2010
DOI: 10.1080/00207541003604844
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A project scheduling approach to production planning with feeding precedence relations

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Cited by 47 publications
(33 citation statements)
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(19 reference statements)
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“…Nevertheless, the authors concluded that the production flow in this context is driven by actual customer orders with the decoupling point (i.e., order penetration point -OPP) located at the design stage, as seen in Figure 1. Other expressions associated to this context are project manufacturing and multi-project organisations (Gademann & Schutten, 2005;Hans et al, 2007;Yang, 2013) where different projects are executed together competing for the same production resources (Herroelen & Leus, 2004;Chtourou & Haouari, 2008;Van de Vonder et al, 2008;Deblaere et al, 2011;Alfieri et al, 2011;Artigues et al, 2013).…”
Section: An Overview In Etomentioning
confidence: 99%
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“…Nevertheless, the authors concluded that the production flow in this context is driven by actual customer orders with the decoupling point (i.e., order penetration point -OPP) located at the design stage, as seen in Figure 1. Other expressions associated to this context are project manufacturing and multi-project organisations (Gademann & Schutten, 2005;Hans et al, 2007;Yang, 2013) where different projects are executed together competing for the same production resources (Herroelen & Leus, 2004;Chtourou & Haouari, 2008;Van de Vonder et al, 2008;Deblaere et al, 2011;Alfieri et al, 2011;Artigues et al, 2013).…”
Section: An Overview In Etomentioning
confidence: 99%
“…ETO products have deep and complex structures, with many assembly levels, needing coordination with component supply (Hicks & Braiden, 2000;Cameron & Braiden, 2004;Alfieri et al, 2011;Gosling & Naim, 2009; Grabenstetter & Usher, 2014). These products are super-value goods that are highly customised, produced in low volumes (often one-of-a-kind) and have a long engineering trajectory, with many disruptions and adaptations due to specification changes demanded by the customer (Hans et al, 2007;Pandit & Zhu, 2007;Alfieri et al, 2011;Powell et al, 2014).…”
Section: An Overview In Etomentioning
confidence: 99%
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“…Another possible direction is to consider further variants of the precedence constraints. In Alfieri et al [1] and Bianco and Caramia [4] the following 4 types of constraints are considered: a) %Completed-to-Start (CtS) precedence: successor activity j can start its processing only when, in time period t, the fraction of predecessor activity i that has been processed is greater than or equal to f i j (Fig. 3(a)).…”
Section: Extensions and Further Developmentsmentioning
confidence: 99%
“…The estimation of the duration of production activities could be inaccurate, as well as their resource needs, the availability of machines, workers -or production resources in general -could vary, the supplying of raw materials or work-in-progress products could be late in relation to the scheduled time, new activities like rush orders or reworks could need to be executed with a higher priority (Cao et al, 2001;Alfieri et al, 2011;Makris and Chryssolouris , 2010;Mourtzis, et al, 2012;Nonaka, et al, 2012;Attia et al, 2014;Mogre et al, 2014). Hence, robust scheduling approaches have been developed, aiming at protecting the performance of a schedule by avoiding or mitigating the impact of uncertain events.…”
Section: Introduction and Problem Statementmentioning
confidence: 99%