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Replanning the Master Production Schedule for a Capacity‐Constrained Job Shop
Author(s) -
Yang Kum Khiong,
Jacobs F. Robert
Publication year - 1999
Publication title -
decision sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.238
H-Index - 108
eISSN - 1540-5915
pISSN - 0011-7315
DOI - 10.1111/j.1540-5915.1999.tb00904.x
Subject(s) - schedule , sizing , order (exchange) , production (economics) , operations research , job shop , lead time , operations management , computer science , total cost , due date , inventory cost , production planning , scheduling (production processes) , mathematics , flow shop scheduling , business , economics , job shop scheduling , microeconomics , marketing , art , supply chain , finance , visual arts , operating system
This research examines the use of both frozen and replanning intervals for planning the master production schedule (MPS) for a capacity‐constrained job shop. The results show that forecast error, demand lumpiness, setup time, planned lead time, and order size have a greater impact on the mean total backlog, total inventory, and number of setups than the frozen and replanning intervals. The study also shows that a repetitive lot dispatching rule reduces the importance of lot sizing, and a combination of repetitive lot dispatching rule and single‐period order size consistently produces the lowest mean total backlog and total inventory. The results also indicate that rescheduling the open orders every period produces a lower mean total backlog and total inventory when the forecast errors are large relative to the order sizes. This result suggests that the due date of an open order should be updated only when a significant portion of the order is actually needed on the new due date.