Colegio de San Juan de Letran Calamba

City of Calamba, Laguna, Philippines 4027 www.letran-calamba.edu.ph +63(049) 545-5453loc2030

School of Engineering and Architecture

Production Systems
Production (Shop Floor) Scheduling & Management
PART 2

Work Center Defined

• A work center is an area in a business in which productive
resources are organized and work is completed.

• May be a single machine, a group of machines, or an area where a

particular type of work is done.

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Scheduling Techniques
• Infinite scheduling
– An approach to scheduling that initially
assumes infinite capacity and then
manually “levels the load” of resources
that have exceeded capacity. (Ex: MRP)

• Finite loading
– An approach to scheduling that loads
jobs in priority order and delays to
those jobs for which current capacity is
exceeded.

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Scheduling Techniques
• Forward scheduling
– starts processing when a job is received

• Backward scheduling
– begin scheduling the job’s last activity so that the job is finished on due date

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Typical Scheduling and Control Functions
• Allocating orders, equipment, and personnel.

• Determining the sequence of order performance.

• Initiating performance of the scheduled work.

• Shop-floor control
– Scheduling and monitoring day-to-day production in a job shop. It is also
known as production control or production activity control.

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Work-Center Scheduling Objectives

• Meet due dates

• Minimize lead time

• Minimize setup time or cost

• Minimize work-in-process inventory

• Maximize machine utilization

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Sequencing
– The process of assigning priorities to jobs so that they are processed
in particular order

Priority Rules for Job Sequencing

1. First come, first served (FCFS)
2. Last come, first served (LCFS)
3. Earliest due date (EDD)
4. Shortest processing time (SPT)
5. Longest processing time (LPT)
6. Slack
(Due date – today’s date) – processing time
7. Critical ratio (CR):
(Due Date – Today’s Date)
Processing Time

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Schedule Performance Measures

• Meeting due dates of customers or downstream operations.

• Minimizing the flow time (the time a job spends in the process).

• Minimizing work-in-process inventory.

• Minimizing idle time of machines or workers.

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Example of Job Sequencing: First-Come First-Served

Jobs (in order Processing Due Date

of arrival) Time (days) (days hence)
A 4 5
B 7 10
C 3 6
D 1 4
Assume: Today is day 1 of the planning cycle.

Completion
Jobs
Jobs StartingStarting time Completion
Processing time Due Time
time Processing time Due Time
(in order of
(in order of arrival) (days) (days) (days) Time Time Tardiness
Tardiness
(days) (days)(days)
arrival) (days) (days)
D 0 1 1 4 0
A 0 4 4 5 0
A 1 4 5 5 0
B 4 7 11 10 1
C
C 11
5 3
3 14
8 6
6 8
2
D B 14 8 1 7 15 15 4 10 115
Total
Total 44 29 207
Average
Average 11 7.25 1.75
5

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Example of Job Sequencing: Last-Come First-Served

Jobs (in order Processing Due Date

of arrival) Time (days) (days hence)
A 4 5
B 7 10
C 3 6
D 1 4
Assume: Today is day 1 of the planning cycle.

Jobs Completion
Completion
Jobs StartingStarting
time time Processing
Processing time time Due Time
Due Time
(in order of Time Time Tardiness
Tardiness
(in order of arrival) (days) (days) (days) (days) (days)(days)
arrival) (days) (days)
D 0 1 1 4 0
D 0 1 1 4 0
C A 1 1 3 4 4 5 6 5 00
B C 4 5 7 3 11 8 10 6 12
A B 11 8 4 7 15 15 5 10 105
Total
Total 31 29 117
Average
Average 7.75 7.25 2.75
1.75

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Example of Job Sequencing: Earliest Due Date First

Jobs (in order Processing Due Date

of arrival) Time (days) (days hence)
A 4 5
B 7 10
C 3 6
D 1 4
Assume: Today is day 1 of the planning cycle.

Jobs Completion
Completion
Jobs StartingStarting
time time Processing
Processing time time Due Time
Due Time
(in order of Time Time Tardiness
Tardiness
(in order of arrival) (days) (days) (days) (days) (days)(days)
arrival) (days) (days)
D 0 1 1 4 0
D 0 1 1 4 0
A A 1 1 4 4 5 5 5 5 00
C C 5 5 3 3 8 8 6 6 22
B B 8 8 7 7 15 15 10 10 55
Total
Total 29 29 77
Average
Average 7.25 7.25 1.75
1.75

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Example of Job Sequencing: Shortest Processing Time

Jobs (in order Processing Due Date

of arrival) Time (days) (days hence)
A 4 5
B 7 10
C 3 6
D 1 4
Assume: Today is day 1 of the planning cycle.

Completion
Jobs
Jobs StartingStarting time Completion
Processing time Due Time
time Processing time Due Time
(inorder
(in orderofofarrival) (days) (days) Time Time Tardiness
Tardiness
(days) (days) (days)(days)
arrival) (days) (days)
D 0 1 1 4 0
D 0 1 1 4 0
A 1 4 5 5 0
C 1 3 4 6 0
A
C 4
5 4
3 8
8 5
6 3
2
B B 8 8 7 7 15 15 10 10 55
Total
Total 28 29 87
Average
Average 7 7.25 1.75
2

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Example of Job Sequencing: Minimum Slack (SLACK)

Jobs (in order Processing Due Date Slack = (due date – today’s date) – processing time
of arrival) Time (days) (days hence)
A 4 5 A= 5−1 −4=0
B 7 10 B= 10 − 1 − 7 = 2
C 3 6 C= 6−1 −3=2
D 1 4
D= 4−1 −1=2
Assume: Today is day 1 of the planning cycle.

Jobs Completion
Completion
Jobs StartingStarting
time time Processing
Processing time time Due Time
Due Time
(in order of Time Time Tardiness
Tardiness
(in order of arrival) (days) (days) (days) (days) (days)(days)
arrival) (days) (days)
D 0 1 1 4 0
A 0 4 4 5 0
D A 4 1 7 4 11 5 10 5 10
C C 11 5 3 3 14 8 6 6 82
B B 14 8 1 7 15 15 4 10 115
Total
Total 44 29 207
Average
Average 11 7.25 5
1.75

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Example of Job Sequencing: Critical Ratio Method

(DueDate – Today’s Date)
Critical Ratio =
Processing Time
Jobs (in order Processing Due Date
(5−1)
of arrival) Time (days) (days hence) A= =1
4
A 4 5 (10−1)
B= = 1.29
B 7 10 7
(6−1)
C 3 6 C= = 1.67
3
D 1 4 (4−1)
D= =3
1
Assume: Today is day 1 of the planning cycle. Arrange smallest to highest 

Jobs Completion
Completion
Jobs StartingStarting
time time Processing
Processing time time Due Time
Due Time
(in order of Time Time Tardiness
Tardiness
(in order of arrival) (days) (days) (days) (days) (days)(days)
arrival) (days) (days)
D 0 1 1 4 0
A 0 4 4 5 0
B A 4 1 1 4 5 5 10 5 00
C C 5 5 3 3 8 8 6 6 22
D B 8 8 7 7 15 15 4 10 115
Total
Total 32 29 137
Average
Average 8 7.25 3.25
1.75

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Sequencing Jobs through Two Serial Processes:
Johnson’s Rule/ Procedure

The smallest processing time is 1 hour, occurs at Time in Hours

stage 1 for job D, since it is on stage 1 we place job
D to the beginning of the sequence. Jobs Stage 1 Stage 2

D A 1.50 1.25
B 2.00 3.00
The next smallest is 1.25 hours. It occurs at stage
2 for job A, so we place it to the end of the C 2.50 2.00
sequence. D 1.00 2.00
D A
Sequence 1 2 3 4
The next smallest time is 2 hours. It occurs at stage
1 for job B and at stage 2 for job C. Thus, we place Job
job B as near to the beginning of the sequence and
job C as near to the end.

D B C A

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Shop-Floor Control: Major Functions

1. Assigning priority of each shop order.

2. Maintaining work-in-process quantity information.

3. Conveying shop-order status information to the office.

4. Providing actual output data for capacity control purposes.

5. Providing quantity by location by shop order for WIP inventory

and accounting purposes.

6. Providing measurement of efficiency, utilization, and

productivity of manpower and machines.

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Input/Output Control

Work
Input Output
Center

• I/O control is a capacity-control technique used to monitor work

flow at individual work centers

• Planned input should never exceed planned output.

• Focuses attention on bottleneck work centers.

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Principles of Work Center Scheduling

1. There is a direct equivalence between work flow and cash flow.

2. The effectiveness of any job shop should be measured by speed

of flow through the shop.

3. Schedule jobs as a string, with process steps back-to-back.

4. A job once started should not be interrupted.

5. Speed of flow is most efficiently achieved by focusing on

bottleneck work centers and jobs.

6. Reschedule every day.

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Principles of Job Shop Scheduling (Continued)
7. Obtain feedback each day on jobs that are not completed at each
work center.

8. Match work center input information to what the worker can

actually do.

9. When seeking improvement in output, look for incompatibility

between engineering design and process execution.

10. Certainty of standards, routings, and so forth is not possible in a

job shop, but always work towards achieving it.

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Personnel Scheduling in Services

• Scheduling consecutive days off

• Scheduling daily work times

• Scheduling hourly work times

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