Scheduling in Production

Management
 What is Scheduling?

 Last stage of planning before production occurs

 Specifies when labor, equipment, and facilities are
needed to produce a product or provide a service
 Enables organisations to focus on micro-resources, a
single machine, a set of workers and so on
 Scheduled Operations
 The scheduling function differs based on the type of
operation
 In Process Industry
 determining the mix of ingredients that goes into a vat
 when the system should stop producing one type of mixture,
 clean out the vat, and start producing another
 Techniques used - Linear programming, EOQ with non-
instantaneous replenishment
 Mass Production
 determining how fast to feed items into the line
 how many hours per day to run the line
 On a mixed-model assembly line, the order of products
assembled
 Techniques used - Assembly line balancing
 For projects
 the scheduling decisions are so numerous and interrelated
 project-scheduling techniques such as PERT and CPM are used
 For batch or job shop production
 Scheduling determines to which machine a part will be routed for
processing
 Which worker will operate a machine that produces a part
 and the order in which the parts are to be processed.
 Objectives in Scheduling

 Meet customer due dates

 Minimize job lateness
 Minimize response time
 Minimize completion time
 Minimize time in the system
 Minimize overtime
 Maximize machine or labor utilization
 Minimize idle time
 Minimize work-in-process inventory
 Shop Floor Control (SFC)
/Job shop scheduling

 Scheduling and monitoring of day-to-day production in job shop

 also called production control and production activity control (PAC)
 usually performed by production control department (PCD)
whose function includes
 Loading
 Check availability of material, machines, and labor
 Attempts to smooth out the load to make the MRP schedule “doable.”
Smoothing the load is called load leveling
 Sequencing
 Release work orders to shop and issue dispatch lists for individual
machines
 The dispatch list contains the sequence for job processing, often based
on a sequencing rules
 Monitoring
 Maintain progress reports on each job until it is complete
 Loading

 Process of assigning work to limited resources

 Perform work with most efficient resources
 Use assignment method of linear programming to
determine allocation
 Assignment Method

1. Perform row reductions 4. If number of lines equals number

 subtract minimum value in each of rows in matrix, then optimum
row from all other row values solution has been found. Make
2. Perform column reductions assignments where zeros appear
 subtract minimum value in each  Else modify matrix
column from all other column  subtract minimum uncrossed value
values from all uncrossed values
 add it to all cells where two lines
3. Cross out all zeros in matrix intersect
 use minimum number of  other values in matrix remain
horizontal and vertical lines unchanged
5. Repeat steps 3 and 4 until
optimum solution is reached
 Assignment Method: Example
 WebStar, Inc. has four Web projects to complete and
four workers with varying degrees of expertise in Web
development for particular industries.
 Estimates of processing times (in hours) for each
project by each worker are shown below.
 Development time costs an average of $100 an hour.
Assign each worker to a project so that cost is
minimized.
 Assignment Method: Example
Initial PROJECT
Matrix 1 2 3 4
Bryan 10 5 6 10
Kari 6 2 4 6
Noah 7 6 5 6
Chris 9 5 4 10
Row reduction Column reduction Cover all zeros
5 0 1 5 3 0 1 4 3 0 1 4
4 0 2 4 2 0 2 3 2 0 2 3
2 1 0 1 0 1 0 0 0 1 0 0
5 1 0 6 3 1 0 5 3 1 0 5

Number lines  number of rows so modify matrix

 Assignment Method: Example (cont.)
Modify matrix Cover all zeros
1 0 1 2 1 0 1 2
0 0 2 1 0 0 2 1
0 3 2 0 0 3 2 0
1 1 0 3 1 1 0 3

Number of lines = number of rows so at optimal solution

PROJECT PROJECT
1 2 3 4 1 2 3 4
Bryan 1 0 1 2 Bryan 10 5 6 10
Kari 0 0 2 1 Kari 6 2 4 6
Noah 0 3 2 0 Noah 7 6 5 6
Chris 1 1 0 3 Chris 9 5 4 10

Project Cost = (5 + 6 + 4 + 6) X $100 = $2,100

Sequencing

 Prioritize jobs assigned to a resource

 If no order specified use first-come first-served (FCFS)
 Other Sequencing Rules
 FCFS - first-come, first-served
 LCFS - last come, first served
 DDATE - earliest due date
 CUSTPR - highest customer priority
 SETUP - similar required setups
 SLACK - smallest slack
 SPT - shortest processing time
 LPT - longest processing time
 CR (critical ratio)
 Minimum Slack and Smallest Critical Ratio

 SLACK considers both work and time remaining

SLACK = (due date – today’s date) – (processing time)

 CR recalculates sequence as processing

continues and arranges information in ratio form
time remaining due date - today’s date
CR = work remaining
= remaining processing time

If CR > 1, job ahead of schedule

If CR < 1, job behind schedule
If CR = 1, job on schedule
 Sequencing Jobs through One
Process/Machine

 Flow time (completion time)

 Time for a job to flow through system
 Makespan
 Time for a group of jobs to be completed
 Tardiness
 Difference between a late job’s due date and its completion time
 Assumptions
 Jobs to be assigned to a single machine/process
 No new jobs arrive to the machine during the analysis
 Processing times and due dates are fixed
 Setup time is negligible.
Simple Sequencing Rules

PROCESSING DUE
JOB TIME DATE
A 5 10
B 10 15
C 2 5
D 8 12
E 6 8
 Simple Sequencing Rules: FCFS
PROCESSING DUE
JOB TIME DATE

A 5 10
B 10 15
C 2 5
D 8 12
E 6 8

FCFS START PROCESSING COMPLETION DUE

SEQUENCE TIME TIME TIME DATE TARDINESS
A 0 5 5 10 0
B 5 10 15 15 0
C 15 2 17 5 12
D 17 8 25 12 13
E 25 6 31 8 23
Total 93 48
Average 93/5 = 18.60 48/5 = 9.6
 Simple Sequencing Rules:
DDATE
PROCESSING DUE
JOB TIME DATE

A 5 10
B 10 15
C 2 5
D 8 12
E 6 8

DDATE START PROCESSING COMPLETION DUE

SEQUENCE TIME TIME TIME DATE TARDINESS
C 0 2 2 5 0
E 2 6 8 8 0
A 8 5 13 10 3
D 13 8 21 12 9
B 21 10 31 15 16
Total 75 28
Average 75/5 = 15.00 28/5 = 5.6
 Simple Sequencing Rules:
SLACK = (due date – today’s date) – (processing time)
PROCESSING DUE
JOB TIME DATE A(10-0) – 5 = 5
A 5 10 B(15-0) – 10 = 5
B 10 15 C(5-0) – 2 = 3
C 2 5 D(12-0) – 8 = 4
D 8 12 E(8-0) – 6 = 2
E 6 8

SLACK START PROCESSING COMPLETION DUE

SEQUENCE TIME TIME TIME DATE TARDINESS
E 0 6 6 8 0
C 6 2 8 5 3
D 8 8 16 12 4
A 16 5 21 10 11
B 21 10 31 15 16
Total 82 34
Average 82/5 = 16.40 34/5 = 6.8
 Simple Sequencing Rules:
SPT (shortest processing time)
PROCESSING DUE
JOB TIME DATE

A 5 10
B 10 15
C 2 5
D 8 12
E 6 8

SPT START PROCESSING COMPLETION DUE

SEQUENCE TIME TIME TIME DATE TARDINESS
C 0 2 2 5 0
A 2 5 7 10 0
E 7 6 13 8 5
D 13 8 21 12 9
B 21 10 31 15 16
Total 74 30
Average 74/5 = 14.80 30/5 = 6
 Simple Sequencing Rules:
Summary

AVERAGE AVERAGE NO. OF MAXIMUM

RULE COMPLETION TIME TARDINESS JOBS TARDY TARDINESS

FCFS 18.60 9.6 3 23

DDATE 15.00 5.6 3 16
SLACK 16.40 6.8 4 16
SPT 14.80 6.0 3 16
 Sequencing Jobs Through Two
Serial Process

Johnson’s Rule
1. List time required to process each job at each machine.
Set up a one-dimensional matrix to represent desired
sequence with # of slots equal to # of jobs.
2. Select smallest processing time at either machine. If
that time is on machine 1, put the job as near to
beginning of sequence as possible.
3. If smallest time occurs on machine 2, put the job as
near to the end of the sequence as possible.
4. Remove job from list.
5. Repeat steps 2-4 until all slots in matrix are filled and all
jobs are sequenced.
 Johnson’s Rule

JOB PROCESS 1 PROCESS 2

A 6 8
B 11 6
C 7 3
D 9 7
E 5 10

E A D B C
 Johnson’s Rule (cont.)

E A D B C

E A D B C Process 1
(sanding)
5 11 20 31 38
Idle time

E A D B C Process 2
(painting)
5 15 23 30 37 41

Completion time = 41
Idle time = 5+1+1+3=10
 Guidelines for Selecting a
Sequencing Rule

1. SPT most useful when shop is highly congested

2. Use SLACK for periods of normal activity
3. Use DDATE when only small tardiness values can
be tolerated
4. Use LPT if subcontracting is anticipated
5. Use FCFS when operating at low-capacity levels
6. Do not use SPT to sequence jobs that have to be
assembled with other jobs at a later date
 Monitoring

 Job progress should be monitored

 As the job progresses in the process it becomes
increasingly difficult to follow the job through the system
 Competition for resources (resulting in long queues),
machine breakdowns, quality problems, setup
requirements etc. can result in delay
 Shop paperwork/work package, travels with a job,
specifying what work needs to be done at work centers
and where the item should be routed next
 Information logging at each work centre both at entry
and exit
 monitoring function transforms this information it into
progress and exception report
 Monitoring

 Gantt Chart
 Shows both planned and completed activities against a time
scale
 Input/Output Control
 Monitors the input and output from each work center
 Gantt Chart
Job 32B
3 Behind schedule

Job 23C
Facility

2 Ahead of schedule

Job 11C Job 12A

1 On schedule

1 2 3 4 5 6 8 9 10 11 12 Days
Today’s Date
Key: Planned activity
Completed activity
 Input/Output Control

 Input/output (I/O) control monitors the input to and

output from each work center
 Earlier only the actual output from a work center used
to be compared with the planned output
 may result in erroneous conclusions about the source
of a problem due to interrelations between work
centers
 input to a work center must be compared with the
planned input, and the output must be compared with
the planned output
 Input/Output Control Application

 Hall Industries has begun input /output planning for its

work centers.
 planned inputs and outputs for Work Center 5 are
available
a. If production proceeds as planned, what will be the backlog
at the end of period 4?
b. If actual input values are 60, 60, 65, 65 for periods 1 through
4, respectively, and output values cannot exceed 75, how
much output can be expected from Work Center 5?
 Input/Output Control

Input/Output Report

PERIOD 1 2 3 4 TOTAL
Planned input 65 65 70 70 270
Actual input 0
Deviation 0
Planned output 75 75 75 75 300
Actual output 0
Deviation 0
Backlog 30
 Part a: Input/Output Control

Input/Output Report

PERIOD 1 2 3 4 TOTAL
Planned input 65 65 70 70 270
Actual input 0
Deviation 0
Planned output 75 75 75 75 300
Actual output 0
Deviation 20 10 5 0 0
Backlog 30
 Part b: Input/Output Control (cont.)

Input/Output Report

PERIOD 1 2 3 4 TOTAL
Planned input 65 65 70 70 270
Actual input 60 60 65 65 250
Deviation -5 -5 -5 -5 -20
Planned output 75 75 75 75 300
Actual output 75 75 65 65 280
Deviation -0 -0 -10 -10 -20
Backlog 30 15 0 0 0