02 Machines Scheduling Revi Ira

MACHINES SCHEDULING
MIND MAP
INTRODUCTION
Source : Stevenson, 2021
PROCESS SELECTION
(demand driven)
Process selection based on process strategy
• Capital Intensity
• Process Flexibility : The degree to which the
system can be adjusted to changes in
processing requirements due to such factors
as changes in product or service design,
changes in volume processed, and changes in
technology
PROCESS SELECTION
(demand driven)
Process selection is based on these aspects
• Variety
• Volume
There are five basic process types:
• job shop,
• batch,
• Repetitive/Assembly,
• continuous, and
• project
PROCESS SELECTION
(demand driven)
• Variety
• Volume
There are five basic process types:
• job shop,
• batch,
• repetitive,
• continuous, and
• project
JOB SHOP
• operates on a relatively small scale,
• a low volume of high-variety goods or services will
be needed,
• Processing is intermittent,
• Work includes small jobs project with different
processing requirements
• using general-purpose equipment and high skilled
workers are important characteristics of a job shop
Job Shop
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BATCH
• operates on a moderate volume of goods or
services,
• a moderate variety products or services
• Processing is intermittent,
• using moderate general-purpose equipment
and moderate skilled workers because less
variety of jobs
BATCH
Examples
• bakeries, which make bread, cakes, or cookies in
batches
• movie theaters, which show movies to groups (batches)
of people; and
• airlines, which carry planeloads (batches) of people
from airport to airport.
• paint, ice cream, soft drinks, beer, magazines, and books.
• examples of services include plays, concerts, music
videos, radio and television programs, and public
address announcements
Batch
Don Tremain/Getty Images
https://en.wikipedia.org/wiki/List_of_movie_theater_chains
REPETITIVE/ASSEMBLY
• operates on higher volumes of more standardized goods
or services
• The standardized output means only slight flexibility of
equipment is needed
• Skill of workers is generally low,
• Mass customization is an option.
• Example : Production lines and assembly lines :
automobiles, television sets, smartphones, and computers
• Service : Automatic carwash, cafetaria lines, ticket
collectors at sport events & concerts
Repetitive
Glow Images
https://www.autoblog.com/2010/06/30/automatic-car-wash-tips/
CONTINUES
• operates on a very high volume of nondiscrete, highly
standardized output.
• almost no variety in output, no need for equipment flexibility
• skill requirements can range from low to high, depending on the
complexity of the system
• if equipment is highly specialized, worker skills can be lower
• Example : non discrete products made in
• continuous systems include petroleum products, steel, sugar, flour,
and salt.
• Continuous services : include air monitoring, supplying electricity
to homes and businesses, and the internet
Process Type
Volume and Variety of Process Type
Steveson, 2021 p.249

PROJECTS
• operates on for work that is nonroutine.
• a unique set of objectives to be accomplished in a
limited time frame
• Equipment flexibility
• worker skills can range from low to high
• Example : consulting, making a motion picture,
launching a new product or service, publishing a
book, building a dam, and building a bridge.
Process choices affecs other activites
Steveson, 2021 p.249

Source : Stevenson, 2021
SCHEDULING ;
• pertains to establishing the timing
of the use of specific resources of
that organization.
• It relates to the use of equipment,
facilities, and human activities
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SCHEDULING
Objective :
Generally, the objectives of scheduling are
• to achieve trade-offs among conflicting
goals, which include efficient utilization of
staff, equipment, and facilities, and
minimization of customer waiting time,
inventories, and process times.
SCHEDULING TASKS
• a function of the volume of system output
for both production and service systems
• we will discuss scheduling for :
– high-volume systems,
– intermediate-volume systems,
– and low-volume (job shop) scheduling
• Project Scheduling → Project Management
Course
SCHEDULING IN HIGH-VOLUME SYSTEMS
• Scheduling encompasses allocating

workloads to specific work centers and
determining the sequence in which
operations are to be performed
• Characterized by : standardized equipment
and activities that provide identical or
highly similar operations on customers or
products as they pass through the system.
• flow systems : jobs follow the same

sequence
• scheduling in these systems is referred to as
flow-shop scheduling
• flow-shop scheduling also can be used in
medium-volume systems
Examples
• high-volume products include: autos,
smartphones, radios and televisions, office
supplies, toys, and appliances.
• In process industries, examples include
petroleum refining, sugar refining,
mining,waste treatment, and the
manufacturing of fertilizers.
• services include cafeteria lines, news
broadcasts, and mass inoculations.
• the highly repetitive nature of these systems, many
of the loading and sequence decisions are
determined during the design of the system
• The use of highly specialized tools and equipment,
arrangement of equipment, use of specialized
material-handling equipment, and division of labor
are all designed to enhance the flow of work
through the system, because all items follow
virtually the same sequence of operations.
• High-volume systems usually require automated or
specialized equipment for processing and handling
• a high, uniform output.
• Shutdowns and startups are generally costly, and
especially costly in process industries.
IMPORTANT SUCCESS FACTORS
• Process and product design. Here, cost and
manufacturability are important for achieving a smooth flow
through the system.
• Preventive maintenance to avoid disruption the flow work
• Rapid repair when breakdowns occur. This can require
specialists, as well as stocks of critical spare parts
• Optimal product mixes. linear programming can be used to
determine optimal blends of inputs to achieve desired
outputs at minimal costs. This is particularly true in the
manufacture of fertilizers, animal feeds, and diet foods.
IMPORTANT SUCCESS FACTORS
• Minimization of quality problems. when output fails to
meet quality standards, not only is there the loss of output
but also a waste of the labor, material, time, and other
resources that went into.
• Reliability and timing of supplies. Shortages of supplies
are an obvious source of disruption and must be avoided. On
the other hand, if the solution is to stockpile supplies, that
can lead to high carrying costs. Shortening supply lead times,
developing reliable supply schedules, and carefully
projecting needs are all useful.
SCHEDULING IN INTERMEDIATE-VOLUME
SYSTEMS
• Intermediate-volume system outputs fall between the
standardized type of output of the high volume systems and
made-to-order output of job shops.
• produce standard outputs.
• In Manufacturing the products may be for stock rather than
for special order.
• it is more economical to process these items intermittently.
• intermediate-volume work centers periodically shift from
one job to another
• In contrast to a job shop, the run (batch) sizes are relatively
large : canned foods, baked goods, paint, and cosmetics
SCHEDULING IN INTERMEDIATE-VOLUME
SYSTEMS – THREE BASIC ISSUES
• the run size of jobs,
• the timing of jobs, and
• the sequence in which jobs should be processed.
• the issue of run size can be determined by using a model

such as the economic run size model.
SCHEDULING IN LOW-VOLUME SYSTEMS
(JOBS SHOP)
• Products are made to order, and services are performed
according to need.
• Orders usually differ considerably in terms of processing
requirements, materials needed, processing time, and
processing sequence and setups.
• Important issues :
– How to distribute the work load among work centers
– What Job processing sequence to use.
(JOBS SHOP) - LOADING
• Loading refers to the assignment of jobs to processing
(work) centers.
• Loading decisions involve assigning specific jobs to work
centers and to various machines in the work centers.
• Managers seek an arrangement that will minimize :
– processing and setup costs,
– idle time among work centers, or
– job completion time, depending on the situation.
(JOBS SHOP) – GANT CHARTS
• Visual aids called Gantt charts are used for a variety of
purposes related to loading and scheduling.
• They derive their name from Henry Gantt, who pioneered
the use of charts for industrial scheduling in the early 1900s.
Gantt charts can be used in a number of ways
• The purpose of Gantt charts is to organize and visually
display the actual or intended use of resources in a time
framework.
• In most cases, a time scale is represented horizontally, and
resources to be scheduled are listed vertically.
• The use and idle times of resources are reflected in the chart.
(JOBS SHOP) – GANT CHARTS
• Managers may use the charts for trial-and-error schedule
development to get an idea of what different arrangements
would involve.
• There are a number of different types of Gantt charts. Two of
the most commonly used are:
– the load chart and
– the schedule chart.
• Load Chart : A Gantt chart that shows the loading and idle
times for a group of machines or list of departments.
– Infinite Loading
– Finite Loading
(JOBS SHOP) – GANT CHARTS -SCHEDULE
• A manager often uses a schedule chart to monitor the
progress of jobs.
– The vertical axis on this type of Gantt chart shows the
orders or jobs in progress, and the horizontal axis shows
time.
– The chart indicates which jobs are on schedule and which
are behind or ahead
(JOBS SHOP) – GANT CHARTS - SCHEDULE
Stevenson, 2021 p 698

(JOBS SHOP) – GANT CHARTS - SCHEDULE
Progress chart for landscaping job

(JOBS SHOP) – GANT CHARTS – LOAD CHART
Infinite Loading :
• assigns jobs to work centers without regard to the capacity of the work center.
Finite Loading :
• projects actual job starting and stopping times at each work center, taking into account
the capacities of each work center and the processing times of jobs, so that capacity is
not exceeded.
• One output of finite loading is a detailed projection of hours each work center will
operate.
• may have to be updated often, perhaps daily, due to processing delays at work centers
and the addition of new jobs or cancellation of current jobs.


(JOBS SHOP) – APPROACHES
• Forward :
– Scheduling ahead from a point in time
– “How long will it take to complete this job?”
– enables the scheduler to determine the earliest possible
completion time for each job and the amount of lateness or the
amount of slack can be determined
• Backward :
– Scheduling backward from a due date.
– “When is the latest the job can be started and still be completed by
the due date?”
(JOBS SHOP) – INPUT/OUTPUT REPORT
• In addition to GANT CHARTS , INPUT/OUTPUT REPORTS are
used to manage work flow.
• Input/output (I/O) control refers to monitoring the work
flow and queue lengths at work centers.
• The purpose of I/O control is to manage work flow so that
queues and waiting times are kept under control.
(JOBS SHOP) – INPUT/OUTPUT REPORT
(JOBS SHOP) – ASSIGNMENT METHOD
• Another approach that can be used to assign jobs to
resources is the assignment method.
• The assignment model is a special purpose linear
programming model that is useful in situations that call for
assigning tasks or other work requirements to resources.
• Typical examples include assigning jobs to machines or
workers, territories to sales people, and repair jobs to repair
crews.
• The idea is to obtain an optimum matching of tasks and
resources.
• Commonly used criteria include costs, profits, efficiency, and
performance.
(JOBS SHOP) – ASSIGNMENT METHOD-
HUNGARIAN METHOD
HUNGARIAN METHOD
HUNGARIAN METHOD
HUNGARIAN METHOD
HUNGARIAN METHOD
HUNGARIAN METHOD
(JOBS SHOP) – JOB SEQUENCING
• Although loading decisions determine the machines or work
centers that will be used to process specific jobs, they do not
indicate the order in which the jobs waiting at a given
work center are to be processed.
• Sequencing is concerned with determining job processing
order.
• Sequencing decisions determine both the order in which jobs
are processed at various work centers and the order in
which jobs are processed at individual workstations within
the work centers.
• Workstation: An area where one or a few workers and/ or
machines perform similar work.
SHOP FLOOR CONTROL
• Job sequencing: machines process jobs
such that some measure of performance is
optimised.
• Assembly Line Balancing and Transfer

Line: assembly operations are assigned to
several assembly work stations.
JOB SEQUENCING
• Statement: n-jobs to be processed, each has setup time,
processing time and sometime has duedate. Each job is to be
processed at several machines. Job sequencing is required to
optimise certain performance criteria.
• Job sequence answers 2 critical questions;
– when a job to be processed in a machine and
– what job being processed in a machine at a time?
• Priority Rules : Priority rules are simple heuristics used to
select the order in which the jobs will be processed
• Assumption of Priority Rules

• Job time usually includes setup and processing times.
• Jobs that require similar setups can lead to reduced setup
times if the sequencing rule takes this into account (the rules
described here do not).
• Due dates may be the result of delivery times promised to
customers, material requirements planning (MRP)
processing, or managerial decisions → subject to revision
• Also, it should be noted that due dates associated with all
rules except slack per operation (S/O) and critical ratio
(CR) are for the operation about to be performed;
• due dates for S/O and CR are typically final due dates for
orders rather than intermediate, departmental deadlines.
TERMS OF JOBS IN MACHINES
d1 d2 dn
t1 t2 tn
M J1 J2 Jn
S1 C1 S2 C2 Sn Cn
S1 : starting time of J1 in machine M

S2 : starting time of J2 in machine M
Sn : starting time of Jn in machine M
C1 : completion time of J1 in machine M
C2 : completion time of J2 in machine M
Cm : completion time of Jn in machine M
d1 : duedate of J1 in machine M
d2 : duedate of J2 in machine M
dn : duedate of Jn in machine M
t1 : processing time of job 1
t2 : processing time of job 2
tn : processing time of job n
• The priority rules can be classified as either local or global
• Local priority rules take into account information
pertaining only to a single workstation.
• global priority rules take into account information
pertaining to multiple workstations.
• First come, first served (FCFS), shortest processing time
(SPT), and earliest due date (EDD) are local rules;
• CR and S/O are global rules.
• Rush can be either local or global. As you might imagine,
global rules require more effort than local rules.
TYPICAL PERFORMANCE CRITERIA
• Mean flow time (MFT): mean time in the shop
σ𝑛𝑖=1 𝐶𝑖
𝑀𝐹𝑇 =
𝑛
• Idle time of machines.
𝑃
𝐼𝑑𝑙𝑒 = ෍ 𝑀𝑎𝑥 0; 𝑆𝑒+1 − 𝐶𝑒 𝑝

𝑝=1
Where:
P = number of 2 successive jobs in a machine
e+1 = second job in 2 successive jobs in a machine
e = first job in 2 successive jobs in a machine
• Mean lateness of jobs (difference between actual
completion time of the job and its duedate).
σ𝑛𝑖=1 𝑀𝑎𝑥 0; 𝐶𝑖 − 𝑑𝑖
𝐿=
𝑛
Where: L = mean lateness
• Mean earliness (negative lateness, referred to as earliness
instead).
σ𝑛𝑖=1 𝑀𝑎𝑥 0; 𝑑𝑖 − 𝐶𝑖
𝐸=
𝑛
Where: E = mean earliness
• Tardiness (number of jobs that are late).
1, 𝑖𝑓 𝐶𝑖 > 𝑑𝑖
𝑡𝑑𝑖 = ቊ
0, 𝑜𝑡ℎ𝑒𝑟𝑤𝑖𝑠𝑒
𝑛
𝑇𝑎𝑟𝑑𝑖𝑛𝑒𝑠𝑠 = ෍ 𝑡𝑑𝑖
𝑖=1
Where:
td : tardiness of job I
• Makespan = 𝑀𝑎𝑥 𝐶𝑖
SINGLE MACHINE SCHEDULING
• Scheduling n jobs, 1 machine
• Condition:
• Consider following data:
Job sequence based on shortest processing time (SPT):
Makespan = 23
Job sequence based on longest processing time (LPT):

Makespan = 23
Makespan is same → makespan could not be used as

performance criteria in single machine scheduling
• When use MFT:
𝐶5 + 𝐶2 + 𝐶1 + 𝐶4 + 𝐶3
𝑀𝐹𝑇 𝑆𝑃𝑇 =
5
2 + 5 + 10 + 16 + 23
𝑀𝐹𝑇 𝑆𝑃𝑇 = = 11.2
5
𝐶3 + 𝐶4 + 𝐶1 + 𝐶2 + 𝐶5
𝑀𝐹𝑇 𝐿𝑃𝑇 =
5
7 + 13 + 18 + 21 + 23
𝑀𝐹𝑇 𝐿𝑃𝑇 = = 16.4
5
MFT(SPT) ≠ MFT(LPT) → MFT can be used as performance criteria.
Minimise MFT by applying SPT
Maximise MFT by applying LPT
FLOWSHOP SCHEDULING
• Scheduling n Jobs 2 machines
• Condition: machines are arranged in serial based on all of
jobs production routing.
• n jobs to be processed in M1 and M2 sequentially.

• Decision: sequence of jobs in every machine.
EFFECT OF JOBS SEQUENCE ON A PERFORMANCE
• Consider following example:

JOHNSON ALGORITHMS
EXAMPLE OF JOHNSON ALGORITHMS
• Consider following condition:
J1
Processing time data:
J2
J3
J4
Drilling Riveting
J5
J6
EXAMPLE OF JOHNSON ALGORITHMS
Gantt chart of the sequence:
Exercise: develop Gantt chart for sequence with J2 at the last

position !
FLOWSHOP SCHEDULING
• Scheduling n Jobs m Machines
• Condition:
• Basically could be solved through creating 2 dummy machines

and solved using Johnson algorithms.
• One of the algorithms that could be used to solve is Campbell
Dudek Smith (CDS) algorithm.
Campbell Dudek Smith (CDS) Algorithm
• If there are m machines, there will be m-1 jobs sequence alternatives.
• It solves the problem through creating several dummy machines.
• Example:
– When m = 3:
• Dummy 1: M1 & M3 → produces jobs sequence 1
• Dummy 2: (M1 + M2) & (M2 + M3) → produces jobs sequence
2
– When m = 4:
• Dummy 1: M1 & M4 → produces jobs sequence 1
• Dummy 2: (M1+M2) & (M3+M4) → produces jobs sequence 2
• Dummy 3: (M1+M2+M3) & (M2+M3+M4) → produces jobs
sequence 3
EXAMPLE OF CDS ALGORITHMS
• Processing time of 4 jobs in 3 machines is as follows:
There will be 2 (3-1) sequence alternatives

Alt. 1:
• Gantt chart of jobs sequence of Alt. 1:
Alt. 2:
• Gantt chart of jobs sequence of Alt. 2:
Since job sequence of Alt. 1 produces shorter makespan,

then the optimum solution is jobs sequence in Alt. 1.
JOBSHOP SCHEDULING
• In jobshop environment, all jobs could have different
production routing.
• Machines are grouped based on their operation type.
• Example of jobs to be processed in jobshop environment:
JOBSHOP SCHEDULING
• Common method to schedule jobshop environment:
– RANDOM: select a job at random
– FCFS: first come first serve
– DDATE: select job with earliest duedate
– SPT: shortest processing time
– LRPT: least remaining processing time
– S/OPR: ratio of job slack time to the number of operations
remaining
– ODD: select job with earliest operational duedate
– LSTART: select job with earliest late start time
– OSLK: select job with least operational slack
EXAMPLE OF FCFS
• Assumptions:
– All jobs are ready at t = 0
– After a job is finished processed in a machine, it is ready
to be processed in next machine.
Consider following example:
EXAMPLE OF FCFS
• Schedule in M1:
J1 and J3 are coming to M1 at same time, then SPT rule

could be implemented. Hence, jobs sequence is: 3-1-2.
Gantt chart of the sequence:
Note: starting time of J2 is not fixed yet !

EXAMPLE OF FCFS
• Schedule at M2:
The jobs sequence is: 2-3-1, and the Gantt chart is:
EXAMPLE OF FCFS
• Schedule at M3:
Hence, jobs sequence in M3 is: 2-1, and the Gantt chart is:
EXAMPLE OF FCFS
• Schedule at M4:
Jobs sequence is: 3-2, and the Gantt chart is:

S/W Application
• https://www.youtube.com/watch?v=lkFMA2R
kU3w →Lekin Scheduling Lesson 1 Lekin
Software Lekin Tutorial
• https://www.youtube.com/watch?v=AGc75z
mq2lw → Lekin Scheduling Software |
Industrial Scheduling | Scheduling in
manufacturing in Services
• https://youtu.be/ecWG2eYKho4 --> Lekin
Scheduling Full Tutorial | Lekin Software
Lekin Tutorial | Industrial Scheduling
REFERENCES
• Sipper, D. and JR, R.L.B. (1998). Production: planning,
control and integration. McGraw-Hill Book Co. Singapore.
• Vollman, T.E., Berry, W.L., Whybark, D.C. and Jacobs, F.R.
(2005). Manufacturing planning and control for supply
chain management. Fifth edition. McGraw-Hill/Irwin. USA.
• Stevenson, W.J.(2021). Operation Management. McGraw-
Hill/Irwin. USA.
• Vollman, T.E., Berry, W.L., Whybark, D.C. and Jacobs, F.R.
(2005). Manufacturing planning and control for supply
chain management. Fifth edition. McGraw-Hill/Irwin. USA.

02 Machines Scheduling Revi Ira

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02 Machines Scheduling Revi Ira

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MACHINES SCHEDULING

Don Tremain/Getty Images

Steveson, 2021 p.249

Steveson, 2021 p.249

• Scheduling encompasses allocating

• flow systems : jobs follow the same

• the issue of run size can be determined by using a model

Stevenson, 2021 p 698

Stevenson, 2021 p 699

Stevenson, 2021 p 699

Stevenson, 2021 p 699

• Assembly Line Balancing and Transfer

• Assumption of Priority Rules

S1 : starting time of J1 in machine M

𝐼𝑑𝑙𝑒 = ෍ 𝑀𝑎𝑥 0; 𝑆𝑒+1 − 𝐶𝑒 𝑝

Job sequence based on shortest processing time (SPT):

Job sequence based on longest processing time (LPT):

Makespan is same → makespan could not be used as

• n jobs to be processed in M1 and M2 sequentially.

• Consider following example:

• Consider following condition:

Gantt chart of the sequence:

Exercise: develop Gantt chart for sequence with J2 at the last

• Basically could be solved through creating 2 dummy machines

There will be 2 (3-1) sequence alternatives

Since job sequence of Alt. 1 produces shorter makespan,

J1 and J3 are coming to M1 at same time, then SPT rule

Note: starting time of J2 is not fixed yet !

Jobs sequence is: 3-2, and the Gantt chart is:

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