POM C15 Short-Term Scheduling
POM C15 Short-Term Scheduling
Chapter 15
SCHEDULING ISSUES
It deals with the timing of operations. Schedule decisions begin with capacity planning, which involves total
facility and equipment resources available. Capacity plans are usually annual or quarterly as new equipment and
facilities are purchased or discarded. Aggregate planning makes decisions regarding the use of facilities, inventory,
people, and outside contractors. Aggregate plans are typically monthly, and resources are allocated in terms of an
aggregate measure such as total units, tons, or shop hours. However, the master schedule breaks down the aggregate
plan and develops a schedule for a specific product or product lines for each week. Short-term schedules then translate
capacity decisions, aggregate (intermediate) planning, and master schedules into job sequences and specific
assignments of personnel, materials, and machineries.
Forward scheduling – a schedule that begins as soon as the requirements are known.
Forward scheduling is used in a variety of organizations such as hospitals, clinics, fine-dining restaurants, and
machine tool manufacturers. It is usually designed to produce schedule that can be accomplished even if it means
not meeting the due date. In many instances, forward scheduling causes a buildup of work-in process inventory.
Backward scheduling – scheduling that begins with the due date and schedules the final operation first and the
other
job steps in reverse order.
Is used many manufacturing environments, as well as service environments such as catering a banquet or scheduling
surgery. In practice, a combination of forward and backward scheduling is often used to find a reasonable trade-off
between what can be achieved and customer due dates.
Scheduling Criteria
1. Minimize completion time.
The criterion is evaluated by determining the average completion per job.
2. Maximize utilization.
This is evaluated by determining the percent of time the facility is utilized.
3. Minimize work-in- process (WIP) inventory.
This is evaluated by determining the average number of jobs in the system. The relationship between the
number of jobs in the system and WIP inventory will be high. Therefore, the fewer the number of jobs that are
in the system, the lower the inventory.
4. Minimize customer waiting time.
This is evaluated by determining the average number of late days.
SCHEDULING PROCESS-FOCUSED FACILITIES – are high-variety, low-volume systems commonly found in manufacturing
and service organizations.
Processed-focused facilities (job shops).
The scheduling focus is on generating a forward-looking schedule that is initially achieved with MRP due dates and
refined with the finite capacity scheduling techniques discussed in this chapter.
Work cells (focused facilities that process families of similar products).
The scheduling focus is on generating a forward-looking schedule. MRP generates due dates, and subsequent detail
scheduling/dispatching is done at the work cell with kanbans and priority rules.
Repetitive facilities (assembly lines).
The scheduling focus is on generating a forward-looking scheduling that is achieved by balancing the line with
traditional assembly-line techniques as presented in chapter 9. Pull techniques, such as JIT and kanban (discussed in
chapter 16) signal component scheduling to support the assembly line. These scheduling problems are challenging
but typically occur only when the process is new or when products or models change.
Product-focused facilities (continuous).
Scheduling generates a forward-looking schedule that can meet a reasonably stable demand with the existing fixed
capacity. Capacity in such facilities is usually limited by long-term capital investment. The capacity of the facility is
usually known, as is the setup and run time for the limited range of products.
Planning files – the item master file, routing file, and work-center file in a material requirements planning system.
Types of Planning Files
1. Item master file – contains information about each component the firm produces or purchases.
2. Routing file – indicates each component’s flow through the shop.
3. Work-center master file – contains information about the work center, such as capacity and efficiency.
Control files – files that track each work order’s actual progress against the plan.
Gantt charts – planning charts used to schedule resources and allocate time.
Its major limitation is, it does not account production variability such as unexpected breadkdowns or
human errors that require a reworking a job. Consequently, the chart must also be updated regularly
to account for new jobs and revised time estimates.
Day Day Day Day Day Day Day Day Gantt schedule
Job 1 2 3 4 5 6 7 8 chart symbols:
Start of an activity
A End of an activity
Assignment method – a special class of linear programming models that involves assigning tasks or jobs to resources
Steps to Follow in Assignment Method
1. Subtract the smallest number in each row from every number in that row and then, from the resulting matrix,
subtract the smallest number in each column from every number in that column.
2. Draw the minimum number of vertical and horizontal straight lines necessary to cover all zeros in the table.
3. Subtract the smallest number not covered by a line from every other uncovered number.
4. Optimal assignments will always be at zero locations in the table.
Example 4: Assignment method
TYPESETTER
A B C
JOB
Column
STEP 1a: Using the previous table, subtract the smallest number in each raw from every number in the row.
R-34 (Row) $11 - $ 6 = 5; $14 - $ 6 = 8; $ 6 - $ 6 = 0
S-66 $ 8 - $ 8 = 0; $10 - $ 8 = 2; $11 - $ 8 = 3
T-50 $ 7 - $ 9 = 2; $12 - $ 7 = 5; $ 7 - $ 7 = 0
TYPESETTER
A B C
JOB
R-34 5 8 0
S-66 0 2 3
T-50 2 5 0
STEP 1b: Using table 1a, subtract the smallest number in each column from every number in the column.
TYPESETTER
A B C
JOB
R-34 5 6 0
S-66 0 0 3
T-50 2 3 0
STEP 2: Draw the minimum number of vertical and horizontal straight lines needed to cover all zeros. Because the two
lines suffice (meet the requirement), the solution is not optimal (best or most favorable).
TYPESETTER
A B C
JOB
Number at the intersection
R-34 5 6 0
Uncovered numbers S-66 0 0 3
T-50 2 3 0
TYPESETTER
A B C
JOB
R-34 3 4 0
S-66 0 0 5
T-50 0 1 0
TYPESETTER
A B C
JOB
R-34 3 4 0
S-66 0 0 5
T-50 0 1 0
Because 3 lines are necessary, an optimal assignment can be made (see step 4). Assign R-34 to person C, S-66 to
person B, and T-50 to person A. Referring to the original cost table, we see that:
Note: If we had assigned S-66 to typesetter A, we could not assign T-50 to a zero location.
SEQUENCING JOBS
Scheduling – provides the basis for assigning jobs to work centers.
Loading – a capacity-control technique that highlights overloads and underloads.
Sequencing – determining the order in which jobs should be done at each work center.
Priority rules – rules used to determine the sequence of jobs in process-oriented facilities.
First come, first served (FCFS) – jobs are completed in the order they arrived.
Shortest processing time (SPT) – jobs with the shortest processing time are assigned first.
Earliest due dates (EDD) – earliest due date jobs are performed next.
Longest processing time (LPT) – jobs with the longest processing time are completed next.
1. The FCFS sequence shown in the next table is simply A-B-C-D-E. The “flow time” in the system for this sequence
measures the time each job spends waiting plus time being processed. Job B, for example, waits 6 days while job A
is being processed, then takes 2 more days of operation time itself; so it will be completed in 8 days – which is 2 days
later than its due date.
Job Work Flow Job Due Job
Job Sequence (Processing) Time Time Date Lateness
A 6 6 8 0
B 2 8 6 2
C 8 16 18 0
D 3 19 15 4
E 9 28 23 5
28 77 11
2+6= 8 6–8=0 8–6=2
2. The SPT rule shown in the next table results in the sequence B-D-A-C-E. Orders are sequenced according to
processing time, with the highest priority given to the shortest job.
Job Work Flow Job Due Job
Job Sequence (Processing) Time Time Date Lateness
B 2 2 6 0
D 3 5 15 0
A 6 11 8 3
C 8 19 18
1
E 9 28 23 5
28 65 9
Measurements of effectiveness for SPT are:
65 28
a. Average completion time = = 13 days b. Utilization = = 43.1%
5 65
65 9
c. Average number of jobs in the system = = 2.32 jobs d. Average job lateness = = 1.8 days
28 5
3. The EDD rule shown in the next table gives the sequence B-A-D-C-E. Note that jobs are ordered by earliest due date
first.
Job Work Flow Job Due Job
Job Sequence (Processing) Time Time Date Lateness
B 2 2 6 0
A 6 8 8 0
D 3 11 15 0
C 8 19 18 1
E 9 28 23 5
28 68 6
Measurements of effectiveness for SPT are:
68 28
a. Average completion time = = 13.6 days b. Utilization = = 41.2%
5 68
68 6
c. Average number of jobs in the system = = 2.43 jobs d. Average job lateness = = 1.2 days
28 5
4. The LPT rule shown in the next table results in the order of E-C-A-D-B.
Job Work Flow Job Due Job
Job Sequence (Processing) Time Time Date Lateness
E 9 9 23 0
C 8 17 18 0
A 6 23 8 15
D 3 26 15 11
B 2 28 6 22
28 103 48
Measurements of effectiveness for LPT are:
103 28
a. Average completion time = = 20.6 days b. Utilization = = 27.2%
5 103
103 48
c. Average number of jobs in the system = = 3.68 jobs d. Average job lateness = = 9.6 days
28 5
The results of these four rules are summarized in the following table:
Average Average Number Average
Rule Completion Utilization of Jobs in Lateness
Time (Days) (%) System (Days)
FCFS 15.4 36.4 2.75 2.2
SPT 13.0 43.1 2.32 1.8
EDD 13.6 41.2 2.43 1.2
LPT 20.6 27.2 3.68 9.6
As we can see, LPT is the least effective measurement of sequencing for the Ajax, Tarney and Barnes firm. SPT is
superior in 3 measures and EDD in the fourth (average lateness).
Critical ratio (CR) – a sequencing rule that is an index number computed by dividing the time remaining until due
date by the work time remaining.
As opposed to the priority rules, critical ratio is dynamic and easily updated. It tends to perform better than
FCFS, SPT, EDD, or LPT on the average job-lateness criterion.
Time remaining Due Date – Today’s date
CR = =
Workdays remaining Work (lead) time remaining
A 30 4
B 28 5
C 27 2
Sequencing N Jobs on Two Machines: Johnson’s Rule – an approach that minimizes processing time for sequencing
a group of jobs through two work centers while minimizing
total idle time in the work centers.
4 Steps
1. All jobs are to be listed, and the time that each requires on a machine is to be shown.
2. Select the job with the shortest activity time.
If the shortest time lies in with the first machine, the job is scheduled first. If the shortest time lies with the
second machine, schedule the job last. Ties in activity time can be broken arbitrarily (randomly/subjectively).
3. Once a job is scheduled, eliminate it.
4. Apply steps 2 and 3 to the remaining jobs, working toward the center of the sequence.
A 5 2
B 3 6
C 8 4
D 10 7
E 7 12
1. Set the sequence that will minimize the total processing time for the five jobs. The job with the shortest processing
time is A, in work center 2 (with a time of 2 hours). Because it is at the second center, schedule A last. Eliminate it
from consideration.
A
2. Job B has the next shortest time (3 hours). Because that time is at the first work center, schedule it first and
eliminate it from consideration.
B A
3. The next shortest time is Job C (4 hours) on the second machine. Therefore, it is placed as late as possible.
B C A
4. There is a tie (at 7 hours) for the shortest remaining job. Place E, which was on the first work center, first. Then D is
placed in the last sequencing position.
B E D C A
Work center 1 3 7 10 8 5
Work center 2 6 12 7 4 2
Time 0 3 10 20 28 33
Work
center B E D C A
1
Work
center B E D C A
2
Time 0 1 3 5 7 9 10 11 12 13 17 19 21 22 23 25 27 29 31 33 35
B E D C A
Thus, the five jobs are completed in 35 hours. The second work center will wait 3 hours for its first job, and it
will also wait 1 hour after completing Job B.
FINITE CAPACITY SCHEDULING (FCS) – computerized short-term scheduling that overcomes the disadvantage of rule-
based systems by providing the user with graphical interactive computing.
THEORY OF CONSTRAINTS (TOC) – that body of knowledge that deals with anything that limits an organization’s ability
to achieve its goals.
2 Types of Constraints
1. Constraints can be physical (such as process or personnel availability, raw materials, or supplies).
2. Constraints can be non-physical (such as procedure, moral, and training).
Drum – the beat of the system – it provides the schedule – the pace of production.
Buffer – the resources, usually inventory, necessary to keep the constraint(s) operating at capacity.
Rope – provides the synchronization necessary to full the units through the system.
Level material use – the use of frequent, high quality, small lot sizes that contribute to just-in-time production.
SCHEDULING SERVICES
1. In manufacturing, the scheduling emphasis is on machines and materials; in services, it is on staffing levels.
2. Inventories can help smooth demand for manufacturers, but many service systems do not maintain inventories.
3. Services are labor intensive, and the demand for this labor can be highly variable.
4. Legal considerations, such as wage and hour laws and union contracts that limit hours worked per shift, week, or
month, constrain scheduling decisions.
5. Because services usually schedule people rather than material, behavioral, social, seniority, and status issues are
more important and can complicate scheduling.
Employee 1 5 5 6 5 4 3 3
Employee 2 4 4 5 4 3 3 3
Employee 3 3 3 4 3 2 3 3
Employee 4 2 2 3 2 2 3 2
Employee 5 1 1 2 2 2 2 1
Employee 6 1 1 1 1 1 1 0
Employee 7 1
Capacity 5 5 6 5 4 3 3
Excess capacity 0 0 0 0 0 1 0
Doris needs six full-time employees to meet the staffing needs and one employee to work Saturday.
Notice that capacity (number of employees) equals requirements, provided an employee works overtime on Saturday,
or a part-time employee is hired for Saturday. If a full-time employee is hired to accommodate the Saturday
requirement, then that employee can have any two days off, except Saturday, and capacity will exceed requirements by
1 person each day the employee works (except Saturdays).