SEQUENCING JOBS

• Although loading decisions determine the machines or work centers that will
be used to process specific jobs, they do not indicate the order in which the
jobs waiting at a given work center are to be processed.
• Once jobs are loaded, managers must decide the sequence in which they are to
be completed.
• Loading is a capacity-control technique that highlights overloads and
underloads.
• Sequencing (also referred to as dispatching) is concerned with determining job
processing order.
• Sequencing decisions determine both the order in which jobs are processed at
various work centers and the order in which jobs are processed at individual
workstations within the work centers.
Priority Rules for Dispatching Jobs
• Priority rules are simple heuristics used to select the order in which the jobs will
be processed.
• The rules generally rest on the assumption that job setup cost and time are
independent of processing sequence.
• In using these rules, job processing times and due dates are important pieces of
information.
• Job time usually includes setup and processing times.
• Due dates may be the result of delivery times promised to customers, material
requirements planning (MRP) processing, or managerial decisions.
• The priority rules can be classified as either local or global.
• Local priority rules take into account information pertaining only to a single
workstation;
• Global priority rules take into account information pertaining to multiple
workstations.
• First come, first served (FCFS), shortest processing time (SPT), and earliest due
date (EDD) are local rules; CR and S/O are global rules.
Priority Rules for Dispatching Jobs
Priority rules provide guidelines for the sequence in which jobs should be worked.
Especially applicable for process-focused facilities such as clinics, print shops, and
manufacturing job shops.
Priority rules try to minimize completion time, number of jobs in the system, and
job lateness while maximizing facility utilization.
The most popular priority rules are:
• FCFS: first come, first served. The first job to arrive at a work center is processed
first.
• SPT: shortest processing time. The shortest jobs are handled first and completed.
• EDD: earliest due date. The job with the earliest due date is selected first.
• LPT: longest processing time. The longer, bigger jobs are often very important
and are selected first.
• LS: Least slack (time due - processing time)
• PCO: Preferred customer order
• RS: Random selection
Critical ratio (CR): Jobs are processed according to smallest ratio of time remaining
until due date to processing time remaining.

Slack per operation (S/O): Jobs are processed according to average slack time (time
until due date minus remaining time to process). Compute by dividing slack time by
number of remaining operations, including the current one.
The effectiveness of any given sequence is frequently judged in terms of one or more
performance measures. The most frequently used performance measures follow:
• Makespan is the total time needed to complete a group of jobs. It is the length of
time between the start of the first job in the group and the completion of the last job
in the group. If processing involves only one work center, makespan will be the same
regardless of the priority rule being used.
• Job flow time is the amount of time it takes from when a job arrives until it is
complete. It includes not only actual processing time but also any time waiting to be
processed, transportation time between operations, and any waiting time related to
equipment breakdowns, unavailable parts, quality problems, and so on.
• The average flow time for a group of jobs is equal to the total flow time for the
jobs divided by the number of jobs.

• Job lateness is the amount of time the job completion date is expected to exceed the
date the job was due or promised to a customer.
• If only differences for jobs with completion times that exceed due dates are
recorded, and zeros are assigned to jobs that are early, the term used is job
tardiness.
• Average number of jobs. Jobs that are in a shop are considered to be work-in-
process inventory. The average work-in-process for a group of jobs can be
computed using the following formula:
Average number of jobs = Total flow time ÷ Makespan

If the jobs represent equal amounts of inventory, the average number of jobs
will also reflect the average work-in-process inventory.
Sequencing Example
Apply the four popular sequencing rules to
these five jobs
Job Work (Processing) Job Due
Time Date
Job (Days) (Days)
A 6 8
B 2 6
C 8 18
D 3 15
E 9 23
Sequencing Example
FCFS: Sequence A-B-C-D-E
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Time Date Lateness
A 6 6 8
B 2 8 6
C 8 16 18
D 3 19 15
E 9 28 23
28 77
Make span
Sequencing Example
FCFS: Sequence A-B-C-D-E
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Time Date Lateness
A 6 6 8 0
B 2 8 6 2
C 8 16 18 0
D 3 19 15 4
E 9 28 23 5
28 77 11
Make span
 Sequencing Example
FCFS: Sequence A-B-C-D-E

Sum of total flow time

Average completion time = Number of jobs
= 77/5 = 15.4 days

Total job work time

Utilization metric = Sum of total flow time = 28/77 = 36.4%

Average number of Sum of total flow time

jobs in the system = Total job work time = 77/28 = 2.75 jobs

Total late days

Average job lateness = Number of jobs = 11/5 = 2.2 days
Sequencing Example
SPT: Sequence B-D-A-C-E
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Time Date Lateness
B 2 6
D 3 15
A 6 8
C 8 18
E 9 23
28
Sequencing Example
SPT: Sequence B-D-A-C-E
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Time Date Lateness
B 2 2 6 0
D 3 5 15 0
A 6 11 8 3
C 8 19 18 1
E 9 28 23 5
28 65 9
Sequencing Example
SPT: Sequence B-D-A-C-E

Sum of total flow time

Average completion time = Number of jobs
= 65/5 = 13 days

Total job work time

Utilization metric = Sum of total flow time = 28/65 = 43.1%

Average number of Sum of total flow time

jobs in the system = = 65/28 = 2.32 jobs
Total job work time

Total late days

Average job lateness = Number of jobs = 9/5 = 1.8 days
Sequencing Example
EDD: Sequence B-A-D-C-E
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Time Date Lateness
B 2 6
A 6 8
D 3 15
C 8 18
E 9 23
28
Sequencing Example
EDD: Sequence B-A-D-C-E
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Time Date Lateness
B 2 2 6 0
A 6 8 8 0
D 3 11 15 0
C 8 19 18 1
E 9 28 23 5
28 68 6
 Sequencing Example
EDD: Sequence B-A-D-C-E

Sum of total flow time

Average completion time = Number of jobs
= 68/5 = 13.6 days

Total job work time

Utilization metric = Sum of total flow time = 28/68 = 41.2%

Average number of Sum of total flow time

jobs in the system = = 68/28 = 2.43 jobs
Total job work time

Total late days

Average job lateness = Number of jobs = 6/5 = 1.2 days
Sequencing Example
LPT: Sequence E-C-A-D-B
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Time Date Lateness
E 9 9 23 0
C 8 17 18 0
A 6 23 8 15
D 3 26 15 11
B 2 28 6 22
28 103 48
 Sequencing Example
LPT: Sequence E-C-A-D-B

Sum of total flow time

Average completion time = Number of jobs
= 103/5 = 20.6 days

Total job work time

Utilization metric = Sum of total flow time = 28/103 = 27.2%

Average number of Sum of total flow time

jobs in the system = = 103/28 = 3.68 jobs
Total job work time

Total late days

Average job lateness = Number of jobs = 48/5 = 9.6 days
Sequencing Example
Summary of Rules
Average
Average Number of Average
Completion Utilization Jobs in Lateness
Rule Time (Days) Metric (%) System (Days)
FCFS 15.4 36.4 2.75 2.2

SPT 13.0 43.1 2.32 1.8

EDD 13.6 41.2 2.43 1.2

LPT 20.6 27.2 3.68 9.6

 Comparison of Sequencing Rules

• No one sequencing rule excels on all criteria

1. SPT does well on minimizing flow time and number of
jobs in the system
► But SPT moves long jobs to
the end which may result
in dissatisfied customers
2. FCFS does not do especially
well (or poorly) on any
criteria but is perceived
as fair by customers
3. EDD minimizes maximum
lateness
 Critical Ratio (CR)
• Another type of sequencing rule is the critical ratio.
• An index number found by dividing the time remaining until the due date by the
work time remaining on the job
• Jobs with low critical ratios are scheduled ahead of jobs with higher critical ratios
• It tends to perform better than FCFS, SPT, EDD, or LPT on the average job-lateness
criterion.

Time remaining Due date – Today’s date

CR = =
Workdays remaining Work (lead) time remaining

• The critical ratio gives priority to jobs that must be done to keep shipping on
schedule.
• A job with a low critical ratio (less than 1.0) is one that is falling behind schedule.
• If CR is exactly 1.0, the job is on schedule.
• A CR greater than 1.0 means the job is ahead of schedule and has some slack.
Critical Ratio Example
Currently Day 25

JOB DUE DATE WORKDAYS REMAINING

A 30 4
B 28 3
C 27 2

JOB CRITICAL RATIO PRIORITY ORDER

A (30 - 25)/4 = 1.25 3
B (28 - 25)/5 = .60 1
C (27 - 25)/2 = 1.00 2

With CR < 1, Job B is late. Job C is just on schedule and

Job A has some slack time.
Critical Ratio Technique

1. Helps determine the status of specific jobs

2. Establishes relative priorities among jobs on a common basis
3. Relate both make-to-stock and make-to-order jobs on a common basis.
4. Adjusts priorities automatically for changes in both demand and job
progress
5. Dynamically tracks job progress

Slack per operation (S/O): Jobs are processed according to average slack
time (time until due date minus remaining time to process). Compute by
dividing slack time by number of remaining operations, including the
current one.
Limitations of Rule-Based Dispatching
Systems

1. Scheduling is dynamic and rules need to be revised to adjust to

changes
2. Rules do not look upstream or downstream
3. Rules do not look beyond due dates
Sequencing N Jobs on Two Machines:
Johnson’s Rule

• Works with two or more jobs that pass through the same two machines or work centers

• Minimizes total production time and idle time

• An N/2 problem, N number of jobs go through 2 workstations

• Each job is processed in the prescribed order M1 --> M2

• Johnson’s rule can be used to minimize the processing time for sequencing a group of jobs
through two work centers.

• It also minimizes total idle time on the machines.

Johnson’s Rule

1. List all jobs and times for each work center

2. Choose the job with the shortest activity time. If that time is in the
first work center, schedule the job first. If it is in the second work
center, schedule the job last. Ties in activity times can be broken
arbitrarily.

3. Once a job is scheduled, it is eliminated from the list

4. Repeat steps 2 and 3 working toward the center of the sequence

Johnson’s Rule Example
WORK CENTER 1 WORK CENTER 2
JOB (DRILL PRESS) (LATHE)
A 5 2
B 3 6
C 8 4
D 10 7
E 7 12
Johnson’s Rule Example
WORK CENTER 1 WORK CENTER 2
JOB (DRILL PRESS) (LATHE)
A 5 2
B 3 6
C 8 4 B E D C A
D 10 7
E 7 12
Johnson’s Rule Example
WORK CENTER 1 WORK CENTER 2
JOB (DRILL PRESS) (LATHE)
A 5 2
B 3 6
C 8 4 B E D C A
D 10 7
E 7 12
 WORK CENTER 1 WORK CENTER 2
JOB (DRILL PRESS) (LATHE)
A 5 2
B 3 6
C 8 4 B E D C A
D 10 7
E 7 12

Job Start time End Time Start time End Time Idle time Idle Time
WC1 WC1 WC2 WC2 WC1 WC2

B 0 3 3 9 3
E 3 10 10 22 1
D 10 20 22 29
C 20 28 29 33
A 28 33 33 35 2
Johnson’s Rule Example

WORK CENTER 1 WORK CENTER 2

JOB (DRILL PRESS) (LATHE)
A 5 2
B 3 6
C 8 4 B E D C A
D 10 7
E 7 12

Time 0 3 10 20 28 33

WC
1 B E D C A
Idle
WC
2 B E D C A
Job
Time 0 1 3 5 7 9 10 11 12 13 17 19 21 22 2325 27 29 31 33 35 completed

B E D C A
Q. A group of six jobs is to be processed through a two-machine flow shop. The
first operation involves cleaning and the second involves painting. Determine a
sequence that will minimize the total completion time for this group of jobs.
Processing times are as follows:
PROCESSING TIME (hours)
Job Work Center1 Work Center2
A 5 5
B 4 3
C 8 9
D 2 7
E 6 8
Solution F 12 15
1st 2nd 3rd 4th 5th 6th

Job Start time End Time Start time End Time Idle time Idle Time
WC1 WC1 WC2 WC2 WC1 WC2
Example 1
There are nine jobs, each of which must go through two machines P and Q in the order PQ, the
processing times (in hours) are given below:
Find the sequence that minimizes the total elapsed time T. Also calculate the total idle time for the
machines in this period.
Job(s)
Machine A B C D E F G H I
P 2 5 4 9 6 8 7 5 4
Q 6 8 7 4 3 9 3 8 11

Solution
The minimum processing time on two machines is 2 which correspond to task A.
Minimum processing time in this reduced problem is 3 which correspond to jobs E and G
(both on machine Q). Now since the corresponding processing time of task E on machine
P is less task E will be processed in the last and task G next to last.
A G E

Here since the minimum processing time is 4 which occurs for tasks C and I on
machine P and task D on machine Q. Therefore, the task C which has less processing
time on P will be processed first and then task I and task D will be placed at the last
i.e., 7th sequence cell.

A C I D G E
 Job(s)
Machine
A B C D E F G H I
P 2 5 4 9 6 8 7 5 4
Q 6 8 7 4 3 9 3 8 11
In the reduced table the minimum processing time is 5 which occurs for tasks B and H. Corresponding time
of tasks B and H on machine Q are same i.e. 8. Tasks B or H may be placed arbitrarily.

The remaining task F can then be placed in the 6th sequence cell.

A C I B H F D G E

Job Machine P Machine Q

Sequence
Time In Time Out Time In Time Out
A
C
I
B
H
F
D
G
E
 Job(s)
Machine A B C D E F G H I
P 2 5 4 9 6 8 7 5 4
Q 6 8 7 4 3 9 3 8 11

In the reduced table the minimum processing time is 5 which occurs for tasks B and H. Corresponding time
of tasks B and H on machine Q are same i.e. 8. Tasks B or H may be placed arbitrarily.

The remaining task F can then be placed in the 6th sequence cell.

A C I B H F D G E

Job Machine P Machine Q

Sequence Machine P remains idle for 11
Time In Time Out Time In Time Out
hours (from 50 hours to 61
A 0 2 2 8
hours)and
C 2 6 8 15
I 6 10 15 26 Machine Q remains idle for 2
B 10 15 26 34 hours only (from 0 hour to 2
H 15 20 34 42 hour ).
F 20 28 42 51
D 28 37 51 55
G 37 44 55 58
E 44 50 58 61
Processing of n Jobs through Three Machines

The type of sequencing problem can be described as follows:

a) Only three machines A, B and C are involved;
b) Each job is processed in the prescribed order ABC
c) No passing of jobs is permitted i.e. the same order over each machine is
maintained.
d) The exact or expected processing times A1,A2,A3, --- , An ; B1,B2,B3, --- , Bn and
C1,C2,C3, --- , Cn are known
the Johnson’s procedure can be extended to cover the special cases where either one or
both of the following conditions hold:
a) The minimum processing time on machine A ≥ the maximum processing time
on machine B.
b) The minimum processing time on machine C ≥ the maximum processing time
on machine B.

The method is to replace the problem by an equivalent problem involving n jobs and two
machines.
These two fictitious machines are denoted by G and H and the corresponding time
Gi and Hi are defined by
Gi = Ai + Bi
Hi= Bi + Ci
Now this problem with prescribed ordering GH is solved by the method with n jobs
through two machines, the resulting sequence will also be optimal for the original
problem.
Example 2
There are five jobs (namely 1,2,3,4 and 5), each of which must go through machines A, B and C in
the order ABC. Processing Time (in hours) are given below:
Jobs 1 2 3 4 5
Machine A 5 7 6 9 5
Machine B 2 1 4 5 3
Machine C 3 7 5 6 7

Find the sequence that minimum the total elapsed time required to complete the jobs.

Solution
Here Min Ai = 5; and Ci =3 Max Bi = 5 since the condition of Min. Ai Max. Bi is
satisfied the given problem can be converted into five jobs and two machines problem.

Jobs Gi=Ai+Bi Hi=Bi+Ci

1 7 5
2 8 8
3 10 9
4 14 11
5 8 10

The Optimal Sequence will be 2 5 4 3 1

 Jobs 1 2 3 4 5
Machine A 5 7 6 9 5
Machine B 2 1 4 5 3
Machine C 3 7 5 6 7
Optimal Sequence will be 2 5 4 3 1

Total elapsed Time will be

Machine A Machine B Machine C

Jobs
In Out In Out In Out
2 0 7 7 8 8 15
 Jobs 1 2 3 4 5
Machine A 5 7 6 9 5
Machine B 2 1 4 5 3
Machine C 3 7 5 6 7
Optimal Sequence will be 2 5 4 3 1

Total elapsed Time will be

Machine A Machine B Machine C

Jobs
In Out In Out In Out
2 0 7 7 8 8 15
5 7 12 12 15 15 22
 Jobs 1 2 3 4 5
Machine A 5 7 6 9 5
Machine B 2 1 4 5 3
Machine C 3 7 5 6 7
Optimal Sequence will be 2 5 4 3 1

Total elapsed Time will be

Machine A Machine B Machine C

Jobs
In Out In Out In Out
2 0 7 7 8 8 15
5 7 12 12 15 15 22
4 12 21 21 26 26 32
3 21 27 27 31 32 37
1 27 32 32 34 37 40

Min. total elapsed time is 40 hours.

Idle time for Machine A is 8 hrs. (32-40)
Idle time for Machine B is 25 hours (0-7, 8-12, 15-21, 26-27, 31-32 and 34-40)
Idle time for Machine C is 12 hours (0-8, 22-26.)
Processing of n Jobs through Three Machines (Type-II)
Job MA MB MC
Min MA =6
1 8 8 3
Min MC = 1
2 7 3 4 Max MB = 8
3 6 7 5
4 9 2 2 As per Jonson's rule
5 10 5 1 Min MA or Min MC ≥ Max MB
6 9 5 6 Condition fails

Swap position of Column MA by MB

Job MB MA MC Min MB = 2
1 8 8 3 Min MC = 1
2 3 7 4 Max MA = 10
3 7 6 5
4 2 9 2 As per Jonson's rule
5 5 10 1
Min MA or Min MC ≥ MB
Condition fails
6 5 9 6
Swap position of Column MC by MB
Job MA MC MB
Min MA = 6
1 8 3 8
Min MB = 2
2 7 4 3
Max Mc = 6
3 6 5 7
4 9 2 2 As per Jonson's rule
5 10 1 5 Min MA or Min MC ≥ MB
6 9 6 5 Condition satisfies

Calculate Gi = MA + MC
Hi= MC + MB
Sequence
Job G H 4
1 11 11
2 11 7 5 4
3 11 12 2 5 4
4 11 4
5 11 6 1 2 5 4
6 15 11
1 3 6 2 5 4
 Job MA MB MC
1 8 8 3
2 7 3 4 1 3 6 2 5 4
3 6 7 5
4 9 2 2
5 10 5 1
6 9 5 6

Job MA MB MC
IN OUT IN OUT IN OUT
1
3
6
2
5
4
Job MA MB MC
IN OUT IN OUT IN OUT
1 0 8 8 16 16 19
3 8 14 16 23 23 28
6 14 23 23 24 28 34
2 23 30 30 33 34 38
5 30 40 40 46 46 47
4 40 49 49 51 51 53
Problems with n Jobs and m Machines

Let there be n jobs, each of which is to be processed through m machines, say

M1,M2, --- , Mm in the order M1,M2,M3, --- , Mm. Let T ij be the time taken by the
ith machine to complete the jth job.

The iterative procedure of obtaining an optimal sequence is as follows:

Step I: Find (i) minj (T1j)� ii) minj (Tmj) iii) maxj (T2j,T3j,T4j, --- , T(m-1)j) for j=1,2,---, n

Step II: Check whether

a. minj(T1j) ≥ maxj (Tij) for i=2,3,----,m-1
Or
b. minj(Tmj) ≥ maxj (Tij) for i=2,3,---,m-1

Step III: If the inequalities in Step II are not satisfied, method fails, otherwise, go
to next step.
Step IV: Convert the m machine problem into two machine problem by
introducing two fictitious machines G and H, such that
TGj = T1j + T2j + --- +T(m-1)j and THj = T2j + T3j + --- +Tmj
Determine the optimal sequence of n jobs through 2 machines by using
optimal sequence algorithm.

Step V: In addition to condition given in Step IV, if Tij = T2j + T3j + --- +Tmj = C is a
fixed positive constant for all i = 1, 2, 3, , n then determine the optimal
sequence of n jobs and two machines M1 and Mm in the order M1Mm by using
the optimal sequence algorithm.
Example 3
Find an optimal sequence for the following sequencing problem of four jobs and
five machines when passing is not allowed, of which processing time (in hours)
is given below:
Job Machine
A B C D E
1 7 5 2 3 9
2 6 6 4 5 10
3 5 4 5 6 8
4 8 3 3 2 6

Solution
Here Min. Ai = 5, Min. Ei = 6
Max. (Bi, Ci, Di) = 6, 5, 6 respectively
Since Min. Ei = Max. (Bi, Di) and Min. Ai = Max. Ci satisfied therefore the problem
can be converted into 4 jobs and 2 fictitious machines G and H as follows:
 Fictitious Machine
Job
1 17 19 The above sequence
2 21 25 will be
3 20 23 1 3 2 4
4 16 14

Total Elapsed Time Corresponding to Optimal Sequence can be obtained as follows:

Machine A Machine B Machine C Machine D Machine E

Job In Out In Out In Out In Out In Out

1 0 7 7 12 12 14 14 17 17 26
3 7 12 12 16 16 21 21 27 27 35
2 12 18 18 24 24 28 28 33 35 45
4 18 26 26 29 29 32 33 35 45 51
 Job Machine
A B C D E
1 7 5 2 3 9
2 6 6 4 5 10
3 5 4 5 6 8
4 8 3 3 2 6

Total Elapsed Time Corresponding to Optimal Sequence can be obtained as follows:

Machine A Machine B Machine C Machine D Machine E

Job In Out In Out In Out In Out In Out

1

4
 Thus the minimum elapsed time is 51 hours.

Idle time for machine A = 25 hours(26-51)

Idle time for machine B = 33 hours(0-7,16-18,24-26,29-51)
Idle time for machine C = 37 hours(0-12,14-16,21-24,28-29,32-51)
Idle time for machine D = 35 hours (0-14,17-21,27-28,35-51)
Idle time for machine E = 18 hours (0-17,26-27)
Job Machine 5 New Machine 6 New
M1+M2+M3 Time M2+M3+M4 Time
A

D
Job sequence:
 Machine A Machine B Machine C Machine D

Job In Out In Out In Out In Out

D

A
Dispatching

Dispatching may be defined as setting production activities in motion through

the release of orders ( work order, shop order) and instructions in accordance
with the previously planned time schedules and routings.
Dispatching also provides a means for comparing actual progress with
planned production progress
Dispatching functions include;

1. Providing movement of raw materials from stores to the first operation and
from one operation to the next operation till all the operations are carried out.
2. Collecting tools, jigs and fixtures from tool stores and issuing them to the user
department or worker.
3. Issuing job orders authorizing operations in accordance with dates and times as
indicated in schedules or machine loading charts.
4. Issue of drawings, specifications, route cards ,material requisitions and tool
requisitions to the user department.
5. Obtaining inspection schedules and issuing them to the inspection section.
6. Internal materials handling and movement of materials to the inspection area
after completing the operation, moving the materials to the next operation
center after inspection, and movement of completed parts to holding stores.
7. Returning jigs and fixtures and tools to stores after use.
Expediting/follow-up /Progressing

Expediting or progressing ensures that, the work is carried out as per the
plan and delivery schedules are met.

Progressing includes activities such as:

• Status reporting,

• Attending to bottlenecks or holdups in production and removing the

same

• Controlling variations or deviations from planned performance levels

• Following up and monitoring progress of work through all stages of

production,

• Co-ordinating with purchase, stores, tool room and maintenance

departments and modifying the production plans and re plan if
necessary.
Need for expediting may arise due to the following reasons

1. Delay in supply of materials.

2. Excessive absenteeism.

3. Changes in design specifications.

4. Changes in delivery schedules initiated by customers.

5. Break down of machines or tools, jigs and fixtures.

6. Errors in design drawings and process plans.