Workload control in unbalanced job shops

Fernandes, Nuno O.; Land, Martin; Silva, Sílvio Carmo

doi:10.1080/00207543.2013.827808

Cited by 27 publications

(30 citation statements)

References 24 publications

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“…As in previous research (e.g. Kadipasaoglu et al, 2000;Enns & Prongue-Costa, 2002;Fernandes et al, 2014), non-bottlenecks are created by reducing the corresponding processing times. We experimented with different levels of bottleneck severity (5%, 20% and 35%), but the performance impact of bottleneck position and performance differences between release methods, were not affected by this factor.…”

Section: Overview Of Modeled Shop and Job Characteristicsmentioning

confidence: 99%

“…Cigolini & Portioli-Staudacher, 2002;Fredendall et al, 2010) or continuously at any moment in time (see, e.g. Fernandes & Carmo-Silva, 2011;Fernandes et al, 2014;Thürer et al, 2014b). In this study, it is executed continuously at any moment in time since this approach was recently shown by Thürer et al (2015a) to be particularly suitable for the pure flow shop environment considered in our study.…”

Section: Workload Control Release Controlling All Stations -Continuousmentioning

confidence: 99%

“…Glassey & Resende, 1988;Lingayat et al, 1995;Enns & Prongue-Costa, 2002;Fernandes et al, 2014). For example, Glassey & Resende (1988) proposed a Starvation Avoidance (SA) methodology that releases work whenever the workload of jobs released to the bottleneck but not yet completed falls below a certain limit.…”

Section: Workload Control In Shops With Bottlenecksmentioning

confidence: 99%

“…Therefore the limit is increased by multiplying it by the station number of the bottleneck. We did not use different limits for bottleneck and nonbottleneck stations under Continuous since the performance effects were either not significant or negative in Fernandes et al (2014). As a baseline measure, experiments without controlled order release have also been executed, i.e.…”

Section: Parameter Settingmentioning

confidence: 99%

“…It is an important managerial problem in practice and has consequently received significant research attention (e.g. Lawrence & Buss, 1994;Craighead, 2001;Patterson et al, 2002;Fredendall et al, 2010;Fernandes et al, 2014). Prior research however has focused on exploring how protective capacity can be used to influence bottleneck shiftiness rather than on assessing the operational impact of bottleneck shiftiness.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Deconstructing bottleneck shiftiness: the impact of bottleneck position on order release control in pure flow shops

Thürer

Stevenson

et al. 2017

Production Planning & Control

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Bottleneck shiftiness is an important managerial problem that negatively affects shop floor manageability. It has therefore received much research attention. Yet research has focused on how protective capacity can be used to influence bottleneck shiftiness rather than on assessing its operational impact. The latter is complex to evaluate since changing the degree of bottleneck shiftiness influences utilization, which makes the results of different experimental settings non-comparable. To overcome this problem, we take a different approach. Bottleneck shiftiness is decomposed by investigating its underlying phenomenon: the impact of the bottleneck position. Using a simulation model of a pure flow shop, we demonstrate that the bottleneck position has a negligible impact on performance if jobs are released immediately and control is exercised by a dispatching rule. But when order release is controlled, the bottleneck position does impact performance -tighter control can be exercised, and better performance achieved, the further upstream the bottleneck is positioned.Hence, control parameters need to be adjusted. Further, results show that it is important to be aware of the direction of the bottleneck shift. If the bottleneck shifts upstream (from the current bottleneck), performance is likely to improve rather than deteriorate as is implicitly assumed in the literature.

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Section: Overview Of Modeled Shop and Job Characteristicsmentioning

confidence: 99%