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Replanning the Master Production Schedule for a Capacity-Constrained Job Shop

机译：重新计划产能受限的车间的主生产计划

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This research examines the use of both frozen and replanning intervals for planning the master production schedule (MPS) for a capacity-constrained job shop. The results show that forecast error, demand lumpiness, setup time, planned lead time, and order size have a greater impact on the mean total backlog, total inventory, and number of setups than the frozen and replanning intervals. The study also shows that a repetitive lot dispatching rule reduces the importance of lot sizing, and a combination of repetitive lot dispatching rule and single-period order size consistently produces the lowest mean total backlog and total inventory. The results also indicate that rescheduling the open orders every period produces a lower mean total backlog and total inventory when the forecast errors are large relative to the order sizes. This result suggests that the due date of an open order should be updated only when a significant portion of the order is actually needed on the new due date.
机译：这项研究检查了冻结间隔和重新计划间隔的使用，以计划产能受限的车间的主生产计划（MPS）。结果表明，与冻结间隔和重新计划间隔相比，预测错误，需求量，设置时间，计划的交货时间和订单大小对平均总积压，总库存和设置数量的影响更大。该研究还表明，重复的批量分配规则降低了批量大小的重要性，并且重复的批量分配规则与单周期订单大小的组合始终产生最低的平均总积压和总库存。结果还表明，当预测误差相对于订单大小而言较大时，每个期间对未结订单进行重新计划会产生较低的平均总积压和总库存。该结果表明，仅当在新到期日上实际需要订单的很大一部分时，才应更新未结订单的到期日。

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