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INTERNATIONAL UNIVERSITY
INDUSTRIAL ENGINEERING AND MANAGEMENT

ASSIGNMENTS

LECTURER: NGUYEN VAN CHUNG

COURSE: PRODUCTION AND SERVICE ANALYSIS

MEMBER:

Trần Duy Anh MIEIU22001

Nguyễn Kiều Việt Hưng MIEIU22002

Nguyễn Phi Long MIEIU22003

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LAYOUT EXERCISE

a. Calculate the nonadjacent loads for the layout shown below

AB: 70
AF: 50
BE: 100
CB: 70 A B C
DC: 80 70 70
EA: 40 100
EF: 130 40 60
FB: 60
D E F
130

50
70

b. Revise Mohawk’s layout such that nonadjacent loads are minimized.

70 70
A B C
40
40
40 100 80
60
F E D
130
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13: 125
14: 100
23: 45 125 240
24: 105 1 3 6
34: 30 100 235
35: 235 30 160
36: 240
45: 85 45 80
46: 80 2 4 5
105 85
56: 160

13: 80
15: 25
23: 30 80 40
24: 100 1 3 4
35: 75
43: 40 75 100
52: 60 30
25
5 2
60
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(1) (2)

E A C E A C

F B D F B D
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Minimum number of workstation = (5+2+4+7+5)/10 = 2.3 workstations

B Actual number workstation is 3
The expected output an eight-hour day = 8 hours * 60 minutes / 10
A minutes = 48 units
C E
Actual cycle time = max (7,9,7) = 9 mins
Efficiency of line = (5+2+4+7+5) minutes / (3 workstations * 9
D minutes) = 0.85 = 85%

a.
Minimun number of workstations required = 30/10 = 3 workstations
Actual workstations are 4, number of required volunteers are 4
Actual cycle time = max (9,7,9,5) = 9 mins
Number of package can be assembled in 4-hour period = 4 hours*60 mins/ 10 mins = 24
Efficiency = 30/(4*10) = 0.75 = 75%

b.
Efficiency if volunteers are plentify = 30/(4*9) = 0.83 = 83%
Number of package can be assembled in 4-hour period = 4 hours*60 mins/ 9 mins =26.6
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Q = 120 units
Cycle time = 40 hour *60 min /120 unit = 20 min
The number of line = 62 min / 20 min = 3.1 ~ 4 workstation
One worker is assigned to each workstation, so require 4 workers
Efficiency = 62 min / (4ws*20min) = 0.775 = 77.5%

Q = 100 units
Cycle time = 40 hour *60 min /100 unit = 24 min
The number of line = 62 min / 24 min = 3 ws
One worker is assigned to each workstation, so require 3 workers
Efficiency = 62 min / (3ws*24min) = 0.861 = 86.1%
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A B C E F

Flow time = 30 + 15 + 10 + 5 + 10 + 10 = 80 minutes

Cycle time = 30 minutes

Minimum number of work stations = 80 mins / 48 = 2 work stations

Efficiency = 80 / (2x48) = 83,33%

If 80 cases per week would be produced

Cycle time = (40 hours x 80 minutes) / 80 = 30 minutes
Number of work station = 80 mins / 30 mins = 3 work stations
Efficiency = 80 / (3x30) = 88,89%
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SCHEDULING EXERCISE

a. Optimum allocation of nurses is as below:

Patient A - Nurse 1

Patient B - Nurse 2

Patient C - Nurse 4

Patient D - Nurse 3

b. Total combined time taken by nurses = 9 hours. However since all nurses will be working in
parallel, all would be free from their tasks at the end of 3 hours (both Nurse 1 and Nurse 3 will take 3
hrs each).
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JOB PROCESSING TIME DUE DATE

1 5 19
2 10 32
3 4 24
4 21 44
5 14 31
Makespan 54

FCFS Job Sequence 12345

Job Processing Time Flow Time Due date Lateness Average Flow Time 26.60
1 5 5 19 0 Average No of Jobs in System 2.46
2 10 15 32 0 Average lateness/ Tardiness 4.69
3 4 19 24 0
4 21 40 44 0
5 14 54 31 23
Total 54 133 150 23

EDD Job Sequence 13524

Job Processing Time Flow Time Due date Lateness Average Flow Time 24.80
1 5 5 19 0 Average No of Jobs in System 2.30
3 4 9 24 0 Average lateness/ Tardiness 2.20
5 14 23 31 0
2 10 33 32 1
4 21 54 44 10
Total 54 124 150 11

SPT Job Sequence 31254

Job Processing Time Flow Time Due date Lateness Average Flow Time 23.80
3 4 4 24 0 Average No of Jobs in System 2.20
1 5 9 19 0 Average lateness/ Tardiness 2.40
2 10 19 32 0
5 14 33 31 2
4 21 54 44 10
Total 54 119 150 12

LPT Job Sequence 45231

Job Processing Time Flow Time Due date Lateness Average Flow Time 41.00
4 21 21 44 0 Average No of Jobs in System 3.80
5 14 35 31 4 Average lateness/ Tardiness 15.60
2 10 45 32 13
3 5 50 19 31
1 4 54 24 30
Total 54 205 150 78
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SPT

Due
Task Processing Time(In days) Flow Time Lateness
Date

D 3 20 3 0

H 3 50 6 0

A 5 10 11 1

C 6 15 17 2

G 7 45 24 0

B 8 15 32 17

E 10 25 42 17

H 3 50 45 0

Total 180 37

Mean flow time = 180/8 = 22.5 days

Mean tardiness = 37/8 = 4.625

Maximum tardiness is 17 days

4 out of 8 jobs are tardy

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Due Date

Task Processing Time(In days) Due Date Flow Time Tardiness

A 5 10 5 0

B 8 15 13 0

C 6 15 19 4

D 3 20 22 2

E 10 25 32 7

F 14 40 46 6

G 7 45 53 8

H 3 50 56 6

Tota
246 33
l

Mean flow time = 246/8 = 30.75 days

Mean tardiness = 37/8 = 4.125

Maximum tardiness is 8 days

6 out of 8 jobs are tardy

Stack Time remaining

Slack = Time remaining before due date - remaining processing time => Due Date - Today's date -
Processing time

Ex: For activity A, Slack = 10-4-5 = 1 Likewise, Slack for other activities are calculated and Shortest
Slack time remaining activity will be scheduled first

Processing Time(In Slac

Task Due Date Flow Time Tardiness
days) k

A 5 10 1 5 0

B 8 15 3 13 0

C 6 15 5 19 4
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E 10 25 11 29 4

D 3 20 13 32 12

F 14 40 22 46 6

G 7 45 34 53 8

H 3 50 43 56 6

Total 253 40

Average flow time = 253/8 = 31.625 days

Average Tardiness = 40/8 = 5 days

Maximum tardiness = 12 days

and 6 out of 8 jobs are tardy

I will recommend SPT as it has lowest Flow time and lowest number of tardy jobs which means
maximum number of jobs can be done on-time also Mean tardiness is almost equal to the lowest
mean tardiness

a) According to the SPT rule the job with the shortest processing time is scheduled first in the
sequence and the job with the longest processing time is scheduled last in the sequence.

So, according to the SPT rule the sequence is B  D  A  C

Flow time is calculated as the cumulative sum of the processing time .So according to the SPT
sequence the flow time is calculated below:

Jobs Processing Time Flow time Due Date Lateness

B 10 10 15 0
D 15 25 30 0
A 20 45 20 25
C 30 75 50 25
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Mean flow time = Sum of the flow times of each jobs / Number of jobs

= (10+25+45+75) / 4

= 155 / 4

= 38.75

Tardiness is calculated as Flow time - Due date (When the value is negative it is taken as 0)

Mean tardiness = Sum of the tardiness of each job / Number of jobs

= (0+0+25+25) / 4

= 50/4

= 12.5

Maximum tardiness = Highest of all tardiness = 25

b) Sequencing by SLACK

According to the Slack rule the job with the shortest slack time remaining goes first and the job with
longest slack time reamaining goes last.

Slack time is calculated as Due date - processing time

According to the above formula the slack time remaining for each job is calculated below

Jobs Processing Time Flow time Due Date Lateness

A 20 20 20 0
B 10 30 15 15
D 15 45 30 25
C 30 75 50 25

So according to the slack rule the sequence is A  B  D  C

Flow time is calculated as the cumulative sum of the processing time of the jobs according to the

Mean flow time = Sum of the flow times of each job / Number of jobs

= (20+30+45+75) / 4

= 170 / 4

= 42.5

Tardiness is calculated as Flow time - Due date (When the value is negative it is taken as 0)

So using the above formula the tardiness for each job is calculated below
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Mean tardiness = Sum of the tardiness of each job / Number of jobs

= (0+15+15+25) / 4

= 55 / 4

= 13.75

Maximum tardiness = Highest of the tardiness of all jobs = 25

I would reccomend the shortest processing time(SPT) sequencing rule as it has the lower mean
tardiness among the two rules

a. The sequence of FCFS is as per the order of receipt i.e. A, B, C, D, E

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Milling A B C D E
Grinding A B C D E
Turning A B C E

So, the overall makespan using the FCFS is 18 hours.

b.

A B C D E
Milling 5 2 3 1 4
Grinding 1 2 2 3 1
Turning 4 5 1 0 2
Total 10 9 6 4 7

1 2 3 4 5 6 7 8 9 1 11 12 1 14 1 16 17 1 19 2 21
0 3 5 8 0
Milling D C E E A
Grinding D C E B A
Turning C E B A

So, the overall makespan using the SPT is 21 hours.

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So, FCFS should be recommended due to lower makespan.

Applying Johnson rule for sequencing, schedule is as follows

Sequence of jobs is C  D  B  A  E

Activity A B C D E
Cutting 4 6 1 2 3
Sewing 2 3 3 4 1
Schedule as per Johnson Rule
Job C D B A E
Machine 1
Start 0 1 3 9 13
End 1 3 9 13 16
Machine 2
Start 1 4 9 14 16
End 4 8 12 15 17
Idle Time 1 0 1 1 1
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MRP EXERCISE

Item X LLC:0 Period

Lot Size: Min 50 LT:2 1 2 3 4 5 6 7 8
Gross Requirement 25 30 56 25 100 40 30 20
Schedule Receipts 50
Projected on Hand 30 5 25 19 44 0 10 30 10
Net Requirement 31 6 56 40 20
Planned Order 50 50 56 50 50
Receipts
Planned Order 50 50 50 50 50
Released

Period 1 Planned order receipt=56(more than Min lot

size of 50)
Project at hand =30-25=5
Project at hand=56-56=0
Period 2
Period 6
Project at hand =50+5-30=25
Net requirement =40-0=40
Period 3
Planned order receipt=50(Min lot size)
Net requirement =56-25=31
Project at hand=50-40=10
Planned order receipt=50(Min lot size)
Period 7
Project at hand=50-31=19
Net requirement =30-10=20
Period 4
Planned order receipt=50(Min lot size)
Net requirement =25-19=6
Project at hand=50-20=30
Planned order receipt=50(Min lot size)
Period 8
Project at hand=50-6=44
Net requirement =20
Period 5
Project at hand=30-20=10
Net requirement =100-44=56
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Planned Order Releases is two period lag with

Planned Order Receipts

EOQ: Q = sqrt(2*D*Co/ Ch) = 76, where is average demand = 145/5 = 29

POQ= EOQ/D = 2.6 = 3 periods

LT:1 period, Lot Sizing: L4L

Period Beginning inventory 1 2 3 4 5

Gross Requirent 20 40 30 10 45

Projected On- hand 25 5 -35 -65 -75 -120

Projected available 5 0 0 0 0

Net Requirement 35 30 10 45

Planned Order reciepts 35 30 10 45

Planned order release 35 30 10 45

Reorder quantity 76

LT:1 period, Lot Sizing: EOQ

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Period Beginning inventory 1 2 3 4 5

Gross Requirent 20 40 30 10 45

Projected On- hand 25 5 -35 -65 -75 -120

Projected available 5 41 11 1 32

Net Requirement 35 44

Planned Order reciepts 76 76

Planned order release 76 76

Reorder Period 3

LT:1 period, Lot Sizing: POQ

Period Beginning inventory 1 2 3 4 5

Gross Requirent 20 40 30 10 45

Projected On- hand 25 5 -35 -65 -75 -120

Projected available 5 40 10 0 0

Net Requirement 35 30 10 45

Planned Order reciepts 75 45

Planned order release 75 45

Cost associated with each method

(i) L4L

Total cost = 1*5 + 4*100 = 405

(ii) EOQ

Total cost = 1*(5+41+11+1+32) + 2*100 = 290

(iii) POQ
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Total cost = 1*(5+40+10) + 100*2 = 255

a. The table is final assembly of the top (purchased), Base (assembly), and Drawer (purchased). Thus
lead time for table is 2 days. Lead time for top and Drawer is 1 day, whereas, for base takes 2 days to
assemble. The base assembly is made from two side assemblies and one back panel (purchased). The
lead time of side assembly and back panel are 2 days and 1 day respectively. The side assembly is
made from two legs (purchased), two Side panel (purchased), and two drawer guides (purchased).
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Product (1)

Top (1) Drawer (1) Base (1)

Back panel (1) Side (2)

Side panel (1) Leg (2) Drawer guide (1)

b. No inventory, time to complete customer order: 7 days

c. The top is required at the start of sixth period and it doesn’t require any item to assemble. Currently
its lead time is one day and have to start in the 5th period. If the lead time is increased to four days the
start time for the Top will be 6-4 = 2nd period. Thus, it will not impact the 7-days lead time of the
Table.

d. According to Part a – chart, the lead time for the base assembly is 5 days. If the base assemblies are
in inventory, the assembly for the base assembly is not required. The Lead time for Top and Drawer is
1 day and it requires 2 days to assemble the table, thus the total lead time reduces to 3 days.

Thus, for 3 days lead time the base assembly should be kept in inventory.