2 May, 2023 11

Scheduling Issues
 Scheduling deals with the timing
of operations
 The task is the allocation
and prioritization of
demand
 Significant issues are
 The type of scheduling, forward or
backward
 The criteria for priorities
2 May, 2023 22
 Scheduling Decisions
Organization Managers Must Schedule the Following
Arnold Palmer Operating room use
Hospital Patient admissions
Nursing, security, maintenance staffs
Outpatient treatments
University of Classrooms and audiovisual equipment
Missouri Student and instructor schedules
Graduate and undergraduate courses
Lockheed Martin Production of goods
factory Purchases of materials
Workers
Hard Rock Cafe Chef, waiters, bartenders
Delivery of fresh foods
Entertainers
Opening of dining areas
Delta Air Lines Maintenance of aircraft
Departure timetables
Table 15.1 Flight crews, catering,
2 May, 2023 gate, ticketing 33
 Scheduling
Flow

Figure
15.1
2 May, 2023 44
 Forward and Backward
Scheduling
 Forward scheduling starts as soon as
the requirements are known
 Produces a feasible schedule though
it may not meet due dates
 Frequently results in
buildup of work-in-
process inventory
Due
Now
Date
2 May, 2023 55
 Forward and Backward
Scheduling
 Backward scheduling begins with
the due date and schedules the final
operation first
 Schedule is produced by working
backwards though the processes
 Resources may not
be available to
accomplish the Due
schedule Now Date
2 May, 2023 Prof Dr Ijaz Ahmad Chaudhry 66
 Forward and Backward
Scheduling
 Backward scheduling begins with
the due date and schedules the final
operation first
 Schedule is produced by working
backwards though the processes
 Resources may not
be available to
accomplish the Due
Now
schedule Date
2 May, 2023 7
 Different Processes/ Different
Approaches
Process-focused Forward-looking schedules
facilities MRP due dates
Finite capacity scheduling
Work cells Forward-looking schedules
MRP due dates
Detailed schedule done using work cell
priority rules
Repetitive facilities Forward-looking schedule with
a balanced line
Pull techniques for scheduling
Product-focused Forward-looking schedule with
facilities stable demand and fixed capacity
Capacity, set-up, and run times known
Capacity limited by long-term capital
Table 15.2
investment
2 May, 2023 8
 Scheduling Criteria
1. Minimize completion time
2. Maximize utilization of facilities
3. Minimize work-in-process (WIP)
inventory
4. Minimize customer waiting time

Optimize the use of resources so

that production objectives are
2 May, 2023
met 9
 Scheduling Process-Focused
Facilities
1. Schedule incoming orders without
violating capacity constraints
2. Check availability of tools and materials
before releasing an order
3. Establish due dates for each job and
check progress
4. Check work in progress
5. Provide feedback
6. Provide work efficiency statistics
and monitor times
2 May, 2023 10
 Planning and Control Files
Planning Files
1. An item master file contains information about each component
2. A routing file indicates each component’s fl ow through the shop
3. A work-center master file contains information about the work
center

Control Files
Track the actual progress made against the
plan

2 May, 2023 11
 Loading Jobs
 Assign jobs so that costs, idle
time, or completion time are
minimized
 Two forms of loading
 Capacity oriented
 Assigning specific jobs to work
centers

2 May, 2023 12
 Input-Output Control
 Identifies overloading and
underloading conditions
 Prompts managerial action to resolve
scheduling problems
 Can be maintained using ConWIP
cards that control the scheduling
of batches

2 May, 2023 13
 Input-Output Control
Example
Work Center DNC Milling (in standard hours)
Week Ending 6/6 6/13 6/20 6/27 7/4 7/11
Planned Input 280 280 280 280 280
Actual Input 270 250 280 285 280
Cumulative Deviation –10 –40 –40 –35

Planned Output 320 320 320 320

Actual Output 270 270 270 270
Cumulative Deviation –50 –100 –150 –200

Cumulative Change in 0 –20 –10 +5

Backlog

Figure
2 May, 2023 15.2 14
 Input-Output Control
Example
Work Center DNC Milling (in standard hours)
Week Ending 6/6 6/13 6/20 6/27 7/4 7/11
Planned Input 280 280 280 280 280
Actual Input 270 250 280 285 280
Cumulative Deviation –10 –40 –40 –35

Planned Output 320 320 320 320 Explanation:

Explanation: Actual Output 270 270 270
270 input, 270 output lies
270 output imp
imp liCesumulative –50 –100 –150 –200 –20 change
0 change Deviation 0 –20 –10 +5
Cumulative Change in
Backlog

Figure
2 May, 2023 15.2 15
 Input-Output Control
Example
Options available to
operations personnel include:
1. Correcting performances
2. Increasing capacity
3. Increasing or reducing input to
the work center

2 May, 2023 16
 Gantt Charts
 Load chart shows the loading and
idle times of departments, machines,
or facilities
 Displays relative workloads over time
 Schedule chart monitors jobs in
process
 All Gantt charts need to be
updated frequently to account for
changes
2 May, 2023 17
 Assignment Method
 A special class of linear
programming models that assign
tasks or jobs to resources
 Objective is to minimize cost or time
 Only one job (or worker) is assigned
to one machine (or project)

2 May, 2023 18
 Sequencing Jobs
 Specifies the order in which jobs
should be performed at work centers
 Priority rules are used to dispatch
or sequence jobs
 FCFS: First come, first served
 SPT: Shortest processing time
 EDD: Earliest due date
 LPT: Longest processing time

2 May, 2023 19
 Sequencing Example
Apply the four popular sequencing rules
to these five jobs
Job Work Job Due
(Processing) Time Date
Job (Days) (Days)
A 6 8
B 2 6
C 8 18
D 3 15
E 9 23

2 May, 2023 20
 Sequencing Example
FCFS: Sequence A-B-C-D-
E
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Date Lateness
A 6 Time
6 8 0
B 2 8 6 2
C 8 16 18 0
D 3 19 15 4
E 9 28 23 5
28 77 11

2 May, 2023 21
 Sequencing Example
FCFS: Sequence A-B-C-D-
E
Job Work
Job (Processing) Flow Sum of
Jobtotal
Duefl ow Job
Average completion time = timeNumber = 77/5 = 15.4 days
Sequence Time Time of Date
Lateness jobs
Total job work time
Utilization
A = 6 6 8 0
Sum of total flow time= 28/77 = 36.4%
B 2 8 6 2
Average number Sum of total fl ow time
of jobs in
C the =8 16 18 = 2.75 jobs 0
= 77/28
system Total job work time
D 3 19 15 4
Average job lateness Total late days
E 9 Number28 of jo=b1s1/5 =
232.2 days 5
=
28 77 11

2 May, 2023 22
 Sequencing Example
SPT: Sequence B-D-A-C-E
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Date Lateness
B 2 Time
2 6 0
D 3 5 15 0
A 6 11 8 3
C 8 19 18 1
E 9 28 23 5
28 65 9

2 May, 2023 23
 Sequencing Example
SPT: Sequence B-D-A-C-E
Job Work
Job (Processing) FlowSumJob of total
Due fl ow Job
Average completion time = = 65/5 = 13 days
Sequence TimetimeNTime
umber of Date
Lateness jobs
Total job work time
Utilization
B = 2 2 6 0
Sum of total flow time= 28/65 = 43.1%
D 3 5 15 0
Average number Sum of total fl ow time
of jobs in
A the =6 11 8 = 2.32 jobs 3
= 65/28
system Total job work time
C 8 19 18 1
Average job lateness Total late days
E 9 Number28 of jo=b9s /523
= 1.8 days 5
=
28 65 9

2 May, 2023 24
 Sequencing Example
EDD: Sequence B-A-D-C-E
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Date Lateness
B 2 Time
2 6 0
A 6 8 8 0
D 3 11 15 0
C 8 19 18 1
E 9 28 23 5
28 68 6

2 May, 2023 25
 Sequencing Example
EDD: Sequence B-A-D-C-E
Job Work
Job (Processing) Flow Sum of
Jobtotal
Duefl ow Job
Average completion time = timeNumber = 68/5 = 13.6 days
Sequence Time Time of Date
Lateness jobs
Total job work time
Utilization
B = 2 2 6 0
Sum of total flow time= 28/68 = 41.2%
A 6 8 8 0
Average number Sum of total fl ow time
of jobs in
D the =3 11 15 = 2.43 jobs 0
= 68/28
system Total job work time
C 8 19 18 1
Average job lateness Total late days
E 9 Number28 of jo=b6s /523
= 1.2 days 5
=
28 68 6

2 May, 2023 26
 Sequencing Example
LPT: Sequence E-C-A-D-B
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Date Lateness
Time
E 9 9 23 0
C 8 17 18 0
A 6 23 8 15
D 3 26 15 11
B 2 28 6 22
28 103 48

2 May, 2023 27
 Sequencing Example
LPT: Sequence E-C-A-D-B
Job Work
Job (Processing) Flow Sum ofJob
totalDue
fl ow Job
Average completion time = timeNumber = 103/5 = 20.6 days
Sequence Time Time of Date
Lateness jobs
Total job work time
Utilization
E = 9 9 23 0
Sum of total flow time= 28/103 = 27.2%
C 8 17 18 0
Average number Sum of total fl ow time
of jobs inAthe = 6 Total job work23 time
= 103/288 = 3.68 jobs 15
system
D 3 26 15 11
Average job lateness Total late days
B 2 Number28 of jo=b4s 8/5 =6 9.6 days 22
=
28 103 48

2 May, 2023 28
 Sequencing Example
Summary of Rules

Average Average Number Average

Completion Utilization of Jobs in
Lateness
Rule Time (Days) (%) System (Days)
FCFS 15.4 36.4 2.75 2.2

SPT 13.0 43.1 2.32 1.8

EDD 13.6 41.2 2.43 1.2

LPT 20.6 27.2 3.68 9.6

2 May, 2023 29
 Comparison of
Sequencing Rules
 No one sequencing rule excels on all criteria
 SPT does well on minimizing fl ow time and number of jobs in
the system
 But SPT moves long jobs to
the end which may result
in dissatisfied customers
 FCFS does not do
especially well (or poorly)
on any criteria but is
perceived
as fair by customers
 EDD minimizes lateness

2 May, 2023 30
 Critical Ratio (CR)
 An index number found by dividing the time
remaining until the due date by the work
time remaining on the job
 Jobs with low critical ratios are
scheduled ahead of jobs with higher
critical ratios
 Performs well on average job lateness
criteria
Time Due date - Today’s
CR = remaining = date(lead) time remaining
Workdays Work
remaining
2 May, 2023 31
 Critical Ratio Example
Currently Day
25
Due Workdays Priority
Job Critical Ratio Order
Date Remaining
A 30 4 (30 - 25)/4 = 1.25 3

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

C 27 2 (27 - 25)/2 = 1.00 2

With CR < 1, Job B is late. Job C is just on schedule and Job A has some
slack time.

2 May, 2023 32
 Critical Ratio Technique
1. Helps determine the status of specific jobs
2. Establishes relative priorities among jobs on
a common basis
3. Relates both stock and make-to-order jobs
on a common basis
4. Adjusts priorities automatically for changes
in both demand and job progress
5. Dynamically tracks job progress

2 May, 2023 33
 Sequencing N Jobs on Two
Machines: Johnson’s Rule
 Works with two or more jobs that pass
through the same two machines or
work centers
 Minimizes total production time
and idle time

2 May, 2023 34
 Johnson’s Rule
1. List all jobs and times for each work center
2. Choose the job with the shortest activity time.
If that time is in the first work center,
schedule the job first. If it is in the second
work center, schedule the job last.
3. Once a job is scheduled, it is eliminated
from the list
4. Repeat steps 2 and 3 working toward the center
of the sequence

2 May, 2023 35
 Johnson’s Rule Example
Work Center 1 Work Center 2
Job (Drill Press) (Lathe)
A 5 2
B 3 6
C 8 4
D 10 7
E 7 12

2 May, 2023 36
 Johnson’s Rule Example
Work Center 1 Work Center 2
Job (Drill Press) (Lathe)
A 5 2
B 3 6
C 8 4 B E D C A

D 10 7
E 7 12

2 May, 2023 37
 Johnson’s Rule Example
Work Center 1 Work Center 2
Job (Drill Press) (Lathe)
A 5 2
B 3 6
B E D C A
C 8 4
D 10 7
E 7 12
Time 0 3 10 20 28 33
WC B E D C A
1

WC
2

2 May, 2023 38
 Johnson’s Rule Example
Work Center 1 Work Center 2
Job (Drill Press) (Lathe)
A 5 2
B 3 6
B E D C A
C 8 4
D 10 7
E 7 12
Time 0 3 10 20 28 33
WC B E D C A
1

WC B E D C A
2

Time 0 1 3 5 7 9 10 11 12 13 17 19 21 22 23 25 27 29 31 33
35
B E D C A
2 May, 2023 39
 Limitations of Rule-Based Dispatching
Systems
1. Scheduling is dynamic and
rules need to be revised to
adjust to changes
2. Rules do not look upstream
or downstream
3. Rules do not look beyond due
dates

2 May, 2023 40
 Drum, Buffer, Rope
 The drum is the beat of the system and
provides the schedule or pace of
production
 The buffer is the inventory necessary to keep
constraints operating at capacity
 The rope provides the synchronization
necessary to pull units through the
system

2 May, 2023 41
 Scheduling Repetitive Facilities
 Level material use can help
repetitive facilities
 Better satisfy customer and
dem
 Lower
inventory
investment
 Reduce batch
size
2 May, 2023  Better utilize 42
 Scheduling Repetitive Facilities
 Advantages include:
1. Lower inventory levels
2. Faster product throughput
3. Improved component quality
4. Reduced floor-space requirements
5. Improved communications
6. Smoother production process

2 May, 2023 43