Hi-Ho, YO-Yo, Inc. Essay

Custom Student Mr. Teacher ENG 1001-04 23 March 2016

Hi-Ho, YO-Yo, Inc.

Hi-Ho, Yo- Yo Incorporation is an institute that makes special logos for yoyos. Now, they are starting to face a problem with increasing orders and the company wants to meet their order process deadlines. The orders were made on June but they will only begin on July due to the make-up day for flooding. Therefore, Mr. Jeff wants to know what is the scheduling for the following orders to meet the limitations. Different types of rule will be evaluated in order to decide the best technique of inventory scheduling. The four different rules to evaluate are: First come First Serve (FCFS), Shortest Processing Time (SPT), Earliest Due Date (DD), and Critical Ratio (CR) methods. Statement of the problem

Sequencing is worried with determining the order in which jobs are administered. The orders also needs to be determined for handling jobs at work center and for work handled at each person’s work stations. The condition can become difficult when workers centers are heavily overloaded and long-lasting jobs are involved. However, in this case study, the main problem is to report how to meet the limitation such as delays, due dates, and to pleasing the customers so the orders will increase. The corporation experienced a delay because of the make-up day for flooding in the month of June so the production date of the order will move to July. So in the month of July, it is indicated in the given case that there are three Saturdays (July 9th, 16th, and 23rd) and the labors will continue to work. Also they will have one holiday on July 4th apart from the weekends. From the time allowed how will the operation manger choose the best scheduling from the given methods (First Come, First Serve (FCFS), Shortest Processing Time (SPT), Earliest Due Date (EDD), and Critical Ratio (CR) methods. Objectives

Job sequence is a significant task to decide, because it goes both ways either going to slow down the production method or speed it up. An operations manager must conclude the best technique established for the need of the institute, in this situation the company needs to finish all jobs before their due dates. Also, job processing time and due dates are very vital sections of material when applying these rules. Job sequencing guidelines are used to decide the importance of processing jobs. It is applied to solve the scheduling problems that usually lead to ineffective performance. The main problem in this case study is to find the best rule to be followed in order to solve the present problem. Some of the categories that need to be met are: Defining the order in which jobs at a work center will be administered. Sequencing decision to be made in order to meet all the due dates and satisfy the needs of the clients. Educate the staff in order to give then understanding about choosing the best schedule to be made. Meeting due dates of customers or downstream operations.

Minimalizing the flow time (the time a job spends in the process. Try to reduce work-in-process inventory.
Try to Decrease idle time of machines or workers.
Areas of consideration and analysis
Scheduling will help to create both the timing and use of resources within an organization. In the operation function, scheduling relates to the use of tools, facilities, human activities of scheduling, and receipt of material. In this event, there are facts given that will help in order to make a conclusion of what technique to use. “I’ve been talking with Anne about a problem we have with short-term capacity in our pad printing operations. You know, that’s where we print our logo on the Custom lines of yo-yos. We have received more orders to pad printing in a way that will enable us to meet out due date commitments in the best way possible. Would you have time to look on the order list (attached) and see what kind of schedule we should follow to do that?”

In the paragraph above it is clearly identified the problem of the Hi-Ho, Yo-Yo Incorporation. So the issues is that orders are going up and they need to find a way to meet the due dates. “After a few minutes with your old operations management text, you call the production control office to confirm the pad printing schedule. They confirm that pad printing runs one eight-hour shift per day. They tell you that due to a make-up day for flooding in June, pad printing will be running 23 days in July, beginning Friday, July 1 (they will work three Saturdays on July 9, 16, and 23, and take a one-day holiday for July 4)”. Furthermore, the information was given by the production call office in demand to make a proposal and find a solution for the issues. In the month of July the company needs to meet the demand within twenty-three days and only short amount of time available. There will be three Saturday that they will work and they will eight hours each days.

“Note: Setup time is to set up the pad printer at the start of the job. Setup includes thoroughly cleaning the printing heads and ink reservoirs, installing the new pad(s) and ink supply, and carefully aligning the machine. Setup at the beginning of a new day with the same job is insignificant.” However, the setup time is recorded and the fact about it is given so it will add to the processing time. Different course of action

Priority rules are simple heuristics used to select the order in which jobs will be processed. Therefore, in this case study there is four rules given to be examining in order to decide the existing problem. 1. First Come first Serve (FCFS) – jobs are processed in the order in which they arrive at a machine or work center. If the company decides to use this method of delivery to the clients, then assured to release the order in the sequence of date. 2. Shortest processing Time (SPT) – jobs are processed according to processing time at a machine or work center, shortest job first. This machine is only useful in single machine method. 3. Earliest Due Date (DD) – jobs are processed according to due dates, earliest due date first. 4. Critical Ratio (CR) – jobs are processed according to smallest ratio of time remaining until due date to processing time remaining. The critical ratio gives importance to jobs that must be done to keep shipping on schedule.

The critical ratio is quantity of determination of any order associated to the other orders for the same facility. The ratio is created on when the finished order is necessary and how much time is necessary to complete. It inclines to achieve better than FCFS, EDD, and SPT on the average job lateness criterion. All these rules assume that setup time and costs are independent of the processing sequence. Jobs that need similar setups can decrease setup times if sequenced back to back. Also, the priority rules assume that setup time and handling times are deterministic and not variable, there will be no breaks in processing, the set of jobs is known, no new jobs arrive after processing begins, and no jobs are cancelled. After comparing the four methods, SPT is suggested to be used by the organization because it will reduce average flow time for jobs.

Meanwhile, there are restrictions like the company has to meet all the order within twenty-three days while working eight hours per day. By using this technique the workers will finish all the orders at the shortest period of time. Then, the flow time is calculated for every part of the job, using the processing time, which helps in getting whole time for the achievement of work. In the First Come First Serve it cannot be applied due to the rule, which is jobs are handled in the order in which they reach. The orders must be completed in a shortest period of time and when the order arrived they did not started the production on June (arrival of orders) due to a problem. They will start on July and this will not follow the rule. Then, the Earliest Due Date (EDD) places the maximum importance on processing jobs with this rule.

The job shop quality act can be control by the number of late jobs, the average delay across late jobs or the normal lateness across all jobs. This might work fine if the organization is judged by job lateness. Again if the firm uses this method, the process will follow a track created on due dates of the orders and it may not meet the time limitation given. Finally the critical ratio (CR), in this rule an individual must compute a priority index using the formula and it is commonly used in practice. In this rule, the sequencing of the jobs is done first by receiving the critical ratio of each job then selects the lowest among them. Next it is repeated removing the job with the last CR point till one work is left. By selecting, Shortest Processing time (SPT) the job with this rule will required go first. This rule has a tendency to decrease work-in-process inventory, average through put time, and average job lateness. Therefore, this is the best appropriate rule to be used in order to meet the restrictions. Detailed action plan

A report about the selecting the Short Processing Time technique should be made and it will be used for production. It should be in detailed information therefore the schedule will be followed. Other points to implement: support demand and supply, increase flexibility and decrease reaction/lead times at key points in the supply chain, allow lean actions: decrease inventories and costs while meeting supply commitments. Cost discount can be accomplished by a schedule that reflects all rules and limitations. Disregarding a rule/limitation commonly results in better cost due to reduced productivity, higher inventory, increased offline work, overtime. Customer Relationship Management, dealer Order Management, material planning, scheduling of feeder lines, and vendor supply chain management. FCFS Sequencing

It is evidently shown that what method to be used in the table shown. Based on the average tardiness column, it is shown that SPT received the lowest point followed by EDD. Also the method that achieved better average tardiness is under FCFS and CR method. Shortest processing time is commonly the best method for reducing job flow and reducing the average number of jobs in the organization. Its main drawback is that long-duration jobs may be constantly lacking back in priority in favor of short-duration jobs. Clients may view this clearly, and a periodic change for longer jobs has been made.

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  • University/College: University of Arkansas System

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  • Date: 23 March 2016

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