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Presents a microcomputer‐based finite scheduling approach to effective planning and execution of make‐to‐order production. Going beyond the traditional application of scheduling algorithms to prioritize jobs through work centers, the finite scheduling approach can be used to establish “smart” promise dates, manage the jobs through the work centers and enable supervisors to meet these due dates in the dynamic MTO environment.

Using data from an operational jobshop and a simulation‐based finite scheduling algorithm linked to pre‐ and post‐processing capabilities developed in Access, this research provides specific examples of establishing smart due dates and managing resources to meet those dates. We provide some what‐ifs in order to more fully explore the benefits of a finite scheduling system.

Through use of actual jobshop data, the paper demonstrates that finite scheduling can be effectively performed on standard computing equipment. It also provides an understanding of finite scheduling and demonstrates that such a system can be of significant value in a MTO environment.

Future research could review/compare various ERP packages and their scheduling components to provide guidance on selection and implementation.

The paper clearly indicates that managers, even of smaller companies, should be considering the use of finite scheduling.

The paper provides a new approach to finite scheduling using a combination of simulation and Microsoft Access on a personal computer. Additionally, it provides a very useful presentation for practitioners who want an understanding of finite scheduling and why they need to implement it.

The purpose of this paper is to develop a methodology for automatically determining the optimal allocation of police officers in accordance with the division and organization of labor.

The problem is defined as the problem of the goal programming for which the mathematical model of mixed integer programming was developed. In modeling of the scheduling problem the approach police officer/scheme, based on predefined scheduling patterns, was used. The approach is applied to real data of a police station in Bosnia and Herzegovina.

This study indicates that the determination of monthly scheduling policemen is complex and challenging problem, which is usually performed without the aid of software (self-rostering), and that it can be significantly facilitated by the introduction of scheduling optimization approach.

The developed mathematical model, in its current form, can directly be applied only to the scheduling of police officers at police stations which have the same or a similar organization of work.

Optimization of scheduling significantly reduces the time to obtain a monthly schedule. In addition, it allows the police stations to experiment with different forms of organization work of police officers and to obtain an optimal schedule for each of them in a short time.

The problem of optimal scheduling of employees is often resolved in other fields. To the authors knowledge, this is the first time that the approach of goal programming is applied in the field of policing.

Describes the scheduling problem and JOB, then presents an extensive job shop scheduling session in which a variety of scheduling problems are encountered and overcome using JOB′s interactive scheduling option. The example shows how work orders may be created and scheduled, and the schedules evaluated, all within the framework of the JOB system. By working with typical job shop scheduling opportunities in a realistic though simulated environment, users will better understand the problems job shop schedulers actually face and will be better able to solve them.

Crowdsourcing platforms have emerged as an innovative way to generate ideas and solving problems. However, promoting sustained participation among crowdworkers is an ongoing challenge for most crowdsourcing platform providers. Drawing on self-determination theory, this study investigates the impacts of job autonomy on crowdworkers' sustained participation intention.

A survey of 212 crowdworkers from a leading crowdsourcing platform in China was conducted to empirically validate the model.

The empirical results lead to several key findings. First, the taxonomy of job autonomy in crowdsourcing contains three archetypes: work-scheduling autonomy, work-task autonomy, and work-method autonomy. Second, work-scheduling autonomy and work-method autonomy have more significant positive effects on temporal value than work-task autonomy, and this increase in temporal value increases crowdworkers' sustained participation intention. Third, work-task autonomy exerts a stronger influence on hedonic value than work-scheduling autonomy or work-method autonomy, and this increase in hedonic value also increases crowdworkers' sustained participation intention.

This study extends the crowdsourcing literature by examining the formation of crowdworkers' sustained participation and highlighting the role of differential effects of multidimensional job autonomy on crowdworkers' sustained participation. We believe that this study provides actionable insights into measures that promote crowdworkers' sustained participation in the crowdsourcing platform.

Presents work that addresses the issue of decision support for the operational management of subcontract manufacture. Theoretical study has been combined with empirical research and practical industrial investigation with regard to distributed manufacturing systems which incorporate subcontract manufacturing arrangements. There has been a particular focus on the study of resource planning and scheduling for subcontract manufacture in SMEs in the UK electronics assembly industry. This work led to the analysis, modelling, implementation and test of an object‐oriented advisory system to assist with scheduling for this domain which demonstrated the utility of a proposed concept of captivity‐based scheduling. Contemporary research in this area and existing commercial decision support solutions for manufacturing planning, scheduling and control in SMEs have been explored. Concludes that current commercial software systems for subcontract manufacture are underdeveloped. Further argues that software development tools and platforms are increasingly available to facilitate the creation of practical decision support systems for distributed organizational forms of manufacture.

IN our series of papers on Production Control in Aircraft Engineering, we have so far covered the following subjects: (1) Preproduction Planning (Dec. 1942), (2) The Production Plan (July 1944), (3) Shop‐loading (Aug. 1943), (4) Manufacturing Order Control (Jan. 1944), (5) A System of Works Control (September 1943). The British Standards Institution in their booklet 1100, Part I, Principles of Production Control, give 6 subjects as covering the entire field, (1) Scheduling, (2) Machine and Labour Utilization, (3) Stock Control, (4) Manufacturing Order Control, (5) Progressing, and (6) The Production Plan. It will therefore be seen that No. 1, Scheduling; No. 3, Stock Control; No. 5, Progressing, have not been covered. (Note: At this stage, we can assume that No. 2, Machine and Labour Utilization, was sufficiently dealt with in the Shop‐loading paper.)

Presents a new approach to working set generation for personnel scheduling problems. In full‐time (FT) and mixed‐workforce (MW) experiments, generates the schedules in the working sets from the use of two‐phase heuristic labour scheduling solution procedures. The solution procedures were implemented on a 386 microcomputer and did not require the specification of the size of the working sets in advance. In the FT experiment, the general set‐covering formulations (GSCFs) associated with the produced working sets were solved with integer programming. The new working set procedure yielded optimal integer solutions for all 36 test problems in the FT experiment. Owing to the size and complexity of the problem data in the MW experiment, the GSCFs associated with the working sets were solved with linear programming, and heuristic rounding procedures were applied to obtain feasible integer solutions. The mean labour costs of these solutions averaged 0.69 per cent less than the mean cost of solutions obtained via the application of heuristic rounding procedures applied to the linear programme solutions for the GSCFs associated with the master sets. Compares solution costs for the new working set method with those associated with other working set generation/refinement procedures. Results indicate that the new method produces lower solution costs in less control processing unit time.

Observes that managers of service operations frequently resort to using employees who are available for work only at limited times when labour supplies are tight or when they desire (or require) the scheduling flexibility offered by employees willing to work part‐time. Presents a triply‐implicit integer programming model for the optimal scheduling of shifts and breaks using employees who are each available for work only during an individually specified portion of the operating day. Compares the ease of solving the model, and four others, over two sets of test problems representing a range of conditions existing in service organizations. Concludes that the new model more compactly represents problems, particularly those with high flexibility, facilitating its solution to optimality.

Employees working nonstandard schedules outside the daytime hours of the Monday-Friday work week are increasing. Using Social Exchange Theory (SET), the purpose of this paper is to hypothesize relationships between scheduling preferences, attitudes, and retention indicators.

Survey data were collected from 343 US Postal Service mail processors (day, evening, or night shift; all shifts working weekends) from three cities. Multivariate analysis of covariance and multiple linear regression were used to test hypotheses related to participants’ perceptions of scheduling preferences and attitudes.

The authors found that preferences and attitudes toward shift worked had stronger relationships with each other and employee retention indicators for the night and evening shifts than the day shift, and these same relationships were stronger for the day shift when focussing on days of the week worked.

Although limited by generalizability concerns, this study provides a distinctive application of SET to work schedules and offers a unique perspective on how working nonstandard days and nonstandard times, individually, impact the employment relationship.

Better work schedule management, with increased flexibility and control, may be one way of reducing negative employee reactions to nonstandard schedules.

This study goes beyond the typical examinations of standard vs nonstandard shifts, to study multiple nonstandard shifts and examines the relationships of these schedules on employee retention variables, focussing on both shift and weekend work.

Productivity, based on estimated and actual hours, of most maintenance workers is only 30 to 50 per cent. Given the significance of maintenance to manufacturing competitiveness, it is surprising how little research is being carried out. Scheduling is a crucial component of maintenance management and is a focus of research. Identifies the areas of concern in maintenance scheduling and surveys representative work from the academic and practitioner literature. Specific points of practice and theory which need further investigation are pinpointed.