18 research outputs found

    Flow shop rescheduling under different types of disruption

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    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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    Multi-criteria decision analysis with goal programming in engineering, management and social sciences: a state-of-the art review

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    A simulation study of the operations of a telephone bureau

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    This paper presents a priority queueing situation: a telephone bureau which has to deal with two distinct classes of caller. The first group are making urgent calls which must be dealt with as soon as possible, while the second group are making a variety of different types of routine enquiry which are not considered to be as important. Management are concerned with a number of issues associated with the operations of their bureau, these include the levels of service offered to the different groups of caller, the effects of different levels of staffing, and the effects of changing the mix of call types. The use of applied probability theory to analyse this situation is briefly discussed, and then simulation proposed as a means to analyse the operations of the bureau. The development of this simulation is outlined, some typical results presented and its usefulness discussed.

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    Of the many papers and texts on the subject of inventory control, relatively few report the successful implementation of systems based on formal mathematical models developed with specific objectives in mind. This could be considered rather strange in the light of the relatively high number of papers reporting the development of models for dealing with a multitude of different hypothetical situations, and the widespread availability of computer systems capable of exploiting such models. Various reasons for this anomaly can be put forward. This paper reports the results of a preliminary survey designed to investigate this more deeply, and draws some necessarily tentative conclusions relating to factors contributing to the successful application of such systems.

    A comparison of applications of microcomputers in production

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    The application of microcomputers in production management

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    The findings reported result from a questionnaire survey, and a number of company interviews. Further questions which need to be answered are identified, and a research project to provide these answers is outlined.
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