Stability measures for rolling schedules with applications to capacity expansion planning, master production scheduling, and lot sizing

Abstract

Working Paper-Digitized Version Stability measures for rolling schedules with applications to capacity expansion planning, master production scheduling, and lot sizing Manuskripte aus den Instituten für Betriebswirtschaftslehre der Universität Kiel, No. 418

An improved metric for measuring multi-item multi-level schedule instability under rolling schedules

“…Instead of using exponential weight function, Bai et al (2002) define schedule change coefficient based on lead-time of items, and they incorporate the frozen interval in their measure. Moreover, Kimms (1998) adds also a frozen zone in the rolling horizon schedule, but he presents an item-specific instability measure. In his book, Heisig (2002) examines instability in planning systems in length.…”

“…A systematic discussion of instability measures under rolling schedules in planning environment includes Blackburn et al (1986), Ho (1989), Sridharan et al (1988), Kadipasaoglu and Sridharan (1997), Unahabhokha, Schuster, and Allen (2002), Bai, Davis, Kanet, Cantrell, and Patterson (2002), Kimms (1998), Heisig (2002, Zhang, Xie, Tan, Jiang, and Xing (1997) and Pujawan (2004).…”

Produktionsplanung bei Variantenfließfertigung: Planungshierarchie und Elemente einer Hierarchischen Planung

“…Die Produktionsprogrammplanung mit dem vorgestellten Modell sollte dabei rollierend erfolgen (etwa Kimms, 1998;Klein und Scholl, 2004, S. 200ff.).…”

Simulation of Less Master Production Schedule Nervousness Model

“…From the perspective of production planning models, Kimms (1998) explains the impact of the stability in three problems of production planning. Also, some approaches are proposed to measure stability, applying them to the MPS.…”

“…When a stability criterion is considered for a MPS, it is necessary to find a trade-off between stability and cost performance (Kimms, 1998), i.e., when the MPS is computed excluding stability, the plan can present huge differences between scheduled quantities in successive computations (cycles). Moreover, this situation makes difficult to apply the plan in practice and leads to huge work in process (WIP), and also, more difficult scheduling (at shop floor level).…”