Chapter 15 – Scheduling

Operations Management
by
R. Dan Reid & Nada R. Sanders
2nd Edition © Wiley 2005

PowerPoint Presentation by R.B. Clough - UNH

 Learning Objectives

 Explain the different kinds of scheduling

 Describe different shop loading methods
 Develop a schedule using priority rules
 Calculate scheduling performance measures
 Develop a schedule for multiple workstations
 Describe the theory of constraints
 Describe scheduling for service applications
 Develop a workforce schedule in which each
employee has two consecutive days off
 Scheduling Definitions
 Routing:
 The operations to be performed, their sequence, the work centers
visited, & the time standards
 Bottleneck:
 A resource whose capacity is less than the demand placed on it
 Due date:
 When the job is supposed to be finished
 Slack:
 The time that a job can be delayed & still finish by its due date
 Queue:
 A waiting line
 High-Volume Operations
 Flow operations like automobiles, bread, gasoline
 High-volume standard items; discrete or
continuous with smaller profit margins
 Designed for high efficiency and high utilization
 High volume flow operations with fixed routings
 Bottlenecks are easily identified
 Commonly use line-balancing to design the
process around the required tasks
 Low-Volume Operations
 Low-volume, job shop operations, are designed
for flexibility.
 Use more general purpose equipment
 Customized products with higher margins
 Each product or service may have its own routing
(scheduling is much more difficult)
 Bottlenecks move around depending upon the
products being produced at any given time
 Low-Volume Tool – Gantt Charts
 Developed in the early 1900’s by Henry Gantt
 Load charts (see below Figure 15.1)
 Illustrates the workload relative to the capacity of a
resource
 Shows today’s job schedule by employee
 Gantt Chart (continued)
 Progress charts:
 Illustrates the planned schedule compared to actual performance
 Brackets show when activity is scheduled to be finished. Note
that design and pilot run both finished late and feedback has not
started yet.
 Scheduling Work - Work Loading
 Infinite loading:
 Ignores capacity
constraints, but helps
identify bottlenecks in a
proposed schedule to
enable proactive
management

 Finite loading:
 Allows only as much
work to be assigned as
can be done with
available capacity – but
doesn’t prepare for
inevitable slippage
 Other Scheduling Techniques
 Forward Scheduling – starts processing immediately
when a job is received
 Backward Scheduling – begin scheduling the job’s last
activity so that the job is finished on due date
 Monitoring Work Flow
Input/Output Control
 I/O control is a capacity-control technique used to
monitor work flow at individual work centers
 Monitors how well available capacity is used and provides
insight into process problems
Figure 15-6 Input/output report for work center 101
Input Information (in hours) Period
4 5 6 7 8
Planned Input 800 750 800 820 800
Actual Input 750 780 780 810 810
Deviation -50 30 -20 -10 10
Cumulative deviation 0 -50 -20 -40 -50 -40

Output information (in hours) Period

4 5 6 7 8
Planned output 800 800 800 800 800
Actual output 800 750 780 850 825
Deviation 0 -50 -20 50 25
Cumulative deviation 0 0 -50 -70 -20 5

Backlog (in hours) 100 50 80 80 40 25

 Job Sequencing Considerations
 Which of several jobs should be scheduled first?
 Techniques are available to do short-term planning
of jobs based on available capacity & priorities
 Priority rules:
 Decision rules to allocate the relative priority of jobs at a
work center
 Local priority rules: determines priority based only on
jobs at that workstation
 Global priority rules: also considers the remaining
workstations a job must pass through
 Commonly Used Priorities Rules
 First come, first served (FCFS)
 Last come, first served (LCFS)
 Earliest due date (EDD)
 Shortest processing time (SPT)
 Longest processing time (LPT)
 Critical ratio (CR):
 (Time until due date)/(processing time)
 Slack per remaining Operations (S/RO)
 Slack /(number of remaining operations)
 Example Using SPT, EDD
Example Using SPT and EDD at Jill's Machine Shop-Work Center 101

Job Time Days to SPT Rule EDD Rule

Job Number (includes Setup & Run Time) Due Date Sequence Sequence
AZK111 3 days 3 EZE101 AZK111
BRU872 2 days 6 BRU872 EZE101
CUF373 5 days 8 AZK111 DBR664
DBR664 4 days 5 DBR664 BRU872
EZE101 1day 4 FID448 CUF373
FID448 4 days 9 CUF373 FID448
 Measuring Scheduling Performance
 Job flow time:
 Time a job is completed minus the time the job was first available
for processing; avg. flow time measures responsiveness
 Average # jobs in system:
 Measures amount of work-in-progress; avg. # measures
responsiveness
 Makespan:
 The time it takes to finish a batch of jobs; measure of efficiency
 Job lateness:
 Whether the job is completed ahead of, on, or behind schedule;
 Job tardiness:
 How long after the due date a job was completed, measures due
date performance
 Scheduling Performance Calculations
Job A finishes on day 10 Job B finishes Job C finishes Job D ends
on day 13 on day 17 on day 20

 Calculation mean flow time:

 MFT= (sum job flow times)/ # of jobs
= (10+13+17+20)/4 = 60/4 = 15 days
 Calculating average number of jobs in the system:
 Average # Jobs =( sum job flow times)/ # days to complete batch
= (60)/20 = 3 job
 Makespan is the length of time to complete a batch
 Makespan = Completion time for Job D minus start time for Job A
= 20 – 0 = 20 days
 Performance Calculations (Cont.)

 Lateness and Tardiness are both measures related

to customer service
 Average tardiness is a more relevant Customer
Service measurement as illustrated below
Example 15-5 Calculating job lateness and job tardiness

Completion
Job Date Due Date Lateness Tardiness
A 10 15 -5 0
B 13 15 -2 0
C 17 10 7 7
D 20 20 0 0
Average 0 1.75
 Comparing SPT and S/RO
Performance Measures using SPT

Job Time at
Work Center SPT
301 Due date Completion Lateness Tardiness Scheduling
Job (days) (days from now) Date (days) (days) Sequence
A 3 15 5 -10 0 2
B 7 20 27 7 7 6
C 6 30 20 -10 0 5
D 4 20 9 -11 0 3
E 2 22 2 -20 0 1
F 5 20 14 -6 0 4
Total 27 Avg. Job Flow 12.83 -8.3 1.2
Total Job Flow Time 77
Makespan 27
Avg. # Jobs 2.85

E done at A end of D at end F at end of C at end of B done at end

end of day 2 day 5 of day 9 day 14 day 20 of day 27
 Comparing SPT and S/RO (cont.)

Performance Measures Using S/RO

Job Time Remaining
at Work Remaining Number
Center Job Time at Slack of Operations
301 Other Work Due date Time After Work Scheduling Completion Lateness Tardiness
Job (days) Center (days) (days from now) (days) Center 301 S/RO Sequence Date (days) (days)
A 3 6 15 6 2 2 2 10 -5 0
B 7 8 20 5 4 1 1 7 -13 0
C 6 5 30 19 3 4.75 6 27 -3 0
D 4 3 20 13 2 4.33 5 21 1 1
E 2 7 22 13 3 3.25 4 17 -5 0
F 5 5 20 10 3 2.5 3 15 -5 0
Total 27 Avg. Job Flow 16.17 -5.0 0.167
Total Job Flow Time 97
Makespan 27
Avg. # Jobs 3.59

B done at A at end F at end of E at end of D at end of C done at end

end of day 7 of day 10 day 15 day 17 day 21 of day 27
 Sequencing Jobs through Two
Work Centers –Johnson’s Rule
 Johnson’s Rule – a technique for minimizing
makespan in a two-stage, unidirectional process
 Step 1 – List the jobs and the processing time for
each activity
 Step 2 – Find the shortest activity processing time
among the jobs
 If the shortest Processing time is for a 1st activity, schedule
that job first
 If the shortest processing time is for 2nd activity, schedule
that job last
 Step 2 – Find the shortest activity processing time
among the remaining jobs and schedule as in step 2
above
 Johnson’s Rule Example: Vicki’s Office Cleaners does the annual
major cleaning of university buildings. The job requires mopping
(1st activity) and waxing (2nd activity) of each building. Vicki wants
to minimize the time it takes her crews to finish cleaning (minimize
makespan) the five buildings. She needs to finish in 20 days.

Activity 1 Activity 2 Johnson's Activity 1 Activity 2

Hall Mopping (days) Waxing (days) Sequence Mopping (days) Waxing (days)
Adams Hall 1 2 Adams Hall (A) 1 2
Bryce Building 3 5 Chemistry Building (C) 2 4
Chemistry Building 2 4 Bryce Building (B) 3 5
Drake Union 5 4 Drake Union (D) 5 4
Evans Center 4 2 Evans Center (E) 4 2

Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Mopping A C C B B B D D D D D E E E E
Waxing A A C C C C B B B B B D D D D E E
 Scheduling Bottlenecks - OPT
 In the 1970’s Eli Goldratt introduced optimized
production technology
 OPT focused on bottlenecks for scheduling &
capacity planning
 Definitions:
 Throughput: quantity of finished goods that can be sold
 Process batch: quantity produced at a resource before
switching to another product
 Transfer batch: quantity routed at one time from one
resource to the next
 OPT Principles
 Balance the process rather than the flow
 Non-bottleneck usage is driven by some other constraint in
the system
 Use and activation of a resource are not the same
 A hour lost at a bottleneck is lost forever, but an hour lost
at a non-bottleneck is a mirage
 Bottleneck determine throughput and inventory in system
 The transfer batch does not need to be equal to the
process batch
 The process batch should be variable
 Consider all constraints simultaneously. Lead times are the
result of the schedule and are not predetermined .
 Theory of Constraints
 TOC is an extension of OPT – theory is that a
system’s output is determined by its constraints
 Identify the bottleneck(s) in the process
 Exploit (fully utilize) the bottleneck(s)
 Schedule non-bottlenecks to support maximum
use of bottleneck activities
 Consider adding capacity at the bottleneck
 Continually check for new bottlenecks
 Scheduling for Service Organizations
 Demand management:
 Appointments & reservations
 Posted availability
 Delayed services or backlogs (queues)
 Managing service capacity:
 Staff for peak demand (if cost isn’t prohibitive)
 Floating employees or employees on call
 Temporary, seasonal, or part-time employees
Developing a Workforce Schedule: Tibrewala, Philippe, and
Brown developed a technique for scheduling a seven day operation
giving each employee two consecutive days off. This example
shows how a staff of six people can be scheduled.

 Step 1 – Find out the minimum number of employees

needed for each day of the week
(1) Day of the week M T W Th F Sa Su
Number of staff needed 4 5 5 3 5 2 3
 Step 2 – Given the above requirements, calculate the
number of employees needed for each pair of consecutive
days (1) Pair of Consecutive Days Total of Staff needed
Monday & Tuesday 9 employees
Tuesday & Wednesday 10 employees
Wednesday & Thursday 8 employees
Thursday & Friday 8 employees
Friday & Saturday 7 employees
Saturday & Sunday 5 employees

 Step 3 - Find the pair of days with the lowest total needed
Workforce Scheduling (cont.)

 Step 4 – Update the number of employees you still need to

schedule for each day
(2) Day of the week M T W Th F Sa Su
Number of staff needed 3 4 4 2 4 2 3
 Step 5 – Using the updated staffing needs, repeat steps 2
through 4 until you have satisfied all needs

(2) Pair of Consecutive Days Total of Staff needed

Monday & Tuesday 7 employees
Tuesday & Wednesday 8 employees
Wednesday & Thursday 6 employees
Thursday & Friday 6 employees
Friday & Saturday 6 employees
Saturday & Sunday 5 employees
 Scheduling (cont.)

(3) Day of the week M T W Th F Sa Su (4) Day of the week M T W Th F Sa Su

Number of staff needed 2 3 3 1 3 2 3 Number of staff needed 1 2 3 1 2 1 2

(3) Pair of Consecutive Days Total of Staff needed (4) Pair of Consecutive Days Total of Staff needed
Monday & Tuesday 5 employees Monday & Tuesday 3 employees
Tuesday & Wednesday 6 employees Tuesday & Wednesday 5 employees
Wednesday & Thursday 4 employees Wednesday & Thursday 4 employees
Thursday & Friday 4 employees Thursday & Friday 3 employees
Friday & Saturday 5 employees Friday & Saturday 3 employees
Saturday & Sunday 5 employees Saturday & Sunday 5 employees
 Schedule (cont.)

(5) Day of the week M T W Th F Sa Su (6) Day of the week M T W Th F Sa Su

Number of staff needed 0 1 2 0 1 1 2 Number of staff needed 0 1 1 0 0 0 1
(5) Pair of Consecutive Days Total of Staff needed (6) Pair of Consecutive Days Total of Staff needed
Monday & Tuesday 1 employees Monday & Tuesday 1 employees
Tuesday & Wednesday 3 employees Tuesday & Wednesday 2 employees
Wednesday & Thursday 2 employees Wednesday & Thursday 1 employees
Thursday & Friday 1 employees Thursday & Friday 0 employees
Friday & Saturday 2 employees Friday & Saturday 0 employees
Saturday & Sunday 3 employees Saturday & Sunday 1 employees
 Final Schedule
(7) Day of the week M T W Th F Sa Su  This technique gives a work
schedule for each employee
Number of staff needed 0 0 0 0 0 0 0 to satisfy minimum daily
staffing requirements
Employees M T W Th F Sa Su  Next step is to replace
1 x x x x x off off numbers with employee
2 x x x x x off off names
3 x x off off x x x  Manager can give senior
4 x x x x x off off employees first choice and
5 off off x x x x x proceed until all employees
6 x x x x off off x have a schedule
 Chapter 15 Highlights
 Scheduling techniques depend on volume. High volume is
typically done through line design and balancing. Low
volume uses priority rules along with visual techniques like
Gantt charts.
 Shop loading can assume infinite or finite loading which is
constrained by predetermined capacity. Loading can be
done by using forward or backward scheduling.
 Scheduling decisions use common priority rules like SPT,
EDD, FCFS, and S/RO. Priority rules need to support
organizational objectives.
 Performance measures like mean flow time, job lateness,
job tardiness, makespan, and the average number of jobs
in the system measure the effectiveness of schedules.
 Chapter 15 Highlights
 Johnson’s Rule is a effective technique for minimizing
makespan when successive workstations are needed to
complete the process.
 OPT principles can be used to schedule bottlenecks. TOC
expands OPT into a continuous improvement philosophy.
 Service organizations use different techniques such as
appointments, reservations, and posted schedules for use
of service capacity.
 Techniques exist for workforce scheduling when a
company uses full time employees, operates 7 days each
week, and gives its employees 2 consecutive days off.
 The End
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