Lot sizing and scheduling: a survey of practices in Brazilian companies

Difficulties observed in hydroelectric turbine projects management: evidence from case studies

“…The failure to complete this phase or misunderstanding the demands of each stakeholder can cause problems for the project. Finally, regarding the schedule, some authors (Keegan et al, 2017;Love et al, 2018;Martinsuo and Hoverfält, 2018;Myrelid, 2017;Tomotani and de Mesquita, 2018;Wu et al, 2017) emphasize the importance of managers properly debating the time and resources allocated to each activity and critically analyzing the feasibility of complying with the schedule while still in the planning phase Specifically regarding D3 (Difficulty in allocating human resources and defining responsibilities for team members), according to the kind of project, the human resources allocation can be a great challenge, since projects often require skills that are not developed or present in the work team (Bryde et al, 2018;Iyer and Banerjee, 2016;Keegan et al, 2017;Martinsuo and Hoverfält, 2018;Yng et al, 2018). Especially when it is considered the hydroelectric turbines, the teams work on projects for these mechanical sets for some time, so it is not difficult to allocate human resources to these activities, as is often presented in other works.…”

“…In other studies (Butt et al, 2016;Oliveira et al, 2018), authors argue that many managers have difficulties understanding who the stakeholders and their interests are, thus compromising activities throughout the project. The need to change project scope a posteriori requires to rework can cause several delays (Iyer and Banerjee, 2016;Martinsuo and Hoverfält, 2018;Tomotani and de Mesquita, 2018) and additional costs (Ahsan and Gunawan, 2010). Difficulties are also observed when managers partition the scope into specific objectives to be achieved by teams (Khamooshi and Golafshani, 2014;Martinsuo and Hoverfält, 2018;Tomotani and de Mesquita, 2018;Yaghootkar and Gil, 2012).…”

“…The need to change project scope a posteriori requires to rework can cause several delays (Iyer and Banerjee, 2016;Martinsuo and Hoverfält, 2018;Tomotani and de Mesquita, 2018) and additional costs (Ahsan and Gunawan, 2010). Difficulties are also observed when managers partition the scope into specific objectives to be achieved by teams (Khamooshi and Golafshani, 2014;Martinsuo and Hoverfält, 2018;Tomotani and de Mesquita, 2018;Yaghootkar and Gil, 2012). Scope, strategies and objectives must remain consistent among different areas and hierarchical levels (Corrêa et al, 2018).…”

When providing optimistic and pessimistic scenarios can be detrimental to judgmental demand forecasts and production decisions

“…Decision makers tend to have difficulties in making decisions with multiple objectives optimally (Goodwin and Wright, 2014) so that they tend to resort to heuristics, such as focussing on a single, most important objective (Payne et al, 1993). There is limited evidence in the literature on which objectives are commonly prioritised, but a survey of Brazilian companies found that maximising customer service levels was considered to be the main objective of practitioners (Tomotani and de Mesquita, 2018). However, even focusing on a single objective like this is likely to be difficult, given the uncertainty involved, while the requirement to assign limited capacity amongst different products compounds the problem.…”

Development of a Tool Cost Optimization Model for Stochastic Demand of Machined Products

“…Research in the field of cost optimization modelling for stochastic inventory management and control has significantly intensified over the past few decades [1]. The ability to minimize the overall production cost of a machining process while adapting to the ever growing levels of stochasticity in the open market can be considered a major step towards its competitiveness.…”