SCHEDULING TECHNIQUE

BASICS OF SCHEDULING In case of job-shop, job needs to be routed between functionally organized work centres to complete the work Scheduling, involves determining the order for running jobs and also assigning a machine Proper scheduling enables firms allocate their production capacity to meet their customer requirements on time. Scheduling types: Forward scheduling, Backward scheduling Combination of both.

In Forward Scheduling system takes order and then schedules each operation that must be completed forward in time. System can tell (gives) the earliest date that an order can be completed. Backward Scheduling starts from some date in future (possibly a due date) and schedules required operations in reverse sequence. Backward schedule tells when an order must be started in order to be done by a specific date.

Important elements of scheduling : 1.Routing decisions the sequence of operations and the work centers that perform the work. 2.Loading assigns jobs to various work centers. 3.Dispatching is the release of an order to start the production operation. The different priority rules in dispatching are: 1.earliest due date, 2.longest processing time, 3.shortest processing time,4. first in first serve, 5.critical ratio method and 6.slack time remaining.

Priority Rules for job sequencing: 1. FCFS (first come, first serve). Orders are run in the order they arrive in the dept. 2. SOT (Shortest Operating Time) / SPT {Shortest Processing Time). : Run the job with shortest completion time first, next shortest second & so on. (Identical to 3. Due Date: Earliest due date first; run the job with earliest due date first. D Date when referring to the entire job; OPNDD when referring to next operation.

4.. STR

(slack time remaining :Orders with shortest STR are run first.

5. LCFS (Last Come First Served): works on default. Orders as they arrive placed on top of stack. Operator usually pricks up order on top to run first. 6. Random order or whim : Supervisors or operators often pick up / select which ever job they feel like running. 7. LOT (Longest Operating Time) / LPT (Longest Processing Time) : Run the job with longest

7.Critical ratio method The critical ratio method is a job sequencing technique that an operations manager can use to verify whether a job is being operated on schedule. In this method, the operations manager calculates the critical ratio of a job, which is the ratio of the actual time remaining to complete the job and the scheduled time remaining to complete the job. Critical Ratio = Actual time remaining Scheduled time remaining

If the critical ratio of an operation is less than one, then it can be said that the operation is behind schedule. If the critical ratio is more than unity, the operation is being processed ahead of schedule. The method helps the operations manager revise the status of the jobs from time to time and re-prioritize them.

Schedule n jobs on 1 machine (n/1) Mike Morales is supervisor of legal copy-express, which provides copy services for dun time Los Angeles law firms. Five customers submitted the orders at beginning of week. Specific scheduling dates are as follows: Job A B C D E Process Due Date Time (Days) (Days Hence) 3 5 4 6 2 7 6 9 1 2

All orders require use of only color copy machine available. Morales must decide on processing sequence for five orders. Evaluation criterion is minimum flow time. Suppose that Morales decides use the FCFS rule in an attempt to make Legal Copy Express appear fair to its customers.

1.FCFS Schedule Job Sequence A B C D E Process Time (Days) 3 4 2 6 1 Due Date (Days Hence) 5 6 7 9 2 Flow Time (Days) 0+3=3 3+4=7 7+2=9 9 + 6 = 15 Lateness

0 1

2 6 15 + 1 = 16 14

Time = 3 + 7 + 9 + 15 + 16 = 50 days. time = 50/5 = 10 days. will be on time. Job B, C, D & E will be late by 1,2,6 and 14 days resp

2.SOT ( shortest Operation time) Rule SOT Schedule Job Processing Due Date Sequence Time (Days (Days) Hence) E C A B D 1 2 3 4 6 2 7 5 6 9 Flow Time (Days) 0+1=1 1+2=3 3+3=6 6 + 4 = 10 Lateness

0 0 1 4

10 + 6 = 16 7

Total Flow Time = 1+3+6+10+16 = 36 days Mean Flow time = 36 = 7.2 days Average delay 0+0+1+4+7 = 2.4 days. SOT results in lower average flow time than FCFS rule. Jobs E & C will be ready before due date, Job A is late by only one day, on an average job will be late by 0+0+1+4+7 = 2.4 days.

SOT results in lower average flow time than FCFS rule. Jobs E & C will be ready before due date, Job A is late by only one day, on an average job will be late by 0+0+1+4+7 = 2.4 days. 5

3.Due Date Rule : Resulting Schedule is Job Processing Due Date Flow Time Lateness Sequence Time (Days) (Days (Days) Hence) E A B C D 1 3 4 2 6 2 5 6 7 9 0+1=1 1+3=4 4+4=8 8 + 2 = 10 10 + 6 = 16 0 0 2 3 7

Total completion time = 1+4+8+10+16=39 days. Mean Flow Time = 39/5 = 7.8 days. Jobs BCD will be late. On an average jobs will be late by 0+0+2+3+7 = 2.4 days.

4.LCFS Job Processin Due Date Sequenc g Time (Days e (Days) Hence) E D C B A 1 6 2 4 3 2 9 7 6 5 Flow Time (Days) 0+1=1 1+6=7 7+2=9 9+ 4 = 13 Lateness

0 0 2 7

13 + 3 = 16 11

Total Flow Time = 46 days, Mean Flow Time = 9.2 days 0+0+2+7+11 20 Average Lateness = -------------------- = ------5 5

= 4 days

5.Random Schedule Job Sequence D C A E B Processing Time (Days) 6 2 3 1 4 Due Date (Days Hence) 9 7 5 2 6 Flow TimeLateness (Days) 0+6=6 6+2=8 1 8+3= 6 11 11 + 1= 10 12 12 + 4 = 10 16 = 53 days. Mean Flow 5

Total Flow Time Time = 10.6 days

0+1+6+10+10 Average Lateness =----------------------------- = 5.4 days.

6.STR ( slack time remaining )Schedule

Job Processing Due Date Slack Sequence Time (Days) (Days Hence) Time E A B D C 1 3 4 6 2 2 5 6 9 7 2-1=1 5-3 =2 6-4 = 2 9-6 = 3 7-2 = 5 Flow Time (Days) Lateness

0+1=1 0 1+3=4 0 4+4=8 2 8+6= 5 14 14 + 2 = 9 16

Total Flow time = 43 days. Mean Flow Time = 8.6 days 0+0+2+5+9 Average Lateness =----------------------------- = 3.2 days. 5

7.CR ( Critical Ratio )Schedule Job Processing Due Date Critical Flow Time Lateness Sequence Time (Days) (Days Ratio (Days) Hence) D B A E C 6 4 3 1 2 9 6 5 2 7 1.5 1.5 1.67 2 3.5 0+6=6 0 6 + 4 = 10 4 10 + 3 = 8 13 13 + 1 = 12 14 14+2 = 16 9

Total Flow time Mean Flow Time = 11.8 days Average Lateness 33 /

= 59 days. 5 = 6.6 days.

8.LOT ( Longest Operating Time First )Schedule Job Sequence D B A C E Processing Time (Days) 6 4 3 2 1 Due Date (Days Hence) 9 6 5 7 2 Flow Time (Days) 0+6=6 6 + 4 = 10 10 + 3 = 13 13 + 2 = 15 15+ 1 = 16

Total Flow time Mean Flow Time = 12 days Average Lateness 34 /

= 60 days. 5 = 6.8 days.

Rule FCFS SOT D Date LCFS Random STR CR LOT

Comparison of Priority Rules Total Completion Average Completion Average Time (Days) Time (Days) Lateness (Days) 50 36 39 46 53 43 59 60 10 7.2 7.8 9.2 10.6 8.6 11.8 12 4.6 2.4 2.4 4.0 5.4 3.2 6.6 6.8

Obviously SOT is better than the Rest. It is always the case SOT is the most important concept in entire subject of sequencing. It is optimum solution n/1 case in other criteria mean waiting time & mean completion time.

Johnsons Job Sequencing Rules: (For 2 stage production) Scheduling n jobs to 2 machines (n/2) 2 or more jobs to be processed on 2 machine common sequencing. Objective of this approach, called Johnsons Rule or method is to minimize flow time from beginning of first job until the finish of the last.

Rule consists of following steps. 1. List operation time for each job on both machines. 2. Select the shortest operation time. 3. If shortest time is for first machine, do the job first, if it is for the second do the job last. 4. Repeat steps 2 & 3 for each remaining job until schedules is complete.

 Johnsons Rule for 2 stage Production:n jobs on 2 m/c A & B in that order. (A printing / B ) Expected processing the A1 A2 An, B, B2 - - Bn Sequence Johnson & Billnon Plenty least processing time, if it is least on first m/c place in bringing, if it is least on B then place at end.

If tie them in A, the any job in beginning, tie at B, then any at end. Next processing time and repeat. Calculated total elapsed time = Time shifting from job & but job in sequence. Idle time on m/c A Idle time on m/c B

Example n jobs on 2 machines, in example 4 jobs 2 machines Step 1 : List Operation times Job A B C D Operation Time on Operation Time on machine 1 machine 2 3 6 5 7 2 8 6 4

Step 2 & 3: Select shortest operation time and assign. Job A is shortest on machine 2 and is assigned first and performed last (once assigned job A is no longer available to be scheduled). Step 4: Repeat step 2 and 3 until completion of schedule.

Select the shortest operation time amongst remaining jobs. Job D is second shortest on machine 2 so to be performed second last. Job C shortest on machine 1 so performed first. Now only B is left with shortest operation time on machine 1 so first among remaining or second overall (after C ). Solution sequence is C BDA flow time is 25 days which is minimum. Also are total idle time and mean idle time

Fan Blade six types on m/c A & B 1 Fan Blade Type m/c A m/c B 30 70 100 50 95 90 20 60 90 30 100 15 2 3 4 5 6

Least type 6 (15) at B 1 3 2 5 4 Then least 20 hrs for type 4 in A Next 30 Hrs. for type 1 m/c A, 30 Hrs type 5 m/c B Next 50 hrs type 3 on m/c, & remaining 2 in last slot.

So final results

Schedule of 6 jobs on 2 m/c . Machine - B Time Time In Process Time Out ing Out Time 20 50 100 200 290 390 20 80 150 240 335 390 60 70 90 95 30 15 80 150 240 335 365 405

Machine - A Job Time In Processing Sequence Time 4 1 3 2 5 6 0 20 50 100 200 290 20 30 50 100 90 100

Total elapsed time 405 hrs Idle time A is 15 hrs., for 390 to 405 hrs. Idle time for m/c B is 20 + 25 = 45 hrs. (0-20) & (365 390)hrs.

Gantt Charts Smaller job shops and individual departments of large ones employ the venerable Gantt Chart to help plan & track jobs. Gantt Chart is a type of bar chart that plots tasks against time. Note: Whether job is ahead of schedule or behind schedule is based on where it stands compared to where we are now.

Gantt Work Load Chart

Date

Week Number JOB 1 2 3 4 5 6 7 8

A B C D

Scheduled Activity Time

Time for Non Productive Activity.

Actual Preference closing

date.

- Review Period(point in time where project is now) -starting date