SHOP FLOOR CONTROL

Shop Floor Control

Schedule and monitor day-to-day production at the
factory,
Reviewed and revised daily
Also called production activity control (PAC)
Performed by production control department
¤ Loading - check availability of material, machines, and labor
¤ Scheduling - release work orders to shop and issue dispatch lists for
production lines, machines and labor
¤ Dispatching - implement the schedule taking into account the current status
of the production system (orders releasing)
¤ Monitoring - maintain progress reports on each job until it is complete
Shop Floor Control Platform
Illustration of Shop Floor Control
Shop Floor Control
LOADING DISPATCHING
Tooling available Job selection
Material available Job assignment
Machine available Priority control
Labor available Setup & exchange
Assignment & utilization SHOP Process execution
FLOOR
CONTROL
SCHEDULING MONITORING
Sequencing WIP track
Lot splitting Progress monitor
Route changing Quality control
Method engineering Troughput evaluate
Overlapping FEEDBACK Completion estimate
Status reporting
Performance achievement
Deviations
Unexpected matter
Changed situation
Loading
Notice the work order releases from monthly or
weekly production planning
Check availability of material, machines, and
labor
Process of assigning work to available resources
Perform work with most efficient resources
Loading - Basic Input
Routing specifies the operation, its duration, and the
work center performing the work
Lead times typically consist of four elements
¤ Run time
¤ Setup time
¤ Loading-unloading time
¤ Transfer and handling time
Inventory and purchasing order presents the
availability of material
Availability of resources are illustrated by :
¤ On-going schedule or previous schedule
¤ Maintenance schedule
¤ Employee leave calendar
Shop Loading
The allocation of jobs to work centers is
called shop loading
Loading methods :
¤ Infinite loading – It does not take into consideration
the limited capacity of the facility. Scheduling with
unlimited capacity
¤ Finite loading – assigns jobs to work centers
without regard to capacity limitations. Scheduling with
limited capacity. It takes into consideration the limited
capacity of each work center.
Shop Loading
Infinite loading
¤ Assigns jobs to work centers without regard to
capacity
¤ Unless excessive capacity exists, long queues
occur
Finite loading
¤ Uses work center capacity to schedule orders
¤ Popular scheduling approach
¤ Integral part of CRP
Shop Loading
INFINITE LOADING (without regard for capacity)

over Capacity
under

1 2 3 4 5 6 Time period
Shop Loading
FINITE LOADING (never to exceed capacity)

Capacity

1 2 3 4 5 6 Time perid
Scheduling
Developing detailed schedule based on
timely knowledge and data which will
ensure that all the production
requirements are fulfilled
Allocating orders, equipment, and
personnel to work center or other specified
locations
Scheduling Objectives

Meet the due dates Minimize overtime

Minimize lateness Maximize machine or
labor utilization
Minimize response time
Minimize idle time
Minimize completion time
Minimize work-in-process
Minimize time in the
inventory
system
Scheduling Performance Measures
Flow time (completion time)
¤ Time for a job to flow through system
Makespan
¤ Time for a group of jobs to be completed
Tardiness
¤ Difference between a late job’s due date and
its completion time
Number of tardy jobs
¤ The number of late jobs exceed due date
Resource or Time Constrained Approach
• ASAP (as soon as possible) or ALAP (as late as possible)
List scheduling
• Force directed algorithms
Path based
• Enumerative methods
Heuristic algorithm
• Heuristic search techniques (percolation algorithms,
simulated annealing, tabu search, genetic algorithm,
artificial intelligence and others)
• Analytical models (linear programming, dynamic
programming, queueing model, simulation)
Priority Rule of Scheduling
FCFS - first-come, first-served
LCFS - last come, first served
CUSTPR - highest customer priority
SETUP - similar required setups
SPT - shortest processing time
LPT - longest processing time
EDD - earliest due date
SLACK - Minimum slack
CR - smallest critical ratio
Random order
Priority Rule of Scheduling
Minimum Slack
Slack = time remaining – processing time
= (due date – today’s date) – processing time

Smallest Critical Ratio

time remaining
Critical Ratio =
processing time
(due date – today’s date)
=
processing time
Forward - Backward Scheduling
There are two scheduling techniques to assigning
due dates to specific jobs:
Forward scheduling – an approach to scheduling that
starts from the present time and schedules each job to
start at the earliest possible moment.
¤ Advantages: time buffers,
¤ Disadvantages: increase work in process inventory
Backward scheduling – an approach to scheduling
that starts from desired due date and works backward.
¤ Advantages: decrease the work in process inventory;
¤ Disadvantages: no time buffers
Forward - Backward Scheduling
Forward scheduling
¤ Jobs are given earliest available time slot in operation
¤ excessive WIP usually results
Backward scheduling
¤ Start with promise date and work backward through
operations reviewing lead times to determine when a
job has to pass through each operation
¤ Less WIP but must have accurate leadtimes
Forward - Backward Scheduling

Forward Scheduling Backward Scheduling

B E B E

Today Due Date Today Due Date

Gantt Chart
Visual scheduling tool
Graphical representation of scheduling
information
Show dependencies between tasks,
personnel, and other resources allocations
Track progress towards completion
Gantt Chart
Less Information of Resources Multi stage with Parallel Resources each Stage
Task 1 duration
Task 2
Resource 3 J3 J6 J8
Task 3
Resource 2 J2 J5 J7
Time Resource 1 J1 J4 J9
Serial Resources
Resource 3 J1 J2 Time
Resource 2 J1 J2
Resource 1 J1 J2
Resource 3 J3 J4
Time
Parallel Resources Resource 2 J2 J6 J7
Resource 3 J3 J6 J8 Resource 1 J1 J5 J8 J9
Resource 2 J2 J5 J7
Time
Resource 1J1 J4 J9

Time
Gantt Chart
Task Dependencies :
¤ Start to Start (SS). Predecessor must start
before Successor can start.
¤ Finish to Start (FS). Predecessor must finish
before Successor can start.
¤ Start to Finish (SF). Predecessor must start
before Successor can finish.
¤ Finish to Finish (FF). Predecessor must
finish before Successor can finish.
Gantt Chart
Gantt Chart
Lag is the amount of time whereby a
successor activity will be delayed with
respect to a predecessor activity.
Lead is the amount of time whereby a
successor activity can be advanced with
respect to a predecessor activity.
Gantt Chart
Dispatching
Dispatching is sending the order to a
particular resource or destination for a
particular reason to execute and finish it
quickly and efficiently without wasting
time.
It implements the schedule taking into
account the current status of the
production system
Dispatching Rule
Local rule. It is concerned with the local available
information.
Global rule. It is used to dispatch jobs using all
information available on the shop floor.
Static rule. It do not change over time, and ignore the
status of the shop floor.
Dynamic rule. It is time dependent, and change
according to the status of the shop floor.
Forecast rule. It is used to give priority to jobs
according to what the job is going to come across in the
future and according to the situation at the local
machine.
Monitoring
Information System
Performance Dashboard
Gantt Chart
Information System
Performance Dashboard
END