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POM C15 Short-Term Scheduling

This document summarizes short-term scheduling concepts including: 1. Short-term scheduling translates capacity decisions and master schedules into job sequences and resource assignments to optimize completion time, utilization, work-in-process inventory, and customer wait times. 2. Scheduling can be forward, starting as requirements are known, or backward, starting with due dates, with most approaches combining the two. 3. Gantt charts are used to schedule resources and allocate time but do not account for variability requiring schedule updates. Loading jobs involves tracking work and assigning jobs to work centers.

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100% found this document useful (1 vote)
243 views11 pages

POM C15 Short-Term Scheduling

This document summarizes short-term scheduling concepts including: 1. Short-term scheduling translates capacity decisions and master schedules into job sequences and resource assignments to optimize completion time, utilization, work-in-process inventory, and customer wait times. 2. Scheduling can be forward, starting as requirements are known, or backward, starting with due dates, with most approaches combining the two. 3. Gantt charts are used to schedule resources and allocate time but do not account for variability requiring schedule updates. Loading jobs involves tracking work and assigning jobs to work centers.

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Louis Pat
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SHORT-TERM SCHEDULING

Chapter 15

STRATEGIC IMPORTANCE OF SHORT-TERM SCHEDULING


1. Effective scheduling means faster movement of goods and services through a facility.
This means greater use of assets and hence greater capacity per money invested, which, in turn, lowers cost.
2. Added capacity, faster throughput, and the related flexibility mean better customer service through faster delivery.
3. Good scheduling also contributes to realistic commitments and hence dependable delivery.

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.

LOADING JOBS – the assigning of jobs to work or processing centers.


 Input-output control – a system that allows operations personnel to manage facility work flows by tracking work
added to a work center and its work completed.
 ConWIP (constant work-in-process) cards - control the amount of work in a work center, aiding input-output control.
It effectively limits the amount of work in the work center, controls lead time, and monitors the backlog.

Options available to operations personnel to manage facility work flow


1. Correcting performances.
2. Increasing capacity.
3. Increasing or reducing input to the work center by:
a) Routing work to or from other work centers
b) Increasing or decreasing subcontracting
c) Producing less (or producing more)

 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.

Example 2: Gantt load chart


A New Orleans washing machine manufacturer accepts special orders for machines to be used in such unique
facilities as submarines, hospitals, and large industrial laundries. The production of each machine requires varying tasks
and durations. A load chart for the week of March 8 is shown below.

Day Monday Tuesday Wednesday Thursday Friday


Work Center

Metalworks Job 349 Job 350

Mechanical Job 349 Job 408

Electronics Job 408 Job 349

Paintings Job 295 Job 408 Job 349

Center not available


Processing Unscheduled (e.g., maintenance, time,
repairs, shortages)
The four work centers process several jobs during the week. This particular chart indicates that the metalworks
and painting centers are completely loaded for the entire week. The mechanical and electronic centers have some idle
time scattered during the week. We also note that the metalworks center is unavailable on Tuesday, and the painting
center is unavailable on Thursday, perhaps for preventive maintenance.
Example 3: Gantt scheduling chart
First Printing and Copy Center in Winter Park, Florida, uses the Gantt chart shown below, to show the scheduling
of three orders, jobs A, B, and C. each pair of brackets on the time axis denotes the estimated starting and finishing of a
job enclosed within. The solid bars reflect the actual status or progress of the job. Job A, for example, is about half a day
behind schedule at the end of day 5. Job B was completed after equipment maintenance. Job C is ahead of schedule.

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

Maintenance Scheduled activity


B time allowed

Actual work progress


C Nonproduction time

Now Point in time when


chart is reviewed

 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

R-34 $11 $14 $6 ROW


S-66 $ 8 $10 $11
T-50 $ 9 $12 $ 7

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

Smallest uncovered number


STEP 3: Subtract the smallest uncovered number (2 in this table) from every other uncovered number and add it to
numbers at the intersection of two lines.
R-34 (Row) 5 - 2 = 3; 6 - 2 = 4; T-50 (Row) 2 - 2 = 0; 3–2=1 S-66 (Row) 3 + 2 = 5

TYPESETTER
A B C
JOB

R-34 3 4 0
S-66 0 0 5
T-50 0 1 0

Return to step 2. Cover the zeros with straight lines again.

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:

Minimum cost = $6 + $10 + $9 = $25

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.

Most Popular Priority Rules for Dispatching Jobs


1. FCFS. The first job to arrive at a work center is processed first.
2. SPT. The shortest jobs are handled first and completed.
3. EDD. The job with the earliest due date is selected first.
4. LPT. The longer, bigger jobs are often very important and are selected first.

Example 5: Priority rules for dispatching


Five architectural rendering jobs are waiting to be assigned at Ajax, Tarney and Barnes Architects. Their work
(processing) times and due dates are given the following table. We want to determine the sequence of processing
according to (1) FCFS, (2) SPT, (3) EDD, and (4) LPT rules. Jobs were assigned a letter in the order they arrived.
Job Work Job Due
(Processing) Time Date
Job (Days) (Days)
A 6 8
B 2 6
C 8 18
D 3 15
E 9 23

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

The FCFS rule results in the following measures of effectiveness:

Sum of total flow time 77 days


a. Average completion time = = = 15.4 days
Number of jobs 5

Total job work (processing) time 28


b. Utilization = = = 36.4%
Sum of total flow time 77
Sum of total flow time 77 days
c. Average number of jobs in the system = = = 2.75 jobs
Total job work (processing) time 28 days

Total late days 11


d. Average job lateness = = = 2.2 days
Number of jobs 5

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).

Experiences indicate the following:


1. SPT is generally the best technique for minimizing job flow and minimizing the average number of jobs in the
system.
Disadvantage – A long-duration job may be continuously pushed back in priority in favor of short-duration jobs.
2. FCFS does not score well on most criteria (but neither does it score particularly poorly).
Advantage – Customers look at it fairly, which is important in the service systems.
3. EDD minimizes tardiness, which may be necessary for jobs that have a very heavy penalty after a certain date.
Advantage – It works well when lateness is an issue.

 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

Example: Critical ratio


Today is day 25 on Zyco Medical Testing Laboratories’ production schedule. Three jobs are on order, as indicated
here:
Job Due Date Workdays Remaining

A 30 4
B 28 5
C 27 2

We compute the critical ratios using the formula for CR.


Job Critical Ratio Priority Order

A (30 – 25)/4 = 1.25 3


B (28 – 25)/5 = .60 1
C (27 – 25)/2 = 1.00 2
Job B has critical ratio of less than 1, meaning it will be late unless expedited. Thus, it has the highest priority.
Job C is on time and Job A has some slack. Once Job B has been completed, we would recomputed the critical
ratios for Jobs A and C to determine whether priorities have changed.

Things Critical-Ratio Rule can help do the following:


1. Determine the status of a specific job.
2. Establish relative priority among jobs on a common basis.
3. Relate both stock and make-to-order jobs on a common basis.
4. Adjust priorities (and revise schedules) automatically for changes in both demand and job progress.
5. Dynamically track job progress.

 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.

Example 7: Johnson’s rule


Five specialty jobs at a Fredonia, New York, tool and die shop must be processed through two work centers (drill
press and lathe). The time for processing each job follows:
Work (Processing) Time for Jobs (in hours)
Work Center 1 Work Center 2
Job (Drill Press) (Lathe)

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

The sequential times are:

Work center 1 3 7 10 8 5
Work center 2 6 12 7 4 2

The time-phased flow of this job sequence is best illustrated graphically:

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

= Idle = Job completed

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.

Limitations of Rule-Based Dispatching System


1. Scheduling is dynamic; therefore, rules need to be revised to adjust to changes in orders, equipment, product mix,
and so forth.
2. Rules do not look upstream or downstream; idle resources and bottleneck resources in other departments may not
be recognized.
3. Rules do not look beyond due dates.
For instance, two orders may have the same due date. One order involves restocking a distributor and the other is a
custom order that will shot down the customer’s factory if not completed. Both have the same due date, but clearly
the custom order is more important.

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).

5-Step Process on the Theory of Constraints


Step 1: Identify the constraints.
Step 2: Develop a plan for overcoming the identified constraints.
Step 3: Focus resources in accomplishing step 2.
Step 4: Reduce the effects of the constraints by off-loading work or by expanding capability.
Make sure that the constraints are recognized by all those who can have impact on them.
Step 5: Once one set of constraints is overcome, go back to step 1 and identify new constraints.

 Bottlenecks – an operation that limits output in the production sequence.

Techniques for Dealing with Bottleneck


1. Increasing capacity of the constraint.
This may require a capital investment or more people and may take a while to implement.
2. Ensuring that well-trained and cross-trained employees are available to ensure full operation and maintenance
of the work center causing the constraint.
3. Developing alternative routings, processing schedules, or subcontractors.
4. Moving inspections and tests to a position just before the bottleneck.
This may mean scheduling less work at the work centers supplying the bottleneck.

 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.

SCHEDULING REPETITIVE FACILITIES


Repetitive producers want to satisfy customer demands, lower inventory investment, reduce the batch (or lot)
Size, and utilize equipment and processes.

 Level material use – the use of frequent, high quality, small lot sizes that contribute to just-in-time production.

Advantages of Level Material Use


1. Lower inventory levels, which releases capital for other uses.
2. Faster product throughput (that is, shorter lead times).
3. Improved component quality and hence improved product quality.
4. Reduced floor-space requirements.
5. Improved communication among employees because they are closer together (which can result in esprit the
corps).

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.

Example 8: Cyclical scheduling


Hospital administrator Doris Laughlin wants to staff the oncology ward using a standard 5-day workweek with
two consecutive days off; but also wants to minimize the staff. However, as in most hospitals, she faces an inconsistent
demand. Weekends have low usage. Doctors tend to work early in the week, and patients peak on Wednesday, then
taper off. She has established the following staffing requirements. A five-step process follows.

1. Determine the maximum staffing requirement. Doris has done this:

Day Monday Tuesday Wednesday Thursday Friday Saturday Sunday


Staff
required 5 5 6 5 4 3 3
2. Identify the two consecutive days that have the lowest total requirement and circle these. Assign these two days off
to the first employee. In this case, the first employee has Saturday and Sunday off because 3 plus 3 is the lowest
sum of any 2 days. In the case of a tie, choose the days with the lowest adjacent requirement. If there are more
than one, make an arbitrary decision.
3. We now have an employee working each of the uncircled days; therefore, make a new row for the next employee by
subtracting 1 from the first row (because 1-day has been worked) – except for the circled days (which represent the
days not worked) and any day that has a zero. That is, do not subtract from a circled day or a day that has a value of
zero.
4. In the new row, identify the two consecutive days that have the lowest total requirement and circle them. Assign the
next employee to the remaining days.
5. Repeat the process (steps 3 and 4) until all staffing requirement are met.

Monday Tuesday Wednesday Thursday Friday Saturday Sunday

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).

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