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Work Center:
A work center is an area in a business in which productive resources are organized and work
is completed.
The work center may be a single machine, a group of machines, or an area where a particular
type of work is done.
A work center can be organized according to function in a job shop configuration; or by
product in a flow, assembly line or group technology cell (GT cell).
ii.
A characteristic that distinguishes one scheduling system from another is how capacity is
considered in determining the scheduled. Scheduling systems can either infinite or finite
loading.
a. Infinite Loading:
Infinite loading occurs when work is assigned to a work center simply based on
what is needed over time.
No consideration is given directly to whether there is sufficient capacity at the
resources required to complete the work nor is the actual sequence of the work as
done by each resource in the work center.
b. Finite Loading:
A finite loading approach actually schedules in detail each resource using the
setup and run time required for each order.
In essence, the system determines exactly what will be done by each resource at
every moment during the working day.
In the case in which an operation is delayed due to a part (s) shortage, the order
will sit in queue and wait until the part is available from the preceding operation.
Another characteristic that distinguishes scheduling systems is whether the scheduled is
generated forward or backward in time. For this forward backward dimension, forward
scheduling is the most common.
a. Forward Scheduling:
Forward scheduling is a method for determining the production schedule by
working forwards from the current date (or time) to find the date when the work
will be completed.
A system that forward schedules can tell the earliest date that an order can be
completed.
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b. Backward Scheduling:
Backward scheduling is a method for determining the production schedule by
working backwards from the due date (or time) to the start date (or time), and
computing the materials and time required at every operation or stage.
A system that backward schedules can tell when an order must be started in order
to be completed by a specific date.
Job sequencing:
The process of determining which job to start first on some machine or in some work center is
known as sequencing or priority sequencing.
Priority rules are the rules used in obtaining a job sequence.
These can be very simple, only requiring that jobs be sequenced according to one piece of
data (such as processing time, due date, or order of arrival, etc.), or may require several pieces
of information.
Other rules, such as Johnsons rule requires a computation procedure to specify the order of
performance.
Ten of the more common priority rules are shown in Ten Priority Rules for Job Sequencing
on the next page.
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STR
Slack
time until due date processingtime
=
=
OP No . of remaing operations
No .of remaining operations
vii.
CR (critical ratio):
This is calculated as the difference between the due date and the current date divided by the
number of working days remaining. Orders are run with the smallest CR first.
CR(critical ratio)=
viii.
QR (queue ratio):
This is calculated as the slack time remaining in the schedule divided by the planned
remaining queue time. Orders are run with the smallest QR first.
QR (queue ratio)=
ix.
x.
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The supervisors or the operators usually select whichever job they feel like running.
Gantt Charts:
Small job shops and individual departments of large factories employ Gantt Chart to help
plan and track jobs.
A Gantt chart is a type of bar chart that plots tasks against time.
Gantt charts are used for project planning as well as to co ordinate a number of scheduled
activities.
Example, as shown in below, indicates that Job A is behind schedule by about four hours, Job
B is ahead of schedule, and Job C has been completed, after a delayed start for equipment
maintenance.
Whether the job is ahead of schedule or behind schedule is based on where it stands compared
to where we are now.
In example, we are at the end of Wednesday, and Job A should have been completed, and Job
B has already had some of Thursdays work completed.
The daily dispatch list, tells the supervisors which jobs are to be run, their priority, and how
long each will take.
Various status and exception reports, including-
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iii.
a. The anticipated delay report, made out by the shop planner once or twice in a week
and reviewed by the chief shop planner if there are any serious delays that could
affect the master schedule.
b. Scrap reports.
c. Review reports.
d. Performance summery reports giving the number and percentage of orders completed
on schedule, lateness of unfilled orders, volume of output, and so on.
e. Shortest list.
An input/output control report, which is used by the supervisor to monitor the workload
capacity relationship for each workstation.