1GE303 Operations

Management

Operations Scheduling
Importance
Work flow equals cash flow!
Scheduling lies at the heart of work flow
Scheduling is the last stage of planning before
production
Scheduling is a timetable for
Performing activities
Utilizing resources
Allocating facilities

Effective scheduling can yield

Cost saving
Increases in productivity 2
Scheduling Context
Scheduling is constrained by multiple system
design decisions
System capacity
Product and/or service design
Equipment selection
Worker selection and training
Aggregate planning and master scheduling

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Scheduling Hierarchies

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Work Center
A work center is an area in a business in which
productive resources are organized and work is
completed
Can be a single machine, a group of machines, or an
area where a particular type of work is done
Can be organized according to
Function: route the job between work centers to
complete the work (order and machine)
Product flow-shop, assembly line, or cell
configuration
Scheduling Characteristics
Capacity
Infinite loading
work is assigned based on what is needed overtime
(Example: MRP)
No consideration is given to capacity or to the
sequence of work

Finite loading
Detail schedule by resource (what each is doing at
every moment)
Takes into account setup and run time
All schedules are feasible
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Scheduling Characteristics
Time
Forward scheduling
An order is scheduled forward in time until completed
An earliest completion date is known

Backward scheduling (Example: MRP)

Starts from a date in the future, possibly the due date
Schedules the needed operations is reverse sequence
A latest starting date allowing for completion of the
order on time is known

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Manufacturing Processes
and Scheduling Approaches
Type of Scheduling
Product Characteristics
Process Approach
Continuous Chemicals, Steel, Full automation, low Finite, forward,
process Cables, Liquids labor, one product machine limited
Finite, forward,
Automated equipment,
High- Automobiles, machine limited,
most equipment in
volume Textiles, Telephones just-in-time
lines

Infinite, forward,
Mid- Industrial parts,
Focused mini factories labor limited (often
volume high-end products
machine limited)
Machining centers
Prototype Infinite , forward,
Low- organized by function,
equipment, labor limited (some
volume high labor, general
specialized functions machine
job-shops purpose machines,
instruments limited)
little automation

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High Volume Systems
All jobs follow the same sequence
Scheduling Goals
smooth flow rate of goods or customers through the system
high utilization of labor and equipment

Scheduling Difficulties (rarely a single product)

Product change (as it implies different, even if slightly, inputs,
materials, processing requirements)
Avoid excessive inventory buildup
Disruptions may result in less-than-desired output

Success Factors
Process and product design; Optimal product mixes
Preventive maintenance and rapid repair when breakdowns occur
Minimization of quality problems
Reliability and timing of supplies
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Mid-Volume Systems
Outputs between standardized type of high-volume
and the make-to-order of job shops
Output rates are insufficient to continuous production
Intermittent Production

Periodically shifting from one product to another

Basic issues:
Job run size
Job timing

Job sequence

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Low-Volume Systems
Job Shop
Complex scheduling environment due to many
variations in requirements
Make-to-order products
Processing and material requirements
Processing time and processing sequence

Firm schedules are only possible after actual job

orders are received
Gantt Charts
Organize and visually display the use of resources over time

Trial-and-error schedules, to get an idea of different arrangements

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Gantt Charts

Infinite loading

Capacity over over

1 2 3 4 5 6

Finite loading

Capacity

1 2 3 4 5 6
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Priority Rules for Job
Sequencing
Rules used to select jobs processing order:
First-come, first-served (FCFS)

Shortest processing time (SPT)

Earliest due date first (EDD)

Slack time remaining (STR) first

Slack time remaining per operation (STR/OP)

Due DateCurrent Date

6. Critical ratio (CR) =
Number of days remaining

7. Last come, first served (LCFS)

8. Random order or whim

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Priority Rules
Assumptions
The set of jobs is known
No new orders arrive after processing begins
No jobs are canceled

Setup time is independent of processing time

Setup time is deterministic
Processing times are deterministic
There will be no interruptions in processing such as
machine breakdowns or accidents
No preemption is allowed

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Job Sequencing
Performance metrics
Job flow time
Amount of time since the job arrives until it is complete
(including waiting time)

Job lateness/earliness
Amount of time the job is delayed (ahead of time) in regards to
the due date

Makespan
The total time needed to complete a group of jobs from the
beginning of the first job to the completion of the last job

Average number of jobs

Jobs that are in a shop are considered to be WIP inventory

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Job Sequencing Example
Consider six jobs waiting to be processed at a work
center with processing time, including set up time, and
due dates as follows:
Jobs Processing Due Date
(arrival order) Time (days) (days to go)
A 2 7
B 8 16
C 4 4
D 10 17
E 5 15
F 12 18

Determine the sequence of jobs and corresponding

average flow time, average tardiness , average earliness,
and average number of jobs at work center for rules
FCFS, SPT, and EDD. 16
FCFS

Job Processing Flow Due Days Days

sequence time time date tardy early

Sum
1. Average flow time =
2. Average tardiness = Makespan =

3. Average earliness =
4. Average number of jobs at the work center =
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STP

Job Processing Flow Due Days Days

sequence time time date tardy early

Sum
1. Average flow time =
2. Average tardiness = Makespan =

3. Average earliness =
4. Average number of jobs at the work center =
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EDD

Job Processing Flow Due Days Days

sequence time time date tardy early

Sum
1. Average flow time =
2. Average tardiness = Makespan =

3. Average earliness =
4. Average number of jobs at the work center =
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CR

Job Processing Flow Due Days Days

sequence time time date tardy early

Sum
1. Average flow time =
2. Average tardiness = Makespan =

3. Average earliness =
4. Average number of jobs at the work center =
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Which Rule to choose
Guidelines for Selecting a Sequencing Rule
SPT most useful when shop is highly congested
Use SLACK for periods of normal activity
Use DD when only small tardiness values can be
tolerated
Use LPT if subcontracting is anticipated
Use FCFS when operating at low-capacity levels
Do not use SPT to sequence jobs that have to be
assembled with other jobs at a later date
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Example to practice
Consider five jobs with the following characteristics

PROCESSING DUE
JOB TIME DATE
A 5 10
B 10 15
C 2 5
D 8 12
E 6 8

Determine the sequence of jobs and corresponding

average flow time, average tardiness , average earliness,
and average number of jobs at work center for rules FCFS,
SPT, EDD, and Slack.
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Job Sequencing:
in two work centers
Johnsons Rule: minimizes makespan for a group of
jobs to be processed on two machines/work centers
Minimizes total idle time
The following conditions must be satisfied
Job time must be known and constant for each job at the work
center
Job times must be independent of sequence
Jobs must follow same two-step sequence
All jobs must be completed at the first work center before moving
to second work center

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Johnsons Rule:
Optimum Sequence
1. List the jobs and their times at each work center
2. Select the job with the shortest time
a. If the shortest time is at the first work center, schedule that job
first
b. If the shortest time is at the second work center, schedule the job
last.
c. Break ties arbitrarily

3. Eliminate the job from further consideration

4. Repeat steps 2 and 3, working toward the center of
the sequence, until all jobs have been scheduled

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 Johnsons Rule: Example
The following table shows the processing time (in minutes)
required for 5 jobs on two work centers: A D B E C
Job Time (work center 1) Time (work center 2)

A 2 5
B 7 9
C 3 1
D 4 8
E 9 4

Smallest processing time Smallest processing time at

Smallest processing time the second work center
at the first work center
at the second work center Job C => Last
Job A => First
Job E => Last (before C)
Smallest processing time
at the first work center
Job D => First (after A)
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Johnsons Rule: Example
Job Sequence A D B E C

A D B E C Work Station 1
2 6 13 22 25
Idle time

A D B E C Work Station 2
2 7 15 24 28 29

Completion time = 29
Idle time = 2 or 2+4=6 if Work Station 1 waits

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Scheduling Difficulties
Come from the variability in
Setup and processing times
Interruptions
Changes in the set of jobs

Optimal solutions can only be found for small job sets

n! possibilities
To cope with them
Set realistic due dates
Focus on bottleneck: schedule bottleneck operations first.
Consider lot splitting of large jobs

Often works best when there are large differences in job times
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Shop-Floor Control:
Major Functions
Assigning priority of each shop order
Maintaining work-in-process quantity information
Conveying shop-order status information to the office
Providing actual output data for capacity control
purposes
Providing quantity by location by shop order for WIP
inventory and accounting purposes
Providing measurement of efficiency, utilization, and
productivity of manpower and machines

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Monitoring
Work package
Shop paperwork that travels with a job

Gantt Chart
Shows both planned and completed activities against a time scale

Input/Output Control
Monitors the input and output from each work center

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 Gantt Chart

Behind schedule Completed

Milling machine Job A12 Activity
Ahead of schedule
Grinding machine Job B23
On schedule Scheduled
Turning machine Job C34 Activity

2 4 6 8 10 12 14
Today's date Days

Gantt Chart shows both scheduled and completed

activities against a time scale
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Input/Output Control
Work
Input Output
Center

Planned input should never exceed planned output

Focuses attention on bottleneck work centers

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Principles of Work Center
Scheduling
Direct equivalence between work flow and cash flow
Effectiveness of any job shop should be measured by
speed of flow through the shop
Schedule jobs as a string, with process steps back-to-
back
A job once started should not be interrupted
Speed of flow is most efficiently achieved by focusing
on bottleneck work centers and jobs
Reschedule every day

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Principles of Work Center
Scheduling
Obtain feedback each day on jobs that are not
completed at each work center
Match work center input information to what the
worker can actually do
When seeking improvement in output, look for
incompatibility between engineering design and
process execution
Certainty of standards, routings, and so forth is not
possible in a job shop, but always work towards
achieving it
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Personnel Scheduling in
Services
Scheduling consecutive days off
Scheduling daily work times
Scheduling hourly work times

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Personnel Scheduling
Heuristic
Let N = no. of workers available
Di = demand for workers on day i
X = day working
O = day off
1. Assign the first N - D1 workers day 1 off. Assign the next
N - D2 workers day 2 off. Continue in a similar manner
until all days have been scheduled
2. If number of workdays for full time employee < 5, assign
remaining workdays so consecutive days off are possible
3. Assign any remaining work to part-time employees
4. If consecutive days off are desired, consider switching
schedules among days with the same demand
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 Employee Scheduling
DAY OF WEEK M T W TH F SA SU
MIN NO. OF
WORKERS REQUIRED 3 3 4 3 4 5 3

Taylor
Smith
Simpson
Allen
Dickerson

Phase I:
Completed schedule that satisfies requirements

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Employee Scheduling
DAY OF WEEK M T W TH F SA SU
MIN NO. OF
WORKERS REQUIRED 3 3 4 3 4 5 3

Taylor
Smith
Simpson
Allen
Dickerson

Phase II:
Revise schedule to have consecutive days
off for most employees

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Automated Scheduling
Systems
Staff Scheduling
Assign workers to standardize shift patterns

Schedule Bidding
Workers bid for certain shift positions or schedules

Schedule Optimization
Creates demand-driven forecast of labor needs
Assigns workers to variable schedules

Uses mathematical programming and artificial intelligence

techniques

Copyright 2011 John Wiley & Sons, Inc. 17-38