The use of repair as an alternative to the replacement of products is a growing trend in many industries, especially those employing expensive assets. Repair shop environments are characterized by a greater degree of uncertainty than traditional job or assembly shop environments, and this introduces unique managerial complications. In this study, scheduling policies are examined in the repair shop environment where no end-item spares are available or where the spares stocking decision is deferred until the minimum obtainable flowtimes for end-items are established. Previous studies of scheduling policies have focused on the case where spares are allowed and have not considered all of the sources of variation in the repair environment. The model developed in this study incorporates these sources of uncertainty, as well as other factors likely to influence repair shop performance. The results show that the variability in repair shops is sufficiently higher than in traditional job or assembly shops to warrant different scheduling policies than those previously reported. The choice of scheduling policy to provide minimum flowtimes and RMS tardiness is operating-environment specific, and clear guidelines are presented for the manager in a repair shop environment.
All Science Journal Classification (ASJC) codes
- Strategy and Management
- Management Science and Operations Research
- Industrial and Manufacturing Engineering