans. (a) : IES-20. Ans. (a) vious 20-Years IAS Answers Ans. (d) > . IAS-5. Ans. (c} IAS-S. Ans. (a) IAS-7. Ans. (d) IAS-8. Ans. (b) IAS-9. Ans. (b) IAS-10. Ans. (e) IAS-11. Ans. (c); IAS-12. Ans. (b) TAS-13. Ans. (b) TAS-14, Ans. (d) TAS-15. Ans. (c) IAS-16. Ans. (b) sacaderny.comare der in ) vol ale EMMETT eR NCR RRR "7 e ne India’s No. 1 Routing, Scheduling, etc. IES Academy Chapter 2 [ESE-2001] Conventional Question processing times at corresponding Consider the following jobs and their machines: Using Johnson's rule, find the optimal sequence. Sol::tion: At n easily find the sequence Apply Johnson's Algorithm for 2 machine w: cep Ans. B= Question: Processing time (in minute) of six jobs on two machines are given 's rule to schedule these jobs. below. Use Johnso E Machine M, Machine Solution: me of 1 min is for J3 on Mz and J6 on My. Minimum processing ¢ Place J6 at the first and J3 at the end of the sequence [ » BIndia’s No. 1 Routing, Scheduling, etc. IES Academy Job Machine M, Machine M, Out of all the remaining processing times, J4 on M2 is least and equal to 3 minutes. So, place it at the last of the sequence. It is in the last because of being least processing time on M2 and not on Mi. After eliminating J4 from the above list, we have J1, J2 and J5. Ont of all remaining processing times, J1 on M1 is least and is equal to 4 min. Therefore, ‘place this job at the beginning of the list. After placing J4 at the end and JI in te jing we have the following sequence: @ 56 uN 4 B Now, the remaining jobs are J2 and J5. Looking af their'processing times, it is observed that the least time is 6 min. for J2 on M; and JS on Mz. Therefore, place J2 at the beginning of left-most slot of sequence an Fight-most slot of the sequence. The optimal sequence is J6, J1, J2, 35, J4 and ¢ : I6 u 22 Js 4 3B | oSAia laontina saredtnean ITT INen DEIRETS PRT OTIZESSTS7ONOSIOSSE290Line Balancing Assembly Line Balancing Introduction An assembly line is a flow-oriented production system where the productive units performing the operations, referred to as stations, are aligned in # serial manner. The workpiece visit stations successively as they are moved along the line usually by some kind of transportation system, e.g. a conveyor belt. Objective in Line Balancing Problem In an assembly line, the problem is to design the work station. Bach work station is designed to compiete few processing ind assembiy tasks. The objective in the design is to assign processes und tasks 49 individucl stations se that the total time required at each work station is approximately same and neaver to the desired cycle time or production rate. In case, all the work elements which can be grouped at any station have same station time, then this is a case of perfect line balancing..Production flow would be smooth in this case. However, it is difficult to achieve this in reality. When’ perfect line balancing is not achieved, the station time of slov-est station would determine the production rate or cycle Example: Let us consider a five-station assembiy system in which the station times are 12, 16, 13, 11 and 15 minutes respectively. The slowest station is station 2, which takes 16 min., while station 4 is fastest with 11 min. of station time. Work carrier enters at station: and leaves at station 5. Now a work carrier Station Time (rnin) Wok 12 16 B " 1s =f} Assy. Station | | Assy. Station] | Assy. Station | | Assy. Station] | Assy. Station t 2 3 4 5 Fig. A At station 1 cannot leave station 1 after 12 minutes as station 2 is not free after 12 minutes of work en a previously arrived work carrier. Only after 16 minutes it is free to pull work carricr from station 1. Therefore, station 1 will remain idle for (16 ~ 12) = 4 min. Similarly, in each cycle, station 3.1 and 5 would be idle for 3, 2. and 4 min Since, idle time at any station is the un-utilized resource, the objective of line balancing is to minimise this. I250F" Flaareiia Sarat! Near ITT iNew Delui:l 6 Pie] 126537570" akaIndia’s No. 1 Line Balancing IES Academy Chapter 3 Basic problem of ALB ‘An assembly line consists of (work) stations & , m usually arranged along a conveyor belt or a similar mechanical material handling equipment. The workpieces (jobs) are consecutively launched down the line and are moved from station to station. At each station, certain operations are repeatedly performed regarding the eycle time (maximum or average time available for each work cycle). Manufacturing a product on an assembly line requires partitioning the total amount of work into a set V= {1, .... n} of elementary operations named tasks. Performing a task j takes a task time. tj and requires certain equipment of machines and/or skills of workers. ‘The total work load necessary for assembling a workpiece is measured by the sum of task. times tum. Due to technological and organizational conditions precedence constraints between the tasks have to be observed. These elements can be summarized and visualized by « precedence graph. It contains a node for each task, node weights for the task times, arcs for the dj eon’ paths fur the indirect precedence constraints. Figure 1 shows a precedence efmiggin n= 9 tacks having task times between 2 and 9 (time units). me, \ Any type of ALBP consists in finding a feasible line balance, ie, an assignment of each task to a station such that the precedence constraints igure 1) and further restrictions are fulfilled. Figure 1. Precedence graph . ‘The set St of task assigned to a station k | m) constitutes its station load or work content, the cumulated task,time ((s,) =D. t, is called station time When a fixed common, cyble.time.c is given (paced line), a line balance is feasible only if the station time of neithér station exceeds c. In case of ¢(St) » Sum of task times (1) ‘Actual number of workstations (N,} x Oyele time (C) Constraints in Line Balancing Problem ‘The operations it any line follow same precedence relation. For example, operation of super-finishing cannot start unless earlier operations of turning, etc., are over. While designing the line balancing problem. one has to satisfy the precedence constraint. This aint, which is due to sequencing requirement in the is also referred as technological con entire job, Another constraint in the balancing problem is zoning constraint. If may be either positive zoning constraint or negative zoning constraint. Positive zoning constraint compels ti designer to accommodate specified work-elements to be grouped together at one station, For example, in an automobile assembly line, workers are doing work at both sides of automobile, Therefore, at any station, few operations have to be combined. Many times, operation and inspection are grouped together due to positive zoning constraint, In a negative zoning constraint few operations are separated from each other. For example, aay work station, which performs spray painting, may be separate from a station, which performs welding, due to safety considerations. —————India’s No. 1 Line Balancing IES Academy Therefore, following constraints must be following in « line balancing problem 1. Precedence relationship. 2. Zoning constraints (if any). 3. Restriction on number of work stations (n), which should lie between one and total number of work elements (NN). Thus: IsnsN 4, Station time (7) must lie between cycle time and maximum of all work element time Max {Tis} Max {Tin} < Tsi S Te Definition and Terminology in Assembly Line 1. Work Element (i) ‘The job is divided into its component tasks so that the work may bg sHyead along the line. Work element is a part of the total job content in the line. Let N aximum number of work element, which is obtained by dividing the total wof¥elemeht into minimum. rational work element. Minimum rational work element is the smallest ptactica! divisible task into which a work can be divided, Thus, the work elemént niigber (i) is isisna, CF ‘The time in a work element, i say (Zin), is assumed/as constilit. Also, all Tiw are additive in nature. This means that we assume that if work élements, 4 and 5, are done at any one station, the station time would be (Tax + Tx). Whéte Vis total number of work elements? 2.Work Stations (w) Cc > It is a location on the assembly‘fite,whé a combination of few work elements is performed. Since minimum number ‘of Work’stations (w) cannot be less than 1, we have om Sem tim® of all the work elements on the line. Thus; 21 3. Total Work ‘This is the algebric: 4. Station Time (Ti) It is the sum of al! the work elements (i) on work station (s). Thus, if there are m to nz work elements assigned at station s, then 5. Cycle Time (T.) Cycle time is the rate of production. This is the time between two successive assemblies coming out of a line. Cycle time can be greater than or equal to the maximum of all times, taken at any station. Necessary clarification is already given in the previous example. Te& Max (Tui)India’s No. 1 Line Balancing er 3 IES Academy If, Te = max {Ts}, then there will be ideal time at ail stations having station time less than the cycle time. Chapter 3 6. Delay or Idle Time at Station (T.) This is the difference between the cycle time of the line and station time. . Tas = Te — Tsi time 7. Precedence Diagram ‘This is a diagram in which the work elements are shown as per their sequence relations. Any job cannot be performed unless its predecessor is completed. A graphical representation, containing arrows from predecessor to successor work element, is shown in the precedence diagram. Every node in the diagram represents a work element. niga 8. Balance Delay or Balancing Less (a) um This is a measure of line-inefficiency. Therefore, the effort is dogiéito minimise the balance sible delay. Due to imperfect allocation of work elements along yétiqus’statigns, there is idle . time at station. Therefore, balance delay ( a N vein : ae . » N we? i nT. c 3 is Where: T. = Total cyclé'time; y’ Tue = Total workcoontént; n= Toth number of. ‘stations. 9. Line Efficiency wey It is expressed as the, ratio of the total station time to the cycle time, multiplied by the number of work statiolis (n): % Where "a Station time at station i ‘Total number of stations ey " ‘Total cycle time www.iesacademy.com Email: iesacademy@yahoo.com Page-55India’s No. 1 Line Balancing IES Academy Chapter 3 10. Smoothness Index (S/) Smoothness index is a measure of relative smoothness of a line: Where, (Te)mue = Maximum station time. WMetheds of Line Balancing It is not possible (to date) to have an approach, which may guarantee an optimal solution for a line balancing problem. Many heuristics exist in literature fog this problem. The heuristic provides satisfactory solution but does not guarantee the. ‘al one (or the best solution). We would discuss some of the heuristics on a anole tenet line balancing, as given below: a \ Mimekes flown below. The Problem: Let us consider the precedence diagram of 13 wd time for each work element is at the top of each nede: Precedence diagram Ina tabular form, this précedéfice diagram is represented as follows Work Element Duration "Immediate Element. Precedence Page-56 25, 1" Floor, Jia Sarai, Near IIT. New Dethi-16 Ph: 011-26537570, 9810958290the fast ing, india’ No. 1 Line Balancing IES Academy Heuristic: Largest Candidate Rule Step I: List all work elements (i) in descending order of their work elements (Tix) value Step 2: Decide eycle time (T-). Step 3: Assign work element to the station. Start from the top of the list of unassigned elements. Select only feasible elements as per the precedence and zoning constraints. Select till the station does not exceed eyele time. Step 4: Continue step 3 for next si::tion. Step 5: Till all work elements are over, repeat steps 3. 4 Problem 1: Refer the problem shown in figure below. Decide cycle time Total work content = 68 min, Largest work element time = 10 min, ‘Thus, cycle time (T.) must satisfy : 7: > 10 min. For misimum cycle time of 10 min., number of stations would vedere 8. Therefore, we must take stations lesser than this. Let us select 5 stations dedign. For 5 stations, the station time should be nearly equai to 8 = 13.6 min. Listiwork elémeiits in descending order of their work element. Work element 13 1 11 6 5 7 10 12 2 3 4 8 —__Ba Step 3: he Station Tin, = Twat Station T 8 3 3 uM u 3 7 6 16 m1 5 5 3 13 Iv 8 2 15 iS 5 woww.iesacademy.com Email: iesacademy@yahoo.com Page-57 Oe Ut reIndia’s No. 1 Line Balancing IES Academy Here, final cycle time is maximum station time which is 16 min. Chapter 3 nT, - Ty ant, 8 Balance delay = 5x16- 5x16 x 100% = 15% Let us consider a 4-station design: x1 = tin No.of Stations Approximate cycle time = 17min Station Element 2 Tuvat Station T 1 . 2 3, “ 7 " 6 “ 5 a [ m4 ‘10 8 u 16 Vv 2B 9 13 Since maximum station time is 18 min. (for station II), the cycle time would also be 18 min. Here, Balance delay = 4%18=88 100% = 5.55%. As the balance delay is quite less in 4-station design, we may select 4-station designs provided the capacity of station IT is at least 18 min, iesacademy@yahoo.com Page-58 125, P" Floor, Jia Sarai, Near IIT. New Delhi-16 Ph: 011-26537570, 9810958290 ATES AEE ERRNO R GME eames aaa eT TL° 5 a Tndia’s No. 1 Line Balancing 3/# | TES Academy Chapter 3 ‘usin 4 ‘Sein 1 ‘sexi it Sui IV Station line design for Problem I A / x I J susions — f Biaton tt” Sutin L234 / 5.67 1 & 1001 \ 912 (17 min.) (08 min) 1 (16 min.) (07 mio) {Physical laYout of 4-station design Kilbridge-wéster Heuristic for Line Balancing In this heuristig, sothGlemsh i is-selected as per its position in precedence diagram, Step 1: Constrttt, presedence diagram. Make a column I, in which include all work elements,“Which do not have a precedence work element. Make column II in which list all elements, which follow elements in column I. Continue till al! work elements are exhausted. Step 2: Determine cycle time (T’) by finding all combinations of the primes of )’ Ty do ich is the total elemental time. A feasible cycle time is selected. Number of stations would be UT. mew T. 1s Step 3: Assign the work elements in the work siation so that total station time is equal to or slightly less than the cycle time, Step 4: Repeat step 4 for unassigned work elements. e www.iesacademy.com Email: iesacademy@yahoo.com Page-59 On pe 7 Lae Tin Ch, ATTY AL tus Ik Phe ATT Kk? IKI OR INEIndia’s No. 1 Line Balancing IES Academy Chapter 3 Seven column initial assignment 4 tay,» Now, selecting cycle time as equal to 18 seconds we follow these steps" Column — Work Element, Tis Column Stim Cumulative - _ SS Sem I 8 aig 17 U1 . 30 Iv 35, v 10 45 Vi 13, 58 VIL 10 63 Total elemental tine is 68 fhinutes which is 2 x 2x 17. The cycle time must lie between 68 (for one station) to 10min. (which is max of all Tix): 10 Te < 68 The possibie combinations of primes (17, 2 and 2) of work content time (68 min) are as follows: Feasible Cycl 7 2 17x 2=34 ax2=4 17x 2x 2=68 Infeasible Cycle Time _ Let us arbitrarily select 17 as the cycle time. Now, regroup elements in columns I and IT till we get 17 min. of station time. Thus, elements 1, 2, 3, 4 are selected at station I. We proceed in the same way for remaining elements: '25, I" Floor, Jia Sarai, Near ITT. New Delhi-I6 Ph: 011-26537570, 9810958290Line Balancing Line Bfficiency Smoothness Index (i) I 2 Element we Tin VR ra Pea eT 100 = 20% Station Sum (Ti) 7 13 15 13 922, Xe Now, locking at the previdus table, little readjustmeRt'in work element is posgible if the cycle iime is extended to 18 min. Thisi% appafént when we consider the following Work Element @ Tw ‘Station Sum (Tai) 13. Is er or we en im wo wo oo 17 18 15, Chapter 3 (Te~ Tai) for Te= 17 | (-- Ta) for Te= 18 |India’s No. 1 Line Balancing Rip) IES Academy Heuristic: _ Helgeson-Birnie (Ranked Positional Weight) Method Following steps are followed: Step t: Draw the precedence diagram Step 2: For each work element, determine the positional weight. it is the total time on the longest path from the beginning of the operation to the last operation of the network, Step 3: Rank the work elements in descending order of ranked positional weight (R.P.W)). Calculation of RPW would be explained in the example to follow. Step 4: Assign the work element to a station. Choose the highest RPW element. Then, select the next one. Continue till cycle time is not violated. Follow the precedence constraints also. a Step 5: Repeat step 4 till all operations are allotted to one station. Example: Let us consider the previous example. The precedefice diagram is shown in figure above. Assume cycle trme is 18 min! Solution: Station Time (ein) B ut 1s Finished fRo Face) netacs) fara Refer figure above RPW of any work element (j) is the sum of the time of work elements cn the longest path, starting.from:i4 work element to the last work element. Therefore, for all activities, first find the longest path, starting from that element to the last work element. This is given in last column of table below: The ranked positional weigh! i, is shown below: Work Elementi RPW Longest Path 1 1 1 44 1-4-6-7-8-11-13, 2 3 35 7-81-18 3. 6 29 3-7-8-11-13 4 2 36 4-6-7-8-11-13 5 5 7 5-7-8-11-13 6 4 33 6-7-8-11-13 i. 7 26 7-8-11-13 8 8 21 8411-13 9. 12 12 913 10. 9 20 10-12-13 u 10 18 11-18 12 1 18 1-13 13. 1B 10 13 iesacademy@yahoo.com Page-62 Dethi-16 Ph: 011-26537570, 9810958290Line Balancing Chapter 3 ment of work station is done as follows: tial ment, Element Time, Station Time, Te Tin __ (Tin) (Tw) 1 8 4 3 6 7 18, 0 ve on 5 5 he : a 5 6 ne 7 5 7 1 8 3 9 2 mn 10 5 the ul 8 ° 12 5 18 10 . 3 7 os 68 , Line Efficiency Jag 100 = 94.44% ant, Smoothness Index. = V0" +1? +0" +3" = 3.16 Balance Delay = 11868 5100 - 5.56% axe Oot 4 74 ! . - Problem: Design the work stations for al'assembly line shown below. Use RPW method. Desired cycle time is 10 minutes ail Solution: T.. = YT =Total work content = 2+4+14+24+24+3434+24+1+5+3+2+14+3=34 Range of cycle time: Max (Ty)$7,5 Ty oF 5 Desired cycle time C = 10 min, > www.iesacademy.comLine Balancing Chapter 3 Using Rank Position Weight (R PW) method: Task RPW 1 20) 3 as) 2 ayn 4 (a4) 5 3) 4 ay 6 (2) 7 ap 10 e 8 ¢ ay re 12 PA ONp uM a ey? & Bo _ a (3) Now, grouping on the basis of weight: ‘Work Station Work Station 2] [Work Station 3] [Wont Station « ae 5.6.9.7 10, 8, 11, 12, 13, 4 Work Station Time o ao) or ____ Total Ideal Time Cycle Time x No. of Stations «) Line Efficiency = [1 - Balance delay] * 100 = [1 - 0.15] * 100 = 85% gS SLO en Te] = \(10-10)' + (10-9) + 20-10)" + (10-5) = Vow e025 = (c) Smoothness Index 26 =5.1 " Page-643 India’s No. 1 Line Balancing IES Academy Chapter 3 Selective Assembly Selective assembly in manufacturing is a technique of assembly in which parts are not produced to tolerances small enough to be fully interchangeable. Instead, components are sorted into categories according to size such that all parts within a given category can be assembled with any of the parts in the corresponding category of the mating component. ‘This allows for greater variability in the production of the individual components, but this benefit is at least partially negated by the introduction of part sorting. Selective assembly is a method of obtaining high-precision assemblies from relatively low- precision components. In selective assembly, the mating parts are manufactured witl. wide tolerances. ‘The mating part population is partitioned to form selective groups, and corresponding selective groups are then assembled interchangeably. If the mating parts are manufactured in different processes and in differont machines, their standard doviations will be different. It is impossible that the number of parts ifthe selective group will be the same. A large number of surplus parts are expected accBrdinig to the difference in the standard deviations of the mating parts. A method is proPoged "Gnd the selective groups to minimize the assembly variation and surplus¢PgrtSyheg) the parts are assembled linearly. A genetic algorithm is used to find®the “bgst combination of the seleciive groups to minimize the assembly variation. Sélective assembly is successfully applied using a genetic algorithm to achieve high-precisién assemblies without sacrificing the benefit of wider tolerance in manufacturing. (= Capacity Planning x : Capacity planning . ; Capacity planning forms the second piineipal step in the production system, the Product and Service design step being the first. The term “Capacity” of a plant is used to denote the maximum rate of production that the plant can achieve under given set of assumed operating conditions, forhjystange, number of shifts and number of plant operating days ete. pee / ’ Capacity planningais ‘concernéd with determining labour and equipment capacity requirements t@ymeet the current master production schedule and long term future needs of the plant, Short term capacity plaining involves decisions on the following factors: (2) Employment levels (©) Number of work shifts (©) Labour overtime hours (@) Inventory stock piling (©) Ordor back logs (© Subcontracting jobs to other plants/shops in busy periods. Long term capacity planning involves decisions on the following factors (Investment in new machines/equipments Si) New plant construction ey Purchase of existing plants ‘) Closing down/selling obsolete facilities,India’s No.1 Line Balancing IES Academy GATEA. The table given details of an assembly tine. [GATE-2006] Work station fo] m|y |v[v Total task tie at th- workstation (in minutes) |7{9]7 | 10} 9/6 What is the line efficiency of the assembly line? (2) 70% (b) 75% (©) 80% s\. (a) 85% GATE-2. In an assembly line for assembling toys, five.workérs are assigned taske which take times of 10, &, 6, 9 and 10.mintites respectively. ‘The balance delay for the line is: J F © [GATE-1996] (a) 43.5% &) 14.8% 4.0% (@) 16.3% GATE-3. An electronic equipment manufactuzer! has decided to add a component sub-assembly operation’ that ean produce 80 units during a regular 8-hour shift, This operation consists of three activities as below: . Mas IGATE-2004] : Activity “* Standard time (min.) c M. Mechanical assembly 12 E. Electric wiring (mm 16 Tr. Test ao 03 For line balancing the number of work stations required for the activitiesM, E and T would respectively be (0) 2 Sd eM, (0) 3, 2, 1 ©2,4,2 (@)2,1,3 GATE-4. The%product stricture of an assembly P is shown in the figure. = *, P| , Assembly a Subsassembly Ee] & ‘Student's Notes- Email: iesacademy@yahoo.comSy Line Balancing cL Chapter 3 9 Estimated demand for end product P is as follows: [GATE-2008] 5 Week 1 2 3 4 5 6 i Demand 1000 100010001000» 1200-1200 Ignore lead times for assembly and sub-assembly. Production capacity (per week) for component R is the bottleneck operation. Starting with zero inventory, the smallest capacity that will ensure a feasible production plan up to week 6 is: (a) 1000 (b) 1200 (© 2200 (@) 2400 Assertion (A): Assembly line baluncing increases productivity. Reason (R): Assembly line balaneing reduces in-process inventory. (a) Both A and Rare true and R is the correct explanation of A (b) Both A and Rare true but R is NOT the correctiexplafiation of A (© Ais true but Ris false onl, , HES-2009; (@) Ais false but Ris true Be Consider the following choracterga dt agatinsy ne balancing: 1. shareout of sequential work agtivjffesjhto work stations Hs 2, High utilization of equipment, ree 3. Minimization of idle time "yo, aT Which of the statements given above are correct? [ES-2008} (@) 1, 2and % (b) Land 2 only (© Zand 3only -/ @) Land 3 only Which of the following are the benefits of assembly line balancing? 1. It minimises the in-process inventory [ES-1998] 2. It reduces the work content. 3. It smoothéné'the production flow 4. It maintains the required rate of output. Select the corfect answer using the codes given below: Codes: (a) 1, 2and 3 (b) 2, 3and4 (c)1,3and4 (d) 1, 2and4 In an assembly line, what is the balance delay? [IES 2007] (a) Line efficiency x 100 (b) 100 ~ Line efficiency (in percentage) © tines ents (@) None of the above IES.5. In an assembly line, when the workstation times are unequal, the ion rate of an assembly line is determined by the: overall producti Student's Notes-India’s No. 1 Line Balancing IES Academy Chapter 3 (a) Fastest station time [ES-2006] (b) Slowest station time (6) Average of all station tiries (@) Average of slowest and fastest station times IES-6. Which one of the following is true in respect of production control for continuous or assembly line production? [TES-2002} (@) Control is achieved by PERT notwork (b) Johnson algorithm is used for sequencing (©) Control is on one work centre only (@) Control is on flew of identical components through several operations, 1ES-7. Manufacturing a product requires processing on four machines A, B, C, D in the order A - B - C ~ D. The capacities of four machines are A = 100, B = 110, C = 120 and D = 130 unit& per shift. If the expected output is 90% of the system capacity, then what is the expected output? / “= TES-2006] (a) 90 units (b) 99 units (c) 108 units 4 @) 117 units a hy IES-8 Match List-l (Parametez) with ListIE (etinition) and select the correct answer using the code given below the lists: {1ES-2006] List List ‘A. Total work content 1., Aggregilte of all the work elements to be done’on line B. Workstation process time” 2. "Line inefficiency which results from the * idle time due to imperfect allocation of . work among stations 2. Time interval between parts coming off the line 4. Sum of the times of the work elements done at a station on) A Bc »D f@) 1 4 3 2 (by 1 2 3 4 Ov 3 4 1 2 @ 8 2 1 4 IES-9. A production line is said to be balanced when (ES-1997] (a) There are equal number of machines at each work station () There are equa! number of operators at each work station (©) The waiting time for service at each station is the same (@) The operation time at each station is the same. Stuzdent’s Notes- wwew jesacademy.cox: Email: iesacademy@yahoo.com -* > Page-68 25,1" Floor, Ja Sarai, Near IIT. New Dethi-16 Ph: 011-26537570, 9810958290A, 006] Luts a6] IES-11 IES-12. TES-13. TES-14, Line Balancing Chapter 3 A production system has a product type of layout in which there are four machines laid in series. Each machine does a separate operation. Every product needs all the four operations to be carried out. The designed capacity of each of the four machines is 200, 175, 160 and 210 products per day. The system capacity would be: (a) 210 products per day (6) 200 produets per day UFS-2000} © 175 products per day (@) 160 products per day A new facility has to be designed to do all the welding for 3 products: A, B and C, Per unit welding tim: for each product is 20 s, 40 5 and 50 s respectively. Daily demand forecast for product A is 450, for B is 360 and for © is 240. A welding line can operate efficiently for 220 minutes a day. Number of welding lines required is: he \ [IES-2001] (@)5 (b) 4 ©@3 (a2 A company has four work centres A, and Di with per day capacities of 450 units, 390 .unitsys86 units and 400 units respectively. The machines are iaid dowa ih order A, B, C, and D and product has to be operated(onvallthese machines for getting converted into finished product. ‘The ictual output turns to be 306 units per day, What is the sySteme ficiency? + [ES-2004) (@)6s% * () 78%" (© 80% (a) 85% An operations conéiiltant foF an automatic ca> wash wishes to plan for enough capacity.of stalls to handle 60 cars per hour. Each car will have a wash time of 3 minutes, but there is to be a 20% allowancé, for.set-up time, delays and payment transactions. How many. €ar wash stalls should be installed? [IES-1999; 2003] (a) 3 oe @)4 5 @6 An operations consultant for an automatic ear wash wishes to plan for enough capacity to handle 60 cars per hour. Each car will have a wash time of 4 minutes, but there is to be a 25% allowance for setup time, delays and payment transactions. How many car wash stails should be installed? [1ES-2009] @s3 @)4 (5 @é Student’s Notes- www.iesacademy.comIndia’s No. 1 Line Balancing IES Academy Chapter 3 IES-15. Consider the following sets of tasks to complete the assembly of an engineering component: : [ES-1997] Task Time (in seconds) Precedence Task Time (in seconds) __ Precedence A 10 - B 20 - c 15 A D 5 B E 30 c F 15 E G 5 D The expected production rate is 3000 units pez shift of 8 hour duration. The minimal numbe: of workstations, that are needed to achieve this production level is: (a4 8 Oo %y J @u al, IES-16. A product is manufactured by wst ws: 2 processing on the four work pay mated | 1s = station (WS). The capacity of 0 ZS NRA each machine on these work: [eal 27s |wea ws stations is given in the diagram + as shown above. In the diagram . nea Si, M2A, M2B, M3, M4A and M4B ‘are the machines?and 500;,275, [200 Joss ce) 275, 000, 000 and BDiary thers ae] nae capacities in number of products made pey'thift. If the products made in this,system are 5%, then what, Will be the ‘gutput from this MES-2009] systém? w @, 3804 - (b) 475 (©) 522 (a) 532 Capacity?Planning IES-17. Match List-I (PPC functions) with List-II (Activity) and select the correct answer using the codes given below the lists: [1ES-2004] ‘Student's Notes- 25, I" Floor, Jia Sarai, Near IIT. New Delhi-I6 Ph: 011-26537570, 9810958290Mog . Previous” Line Balancing Chapter 3 ListI ~ List A. Capacity planning 1, Listing products to be assembled and when to be delivered . Rescheduling orders based on production priorities B. Shop floor control C. Master production 3. Closure tolerances schedule D. Material requirement 4. Monitor progress of orders and report planning their status 5. Planning of labour and equipment Codes: A B Cc D A BC D f@) 1 4 3 2 ob) 5 2 1 4 © 1 2 38 4 @ 6 1 2 Consider the following steps in production, plaffhing and control: 1. Capacity planning UES-2008] 2, Material requirement planning 3. Purchasing 4. Design decisions s steps in operations management? (@) 2-3-4-1 © 4-1-2-8 A work shifbis for 8 hours duration; 30 minutes lunch break and two 15 minutés (each) tea breaks are allowed per shift. If products are to go oupfafteFAsseinbly at the rate of 60 per shift, and total assembly timecontent-fora product is 42 minutes, then minimum number of work Stationg needed is: {1AS-2002] we a7 (b) 12 6 @s AN _ Student's Notes-India’s No. 1 Line Balancing IES Academy Chapter Totaltimewsed 499 Number of work stations x Cycle time 48 GATE-L. Ans. (c) Line efficiency = = x 100 = 80% 6x10 GATE-2. Ans. (c) Balance delay = 100 ~ Line efficiency (in percentage). GATE-3. Ans. (a) 4 GATE-4. Ans. (c) 4 ain, IES-1. Ans. (b) te Need IES-2. Ans. (a) All the three statements are Gorrééty with respect to assembly line balancing . 1. Apportionment of sequential werk’ ‘ctivities into work stations 2. High utilization of equipment 3. Minimization of ites IES-3. Ans. (c) \ IES-5. Ans. (b) ¢ IES-6. Ans. (b) s —_ 1ES-7. Ans. (a) In’ the.sequencé of A — B ~ C ~ D only minimum output have to be calculated. Othet machines will be on empty position. Qutput= 7100 = 0.9 «100 = 90 units IES-8. Ans. (a) TES-9. Ans. (d) IES-10. Ans. (d) 450% 20 + 360% 40+ 240x 220% 60 TES-12. Ans. (d) Maximum possible output 360 units per day Actual output is 306 per day 306 360 TES-11. Ans. (c) N= 2.68 above whole number is 3. ” 100% = 85% 60 TES-13. Ans. (b) One stall ean wash 6car/hr 3x1.20 No. of wash stail = 4 1ES-14. Ans. (4) Wash time for each ear = 4 x 1.25 =5 min, www.iesacademy.com sacademy@yahoo.com Page-72 "25. I" Floor. Jia Sarai.a Line Balancing 23 Chapter 3 f 60 % Number of cars washed in one hour in one stall = £°- 12 2) 5 Number of car wash stalls to be installed = £8 IES-16. Ans. (a) Given that products made in the system are 5% defective. Therefore percentage of items without any defects = 100 ~ 5 = 95. Among all the four station WS4 station has minimum number of raw material = 400 Output from this system = (200 + 200) x 0.95 = 380 4 IES-17. Ans. (b) PPC: Production planning and control TES-18. Ans. (c) Design decision -> Capacity planning -» Material rejitigement planning > Purchasing, te nna crabs so energ Se Previous 20: ‘Years IAS: Answers: IAS-1. Ans. (c) Effective werk # hr/shift. ffécliye Wok hour needed to produce 60 per shift = 42 hr/shift. : eo . Work station needed = 42/7 eS www.iesacademy.com "06 re Te Ca ea TEIndia’s No. 1 Line Balancing IES Academy Assembly Line Balancing Conventional Question. [CSE-1990] The following elemental data pertains to the assembly of a new model toy: Element No. Elemental Ti ____ Immediate Predecessers _ 05 = 2 03 1 3 08 1 4 02 2 5 o1 2 6 06 ’ 3 7 oA Pry 8 05 a wy ds SO ts } 6.9 (i) The balance delay and Gi) ‘The theoretically minimum numberof as required so as to minimize the + balance delay. Also mention some of,the stéps you would recommended to improve + the line balance. * Solu www iesacademy.com 25,1" Floor, Jia Sarai, Near IT. New Delhi-16 Ph: O11-26537570, 9810958290 |Break Even Analysis It usually refers to the number of pieces for which a business neither Revanuees: makes a profit nor incurs a loss In other words, the selling price of cos the product is the total cost of ‘T=total cost production of the component. Fever coot Coat Revenue Quantity No. Profit no loss Fixtd cost + variable cost x Quantity = Selling price x Quantity F+VQ=SQ Fixed profit‘ F+VQ+P=SQ] Break-even point analysis is also used to make a choice between two machine tools to produce a given component. The intersection of Total cost line of Machine A and Machine B is BEP. At break even point ‘Total cost of machine A = Total cost of machine BIndia’s No. 1 Break Even Analysis IES Academy Chapter 4 Here note if Fs > Fe and Va < Vs or Fa < Fs and V; > Ve only then Q will be positive. But if Q comes out negative then, if @ Fa = Fr but Va# Ve: Whose Variable cost is le: (ii) Va = Ve but Fa # Fe: Whose Fixed cost is less that one is economical. Gii) Fy # Fn and Va # Yar Whose both Fixed and Variable cost is less that one is that one is economical. economicai. * The sume type of analysis can also be used to decide whether an item should be manufactured or purchased and what capacity manufacturing the item would be more economical then purchasing it. 4 Contribution: Contribution is the » easure of economic value that tells how much the sale of one unit of the product will contribute to cover fixed cost. with the remainder going to profit Contribution = Sales ~ total variable cost (Q.V.) As Sales =F + QV+P ‘Therefore contribution = P+ P Since both sales and variable cost vary with output, contribution also vary with output. At BEP, contribution = F + Profit 8 Quantity ‘Quantity (A) @ Capital-intensive industry B) (i Labour-intensive industry (i) High contribution Gi) Low contribution Gili) High FC, Low VC Gil), Low FC; High VC Case (A): Requires a large volume of output to reach break even, but once it has attained its profitability increases rapidly. Case (B): Profitability after BEP increases slowly. Case (A): When fixed costs are a large portion of total cost, small changes in volume or prices can result in significant changes in profit www.iesacademy.com Email: iesacademy@vahoo.com one 25, 1" Floor, Jia Sarai, Near IIT. New Dethi-16 Ph: 011-26537570,be India’s No. 1 Break Even Analysis IES Academy Case (B): When variable costs are high a reduction is variabie cost may be more effective in generating profits than changes in the total volunie or per-unit prices. Margin of Safety: It is the difference the operating sale break-even sales. Margin of safety = Present sale ~ Break-even-sale Margin of safety ratio (M/S) ratio _. . Margine of safety M/) ratio= Margine of safety (%) rio “Fraser sae Angle of incidence: 6 This is the angie between the lines of total cost and total revenue. Higher is the angle of incidence faster will be the attainment of considerable profit for given increase in produstion over.BEP. Thus the higher value of 0 make system more sensitive to changes near BEP. * Profit volume ratio: \ Sale = Variable cost o Sale Higher is the profit volume ratio, greater will be angle of incidence and vice-versa www.iesacademy.com Em sacademy@yahoo.com Page-77 ester, oernoce On (90 OO106. GATE-L GATE2, India’s No IES Academy 1 JECTIVE QUES - Previous 20-Years GATE Questions =| Break Even Analysis A standard machine tool and an automatic machine tool are being compared f« the production of a component. Following data refers to the two machines. - IGATE-2004] Standard Machine | Automatic Machine ! Tool Tool 30 min. 2 hours 22 min. S min V peschine var Rs200 pe-heur | Rs.800 par hour ! The beoake eduction baten size above which the automatic sn 2 nomieal to use, will be (© 24 (a) 225 n time of A company produces two types of toys: F and Q. Produc Q is thice tho: of Pand the company has a maximum of 2009 time vy The supply of raw material is just sufficient to > (of any tyre) per dav. Toy type @ requires an switch cvhich is available © 600 pieces per day oaly. The company makes a profit of Rs 3 and Rs. 5 on type P and Q respectively. For maximization of profits, the daily production suantities of F and @ toys should respectively be: IGATE-2004] a) 100, 500 ¢) 509, 1000 (©) 800, 800 {a) 1009. 1000 A component can be produced by any of the four processes I, H, IT and LV, Process i has a fixed cost of Rs. 20 and variable cost of Rs. 3 per piece. Process ii nas a fixed cost Rs. 50 and vaviable cost of Re. 1 per piece. Process HI has a fixed cost of Rs. 40 and variable cost of 5.2 pee wi 2 has « fixed cost of Rs. 10 and variable ost of Rs. J per piece. If the company wishes to produce 100 pieces of the component, from economic point of view it should choose Student’s Notes- ee Teaom8L www.iesacademy.com Email 25, 1" Floor, Sia Sarai, Near IIT. New Dethi- iesacademy@yahoo.com (6 Ph: O11-26537570, 98105Todi’ No. 1 Break Even Analysis JES Academy (a) Process [ @ Process IV (b) Process II (©) Process Tif GATE4. Two machires of the same production rate are available for use. On. machine 1, the fixed cost is Rs. 100 and the variable cost is Rs. 2 per piece produced. The corresponding numbers for the machine 2 are Rs. 200 and Re. 1 respectively. For certain strategic reasons both the machines are to be used concurrently. The sale price of the first 300 units is Rs. 3.50 per unit and subsequently it is only Rs. 3.00. ‘be breakeven production rate for each machine is: IGATE-2003} (a) 75 (b) 100 (©) 150 (@) 600 BaieeiBievious Last year, a manufacturer produced 15000 product which were sold for Rs. 300 cach. At that volume, the fixed costs,were Rs. 15.2 lacs ' and total variable costs were Rs. 21 lacs. The'bgealeven quantity of produci would be: Ny 2 URS-2000) fa) 4909 (b) 7800 (©) Boo (a) 9500 1ES-2. Assertion (A): It is possible to have more than one break-even point in break even charts. iES-1999] Reason (8): All variable costs are diregtly variable with production. (@) Both A and R arg individually true and R is the correct explanation of A (b) Both \ and R are individually true but R is not the correct éxplanation of A | og (©) Ais true but Ris (6 Ais false but Ris trus IBS-3, On a lathe, the actual:machining time required per work piece is 30 minutes. Two.types of carbide tools are avaitable, both having a tool life of 60 minutes} [ES-1998] ype l : Brazed‘type of original cost Rs. 50/-. ‘Type IL: Throwaway tip (square) of original cost. Rs. 70/- If the overall cost of grinding the cutting edge is Rs. 10/-, assuming all the costs are the same for both the types, for break even costs, the appropriate batch size would be: (a) 2 pieces (b) 4 pieces (©) 6 pieces (@ 8 pieces ry TES-4, ‘Two alternative methods can produce a product first method has a fixed cost of Rs. 2000/- and variable cost of Rs. 20/- per piece. The second method has a fixed cost of Rs. 1500/- and a variable cost of Rs. 30/-. The break even quantity between the two alternatives is: [ES-1996 Student’s Notes- www.iesacademy. . Page-79India’s No. 1 Break Even Analysis IES Academy (a) 25 (b) 60 (75 (a) 100, IES-5. IES-6. IES-7. IES-8. IES-9. Chapter 4 For a small scale industry, the fixed cost per mouth is Rs. 5900/-. The variable cost per product is Rs. 20/- and sales price is Rs. 30/- per piece. The break-even production per month will be: [ES-1995] (a) 300 (b) 460 (©) 500 (@) 10000 In the production of a product the fixed costs are Rs. 6,000/- and the variable cost is Rs. 10/- per product. If the sale price of the product is Rs. 12/, the break even volume of products to be mace will be: [1ES-2008] {a) 2000 (b) 3000 (c) 4000 (d) 6000 Process I requires 20 units of fixed cost and 3 units of variable cost per piece, while Process I required 50 units of fixed cost and 1 unit of variable cost per piece. For a company producing 10 piece per day (1eS-19971 (a) Process { should be chosen (b) Process II should be chosen (©) Either of the two processe: (@) A combination of process I and process I! ould be chose Match List-I (Methods) with List-II (Applications) and select the using the codes given below the {1ES-1998] correct answ List-I ist-Il A. Break even analysis 1. Tp provide different facility at different locations B. Transportation problem 2. To take action from among the paths with uncertaint . Assignment problem 3. To choose between different methods of manufacture D. Decision tree 4. To determine the location of the additional plant Codes: A B Cc D A B c D (a) 4 3 1 2 (b) 3 4 1 2 Os 4 2 1 @M 4 8 2 2 Mis. ABC & Co. is planning to use the most competitive manufacturing process to produce an ultramodern sports shoe They can use a Cully automatic robot-controlled plant with an investment of Rs. 100 million; alternately they can go in for a cellular manufacturing that has a fixed cost of Rs. 80 million. There is yet another choice of traditional manufacture that needs in investment of Rs. 75 million only. The fully automatic plant can turn ‘Student's Notes- 25, 1 Floor, Jia Sarai, Near ITT. New Delhi-The per 95) the het 08) IES-10. IES-14. 1eS-15. India’s No. 1 IES Academy Break Even Analysis Chapter 4 out a shoe at a unit variable cost of Rs. 25 per unit, whereas the cellular and the job shop layout would lead to a variable cost of Rs. 40 and Rs. 50 respectively. The break even analysis shows that the break cven quantities using automatic plant vs traditional plant are in the ratio of 1: 2. The per unit revenue used in the break even calculation is: {1ES-1997] (@) Rs. 75 (b) Rs. 87 (©) Rs. 57 (a) Rs. 55 Process X has fixed cost of Rs. 40,000 and variable cost of Rs. 9 per unit whereas process Y has fixed cost of Rs.16, 000 and variable cost of Rs. “4 per unit. At what production quantity, the total cost of X and Yare equal? [1ES-2004] @) 1200 units (b) 1600 units (©) 2000 units (4) 2400 units Which one of the following information combinations has lowest break-even point? 8 {TES-2004] Fixed cost Revenue/units fin Rs. (in Rs.) fa) 20.000 40 () 49.069 ° 40 (©) 50,608 40 @) 60,009 7 40 The indirect cost of a plant is Rs 4,00,000 per year. The direct cost is Rs 20 per product. If the average revenue per product is Rs 60, the break-even point is: < [ES-2003} (a) 10000 product: (b) 20000 products (6) 40000 products (c) 60000 products if the fixed cost of the assets for a given period doubles, then how much will the break-even quantity become? [ES-2007] (@) Half the original value (b) Same as the original value (©) Twice the original value (4) Four times the original value Process X has a fixed cost of Rs 40,000 per month and a variable cost of Rs 9 per unit. Process Y has a fixed cost of Rs 16,000 per month and a variable cost of Rs 24 per unit. Ai which value, total costs of processes X and Y will be equal? [1ES-2009] fa) 800 (b) 1200 () 1600 (@) 2000 Consider the following statements: [ES-2009] The break-even point increases 1. Ifthe fixed cost per unit increases If the variable cost per unit decreases Student's Notes- ———. www.iesacademy.com Floor, Tia SarIndia’s No. 1 Break Even Analysis IES Academy Chapter 4 3. Ifthe selling price per unit decreases Which of th» above statements is/are correct? (@) 1 only (b) Land 2 (©) 2and 3 (@) Land 3 TES-16. If the total investment is Rs. 5,00,000 for a target production, the income for the current year is Rs. 3,00,000 and total operating cost is Rs. 1,00,090; what is the economic yield? [1ES-2006] (a) 10% (b) 30% (© 20% coos TES-17, Based on the given GP Z7NC graph, the economic range of batch sizes to ; se be preferred — for t 1 general purpose ‘3 t machine (OP), NC 3% ' ‘ machine (NC) and 88 ' q special purpose 2 ' f machine (SP) will be: 3 Loe da Codes: aan: : GP > SP can i (a) 2 4 oles oe 5 o 1 5 = F © 3 4 Batch Size —» @ 1 2 . ‘ ES-1997) IES-18. Assertion (A): A larger, margin of safety in break-even analysis is helpful for management decision. (ES-1997} Reason (R): If the margin of safety is large, it would indicate that there will be profit even when there is a serious drop in production. (@) Both A and Rare individually true and R is the correct explanation of A (b) Both A and R are individually true but R is not the correct explanation ofA (© Ais true but Ris false (@) Aiis false but R is true IES-19. Match List-I (Element of cost) with List-II (Nature of cost) and select the correct answer using the codes given below the lists: (IES-1994} List-I List-II A. Interest on capital 1. Variable B. Direct labour 2. Semi-variable C. Water and electricity 3, Fixed Student's Notes- sacademy.com SLOTS: 25, 1” Floor, Jia Sarai, Near HIT. New Delhi-16 Ph: 011-26537570, 9810958290/+ nemo India’s No. 1 Break Even Analysis IES Acadeiny Chapter 4 Codes: A B Cc x B C (a) 3 1 2 (b) 2 1 3 © 3 2 1 (d) 2 3 1 IES-29. fee TAS-1. iAS-2, ‘The break-even point can be lowered by : MES-2011} (a) Increasing the fixed costs (b) Increasing the variable costs (©) Decreasing the slope of the income line (a) Reducing the variable cost Previous 20-Years !AS Questions Fixed investments for manufacturing a product in a particulor year is Rs. 80,000/- The estimated sales for this periéd is 2, 00,900/-. The per unit fer this product is Rsed/.. Weach unit is seld [1AS-1994] 9.990 variahle eo at Rs.20/., then the Lreak even point would be. fa) 4.00 4) 5,090 > 19,990 The fixed costs lor a year is Ks. 3 iakts, variable cost per unit is Rs. 40/- and the selling price of each unit is Rs. 200/-, If che annual estimated saies is Rs. 20,00,000/-, then the break-even volume is: + [1AS-1997] (a) 2000. (b) 3000, fc) 2333, Mat 1 (Symbols) pf | with List-fi (Meaning) and 5) select the correct answer using the codes given below the Lists; related to PIV chart on Break-Even Analysis as shown in the above figure: t List List-HI [IAS-2002] Profit Break-Even Point 3. Profit/Volume Ratio 4. Cost for new design 5. Fixed cost [Student's Notes u wrww.iesacademy.com BaIndia’s No. 1 IES Academy Break Even Analysis Codes: A BC D A B oc oD @ 5 4 »%» 38 @ 2 1 38 65 © 5 1 2 8 @ 2 4 3 5 IAS-4. If Break-even point = Total fixed cost + (i we able cont per omit) then Xis the [AS20005 (a) Overheads () Price per unit (©) Direct cost (@) Materials cost IAS-5, A company sells 14,000 units of its product. It has a variable cost of Rs. 15 per unit. HAS-1999} Fixed cost is Rs. 47,000 and the required profit is Rs. 23,060 Per unit product price (in Rs.) will be: (a) 60 &) 40 30 4% «20 1AS-6 ‘Two jigs are under conside. ation for # drilling operation to make a particular pact. Jig A costs Rs. 800 and has operating cost of Rs. 0.10 per part. Jig B costs Rs. 1200 and has operating part. The quantity of parts to be manufactured a lich e' will prove equally costly (AS-1998} (a) 8000 () 15000 (© 20000 (a) 23000 TAS-7. Assertion (A): Marginal cost in linear break-even analysis provides the management with ‘iseful information for price fixing. [TAS-1996] Reason (R): The marginal cost is the maximum value at which the product selling price must be fixed to recover ail the costs. (a) Both A and R are individually true and R is the correct explanation of A (b) Both A aid R are individuslly true but R is not the corrset explanation ofA fe (©) A istrue’bit Ris false (@) Ais false but Riis true IAS-8. The variable cost per unit associated with automated assembly line (Wa)s cetliilar manufacturing (Vz), and job shop production (Ve) will be such that (a) Vie Ve> Ve (b) Vo> Va> Ve (©) Vo> Vo> Va (d) Ve> Va Vin Student's Notes- sacademy@yahoo.com EN See ath Shae ieee BBea 25, I Floor, Jia Sarai, Near IIT. New Dethi-16 Ph: 011-26537570, 9810958290 Chapter 4 ' t 5 5 eeBreak Even Analysis ee sy: hh Explanation (Objective): | J ~ Rs. 800 per hour Machine rate 200 per hour Tota! cost of 21 component by using standard machine took : am, -[2- a “| 200 = 100+ 2208, Total cost of zz corape ‘sy using Automatic Machine tool, 5] 2 (Ue), = [3 x2, 800 = 1600 + 2000 =, 30 “*| 30 Let break even point be 2 number of components 100 +2208 - = 1600+ 2008 2 °° re 30 30 soa z= 800x280 _ 99, “| or eee = 225 Le Alternately Let be the Break even number At Bréakéven point ; (1. 22 V\.s00 = 4 8+ 2 a 2" 60 60 GATE-2. Ans. (c) Clearly, } P+2qQ 2000 2, $500) | P Ss i600 | @ < 600 { t i ‘ { = e000) ee 1 vow. iesacademy. com Email: iesacademy@yahoo.com ™ Etoor Tia Sarai. Near IIT. Now Dethi.16 Ph: 011.26537570. 9810958290India’s No. 1 Break Even Analysis IES Academy Chapter 4 GATE-3. Ans. (b) Total cost = fixed cost + (number of piece x variable cost) GATE-4. Ans. (a) Let both machine produce @ unit, so total production 2Q ‘Therefore Production cost = Selling revenue (100 + Qx 2) + (2004 Qx 1) = QQx35 or Q=75 IES-1. Ans. (d)B.6.Q= —————fised_ cost selling pric. - variable cost price (a) - Ans. (b) 2000 + 20n = 1500 + 30n, 10n = 500 and » = 50. . Ans. (c) Break even production per month is 500. F___6000 (2-10) 1) For 10 pieces, it is economical to use process 1 ns. (b) ! ns. (a) { 10. Ans. (b) Total cost of X = Total costof¥., “or, F +Q.V, =F, + QV, JES-6. Ans. (b) (S-V).x=F > x= = 3000 -F. on i 40000-16000. "555". nits . or Q= . Oy 24-9 -11. Ans. (a) Without any calculation wé oliserve that Revenue of each unit is same for «ll cases. And Fixed cost and variable cost both are minimum in case of (a) So, it will give.us minimum BFQ £ F_) Alternativelyssl#Q.V=Q.R or Q={— ernativelyssE2Q.V = Q. @ (s 7) (a) 1000 witits. “" (b) 1690 units (c) 2500 uni (a) 6000 units TES-12. Ans. (a) Sales gost Fixed cost + variable cost — [where, N lumber of variable] or, 60x N%=“4,00,000 + 20 x N or, 40N = 4,00,000 or, N 10000 Products TES-13. Ans. (c) 7+V.Q=S.Q or F=Q(V-S) If FT 2 times Qalso 12 times TES-14. Ans. (¢) Cy, +Cy, x= Cp, +Cy, x =» 40000 + 9x = 16000 + 29x => 24000 = 15x => x = 24000 _ i600 15 ¢, TES-15. Ans. (@) C, + C)x = Cox: 7 G-G ‘Therefore if the Fixed Cost/Unit i.e. C, inercases the value of x increased i.e. B.E.P. increases. If the variable cost/unit, ie. C, decreases x decreases i.e. B.E.P. decreases. -Sacaciemy.com 25, 1" Floor, Jia Sarai, ‘Near IIT. New Dethi-16 Ph: O11~ oo a aE aE ENERRRRRCR ERENCE ROEMD> | | ORR SMR he ENR NN Break Even Analysis Chapter 4 If the selling price Cy decreases the value of x increases ic. 13.E.P. increases. Therefore statements (1) and (3) are correct. (300000 ~ 100001 16. Ans. (d) Beonomie yieid = — Peefit__ {800000 -100000) 609, = 40% 500: 100 IES-19. Ans. (c) TES-20. Ans. (d) is 20-Years JAS An: JAS-1. Ans. (b) For break even point, aN Fixed cost (F) + Variable cost (V) x Quantity (Q) ie = Selling price (S) x Quanticy (Q) Vv IAS-2. Ans. (d) P+ Q.V= QS or, 790000 + Qx 40 Q x 200 Q=4375 nearest as 5000. IAS-3. Ans. (c) m TAS-4. Ans. (b) F+ VQ= SQ (S ig sellin cost per unit] IAS-5. Ans. (d} F+ Q.V+ P= Q.S ; . or 4700 + 14000 « 15 + 23900 = 14660 x Sor $= 20 per unit. Fy~ Fy _ 1200-800 V.-V, 0.10-0.08 — nits TAS-6. Ans. (c) F, + QV, = Fy + QV or Q TAS. IAS. ns. (a) Ans. (c) Variable. cost, per unit in least with automated assembly line. and maximum with job shop production. Thus Ve < Ve < Va. eee www.iesacademy.comIndia's No. 1 Break Even Analysis IES Academy Chapter 4 ‘Convene Conventional Question [ESE] Question: The following data refers to a manufacturing unit Fixed cos Rs. 100000/- Variable cost = 100/- per unit Selling price = Rs. 200/- per unit (Calculate the BEP (ii) Calculate the number of componeat needed to be product to get a profit of Rs. 20000/- Solution: ‘ \ () At break even point Ares (ii) Por fixed profit Rs. 20000/- f F+QV+P=SxQ ‘ F +P _ 100000 + 20000. ( ee cen FO RE ARR RR ES 25,1" Floor, ia Sarai, Near I(T. New Delhi-16 Ph: 011-26537570, 9810958200PERT and CPM (For ES) CATE) SUPT weiieery at a Glance PROJECT MANAGEMENT 4 (Project planning and scheduling) — Gantt Chart u (Special Scheduling Techniques: PERT and CPM Sof Gantt chart: Is one of the first scientific techniques for project planning and scheduling. CPM: Critical Path Method PERT: Program Evaluation and Review Technique. ‘The principal feature of PERT is that its activity time estimates are probabilis and were, thus, of The activity time in CPM applications were relatively less uncertain deterministic nature. i g é i i g ; ‘ With the passage of time, PERT and CPM appiications started overlapping and now they ingle techniques and difference between the two is only of the are used almost as historical or academic interest Difference between PERT and CPM Main difference: In PERT activity time is probabilistic. In CPM activity time is deterministic. The other difference: PERT is Event ~ Oriented. While the CPM is Activity - Oriented (in CPM we actually know the Activity time). —_ Page-89 www.iesacademy.com : lesacademy@yahoo.com ERE ae a “ PLATT IKERTETD ORT0052 200 2 STFS aE a a aesIndia’s No. 1 PERT and CPM IES Academy Chapter 5 Time in PERT & CPM In CPM ail time estimates are assumed to be deterministic for every activity of the project. In PERT all activity time is probabilistic. For PERT. Employs Beta-distribution for the time ~ expectation for activity. Optimistic time (t.): If everything in the project goes well. iii) Most Likely Time (tm): It is the time for completing an activity that is best. (i) Pessimistic Time (t,): If everything in the project goes wrong. Expecied time In PERT, The completion time for the project has a normal-distcibution about she expected completion time which takes 22003] Critical Path: Critical path is the on the aeiwork of project s.:ivi longest time from start to finish (efinition: ES + The critical path in the network is that sequence of activities and events where there is no “Slack”. . © Ifany activity on the critical path gets delayed by ty time, then the total project will be delayed by t + Same is not true for activities, not lying on critical path. * Critical path determines the focal activities for which no tolerance in terms of delay is desirable. Work Breakdown Structure (W.B.S.) A project 1s a combination of interrelated activities which must be performed in a certain order for its completion. The process of dividing the project into these activities is called the Work-Break-Down structure (W.B.S.). The activity or a unit of work, also called work content is a clearly identifiable and manageable work unit. Let us consider a very simple situation to illustrate the W.B.S. A group of students is given the proiect of designing. fabricating and testing a small centrifugal pump. The project can be broken down into the following sub-parts. (i) Design, (i) Fabrication, (iii) Testing ‘The Network at this level of detail will look as shown in figure. Oo Design Fabrication Testing Terminology Activity: It is a time consuming effort that is required to perform part of a work. www.iesacademy.com Email: iesacademy@yahoo.com Page-90 Ss é: SEN 2 et Be a Tita Arn a SSRI, eee sae eB 2 Sk ss 25, 1 Floor, Jia Sarai, Near IIT. New Delhi-16 Ph: 011-26537570, 9810958290India’s No. 1 PERT and CPM JES Academy Example: Drilling a hoie. Chapter 5 AS) Q@ Activity 1-2 is A and required 5 unit time An activity with zero slack is known as critical activity. Event: It is the beginning, completion point, or mile stone accomplishment within the project. An activity beginaing and ends with events. An event triggers on activity of the project. An event is a point in time within the project which has significance to the management. No expenditure of manpower or resources may be associated with an event. Dummy Activity: An activity that consumes no time but shov precedence amoung activities. It is useful for proper representation in the network. (Definition: ESE-1995] Crashing & Czash Cost: The process of reduciag on activiltime by adding fresh resource and hence us:!!y increasing cost. Crashing is nbéded for finishing the task betore estimated time. Cost associated to crash is crash cast. * Ploai and Slack: That the float of an activity has the same significance as the slack of the events, Slack corresponds to events and hence to°PERD while Float corresponds to activities and hence to CPM . Negative Float and Negative slavk: The latest, allowable occurrence time (Tid for the end event in a CPM network is usally assumed to be equal to the earliest expected time (Ts) for that event, But ina PERT network, there is specified a date by which the project is, expected to be complete. ‘This is calied the scheduled completion time Ts and for the rd pass computation. T for the end «vent is taken equal to Ts. Now there may be z, Ts = Tr and T, < Ts When Ts > Ts, a positive float resuits and the events have positive slacks backw three cases: Ts > 1 Ts = 'e, a zero float results and critical events have zero slacks. » when Ts < Ts, the critical activity will not have zero float. In such cases the critical path is the path of ieast float. Network Construction () What activities must be compieted before a particular activity starts? (i) What activities follow this? Gii) What activities must be performed concui Faulty Network (Looping 9 (i) Dangling a. 8Ind PERT and CPM IES Academy Chapter 5 Numbering the Events (Fulkersons's Rule) ° 6 DD * -@ 8. @ —— F =o Fog OH Fulkerson's Rule ime (4) ES = The earliest start time for an activity. The assumption is that all predecessor activities are started at their earliest start Lime. [Definition ESE-2003] EF = The earliest finish time for an activity. The assuu.ption is that the activity starts on its ES and takes the expected time ‘1’. Therefore EF = ES +t LF = The latest finish time for an activity, without Delaying the projéct. The assumption is that successive activities take their expected time. 4,\ ma LS = The latest start time for an activity. without delaying the #fBject. ES 20) xu af &Y 6 22 34 A 5) Vy Es/0 fe io 2 7) NN Qt @ mA &. Bal (8) we To Calculate ES Forward Pass: Start from first event and go upto ES, = ES,+t=0+12=12 pt 11248 = 20 ES, = ES,+ t= 1244 = 16 ES,= max {(ES, +0) ; (ES, +4)} = max (34,32) =34 ES,= max {(ES, +3) ; (ES, +5)} = max (15, 21) =21 Es,= max {(ES, +9) ; (ES, +4)} = max (30, 38) = 38 = ES, +6=44 jesacademy@yahoo.com Page-92 ee ee jew Dethi-16 Ph: 011-26537570, 9810958290 25,1" Floor, Jia Sarai, Near HT.India’s No. 1 PERT and CPM JES Academy Chapter 5 To Calculate LS Backward Pass: Start from last event and come upto first, () £8) BS,= 44 (ii) (LS), =LS, -6 = 38 (iii) (LS), = LS, -4=34 (iv) (LS),= (LS) 7-9 = 29 (v) (LS), = min {((LS), -5) ; (LS),-18} = min (24, 16) = 16 (vi) (LS), = (LS) 5-12 = 22 (vii) (LS), = min {(LS),-8) ; (LS),-4 5 (LS,-3)} = min (14, 12, 26) = 12 a\ Eee ww 3 Activity] Time | ES | LS | EFr [>t] Stack 1-2 12 oO oO “d2&] 127 0 23 8 24 [4 26 | 3 Ss 12 45 18 46 5 38 | 38 | 44 | 44 , from diagram if ES = LS Same Float or slack: It is defined as the amount of time on activity can be delayed without affecting the duration of the project. Total Float: It is the maximum time, which is available to complete an activity minus the actual time which the activity takes. Total float = (LS),cmei LP), -(ES), ~ (ES), amet t pra) by Free Slack: It is used to denote the amount of time an activity can be delayed without delaying the earliest start of any succeeding activity, = (EP) wes) — (ES) previouta) ~ tisIndia’s No. 1 PERT and CPM IES Academy Chapter 5 Independent Float: It is important when the network of the project runs on earliest time. If an activity veaches next stage at the latest time, independent float will indicate if the considered activity will reach at the next stage so as to allow the following activity to begin at the earliest time Independent Float = (EF) ;~ (LS)j~ ty Ons ne) 1. K or L will not start until both I and J finished. 7 \ 2. Lord may ot may not end in same time. Oo a 3. Kand L may or may not start same time 2 oO 1. Both activity M & N must be finished before 0 can start, 2. Activity P depends only on Nynot on activity M, so when N finish P-fiiay,start but don't Poon need to know about M Frequency Distribution Curve for PERT. / inigdal}point occurring at tm and its {t is assumed to be a /7- distribution curve with «0 end points occurring at |. nd f,. The most likely time néed not be the midpoint of t, and ty and hence the frequency distribution curve may be,skWed to the left, skewed to the right or symmetric : , : | ae i | | | | AE, o é l a 4 - | A tou to ob ok cok t Symmetie ‘Skewed to lt eee £- Distribution curve ‘Though the f- distribution curve is not fully described by the mean (1) and the standard deviation (o ), yet in PERT the following relations are approximated for wand : 1,441, +4 PERT Expected time ie oan | ie. mean if f- distribution 4 Standard deviation (o)= Variance (V) -16 Ph: 011-26537570, 9810958290 25, 1" Floor, Jia Sarai, Near IT. New DellPERT and CPM Chapter 5 Variance of the expected time of the project, (¢,,)’ is obtained by adding the variance of the expected time of all activities along the critical path. ‘The expected time of the project is the sum of the expected time of all activities lying on the critical path, =dh Probability that the project will be completed in a given time. (T) > the expected completion time (tgp) 6 > standard deviation (6 ep) Calculate (Z) = (=} Probability, P = s(Z) completion time for the project has a uuming that the Normal Distribution about the expected — 05) completion time. ‘ - Where ¢(Z)=cumulative distribution as? . function after the variable Z corresponding» oo . toa standardize normal distrib - 0 ° distribution. SoC A If Z = 0 ie. T = top there is"a.,50%™ Zz probability that the project completing on GOTO C Tey Ger eee What is the probability"u&@the activity will be completed in this expected time? Variance is the meaSureyof this yricertainty. Greater the value of variance, the larger will be the uncertainty. Probability of Meetingthe Scheduled Dates The standard normaldistribution curve Note () It has an area equal to unity (ii) Its standard deviation is one. Gil) Tt is symmetrical about the mean As value. Project duration-— project expected time, ie. critical path time (or Scheduled completion time) Contractual obligation time, (or Schedule completion time) = iesacademy.com i oon See a TE ONE NETTIE TTTIndia’s No. 1 PERT and CPM IES Academy Chapter 5 Therefore, probability of completing a project in time Tis given by Area under ABS PL) = 2 (T)~ area under ABC Standard deviation for network Sum of the varience along critical path = (yo Where varience for an activity, | Since the standard deviation for a normal curve is 1, the caleulated ahuve is used as a scale factor for calculating the normal deviate. Normal deviation, Z = ; The values of probability for a normal distrifitign eurve, corresponding to the different value of normal deviate are given in a simplified & fagtiner. . For a normal deviate of +1, the (Gorrespaiiding probability is 84.1% and for Z = -1 responding P= 15.9 %. 25, 1” Floor, Jia Sarai, Near IIT. New Delhi-16 Ph: 011-26537570, 9810958290PERT and CPM ndia’s No. 1 Chapter 5 In PERT analysis a critical activity has IGATE-2004} (2) Maximum Float (b) Zero Float (© Maximum Cost @ Minimum Cost A project consists of three paraliel paths with durations and variances of (10, 4), (12, 4) and (12, 9) respectively, According to the standard PERT assumptions, the distributioa of the project duration is: Keon, [GATE-2002] (a) Beta with mean 10 and standard deviation 2. (») Beta with mean 12 and standard deviation 2%, %y (©) Normal with mean 10 and standard deviation 3° (a) Normal with mean 12 and standard deviation'3-” A dummy activity is used in PERT nétwork to deseribe [GATE-1997] (a) Precedence relationship (b) Necessary time delay Ohm, . : (© Resource restriction ey 5 (@) Resource idleness In PERT, the distribution of activity times is assumed to be: IGATE-1995; IES-20021 (a) Normal (6) Gamma (© Beta (@) Exponential GATE-4 GATE-5. ‘The expected time (t.) of a PERT activity in terms of optimistic time (to), pessimisti¢ time (t,) and most likely time (t1) is given by: [GATE-2009] @ +4, +t, (he ‘Student's Notes- www.iesacademy.com B®India’s No. 1 PERT and CPM IES Academy Siatement for Linked Answer Questions Q6 & Q7: Consider a PERT network for a project involving six tasks (a to f) Chapter 5 Task | Predecessor | Expected task time (in days) | Variance of the task time (in days") a : 30 25 b a 40 64 c a 60 81 _ | d b 25 9 _ e bie 4s 36 f de 20 9 _ GATE-6. ‘The expected completion time of the project isu4,. \ [GATE-2006] (a) 238 days (b) 224 days (©) 171days "A (a) 155 days al path ofthe project i [GATE-2006] (a) V151 days (b) V155 days (©, V200 days @) V238 days GATE-7. The standard deviation of the cri Common Data for Questions Q8 and Q9: Consider the foilowing PER’ network:, > ~ The optimistic time, most likely time ad AS id pessimistic ti 1 tl 4 and pessimistic time of all the,” . oa activities are given in the table below: Activity ~~ A Optimistic time Most Likely time Pessimistic time & (Days) _ ____ (Days) (days) 1-2 ~ Fl 2 3 1-3 yY 5 6 7 1-4 3 5 7 2-5 5 7 9 3-5 2 4 6 5-6 4 5 6 4-7 4 6 8 6-7 2 3 4 Student’s Notes-PERT and CPM Chapter 5 The critical path duration of the network (in days) is: (GATE-2009] @iu (b) 14 17 (a) 18 ‘The standard deviation of the critical path is: [GATE-2009] (a) 0.33 (b) 0.55 (©) 0.88 (@) 1.66 For the network below, the objective is to find the length of the shortest path from node P to node G. Let dij be the length of directed arc from node i to node j. [GATE-2008] Let 5; be the length of ° the shortest path from p aw, P to node j. Which of 7 the following equations NS? ° can be used to find sc? 4 Min{sqsDao- Shi dra} Minty Dig é Minfsq, sr} Min{sq + dao,Se + dec} fa) 5% © sc GATE-Il. A Project consists of activities,A io M sHown in the net in the following figure with the duraticn’of the activities marked in days D,10 ‘The project cali be completed: [GATE-2003] (a):Between 18, 19 days (b) Between 20,22 days (©) Between 24, 26 days (a) Between 60, 70 days, GATE-12. The project activities, precedence relationships and durations are described in the table. The critical path of the project is [IGATE-2010] Student's Notes- www.iesacademy.com Email: iesacademy@yahoo.com TT, AY... Dt: 44 Ph, pe IE). Tt, Ghat NL "AIT.2K&2757) @RIA0S2 700.CPM GATE-13. iES-2, IES-3. Student's Notes- India’s No. 1 IES Academy PERT and CPM Chapter 5. Precedence L Po = Q@ = — ~ s | To uv a ~ — _ Cw l 10 () PREV 0) QS-TV © P-RUW @QS-U-W A project has six activities (A to F) withtesbective activity durations 7, 5, 6, 6, 8, 4 days. The network ha®three ‘paths A-B, C-D and E-F, All the acti es can be crash ith the same crash cost ver day. The aumber of activities that need t0'be crashed to reduce the project duration by I day isi‘) | IGATE-2005] (a1 (2 “soa @6 PreyBUSl20-v eaVies Question = ) Consider the following statement PERT considers the following time estimates [ES-2007] 1. Optimistig time Pessimistic time 3. Most likely time Which of the 8tatemeuts given above are correct? @1,2 ce (b) 1 and 2 only Osa, . ) (4) Land 3 only Consider the following statements with respect to PERT [IES-2004] ult cogsist# of activities with uncertain time phases 2. Phis i§€volved from Gantt chart 3. Totarslack along the critical path is not zero 4. There can be more than one critical path in PERT network 5. Itis similar to electrical network Which of the statements given above are correct? (@) i, 2and 5 () 1, Band 5 (© 2,4 and5 (@) 1, 2and 4 Dummy activities are used in a network to: TES-1992, 2000]Ss Academy Chapter 5 [ Student's Notes: IES-9, PERT and CPM (a) Facilitate computation of slacks () Satisfy precedence requirements (©) Determine project completion time @ Avoid use of resources A PERT activity has an optimistic time estimate of 3 days, a pessimistic time estimate of 8 days, and a most likely time estimate of 10 days. What is the expected time of this activity? {1ES-2008] (a) 5.0 days (0) 75 days (©) 8 0 days (@) 8.5 days Which one of the following statements is not correct? {1ES.2008] (a) PERT is activity oriented and CPM is event oriented (b) In PERT, three time estimates are made, whereas in CPM only one ti estimate is made (©) In PERT slack is caleulated whereas in CPM floats are calculated (@ Both PERT and CPM are used for project situatiofiS,, \ If the earticst starting time for an activity is 8 weeks, the iatest finish time is 37 weeks and the duration time of the activity is 11 weeks, then the total float is equal to: UES-2000] (a) 18 weeks (b) 1d weeks (© SGweeks (a) 40 weeks ‘The earliest occurrence time for'event 'I' is 8 weeks and the latest occurrence time for event’ I' is,26 Weeks. The earliest occurrence time for event '2' is 32 weeks and the latest occurrence time for event '2' is 37 weeks. If the activity time is 11 weeks, then the total float will be: HES-1998] @) i ) 13 © 18 (a) 24 Which of the foliowing are the guidelines for the construction ef a network diagram? (IES-1996] 1. Each activity is represented by one and only one arrow in the network, 2. Two activities can be identified by the same beginning and end events: 3. Dangling must be avoided in a network diagram. 4. Dummy activity consumes no time or resource. Select the correct answer using the codes given below: Codes: (@) 1, 2and 3. () 1, 3and4 (© 1,2and4 Earliest finish time can be regarded as [IES-1993] (a) EST + duration of activity (b) EST — duration of activity (©) LET + duration of activity (@) LFT ~ duration of activity waww.iesacademy.com Email: iesacademy@yahoo.com Page-101 oi : mi "India’s No. 1 PERT and CPM IES Academy Chapter 5 liest IES-10, Consider an activity having a duration time of Ty. E is the ea occurrence time and L the latest occurrence time (see figure given). i ui —G) Ei Ej i 8 tj Consider the following statements in this regard: (15S-1993] Free float = Ey - Ei -Ty 1. Total float = Lj - Bi -T 3. Slack of the tail event = Lj- Of these statements: (a) 1, 2and 3 are correct (b) Land 2 are corree (© and 8 are correct (@) 2 and 3 are corgect\ IES-11. What is the additional time available for {it.perfgrmance of an y in PERT and CPM calculated on:thetbasi® tat all activities will start at thei: earliest start time, called?. (1ES-2008] (a) Slack (b) Totai float @Free.float “” — (d) Independent float IES-12. Which one of the following networks is,correctly drawn? [ES-1993] OW . (a) IES-13. The essential condition for the decompression of ai activity is: (a) The project time should change due to decompression [ES-1992} (b) After decompression the time of an activity invariably exceeds its normal time. | Student's Notes. samiesacademy.comPERT and CPM Chapter 5 wT © An activity could be decompressed te the maximum extent of its normal time . (@) None of the above. = {ES-14. A PERT network has three activities on critical path with mean time 3, 8 and 6, and standard deviationl, 2 and 3 respectively. The probability that the project will be completed in 20 days is:[IES-1993] (a) 0.50 (b) 0.65 © 084 (a) 0.95 TES-15. __ Time estimates of an activity in a PERT network are: _[IES-1999] Optimistic time to= 9 day; pessimistic time tp = 21 days and most likely time t, = 15 days. The approximates probability of completion of this activity in 13 days (a) 16% () 34% ©)50% = 4 (a) 8496 ee IES-16, Ina PERT neiwork, expected project duration is found to be 36 days from the start of the project. The variainc®,,is four days. The probability ‘hat the project will be compléted@in 36 days is: [IES-1997} (a) Zero (b) 34% (a) 84% IES-17. In a small engineering project, for anvactivity, the optimistic time is inutes and the pessimistic time 2 minutes, the most likely timéiis 5 UES-2005} + is 8 minutes. What is the expectedtime of the activi + (@) L minutes (b) 5 minutes (© 8 minutes (@) 18 minutes IES-18. Assertion (A): Genetally PERT is preferred over CPM for the purpose of project evaluation. UES-1996] Reason (R): PERT is based on the approach of multiple time estimates for each activity. (a) Both A and R are individually true and R is the correct explanation of A () Both A and R ate individually true but R is not the correct explanation ofA (A is true but R is false (@) Aig false but R is true IES-19. Which one of the following statements is not correct? UES 2007] (a) PERT is probabilistic and CPM 1s (b) In PERT, events are used deterministic and in CPM activities are used (© In CPM, the probability to complete (@) In CPM crashing is carried the project in a given time-duration is out calculated Student’s Notes- Page-103PERT and CPM IES-20. Consider the following statements in respect of PERT and CPM: 1. PERT is event-orienied while CPM is activity-oriented. 2. PERT is probabilistic while CPM is deterministic. 3. Levelling and smoothing are the techniques related to resource scheduling in CPM. Which of the statements given above are correct? [ES-2006] (a) 1, 2and 3 (6) Only Land2 (©) Only Zand 3 (a) Only Land 3 TES-21. Match List-I with List-II and select the correct answer using the code given below the lists: [TES-2005] List-I List-II A. Transportation Problem 1. Critical Path signment Problem 2. Stage Coach C. Dynamic Problem 3. Vogel's Approxim@te Method D. PERT 4, Hungarian Me Codes: A B oc »D c oD @ 2 1 8 4 J 2 1 © 2 4 8 1 2 4 IRS-22, Match List-I (Term) with List-II (Characteristics) and select the correct answer using the code given bélow the UES-2007] List-I List. A. Dummy activity L., Foliows f distribytion B. Critical path It is built on activity oriented diagram C. PERT activity 3. Constructed only to establish sequence D. Critical path method 4. Has zero total slacl Codes:, “sysfs, BCD A B oC D 4 1 2 m4 2 38 1 402 1 @4 2 1 8 IES-23. Mateh, LNT (Techniques/Methods) with List-II (Models) and select the cof¥ect answer using the codes given below the lists: [IES-2004} List List-II A. Vogel's approximation method 1, Assignment model B. Floods technique 2. Transportation model C. Two phase method 3. PERT and CPM D. Crashing 4. Linear programming * ‘Student’s Notes- sane leascadery.com mai : ae ae = aa 25,1" Floor, Jia Sarai, Near IIT. New Delhi-I6 Ph: 011-26537570, 9810938290IES-25. IfS-27, PERT and CPM Chapter 5 Codes: A BC D A B Cc D @® 38 4 1° 2 @ 2 1 4 8 © 8 1 4 2 @ 2 4 1 8 Estimated time Ts and variance of the activities 'V' on the critical path in a PERT new work are given in the following table: Activity ‘Te (days) V (days)* a 17 4 b 15 4 c 8 1 The probability of completing the project in 43 days is: _[IES-1998] (a) 15.6% (b) 50.0% (©) 81.4% (a) 90.0% For the PERT network shown in the given figare'the probability of completing the project in 2 {TES-1994) ofja project is 20 months with a standard deviation 4 months, whatis-the probability that the project will be completed in 24 motiths? [ES-2008] (a) 15.85%,” (b) 683% (©) 84.2% (2) 95-50% Considér the network. Activity times are given in number of days. The earliest expected oceurrence time (TE) for event 50 is: [ES-2008} Student's Notes- www.iesacademy.com Email: iasacademy@yahoo.com Page-105 Se sea & PR. OTT 26537570 981095829)India’s No. 1 PERT and CPM IES Academy Chapter 5 (a) 22 () 23 (24 < @25 a IES-28. The three time estimates of a PERT activity, min, most likely time = 10 min and pessimistié 14 min. The expected time of the activity would be: {1ES-2002] @) 10.90 min (b) 10.33 min {10.68 min (@ 11.00 min re: Optimistic time = 8 JES-29. Assertion (A): The change in critical path,required rescheduling in a PERT network. [ES-2002} Reason (R): Some of the activities’eannot be completed in time due to unexpected breakdown of equipments or nontavailability of raw materials. (a) Both A and R areindividually true and R is the correct explanation of A (b) Both A and R aré:inaividually true but R is not the correct explanation of A (©) Ais true. But Ris false (@) Ais falge but Ris true IES-30. Mateh Lis: (QR-technique) with List-II (Model) and select the correct answer using the codes given below the lists: HES-2001] List List-II A. Branch and Bound technique 1. PERT and CPM B. Expected value approach 2. Integer programming C. Smoothing and Leveling 3. Queuing theory D. Exponential distribution 4. Decision theory Codes: A BC A BC D @ 2 1 4 8 @ 2 4 1 © 3 4 1 2 @ 38 1 4 ‘Student's Notes- worw.iesacademy.com OPT ase9 E ia’s PERT and CPM oe 3 Chapter 5 a 31. Mateh List with List-li and select the correct answer using the on codes given below the lists: [ES-2000} : List-I List - A. Control charts for 1. Binomial distribution variables 2. Beta distribution B. Control chart for number 3. Normal distribution of non-conformities 4, Poisson distribution C. Control chart for fraction 5. Exponential distribution rejected D. Activity time distribution in PERT Codess A BC D c op @ 38 4 1 5 @® 31 © 4 3 1 2 @ a : 1 In PERT and CPM network the dummy aétivity,” —{IES-2010] (@) Consumes time () consumes resources (© 1s used to preserve the logic @iisaixéal activity Which one of the following statements NOT correct? [1ES-2010] a) PERT is probabilistic whereas ORMFisdeterministic (0) In PERT slack on variows sine vealculated whereas in CPM floats are calculated Set (©) Critical path in a network (@) More than four duiniijractiv path on which events have no slack. ies cannot be used in a PERT network Latest stai’¥iime of an activity in CPM is the [IES-2001] (a) Latest'occuirrerice time of the successor event minus the duration of the activity () Earliest-éccurrence time for the predecessor event plus the duration of the activity (©) Latest occurrence time of the sticcessor event (@) Earliest cecurrence time tor the predecessor event TES-35. In CPM, the cost slope is determined by: UES-1994] Student's Notes- www jesacademy.com Email: iesacademy@yahoo.com Page-107India’s No. 1 PERT and CPM IES Academy Chapter 5 Yormal cost Crash cost (ay Crash cost aCrash cost = Norm Normal cost Normal time ~ Crash time (o Normal cost Normal cost - Crash cost_ Crash cost Normal time - Crash time IES-36. _The critical path of a network is the path that: [ES-2005} (a) Takes the shortest time (b) Takes the longest time (©) Has the minimum variance (4) Has the maximum variance IES-37. For the network shown in the given figure, the earliest expected compleiion time of the project is: (a) 26 days (b) 27 days (©) 30 days (@) Indeterminable {1ES-2003] TES-38. In a network, what is total floatequalto? [ES-2006] (a) LFT, ~ EST, +t,, % @ EST, - LFT, +1,., . . (©) EST, -LFT,~1,., Where, LFT = latest finish time of an activity; EST = earliest start time of ‘nae of activity i) an activity; tiy For the ne path is 4, 8 The probability —_ of completion of the project in 24 days is: ck shown in the figure, the vai {1ES-2002] (a) 68.2% (b) 34.1% © 95.4% (@) 97.7% iES-40. ‘The variance (V1) for critical path ES-1997] —— — Student's Notes- So com Page-108 25," Floor, Jia Sarat, Near IIT. New Dell oe 2 OLPERT and CPM Chapter 5 a >b=4 time units, bc = 16 time units, ¢ > d=4 time units,d > = L time unit. ‘The standard deviation d the critical path a eis: (a)3 4 5 @6 In the network shown below. ‘The critical path is along (a) 1-2-3-4-8-9 (b) 12-35-6-7-8-9 (©) 1-2-3-4-7-8. (@) 1-2-5-6-7.8-9 ‘The variance of the completion time for a projéct is the sum of variances {TES-2003] (a) All activity times () Non-criticayagtivity times (©) Critical activity times (a) Activity fmeMyof gfirst and last activitissof he broject TRS-13. The earliest time of the completion of the last event in the above network in weeks is: {1ES-2003) (a1 ace, (b) 42 (43 (a) 46 TES-44 Consider ‘the “following statements regarding updating of the rietworls;, [IES-2002] 1. For short duration project, updating is done frequently 2, Forlarge duration project, frequency of updating is decreased as the project is nearing completion 3. Updating is caused by overestimated or underestimated times of activities 4. The outbreak of natural calamity necessitates updating Which of the above statements are correct? (a) 1, 2and 3 (b) 2,3 and 4 (©) 1, 3 and 4 (d) 1. 2 and 4 Student's Notes- www. oe com_ Email: iesacademy@yahoo.com Page-109 SSE ESSE RE aeIndia’s No. 1 PERT and CPM IES Academy Chapter 5 TES-45. In CPM, the project duration can be reduced by crashing [IES-2010] (a) One or more non-critical activities (b) One or more critical activities only () One or more dummy activities only (@) Activities having independent float IES-46. ES=5 ES=10 ES=18 ES=28 9 @—+Q+G- LS=5 LS=iS | LS=23 LS=33 Consider the 3 activities of a CPM network as shown above. Earliest and latest occurrence times of these events are given on the nodes. ‘The total float on activity 20 - 30 is 4 \ {LES-2010} io 2 3 ve 5 , cats omecons TAS Quest ons egicectaeh Pevicus 20-Year TAS-1, In CPM network critical path denstes the [AS-2002] (a) Path where maximum resguices ate used (b»Path where minimum regources ate used (©) Path where detay of one’activity prolongs the duration of completion of project (a) Path that gets monitored aucomatically IAS-2. Time estimates of a project activity are: eee top optimistic time tnt, nhost likely time fun, pessimistic time =22 day: Variance,in.days for this activity as per BETA distribution i @) 12, &)7 5 @s » ‘Student's Notes- 25,1" Floor, Sia Sarai, Near ITT. New Delhi-16 Phi 011-26537570, 9810958290PERT and CPM jia’s No. 1 S Academy Chapter 5 Ans. (b) -2. Ans. (d) Since PERT is a Beta distribution, therefore Beta with mean 12 and standard deviation is correct, Ans. (a) Ans. (c} Ans. (a) Ans. (d) Critical path = a ~~ e~f = 30 +60 +45 +20 155 days Standard deviation, GATE-7. Ans. (a) GATE-8. Ans. (d) GATE-9. Ans. (¢) GATE-19. Aas. (} GATE-11. Ans. (c) Project completed = Activity C + Activity F’ vity K + Activity M =4 +9. 3+8 = GATE-12. Ans. (deQ: vy W is haring maximum duration = 24 days so it is the critical path. GATE-13. Ans. (Je : Previous 20-Years IES Answers IES-1. Ans. (a) TES.2. Ans. (d) TES-3. Ans. (b) IF: 14, Ht, 3+(4x10)+8 TBS-4. Ans, (d) 1, = Expected time = "=" = Sa(énio}es _ 344048, days, 6 IES-5. Ans. (a) (a) PERT + Event oriented ww iesacademy.comIndia’s No. 1 PERT and CPM IES Academy Chapter 5 CPM ~ Activity oriented (b) PERT — 3 time estimates are made +4ty +1, 6 1, = optimistic time u 1, = pessimistic time = ost likely time CPM + only one time estimate (©) In PERT slack is calculated, CPM floats calculated (@) Both PERT and CPM are used for project situation. . Ans. (a) TF.=LS,-ES,-t, = 37-8-11= 18 Ans. (c) Total float = 37 — 8 — 11 = 18 days. . Ans. (b) Aus. (a) 7 TES-10. Ans. (a) A IES-11. Ans. (c) yy 1HS-12. Ans. (a) Diagram (a) is correct ae in (b) & (©) diagrams backWarfarrows are seen which is not correct. In (@) both activity is dum miy it i8 aiso not correct. TES-13. Ans. (c) * TES-14. Ans. (b) z= TES-15. Ans. (a) Expected time = G _944x15 42 \ J Probabilityyofcompleting in 13 days is shaded area = 50% ~ Area for 1a. = 50 34= 16%. ral mG Days Days IES-16. Ans. (c) Variance = 4 days, Std. dev. = days Probability in this case is shaded area in given figure, which is 50%. 36| ty at 244x948 gi IBS 17. Ans. (b) Expected time (!,) = 6 6 TES-18. Ans. (a) IES-19. Ans. (c) In PERT, the probability to complete the project in a given time-duration is calculated but in CPM we know the activity time definitely so no question of probability. Page-112 caceaea de as Sites ae 25, 1" Floor, Jia Sarai, Near IIT. New Delhi-16 Ph: 011-26537570, 9810958290PERT and CPM Chapter 5 . (c) Expected project time = 17 + 15 + 8 = 40 days and variance V =44441=9,(0=W 3 days Project is to be completed in 43 days. Probability + Shaded area = 50 + 34 = 84%. (a) Critical path is 1-2 - 4-5 t= expected project time = 5 + 14 +4=23 daysand o= 2" +2.8° +2" =4 3 Zs =1 Area for Z=Tis 0.341. 4 ‘Therefore Probability = 0.5 + 0.341 = 0.841 TES-26. Ans. (c) 2 P(t) =0. TES-27. Ans. (d) Critical path is given by 10 ~ 20-30 - 40-50 The earliest expected occurrence time (TE) for the event is 25. TES-30. Ans. (a) TES-31. Ans. (d) IES-82. Ans. (c) 168-33. Ans. (a) 1BS-34. Ans. (a) IES-35. IBS-36. Ans, IBS-37. A IES-38. Ans. (d) TES-39. Ans. (d) IES-40. Ans. (c) Standard Deviation = V4+16+4+1=5 ——— www.iesacademy.comIndia’s No. 1 IES Academy JES-41. Ans. (b) TES 42. Ans. (c) IES-43. Ans. (a) PERT and CPM Chapter 5 Earliest time, Ty = 46 iES-44, Ans. (a) TES-45. Ans. (b) 1ES-46. Ans. (d) Total float = LST ~ EST = 15 ~10=5 ae TAS-1. Ans. (e) Total float in critidalpath®i& zero so delay in any activity is delayed project. ope r 1AS-2. Ans, (d) Varianog (= | Page-114 ss : eae 25,1" Floor, Jia Sarai, Near HT. New Dethi-16 Ph: 011-26537570, GheePERT and CPM Chapter 5 [SE-2000} What is the standard deviation of the project completion time along the critica! path? If the standard deviation of the corresponding activity are s1. sy and 53, Solution: Corresponding activity variance = s } Total Variance slong critical path (¢ 9) 21, sty and s%, shtstets Standard deviation along eritical path ) ) rf A Fi s\ Conventional Question [ESE-1996] ; Ins PERT analysis the critical path of a project is of 120/days with a variance of 16 (day)? determine ihe 95% confidence limit of projegt cOmpletiod time. > Solution: T-T,) = 120 + 6:42 = 126.42 days Conventional Question [ESE-1993] A building project consists of 19 activities; their estimated duration is given below. ‘ Activity 1-2 2-3 2-4 3-6 4-5 4-7 5-8 6-8 7-8 Draw the network and compute () Event times (ii) Activity time (iii) Total float and determine (iv) Critical path www.iesacademy.com(Critical path 1~2-4-5~8 India’s No. 1 IES Academy Solution: (i) [Activity [Duration S_ [Total Ftoai [4 2-3 24 3 36 45 47 58 13 68 rT 78 14 Conventional Question A small plant layout joB.cons: activity times are identifi Step “22s ga 5am D Draw the network complete the forwar make up the critical path? Which acti www. 25, I" Floor, ts of 10 steps their precedence relntionsbtp and as follows. Predecessor None None None A B B oF DG E,H GF ige PERT and CPM ity has the most sl Time (Hours) 9 13 16 18 19 8 1. 9 26 35 ‘d and backward passes what activities eee é Jia Sarai, Near UT. New Dethe 16 Ph: 011-26537570, OS;;0cpPERT and CPM Chapter 5 Critical patk B-P-G-H-=1 Slack of A—5 Slack of C ~ 5 Slack of J ~ 32 Slack of E ~ Max Stack is in activity J. tome Conventional Question | ot [ESE-1990] Table 1 gives the different agtivi sociated with a project consisting of 12 tasks (A, B, ..... , L) in which the following precedence relationships must hold (XLY Means X must be completed before Y can start): A go to final produet 2. MRO (Maintenance, Repair and operating supplies) e.g. spare parts, oils grease. 3. In-process inventories (semi-finish produets at various production stages) 4, Finished goods inventories * . . 5. Miscellaneous inventory . Another way of classifying industrial inventories are @) Transition inventory Gi) Speculative inventory (iii) Precautionary inventory Selective Inventory Control Different type of inventory analysis? ii) ABC analysis (class A. class B, class C) (ii) VED Analysis (vital, Essential, Desirable) (iii) SDE Analysis (Scarce, Difficult, Easily Available) (iv) HML Analysis (High, Medium, Low Cost) (vy) FSN Analysis (Fast, Slow, Non-moving items) ABC Analysis: The common and important of the selective inventory control of ABC analysis. ABC Analysis is done for items on stock and the basis of analysis is the annual consumption in terms of money value. Control of A - item: 10 % of the item accounts 70% costs. Control of B - item: 20% of the item accounts 20% costs. ——<$<$<_—————__.. —— $$ wwow.iesacademy.c Email: jesacademy@yahoo.com Page-121 oe Pt rec: AL, Fr AL. Fycth: 14 DL. AIL. 2452757) ORTAOSRIONIndia’s No. 1 IES Academy Control of C - item: 70% of the item acc Inventory Control ‘ounts 10% eosts Percentage of Inventory Inventory Management System | @, Orde qtantity , | Quantity —_, “oy Inventory 1 Minimum stock + + Minimum inventory or butte: Reorder point (A) Procurement lead time (4 t;) Recorder quantity (Q) stock t cost of inventory () Costs paid to the supplies for procuring one unit. Gi) House manufactured product > direct Manufacturing cost. Note: For discount model cost of inventory is considered, 2 Ordering costs: Total cost to procure I time. Includes: (i) Originating, placing and paying Gi) Salary of purchase department (it) Telephones, postage, stationary ete Note: For batch produ for an order www.iesacademy.ci BS 5,1" Floor, Sa Sarai, Near HT. New DellH India’s No. 1 Inventory Control JES Academy Chapter 6 3. Carrying costs or holding costs. Includes: (i) Interest Gi) Cost of storage (ii) Handling and transfer (iv) Insurance () Personal property tax (vi) Risk of obsoletencss (vii) Depreciation (viit) Salaries and wages to the store personnel (ix) Pilferage/ theft of material Generally carrying cost is expressed Us a percentage of the inventory value. 4. Shortage or stock-out costs. (i) Due to shortage how many products does not sold directly. (i) Good-wili loss ie. customer reduction. EQ. Economic Order Quantity Let, Unit costof Pat Inventory carrying costs per unit Annual Usage ie, Annuai Demand Ordering, set up, procurement cost per order ‘Total cost. Modei-I (Deterministic Demand) Uniform demand Rate, Infinite production Rate. Cost . _____ Page-123 STITT Alan Poatht 1K DL. O17 2KES7E70 BRIDGES 204.India’s No. 1 Inventory Control IES Academy Chapter al Total Cost (') = (Ordering Cost) x (Number of order placed in a year) + (Carrying cost per ninit) x (Average inventory level during year) u Number of order placed = = Q Average inventory carried during the year = (B + Q/2) (+8 Arey (vimr} > This is Wilson's formula for Economic Order Quantity. 4, * If Buffer stock is zero then, Ordering cost = carryihig cost IVIMP for McQ} Ret, ft PRU Vs Minimum Total cost (Pais) = “7 w1 {ant fae 2RU 1, = (PRU BE] If Buffer stock, B= 0 then Tay = OUR, Sensitivity of EO@ Model ary, : Khe “Be a, ifB-Othen My” Sensitivity Where Q Any amount of order E0Q = Economic order quantity Note: As EOQavU and TU Total cost and number of order per year is proportional to square root of demand. We therefore conclude that unless the demand is highly uncertain the EOQ model gives fairly satisfactory decision values. That so why EOQ model is very useful, Page-124 "25, F Floor, Jia Sarai, Near ITT. New ae 16 aoe 26857570, 9810958290Inventory Control India’s No. 1 IES Academy Chapter 6 Model-II (Gradual Replacement Model) | be P = Production rate Maximum inventory level Consumption rate Quantity —> Let, Q= Economic Batch quantity P = Production Rate per day C= consumption Rate per day c T,= Production Time: U = Annual Demand . icost . ‘T.= Consumption Time: Rg be 7,=8 and T,xP=T.xC=Q “mgd Accumulation rate = (P ~ ©); (in time Tp) SREIE,) x Ty = (P- ox 8 = afr $) Average inventéy ying cost ‘Total cost (T) dT __UR,1 —a-se 451 dQ go then Same EOQ formula :lesacademy@@yshoo.com ee AN the Tk PL. 1124527570. 9810958290 Page-125India’s No. 1 IES Academy Model-lll Inventory control for deterministic deman reordering allowed and shortages allowed Inventory Control d lead time zero, ity—+ Quanti ‘onomic order quantity S = Shortage (Q- 3) = Inventory remaining after backlog is s ‘ost of ordering = Annual cost of calming one unit for he 'year Ir = Penalty for the shortage of one tihit per yes ek replenishment time fe Backlog time annual Demand Sy, Number of eycle satisfied or Zero inventory peryear= Time for 1 cycle (t1+ te) © AABC & ACDE similar traingleInventory Control Chapter 6 7 - (i) } + Ordering cost per cycle ost per cycle xNumber of cycle per year 2S oF 0-21, 2 (i41,) <0 sof 1 _) / or s- rr] Ww From (iii) and (iv), we get : 2 o2{_B_) (lets 8 oes) ( L www.iesacademy.com jesacademy@yahoo.com Page-127 25, 1" Floor, Jia Sarai, Near HIT. New Dethi.16 Pp enIndia’s No. 1 IES Academy Inventory Control Max” Inventry =(Q-$) First calculate Qand then calculate S and find (Q.S) Total Optimal Cost (T,,:) ee L, = [2URI, x2 1, +I, Units/run Case-I: Infinite production raiInventory Control Determine (EOQ)' with C’ Cheek (EOQ)' >, = or IGATE-2007] soo 4 () 2809 (©) 4800 (@) 6800 In a machine shop, pins of 15 mm diameter are produced at a rate of 1000 per month and the same is consumed at a rate of 500 per month. The production and consumption continue simultaneously till the maximum inventory is reached. Then inventory is allowed to reduce to zero due to consumption. The lot size of production is 1000. If backlog is not allowed, the maximum inventory level is: [GATE-2007] fa) 400 (b) 500 (©) 600, a) 700 Student’s Notes- iesacademy@yahoo.com Page-131Inventory Control KS Academy Chapter 6 GATE-11. Consider the following Price quoted by a supplier late Corian eeu) Order quantity (units) | Unit price (Rs.) Annual demand: — 2500 ~ units per ycar Ordering <500 10 cost: Rs. 100 per order 2500 9 Inventory holding rate: 25% of unit price. [GATE-2006] ‘The optimum order quantity ? (a) 447 () 471 (©) 500 (a) 2600 GATE-12. In computing Wilson's economic lot size for an item, by mistake the demand rate estimate used was 40% higher than the tree demand rate. Due to this error in the lot size computation, the total cost of setups plus inventory holding per unit time. Would rise above the true optimum by approximately [GATE-1999] (@) 1.4% (b) 6.3% (©) 18.3% (2) 8.7% GATE-13. One of the following statements about PRS (Periodic Reordering System) is not true. Identify a { [GATE-1998] (a) PRS requires continuous monitoring. oft inventory is (b) PRS is useful in contzol of perishable item (©) PRS provides basis for adjustm: ntd.to.a ‘count for variations in demand (@) In PRS, inventory holding eglt Fe higher than in Fixed Recorder Quantity System hye GATE-14. The net requireméiits of anitem over 5 consecutive weeks are 50- 015-20. 20. The inveritoryearrying costs are Re. 1 per item per week and Rs. 100 per ordér respectively. Sta ting inventory is zero. Use “Least Unit Const Technique” for developing the plan. The const of the plan (imRS)iis: IGATE-2007} (@) 200 _ 2 @)250 (0) 255 (a) 260 Which of the following are the benefits of inventory control? 1. Improvement in customers relationship. UES-2007] 2. Economy in purchasing. 3. Elimination of the possibility of duplicate ordering. Select the correct answer using the code given belo (@) 1, 2and3 (b) Land 2 only © 2and 3 only @ Land 3 only Student's Notes. ne cademy.com Page-132 ee c=eee 25, I" Floor, Sia Sarai, Near IT. New Dethi-16 Ph: 011-26537570, 9810958290Inventory Control Chapter 6 oF [ES-2. The lead time in material requirements planning is the time j between [ES-2010] 9 1) Floating the tender and receiving the quotations from the vendor ») Floating the tender and placing the purchase order to the vendor (©) Floating the tender and receiving the material from the vendor (@) Issuing purchase order and receiving the material from the vendor ABC Analysis IES: In ABC analysis, A items require: [ES-2005] (a) No safety stock (®) Low safety stock (©) Moderate safety stock (@) High safety stock Tes. Classifying items in A, B and C categories for sélective control in inventory management is done by arranging itefns fn te the decreasing order oft = TES-i995} (0) ‘Tota inventory cose 6) ttem veel, 3 (0) Annual usage value (@) Item déinaria ' Assertion (A): Selective conirol manages time more effectively. Reason (R): ABC analysis is based On Pareto distribution. [IES-2005] (a) Both A and R are individually true and’R is the correct explanation of A (b) Both A and R are intlividually truéibut R is not the correct explanation ofA oe . (©) Ais true but Ris false (d) 4 is false but R is true IES-6. ABC analysis in materials ina:.agement is a method of classifying the inventories based’on [TES-2003] (a) The value of annual usage of the items () Economic order quantity (©) Volume of miatetial consumption (@) Quantity of materials used IES-7. Consider the following statements: [IES-1995] 1. ABC analysis is based on Pareto's principle 2. FIFO and LIFO policies can be used for material valuation in erials management. 3. Simulation can be Ilsed for inventory control. 4, EOQ (Economic Order Quantity) formula ignores variations in demand pattern. Of these statements: (a) Lalone is correct (b) Land 8 are correct (©) 2,3 and 4 are correct (d) 1, 2, 3.and 4 are correct Student's Notes-