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IMPORTANT QUESTIONS :
PLANNING CONTEXT IN THE SHORT TERM

How do we assign the jobs to various work

centers?
Within each work center, how do we rank order
the jobs?
How do we assign other resources such as skilled
workers and material handling devices to the
operating system?
How do we react to a breakdown in the system?
How do we measure the performance of the
operating system?
SCHEDULING
TERMINOLOGIES
Loading is defined as a planning methodology using which the resources in an
operating system are assigned with adequate number of jobs during the planning
horizon (of say a week)

Scheduling is defined as the process of rank ordering the jobs in front of each
resource with a view to maximise some chosen performance measure

Routing is defined as the order in which the resources available in a shop are
used by the job for processing

Sequencing is the ordering of operations of the jobs (for each job) in the
operating system

Dispatching is defined as the administrative process of authorising processing of

jobs by resources in the operating system as identified by the scheduling system
SCHEDULING RULES

Shortest processing time (SPT): Chooses the job with the least
processing time among the competing list and schedules it ahead of
the others

Longest processing time (LPT): The job with the longest

processing time is scheduled ahead of other competing jobs

Earliest Due Date (EDD): Establishes priorities on the basis of the

due date for the jobs.
SCHEDULING RULES (CONTD…)

Critical Ratio (CR): Critical ratio estimates the criticality of the

job by computing a simple ratio using processing time information
and due date. A smaller value of CR indicates that the job is more
critical.
Re maining time ( Due Date  Current Date)
Critical Ratio (CR)  
Re maining Work Re maining Pr oces sin g Time

First Cum First Served (FCFS): Schedules jobs simply in their

order of job arrival
Random Order (RAN): Assign priorities to jobs on a random
basis.
 PURE FLOW SHOP
A GRAPHICAL ILLUSTRATION
Job 1
Job 2
Machine
1
Machine
2
Machine
3
... Machine
m
Job n

• In a flow shop, the resources are organised

one after the other in the order the jobs are
processed
• A pure flow shop is one in which all the jobs
visit all the machines in the same order
(beginning at machine 1 and ending at
machine m)
JOB SHOP
A GRAPHICAL ILLUSTRATION
Job 1: 1-4-2-5-6
Machine Machine Job 2: 3-2-1-4-6-7
1 3 Job 3: 2-3-4-7-5-6
Job 1
Machine
6
Job 3
Machine

...
4

Machine Machine
2 7
Job 2
Machine
5

In a job shop, machines are not organised in any processing

order. Rather similar type of resources is grouped together
SCHEDULING RULES
AN ILLUSTRATION OF THEIR
APPLICATION – EXAMPLE 1
Current time = 0
Processing Order of Random
Job No. time (mins) arrival Due by CR Number
1 12 1 23 1.92 0.233
2 9 2 24 2.67 0.857
3 22 3 30 1.36 0.518
4 11 4 20 1.82 0.951

Rule Rank ordering of jobs based on

SPT 2–4–1–3
LPT 3–1–4–2
EDD 4–1–2–3
CR 3–4–1–2
FCFS 1–2–3–4
RAN 1–3–2–4
PERFORMANCE CRITERION, OR, OBEJCTIVES
COMPLETION BASED MEASURES

Flow time is defined as the elapsed time between

releasing a job into the shop and the time of
completion of processing of the job
Release time of the job : Ri
Completion time of the job : Ci
Flow time of the job : Fi = (Ri – Ci)
Make span is defined as the time taken to complete
all the jobs released into the shop for processing
Make span (Max. Completion time):Cmax  maxi
{Ci }
ANY RELATION WITH INVENTORY
Completion Time is more means what?
 PERFORMANCE CRITERION
DUE DATE BASED MEASURES

Lateness defined as the difference between completion time

and due date.
If the due date for a job i is denoted as Di, then
Lateness of the job: Li = (Ci – Di)

If a job is completed ahead of time, instead of computing a

negative value for Li if we take zero, then the resulting
measure is known as tardiness
Tardiness of the job: Ti = max(0, Li)
PERFORMANCE CRITERION
MACHINE UTILIZATION / IDLE TIME
BASED MEASURES
CASE OF SINGLE MACHINE – N JOBS
EXAMPLE 2 : DATA (PROCESSING TIME, DUE
DATES)

Job Number Processing Time Due by

1 4 6
2 7 9
3 2 19
4 8 17

Number of options (of sequencing 4 jobs)??

 USING SHORTEST PROCESSING TIME (SPT)
RULE

Release Time /
Processing Order Start Time Completion Time Flow Time Lateness Tardiness

           

           

           

           
 PERFORMANCE OF SCHEDULING
RULES
EXAMPLE 2: (SPT) (DUMMY DATA)
Scheduling Rule: SPT
Processing Release Completion Flow
order time (Ri) time (Ci) time (Fi) Lateness Tardiness
2 0 6 6 0 0
3 0 13 13 4 4
1 0 2 2 -17 0
4 0 21 21 4 4
Mean 10.50 10.50 -2.25 2.00
Maximum 21.00 21.00 4.00 4.00
Minimum 2.00 2.00 -17.00 0.00
No. of tardy jobs = 2; Make span = 21
PERFORMANCE OF SCHEDULING RULES
EXAMPLE 2: N (EDD)

Scheduling Rule: EDD

Processing Release Completion Flow

order time (Ri) time (Ci) time (Fi) Lateness Tardiness
1 0 4 4 -2 0
2 0 11 11 2 2
4 0 21 21 2 2
3 0 19 19 2 2
Mean 13.75 13.75 1.00 1.50
Maximum 21.00 21.00 2.00 2.00
Minimum 4.00 4.00 -2.00 0.00
No. of tardy jobs = 3; Make span = 21
LET’S REFLECT OF TARDINESS A LITTLE…
STARTING AFTER BREAK 
CASE OF 2 MACHINES – N JOBS – ALL JOBS TO BE
PROCESSED BY BOTH MACHINES
SCHEDULING OF FLOW SHOPS
JOHNSON’S RULE
Step 1: Let t1i denote the processing time of job i in machine 1 and t2i
denote the processing time in machine 2.
Step 2: Identify the job with the least processing time in the list. If
there are ties, break the tie arbitrarily.
a)If the least processing time is for machine 1, place the job at the
front of the sequence immediately after any jobs already scheduled
b)If the least processing time is for machine 2, place the job at the
back of the sequence immediately before any jobs already
scheduled
c)Remove job i from the list.
Step 3. If there are no more jobs to be scheduled go to step 4.
Otherwise go to step 1.
Step 4. The resulting sequence of jobs is the best schedule to minimise
the make span of the jobs.
JOHNSON’S RULE
EXAMPLE 3
Processing time
Job No
Machine 1 Machine 2
1 4 7
2 6 3
3 2 3
4 7 7
5 8 6
 JOHNSON’S RULE
EXAMPLE 3 - SOLUTION
Processing time
Job No
Machine 1 Machine 2
1 4 7
2 6 3
3 2 3
4 7 7
5 8 6

Job 3 Job 1 Job 4 Job 5 Job 2

Machine 1 3 3 1 1 1 1 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 2 2 2 2 2 2

Machine 2 3 3 3 1 1 1 1 1 1 1 4 4 4 4 4 4 4 5 5 5 5 5 5 2 2 2

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Time units
PRACTICE

Processing time on Processing time on

M1 M2
Job 1 10 6
Job 2 6 12
Job 3 8 9
Job 4 8 10
Job 5 12 5
EK BREAK ??
CASE OF M MACHINES – N JOBS – ALL JOBS DO
NOT NEED PROCESSING BY EVERY MACHINE
 EXAMPLE 4 (DATA)

  Processing Time (Machine No. Visited)

Jobs 1 2 3 Due by
Job 1 3 (2) 7 (4) 3 (5) 10
Job 2 6 (1) 3 (2) 7 (5) 12
Job 3 7 (2) 3 (4) 4 (3) 9
Job 4 5 (1) 4 (3) 5 (4) 14
JOB SHOP SCHEDULING
EXAMPLE 4: SPT RULE)

Machines 1 and 2 are assigned jobs 4 and 1 respectively using the SPT rule
 JOB SHOP SCHEDULING
EXAMPLE 4 : SPT RULE

After completion of job 1, job 3 is scheduled in machine 2 using SPT rule

 MANY JOBS – MANY MACHINES :
EXAMPLE 4 : SPT RULE – OPTION 1

Gantt Chart representation of the final schedule using the SPT rule
 MANY JOBS – MANY MACHINES :
USING SPT RULE – OPTION 2
Machine 5 J2 J2 J2 J2 J2 J2 J2 J1 J1 J1

Machine 4 J3 J3 J3 J1 J1 J1 J1 J1 J1 J1 J4 J4 J4 J4 J4

Machine 3 J4 J4 J4 J4 J3 J3 J3 J3

Machine 2 J1 J1 J1 J3 J3 J3 J3 J3 J3 J3 J2 J2 J2

Machine 1 J4 J4 J4 J4 J4 J2 J2 J2 J2 J2 J2 J2

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
 MANY JOBS – MANY MACHINES :
EXAMPLE 4: EDD RULE – OPTION 1

Gantt Chart representation of the final schedule using the EDD rule
 MANY JOBS – MANY MACHINES :
USING EDD RULE - OPTION 2

Machine 5 J1 J1 J1 J2 J2 J2 J2 J2 J2 J2

Machine 4 J3 J3 J3 J1 J1 J1 J1 J1 J1 J1 J4 J4 J4 J4 J4

Machine 3 J4 J4 J4 J4 J3 J3 J3 J3

Machine 2 J3 J3 J3 J3 J3 J3 J3 J2 J2 J2 J1 J1 J1

Machine 1 J2 J2 J2 J2 J2 J2 J2 J4 J4 J4 J4 J4

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
JOB SHOP SCHEDULING
PERFORMANCE SUMMARY OF SPT
& EDD

Job No Due SPT EDD

Ci Latenes Ci Latenes
s s
1 10 13 3 23 13
2 12 21 9 20 8
3 9 17 8 14 5
4 14 18 4 23 9
Averag 17.25 6.00 20.00 8.75
e
SYNCHRONOUS MANUFACTURING
THE ANALOGY OF MARCHING SOLDIERS
TWO TYPES OF RESOURCES
Based on the capacity availability to meet demand
 Bottleneck resource
 Non-bottleneck resource
 Bottleneck resources determine the (planned) output
of the system
Ability to become a bottleneck if poorly scheduled
 Capacity constrained resource (CCR)
 Non-CCR
 CCR will ensure that the actual throughput do not
deviate from the planned in a manufacturing system.

Focusing on maximizing utilisation of bottleneck resource is key to maximising

throughput in a manufacturing system. On the other hand, scheduling is done in
synchronous manufacturing with reference to CCRs.
SYNCHRONOUS MANUFACTURING
DRUM – BUFFER – ROPE
METHODOLOGY
Develop a schedule so that it is consistent with the
constraints of the systems (Drum)
The schedule is actually the drum beat
Protect the throughput of the system from statistical
fluctuations through the use of buffers at some
critical points in the system (Buffer)
Tie the production at each resource to the drum
beat (Rope)
SEQUENCING DONE! CONGRATS!