11/27/2017

Production Activity Control

Niniet Indah Arvitrida, PhD

Institut Teknologi Sepuluh Nopember (ITS)

Surabaya, Indonesia
2017

 When the plan has been developed, the next step is

executing the plan
 Production activity control (or often called Shop
Floor Control) aims to have activities performed as
planned.
 PAC is concern with the management of the
execution of manufacturing activities in the plant.
 Techniques for scheduling different for various
manufacturing systems:
 Project
 Job shop
 Batch
 Flow shop

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 Function of PAC:
 To have activities performed as planned
 Report on operating results
 To revise plans as required to achieve the desired results

 Scope in PAC
 Scheduling :
 For Batch Flow Line  using ROT
 Job Shop Scheduling  related to management objectives :
 minimize average lateness of orders, minimize maximum lateness, minimize
manufacturing lead time, minimize WIP, etc
 Priority Control  FCFS (first come first serve); SPT (shortest processing time),
LPT (longest processing time), EDD (earliest due date); etc
 Input/Output Control
 Queue Management

A. Scheduling Batch Flow Line

 A group of similar items is manufactured on the batch line
 The focus is to minimize changeover time
 The smaller the changeover time, the greater the
scheduling flexibility
 It is becoming very complicated when you have sequence-
dependent setup

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How much to produce? Or How long the run

time will be?
 Depends on:
 Available on hand
 Demand rate
 The changeover time
 Production rate
 The sequence, if any, in which items should be run
 When the setup times are relatively small and
independent of the sequence  produce first the
item with smallest runout time
 Runout time is the period existing inventory will last
given forecast usage (= units in inventory / demand
rate)

Example

Item Inventory Demand R (in days) Scheduling

(units per day) priority)

A 80 20 4.0

B 100 10 10.0 2
C 150 12 12.5 3
D 60 4 15.0 4

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Another Example
Item Inventory Demand R EPQ Economic
(Units per (in days) Production
day) Time (in
days)
A 80 80 1.0 400 2.0

B 150 75 2.0 400 2.0

C 75 30 2.5 300 1.5

Do you see any problem here?

What would be the solution?

B. Job Shop Scheduling

 Job shop production is characterized by:
 Process layout
 Many orders with different sequence of processes
 Scheduling is assigning of starting and completion times to
orders (jobs) and frequently includes the time when orders are
to arrive and leave each department.
 In the job shop scheduling, the size of the job is known in
advance, so the scheduling problem focuses on sequencing the
jobs.
 Sequencing is the assigning of the sequence in which orders
are to be processed.

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Priority Control
 To determine the sequence in which orders should
be processed
 Common Priority Rules:
 First come first served (FCFS)
 Shortest processing time (SPT) : results in lowest WIP,
lowest MLT, and lowest average job lateness
 EDD (Earliest due date): works well when processing times
are approximately the same
 Longest processing time (LPT)
 Critical Ratio (CR)
CR = (due date – today’s date)/(lead time remaining) or
CR = (due date – today’s date)/(workdays remaining)

Scheduling Approach

 Forward scheduling: the schedule starts from

the time of zero. This results in a feasible
schedule, but it may exceed the due date.

 Backward scheduling: the schedule is

arranged backward starts from the due date.
The schedule will meet the due date but it may
result in infeasible schedule.

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Terminology (1)
 Processing time: an estimated time to complete the job
or task, ti
 Setup time: an estimated time to prepare the production
process, si. Two types of setup times: Sequence
dependent and independent setup times.
 Flow time: an estimated time between arrival time and
delivery date of the job, Fi

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Terminology (2)
 Due date: the deadline of the job completion, di
 Makespan: the total interval time to the completion of all
jobs
 Completion time of a job, ci
 Lateness: deviation between completion time and the
due date, Li = ci – di
 Tardiness (Ti): positive lateness. Earliness (Ei):
negative lateness

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Scheduling Priority
 Minimizing time in the shop floor: flowtime,
makespan
 Maximizing utilization (min. idle time)
 Minimizing WIP (work in process): Min. flow
time, min. earliness
 Minimizing customer waiting time: number of
tardy jobs, mean lateness, maximum
lateness, mean queue time

n jobs Scheduling
in a single machine
SPT (Shortest Processing Time)
proces
Process sing Flow
Job Job
ing time time time
1 5 4 3 3
2 8 8 3 6
3 6 1 5 11
4 3 3 6 17
5 10 7 7 24
6 14 2 8 32
7 7 5 10 42
8 3 6 14 56
F 191
Resulting sequence: 4-8-1-3-7-2-5-6 F 23,875

The average flow time: 23,875

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n jobs Scheduling
in a single machine
SPT (Shortest Processing Time)

Flow
Job
t time
4 3 3 Makespan = 56
8 3 6
1 5 11
3 6 17 4 8 1 3 7 2 5 6
7 7 24
2 8 32
5 10 42 Gantt chart
6 14 56
F 191
F 23,875

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n jobs, single machine

SPT (Shortest Processing Time)

 SPT can minimize mean lateness.

Job t Due date

1 5 15
2 8 10
3 6 15
4 3 25
5 10 20
6 14 40
7 7 45
8 3 50

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Latenesss
Job t Due date c
c-d
4 3 25 3 -22
8 3 50 6 -44
1 5 15 11 -4
3 6 15 17 2
7 7 45 24 -21
2 8 10 32 22
5 10 20 42 22
6 14 40 56 16
Total -29
Mean L -3,625

Maximum lateness : 22
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n jobs, single machine

WSPT (Weighted Shortest Processing Time)

 Minimizing the mean flow time.

 The sequence is based on the ratio between the
processing time of each job (ti,) and the weight of each
job (Wi,)

t1 t2  tn 1 tn 

  ...  
W1 W2  Wn 1 Wn 

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n jobs, single machine

WSPT (Weighted Shortest Processing Time)

ti Flow Weighted
Job t Weight Job Weight t Flow time
wi time
1 5 1 5 3 3 6 6 18
4 1 3 9 9
2 8 2 4
8 1 3 12 12
3 6 3 2
7 2 7 19 38
4 3 1 3
2 2 8 27 54
5 10 2 5
6 3 14 41 123
6 14 3 4,7
1 1 5 46 46
7 7 2 3,5
5 2 10 56 112
8 3 1 3
Total 15 Total 216 412
Mean 27 27,4667

Sequence: 3-4-8-7-2-6-1-5
Mean flow time : 27,0
Mean weighted flow time : 27,46667
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n jobs, single machine

EDD (earliest due date)
 EDD minimizes the maximum lateness in a single
machine

Latenesss
Job t Due date
c c-d
2 8 10 8 -2
1 5 15 13 -2
3 6 15 19 4
5 10 20 29 9
4 3 25 32 7
6 14 40 46 6
7 7 45 53 8
8 3 50 56 6
Total 36
Mean 4,5 Maximum lateness : 9
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D. INPUT/OUTPUT CONTROL
 Input/Output control is a technique used to reduce lead
times without causing machines to become idle.
 It involves planning the input of work to a work
center, the output of work from the work center, and
the size of the queue by period.
 The size of the queue can be planned as the minimum
queue that can be managed without material
shortages.
 Actual input, output and queue can be monitored and
actions taken to correct variances from plan.

Input/Output Control
 Short-range control technique (normally daily)
 Input/output control is an effective technique for controlling
queues, work in process and manufacturing lead time
 Planning the acceptable input and output performance
ranges per time period in each work center
 Measuring and reporting actual inputs and outputs
(feedback)
 Correcting out-of-control situations

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Typical Queue Distribution

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Typical Queue Distribution

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Input Output Control

Input Rate
Control
Queue
(Load, WIP)

Output Rate
Control

 PAC is to balance the flow from and to workcenters.

 A balanced flow results in controlled queuing system, level of WIP,
MLT.
 Input rate is managed through the orders released to the shop
floor.
 If the inputs rise, the WIP and MLT will increase.
 The output rate is set by increasing or decreasing the workcenter
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capacity (e.g. over/undertime, shifting the workers)

Single Work Center Processes

Basic concept:
ending WIP = beginning WIP + input – output

ICDi  ICDi 1  PI i  AI i
OCDi  OCDi 1  PO i  AOi
WIP
PWIPi  PWIPi 1  PI i  POi LT 
OutputRate
AWIPi  AWIPi 1  AI i  AOi

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Input / Output Control

In control situation ICDi  ICDi 1  PI i  AI i PWIPi  PWIPi 1  PI i  POi
OCDi  OCDi 1  PO i  AOi AWIPi  AWIPi 1  AI i  AOi
Day
25 26 27 28 29 30
Input
Planned (PI) 16 16 16 16 16
Actual (AI) 12 19 22 10 15
Cumulative Deviation (ICD) 0 -4 -1 5 -1 -2
Output
Planned (PO) 16 16 16 16 16
Actual (AO) 17 15 17 18 15
Cumulative Deviation (OCD) 0 1 0 1 3 2
WIP (Ending)
Planned (PWIP) 32 32 32 32 32
Actual (AWIP) 32 27 31 36 28 28

WIP Reduction
Day
25 26 27 28 29 30
Input
Planned (PI) 14 14 14 13 13
Actual (AI) 12 17 16 9 14
Cumulative Deviation (ICD) 0 -2 1 3 -1 0
Output
Planned (PO) 16 16 16 16 16
Actual (AO) 17 15 15 14 18
Cumulative Deviation (OCD) 0 1 0 -1 -3 -1
WIP (Ending)
Planned (PWIP) 30 28 26 23 20
Actual (AWIP) 32 27 29 30 25 21

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Inadequate Input

Day
25 26 27 28 29 30
Input
Planned (PI) 16 16 16 16 16
Actual (AI) 12 12 13 12
Cumulative Deviation (ICD) 0 -4 -8 -11 -15
Output
Planned (PO) 16 16 16 16 16
Actual (AO) 15 15 13 13
Cumulative Deviation (OCD) 0 -1 -2 -5 -8
WIP (Ending)
Planned (PWIP) 20 20 20 20 20
Actual (AWIP) 20 17 14 14 13

Principles of input/output control

 The planned output should be realistic and should represent
labor and equipment capacity.
 A planned or actual input greater that the realistic
output will increase WIP, hinder production, and increase
manufacturing lead time.
 All significant deviation from planned input and planned
output indicate operational problems that must be identified
and solved

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Multiple Workcenter

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Exercise
A department has a normal capacity of 30 units of output a
day. It is operating at full capacity and normal machine and
worker utilization. The following performance data are given.
Day
1 2 3 4
Input 30 30 30 30
Output 31 29 30 30
WIP 39 40 40
Beginning WIP = 40

 What do you expect the WIP in day 4 to be?

 What should the input be in Day 4 if you desire to decrease
WIP by 5 units? You believe that this will not affect output.

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Complete the table and analyze the result

Work Center 11
Week 21 22 23 24 25 26 27 28 29 30
Planned input 220 220 220 220 220 220 220 220 220 220
Actual input 110 150 140 130 180 170 200 200 190 210
Cumulative deviation -110

Planned output 220 220 220 220 220 220 220 220 220 220
Actual output 150 140 160 140 150 170 180 210 210 220
Cumulative deviation -70

Planned backlog 60 60
Actual backlog 20 30
Deviation -40 -30
Beginning backlog=60

(in hours)

Hari ke-
0 1 2 3 4 5 6
Input
Planned 52 52 51 50 50 50

Actual 48 52 49 51 51 53
ICD ? ? ? ? ? ? ?
Output
Planned 55 56 55 55 50 50
Actual 55 58 56 59 44 40

OCD ? ? ? ? ? ? ?
WIP
Planned 110 ? ? ? ? ?
Actual 120 ? ? ? ? ? ?

1. Complete the calculation in this table.

2. Is the input and output under control?
3. Discuss, what strategy does the company intend to apply?
4. In what day a problem will occur in the shop floor?
5. Is there any interpretation of the planned and actual WIP?

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Lead Time Control

Suppose figure shows an input/output report for Work Center 147. The
current time is the end of week 5. The report shows both the plan and
the results for weeks 1 through 5 and the plan for weeks 6 through 9
STANDARD HOURS
WEEK 1 2 3 4 5 6 7 8 9

Planned 300 300 300 300 300 300 300 300 300
Input Actual 300 300 290 280 270
Cumulative Deviation 0 0 -10 -30 -60
Planned 350 350 350 350 320 300 300 300 300
Output Actual 350 310 320 315 320
Cumulative Deviation 0 -40 -70 -105 -105
Planned 420 370 320 270 250 250 250 250 250
Queue Actual 420 410 380 345 295
Deviation 0 40 60 75 45

The row “planned (queue)” shows the planned queue, starts at 420 in week
1 and should drop to 250 in week 5 and remain at that level in subsequent
weeks. This is a result of the planned excess of output over input in
weeks 1 through 5. This would bring the queue down from 7 days supply
in week 1 to just over 4 days’ supply in week 5, based on an input level of
60 hours
35 per day

Lead Time Control

STANDARD HOURS
WEEK 1 2 3 4 5 6 7 8 9

Planned 300 300 300 300 300 300 300 300 300
Input Actual 300 300 290 280 270
Cumulative Deviation 0 0 -10 -30 -60
Planned 350 350 350 350 320 300 300 300 300
Output Actual 350 310 320 315 320
Cumulative Deviation 0 -40 -70 -105 -105
Planned 420 370 320 270 250 250 250 250 250
Queue Actual 420 410 380 345 295
Deviation 0 40 60 75 45

During the past five weeks have been deviations from plan. In weeks 3
through 5 input fell below plan by a total of 60 hours. As this continued
for three weeks and is a substantial amount of work, it would call for an
investigation to see whether there have been problems in upstream work
center or there have been delay in releasing order

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