Lecture

Scheduli
ng

Strategic Importance of
Short-Term Scheduling
Effective and efficient scheduling
can be a competitive advantage
Faster movement of goods through a
facility means better use of assets
and lower costs
Additional capacity resulting from
faster throughput improves customer
service through faster delivery
Good schedules result in more
reliable deliveries
2006 Prentice Hall, Inc.

15 2

Defining Scheduling
Scheduling is the establishment of the
timing of the use of equipment,
facilities and human activities in an
organization

2006 Prentice Hall, Inc.

15 3

Sequencing Jobs
Specifies the order in which jobs
should be performed at work centers
Priority rules are used to dispatch or
sequence jobs
FCFS: First come, first served
SPT: Shortest processing time
EDD: Earliest due date
LPT: Longest processing time
2008 Prentice Hall, Inc.

15 4

Sequencing Example
Apply the four popular sequencing rules to these
five jobs in order to find:
i.Average Completion time (or average flow time)
ii. Utilization
Iii. Average number of jobs in the system
iv. Average job lateness (or average tardiness)

2008 Prentice Hall, Inc.

Job
A
B
C
D
E

Job Work
(Processing) Time
(Days)
6
2
8
3
9

Job Due
Date
(Days)
8
6
18
15
23

15 5

Sequencing Example
FCFS: Sequence A-B-C-D-E
Job
Sequence

Job Work
(Processing)
Time

Flow
Time

Job Due
Date

16

18

19

15

28

23

28

77

2008 Prentice Hall, Inc.

Job
Lateness

11

15 6

Sequencing Example
FCFS: Sequence A-B-C-D-E
Job Work
Sum of Flow
total flowJob
timeDue
Jobcompletion
(Processing)
Job days
Average
time =
=
77/5
=
15.4
Number
Sequence
Time
Timeof jobs Date
Lateness
A

6
6
8
Total
job work time
Utilization = Sum of total flow time = 28/77 = 36.4%
B
2
8
6
C number of
Average
jobs in the system
D

flow time
8 Sum of total 16
= Total job work time
3
19

0
2

18
0
= 77/28 = 2.75 jobs
15
4

Total late
days
E
9
28
5
Average job lateness = Number of jobs =23
11/5 = 2.2 days
28
77
11

2008 Prentice Hall, Inc.

15 7

Sequencing Example
SPT: Sequence B-D-A-C-E
Job
Sequence

Job Work
(Processing)
Time

Flow
Time

Job Due
Date

15

11

19

18

28

23

28

65

2008 Prentice Hall, Inc.

Job
Lateness

15 8

Sequencing Example
SPT: Sequence B-D-A-C-E
Job Work
Sum ofFlow
total flowJob
time
Job completion
(Processing)
Due
Job
Average
time =
=
65/5
=
13 days
Number
Sequence
Time
Timeof jobsDate
Lateness
B

2
2
6
Total
job work time
Utilization = Sum of total flow time = 28/65 = 43.1%
D
3
5
15
A number of
Average
jobs in the system
C

0
0

flow time 8
6 Sum of total 11
3
= Total job work time = 65/28 = 2.32 jobs
8
19
18
1

Total late
days 23
E
9
28
Average job lateness = Number of jobs = 9/5 = 1.8 days5
28
65
9

2008 Prentice Hall, Inc.

15 9

Sequencing Example
EDD: Sequence B-A-D-C-E
Job
Sequence

Job Work
(Processing)
Time

Flow
Time

Job Due
Date

11

15

19

18

28

23

28

68

2008 Prentice Hall, Inc.

Job
Lateness

15 10

Sequencing Example
EDD: Sequence B-A-D-C-E
Job Work
Sum of Flow
total flowJob
timeDue
Jobcompletion
(Processing)
Job days
Average
time =
=
68/5
=
13.6
Number
Sequence
Time
Timeof jobs Date
Lateness
B

2
2
6
Total
job work time
Utilization = Sum of total flow time = 28/68 = 41.2%
A
6
8
8
D number of
Average
jobs in the system
C

flow time
3 Sum of total 11
= Total job work time
8
19

0
0

15
0
= 68/28 = 2.43 jobs
18
1

Total late
days 23
E
9
28
Average job lateness = Number of jobs = 6/5 = 1.2 days5
28
68
6

2008 Prentice Hall, Inc.

15 11

Sequencing Example
LPT: Sequence E-C-A-D-B
Job
Sequence

Job Work
(Processing)
Time

Flow
Time

Job Due
Date

23

17

18

23

15

26

15

11

28

22

28

68

2008 Prentice Hall, Inc.

Job
Lateness

48
15 12

Sequencing Example
LPT: Sequence E-C-A-D-B
Average completion time =
= 103/5 = 20.6 days
Utilization = 28/103 = 27.2%
Average number of jobs in the
system = 103/28 = 3.68 jobs
Average lateness = 48/5 = 9.6 days
2008 Prentice Hall, Inc.

15 13

Sequencing Example
Summary of Rules

Rule

Average
Completion
Time (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

2008 Prentice Hall, Inc.

Average Number Average

Utilization
of Jobs in
Lateness
(%)
System
(Days)

15 14

Comparison of
Sequencing Rules
No one sequencing rule excels on all criteria
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
FCFS does not do especially
well (or poorly) on any
criteria but is perceived
as fair by customers
EDD minimizes lateness
2008 Prentice Hall, Inc.

15 15

Critical Ratio (CR)

Critical ration is 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
Performs well on average job lateness
criteria
Time remaining
Due date -Todays date
CR = Processing time

2008 Prentice Hall, Inc.

Processing time
15 16

Critical Ratio Example

Job

Job Work
Time

Due Date

CR

(8-0)/6
=1.33(lowest)

(6-0)/2=3

18

(18-0)/8=2.25

15

(15-0)/3=5

23

(23-0)/9 =
2.56

So, at day 6 , A is completed. The new Critical

Ratios are:
2008 Prentice Hall, Inc.

15 17

Critical Ratio Example

Job

Job Work Time

Due Date

CR

(6-6)/2=0
(lowest)

18

(18-6)/8=1.5

15

(15-6)/3=3

23

(23-6)/9=1.89

So, at day 8, B is completed. New Critical Ratios

are:

2008 Prentice Hall, Inc.

15 18

Critical Ratio Example

Job

Job Work Time

Due Date

CR

18

(18-8)/8=1.25
(lowest)

15

(15-8)/3=2.33

23

(23-8)/9=1.67

So, at day 16, C is completed. New Critical Ratios

Job
Job Work Time
Due Date
CR
are:

2008 Prentice Hall, Inc.

15

(15-16)/3 = -0.33
(lowest)

23

(23-16)/9= 0.78
15 19

Critical Ratio Example

So the sequence is A-B-C-D-E
The rest is same as FCFS method.

2008 Prentice Hall, Inc.

15 20

Sequencing N Jobs on Two

Machines: Johnsons Rule
Works with two or more jobs that
pass through the same two
machines or work centers
Minimizes total production time and
idle time

2008 Prentice Hall, Inc.

15 21

Johnsons 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.
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
2008 Prentice Hall, Inc.

15 22

Johnsons Rule Example

Job

Work Center 1
(Drill Press)

Work Center 2
(Lathe)

10

12

2008 Prentice Hall, Inc.

B E D C A

15 23

Johnsons Rule Example

Job

Work Center 1
(Drill Press)

Work Center 2
(Lathe)

10

12

Time

WC
1

10

B E D C A

20

28

33

WC
2

2008 Prentice Hall, Inc.

15 24

Johnsons Rule Example

Job

Work Center 1
(Drill Press)

Work Center 2
(Lathe)

10

12

Time

WC
1

10

WC
2
Time 0 1
35

28

C
E

7 9 10 11 12 13

B
2008 Prentice Hall, Inc.

20

B
3

B E D C A

A
D

17 19 21 22 2325

33

C
27

29 31 33

C A
15 25