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Introduction
▪ Operations scheduling is critical to the success of an organization; however, it can be a very
complicated task. Effective schedules are needed to meet promised customer delivery dates or
inventory targets.

Operations Scheduling ▪ It covers the following areas in particular:

- assign job to a particular work center/ machine
- time of assignment of job and completion
- allocation of resources like manpower and materials
- time sequence of operations
- feedback and control function to take care of deviations

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Introduction Performance Measures

▪ Detailed day-to- day planning of operations is called scheduling. Scheduling decisions allocate ▪ From the manager’s perspective, identifying the performance measures to be used in selecting a
available capacity or resources (equipment, labor and space) jobs, activities, tasks or customers over schedule is important. If the overall goals of the organization are to be achieved, the schedules
time. should reflect managerially acceptable performance measures. The following list describes the most
▪ Scheduling is an allocation decision, it uses the resources made available by facilities decisions and common performance measures used in operations scheduling.
aggregate planning.

Job Flow Time: The amount of shop time for the job is called job flow time. It is the sum of the
▪ Scheduling deals with questions such as moving time between operations, waiting time for machines or work orders, process time
o When should an operation / job be started? When should it end? (including setups), and delays resulting from machine breakdowns, component unavailability, and
the like.
o Which work centers will do which job?
o On which equipment should it be done, and by whom?
o What is the sequence in which jobs/ operations need to be handled in facility or on
equipment?

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Performance Measures Performance Measures

Makespan: The total amount of time required to complete a group of jobs is called Total Inventory: The sum of scheduled receipts and on-hand inventories is
makespan.
the total inventory.

Past Due: The measure past due can be expressed as the amount of time by which a job Utilization: The percent of work time productively spent by a machine or worker is called utilization.
missed its due date (also referred to as tardiness) or as the percentage of total jobs
processed over some period of time that missed their due dates.
These performance measures often are interrelated.

Work-in-Process Inventory: Any job in a waiting line, moving from one operation to
the next, being delayed for some reason, being processed, or residing in component or An understanding of the interactions of job flow time, makespan, past due, WIP inventory, total
subassembly inventories is considered to be work-in-process inventory. inventory, and utilization can make scheduling easier.

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Objectives of Operations Scheduling Objectives of Operations Scheduling

▪ Making efficient use of the labour. ▪ Maximizing the delivery performance i.e. meeting the delivery dates.

▪ Making best possible use of the equipments that are available for the use. ▪ Minimizing the inventory.

▪ Increasing the profit. ▪ Reducing the manufacturing time.

▪ Increasing the output. ▪ Minimizing the production costs.

▪ Improving the service level.

▪ Minimizing the worker costs.

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Functions of Operations Scheduling Functions of Operations Scheduling

▪ Allocation of the resources. ▪ Specifying the start and the end time for each job (actively scheduled).

▪ Shop floor control. ▪ Getting quick feedback from the shops regarding the delays and the various
interruptions.
▪ Making maximum use of the plant at minimum possible cost.
▪ Possess up – to – date information for the availability of the materials,
expected delivery dates etc.
▪ Ensure that the needs of the manpower are optimum.
▪ Possess up – to – date data on the machine regarding its breakdown,
▪ Determination of the sequence of the jobs. servicing etc.

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Types of Scheduling Types of Scheduling

Types of Operations Scheduling are as follows:

2. Backward operations scheduling –
1. Forward operations scheduling –
▪ Also classified on the basis of the time.
▪ Classified on the basis of the time.
▪ All the activities are scheduled from the date of the planned order release.
▪ Activities are scheduled from the date or the planned receipt date.
▪ First task of the job is scheduled.
▪ Its subsequent task is scheduled on the scheduled completion of the first task. ▪ The last activity is scheduled first.
▪ Like this, accordingly all the tasks of the job are scheduled.
▪ Time of the start of the last task is considered as the time for the start of the previous
activity.

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Common dispatching or priority rules include the following: Common dispatching or priority rules include the following…..

1) First -come, first –served. Jobs arriving at a work station or service center are processed as soon as they ▪ STR (slack time remaining): time remaining before the due date – the processing time remaining. Orders
arrive in the order of their arrival. This rule is used in operations in which fairness may be a factor in with the shortest STR are run first.
customer service.
▪ STR /OP (Slack time remaining per operation). Orders with shortest STR/OP is calculated as follows:
2) Earliest due date. The job arriving at a work station or service center with the earliest due date is
dispatched first, the next earliest second, and so on. This rule is used in job –type operations in which
substantial back logs can be justified by the customer service being provided. STR/OP = Time remaining before the due date – Remaining processing time
3) Longest processing time. The job arriving at a workstation or service center that requires the longest Number of remaining operations
amount of processing time is dispatched first, the job requiring second longest amount of time, second
and so on. This rule based on the logic that jobs that take longer will be of more value to the
organization and therefore, should be completed first to maximize sales, profit, and service to important ▪ CR (Critical Ratio): This is calculated as the difference between the due date and the current date divided by
customers. the number of work days remaining. Orders with the smallest CR are run first.
4) Shortest processing time. The job arriving at a workstation or service center that requires the least ▪ QR (Queue ratio): This is calculated the slack time remaining in the schedule divided by the planned
amount of processing time is dispatched first, the job requiring second longest amount of time, second remaining queue time. Orders with smallest QR are run first.
and so on. This rule is based on the concept that maximizing the flow of completed jobs will reduce
costs and thereby maximize profits. ▪ LCFS (Last come, First served). This rule occurs frequently by default. As orders arrive they are placed on the
top of the slack; the operator usually picks up the order on top to run first.
▪ Random order or whim: The supervisors or the operators usually select whichever job they feel like running.

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Standard measures of schedule performance Methods used for Operation Scheduling

Johnson’s two machine algorithm

1) Meeting due dates of customers or downstream operations.
▪ Very effective when the operations sequencing has two machines and the processing time depends
on the sequence in which the jobs are loaded.
2) minimizing the flow time ( the time a job spends in the process)
▪ Helps in the determination of the optimal job sequence.
3) minimizing work in process inventory
Two Machines: Johnson’s rule consists of the following steps:
4) Minimizing idle time of machines or workers. 1. List the operation time for each job on both machines.
2. Select the shortest operation time.
3. If the shortest time is for the first machine, do the job first; if it is for the second machine, do the job
last.
4. Repeat steps 2 and 3 for each remaining until the job scheduling is complete.

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Data for a 2-Machine Flow Shop Data for a 2-Machine Flow Shop
Data for a 5-Job 2-Machine Flow Shop Problem Data for a 5-Job 2-Machine Flow Shop Problem

Time for Time for Time for Time for

Operation Machine for Machine for Operation Machine for Machine for
Job #1 Operation # 1 Operation # Job #1 Operation # 1 Operation #
#2 Operation # 1 Operation # 2 #2 Operation # 1 Operation # 2
(Days) 2 (Days) (Days) 2 (Days)

A A1 A2 M1 M2 3 2 A A1 A2 M1 M2 1 7
B B1 B2 M1 M2 6 8 B B1 B2 M1 M2 1 8
C C1 C2 M1 M2 5 6 C C1 C2 M1 M2 5 6
D D1 D2 M1 M2 7 4 D D1 D2 M1 M2 7 2

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Example Conclusion
Using a random sequencing: C-D-B-A

1 5 6 11 12 13 16 18 19 21 26 27 28
• Scheduling is the allocation of resources over a period of time to accomplish a specific set of
Machine I C (5) D (7) B (6) A (3) tasks.
Machine II Idle C (6) D (4) B (8) A(2)

• The impact of scheduling can be increased by focusing on the schedules of bottleneck

resources so as to maximize the flow of total value-added funds.
Using Johnson’s two machine

1 5 6 11 12 13 14 18 19 20 19 21 23 26 • If the operations scheduling is carried out in an efficient manner, then there occurs a
considerable improvement in the performance in the delivery.
Machine I C (5) B (6) D (7) A (3)
Machine II C (6) B (8) B (4) A (2) • It helps in the achievement of the goals that have been set by the company.

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Thank You

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