What is Scheduling ?

Scheduling may be defined as the process of arranging the work associated with the manufacturing
process with a view to (i) having the optimum output, and (ii) keeping a control over the entire
process. As part of this process, the work is assigned to the plant with appropriate time-frame for
each operation and the sequence in which they need be carried out. Backward as well as forward
scheduling is used by the manufacturers to (i) allocate plant and machinery resources, (ii) plan
human resources, and (ii) plan production processes and purchase material.
Objectives of Scheduling
1) Customer Satisfaction :
The prime objective of the scheduling is customer service. The date of completion of a
job is determined through the scheduling, which in turn put pressure on all the
operative heads ensure adherence with the pre-decided time-frame in respect of each
step involved in the process. The result is timely finished product in hand, ready for
delivery to the customer. Elevation in the customer satisfaction level leads to an
improvement in the manufacturer's image, followed by a series of orders from the old as
well as new customers.

2) Optimization of Cost :
Pre-mature or delayed completion of any job by a manufacturer may prove to be costly
for it, in view of the following :
 If a job is completed by a manufacture before the scheduled date (pre-mature
completion), the inventory of finished goods or work-in-progress (WIP) stands at a
higher level. The result is obvious more wastage and higher cost.
 Any delay in completion of a job by a manufacturer is likely to lead, idling of machines,
which are required to wait for next activity in the transformation process. This waiting
period acts against the optimum utilization men and machines, and as such proves to be
costly for the organization.


3) Increase in Efficiency :
It is a well-established fact that a remarkable improvement is brought about the shop-
floor people in the schedule finalized by the planning department of any organization.
This comes naturally as a result of the expertise, knowledge and experience of the shop-
floor people. Therefore, the overall efficiency of the shop-floor, credit also needs to be
given to the scheduling (in addition to the people). The efficiency may further be
enhanced by grouping together the orders with identical components, requirements,
activities and set-ups.

4) Reduced Variances in the Transformation

Process:
During operation of plant, the transformation process is subjected to a number of variations.
However, this is smoothed through the process of scheduling of operations and activities,
especially if one work centre is overloaded and congested due to disproportionate work.
Scheduling acts as an equalizer, by raising the levels of orders allocated to comparatively idle
work centres to keep them busy while decreasing the workflow: to the overloaded work centres.
Detailed scheduling is the solution for both the extreme cases, viz. problems of heavy workload
at one work-centre, and insufficient workload at other work centre, due to idle machines.

5) Employee Focus in Scheduling :

In scheduling. the role played by the company's employees is a significant one. Their
competence and expertise can ensure the timely completion of any job. At times, specific
scheduling is required to be chalked out in respect of individual employees; the extent of this
may be gauged from the fact that non-availability of a key employee, having an expertise in a
particular field, may lead to the re-schedule of the job by the scheduler. In this regard,
experience of an employee is of paramount importance, as the availability an out of experienced
employee may ensure sorting out any unforeseen problem. In view of the above, it would not be
an exaggeration if a statement is made that the success or failure of a schedule largely depends
on the skills and