Flow shop rescheduling under different types of disruption

This is an Accepted Manuscript of an article published by Taylor & Francis in International Journal of Production Research on 2013, available online:http://www.tandfonline.com/10.1080/00207543.2012.666856Almost all manufacturing facilities need to use production planning and scheduling systems to increase productivity and to reduce production costs. Real-life production operations are subject to a large number of unexpected disruptions that may invalidate the original schedules. In these cases, rescheduling is essential to minimise the impact on the performance of the system. In this work we consider flow shop layouts that have seldom been studied in the rescheduling literature. We generate and employ three types of disruption that interrupt the original schedules simultaneously. We develop rescheduling algorithms to finally accomplish the twofold objective of establishing a standard framework on the one hand, and proposing rescheduling methods that seek a good trade-off between schedule quality and stability on the other.The authors would like to thank the anonymous referees for their careful and detailed comments that helped to improve the paper considerably. This work is partially financed by the Small and Medium Industry of the Generalitat Valenciana (IMPIVA) and by the European Union through the European Regional Development Fund (FEDER) inside the R + D program "Ayudas dirigidas a Institutos tecnologicos de la Red IMPIVA" during the year 2011, with project number IMDEEA/2011/142.Katragjini Prifti, K.; Vallada Regalado, E.; Ruiz García, R. (2013). Flow shop rescheduling under different types of disruption. International Journal of Production Research. 51(3):780-797. https://doi.org/10.1080/00207543.2012.666856S780797513Abumaizar, R. J., & Svestka, J. A. 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A Problem in Optimal Machine Loading

An important managerial problem in manufacturing is to determine the optimum amount and mix of products that can be manufactured from a given set of facilities, such as machine tools. A method is discussed here for handling this problem more effectively in one instance than has been possible. It makes use of several standard procedures, but adapts them and adds others to accommodate the unavoidable difficulty of discreteness in real production situations. The traditional formulation of the economic lot size is shown to be incorrect in the general case and a preferred formulation is presented for the situation studied here. A method of optimizing the amount of in-process inventory to carry in the circumstances of this study also is given.

An Analysis of Decisions

Most analyses of decision making define decision as choosing from among alternative courses of action. Usually, the criterion of choice is assumed to be some function of probability and utility of the different outcomes associated with each course of action. It is shown here that decision is more realistically concerned with constructive, purposive, or creative aspects of human behavior. In addition to the usual decisions of action, other classes of decision include decisions of understanding, of recognition, and of enterprise. These classes are interdependent and their members interrelated in any realistic situation. Organization planning is shown to be concerned largely with interrelating decisions and with providing criteria for decision. The quality of organization planning affects the quality of decisions, the degree of human satisfaction, and the effectiveness of the organization.