P E N J A D WA L A N

Manajemen Rantai Pasok dan Operasi

Program Studi Magister Manajemen

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 Ch. 15
Scheduling
R. Dan Reid & Nada R. Sanders

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LEARNING OBJECTIVES
• Explain basic scheduling concepts.
• Develop a schedule of operations.
• Describe the optimized production technology >> sesi TOC
• Describe scheduling issues for service organizations.
SCHEDULING CONCEPTS
• Companies differentiate based on product volume and product variety
• Differentiation affects how the company organizes its operations
• Each kind of company operation needs different scheduling techniques
• Scheduling has specific definitions for routing, bottleneck, due date, slack and
queues
S C H E D U L I N G H I G H - V O L U M E O P E R AT I O N S
• High-volume (a.k.a. flow operations), like automobiles, bread, gasoline can be
repetitive or continuous
• High-volume standard items; discrete or continuous with smaller profit margins
• Designed for high efficiency and high utilization
• High volume flow operations use fixed routings
• Bottlenecks are easily identified
• Commonly use line-balancing to design the process around the required tasks
CHARACTERISTICS OF LOW-VOLUME
O P E R AT I O N S
• Low-volume (a.k.a. job shop operations) are designed for flexibility
• Use more general purpose equipment
• Customized products with higher margins
• Each product or service may have its own routing (scheduling is much more difficult)
• Bottlenecks move around depending upon the products being produced at any given time
• Made to order

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GANTT CHARTS
• Developed in the early 1900’s by
Henry Gantt
• Visual representation of a
schedule over time
• Workloads
• Monitor job progress
• Low volume tool
• Load charts
• Progress charts

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P E N J A D WA L A N
Work center atau
sentra kerja =
• SATU SENTRA KERJA sentra proses
(jasa/manufaktur)
§ MTS: Runout Time
§ MTO: Dispatching Rule

•DUA SENTRA KERJA DENGAN URUTAN TETAP

§ Johnson’s Rule

• TIGA (ATAU LEBIH) SENTRA KERJA

§ Gantt Chart
SCHEDULING
• Forward scheduling
• Schedule that determines the earliest possible completion date for a job.
• Due date
• Time when the job is supposed to be finished.
• Backward scheduling
• Starts with the due date for an order and works backward to determine the start date for
each activity.
• Slack
• The amount of time a job can be delayed and still be finished by its due date.

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SCHEDULING

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PRIORITY RULES

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SCHEDULING PERFORMANCE MEASURES
• Makespan: The time it takes to finish a batch of jobs; measure of efficiency

• Job flow time: Time a job is completed minus the time the job was first available for
processing; avg. flow time measures responsiveness
• Average # jobs in system: Measures amount of work-in-progress; avg. # measures
responsiveness and work-in-process inventory

• Job lateness Whether the job is completed ahead of, on, or behind schedule;
• Job tardiness How long after the due date a job was completed, measures due date
performance
EXAMPLE USING SPT

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SCHEDULING PERFORMANCE
C A L C U L AT I O N S

— Calculate mean flow time:

MFT = (sum job flow times)/ # of jobs=(10+13+17+20)/4=60/4=15 days
— Calculating average number of jobs in system:
Average # Jobs = (sum job flow times)/ # days to complete batch
= (60)/20 = 3 job
— Makespan is length of time to complete a batch
Makespan = Completion time for Job D minus start time for Job A
= 20 – 0 = 20 days

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— Job lateness
• Measures whether the job is done ahead of, on,
or behind schedule.

• Job tardiness
• Measures how long after the due date the job
is completed.

p. 565-567
Wiley

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SEQUENCING JOBS THROUGH TWO WORK
p. 567-569
CENTERS Wiley

Johnson’s Rule – a technique for minimizing makespan in a two-stage,

unidirectional process

Step 1 – List jobs and processing time for each activity

Step 2 – Find shortest activity processing time among the jobs not yet scheduled
1. If the shortest Processing time is for a 1st activity, schedule that job in the earliest available
position in the job sequence
2. If the shortest processing time is for 2nd activity, schedule that job in the last available
position in the job sequence
3. When you schedule a job eliminate it from further consideration
Step 3 – Repeat step 2 until you have put all activities for the jobs in the schedule
 Penjadwalan
Tiga (atau lebih) Sentra Kerja
Job 1: memerlukan proses di
mesin A selama 2 jam

Copyright © 2018 by The McGraw-Hill Companies, Inc. All

rights reserved.
SCHEDULING EXAMPLE
In what sequence should the jobs be done?

Job 5 Job 2 Job 4

Process A Process C
Job 1 A
C

Job 3 B

Process B

Copyright © 2018 by The McGraw-Hill Companies, Inc. All

rights reserved.
GANTT CHARTING
1 A2, B3, C4 4 hari
Arbitrary sequence: 1, 4, 5, 2, 3 2 C6, A4 3 hari
3 B3, C2, A1 4 hari
4 C4, B3, A3 4 hari
5 A5, B3 2 hari

Penjadualan dengan pengurutan

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

A 1A2 5A5 4A3 2A3 3A1

B 1B3 4B3 5B3 3B3

C 4C4 1C4 2C6 3C2

Waktu mesin menganggur

Mesin A = 5 jam
Mesin B = 8 jam
Mesin C = 4 jam
 Figure 12.2
(p. 249)

Copyright © 2018 by The McGraw-Hill Companies, Inc. All

rights reserved.
SCHEDULING FOR SERVICE
O R G A N I Z AT I O N S
Scheduling Techniques: Scheduling Employees:
• Appointments & reservations • Staff for peak demand (if cost isn’t
• Posted schedules prohibitive)
• Delayed services or backlogs (queues) • Floating employees or employees on call
• Temporary, seasonal, or part-time
employees

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 WORKFORCE SCHEDULING
SCHEDULING CONSECUTIVE DAY’S OFF
Developing a
Workforce Schedule Number of Workers Required

M Tu W Th F S Su
Tibrewala, Philippe,
and Brown developed 4 3 4 2 3 1 2
a technique for
scheduling a seven Worker 1 4 3 4 2 3 1 2
day operation giving
each employee two Worker 2 3 2 3 1 2 1 2
consecutive days off.
Worker 3 2 1 2 0 2 1 1

Worker 4 1 0 1 0 1 1 1

Worker 5 0 0 1 0 0 0 0
p. 574-575
Wiley 27
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