JABATAN KEJURUTERAAN

MEKANIKAL
POLITEKNIK SULTAN HAJI
AHMAD SHAH
JJ619 - INDUSTRIAL MANAGEMENT

Upon completion of this course, students should be able

to :
1. Apply the basic concept of industrial management
system in industry.
2. Identify the suitable concept industrial management
system in related industry by group.

SUMMARY
This topics elaborates on scheduling management,
scheduling in high-volume system, scheduling in lowvolume system.

o Identify scheduling management.

o Determine scheduling in high-volume

system.
o Understand scheduling in low-volume
system.
o Loading such as Gantt Chart, input /
output control and assignment method.

 Prescribing of when and where each operation

necessary to manufacture the product is to be
performed.
Under the operations function (both manufacturing
and services), scheduling relates to use of
equipment and facilities, the scheduling of human
activities and receipt of material.
Activities: job, task, delivery, transportation,
machining, milling, grinding, painting, sanding,
chemical bath, ..
Resources: machines, operators, power, etc.

To minimize processing time.

To reduce cost
To minimize completion time.
To minimize over time.
To minimize lateness.
To minimize customer waiting time.
To keep inventory levels low.
Effectively utilize personnel and
equipment.

 Scheduling is to establish the timing of the use of

equipment, facilities, and human activities in an
organization.
The objective is to achieve trade offs among
conflicting goals, which include efficient utilization of
staff, equipment, and facilities, and minimization of
customer waiting time, inventories, and process
times.
Scheduling normally starts with the Master Schedule.
A master schedule resembles central office which
passes information about all the orders in hand.

 2 general approach scheduling:o Forward scheduling

scheduling ahead from a point in time.
useful to answer the question How long will it take to complete this job?
o Backward scheduling
scheduling backward from a future due date
useful to answer the questions:
Can we complete this job in time?
When is the latest we can start this job and still complete it by the due date?
Scheduling of operations depends on the type of operations :
Manufacturing Operations
High-volume
Intermediate-volume
Low-volume
Service Operations

ADVANTAGES
1. It is simple and easy to understand,
2. It can be kept running (i.e., current)
3. It involves less cost to make it any maintain,
4. It can be maintained by non-technical staff, and
5. A certain percentage of total weekly capacity can
be allocated for such orders.
DISADVANTAGES
1. It provides only overall picture, and
2. It does not give detailed information.

Scheduling is difficult :
Modeling: real-world domains are hard to model.
Complexity: large/options, combination, explosion.
Criteria/Objectives: vague, ambiguous, difficult to
quantify, multiple objectives, conflicting objectives.
Uncertainty: unexpected events, new orders,
cancellations, changing costs/priorities, failures.
Domain-Specific Dependencies: unique heuristics
and rules of thumb - makes it hard to transfer
results from one domain to another.

Levels of Scheduling (Morten) :

Long Range Planning
o Plant expansion, layout, design.
Middle Range Planning
o Production smoothing, logistics.
Short Range Planning
o Requirements, shop bidding, due date setting.
Scheduling
o Shop routing, line balancing, batch sizing.
Reactive Scheduling
o Hot jobs, down machines, late material.

Intervals
Job schedules are defined using the Intervals Daily, Weekly, Monthly, and
Yearly. Intervals are used to defined which days a job will run, what type of
backup (full, incremental, differential, or copy) will be done, and how many
sets of media are dedicated to the interval. The size of an interval refers to
the amount of time between runs of that interval.
o Daily run on sequential weekdays.
o Weekly run once per week on the day specified by the user, for
example, Friday.
o Monthly run once per month on a day specified by the user such as
the first day, the last day, the first Monday, and others. You can also
specify how many months should elapse between monthlies. Setting the
monthly interval to every 3 months will create a backup every quarter.
o Yearly run once per year on a specified day of the year. By
increasing the interval you can also schedule a job to run once every so
many years.

The following factors affect production scheduling and are

considered before establishing the scheduling plan :
External factors :
o Customer's demand.
o Customer's delivery dates.
o Stock of goods already lying with the dealers and retailers.
Internal factors :
o Stock of finished goods with the firm.
o Time interval to process finished goods from raw material.
o Availability of equipment and machinery.
o Availability of materials.
o Additional manufacturing facilities if required.
o Feasibility of economic production runs.

 High-volume systems are characterized by standardized

equipment 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.
High-volume systems are often referred to as flow
systems; scheduling in these systems is referred to as
flow-shop scheduling.

 Major aspects of system design include line balancing and

flow system design.
o Line balancing concerns allocating the required tasks to
workstations so that they satisfy technical (sequencing)
constraints and are balanced with respect to equal work
times among stations. It results in the maximum
utilization of equipment and personnel as well as the
highest possible rate of output.
o Flow system design considers the potential discontent
of workers in connection with the specialization of job
tasks in these systems; high work rates are often
achieved by dividing the work into a series of relatively
simple tasks assigned to different workers.

Several approaches that can be used to meet the demand for

varying volumes and product mixes in high-volumes and
repetitive manufacturing operations are:
i. To have separate production facilities for each product and
to vary the production rate in response to the demand
pattern. But this would require a high investment in various
facilities that would seldom be fully utilized.
ii. To run one large facility on a product for a while and then
change to another product for a while. In this case, the
rescheduling and coordinating problems could be significant.
iii. To stabilize the product-mix and the production rate for an
extended period so that, many of the advantages of just-intime production can be achieved.

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
labour, 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.

 Job Shops
o products are made to order.
o orders differ considerably in their processing
requirements.
Job-shop scheduling
o Scheduling for low-volume systems with many
variations in requirements.
Loading - assignment of jobs to process centers.
Sequencing - determining the order in which jobs will
be processed.

 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.

 1. Loading
Gantt chart (used as a visual aid for loading and
scheduling) Load chart and Schedule chart.
Input / Output control.
Assignment method.
2. Sequencing
Priority rules FCFS, SPT, EDD, CR, S/O and
Rush.
Sequencing jobs through two work center
Johnsons Rule.
Sequencing jobs when setup time are sequencedependent.

Definition :
o Assigning specific jobs to each work centres for the planning period.
Type of Loading :
1. Infinite loading. Jobs are assigned to work centres without regard to
the capacity of the work centres.
2. Finite loading Jobs are assigned to work centres with regard to the
capacity of the work centres and job processing times.
3. Vertical loading: Loading jobs at a work centres, job by job, usually
according to some priority criterion, using infinite loading i.e. Jobs are
assigned to work centres without regard to the capacity of the work
centres.
4. Horizontal loading: Loading each job on all work centres it will
require, then the next job on all work centres, according to some
priority, using finite loading i.e. Jobs are assigned to work centres with
regard to the capacity of the work centre and job processing times.

 Gantt Chart
o Simple graphical display technique suitable for
less complex situations,
o Chart used as visual aid for loading and
scheduling purposes.
o Can be used in a number of different ways.
This does not provide any rules for choosing but
simply presents a graphical technique for
displaying results (and schedule) and for evaluating
results makespan (completion time), idle time,
waiting time, machine utilization, etc.)

Progress charts:
o Illustrates the planned schedule compared to actual performance
o Brackets show when activity is scheduled: start to finish. Design

and pilot run both finished late and feedback has not started yet.

There are a number of different types of Gantt charts. Two of the most
commonly used are the load chart and the schedule chart.

Load Chart
A load chart depicts the loading and idle times for a group of machines
or a list of departments. The chart shows when certain jobs are
scheduled to start and finish, and where to expect idle time.

Schedule Chart
There are two general approaches to scheduling: forward scheduling
and backward scheduling. Forward scheduling means scheduling
ahead from a point in time, "How long will it take to complete this
job?" ; backward scheduling means scheduling backward from a due
date, " When is the latest job can be started and still be completed by
the due date?

 Input / output (I/O) control refers to monitoring the work flow and
queue length at work centres.
The purpose is to manage work flow so that queues and waiting
times are kept under control. Example :

 The assignment method is used to determine what

resources are assigned to which department, machine or
centre of operation in the production process.
This method is used to allocate the proper number of
employees to a machine or task, and the number of jobs
that a given machine or factory can produce.
Any quantitative or qualitative methodology by which one
determines how to assign capital, employees, and almost
anything else as efficiently as possible.
For example, an assignment method may help a company
determine how many employees it puts on a task or how
much a major project should cost.

 The following table contains information on the cost

to run three jobs on four available machines. Using
the assignment method, determine an assignment
plant that will minimize costs.

 Row operation

Column operation

 Assign the machine

Select the smallest not

covered by lines.
Subtract it from all the
other number which are
not covered by line.
Add the number at the
intersection of horizontal and vertical.

 Assign the machine

The optimal assignment is :

Total cost of assignment = RM 27

 Definition:o Specifies the order in which jobs should be

done at each center.
o Priority sequencing is a systematic procedure
for assigning priorities to waiting jobs thereby
determining the sequence in which the jobs
will be performed.
Example :
o Suppose that ten patients are assigned to a
medical clinic for treatment.

1.
2.
3.
4.
5.

Set up cost.
In process inventory.
Idle times.
Average time to complete jobs.
Average number of jobs waiting in
the queue.
6. Average time the jobs are late.

FCFS (first come, first served)

o Given top priority to the waiting job that arrived earliest in the
production system.
SPT
o job with shortest processing time is processed first.
EDD (Earliest due date )
o job having earliest due date is processed first.
CR (critical ratio)
o job having smallest critical ratio (time remaining until due date/
processing time remaining) is processed next.
S/O (slack per operation)
o job processed according to average slack time = (time until due date
remaining time to process)/(number of remaining operations).
Rush
o emergency or preferred customers go first.

The priority rules can be classified as either local or global.

Local rules take into account information pertaining only to
a single workstation; global rules take into account
information pertaining to multiple workstations. FCFS, SPT,
and EDD are local rules;
CR and S/O are global rules. Rush can be either local or
global. Global rules require more effort than local rules.
A major complication in global sequencing is that not all
jobs require the same processing or even the same order of
processing. As a result, the set of jobs is different for
different workstations. Local rules are particularly useful for
bottleneck operations, but they are not limited to those
situations.

 Average completion time = Total flow time

No. of jobs
Average number of jobs in the system
=
Total flow time
.
Total process time (completion)
Average job lateness = Total job lateness
No. of jobs

 Critical ratio (CR) of less than one means that the job is
already late.
The critical value of one indicates that the job is on
schedule and greater than one indicates that the job has
some slack available to it.
The critical ratio is computed as :
Critical ratio (CR) = Time remaining for due date of the job
Time needed to complete the job
= Time remaining
Work remaining
= Tr
Tn
The lower is the critical ratio and higher is its priority.

 The processing times for five jobs and their due dates a given for a
single machine scheduling below :-

Using FCFS, SPT, EDD, and CR. Determine :

i)
The sequence of jobs
ii) Total completion time
iii) Average completion time
iv) Average number of jobs
v) Average delay (lateness)

The sequence of jobs

= A-B-C-D-E

Total completion time

= 38 days

Average completion time

= 116
5
= 23.2 days

Average number of jobs

= 116
38
= 3.05 jobs

Average delay
= 17
5
= 3.4 days

The sequence of jobs

= D-A-B-C-E

Total completion time

= 38 days

Average completion time

= 128
5
= 25.6 days

Average number of jobs

= 128
38
= 3.37 jobs

Average delay
= 18
5
= 3.6 days

The sequence of jobs

= C-E-B-A-D

Total completion time

= 38 days

Average completion time

= 99
5
= 19.8 days

Average number of jobs

= 99
38
= 2.6 jobs

Average delay
= 34
5
= 6.8 days

 Using the critical ratio, we find :

At day 11 (D completed), the critical ratios are :

 At day 20 (D and A completed), the critical ratios are :

At day 27 (D, A and B completed), the critical ratios are :

The sequence of jobs

= D-A-B-C-E

Total completion time

= 38 days

Average completion time

= 128
5
= 25.6 days

Average number of jobs

= 128
38
= 3.36 jobs

Average delay
= 18
5
= 3.6 days

 SPT often performs very well, especially when trying to speed jobs through
system (minimize flow time) and minimize WIP inventories FCFS often
chosen when managers are interested in completing the project early.

 Use S/O (slack per operation) rule to schedule the following

jobs. 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.

 Determine the difference between the due date and the

processing time for each operation. Divide the amount by
the number of remaining operations, and rank them from
low to high. This yields the sequence of jobs:

 The indicated sequence is C-B-A-E-F-D.

Using the S/O rule, the designated job sequence
may change after any given operation, so it is
important to re-evaluate the sequence after each
operation.
Note that any of the previously mentioned priority
rules could be used on a station-by-station basis
for this situation; the only difference is that the
S/O approach incorporates downstream
information in arriving at a job sequence.

 In operations research Johnson's Rule is a method

of scheduling a number of jobs on two successive
work centers. The primary objective of Johnson's
Rule is to find an optimal sequence of jobs to
reduce makespan (the total amount of time it takes
to complete all jobs). It also reduces the number of
idle time between the two work centers.
Is a need for determining an optimum order of
performing a number of jobs by number of facilities
according to some pre-assigned order so as to
optimize the output in terms of cost, time and profit.

Assumptions :
1) No machine can process more than one job
at a time.
2) Processing times are independent of
processing of jobs.
3) Each job once started on one machine is
continued till completion on it.
4) Time involved in moving a job from one
machine to another is negligibly small.

Johnson's Rule is as follows :

List the jobs and their times at each work center.
Select the job with the shortest time. If the job is for the
first work center, then schedule the job first. If that job
is for the second work center then schedule the job
last. Break ties arbitrarily.
Eliminate the job selected from further consideration.
Repeat steps 2 and 3, working towards the center of
the job schedule until all jobs have been scheduled.
In case there is significant idle time at the second work
center (from waiting for the job to be finished at the
first work center), then job splitting may be used.

n jobs and 2 machine problem :

There are only two (2) machines A and B.
Each job is processed in the order A and B.
Procedure :
Step 1 : Select the smallest processing time from the given list of
processing times A1, A2,An and B1, B2,Bn.
Step 2 : If the minimum processing time is Ar, do the rth job first in
the sequence. If the minimum processing time is Bs, do the sth job
last in the sequence.
Step 3 : after doing this step, (n-1) jobs are left to be sequenced.
Repeat step 1 and step 2 till all the jobs are ordered.
Step 4 : Find the total processing time as per the sequence
determined and also determine idle time associated with machines.

n jobs and 2 machine problem :

Elapsed time :
To compute the elapsed time,
The starting time on machine M1 is assumed as
0.00.
The machine M2 starts processing job 2 only
when it comes out of machine M1 after completion.
So it is idle for 1 hour in the start till job comes to it
from machine M1.

 Five jobs are to be processed on two machines M 1 and M2

in the order M1M2. Processing time (hours) are given below
:

Determine the sequence that minimizes total elapsed time.

Find out the total elapsed time and idle time (if any) on M 2.

 1) Determine the sequence :

(i) The minimum processing time is 1 for job 2, machine
M 1.

So, job 2 should be processed first in the sequence.

 (ii) Once the job 2 is over, it is excluded from the list.

The reduced list of processing times for remaining
jobs are :

Now, the minimum processing time is 2 for job 1, machine

M2. Process job 1 last in the sequence.

 (iii) The processing times for remaining jobs are :

The minimum processing time is 3 for job 4 machine

M1. So, process job 4 next in the sequence.

 (iv) The processing times for remaining two jobs are :

The minimum processing time is 4 for job 5 machine M 2. So,

process job 5 last in the sequence.
(v) The optimal sequence is :

 2) Total elapsed time :

The minimum total elapsed time is 30 hours to process

all the 5 jobs through two machines M1 and M2.

 Sketch the time bar chart :

Machine
0

13

23

28

M1
M2
1

15

22

23

27

28

30
1

0 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

Time (hrs)

3) The idle time on machine M2 :

The idle time = 1 + 1 + 1 = 3 hours.

1
28

29

30

 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).