Effective scheduling can yield:

Scheduling is not an exact science

Choose the incorrect answer:

SCHEDULING DIFFICULTIES -

Variability in:

Minimizing scheduling difficulties can:

Controls customer arrivals for service

Manages capacity for service

Estimates demand for service

Coordinates use of more than one resource

- Hospitals, police/fire departments, restaurants, supermarkets

- Rotating schedules

CHOOSE ALL THE CORRECT ANSWERS:

CYCLICAL SCHEDULING

SERVICE OPERATION PROBLEMS

- Can store or inventory services.

- Customer service requests are in sequence.

Scheduling service involves:

High-volume system with Standardized equipment and activities that provide identical or similar operations on customers or products.

Scheduling for high-volume flow system

NOT AN EXAMPLE OF FLOW-SHOP SCHEDULING:

HIGH-VOLUME SUCCESS FACTORS

- Process and product design

- Preventive maintenance

- Rapid repair when breakdown occurs.

- Optimal product mixes

- Minimization of quality problems

- Reliability and timing of supplies

The outputs are between standardized high-volume systems and made-to- order job shops

assignment of jobs to process centers

determining the order in which jobs will be processed.

Scheduling for low-volume systems with many variations in requirements

A Gantt chart is a horizontal bar chart developed as production control tool in 1917 by _ , an American engineer and social scientist.

Gantt chart is used as a visual aid for loading and scheduling.

Determine the order in which jobs at a work center will be processed.

An area where one person works, usually with special equipment, in a specialized job.

PRIORITY RULE ASSUMPTIONS:

The set of jobs is unknown.

PRIORITY RULE ASSUMPTIONS:

Setup time is independent of processing sequence

PRIORITY RULE ASSUMPTIONS:

Processing time is deterministic.

The length of time that begins when a job arrives at a shop and ends when it leaves the shop.

The total time needed to complete a group of jobs.

The length of time the job completion date is expected to exceed the due date.

Total flow time/makespan.

“Digitalization makes demarcation of industries useless.”

A sequence of organizations – their facilities, functions, and activities – that are involved in producing and delivering a product or service

The sequence begins with basic suppliers of raw materials and extends all the way to the final customer.

THE MORE STEPS IN THE CHAIN THE LESS INVENTORY CARRIED AND THE SHORTER IT TAKES TO MOVE THROUGH THE CHAIN

The strategic coordination of the supply chain for the purpose of integrating supply and demand management.

The supply chain managers are involved with planning and coordinating activities that include sourcing and procurement of materials and services, transformation activities and logistics.

The movement of goods, services, cash, and information in a supply chain.

is the integration of the activities that procure materials and services, transform them into intermediate goods and the final product, and deliver them to customers.

It enables managers to incorporate economics into outsourcing and other decisions, giving them a rational basis for managing their supply chains.

- Includes corporate responsibility, regulations, and public pressure.

- This may involve redesigning products and services, reducing packaging, choosing green suppliers, managing returns etc.

Decisions to outsource have been based on lower prices resulting from lower labor costs.

Sourcing is crucial. It affects efficiency and responsiveness in a supply chain.

Produces real-time data that can enhance strategic planning and helps businesses to control costs, measure quality and productivity, respond quickly to problems and improve supply chain operations.

The supply chain is a major source of risk, so it is essential to adopt procedures for managing risks.

- Ability to focus on core strengths.

- Converting fixed costs to variable costs

- Freeing up capital to devote to other needs.

- Shifting some risks to suppliers

- Taking advantage of supplier expertise

- Ease of expansion outside the home country

- Inflexibility due to longer lead times.

- Increased transportation costs

- Language and cultural differences

- Loss of jobs

- Loss of control

- Lower productivity

- Loss of business knowledge

- Knowledge transfer

- Concern about intellectual property security.

THE PURCHASING CYCLE

a. Purchasing receives the requisition.

b. Purchasing selects a supplier.

c. Purchasing places the order with a vendor.

d. Monitoring orders.

e. Receiving orders.

Purchasing is handled by one special department

Individual departments or separate locations handle their own purchasing requirements.

ETHICS IN THE SUPPLY CHAIN

- Opportunities for unethical behavior are enormous and temptations are low.

ISM

ETHICS IN THE SUPPLY CHAIN

-Many companies have strict rules and codes of conduct that define that define acceptable behavior.

There are significant management issues in controlling a supply chain involving many independent organizations.

- Mutual agreement on goals

- Trust

- Compatible organizational cultures

VENDOR SELECTION

 Critical decision

 Find potential vendors.

 Determine the likelihood of them becoming good suppliers.

VENDOR SELECTION

 Training

 Engineering and production help

 Establishing policies and procedures.

VENDOR SELECTION

 Cost-Based Price Model

 Market-Based Price Model

 Competitive Bidding

supplier opens books to purchaser.

price based on published, auction, or indexed price.

used for infrequent purchases but may make establishing long-term relationships difficult.

A flexible system that uses minimal resources and produces high quality goods and services.

Lean systems tend to achieve less productivity, lower costs, shorter cycle time, and higher quality than non-lean systems.

Which answer does not belong?

LEAN OPERATIONS

a. Cutting costs and operating more efficiently.

b. Creating a productive and engaged workforce.

c. Enhance the stature of the supply management profession.

d. Key strategy in improving internal functions.

A highly coordinated processing system in which goods move through the system, and services are performed, just as they are needed.

RISK OF LEAN SYSTEMS

a. Reduced cycle time due to elimination of non-value added.

b. Increased stress on workers due to increased responsibilities for equipment changeovers, problem solving and process and quality improvement.

c. Reduced waste due to emphasis on waste reduction.

d. Increased productivity due to elimination of non- value-added processes.

EIGHT WASTES IN LEAN PHILOSOPHY

 Excess inventory

 Overproduction

 Waiting time

 Unnecessary transporting

 Processing waste

 Inefficient work methods

 Product defects

 Underused people

Try to avoid having workers who are servicing customers also answer telephones.

To train workers so that they can handle more variety.

This includes errors and duplicate work. Keep the emphasis on quality and uniform service.

Have frequently used tools and equipment readily available. For service calls, try to estimate what supplies might be needed so they will be on hand and avoid carrying huge inventories.

This works especially when customers are part of the system (hotel and flight remote check-ins, self- service systems including retail operations, ATMs and vending machines, service stations, etc

Waiting lines occur when there is temporary imbalance between supply (capacity) and demand.

IN LEAN SYSTEMS, WAITING IS ONE OF THE SEVEN WASTES.

Having to wait for service can range from being acceptable (short waits), to being annoying (longer waits), to being a matter of life and death (in emergencies).

The costs of waiting come from lower productivity and competitive advantage.

The costs are wasted resources (fuel consumption of cars stuck in traffic) and reduce quality of life.

Mathematical approach to the analysis of waiting lines.

is important because Customers regard waiting negatively. Customers may tend to associate this with poor service quality, especially if the wait is long.

WHAT CAUSES WAITING LINES TO FORM? WHY IS IT IMPOSSIBLE TO ELIMINATE THEM COMPLETELY?

- Waiting lines tend to form even though a system is basically underloaded.

WHAT CAUSES WAITING LINES TO FORM? WHY IS IT IMPOSSIBLE TO ELIMINATE THEM COMPLETELY?

- In reality, customers arrive at random intervals rather than at evenly spaced intervals, and some orders take longer to fill than others.

Using part-time workers during busy periods may be possible. Tradeoffs might involve training costs, quality issues, and perhaps slower service than would be provided by regular workers

Lower prices to shift demand from busy times to slower times. Restaurants offer “early-bird specials” to accomplish this. Some retail businesses offer coupons that are valid only for certain (slow) days or times.

The more service can be standardized, the greater the impact on waiting lines.

One aspect of a process may be largely responsible for a slow service rate; improving that aspect of the process might yield a disproportionate increase in the service rate.

Several factors can influence the difference between the actual time customer spend waiting and their perceived time.

MANAGING WAITING LINES AT DISNEY WORLD

1 Provide distractions.

2. Provide alternatives for those willing to pay a premium.

3. Keep customers informed.

4. Exceed expectations.

5. Provide comfortable waiting environment and keep lines moving.