SEP SNEST DGEST

SEV

HIGHER TECHNOLOGICAL INSTITUTE OF LAS CHOAPAS

ACTIVITY:
UNIT 3

SUBJECT:
OPERATIONS MANAGEMENT II

CAREER:
ENGINEERINGINDUSTRIAL

STUDENT NAME:
Esquivel Jimenez Jimenez
TEACHING:
ING. Juan Martinez MENDEZ

LAS CHOAPAS, VERA CROSS 12 OF NOVEMBER FROM

2015
 INTRODUCTION

The objective of process-oriented scheduling in work centers is to optimize the use

of resources so that production objectives are met. Furthermore, any type of
programming must be simple, clear, easy to understand, easy to implement,
flexible and realistic.
Operations scheduling in intermittent processes are high variety, low volume
systems that are commonly found in manufacturing and service organizations.

Esquivel Jimenez Jimenez

Content
INTRODUCTION.............................................................................................................................1
Process-focused in-facility scheduling: Workloads, Job Sequencing, and Finite
Capacity Scheduling....................................................................................................................3
Theory of Constraints................................................................................................................10
In-facility programming with a repetitive approach............................................................12
PROGRAMMING OF OPERATIONS IN SERVICES...............................................................15
BIOGRAPHY.................................................................................................................................15

Esquivel Jimenez Jimenez

 Process-focused in-facility scheduling: Workloads, Job
Sequencing, and Finite Capacity Scheduling.

Workloads consist of specifying work and rest periods for each employee during a
certain period of time. It is used when customers demand a rapid response and
total demand can be forecast with a fairly acceptable degree of accuracy.
Workload allocation scheduling (PAC) consists of coupling production orders with
existing workloads in the departments in the short term (from a few hours to a
week).
A load refers to the assignment of tasks to specific work centers, machines or
people.
Tasks become scheduled when start and end times are specified.
A work center (TC) is the area of a company in which productive resources are
organized and work is carried out.
The CT can be a machine, a group of machines, or an area where a specific type
of work is performed. "Infinite load" occurs when the task is assigned to a CT
without considering restrictions on the capacity of the production factors
(personnel, machines, and others) and on the actual sequence of the task.
It is used by large companies with high financial resources.
"Finite loading" involves actually scheduling each resource in detail using the setup
and running time required for each order.
No more tasks are scheduled than those corresponding to its capacity. It is used by
small and medium-sized businesses.

Load Charts

Also called: “Trial and Error Approximations”.

It is about trying out various possible solutions, looking at the time or costs they
generate and the capacity they require, and trying to reach a feasible solution with
the lowest cost or time.

Job sequencing

The process of determining the order in a machine or in a work center is called

Sequencing or also priority sequencing. Priority rules are rules used to obtain a
sequencing of jobs. Rules can be simple, requiring only that jobs be ordered
according to a given data point, such as processing time, deadline, or order of
arrival.
Priority rules are rules used to obtain a sequence of jobs. Rules can be simple,
requiring only that jobs be ordered according to a given data point, such as
processing time, lead time, or order of arrival.

Esquivel Jimenez Jimenez

 This is when the planning of manufacturing processes is conditioned by the plant
facilities, personnel and constant work days. It allows the manufacturing process to
be planned in a more leisurely manner.

PRIORITY RULES FOR ORDERING JOBS

Ø FCFS (first-come, first-served) orders are executed in the order in which they arrive
at the department.
Ø SOT (shortest operating time) execute the job with the shortest completion time first,
then the next shortest, etc. Also called SPT (shortest processing time). Sometimes
the rule is combined with a delay rule to prevent jobs with longer times from falling
too late.
Ø EDD (earliest due date first) the work that is due first is executed first.
Ø LPT (large processing time)
Ø CR (critical ratio) is calculated as the difference between the due date and the
current date, divided by the number of business days remaining. Orders with the
lowest CR are executed first.
SEQUENCING EXAMPLE:

JOB JOB PROCESSING TIME DATE OF DELIVERY OF

(DAYS) THE WORK (DAYS)

TO 6 8

B 2 6

C 8 18

D 3 15

AND 9 23

The FCFS sequence according to the table is A, B, C, D, and E. The “flow time” in
the system for this sequence measures the time each job waits plus the processing
time. Job “B”, for example, waits 6 days while job “A” is processed, then the job
takes 2 more days of operation time in between; it will be finished in 8 days, i.e. 2
days after its delivery date.

Esquivel Jimenez Jimenez

 WORK JOB FLOW TIME DATE OF WORK DELAY
SEQUENCE PROCESSING DELIVERY OF
TIME (DAYS) THE WORK
(DAYS)

TO 6 6 8 0

B 2 8 6 2

C 8 16 18 0

D 3 19 15 4

AND 9 28 23 5

TOTAL 28 77 11

The first-in, first-serve rule results in the following measures of effectiveness:

SPT: According to the SPT, which establishes that jobs with less processing time
have priority, the table is as follows:

WORK JOB FLOW TIME DATE OF WORK

Esquivel Jimenez Jimenez

 SEQUENCE PROCESSING DELIVERY DELAY
TIME (DAYS) OF THE
WORK
(DAYS)

B 2 2 6 0

D 3 5 15 0

TO 6 11 8 3

C 8 19 18 1

AND 9 28 23 5

TOTAL 28 65 9

EDD: The EDD rule in the following table gives the sequence B, A, D, C, and E.
Please note that the jobs are ordered by the earliest due date.

WORK JOB FLOW TIME DATE OF WORK DELAY

SEQUENCE PROCESSING DELIVERY OF
TIME (DAYS) THE WORK
(DAYS)

B 2 2 6 0

TO 6 8 8 0

Esquivel Jimenez Jimenez

 D 3 11 15 0

C 8 19 18 1

AND 9 28 23 5

TOTAL 28 68 6

LPT: The LPT rule in the following table gives the order E, C, A, D and B.

WORK JOB FLOW TIME DATE OF WORK DELAY

SEQUENCE PROCESSING DELIVERY OF
TIME (DAYS) THE WORK
(DAYS)

AND 9 9 23 0

C 8 17 18 0

TO 6 23 8 15

D 3 26 15 11

B 2 28 6 22

TOTAL 28 103 48

Esquivel Jimenez Jimenez

Summary of the results of the 4 priority rules:

AVERAGE TIME AVERAGE AVERAGE

TO COMPLETE NUMBER OF DELAY (DAYS)
RULER UTILIZATION
(DAYS) JOBS IN THE
(%)
SYSTEM

FCFS 15.4 36.4 2.75 2.2

SPT 13 43.1 2.32 1.8

EDD 13.6 41.2 2.43 1.2

LPT 20.6 27.2 3.68 9.6

Finite capacity programming

In the production cycle schedule, the system does not take into account the
capacity load of the affected work stations. In contrast, in finite scheduling the
system schedules operations taking into account the current capacity loads
generated by the operations at the work stations. This happens as follows:
Esquivel Jimenez Jimenez
For each operation to be planned, the system checks whether there is sufficient
free capacity on the given date. If the operation has suboperations that are relevant
for scheduling, the system also searches for free capacity for these.
An overload factor can also be specified in the capacity update. This determines
the extent to which free capacity can be overloaded (above and below normal
available capacity).
If there is sufficient available capacity, the system schedules the operation.
If there is not enough capacity available, the operation is moved to the date when it
can be processed without capacity problems. You can specify the search direction
in the strategy profile in Customizing. You define the time table in which the system
searches for free capacity (the planning period) in the time profile in Customizing.

Finite programming is only possible at the capability level, i.e. it cannot be

executed for individual capabilities.
If the system is to carry out finite scheduling, you must set the following indicators:
Relevant for finite scheduling in the work center of the relevant capacities and
Finite scheduling in the strategy profile in Customizing for capacity matching. The
Relevant for Finite Scheduling flag can be used to exclude capacities that have
sufficient available capacity. This helps to improve performance.
Verification of planning results
After finite scheduling, a check of the operation date can be triggered. The system
checks whether:
The operation is within the dates of the orders.
The operation is within the clearances determined by the order scheduling.
Invalid overlaps arise with preceding or following operations in the order.
If mandatory overlaps with preceding or following operations are respected.
If you want these checks to be run, you need to activate the Trade Date Check
feature in the strategy profile.
If the checks on the planning results are completed successfully, the operation will
have the status "planned". If an error occurs during the check and the Planning
cancellation due to error indicator is not set in the Customizing strategy profile, the
operation receives the status "planned". The system writes error messages to the
error log.

Esquivel Jimenez Jimenez

Theory of Constraints

The Theory of Constraints was first described by Eli Goldratt in the early 1980s and
has since been widely used in industry. It is a set of
http://www.monografias.com/trabajos14/administ-procesos/administ-
procesos.shtml - PROCEthought processes that uses the logic of cause and effect
to understand what is happening and thus find ways to improve. It is based on the
simple fact that multitasking processes, in any field, only move at the speed of the
slowest pace. The way to speed up the process is to use a catalyst in the slowest
step and have it work to the limits of its capacity to speed up the entire process.
The theory emphasizes the elucidation, findings and support of the main limiting
factor. In the description of this theory these limiting factors are called restrictions
or "bottlenecks".
Of course restrictions can be an individual, a piece of equipment, a piece of
equipment, or a local policy, or the absence of a tool or piece of equipment.
Banna reminds us that the book THE GOAL, by E. Goldratt highlights the
application of the Theory of Constraints (TOC), where the core idea is that in every
company there is at least one restriction. If this were not the case, it would
generate unlimited profits. Since restrictions are factors that block the company
from obtaining more profits, any management that aims at this objective must
manage by focusing on the restrictions. The truth is that TOC is a systemic
methodology for managing and improving a company. In short, it is based on the
following ideas:
The goal of any for-profit company is to make money on a sustained basis, that is,
by satisfying the needs of customers, employees and shareholders. If you are not
earning an unlimited amount, it is because something is preventing you from doing
so: your restrictions.
Contrary to what it may seem, in every company there are only a few restrictions
that prevent it from making more money. Restriction is not synonymous with scarce
resources. It is impossible to have an infinite amount of resources. Constraints,
which prevent an organization from achieving its highest performance relative to its
Goal, are generally poor decision criteria.
2. Production: how to improve with OCD
The Theory of Constraints developed from his "Production Optimization Program."
The starting point of the entire analysis is that the goal is to make money, and to do
so it is necessary to increase throughput; but since this is limited by bottlenecks, E.
Goldratt focused his attention on them, giving rise to his "OPT" program which led
to "The Theory of Constraints." Producing to achieve comprehensive use of
installed capacity takes the industrial plant in the opposite direction to the goal if

Esquivel Jimenez Jimenez

those units cannot be sold. The reason within E.'s scheme. Goldratt is very simple:
inventories rise, operating costs rise and throughput remains constant; exactly the
opposite of what was defined as the goal. AND. Goldratt argues that everyone
believes that one solution to this would be to have a balanced plant, meaning a
plant where the capacity of each and every resource is in exact agreement with
http://www.monografias.com/trabajos/ofertaydemanda/ofertaydemanda.shtmlmark
et demandhttp://www.monografias.com/trabajos13/mercado/mercado.shtml. This
would seem to be the ideal solution; each resource generates costs for a capacity
of 100 units, which are fully absorbed because each resource needs to
manufacture 100 units, which is the market demand.

Based on this theoretical solution, companies try by all means to balance their
industrial plants, trying to match the capacity of each of the resources with market
demand. Systematic Approach to OCD
a) Identify the system constraints: a constraint is a variable that conditions a course
of action. There may be different types of restrictions, the most common being
physical ones: machinery, raw materials, labor, etc.
b) Exploiting the system's restrictions: this involves finding a way to obtain the
greatest possible production from the restriction.
c) subordinate everything to the previous restriction: the entire scheme must
operate at the pace set by the restriction (drum)
d) Raise the system restrictions: implies facing a program to improve the level of
activity of the restriction.
e) If a restriction is eliminated in the previous stages, return to step a): to work
permanently with the new restrictions that arise.
 The goal of any for-profit company is to make money on a sustained basis,
that is, by satisfying the needs of customers, employees and shareholders.
If you are not earning an unlimited amount, it is because something is
preventing you from doing so: your restrictions.
 Contrary to what it may seem, in every company there are only a few
restrictions that prevent it from making more money.
 Restriction is not synonymous with scarce resources. It is impossible to
have an infinite amount of resources. Constraints, which prevent an
organization from achieving its highest performance relative to its Goal, are
generally poor decision criteria.
 The only way to improve is to systematically identify and eliminate
constraints. TOC proposes the following process to manage a company and
focus improvement efforts.

Esquivel Jimenez Jimenez

In-facility programming with a repetitive approach

The repetitive strategic approach is ideal for production systems that manage a
medium flexibility of references and a medium level of manufacturing volumes, but
which are also based on the assembly of modules (elements to be assembled that
are a common factor in various references) which flow in the system based on a
continuous process.

The main advantage of this approach is that it is based on the advantages of its
extreme approaches, namely the benefits regarding product customization of a
process approach and the economic advantages of medium/high scale production
that are perceived by carrying out a continuous process of programming and
manufacturing modules whose probability of rotation towards final assembly is
greater than in a process approach.

The disadvantages are few, and lie in the requirements that the product design
must have to be susceptible to modular manufacturing.
The most significant advantages of this approach compared to the process-
oriented strategic approach are undoubtedly those offered in the programming
process, given that it is possible to carry it out on modules that have a logically
lower number than the number of references. Therefore, in practice it is common to
carry out order-oriented production in which programming gaps are compensated
with continuous process orders oriented to modules with higher turnover,
increasing the use of installed capacity (therefore decreasing total unit costs) and
feeding a stock of sub-assemblies that will reduce the logistics cycle of future
orders, or on the other hand the process is continuous (low-stress programming)
for all operations related to module manufacturing and establishing batch-by-batch
runs for assembly and customization processes which should be as close to the
customer as possible. In addition, resource planning processes are often simplified
by being dependent on the continuous demand for modules and optimized with the
implementation (with excellent results) of MRP and
MRPhttp://www.ingenieriaindustrialonline.com/herramientas-para-el-ingeniero-
industrial/producci%C3%B3n/planeaci%C3%B3n-de-requerimientos-de-
materiales-mrp/ II systems.

Esquivel Jimenez Jimenez

Some examples of organizations with repetitive strategic approaches are places
dedicated to the preparation of fast foods, in which the modules are particularly
sauces, scallions, tomatoes and types of meat, and whose manufacturing process
is continuous and determined weighted by the mix of modules per final unit which
are then assembled by order and customer specification. Another type of
organization with a repetitive approach par excellence is the one dedicated to the
manufacture of modular furniture and this does not require further study.

Esquivel Jimenez Jimenez

 PROGRAMMING OF OPERATIONS IN SERVICES

Scheduling operations in services can include both the worker and the workers. In
a low-contact service, work scheduling can be based either on the desired
completion date or on the arrival time of orders. For example, let's say several cars
are scheduled for repair at your local shop. If your car is not scheduled until 3:30, it
may sit there unattended for several hours even if you were the first to arrive. In
this type of business, reservations and appointments equal the ups and downs in
demand. But if a hospital emergency room is overloaded, patients can't be asked
to make an appointment and come back later. In high-contact services, the
customer must be accommodated as part of the system and its processes. Precise
scheduling may not be possible.
When scheduling workers, managers must also consider efficiency and costs.
McDonald's guarantees workers that they will be worked for at least four hours at a
time. To meet this goal, McDonald's uses overlapping shifts. Some employees'
final hours match others' initial hours. This coincidence provides maximum
coverage during peak periods.
Special projects such as plant renovations or relocations often require close
coordination and precise time scheduling. In these cases, scheduling is facilitated
by special tools such as Gantt and Pert charts.

BIOGRAPHY

Esquivel Jimenez Jimenez

Operations Management: Strategy and Analysis
By Lee J. Krajewski, Larry P. Ritzman
Business .Ricky w. Griffin
Ronald J. Ebert

Esquivel Jimenez Jimenez