Process Systems Engineering, 8. Plant Operation, Integration, Planning, Scheduling, and Supply Chain

Abstract

The article contains sections titled: 1. Introduction 1.1. The Planning/Scheduling Problem 1.1.1. Enterprise‐Wide Long‐Term or Strategic Planning 1.1.2. Short‐Term Production Scheduling 1.2. Current State of Integrated Management of Process Operations 1.2.1. Corporate Finances and International Issues 1.2.2. Product Development 1.2.3. Environmental Management 1.2.4. Sales and Marketing 1.2.5. Decision‐Making under Uncertainty 1.2.5.1. Reactive Approaches 1.2.5.2. Preventive Approaches 2. Process Planning and Scheduling 2.1. Resource Planning 2.1.1. Structure of the Production Facility 2.1.2. Mode of Operation 2.1.3. Inventory Policy 2.1.4. Resources Availability 2.1.5. Structure of Demand 2.1.6. Planning Horizon 2.1.7. Performance Index 2.2. Planning of New Product Development 2.3. Planning Problem Solution Approaches 2.3.1. Hierarchical Decomposition 2.3.2. Rolling Horizon Solution Strategy 2.3.3. Enumeration Procedures 2.4. Production Planning for Parallel Multiproduct Plants 2.4.1. Solution Strategy 2.4.2. Optimization Procedure 2.4.3. Industrial Applications 2.4.3.1. The Pigment Factory 2.4.3.2. Textile Production 2.5. Single‐Site Production Scheduling 2.5.1. Scheduling Requirements for Industrial Problems 2.5.2. Mathematical Models 2.6. Operation Under Uncertainty 2.6.1. Generation of Robust Schedules 2.6.2. Preventive Maintenance 2.6.3. Simultaneous Production and Maintenance Tasks Scheduling 2.6.4. Flexible Schedules 2.6.4.1. Mathematical Formulation 2.6.4.2. Processing Unit Allocation Constraints 2.6.4.3. Flexible Recipe Model 2.6.4.4. Recipe Flexibility Region 2.6.4.5. Associated Cost of Deviations from Nominal Conditions 2.6.4.6. Lower Bound on the Start Time of the Tasks 2.6.4.7. Duration of Tasks 2.6.4.8. Duration of the First Tasks 2.6.4.9. Sequencing Constraints 2.6.4.10. Tardiness and Earliness 2.6.4.11. Problem Objective Function 2.6.4.12. Illustrative Example 2.7. Heuristic/Stochastic Approaches 2.8. Software Support Tools 2.8.1. Planning 2.8.2. Scheduling 2.8.2.1. gBBS 2.8.2.2. Virtecs 2.8.2.3. BOLD 2.9. Benefits and Challenges of Scheduling/Planning Applications 2.10. Nomenclature 2.10.1. Scheduling 2.10.2. Flexible Schedules 3. Supply Chain Management 3.1. Supply Chain Modeling 3.1.1. Organizational Structure 3.1.2. Model Elements 3.1.2.1. SC Drivers 3.1.2.2. SC Decisions 3.1.2.3. SC Constraints 3.2. Supply Chain Operations Strategic and Tactical Issues 3.2.1. Operations Model 3.2.1.1. Traditional Design‐Planning of Supply Chain Networks 3.2.1.2. Flexible Design‐Planning of Supply Chain Networks 3.2.2. Economic Performance Indicator 3.2.3. Mapping Environmental Impacts within SCM 3.3. Treatment of Uncertainty 3.4. Detailed Scheduling Considerations in SC Design 3.5. Illustrative Example 3.5.1. The Design Problem 3.5.2. Testing Solutions Using the MPC Framework 3.5.3. Consideration of Failures 3.6. Supporting Software 3.7. Nomenclature 3.7.1. Traditional Design Planning of Supply Chain Networks 3.7.2. Flexible Design and Planning of Supply Chain Networks 3.7.3. Mapping Environmental (Additional Nomenclature) 3.7.4. Treatment of Uncertainty 3.7.5. Scheduling Consideration in SC Design 4. Conclusions and Future Directions 5. Acknowledgments