Operations scheduling

 Scheduling is the process of arranging, controlling and optimizing

work and workloads in a production process or manufacturing
process. Scheduling is used to allocate plant and machinery
resources, plan human resources, plan production processes and
purchase materials.
Meaning  The objective of scheduling is to allocate and prioritize
demand (generated by either forecasts or customer
orders) to available facilities
  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.
 It covers the following areas in particular:
 assign job to a particular work center/ machine
 time of assignment of job and completion
Meaning  allocation of resources like manpower and materials
 time sequence of operations
 feedback and control function to take care of deviations
 From the manager’s perspective, identifying the performance
measures to be used in selecting a schedule is important. If the overall
goals of the organization are to be achieved, the schedules should
reflect managerially acceptable performance measures. The following
list describes the most common performance measures used in
operations scheduling.
 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 dependable deliveries
Scheduling Decisions
TABLE 15.1 Scheduling Decisions

ORGANIZATION MANAGERS SCHEDULE THE FOLLOWING

Alaska Airlines Maintenance of aircraft
Departure timetables
Flight crews, catering, gate, ticketing personnel
Arnold Palmer Hospital Operating room use
Patient admissions
Nursing, security, maintenance staffs
Outpatient treatments
University of Alabama Classrooms and audiovisual equipment
Student and instructor schedules
Graduate and undergraduate courses
Amway Center Ushers, ticket takers, food servers, security personnel
Delivery of fresh foods and meal preparation
Orlando Magic games, concerts, arena football
Lockheed Martin Production of goods
Factory Purchases of materials
Workers
Scheduling Issues

▶ Scheduling deals with the timing of operations

▶ The task is the allocation and prioritization of demand
▶ Significant factors are
1) Forward or backward scheduling
2) Finite or infinite loading
3) The criteria for sequencing jobs
Scheduling
Flow
Figure 15.1
  Work center: an area in which production resources
are organized and work is completed
The Nature  May be a single machine, a group of machines, or an area
where work is done
and  Can be organized according to function, product in a flow,
Importance of or group technology
Work Centers
 Jobs need to be routed between functionally
organized work centers to complete the work
Finite and Infinite Loading
▶Assigning jobs to work stations
▶Finite loading assigns work up to the capacity of
the work station
▶All work gets done
▶Due dates may be pushed out
▶Infinite loading does not consider capacity
▶All due dates are met
▶Capacities may have to be adjusted
  Infinite loading: work is assigned to a work center
based on what is needed
 No consideration to capacity

Loading
 Finite loading: schedules each resource using the
setup and run time required for each order
 Determines exactly what will be done by each resource at
every moment during the day
  1. Forward operations scheduling –
 Classified on the basis of the time.
 All the activities are scheduled from the date of the planned order
release. First task of the job is scheduled.
 Its subsequent task is scheduled on the scheduled completion of
the first task.
Types of  Like this, accordingly all the tasks of the job are scheduled.
Scheduling  2. Backward operations scheduling –
 Also classified on the basis of the time.
 Activities are scheduled from the date or the planned receipt date.
The last activity is scheduled first.
 Time of the start of the last task is considered as the time for the
start of the previous activity.
 Methods used for Operation Scheduling
 Methods used for the operations scheduling
  Forward scheduling: the system takes an order and
schedules each operation that must be completed
forward in time
 Can tell the earliest date an order can be completed

Scheduling
 Backward scheduling: starts with due date and
schedules the required operations in reverse
sequence
 Can tell when an order must be started in order to be done
by a specific date
 Forward and Backward Scheduling

▶ Forward scheduling starts as soon as the requirements are known

▶ Produces a feasible schedule though it may not meet due dates
▶ Frequently results in
buildup of work-in-
process inventory

Due
Now Date
 Forward and Backward Scheduling

▶ Backward scheduling begins with the due date and schedules the final
operation first
▶ Schedule is produced by working backwards though the processes
▶ Resources may not
be available to
accomplish the
schedule

Due
Now Date
  Machine-limited process: equipment is the
critical resource that is scheduled

 Labor-limited process: people are the key

Limitations resource that is scheduled

 Most actual processes are either labor

limited or machine limited but not both
Types of
Manufacturing
Processes and
Scheduling
Approaches
  Allocating orders, equipment, and personnel

Typical  Determining the sequence of order

Scheduling performance
and Control
Functions
 Initiating performance of the scheduled work

 Shop-floor control
  Meet due dates

 Minimize lead time

Objectives of
Work-Center  Minimize setup time or cost
Scheduling
 Minimize work-in-process inventory

 Maximize machine utilization

  Sequencing: the process of determining the
job order on machines or work centers
 Also known as priority sequencing

Job  Priority rules: the rules used in obtaining a job

Sequencing sequence
 Can be simple or complex
 Can use one or more pieces of information
 Common rules shown on next slide
Priority Rules
for Job
Sequencing
Scheduling Rules
A sample
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.
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.
Performance Criterion
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
Cmax  max{Ci }
i
Make span (Max. Completion time):
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 Criteria
• Flow time – the time between the release of a job to a work center
until the job is finished
Sum of total flow time
Average completion time =
Number of jobs
or Average Flow Time
Total job work (processing) time
Utilization metric = Sum of total flow time

Average number of = Sum of total flow time

jobs in the system Total job work (processing) time
Total late days
Average job lateness = Number of jobs
Performance Criteria
▶ Flow time – the time between the release of a
job to a work center until the job is finished
Sum of total flow time
Average completion time =
Number of jobs
Job lateness = Max{0, yesterday + flow time – due date}
Total job work (processing) time
Utilization metric = Sum of total flow time

Average number of = Sum of total flow time

jobs in the system Total job work (processing) time
Total late days
Average job lateness = Number of jobs
  Job Flow Time: The amount of shop time for the job is called job flow time. It is
the sum of the moving time between operations, waiting time for machines or
work orders, process time (including setups), and delays resulting from machine
breakdowns, component unavailability, and the like.
 Makespan: The total amount of time required to complete a group of jobs is
called makespan.
 Past Due: The measure past due can be expressed as the amount of time by
which a job 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.
Performance  Work-in-Process Inventory: Any job in a waiting line, moving from one
Measures operation to the next, being delayed for some reason, being processed, or
residing in component or subassembly inventories is considered to be work-in-
process inventory.
 Total Inventory: The sum of scheduled receipts and on-hand inventories is the
total inventory.
 Utilization: The percent of work time productively spent by a machine or
worker is called utilization. These performance measures often are interrelated.
 An understanding of the interactions of job flow time, makespan, past due,
WIP inventory, total inventory, and utilization can make scheduling easier.
Scheduling Rules
An illustration of their application
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 4–2–1–3
CR 3–4–1–2
FCFS 1–2–3–4
RAN 1–3–2–4
Performance of Scheduling Rules
Example 18.2: An illustration (SPT)
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 18.2: An illustration (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
Example 22.1:
n Jobs on One
Machine
Example 22.1:
FCFS and SOT
Rules
Example 22.1:
EDD and LCFS
Rules
Example 22.1:
Random and
STR Rules
Comparison of
Priority Rules
  Two or more jobs must be processed on two machines in a
common sequence.
Scheduling n
Jobs on Two  Wish to minimize the flow time from the beginning of the first job
to the finish of the last job.
Machines
 Use Johnson’s rule.
  Very effective when the operations
sequencing has two machines and the
Johnson’s two processing time depends on the sequence
machine in which the jobs are loaded.
algorithm  Also used when the company involves a
backlog of the orders.
 Helps in the determination of the optimal
job sequence.
  List the operation time for each job.
 Select the shortest operation time.
Steps to  If the shortest time is on the first machine, do first.
Johnson’s Rule  If the shortest time is on the second machine, do the job last.
 For ties, do first.
 Repeat steps 2-3 for each remaining job.
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.
Example 22.2:
n Jobs on Two
Machines
Example 22.2:
Scheduling
Jobs
Example 22.2:
Optimal
Schedule of
Jobs Using
Johnson’s Rule
 Johnson’s Rule
An illustration: Example 18.3
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
Job Shop Scheduling
An illustration (Example 18.4, SPT rule)

Machines 1 and 2 are assigned jobs 4 and 1 respectively using the SPT rule
Job Shop Scheduling
An illustration (Example 18.4, SPT rule)

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

Job Shop Scheduling
An illustration (Example 18.4, SPT rule)

Gantt Chart representation of the final schedule using the SPT rule
Job Shop Scheduling
An illustration (Example 18.4, EDD rule)

Gantt Chart representation of the final schedule using the EDD rule
Job Shop Scheduling
Performance Summary of SPT & EDD

Job No Due SPT EDD

Ci Lateness Ci Lateness
1 10 13 3 23 13
2 12 21 9 20 8
3 9 17 8 14 5
4 14 18 4 23 9
Average 17.25 6.00 20.00 8.75
  Some work centers have enough machines to start all
the jobs.
 Here the issue is the particular assignment of
Scheduling a individual jobs to individual machines.
Set Number of
Jobs on the  Assignment method: a special case of the
Same Number transportation method of linear programming.
of Machines  There are n things to be distributed to n destinations.
 Each thing assigned to one and only one destination.
 Only one criterion can be used.
 Assignment Matrix Showing Machine Processing Costs for
Each Job

Example 22.3:
Assignment
Method
Example 22.3:
Step 1– Row
Reduction
Example 22.3:
Step 2 –
Column
Reduction
Example 22.3:
Step 3 – Apply
Line Test
Example 22.3:
Step 4 –
Additional
Reduction
Example 22.3:
Optimal
Solution
 Job I to Machine E $3

Job II to Machine B 4
Example 22.3:
Optimal Job III to Machine C 2
Assignment
and Their Job IV to Machine D 5

Costs Job V to Machine A 3

Total Cost $17

  Assigning priority of each shop order
 Maintaining WIP quantity information
 Conveying shop-order status information to the office
Shop-Floor  Providing actual output data for capacity control
Control: Major purposes
Functions
 Providing quantity by location by shop order for WIP
inventory and accounting
 Providing measurement of efficiency, utilization, and
productivity
Gantt Chart
  The daily dispatch list
 Various status and exception reports
 Anticipated delay report
Tools of Shop-  Scrap report
Floor Control  Rework report
 Performance summary reports
 Shortage list
 An input/output control report
Some Basic
Tools of
Shop-Floor
Control
Shop Capacity
Control Load
Flow
  There is a direct equivalence between work
flow and cash flow.
 The effectiveness of any job shop should be
Principles of measured by speed of flow through the shop.
Work Center  Schedule jobs as a string, with process steps
Scheduling back-to-back.
 A job once started should not be interrupted.
 Speed of flow is most efficiently achieved by
focusing on bottleneck work centers and jobs.
  Reschedule every day.
 Obtain feedback each day on jobs that are not
completed at each work center.
Principles of  Match work center input information to what the
Job Shop worker can actually do.
Scheduling  When improving output, look for incompatibility
(continued) between engineering design and process execution.
 Certainty of standards, routings, and so forth is not
possible, but always work toward achieving it.
  Scheduling consecutive days off
Personnel
Scheduling in  Scheduling daily work times
Services
 Scheduling hourly work times
  ScheduleSource Inc. of Broomfield, Colorado, offers an integrated
suite of tools for workforce management named TeamWork.
 At the heart of TeamWork is a customizable and automated
employee scheduling system. The benefits of TeamWork software
include features such as
Software for  Web based
Employee  Optimized schedules
Scheduling  Zero conflict scheduling
 Time and attendance recordkeeping
 E-mail notifications
 Audit trail
 Advanced reporting
 Accessibility from anywhere any time
  Step 1: Define labor requirements.

 Step 2: Establish employee availability.

Steps for the  Step 3: Assign employees to particular skill sets and
Software rank an employee’s skill set level from 1 to 10 (1 being
novice, 5 being average, and 10 being superlative).

 Step 4: The TeamWork software automatically builds

a schedule.
  ScheduleSource customers include
 The Transportation Security
Administration (TSA) has successfully
implemented ScheduleSource
TSA and Software to generate schedules for
ScheduleSourc more than 44,000 federal airport
e Software security personnel at 429 airports.
 More than 30,000,000 individual shifts
were scheduled in the airport security
deployment.
  Making efficient use of the labour.
 Making best possible use of the equipments that are
available for the use.
 Increasing the profit.
 Increasing the output.
 Improving the service level.
Objectives  Maximizing the delivery performance i.e. meeting the
delivery dates.
 Minimizing the inventory.
 Reducing the manufacturing time.
 Minimizing the production costs.
 Minimizing the worker costs.
  Allocation of the resources.
 Shop floor control.
 Making maximum use of the plant at minimum possible cost.
 Ensure that the needs of the manpower are optimum.
 Determination of the sequence of the jobs.
 Functions of Operations Scheduling

Functions  Specifying the start and the end time for each job (actively
scheduled).
 Getting quick feedback from the shops regarding the delays and
the various interruptions.
 Possess up – to – date information for the availability of the
materials, expected delivery dates etc.
 Possess up – to – date data on the machine regarding its
breakdown, servicing etc.