Human performance in industrial scheduling: A framework for understanding

Abstract

Planning and scheduling activities have a significant impact on the performance of manufacturing enterprises. Throughout the 1980s there was a belief that computer-led solutions would "solve" complex industrial planning and scheduling problems. However, in most manufacturing organizations, planning and scheduling still require significant human support to ensure effective performance. Although the contribution of these human resources is often highly valued, we are only beginning to develop a coherent body of knowledge that can contribute toward the successful integration of human and computer-based planning and scheduling systems. Here we examine the state of knowledge in this domain and identify the need for field investigations. We present a framework to facilitate research in human and organizational issues in planning and scheduling in manufacturing. A structured and detailed set of research questions is developed to underpin field studies. The framework focuses on understanding the scheduling environment, the process of scheduling, and related performance issues. The application of the framework is illustrated using our own field studies, where a number of specific research questions of practical importance have been identified: what scheduling is, who carries it out, what influences scheduling practice and performance, how schedulers actually schedule, what makes a good scheduler and schedule, and what support is needed. The framework makes a valuable contribution to advancing knowledge in an area of real practical benefit to contemporary manufacturing industry.

Coordination and Task Interdependence during Schedule Adaptation

“…The study adds to planning and scheduling theory by providing an organizational view on the determinants of rescheduling performance and by discussing alternative coordination structures between schedulers. In this way, the study responds to the call for research that investigates the impact of task design on schedule quality (MacCarthy, Wilson, & Crawford, 2001; McKay et al, 2002). Further, the paper demonstrates the relevance of a behavioral view on task interdependencies between schedulers.…”

An investigation of production workers’ performance variations and the potential impact of attitudes

“…Most modern technical systems are still reliant on human skills and cognitions (Badham, 1991;McEwan & Sackett, 1998;MacCarthy et al, 2001;Kontogiannis and Kossiavelou, 1999). Productivity, efficiency and safety outcomes have been considered greatly influenced by human interaction (Tepas, 1994;Das, 2001) and even the successful implementation of advanced technology itself has been found to be reliant on the organisation and motivation of workers (Majchrzak, 1997).…”

“…Consequently, organisations have increasingly adopted worker-centred practices to improve manufacturing strategy, quality, and inventory management (Dean and Snell, 1991) and these have been positively correlated with organisational effectiveness (Clegg et al, 2002). Consideration of worker issues is now seen as a key determinant of productivity and efficiency (Longenecker et al, 1998;MacCarthy et al, 2001;Das, 2001) and "sustainable competitive advantage" (Youndt, 1996).…”

Organizational, Systems and Human Issues in Production Planning, Scheduling and Control

“…They describe a range of methods that have been used successfully to capture key elements of the process, allowing detailed analysis of areas such as decision making. MacCarthy et al, (2001) broaden this discussion to develop a research framework to conduct and interpret studies of this type in industrial contexts. The framework focuses on understanding the environment, the planning and scheduling processes themselves and related performance issues.…”

“…New investigative tools and methods were developed (Crawford et al, 1999;MacCarthy et al, 2001) to capture scheduling contexts, for observation and interviewing of key personnel and for decision analysis. Feedback to participant schedulers and validation by them were important in obtaining reliable data.…”