CH 15 - Short-Term Scheduling PDF

Operations Management: Sustainability
and Supply Chain Management Outline (1 of 2)

Thirteenth Edition, Global Edition
• Global Company Profile: Alaska Airlines
• The Importance of Short-Term Scheduling
• Scheduling Issues
Chapter 15
Short-Term Scheduling • Scheduling Process-Focused Facilities
Copyright © 2020 Pearson Education Ltd. All Rights Reserved. Copyright © 2020 Pearson Education Ltd. All Rights Reserved.
Outline (2 of 2) Scheduling Flights

• Loading Jobs • Alaska Airlines scheduling a major contributor to
• Sequencing Jobs Seattle-Tacoma International Airport top ranking
• Finite Capacity Scheduling (F C S) • Schedule changes create a ripple effect for passengers
and airports
• Scheduling Services
• Latest technology to reduce cancellations and delays
saves $18 million/year
• Mathematical scheduling models to develop alternate
schedules and routes
Learning Objectives (1 of 2) Learning Objectives (2 of 2)
When you complete this chapter you should be able to: When you complete this chapter you should be able to:
15.1 Explain the relationship among short-term scheduling, 15.4 Name and describe each of the priority sequencing
capacity planning, aggregate planning, and a master rules
schedule
15.5 Use Johnson’s rule
15.2 Draw Gantt loading and scheduling charts
15.6 Define finite capacity scheduling
15.3 Apply the assignment method for loading jobs
15.7 Use the cyclical scheduling technique
Short-Term Scheduling Importance of Short-Term Scheduling

The objective of scheduling is to allocate and prioritize • Effective and efficient scheduling can be a competitive
demand (generated by either forecasts or customer advantage
orders) to available facilities
– Faster movement of goods through a facility means
better use of assets and lower costs
– Additional capacity resulting from faster throughput
improves customer service through faster delivery
– Good schedules result in more dependable deliveries
Scheduling Decisions Scheduling Issues
Table 15.1 Scheduling Decisions
• Scheduling deals with the timing of operations
ORGANIZATION MANAGERS SCHEDULE THE FOLLOWING
Alaska Airlines Maintenance of aircraft
• The task is the allocation and prioritization of demand
Departure timetables
Flight crews, catering, gate, ticketing personnel • Significant factors are
Arnold Palmer Hospital Operating room use
Patient admissions
1. Forward or backward scheduling
Nursing, security, maintenance staffs 2. Finite or infinite loading
Outpatient treatments
University of Alabama Classrooms and audiovisual equipment 3. The criteria for sequencing jobs
Student and instructor schedules
Graduate and undergraduate courses
Amway Center Ushers, ticket takers, food servers, security personnel
Delivery of fresh foods and meal preparation
Orlando Magic games, concerts, arena football
Lockheed Martin Production of goods
Factory Purchases of materials
Workers
Scheduling Flow Forward and Backward Scheduling

Figure 15.1 (1 of 3)
• Forward scheduling starts as soon as the requirements are

known
• Produces a feasible schedule though it may not meet due
dates
• Frequently results in buildup of work-in-process inventory
Forward and Backward Scheduling Forward and Backward Scheduling (3 of 3)
(2 of 3) • Backward scheduling begins with the due date and
schedules the final operation first
• Backward scheduling begins with the due date and
schedules the final operation first • Schedule is produced by working backwards though the
processes
• Schedule is produced by working backwards though the
processes • Resources may not be available to accomplish the
schedule
• Resources may not be available to accomplish the
schedule are
p r o aches
ap pa
these evelo
Often bined to d n capacity
com f betwee stomer
-of cu
trade raints and ns
t
cons expectatio
Finite and Infinite Loading Scheduling Criteria

• Assigning jobs to work stations 1. Minimize completion time
• Finite loading assigns work up to the capacity of the work 2. Maximize utilization of facilities
station
– All work gets done 3. Minimize work-in-process (WIP) inventory
– Due dates may be pushed out 4. Minimize customer waiting time
• Infinite loading does not consider capacity
– All due dates are met
– Capacities may have to be adjusted
Different Processes/ Different Different Processes/ Different
Approaches (1 of 2) Approaches (2 of 2)
Table 15.2 Different Processes Suggest Different Table 15.2 Different Processes Suggest Different
Approaches to Scheduling Approaches to Scheduling
Process-focused facilities (job shops) Product-focused facilities (continuous)
• Scheduling to customer orders where changes in both volume and variety of • Schedule high-volume finished products of limited variety to meet a reasonably stable
jobs/clients/patients are frequent demand within existing fixed capacity
• Schedules are often due-date focused, with loading refined by finite loading • Finite loading with a focus on generating a forward-looking schedule that can meet
techniques known setup and run times for the limited range of products
• Examples: foundries, machine shops, cabinet shops, print shops, many restaurants, • Examples: huge paper machines at International Paper, beer in a brewery at
and the fashion industry Anheuser-Busch, and potato chips at Frito-Lay
Repetitive facilities (assembly lines)
• Schedule module production and product assembly based on frequent forecasts
• Finite loading with a focus on generating a forward-looking schedule
• JIT techniques are used to schedule components that feed the assembly line
• Examples: assembly lines for washing machines at Whirlpool and automobiles at Ford
Scheduling Process-Focused Facilities Loading Jobs

• Intermittent or job-shop facilities • Assign jobs so that costs, idle time, or completion time are
minimized
• High-variety, low volume
• Two forms of loading
• Production items differ considerably
– Capacity oriented
• Schedule incoming orders without violating capacity – Assigning specific jobs to work centers
constraints
• Scheduling can be complex
Input-Output Control Input-Output Control Example (1 of 3)
Figure 15.2
• Identifies overloading and underloading conditions
• Prompts managerial action to resolve scheduling problems
• Can be maintained using ConWIP cards that control the
scheduling of batches
Input-Output Control Example (2 of 3) Input-Output Control Example (3 of 3)

Figure 15.2
Options available to operations personnel include:
• Correcting performances
• Increasing capacity
• Increasing or reducing input to the work center
Gantt Charts Gantt Load Chart Example
• Load chart shows the loading and idle times of Figure 15.3
departments, machines, or facilities
• Displays relative workloads over time
• Schedule chart monitors jobs in process
• All Gantt charts need to be updated frequently to account
for changes
Gantt Schedule Chart Example Assignment Method (1 of 4)

Figure 15.4 • A special class of linear programming models that assigns
tasks or jobs to resources
• Objective is usually to minimize cost or time
• Only one job (or worker) is assigned to one machine (or
project)
Assignment Method (2 of 4) Assignment Method (3 of 4)
• Build a table of costs or time associated with particular 1. Create zero opportunity costs by repeatedly subtracting
assignments the lowest costs from each row and column
2. Draw the minimum number of vertical and horizontal
lines necessary to cover all the zeros in the table. If the
number of lines equals either the number of rows or the
number of columns, proceed to step 4. Otherwise
proceed to step 3.
Assignment Method (4 of 4) Assignment Example (1 of 4)

3. Subtract the smallest number not covered by a line from
all other uncovered numbers. Add the same number to
any number at the intersection of two lines. Return to
step 2.
4. Optimal assignments are at zero locations in the table.
Select one, draw lines through the row and column
involved, and continue to the next assignment. Step 1a - Rows Step 1b - Columns
Assignment Example (2 of 4) Assignment Example (3 of 4)
Step 2 - Lines Step 4 - Assignments
Step 2 - Lines Step 3 - Subtraction
Start by assigning R-34 to worker C as
The smallest uncovered number this is the only possible assignment for
is 2 so this is subtracted from all worker C.
other uncovered numbers and
added to numbers at the Job T-50 must go to worker A as
intersection of lines worker C is already assigned. This
leaves S-66 for worker B.
Because three lines are needed, the

Because only two lines are needed to solution is optimal and assignments can
cover all the zeros, the solution is not be made
optimal
Assignment Example (4 of 4) Sequencing Jobs

• Specifies the order in which jobs should be performed at
work centers
• Priority rules are used to dispatch or sequence jobs
– FCFS: First come, first served
– SPT: Shortest processing time
– EDD: Earliest due date
– LPT: Longest processing time
From the original cost table
Minimum cost = $6 + $10 + $9 = $25
Performance Criteria (1 of 2) Performance Criteria (2 of 2)
• Flow time – the time between the release of a job to a • Flow time – the time between the release of a job to a
work center until the job is finished work center until the job is finished
Job lateness = Max{0, yesterday + flow time – due date}

Sequencing Example (1 of 10) Sequencing Example (2 of 10)

Apply the four popular sequencing rules to these five jobs FCFS: Sequence A-B-C-D-E
FCFS: Sequence A-B-C-D-E SPT: Sequence B-D-A-C-E

SPT: Sequence B-D-A-C-E EDD: Sequence B-A-D-C-E
EDD: Sequence B-A-D-C-E LPT: Sequence E-C-A-D-B

LPT: Sequence E-C-A-D-B Summary of Rules
Comparison of Sequencing Rules Critical Ratio (CR)
• No one sequencing rule excels on • An index number found by dividing the time remaining until
all criteria the due date by the work time remaining on the job
1. SPT does well on minimizing flow
time and number of jobs in the • Jobs with low critical ratios are scheduled ahead of jobs
system
with higher critical ratios
▪ But SPT moves long jobs to the
end which may result in • Performs well on average job lateness criteria
dissatisfied customers
3. FCFS does not do especially well
(or poorly) on any criteria but is
perceived as fair by customers
4. EDD minimizes maximum lateness
Critical Ratio Example Critical Ratio Technique

Currently Day 25
1. Determine the status of a specific job
JOB DUE DATE WORKDAYS REMAINING
2. Establish relative priorities among jobs on a common
A 30 4
basis
B 28 5
C 27 2 3. Adjust priorities automatically for changes in both
demand and job progress
JOB CRITICAL RATIO PRIORITY ORDER
4. Dynamically track job progress
A (30 - 25)/4 = 1.25 3
B (28 - 25)/5 = .60 1
C (27 - 25)/2 = 1.00 2
With CR < 1, Job B is late. Job C is just on schedule and

Job A has some slack time.
Sequencing N Jobs on Two
Machines: Johnson's Rule Johnson’s Rule
• Works with two or more jobs that pass through the same 1. List all jobs and times for each work center
two machines or work centers
2. Select the job with the shortest activity time. If that time is
• Minimizes total production time and idle time in the first work center, schedule the job first. If it is in the
second work center, schedule the job last. Break ties
• An N/2 problem, N number of jobs through 2 workstations arbitrarily.
3. Once a job is scheduled, it is eliminated from the list
4. Repeat steps 2 and 3 working toward the center of the
sequence
Johnson’s Rule Example (1 of 4) Johnson’s Rule Example (2 of 4)
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
Johnson’s Rule Example (3 of 4) Johnson’s Rule Example (4 of 4)
WORK CENTER 1 WORK CENTER 2 WORK CENTER 1 WORK CENTER 2
JOB (DRILL PRESS) (LATHE) JOB (DRILL PRESS) (LATHE)
A 5 2 A 5 2
B 3 6 B 3 6
C 8 4 C 8 4
D 10 7 D 10 7
E 7 12 E 7 12
Limitations of Rule-Based
Dispatching Systems Finite Capacity Scheduling (1 of 3)
1. Scheduling is dynamic and rules need to be revised to • Overcomes disadvantages of rule-based systems by
adjust to changes providing an interactive, computer-based graphical system
2. Rules do not look upstream or downstream • May include rules and expert systems or simulation to
allow real-time response to system changes
3. Rules do not look beyond due dates
• FCS allows the balancing of delivery needs and efficiency
Finite Capacity Scheduling (2 of 3) Finite Capacity Scheduling (3 of 3)
Figure 15.5 Figure 15.6
Scheduling Services (1 of 3) Scheduling Services (2 of 3)

Service systems differ from manufacturing • Hospitals have complex scheduling systems to handle
complex processes and material requirements
MANUFACTURING SERVICES
Schedules machines and materials Schedule staff • Banks use a cross-trained and flexible workforce and
Inventories used to smooth part-time workers
Seldom maintain inventories
demand
• Retail stores use scheduling optimization systems that
Machine-intensive and demand Labor-intensive and demand may track sales, transactions, and customer traffic to create
may be smooth be variable
work schedules in less time and with improved customer
Scheduling may be bound by Legal issues may constrain flexible satisfaction
union contracts scheduling
Social and behavioral issues may
Few social or behavioral issues
be quite important
Scheduling Service Employees With
Scheduling Services (3 of 3) Cyclical Scheduling
• Airlines must meet complex FAA and union regulations • Objective is to meet staffing requirements with the
and often use linear programming to develop optimal minimum number of workers
schedules
• Schedules need to be smooth and keep personnel happy
• 24/7 operations like police/fire departments, emergency
hot lines, and mail order businesses use flexible workers • Many techniques exist from simple algorithms to complex
and variable schedules, often created using computerized linear programming solutions
systems
Cyclical Scheduling Example (1 of 8) Cyclical Scheduling Example (2 of 8)

1. Determine the staffing requirements
2. Identify two consecutive days with the lowest total
requirements and assign these as days off
3. Make a new set of requirements subtracting the days
worked by the first employee
4. Apply step 2 to the new row
5. Repeat steps 3 and 4 until all requirements have been
met
Copyright
This work is protected by United States copyright laws and is

provided solely for the use of instructors in teaching their
courses and assessing student learning. Dissemination or sale of
any part of this work (including on the World Wide Web) will
destroy the integrity of the work and is not permitted. The work
and materials from it should never be made available to students
except by instructors using the accompanying text in their
classes. All recipients of this work are expected to abide by these
restrictions and to honor the intended pedagogical purposes and
the needs of other instructors who rely on these materials.
Copyright © 2020 Pearson Education Ltd. All Rights Reserved.

CH 15 - Short-Term Scheduling PDF

Uploaded by

Copyright:

Available Formats

You might also like

CH 15 - Short-Term Scheduling PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

CH 15 - Short-Term Scheduling PDF

Uploaded by

Copyright:

Available Formats

Operations Management: Sustainability

and Supply Chain Management Outline (1 of 2)

Outline (2 of 2) Scheduling Flights

Short-Term Scheduling Importance of Short-Term Scheduling

Scheduling Flow Forward and Backward Scheduling

• Forward scheduling starts as soon as the requirements are

Finite and Infinite Loading Scheduling Criteria

Scheduling Process-Focused Facilities Loading Jobs

Input-Output Control Example (2 of 3) Input-Output Control Example (3 of 3)

Gantt Schedule Chart Example Assignment Method (1 of 4)

Assignment Method (4 of 4) Assignment Example (1 of 4)

Because three lines are needed, the

Assignment Example (4 of 4) Sequencing Jobs

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

Job lateness = Max{0, yesterday + flow time – due date}

Sequencing Example (1 of 10) Sequencing Example (2 of 10)

Sequencing Example (5 of 10) Sequencing Example (6 of 10)

Sequencing Example (9 of 10) Sequencing Example (10 of 10)

Critical Ratio Example Critical Ratio Technique

With CR < 1, Job B is late. Job C is just on schedule and

Johnson’s Rule Example (1 of 4) Johnson’s Rule Example (2 of 4)

WORK CENTER 1 WORK CENTER 2

Scheduling Services (1 of 3) Scheduling Services (2 of 3)

Cyclical Scheduling Example (1 of 8) Cyclical Scheduling Example (2 of 8)

Cyclical Scheduling Example (5 of 8) Cyclical Scheduling Example (6 of 8)

This work is protected by United States copyright laws and is

Copyright © 2020 Pearson Education Ltd. All Rights Reserved.

You might also like