Draw the Gantt Chart of M1, M2, M3. Due dates of the jobs are 16,14,10,8 in order. Use "FIFO" Processing Time (min) Routing Process and Machine Number OP-1 OP-3 M1 M3 M2 M3 M3 M1 M2 M1 OP-1 OP-2 OP-3 Job-1 4/M1 3/M2 2/M3 Job-2 1/M2 4/M14/M3 Job-3 3/M3 2/M2 3/M1 Job-4 3/M2 3/M3 1/M1 Job-1 Job-2 Job-3 Job-4 OP-2 M2 M1 M2 M3
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- The following jobs are waiting to be processed at JulieMorel’s machine center:JOB DATE ORDER RECEIVED PRODUCTIONDAYS NEEDED DATE ORDER DUEA 110 20 180B 120 30 200C 122 10 175D 125 16 230E 130 18 210 In what sequence would the jobs be ranked according to the fol-lowing rules: (a) FCFS, (b) EDD, (c) SPT, and (d) LPT? All dates are according to shop calendar days. Today on the planning cal-endar is day 130, and none of the jobs have been started or sched-uled. Which rule is best?Calculate the Critical Ratios (CR): (Enter all responses rounded to two decimal places.) The following 5 overhaul jobs are waiting to be processed at Avianic's Engine Repair Inc. These jobs were logged as they arrived. All dates are specified as planning calendar days. Job CR 103 Job Due Date Duration (days) 103 214 10 205 223 7 309 217 11 412 219 5 517 217 15 Assume that all jobs arrived on day 180; today's date is 200.Explain the machine-scheduling problem?
- At the University Hospital, five blood samples must bescheduled through a blood-testing laboratory. Eachsample goes through up to four different testing stations.The times for each test and the due dates for eachsample are as follows:Sample Test Station/Hours Due Date (hours)1 A/1, B/2, C/3, D/1 62 B/2, C/3, A/1, D/4 103 C/2, A/3, D/1, C/2 84 A/2, D/2, C/3, B/1 145 D/2, C/1, A/2, B/4 12a. Using a Gantt chart, schedule these five samples in priority order of earliest due date first.b. Assume that the capacity of each test station (A, B, C and D) is doubled. Prepare an FCS for this situation.c. What are the bottleneck work centers in part a of the problem. Suggest capacity additions that might be needed.Employees Layoffs at the University Medical Center The University Medical Center is medium-sized, 300-bed capacity hospital at Dasmarinas Cavites. The facilities have grown gradually over the years and are now the 2nd largest in the town of Dasmarinas. It is entirely nonunion and has never experienced an employee layoff since its inception. Sister Veronica Cornista, the Chief Executive Officer of the hospital for 8 years presented a rather bleak financial of the BOD. This according to her is the result of the declining occupancy rate which has affected the hospital’s revenues to such an extent that it ran a deficit for the first time last 1998. Such declines have not been unusual for this industry because of increasing competition. So far, the only response to these changes has been tightening of requirements for equipment or supply purchases. The projected deficit for the coming year is around 1,300,000 unless some additional revenues were identified or some additional savings…TABLE 18.21 Processing Time for Eight Projects, Displayed in the Sequence They Arrived Project P1 P2 P3 Р4 P5 P6 P7 P8 Processing time (hours) 4 1 0.5 2 3 6 1 ..... 1. Given the projects displayed in Table 18.21, if FCFS is used to sequence the jobs, what is the average flow time of the projects (in hours)? 2. Given the projects displayed in Table 18.21, if SPT is used to sequence the jobs, what is the average flow time of the projects (in hours)?
- Why is it required to include an exception in the process scheduling?John's printer works is involved in printing and binding works. The company has got orders from four of its customers: A, B, C, and D at the beginning of work. The processing time and due date of these jobs is given below: rules. Job (In order of Arrival) A B C D L H. 111. IV. V. Processing Time (Days) 3 5 4 2 Develop the order in which these jibs are to be processed by using the following dispatching Earliest Due Date (EDD) Longest Processing Time Shortest Processing time Due date (Days hence) First Come First Serve Slack time Remaining Also calculate the average delay of a job in each case. 4 7 6 5How does seasonal variability in demand affect the l ow and waiting time through a process? How might a company respond to reduce the effect of this variability?
- Explain briefly five (5) important process scheduling policy factors that must be considered.6.16: Complete the following table to determine the run sequence for each of the sequencing rules: Job Process Arrival Due Operation Sequencing Rule Date Due Date A B D Time Date (days) 5 2 3 5.0 123 124 131 132 142 144 140 146 132 131 129 135 FCFS EDD ODD SPTI only need help with question 4, but question 3 explains how to do 4 but I'm lost. I already have question 3 done. 3. Sequence the jobs shown below by using a Gantt chart. Assume that the move time between machines is one hour. Sequence the jobs in priority order 1, 2, 3, 4. Job Work Center/Machine Hours Due Date (days) Job 1 A/3, B/2, C/2 Job 2 C/2, A/4 Job 3 B/6, A/1, C/3 Job 4 C/4, A/1, B/2 a. What is the makespan? b. How much machine idle time is there? c. When is each job delivered compared with its due date? d. How much idle time (waiting time) is there for each job? e. Devise a better job sequence for processing. 4. In problem 3, assume there are two machines of type A, two of type B, and two of type C. a. Prepare a finite capacity schedule. b. Compare the FCS to the Gantt chart in problem 3.