Hi-Ho Yo Yo, Inc. Product Release Times



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Hi-Ho Yo Yo, Inc. Product Release Times Hi-Ho Yo Yo, Inc, is an organization that customizes logo’s for yo yo’s. Currently they are beginning to see an issue with rising orders and they wish to continue to meet there order process deadlines. In this paper, several rules will be evaluated in order to determine the best method of inventory scheduling. The four rules to evaluate are: First Come, First Serve (FCFS), Shortest Processing Time (SPT), Earliest Due Date (DD), and Critical Ratio (CR) methods. Job sequencing is an important task to determine, because it is either going to slow down the production process or speed it up.

An Operations Manager should determine the best method based off the needs of the organization, which in this case will require that all jobs are completed prior to there due dates. In this sense, having a job done before the due date is a priority rule of the organization. According to the book, Operations Management, “Priority rules are simple heu- ristics used to select the order in which the jobs will be processed (Stevenson p. 746). ” Job processing times and due dates are very important pieces of information when applying these rules.

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If the sequencing rule takes in account when applying theses similar setups to other jobs, then this setup will lead to reduced setup times, which will save the organization time and money. Being able to control time, as far as controlling overtime within the production plant, will go far in enabling an organization to save by eliminating overtime paid to employees. Not to mention the customers will be satisfied to receive a product on schedule as well. The pad print order list is listed below: PAD PRINTING ORDER LIST JobDate Order ReceivedSet-Up TimeProduction TimeDue Date A6/42 hrs. 6 days11-Jul

B6/74 hrs. 2 days8-Jul C6/122 hrs. 8 days25-Jul D6/144 hrs. 3 days19-Jul E6/154 hrs. 9 days26-Jul The first come first serve (FCFS) establishes that orders placed first will be finished and completed and then followed by the next job placed after the first. This could result in an issue, because longer jobs will slow the production process of shorter jobs by creating a delay in production. FCFS method is very useful for an organization who wishes to stay on track as far as due dates, but in this situation this method would hurt the organization because of machine idle time due to job delayment.

Below is the chart: Job(1) Processing Time(2) Flow Time(3) Due Date(2) – (3) Days Tardy (0 if Neg. A6 days611-Jul0 B2 days88-Jul0 C8 days1625-Jul0 D3 days1919-Jul0 E9 days2826-Jul2 28772 The measures of affectivenes are as follows: (1)Average Flow time: 77 / 5 = 15. 4 days (2)Average Tardiness: 2/5 = 0. 4 days (3)The makespan is 28 days. Average number of jobs: 77/28 = 2. 75 The second method is the shortest processing time (SPT), which in this case the job with the shortest processing time is “B”.

By using this method you’re able to identify the lost time between jobs and able to choose and complete the job with the shortest processing time first in order to manage time effectively. Job “B” is also due first, so it would be beneficial to use this method in order to meet the the due dates or deadlines. Below is the chart: Job(1) Processing Time(2) Flow Time(3) Due Date(2) – (3) Days Tardy (0 if Neg. B2 days28-Jul0 D3 days519-Jul0 A6 days1111-Jul0 C8 days1925-Jul0 E9 days2826-Jul2 28652 The measures of affectivenes are as follows: (1)Average Flow time: 65 / 5 = 13 days (2)Average Tardiness: 2/5 = 0. days (3)Average number of jobs: 65/28 = 2. 32 According to the book, Operations Management, “The EDD rule directly addresses due dates and minimizes lateness (Stevenson p. 751). ” The earliest due date method prioritizes products based off there earliest suspense dates. Meeting the suspense dates is a priority of the organization, but this method doesn’t take the processing time into account. This could cause jobs to wait for a longer period of time before it hits production. Below is the chart: Job(1) Processing Time(2) Flow Time(3) Due Date(2) – (3) Days Tardy (0 if Neg. B2 days28-Jul0 A6 days811-Jul0

D3 days1119-Jul0 C8 days1925-Jul0 E9 days2826-Jul2 28682 The measures of affectivenes are as follows: (1)Average Flow time: 68 / 5 = 13. 6 days (2)Average Tardiness: 2/5 = 0. 4 days (3)Average number of jobs: 68/28 = 2. 43 Last method I will discuss is the critical ratio (CR) concept. This rule does an exceptional job minimizing job tardiness, but that isn’t a priority issue the organization faces. See the charts below: Job Processing Time Due DateCritical Ratio Calculations A6 days11-Jul(11 – 0)/ 6 = 1. 83 Lowest B2 days8-Jul(8 – 0)/ 2 = 4 C8 days25-Jul(25 – 0)/ 8 = 3. 13 D3 days19-Jul(19 – 0)/ 3 = 6. 3 E9 days26-Jul(26 – 0)/ 9 = 2. 89 Job Processing TimeDue DateCritical Ratio Calculations A B2 days8-Jul(8 – 6)/ 2 = 1 Lowest C8 days25-Jul(25 – 6)/ 8 = 2. 38 D3 days19-Jul(19 – 6)/ 3 = 4. 33 E9 days26-Jul(26 – 6)/ 9 = 2. 22 Job Processing TimeDue DateCritical Ratio Calculations A B C8 days25-Jul(25 – 8)/ 8 = 2. 13 D3 days19-Jul(19 – 8)/ 3 = 3. 67 E9 days26-Jul(26 – 8)/ 9 = 2 Lowest Job Processing TimeDue DateCritical Ratio Calculations A B C8 days25-Jul(25 – 17)/ 8 = 1 D3 days19-Jul(19 – 17)/ 3 = . 65 Lowest E Job Processing TimeDue DateCritical Ratio Calculations A B

C8 days25-Jul(25 – 17)/ 8 = 1 D E Job(1) Processing Time(2) Flow Time(3) Due Date(2) – (3) Days Tardy (0 if Neg. A6 days611-Jul0 B2 days88-Jul0 E9 days1726-Jul0 D3 days2019-Jul1 C8 days2825-Jul3 28794 The measures of affectivenes are as follows: (1)Average Flow time: 79 / 5 = 15. 8 days (2)Average Tardiness: 4/5 = 0. 8 days (3)Average number of jobs: 79/28 = 2. 82 According to this analysis, the SPT is the best method for the organization to take in order to meet there deadlines. The average flow time for SPT is 13 days, followed by the EDD method at 13. 6 days. So if I was you Jeff, I would go with the SPT rule.

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