Work Centre Scheduling

Copyright © 2014 by McGraw Hill Education (India) Private Limited. All rights reserved.
Learning Objectives
• LO22-1: Explain work center scheduling.
• LO22-2: Analyze scheduling problems using priority rules and more

specialized techniques.
• LO22-3: Apply scheduling techniques to the manufacturing shop floor.
• LO22-4: Analyze employee schedules in the service sector.
22–1
Manufacturing Execution Systems
• Manufacturing execution system (MES): An information system that
schedules, dispatches, tracks, monitors, and controls production
• Real-time linkage to:
• MRP
• Product and process planning
• Systems that extend beyond the factory
• Service execution system (SES): An information system that links

schedules, dispatches, tracks, monitors, and controls the customer’s
encounters with the service organization
22–2
The Nature and Importance of
Work Centers
• Work center: an area in which production resources are organized and
work is completed
• May be a single machine, a group of machines, or an area where work is done
• Can be organized according to function, product in a flow, or group technology
• Jobs need to be routed between functionally organized work centers to
complete the work
22–3
Loading
• Infinite loading: work is assigned to a work center based on what is
needed
• No consideration to capacity
• Finite loading: schedules each resource using the setup and run time
required for each order
• Determines exactly what will be done by each resource at every moment during
the day
22–4
Scheduling
• Forward scheduling: the system takes an order and schedules each
operation that must be completed forward in time
• Can tell the earliest date an order can be completed
• Backward scheduling: starts with due date and schedules the required
operations in reverse sequence
• Can tell when an order must be started in order to be done by a specific date
22–5
Limitations
• Machine-limited process: equipment is the critical resource that is

scheduled
• Labor-limited process: people are the key resource that is scheduled
• Most actual processes are either labor limited or machine limited but
not both
22–6
Scheduling Approaches
Types of Manufacturing Processes and
22–7
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
22–8
Objectives of Work-Center Scheduling
• Meet due dates
• Minimize lead time
• Minimize setup time or cost
• Minimize work-in-process inventory
• Maximize machine utilization
22–9
22–10
22–11
Job Sequencing
• Sequencing: the process of determining the job order on machines or
work centers
• Also known as priority sequencing
• Priority rules: the rules used in obtaining a job sequence

• Can be simple or complex
• Can use one or more pieces of information
• Common rules shown on next slide
22–12
Priority Rules for Job Sequencing
22–13
d. CR
b. SPT
c. EDD
a.FCFS
Rules to remember
22–14
Example
22–15
.
FCFS
.
.
22–16
FCFS
22–17
Example
22–18
SPT
22–19
SPT
22–20
Example
22–21
EDD
22–22
EDD
4
7
22–23
CR
22–24
CR : Day 4
22–25
CR : Day 16
22–26
CR : Day 18
22–27
CR : Day 23
22–28
CR : Day 41
22–29
Comparison
22–30
Insights
• Generally speaking, the FCFS rule and the CR rule turn out to be the
least effective of the rules.
• The primary limitation of the FCFS rule is that long jobs will tend to
delay other jobs. If a process consists of work on a number of
machines, machine idle time for downstream work- SERVICE
stations will increase.
• IF customers are involved, FCFS is preferred.
22–31
Insights
• SPT rule result in lower in-process inventories.
• The major disadvantage of the SPT rule is that it tends to make long
jobs wait, perhaps for rather long times.
• The EDD rule directly addresses due dates and minimizes lateness.
Although it has intuitive appeal, its main limitation is that it does not
take processing time into account.
• The CR rule is “easy to use” and usually does quite well in terms of
minimizing job tardiness.
22–32
Standard Measures of Schedule Performance
• Meeting due dates
• Minimizing the flow time
• Minimizing work-in-process inventory
• Minimizing idle time
22–33
Example 22.1: n Jobs on One Machine
22–34
Example 22.1: FCFS and SOT Rules
22–35
Example 22.1: EDD and LCFS Rules
22–36
Example 22.1: Random and STR Rules
22–37
Comparison of Priority Rules
22–38
Scheduling n Jobs on Two Machines
• Two or more jobs must be processed on two machines in a common

sequence.
• Wish to minimize the flow time from the beginning of the first job to
the finish of the last job.
• Use Johnson’s rule.
22–39
Steps to Johnson’s Rule
• List the operation time for each job.

• Select the shortest operation time.
• If the shortest time is on the first machine, do first.
• If the shortest time is on the second machine, do the job last.
• For ties, do first.
• Repeat steps 2-3 for each remaining job.
22–40
Example 22.2: n Jobs on Two Machines
22–41
Example 22.2: Scheduling Jobs
22–42
Using Johnson’s Rule
Example 22.2: Optimal Schedule of Jobs
22–43
Shop-Floor Control: Major Functions
• Assigning priority of each shop order
• Maintaining WIP quantity information
• Conveying shop-order status information to the office
• Providing actual output data for capacity control purposes
• Providing quantity by location by shop order for WIP inventory and
accounting
• Providing measurement of efficiency, utilization, and productivity
22–44
Gantt Chart
22–45
Tools of Shop-Floor Control
• The daily dispatch list

• Various status and exception reports
• Anticipated delay report
• Scrap report
• Rework report
• Performance summary reports
• Shortage list
• An input/output control report
22–46
Tools of
Shop-Floor
Control
Some Basic
22–47
Shop Capacity Control Load Flow
22–48
Principles of Work Center Scheduling
• There is a direct equivalence between work flow and cash flow.

• The effectiveness of any job shop should be measured by speed of
flow through the shop.
• Schedule jobs as a string, with process steps back-to-back.
• A job once started should not be interrupted.
• Speed of flow is most efficiently achieved by focusing on bottleneck
work centers and jobs.
22–49
Principles of Job Shop Scheduling
(continued)
• Reschedule every day.

• Obtain feedback each day on jobs that are not completed at each work
center.
• Match work center input information to what the worker can actually
do.
• When improving output, look for incompatibility between engineering
design and process execution.
• Certainty of standards, routings, and so forth is not possible, but always
work toward achieving it.
22–50
Personnel Scheduling in Services
• Scheduling consecutive days off
• Scheduling daily work times
• Scheduling hourly work times
22–51
Software for Employee Scheduling
• ScheduleSource Inc. of Broomfield, Colorado, offers an integrated suite
of tools for workforce management named TeamWork.
• At the heart of TeamWork is a customizable and automated employee
scheduling system. The benefits of TeamWork software include features
such as
• Web based
• Optimized schedules
• Zero conflict scheduling
• Time and attendance recordkeeping
• E-mail notifications
• Audit trail
• Advanced reporting
• Accessibility from anywhere any time
22–52
Steps for the Software
• Step 1: Define labor requirements.
• Step 2: Establish employee availability.
• Step 3: Assign employees to particular skill sets and

rank an employee’s skill set level from 1 to 10 (1 being
novice, 5 being average, and 10 being superlative).
• Step 4: The TeamWork software automatically builds a

schedule.
22–53
TSA and ScheduleSource Software
• ScheduleSource customers include

• The Transportation Security Administration (TSA) has
successfully implemented ScheduleSource Software
to generate schedules for more than 44,000 federal
airport security personnel at 429 airports.
• More than 30,000,000 individual shifts were
scheduled in the airport security deployment.
22–54

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Copyright © 2014 by McGraw Hill Education (India) Private Limited. All rights reserved.

• LO22-2: Analyze scheduling problems using priority rules and more

• LO22-3: Apply scheduling techniques to the manufacturing shop floor.

• LO22-4: Analyze employee schedules in the service sector.

• Service execution system (SES): An information system that links

• Machine-limited process: equipment is the critical resource that is

• Labor-limited process: people are the key resource that is scheduled

• Determining the sequence of order performance

• Initiating performance of the scheduled work

• Meet due dates

• Minimize lead time

• Minimize setup time or cost

• Minimize work-in-process inventory

• Maximize machine utilization

• Priority rules: the rules used in obtaining a job sequence

• IF customers are involved, FCFS is preferred.

• SPT rule result in lower in-process inventories.

• Meeting due dates

• Minimizing the flow time

• Minimizing work-in-process inventory

• Minimizing idle time

• Two or more jobs must be processed on two machines in a common

• Use Johnson’s rule.

• List the operation time for each job.

• The daily dispatch list

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

• Reschedule every day.

• Scheduling consecutive days off

• Scheduling daily work times

• Scheduling hourly work times

• Step 1: Define labor requirements.

• Step 2: Establish employee availability.

• Step 3: Assign employees to particular skill sets and

• Step 4: The TeamWork software automatically builds a

• ScheduleSource customers include

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