Production Planning - Science topic

yes, PPC seems yet not benefited from the current state of the art,i.e still the upper stream plays a great role which however is strategic despite the volatile business environment. Enhancing tactical operation towards decision making is indispensable which, however, be possible through digitalization where the internet of things and application of ML has to be realized.

Dear Gioacchino de Candia,

Yes, that's right. The issue of collecting and processing large sets of information on Big Data Analytics platforms is particularly crucial in the context of the discussed issues.

Thank you, Regards,

Dariusz Prokopowicz

I would like to invite you to have a look on the following links.

SSO: https://www.mathworks.com/matlabcentral/fileexchange/92150-sperm-swarm-optimization-sso

HSSOGSA: https://www.mathworks.com/matlabcentral/fileexchange/92130-hssogsa?s_tid=srchtitle

MOSFP: https://github.com/sh7adeh1990/MOSFP

I suggest to go though these papers/Internet material

Dear Carlos,

I suggest you to see links and attached files on topic.

Best regards

I agree with Mohammad Asjad and Günter Becker . ANN is a prediction tool. If you have one or more equipment failure data, you can use Weibull distribution to analyze the failure.

Due to the Weibull distribution, you will be able to comment and create schedules about the behavior of the equipment and even the system.

Cost factor is the most important criterion in these scheduling. Thanks to the Weibull distribution, I suggest you take advantage of the relevant study below in order to determine maintenance periods about costs and failure.

Dear Fatemah,

FMEA (Failure Mode and Effect Analysis) could be one of the approaches to assess the criticality of machines or process. This approach is considering the severity, occurrence and detection rate. In the first, you need to identify the risk, in this process, you can do brainstorming with the production team. Next, you need to do risk prioritisation (using the multiplication of severity, occurrence and detectability) and you can find the machine or process that has critical safety conditions. Make sure to choose the respondents who really understand with the production process. As far as I know, there is no exact minimum number respondents.

Can anyone help me with a dateset (SKU number, forecast data, actual data) for demand planning, which I can use in my research ?

Dear Anton Lorenz,

*****Assembly line production has become established globally in the automotive industry since its introduction at the Ford Motor Company more than 100 years ago. Companies with diverse product portfolio often face capacity planning problems due to the diversity of the products and the fluctuation of the order stream. High volume products can be produced cost-efficiently in dedicated assembly lines, but the assembly of low-volume products in such lines involves high idle times and operation costs. Reconfigurable assembly lines offer reasonable solution for the problem. Another I will suggest the implementation of a modular concept, the flexibility and changeability of car manufacturer’s assembly systems could be increased, and it may create an effective and efficient way to adapt the assembly system to the requirements of the future automotive industry. By this, the assembly system can handle the complexity of assembling cars in the future resulting from a further differentiation and individualization of products as well as an increasing dynamic of the markets.

An assembly line sped up is a dramatic manufacturing process (often called a progressive assembly) in which parts (usually interchangeable parts) are added as the semi-finished assembly moves from workstation to workstation where the parts are added in sequence until the final assembly is produced. The use of interchangeable parts allowed for continuous workflow and more time on task by laborers. Worker specialization resulted in less waste and a higher quality of the end product. It allowed factories to churn out products at a remarkable rate, and it also managed to reduce labor hours—benefiting many workers who used to spend 10 to 12 hours a day in the factory trying to meet quotas. As such, the development of the assembly line method in the Industrial Revolution sped up production and simplified the manufacturing of goods.

Refer site

1. file:///C:/Users/3020/Cookies/Desktop/Downloads/Capacity_Planning_and_Resource_Allocation_in_Assem%20(2).pdf

2. Ceryan O, Koren Y. Manufacturing capacity planning strategies. CIRP Annals - Manufacturing Technology 2009; 58(1) 403-406.

Ashish

Noha A. Mostafa I meant branching process (stochastic process) not the branching for MIP. Thank you.

Probably But remember that all your variables including DV are measured with error. If you don't take that into account you loose accuracy. Build your prediction equation carefully. Graph everything and look at:

https://www4.stat.ncsu.edu/~boos/var.select/lasso.adaptive.html

This is the optimal method. See the attached. Best, D. Booth PS you'll find a great R program at that link

Dear Melika Shams,

Try to see those links may be you find what you are looking for.

https://pdfs.semanticscholar.org/bdd3/1ee0a9d89d0bb897d8f3ff32edf7634f0798.pdf

Best regards

In my experience the biggest challenges in SAP are related to poor management.

For instance if several hundred components are quarantined for a quality inspection. A portion of them may be ok and a portion of them may need to be scrapped. However we have to rely on human interaction to correctly identify the ok parts and scrap the bad parts. What we found is the scrap parts remained in quarantine. This ment because the system didn’t know if the parts where ok or not it never re-ordered them. Then we ended up with a situation where manufacturing said that there wasn’t enough parts, could quality release the quarantined parts, the answer was no because they are scrap. Therefore production would have to stop until the supplier could send in more parts.

The root cause being a lack of process and lack of training. The system is very good but relies on human element. If the information you put in is rubbish, you get rubbish out.

Hope that helps

Oil Production has been a project of mine. Are you aware of Operations Research efforts in this arena? If interested in such, see and articles.

Sustainable development can be achieved by various methods. Which method will be selected is determined by many factors of the environment, the environment of specific economic processes as well as the specifics of economic enterprises and the national economy. However, in the absence of a key development factor, a key raw material such as water can be a significant cost barrier for the implementation of the process of achieving sustainable development. Sustainable development can not be excluded in the context of continuous irrigation of agriculture, but it will generate high costs. In such a situation, profitable ventures should be developed in the domestic economy, which will allow to finance the costs of the said irrigation. It can not be ruled out that irrigated poor soil with proper fertilization and use will produce high yields, high production of agricultural produce will be generated and after a few or more years, it will be possible to create more complex flora ecosystems, including forests next to arable fields, and the way can be improved. Then, sustainable development will be analyzed, implemented and improved in terms of the national economy.

I invite you to the discussion

Agree with Rai Waqas Azfar Khan all are important.

Demand variability is a measure of how much variability there is in customer demand.  It is the difference between what one expects to happen and what actually happens.  Demand variability is driven by several factors including:

Sarah,

A couple inputs.

 The problem you were trying to solve and path to conclusions are not clear in the paper. I get your formula's etc. But why the are important to the work being accomplished is not clear.

  Did you identify opportunities within the constraints defined by your supervisor? If so what were the opportunities identified and how did validate your results to enable you to propose a change? Did the operation improve its throughput? Did it lower its inventory? etc. Was there a strategic contribution?

 Your modeling was interesting but what did that modeling do for you in addressing your problem statement. You indicated that you were to elaborate a production plan. Was there no plan and if so our were they operationally functioning? What results did your elaboration yield?

It sounds like a unique learning period for you. But I would look at your flow and start with the problem and how you gradually built to a solution using the tools that and operational research training to get to a optimized plan and why it was good for this business.

  Many times internships are opportunity for some business to achieve some extra resources during a times of busyness. But you have a goal personally to obtain some experience and apply your education to solve a problem. Because the result gives you a completed thesis. You may want to organize this in that sort of flow. Good luck and interesting work.

Don Myers

@Ali Vatankhah barenji Thank you so much dear,  never heared of it, joined ResearhGate not so much ago and here I am learning so much! Thank you loads again for sharing your knowledge with me, I will check it out and get back to you if I need more information. 

What you can do - or not do - depends largely on several set-ups, like those of the machines, how resources are handled around the machines,vthe requirements on quality, time constraints, and so on. I was the main supervisor of Karin Thörnblad, who worked with GKN Aerospace on high-tolerance products, using flexible workshop models. Look up her publications for some samples of real cases.

this topic is one of my research interests and directions. i can forward you to the following related publications in connection with this topic:

Bayar, N., Darmoul, S., Gabouj, S.-H., Pierreval, H., (2015). Using Immune Designed Ontologies to Monitor Disruptions in Manufacturing Systems. Computers in Industry, Vol. 81, September 2015, Pages 67–81, DOI: 10.1016/j.compind.2015.09.004

Darmoul, S., Pierreval, H., Gabouj, S.–H. (2013). Handling Disruptions in Manufacturing Systems: an Immune Perspective. Engineering Applications of Artificial Intelligence, vol. 26, issue 1, pp. 110–121, http://dx.doi.org/10.1016/j.engappai.2012.09.021.

Darmoul, S., Pierreval, H., Gabouj, S.-H., (2011). Using ontologies to capture and structure knowledge about disruptions in manufacturing systems: An immune driven approach. In Proceedings of the 16th IEEE International Conference on Emerging Technologies and Factory Automation, ETFA 2011, Toulouse, France, September 5th – 9th, 2011. http://dx.doi.org/10.1109/ETFA.2011.6059033

Mabkhot, M. M., Al-Samhan, A. M., Darmoul, S., (2016). An information model to support reconfiguration of manufacturing systems. Accepted in the fourth IFAC International Conference on Intelligent Control and Automation Sciences, ICONS2016, June 01-03, 2016, Reims, France. http://dx.doi.org/10.1016/j.ifacol.2016.07.086

Dear Urvi

If you have a project to be constructed most probably you have done your planning and scheduling using the CPM method and software such as Primavera (ORACLE) or Project (Microsoft).

In there, you have to detail for each activity in the network all the costs (labor, materials, transportation, taxes to be paid, etc)

As you know, from the CPM network you can get the Gantt schedule and from it the projected investments during the life cycle of the project up to its conclusion, and materialized by the budget curve.

Any new GST must be incorporated in the planning, after deleting the old one, and then the new budget curve will show you new values. For each month and comparing the old budget curve with the new one you can deduct the impact of the new policies.

It could be that because the new budget there could be financial problems. In that case you should modify the last budget curve by working with the floats in the CPM in order to delay execution of non-critical tasks without altering the completion date.

Dear Richa Jain,

Here are some references to the desired theme and attachments.

Best regards

Check simulation time in RUN setup

1-Requirements once considered part of the reason for the project now cut. A potentially great idea could be skipped over as being "out of scope".

2- Leave project capable of include out of scope projects later. Document reasons for not including items, and a time frame for looking into it again later.

This "academic" problem is perfect for educational purposes, as you can use it as an example of the column generation principle (extending Dantzig-Wolfe to integer programs). It's an age-old story - Dirickx-Jennergren's book from - I think - 1979 is full of things like this. Very good!

Maybe these articles can provide more details:

Saludos :-)

Management of international technology transfer: A case study in the Brazilian textile industry

Dear Arhan,

These papers may be helpful:

1- Bilgen, B., & Günther, H. O. (2010). Integrated production and distribution planning in the fast moving consumer goods industry: a block planning application. Or Spectrum, 32(4), 927-955.

2- Francis, M. (2006). Stage model research in the UK fast moving consumer goods industry. International Journal of Logistics: Research and Applications, 9(4), 351-368.

3- Grant, D. B., & Banomyong, R. (2010). Design of closed-loop supply chain and product recovery management for fast-moving consumer goods: the case of a single-use camera. Asia Pacific Journal of Marketing and Logistics, 22(2), 232-246.

Besides smooth flow of information, the process includes smooth flow of materials from suppliers, smooth production and smooth delivery to end customers.

Hi Edoardo Marcucci!

Its a pleasure.

Cheers

Hello Ronald,

Productivity is nothing but just a performance measurement which can be seen both in company and national scales. Productivity which is calculated as a ratio of Output(s)/ Input(s) shows how the company utilized its resources in order to produce products or offer services. In national scale, productivity is known as one of the most important reasons of economic growth.

Dear Stephen DeLurgio,

Thank you for asking. i was wondering how the data input should be key-in if the data (independent variables; IV) involves unbalanced panel data? Should I take the average of the independent variables for each of the survival time?

Using your example in previous posting for Company A:

Says, in Excel:

Time   IV for X      IV for Y

0           X1              Y1

0           X2              Y2

1          X3              Y3

Is this the right way?

Appreciate your feedback. Thanks

From a similar project.  Improve the ergonomics.

Ensure that the lighting is at the required level of lumens.  Warehouses are often dimly lit. This improved our case greatly.  Besides bright, improve the 'look' of the surroundings.  Make pick lists in the same order as the storage of SKUs; thus, the flow of people, carts and SKUs is the same.  Use bar code readers to deliver, display and confirm pick lists.  (More expensive)

Hand picking is best with products on the sides, easily reached, and the container for orders down the middle.  Use a system to check off items as collected.  You can use load cells to check the weight of the order. You can to this a couple of times along the route, if needed. 

Use an audit approach to check a percentage of the orders and improve the process to eliminate systemic problems.

Organize SKUs such that the most frequently picked items are at the beginning of the route or at the beginning of rows and near the collection point.

Dear Juan, I think that it is more correct to consider the forecasting error distribution instead of the demand distribution (during lead time). The two alternatives would be equivalent if you use, as forecasting method, the simple mean over all the hystorical data. In this case the estimate coming from the forecasting method is exactly the mean value of the demand during the lead time.

But if you use any other forecasting method (like moving averages, or exponential smoothing) to estimate demand during lead time, your estimate will be different than the simple mean over the periods. Because you use a forecasting method to estimate demand during lead time, you have to protect against errors in forecasating demand. This is why you have to consider the standard deviation of forecasting errors to calculate the required safty stocks.

In summary, the books that consider standard deviation of demand instead of s.d. of forecasting error do not consider the link between inventory control and forecasting method.

Dear Niklas, 

I think one the problems we face when trying to answer your question is that there are several definitions for Quality Construct with multiple dimensions: The Gurus definitions, ISO 9000 International Standards Series, Excellence Awards, and so on. So, I do not think there is one single scale applicable to all models and industry scopes.

Powell, T.C., 1995, Total Quality Management as Competitive Advantage A Review and Empirical Study, SMJ, Vol. 16, No. 1. pp. 15-37, is a classical for TQM measurement.

For B2B I think the Crosby definition of conformity to standards still applies many times. For B2C I would ask customers if they would recommend the service to a friend and if I get 8 or more in a 1-10 Likert scale I would be fine.

There are indeed some articles that propose specific scales for specific situation, e.g.., for services, SERVQUAL service quality model Parasuraman et al (1985, 1988, 1991) is commonly used. It highlights the main components of high quality service. The SERVQUAL authors originally identified ten elements of service quality, but in later work, these were collapsed into five factors - reliability, assurance, tangibles, empathy and responsiveness - that create the acronym RATER. SERVPERF is another scale that claims can be used for this purpose (Sanjay K Jain and Garima Gupta, VIKALPA • VOLUME 29 • NO 2 • APRIL - JUNE 2004, available at ResearchGate).

So, in summary, my advice would be to be more specific and try to find out or create and then validate your own scale for the specific construct and research you pretend to carry on.

All the best

Luis Fonseca

try this but I think you need have subscribed

Stefan Boeykens, i totally agree with the benefits of BIM in lean project delivery, where the effort is directed into the source that generates information which provides results through all stages of the project.

some research by prominent researchers : Gunasekaran,Stevenson,QTu

Basic concepts on Modularity  by Karl Urlich..

Happy Researching..

Regards,

Dr.Kottala SriYogi

Multinational companies may adapt production more flexibly than outright relocation (meaning shutting down a production unit or terminating a supplier contract). First, sometimes changes in the disaggregration of the value system (say, a value chain) may lead to relocating some, but not all production activities. Second, to the extent that their production network has some flexibility (excess capacity) external changes (e.g. foreign exchange) may induce them to shift some, but not necessarily all, production across their network of production facilities. 

I am strongly agree with the answers/discussions of Prof.Nita H. Shah & Prof. Jens Schütze.

No one seems to answer this question.  Does that mean that the question is not clear/not formulated well?

I don't think I understand your question.  It is never optimal for the machine to be idle if all release times are 0.  Proof: if the machine is idle for epsilon time units, change the schedule by doing everything after the idle time epsilon earlier.  The weighted completion time will decrease by n times epsilon where n = # of jobs completed after the idle time.   A similar argument called "swapping" proves that preemption is never optimal.  Suppose job a finishes before job b finishes, but job b runs for a while before job a finishes.  Make a and b trade epsilon>0 time, where b gives a time before a finishes and a gives b time after b has run for a while.  Then b's finish time stays the same but a's finish time is strictly better.  Swapping is also how you prove that if job a has larger weight/runtime than b, then a should be scheduled before b.  If not there will exist two consecutive jobs that violate this ordering rule.  Swap them.  It's a simple computation to see that the sum of weighted completion times strictly decreases.

If this does not answer your question, please clarify what you mean about idle times.

Dear Luis, I don't think there are, since OM has 'unlimited' issues. Which data or idea you need (sequencing, scheduling, etc), I'll possibly suggest the link or published paper.

Int'l Journal of Production Economics

When you say 'level', do you mean 'item' or do you refer to the levels of a BOM structure? Because a problem can be single-level but multi-item (and still hard to solve).

If you mean with 'solving' finding a 'good solution', obviously there are many heuristic methods that work very well in practice. If you are aiming to find the 'optimal' solution, then it's of course not to be expected with a realistic size problem -- there are some inequalities (such as the classical (l,S) inequalities) and reformulations (such as the facility location reformulation) that might well in practice to close the gap (I'd advice the first in practice as the problems can get messy with reformulations due to increase in dimension). Also other exact methods such as Benders decomposition and Lagrangean relaxation can be very handy.