NATIONAL ECONOMICS UNIVERSITY

OPERATIONS MANAGEMENT

SHORT TERM SCHEDULING PhD. Le Phan Hoa

 Learning Objectives
When you complete this chapter you should be
able to:
1. Explain the relationship between short-term
scheduling, capacity planning, aggregate
planning, and a master schedule
2. Draw Gantt loading and scheduling charts
3. Apply the assignment method for loading jobs
 Learning Objectives
When you complete this chapter you should be
able to:
4. Name and describe each of the priority
sequencing rules
5. Use Johnson’s rule
 Delta Airlines
 About 10% of Delta’s flights are disrupted per
year, half because of weather
 Cost is $440 million in lost revenue, overtime
pay, food and lodging vouchers
 The $33 million Operations Control Center
adjusts to changes and keeps flights flowing
 Saves Delta $35 million per year
 Strategic Importance of Short-
Term Scheduling
 Effective and efficient scheduling can be a
competitive advantage
 Faster movement of goods through a facility
means better use of assets and lower costs
 Additional capacity resulting from faster
throughput improves customer service
through faster delivery
 Good schedules result in more dependable
deliveries
 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
Scheduling
Flow

Figure 15.1
 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 met
 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
 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)
 Assignment Method

 Build a table of costs or time

associated with particular
assignments

Typesetter
Job A B C
R-34 $11 $14 $ 6
S-66 $ 8 $10 $11
T-50 $ 9 $12 $ 7
 Assignment Method
1. Create zero opportunity costs by repeatedly
subtracting the lowest costs from each row and
column
2. Draw the minimum number of vertical and
horizontal lines necessary to cover all the zeros
in the table. If the number of lines equals
either the number of rows or the number of
columns, proceed to step 4. Otherwise
proceed to step 3.
 Assignment Method
3. Subtract the smallest number not covered by
a line from all other uncovered numbers. Add
the same number to any number at the
intersection of two lines. Return to step 2.
4. Optimal assignments are at zero locations in
the table. Select one, draw lines through the
row and column involved, and continue to
the next assignment.
 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
 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
 Sequencing Example
FCFS: Sequence A-B-C-D-E
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Time Date Lateness
A 6 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
 Sequencing Example
FCFS: Sequence A-B-C-D-E
Job Work
Job (Processing)Sum ofFlow
total flow time
Job Due Job
Average completion time = = 77/5 = 15.4 days
Sequence Time Timeof jobs Date
Number Lateness
A 6Total job work time6 8 0
Utilization = Sum of total flow = 28/77 = 36.4%
time
B 2 8 6 2
Average
C number of 8 Sum of total 16
flow time 18 0
jobs in the system = = 77/28 = 2.75 jobs
Total job work time
D 3 19 15 4
E Total late
28=days
Average job lateness =9 11/5
Number of jobs = 23 days
2.2 5
28 77 11
 Sequencing Example

Job Work
Job (Processing) Flow Job Due Job
Sequence Time Time Date Lateness
B 2 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
 Sequencing Example
SPT: Sequence B-D-A-C-E
Job Work
Job (Processing) Sum ofFlow
total flowJob
time Due Job
Average completion time = = 65/5 = 13 days
Sequence Time Timeof jobs Date
Number Lateness
B 2Total job work time2 6 0
Utilization = Sum of total flow = 28/65 = 43.1%
time
D 3 5 15 0
Average
A number of 6 Sum of total flow
11 time 8 3
jobs in the system = = 65/28 = 2.32 jobs
Total job work time
C 8 19 18 1
E Total late
28 =days
Average job lateness 9= 9/5
Number of jobs = 23days
1.8 5
28 65 9
 Sequencing Example
EDD: Sequence B-A-D-C-E
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Time Date Lateness
B 2 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
 Sequencing Example
EDD: Sequence B-A-D-C-E
Job Work
Job (Processing)Sum ofFlow
total flow time
Job Due Job
Average completion time = = 68/5 = 13.6 days
Sequence Time Timeof jobs Date
Number Lateness
B 2Total job work time2 6 0
Utilization = Sum of total flow = 28/68 = 41.2%
time
A 6 8 8 0
Average
D number of 3 Sum of total flow
11 time 15 0
jobs in the system = = 68/28 = 2.43 jobs
Total job work time
C 8 19 18 1
E Total late
28 =days
Average job lateness 9= 6/5
Number of jobs = 23days
1.2 5
28 68 6
 Sequencing Example
LPT: Sequence E-C-A-D-B
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Time Date Lateness
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
 Sequencing Example
LPT: Sequence E-C-A-D-B
Job Work
Job Sum of total
(Processing) Flowflow time
Job Due Job
Average completion time = = 103/5 = 20.6 days
Sequence Time Time
Number of jobs Date Lateness
E 9
Total job work time 9 23 0
Utilization = Sum of total flow = 28/103 = 27.2%
time
C 8 17 18 0
Average
A number of 6 Sum of total flow
23 time 8 15
jobs in the system = = 103/28 = 3.68 jobs
Total job work time
D 3 26 15 11
B Total late
28=days
Average job lateness =2 48/5
Number of jobs = 6 days
9.6 22
28 103 48
 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

 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 remaining Due date - Today’s date

CR = =
Workdays remaining Work (lead) time remaining
 Critical Ratio Example
Currently Day 25

Due Workdays Priority

Job Date Remaining Critical Ratio Order

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.
 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
 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
Johnson’s Rule Example