Unit-4

Scheduling
 What is Scheduling?
• Last stage of planning before production occurs
• Specifies when labor, equipment, and facilities are
needed to produce a product or provide a service
• Answering “when” question for activities
• Effective scheduling can yield
• Cost savings
• Increases in productivity

17-2
 Objectives in Scheduling
• Meet customer due dates • Minimize overtime
• Minimize job lateness • Maximize machine or
• Minimize response time labor utilization
• Minimize completion time • Minimize idle time
• Minimize time in the • Minimize work-in-process
system inventory

17-3
17-4
MASTER SCHEDULING
 Gantt Load Chart

• Gantt chart - used as a visual aid for loading

and scheduling
• Resources into rows
• Time periods into columns

Work Mon. Tues. Wed. Thurs. Fri.

Center
1 Job 3 Job 4
2 Job 3 Job 7
3 Job 1 Job 6 Job 7
4 Job 10
6
 Gantt Chart

Job 32B
3 Behind schedule

Job 23C
Facility

2 Ahead of schedule

Job 11C Job 12A

1 On schedule

1 2 3 4 5 6 8 9 10 11 12 Days
Today’s Date
Key: Planned activity
Completed activity

17-7
Gantt Chart

17-8
 Sequencing
• Prioritize jobs assigned to a resource
• If no order specified use first-come first-served (FCFS)
• Other Sequencing Rules
• FCFS - first-come, first-served
• LCFS - last come, first served
• DDATE - earliest due date
• CUSTPR - highest customer priority
• SETUP - similar required setups
• SLACK - smallest slack
• CR - smallest critical ratio
• SPT - shortest processing time
• LPT - longest processing time

17-9
 Priority Rules

• FCFS - first come, first served

• SPT - shortest processing time
• EDD - earliest due date
• CR - critical ratio
• S/O - slack per operation
• Rush - emergency
Top Priority
 Shop Floor Control (SFC)

• Schedule and monitor day-to-day job shop

production
• Also called production control and production
activity control (PAC)
• Performed by production control department
• Loading - check availability of material, machines,
and labor
• Sequencing - release work orders to shop and issue
dispatch lists for individual machines
• Monitoring - maintain progress reports on each job
until it is complete

Copyright 2011 John Wiley & Sons, Inc. 17-11

Simple Sequencing Rules

PROCESSING DUE
JOB TIME DATE
A 5 10
B 10 15
C 2 5
D 8 12
E 6 8

17-12
 Simple Sequencing Rules: FCFS

FCFS START PROCESSING COMPLETION DUE

SEQUENCE TIME TIME TIME DATE TARDINESS
A 0 5 5 10 0
B 5 10 15 15 0
C 15 2 17 5 12
D 17 8 25 12 13
E 25 6 31 8 23
Total 93 48
Average 93/5 = 18.60 48/5 = 9.6

17-13
 Simple Sequencing Rules: DDATE

DDATE START PROCESSING COMPLETION DUE

SEQUENCE TIME TIME TIME DATE TARDINESS
C 0 2 2 5 0
E 2 6 8 8 0
A 8 5 13 10 3
D 13 8 21 12 9
B 21 10 31 15 16
Total 75 28
Average 75/5 = 15.00 28/5 = 5.6

17-14
Simple Sequencing A(10-0) – 5 = 5
B(15-0) – 10 = 5
Rules: SLACK C(5-0) – 2 = 3
D(12-0) – 8 = 4
E(8-0) – 6 = 2

SLACK START PROCESSING COMPLETION DUE

SEQUENCE TIME TIME TIME DATE TARDINESS
E 0 6 6 8 0
C 6 2 8 5 3
D 8 8 16 12 4
A 16 5 21 10 11
B 21 10 31 15 16
Total 82 34
Average 82/5 = 16.40 34/5 = 6.8

17-15
 Simple Sequencing Rules: SPT

SPT START PROCESSING COMPLETION DUE

SEQUENCE TIME TIME TIME DATE TARDINESS
C 0 2 2 5 0
A 2 5 7 10 0
E 7 6 13 8 5
D 13 8 21 12 9
B 21 10 31 15 16
Total 74 30
Average 74/5 = 14.80 30/5 = 6

Copyright 2011 John Wiley & Sons, Inc. 17-16

Simple Sequencing Rules: Summary

AVERAGE AVERAGE NO. OF MAXIMUM

RULE COMPLETION TIME TARDINESS JOBS TARDY TARDINESS
FCFS 18.60 9.6 3 23
DDATE 15.00 5.6 3 16
SLACK 16.40 6.8 4 16
SPT 14.80 6.0 3 16

Best values

17-17
 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
Johnson’s Rule Optimum Sequence

1. List the jobs and their times at each work center

2. Select the job with the shortest time
3. Eliminate the job from further consideration
4. Repeat steps 2 and 3 until all jobs have been
scheduled
 Johnson’s Rule

JOB PROCESS 1 PROCESS 2

A 6 8
B 11 6
C 7 3
D 9 7
E 5 10

E A D B C

17-20
 Johnson’s Rule

E A D B C

E A D B C Process 1
(sanding)
5 11 20 31 38
Idle time

E A D B C Process 2
(painting)
5 15 23 30 37 41

Completion time = 41
Idle time = 5+1+1+3=10

17-21
 Sequencing Jobs Through
Two Serial Process
Johnson’s Rule
1. List time required to process each job at each process. Set up
a one-dimensional matrix to represent desired sequence with
# of slots equal to # of jobs.
2. Select smallest processing time at either process. If that time
is on process 1, put the job as near to beginning of sequence
as possible.
3. If smallest time occurs on process 2, put the job as near to the
end of the sequence as possible.
4. Remove job from list.
5. Repeat steps 2-4 until all slots in matrix are filled and all jobs
are sequenced.

17-22
Sequencing
With
Excel

17-23
Excel for Johnson’s Rule

User inputs processing

times and sequence

Excel calculates
completion times
and makespan

When the set of

jobs is completed
17-24
 Assignment Method
1. Perform row reductions 4. If number of lines equals number
– subtract minimum value in each of rows in matrix, then optimum
row from all other row values solution has been found. Make
2. Perform column reductions assignments where zeros appear
– subtract minimum value in each ‾ Else modify matrix:
column from all other column ‾ subtract minimum uncrossed
values value from all uncrossed values
3. Cross out all zeros in matrix ‾ add it to all cells where two lines
– use minimum number of intersect
horizontal and vertical lines ‾ other values in matrix remain
unchanged
5. Repeat steps 3 and 4 until
optimum solution is reached

17-25
 Assignment Method
Initial PROJECT
Matrix 1 2 3 4
Bryan 10 5 6 10
Kari 6 2 4 6
Noah 7 6 5 6
Chris 9 5 4 10

Row reduction Column reduction Cover all zeros

5 0 1 5 3 0 1 4 3 0 1 4
4 0 2 4 2 0 2 3 2 0 2 3
2 1 0 1 0 1 0 0 0 1 0 0
5 1 0 6 3 1 0 5 3 1 0 5

Number lines  number of rows so modify matrix

17-26
 Assignment Method
Modify matrix Cover all zeros
1 0 1 2 1 0 1 2
0 0 2 1 0 0 2 1
0 3 2 0 0 3 2 0
1 1 0 3 1 1 0 3

Number of lines = number of rows so at optimal solution

PROJECT PROJECT
1 2 3 4 1 2 3 4
Bryan 1 0 1 2 Bryan 10 5 6 10
Kari 0 0 2 1 Kari 6 2 4 6
Noah 0 3 2 0 Noah 7 6 5 6
Chris 1 1 0 3 Chris 9 5 4 10
Project Cost = (5 + 6 + 4 + 6) X $100 = $2,100

17-27
Assignment Method - Setup
Solution goes here
Only 1 leader can
be assigned to
each project

Click “Solve” for

solution

Sum of all rows and

columns = 1

17-28
Assignment Method - Solution

Assignments indicated by 1

Cost of solution

17-29
 Advanced Planning and Scheduling
Systems
• Infinite scheduling - assumes infinite capacity
• Loads without regard to capacity
• Then levels the load and sequences jobs
• Finite scheduling - assumes finite (limited)
capacity
• Sequences jobs as part of the loading decision
• Resources are never loaded beyond capacity

17-30
 Advanced Planning and Scheduling
Systems
• Advanced planning and scheduling (APS)
• Add-ins to ERP systems
• Constraint-based programming (CBP) identifies a
solution space and evaluates alternatives
• Genetic algorithms based on natural selection
properties of genetics
• Manufacturing execution system (MES) monitors
status, usage, availability, quality

17-31
 Scheduled Operations

• Process Industry • Batch Production

– Linear programming – Aggregate planning
• Mass Production – Master scheduling
– Assembly line balancing – Material requirements
• Project planning (MRP)
– Project -scheduling
techniques (PERT, CPM) – Capacity requirements
planning (CRP)

17-32
 Methods of Production
• Job-A single product is produced from start to finish as a
result of an individual customer order.

• Batch-Is used to produce a number of similar products - a

batch. When an order has been completed another batch is
produced.

• Flow-Also known as mass production or assembly line

production.Product is passed along a production line - raw
materials to ready for sale.
 Batch Production
• Batch Production is characterized by
• 1. Shorter production runs.
• 2. Plant and machinery are flexible.
• 3. Plant and machinery set up is used for the production of item in a batch
• and change of set up is required for processing the next batch.
• 4. Manufacturing lead-time and cost are lower as compared to job order
• production.
• Advantages
• Following are the advantages of Batch Production:
• 1. Better utilization of plant and machinery.
• 2. Promotes functional specialization.
• 3. Cost per unit is lower as compared to job order production.
• 4. Lower investment in plant and machinery.
• 5. Flexibility to accommodate and process number of products.
• 6. Job satisfaction exists for operators.
• Limitations
• Following are the limitations of Batch Production:
• 1. Material handling is complex because of irregular and longer flows.
• 2. Production planning and control is complex.

17-34
 Job-shop Production
• Job-shop Production is characterized by:
• 1. High variety of products and low volume.
• 2. Use of general purpose machines and facilities.
• 3. Highly skilled operators who can take up each job as a challenge
• because of uniqueness.
• 4. Large inventory of materials, tools, parts.
• 5. Detailed planning is essential for sequencing the requirements of each
• product, capacities for each work centre and order priorities.
• Advantages
• Following are the advantages of Job-shop Production:
• 1. Because of general purpose machines and facilities variety of products
• can be produced.
• 2. Operators will become more skilled and competent, as each job gives
• them learning opportunities.
• 3. Full potential of operators can be utilized.
• 4. Opportunity exists for Creative methods and innovative ideas.

17-35
 Mass Production
• Mass Production is characterized by
• 1. Standardization of product and process sequence.
• 2. Dedicated special purpose machines having higher production
• capacities and output rates.
• 3. Large volume of products.
• 4. Shorter cycle time of production.
• 5. Lower in process inventory.
• 6. Perfectly balanced production lines.
• Advantages
• Following are the advantages of Mass Production:
• 1. Higher rate of production with reduced cycle time.
• 2. Higher capacity utilization due to line balancing.
• 3. Less skilled operators are required.
• 4. Low process inventory.
• 5. Manufacturing cost per unit is low.
• Limitations
• Following are the limitations of Mass Production:
• 1. Breakdown of one machine will stop an entire production line.
• 2. Line layout needs major change with the changes in the product design.
• 3. High investment in production facilities.
• 4. The cycle time is determined by the slowest operation. 17-36
17-37
 Production Systems: Flow Shop

IN

OUT
The above picture is a conceptual view of a flow shop. The
boxes represent machines and the arrows show the job flow.
Every job visits the machines in the same order. 38
 Production Systems: Job Shop
Milling
Lathe Department  Department Drilling Department
L L M M D D D D

L L M M D D D D

L L G G G P

L L G G G P

Grinding Painting Department

L L  Department

Receiving and
A A A
Shipping Assembly
A conceptual view of a job shop 39
17-40
17-41