• Journal of Korean Institute of Industrial Engineers
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• v.34 no.4
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• pp.414-424
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• 2008

Disassembly scheduling is the problem of determining the quantity and timing of disassembling used or end-of-life products while satisfying the demand of their parts or components over a given planning horizon. This paper considers the two-level disassembly structure that describes a direct relationship between the used product and its parts or components. To formulate the problem mathematically, we first suggest an integer programming model, and then reformulate it to a dynamic programming model after characterizing properties of optimal solutions. Based on the dynamic programming model, we develop a polynomial exact algorithm and illustrate it with an example problem.

• IE interfaces
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• v.6 no.2
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• pp.53-65
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• 1993

This paper deals with the development of a software module for production planning and scheduling activities of an existing Flexible Machining and Assembly System (FMAS). The Production Planning Module uses the hierarchical and sequential scheme based on "divide and conquer" philosophy. In this module, routes are determined based on the production order, orders are screened, tools are allocated, and order adjustments are executed according to the allocated tools. The Scheduling Module allocates the resources, determines the task priority and the start and completion times of tasks. Re-scheduling can be done to handle unforeseen situations such as lumpy demands and machine breakdowns. Since all modules are integrated with a central database and they interface independently, it is easy to append new modules or update the existing modules. The result of this study is used for operating the real FMAS consisting of a machining cell with 2 domestic NC machines and a part feeding robot, an assembly cell with a conveyor and 3 robots, an inspection cell, an AGV, an AS/RS, and a central control computer.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.565-568
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• 2003

Roadway construction planning processes involve a large amount of information on design, construction methods, quantities, unit costs, and production rates. GIS (Geographic Information System) is a strong tool for integration and managing various types of information such as spatial and non-spatial data required for roadway construction planning. This paper proposes a GIS-based system for improving roadway construction planning with its 'Spatial Analysis' and 'Visualization' functions. The proposed system cail help construction planner make a proper decision in a unique way by integrating design information and construction information within the system and creating design element modules for space scheduling purposes in real-time with its 'Interactive Planning' function.

• Journal of Intelligence and Information Systems
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• v.12 no.4
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• pp.39-51
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• 2006

This study addresses how to plan purchasing and leasing of containers to satisfy the demand on containers. The problem can be further decomposed into the long-term planning and the short-term scheduling. The long-term plan specifies the composition of owned containers, long-term leasing containers, and short-term containers. The short-term plan considers the seasonality of demand and determines the time of leasing and the amount of the short-term and the long-term leasing containers. The length of the planning horizon is 10-20 years for the long-term planning, while it is one year for the short-term planning. The time unit is one year for the long-term planning, while it is one month for the short-term planning. This study discusses how to estimate the demand of containers and proposes deterministic models for scheduling purchasing and leasing of containers.

• Journal of Construction Engineering and Project Management
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• v.5 no.2
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• pp.11-15
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• 2015

The Last PlannerSystem (LPS) has been implemented on construction projects to increase work flow reliability, a precondition for project performance againstproductivity and progress targets. The LPS encompasses four tiers of planning processes:master scheduling, phase scheduling, lookahead planning, and commitment / weeklywork planning. This research highlights deficiencies in the current implementation of LPS including poor lookahead planning which results in poor linkage between weeklywork plans and the master schedule. This poor linkage undetermines the ability of theweekly work planning process to select for execution tasks that are critical to projectsuccess. As a result, percent plan complete (PPC) becomes a weak indicator of project progress. The purpose of this research is to improve lookahead planning (the bridgebetween weekly work planning and master scheduling), improve PPC, and improve theselection of tasks that are critical to project success by increasing the link betweenShould, Can, Will, and Did (components of the LPS), thereby rendering PPC a betterindicator of project progress. The research employs the case study research method to describe deficiencies inthe current implementation of the LPS and suggest guidelines for a better application ofLPS in general and lookahead planning in particular. It then introduces an analyticalsimulation model to analyze the lookahead planning process. This is done by examining the impact on PPC of increasing two lookahead planning performance metrics: tasksanticipated (TA) and tasks made ready (TMR). Finally, the research investigates theimportance of the lookahead planning functions: identification and removal ofconstraints, task breakdown, and operations design.The research findings confirm the positive impact of improving lookaheadplanning (i.e., TA and TMR) on PPC. It also recognizes the need to perform lookaheadplanning differently for three types of work involving different levels of uncertainty:stable work, medium uncertainty work, and highly emergent work.The research confirms the LPS rules for practice and specifically the need to planin greater detail as time gets closer to performing the work. It highlights the role of LPSas a production system that incorporates deliberate planning (predetermined andoptimized) and situated planning (flexible and adaptive). Finally, the research presents recommendations for production planningimprovements in three areas: process related, (suggesting guidelines for practice),technical, (highlighting issues with current software programs and advocating theinclusion of collaborative planning capability), and organizational improvements(suggesting transitional steps when applying the LPS).

• Journal of Korean Society of Industrial and Systems Engineering
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• v.33 no.4
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• pp.153-158
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• 2010

This study presents a single machine scheduling algorithm to minimize total cost(lateness cost, earliness cost and failure cost) by controlling machining speed. Generally, production scheduling uses the information of process planning and machining speed is not changed at production scheduling. And failure cost is not consider for scheduling algorithm. Therefore, the purpose of this study is to consider the change of machining speed for efficient production scheduling. And performance criteria for algorithm considers total cost. Especially, failure cost of product by increasing machining speed is considered.

• Journal of the military operations research society of Korea
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• v.24 no.2
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• pp.162-169
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• 1998

This study presents an single machine scheduling algorithm minimize lateness of product by controlling machining speed. Generally, production scheduling uses the information of process planning. But the production scheduling algorithm has not considered the control of machining speed in its procedures. Therefore, the purpose of this study is to consider the machining speed in production scheduling algorithm for efficient production scheduling. Machining time and machining cost required to manufacture a piece of a product are expressed as a unimodal convex function with respect to machining speed, so it has minimal point at minimum time speed or the minimum cost speed. Therefore, because of considering the machining cost, the control of machining speed for the algorithm is executed between minimum speed and maximum speed. An example is demonstrated to explain the algorithm.

• Journal of Korean Society for Quality Management
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• v.47 no.4
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• pp.823-835
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• 2019

Purpose: This study deals with a production planning and scheduling problem to minimize the total weighted tardiness on hybrid flow shop with sets of non-identical parallel machines on stages, where parallel machines in the set are dedicated to perform specific subsets of jobs and sequence-dependent setup times are also considered. Methods: A two-stage approach, that applies MILP model in the 1st stage and dispatching rules in the 2nd stage, is proposed in this paper. The MILP model is used to assign jobs to a specific machine in order to equalize the workload of the machines at each stage, while new dispatching rules are proposed and applied to sequence jobs in the queue at each stage. Results: The proposed two-stage approach was implemented by using a commercial MILP solver and a commercial simulation software and a case study was developed based on the spark plug manufacturing process, which is an automotive component, and verified using the company's actual production history. The computational experiment shows that it can reduce the tardiness when used in conjunction with the dispatching rule. Conclusion: This proposed two-stage approach can be used for HFS systems with dedicated machines, which can be evaluated in terms of tardiness and makespan. The method is expected to be used for the aggregated production planning or shop floor-level production scheduling.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2000.04a
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• pp.135-138
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• 2000

This paper is intended to propose what manufacturing configuration (manufacturing planning and shop floor control) is suitable for the tire industry. Basically tire-manufacturing process is mixed-products, parallel-disconnected-flow-shop. Both throughput time and cycle tine are very short, the variety of tires is very high, the setup time is long, shop floor data reporting requirements is high, and there are many equipments and people working. And with no exception, tire industry also now confronts increasing requirements of delivery conformance with the above peculiar characteristics of tire manufacturing and changing market environments, this paper suggests, weekly master scheduling with no MRP is desirable and traditional kanban is right selection for shop floor control/scheduling. This paper describes why this configuration should be, using the manufacturing engineering principles and some new insights like four primitives of parallel flow shop. Generally known that shop with high parallel-product-mix and long setup time isn't good candidate for kanban. The four primitives of parallel flow shop explain why kanban is also useful scheduling technique in that environment.

• Journal of the Korea Safety Management & Science
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• v.5 no.1
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• pp.83-92
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• 2003

Scheduling plays an important role in shop floor planning. A scheduling shows the planned time when processing of a specific job will start on each machine that the job requires. It also indicates when the job will be completed on every process. Thus, it is a timetable for both jobs and machines. There is only one server available and arriving work require services from this server. Job are processed by the machine one at a time. The most common objective is to sequence jobs on the severs so as to minimize the penalty for being late, commonly called tardiness penalty. Based on other objectives, many criteria may serve as s basis for developing job schedules. The process also comprises all strategic planning, capital investments, management decisions, and tasks necessary to create a new product. manufacturing processes must be created so that the product can be produced in the product facility. Purchasing new equipment and training workers may be required if new technology is to be used. Tools, fixtures, and the sequence of steps in the manufacturing processes must all be developed to allow rapid, high-quality, cost effective production. Also, it may be needed to be rearrange the production facility to adapt to the new manufacturing processes. Therefore, this study tries to proposed that Scheduling by customer needs group for minimizing the problem and reducing inventory, product development time, cycle time, and order lead time.