Shop Floor Planning and Control

It is about production facility Includes principles of planning, scheduling and controlling of production operations Integrates the factors of production

Management of shop floor planning

Differs for made to stock and made to order Flow control Customer order broken and jobs routed through route sheets

Production Activity Control

MRP+PAC(when , where and how) PAC is concerned with priority control and capacity control Objectives

Operations Planning and Scheduling

What is scheduling? Priority sequencing, detailed scheduling, loading, expediting, input and output control Activities in SPC Assigning priorities, dispatching lists, updating WIP, Input/output control, measuring efficiency

Objectives of Scheduling
Prevent unbalanced use of time Utilise machines and labour effectively Reduce idle time and fix up delivery dates Helps to allocate scarce resources

Criteria to evaluate different possible schedules

Providing when customer wants Minimising production time, idle time of workers and machines, costs and WIP

Elements of Scheduling
Demand forecasts Aggregate Scheduling Production plan MPS Priority planning Capacity planning Facility loading Evaluation of work load sequencing

Information needed for Scheduling Process

Jobs, activities, employees, Equipment, machines, facilities Problems of Scheduling Lack of information, resource constraint, absenteeism, type of production

Scheduling Process
Process focused-non standard products in small batches-work centres organised around the type of operations Scheduling in process focused production is complex : orders processed against set dates lots are small assigning and reassigning of workers and machines happen often

Scheduling Techniques
Forward Scheduling, Backward Scheduling Stages in scheduling(loading and dispatching) finite and infinite loading Charts for finite and infinite loading Gantt load chart and Gantt scheduling chart

Priority Sequencing
Criteria ( setup costs, WIP, Idle time, job flow time etc) Single criterion rules First come first served, Shortest Processing time, Longest operation time, Least or Minimum slack job first

 Earliest due date, truncated shortest processing job first, preferred customer order, random selection, cost overtime, least change over cost

Dynamic Sequencing Rules

Dynamic Slack Rule Dynamic Slack for remaining operations(smallest d/r is selected) Critical ratio rule = days remaining/days required for processing(lowest cr)

 Implications of product focused scheduling Techniques involved in solving product focused scheduling are : batch scheduling and scheduling for delivery schedules

Batch production
Between job shop and continuous production. Determine LOT and when to begin Lot : trade off between setup costs and inventory carrying costs

EBQ OR ERL
CASE 1 Instantaneous supply with no simultaneous consumption CASE 2 Non Instantaneous with simultaneous consumption

 Complexities of EBQ Set up costs and inventory costs might not tally with EBQ lots split up because of interruption bottle neck Assumption that constant demand might not be met EBQ based on current information

Line Balancing
Arranging production Line Procedure: determine the tasks, how they should be performed, task time, cycle time, assign the task to each worker Assemble the tasks into work station Assemble work stations, evaluate the efficiency

Determination of Cycle Time

Ct=available time per period/no of units required per period Balancing efficiency=theoretical no of workers /actual no of workers Line balancing methods heuristic method, linear programming , dynamic programming, computerised line balancing

Types of Heuristic methods

Incremental Heuristic method Longest task heuristic Computerised Line Balancing