8 -scheduling_and_executing_operations
DESCRIPTION
operation management book chapter 8TRANSCRIPT
Alex Hill and Terry Hill
Scheduling and executing operationsAlex Hill and Terry Hill
Learning objectives
• Understand NATURE of capacity and the mix of RESOURCES involved
• Appreciate the PURPOSE of managing capacity and the IMPACT of having too little or too much capacity
• Explain how to DEFINE and MEASURE capacity in different organisations
• Understand the FACTORS involved in determining the level of capacity required
• Explain the key STEPS in capacity planning
• Recognise the key FACTORS in managing capacity
Lecture outline
• INTRODUCTION
• What is operations SCHEDULING?
• Operations scheduling SYSTEMS
• Critical REFLECTIONS
• SUMMARY
© Alex Hill and Terry Hill© Alex Hill and Terry Hill
Ensures bothCUSTOMER REQUIREMENTS
and PERFORMANCE TARGETSare met
OPERATIONS SCHEDULING
What is operations scheduling?
What is operations scheduling?
•Schedules RESOURCES to•Meet CUSTOMER
requirements
•Cushions STABLE delivery system
•From UNSTABLE markets
HOW
WHAT
> KEY IDEA
Operations scheduling helps toCUSHION the delivery system from the INSTABILITY of the market
•BASIC mechanisms- Order backlog- Inventory; or- A combination of the two•SECONDARY mechanisms- Planned capacity- Forecasting; and- Demand management•SUPPLEMENTARY
mechanisms- Reactive capacity - e.g.
overtime
What is operations scheduling?
CUSHIONING MECHANISMS
Operations scheduling systems
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Operations scheduling systems
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Operations scheduling systems
System typeService or product type
Simple Complex
Bar charts
Network analysis
Non-repeat delivery systems and processes
Operations scheduling systemsBar chart
Operations scheduling systemsBar chart
> KEY IDEA
Where the demand isNON-REPEAT and the delivery system contains only a FEW ACTIVITIES, aBAR CHART or INFORMAL scheduling system is used
Operations scheduling systemsNetwork analysis
Operations scheduling systemsNetwork analysis
Operations scheduling systemsNetwork analysis
Operations scheduling systemsNetwork analysis
Operations scheduling systemsNetwork analysis
Operations scheduling systemsNetwork analysis
Operations scheduling systems
Low VOLUME High
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Low
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Vary by delivery system and process type
Operations scheduling systems
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Vary by delivery system and process type
Operations scheduling systems
System type
Scheduling philosophy Functional coverage
Plan-push
Demand-pull
Constraint-based
Operations
Operations related
Other
MRP I
MRP II
ERP
JIT
Lean
OPT
TOC
Repeat delivery systems and processes
Operations scheduling systems
•Identify DEMAND for services and products- Determine for known orders- Forecast for unknown orders•Calculate REQUIREMENT for dependent items•Deliver services and products in line with
FORECAST
PHILOSOPHY
MRPI and MRPII
Operations scheduling systemsMRPI and MRPII
> KEY IDEARequirements with anINDEPENDENT PATTERN of demand have to be forecast based on KNOWN ORDERS
> KEY IDEARequirements with a DEPENDENT PATTERN of demand can beCALCULATED
Operations scheduling systemsMRPI and MRPII
Operations scheduling systemsMRPI and MRPII
Operations scheduling systemsMRPI and MRPII
> KEY IDEA
MRPI:• Determines FUTURE DEMAND for independent items; and then• Calculates REQUIREMENTS for dependent items
> KEY IDEA
MRPII:• Ties the MRPI ACTIVITIES in• With other RELEVANT FUNCTIONS
Operations scheduling systems
> KEY IDEA
ERP:• Evolved out of MRPII and• Covers the WHOLE ORGANISATION
CASE 8.1
IT SYSTEM CHANGESAT DELL
1.Why did the SAP R/3 introduction FAIL?
2.Why is the later installed system WORKING?
CASE 8.1
Question
Answer
SAP R/3 failed
Later system worked
• Each system BEST-FITS its requirements• STAGGERED introduction• Easier to CUSTOMISE each system
separately
IT SYSTEM CHANGES AT DELL
• ADVANTAGES of system:- Tried, tested, cheaper and covers all
functions• DISADVANTAGES of system:- Standardised- Business has to change to meet system- Difficult to install- Unable to change with business
Operations scheduling systemsJIT
IMPLEMENTATION
PHILOSOPHY
PRE-REQUISITES
Operations scheduling systemsJIT
PHILOSOPHY
•REVERSE the flow of information- Each stage places requirement on previous
stage•Minimise INVENTORY•Eliminate BOTTLENECKS- Minimise process uncertainty•Reduce SET-UP times- So can deliver small batches of services and
products
Operations scheduling systemsJIT
•Suits REPETITIVE operations- Normally high volume and low variety•Must be introduced and developed by
END-USER- In supply chain•FIRM schedules- Allowing sufficient time to deliver to next
stage•LOCAL suppliers- More responsive to changes
PRE-REQUISITES
Operations scheduling systemsJIT
IMPLEMENTATION
•PHYSICAL change- Layout and balanced flow•Staff INVOLVEMENT- Broader role- Responsibility for quality and
improvement
Operations scheduling systemsJIT
Operations scheduling systemsJIT
> KEY IDEA
•Whereas MRPI is PLAN-PUSH,•JIT is a DEMAND-PULL system
CASE 8.2
JIT SYSTEM DEVELOPMENTS AT NISSAN
1.Why does it suit a JIT scheduling system?
2.What are its ADVANTAGES of this system?
3.What are its DISADVANTAGES?
Question Answer
Suits JIT
Advantages
Disadvantages
• REPETITIVE high volume• VARIETY is known and fixed• END-USER (NIssan) is driving introduction and
development• FIXED schedules• LOCAL suppliers (Sommer-Allibert)
CASE 8.2
• Increased TRANSPORTATION COSTS as multiple deliveries
• Increased ENVIRONMENTAL COSTS as multiple deliveries
• Increased RISK for Nissan as more dependent on supplier
JIT SYSTEM DEVELOPMENTS AT NISSAN
• Low INVENTORY for Nissan and Sommer-Allibert• Reduced HANDLING COSTS delivered to assembly
line• Reduced VARIABLE COSTS from stable delivery
system
•Invest in PROCESS- Rather than inventory•Improve by EXPOSING PROBLEMS - Through inventory reduction•Give direct staff responsibility for INDIRECT
ACTIVITIES- Scheduling, quality conformance and
improvement•Eliminate WASTE- Inventory, movement and non-value adding•Reduce SET-UP- Deliver small batches of services or products
Operations scheduling systemsLean
PHILOSOPHY
Operations scheduling systemsLean
Operations scheduling systemsLean
1.Identify the system’s CONSTRAINTS- Physical or non-physical • Identify constraints affecting the OVERALL
OUTPUT of the organisation•Decide how to maximise THROUGHPUT with
the current constraint(s)•Don’t fully load the NON-CONSTRAINT
resources•Manage the CONSTRAINTS- Keep them BUSY- Identify ways to IMPROVE them•When constraints are relaxed return to STEP
1
Operations scheduling systemsOPT and TOC
PHILOSOPHY
> KEY IDEA
CAPACITY CONSTRAINTS govern the rate of FLOW in operations
CasinoSpy mission
Planning and control
Scheduling and executing operations
Mission
Impossible(1998)
Gung Ho
(1986)
Film clip Spy Mission (Planning)
FilmTitleDirector (year)
Mission impossibleDe Palma (1996)
ClipStartFinish
00:03:4100:07:33
What clip shows A team planning a spy mission
Key learning objective
The methods used to plan a project manufacturing process
Planning and control
Scheduling and executing operations
Film clip Spy Mission (Control)
FilmTitleDirector (year)
Mission impossibleDe Palma (1996)
ClipStartFinish
00:10:1700:13:01
What clip shows A team executing a spy mission
Key learning objective
The methods used to control a project manufacturing process
Planning and control
Scheduling and executing operations
Film clip Casino (Planning)
FilmTitleDirector (year)
CasinoScorsese (1995)
ClipStartFinish
00:04:5700:09:33
What clip showsHow a casino processes money from the gambling tables in Las Vegas to the casino bosses in Kansas City
Key learning objective
The methods used to plan a high volume batch manufacturing process
Planning and control
Scheduling and executing operations
Film clip Casino (Control)
FilmTitleDirector (year)
CasinoScorsese (1995)
ClipStartFinish
00:21:0000:23:09
What clip showsThe casino being run and managed to make sure that people aren’t cheating or stealing money
Key learning objective
The methods used to control a high volume batch manufacturing process
Planning and control
Scheduling and executing operations
Low VOLUME High
Hig
hV
AR
IET
YLo
wProcess type
Scheduling and executing operations
Question
Spy mission Casino
Planning methods
Controlling methods
Planning and control
Scheduling and executing operations
Process type
Scheduling and executing operations
Question
Spy mission Casino
Planning methods
Controlling methods
• Project schedule• Bar chart• Tasks for individuals• Overall sequencing• of activities
• Batch schedule• Resource loading• - Front office tables• - Back office counting• Maintain flow of money
• Video surveillance - Remote - Between individuals• Marking target
• Video surveillance• People on shop floor• Ex-cheats in balcony
Planning and control
Scheduling and executing operations
Critical reflections
• Need to INTEGRATE all systems used within a business
• Each system needs to support DIVERSE needs
- Multiple MARKETS- Multiple SERVICES and PRODUCTS- Multiple ORDER-WINNERS and QUALIFIERS
• Must select system that best SUPPORTS- BUSINESS requirements- MARKET requirements- Recognise TRADE-OFFS
Summary
• Scheduling systems CUSHION- STABLE delivery systems from- UNSTABLE markets
• Alternative cushioning METHODS- BASIC - inventory, order-backlog, capacity- SECONDARY - plan capacity, forecast, manage
demand- SUPPLEMENTARY - reactive capacity
• Choice of scheduling SYSTEM - Varies by delivery system and process type
• NON-REPEAT scheduling systems- Bar charts, network analysis
• REPEAT scheduling systems- MRPI, MRP II, ERP, JIT, Lean, OPT, TOC
© Alex Hill and Terry Hill© Alex Hill and Terry Hill
Revision questions
1 Which of the following is NOT a way to cushion a stable delivery system from unstable markets:a) Inventory or excess capacity
b) Long-term changes in capacity
c) Order backlog
Revision questions
1 Which of the following is NOT a way to cushion a stable delivery system from unstable markets:a) Inventory or excess capacity
b) Long-term changes in capacity
c) Order backlog
Revision questions
2 Which of the following is NOT a factor that influences the choice of scheduling system:
a) The complexity of the service or product
b) The choice of delivery system or process
c) The nature of competition in the market
Revision questions
2 Which of the following is NOT a factor that influences the choice of scheduling system:
a) The complexity of the service or product
b) The choice of delivery system or process
c) The nature of competition in the market
Revision questions
3 Which of the following is NOT a system used to schedule and manage operations:
a) Statistical process control
b) Network analysis
c) Enterprise resource planning
Revision questions
3 Which of the following is NOT a system used to schedule and manage operations:
a) Statistical process control
b) Network analysis
c) Enterprise resource planning
Revision questions
4 Which of the following is NOT a pre-requisite for implementing JIT:
a) It must be end-user driven
b) Operations schedules must be flexible
c) It is most suited to repetitive, high volume and low variety operations
Revision questions
4 Which of the following is NOT a pre-requisite for implementing JIT:
a) It must be end-user driven
b) Operations schedules must be flexible
c) It is most suited to repetitive, high volume and low variety operations
Revision questions
5 Waste is an activity that:
a) Customer is not willing to pay for
b) Customer is willing to pay for
c) Both a) and b)
Revision questions
5 Waste is an activity that:
a) Customer is not willing to pay for
b) Customer is willing to pay for
c) Both a) and b)
CASE FOR TUTORIAL
ASH ELECTRICS