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Planner
Introduction
Aggregate planning
Tejidos Especiales e-Dentel (B) provides a reasonable size exercise on which to test some of the ideas
you may have come up with to resolve the A case. Working with a small exercise has one
advantage: if your proposed approach does not work, you find it quicker, but it also has a disadvantage:
an approach which works on a small problem does not provide any guarantee that it will work on a
real life size problem. The time required to find a solution can make it unfeasible.
This exercise concentrates on the Planning-Sales interface. Note that the information that Sales needs
to obtain from Planning is not a very detailed one (e. g., in terms of which machines will be assigned
to this job) but it needs to cover a rather long horizon. Therefore, we can use the aggregate planning
ideas, by drawing a cumulative chart of promised delivery loads and compare it with the cumulative
available capacity.
Even though at first sight it appears that it is possible to deliver the jobs as promised, because there
is enough capacity ( 20 machines for 15 days to manufacture a load of 252 machine-days), a closer look
reveals that the last job must be delivered by day 12. Therefore we only have 20*12 = 240 machine-days
of available capacity to satisfy a demand of 252.
Even if we delay the low priority jobs (a total of 13 machine-days of load) to day 15, it is not sufficient
to make it feasible. The check we just made to see if the available capacity in 12 days is enough to make
everything that needs to be deliver in the first 12 days, must be repeated for every day. The following
pivot table shows the capacity and promised deliveries according to the original dates, assuming that
capacity is limited to 20 machine-days/day.
Delivery
3
4
5
6
7
8
9
10
11
12
Total
Prior.
N
2
8
16
22
29
18
44
20
12
4
175
H
6
4
8
22
14
18
64
13
Cum.
H+N
8
20
36
80
123
159
203
223
235
239
Cum.
Capac.
60
80
100
120
140
160
180
200
220
240
297265896.xls
Introduction
Cum
H+N+L
8
20
44
88
136
172
216
236
248
252
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Introduction
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Introduction
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Introduction
The following chart presents the cumulative demand and production capacity when all jobs are
scheduled to be delivered at their promised date. We can see that the demand curve exceeds the
available supply already in day 8.
Original plan (as promised)
Machine-days
300
200
100
0
0
10
11
12
13
Days
We are offered the possibility of delaying normal jobs by up to 2 days and low priority jobs as much
as needed. If we plan for a crash approach (delaying each job as much as possible within these
constraints), we obtain a feasible solution
Machine-days
300
200
100
88
0
0
10
11
12
13
Days
Question: If a salesman approaches you asking whether a new order for 50 machine-days to be delivered
on day 5 can be accepted, what would you reply?
YES
NO
Print
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14
15
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Introduction
10
11
12
13
Days
10
11
12
13
14
15
Days
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Introduction
Note that by accepting a new order to be delivered on day 5, not only the curve value for day 5 changes,
but also those points after day 5. Remember the curve is the cumulative demand up to a given day?
New order accepted for day 5
Machine-days
300
200
100
0
0
10
11
12
13
Days
So, if the new order is accepted, it can be delivered on time, but this will create conflicts to deliver
other orders on time, so they will have to be delayed.
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14
15
Introduction
10
11
12
13
14
15
Days
12/03/2015
Introduction
Right !!. Accepting this order would move not only the point for day 5, but all the points after day 5,
making other orders to become delayed.
New order accepted for day 5
Machine-days
300
200
100
0
0
10
11
12
13
Days
So, if the new order is to be accepted, other orders will have to be delayed,
to satisfy the capacity constraints of the plant.
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14
15
Introduction
10
11
12
13
14
15
Days
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Introduction
In fact, the amount available to promise at any time is part of the information required by the Sales
department. This information can be presented as a chart, computing the minimum slack available
from each date onwards. For the same example, this is the corresponding chart:
Available to Promise
60
50
M ach-days
40
30
20
10
0
0
10
12
14
16
Day
As can be seen from the chart above, the maximum capacity available to promise in days 1 to 12 is
17 machine-days.
297265896.xls
Intro3
11
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How to use
WorkSheet
In the following chart you will have the opportunity to adjust the original plan to make it feasible.
You can change the promised delivery date of any order, sort the table and check the effects of your
changes, both in the cumulative curves (to check feasibility) and in the scatter chart which compare
the promised delivery date with the currently planned date.
You can work on the worksheet either making changes manually or by applying some predefined
algorithms to find a feasible solution.
Manually
Reset
Sort
After making changes in the Pr. Del. (Promised Delivery) column, press this button to
sort the table according to the sequence of delivery dates promised. You can then
check the possible delays.
Cum
Check
Shows the scatter diagram comparing promised date with the earliest possible delivery
Optimize
Offers several pre-programmed solutions. Check the button below to obtain an explanation
of the details behind the computations
Details on algorithms
Critical ratio
Slack
Cum
Check
Shows the scatter diagram comparing promised date with the earliest possible delivery
Combine
You can start with one of the optimized solutions and modify it manually to obtain a
"better" solution, e.g., one that takes priorities into account.
In addtion to the charts, the worksheet displays several statistics realted to the proposed schedule:
No. Jobs late: Perc. Jobs
late
5
16%
Weight.
delay
Cum.
Invent.
69
1,395
For each delayed job it computes the sum of its delay by the order size and it
weigths according to priority: Low - 1, Normal - 5, High - 10. The statistic is the
sum of all these values.
Cumul. inventory
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Intro4
WorkSheet
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297265896.xls
Reset
J. Ribera
Sort
Optim
Cum.
Check
Instruct
Intro
Perc. Jobs
late
Avg. delay
Max.
Delay
Weight.
delay
Cum.
Invent.
0%
#DIV/0!
834
Dif.
Orig.
Late
Delay
NOT FEASIBLE
Cust.
Order
Pr. Del.
Prior.
A137
A100
A400
B108
A238
Comments
60
58
60
52
12
80
68
20
80
60
26
100
74
A401
34
100
66
B400
10
44
100
56
B007
10
54
120
66
C018
10
64
120
56
B009
12
76
120
44
C017
12
88
120
32
B105
92
140
48
A200
97
140
43
A203
102
140
38
A219
10
112
140
28
A537
10
122
140
18
A211
14
136
140
B455
139
160
21
A101
142
160
18
B217
147
160
13
B107
10
157
160
B128
15
172
160
-12
A470
176
180
A431
10
186
180
10
196
180
B800
20
216
180
A503
10
10
226
200
A138
10
10
236
200
B813
11
240
220
B001
11
248
220
B802
12
252
240
-6
-16
-36
-26
-36
-20
-28
-12
B213
297265896.xls
Work
Risk of cancellation
Risk of cancellation
13
9
9
10
10
11
11
12
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Algorithms
Return to Int
WorkSheet
1. Miminize sum of completion times of sum of waiting time or number of jobs alive
Method:
Example:
Job
A
B
C
D
E
F
G
H
I
J
Deliv.
5
3
11
15
27
8
25
40
26
31
Job
G
B
F
I
A
D
C
H
J
E
Deliv.
25
3
8
26
5
15
11
40
31
27
Order
1
2
2
2
3
4
5
7
8
9
Start
0
1
3
5
7
10
14
19
26
34
Finish
1
3
5
7
10
14
19
26
34
43
162
Sum
Sum of
of completion
completion times
times
Maximum
Maximum tardinesss
tardinesss
44 late
late jobs
jobs
Note that in the first 10 periods we have managed to get half of the jobs through.
10
15
20
25
30
35
40
45
Tim e
(*) This is based on a tutorial taught by Prof. Gene Woolsey at an ORSA conference in mid 1980's.
Print
12/03/2015
50
Algorithms
Return to Intro
WorkSheet
Delay
5
8
3
16
16
Maximum
Maximum tardinesss
tardinesss
44 late
late jobs
jobs
25
30
35
40
45
50
Tim e
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Algorithms
Return to Intr
Heuristics (quick and dirty) methods for single process scheduling (continued)
WorkSheet
Job
A
B
C
D
E
F
G
H
I
J
Deliv.
5
3
11
15
27
8
25
40
26
31
Order
3
2
5
4
9
2
1
7
2
8
Job
B
A
F
C
D
G
I
E
J
H
Deliv.
3
5
8
11
15
25
26
27
31
40
Order
2
3
2
5
4
1
2
9
8
7
Start
0
2
5
7
12
16
17
19
28
36
Finish
2
5
7
12
16
17
19
28
36
43
185
Sum
Sum of
of completion
completion times
times
Maximum
Maximum tardinesss
tardinesss
Note now that in the first 10 periods we have managed to get only three of the jobs through.
10
15
20
25
30
35
40
45
Tim e
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50
Algorithms
Return to Intro
WorkSheet
Delay
1
1
1
5
3
5
Maximum
Maximum tardinesss
tardinesss
55 late
late jobs
jobs
25
30
35
40
45
50
Tim e
12/03/2015
Algorithms
Return to Int
Heuristics (quick and dirty) methods for single process scheduling (continued)
WorkSheet
Job
B
A
C
F
D
E
J
G
I
H
Deliv.
3
5
11
8
15
27
31
25
26
40
Order
2
3
5
2
4
9
8
1
2
7
Slack
1
2
6
6
11
18
23
24
24
33
Start
0
1
4
9
11
15
24
32
33
35
Finish
1
4
9
11
15
24
32
33
35
42
Delay
3
55 late
late jobs
jobs
1
8
9
2
Ratio Rule
Do jobs in increasing order of (Due Date-Processing time)/Priority
The higher the priority, the bigger the priority number
Deliv.
3
5
11
15
8
25
26
27
31
40
Order
2
3
5
4
2
1
2
9
8
7
Priority
5
3
4
5
2
5
3
1
1
1
Ratio
0.2
0.67
1.50
2.20
3.00
4.80
8.00
18.00
23.00
33.00
Start
0
2
5
10
14
16
17
19
28
36
Finish
2
5
10
14
16
17
19
28
36
43
Delay
1
5
3
44 late
late jobs,
jobs, all
all with
with
low
low priority
priority
12/03/2015
Algorithms
Return to Intro
WorkSheet
55 late
late jobs
jobs
44 late
late jobs,
jobs, all
all with
with
low
low priority
priority
12/03/2015
Algorithms
Return to Int
Heuristics (quick and dirty) methods for single process scheduling (continued)
WorkSheet
Job
B
A
F
C
D
G
I
E
J
H
Moores's method
a) Put jobs in increasing order of Due Dates
b) Start doing the jobs from top to bottom until a late job is found
c) Look at all the jobs up to an including the late one. From these jobs, pick out the
one with the biggest processing time. Remove it from the list and put it last.
d) If all jobs are not yet scheduled, go to step (b)
e) Sort the jobs you removed from the list in increasing order of Due Date.
Deliv.
3
5
8
11
15
25
26
27
31
40
Order
2
3
2
5
4
1
2
9
8
7
Start
0
2
5
7
12
16
17
19
28
36
Finish
2
5
7
12
16
17
19
28
36
43
Delay
First
First late
late job
job
1
1
1
5
3
From these jobs, select the one with the biggest processing time and remove it from the list,
putting it last. Recompute delays.
Job
B
A
F
D
G
I
E
J
H
C
Deliv.
3
5
8
15
25
26
27
31
40
11
Order
2
3
2
4
1
2
9
8
7
5
Start
0
2
5
7
11
12
14
23
31
38
Finish
2
5
7
11
12
14
23
31
38
43
Delay
No
No more
more late
late jobs
jobs
in
in the
the list
list
32
Only
Only 11 late
late job
job
Note: in this case, we have had to do only one iteration, but in other cases you may need
to repeat the process several times.
297265896.xls
Details4
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Algorithms
Return to Intro
WorkSheet
No
No more
more late
late jobs
jobs
in
in the
the list
list
Only
Only 11 late
late job
job
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Details4
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297265896.xls
Return
Cumulative Chart
350
300
Machine-days
250
200
150
100
50
0
0
8
Days
Page 22
10
11
12
13
14
15
16
Return
16
14
12
Available
10
8
6
4
2
0
0
8
Promised
10
12
14
16
Day
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Capacity
0
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
Cum.0Cap.
20
40
60
80
100
120
140
160
180
200
220
240
260
280
300