Scheduling

Sivaram kotha
Topics:
Definition & Objectives of Scheduling.
Scheduling Terminology
Scheduling Techniques
Definition & Objectives of Line balancing
Terms Used in Line Balancing
Procedure of Line Balancing
Methods/Heuristics of Line Balancing
 Definition & Objectives of Scheduling
“ It is defined as arrangement of the jobs in the order of
their priority by fixing time and date when each job is to be
completed.”
• It decides when the work has to start and to end in a
particular day.
• It is one of the important planning function in PPC.
• Scheduling is the final stage in the production planning. It is
the stage at which all the production activities are
coordinated and projected on a time scale. A production
schedule is infact a timetable representing what machine or
department should be doing what and when.
 Objectives / policies of Scheduling
• Customer satisfaction
-The prepared schedule should meet the delivery dates of a customer to get
repeated orders.
• Cost optimization
-An ideal schedule should avoid the early or late completion of job.
-Early completion of job increases the cost of carrying work in progress
and finished goods inventory in the organization.
-Late completion of job leads to under utilization of man and machines.
• Increase the efficiency by minimizing the under utilization of the capacity.
• Reduce variances in the transformation process
-There are two major issues during transformation process:
1. Over loading at work center (Job waiting)
2. Lack of sufficient load on the ideal machine.(Machine waiting)
• Employ Focus/skill on Scheduling
Some times scheduler should plan based on the availability of key employ.
 Scheduling Terminology
Processing time or Performance time (tj):
It is a time required to process the job “j” which include
both processing time and machine set-up time.
Due date (Dj):
It is a committed time/date at which job “j” is to be
completed.
Completion/Flow Time(Cj or Fj):
• Amount of time at which job “j” spends in a production
system.
• It is a time at which job “j” completed in a sequence.
Cj or Fj = Cj -1+ tj

Note: Cj-1 is zero for the first job in the sequence.

 Performance Measures of Scheduling
Average Completion/Mean Completion Time:
• It is the mean of completion times of all the jobs in a sequence.
• Also called as Mean Flow Time.

C1,C2,……Cn are the completion time upto job ‘n’

Lateness (Lj):
• Amount of time by which the job completion time of job “j”
differs from the due date of job “j”.
Lj = Cj – Dj
• If ‘Cj – Dj ’ is positive then i.e Tardiness and the job is said to
be completed after due date. Tardiness is denoted by ‘Tj ’.
• If ‘Cj – Dj ’ is negative then i.e Earliness and the job is said to
be completed before due date. Earliness is denoted by ‘Ej ’.
 Performance Measures of Scheduling
Average Tardiness:
• It is the mean of tardiness of all the jobs in a sequence.
• Also called as Mean Tardiness:

T1,T2,……Tn are the tardiness up to job ‘n’

Note: ‘Tj’ is zero when job’j’ has negative ‘Lj’
Average Earliness:
• It is the mean of earliness of all the jobs in a sequence.
• Also called as Mean Earliness:

E1,E2,……En are the earliness up to job ‘n’

Note: ‘Ej’ is zero when job ‘j’ has positive ‘Lj’
Scheduling Techniques for Single Machine Scheduling
• There are several methods in scheduling problem to identify the
optimal job sequence to improve the performance measures.
Scheduling Techniques for Single Machine Scheduling:
• Shortest Processing Time Rule(SPT):
According to this rule, next job in the sequence to be
processed is the one which has minimum processing time.
Ex:
Job A B C D
Processing 2 10 5 4
Time(Days)

Optimal job sequence: A-D-C-B

• SPT rule can be used to minimize average flow time.
Scheduling Techniques for Single Machine Scheduling
• Earliest Due Date Rule(EDD):
According to this rule next job in the sequence to be
processed is the one which has nearest due date.
Ex:
Job A B C D
Processing 20 10 5 15
Time(Days)
Due date 15 11 6 17

Optimal job sequence: C-B-A-D.

• EDD Rule can be used to minimize average tardiness.
Scheduling Techniques for Single Machine Scheduling
• First Come First Served Rule(FCFS):
Next job to be processed is the one which has arrived first in
the waiting line.
Ex:
Job A B C D
Processing 2 10 5 4
Time(Days)

Optimal job sequence: A-B-C-D

• FCFS rule can not help in processing rush orders.
Scheduling Techniques for Single Machine Scheduling
• Least Slack Time Rule(LST):
According to this rule next job in the sequence to be
processed is the one which has minimum slack time.
• Slack time is the amount of time that the processing time of job
‘j’ deviated from it’s due date.
S j = D j – tj
Job A B C D
Ex: Processing Time (tj) 10 8 5 15
Due date(Dj) 15 11 6 17
Slack time (Sj ) 5 3 1 2

Optimal job sequence: C-D-B-A.

• LST Rule can be used to minimize average tardiness.
 Scheduling Techniques for Single Machine Scheduling
• Critical Ratio Rule(CR):
According to this rule next job in the sequence to be
processed is the one which has minimum critical ratio.
• Critical ratio is the ratio of due date of job “j” to the processing
time of the job “j”.

Job A B C D
Ex:
Processing Time (tj) 10 8 5 15
Due date(Dj) 15 11 6 17
Critical Ratio(CRj ) 1.5 1.37 1.2 1.13

Optimal job sequence: D-C-B-A.

 Line of balance
• LOB is a management control process for collecting, measuring
and presenting facts relating to time, cost and accomplishment
and all measured against a specific plan. It shows the process,
background, timing and phasing of project activity. Thus
providing the management with measuring tools that helps in
the following cases
1. Compare the actual progress with a formal objective plan.
2. Examining only the deviation from established plans and
gauging their degree of curiosity.
3. Receiving timely information concerning trouble area and
indicating areas where correct action is required.
4. Forecasting future performance.
the LOB itself is a graphical device that enables a manager to
see at a single glace which activities of an operation are in balance.
LOB chart shows where the problem is but not necessarily why the
problem exists or what the solution is.
 Definition & Objectives of Line Balancing
Definition:
“Line balancing is defined as to know how tasks are to be
assigned to workstations, so that predetermined goal is
achieved”.
Objectives:
• Minimize the total amount of unassigned or idle times at the
work station.
• To smoothen the production flow.
• To determine the optimum number of work stations and
operations in each station.
• To maximize the utilization of facilities.
• To minimize the work in progress.
• To improve the quality and productivity of the assembled
products.
• To reduce waste of production per day.
 Terms used in Line Balancing
• Precedence Requirements:
these are the physical
restrictions to perform the
operations in an assembly
line.

• Precedence requirements are expressed in the form of a

“precedence diagram” in which tasks are represented in
“circles(a,b,c….g)” and order of task performance represented by
“arrows".
• Cycle Time Restrictions: It is the maximum amount of time that
the job is allowed to spend at each work station. Cycle time is
calculated by the following formula
C = Available time per day/ Required output per day
 Procedure of Line Balancing
• Specify sequential relationship among tasks using a precedence
diagram, which consist of circles (individual tasks) and arrows
(order of task performance).
• Determine the required work station cycle time (C) using the
formula:
C = Available time per day/ Required output per day

• Determine the theoretical minimum number of work stations

required to satisfy the work station cycle time.
N= Sum of task times/Cycle time

• Select a primary rule by which tasks are to be assigned to work

stations, and secondary rule to break ties.
 Procedure of Line Balancing
• Assign tasks, one task at a time to the first work station and
continue until sum of the task times equal to the work station
cycle time.
• Repeat process for remaining workstations until all tasks are
assigned.
• Evaluate the efficiency of balance derived using the formula:

• If efficiency is unsatisfactory, rebalance using a different decision

rule.
 Heuristics or methods Line Balancing
These methods are heuristic approaches, meaning that
they are based on logic and common sense rather than
on mathematical proof. None of the methods
guarantees an optimal solution, but they are likely to
result in good solutions which approach the true
optimum. The manual methods to be presented are

•Kilbridge & Wester Technique

(Preceedor number)
•Largest Candidate Rule
•Helgeson and Birnie
(Ranked Position Weight)
 Kilbridge Wester (Precedor number) Technique
• It was developed by Kilbridge and Wester.
• In this method work element is selected as per its position in the
precedence diagram.
Steps:
• Construct precedence diagram for the work elements.
• Group the work elements into the column.
• Make column I, which include all the work elements that do not have a
precedence work element.
• Make column II, which list all work elements that follow elements in the
column I.
• Continue till all work elements are exhausted.
• Determine the feasible cycle time(C).
• Assign work element to the station. Start from the top of the list of
unassigned elements. Select any feasible elements as per the precedence
diagram and zoning constraints.
• If the station time exceeds Cylcle time due to inclusion of a work element,
then such a element is assigned to the next station.
• Delete the assigned work elements and continue the procedure until all the
work elements get assigned.
 Largest Candidate Rule
Steps:
• List all the work elements in descending order of their work
elements’s value.
• Determine cycle time.
• Assign work elements to the station. Start from top of the list of
un assigned elements.
• Select only feasible elements as per the precedence constraints
and select till station time does not exceed cycle time.
• Continue step 4 for next station and repeat it until all the work
elements get assigned.
Example-1
Task times and precedence relationships
Task Description Task time (sec) Preceding task

A Roll dough 60 -

B Add pizza sauce 30 A

C Sprinkle cheese 35 B

D Add sausage 25 C

E Add pepperoni 35 C

F Add mushroom 22 C

G Shrink wrap pizza 15 D,E,F

H Add label 23 G

Total time 245 sec

 Example-2
Task times and precedence relationships
Task Task time
(min)
Immediate
predecessor(s)
• 12 workhours/day and 90
A 3 None units/day needed.
B 3 None • Cycle time = ?
C 4 None
• Min no of workstations = ?
• Task assignment based on
D 3 A
longest task time rule(no
E 5 D
need for tasks to be
F 2 B,E
completed in order)
G 6 B,C,E
• Efficiency = ?
H 4 F
I 4 G
J 2 H,I
 Example-3
Element Ti precedence
1 0.2 -
2 0.4 -
3 0.7 1
4 0.1 1,2
5 0.3 2
6 0.11 3
7 0.32 3
8 0.6 3,4
9 0.27 6,7,8
10 0.38 5,8
11 0.51 9,10
12 0.11 11
 Solving example 3 by largest candidate rule given cycle time is 1min
Element Task time precedence Work Element Total Idle
station station time
3 0.7 1 time
8 0.6 3,4 2 0.4 1 0
5 0.3
11 0.51 9,10
I 1 0.2
2 0.4 - 4 0.1

10 0.38 5,8 3 0.7 0.81 0.19

II 6 0.11
7 0.32 3
5 0.3 2
8 0.6 0.98 0.02
9 0.27 6,7,8 III 10 0.38

1 0.2 - 7 0.32 0.59 0.41

IV 9 0.27
6 0.11 3
12 0.11 11 11 0.51 0.62 0.38
V 12 0.11
4 0.1 1,2
Cont.
• Balance delay

• Line efficiency

• Smoothing index
 GATE Qns
1. In an assembly line for assembling toys, five
workers are assigned tasks which take times
of 10, 9, 7, 9 and 8 min respectively. The
balance delay for line is
A) 43.3% B) 14.8% C)14% D)6.3%
2. If the number of workstations are 5, cycle
time 20 min. And total work content is 80
min. what will be the value of balance delay
and line efficiency in percentage?
A) 30,70 B) 20,80 C) 80, 20 D) 70,30
 GATE Qns
3. A line balancing analysis resulted in a
procedure grouping as shown below:
Work centre Time(min) Activity number
A 1.4 1,2
B 1.1 3,5,6
C 0.9 4,7
D 1.6 8,10,11
E 1.5 9

The balance delay for the line is

A) 81.25% B) 18.75% C) 13.34% D) 84%
 GATE Qns
4. In a workstations for a assembly line te
balance delay is 15% the following table
given for station time in different work
stations
Work 1 2 3 4
station
Station 10 9 10 5
time (min)
the line efficiency (in %) and smoothness
index of assembly line are respectively.
A) 85, 5.0 B) 85, 5.1 C) 95, 5.1 D) 95,5.0
 Helgeson and Birnie (or) Ranked Position Weight
Method(RPW)
• This method was proposed by Helgeson and Birnie
Steps:
1. Draw precedence diagram.
2. For each work element, determine the positional weight, which is
the total time on the longest path from the beginning of the
operation to the last operation of the network.
3. Rank the work elements in descending order of ranked positional
weight down to the one with the smallest positional weight.
4. Assign the work element to a station by choosing the highest RPW
element. Then select the next one. Continue till cycle time is not
violated. Follow the precedence constraint also.
5. If any unallocated time remains after assignment of a work element,
assign the next succeeding ranked work element to the station without
violating the precedence relationships and without letting the station
time exceed the cycle time.
6. Repeat the steps 4 and 5 until all work elements gets assigned to
stations.
Example-1
Task performance Preceded by • The output desired is 210 units
time (min) per day. The factory works in
A 2.0 - two shifts of 7 hours each. The
details of assembly tasks with
B 1.2 - their durations and precedence
C 0.8 -
requirements are as given
below:
D 1.2 A a) Find out the feasible cycle
E 0.8 B
time. Draw precedence
diagram.
F 0.4 C b) Find out the theoretical
G 2.0 D,E minimum number of stations.
c) Calculate line efficiency,
H 1.2 F balance delay and
I 1.6 G,H smoothness index using RPW
J 3.2 I heuristic.
Dispatching
Sivaram kotha
 Definition & Activities of Dispatching
Definition: “Execution of planning function”.
Setting production activities in motion by the release of
orders and inspection with accordance with previously planned
times and sequences embedded in route sheets and schedule
charts is called dispatching.
Activities of Dispatching:
• It authorizes the employee to do the necessary work for the production.
• It uses ‘route sheet’ and ‘scheduling’ to prepared orders to perform
work.
• Dispatcher delivers the orders to the different departments at proper
time
• These orders may include instructions which help different
departments to implement the work.
• The following are some of the important orders under dispatching
function.
Store issue order Tool order
Job order Time ticket
Inspection order Move order
 Dispatching Procedure
• Store issue order : authorizes store keeper to deliver material to
the workstation.
• Tool order: authorizes tool room to collect tools required for the
operations.
• Job order: Instructs a man to proceed with a specific operation.
• Time ticket: Stamped with beginning and ending time on
operation.
• Inspection order: instructs inspector to examine the completed
work.
• Move order: Instruct move man to collect work from one work
station to other work station.
• Issue orders to the finished product store: these orders are
provided to the finished product store to call the finished
products on time.
 Dispatching Procedure
Centralized Dispatching:
• Central dispatching department directly orders the work station.
• It maintains full record of capacity of each equipment and work
load against each machine
• The orders from the central dispatching department are given to
the shop supervisor, who runs the machines accordingly.
Advantages of Centralized Dispatching:
• Greater degree of over all control can be achieved.
• Effective coordination between different facilities is possible.
• It has greater flexibility.
• Progress of the order can be accessed at any time because all the
information of individuals is available at central place.
• There is effective utilization of man and machine power.
 Dispatching Procedure
De-Centralized Dispatching:
• There is no central dispatching department.
• Dispatching functions are performed by department supervisor
individually.
• Sequencing of different orders and materials to each equipment is
decided by department supervisor only.
• He need to compute the work within the given duration
• If there is any delay in due date, he has to inform the production
control department.
Advantages of De-Centralized Dispatching:
• Shop supervisor is having the better knowledge of his shop, so he
can allot the work to most suitable worker and machine.
• Elaborate reports and duplication of postings can be reduced.
• It is easy to solve day to day problems.
• Communication gap is reduced.
PRODUCTION CONTROL
ASPECTS
 Production Control(Follow-up)
• Definition of Producton Control: “Monitor the execution
of the production plans”
• Steps:
(i).Making sure that production operations are started at
planned places and planned times
(ii).Observing progress of the operations and recording it
properly.
(iii).Analyzing the recorded data with the plans and measuring
deviations.
(iv).Taking corrective action to minimize the negative impact of
the deviations from the plans.
(v). Feedback the recorded information to the planning section
in case of closed loop production control system..
 Follow-up

Follow-up :
• The follow-up phase is the most important step of
production control.
• This function is carried out by “follow-up man”.
• The follow-up men will check continuously whether the
planned activities are carried out at planned place, time and
with planned material or not.
• They act as intermediaries between various departments.
 Follow-up Contd.
• The follow-up phase consist of :
1. Progress Reporting
(a) Data collection (b) Data interpretation
2.Corrective action
(a) Expediting (b) Replan.
• Data collection : The data about the progress of the work should
be collected. The collected data may include
(i) Job identification (order number and identification number)
(ii) time of report
(iii) completion of work
- This collected data may be transmitted by
(i) Written system
(ii) Oral system(telephone, radio etc)
(iii) Electronic system.
 Follow-up Contd.
Data interpretation :
• Includes comparing the actual data with the planned data to
find the deviations.
• These deviations can be occurred due to
- shortage of tools & materials,
- equipment breakdown,
- excessive rejection,
- accumulation of in process inventory and
- errors in planning,
- labor turn over & mass absentees, lack of necessary
instructions, late starting of work, unexpected rush orders
change in priority of orders.
 Follow-up Contd.
Expediting
• PPC function requires the function “Expediting”, when the actual
progress of the work is lagging behind the planned work.
• It is necessary when the delays and interruptions are causing
delay in meeting the delivery dates.
Expediting function may include the following ways to rush up jobs
for it’s timely completion.
• Change in priority from low priority to delayed production
orders.
• Engaging additional personnel and equipment.
• Sub contracting the workers with in the organization or from the
outside.
• Hiring capacity to rush up the jobs.
 Expediting Contd...

• Overtime working.
• Overlapping the remaining operations by reducing the cycle
time at each work station.
• Job splitting
• Alternative routing
• Increasing speeds and feeds.
 Reasons for Existence of Control function
• Delay in supply of raw materials to the production shop.
• Excessive absenteeism of workers causing idling of
machines and upsetting the production schedule.
• Change in design specifications and route cards or process
plans.
• Change in delivery schedule demanded by customers.
• Break-down of machines, tools and equipments.
• Break-down of tools, jigs and fixtures
• Error in design drawings and process plans.
 Applications of Computers in PPC
“Use of computers can supply the relevant information in
Production Planning and Control”.
1. Simple stock control and reordering problem.
2. Order analysis problem
3. Scheduling problem
4. Operation details and Bill of materials problem
5. Capacity loading problem
6. Work order documentation problem
7. Integration of production control and other control
functions.