SCHEDULING

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Scheduling
● can be defined as “prescribing of when and where
each operation necessary to manufacture the
product is to be performed.”

● defined as “establishing of times at which to begin

and complete each event or operation comprising a
procedure”.

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Scheduling

Effective scheduling can yield:

• Cost savings
• Increases in productivity
• Improved customer satisfaction

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 The strategic importance of scheduling:

● Internally, effective scheduling means faster movement of goods and

services through a facility and greater use of assets. The result is greater
capacity per dollar invested, which translates into lower costs.

● Externally, good scheduling provides faster throughput, added

flexibility, and more dependable delivery, improving customer service.

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OBJECTIVE OF
SCHEDULING

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 “
● The objective of scheduling is to allocate
and prioritize demand (generated by either
forecasts or customer orders) to available
facilities.

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DIFFERENT
APPROACHES
TO SCHEDULING

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Forward and Backward Scheduling
● Forward Scheduling starts the schedule as soon as the
job requirements are known.

● Hospitals, Clinics, Restaurants, and Machine Tool

Manufacturers

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Forward and Backward Scheduling
● Backward Scheduling begins with the due date,
scheduling the final operation first.

● Used in manufacturing environments, as well as

service environments such as catering a banquet or
scheduling surgery.

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Finite and Infinite Loading
● Loading is the process of assigning jobs to
workstations or processes.
● Finite Loading is a scheduling techniques that load
work only up to the capacity of the process.
● Infinite Loading is a scheduling technique that load
work without regard for the capacity of the process.

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SCHEDULING
FLOW FOR
PRODUCTION

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Capacity Planning
● Are usually made over a period of years as new
equipment and facilities are designed, built, purchased,
or shut down.
● The process of balancing demand for a good or service
with the ability of a manufacturer or organization to
produce enough to meet demand.

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Capacity Planning
Capacity Planning addresses three questions:
1) What kind of capacity is needed?
2) How much is needed to match demand?
3) When is it needed?

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 Aggregate Planning
● Refers to the process of developing, maintaining, and analyzing the
approximate scope of the operations of a company. It usually contains
targeted sales forecasts, inventory levels, and production levels.

● Are the result of a Sales and Operations Planning team that makes
decisions regarding the use of facilities, inventory, people, and
outside contractors.

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Aggregate Planning
Level Strategy - aims at producing a plan that maintains a
steady production or employment rate.

The firm under this strategy maintains a steady workforce and

output when the demand is low.

This equips the firm with higher inventory levels than

required.
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Aggregate Planning
Chase Strategy - aims at matching demand and
capacity period by period.

It considers the components of production, variable

and thus does not hold them at a set level and
evolves according to the needs of the company.

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Aggregate Planning
Mixed Strategy - looks to balance between level
strategy and chase strategy.

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Aggregate Planning
Graphical Techniques-

Are trial-and-error approaches that do not

guarantee an optimal production plan, but they
require only limited computations.

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Aggregate Planning
Transportation method of linear programming
- is flexible in that it can specify regular and
overtime production in each time period, the
number of units to be subcontracted, extra shifts,
and the inventory carryover from period to period.

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Master Production Schedule
● Helps manufacturers plan which products to make during
certain time periods, and how much of them.

● With the right MPS software, manufacturers can take

demand from real or forecasted customer orders and tell
their production departments exactly how to fulfill it,
when and in what amounts.

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Master Production Schedule
The MPS strives to form a detailed plan that fulfils the
following objectives:

● Achieve desired customer service levels

● Make the most efficient use of resources
● Maintain a desirable level of inventory

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Short-Term Scheduling
● Short term scheduling concerns the allocation of
limited resources to tasks overtime.

● The objective of short-term scheduling is to allocate

and prioritize demand, matching daily and hourly
requirements to specific personnel and equipment.

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Short-Term Scheduling
● The task of short-term scheduling is to select specific
resources and exact times for all activities of the orders
to be scheduled. Several constraints must or should be
fulfilled in the final schedule.

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SCHEDULING
ISSUES

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Scheduling Criteria
● The correct scheduling technique depends on the
volume of orders, the nature of operations, and the
overall complexity of jobs.

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Four Criteria:
● Minimize Completion Time - Evaluated by determining
the average completion time.

● Maximize Utilization - Evaluated by determining the

percent of the time the facility is utilized.

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Four Criteria:
● Minimize Work-in-Process (WIP) Inventory -
Evaluated by determining the average number of jobs
in the system.

● Minimize Customer Waiting Time - Evaluated by

determining the average number of late periods.

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RESPONSIBILITIES OF
PRODUCTION
CONTROL
DEVELOPMENT

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 1. Loading

2. Sequencing

3. Monitoring

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Loading
● The assigning of jobs to work or processing
centers.
● “Loading” work centers takes two forms:
○ One is oriented to capacity;
○ The second is related to assigning specific
jobs to work centers
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Input-Output Control
● Input-Output Control – A system that allows
operations personnel to manage facility
workflows.
● ConWIP Cards - cards that control the
amount of work in a work center, aiding input-
output control.
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ASSIGNMENT
METHOD

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Assignment Method
● Involves assigning tasks or jobs to resources.

● The objective is most often to minimize total

costs or time required to perform the tasks at
hand.

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Sequencing/Dispatching
● Is accomplished by specifying the priority
rules to use to release (dispatch) jobs to each
work center.

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PRIORITY
RULES FOR
SEQUENCING
JOBS

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Priority Rules
● Rules used to determine the sequence of jobs
in process-oriented facilities.

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Most popular priority rules:
● FCFS: First Come, First Served - Jobs are completed in the
order they arrived.
● SPT: Shortest Processing Time - Jobs with the shortest
processing times are assigned first.
● EDD; Earliest Due Date - Earliest due date jobs are assigned
first.
● LPT: Longest Processing Time - Jobs with the longest
processing time are assigned first.

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 Average Completion Time
●  

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Utilization Metric
●  

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Average Number of Job in the
System
●  

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Average Job Lateness
●  

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Monitoring
● Means an on-site product inspection performed every
day of your production.

● Gives you knowledge of the entire manufacturing

cycle, points out any defects at all stages and helps
prevent shipping delays.

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JOHNSON’S
RULE

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Johnson’s Rule
● Used to minimize the time for sequencing a group of jobs
through two work centers. It also minimizes total idle time
on the machines.

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 Johnson’s Rule
● Four Steps:
1. All jobs are to be listed, and the time that each requires on a machine is to
be shown.
2. Select the job with the shortest activity time. If the shortest time lies with
the first machine, the job is scheduled first. If the shortest time lies with the second
machine, schedule the job last. Ties in activity times can be broken arbitrarily.
3. Once a job is scheduled, eliminate it.
4. Apply steps 2 and 3 to the remaining jobs, working toward the center of the
sequence.

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Johnson’s Rule
JOB WORK CENTER 1 WORK CENTER 2
(DRILL PRESS) (LATHE)

A 5 2

B 3 6

C 8 4

D 10 7

E 7 12

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CRITICAL
RATIO

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 Critical Ratio
● A sequencing rule that is an index number computed by dividing the time
remaining until due date by the work time remaining.
● The critical-ratio rule can help do the following:
1. Determine the status of a specific job.
2. Establish relative priority among jobs on a common basis.
3. Adjust priorities (and revise schedules) automatically for changes in both
demand and job progress.
4. Dynamically track job progress.

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 Critical Ratio
CR= Time remaining/Workdays remaining
= Due date - Today’s date/Work (lead) time remaining

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Critical Ratio
JOB DUE DATE WORKDAYS REMAINING

A 30 4

B 28 5

C 27 2

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Critical Ratio
JOB CRITICAL RATIO PRIORITY ORDER

A (30 - 25)/4 = 1.25 3

B (28 - 25)/5 = .60 1

C (27 - 25)/2 = 1.00 2

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SCHEDULING
SERVICES

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Scheduling Services
● In manufacturing, the scheduling emphasis is on machines and
materials; in services, it is on staffing levels.

● Inventories can help smooth demand for manufacturers, but many

service systems do not maintain inventories.

● Services are labor intensive, and the demand for this labor can be
highly variable.

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Scheduling Services
● Legal considerations, such as wage and hour laws and union contracts
that limit hours worked per shift, week, or month, constraints
scheduling decisions.

● Because services usually schedule people (rather than material), social,

fatigue, seniority, and status issues complicate scheduling.

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 Scheduling Services
● Banks
Cross-training of the workforce in a bank allows loan officers and other
managers to provide short-term help for tellers if there is a surge in
demand. Banks also employ part time personnel to provide a variable
capacity.

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 Scheduling Services
● 24/7 Operations
Emergency hotlines, police/fire departments, telephone operations, and mail-
order businesses (such as L.L.Bean) schedule employees 24 hours a day, 7
days a week. To allow management flexibility in staffing, sometimes part-
time workers can be employed.

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SCHEDULING
SERVICE
EMPLOYEES
WITH
CYCLICAL
SCHEDULING
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Cyclical Scheduling
● Focuses on developing varying (inconsistent)
schedules with the minimum number of workers.

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