Chapter10 02132014 PDF

10.
Chapter 10
The nature of planning and
control
10.1
Slack, Chambers and Johnston, Operations Management, 6th Edition,

Nigel Slack, Stuart Chambers, and Robert Johnston 2010
10.2
Planning and control
Planning is deciding
what activities should take place in the

operation
when they should take place
what resources should be allocated to them
Control is
understanding what is actually happening in

the operation
deciding whether there is a significant deviation
from what should be happening
(if there is deviation) changing resources in order

to affect the operations activities.
10.2

10.3
Long-term planning and control

Uses aggregated demand forecasts
Determines resources in aggregated form
PLANNING
Days/weeks/months
Time horizon
Months/years
Significance of planning and control
Objectives set in largely financial terms
Medium-term planning and control

Uses partially disaggregated demand forecasts
Determines resources and contingencies
Objectives set in both financial and operations
terms
Hours/days
Short-term planning and control
10.3
CONTROL
Uses totally disaggregated forecasts or

actual demand
Makes interventions to resources to correct
deviations from plans
Ad hoc consideration of operations objectives.
10.4
Dependent and independent demand

Dependent demand
Independent demand
e.g. input tire store in

automobile plant
e.g. tire-fitting service
Demand for tires is

governed by the number
of automobiles planned
to be made
Demand for tires is governed

by the type of car arriving, the
fluctuations in the number of
cars arriving and how many
tires need replacing.
For every automobile

that are planned to be
made, five tires will be
needed
Demand for tires is

largely governed by
random factors.
Independent demand is uncertain.

Dependent demand is certain.
10.4

10.5
Total Throughput Time: Demand Time (P:D ratios)

Customer
orders
Obtain resources
Produce product/service
Deliver to customer
Produce to stock
D
Part produce to order

D
Produce to order
P
Resource to order
D
P
Allow time for

resourcing
10.5
Allow time
for creation
Allow time
for delivery

10.6
The activities of planning and control

How much
to do?
When to
do things?
Scheduling
Sequencing
In what
order to do
things?
10.6
Loading
Monitoring
and control
Are activities
going to plan?

10.7
Loading The reduction of time available for valuable

operating time
Maximum available time

Valuable operating
time
Quality
losses
10.7
Not worked
(planned)
Slow
Not worked
Set-up
and
running Equipment
(unplanned)
changeovers
Breakdown
equipment
idling
failure

10.8
Finite and infinite loading

Finite loading limits the loading on each centre to their capacities, even if it means that jobs will be
late.
Infinite loading allows the loading on each centre to exceed their capacities to ensure that jobs will
not be late.
Hospitals Surgeries
Aircraft - baggage
Specialist car dealers
10.8
Emergency dept
Fast food center
Bank

10.9

How much
to do?
Loading
Monitoring
and control
Are activities
going to plan?
10.9

10.10
A simple model of control
Input
Operation or
process
Intervention
Plans
Output
Monitor
Compare
/ replan
10.10

10.11
Pull and push philosophies of planning and control
Push control
Pull control
10.11

10.12

How much
to do?
Loading
Sequencing
In what
order to do
things?
10.12
Monitoring
and control
Are activities
going to plan?

10.13
Sequencing Priority
1. Physical Constraints
- construction of a house, changeover time of machine, dye color
2. Customer Priority
- BIG DOG
3. Due date
- ensure that product is delivered to customer on time
- improves delivery reliability and average delivery speed
- not optimal in terms of productivity
- better flexibility
10.13

10.14
Sequencing rules
1. FCFS - First Come, First Served: or FIFO
Jobs are processed in the order in which they arrive at a machine / work center
2. SPT - Shortest Processing Time

According to processing time at a machine or work center, shortest job first.
3. DD - Due Date
Jobs are processed according to due date, earliest due date first.
4. CR - critical ratio
Jobs are processed according to smallest ratio of time remaining until due date to
processing time remaining.
5. S/O - slack per operation

Jobs are processed according to average slack time (time until due date minus
remaining time to process).
Compute by dividing slack time by number of remaining operations including the current one.
6. Rush emergency: Emergency or Preferred Customers first

Others -------LIFO, longest operation time (LOT)
10.14

10.15
Johnsons Rule
Sequencing n jobs through 2 workstations
Objectives
minimize the processing time for sequencing a group of jobs through two work centres.
minimize the total idle times on the machines.
minimize the flow time from the beginning of the first job until the finish of the last job.
Conditions
Job time(including setup and processing) must be known and constant for each job at each
work center.
Job times must be independent of the job sequence.
All jobs must follow the same two-setup work sequence.
Job priorities cannot be used.
Algorithm
1. Find the job with minimum Pij
2. If j = 1 (machine 1) this job becomes the first job
3. If j = 2 (machine 2) this job becomes the last job
4. Remove assigned job from the list and repeat (break ties at random)
10.15

Johnsons Rule Example
10.16
Algorithm
1. Find the job with minimum Pij
2. If j = 1 (machine 1) this job becomes the first job
3. If j = 2 (machine 2) this job becomes the last job
4. Remove assigned job from the list and repeat (break ties at random)
Min Pij = P21 = 1
now eliminate job 2
Min Pij = P41 = 2

Min Pij = p12 =3
Min Pij = p32
now eliminate job 4

since j = 2 now job 1 goes to last
The Sequence: {2,4,5,3,1}
10.16

10.17
10.17
Johnsons Rule Example

10.18

How much
to do?
When to
do things?
Scheduling
Sequencing
In what
order to do
things?
10.18
Loading
Monitoring
and control
Are activities
going to plan?

10.19
Ait Traffic Control

1. What does planning and control mean to air traffic controllers?
2. What are the differing problems faced by TRACON, tower and ground
controllers?
3. What sequencing rules do you think the tower controllers use?
10.19

10.20
Ait Traffic Control
PLANNING
1. Route planning
Drawing of the invisible corridors in the sky through which the planes are channeled
- planning of how these invisible corridors are changed to cope with different weather
conditions.
2. Emergency planning
Setting out procedures for emergency situations, such as emergency landings.
- predetermined routines not only on what happens to the plane subject to the emergency,
but also to the other traffic in the air space and on the ground during the emergency.
3. Rough capacity planning
Airlines run to schedules and therefore it is possible to forecast the expected number of
planes arriving in the air space at any particular time.
- possible to forecast at a certain point in air space when the shift of responsibility occurs
- tower controllers, ground controllers and TRACON controllers or others
10.20

10.21
Ait Traffic Control

CONTROL
-
Emphasis on monitoring.
- Where is my aircraft at any point in time.

Any loss of information means loss of control.
What should be happening (where the aircraft should be) against what is actually
happening (where the aircraft actually is).
Approach not per plan impacts all the other aircraft in the air space at the time.
Adjust the instructions given to the aircraft in order to take account of each others
position or deviation from position.
10.21

10.22
Ait Traffic Control
controllers?
A. TRACON controllers
1. Keep aircraft apart while they are in a particular sector.
Closely monitor the position, direction and speed of each aircraft
and predict their relative positions over time. (Computer assistance for
proximity)
2. Handovers between different sectors.
Necessary for 1 controller to have charge of all aircraft in his or her
air space because it is the position of the aircraft relative to each other which
is important.
Consequence of doing this - must be a handover between sectors.
- Potentially a major failure point.
Any failure to understand that responsibility has been passed on, or loss of
monitoring, could be disastrous here.
10.22

10.23
Ait Traffic Control
controllers?
Tower controllers
1. Capacity.
Major bottleneck = airport itself.
schedule and control the passage of planes into and out of the airport.
(shoot the gap) Reduce time between take off and landing increase
capacity ------RISK???
2. Variation between aircraft
The gap between planes taking-off or landing is a function of size because
of the wake turbulence.
Analogous to changeover times.
10.23

10.24
Ait Traffic Control
controllers?
Ground controllers
- seems the least dangerous of the three areas,
several accidents due to aircraft straying onto the runway.
Ground control, - safety and efficiency
Avoid bottleneck move aircraft swiftly but pay attention to
surroundings.
10.24

10.25
Ait Traffic Control

3. What sequencing rules do you think the tower controllers use?
Probably shift between various rules
A. Normal situations
Common due date - prioritizing landing slots according to the aircraft schedules
FIFO (orderly queuing) - likely to be adopted by the controllers.
B. Non-normal situations
- Customer priority
e.g. short on fuel, emergency landing, hijacking etc
Will change when safety is an issue
10.25


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10.

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Planning and control

what activities should take place in the

understanding what is actually happening in

(if there is deviation) changing resources in order

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Long-term planning and control

Significance of planning and control

Objectives set in largely financial terms

Medium-term planning and control

Short-term planning and control

Uses totally disaggregated forecasts or

Dependent and independent demand

e.g. input tire store in

e.g. tire-fitting service

Demand for tires is

Demand for tires is governed

For every automobile

Demand for tires is

Independent demand is uncertain.

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Total Throughput Time: Demand Time (P:D ratios)

Part produce to order

Allow time for

Slack, Chambers and Johnston, Operations Management, 6th Edition,

The activities of planning and control

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Loading The reduction of time available for valuable

Maximum available time

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Finite and infinite loading

Slack, Chambers and Johnston, Operations Management, 6th Edition,

The activities of planning and control

Slack, Chambers and Johnston, Operations Management, 6th Edition,

A simple model of control

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Pull and push philosophies of planning and control

Slack, Chambers and Johnston, Operations Management, 6th Edition,

The activities of planning and control

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Slack, Chambers and Johnston, Operations Management, 6th Edition,

2. SPT - Shortest Processing Time

5. S/O - slack per operation

6. Rush emergency: Emergency or Preferred Customers first

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Johnsons Rule Example

Min Pij = P21 = 1

now eliminate job 2

Min Pij = P41 = 2

now eliminate job 4

The Sequence: {2,4,5,3,1}

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Johnsons Rule Example

Slack, Chambers and Johnston, Operations Management, 6th Edition,

The activities of planning and control

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Ait Traffic Control

Slack, Chambers and Johnston, Operations Management, 6th Edition,

Ait Traffic Control

1. What does planning and control mean to air traffic controllers?