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Order-Fulfillment and Across-the-Dock Objectives and Their Impact on Your Company's Profit and Customer Service
Published in David E. Mulcahy, John P. Dieltz, Order-Fulfillment and Across-the-Dock Concepts, Design, and Operations Handbook, 2003
David E. Mulcahy, John P. Dieltz
A complex project involves controlling building construction, using order-fulfillment or across-the-dock equipment or method installation, and managing a dynamic piece or customer-order operation. The chart's objectives are to improve your worker productivity, properly schedule labor and equipment, and control the building construction or method installation activities. To understand, schedule, and track a building construction, method installation, or piece or customer-order operation, you use a chart. The charts are bar or Gannt chart, flowchart, and program evaluation and review technique (PERT) chart.
Transformations
Published in Howard Eisner, Operations Research and Systems Engineering, 2023
PERT (the Program Evaluation and Review Technique) is a network-based schedule that explicitly shows all dependencies between tasks in an overall schedule. It was developed under the auspices of the Polaris program and was considered new and definitive as far as scheduling is concerned. Prior to PERT, Gantt charts were the preferred method of scheduling. A list of PERT software for project planning is provided as follows:Monday.com (*)WrikeWorkzoneAsama (*)Zoho ProjectsKintoneSmartsheet (*)Function FoxSwift EnterpriseJiraProWorkFlowCaspioKnackAirtable 980ClickUp (*)
Introduction to Lean and the Importance of Cultural Change
Published in Tina Kanti Agustiady, Elizabeth A. Cudney, Building a Sustainable Lean Culture, 2023
Tina Kanti Agustiady, Elizabeth A. Cudney
As a rule of thumb, plan for risks to occur and have a risk management plan. Risks can be threats or opportunities. Brainstorming potential risks is a key way to begin the problem-solving process. Risk actions can consist of avoiding risks, mitigating risks, acknowledging risks, or accepting risks. There are many tools and techniques that can help mitigate risks, which include decision trees, SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats), risk grids, cause and effect diagrams, and program evaluation and review technique (PERT) analysis.
Reliability interval for a stochastic project network constrained by budget and time
Published in Quality Technology & Quantitative Management, 2019
Yi-Kuei Lin, Ping-Chen Chang, Yun-Ling Cho
To measure the efficiency of a project, cost and duration (i.e. time needed) of each activity should be considered in a project network. Program evaluation and review technique (PERT) and critical path method (CPM) are widely adopted techniques to manage large-scale projects with cost and duration considerations (Gido & Clements, 1999; Harold, 2009). Conventionally, CPM is a deterministic approach, meaning that CPM has difficulty to deal with uncertainty on cost and duration of each activity (Liu, 2012). But the fact is that, duration of each activity is stochastic in nature caused by weather, availability of human resources, equipment failure, etc. (Acebes et al., 2014; Padalkar & Gopinath, 2016). Therefore, the cost for stochastic duration is varied accordingly. Unlike CPM, PERT allows stochastic durations in a project network, namely stochastic project network (SPN) hereafter. Traditionally, PERT assumes that the duration of each activity must follow a beta distribution; each activity has three possible durations: most likely estimate, most optimistic estimate, and most pessimistic estimate (Gido & Clements, 1999; Golenko-Ginzburg & Gonik, 1997; Hiller & Liberman, 2005). To deal with more practical cases, Lin (2002, 2008) further considered arbitrary probability distribution of duration in an SPN. Lin (2002, 2008) utilized the minimal path (MP; a path without cycle) to establish the upper and lower duration vectors satisfying both time and budget constraints. All feasible duration vectors are contained in such upper and lower duration vectors.
Work breakdown structure application for man-hours calculation in hull construction shipbuilding in Malaysia
Published in Cogent Engineering, 2019
W. A. Z. Wan Abd Rahman, N. I. Mohd Zaki, M. K. Abu Husain
The history of work breakdown structure (WBS) began with a concept developed with the Program Evaluation and Review Technique (PERT) by the United States Department of Defense (DoD) (United States Department of Defense [DoD], 2011; Jones et al., 2006). WBS can be used to generate a framework for cost estimating and schedule development (Booz, 2011). The traditional or conventional method of ship WBS refers to Program WBS, Contract WBS, Ship Work Breakdown Structure (SWBS) and SFI (Senter for Forskningsdrevet Innovasjon) Group WBS. Most of these methods use system oriented elements to create a WBS that can be used for estimating man-hours and cost up to level 1 with less accuracy. In terms of work coordination, it is unrealistic to control results from huge work packages and ineffective to control material, man-hours and schedules. Sole focus on the system-oriented structure will make it difficult to arrange other construction management such as procurement of materials or fabricating parts to meet the system’s basis of construction.
A simulation-based method for effective workface planning of industrial construction projects
Published in Construction Management and Economics, 2018
Di Hu, Yasser Mohamed, Hosein Taghaddos, Ulrich (Rick) Hermann
Traditional critical-path-method- (CPM) based project scheduling techniques (e.g. Program Evaluation and Review Technique, Activity-On-Node, Activity-On-Arrow and Precedence Diagram Method) are limited in terms of practicality for their unrealistic assumption that resources are unlimited. Recognition of this limitation motivated intensive research in regards to the resource-constrained project scheduling problem (RCPSP). There are two major topics in this domain: resource allocation and resource levelling. The former aims to find the shortest project duration within the resource availability constraints, while the latter seeks to reduce the fluctuation in resource usage with assumptions such as unlimited resource availability and fixed project duration (Hegazy 1999). Since this research is more related to the former topic, literature related to resource allocation is reviewed herein.