Slide 9

Shop Floor Control

Arif Rahman, ST MT

Arif Rahman – The Production Systems

 Information Barriers

Arif Rahman – The Production Systems

 Manufacturing Network Interdependencies

Arif Rahman – The Production Systems

 System Scope Scalability

Arif Rahman – The Production Systems

 ERP - MES - SFC
Enterprise Resource Planning (ERP)
Manufacturing Execution System (MES)
Shop Floor Control (SFC)

Arif Rahman – The Production Systems

 ERP - MES - SFC

Arif Rahman – The Production Systems

 ERP - MES - SFC

Arif Rahman – The Production Systems

 ERP - MES - SFC
Enterprise
Resource
Business Planning
Planning
and Logistics
(ERP) Level 4

Manufacturing
Execution Manufacturing
Level 3
System Operations & Control
(MES)

Process
Control
Shop Floor
Control
(SFC) Level 0,1,2

Arif Rahman – The Production Systems

 ERP - MES - SFC

Arif Rahman – The Production Systems

 LEVEL 4:
Establishing the basic plant schedule –
LEVEL 3:
production, material use, delivery and shipping;
Work flow, recipe control to produce the
Determining inventory level
desired end products; Maintaining records
Time frame : months, weeks, days
and optimizing the production process.
LEVEL 2: Time frame : days, shifts, hours, minutes
Monitoring, supervisory control and
automated control of the production
process LEVEL 1:
Time frame : minutes, seconds Sensing the production
process and manipulating it
Time frame : minutes,
seconds, miliseconds

LEVEL 0:
The actual production process
Time frame : minutes, seconds,
miliseconds

Arif Rahman – The Production Systems

 Production Planning and Shop Floor Control
Resource Sales and operations Demand
planning planning management

Master production
scheduling

Detailed capacity Detailed material

planning planning

Material and
capacity plans

Order release Purchasing

Shop-floor scheduling Vendor scheduling

and control (SFC) and follow-up

Arif Rahman – The Production Systems

 Purchasing and Shop Floor Control
Purchasing is responsible for establishing
and controlling flow of raw materials into
the factory
Shop Floor Control is responsible for
planning & controlling flow of work through
the factory

Arif Rahman – The Production Systems

 Work Flow Control

WIP Throughput
Tracking Tracking

Status Work Flow Work

Monitoring Control Forecasting

Capacity Quality
Feedback Control

Arif Rahman – The Production Systems

 Work Flow Control
Status monitoring
¤ the state of resources (inactive, idle, busy, failed)
¤ the state of order (queue, in progress, done,
postponed, cancelled)
Throughput tracking
¤ Elapsed orders
¤ Remaining orders
WIP tracking
¤ Locates the order progress
¤ Estimates remaining time for completion
¤ Indicates imbalanced production (insufficient capacity
of bottleneck)
Arif Rahman – The Production Systems
 Work Flow Control
Quality control
¤ Performance and reliability of process
¤ Quality of products, including defect rate
Capacity feedback
¤ Scheduled time and utilization
¤ Available time and excess capacity
Work forecasting

Arif Rahman – The Production Systems

 Shop Floor Control
Schedule and monitor day-to-day production at
the factory,
Reviewed and revised daily
Also called production activity control (PAC)
Performed by production control department
¤ Loading - check availability of material, machines, and labor
¤ Scheduling - release work orders to shop and issue dispatch lists for
production lines, machines and labor
¤ Dispatching - implement the schedule taking into account the current status
of the production system (orders releasing)
¤ Monitoring - maintain progress reports on each job until it is complete

Arif Rahman – The Production Systems

 Shop Floor Control Platform

Arif Rahman – The Production Systems

 Shop Floor Control - Two Sided Perspective

Arif Rahman – The Production Systems

 Illustration of Shop Floor Control

Arif Rahman – The Production Systems

 Data Flow in Shop Floor Control

Arif Rahman – The Production Systems

 Shop Floor Control
LOADING DISPATCHING
Tooling available Job selection
Material available Job assignment
Machine available Priority control
Labor available Setup & exchange
Assignment & utilization SHOP Process execution
FLOOR
CONTROL
SCHEDULING MONITORING
Sequencing WIP track
Lot splitting Progress monitor
Route changing Quality control
Method engineering Troughput evaluate
Overlapping FEEDBACK Completion estimate

Status reporting
Performance achievement
Deviations
Unexpected matter
Changed situation

Arif Rahman – The Production Systems

 Loading

Arif Rahman – The Production Systems

 Loading
Notice the work order releases from monthly or
weekly production planning
Check availability of material, machines, and
labor
Process of assigning work to available resources
Perform work with most efficient resources

Arif Rahman – The Production Systems

 Loading - Basic Input
Routing specifies the operation, its duration, and the
work center performing the work
Lead times typically consist of four elements
¤ Run time
¤ Setup time
¤ Loading-unloading time
¤ Transfer and handling time
Inventory and purchasing order presents the
availability of material
Availability of resources are illustrated by :
¤ On-going schedule or previous schedule
¤ Maintenance schedule
¤ Employee leave calendar

Arif Rahman – The Production Systems

 Loading - Assignment
Use assignment method of operation research to
determine allocation
Hungarian Algorithm
1. Perform row reductions 4. If number of lines equals number of
– subtract minimum value in each row rows in matrix, then optimum
from all other row values solution has been found. Make
2. Perform column reductions assignments where zeros appear
– subtract minimum value in each ‾ Else modify matrix:
column from all other column values ‾ subtract minimum uncrossed value
3. Cross out all zeros in matrix from all uncrossed values
– use minimum number of horizontal
‾ add it to all cells where two lines
and vertical lines intersect
‾ other values in matrix remain
unchanged
4. Repeat steps 3 and 4 until
optimum solution is reached

Arif Rahman – The Production Systems

 Loading - Assignment
Initial Matrix
Order
Resource O1 O2 O3 O4
R1 10 5 6 10
R2 6 2 4 6
R3 7 6 5 6
R4 9 5 4 10

Row Reduction
Order
Resource O1 O2 O3 O4
R1 5 0 1 5
R2 4 0 2 4
R3 2 1 0 1
R4 5 1 0 6

Arif Rahman – The Production Systems

 Loading - Assignment
Column reduction
Order
Resource O1 O2 O3 O4
R1 3 0 1 4
R2 2 0 2 3
R3 0 1 0 0
R4 3 1 0 5

Cover all zeros

Order
Resource O1 O2 O3 O4
R1 3 0 1 4
R2 2 0 2 3
R3 0 1 0 0 +2
R4 3 1 0 5

Arif Rahman – The Production Systems

 Loading - Assignment
Modify Matrix
Order
Resource O1 O2 O3 O4
R1 3 0 1 4
R2 2 0 2 3
R3 2 3 2 2
R4 3 1 0 5

Cover all zeros

Order
Resource O1 O2 O3 O4
R1 1 0 1 2
R2 0 0 2 1
R3 0 3 2 0
R4 1 1 0 3

Arif Rahman – The Production Systems

 Loading - Assignment
Final Matrix
Order
Resource O1 O2 O3 O4
R1 1 0 1 2
R2 0 0 2 1
R3 0 3 2 0
R4 1 1 0 3

Solution
Order
Resource O1 O2 O3 O4
R1 10 5 6 10
R2 6 2 4 6
R3 7 6 5 6
R4 9 5 4 10

Arif Rahman – The Production Systems

 Loading - Assignment

Arif Rahman – The Production Systems

 Shop Loading
The allocation of jobs to work centers is
called shop loading
Loading methods :
¤ Infinite loading – It does not take into consideration
the limited capacity of the facility. Scheduling with
unlimited capacity
¤ Finite loading – assigns jobs to work centers
without regard to capacity limitations. Scheduling with
limited capacity. It takes into consideration the limited
capacity of each work center.

Arif Rahman – The Production Systems

 Shop Loading
Infinite loading
¤ Assigns jobs to work centers without regard to
capacity
¤ Unless excessive capacity exists, long queues
occur
Finite loading
¤ Uses work center capacity to schedule orders
¤ Popular scheduling approach
¤ Integral part of CRP

Arif Rahman – The Production Systems

 Shop Loading
INFINITE LOADING (without regard for capacity)

over Capacity

under

1 2 3 4 5 6 Time period

Arif Rahman – The Production Systems

 Shop Loading
FINITE LOADING (never to exceed capacity)

Capacity

1 2 3 4 5 6 Time perid

Arif Rahman – The Production Systems

 Scheduling

Arif Rahman – The Production Systems

 Scheduling
Developing detailed schedule based on
timely knowledge and data which will
ensure that all the production
requirements are fulfilled
Allocating orders, equipment, and
personnel to work center or other specified
locations

Arif Rahman – The Production Systems

 Scheduling Objectives
Meet the due dates
Minimize lateness
Minimize response time
Minimize completion time
Minimize time in the
system
Arif Rahman – The Production Systems
Minimize overtime
Maximize machine or
labor utilization
Minimize idle time
Minimize work-in-process
inventory
 Scheduling Performance Measures
Flow time (completion time)
¤ Time for a job to flow through system
Makespan
¤ Time for a group of jobs to be completed
Tardiness
¤ Difference between a late job’s due date and
its completion time
Number of tardy jobs
¤ The number of late jobs exceed due date
Arif Rahman – The Production Systems
 Resource or Time Constrained Approach
ASAP (as soon as possible) or ALAP (as late as possible)
List scheduling
Force directed algorithms
Path based
Enumerative methods
Heuristic algorithm
Heuristic search techniques (percolation algorithms,
simulated annealing, tabu search, genetic algorithm,
artificial intelligence and others)
Analytical models (linear programming, dynamic
programming, queueing model, simulation)

Arif Rahman – The Production Systems

 Priority Rule of Scheduling
FCFS - first-come, first-served
LCFS - last come, first served
CUSTPR - highest customer priority
SETUP - similar required setups
SPT - shortest processing time
LPT - longest processing time
EDD - earliest due date
SLACK - Minimum slack
CR - smallest critical ratio
Random order
Arif Rahman – The Production Systems
 Priority Rule of Scheduling
Minimum Slack
Slack = time remaining – processing time
= (due date – today’s date) – processing time

Smallest Critical Ratio

time remaining
Critical Ratio =
processing time
(due date – today’s date)
=
processing time

Arif Rahman – The Production Systems

 Forward - Backward Scheduling
There are two scheduling techniques to assigning
due dates to specific jobs:
Forward scheduling – an approach to scheduling that
starts from the present time and schedules each job to
start at the earliest possible moment.
¤ Advantages: time buffers,
¤ Disadvantages: increase work in process inventory
Backward scheduling – an approach to scheduling
that starts from desired due date and works backward.
¤ Advantages: decrease the work in process inventory;
¤ Disadvantages: no time buffers

Arif Rahman – The Production Systems

 Forward - Backward Scheduling
Forward scheduling
¤ Jobs are given earliest available time slot in operation
¤ excessive WIP usually results
Backward scheduling
¤ Start with promise date and work backward through
operations reviewing lead times to determine when a
job has to pass through each operation
¤ Less WIP but must have accurate lead times

Arif Rahman – The Production Systems

 Forward - Backward Scheduling

Forward Scheduling Backward Scheduling

B E B E

Today Due Date Today Due Date

Arif Rahman – The Production Systems

 Gantt Chart
Visual scheduling tool
Graphical representation of scheduling
information
Show dependencies between tasks,
personnel, and other resources allocations
Track progress towards completion

Arif Rahman – The Production Systems

 Gantt Chart
Less Information of Resources Multi stage with Parallel Resources each Stage
Task 1 duration
Task 2
Resource 3 J3 J6 J8
Task 3
Resource 2 J2 J5 J7
Time Resource 1 J1 J4 J9
Serial Resources
Resource 3 J1 J2 Time
Resource 2 J1 J2
Resource 1 J1 J2
Resource 3 J3 J4
Time
Parallel Resources Resource 2 J2 J6 J7
Resource 3 J3 J6 J8 Resource 1 J1 J5 J8 J9
Resource 2 J2 J5 J7
Time
Resource 1J1 J4 J9

Time

Arif Rahman – The Production Systems

 Gantt Chart
Task Dependencies :
¤ Start to Start (SS). Predecessor must start
before Successor can start.
¤ Finish to Start (FS). Predecessor must finish
before Successor can start.
¤ Start to Finish (SF). Predecessor must start
before Successor can finish.
¤ Finish to Finish (FF). Predecessor must
finish before Successor can finish.

Arif Rahman – The Production Systems

 Gantt Chart

Arif Rahman – The Production Systems

 Gantt Chart
Lag is the amount of time whereby a
successor activity will be delayed with
respect to a predecessor activity.
Lead is the amount of time whereby a
successor activity can be advanced with
respect to a predecessor activity.

Arif Rahman – The Production Systems

 Dispatching

Arif Rahman – The Production Systems

 Dispatching
Dispatching is sending the order to a
particular resource or destination for a
particular reason to execute and finish it
quickly and efficiently without wasting
time.
It implements the schedule taking into
account the current status of the
production system

Arif Rahman – The Production Systems

 Dispatching Rule
Local rule. It is concerned with the local available
information.
Global rule. It is used to dispatch jobs using all
information available on the shop floor.
Static rule. It do not change over time, and ignore the
status of the shop floor.
Dynamic rule. It is time dependent, and change
according to the status of the shop floor.
Forecast rule. It is used to give priority to jobs
according to what the job is going to come across in the
future and according to the situation at the local
machine.
Arif Rahman – The Production Systems
 Timely Production Board

Arif Rahman – The Production Systems

 To Do List Board

Arif Rahman – The Production Systems

 Monitoring

Arif Rahman – The Production Systems

 Monitoring
Information System
Performance Dashboard
Gantt Chart

Arif Rahman – The Production Systems

 Information System

Arif Rahman – The Production Systems

 Performance Dashboard

Arif Rahman – The Production Systems

 Gantt Chart

Arif Rahman – The Production Systems

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