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The job shop tardiness problem: A decomposition approach

dc.contributor.authorRaman, Narayanen_US
dc.contributor.authorBrian Talbot, F.en_US
dc.date.accessioned2006-04-10T15:35:44Z
dc.date.available2006-04-10T15:35:44Z
dc.date.issued1993-09-10en_US
dc.identifier.citationRaman, N., Brian Talbot, F. (1993/09/10)."The job shop tardiness problem: A decomposition approach." European Journal of Operational Research 69(2): 187-199. <http://hdl.handle.net/2027.42/30576>en_US
dc.identifier.urihttp://www.sciencedirect.com/science/article/B6VCT-48NBGX1-21G/2/df35b0aa1aec354f89b32549d743db9den_US
dc.identifier.urihttps://hdl.handle.net/2027.42/30576
dc.description.abstractAn important criterion for evaluating the effectiveness of many manufacturing firms is their ability to meet due dates. In low to medium volume discrete manufacturing, typified by traditional job shops and more recently by flexible manufacturing systems, this criterion is usually operationalized on the shop floor through the use of prioritizing dispatching rules. The widespread use of dispatching rules has led to a number of investigations where the due date performance of various rules is compared. In contrast to previous research on dispatching rules, this paper proposes a new approach that decomposes the dynamic problem into a series of static problems. These static problems are solved in their entirely, and then implemented dynamically on a rolling basis. To illustrate this approach, a specific heuristic is developed that constructs the schedule for the entire system by focusing on the bottleneck machine. Computational results indicate that significant due date performance improvement over traditional dispatching rules can be obtained by using this new approach.en_US
dc.format.extent920493 bytes
dc.format.extent3118 bytes
dc.format.mimetypeapplication/pdf
dc.format.mimetypetext/plain
dc.language.isoen_US
dc.publisherElsevieren_US
dc.titleThe job shop tardiness problem: A decomposition approachen_US
dc.typeArticleen_US
dc.rights.robotsIndexNoFollowen_US
dc.subject.hlbsecondlevelManagementen_US
dc.subject.hlbsecondlevelIndustrial and Operations Engineeringen_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelBusinessen_US
dc.subject.hlbtoplevelEngineeringen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumSchool of Business Administration, The University of Michigan, Ann Arbor, MI 48109, USAen_US
dc.contributor.affiliationotherDepartment of Business Administration, University of Illinois at Urbana-Champaign, Champaign, IL 61820, USAen_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/30576/1/0000211.pdfen_US
dc.identifier.doihttp://dx.doi.org/10.1016/0377-2217(93)90163-Hen_US
dc.identifier.sourceEuropean Journal of Operational Researchen_US
dc.owningcollnameInterdisciplinary and Peer-Reviewed


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