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INTRODUCTION
Production scheduling activities are common but complex. Each perspective has a particular scope and its own set of assumptions. Different perspectives lead naturally to different approaches to improving production scheduling.
Decision Prospectives
The following paragraphs will briefly cover three important perspectives:
Key Decisions
The following are among the key decisions in a production scheduling system: releasing jobs for production, assigning resources (people, equipment, or production lines) to tasks, reassigning resources from one task to another, prioritizing tasks that require the same resources, sequencing production tasks, determining when tasks should begin and end, and interrupting tasks that should be halted
Example
Rescheduling is then practically mandatory in order to minimize the effect of such disturbances in the performance of the system. There are many types of disturbances that can upset the plan, including machine failures, processing time delays, rush orders, quality problems, and unavailable material.
Rescheduling is the process of updating an existing production schedule in response to disruptions or other changes. The following is a partial list of possible disruptions: Arrival of a new, urgent job, Cancellation of a job, change to a job's due date, or other change in job specification, Machine failure, repair, or other change in status, Delay in the arrival of required material or other problem with material delivery, Poor quality parts that require rework or making new parts, Incorrect predictions of setup time, processing time, or other actions, and Absentee workers or changes to worker assignments. Possible responses include changing when activities will occur, using a substitute machine or person, authorizing overtime, subcontracting work to another firm, and changing the manufacturing process.
Scheduling
Scheduling is the allocation of starts and finish time to each particular order. Therefore scheduling can bring productivity in shop floor by providing a calendar for processing a set of jobs. The single machine-scheduling problem consists of n jobs with the same single operation on each of the jobs, while the flow shop-scheduling problem consists of n jobs with m operations on each of the jobs. In this problem, all the jobs will have the same process sequences. The job shop scheduling problem contains n jobs with m operations on each of the jobs; but, in this case, the process sequences of the jobs will be different from each other.
CHARATERISTIC
The flow-shop scheduling problem can be characterized as given below: A set of multiple-operation jobs is available for processing at time zero (Each job requires m operations and each operation requires a different machine). Set-up times for the operations are sequence independent, and are included in processing times. Job descriptors are known in advance. m different machines are continuously available. Each individual operation of jobs is processed till its completion without break.
Major Difference
The main difference of the flow shop scheduling from the basic single machine scheduling is that the inserted idle time may be advantageous in flow shop scheduling. Though the current machine is free, if the job from the previous machine is not released to the current machine, we cannot start processing on that job. So, the current machine has to be idle for sometime. Hence, inserted idle time on some machines would lead to optimality.