SHORT TERM SCHEDULING

Strategic Importance of Scheduling

1. By scheduling effectively, companies use assets more effectively and create greater capacity per dollar/peso invested, which, in turn, lowers cost. 2. This added capacity and related flexibility provides faster delivery and, therefore better customer service. 3. Good scheduling is a competitive advantage because it contributes to dependable delivery.

Scheduling Issues
Capacity Planning
1. 2. Facility size Equipment procurement

Aggregate Planning
1. 2. 3. Facility utilization Personnel needs Subcontracting

Master Schedule
1. 2. MRP Disaggregation of master plan

Short-Term Scheduling
1. 2. Work center loading Job Sequencing

Sample Scheduling Decisions

Organization Hospital Scheduling Decision Operating room use Patient admission Nursing, security, maintenance staff Outpatient treatments University Classrooms and audio visual equipment

Student and instructor schedules

Graduate and undergraduate courses Factory Production of goods Purchases of materials Workers Airlines Maintenance of aircraft Departure timetables Flight crews, catering, gate, and ticketing personnel

Forward and Backward Scheduling

Forward scheduling starts the schedule as soon as the job requirements are known. Example: hospitals, clinics, fine dining restaurants, and machine tool manufacturers Backward scheduling begins with the due date and schedules the final operation first and the other job steps in reverse order.

Scheduling Criteria
1. Minimize completion time. 2. Maximize utilization. 3. Minimize work-in-process (WIP) inventory 4. Minimize customer waiting time

Planning and Control Files

Planning files the item master file, routing file, and workcenter file in a material requirements planning system.
Control files files that track each work orders actual progress against the plan. Planning files 1. Item master file contains information about each component the firm produces or purchases 2. Routing file which indicates each components flow through the shop 3. Work center master file which contains information about the work center, such as capacity and efficiency.

Loading Jobs In Work centers

Loading means the assignment of jobs to work or processing centers. Operations managers assign jobs to work centers so that costs, idle time, or completion times are kept to a minimum.

Loading work takes two approaches:

Input-Output Control
A system that allows operations personnel to manage facility work flows by tracking work added to a work center and its work completed. Overloading if the work is arriving faster than it is being processed and backlog develops. causes crowding in the facility, leading to inefficiencies and quality problems Underloading if the work is arriving at a slower rate than jobs are being performed and the work center may run out of work results in idle capacity and wasted resources.

This shows the planned capacity for the DNC Milling work center for 5 weeks (Weeks 6/6 through 7/4). The planned input is 280 standard hours per week. The actual input is close to this figure, varying between 250 and 285. Output is scheduled at 320 standard hours, which is the assumed capacity. A backlog of 300 hours (not shown) exists in the work center. However, actual output (270 hours) is substantially less than planned. Therefore, neither the input plan nor the output plan is being achieved. Indeed, the backlog of work in this work center has actually increased by 5 hours by week 6/27. this increases work-inprocess inventory, complicating the scheduling task and indicating the need for manager action.

Work Center DNC Milling (in standard hours)

Work Ending
Planned Input Actual Input Cumulative Deviation

6/6 280 270 -10

6/13 280 250 -40

6/20 280 280 -40

6/27 280 285 -35

7/4 280 280

7/11

Planned Input Actual Input Cumulative Deviation

320 270 -50

320 270 -100

320 270 -150

320 270 -200

Cumulative Change in Backlog

-20

-10

+5

Gantt Charts and Assignment Method

Gantt Load and Schedule Chart

Day Monday WC Metalworks Mechanical Electronics Painting Job 408 Job 295 Job 408 Job 349 Job 349 Job 350 Job 408 Job 349 Job 349 Tuesday Wednesday Thursday Friday

Processing

Unscheduled

Center not available (ex: maintenance time, repairs, shortages)

Assignment Method
Find the minimum total cost assignment of jobs to typesetter.
TYPESETTER

JOB
R-4 S-66 T-50 $11 $8 $9 $14 $10 $12 $6 $11 $7

Step 1a: Subtract the smallest number in each row from every number in the row.

TYPESETTER

JOB
R-4 $5 $0 $2 $8 $2 $5 $0 $3 $0

TYPESETTER

S-66 T-50

JOB
R-4 S-66 T-50 $5 $0 $2 $6 $0 $3 $0 $3 $0

Step 1b: Subtract the smallest number in each column from every number in the column.

TYPESETTER

A
JOB R-4 S-66 T-50 $5 $0 $2

Step 2: Draw the minimum number of vertical and horizontal lines needed to cover all zeros. Return to step 2. Cover the zeros with straight lines again
TYPESETTER

$6 $0 $3

$0 $3 $0

Smallest uncovered number

A JOB R-4 S-66 T-50 C $3 $0 $0

Step 3: Subtract the smallest uncovered number from every other uncovered number and add it to numbers at the intersection of two lines.
TYPESETTER

$4 $0 $1

$0 $5 $0

A JOB R-4 S-66 T-50 $3 $0 $0

Assign R-34 to person C, S-66 to person B, and T-50 to person A. Referring to the original cost table: Minimum cost = $6 + $10 + $9 = $25

$4 $0 $1

$0 $5 $0

Sequencing Jobs In Work Centers

Sequencing determining the order in which jobs should be done at each work center Priority rules rules that are used to determine the sequence of jobs in process-oriented facilities.

First come, first served (FCFS) jobs are completed in the order they arrived. Shortest processing time (SPT) jobs with the shortest processing times are assigned first. Earliest due date (EDD) earliest due date jobs are performed first. Longest processing time: - jobs with the longest processing time are completed first.

Example:
Mike Morales is the supervisor of Legal Copy-Express, which provide services for downtown Los Angeles law firms. Five customers submitted their orders at the beginning of the week. Specific scheduling date are as follows:
Job (in order of arrival) Processing time (days) Due date (days)

A 3 5 B 4 6 C 2 7 D 6 9 E 1 2 Suppose that Morales decides to use the four priority rules in an attempt to make Legal Copy-Express appear fair to its customers. Which will you recommend?

Solution: FCFS
JOB SEQUENCE

PROCESSING TIME (DAYS) 3 4 2 6 1 16

JOB DUE DATE (DAYS) 5 6 7 9 2

FLOW TIME (DAYS) 0+3= 3 3+4 = 7 7+2 = 9 9+6 = 15 15+1 = 16 50

JOB LATENESS 0 1 2 6 14 23

A B C D E TOTAL

The FCFS rule results in the following measures of effectiveness: a. Average completion time = Sum of total flow time/ no. of jobs = 50/5 = 10 days b. Utilization = Total job work (processing) time/ Sum of total flow time= 16/50 = 32% c. Average number of jobs in the system = Sum of total flow time/ total job work (processing) time = 50/16= 3.125 jobs d. Average job lateness = Total late days/Number of jobs = 23/5 = 4.6 days

Solution: SPT/SOT
JOB SEQUENCE

PROCESSING TIME (DAYS) 1 2 3 4 6 16

JOB DUE DATE (DAYS) 2 7 5 6 9

FLOW TIME (DAYS) 0+1= 1 1+2 = 3 3+3 = 6 6+4 = 10 10+6 = 16 36

JOB LATENESS 0 0 1 4 7 12

E C A B D TOTAL

The SPT/SOT rule results in the following measures of effectiveness: a. Average completion time = Sum of total flow time/ no. of jobs = 36/5 = 7.2 days b. Utilization = Total job work (processing) time/ Sum of total flow time= 16/36 = 44% c. Average number of jobs in the system = Sum of total flow time/ total job work (processing) time = 36/16 = 2.25 jobs d. Average job lateness = Total late days/Number of jobs = 12/5 = 2.4 days

Solution: EDD
JOB SEQUENCE

PROCESSING TIME (DAYS) 1 3 4 2 6 16

JOB DUE DATE (DAYS) 2 5 6 7 9

FLOW TIME (DAYS) 0+1= 1 1+3 = 4 4+4 = 8 8+2 = 10 10+6 = 16 39

JOB LATENESS 0 0 2 3 7 12

E A B C D TOTAL

The EDD rule results in the following measures of effectiveness: a. Average completion time = Sum of total flow time/ no. of jobs = 39/5 = 7.8 days b. Utilization = Total job work (processing) time/ Sum of total flow time= 16/39 = 41% c. Average number of jobs in the system = Sum of total flow time/ total job work (processing) time = 39/16 = 2.4375 jobs d. Average job lateness = Total late days/Number of jobs = 12/5 = 2.4 days

Solution: LPT
JOB SEQUENCE

PROCESSING TIME (DAYS) 6 4 3 2 1 16

JOB DUE DATE (DAYS) 9 6 5 7 2

FLOW TIME (DAYS) 0+6= 6 6+4 = 10 10+3 = 13 13+2 = 15 15+1 = 16 60

JOB LATENESS 0 4 8 8 14 34

D B A C E TOTAL

The LPT rule results in the following measures of effectiveness: a. Average completion time = Sum of total flow time/ no. of jobs = 60/5 = 12 days b. Utilization = Total job work (processing) time/ Sum of total flow time= 16/60 = 26.67% c. Average number of jobs in the system = Sum of total flow time/ total job work (processing) time = 60/16 = 2.75 jobs d. Average job lateness = Total late days/Number of jobs = 34/5 = 6.8days

COMPARISON OF PRIORITY RULES

RULE TOTAL COMPLETION TIME (DAYS) 50 AVERAGE COMPLETION TIME (DAYS) 10 AVERAGE LATENESS (DAYS) 4.6

FCFS

SPT/SOT EDD LPT

36 39 60

7.2 7.8 12

2.4 2.4 6.8

Obviously, SPT/SOT is better than the rest of the rules.

Critical Ratio
Is an index number computed by dividing the time remaining until due date by the work time remaining. Gives priority to jobs that must be done to keep shipping on schedule. A job with low critical ratio (less than 1.0) is one that is falling behind schedule. A CR greater than 1.0 means job is ahead of schedule and has some slack.

Critical Ratio Formula:

CR

= =

Time remaining/Workdays remaining Due date Todays date/Work (lead) time remaining

Example:
Today is day 25 on Zyco Medical Testing Laboratories production schedule. Three jobs are on order, as indicated here: Job Due Date Workdays Remaining A 30 4 B 28 5 C 27 2 Compute using the formula for CR Job Critical Ratio Priority Order A (30-25)/4 = 1.25 3 B (28-25)/5 = .60 1 C (27-25)/2 = 1.0 2

Sequencing N Jobs on Two Machines: Johnsons Rule

Johnsons rule can be used to minimize the processing time for sequencing a group of jobs through work centers. It also minimizes total idle time on machines.
Johnsons rule involves 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 job last. 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.

Example:
Five specially jobs at a Fredonia, New York, tool and die shop must be processed through two work centers (drill press and lathe). The time for processing each job follows: Work (processing) Time for Jobs (in hours) Job Work Center 1 (drill press) Work center 2 (lathe) A 5 2 B 3 6 C 8 4 D 10 7 E 7 12

The sequential times are Work center 1 Work center 2

10

12

Scheduling For Services

Manufacturing Emphasis on materials

Services Staffing levels Seldom store inventories Labor intensive Demand for labor can be highly variable

Scheduling For Services

Service systems try to match fluctuating customer demand with the capability to meet the demand. Doctors, lawyers offices Retail shop, post office, fast food restaurant Appointment system First come, first served rule

Scheduling in these businesses is handled by bringing in extra workers, often part-timers, to help during peak periods. Other example are hospitals, banks and airlines

Scheduling Nurses with Cyclical Scheduling

Cyclical scheduling has seven steps:
1. Plan a schedule equal in weeks to the number of people being scheduled. 2. Determine how many of each of the least desirable off-shifts must be covered each week. 3. Begin the schedule for one nurse by scheduling the days off during the planning cycle (at a rate of 2 days per week on the average). 6. Allow each nurse to pick his or her slot or line in order of seniority.

4. Assign off-shifts for that first for that first nurse using step 2. Here is an example of one nurses 42-day schedule, where X is the day off, D is the day shift, and E is the evening shift.

5. Repeat this pattern for each of the other nurses, but offsetting each one by 1 week from the previous one.

S E S E

M E M X

T E T X

W T E E

F X F D

S X S D

S X

M E

T E

W T E E

F E

S X

S X

M D

T D

W T X E

F E

S E

W T D D

S
D

M
D

T
D

W T
X D

F
X

S
E

S
E

M
E

T
E

W T
E X

F
X

S
D

7. Mandate that any changes from a chosen schedule are strictly between personnel wanting to switch.