Chapter 6

CHAPTER 6
PRODUCTION ACTIVITY CONTROL

INTRODUCTION
 Concern with controlling actual activity (make product or deliver services)
 Control the priority of jobs at work center.
 Sometimes referred to as shop floor control,
Master Scheduling Production Activity Control

 planning activity,  execution control activity.
DQP 3023: Production Planning and Control

Prepared by: Muhamad Zaki Bin Yusup
At the end of this chapter, you should be able to:
 Understand general production activity control concept in terms of

information and data.
 Understand how to prioritising work in production
 Apply the scheduling technique
 Understand the loading principle and concept which included infinite

loading and finite loading.
 Identify the corrective actions could be taken in production activity

control.

GENERAL PAC INFORMATION AND DATA
 Two major input in PAC are:
1. Source of orders Information Generated
2. Information
1. Status and location of orders.
Major input
2. Status of critical resources.
1. Newly released orders
 often from MRP). 3. Performance to standards
 time and / or cost standards
2. Existing order status.
4. Scrap/rework reporting.
3. Routing information
 process steps/sequence 5. Notification of any problems
 e.g., equipment /tooling breakage
4. Lead time information
 from item master
Additional information
5. Status of resources
i. People • Time estimates
ii. Tooling(fixtures)
• Processing information
iii. Machine or equipment
iv. Materials
• Lot sizes
• Next work center
• Jobs expected in specific period
Report or Feedback
 What has been produced (part

number and quantity)
 Problems (quality problems or part
shortages)
 Workforce data (used to define
efficiency and utilization)
 Equipment status.

Report or Feedback
The Gantt Chart
 PAC similar to application for Gantt

charts
 Schedule work according to priority
 Quickly assess status of all jobs in
order
 Show how work to be done:
1. Expected time required
2. Start and end times
3. Job status

PRIORITISING WORK
EDD SPT FCFS CR S/O Slack
Several approaches used to prioritize work at a work center are:
1. FCFS (first come, first served) 7. Rush (emergency)
2. SPT (shortest processing time) 8. LCFS (last come, first served)
3. EDD (earliest due date) 9. SETUP (similar required setups)

4. CR (critical ratio)
10. LPT (longest processing time)
5. Slack (smallest slack)
6. S/O (slack per operation)

PRIORITISING WORK
Sequencing Jobs Through One Process
 Flow time (completion time)

 Time for a job to flow through the system
 Make span
 Time for a group of jobs to be completed
 Tardiness
 Difference between a late job’s due date and its completion time
PRIORITISING WORK
 Due date also known as earliest due date (EDD)
 Job with the earliest due date will be done first
xample: Solution
Job Sequence: C → E → A → D → B
Prioritize the above job

based on EDD method. For Job C
Start time = completion time for E = 6
Completion time = start time for C + processing time for C

=6+2=8
Tardiness = completion time for C – due date for C

=8–5=3
PRIORITISING WORK
 SPT = shortest processing time
 Jobs are prioritized according to the estimated shortest processing time
 Not a good condition in large job environments
xample: Solution
Job Sequence: C → A → E → D → B

based on SPT method. For Job A
Start time = completion time for C = 2
Completion time = start time for A + processing time for A

=2+5=7
Tardiness = completion time for A – due date for A

Prepared by: Muhamad Zaki Bin Yusup = 7 – 10 = -3 = 0
PRIORITISING WORK
 FCFS = First Come, First Serve.
 Job that enters the operation first has first priority.
xample: Solution
Job Sequence: A → B → C → D → E

based on FCFS method. For Job C
Start time = completion time for B = 15
Completion time = start time for C + processing time for C

= 15 + 2 = 17
Tardiness = completion time for C – due date for C

Prepared by: Muhamad Zaki Bin Yusup = 17 – 5 = 12
PRIORITISING WORK
 CR = critical ratio.
 Ratio is been calculated
 CR considers both time and work remaining
If CR > 1, job ahead of schedule

If CR < 1, job behind schedule
If CR = 1, job on schedule

PRIORITISING WORK
xample: Solution
Step 1
At day 6, Job E is
competed.
 1st sequence is E
Step 2
Prioritize the above job At day 8, Job E and C
competed.
based on CR method.
 2nd sequence is C

PRIORITISING WORK
xample: Solution
Step 3
At day 13, Job E, C and

A is competed.
 3rd sequence is A
Step 4
Prioritize the above job At day 21, Job E, C , A
based on CR method. and D is competed.
4th sequence is D
So, last sequence is B
Therefore, the job sequence based on CR = E → C → A → D → B

PRIORITISING WORK
xample: Solution
Sequence: E → C → A → D → B

based on CR method.
For Job C
Start time = completion time for C = 8

= 8 + 5 = 13

= 13 – 10 = 3
PRIORITISING WORK
 Known as slack or total slack.
 Total time until the job is due is calculated.
 Subtracting total processing time from total time until due yields slack.
 Select jobs with the least total slack to be done first
xample: Solution

based on Slack method.
 Job Sequence: E → C → D → A → B

PRIORITISING WORK
 S/O = Slack Per Operation.
 total slack divided by the number of operations left
 job with least total slack per operation is scheduled first.
Solution
xample:
 Job Sequence: E → C → D → A → B
For Job A
Prioritize the above job Start time = completion time for D = 16
based on Slack method.
= 16 + 5 = 21

DQP 3023: Production Planning and Control = 21 – 10 = 11
PRIORITISING WORK
 Known as slack or total slack.
 Total processing time until the job is due is calculated.
 Subtracting total processing time from total time until due yields slack.
 Select jobs with the least total slack to be done first

PRIORITISING WORK
AVERAGE AVERAGE NO. OF MAXIMUM

RULE COMPLETION TIME TARDINESS JOBS TARDY TARDINESS
EDD 15.80 6.2 2.54 16

SPT
FCFS
CR
SLACK
Example: EDD
Average completion time =  completion time Tardy=

No. of Jobs ÷5  Completion Time
= [6 + 8 + 13 + 21 + 31] ÷ 5  Processing Time
= 79 ÷ 5 = 79
= 15.8 31
= 2.54
Average tardiness =  tardiness÷ 5
= [0 + 3 + 3 + 9 + 16] ÷ 5
= 31 ÷ 5
= 6.2
EXECISE
Processing time (including setup times) and due dates for six jobs waiting to be
processed at work centre are given in the following table. Determine the sequence jobs,
the average flow time, average completion times, average tardiness and average
number of jobs at the work center for each of this rules:
a.FCFS
b.SPT Processing Time
Job Due Date (days)
(days)
c.EDD
d.CR A 2 7
e.Slack B 8 16
C 4 4
D 10 17
E 5 15
F 12 18

SCHEDULING IN MRP AND “PULL” PRODUCTION
ENVIRONMENT
 Scheduling rules described applicable when production environments not integrated with
production control systems (e.g. MRP or Kanban pull system).
 Where integrated, systems may provide inherent scheduling priorities.
MRP Systems.
 Due date in master schedule item and lead time offsets used in MRP logic will
generate due dates for all subassemblies and components.
 These due dates are then used to establish the priority for production
.
 Reactive systems
 Generating demand information
 System basically is a first come, first serve priority system.
 When pull signals arrive for multiple parts, better to first process the material that is
being used more rapidly

SCHEDULING
 Assume that MRP or Pull system is not being used, estimation of job completion can be
developed.
 Two basic approaches:

1. Backward scheduling
 Calculation start from the time the job is due
 Uses lead time information to work backward
 Scheduling starts with the customer expected due date
2. Forward scheduling
 Starts when job is released into production process
 Calculated when job should reach and be completed

SCHEDULING
Example
Job start of day 214 in one shift operation with seven productive hours. The job calls for a quantity
of 100 to be built as below:
Operation Total lead time for 100, including

setup, run, queue, and move time
A 21 hrs
B 14 hrs
C 35 hrs
D 7 hrs
E 10.5 hrs
F 3.5 hrs

SCHEDULING
Answer:
Forward scheduling approach

Launch job into production immediately (day 214)
Earliest job can be completed end of 227
Can deliver on day 228
Operation Completed
A End of day 216 (3 shifts)
B End of day 218
C End of day 223
D End of day 224
E Half through day 226
F End of day 227

SCHEDULING
Answer:
Backward scheduling approach

Suppose job been promised to customer on day 240.
Job must completed on day 239 to prevent late delivery.
Backward scheduling start from day 239 date:
Latest possible start date at the beginning of day 227
Operation Must Complete by Must Start by
F End of day 239 Mid day 239
E Mid- day 239 Start of day 238
D End of day 237 Start of day 237
C End of day 236 Start of day 232
B End of day 231 Start of day 230
A End of day 229 Start of day 227

LOADING
 Two fundamentally different approaches to manage a load
Infinite loading FINITE LOADING
Job loaded when need to be done with If much loaded , work is moved on to the
respect to customer need next time period (no more capacity in the
Major issue: given period)
How to manage the load

LOADING
Two methods used to load a work center:
1.Vertical Loading.
work center is selected
 jobs are loaded into the center job
focus in work center, with the job loaded work center by work center, one job loaded at a
time.
2.Horizontal Loading.
highest priority job is loaded work center
next job is loaded work center by work center
most commonly used by finite scheduling systems
focus in job, with a job selected and loaded work center by work center

LOADING
Example.
A work center (center X) has the following jobs. They are listed in the order in which they
arrived at the work center. The work center uses due date with First Come, First Serve to
break “ties” as its approach to loading. The current day is the start of day 137, and there are 7
productive hours (420 minutes) in a day:
Job Quantity Due day Setup time Standard Per Piece

A 130 136 10 minutes 1.5 minutes
B 100 137 30 minutes 1.8 minutes
C 50 137 10 minutes 0.6 minutes
D 200 138 25 minutes 0.8 minutes
E 120 138 15 minutes 1.1 minutes
F 100 138 20 minutes 1.3 minutes

LOADING
Solution The current day is the start of day 137, 7 productive hours (420 minutes) in a day
Job Time standard x quantity Setup time Total time

A (130) x (1.5) = 195 min. 10 min 205 min
B 180 min. 30 min 210 min
C 30 min. 10 min 40 min
D 160 min. 25 min 185 min
E 132 min. 15 min 147 min
F 130 min. 20 min 150 min
Infinite loading
Load work center according to due date.
Job A (already late), B and C loaded into day 137 (455 minutes)
D, E, and F loaded into day 138 (482 minutes )
Both days required more minutes ( > 420 minutes)
Probably need to schedule overtime to accomplish the work

LOADING
Solution The current day is the start of day 137, 7 productive hours (420 minutes) in a day
Job Time standard x quantity Setup time Total time

A (130) x (1.5) = 195 min. 10 min 205 min
B 180 min. 30 min 210 min
C 30 min. 10 min 40 min
D 160 min. 25 min 185 min
E 132 min. 15 min 147 min
F 130 min. 20 min 150 min
Finite loading
Complete jobs A and B in day 137 (415 minutes)
Start 10 minute setup for job C before end day.
Finished job C on day 138 (35 minutes) then complete jobs D and E
Finish job E at the 367 minute (allow 53 minutes to set up and start running job F)
able to complete approximately 25 of the 100 items (53 min. - 20 min. setup = 33 min. run time;
33 min / 1.3 min per item = 25.4 items).
Implication: both jobs C and F likely be late

CORRECTIVE ACTION
 Corrective actions will be needed on a fairly regular basis.
 The common corrective actions are:
1. Subcontracting or Purchasing 4. Operation Splitting.

Components.  Assigning resources (people and
 Buy instead of making equipment)
 Processing can proceed in parallel
2. Lot Splitting.
 Only the minimal amount of parts 5. Alternative Routings.
 Partially send to customer  Use when production resources not
available
3. Operation Overlapping.
 Move subsequent operation before 6. Order Cancellation.
entire order been processed  Use when the cost may exceed
expected profit from order

SUMMARY
 The best plan are of little value

unless they are properly executed.
 As conditions change, it is
important to control both the priority
of work in the facility as well as to
control the capacity being used by
the work.
 There are more common issues

and approaches that are used to
increasethe probability of effextive
execution of work in the operation.


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PRODUCTION ACTIVITY CONTROL

 Concern with controlling actual activity (make product or deliver services)

 Control the priority of jobs at work center.

 Sometimes referred to as shop floor control,

Master Scheduling Production Activity Control

DQP 3023: Production Planning and Control

 Understand general production activity control concept in terms of

 Understand how to prioritising work in production

 Apply the scheduling technique

 Understand the loading principle and concept which included infinite

 Identify the corrective actions could be taken in production activity

DQP 3023: Production Planning and Control

 What has been produced (part

DQP 3023: Production Planning and Control

 PAC similar to application for Gantt

DQP 3023: Production Planning and Control

Several approaches used to prioritize work at a work center are:

1. FCFS (first come, first served) 7. Rush (emergency)

2. SPT (shortest processing time) 8. LCFS (last come, first served)

3. EDD (earliest due date) 9. SETUP (similar required setups)

6. S/O (slack per operation)

DQP 3023: Production Planning and Control

Sequencing Jobs Through One Process

 Flow time (completion time)

Prioritize the above job

Completion time = start time for C + processing time for C

Tardiness = completion time for C – due date for C

Prioritize the above job

Completion time = start time for A + processing time for A

Tardiness = completion time for A – due date for A

Prioritize the above job

Completion time = start time for C + processing time for C

Tardiness = completion time for C – due date for C

If CR > 1, job ahead of schedule

DQP 3023: Production Planning and Control

DQP 3023: Production Planning and Control

At day 13, Job E, C and

So, last sequence is B

Therefore, the job sequence based on CR = E → C → A → D → B

DQP 3023: Production Planning and Control

Prioritize the above job

Completion time = start time for A + processing time for A

Tardiness = completion time for A – due date for A

Prioritize the above job

DQP 3023: Production Planning and Control

Tardiness = completion time for A – due date for A

 Known as slack or total slack.

 Total processing time until the job is due is calculated.

 Select jobs with the least total slack to be done first

DQP 3023: Production Planning and Control

AVERAGE AVERAGE NO. OF MAXIMUM

EDD 15.80 6.2 2.54 16

Average completion time =  completion time Tardy=

DQP 3023: Production Planning and Control

DQP 3023: Production Planning and Control

 Two basic approaches:

DQP 3023: Production Planning and Control

Operation Total lead time for 100, including

DQP 3023: Production Planning and Control

Forward scheduling approach

A End of day 216 (3 shifts)

B End of day 218