Lecture-3 Operations Scheduling - Sent

Integration of Flow in Operations
Material Flow
Supplier Production Warehouse Distributor Customer
Information Flow
Operations Planning and Control
Inventory
Forecasting
Controlling
Aggregate
planning Planning MRP
Operations
Capacity
planning
Scheduling
& sequencing
Scheduling of Operations
Key Objectives
To make clear the separate but related nature of operations

scheduling
To distinguish operations scheduling from the operations

design activities.
To emphasize the ubiquitous nature of the scheduling

activity – all operations have to do it, but those in more
turbulent environments find it more difficult than those in
stable environments.
IT IS IMPOSSIBLE TO OPTIMIZE ALL THE
OBJECTIVES SIMULTANEOUSLY.
Scheduling of operations
• Scheduling of operations is defined as a
framework to address issues pertaining to use
the available resources and delivering
products and services as promised to the
customers.
• This comes under the category operational
(real time) decision rather than planning
• This requires information about
– Number of machines and jobs
– Shop configuration
• Flow shop
• Complex job shop
Flow Shop vs. Job Shop
(1) FLOW SHOP
job M/C M/C M/C M/C M/C
 1 2 3 4 ... m

Assembly Line
Diff. M/C = Diff. operations.
(2) JOB SHOP

job M/C M/C M/C M/C M/C
1 2 3 4 ... m
 {1, 3, 4, 1, m}
 {2, 4, 2, m-1}
.
. PROBLEMS are extremely complex.
. General algorithms for solving general job
 shop problems do not exist.
Nature of Job Production
• Variety of jobs produced
• Both nature and demand of jobs is unpredictable
• Consists of general purpose machines
• Each job depending on its techno. requirements,
demands processing on m/c in a certain order
• Jobs queue before machines or there may
be idle machines
Complexity of the Job Scheduling
• With n jobs to be processed on m machines
the number of possible sequences is (n!)m
n 5 10 15 20
m 2 4 5 5
(n!)m 14400 1,73x1026 3.8x1060 8.5x1091

Definitions of Performance Indicators
• The Flow Time of job i is the time that elapses from
the initiation of the that job on the first machine to
the completion of job i.
Waiting time, wi Processing time, ti

Job arrival Start of Completion
time, ai processing time ,Ci
Flow time, Fi = wi + ti = Ci - ai = Time job spends
on the shop floor, waiting and being processed
Machines
M1 Job 1 Job 2 Job 3
Mean Flow Time=(F1+F2+F3)/3
F1: FT of Job 1 Time

F2: FT of Job 2
F3: FT of Job 3
Make-span
The make-span is the time to complete a group of jobs
(all n jobs).
Machines
F1: FT of Job 1 Time

F2: FT of Job 2
F3: FT of Job 3
Make-span of the 3 jobs
Make Span
• Tardiness and lateness Due Date, di
Job arrival Start of Completion

time, ti Processing time, Ci
Job lateness, Li = Ci- di (could be positive or negative)
Job earliness, Ei = max (0, -Li)
Job tardiness, Ti = max (0, Li)
Tardiness is the positive difference between the completion
time and the due date of a job.
Lateness refers to the difference between the job completion
time and its due date. lateness can be positive or negative
If lateness is (positive=tardiness) (negative= earliness)
LATENESS
F[i] - D[i]
Job F[i] D[i] Lateness
1 3 10 -7
2 7 12 -5
3 14 13 1
4 16 13 3
MINIMIZING AVG. TARDINESS

MAX. TARDINESS
ARE COMMON SCHEDULING OBJECTIVES.
Sequencing Rules
FCFS (first come-first served) queuing of a bank
Jobs are processed in the sequence in which they entered the shop
SPT (shortest processing time)
Jobs are sequenced in increasing order of their processing time;
The job with shortest processing time is first, the one with the
next shortest processing time is second, and so on;
SPT minimizes
Mean flow Time.
Mean waiting Time.
Mean lateness.
EDD (earliest due date)
Jobs are sequenced in increasing order of their due dates
The job with earliest due date is first, the one with the next
earliest due date is second, and so on;
EDD minimizes maximum lateness.
Sequencing Rules
CR (Critical ratio)
Critical ratio is the remaining time until due date divided by PT;
Scheduling the job with the largest CR and so on;
Current time Remaining time of Job i Due date of Job i
(PT) Processing time of Job i
CRi=Remaining time of Job i/Processing time of Job i

=(Due date of Job i-current time)/Processing time of Job i
CR provides the balance between SPT and EDD, such that the task with shorter
remaining time and longer processing time takes higher priority
CR will become smaller as the current time approaches due date, and more
priority will given to one with longer processing time
Numerator of its CR is negative ( the job has been already late), it is naturally
scheduled next;
If more jobs are later, higher priority is given to one that has shorter
processing time (SPT).
Sequencing Rules
A machine center in a job shop for a local fabrication company has

five unprocessed jobs remaining at a particular point in time. The
jobs are labeled 1, 2, 3, 4, and 5 in the order that they entered the
shop. The respective processing times and due date are given in the
table below.
Sequence the 5 jobs by above 4 rules and compare results based on
mean flow time , average tardiness and number of tardy jobs.
Job number Processing Time Due Date
1 11 61
2 29 45
3 31 31
4 1 33
5 2 32

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Integration of Flow in Operations

Supplier Production Warehouse Distributor Customer

To make clear the separate but related nature of operations

To distinguish operations scheduling from the operations

To emphasize the ubiquitous nature of the scheduling

(2) JOB SHOP

(n!)m 14400 1,73x1026 3.8x1060 8.5x1091

Waiting time, wi Processing time, ti

F1: FT of Job 1 Time

M1 Job 1 Job 2 Job 3

M2 Job 1 Job 2 Job 3

F1: FT of Job 1 Time

Job arrival Start of Completion

MINIMIZING AVG. TARDINESS

Current time Remaining time of Job i Due date of Job i

(PT) Processing time of Job i

CRi=Remaining time of Job i/Processing time of Job i

A machine center in a job shop for a local fabrication company has

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