Work Center Scheduling: Mcgraw-Hill/Irwin

Work Center
Scheduling
McGraw-Hill/Irwin Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.
22–1
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.
22–2
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
22–3
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
22–4
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
22–5
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 22–6
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
22–7
Scheduling Approaches
Types of Manufacturing Processes and
22–8
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
22–9
Objectives of Work-Center Scheduling
• Meet due dates
• Minimize lead time
• Minimize setup time or cost

• Minimize work-in-process inventory
• Maximize machine utilization
22–10
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
22–11
Sequencing
Priority Rules for Job
22–12
Standard Measures of Schedule
Performance
• Meeting due dates
• Minimizing the flow time
• Minimizing work-in-process inventory
• Minimizing idle time
22–13
Example 22.1: n Jobs on One Machine
22–14
Example 22.1: FCFS and SOT Rules
22–15
Example 22.1: EDD and LCFS Rules
22–16
Example 22.1: Random and STR Rules
22–17
Comparison of Priority Rules
22–18
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.
22–19
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.
22–20
Example 22.2: n Jobs on Two Machines
22–21
Jobs
Example 22.2: Scheduling
22–22
Using Johnson’s Rule
Example 22.2: Optimal Schedule of Jobs
22–23
Scheduling a Set Number of Jobs on the
Same Number of Machines
• Some work centers have enough machines to start all
the jobs.
• Here the issue is the particular assignment of
individual jobs to individual machines.
• Assignment method: a special case of the
transportation method of linear programming.
– There are n things to be distributed to n destinations.
– Each thing assigned to one and only one destination.
– Only one criterion can be used.
22–24
Example 22.3: Assignment Method
Assignment Matrix Showing Machine Processing Costs for Each Job
22–25
Example 22.3: Step 1– Row Reduction
22–26
Reduction
Example 22.3: Step 2 – Column
22–27
Example 22.3: Step 3 – Apply Line Test
22–28
Reduction
Example 22.3: Step 4 – Additional
22–29
Solution
Example 22.3: Optimal
22–30
Example 22.3: Optimal Assignment and
Their Costs
Job I to Machine E $3
Job II to Machine B 4
Job III to Machine C 2
Job IV to Machine D 5
Job V to Machine A 3
Total Cost $17
22–31
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
22–32
Gantt Chart
22–33
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
22–34
Some Basic
Tools of
Control
Shop-Floor
22–35
Flow
Shop Capacity Control Load
22–36
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.
22–37
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.
22–38
Personnel Scheduling in
Services
• Scheduling consecutive days off
• Scheduling daily work times
• Scheduling hourly work times
22–39
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
22–40
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.
22–41
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.
22–42

Work Center Scheduling: Mcgraw-Hill/Irwin

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Work Center

• LO22-2: Analyze scheduling problems using priority rules

• LO22-3: Apply scheduling techniques to the manufacturing

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

• Finite loading: schedules each resource using

• Backward scheduling: starts with due date and

• Labor-limited process: people are the key

• Most actual processes are either labor limited

• Determining the sequence of order

• Initiating performance of the scheduled work

• Meet due dates

• Minimize lead time

• Minimize setup time or cost

• Priority rules: the rules used in obtaining a job

• Meeting due dates

• Minimizing the flow time

• Minimizing work-in-process inventory

• Minimizing idle time

• Two or more jobs must be processed on two

• Wish to minimize the flow time from the

• Use Johnson’s rule.

Job III to Machine C 2

Total Cost $17

• Assigning priority of each shop order

• There is a direct equivalence between work flow and

• Scheduling daily work times

• Scheduling hourly work times

• Step 2: Establish employee availability.

• Step 3: Assign employees to particular skill sets and

• Step 4: The TeamWork software automatically builds a

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