Advanced Production Planning and Scheduling Systems

Research output: Chapter in Book/Report/Conference proceedingChapter

Abstract

In this chapter, we present algorithms for a number of functions of the production planning framework presented in Chap. 5. We focus on models for integrated Capacity and Master Production Planning, Job Planning and Resource Group Loading, and Shop Floor Scheduling and Control. At the Master Production Planning level, we exploit a simple Linear Programming formulation to set appropriate capacity levels and in particular to decide whether a temporary expansion of capacity is needed (e.g., through overtime work). With the same formulation, we decide what end-items are to be produced in which period. By applying the lead time offset procedure that is the heart of Materials Requirements Planning, and using the Bill of Materials information, the same is done on the level of part manufacturing (basic level). Essential in the above procedure are two parameters, the effective overall capacity of each manufacturing shop and the final assembly department, often indicated as the maximum throughput, and the lead times needed to complete a part or product in each department. A significant portion of these lead times may in fact be waiting times in front of individual workstations that are busy. To minimize these waiting times, workload control norms are often used which in turn may influence the effective capacity. An essential question then is what these workloads should be in order to match a desired throughput and production lead time. That question is answered by exploiting a Closed Queueing Network approach that explicitly determines the relation between a preset work-in-process level, throughput and the resulting lead times (advanced level). Finally, we exploit a detailed shop floor scheduling procedure, called the Shifting Bottleneck approach, that basically serves to ascertain that internal due-dates, following from the above defined internal manufacturing lead times are indeed met (state-of-the-art).
LanguageEnglish
Title of host publicationOperations, Logistics and Supply Chain Management
EditorsHenk Zijm, Matthias Klumpp, Alberto Regattieri, Sunderesh Heragu
Place of PublicationCham
PublisherSpringer
Pages417-439
ISBN (Electronic)978-3-319-92447-2
ISBN (Print)978-3-319-92446-5
DOIs
StatePublished - 2019

Publication series

NameLecture notes in logistics

Fingerprint

Scheduling
Planning
Throughput
Queueing networks
Linear programming

Cite this

Zijm, H., & Schutten, M. (2019). Advanced Production Planning and Scheduling Systems. In H. Zijm, M. Klumpp, A. Regattieri, & S. Heragu (Eds.), Operations, Logistics and Supply Chain Management (pp. 417-439). (Lecture notes in logistics). Cham: Springer. DOI: 10.1007/978-3-319-92447-2_19
Zijm, Henk ; Schutten, Marco. / Advanced Production Planning and Scheduling Systems. Operations, Logistics and Supply Chain Management. editor / Henk Zijm ; Matthias Klumpp ; Alberto Regattieri ; Sunderesh Heragu. Cham : Springer, 2019. pp. 417-439 (Lecture notes in logistics).
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Zijm, H & Schutten, M 2019, Advanced Production Planning and Scheduling Systems. in H Zijm, M Klumpp, A Regattieri & S Heragu (eds), Operations, Logistics and Supply Chain Management. Lecture notes in logistics, Springer, Cham, pp. 417-439. DOI: 10.1007/978-3-319-92447-2_19

Advanced Production Planning and Scheduling Systems. / Zijm, Henk; Schutten, Marco.

Operations, Logistics and Supply Chain Management. ed. / Henk Zijm; Matthias Klumpp; Alberto Regattieri; Sunderesh Heragu. Cham : Springer, 2019. p. 417-439 (Lecture notes in logistics).

Research output: Chapter in Book/Report/Conference proceedingChapter

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N2 - In this chapter, we present algorithms for a number of functions of the production planning framework presented in Chap. 5. We focus on models for integrated Capacity and Master Production Planning, Job Planning and Resource Group Loading, and Shop Floor Scheduling and Control. At the Master Production Planning level, we exploit a simple Linear Programming formulation to set appropriate capacity levels and in particular to decide whether a temporary expansion of capacity is needed (e.g., through overtime work). With the same formulation, we decide what end-items are to be produced in which period. By applying the lead time offset procedure that is the heart of Materials Requirements Planning, and using the Bill of Materials information, the same is done on the level of part manufacturing (basic level). Essential in the above procedure are two parameters, the effective overall capacity of each manufacturing shop and the final assembly department, often indicated as the maximum throughput, and the lead times needed to complete a part or product in each department. A significant portion of these lead times may in fact be waiting times in front of individual workstations that are busy. To minimize these waiting times, workload control norms are often used which in turn may influence the effective capacity. An essential question then is what these workloads should be in order to match a desired throughput and production lead time. That question is answered by exploiting a Closed Queueing Network approach that explicitly determines the relation between a preset work-in-process level, throughput and the resulting lead times (advanced level). Finally, we exploit a detailed shop floor scheduling procedure, called the Shifting Bottleneck approach, that basically serves to ascertain that internal due-dates, following from the above defined internal manufacturing lead times are indeed met (state-of-the-art).

AB - In this chapter, we present algorithms for a number of functions of the production planning framework presented in Chap. 5. We focus on models for integrated Capacity and Master Production Planning, Job Planning and Resource Group Loading, and Shop Floor Scheduling and Control. At the Master Production Planning level, we exploit a simple Linear Programming formulation to set appropriate capacity levels and in particular to decide whether a temporary expansion of capacity is needed (e.g., through overtime work). With the same formulation, we decide what end-items are to be produced in which period. By applying the lead time offset procedure that is the heart of Materials Requirements Planning, and using the Bill of Materials information, the same is done on the level of part manufacturing (basic level). Essential in the above procedure are two parameters, the effective overall capacity of each manufacturing shop and the final assembly department, often indicated as the maximum throughput, and the lead times needed to complete a part or product in each department. A significant portion of these lead times may in fact be waiting times in front of individual workstations that are busy. To minimize these waiting times, workload control norms are often used which in turn may influence the effective capacity. An essential question then is what these workloads should be in order to match a desired throughput and production lead time. That question is answered by exploiting a Closed Queueing Network approach that explicitly determines the relation between a preset work-in-process level, throughput and the resulting lead times (advanced level). Finally, we exploit a detailed shop floor scheduling procedure, called the Shifting Bottleneck approach, that basically serves to ascertain that internal due-dates, following from the above defined internal manufacturing lead times are indeed met (state-of-the-art).

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M3 - Chapter

SN - 978-3-319-92446-5

T3 - Lecture notes in logistics

SP - 417

EP - 439

BT - Operations, Logistics and Supply Chain Management

PB - Springer

CY - Cham

ER -

Zijm H, Schutten M. Advanced Production Planning and Scheduling Systems. In Zijm H, Klumpp M, Regattieri A, Heragu S, editors, Operations, Logistics and Supply Chain Management. Cham: Springer. 2019. p. 417-439. (Lecture notes in logistics). Available from, DOI: 10.1007/978-3-319-92447-2_19