4.

INTRODUCTION
The designed system is being evaluated by simulation. There are 3 main modules

namely, main scheduling module, time reduction module and machine selection module. For evaluating the existing system, two orders are being considered. Each order contains some jobs. There are sequences of operations to be performed on the set of jobs. Order1 is performed first which would then be followed by the remaining orders. The sequence in which the incoming orders are processed are generated by the rules like earliest due date, first come first serve basis and based on critical ratio. Further the optimal sequence of the jobs under these orders that are to be dynamic scheduled is generated by some rules like shortest processing time, based on job priority, etc. The sequence can even be given as input in the order that is been required. In this case the simulation is carried out by generating the sequence using the shortest processing time rule and with the existing plant capacity.

4.2

GENERATION OF OPTIMAL SEQUENCE

The sequence of the jobs that are to be processed during each operation as per the

SPT rule is as follows: The jobs in the first order have the following codes: 101, 102, 103, 104, 105, 106. Table 4.1 PART NO 101 103 106 105 102 104 ORDER= 2 The sequence of the jobs to be dynamic scheduled is again generated using the SPT rule. There are 6 jobs again in the second order, namely: 201, 202, 203, 204, 205, 206. The Sequence of jobs as per the SPT rule is: TIME 6136 6136 6247 6436 6970 6970

52

Table 4.2 PART NO 201 206 205 203 204 202 the plant capacity. TIME 5433 560 5618 5743 6860 7090 The dynamic scheduling is performed by generating the sequence by SPT and with

4.3

JOB STATUS REPORT

The job status report consists of the details like the completion time of the job,

lateness and tardiness values. A tardiness value of zero implies that the job is finished within the due date. Whereas a positive tardiness value indicates that the job has not met the requirement of the due date. The job status reports for all the six jobs in the first order are as follows: PART NO: 101 S.No 1 2 3 4 5 6 7 8 Op Code 700 830 780 740 25 880 721 910 Op Duration 741 660 960 1320 840 675 780 160 Op Start Time 0.00 12.38 23.42 39.45 61.48 75.52 86.80 99.83 Op End Time 12.35 23.38 39.42 61.45 75.48 86.77 99.80 102.50 Op Cost 1235 1320 2400 4400 1400 1519 2275 533

Job overall cost= 15082; CT= 102.50 ; part completion time: 4days 6hours; waiting time: 14; lateness: 41; tardiness: 0 PART NO: 102

53

S.NO 1 2 3 4 5 6 7 8

OP CODE 700 830 780 740 25 880 721 910

OP DURATION 765 690 1050 1890 915 690 160 765

OP START 24.43 37.22 48.75 66.28 97.82 120.58 132.12 145.65

OP END TIME 37.18 48.72 66.25 97.78 113.07 132.08 145.62 148.32

OP COST 1275 1380 2625 6300 1525 1552 533 1275

Job overall cost= 17552; CT= 148.32; part completion time: 6days 4hours; waiting time:1928; lateness: 4; tardiness: 4

PART NO: 103 S.NO 1 2 3 4 5 6 7 8 OP CODE 700 830 780 740 25 880 721 910 OP DURATION 741 660 960 1320 840 675 780 160 OP START 0.00 12.38 23.42 39.45 61.48 86.78 98.07 111.10 OP END TIME 12.35 23.38 39.42 61.45 75.48 98.03 111.07 113.77 OP COST 1235 1320 2400 4400 1400 1519 2275 533

Job overall cost= 15082; CT= 113.77; part completion time: 4days 17hours waiting time:690; lateness:-30; tardiness: 0

PART NO: 104 S.NO OP CODE OP DURATION 54 OP START OP END TIME OP COST

1 2 3 4 5 6 7 8

700 830 780 740 25 880 721 910

765 690 1050 1890 915 690 810 160

24.73 37.52 50.15 75.43 106.97 132.10 143.63 157.17

37.48 49.02 67.65 106.93 122.22 143.60 157.13 159.83

1275 1380 2625 6300 1525 1552 2362 533

Job overall cost= 17552; CT= 159.83; part completion time: 6days 15hours; waiting time:2619; lateness: 15; tardiness: 15

PART NO: 105 S.NO 1 2 3 4 5 6 7 8 OP CODE 700 830 780 740 25 880 721 910 OP DURATION 765 690 1050 1890 915 690 810 160 OP START 12.37 24.75 39.43 61.47 87.50 109.32 120.60 134.63 OP END TIME 24.72 35.75 55.43 87.47 101.50 120.57 134.60 137.30 OP COST 1235 1320 2400 5200 1400 1519 2450 533

Job overall cost= 16057; CT= 137.30; part completion time: 5days 17hours; waiting time:1802; lateness: -6; tardiness: 0

PART NO: 106 S.NO OP CODE OP DURATION OP START OP END TIME OP COST

55

1 2 3 4 5 6 7 8

700 830 780 740 25 880 721 910

723 669 870 1515 825 675 810 160

12.37 24.45 35.63 50.17 75.45 98.05 109.33 122.87

24.42 35.60 50.13 75.42 89.20 109.30 122.83 125.53

1205 1338 2175 5050 1375 1519 2362 533

Job overall cost= 15557; CT= 125.53; part completion time: 5days 5hours waiting time:1284; lateness:18; tardiness: 0 Now, it can be clearly seen from the job status report that two jobs have not met their required due dates. Part no.102 has a tardiness value of 4. Part no.104 has a tardiness value of 15. It implies that part no.102 has been delayed by 4 hours and part no.104 has been delayed by 15 hours. Now, the job status report for the second order has been provided here. PART NO: 201 S.NO 1 2 3 4 5 6 7 8 OP CODE 700 830 780 740 25 880 721 910 OP DURATION 533 420 830 1260 890 570 820 110 OP START 159.83 168.75 175.78 189.65 210.68 225.55 235.08 248.78 OP END TIME 168.72 175.75 189.62 210.65 225.52 235.05 248.75 250.62 OP COST 1235 1320 2400 4400 1400 1519 2275 533

Job overall cost= 15082; CT= 250.62; part completion time: 10days 10hours; waiting time:9604; lateness:53; tardiness: 0 PART NO: 202 S.NO OP CODE OP DURATION OP START OP END TIME OP COST

56

1 2 3 4 5 6 7 8

700 830 780 740 25 880 721 910

835 660 1160 1920 875 630 900 110

177.85 191.80 203.53 226.07 258.10 278.65 289.18 304.22

191.77 202.80 222.87 258.07 272.68 289.15 304.18 306.05

1275 1380 2625 6300 1525 1552 2362 533

Job overall cost= 17552; CT= 306.05; part completion time: 12days 18hours; waiting time:11272; lateness: 2; tardiness: 2

PART NO: 203 S.NO 1 2 3 4 5 6 7 8 OP CODE 700 830 780 740 25 880 721 910 OP DURATION 533 590 900 1260 910 630 810 110 OP START 168.95 177.87 189.63 210.67 231.70 253.77 264.30 277.83 OP END TIME 177.83 187.70 204.63 231.67 246.87 264.27 277.80 279.67 OP COST 1235 1320 2400 4400 1400 1519 2275 533

Job overall cost= 15082; CT= 279.67; part completion time: 11days 15hours; waiting time:11036; lateness:24; tardiness: 0

PART NO: 204 S.NO 1 2 OP CODE 700 830 OP DURATION 815 710 OP START 177.63 191.25 OP END TIME 191.22 203.08 OP COST 1275 1380

57

3 4 5 6 7 8

780 740 25 880 721 910

1120 1930 875 600 700 110

203.12 221.82 254.02 268.63 278.67 290.37

221.78 253.98 268.60 278.63 290.33 292.20

2625 6300 1525 1552 2362 533

Job overall cost= 17552; CT= 292.20; part completion time: 12days 4hours; waiting time:10672; lateness:-11; tardiness: 0

PART NO: 205 S.NO 1 2 3 4 5 6 7 8 OP CODE 700 830 780 740 25 880 721 910 OP DURATION 533 710 840 1350 790 525 760 110 OP START 168.73 177.65 189.52 203.55 226.08 245.00 253.78 266.48 OP END TIME 177.62 189.48 203.52 226.05 239.25 253.75 266.45 268.32 OP COST 1235 1320 2400 5200 1400 1519 2450 533

Job overall cost= 16057; CT= 268.32; part completion time: 11days 4hours; waiting time:10481; lateness:35; tardiness: 0

PART NO: 206 S.NO 1 2 OP CODE 700 830 OP DURATION 546 547 OP START 159.83 168.97 OP END TIME 168.93 178.08 OP COST 1205 1338

58

3 4 5 6 7 8

780 740 25 880 721 910

790 1435 795 595 790 110

178.12 191.32 215.27 235.07 245.02 258.22

191.28 215.23 228.52 244.98 258.18 260.05

2175 5050 1375 1519 2362 533

Job overall cost= 15557; CT= 260.05; part completion time: 10days 20hours; waiting time:9994; lateness:43; tardiness: 0 Now, it can be clearly seen from the job status report that one job has not met the required due dates. Part no.202 has a tardiness value of 2. It implies that part no.102 has been delayed by 2 hours.

4.4

MACHINE STATUS CHART

For a clear understanding of the time distribution among the operations for each

job, their machine status report has been provided. It provides the information as to where there is more queuing and it also provides the information regarding the working time and idle time of the machines. There are eight operations namely marking, deburring, grinding, welding, gouging, dptest, assembly and radiography. The machine status report gives the detailed report on all the eight operations. All the 6 jobs enter each operation as per the sequence generated. In this case, it is : 101, 103, 106, 105, 102, 104. The starting times and ending times of all the jobs in each operation are mentioned in the machine status report. The report also consists of working times and idle times of the machines available for each operation. They are just shown in the report for the first operation for an idea.

The machine status report for all the eight operations of the first order as shown below: Machine status report : : Marking job no 101 103 job name Shell Shell load time 0 0 59 finish time 741 741 Machine (MO 1) (MO 2)

106 105 102 104

Shell Shell Shell Shell

742 742 1466 1484

1465 1483 2231 2249

(MO 1) (MO 2) (MO 1) (MO 2)

working time for machine1: 2229; idle time for machine1: 20; working time for machine2: 2247; idle time for machine2: 02; Machine status report:: Deburring job no 101 103 106 105 102 104 job name Shell Shell Shell Shell Shell Shell load time 743 743 1467 1485 2233 2251 finish time 1403 1403 2136 2145 2923 2941 machine (MO1) (MO2) (MO3) (MO1) (MO2) (MO3)

Machine Status Report :: Grinding job no 101 103 106 105 102 104 job name Shell Shell Shell Shell Shell Shell load time 1405 1405 2138 2366 2925 3009 finish time 2365 2365 3008 3326 3975 4059 machine (MO1) (MO2) (MO3) (MO1) (MO2) (MO3)

Machine Status Report :: Welding job no 101 103 106 job name Shell Shell Shell load time 2367 2367 3010 finish time 3687 3687 4525 machine (MO1) (MO2) (MO3)

60

105 102 104

Shell Shell Shell

3688 3977 4526

5248 5867 6416

(MO1) (MO2) (MO3)

Machine Status Report :: Gouging job no 101 103 106 105 102 104 job name Shell Shell Shell Shell Shell Shell load time 3689 3689 4527 5250 5869 6418 finish time 4529 4529 5352 6090 6784 7333 machine (MO1) (MO2) (MO3) (MO1) (MO2) (MO3)

Machine Status Report :: Dptest job no 101 103 106 105 102 104 job name Shell Shell shell shell shell shell load time 4531 5207 5883 6559 7235 7926 finish time 5206 5882 6558 7234 7925 8616 machine (MO1) (MO1) (MO1) (MO1) (MO1) (MO1)

Machine Status Report :: Assembly job no 101 103 106 105 job name shell shell shell shell load time 5208 5884 6560 7236 finish time 5988 6664 7370 8076 machine (MO1) (MO2) (MO1) (MO2)

61

102 104

shell shell

7927 8618

8737 9428

(MO1) (MO2)

Machine Status report :: Radiography job no 101 103 106 105 102 104 job name Shell Shell Shell Shell Shell Shell load time 5990 6666 7372 8078 8739 9430 finish time 6150 6826 7532 8238 8899 9590 machine (MO1) (MO1) (MO1) (MO1) (MO1) (MO1)

From the machine status report it is understood that the jobs are forming a queue in the operations dptest and radiography.

4.5

MACHINE STATUS CHART AFTER INVOLVING THE TIME REDUCTION MODULE

Now, the process is again repeated by increasing the capacity of a working centre

which would avoid the queue formation and hence helps in decreasing the total time taken by the jobs. The capacity of the operation dptest has been increased. When the dynamic scheduling was performed with the original capacity of the dptest i.e., one machine, two jobs in first order have not met their due dates. Hence, the number of machines in dptest has been increased to two and the jobs are all rescheduled. The jobs are sequenced by SPT rule and are scheduled in the same order. The machine status report shows the status of all the operations with an increased capacity of dptest. The machine status report of the first order is as follows: Machine Status Report : : Marking job no 101 103 job name shell shell load time 0 0 finish time 741 741 machine (MO 1) (MO 2)

62

106 105 102 104

Shell Shell Shell Shell

742 742 1466 1484

1465 1483 2231 2249

(MO (MO (MO (MO

1) 2) 1) 2)

working time for machine1: 2229; idle time for machine1: 20; working time for machine2: 2247; idle time for machine2: 2; Machine Status Report :: Deburring job no 101 103 106 105 102 104 job name Shell Shell Shell Shell Shell Shell load time 743 743 1467 1485 2233 2251 finish time 1403 1403 2136 2145 2923 2941 machine (MO1) (MO2) (MO3) (MO1) (MO2) (MO3)

Machine Status Report :: Grinding job no 101 103 106 105 102 104 job name shell shell shell shell shell shell load time 1405 1405 2138 2366 2925 3009 finish time 2365 2365 3008 3326 3975 4059 machine (MO1) (MO2) (MO3) (MO1) (MO2) (MO3)

Machine Status Report :: Welding job no 101 103 106 105 102 job name Shell Shell Shell Shell Shell load time 2367 2367 3010 3688 3977 finish time 3687 3687 4525 5248 5867 machine (MO1) (MO2) (MO3) (MO1) (MO2)

63

104

Shell

4526

6416

(MO3)

Machine Status Report :: Gouging job no 101 103 106 105 102 104 job name shell shell shell shell shell shell load time 3689 3689 4527 5250 5869 6418 finish time 4529 4529 5352 6090 6784 7333 machine (MO1) (MO2) (MO3) (MO1) (MO2) (MO3)

Machine Status Report :: Dptest job no 101 103 106 105 102 104 job name shell shell shell shell shell shell load time 4531 4531 5354 6092 6786 7335 finish time 5206 5206 6029 6767 7476 8025 machine (MO1) (MO2) (MO1) (MO2) (MO1) (MO2)

machine status report :: assembly job no 101 103 106 105 102 job name shell shell shell shell shell load time 5208 5208 6031 6769 7478 finish time 5988 5988 6841 7609 8288 machine (MO1) (MO2) (MO1) (MO2) (MO1)

64

104

shell

8027

8837

(MO2)

machine status report :: radiography job no 101 103 106 105 102 104 job name shell shell shell shell shell shell load time 5990 6151 6843 7611 8290 8839 finish time 6150 6311 7003 7771 8450 8999 machine (MO1) (MO1) (MO1) (MO1) (MO1) (MO1)

4.6

JOB STATUS CHART INVOLVING TIME REDUCTION MODULE

The job status report after increasing the capacity of a working centre shows the

new status of the 6 jobs. PART NO: 101 S.NO 1 2 OP CODE 700 830 OP DURATION 741 660 OP START 0.00 12.38 OP END TIME 12.35 23.38 OP COST 1235 1320

65

3 4 5 6 7 8

780 740 25 880 721 910

960 1320 840 675 780 160

23.42 39.45 61.48 75.52 86.80 99.83

39.42 61.45 75.48 86.77 99.80 102.50

2400 4400 1400 1519 2275 533

Job overall cost= 15082; CT= 102.50; part completion time: 4days 6hours; waiting time: 14; lateness: 41; tardiness: 0 PART NO: 102 S.NO 1 2 3 4 5 6 7 8 OP CODE 700 830 780 740 25 880 721 910 OP DURATION 765 690 1050 1890 915 690 160 765 OP START 24.43 37.22 48.75 66.28 97.82 113.10 124.63 138.17 OP END TIME 37.18 48.72 66.25 97.78 113.07 124.60 138.13 140.83 OP COST 1275 1380 2625 6300 1525 1552 533 1275

Job overall cost= 17552; CT= 140.83; part completion time: 5days 20hours; waiting time:1479; lateness: -3; tardiness: 0

PART NO: 103 S.NO 1 2 3 4 5 6 7 OP CODE 700 830 780 740 25 880 721 OP DURATION 741 660 960 1320 840 675 780 66 OP START 0.00 12.38 23.42 39.45 61.48 75.52 86.80 OP END TIME 12.35 23.38 39.42 61.45 75.48 86.77 99.80 OP COST 1235 1320 2400 4400 1400 1519 2275

910

160

102.52

105.18

533

job overall cost= 15082; CT= 105.18; part completion time: 4days 9hours; waiting time:175; lateness:-38; tardiness: 0

PART NO: 104 S.NO 1 2 3 4 5 6 7 8 OP CODE 700 830 780 740 25 880 721 910 OP DURATION 765 690 1050 1890 915 690 810 160 OP START 24.73 37.52 50.15 75.43 106.97 122.25 133.78 147.32 OP END TIME 37.48 49.02 67.65 106.93 122.22 133.75 147.28 149.98 OP COST 1275 1380 2625 6300 1525 1552 2362 533

Job overall cost= 17552; CT= 149.98; part completion time: 6days 5hours; waiting time:2029; lateness: 5; tardiness: 5

PART NO: 105 S.NO 1 2 3 4 5 6 7 8 OP CODE 700 830 780 740 25 880 721 910 OP DURATION 765 690 1050 1890 915 690 810 160 OP START 12.37 24.75 39.43 61.47 87.50 101.53 112.82 126.85 OP END TIME 24.72 35.75 55.43 87.47 101.50 112.78 126.82 129.52 OP COST 1235 1320 2400 5200 1400 1519 2450 533

67

Job overall cost= 16057; CT= 129.52; part completion time: 5days9hours; waiting time:1334; lateness: -14; tardiness: 0 PART NO: 106 S.NO 1 2 3 4 5 6 7 8 OP CODE 700 830 780 740 25 880 721 910 OP DURATION 723 669 870 1515 825 675 810 160 OP START 12.37 24.45 35.63 50.17 75.45 89.23 100.52 114.05 OP END TIME 24.42 35.60 50.13 75.42 89.20 100.48 114.02 116.72 OP COST 1205 1338 2175 5050 1375 1519 2362 533

Job overall cost= 15557; CT= 116.72; part completion time: 4days 20hours; waiting time:756; lateness:-27; tardiness: 0 After the capacity has been increased by adding more machines to dptest, the tardiness values of the two jobs have changed from 4 and 15 to 0 and 5. Part no.104 has a tardiness value of 5This implies that after rescheduling job no.102 has met the required due date. Part no.104 still has to meet its due date, which can be achieved either by increasing the capacity or other possible ways. ORDER=2 The job status report after increasing the capacity of a working centre for the second order shows the new status of the 6 jobs. PART NO: 201 S.NO 1 2 3 4 5 OP CODE 700 830 780 740 25 OP DURATION 533 420 830 1260 890 68 OP START 149.98 158.90 165.93 179.80 200.83 OP END TIME 158.87 165.90 179.77 200.80 215.67 OP COST 1235 1320 2400 4400 1400

6 7 8

880 721 910

570 820 110

215.70 225.23 238.93

225.20 238.90 240.77

1519 2275 533

Job overall cost= 15082; CT= 240.77; part completion time: 9days 24hours; waiting time:9012; lateness:-63; tardiness: 0 PART NO : 202 S.NO 1 2 3 4 5 6 7 8 OP CODE 700 830 780 740 25 880 721 910 OP DURATION 835 660 1160 1920 875 630 900 110 OP START 168.00 181.95 193.68 216.22 248.25 262.87 273.40 288.43 OP END TIME 181.92 192.25 213.02 248.22 262.83 273.37 288.40 290.27 OP COST 1275 1380 2625 6300 1525 1552 2362 533

Job overall cost= 17552; CT= 290.27; part completion time: 12days 2hours; waiting time:10325; lateness: -13; tardiness: 0

PART NO : 203 S.NO 1 2 3 4 5 6 7 8 OP CODE 700 830 780 740 25 880 721 910 OP DURATION 533 590 900 1260 910 630 810 110 OP START 159.10 168.02 179.78 200.82 221.85 237.05 247.58 261.12 OP END TIME 167.98 177.85 194.78 221.82 237.02 247.55 261.08 262.95 OP COST 1235 1320 2400 4400 1400 1519 2275 533

Job overall cost= 15082; CT= 262.95; part completion time: 10days 22hours 69

waiting time:10034; lateness:-41; tardiness: 0

PART NO : 204 S.NO 1 2 3 4 5 6 7 8 OP CODE 700 830 780 740 25 880 721 910 OP DURATION 815 710 1120 1930 875 600 700 110 OP START 167.78 181.40 193.27 211.97 244.17 258.78 268.82 280.52 OP END TIME 181.37 193.23 211.93 244.13 258.75 268.78 280.48 282.35 OP COST 1275 1380 2625 6300 1525 1552 2362 533

Job overall cost= 17552; CT= 282.35; part completion time: 11days 18hours; waiting time:10081; lateness:-21; tardiness: 0

PART NO : 205 S.NO 1 2 3 4 5 6 7 8 OP CODE 700 830 780 740 25 880 721 910 OP DURATION 533 710 840 1350 790 525 760 110 OP START 158.88 167.80 179.67 193.70 216.23 229.43 238.92 251.62 OP END TIME 167.77 179.63 193.67 216.20 229.40 238.18 251.58 253.45 OP COST 1235 1320 2400 5200 1400 1519 2450 533

Job overall cost= 16057; CT= 253.45; part completion time: 10days 13hours; waiting time:9588; lateness:-50; tardiness: 0

70

PART NO : 206 S.NO 1 2 3 4 5 6 7 8 OP CODE 700 830 780 740 25 880 721 910 OP DURATION 546 547 790 1435 795 595 790 110 OP START 149.98 159.12 168.27 181.47 205.42 218.70 228.65 241.85 OP END TIME 159.08 168.23 181.43 205.38 218.67 228.62 241.82 243.68 OP COST 1205 1338 2175 5050 1375 1519 2362 533

job overall cost= 15557; CT= 243.68; part completion time: 10days 3hours; waiting time:9013; lateness:-60; tardiness: 0 From the job status report, it can be easily interpreted that all the jobs have met the due dates (since their tardiness valued are zero) after the capacity has been increased unlike the earlier case where part no.102 had a tardiness value of 2. This order requires no more rescheduling to be done. If a job in any order doesnt meet its due date requirements, then an operation which has low cost and where queue formation takes place will be provided with extra capacity until the cost of establishing new machines become more than the profit gained by the industry.

4.6.1 Comparing the output before increasing the plant capacity and increasing the plant capacity
Part completion time and the tardiness values that are computed for all the 6 jobs in both the orders before increasing the plant capacity and after increasing the plant capacity are represented below. Table 1 Order 1 Job 1 Job 2 Job 3 Job 4 Job 5 Part completion time 4 days 6 hours 6 days 4 hours 4 days 17 hours 6 days 15 hours 5 days 17 hours Tardiness 0 4 0 15 0

71

Job 6 Table 2 Order 1 Job 1 Job 2 Job 3 Job 4 Job 5 Job 6

5 days 5 hours

Part completion time 4 days 6 hours 5 days 20 hours 4 days 9 hours 6 days 5 hours 5 days 9 hours 4 days 20 hours

Tardiness 0 0 0 5 0 0

From the above two tables it can be observed that after the capacity of work centres has been increased the tardiness value of job no.2 and job no.4 has decreased from 4 and 15 to 0 and 5 respectively. The last job in the order that is job no.4 as per the sequence, which is completed in 6 days 15 hours is now finished in 6 days 5 hours, thereby reducing an extra day. Table 3 Order 2 Job 1 Job 2 Job 3 Job 4 Job 5 Job 6 Table 4 Order 2 Job 1 Job 2 Job 3 Job 4 Job 5 Job 6 Part completion time 9 days 24 hours 12 days 2 hours 10 days 22 hours 11 days 18 hours 10 days 13 hours 10 days 3 hours Tardiness 0 0 0 0 0 0 Part completion time 10 days 10 hours 12 days 18 hours 11 days 15 hours 12 days 4 hours 11 days 4 hours 10 days 20 hours Tardiness 0 2 0 0 0 0

It can be observed that the 2nd order which lags in schedule by 2 hours is now finished within the required time duration. Here, the last job as per the sequence that is job no.2 is finished in 12 days 2 hours saving an extra day after increasing the plant capacity.

4.7

PROCEDURE OF ACCEPTANCE/REJECTION OF ORDER

72

The order is first scheduled using scheduling module. If the completion time of the job is less than due date accept the order. If the completion time of the order is greater than due date reject the order. After the acceptance of order the raw material required for the jobs should be procured. This procurement will take some time. After the procurement of raw material, again rescheduling is done in order to know the completion time. If the completion time is still less than due date then start production as per the schedule. If the completion time of job is greater than due date then, capacity of work centers will be increased and again scheduling is done. Capacity of the work centers will be increased in such a way that the total completion time should be less than due date and the cost increased due to the raise in capacity should be less than cost decreased due to in-time delivery. Consider the above results, in which the due date of the total order is 28 days. First a schedule is developed in which the completion time is 21 days. As the completion time is less than due date the order is accepted. Now the procurement of raw materials is started. In the above example, procurement time is taken as 10 days. So the total completion time of the order will become 31 days, but the order should be completed in 28 days. So time reduction module is used to find a new schedule which accommodates the delay. Here the capacity at marking, welding, dptest and assembly work centers are increased because the initial setup cost and maintenance cost of the machines at these work centers are less. The time reduction module developed a new schedule where the total completion time is reduced by 3 days, so that the order will be ready before the due date.

4.8

COST SAVED BY USING TIME REDUCTION MODULE

By using the time reduction module, the capacity of work centers is increased to

accommodate the delay introduced by procurement time. For increasing the capacity of the work centers, setup costs and maintenance costs of the new machines will be added to the total cost of production. Besides this increase in cost, there will be cost saved due to in time delivery of product. 4.7.1 Work center COST INCREASED DUE TO CAPACITY INCREASE Increase in Setup cost machine (a) Maintenance cost per hr Total no. of Total cost working (Rs) Cost due to machine power increase:

73

Dptest

capacity 1

15000

(b) 5

hours(c) 68

15340

The setup costs for different machines will be different. So the machine capacity should be increased at the work centers where the setup costs are less. The above table shows the cost increased due to increase in machine capacity at dptest work center for the example taken above. Therefore, the total cost increased in raising the capacity of work centers is Rs. 15,340 4.7.2 COST DECREASED DUE TO IN-TIME DELIVERY If the order is not delivered in time, there will be penalty imposed by the customer. In the above example, let the penalty be Rs.7000 for each job per day. total number of days saved by using the time reduction module is 3 days. Therefore, 42,000. Net cost saved by using time reduction module = 42,000-15,340 = Rs. 26.660. the total cost saved due to in-time delivery = (no. of jobs in order*no. of days saved*penalty per day per job) = (6*1*7000) = Rs.

4.8

CONCLUSION
In this chapter, the results of an order (whose procurement time of raw material is

ten days) using both main scheduling module and time reduction module are shown and discussed. The effect of time reduction module and the comparision between the efficiencies after increasing the capacity and before increasing the capacity has been made. The cost estimation for installation of the machinery and the profits and losses incurred are also shown in this chapter.

74

5.1

CONCLUSION
The information system of job shop scheduling is developed in C++ language, a

high level computer language. Based on five scheduling jobs: 1. FIRST COME FIRST SERVE (FCFS) 2. EARLIEST DUE DATE (EDD) 3. CRITICAL RATIO (CR) 4. SHORTEST PROCESSING TIME (SPT) 5. LONGEST PROCESSING TIME (LPT) Five sequences are initially obtained. Various system performance measures are evaluated. Importance is given to the starting, ending times of every operation of each part and detailed information of machine center performance measures. A time reduction module is used in case of delays occurring due to procurement time. Besides this, adopted system gives adequate importance to other performance measures such as job completion, idle times, machine working, idle times, tardiness, lateness. The information system designed generates various status reports like JOB STATUS REPORTS, MACHINE STATUS REPORTS and ORDER SUMMARY REPORTS. From the above results a job shop manager can know about the jobs which are getting delayed on a particular machine. He can compare the actual performance with his plan and if any deviations are found proper steps can be taken to reduce them. The simulation results helps in identifying the optimal sequence and in determining the capacity required in all the machining centres for the jobs to meet their respective due dates. Thus, this helps the management to make efficient decisions and the system effectively.

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