Production Mangement

ASSIGNMENT

Full Name of submitter: Huynh Hoang My Dung Student ID: IELSIU20015

Your Group number is: 02

Title of your Group project is: Present a chapter – Chapter 2: Forecasting

Contents of problems

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SCHEDULING AND JUST IN TIME

Operations Book 7th edition (PDF version): (Problem)

16.4, 16.6, 16.8.

17.6, 17.7, 17.8, 17.9, 17.12, 17.14, 17.15, 17.16,

Optional: 17.13
Discussion:
Look for advanced planning and scheduling software on the Internet. Write a summary of the
techniques presented.
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 Production Mangement

Answers/Works

16.4.
̅

C = 10 boards
L = 20 minutes = 1/3 hour
Safety factor = 10%

a) ̅

̅ ⁄

 8 kanbans are needed.

b) L = 30 minutes = 0.5 hour

̅

 6 kanbans are needed.

c) The rack size is halved  C = 5 boards

̅ ⁄

 8 kanbans are needed.

d) The safety factor is increased to 20%

̅ ⁄

 4 kanbans are needed.

 Production Mangement

16.6.
C = 100 letters/bin
L = 30 minutes = 0.5 hour
̅

Safety factor = 10%

̅

 4 kanbans are needed for the letter-sorting process.

16.8.
̅

L = 30 minutes = 0.5 hour

C = 25 squidgets/output
Safety factor = 10%
̅

 6 kanbans are needed to be circulating between Sandy’s process and the previous process.

17.6.

Job Processing time Due date

A 2 3
B 1 2
C 4 12
D 3 4
E 4 8
F 5 10

FCFS
FCFS Processing Completion
Start time Due date Tardiness
sequence time time
A 0 2 2 3 0
 Production Mangement

B 2 1 3 2 1
C 3 4 7 12 0
D 7 3 10 4 6
E 10 4 14 8 6
F 14 5 19 10 9
Total 55 22
Average 9.17 3.67

SPT
SPT Processing Completion
Start time Due date Tardiness
sequence time time
B 0 1 1 2 0
A 1 2 3 3 0
D 3 3 6 4 2
C 6 4 10 12 0
E 10 4 14 8 6
F 14 5 19 10 9
Total 53 17
Average 8.83 2.83

Processing
Task Due date SLACK
time
A 2 3 1
B 1 2 1
D 3 4 1
E 4 8 4
F 5 10 5
C 4 12 8

SLACK
SLACK Processing Completion
Start time Due date Tardiness
sequence time time
A 0 2 2 3 0
B 2 1 3 2 1
D 3 3 6 4 2
 Production Mangement

E 6 4 10 8 2
F 10 5 15 10 5
C 15 4 19 12 7
Total 55 17
Average 9.17 2.83

DDATE
DDATE Processing Completion
Start time Due date Tardiness
sequence time time
B 0 1 1 2 0
A 1 2 3 3 0
D 3 3 6 4 2
E 6 4 10 8 2
F 10 5 15 10 5
C 15 4 19 12 7
Total 54 16
Average 9.00 2.67

SUMMARY

Average
Average No. of Maximum
Rule completion
tardiness jobs tardy tardiness
time
FCFS 9.17 3.67 4 9
SPT 8.83 2.83 3 9
SLACK 9.17 2.83 5 7
DDATE 9.00 2.67 4 7

 Choose SPT or DDATE depending on Evan Chwartz’s target.

 Production Mangement

17. 7
Due date
Estimated in
Due
Assignment completion Due date Today in
date
time number
of days
1. Management case 5 20-Nov 18 19
2. Marketing survey 10 03-Dec 31 32
3. Financial analysis 4 25-Nov 02-Nov 23 24
4. Term project 21 15-Dec 43 44
5. Computer program 14 02-Dec 30 31

FCFS
Start Processing Completion Due
Task Tardiness
time time time date

1 0 5 5 19 0
2 5 10 15 32 0
3 15 4 19 24 0
4 19 21 40 44 0
5 40 14 54 31 23
Total 133 23
Average 26.6 4.6

DDATE

Start Processing Completion Due

Task Tardiness
time time time date

1 0 5 5 19 0
5 5 14 19 24 0
4 19 21 40 31 9
3 40 4 44 32 12
2 44 10 54 44 10
Total 162 31
Average 32.4 6.2
 Production Mangement

Estimated
Due
Assignment completion Today SLACK
date
time

1. Management case 5 19 0 14
5. Computer program 14 31 0 17
3. Financial analysis 4 24 0 20
2. Marketing survey 10 32 0 22
4. Term project 21 44 0 23

SLACK

Processing Completion
Task Start time Due date Tardiness
time time

1 0 5 5 19 0
5 5 14 19 31 0
3 19 4 23 24 0
2 23 10 33 32 1
4 33 21 54 44 10
Total 134 11
Average 26.8 2.2

17.8
Processing time (in
Task days) Due date Today
A 3 10
B 10 12
C 2 25
D 4 8 4
E 5 15
F 8 18
G 7 20

FCFS

Processing Completion
Task Start time Due date Tardiness
time time

A 4 3 7 10 0
B 7 10 17 12 5
 Production Mangement

C 17 2 19 25 0
D 19 4 23 8 15
E 23 5 28 15 13
F 28 8 36 18 18
G 36 7 43 20 23

SPT

Processing Completion
Task Start time Due date Tardiness
time time

C 4 2 6 25 0
A 6 3 9 10 0
D 9 4 13 8 5
E 13 5 18 15 3
G 18 7 25 20 5
F 25 8 33 18 15
B 33 10 43 12 31

DDATE

Processing Completion
Task Start time Due date Tardiness
time time

D 4 4 8 8 0
A 8 3 11 10 1
B 11 10 21 12 9
E 21 5 26 15 11
F 26 8 34 18 16
G 34 7 41 20 21
C 41 2 43 25 18

Processing
Task Due date Today SLACK
time

B 10 12 4 -2
D 4 8 4 0
A 3 10 4 3
E 5 15 4 6
F 8 18 4 6
G 7 20 4 9
C 2 25 4 19
 Production Mangement

SLACK
Processing Completion
Task Start time Due date Tardiness
time time

B 4 10 14 12 2
D 14 4 18 8 10
A 18 3 21 10 11
E 21 5 26 15 11
F 26 8 34 18 16
G 34 7 41 20 21
C 41 2 43 25 18

Summary:
Mean Mean
Rule Flowtime Tardiness No. of Jobs Tardy Max Tardiness
FCFS 20.71 10.57 5 23
SPT 17 8.43 5 31
SLACK 24.14 12.71 7 21
DDATE 24.14 10.86 6 21

 SPT sequence would be recommended.

17.9
Processing time (in
Today
Task days) Due date
A 5 10
B 8 15
C 6 15
D 3 20
5
E 10 25
F 14 40
G 7 45
H 3 50

SPT

Processing Completion
Task Start time Due date Tardiness
time time

D 5 3 8 20 0
 Production Mangement

H 8 3 11 50 0
A 11 5 16 10 6
C 16 6 22 15 7
G 22 7 29 45 0
B 29 8 37 15 22
E 37 10 47 25 22
F 47 14 61 40 21

DDATE

Processing Completion
Task Start time Due date Tardiness
time time

A 5 5 10 10 0
B 10 8 18 15 3
C 18 6 24 15 9
D 24 3 27 20 7
E 27 10 37 25 12
F 37 14 51 40 11
G 51 7 58 45 13
H 58 3 61 50 11

Processing
Task Due date Today SLACK
time

A 5 10 5 0
B 8 15 5 2
C 6 15 5 4
E 10 25 5 10
D 3 20 5 12
F 14 40 5 21
G 7 45 5 33
H 3 50 5 42

SLACK
Processing Completion
Task Start time Due date Tardiness
time time

A 5 5 10 10 0
B 10 8 18 15 3
C 18 6 24 15 9
E 24 10 34 25 9
D 34 3 37 20 17
 Production Mangement

F 37 14 51 40 11
G 51 7 58 45 13
H 58 3 61 50 11

Summary:
No. of Jobs
Rule Mean Flowtime Mean Tardiness Tardy Max Tardiness
SPT 23.88 9.75 5 22
DDATE 30.75 8.25 7 13
SLACK 31.63 9.13 17 7

 SPT would be recommended since it fits her low-capacity operating levels (one sewing
machine but eight jobs)

17.12

Processing time
Classification
Date Entry Review
1. Medicare I 8 6
2. Physician 24 15 9
3. Medicare II 6 5
4. Physician 4 5 10
5. HMO I 17 15
6. Physician 17 9 10
7. Emergency II 5 3
8. HMO II 4 15
9. Physician 37 12 10
10. Emergency I 20 4

*Sequence:
8 4 6 5 9 2 1 3 10 7
 Production Mangement

*Makespan:

Date entry
Class
In Pr.T Out
8 0 4 4
4 4 5 9
6 9 9 18
5 18 17 35
9 35 12 47
2 47 15 62
1 62 8 70
3 70 6 76
10 76 20 96
7 96 5 101

Review
Class
In Pr.T Out
8 4 15 19
4 19 10 29
6 29 10 39
5 39 15 54
9 54 10 64
2 64 9 73
1 73 6 79
3 79 5 84
10 96 4 100
7 101 3 104

8 4 6 5 9 2 1 3 10 7
Data
4 9 18 35 47 62 70 76 96 101
entry
19 29 39 54 64 73 79 84 100 104
Review

 Makespan = 104 minutes

 Production Mangement

17.13

Job Milling Grinding Turning

A 5 1 4
B 2 2 5
C 3 2 1
D 1 3 0
E 4 1 2

i. FCFS

*Sequence:
A B C D E

*Makespan

Milling Grinding Turning

Start Processing Completion Start Processing Completion Start Processing Completion
Job
time Time time time Time time time Time time
A 0 5 5 5 1 6 6 4 10
B 5 2 7 7 2 9 10 5 15
C 7 3 10 10 2 12 15 1 16
D 10 1 11 12 3 15 16 0 16
E 11 4 15 15 1 16 16 2 18

Makespan = 18 hours

*Gantt chart

A B C D E Process 1
5 7 10 11 15 (Milling)

A B C D E Process 2
6 9 12 15 16 (Grinding)

A B C E Process 3
10 15 16 18 (Turning)
|
Iddle time Completion time
 Production Mangement

ii. SPT

Processing
Job Milling Grinding Turning
Time
D 1 3 0 4
C 3 2 1 6
E 4 1 2 7
B 2 2 5 9
A 5 1 4 10

*Sequence

D C E B A

*Makespan

Milling Grinding Turning

Start Processing Completion Start Processing Completion Start Processing Completion
Job
time Time time time Time time time Time time
D 0 1 1 1 3 4 4 0 4
C 1 3 4 4 2 6 6 1 7
E 4 4 8 8 1 9 9 2 11
B 8 2 10 10 2 12 12 5 17
A 10 5 15 15 1 16 17 4 21

Makespan = 21 hours

*Gantt chart

D C E B A Process 1
1 4 8 10 15 (Milling)

D C E B A Process 2
4 6 9 12 16 (Grinding)

C E B A Process 3
7 11 17 21 (Turning)
|
Iddle time Completion time
 Production Mangement

17.14
Jobs Machining Polishing
A 5 4
B 7 3
C 3 2
D 4 1
E 1 2
F 3 4

*Sequence:
E F A B C D

*Makespan:

Machining Polishing
Jobs Jobs
In Pr.T Out In Pr.T Out
E 0 1 1 E 1 2 3
F 1 3 4 F 4 4 8
A 4 5 9 A 9 4 13
B 9 7 16 B 16 3 19
C 16 3 19 C 19 2 21
D 19 4 23 D 23 1 24

COMPLETION TIME
Sequence E F A B C D
Machining 1 4 9 16 19 23
Polishing 3 8 13 19 21 24

Makespan 24 (unit)

*Gantt chart

E F A B C D Process 1
1 4 9 16 19 23 24 (Machining)

E F A B C D Process 2
1 3 8 13 19 21 24 (Polishing)
|
Iddle time Completion time
 Production Mangement

17.15

Days
Houses
Prep Paint
Addison 4 2
Brown 3 6
Clayton 6 4
Daniels 5 6
Ebersole 1 4

*Sequence:

Ebersole Brown Daniels Clayton Addison

*Makespan:

Prep Paint
Houses Houses
In Pr.T Out In Pr.T Out
Ebersole 0 1 1 Ebersole 1 4 5
Brown 1 3 4 Brown 5 6 11
Daniels 4 5 9 Daniels 11 6 17
Clayton 9 6 15 Clayton 17 4 21
Addison 15 4 19 Addison 21 2 23

COMPLETION TIME
Sequence Ebersole Brown Daniels Clayton Addison
Prep 1 4 9 15 19
Paint 5 11 17 21 23

Makespan 23 days

*Gantt chart:
E B D C A Process 1
1 4 9 15 19 23 (Prep)

E B D C A Process 2
5 11 17 21 23 (Paint)
|
Iddle time Completion time
 Production Mangement

17.16
Days Processing
Houses
Prep Paint time
Addison 4 2 6
Brown 3 6 9
Clayton 6 4 10
Daniels 5 6 11
Ebersole 1 4 5

i. SPT
*Sequence:

Processing
House Prep Paint
Time
Ebersole 1 4 5
Addison 4 2 6
Brown 3 6 9
Clayton 6 4 10
Daniels 5 6 11

Sequence
Ebersole Addison Brown Clayton Daniels

*Makespan:

Prep Paint
Start Processing Completion Start Processing Completion
Task Task
time time time time time time
Ebersole 0 1 1 Ebersole 1 4 5
Addison 1 4 5 Addison 5 2 7
Brown 5 3 8 Brown 8 6 14
Clayton 8 6 14 Clayton 14 4 18
Daniels 14 5 19 Daniels 19 6 25

Makespan 25 days => It saves 2 days with Johnson's rule

 Production Mangement

ii. LPT
*Sequence:
Processing
Houses Prep Paint
Time
Daniels 5 6 11
Clayton 6 4 10
Brown 3 6 9
Addison 4 2 6
Ebersole 1 4 5

Sequence
Daniels Clayton Brown Addison Ebersole

*Makespan:

Prep Paint
Start Processing Completion Start Processing Completion
Task Task
time time time time time time
Daniels 0 5 5 Daniels 5 6 5
Clayton 5 6 11 Clayton 11 4 15
Brown 11 3 14 Brown 15 6 21
Addison 14 4 18 Addison 21 2 23
Ebersole 18 1 19 Ebersole 23 4 27

Makespan 27 days => It saves 4 days with Johnson's rule

Discussion: Advance planning and scheduling softwares:

- Ganttic
- Spira Plan
- Visual Planning
Ganttic is a resource planning and project portfolio management software which does equally
great job for scheduling people, projects, facilities and equipment. The software is good for
scheduling and reporting, tracking milestones and capacity utilization.
SpiraPlan helps to perform real agile software development throughout the company by
addressing every aspect that is necessary to deliver applications early with good quality.
Business people and product owners are guided by the tool by personalized views, boards and
workflows, so any stakeholder gets those control to the project that reflects the needs of his role.
Visual Planning lets you to assign all types of resources (staff, machines, equipment or locations)
and share schedules with colleagues, customers and partners to work together more efficiently.