PAC Exercise

1
 Production Data
Job A Job B
Due date: week 44 Due date: week 38
Operation WC Time Operation WC Time
(hours) (hours)
I 3 160 I 3 40

II 4 120 II 2 200

III 1 200 III 4 80

This company operates five-day, forty-hour work a week. This is week 28

on the planning calendar, can we complete them on time?

2
Scheduling Plan – Block Schedule
Operation Job A Job B

Weeks Week Weeks Week

allowed number allowed number
This week 28 28
Release date 1 29 1 29
I 4 33 1 30
Interoperation 2 35 2 32

II 3 38 5 37

Interoperation 2 40 2 39
III 5 45 2 41
Inspect and 1 46 1 42
Deliver
3
 Review The Schedule
• Calculate the CR ratio for those jobs:
44−28 16
CR (A) =160 120 200 = = 1.33
+ + 12
40 40 40

38−28 10
CR (B) =40 200 80 = = 1.25
+ + 8
40 40 40

Since job B has a smaller CR, it is scheduled first on

machine 3 and followed by job A

4
 Load and Capacity Data
Job A Job B

Operation WC Load Capacity WC Load Capacity

(hours) (hours/week) (hours) (hours/week)
I 3 160 40 3 40 40

II 4 120 40 2 200 40

III 1 200 40 4 80 40

5
 Gantt Chart
WEEKS
WC 32 36 40 44

1 Deliver A
39 44 45
2 B2
36
3 B1 A1
29 30 34

4 A2 B3 Deliver B
35 38 40 41
All the jobs are late

6
Aligning Completion Times and Due Date
• Lead time can be reduced by decreasing interoperation time.
Interoperation consists of wait time, move time and queue
time. The queue time can be reduced by increasing the
capacity of critical work or reducing the workload to specific
work centers.
• In short term, capacity can be increased by using overtime or
additional shifts, or subcontracting operations.
• Other technique can be applicable, such as: overlaping or lot
splitting.
• Operation splitting is another way to reduce the lead time. For
example: assigning more workers to the job in manual work
station, or the job is processed in several parallel machines

7
 Improvement in Work Center 1 and 2
• By adding forty hour capacities at machine work center 1 and
2, can those jobs complete on time?
Job A Job B

Operation WC Load Capacity WC Time Capacity

(hours) (hours/week) (hours) (hours/week)
I 3 160 40 3 40 40

II 4 120 40 2 200 80

III 1 200 80 4 80 40

8
 Revised Scheduling
• Calculate the CR ratio for those jobs:
44−28 16
CR (A) =160 120 200 = = 1.68
+ + 9.5
40 40 80

38−28 10
CR (B) =40 200 80 = = 1.82
+ + 8
40 80 40

Since job A has a smaller CR, it is scheduled first on

machine 3 and followed by job B

9
 Gantt Chart
WEEKS
WC 32 36 40 44
1 A3 Deliver A
38 40.5 41.5
2 B2
35 37.5
3 A1 B1
29 33 34

4 A2 Deliver B
34 37 38.5 40.5 41.5

Job A finishes in the middle of week 42, that is, the job A can be done
before the due date, but job B is still late by approximately four weeks.

10
 Revised the Schedule
• If it is employed the lot splitting or overlapping
techniques for job A, determine is it possible all the
jobs to meet the due date?
• If not, you suggest an alternative method to solve
this problem

11
 Revised Schedule
• Splitting the job A does not hasten the completion of job B in
any work center.
• Try the SPT rule at machine center 3.
WEEKS
WC 32 36 40 44
1 Deliver A
40.5 43 44
2 B2
31 33.5
3 B1 A1
29 30 34

4 B3
34.5 36.5 39.5

37.5 Deliver B
12
 Manufacturing Lead Time

Queue Setup Run Wait

Need a lift truck here

Move

Move
Queue Setup Run Wait

13
 Cycle Time
• “The length of time from when material
enters a production facility until it exits”
– APICS Dictionary 11th Edition

• Synonym - throughput time

14
 Example Problem

Work Center A operation time = 30 + (100 x 10) = 1030 minutes

Wait time = 240 minutes
Move time from A to B = 10 minutes
Work Center B operation time = 50 + (100 x 5) = 550 minutes
Wait time = 240 minutes
Move time from B to stores = 15 minutes
Total manufacturing lead time = 2085minutes

= 34 hours, 45 minutes

15
 Scheduling Techniques
• Forward Scheduling • Backward Scheduling
– Start when the order is
received
– May finish early
– Used to determine the
earliest completion date
– Determine promise
dates
– Builds inventory
– Uses MRP logic
– Schedule last operation
to be complete on the
due date
– Schedule previous
operations back from
the last operation
– Reduces inventory
16
 Forward and Backward Scheduling:
Infinite Load

Order Recieved Due Date

1 2 3 4 5 6 7 8 9

Forward Scheduling
Material 1st 2nd 3rd
Ordered Operation Operation Operation

Backward Scheduling

Material 1st 2nd 3rd

Ordered Operation Operation Operation

17
 Example Problem
Backward Scheduling
• A company has an order for 50 brand X to be delivered
on day 100
• Only one machine is available for each operation
• The factory works one 8 hour shift 5 days a week
• The parts move in one lot of 50

Part Operation Time

X A 10 5
20 3
B 10 10
A B
X Assembly 5

18
Example Problem Answer

Part A

OP 10 OP 20
X

Part B Assembly

OP 10

85 90 95 100
Working Days

19
 Operation Overlapping
• The next operation is allowed to begin
before the entire lot is completed
• Reduces the manufacturing lead time
• Order is divided into at least two transfer
lots
Operartion A
SU Lot 1 Lot 2
T T Transfer Time

SU Lot 1 Lot 2
Operation B
20
 Operation Overlapping
• Costs involved:
• Handling costs between work centers
• May increase queue and wait for other orders
• Idle time if the second batch doesn’t arrive in
time

21
 Size of the Transfer Batch
SUA = Set up time operation A
SUB = Set up time operation B
RTA = Run time per piece operation A
RTB = Run time per piece operation B
QT = Total order size
T1 = size of the first transfer batch

T1 = QT x RTA - SUB T2 = QT - T1
RTA + RTB
22
 Size of the Transfer Batch
• If the second operation is slower than the first
make the first transfer batch small
– i.e. get the slower machine started early

• If the second machine is faster than the first

make the first transfer batch large
– i.e. the second machine will be able to catch up

23
 Example Problem
Operartion A
0 30 730 1,000 (Minutes)

30 70 x 10 = 700 30 x 10 = 300

T T Transfer Time
1,010

50 70 x 5 = 350 30x5 = 150

740 790 1140 1290

Operation B
Stores 1305
24
 Operation Splitting
• Reduces manufacturing lead time
• The order is split into at least two lots
• Similar machines are run simultaneously

• Setup time is low compared to run time

• Operators can run more than one machine

25
 Operation Splitting

One Machine
SU Run

Two Machine Operation Splitting

SU Run
Reduction in
Lead Time

SU Run

26
 Load Leveling
• Load Report
• Tells PAC the current and upcoming load on a
work center
• Based on standard hours of operation for each
order

27
 Load Report
Work Center: 10 Available Time: 120 Hours per week
Description: Lathes Efficiency: 115%
Number of Machines: 3 Utilization 80%
Rated Capacity: 110 standard hours / wk

Week 18 19 20 21 22 23 Total
Released
80 30 0 0 315
Load 105 100
60 80 130 80 350
Planned Load
Total Load 105 100 140 110 130 80 665
Rated
110 110 110 110 110 110 660
Capacity
(Over) /
Under 5 10 (30) 0 (20) 30 (5)
Capacity

Figure 6.10 Work centre load report

28
 Bottlenecks

– Bottlenecks control the throughput of all products processed

by them
– Work centers feeding bottlenecks should be scheduled at
the rate the bottleneck can process
– A time buffer inventory should be established before the
bottleneck
– Work centers fed by the bottleneck have their throughput
controlled by the bottleneck