4.0 Scheduling MGMT

4.
0 Scheduling Management
2008 Prentice Hall, Inc. 15 1
4.1 Introduction
2008 Prentice Hall, Inc.
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4.1.1 Scheduling
Scheduling is to establish the timing of the use of equipment, facilities, and human activities in an organization. The objective is to achieve tradeoffs among conflicting goals, which include;
efficient utilization of staff, equipment, and facilities, and minimization of customer waiting time, inventories, and process times.
Terms Used
Routing: The operations to be performed, their sequence, the work centers, & the time standards Bottleneck: A resource whose capacity is less than the demand placed on it Due date: When the job is supposed to be finished Slack: The time that a job can be delayed & still finish by its due date Queue: A waiting line
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4.1.2 Benefits of 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
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4.1.3 Factors Affecting Scheduling

External factors; Customer's demand Customer's delivery dates and Stock of goods already lying with the dealers and retailers. Internal factors; Stock of finished goods with the firm. Time interval to process finished goods from raw material. Availability of equipment and machinery. Availability of materials Additional manufacturing facilities if required and Feasibility of economic production runs.
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4.2 High-Volume System
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4.2.1 Scheduling in High-Volume Systems

High-volume systems are characterized by standardized equipments and activities that provide identical or highly similar operations on customers or products as they pass through the system. All items follow virtually the same sequence of operations. The goal is to get a high utilization of labor and equipment. Because of the highly repetitive nature of these systems, many of the loading and sequence decisions are determined during the design of the system.
4.2.2 The following factors determine the success of high volume system:
Process and product design. Cost and manufacturability are important, as is achieving a smooth flow through the system. Preventive maintenance. Keeping equipment in good operating order can minimize breakdowns that would disrupt the flow of work. Rapid repair when breakdowns occur. This can require specialists as well as stocks of critical spare parts. Optimal product mixes. Techniques such as linear programming can be used to determine optimal blends of inputs to achieve desired outputs at minimal costs. Minimization of quality problems. Quality problems can be extremely disruptive, requiring shutdowns while problems are resolved. Moreover, when output fails to meet quality standards, not only is there the loss of output but also a waste of the labor, material, time, and other resources that went into it.
Reliability and timing of supplies. Shortage of supplies is an obvious source of disruption and must be avoided. On the other hand, is the solution is to stockpile supplies, that can lead to high carrying costs. Shortening supply lead times, developing reliable supply schedules, and carefully projecting needs are all useful.
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4.3 Low-Volume System
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4.3.1 Scheduling in LowVolume Systems

In low-volume systems, products are made to order, and orders usually differ considerably in terms of processing requirements, materials needed, processing time, and processing sequence and setups. Because of these circumstances, job-shop scheduling is usually fairly complex. This is compounded by the impossibility of establishing firm schedules priori to receiving the actual job orders. Job-shop processing gives rise to two basic issues for schedulers:
loading, how to distribute the workload among work centers, and sequencing, what job processing sequence to use.
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4.3.2 Loading Jobs Loading

Loading refers to the assignment of jobs to processing (work) centers and to various machines in the work centers. Problems arise when two or more jobs are to be processed and there are a number of work centers capable of performing the required work. Managers often seek an arrangement that will minimize processing and setup costs, minimize idle time among work centers, or minimize job completion time.
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a) Input-Output Control
Identifies overloading and underloading conditions Prompts managerial action to resolve scheduling problems The purpose is to manage work flow so that queues and waiting times are kept under control.
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Input-Output Control Example
Deviation = "actual - "planned The backlog = "actual input" -"actual output

Input-Output Control Example

Options available to operations personnel include: 1. Correcting performances
2. Increasing capacity 3. Increasing or reducing input to the work center
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b) Gantt Charts
Load chart shows the loading and idle times of departments, machines, or facilities Displays relative workloads over time
Schedule chart monitors jobs in process All Gantt charts need to be updated frequently to account for changes
Gantt Load Chart Example

Work Center Day Monday Job 349 Job 349 Job 408 Tuesday Wednesday Thursday Job 350 Job 408 Job 349 Friday
Metalworks Mechanical Electronics
Painting
Job 295
Job 408
Job 349
Processing
Unscheduled
Center not available
Figure 15.3
Gantt Schedule Chart Example

Job Day 1 Day Day 2 3 Day Day Day Day Day 4 5 6 7 8
Start of an activity End of an activity Scheduled activity time allowed
Maintenance
Actual work progress Nonproduction time
Point in time when chart is reviewed

Now
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Figure 15.4
c) Assignment Method
A special class of linear programming models that assign tasks or jobs to resources Objective is to minimize cost or time
Only one job (or worker) is assigned to one machine (or project)
Assignment Method
Build a table of costs or time associated with particular assignments
Typesetter
Job R-34 S-66 T-50

A $11 $ 8 $ 9
B $14 $10 $12
C $ 6 $11 $ 7
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Assignment Method
1. Create zero opportunity costs by repeatedly subtracting the lowest costs from each row and column 2. Draw the minimum number of vertical and horizontal lines necessary to cover all the zeros in the table. If the number of lines equals either the number of rows or the number of columns, proceed to step 4. Otherwise proceed to step 3.
Assignment Method
3. Subtract the smallest number not covered by a line from all other uncovered numbers. Add the same number to any number at the intersection of two lines. Return to step 2. 4. Optimal assignments are at zero locations in the table. Select one, draw lines through the row and column involved, and continue to the next assignment.
Assignment Example
Typesetter
A Job R-34 S-66 T-50 $11 $ 8 $ 9
B $14 $10 $12
C $ 6 $11 $ 7
Step 1a - Rows
Typesetter
Step 1b - Columns
Typesetter
A Job R-34 S-66 T-50

B $ 8 $ 2 $ 5
C $ 0 $ 3 $ 0 Job R-34 S-66 T-50
A $ 5 $ 0 $ 2
B $ 6 $ 0 $ 3
C $ 0 $ 3 $ 0
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$ 5 $ 0 $ 2
Assignment Example
Step 2 - Lines
Typesetter
B $ 6 $ 0 $ 3
C $ 0 $ 3 $ 0
Job R-34 S-66 T-50
$ 5 $ 0 $ 2
The smallest uncovered number is 2 so this is subtracted from all other uncovered numbers and added to numbers at the intersection of lines Step 3 - Subtraction
Typesetter
Because only two lines are needed to cover all the zeros, the solution is not optimal
A Job R-34 S-66 T-50 $ 3 $ 0 $ 0
B $ 4 $ 0 $ 1
C $ 0 $ 5 $ 0
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Assignment Example
Step 2 - Lines
Typesetter
A Job R-34 S-66 T-50
$ 3 $ 0 $ 0
$ 4 $ 0 $ 1
$ 0 $ 5 $ 0
Start by assigning R-34 to worker C as this is the only possible assignment for worker C. Job T-50 must go to worker A as worker C is already assigned. This leaves S-66 for worker B.
Step 4 - Assignments
Typesetter
Because three lines are needed, the solution is optimal and assignments can be made
B $ 4 $ 0 $ 1
C $ 0 $ 5 $ 0
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Job R-34 S-66 T-50
$ 3 $ 0 $ 0
Assignment Example
Step 4 - Assignments
Typesetter Typesetter
A Job R-34 S-66 T-50 $11 $ 8 $ 9
B $14 $10 $12
C $ 6 $11 $ 7 Job R-34 S-66 T-50
A $ 3 $ 0 $ 0
B $ 4 $ 0 $ 1
C $ 0 $ 5 $ 0
From the original cost table Minimum cost = $6 + $10 + $9 = $25

4.3.3 Sequencing Jobs Sequencing

Sequencing is concerned with determining both;
the order in which jobs are processed at various work centers and the order in which jobs are processed at individual workstations within the work centers.
When work centers are heavily loaded, the order of processing can be very important in terms of costs associated with jobs waiting for processing and in terms of idle time at the work centers.
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

CR: Critical Ratio S/O: Slack of Operation
RUSH
Sequencing Example
Apply the four popular sequencing rules to these five jobs
Job Work (Processing) Time (Days) 6 2 8 3 9 Job Due Date (Days) 8 6 18 15 23
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Job A B C D E
Sequencing Example
FCFS: Sequence A-B-C-D-E
Job Sequence Job Work (Processing) Time Flow Time Job Due Date Job Lateness
A
B
6
2
6
8
8
6
0
2
C D
E
8 3
9 28
16 19
28 77
18 15
23
0 4
5 11
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Sequencing Example
FCFS: Sequence A-B-C-D-E
Job Work Sum total time Job (Processing) of Flow flowJob Due Job Average completion time = = 77/5 = 15.4 days Number of jobs Date Sequence Time Time Lateness
6 6 8 Total job work time Utilization = Sum of total flow time = 28/77 = 36.4% B 2 8 6
0
2
flow C 0 Average number of 8 Sum of total16 time 18 jobs in the system = Total job work time = 77/28 = 2.75 jobs D 3 19 15 4 Total late days E 9 28 23 5 Average job lateness = Number of jobs = 11/5 = 2.2 days 28 77 11
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Sequencing Example
SPT: Sequence B-D-A-C-E
B
D
2
3
2
5
6
15
0
0
A C
E
6 8
9 28
11 19
28 65
8 18
23
3 1
5 9
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Sequencing Example
SPT: Sequence B-D-A-C-E
Job Work Sum of total flow time Job (Processing) Flow Job Due Job Average completion time = = 65/5 = 13 days Number of jobs Sequence Time Time Date Lateness
2 2 6 Total job work time Utilization = Sum of total flow time = 28/65 = 43.1% D 3 5 15
0
0
flow A 3 Average number of 6 Sum of total 11 time 8 jobs in the system = Total job work time = 65/28 = 2.32 jobs C 8 19 18 1 Total late days 23 E 9 28 5 Average job lateness = Number of jobs = 9/5 = 1.8 days 28 65 9
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Sequencing Example
EDD: Sequence B-A-D-C-E
B
A
2
6
2
8
6
8
0
0
D C
E
3 8
9 28
11 19
28 68
15 18
23
0 1
5 6
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Sequencing Example
EDD: Sequence B-A-D-C-E
Job Work Sum total time Job (Processing) of Flow flowJob Due Job Average completion time = = 68/5 = 13.6 days Number of jobs Date Sequence Time Time Lateness
2 2 6 Total job work time Utilization = Sum of total flow time = 28/68 = 41.2% A 6 8 8
0
0
flow D 0 Average number of 3 Sum of total 11 time 15 jobs in the system = Total job work time = 68/28 = 2.43 jobs C 8 19 18 1 Total late days 23 E 9 28 5 Average job lateness = Number of jobs = 6/5 = 1.2 days 28 68 6
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Sequencing Example
Summary of Rules
Average Completion Time (Days) 15.4 Average Number Average Utilization of Jobs in Lateness (%) System (Days) 36.4 2.75 2.2
Rule FCFS
SPT
EDD
13.0
13.6
43.1
41.2
2.32
2.43
1.8
1.2
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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
Critical Ratio (CR)

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 = = Workdays remaining Work (lead) time remaining
Critical Ratio Example

Currently Day 25 Due Date Workdays Remaining Priority Order Job Critical Ratio
A B C
30 28 27
4 5 2
(30 - 25)/4 = 1.25 (28 - 25)/5 = .60 (27 - 25)/2 = 1.00
3 1 2
With CR < 1, Job B is late. Job C is just on schedule and Job A has some slack time.
Critical Ratio Technique

1. Helps determine the status of specific jobs 2. Establishes relative priorities among jobs on a common basis 3. Relates both stock and make-to-order jobs on a common basis 4. Adjusts priorities automatically for changes in both demand and job progress
5. Dynamically tracks job progress

Slack per Operation (S/O)

Jobs are processed according to average slack time (time until due date minus remaining time to process).
Compute by dividing slack time by number of remaining operations, including the current one.
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Example:S/O
Note that processing time includes the time remaining for the current and subsequent operations. In addition, you will need to know the number of operations remaining, including the current one.
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Solution: 1. Determine the difference between the due date and the processing time for each operation. 2. Divide the amount by the number of remaining operations, and 3. Rank them from low to high. This yields the sequence of jobs:
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Rush
Emergency or preferred customers first.
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Summary Priority Rules

LOCAL Local rules take into account information pertaining only to a single workstation. GLOBAL Global rules take into account information pertaining to multiple workstations.
Description
FCFS, SPT, and EDD. Rules
CR and S/O Rush
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4.3.3 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
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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
Johnsons Rule Example

Job Work Center 1 (Drill Press) Work Center 2 (Lathe)
A B
C D E
5 3
8 10 7
2 6
4 7 12
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A B
C D E
5 3
8 10 7
2 6
4 7 12
B E D C A
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A B
C D E
Time 0 3
5 3
8 10 7
10
2 6
4 7 12
20 28 33
B E D C A
WC 1
WC 2
15 50

A B
C D E
Time 0 3
5 3
8 10 7
10
2 6
4 7 12
20 28 33
B E D C A
WC 1
WC 2
E B
3 5 7
D E
9 10 11 12 13
C D
17 19 21 22 2325 27 29
A C
31
A
33 35
Time 0 1
B
C A
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4.3.4 Sequence Jobs When Setup Times Are Sequence-Dependent

The simplest way to determine which sequence will result in the lowest total setup time is;
to list each possible sequence and determine its total setup time.
As the number of jobs increases, a manager would use a computer to generate the list and identify the best alternative(s).
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4.

2008 Prentice Hall, Inc.

2008 Prentice Hall, Inc.

4.1.2 Benefits of Scheduling

2008 Prentice Hall, Inc.

4.1.3 Factors Affecting Scheduling

2008 Prentice Hall, Inc.

4.2 High-Volume System

2008 Prentice Hall, Inc.

4.2.1 Scheduling in High-Volume Systems

2008 Prentice Hall, Inc.

4.3 Low-Volume System

2008 Prentice Hall, Inc.

4.3.1 Scheduling in LowVolume Systems

2008 Prentice Hall, Inc.

4.3.2 Loading Jobs Loading

2008 Prentice Hall, Inc.

2008 Prentice Hall, Inc.

Input-Output Control Example

Deviation = "actual - "planned The backlog = "actual input" -"actual output

Input-Output Control Example

2008 Prentice Hall, Inc.

Gantt Load Chart Example

Metalworks Mechanical Electronics

Center not available

Gantt Schedule Chart Example

Actual work progress Nonproduction time

Point in time when chart is reviewed

Job R-34 S-66 T-50

B $14 $10 $12

A Job R-34 S-66 T-50 $11 $ 8 $ 9

B $14 $10 $12

A Job R-34 S-66 T-50

C $ 0 $ 3 $ 0 Job R-34 S-66 T-50

Job R-34 S-66 T-50

A Job R-34 S-66 T-50 $ 3 $ 0 $ 0

2008 Prentice Hall, Inc.

A Job R-34 S-66 T-50

Job R-34 S-66 T-50

A Job R-34 S-66 T-50 $11 $ 8 $ 9

B $14 $10 $12

C $ 6 $11 $ 7 Job R-34 S-66 T-50

From the original cost table Minimum cost = $6 + $10 + $9 = $25

4.3.3 Sequencing Jobs Sequencing

EDD: Earliest due date

2008 Prentice Hall, Inc.

2008 Prentice Hall, Inc.

2008 Prentice Hall, Inc.

2008 Prentice Hall, Inc.

2008 Prentice Hall, Inc.

2008 Prentice Hall, Inc.

2008 Prentice Hall, Inc.

Comparison of Sequencing Rules

Critical Ratio (CR)

Critical Ratio Example

(30 - 25)/4 = 1.25 (28 - 25)/5 = .60 (27 - 25)/2 = 1.00

Critical Ratio Technique

5. Dynamically tracks job progress

Slack per Operation (S/O)

2008 Prentice Hall, Inc.

2008 Prentice Hall, Inc.

2008 Prentice Hall, Inc.