Unidad VI Programacion y control de actividades en procesos intermitentes

2006 Prentice Hall, Inc.

61

Importancia Estrategica de la Programacion a Corto Plazo

La programacion eficiente y efectiva puede proporcionar a la empresa una ventaja competitiva. El movimiento rapido de bienes a traves de la instalacion de produccion significa mejor uso de los activos y menos costos. Capacidad adicional resulta de la entrega rapida de productos a los clientes. Buenos programas resultan en entregas mas confiables

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Criterios de la programacion de la produccion

1. Minimizar el tiempo para completar un trabajo
2. Maximizar la utilizacion de las instalaciones 3. Minimizar el inventario de trabajo en proceso (WIP)

4. Minimizar el tiempo de espera de los clientes.

Optimizar el uso de los recursos de tal manera que se cumplan los objetivos de produccion.
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Programacion o Secuenciacion de trabajos

Especificar el orden en el cual los trabajos deberan ser ejecutados en los centros de trabajo. Reglas de prioridad seran usadas para despachar o secuenciar los trabajos. FCFS: Primeros en llegar primeros en ser atendidos SPT: Tiempo de procesamiento mas corto

EDD: Fecha de vencimiento mas temprana

LPT: Tiempo de procesamiento mas largo

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Ejemplo de Secuenciacion
Aplique las cuatro reglas de secuenciacion anteriores a estos cinco trabajos
Fecha de entega (Dias) 8 6 18 15 23

Trabajo A B C D E

Tiempo de procesamiento (Dias) 6 2 8 3 9

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Ejemplo de Secuenciacion
FCFS: Secuencia A-B-C-D-E
Secuencia de trabajos A B C D E Tiempo de procesamiento 6 2 8 3 9 28 Tiempo de flujo 6 8 16 19 28 77 Fecha de entrega 8 6 18 15 23 Tardanza 0 2 0 4 5 11

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Ejemplo de Secuenciacion
FCFS: Secuencia A-B-C-D-E
Total flow time Job Worktime (Processing) Average completion = = 77/5 = Job 15.4 days Job Sequence Time Flow Time Job Due Date Lateness Number of jobs
A B

Total job work time Utilization = 2Total flow time = 28/77 = 36.4% 8 6

0 2

C 16 18 0 time Average number of 8 Total flow = 77/28 = 2.75 jobs jobs D in the system =3 Total job work time 19 15 4

Total late 28 days 23 5 Average job lateness = Number of jobs = 11/5 = 2.2 days
E 9 28 77 11

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Ejemplo de Secuenciacion
SPT: Sequence B-D-A-C-E
Job Sequence B D A C E Job Work (Processing) Time 2 3 6 8 9 28 Flow Time 2 5 11 19 28 65 Job Due Date 6 15 8 18 23 Job Lateness 0 0 3 1 5 9

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Ejemplo de Secuenciacion
SPT: Sequence B-D-A-C-E
Job Work (Processing) Average completion time = Job Sequence Time B D 2

Total flow time = 65/5 = 13 days Flow Time Job Due Date Job Lateness Number of jobs
2 6 0 0

Total job work time Utilization = 3Total flow time = 28/65 = 43.1% 5 15

A 8 3 time Average number of 6 Total flow11 = 65/28 = 2.32 jobs jobs C in the system =8 Total job work time 19 18 1

Total late 28 days 23 5 Average job lateness = Number of jobs = 9/5 = 1.8 days
E 9 28 65 9

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Ejemplo de Secuenciacion
EDD: Sequence B-A-D-C-E
Job Sequence B A D C E Job Work (Processing) Time 2 6 3 8 9 28 Flow Time 2 8 11 19 28 68 Job Due Date 6 8 15 18 23 Job Lateness 0 0 0 1 5 6

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Ejemplo de Secuenciacion
EDD: Sequence B-A-D-C-E
Total flow time Job Worktime (Processing) Average completion = = 68/5 = Job 13.6 days Job Sequence Time Flow Time Job Due Date Lateness Number of jobs
B A

Total job work time Utilization = 6Total flow time = 28/68 = 41.2% 8 8

0 0

D 15 0 time Average number of 3 Total flow11 = 68/28 = 2.43 jobs jobs C in the system =8 Total job work time 19 18 1

Total late 28 days 23 5 Average job lateness = Number of jobs = 6/5 = 1.2 days
E 9 28 68 6

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Ejemplo de Secuenciacion
LPT: Sequence E-C-A-D-B
Job Sequence E C A D B Job Work (Processing) Time 9 8 6 3 2 28 Flow Time 9 17 23 26 28 103 Job Due Date 23 18 8 15 6 Job Lateness 0 0 15 11 22 48

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Ejemplo de Secuenciacion
LPT: Sequence E-C-A-D-B
Total flow time Job Work (Processing) Average completion time = = 103/5 =Job 20.6 days Job Sequence Time Flow Time Job Due Date Lateness Number of jobs Total job work time Utilization = = 28/103 = 27.2% C 8 17 18 Total flow time
E 9 9 23 0 0

A 8 15 time Average number of 6 Total flow 23 = = 103/28 = 3.68 jobs jobs in the system Total job work time D 3 26 15 11

Total late 28 days 6 22 Average job lateness = Number of jobs = 48/5 = 9.6 days
B 2 28 103 48

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Ejemplo de Secuenciacion
Summary of Rules
Average Completion Time (Days) 15.4 13.0 13.6 20.6 Average Number of Jobs in System 2.75 2.32 2.43 3.68 Average Lateness (Days) 2.2 1.8 1.2 9.6

Rule FCFS SPT EDD LPT

Utilization (%) 36.4 43.1 41.2 27.2

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Comparison of Sequencing Rules

No one sequencing rule excels on all criteria SPT does well on minimizing flow time and number of jobs in the system But SPT moves long jobs to the end which may result in dissatisfied customers FCFS does not do especially well (or poorly) on any criteria but is perceived as fair by customers EDD minimizes lateness
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Critical Ratio (CR)

An index number found by dividing the time remaining until the due date by the work time remaining on the job
Jobs with low critical ratios are scheduled ahead of jobs with higher critical ratios Performs well on average job lateness criteria
Time remaining Due date - Todays date CR = = Workdays remaining Work (lead) time remaining
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Critical Ratio Example

Currently Day 25
Workdays Remaining

Job

Due Date

Critical Ratio

Priority Order

A B C

30 28 27

4 5 2

(30 - 25)/4 = 1.25 (28 - 25)/5 = .60 (27 - 25)/2 = 1.00

3 1 2

With CR < 1, Job B is late. Job C is just on schedule and Job A has some slack time.
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Critical Ratio Technique

1. Helps determine the status of specific jobs 2. Establishes relative priorities among jobs on a common basis 3. Adjusts priorities automatically for changes in both demand and job progress 4. Dynamically tracks job progress

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Sequencing N Jobs on Two Machines: Johnsons Rule

Works with two or more jobs that pass through the same two machines or work centers Minimizes total production time and idle time

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Johnsons Rule
1. List all jobs and times for each work center
2. Choose the job with the shortest activity time. If that time is in the first work center, schedule the job first. If it is in the second work center, schedule the job last. 3. Once a job is scheduled, it is eliminated from the list 4. Repeat steps 2 and 3 working toward the center of the sequence
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Johnsons Rule Example

Job A Work Center 1 (Drill Press) 5 Work Center 2 (Lathe) 2

B
C D E

3
8 10 7

6
4 7 12

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Johnsons Rule Example

Job A Work Center 1 (Drill Press) 5 Work Center 2 (Lathe) 2

B
C D E

3
8 10 7

6
4 7 12

B E D C A

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Johnsons Rule Example

Job A Work Center 1 (Drill Press) 5 Work Center 2 (Lathe) 2

B
C D E Time 0 3

3
8 10 7 10

6
4 7 12 20 28 33

B E D C A

WC 1
WC 2

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Johnsons Rule Example

Job A Work Center 1 (Drill Press) 5 Work Center 2 (Lathe) 2

B
C D E Time 0 3

3
8 10 7 10

6
4 7 12 20 28 33

B E D C A

WC 1
WC 2

E B
3 5 7

D E
9 10 11 12 13

C D
17 19 21 22 23 25 27 29 31

A C
33

A
35

Time 0 1

C A

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Limitations of Rule-Based Dispatching Systems

1. Scheduling is dynamic and rules need to be revised to adjust to changes 2. Rules do not look upstream or downstream 3. Rules do not look beyond due dates
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Scheduling Service Employees With Cyclical Scheduling

Objective is to meet staffing requirements with the minimum number of workers Schedules need to be smooth and keep personnel happy Many techniques exist from simple algorithms to complex linear programming solutions
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Cyclical Scheduling Example 1. Determine the staffing requirements 2. Identify two consecutive days with the lowest total requirements and assign these as days off 3. Make a new set of requirements subtracting the days worked by the first employee 4. Apply step 2 to the new row 5. Repeat steps 3 and 4 until all requirements have been met
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Cyclical Scheduling Example

M Employee 1 5 T 5 W 6 T 5 F 4 S 3 S 3

Capacity (Employees) Excess Capacity

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Cyclical Scheduling Example

M Employee 1 Employee 2 5 4 T 5 4 W 6 5 T 5 4 F 4 3 S 3 3 S 3 3

Capacity (Employees) Excess Capacity

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Cyclical Scheduling Example

M Employee 1 Employee 2 Employee 3 5 4 3 T 5 4 3 W 6 5 4 T 5 4 3 F 4 3 2 S 3 3 3 S 3 3 3

Capacity (Employees) Excess Capacity

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Cyclical Scheduling Example

M Employee 1 Employee 2 Employee 3 Employee 4 5 4 3 2 T 5 4 3 2 W 6 5 4 3 T 5 4 3 2 F 4 3 2 2 S 3 3 3 3 S 3 3 3 2

Capacity (Employees) Excess Capacity

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Cyclical Scheduling Example

M Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 5 4 3 2 1 T 5 4 3 2 1 W 6 5 4 3 2 T 5 4 3 2 2 F 4 3 2 2 2 S 3 3 3 3 2 S 3 3 3 2 1

Capacity (Employees) Excess Capacity

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Cyclical Scheduling Example

M Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 Employee 6 5 4 3 2 1 1 T 5 4 3 2 1 1 W 6 5 4 3 2 1 T 5 4 3 2 2 1 F 4 3 2 2 2 1 S 3 3 3 3 2 1 S 3 3 3 2 1 0

Capacity (Employees) Excess Capacity

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Cyclical Scheduling Example

M Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 Employee 6 Employee 7 Capacity (Employees) Excess Capacity 5 4 3 2 1 1 T 5 4 3 2 1 1 W 6 5 4 3 2 1 T 5 4 3 2 2 1 F 4 3 2 2 2 1 S 3 3 3 3 2 1 1 S 3 3 3 2 1 0

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Cyclical Scheduling Example

M Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 Employee 6 Employee 7 Capacity (Employees) Excess Capacity 5 0 5 0 6 0 5 0 4 0 5 4 3 2 1 1 T 5 4 3 2 1 1 W 6 5 4 3 2 1 T 5 4 3 2 2 1 F 4 3 2 2 2 1 S 3 3 3 3 2 1 1 3 1 3 0 S 3 3 3 2 1 0

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