CHAPTER :5

Aggregate Planning & Scheduling

1
 Aggregate Planning
Meaning
➢ Aggregate planning is the process of developing, analyzing,

and maintaining a preliminary, approximate schedule of the

overall operations of an organization.
➢ The aggregate plan generally contains targeted sales forecasts,

production levels, inventory levels, and customer backlogs. This

schedule is intended to satisfy the demand forecast at a
minimum cost.
Defined as …
The process of determining output levels of product groups
over the coming 6 to 18 months on a weekly or monthly basis
; the plan identifies the overall level of outputs in support of
the business plan. Aggregate planning translates business plans into rough labor
schedules and production plans 2
 Aggregate Planning
Objectives of Aggregate Planning
•Minimize cost / maximize profits
•Maximize customer service
•Minimize inventory investment
•Minimize changes in production rates
•Minimize changes in workforce levels
•Maximize utilization of plant and equipment

3
 Planning Horizon
Aggregate planning: Intermediate-range capacity
planning, usually covering 3 to 12 months. The
goal of aggregate planning is to achieve a
production plan that will effectively utilize the
organization’s resources to satisfy expected
demand.

Long range

Intermediate
range
Short
range

Now 3 months 1 Year 4

 Aggregate Planning Inputs
Resources Costs
Workforce/production rate
Inventory carrying
Facilities and equipment
Back orders
Demand forecast
Policies Hiring/firing
Subcontracting Overtime
Overtime Inventory changes
Inventory levels subcontracting
Back orders

5
 Aggregate Planning Outputs

Total cost of a plan

Projected levels of:
Inventory
Output
Employment
Subcontracting
Backordering

6
 The Planning Process

Determine the quantity and timing of

production for the intermediate future
◆ Objective is to minimize cost
over the planning period by adjusting
◆ Production rates
◆ Labor levels
◆ Inventory levels
◆ Overtime work
◆ Subcontracting rates
7
 Aggregate Planning

Requirements for aggregate planning:

◆ A logical overall (aggregate) unit for

measuring sales and output
◆ A forecast of demand for an intermediate
planning period in these aggregate terms
◆ A method for determining the costs
◆ A model that combines forecasts and
costs so that scheduling decisions can
be made for the planning period
8
 Planning Horizons
Long-range plans (over one year)
Research and Development
New product plans
Capital investments
Facility location/expansion

Top
executives Intermediate-range plans
(3 to 12 months)
Sales planning
Production planning and budgeting
Operations Setting employment, inventory,
managers subcontracting levels
Analyzing operating plans

Short-range plans
(up to 3 months)
Job assignments
Operations Ordering
managers, Job scheduling
supervisors, Dispatching
foremen Overtime
Part-time help

Responsibility Planning tasks and horizon

9
 Concepts of Operation scheduling

In the past, manufacturing operations struggled with the concept of

keeping production on time and efficient. As this problem became

prevalent and technology improved, operations scheduling became a

viable option for manufacturers that were seeking efficiency

improvement. Operations scheduling pertains to establishing both

timing and utilization of resources within an organization.

10
 Operations Scheduling

Within operations scheduling, scheduling coincides with the

utilization of equipment, scheduling of human labor, and materials

receipt. Operations scheduling can enable production to have a

schedule to follow and ensure for accurate delivery times while also

keeping an eye on inventory levels.

11
 Loading, Sequencing and Scheduling

The production-schedules are developed by performing

the following functions:
➢ Loading

➢ Sequencing

➢ Scheduling

12
 Loading, Sequencing and Scheduling

Loading: Which department is going to do what

work?

Sequencing: What is the order in which the work

will be done?

Scheduling: What are the start and finish times of

each job?

13
What is Scheduling?
Scheduling can be defined as “ prescribing of when and where each operation

necessary to manufacture the product is to be performed.”

It is also defined as “ establishing of time at which to begin and complete each

event or operation comprising a procedure”.

The principle aim of scheduling is to plan the sequence of work so that

production can be systematically arranged towards the end completion of all

products by due date.

14
 Definition of Scheduling

A scheduling system dynamically makes

decisions about matching activities and
resources in order to finish jobs and projects
needing these activities in a timely and high-
quality method while simultaneously maximizing
throughput and minimizing direct operating
costs.
15
 Scheduling Example

Suppose there are three jobs in a production department that are to be

processed on four categories (types) of machines. We designate the jobs as A,
B, and C; and the machine types are designated as M1, M2, M3, and M4.

The three jobs consist of A,B, and C operations respectively; and there are
four machines - one machine of each type. We designate them as M1, M2, M3,
and M4 based on their categories.

The operations for job A are designated as A1, A2, A3, and A4. The operations
of job B are designated as B1, B2, and B3 and B4. Similarly the four
16
operations of job C are designated as C1, C2, C3, and C4.
 Scheduling Example (continued)

Each job is characterized by its routing that specifies the

information about the number of operations to be
performed, the sequence of these operations, and the
machines required for processing these operations.

The times required for processing these operations are also

required for developing a production schedule.

17
 Scheduling Example - Data
Operation Machine Processing Time
The table on right hand side (RHS) gives the Job
Number Number (Days)
data for this example.
A A1 M1 5

The table gives the machine required for A2 M3 3

each operation of each job. For example, the A3 M4 7

first operation of job A, A1, is processed on A4 M2 4
machine M1; second operation, A2, is
processed on machine M3 and so on. B B1 M2 2

B2 M3 6
The operations of all jobs have to follow their
B3 M4 8
processing sequences. For example operation
A3 of job A can not be processed before
C C1 M1 4
operation A2.
C2 M2 6

C3 M3 8
The processing time for each operation is
also given in this table. C4 M4 2

18
 Scheduling Example – Objective Function

The objective is to schedule these jobs so as to minimize the

time to complete all jobs. This time is called make-span or
the schedule time.

19
Objectives of Operations Scheduling
The Objectives of Operations Scheduling include the
following:
Optimizing the Efficiency of Labor
Utilizing Equipment to the Fullest Extent
Increasing Profit and Output
Service Level Improvement
Manufacturing time Reduction
Production Cost Minimization
Worker Cost Minimization
Inventory Minimization
20
 Functions of Operations Scheduling

The Functions of Operations Scheduling include the following:

Resource Allocation
Shop Floor Control
Sequence of Job Determination
Up-to-Date information on Machines
Specifies Start and End time for Each Job
Maximum utilization of Plant While Minimizing Cost
Optimize Manpower

21
21
 The role of scheduling

The resources and tasks in an organization has many

forms, the resources such as:
machines in a workshop, runways at an airport
crews at a construction site, processing units in a
computing environment.
The tasks may be:
operations in a production process, take-offs and
landing at an airport.
stages in a construction project, executions of
computer programs.
22
 Scheduling Issues

▶ Scheduling deals with the timing of

operations
▶ The task is the allocation and prioritization
of demand
▶ Significant factors are
1. Forward or backward scheduling
2. Finite or infinite loading

23
 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
▶ Example :Hospital, clinics, machine tool manufacturing,
restarurant etc

Due
Now Date 24
 Forward Scheduling
Forward scheduling is a done if no product is available
on the material availability date calculated by backward
scheduling. The system does an availability check to
determine the first possible date when the product will be
available. This new material availability date forms the
starting point for scheduling the remaining activities. The
loading time, pick/pack time, transit time, and
transportation lead time is added to the new material
availability date to calculate the confirmed delivery date.
25
Forward Scheduling

26
 Forward 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 schedule.
▶ Example : Banquet, catering ,scheduling surgery
etc

Due Date
Now 27
 Backward Scheduling

Backward scheduling is the calculation of deadline

dates: the arrival time at the customer site is calculated
as the earliest possible goods receipt time at the
customers unloading point on the requested delivery
date. All four of the delivery and transportation
scheduling lead times are subtracted from the
customer’s requested delivery date to determine if this
date can be met. 28
Forward Scheduling

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 Scheduling Criteria

1. Minimize completion time

2. Maximize utilization of facilities
3. Minimize work-in-process (WIP) inventory
4. Minimize customer waiting time

30
 Principles of Scheduling

1. There is a direct equivalence between work flow

and cash flow.
2. The effectiveness of any job shop should be
measured by speed of flow through the shop.
3. Schedule jobs as a string, with process steps back-
to-back.
4. A job once started should not be interrupted.

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 Principles of Scheduling (Continued)

5. Speed of flow is most efficiently achieved by

focusing on bottleneck work centers and jobs.

6. Reschedule every day.

7. Obtain feedback each day on jobs that are not

completed at each work center.

8. Match work center input information to what the

worker can actually do.
32
 Principles of Scheduling (Continued)

9. When seeking improvement in output, look for

incompatibility between engineering design and
process execution.

10. Certainty of standards, routings, and so forth is

not possible in a job shop, but always work
towards achieving it.

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34
35
36
37
 Loading Jobs : Techniques

A. Input- output control

B. Gantt Charts
C. Assignment Model

38
39
40
41
 Gantt Charts
➢ Gantt charts are visual aids that are useful in loading and scheduling. The
name is derived from Henry Gantt, who developed them in the late 1800s. The
chart show the use of resources, such as work centers and labor. It also shows
today’s job schedule by employee.
➢ When used in loading, Gantt charts show the loading and idle times of several
departments, machines, or facilities. They display the relative workloads in the system so
that the manager knows what adjustments are appropriate. If a work center becomes
over loaded, employees from a low-load center can be transferred temporarily to
increase the work force. Or if waiting jobs can be processed at different work centers,
some jobs at high load centers cane be transferred to low load centers.

42
 Gantt Charts
➢ Gantt charts are widely used in business to describe all kinds of projects
according to the rules of project management. They are usually created by
computer applications. Different Gantt applications have different features and
capabilities.

➢A Gantt chart is a useful graphical tool which shows activities or tasks

performed against time. It is also known as visual presentation of a project
where the activities are broken down and displayed on a chart which makes it
is easy to understand and interpret.

43
Dispatching-Scheduling Techniques

44
Gantt Chart

45
Gantt Chart

46
Gantt Chart

47
Gantt Chart

48
Gantt Chart

49
Gantt Chart

50
Gantt Chart

51
Gantt Chart

52
 Gantt Chart – C halved
6

B4 F4
10
0
5 12
STAR FINIS
A2 C3 E3 G2
T H
10
2
7

D5

1 2 3 4 5 6 7 8 9 10 11 12 13 14 Days

B
T
A C
S D
K
S E

G
53
54
 Assignment Method

◆ A special class of linear programming

models that assigns tasks or jobs to
resources
◆ Objective is to minimize cost or time and
maximize profit.
◆ Only one job (or worker) is assigned to
one machine (or project)

55
 Assignment Method
1. Perform row reductions
Subtract minimum value in each row from all other row
values
2. Perform column reductions
Subtract minimum value in each column from all other
column values
3. Line Test
Cross out all zeros in matrix using minimum number of
horizontal & vertical lines. If number of lines equals number
of rows in matrix, optimum solution has been found, stop.
4. Matrix Modification
Subtract minimum uncrossed value from all uncrossed values
& add it to all cells where two lines intersect. Go to Step 3.
56
 Assignment Example

Problem 1. A company has three jobs to be done on three

machines. Each job must be done on one and only one machine.
The cost of each job on each machine is given in the following
table.
Machine

JOB A B C

X $11 $14 $ 6

Y $ 8 $10 $11

Z $ 9 $12 $ 7

Give the job assignment which will minimize the total cost.

57
 Assignment Example
Solution : Table 1
Machine Row
A B C min cost
Job
X $11 $14 $ 6 =6
Y $ 8 $10 $11 =8
Z $ 9 $12 $ 7 =7

Step 1a – Rows: The minimum cost in row X,Y and Z is $ 6,$8 and $ 7 respectively. Subtract
these elements from all elements in their respective row. The reduce cost matrix is :

Machine
A B C
Job
X $ 5 $ 8 $ 0
Y $ 0 $ 2 $ 3
Z $ 2 $ 5 $ 0 58
 Assignment Example
Step 1b – column : The minimum elements in column A,B and C is $ 0,$ 2 and $ 0
respectively. Subtract these elements from all elements in their respective columns.
The reduced cost matrix is :

Machine
A B C
Job
X $ 5 $ 6 $ 0
Y $ 0 $ 0 $ 3
Z $ 2 $ 3 $ 0

59
 Assignment Example

Step 2 - Lines : Draw the minimum number of line to cover all zeros. We find
only two lines are needed to cover all the zeros, the solution is not optimal

Machine
A B C
Job
X $ 5 $ 6 $ 0
Y $ 0 $ 0 $ 3
Z $ 2 $ 3 $ 0

60
 Assignment Example
Step 3 – Subtraction : Select the smallest Machine
number among uncovered elements.Here A B C
it is 2. Subtract this elements from all the Job
X $ 5 $ 6 $ 0
elements uncrossed by the line and add it
Y $ 0 $ 0 $ 3
to elements at intersection point of drawn Z $ 2 $ 3 $ 0
line. The cost in the matrix which is
crossed by the line drawn should remain Smallest uncovered number
as it is. The next reduced cost matrix will
be as follows.
Machine
A B C
Job
X $ 3 $ 4 $ 0
Y $ 0 $ 0 $ 5
Z $ 0 $ 1 $ 0 61
 Assignment Example
Step 3 – Lines :Because
three lines are needed, the Machine
solution is optimal and
A B C
assignments can be made.
Job
X $ 3 $ 4 $ 0
Y $ 0 $ 0 $ 5
Z $ 0 $ 1 $ 0

Step 4 – Assignments : Since Row X

Machine
have 0 in column C we assign Job X to A B C
Machine C.,Row Y have Zero in Job
X $3 $ 4 $$0
column B so we assign job Y to
Y $ 0 $ 0 $ 5
machine B and Row Z have zero in Z $ 0 $ 1 $ 0
column A so that we assign job Z to 62
machine A.
 Assignment Example

Step 5 – Cost calculation

Machine Machine
A B C A B C
Job Job
X $11 $14 $ 6 Z $3 $ 4 $0
Y $ 8 $10 $11 Y $ 0 $ 0 $ 5
Z $ 9 $12 $ 7 Z $ 0 $ 1 $ 0

From the original cost table

Minimum cost of job completion = $6 + $10 + $9
= $25
63
 Job Sequencing

Sequencing: the process of determining the job order

on machines or work centers
Also known as priority sequencing
Priority rules: the rules used in obtaining a job
sequence
Can be simple or complex
Can use one or more pieces of information
Common rules shown on next slide

64
 Priority Rules

FCFS - first come, first served

SPT - shortest processing time
EDD - earliest due date
CR - critical ratio
Rush - emergency
Top Priority

65
Simple Sequencing Rules

PROCESSING DUE
JOB TIME DATE

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

66
 Simple Sequencing Rules: FCFS

▪ Sequence: A-B-C-D-E-F
Job Processing Flow DUE TARDINESS
SEQUENCE TIME TIME DATE Flow – dd
(0 if negative)

A 2 2 7 0
B 8 10 16 0
C 4 14 4 10
D 10 24 17 7
E 5 29 15 14
F 12 41 18 23

41 120 54

Average flow time = 120/6 = 20 days Utilization = 41/120 = 34%

Average Tardiness = 54/6 = 9 days Makespan = 41 days
67
Average number of jobs at the work center = 120/41 = 2.93
 Simple Sequencing Rules: SPT

▪ Sequence: A-C-E-B-D-F
Job Processing Flow DUE TARDINESS
SEQUENCE TIME TIME DATE Flow – dd
(0 if negative)

A 2 2 7 0
C 4 6 4 2
E 5 11 15 0
B 8 19 16 3
D 10 29 17 12
F 12 41 18 23

41 108 40

Average flow time = 108/6 = 18 days Utilization = 41/108 = 38%

Average Tardiness = 40/6 = 6.67 days Makespan = 41 days
68
Average number of jobs at the work center = 108/41 = 2.63
 Simple Sequencing Rules: EDD

▪ Sequence: C-A-E-B-D-F
Job Processing Flow DUE TARDINESS
SEQUENCE TIME TIME DATE Flow – dd
(0 if negative)

C 4 4 4 0
A 2 6 7 0
E 5 11 15 0
B 8 19 16 3
D 10 29 17 12
F 12 41 18 23

41 110 38

Average flow time = 110/6 = 18.33 days Utilization = 41/110 = 37%

Average Tardiness = 38/6 = 6.33 days Makespan = 41 days
69
Average number of jobs at the work center = 110/41 = 2.68
 Sequencing Rules: Critical Ratio

Critical ratio (CR)

(Due date - Current date)
CR =
Number of days remaining
Job Processing DUE Critical Ratio
SEQUENCE TIME DATE Calculation

A 2 7 (7-0)/2 =3.5
B 8 16 (16-0)8 =2.0
C 4 4 (4-0)/4 =1.0
D 10 17 (17-0)/10=1.7
E 5 15 (15-0)/5=3.0
F 12 18 (18-0)/12=1.5

The lowest CR is Job C, therefore it is selected as the first sequenced job 70

 Sequencing Rules: Critical Ratio

▪ At day 4 [Job C completed], the CR are

Job Processing DUE Critical Ratio
SEQUENCE TIME DATE Calculation

A 2 7 (7-4)/2 =1.5
B 8 16 (16-4)8 =1.5
C - - -
D 10 17 (17-4)/10=1.3
E 5 15 (15-4)/5=2.2
F 12 18 (18-4)/12=1.17

The lowest CR is Job F, therefore it is selected as the 2nd sequenced job

71
 Sequencing Rules: Critical Ratio

▪ At day 16 [Job C and F completed], the CR are

Job Processing DUE Critical Ratio
SEQUENCE TIME DATE Calculation

A 2 7 (7-16)/2 =-4.5
B 8 16 (16-16)8 =0.0
C - - -
D 10 17 (17-16)/10=0.1
E 5 15 (15-16)/5=-0.2
F - - -

The lowest CR is Job A, therefore it is selected as the 3rd sequenced job

72
 Sequencing Rules: Critical Ratio

▪ At day 18 [Job C, F and A completed], the CR are

Job Processing DUE Critical Ratio
SEQUENCE TIME DATE Calculation

A - - -
B 8 16 (16-18)8 =-0.25
C - - -
D 10 17 (17-18)/10=-0.1
E 5 15 (15-18)/5=-0.6
F - - -

The lowest CR is Job E, therefore it is selected as the 4th sequenced job

73
 Sequencing Rules: Critical Ratio

▪ At day 23 [Job C, F, A and E completed], the CR are

Job Processing DUE Critical Ratio
SEQUENCE TIME DATE Calculation

A - - -
B 8 16 (16-23)8 =-0.88
C - - -
D 10 17 (17-23)/10=-0.6
E - - -
F - - -

The lowest CR is Job B, therefore it is selected as the 4th sequenced job.

The last sequence is set to Job D.
74
Therefore the final sequence is C-F-A-E-B-D
 Sequencing Rules: CR

▪ Sequence: C-F-A-E-B-D
Job Processing Flow DUE TARDINESS
SEQUENCE TIME TIME DATE Flow – dd
(0 if negative)

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

41 133 58

Average flow time = 133/6 = 22.17 days Utilization = 41/133 = 31%

Average Tardiness = 58/6 = 9.67 days Makespan = 41 days
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Average number of jobs at the work center = 133/41 = 3.24
 Comparison of the four sequence rules

Average
Average Average Number of
Flow Time Tardiness Jobs at the
Rule (days) (days) Work Center
FCFS 20.00 9.00 2.93
SPT 18.00 6.67 2.63
EDD 18.33 6.33 2.68
CR 22.17 9.67 3.24

76
 Two Work Center Sequencing

Johnson’s Rule: technique for minimizing

completion time for a group of jobs to be
processed on two machines or at two work centers.
Minimizes total idle time
Several conditions must be satisfied

77
 Johnson’s Rule Conditions

Job time must be known and constant

Job times must be independent of sequence
Jobs must follow same two-step sequence
Job priorities cannot be used
All units must be completed at the first
work center before moving to second

78
Sequencing Jobs Through Two Serial Process

Johnson’s Rule

List time required to process each job at each machine. Set up a one-
dimensional matrix to represent desired sequence with # of slots
equal to # of jobs.

Select smallest processing time at either machine. If that time is on

machine 1, put the job as near to beginning of sequence as possible.

If smallest time occurs on machine 2, put the job as near to the end of
the sequence as possible.

Remove job from list.

Repeat steps 2-4 until all slots in matrix are filled and all jobs are
sequenced. 79
 Johnson Rule
Example

Each of five jobs needs to go through work center A and B. Find the
optimum sequence of jobs using Johnson's rule.

Job A B 1. Job 2 is smallest,

1 5 2 so it goes first.
2 1 6
3 9 7
4 3 8
5 10 4

Seq: 2, , , , 80
 Johnson Example

Job A B 1. Job 2 goes first.

1 5 2
2 1 6 2. Job 1 is next
3 9 7 smallest, in B, so
4 3 8 goes last.
5 10 4

Seq: 2, , , ,1
81
 Johnson Example

Job A B 1. Job 2 goes first.

1 5 2
2 1 6 2. Job 1 goes last.
3 9 7
4 3 8 3. Job 4 is smallest,
5 10 4 in A column, so it
goes next.
Seq: 2, 4 , , , 1

82
 Johnson Example

Job A B 1. Job 2 goes first.

1 5 2
2 1 6 2. Job 1 goes last.
3 9 7
4 3 8 3. Job 4 goes next.
5 10 4 4. Job 5 smallest in
Seq: 2, 4, , 5, 1 B, comes next to
last.

83
 Johnson Example

Job A B 1. Job 2 goes first.

1 5 2
2 1 6 2. Job 1 goes last.
3 9 7
4 3 8 3. Job 4 goes next.
5 10 4 4. Job 5 next to last.
Seq: 2, 4, 3, 5, 1 5. Job 3 comes next.
So, the jobs must be processed in the order 2 → 1 → 4 → 5 → 3, and
must be processed in the same order on both work centers.
84
 Job Sequencing on Two Machines
Johnson’s Rule
Example 2
Each of five jobs needs to go through work center A and
B. Find the optimum sequence of jobs using Johnson's
rule.
Processing Time (hour)
Job Workstation A Workstation B
A 3.2 4.2
B 4.7 1.5
C 2.2 5
D 6.8 4
E 3.1 2.8

85
 Job Sequencing on Two Machine
Johnson’s Rule
Example 2 : Solution
1. The smallest time is located in Job B (1.5 hours). Since the time is in Work
Center B, schedule this job last. Eliminate Job B from further consideration.
? ? ? ? B

2. The next smallest time is located in Job C (2.2 hours). Since the time is in
Work Center A, schedule this job first. Eliminate Job C from further
consideration.
c ? ? ? B

3 The next smallest time after that is located in Job E (2.8 hours). Since the
time is in Work Center B, schedule this job last. Eliminate Job E from further
consideration.
c ? ? E B
86
 Job Sequencing on Two Machines
Johnson’s Rule

Example 2 : Solution

4. The next smallest time after is located in Job A (3.2 hours). Since the time is
in Work Center A, schedule this job first. Eliminate Job A from further
consideration.

C A ? E B
5. The only job left to consider is Job D.

C A D E B

So, the jobs must be processed in the order C → A → D → E → B, and must be

processed in the same order on both work centers.

87
 Job Sequencing on Two Machines
Example-3 -Johnson’s Rule
Question :Solve the following sequencing problem using Johnson’s rule method and find out :
a. Total run time
b. Total idle time
c. Draw a chart showing runtime and idle time.

Processing Time (hour)

Job Workstation 1 Workstation 2
A 12 22
B 4 5
C 5 3
D 15 16
E 10 8

88
 Job Sequencing on Two Machines
Example-2 -Johnson’s Rule
Solve the following sequencing problem using Johnson’s rule method and find out :
a. Total run time
b. Total idle time
c. Draw a chart showing runtime and idle time.

Processing Time (hour)

Job Workstation 1 Workstation 2
A 12 22 Work station 1 Work station 2
B 4 5
Jobs IN-------OUT IN--------OUT
C 5 3
D 15 16 B 0-----------4 4------------9
E 10 8 A 4-----------16 16----------38
Answer: B-A-D-E-C
D 16----------31 38----------54
a.Total runtime =65 hours E 31----------41 54-----------62
b. Idle time C 41----------46 62-----------65
Workstation 1 = 65-46 =19 hours
Work station 2 = 4+7 =11 hours
89
 Job Sequencing on Two Machines
Example-2 -Schedule Chart
Processing Time (hour)
Job Workstation 1 Workstation 2
A 12 22
B 4 5
C 5 3
D 15 16 Answer: B-A-D-E-C
E 10 8

Work
Station
I d le--available
1 B A D E C f o r f urther work

2 Idle B I d le A D E C
0 5 10 15 20 25 30 35 40 45 50 55 60 65
Hour

Makespan = 65 hours
90
THANK YOU

91