ME606-CAD/CAM

Automation, Production Control

 Mechanization
Mechanization or mechanisation is the
process of doing work with machinery.
In an early engineering text a machine is
defined as follows:
“Every machine is constructed for the
purpose of performing certain
mechanical operations, each of which
supposes the existence of two other
things besides the machine in question,
namely, a moving power, and an object
subject to the operation, which may be
termed the work to be done. Machines,
in fact, are interposed between the
power and the work, for the purpose of
adapting the one to the other.”[1]
 Automation and CAD/CAM

Automation can be defined as the technology

concerned with the application of complex
mechanical, electronic, and computer-based
systems in the operation and control of
manufacturing systems.

3
 Types of Manufacturing Systems

1. Continuous-flow processes. Continuous dedicated

production of large amount of bulk product. Continuous
manufacturing is represented by chemicals, plastics,
petroleum, and food industries.
2. Mass production of discrete products. Dedicated
production of large quantities of one product (with
perhaps limited model variations). Examples include
automobiles, appliances and engine blocks.
3. Batch production. Production of medium lot
sizes of the same product. The lot may be
produced once or repeated periodically.
Examples: books, clothing and certain industrial
machinery.
4. Job-shop production. Production of low
quantities, often one of a kind, of specialized
products. The products are often customized
and technologically complex. Examples:
prototypes, aircraft, machine tools and other
equipment
 Continuous-flow
production

Mass production

Production
Batch production
quantity

Job shop
production

Product variety
 Category Automation achievements
Continuous-flow process •Flow process from beginning to end
•Sensors technology available to measure
important process variables
•Use of sophisticated control and optimization
strategies
•Fully computer automated lines
Mass production of discrete products •Automated transfer machines
•Dial indexing machines
•Partially and fully automated assembly lines
•Industrial robots for spot welding, part handling,
machine loading, spray painting, etc.
•Automated material handling systems
•Computer production monitoring
Batch production •Numerical control (NC), direct numerical control
(DNC), computer numerical control (CNC).
•Adaptive control machining
•Robots for arc welding, parts handling, etc.
•CIM systems.

Job shop production •Numerical control, computer numerical control

 Automated Systems
• Application of Mechanical, Electronic and
Computer-based systems to control
production
– Mechanical -
– Electronic -
– Computers -
• CIM - integration of automation and
computerization of the support systems

Introduction to Manufacturing
8
Systems
 Automated systems
• Fixed automation: - sequence of processing or
operations fixed by equipment configuration
– Characteristics:
• high initial investment for custom engineered
equipment,
• high production rates,
• inflexible in accommodating product variety

Introduction to Manufacturing
9
Systems
 Automated systems
• Programmable automation: - production
equipment designed with capability to change
configuration and accommodate higher
product variety
– Characteristics:
• high initial investment in general purpose machines
• lower production rates than fixed automation
• flexible for changes in product configuration
• batch production

Introduction to Manufacturing
10
Systems
 Automated systems
• Flexible automation: - high level of
programmable automation with minima time
loss in changeovers
– Characteristics:
• high initial investment for custom engineered system
• continuous production of a variety of products
• medium production rates
• flexibility to deal with product variations

Introduction to Manufacturing
11
Systems
 Three Automation Types

Programmable
Automation
Variety Flexible
Automation
Fixed
Automation

Quantity
 Reasons for Automating

1. To increase labor productivity

2. To reduce labor cost
3. To mitigate the effects of labor shortages
4. To reduce or remove routine manual and clerical tasks
5. To improve worker safety
6. To improve product quality
7. To reduce manufacturing lead time
8. To accomplish what cannot be done manually
9. To avoid the high cost of not automating
 Automation Principle
1. Understand the existing process
▪ Input/output analysis
▪ Value chain analysis
▪ Charting techniques and mathematical modeling
2. Simplify the process
▪ Reduce unnecessary steps and moves
3. Automate the process
▪ Ten strategies for automation and production
systems
▪ Automation migration strategy
 Automation Strategies
1. Specialization of operations
2. Combined operations
3. Simultaneous operations
4. Integration of operations
5. Increased flexibility
6. Improved material handling and storage
7. On-line inspection
8. Process control and optimization
9. Plant operations control
10. Computer-integrated manufacturing
Automation
Migration
Strategy
 Levels of Automation

▪ There are five levels of Automation in a production

plant
1. Device level, the lowest level it includes the
actuators, sensors, and other lower devices.
2. Machine level, the hardware from device level is
assembled into individual machines.
3. Cell or system level, a group of machines or
workstations connected and supported by a
material handling system, computer, and other
equipments needed for a manufacturing process.
 Levels of Automation

▪ There are five levels of Automation in a production

plant
4. Plant level, it receives instructions from the
corporate information system and translate them
into operation plan for production.
5. Enterprise level, the highest level it is concerned
with all functions necessary to manage the
company: marketing and sales, accounting,
design, research, aggregate planning, and
master production scheduling.
 Factory Automation

▪ Example of an
Automated Warehouse
Management and
Control System
Industrial Automation
Architecture

Enterprise
Level 4 Control
Business Information
(Business Office)
Level 3 Plant Control

Level 2 Cell Control

Level 1
Machine Controller
Industrial Automation
(Shop Floor)
Level 0 Device Control
(Sensors/Actuators)
 Manufacturing Lead Time

Raw Work in Finished

Materials Progress Goods
Machine
Group

Transport Stores Inspect

•Operating Times
•Non-operating Times
 Manufacturing Lead Time
30% 70%
Cutting Positioning, Loading

e.g.
Set-up Time

5% 95%
On Machine Moving and Waiting

Time
1.5% of total time - adds value
 Manufacturing Lead Time

n1 n2 n3

Time

Operation Time
Non-operation Time

To = Operation Time per Machine

Tno = Non-operation Time per Machine
nm = Number of Machines

MLT = nm ( To + Tno )
 Manufacturing Lead Time

n1 n2 n3

Pallet of six parts

Q = Number of parts

MLT = nm ( QTo + Tno

)
 Manufacturing Lead Time

n1 n2 n3

Pallet of six parts

Tsu = Set-up Time

MLT = nm ( QTo + Tno + Tsu

)
 Manufacturing Lead Time

Order #1

Order #2

Process Plan (Routing)

 Manufacturing Lead Time

In practice

Q, Tsu, To, Tno and nm will vary considerably

for different order quantities, process routing to find average or aggregate
values before carrying out analysis. e.g.:
 Operation Times

Operation time has three elements:

Tm = Actual Machining Time

Th = Workpiece Handling Time
Tth = Tool Handling Time

To = Tm + Th + Tth
 Rate of Production

• Total Batch Time per Machine

Tsu + QTo

• Average Production Time per Part

Tp = Tsu + QTo
Q

• Rate of Production

Rp = 1/Tp
 Lead Times

All operation times, set up times and

Non-operation times are equal

Mass Production (Tsu + Tno -> 0) Job Shop (Q -> 1)

 Production Capacity

Production Capacity, Pc

Pc = WSwHRp

W = number of work centres

Sw = Number of shifts per week
H = Hours per shift
Rp = Rate of production (units per hour)

If process plan requires Nm machines:

Pc = WSwHRp / Nm
Demand Rate

Weekly Demand Rate

Dw = WSwHRp / Nm

WSwH = DwNm/ Rp

Three ways of adjusting capacity

W (number of work centres)

Sw (number of shifts per week)
H (number of hours per shift i.e. overtime)
 Utilisation

▪ Utilisation, U = Output/Capacity

▪ Utilization: U =

where
Q = quantity actually produced (Pieces/Week)
PC = plant capacity (Pieces/Week)
 Availability

▪ Availability: A =

where MTBF = mean time between failures, and

MTTR = mean time to repair
 Work In Progress

WIP : Amount of product currently located

in the factory that is either being processed
or is in between processing operations

Generally:

WIP = PC U (MLT) / Sw H
 WIP Ratio

WIP Ratio = WIP / Number of Machines Processing

PC U (MLT)
Sw H
WIP Ratio =
QTo
WU
Tsu + QTo

Ideal ratio: 1:1

 Worked Problem
The average part produced in a certain batch manufacturing plant must
be processed sequentially through six machines on average. Twenty
(20) new batches of parts are launched each week. Average
operation time = 6 min., average setup time = 5 hours, average batch
size = 25 parts, and average non-operation time per batch = 10
hr/machine. There are 18 machines in the plant working in parallel.
Each of the machines can be set up for any type of job processed in
the plant. The plant operates an average of 70 production hours per
week. Scrap rate is negligible. Determine (a) manufacturing lead time
for an average part, (b) plant capacity, (c) plant utilization. (d) How
would you expect the nonoperation time to be affected by the plant
utilization?
 Solution

(a) MLT = 6(5 + 25(0.1) + 10) = 105 hr

(b) Tp = (5 + 25 x 0.1)/25 = 0.30 hr/pc, Rp = 3.333 pc/hr. PC
= 70(18)(3.333)/6 = 700 pc/week
(c) Parts launched per week = 20 x 25 = 500 pc/week.
Utilization U = 500/700 = 0.7143 = 71.43%
(d) As utilization increases towards 100%, we would expect
the nonoperation time to increase. When the workload in
the shop grows, the shop becomes busier, but it usually
takes longer to get the jobs out. As utilization decreases,
we would expect the nonoperation time to decrease.
 Costs of Manufacturing Operations

Fixed costs - remain constant for any output level

Variable costs - vary in proportion to production output
level
Adding fixed and variable costs
TC = FC + VC(Q)
where
TC = total costs
FC = fixed costs (e.g., building, equipment, taxes)
VC = variable costs (e.g., labor, materials, utilities)
Q = output level
Breakeven Point

Method 1:
Manual
Cos
ts Method 2:
VC 2
Automated
FC2

VC 1
Breakeven Point

FC1

Quantity,
Q
 Manufacturing Costs

▪ Alternative classification of manufacturing costs:

1. Direct labor - wages and benefits paid to workers
2. Materials - costs of raw materials
3. Overhead - all of the other expenses associated with
running the manufacturing firm
▪ Factory overhead
▪ Corporate overhead
Typical Manufacturing Costs
Types of Plant Layout
■ The production process normally determines the type
of plant layout to be applied to the facility:
❑ Fixed position plant layout
■ Product stays and resources move to it.
❑ Product oriented plant layout
■ Machinery and Materials are placed following the
product path.
❑ Process oriented plant layout (Functional Layout).
■ Machinery is placed according to what they do and
materials go to them.
❑ Cell Layout
■ Hybrid Layout that tries to take advantage of different
layouts types.
 Chapter 8 Facility and Work Design

Fixed-Position Layout
• A fixed-position layout consolidates the
resources necessary to manufacture a good or
deliver a service, such as people, materials,
and equipment, in one physical location.
• The production of large items such as heavy
machine tools, airplanes, buildings,
locomotives, and ships is usually accomplished
in a fixed-position layout.
Types of Plant Layout
■ Product oriented plant layout
❑ This type of plant layout is useful when the production
process is organized in a continuous or repetitive way.
■ Continuous flow: The correct operations flow is reached through
the layout design and the equipment and machinery
specifications.
■ Repetitive flow (assembly line): The correct operations flow will
be based in a line balancing exercise, in order to avoid
problems generated by bottle necks.
❑ The plant layout will be based in allocating a machine as
close as possible to the next one in line, in the correct
sequence to manufacture the product.
Types of Plant Layout
■ Product oriented plant layout
❑ Advantages:
■ Reduced material handling activities.
■ Work In Process almost eliminated.
■ Minimum manufacturing time.
■ Simplification of the production planning and control systems.
■ Tasks simplification.
❑ Disadvantages:
■ No flexibility in the production process.
■ Low flexibility in the manufacturing times.
■ High capital investment.
■ Every workstation is critical to the process.- The lack of
personnel or shut down of a machine stops the whole process.
■ Monotonous work.
Exhibit 8.1 Product Layout for Wine Manufacturer
Types of Plant Layout
■ Process oriented plant layout (Functional Layout)
❑ This type of plant layout is useful when the production
process is organized in batches.
❑ Personnel and equipment to perform the same function are
allocated in the same area.
❑ The different items have to move from one area to another
one, according to the sequence of operations previously
established.
❑ The variety of products to produce will lead to a diversity of
flows through the facility.
❑ The variations in the production volumes from one period to
the next one (short periods of time) may lead to modifications
in the manufactured quantities as well as the types of
products to be produced.
Exhibit 8.2 Process Layout for a Machine Shop
 Chapter 8 Facility and Work Design

Cellular Layout
• In a cellular layout the design is not according
to the functional characteristics of equipment,
but rather by self-contained groups of
equipment (called cells), needed for producing
a particular set of goods or services.
• Group technology, or cellular manufacturing,
classifies parts into families so that efficient
mass-production-type layouts can be designed
for the families of goods or services.
 Chapter 8 Facility and Work Design

Cellular Layout
• Cellular layouts are used to centralize people
expertise and equipment capability.
• Examples: groups of different equipment
(called cells) needed for producing families of
goods or services, group legal (labor law,
bankruptcy, divorce, etc.), or medical specialties
(maternity, oncology, surgery, etc.).
Exhibit 8.3 Cellular Manufacturing Layout

Source: J. T. Black, “Cellular Manufacturing Systems Reduce Set Up time,

Make Small-Lot Production Economical,” Industrial Engineering Magazine,
Nov. 1983. Used with permission from the author.
 Cellular Layout

Process (Functional) Layout Group (Cellular) Layout

A cluster
or cell
C C
T T T T T T
G G
M
T T T SG SG M M T

D D M D
M M D D D
C C D
SG
G G
M M D D D SG

Similar resources placed Resources to produce similar

together products placed together
Exhibit 8.4 Comparison of Basic Layout Patterns
 P-Q Analysis

Quantity Product
Layouts

Fixed
Position
Layouts Mixed Layouts Process Layouts

Number of Different Products

Walking Beam Mechanism
Roller Conveyor
Assembly Systems and Line Balancing

⚫ Assembly involves the joining together of two or more separate

parts to form a new entity, called a subassembly, an assembly
or some similar name.

⚫ Three major categories of processes used to accomplish the

assembly of the components:

1. Mechanical fastening
2. Joining methods
3. Adhesive bounding
Assembly Systems and Line Balancing

1. Mechanical fastening: A mechanical action to hold the

components together. Includes:
⚫ Threaded fasteners: Screw, nuts, bolts, etc. Very
common in industry. Allow to be taken apart if
necessary.
⚫ Rivets, crimping, and other methods: he fastener or one
of the components is mechanically deformed.
⚫ Press fits: The two parts are joined together by pressing
one into the other. Once fitted, the parts are not easily
separated.
⚫ Snap fits: One or both of the parts elastically deform
when pressed together. Commercial hardware such as
retainers, C-rings, and snap rings may be used.
⚫ Sewing and stitching: Used to assemble soft, thin
materials such as fabrics, cloth, leather, etc.
Assembly Systems and Line Balancing

2. Joining methods: Includes welding, brazing, and soldering.

Molten metal is used to join two or more components together.
Common feature of welding techniques is that fusing and
melting occur in the metal parts being joined.
In brazing and soldering, only the filler metal becomes molten
for joining. The metal components do not melt. Not as strong
as welding.

3. Adhesive bonding: Involves the use of an adhesive material to

join components. Two types of adhesives: thermoplastic and
thermosetting. Thermosetting adhesives are more complicated
to apply, but are stronger and capable of withstanding in high
temperature.
Assembly systems
The methods used to accomplish assembly processes:
1. Manual single-station assembly: Generally used on a product that is
complex and produced in small quantities. One or more workers are
required depending on the size of the product. Ex: machine tools,
industrial equipment, aircraft, ships, etc.
2. Manual assembly line: Consist of multiple workstations. One or
more workers perform a portion of the total assembly work on the
product.
3. Automated assembly system: Uses automated methods at the
workstations rather than human beings.
Manual Assembly Lines
⚫ Used in high-production situations where the work can be divided
into small tasks (work elements) and the tasks assigned to the
workstations on the line.
⚫ By giving each worker a limited set of tasks repeatedly, the worker
becomes a specialist in those tasks and perform more quickly.
(Division of labor)
 Assembly systems
Transfer of Work Between Workstations
1. Non mechanical Lines: Parts are passed from station to station by hand.
Problems are:
⚫ Starving at stations
⚫ Blocking of stations
As a result, cycle times vary. Buffer stocks are used to overcome.
2. Moving Conveyor Lines: Use a moving conveyor (ex. A moving belt,
conveyor, etc.) to move the subassemblies between workstations. The
system can be continuous, intermittent (synchronous), or asynchronous.
Problems of continuously moving conveyor:
⚫Starving
⚫Producing incomplete items
In the moving conveyor line, production rate may be controlled by means of q
feed rate.
= feed rate
= conveyor speed (feet per minute or meters per second)
= spacing between parts
Assembly systems

Raw work parts are launched onto the line at regular intervals.
The operator has a certain time period during which he/she must
begin work before the part flows past the station. This time
period is called the tolerance time.
= tolerance time
= length of the station

Model Variations
It is highly desirable to assign appropriate amount of work to the
stations to equalize the process or assembly times at the
workstations.
This brings the line balancing problem and the three different
types of lines.
Assembly systems

1. Single Model Line: Specialized line dedicated to the

production of a single product.
2. Batch-model Line (Multiple parallel lines): Used for the
production of two or more models with similar sequence of
processing or assembly operations.
3. Mixed-model Line: Several models are intermixed on the line
and are processed simultaneously.

These cases may be applied to both manual flow lines and

automated flow lines.
Type 2 and 3 are easier to apply to manual flow-lines.
The problem of line balancing becomes more complicated when
going from type 1 to type 3.
 Multiple parallel lines
⚫ ADVANTAGES ⚫ DISSADVANTAGES
⚫ easy work load balancing ⚫ higher setup costs
⚫ increasing scheduling flexibility ⚫ higher equipment costs
⚫ job enrichment ⚫ higher skill requirements
⚫ higher line availability ⚫ slower learning
⚫ more accountability ⚫ complex supervision

As with most problems, multiple objectives exist. By far the most

commonly used objective for analytical models is minimization of idle
time.

However, in practice, real world issues of minimizing tooling investment,

minimizing the maximum lift or strain by any worker, grouping tasks
requiring similar skills, minimizing movement of existing equipment, and
meeting production targets cannot be overlooked.
Workstation cycle time

⚫ PACED LINES
⚫ Each work station is given exactly the same amount of time to operate on each
unit of product. At the conclusion of this cycle time TC, the handling system
automatically indexes each unit to the next station
⚫ ROLE OF BUFFERS
⚫ Usually small buffers may be needed in non-automatic assembly to avoid
starving. Without buffers if task times vary, un paced (asynchronous) lines may
be preferable.
⚫ UNPACED LINES (ASYNCHRONOUS)
⚫ The station removes a new unit from the handling system as soon as it has
completed the previous unit, performs the required tasks, and then forwards the
unit on to the next station.
⚫ PARALLEL WORKSTATIONS IN SERIAL SYSTEMS
⚫ In many serial systems, each station along the line is usually a set of parallel
identical workstations. Each workstation in a parallel set performs similar
activities.
The Line Balancing Problems

Manufacturing systems modeling & perofrmance

analysis (TGS)
Total Work Content. ( ) Sum of the time of all the work
elements to be done on the line.

= Number of work elements that make up the total work or job.

Workstation Process Time. ( ) The sum of the times of the

work elements done at the station.

n= number of stations

Cycle Time. ( ) Ideal or theoretical cycle time of the flow line.

The time interval between parts coming off the line.
Balance Delay. (balancing loss) (d) Measure of the line
inefficiency.

The balance delay d will be zero for any values n and that
satisfies the relationship

Minimum number of workstations required to optimize the

balance delay for a specified may be found by
Line Balancing
The Basic objective of Line Balancing problem
To assign work elements to workstations such that assembly
cost is minimized

Total assembly cost includes:

⚫ Labor cost (while performing tasks)
⚫ Idle time cost
⚫ Focus: minimize idle time
⚫ Limits: production constraints
 Line Balancing Problem -Example

A new small electrical appliance is to be assembled on a production flow line. The total
job of
assembling the product has been divided into minimum rational work elements. The
industrial
engineering department has developed time standards based on previous similar jobs.
The
information is given in Table 15.4. In the right-hand column are the immediate
predecessors
for each element as determined by precedence requirements. Production demand will be
120,000
units/yr. At 50 weeks/yr. and 40 h/week, this reduces to an output from the line of 60
units/h or
1unit/min.
 Manufacturing systems modeling & perofrmance
88 analysis (TGS)
 Manufacturing systems modeling & perofrmance
89 analysis (TGS)
LINE BALANCING APPROACHES
⚫ Largest Candidate rule
⚫ Kilbridge and Wester’s method
⚫ RPWH
⚫ COMSOAL
⚫ OPTIMAL SOLUTIONS
⚫ TREE GENERATION & EXPLORATION
⚫ PROBLEM STRUCTURE RULES
⚫ FATHOMING RULES
 Line Balancing

They are heuristic approaches - based on logic and common sense rather than on
mathematical proof. They do not guarantee an optimal solution, but result in good
solutions which approach the true optimum.
1. Largest-candidate rule:
PROCEDURE
Step 1: List all elements in descending order of .
Step 2: Start from the top and select an element that satisfies the precedence
requirements and does not cause the sum of the values at the station to
exceed the cycle time .
Step 3: Continue to apply Step 2 until no further elements can be added without
exceeding .
Step 4: Repeat steps 2 and 3 for the other stations until all the elements have
been assigned.
The practical realities of the line balancing problem may not permit the realization
of the most desirable number of stations.
Line Balancing- Largest candidate rule
Line Balancing –Largest candidate rule
Line Balancing –Largest candidate rule
Line Balancing

2. Kilbridge and Wester’s method:

PROCEDURE
Step 1: Construct the precedence diagram so that the nodes with
identical precedence are arranged vertically in columns.
Step 2: List the elements in order of their columns. If an element can be
located in more than one column, list all the columns by the element to
show the transferability of the element.
Step 3: To assign elements to workstations, start with the column I
elements. Continue to the assignment procedure in order of column
number until the cycle time is reached. Go on until all elements are
allocated.

In general, this method provides a superior line balancing solution when

compared with the largest-candidate rule.
Line Balancing –Kilbridge and Wester’s method
Line Balancing –Kilbridge and Wester’s method
Line Balancing –Kilbridge and Wester’s method
3. Ranked positional weights method:
⚫ Ranked Positional Weight Heuristic
⚫ A single sequence is constructed
⚫ A task is prioritized by cumulative assembly time associated with itself
and its successors
⚫ Tasks are then assigned to the lowest numbered feasible workstation
PROCEDURE
Step 1: Calculate the ranked positional weight value (RPW) for each
element by summing the element’s Te together with the Te values for all
the elements that follow it in the arrow chain of the precedence diagram.
Step 2: List the elements in descending order of their RPW.
Step 3: Assign elements to stations according to RPW, avoiding
precedence constraint and time-cycle violations.

S(i) successor tasks to task i

PW(i) = ti + Σ tj ; j in S(i)
 Line Balancing
Ranked positional weights method
Let tasks be ordered, then Let PW(i) be the positional weight of tasks i
and let S(i) be the set of its successors. Thus
PW(i) = ti + ∑ tj ; j in S(i)

Task r Є S(i) if and only if there is a path of immediate successor

relations from i to r.
Let the Immediate Successors be IS(i) and the Immediate Predecessors be
IP(i)

The RPWH procedure as follows

1. Task ordering: For all i=1,2, …. N compute PW(i) and order the tasks
by increasing values of PW (i)
2. Task assignment: For ranked tasks i, assign them in sequence to the
first feasible station
Line Balancing – Ranked positional Weight Method
Line Balancing – Ranked positional Weight Method
Sample calculation
COMSOAL
4. COMSOAL - A Computerized Line Balancing Method
PROCEDURE :
Computer Method for Sequencing Operations for Assembly Lines
⚫ Simple record keeping to allow examination of many possible
sequences
⚫ Sequences are generated by random picking a task and
constructing subsequent tasks
⚫ New stations are opened when needed
⚫ Sequences that exceed the best solution are discarded
⚫ Better sequences become upper bounds

Step 1: Construct list A, showing all work elements in one column

and the total number of elements that immediately precede each
element in an adjacent column.
Step 2: Construct list B, showing all elements from list A that have
no immediate predecessors.
COMSOAL (for generation X trial)
⚫ Array of Number of Immediate Predecessors for each task i NIP(i)
⚫ Array of for which other tasks is i an immediate predecessor WIP(i)
⚫ Array of N tasks TK, c- available time remaining in current workstation
⚫ List of unassigned tasks A
⚫ List of tasks from A with all immediate predecessors assigned B
⚫ List of tasks from B with tasks times not exceeding remaining cycle time in the current
workstation F
1.- SET
x=0, UB=∞, cycle time, c=Tc
2.- Start new sequence:
SET x=x+1, A=TK, NIPW(i) = NIP(i)
3.- Precedence feasibility
FOR all i Є A, IF NIPW(i) = 0 , ADD i TO B
4. Time feasibility
FOR i Є B, IF ti < c ADD i TO F .
If F empty , 5 , otherwise 6
5.- Open new station
IDLE=IDLE + c , c = TC
If IDLE > UB , 2, otherwise 3
COMSOAL (contd’)
6.- Select task: SET m = card{F}
Random generate RN Є U(0,1)
LET i* = [m*RN] th TASK from F
Remove i* from A,B,F
c = c - ti
FOR ALL i Є WIP(i*), NIPW=NIPW-1
IF A EMPTY Go to 7, OTHERWISE Go to 3
7.- Schedule completion
IDLE = IDLE + c
IF IDLE < UB , UB = IDLE Go to STORE SCHEDULE
IF x = X , STOP, OTHERWISE Go to 2