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Chapter 10 The nature of planning and control 295 Besides the usual ‘large’ planes, controllers have to manage the small aircraft, business helicopters, traffic spotter planes and the many sightseeing planes flying over Manhattan, or up the Hudson towards the Statue of Liberty. The tower controllers have to control the movement of over 2,000 helicopters and light aircraft that fly through New York’s airspace every day, being sure to keep them out of the airspace around each airport used by the arriving and departing aircraft. Ground controllers As an aircraft lands, it is handed over to the ground controllers who are responsible for navigating it through the maze of interconnecting taxiways found at most international airports. Some airport layouts mean that planes, having landed, have to cross over the runway where other planes are taking off in order to get to the terminal. All this needs careful coordination by the ground controllers. Some pilots may be unfamiliar with airport layouts and need careful coaxing. Worse still is poor visibility, fog or low cloud. At Kennedy airport, the ground radar does not show aircraft type, so the controllers have to rely upon memory and constant checking of aircraft position by radio to ensure they know where each aircraft is at any time. Stress Dealing continually with so many aircraft movements means that controllers have but a split second to analyse and react to every situation, yet they need to be right 100 per cent of the time. Any small error or lapse in concentration can have catastrophic consequences. They can’t afford to lose track of a single aircraft, because it may stray into someone else’s airspace and into the path of another aircraft. If the computer projects that two planes are about to fly closer than three miles, the Conflict Alert buzzer sounds and the controllers have just seconds to make the right decision and then transmit it to the pilots. Sometimes problems arise in the planes themselves, such as an aircraft running short of fuel. Emergency landing procedures cover such eventualities. At Kennedy airport, they have about one such incident each day. As one controller remarked, ‘It’s like an enhanced video game, except you only have one life.’ Questions 1 What does ‘planning and control’ mean to air traffic controllers? 2 What are the differing problems faced by TRACON, tower and ground controllers? 3 What sequencing rules do you think the tower controllers use? Problems and applications These problems and applications will help to improve your analysis of operations. You can find more practice problems as well as worked examples and guided solutions on MyOMLab at www.myomlab.com. 1 2 3 4 5 Re-read the ‘operations management in practice’ at the beginning of the chapter, ‘Joanne manages the schedule’, and also the short case on Air France. What are the differences and what are the similarities between the planning and control tasks in these two operations? A specialist sandwich retailer must order sandwiches at least 8 hours before they are delivered. When they arrive in the shop, they are immediately displayed in a temperature-controlled cabinet. The average time that the sandwiches spend in the cabinet is 6 hours. What is the P:D ratio for this retail operation? It is the start of the week and Marie, Willy and Silvie have three jobs to complete. The three of them can work on these jobs in any order. Job A requires 4 hours of Marie’s time, 5 hours of Willy’s time and 3 hours of Silvie’s time. Job B requires 2 hours of Marie’s time, 8 hours of Willy’s time and 7 hours of Silvie’s time. Job C requires 10 hours of Marie’s time, 4 hours of Willy’s time and 5 hours of Silvie’s time. Devise a schedule for Marie, Willy and Sylvie that details when they will be working on each job. (Assume that they work 7 hours per day.) For the example above, what is the loading on Marie, Willy and Silvie? If all the jobs have to be finished within 2 days, how much extra time must each of them work? Step 1 – Make a list of all the jobs you have to do in the next week. Include in this list jobs relating to your work and/or study, jobs relating to your domestic life, in fact all the things you have to do. ➔
296 Part Three Planning and control Step 2 – Prioritize all these jobs on a ‘most important’ to ‘least important’ basis. Step 3 – Draw up an outline schedule of exactly when you will do each of these jobs. Step 4 – At the end of the week compare what your schedule said you would do with what you actually have done. If there is a discrepancy, why did it occur? Step 5 – Draw up you own list of planning and control rules from your experience in this exercise in personal planning and control. 6 From your own experience of making appointments at your general practitioner’s surgery, or by visiting whoever provides you with primary medical care, reflect on how patients are scheduled to see a doctor or nurse. (a) (b) What do you think planning and control objectives are for a general practitioner’s surgery? How could your own medical practice be improved? Selected further reading Goldratt, E.Y. and Cox, J. (1984) The Goal, North River Press. Don’t read this if you like good novels but do read it if you want an enjoyable way of understanding some of the complexities of scheduling. It particularly applies to the drum, buffer, rope concept described in this chapter and it also sets the scene for the discussion of OPT in Chapter 14. Kehoe, D.F. and Boughton, N.J. (2001) New paradigms in planning and control across manufacturing supply chains – the utilization of Internet technologies, International Journal of Operations and Production Management, vol. 21, issue 5/6, 582–93. Vollmann, T., Berry, W., Whybark, D.C. and Jacobs, F.R. (2004) Manufacturing Planning and Control Systems for Supply Chain Management: The Definitive Guide for Professionals, McGraw-Hill Higher Education. The latest version of the ‘bible’ of manufacturing planning and control. Useful web sites www.bpic.co.uk/ Some useful information on general planning and control topics. www.apics.org. The American professional and education body that has its roots in planning and control activities. www.opsman.org Lots of useful stuff. Now that you have finished reading this chapter, why not visit MyOMLab at www.myomlab.com where you’ll find more learning resources to help you make the most of your studies and get a better grade?
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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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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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100 Part Two Design Figure 4.8 Flow
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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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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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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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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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174 Part Two Design Table S6.3 Expo
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176 Part Two Design a comparative s
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180 Part Two Design The basic layou
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184 Part Two Design Figure 7.5 The
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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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196 Part Two Design Figure 7.16 (a)
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200 Part Two Design Working from th
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204 Part Two Design Table 7.4 Stand
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208 Part Two Design What is process
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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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220 Part Two Design ‘drive’ it.
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238 Part Two Design Table 9.2 Cause
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240 Part Two Design ● Group resou
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242 Part Two Design Job design Job
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Chapter 14 Enterprise resource plan
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Part Four IMPROVEMENT Even the best
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Notes on chapters 653 3 Sources inc
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Glossary 659 Breakthrough improveme
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‘blue sky’ research projects 45
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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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supply chains (continued) meaning 3
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