EPT2602/103/0/2024

Tutorial Letter 103/0/2024

Engineering Production Technology II

EPT2602

ASSIGNMENT 1

Department of Industrial Engineering

This tutorial letter contains important information

about your module.

BARCODE
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ASSIGNMENT 1

QUESTION 1

1.1 Differentiate between scheduling for service operation and scheduling for
manufacturing operation. (4)

(any 2 from each)

• In manufacturing, the scheduling emphasis is on machines and materials√; in

service, it is on staffing levels√.

• Inventories can help smooth demand for manufacturers√, but many service
systems do not maintain inventories√.

• Services are labor intensive, and the demand for this labor can be highly variable.

• Legal considerations, such as wage and hour laws and union contracts that limit
hours worked per shift, week, or month, constrained scheduling decisions.

• Because services usually schedule people rather than material, behavioral, social,
seniority, and status issues complicates scheduling.

1.2 A company has the following ten jobs that are awaiting processing at their 3D print
shop. Processing times as well as due dates are given in the table. If today is day
50 on the planning calendar, determine the optimum sequence of the jobs using
the critical ratio rule. Show full calculations. (6)

Job Job due date Job processing time

(days)
A 70 13

B 85 15

C 72 8

D 63 9

E 94 20

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F 70 12

G 84 24

H 100 18

I 78 9

J 110 25

0.40 Marks each

Job Job due date Job processing time Critical ratio

(days)
A 70 13

B 85 15

C 72 8

D 63 9

E 94 20

F 70 12

G 84 24

H 100 18

I 78 9

J 110 25

Optimum sequence of job according to the critical ratio: G-D-A-F-E-B-J-C-H-I√√

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1.3 The following eight (8) jobs are ready for scheduling at a job shop in Rosslyn.
Today on the planning calendar is day 100, and none of the jobs have been
started or scheduled yet:

Job Production Days Date Order Due

Needed
A 2 110
B 10 125
C 5 115
D 8 130
E 6 108
F 3 114
G 4 140
H 11 130

Using the shortest processing time (SPT) and the earliest due date (EDD)
scheduling techniques, determine the following:

1.3.1 The scheduling of the jobs. (2)

SPT: A-F-G-C-E-D-B-H

EDD: E-A-F-C-B-D-H-G

1.3.2 The average job lateness of the job schedules above. Show full
calculations. (8)

SPT

0.1666 marks each for Flow time, completion time and Job lateness

Production Date
Flow Today's Completion Job
Job Days Order
time date time lateness
Needed Due

A 2 110 2 100 102 0

F 3 114 5 100 105 0
G 4 140 9 100 109 0
C 5 115 14 100 114 0
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E 6 108 20 100 120 12

D 8 130 28 100 128 0
B 10 125 38 100 138 13
H 11 130 49 100 149 19
165 44

Average job lateness= 44/8=5.5 days√

EDD

Production Date
Flow Today's Completion Job
Job Days Order
time date time lateness
Needed Due

E 6 108 6 100 106 0

A 2 110 8 100 108 0
F 3 114 11 100 111 0
C 5 115 16 100 116 1
B 10 125 26 100 126 1
D 8 130 34 100 134 4
H 11 130 45 100 145 15
G 4 140 49 100 149 9
195 30

Average job lateness= 30/8=3.75 days√

[20]

QUESTION 2

2.1 The following eight (8) jobs are ready to be processed through a two-step
operation at a paint shop in Silverton, in an order of operation 1 before operation
2. The processing times for each operation (in hours) are as follows:

Job Operation 1 Operation 2

A 2 3
B 4 2
C 3 1
D 1 3

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E 4 5
F 8 6
G 6 4
H 7 7

2.1.1 Using the Johnson’s rule, determine a sequence that will minimize the total
completion time for these jobs and illustrate your answer graphically. (8)

2 Marks

D A E H F G B C

0.4 marks each for correct scheduling

2.2 Johannesburg Hospital is extending its emergency ward. The project activities,
activity times as well as the precedence relationships for this project are shown in
the table below:

Activity Immediate Duration

Predecessor (weeks)

A None 3
B None 2
C A, B 4
D C 5
E B,C 6
F D, E 6
G F 8

2.2.1 Draw the Gantt chart for the project. (7)

1 mark for each correct

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2.2.2 Determine the critical path for the project. (2)

A-C-E-F-G√√

2.2.3 What is the expected project completion date? (2)

27 Weeks as per the critical path√√

[19]

QUESTION 3

3.1 Discuss ways in which a retailer such as Checkers supermarket should manage
and monitor their inventory. (6)

Student’s own answer

• good personnel selection, training and discipline.

• Tight control of incoming shipments.

• Effective control of all goods leaving the facility.

3.2 To build a composite deck, the following eight (8) major activities are undertaken.
The activities have been labelled A to H. The activities’ optimistic, pessimistic and
most likely times (in weeks) as well as their predecessors are shown in the table
below.

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Task Immediate a m b
predecessor/s
A None 3 4 5
B None 2 4 6
C A 7 8 10
D B 4 7 9
E C,D 3 5 7
F E 1 2 4
G C,F 5 8 9
H F 3 6 8

3.2.1 Determine the expected time and the variance of each project activity.
Convert the expected time to the nearest whole number (12)

0.75 marks each

Task Immediate Expected Variance

predecessor/s time

A None 4 0.11
B A 4 0.44
C B 8.17≈ 8 0.25
D B,C 6.83≈ 7 0.69
E D 5 0.44
F D,E 2.17≈ 2 0.25
G C,E,F 7.67≈ 8 0.44
H G 5.83≈ 6 0.69

3.2.2 Determine the critical path and completion time of the project. (4)

Length of critical path = 27 weeks√√

Project critical path= A-C-E-F-G√√

3.2.3 Determine the project standard deviation. (2)

Project variance= variance of the critical path

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3.2.4 What is the probability that the project will be completed two weeks before
the project completion time? (3)

√√
The probability of completing the job before the due date is 0.0505 = 5.05 %√

[27]

QUESTION 4

4.1 Describe the objectives of a work breakdown structure (WBS) in project

management. (6)

One of the first steps in establishing the project’s objectives, is to carefully break it
down into manageable parts. This work breakdown structure (WBS) defines the
project by dividing it into its major tasks, which are then subdivided into more
detailed components, and finally into a set of activities and their related costs. This
breakdown is critical for the successful scheduling and management of the project

Making a WBS is the first step in developing a project schedule. It defines all the
work that needs to be completed (and in what order) to achieve the project goals
and objectives. By visualizing your project in this manner, you can understand
your project scope, and allocate resources for all your project tasks

A WBS helps avoid common project management issues such as missed

deadlines, scope creep and cost overrun, among others.

Project scope may include several phases or smaller sub-projects—and even

those sub-projects can be broken down into tasks, deliverables, and work
packages. WBS can help you manage those items, and gain clarity into the details
needed to accomplish every aspect of your project scope. [source: What Is a Work
Breakdown Structure (WBS) In Project Management? (projectmanager.com)]

4.2 ZAR Carpet and Trim installs carpets in commercial offices. The company has
been given a new contract to install carpets at a new office block in Renbo office
park. A list of activities and their predecessor/s are shown below.

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Activity Immediate Activity

Predecessor/s time

A - 5
B - 3
C A 8
D B,C 10
E C 6
F B,D 4
G E,F 7
H E 5

4.2.1 Complete the table below to complete the forward and backward passes for
the project. (14)

Activity Immediate Activity Early Early Late Late Slack

Predecessor/s time Start Finish Start finish

A - 5
B - 3
C A 8
D B,C 10
E C 6
F B,D 4
G E,F 7
H E 5

Activity Immediate Activity Early Early Late Late Slack

Predecessor/s time Start Finish Start finish

A - 5 0 5 0 5 0
B - 3 0 3 10 13 10
C A 8 5 13 5 13 0
D B,C 10 13 23 13 23 0
E C 6 13 19 21 27 8
F B,D 4 23 27 23 27 0
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G E,F 7 27 34 27 34 0
H E 5 19 24 29 34 10

[20]

QUESTION 5

5.1 A company delivers closed-cell foam to a bike seat manufacturer in Rosslyn two
(2) times a year. The reorder point without safety stock is 40 units. The holding
cost is R120 per unit per year, and the cost of a stockout is R160 per unit. Below
are the demand probabilities during the reorder period:

Demand during reorder Probability

period
0 0.05
20 0.15
40 0.25
60 0.20
80 0.20
100 0.15

5.1.1 Calculate the amount of safety stock the company needs to carry to
minimise total costs (holding + stockout). Show full calculations. (10)

Corresponding safety stock = 0.25 marks x 4 = 1

Demand during reorder Corresponding

period safety stock level
0
20
40 dl-40= 0
60 dl-60 = 20
80 dl-80= 40
100 dl-100= 60

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Safety stock Additional Stockout cost Total cost

carrying cost
0 R0 𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆 𝑐𝑐𝑐𝑐𝑐𝑐𝑐𝑐 R0 + R6720=
= [(20 × 0.20 × 160
R6720
× 2)
+ (40 × 0.20 × 160
× 2)
+ (60 × 0.15 × 160
× 2)
= 𝑅𝑅1280 + 𝑅𝑅2560
+ 𝑅𝑅2880 = 𝑅𝑅6720

20 R120 x 20 = R2400 𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆 𝑐𝑐𝑐𝑐𝑐𝑐𝑐𝑐 R3200 + R2400=

= [(20 × 0.20 × 160
R5600
× 2)
+ (40 × 0.15 × 160
× 2)
= 𝑅𝑅1280 + 𝑅𝑅1920
= 𝑅𝑅3200

40 R120 x 40 = R4800 𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆 𝑐𝑐𝑐𝑐𝑐𝑐𝑐𝑐 R4800 + R960 =

= (20 × 0.15 × 160
R5760
× 2) = 𝑅𝑅960

60 R120 x 60 = R7200 R0 R7200

Safety stock of 40 units will minimise the costs.

5.2 A textile manufacturing company orders 50 000 kilograms of regenerated fibres

annually from a supplier at R30 per kilogram. The supplier offered the company
different price discounts to attract large orders. The holding cost per unit per year
is 15% of the unit cost and the ordering cost is R45 per order. The price structures
are shown below:

Quantity (kgs) Unit price

1-1000kg R30

1001-2000kg R28

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2001kg+ R26

5.2.1 Which price structure must the company select to keep costs low? Show full
calculations (10)

√√

√√

√; Adjusted to 2001

√√

A quantity of 2000+ units must be ordered to keep inventory costs low

[20]

TOTAL MARKS = 106

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UNISA 2024

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