OPERATION MANAGEMENT

C7. Production Scheduling

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 LO

o Objectives in Scheduling Loading

o Sequencing
o Monitoring
o Advanced Planning and Scheduling Systems
o Theory of Constraints Employee Scheduling

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 Definition

Scheduling: the last stage of planning before production.

The scheduling function differs considerably based on the type of

operation:
• Process Industries (Sx theo quy trình)
• Mass production (Sx hàng loạt)
• Projects (Pert/CPM)
• Batch / Job shop production (MRP)

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 7.1. Objectives in scheduling
• Meeting customer due dates;
• Minimizing job lateness;
Managers have
• Minimizing response time;
multiple, conflicting
• Minimizing completion time;
scheduling objectives.
• Minimizing time in the system;
• Minimizing overtime;
• Maximizing machine or labor utilization;
• Minimizing idle time; and
• Minimizing work-in-process inventory.

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 7.2. Shop floor control (SFC)
Shop floor control (SFC):
the scheduling and monitoring of day-to-day production in a job shop. It is usually performed by
the production control department.

1.Loading—checking the availability of material, machines, and labor. Production control assigns
work to individual workers or machines, and then attempts to smooth out the load to make the
MRP schedule “doable.” Smoothing the load is called load leveling.
2.Sequencing—releasing work orders to the shop and issuing dispatch lists for individual
machines. The dispatch list contains the sequence in which jobs should be processed. This
sequence is often based on certain sequencing rules.
3.Monitoring—maintaining progress reports on each job until it is completed.

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 Loading

Loading:
the process of assigning work to
limited resources.

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7.3. THE ASSIGNMENT METHOD OF LOADING

The assignment method is a specialized linear

programming solution procedure for deciding
which worker to assign to a task, or which job to
assign to a machine.

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 7.3. THE ASSIGNMENT METHOD OF LOADING
The procedure for a minimization problem is outlined as follows:
1. Perform row reductions by subtracting the minimum value in each row from all other row values.
2. Perform column reductions by subtracting the minimum value in each column from all other
column values.
3. The resulting table is an opportunity cost matrix. Cross out all zeros in the matrix using the
minimum number of horizontal or vertical lines.
4. If the number of lines equals the number of rows in the matrix, an optimal solution has been
reached and assignments can be made where the zeros appear. Otherwise, modify the matrix by
subtracting the minimum uncrossed value from all other uncrossed values and adding this same
amount to all cells where two lines intersect. All other values in the matrix remain unchanged.
5. Repeat steps 3 and 4 until an optimal solution is reached.

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 Example
WebStar, Inc. has four Web projects to complete and four workers with varying degrees of
expertise in Web development for particular industries. Estimates of processing times (in
hours) for each project by each worker are shown below. Development time costs an average
of $100 an hour. Assign each worker to a project so that cost is minimized.

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Example

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Example

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Example

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 Example - Excel Solver

File Excel 7.1 13

 7.4. SEQUENCING
Sequencing:
prioritizes jobs that have been assigned to a resource.

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 7.4.1. SEQUENCING
Operation
Management JOBS THROUGH
ONE PROCESSES

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7.4.1. SEQUENCING JOBS THROUGH ONE PROCESS

FCFS - LCFS - EDD - LPT - SPT – Slack - CR (Smallest Critical

Ratio)

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7.4.1. SEQUENCING JOBS THROUGH ONE PROCESS

The simplest sequencing problem consists of a queue of jobs at one machine or process.
No new jobs arrive to the machine during the analysis, processing times and due dates are
fixed, and setup time is considered negligible.

For this scenario:

Flow time:
the time it takes a job to flow through the system.
Makespan:
the time it takes for a group of jobs to be completed.
Tardiness:
the difference between the late job’s due date and its completion time.

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7.4.1. SEQUENCING JOBS THROUGH ONE PROCESS
Because of the approaching holiday season, Joe Palotty is scheduled to work seven days a week for
the next two months. October’s work for Joe consists of five jobs, A, B, C, D, and E. Job A takes
five days to complete and is due on day 10, job B takes ten days to complete and is due on day 15,
job C takes two days to process and is due on day 5, job D takes eight days to process and is due on
day 12, and job E, which takes six days to process, is due on day 8.
There are 120 possible sequences for the five jobs. Clearly, enumeration is impossible. Let’s try
some simple sequencing rules. Sequence the jobs by (a) first-come, first-served (FCFS), (b) earliest
due date (DDATE - EDD), (c) minimum slack (SLACK), and (d) shortest processing time (SPT).
Determine the completion time and tardiness of each job under each sequencing rule. Should Joe
process his work as is—first-come, first-served? If not, what sequencing rule would you
recommend to Joe?

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 FCFS

Flow time (Dòng thời gian)

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EDD - DDATE

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 SLACK
SLACK = (due date – today’s date) – processing time

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SLACK

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SPT

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Summary

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 CR
CR (Smallest Critical Ratio)

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CR

The product scheduling of VinFast in 25/11/2020

Task Due day Remaining processing time

A 30 4
B 28 5
C 27 2

Task CR Sequence
A (30-25)/4 = 1,25 3
B (28-25)/5 = 0,60 1
C (27-25)/2 = 1,00 2
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CR

ABC Manufacture has the product scheduling for 5 tasks

Task Processing time Due Date
(Day)
A 2 7
B 8 16
C 4 4
D 10 17
E 5 15
F 12 18

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CR:

Task Processing time Due Date CR

(Day)
A 2 7
B 8 16
C 4 4
D 10 17
E 5 15
F 12 18

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CR:
t=0
Task Processing time Due Date CR
(Day)
A 2 7 (7-0)/2=3,5
B 8 16 (16-0)/8 = 2,0
C 4 4 4/4 = 1
D 10 17 17/10 = 1,7
E 5 15 15/5 = 3,0
F 12 18 18/12 = 1,5

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CR:
t=4
Task Processing time Due Date CR
(Day)
A 2 7
B 8 16
C - -
D 10 17
E 5 15
F 12 18

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CR:
t=4
Task Processing time Due Date CR
(Day)
A 2 7 1,5
B 8 16 1,5
C - - -
D 10 17 1,3
E 5 15 2,2
F 12 18 1,17

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CR:
t=16
Task Processing time Due Date CR
(Day)
A 2 7 -4,5
B 8 16 0
C - - -
D 10 17 0,1
E 5 15 -0,2
F - - -

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CR:
t=18
Task Processing time Due Date CR
(Day)
A - - -
B 8 16 -0,25
C - - -
D 10 17 -0,1
E 5 15 -0,6
F - - -

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CR:
t=23
Task Processing time Due Date CR
(Day)
A - - -
B 8 16 -0,875
C - - -
D 10 17 -0,6
E - - -
F - - -

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CR:

Sequence Processing Completion Time Due Date Tardiness

time
C 4 4 4 0
F 12 16 18 0
A 2 18 7 11
E 5 23 15 8
B 8 31 16 15
D 10 41 17 24
Total 41 133 58
Average 6,83 22,17 9,67
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 7.4.2. SEQUENCING
Operation JOBS THROUGH
Management TWO SERIAL
PROCESSES

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 Johnson’s rule

Johnson’s rule:
gives an optimal sequence for jobs processed serially through two
processes.
1. List the time required to complete each job at each process. Set up a one-dimensional matrix to
represent the desired sequence with the number of slots equal to the number of jobs.
2. Select the smallest processing time at either process. If that time occurs at process 1, put the
associated job as near to the beginning (LEFT) of the sequence as possible.
3. If the smallest time occurs at process 2, put the associated job as near to the end (RIGHT) of the
sequence as possible.
4. Remove the job from the list.
5. Repeat steps 2–4 until all slots in the matrix have been filled or all jobs have been sequenced.

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 Johnson’s Rule
Johnson’s Fine Restorations has received a rush order to refinish five carousel animals—an alligator, a
bear, a cat, a deer, and an elephant. The restoration involves two major processes: sanding and painting.
Mr. Johnson takes care of the sanding; his son does the painting. The time required for each refinishing
job differs by the state of disrepair and degree of detail of each animal. Given the following processing
times (in hours), determine the order in which the jobs should be processed so that the rush order can be
completed as soon as possible.

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Johnson’s Rule

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 SEQUENCING JOBS THROUGH 3 SERIAL PROCESSES

Johnson’s rule

1. The Shortest Processing time in 1st Machine if Longer than

the Longest Processing time in 2nd Machine

2. The Shortest Processing time in 3rd Machine if Longer than

the Longest Processing time in 2nd Machine

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 Johnson’s rule
Task Process 1 Process 2 Process 3
A 18 9 16
B 12 3 11
C 10 2 20
D 1 4 15
(Shortest = 1) (Longest = 9) (Shortest = 11)

2nd condition.  Apply Johnson’s rule

Assume: (Just for calculation, it’s not the final answer)
- Process A: Processing time = P1 + P2
- Process B: Processing time = P2 + P3 41
 Johnson’s rule
Task A B
A 18 + 9 = 27 9 + 16 = 25
B 12 + 3 = 15 3 + 11 = 14
C 10 + 2 = 12 2 + 20 = 22
D 1+4=5 4 + 15 = 19

D-C-A-B

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Gantt?

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 7.4.3. GUIDELINE
1. SPT is most useful when the shop is highly congested.
2. Use SLACK for periods of normal activity.
3. Use DDATE when only small tardiness values can be tolerated.
4. Use LPT if subcontracting is anticipated so that larger jobs are completed in-
house, and smaller jobs are sent out as their due date draws near.
5. Use FCFS when operating at low-capacity levels.
6. Do not use SPT to sequence jobs that have to be assembled with other jobs at a
later date.

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 Operation
Management 7.5. MONITORING

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 7.5. MONITORING
In a job shop environment, where jobs follow different paths through the shop, visit
many different machine centers, and compete for similar resources, it is not always
easy to keep track of the status of a job.

Shop paperwork, sometimes called a work package, travels with a job to specify
what work needs to be done at a particular work center and where the item should
be routed next.

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 GANTT CHARTS
Gantt charts:
show both planned and completed activities against a time scale.

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 INPUT/OUTPUT CONTROL
Input/output (I/O) control:
monitors the input and output from each work center.

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 INPUT/OUTPUT CONTROL
Hall Industries has begun input /output planning for its work centers. Below are the planned inputs and
outputs for Work Center 5.
a. If production proceeds as planned, what will be the backlog at the end of period 4?
b. If actual input values are 60, 60, 65, 65 for periods 1 through 4, respectively, and output values
cannot exceed 75, how much output can be expected from Work Center 5? c. Is there a problem with
production at Work Center 5?

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INPUT/OUTPUT CONTROL

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INPUT/OUTPUT CONTROL

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 7.6. ADVANCED
Operation PLANNING AND
Management SCHEDULING
SYSTEMS

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 ADVANCED PLANNING AND SCHEDULING SYSTEMS
Infinite scheduling:
loads without regard to capacity, then levels the load and sequences the jobs.

Finite scheduling:
sequences jobs as part of the loading decision. Resources are never loaded beyond capacity.

Advanced planning and scheduling (APS):

a software system that uses intelligent analytical tools and techniques to develop realistic schedules.

Genetic algorithm:
method that generates possible solutions based on genetic combinations of previous solutions.
Manufacturing Execution System (MES):
manufacturing software that monitors operations, collects data, and controls processes on the shop floor.

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 Operation 7.7. THEORY OF
Management CONSTRAINTS

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 THEORY OF CONSTRAINTS
Theory of constraints (TOC):
a finite scheduling approach that concentrates on scheduling the
bottleneck resource.

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 DRUM-BUFFER-ROPE
Drum-buffer-rope:
the drum sets the pace for the production, a buffer is placed
before the bottleneck, and a rope communicates changes.

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 PROCESS VS. TRANSFER BATCH SIZES
1. Identify the bottleneck.
2. Schedule the job first whose lead time to the bottleneck is less than or equal to
the bottleneck
processing time.
3. Forward schedule the bottleneck machine.
4. Backward schedule the other machines to sustain the bottleneck schedule.
5. Transfer in batch sizes smaller than the process batch size.

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 Example
The following diagram contains the product structure, routing, and processing time information for
product A. The process flows from the bottom of the diagram upward. Assume one unit of items B, C, and D
are needed to make each A. The manufacture of each item requires three operations at machine centers 1, 2, or
3. Each machine center contains only one machine. A machine setup time of 60 minutes occurs whenever a
machine is switched from one operation to another (within the same item or between items).

Design a schedule of production for each machine center that will produce 100 A’s as quickly as
possible. Show the schedule on a Gantt chart of each machine center.

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 Synchronous Manufacturing

Machine 2 is identified as the bottleneck, so we schedule machine 2 first.

From the product structure diagram, we see that 3 operations are performed at machine 2—B2, C3, D2.

If we schedule item B first, B1 (5’)  B2 (3’) (Item 1 always first)  Rule 2: <= bottle neck  Reject

If we schedule item D first, D1 (10’)  D2 (8’) (Item 1 always first)  Rule 2: <= bottle neck  Reject

 Schedule C first. (C1+C2 < C3)

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 Synchronous Manufacturing
Gantt chart

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 Operation 7.8. EMPLOYEE
Management SCHEDULING

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 EMPLOYEE SCHEDULING
Employee scheduling has lots of options because labor is a very flexible resource.
Employee Scheduling Heuristic:

1. Let N = no. of workers available

Di = demand for workers on day i
X = day working
O = day off

2. Assign the first N - D1 workers day 1 off. Assign the next N - D2 workers day 2 off.
Continue in a similar manner until all days have been scheduled.

3. If the number of workdays for a full-time employee is less than 5, assign the remaining workdays
so that consecutive days off are possible or where unmet demand is highest.

4. Assign any remaining work to part-time employees, subject to maximum hour restrictions.

5. If consecutive days off are desired, consider switching schedules among days with the same
demand requirements.
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 EMPLOYEE SCHEDULING
Diet-Tech employs five workers to operate its weight-reduction facility. Demand for service each week
(in terms of minimum number of workers required) is given in the following table. Create an employee
schedule that will meet the demand requirements and guarantee each worker two days off per week.

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EMPLOYEE SCHEDULING

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EMPLOYEE SCHEDULING

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 7.9. AUTOMATED SCHEDULING SYSTEMS
• Staff scheduling assigns qualified workers to standardize shift patterns taking
into account leave requests and scheduling conflicts. The solutions include social
constraints such as labor laws for minors, overtime payment regulations, and
holidays or religious holidays that may differ by global location.

• Schedule bidding puts certain shift positions or schedule assignments up for bid
by workers; allows workers to post and trade schedules with others as long as
coverage and skill criteria are met.

• Schedule optimization creates demand-driven forecasts of labor requirements

and assigns workers to variable schedules (in some cases, as small as 15 minutes
blocks of time) that change dynamically with demand. Uses mathematical
programming and artificial intelligence techniques.
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PRACTICES

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THANKS!

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