PRODUCTION & OPERATIONS MANAGEMENT COURSE

– IM2031

SHORT-TERM SCHEDULING

Instructor: Huynh Thi Phuong Lan, MBA

 CONTENTS

Explain the concepts related to short-term

scheduling.
Sequencing job in 1 machine.
Sequencing job in 2 machines
 Capacity plan - new equipment and
Capacity Planning
facilities are designed, built, purchased,
Long-term; Changes in Facilities/ or shut down plan over a period of
years Equipment
years.
Aggregate plan - decisions regarding
the use of facilities, inventory, people,
Aggregate planning
and outside contractors. Resources are
Facility utilization/
Medium term,
Personnel changes/ allocated in terms of an aggregate
quarterly, monthly
Subcontracting measure such as total units, tons, or
hours.
The master schedule breaks down the
Master Production schedule aggregate plan and develops weekly
Medium term; MRP/ Disaggregate schedules for specific products or
weekly the aggregate plan
product lines.
Short-term schedule - translate
capacity decisions, aggregate plans,
Short-term Scheduling and master schedules into job
Short-term; sequences and specific assignments of
Work center loading/
days, hours,
sequencing
minutes personnel, materials, and machinery.
  1.Minimize completion time: Evaluated by
determining the average completion time.
 2.Maximize utilization: Evaluated by
determining the percent of the time the
facility is utilized.
 3.Minimize work-in-process (WIP)
inventory: Evaluated by determining the
average number of jobs in the system. The
Scheduling relationship between the number of jobs in
Criteria 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:
The objective of Evaluated by determining the average
scheduling is to allocate number of late periods
and prioritize demand to
available facilities
  The scheduling of process-focused facilities
 Process-focused facilities (intermittent , or
job-shop):
 high-variety, low-volume manufacturing
and service organizations
 produce make-to-order products or
Short-term services
Scheduling  Scheduling requires that the sequence
Application of work, time required for each item, and
the capacity and availability of each work
center be known.
 The variety of products and unique
requirements means that scheduling is
often complex.
  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.
FCFS: first come, first served .

Sequencing Jobs are completed in the order they arrived.

(Dispatching) SPT: shortest processing time .

Jobs Jobs with the shortest processing times are

assigned first.
1 machine
EDD: earliest due date .
Earliest due date jobs are assigned first.
LPT: longest processing time .
Jobs with the longest processing time are
assigned first.
  Flow time: The time between the release
of a job to a work center until the job is
finished (time each job spends waiting
plus time being processed)

Average completion time =

Performance Utilization Metric =

Criteria
Average number of jobs in the system
=

Average Jobs Lateness=

The choice of which priority
rule to choose depends on
how each rule performs.
 Job Job Processing time Job due
(days) date

A 6 8
Sequencing in 1 B 2 6
machine - C 8 18
Example D 3 15
E 9 23
 Job seq. Job processing Flow Job due Job
time time date lateness
FCFS A 6 6 8 0
first come, first
B 2 8 6 2
serve
C 8 16 18 0
D 3 19 15 4
E 9 28 23 5
28 77 11

Average completion time = = .

Utilization Metric = = 36.4%

Average number of jobs in the system = = 2.75 jobs

Average Jobs Lateness= = 11/5 = 2.2 days

 Job seq. Job processing Flow Job due Job
time time date lateness

SPT B 2 2 6 0
shortest processing time D 3 5 15 0
A 6 11 8 3
Order sequence: C 8 19 18 1

B–D–A–C–E E 9 28 23 5
28 65 09

Average completion time = =

Utilization Metric = = 43.1%

Average number of jobs in the system = = 2.32 jobs

Average Jobs Lateness= = 9/5 = 1.8 days

 Job seq. Job processing Flow Job due Job
time time date lateness

EDD B 2 2 6 0
earliest due date A 6 8 15 0
D 3 11 8 0
Order sequence: C 8 19 18 1

B–A–D–C–E E 9 28 23 5
28 68 06

Average completion time = = .

Utilization Metric = = 41.2%

Average number of jobs in the system = = 2.43 jobs

Average Jobs Lateness= = 6/5 = 1.2 days

 Job seq. Job processing Flow Job due Job
time time date lateness
LPT
longest processing
time
Order sequence:

Average completion time = =

Utilization Metric = =

Average number of jobs in the system = =

Average Jobs Lateness=

Rule Ave.Comple Utilization Ave. Ave.
tion time metric (%) number of Lateness
(days) jobs in (days)
system
(jobs)
FCFS

SPT
EDD
LPT
  Shortest processing time is generally
the best technique for minimizing job flow
and minimizing the average number of
jobs in the system.
 First come, first served does not score
well on most criteria (but neither does it
score particularly poorly). It has the

Summary advantage, however, of appearing fair to

customers, which is important in service
systems.
 Earliest due date minimizes maximum
tardiness, which may be necessary for
jobs that have a very heavy penalty after
a certain date. In general, EDD works
well when lateness is an issue.
 The following jobs are waiting to be
processed at the same machine center.
Jobs are logged as they arrive:
JOB DUE DATE DURATION(DAYS)
A 313 8
B 312 16
C 325 40
EXERCISE 1 D 314 5
E 314 3
In what sequence would the jobs be
ranked according to the following decision
rules: (a) FCFS, (b) EDD, (c) SPT, and (d)
LPT? All dates are specified as
manufacturing planning calendar days.
Assume that all jobs arrive on day 275.
 The following jobs are waiting to be
processed at Julie Morel’s machine
center
Order Date order Processi Date
received ng time order
(days) due
A 110 20 180
B 120 30 200
EXERCISE 2 C 122 10 175
D 125 16 230
E 130 18 210
In what sequence would the jobs be
ranked according to the following rules:
(a) FCFS, (b) EDD, (c) SPT, and (d) LPT?
All dates are according to shop calendar
days. Today on the planning calendar is
day 130, and none of the jobs have been
started or scheduled.
  When N jobs (where N is 2 or
more) must go through two
different machines or work
centers in the same order. Each
work center only works on one
job at a time. -> Apply Johnson’s
rule
Sequencing Jobs  Johnson’s rule: An approach
– 2 machines that minimizes the total time for
sequencing a group of jobs
through two work centers while
minimizing total idle time in the
work centers
  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 with the first
machine, the job is scheduled first. If the
shortest time lies with the second
Johnson’s rule machine, schedule the job last. Ties in
activity times can be broken arbitrarily.
 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.
• Select the job with the shortest Job Work center 1 Work center 2
activity time. (hour) (hour)
• If the shortest time lies with the
first machine, the job is A 5 2
scheduled first. If the shortest B 3 6
time lies with the second
machine, schedule the job last. C 8 4
Ties in activity times can be D 10 7
broken arbitrarily.
• Once a job is scheduled, E 7 12
eliminate it -> come back to 1st A
step

B A
Example
B C A

W 3 7 10 8 5 B E C A
C1
W 7 12 7 4 2 B E D C A
C2
 Job Work center 1 Work center 2
A 5 2
B 3 6
C 8 4
D 10 7
E 7 12

Sequence: B-E-D-C-A

Idle time of Work center 2: hour (0-3), hour (9-10)

Idle time of Work center 1: hour (33-35)
 Six jobs are to be processed through a
Determine a sequence that two-step operation. The first operation
will minimize the total
involves sanding, and the second
completion time for these jobs
& Idle time for each operation. involves painting. Processing times are
as follows:

Job Sanding Painting

(hours) (hours)
A 10 5
B 7 4
Exercise 1 C 5 7
D 3 8
E 2 6
F 4 3
 The following set of seven jobs is to be processed
through two work centers at George Heinrich’s
printing company. The sequence is first printing,
then binding. Processing time at each of the work
centers is shown in the following table
Job Printing (hrs) Binding (hrs)
T 15 3
U 8 9
Exercise 2 V 4 10
W 7 6
X 10 9
Y 4 5
Z 7 8

What is the optimal sequence for these jobs to be scheduled?

What is the total length of time of this optimal solution?
What is the idle time in the binding shop? in Printing shop?