LINE OF BALANCE TECHNIQUE

The line of balance technique is a useful scheduling tool when there is a fixed quantity of a customized product that is to be delivered to a client over a period of time. Elements of the line of balance technique include the following. Delivery schedule Assembly/lead time chart
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RUN OUT TECHNIQUE

The run-out method of scheduling is a way of scheduling: Standard products as opposed to those that are custom made to order. Products that go into inventory awaiting delivery to clients. When there is limited production capacity such that each product is produced in a batch quantity on the same assembly line or in the same processing unit.
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Approaches of run out technique

Products are produced in fixed inventories quantity
Run-out time for product X = current inv. Of product X / current demand of product X

Aggregate run-out time method

Aggregate run-out time = total equivalent processing time available / total processing time required

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OPTIMIZED PRODUCTION TECHNOLOGY

It is a computerized production, planning, and scheduling tool developed in 1979 by Creative Output of Milford, USA. It is useful for coordinating engineering, manufacturing and marketing operations in a job shop, or a work centre where there is repetitive manufacturing. The OPT software gives a detailed description of the network, defining variables of the resources used such as set up times, production run times, inventory levels, lot sizes, lead times, order quantities and due dates.
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The nine rules of OPT are as follows

Rule 1: Balance flow of material instead of capacity. Rule 2: Use of a non-bottleneck is determined by other constraints in the system.

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Bottleneck capacity=100units/hr output=100units/hr

Non-bottleneck capacity=200units/hr output=100units/hr

Rule 3: Utilization and full employment of a resource are not synonymous.

1
Non- bottleneck Capacity = 400 units/hr Output = 400 units/ hr Bottleneck

3
Bottleneck Capacity = 150 units/hr Output = 150 units/ hr

4
Non- bottleneck Capacity = 250 units/hr Output = 150 units/ hr

Capacity = 300 units/hr Output = 300 units/ hr

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Rule 4: An hour lost on a bottleneck resource is an hour lost on all the system. Rule 5: An hour saved on a non-bottleneck source is just a mirage.
Input 400 units/hr

Bottleneck 1 Before 2 1

Bottleneck 2 After
Capacity = 200 units/hr Output = 200 units/ hr
Capacity = 280 units/hr Output = 200 units/ hr

Capacity = 200 units/hr Output = 200 units/ hr

Capacity = 250 units/hr Output = 200 units/ hr

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Rule 6: Bottlenecks govern both throughput and the accumulation of inventory.

Input 400 units/hr

Bottleneck 1 2
Capacity = 300 units/hr Output = 300 units/ hr

3
Capacity = 150 units/hr Output = 150 units/ hr

4
Capacity = 250 units/hr Output = 150 units/ hr

Capacity = 400 units/hr Output = 400 units/ hr

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Rule 7: The size of transfer batch does not need to be equal to the process batch.
Rule 8: Lot sizes should be variable and not fixed.

Rule 9: Schedules must be established by taking into account all system constraints.

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