15-1

Scheduling

Scheduling

15-2

Scheduling

Scheduling
Scheduling:

Establishing the timing of the

use of equipment, facilities and human
activities in an organization

Effective
Cost

scheduling can yield

savings

Increases

in productivity

15-3

Scheduling

High-Volume Systems
Flow

system: High-volume system with

Standardized equipment and activities

Flow-shop

scheduling: Scheduling for high-

volume flow system

Work Center #1

Work Center #2

Outpu
t

15-4

Scheduling

High-Volume Success Factors

Process

and product design

Preventive
Rapid

maintenance

repair when breakdown occurs

Optimal

product mixes

Minimization
Reliability

of quality problems

and timing of supplies

15-5

Scheduling

Scheduling Low-Volume Systems

Loading

- assignment of jobs to process

centers
Sequencing - determining the order in
which jobs will be processed
Job-shop scheduling
Scheduling

for low-volume
systems with many
variations
in requirements

15-6

Scheduling

Gantt

Gantt Load Chart

chart - used as a visual aid for loading

and scheduling

15-7

Scheduling

Loading

Infinite
Finite

loading

loading

Vertical

loading

Horizontal
Forward

loading

scheduling

Backward
Schedule

scheduling

chart

15-8

Scheduling

Sequencing
Sequencing:

Determine the order in which

jobs at a work center will be processed.

Workstation:

An area where one person

works, usually with special equipment, on a
specialized job.

15-9

Scheduling

Sequencing

Priority

rules: Simple heuristics

used to select the order in
which jobs will be processed.
Everything is

#1 Priority

Job

time: Time needed for

setup and processing of a job.

15-10 Scheduling

Priority Rules

FCFS - first come, first served

SPT - shortest processing time

EDD - earliest due date

CR - critical ratio

S/O - slack per operation

Rush - emergency

Top Priority

15-11 Scheduling

Example 2

Rule

Average
Flow Time
(days)

Average
Tardiness
(days)

Average
Number of
Jobs at the
Work Center

FCFS

20.00

9.00

2.93

SPT

18.00

6.67

2.63

EDD

18.33

6.33

2.68

CR

22.17

9.67

3.24

15-12 Scheduling

Two Work Center Sequencing

Johnsons Rule:

technique for minimizing

completion time for a group of jobs to be processed
on two machines or at two work centers.

Minimizes
Several

total idle time

conditions must be satisfied

15-13 Scheduling

Johnsons Rule Conditions

Job

time must be known and constant

Job

times must be independent of

sequence

Jobs
Job
All

must follow same two-step sequence

priorities cannot be used

units must be completed at the first

work center before moving to second

15-14 Scheduling

Johnsons Rule Optimum Sequence

1.

2.
3.
4.

List the jobs and their times at each work

center
Select the job with the shortest time
Eliminate the job from further consideration
Repeat steps 2 and 3 until all jobs have been
scheduled

15-15 Scheduling

Scheduling Difficulties
Variability

in

Setup

times
Processing times
Interruptions
Changes in the set of jobs
No

method for identifying optimal schedule

Scheduling is not an exact science
Ongoing task for a manager

15-16 Scheduling

Minimizing Scheduling Difficulties

Set

realistic due dates

Focus

on bottleneck operations

Consider

lot splitting of large jobs

15-17 Scheduling

Scheduling Service Operations

Appointment

Controls

customer arrivals for service

Reservation

Estimates
Scheduling

Manages

systems

demand for service

the workforce

capacity for service

Scheduling

multiple resources

Coordinates

resource

systems

use of more than one

15-18 Scheduling

Cyclical Scheduling
Hospitals,

police/fire departments, restaurants,

supermarkets
Rotating schedules
Set

a scheduling horizon
Identify the work pattern
Develop a basic employee schedule
Assign employees to the schedule

15-19 Scheduling

Service Operation Problems

Cannot

store or inventory services

Customer service requests are random
Scheduling service involves
Customers
Workforce
Equipment