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Chapter 10 The nature of planning and control 287 Figure 10.11 Simplified schedule for the manufacture and delivery of a chicken salad sandwich cucumbers and lettuces have a three-day shelf life so may be received up to three days before production. Stock is held on a strict first-in-first-out (FIFO) basis. If today is (say) Wednesday, vegetables are processed that have been received during the last three days. This morning the bread arrived from a local bakery and the chicken arrived fresh, cooked and in strips ready to be placed directly in the sandwich during assembly. Yesterday (Tuesday) it had been killed, cooked, prepared and sent on its journey to the factory. By midday orders for tonight’s production will have been received on the Internet. From 2.00 pm until 10.00 pm the production lines are closed down for maintenance and a very thorough cleaning. During this time the production planning team is busy planning the night’s production run. Production for delivery to customers furthest away from the factory will have to be scheduled first. By 10 pm production is ready to start. Sandwiches are made on production lines. The bread is loaded onto a conveyor belt by hand and butter is spread automatically by a machine. Next the various fillings are applied at each stage according to the specified sandwich ‘design’, see Figure 10.12. After the filling has been assembled the top slice of bread is placed on the sandwich and Figure 10.12 Design for a chicken salad sandwich ➔
288 Part Three Planning and control machine-chopped into two triangles, packed and sealed by machine. It is now early Thursday morning and by 2.00 am the first refrigerated lorries are already departing on their journeys to various customers. Production continues through until 2.00 pm on the Thursday, after which once again the maintenance and cleaning teams move in. The last sandwiches are dispatched by 4.00 pm on the Thursday. There is no finished goods stock. Part two of the life and times of a chicken salad sandwich is in Chapter 14. Rostering Scheduling work patterns Where the dominant resource in an operation is its staff, then the schedule of work times effectively determines the capacity of the operation itself. The main task of scheduling, therefore, is to make sure that sufficient numbers of people are working at any point in time to provide a capacity appropriate for the level of demand at that point in time. This is often called staff rostering. Operations such as call centres, postal delivery, policing, holiday couriers, retail shops and hospitals will all need to schedule the working hours of their staff with demand in mind. This is a direct consequence of these operations having relatively high ‘visibility’ (we introduced this idea in Chapter 1). Such operations cannot store their outputs in inventories and so must respond directly to customer demand. For example, Figure 10.13 shows the scheduling of shifts for a small technical ‘hot line’ support service for a small software company. It gives advice to customers on their technical problems. Its service times are 4.00 hrs to 20.00 hrs on Monday, 4.00 hrs to 22.00 hrs Tuesday to Friday, 6.00 hrs to 22.00 hrs on Saturday, and 10.00 hrs to 20.00 hrs on Sunday. Demand is heaviest Tuesday to Thursday, starts to decrease on Friday, is low over the weekend and starts to increase again on Monday. The scheduling task for this kind of problem can be considered over different timescales, two of which are shown in Figure 10.13. During the day, working hours need to be agreed with individual staff members. During the week, days off need to be agreed. During the year, vacations, training periods and other blocks of time where staff are unavailable need to be agreed. All this has to be scheduled such that: ● ● ● ● ● ● capacity matches demand; the length of each shift is neither excessively long nor too short to be attractive to staff; working at unsocial hours is minimized; days off match agreed staff conditions (for example) in this example – staff prefer two consecutive days off every week; vacation and other ‘time-off’ blocks are accommodated; sufficient flexibility is built into the schedule to cover for unexpected changes in supply (staff illness) and demand (surge in customer calls). Figure 10.13 Shift scheduling in a home-banking enquiry service
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sixth edition OperatiOns ManageMent
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Further reading in Operations Manag
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Pearson Education Limited Edinburgh
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Contents Guide to ‘operations in
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Contents ix Chapter 12 Inventory pl
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Guide to ‘operations in practice
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Guide to ‘operations in practice
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Making the most of this book and My
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Making the most of this book and My
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Preface xix Illustrations-based Ope
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To the Student . . . Making the mos
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About the authors Nigel Slack is th
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Publisher’s acknowledgements We a
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Part One INTRODUCTION This part of
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Chapter 1 Operations management 3 O
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Key operations questions Chapter 4
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Chapter 4 Process design Key questi
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88 Part Two Design Figure 4.2 The d
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90 Part Two Design Environmentally
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92 Part Two Design Figure 4.3 Diffe
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94 Part Two Design Professional ser
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96 Part Two Design Figure 4.4 Devia
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98 Part Two Design Figure 4.6 Proce
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100 Part Two Design Figure 4.8 Flow
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102 Part Two Design Given that an i
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104 Part Two Design From Little’s
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106 Part Two Design The relationshi
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108 Part Two Design Summary answers
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110 Part Two Design the grant appli
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Chapter 5 The design of products an
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114 Part Two Design hopeless lack o
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116 Part Two Design Core products a
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118 Part Two Design Figure 5.3 The
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120 Part Two Design Short case Squa
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122 Part Two Design Critical commen
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124 Part Two Design Reducing design
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126 Part Two Design Figure 5.7 A QF
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128 Part Two Design Purpose Basic f
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130 Part Two Design Interactive des
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132 Part Two Design Early conflict
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134 Part Two Design Summary answers
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136 Part Two Design similar. It was
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Chapter 6 Supply network design Key
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140 Part Two Design The supply netw
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142 Part Two Design a particularly
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144 Part Two Design and expanding o
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146 Part Two Design Figure 6.4 Offs
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148 Part Two Design Controversially
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150 Part Two Design Energy costs. O
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152 Part Two Design product and fas
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154 Part Two Design Figure 6.7 Cent
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156 Part Two Design The blue dotted
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158 Part Two Design Table 6.4 The a
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160 Part Two Design Figure 6.11 Rep
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162 Part Two Design Case study Disn
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164 Part Two Design plastic, and ap
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166 Part Two Design of a failing Di
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Supplement to Chapter 6 Forecasting
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170 Part Two Design Figure S6.2 Som
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172 Part Two Design Figure S6.3 Tim
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174 Part Two Design Table S6.3 Expo
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176 Part Two Design a comparative s
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178 Part Two Design Operations in p
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180 Part Two Design The basic layou
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182 Part Two Design In functional l
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184 Part Two Design Figure 7.5 The
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186 Part Two Design shown with thre
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188 Part Two Design Table 7.2 The a
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190 Part Two Design Combinatorial c
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192 Part Two Design The general fun
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194 Part Two Design Heuristic proce
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196 Part Two Design Figure 7.16 (a)
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198 Part Two Design the total work
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200 Part Two Design Working from th
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202 Part Two Design ● ● ● Hig
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204 Part Two Design Table 7.4 Stand
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Chapter 8 Process technology Key qu
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208 Part Two Design What is process
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210 Part Two Design be used where c
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212 Part Two Design Here we will ex
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214 Part Two Design E-business E-co
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216 Part Two Design Table 8.2 Examp
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218 Part Two Design Customer-proces
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220 Part Two Design ‘drive’ it.
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222 Part Two Design Figure 8.6 Diff
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224 Part Two Design Short case SVT
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226 Part Two Design Table 8.5 Prese
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228 Part Two Design Anticipating im
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230 Part Two Design Case study Roch
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232 Part Two Design Problems and ap
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234 Part Two Design Operations in p
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338 Part Three Planning and control
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Chapter 12 Inventory planning and c
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Chapter 14 Enterprise resource plan
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Part Four IMPROVEMENT Even the best
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Chapter 18 Operations improvement 5
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in both scientific management and m
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Risk mitigation actions Chapter 19
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Part Five CORPORATE SOCIAL RESPONSI
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Notes on chapters 653 3 Sources inc
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Notes on chapters 655 ground data:
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Notes on chapters 657 national Jour
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Glossary 659 Breakthrough improveme
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Glossary 667 Reliability: when appl
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Glossary 669 Transformation process
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‘blue sky’ research projects 45
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cumulative representation 317-22 cu
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failures (continued) estimates of o
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inventories (continued) de-coupling
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mitigation of ethical practice brea
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precedence diagrams 197-9, 481 prec
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esources 7-8 business continuity 59
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supply chains (continued) meaning 3
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