Extending the RCPSP for modeling and solving disruption management problems

Kuster, Jürgen; Jannach, Dietmar; Friedrich, Gerhard

doi:10.1007/s10489-008-0119-x

Cited by 32 publications

(17 citation statements)

References 41 publications

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“…Yet, other authors propose to model the problem as an extended resource-constrained project scheduling problem (x-RCPSP) (Kuster, Jannach, and Friedrich 2009). The x-RCPSP is based on the definition of alternative activities, i.e., different ways to perform the same activity in a faster way by allocating additional resources to it.…”

Section: Related Workmentioning

confidence: 99%

Using simulation to estimate critical paths and survival functions in aircraft turnaround processes

Antonio¹,

Juan²,

Calvet³

et al. 2017

2017 Winter Simulation Conference (WSC)

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In the context of aircraft turnaround processes, this paper illustrates how simulation can be used not only to analyze critical activities and paths, but also to generate the associated survival functions-thus providing the probabilities that the turnaround can be completed before a series of target times. After motivating the relevance of the topic for both airlines and airports, the paper reviews some related work and proposes the use of Monte Carlo simulation to obtain the critical paths of the turnaround process and generate the associated survival function. This analysis is performed assuming stochastic completion times for each activity in the process-which contrast with current practices in which deterministic times are usually assumed. A series of numerical experiments considering the Boeing 737-800 aircraft are carried out. Different levels of passengers' occupancy are analyzed, as well as two alternative designs for the turnaround stage.

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Section: Related Workmentioning

confidence: 99%

Using simulation to estimate critical paths and survival functions in aircraft turnaround processes

Antonio¹,

Juan²,

Calvet³

et al. 2017

2017 Winter Simulation Conference (WSC)

View full text Add to dashboard Cite

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“…This turnaround process can be interpreted as a (small) project and it can be organized in different ways, cf. Kuster et al (2009). Table 1 presents a strongly simplified version of the flexible turnaround process.…”

Section: Practical Example: the Aircraft Turnaround Processmentioning

confidence: 99%

“…Therefore, the developed methods for stochastic project networks consider a problem class different from the RCPSP-PS treated in this paper. Kuster et al (2009) and Kuster et al (2010) address disruption management problems at airports with alternative process implementation paths. The basic assumptions are similar to the RCPSP-PS.…”

Section: Related Literaturementioning

confidence: 99%

Scheduling resource-constrained projects with a flexible project structure

Kellenbrink

Helber

2015

European Journal of Operational Research

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Scheduling resource-constrained projects with a flexible project structure Diskussionsbeitrag AbstractIn projects with a flexible project structure, the activities that have to be scheduled are not completely known beforehand. Instead, scheduling such a project includes the decision whether to carry out particular activities at all. This also effects precedence constraints between the finally implemented activities. However, established model formulations and solution approaches for the resource-constrained project scheduling problem (RCPSP) assume that the project structure is given in advance. In this paper, the traditional RCPSP is hence extended by a highly general model-endogenous decision on this flexible project structure. This is illustrated by the example of the aircraft turnaround process at airports. We present a genetic algorithm to solve this type of scheduling problem and evaluate it in an extensive numerical study.

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“…A microscopic turnaround model was introduced which applies flight-specific trigger parameters and process variations for cleaning and boarding to actively manage delayed turnaround operations ( Schultz et al, 2013 ). Further turnaround control options are proposed in ( Kuster et al, 2009 ), while several analytical approaches target the optimal allocation of airport resources, such as ground handling equipment ( Andreatta et al, 2014 ; Padrón et al, 2016 ), pushback trucks ( Du et al, 2014 ), de-icing slots ( Norin et al, 2012 ), and aircraft stands ( Dorndorf et al, 2017 ; Dijk et al, 2019 ). Future research will concentrate more on an integrated view of aircraft handling, which evaluates delays also concerning self-connecting passengers ( Ali et al, 2019 ) or coupled ground and flight operations ( Rosenow and Schultz, 2018 ) to include them into the optimization of ground procedures.…”

Section: Introductionmentioning

confidence: 99%

Future aircraft turnaround operations considering post-pandemic requirements

Schultz

Evler

Asadi

et al. 2020

Journal of Air Transport Management

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Air Transportation is a major contributor to international mobility and has high requirements to ensure safe and secure operations. Aircraft ground operations are impacted significantly by the current pandemic situation so that standard operating procedures need a redesign to incorporate the upcoming sanitation requirements. In particular, the passenger boarding process is challenged with requirements for physical distances between passengers, while in addition to standard cleaning, the cabin has to be disinfected after each flight. We evaluate potential alterations of these two aircraft cabin processes with respect to a pre-pandemic reference aircraft turnaround. The implementation of microscopic approaches allows to consider individual interactions and a step-wise process adaptation aiming for an efficient operational design. We find a significant extension of boarding times (more than doubled) if the physical distance rule is applied. The new disinfection process further extends the critical path of the turnaround, so we see a high impact on airport and airline operations. To compensate for the increased workload and process times, we provide an integrated cleaning and disinfection procedure with additional personnel. Our results indicate that the pre-pandemic turnaround times cannot be maintained for the same seat load, even if the process adaptations are being implemented. However, a seat allocation scheme with empty middle-seats (seat load of 67%) and the use of an apron position (additional use of rear aircraft door for boarding) enable pre-pandemic turnaround times without additional cleaning personnel. Aircraft turnarounds at terminal positions require between 10% (with additional personnel) and 20% (without additional personnel) more ground time.

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Extending the RCPSP for modeling and solving disruption management problems

Cited by 32 publications

References 41 publications

Using simulation to estimate critical paths and survival functions in aircraft turnaround processes

Using simulation to estimate critical paths and survival functions in aircraft turnaround processes

Scheduling resource-constrained projects with a flexible project structure

Future aircraft turnaround operations considering post-pandemic requirements

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