Fall 2022

Course name: Operations Management

Course code: MGSC 5128
 Lecture -10

Instructor: Dr. Tasquia Mizan

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 Chapter- 16
Job and Staff Scheduling

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 Lecture Outline
▪ Introduction to Job and Staff Scheduling
▪ Loading
▪ Sequencing and Scheduling
▪ Shop-floor Control
▪ Related Issues in Scheduling
▪ Staff Scheduling in Services

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 Learning Objectives
• Explain what job and staff scheduling are.
• Explain loading, Gantt charts, how to deal with
infinite loading, and the assignment model for
loading.
• Discuss and use common priority rules and
performance measures for sequencing and perform
sequencing for four types of problems.
• Explain shop-floor control, and the schedule Gantt
chart.
• Understand the difficulty of scheduling.
• Describe some approaches used for staff
scheduling, including scheduling two consecutive
days off.
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Operations Planning Process
Strategic

Forecasting and demand management

Planning

Sales and

Capacity planning
Operations
Planning
Sales Operations
Plan Plan

Master
Scheduling

Detailed planning
and execution systems

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 Job Scheduling
▪ Job (detailed) Scheduling: establishing the starting and
completion date/time of operations for jobs or orders in work
centers
• assigning jobs to work centres and machines
• sequencing jobs in front of each machine
• specifying start, processing, & end times

▪ Work Centre: a production

JAN FEB MAR APR MAY JUN
area consisting of one or
more workers and
machines with similar
capabilities
• Considered as one unit
On time!
for purpose of
scheduling
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Shop-Floor Control

EXECUTION of the SCHEDULE

Taking
Monitoring
Maintaining Communicating necessary
status of
actions

Material

Orders

Process

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Forward and Backward Scheduling

Forward Scheduling ahead,

starting from the
scheduling start date of a job

Scheduling by Backward
working backwards
from the due date scheduling

Start Due
Time Date

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Staff Scheduling

Determining for each employee:

• The work days
• Start and end times on each work day

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Loading

▪ Assignment of jobs to work centres and to

machines within each centre
▪ Assign jobs to:
• Minimize setup and processing costs
• Minimize idle time
• Allow operators to run two machines at once

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Load Gantt Chart
▪ Gantt Chart - used as a visual aid for loading, scheduling
and control.
▪ Load/Schedule Chart – a form of Gantt chart that shows
the loading and timing of jobs for a resource.

Figure 16-2A
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Dealing with Infinite Loading
▪ Infinite loading – jobs assigned to work centers without
regard for the available capacity of the work center.
▪ Finite loading – jobs assigned to work centers taking into
account the work center capacity and job processing
times.

Shift work
elsewhere?
Overtime?
Subcontract?

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Assignment Model

▪ Assignment model:
• A linear programming model for optimal
assignment of tasks/jobs to resources
▪ Hungarian method:
• Method of assigning jobs by a one-for-one
matching to identify the lowest cost solution

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Sequencing
▪ Sequencing:
• Determine the order in which jobs will be processed at
a work centre or machine
▪ Priority Rules:
• Simple heuristics used to select the order in which
jobs will be processed
▪ Performance Measures: Everything is
• Job flow time #1 Priority

• Job lateness
• Make-span
• Average WIP

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Common Priority Rules

FCFS SPT EDD SRPT

First Shortest
Shortest
come, Earliest remaining
processing
first due date processing
time
served time

MST CR Rush
Minimum Critical
Emergency
slack time ratio

Table 16-3
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Performance Measures
Flow time (completion time)
• Length of time a job is in the system/shop
• (Waiting + moving + processing) time
• Avg flow time = total flow time / # of jobs
Make-span
• Time for a group of jobs to be completed
Job lateness
• Length of time or number of days the job completion
time/date exceeds the job due time/date
Average WIP
• = Total flow time/Make-span

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Sequencing Example

For the following four jobs, compare the

performance of sequencing using FCFS, SPT, EDD,
and CR.
Due Date
Processing Time (end of
Job (Days) day)
A 4 5
B 7 14
C 3 6
D 1 4
Make-span = 15
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Sequencing Example: FCFS
▪ FCFS Sequence is: ABCD
Due Flow Days
Job Processing Time Date Time Late
A 4 5 4 0
B 7 14 11 0
C 3 6 14 8
D 1 4 15 11
Average flow time: 44 / 4 = 11 days 44 19

Average days late: 19 / 4 = 4.75 days

Average WIP: 44 / 15 = 2.93 jobs

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Sequencing Example

For the following four jobs, compare the

performance of sequencing using FCFS, SPT, EDD,
and CR.
Due Date
Processing Time (end of
Job (Days) day)
A 4 5
B 7 14
C 3 6
D 1 4
Make-span = 15
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Sequencing Example: SPT
▪ SPT Sequence is: DCAB
Due Flow Days
Job Processing Time Date Time Late
D 1 4 1 0
C 3 6 4 0
A 4 5 8 3
B 7 14 15 1
Average flow time: 28 / 4 = 7 days 28 4

Average days late: 4 / 4 = 1 days

Average WIP: 28 / 15 = 1.87 jobs

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Sequencing Example

For the following four jobs, compare the

performance of sequencing using FCFS, SPT, EDD,
and CR.
Due Date
Processing Time (end of
Job (Days) day)
A 4 5
B 7 14
C 3 6
D 1 4
Make-span = 15
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Sequencing Example: EDD
▪ EDD Sequence is:
Due Flow Days
DACB
Job Processing Time Date Time Late
D 1 4 1 0
A 4 5 5 0
C 3 6 8 2
B 7 14 15 1
15 29 3

Average flow time: 29 / 4 = 7.25 days

Average days late: 3 / 4 = .75 days
Average WIP: 29 / 15 = 1.93 jobs
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Sequencing Example

For the following four jobs, compare the

performance of sequencing using FCFS, SPT, EDD,
and CR.
Due Date
Processing Time (end of
Job (Days) day)
A 4 5
B 7 14
C 3 6
D 1 4
Make-span = 15
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Sequencing Example: CR

▪ Compute CR for each

Job Processing Time Due Date CR

A 4 5 (5-0)/4 = 1.25
B 7 14 (14-0)/7 = 2
C 3 6 (6-0)/3= 2
D 1 4 (4-0)/1 = 4

(due date – current date) CR Sequence:

CR = ----------------------------------- A
processing time B or C
D
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Sequencing Example: CR
▪ CR Sequence is: ACBD
Due Flow Days
Job Processing Time Date Time Late
A 4 5 4 0
C 3 6 7 1
B 7 14 14 0
D 1 4 15 11
15 40 12

Average flow time: 40 / 4 = 10 days

Average days late: 12 / 4 = 3 days
Average WIP: 40 / 15 = 2.7 jobs
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Sequencing Example: Summary

Comparison of the rules

Average Average
Flow Time Days
Rule (Days) Late Average WIP
FCFS 11 4.75 2.93
SPT 7 1 1.87
EDD 7.25 .75 1.93
CR 10 3 2.7

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Comparison of Sequencing Rules
SPT
• Good for minimizing flow time and number of jobs in the system
(so less WIP and less congestion) and % late
• Often minimizes downstream idle time (unless needs assembly
with other jobs)
• Long jobs moved to the end may mean very late jobs =
dissatisfied customers (doesn’t incorporate due dates)
FCFS
• Long jobs may delay others and create downstream idle time
• Perceived as fair by customers and is simple
EDD
• Always minimizes lateness
• Doesn’t consider processing time (more WIP & congestion)
CR and MST
• Easy to use and often minimize lateness
 No one sequencing rule excels on all criteria
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Two Work Center Sequencing

Johnson’s Rule: technique for minimizing make-

span for a group of jobs to be processed on two
successive work centres/machines.
• Minimizes total idle time
• Several conditions must be satisfied

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Johnson’s Rule Conditions
Job time must be known and constant

Job times must be independent of sequence

Jobs must follow same two-step sequence

All units must be completed at the first work

centre before moving to second

There is enough space for WIP

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Johnson’s Rule Optimum Sequence

1. 2.
List the jobs and their Select the job with the shortest
times at each work time
• If at 1st centre, schedule it first
center • If at 2nd work centre, schedule it last

3.
Repeat steps 2 & 3
until all jobs Eliminate the job
have been scheduled from further
consideration

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Sequencing Example: Johnson’s Rule

Determine the job sequence for these 5 jobs,

using Johnson’s rule.

Job Work Centre 1 Work Centre 2

A 7 4
B 5 8
C 10 6
D 12 9
E 9 14

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Sequencing Example: Johnson’s Rule

Job Work Centre 1 Work Centre 2

A 7 4
B 5 8
C 10 6 B E D C A
D 12 9
E 9 14

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Sequencing Example: Johnson’s Rule
Work Centre
Job Work Centre 1 2
A 7 4
B 5 8
C 10 6
B E D C A
D 12 9 Make-
E 9 14 span = 47

Time 0 5 14 26 36 43

WC
1 B E D C A

WC
2 B E D C A

Time➔ 0 5 13 14 28 37 43 47

Gantt chart B E D C A
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Sequencing Jobs When Setup Times
are Sequence Dependent
Resulting following job
setup time (hours) is
Setup
time (hrs) A B C
If pre- A 3 – 6 2
ceding B 2 1 – 4
job is C 2 5 3 –
Sequence Setup Times Total
ABC 3+6+4 13
ACB 3+2+3 8
BAC 2+1+2 5 (best)
BCA 2+4+5 11
CAB 2+5+6 13
CBA 2+3+1 6
Example page #631 35
Shop-Floor Control
▪ Shop-floor control: Execution of the
schedule; maintaining, communicating, and
monitoring the status of material, orders,
and process; and taking any necessary
actions.
▪ Manufacturing Execution System (MES):
A factory floor information and
communication system capable of resource
allocation, job scheduling, dispatching,
performance analysis, reporting, etc.

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Shop-Floor Control Tools
Schedule/
Daily Input/
Anticipated control
dispatch output
delay report: (Gantt)
list: report:
chart:
Late shop
and
purchase Amount of
List of Shows
orders, planned/
prioritized progress of
cause of actual inputs
jobs to be jobs
delay, and outputs
run for each compared to
actions for each
work center schedule
taken, and work center.
new due
dates

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Schedule/Control Gantt Chart

Schedule Gantt chart A Gantt chart that shows the progress of

the activities and whether they are on schedule.

Figure 16-3

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Minimizing Scheduling Difficulties

Use a
scheduling
Focus on Consider lot software and
Set realistic
bottleneck splitting of shop-floor
due dates
operations large jobs control and re-
schedule every
day

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 Summary
▪ Job scheduling involves determining timing (start & completion hour/ date) of
operations for jobs/orders. Staff scheduling involves determining timing of
work of staff, and days they work.
▪ Load/Gantt chart is frequently employed to help managers visualize and
assign workloads on each machine/work centre.
▪ MRP uses infinite loading (workloads may exceed work centre/machine
capacities), and a schedule has to be made feasible by either increasing the
work centre/machine capacities or rescheduling.
▪ Hungarian method for the Assignment Model assigns each job to a different
machine in order to minimize total time/cost of a group of jobs.
▪ For sequencing jobs, various priority rules are used: shortest processing time
(SPT), earliest due date (EDD), minimum slack time (MST).
▪ Job scheduling is usually difficult but it can be solved (i.e., the sequence that
results in the minimum makespan can be found) for two work-centre/machine
problems using Johnson’s rule.
▪ Sometimes job setups are sequence-dependent.

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Summary
▪ Moore’s rule can be used to minimize the number of late jobs for a group of
jobs to be processed on one work centre/machine.
▪ When the jobs have to be processed on three or more machines/work centres
in the same order (i.e., a flow shop) and make-span is to be minimized, the
CDS heuristic can be used.
▪ Shop-floor control involves execution of the job schedule; maintenance,
communication, and monitoring of the status of material, orders, and process;
and taking any necessary actions.
▪ A schedule Gantt chart or job progress chart is useful for shop-floor control.
▪ Input/output control is used to monitor the work inflows and outflows at work
centres/ machines.
▪ The theory of constraints focuses on the bottleneck operation to perform
scheduling.
▪ Staff scheduling is a common problem in services. Determining two
consecutive days off for full-time employees and daily shifts for part-time
employees are common staff scheduling problems. Another common but
complex staff scheduling problem is airline crew scheduling.

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Learning Checklist
 Explain what scheduling involves.
 Use and interpret Gantt charts, explain
infinite loading and use the assignment
method for loading.
 Discuss and apply commonly used priority
rules, comparing performance measures.
 Explain shop-floor control.
 Describe some approaches used for staff
scheduling, such as scheduling 2
consecutive days off.
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The end

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