OPERATIONS ANALYTICS

By Dr. Rajesh Chouksey

Tuesday, July 9, 2024 1

Work Center Scheduling
or
Sequencing
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
3) The criteria for sequencing jobs
Scheduling
• Forward scheduling: the system takes an order and schedules
each operation that must be completed forward in time
• Can tell the earliest date an order can be completed

• Backward scheduling: starts with due date and schedules the

required operations in reverse sequence
• Can tell when an order must be started in order to be done by a
specific date
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- Due
process inventory Now Date
Forward and Backward 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 Due
accomplish the Now Date

schedule
Forward and Backward Scheduling

▶ Backward scheduling begins with the due date

and schedules the final operation s a r e first
a c h e -
▶ Schedule is produced a p p ro r a d e
t he s e bye l o working
p a t backwards
O f t e n o d e v i t y
though the processes
b in e d t
n c a p a c
r
co m t w e e s t o m e
▶ Resources may noto ff b e d c u
i nt s an s
o n s t r a t a t i o n
be availablecto expec
accomplish the
schedule Now
Due
Date
Finite and Infinite Loading
▶ Assigning jobs to workstations

▶ Finite loading assigns work up to the capacity of the

workstation
▶ All work gets done
▶ Due dates may be pushed out

▶ Infinite loading does not consider capacity

▶ All due dates are met
▶ Capacities may have to be adjusted
Loading
• Infinite loading: work is assigned to a work center based on
what is needed
• No consideration to capacity

• Finite loading: schedules each resource using the setup and

run time required for each order
• Determines exactly what will be done by each resource at every
moment during the day
Limitations

• Machine-limited process: equipment is the critical resource that is

scheduled

• Labor-limited process: people are the key resource that is scheduled

• Most actual processes are either labor limited or machine limited but
not both
Typical Scheduling and Control Functions
• Allocating orders, equipment, and personnel

• Determining the sequence of order performance

• Initiating performance of the scheduled work

• Shop-floor control
Objectives of Work-Center Scheduling

• Meet due dates

• Minimize lead time

• Minimize setup time or cost

• Minimize work-in-process inventory

• Maximize machine utilization

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
Standard Measures of Schedule Performance

• Meeting due dates

• Minimizing the flow time

• Minimizing work-in-process inventory

• Minimizing idle time

Priority
Rules for
Job
Sequencin
g
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
Performance Criteria

• Flow time – the time between the release of a job to a work center
until the job is finished
Sum of total flow time
Average completion time =
Number of jobs
Total job work (processing) time
Utilization metric =
Sum of total flow time
Average number of Sum of total flow time
jobs in the system = Total job work (processing) time
Total late days
Average job lateness =
Number of jobs
Performance Criteria
▶ Flow time – the time between the release of a job to a
work center until the job is finished
Sum of total flow time
Average completion time =
Number of jobs
Total job work (processing) time
Utilization metric =
Sum of total flow time
Average number of Sum of total flow time
jobs in the system = Total job work (processing) time
Total late days
Average job lateness =
Number of jobs
Job lateness = Max{0, yesterday + flow time – due date}
Sequencing Example
Apply the four popular sequencing rules to
these five jobs

Job Work (Processing)

Time Job Due 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 Flow Job Due Job

Job Sequence (Processing) 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

Sum of total flow time

Average completion time = = 77/5 = 15.4 days
Number of jobs

Total job work (processing) time

Utilization metric = =28/77 =36.4%
Sum of total flow time

Average number of Sum of total flow time

jobs in the system = Total job work time = 77/28 = 2.75 jobs

Total late days

Average job lateness = = 11/5 = 2.2 days
Number of jobs
Sequencing Example
SPT: Sequence B-D-A-C-E

Job Work Flow Job Due Job

Job Sequence (Processing) 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

Sum of total flow time

Average completion time = = 65/5 = 13 days
Number of jobs

Total job work time

Utilization metric = Sum of total flow time
= 28/65 = 43.1%

Average number of Sum of total flow time

jobs in the system = = 65/28 = 2.32 jobs
Total job work time

Total late days

Average job lateness = Number of jobs
= 9/5 = 1.8 days
Sequencing Example
EDD: Sequence B-A-D-C-E

Job Work Flow Job Due Job

Job Sequence (Processing) 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

Sum of total flow time

Average completion time = = 68/5 = 13.6 days
Number of jobs

Total job work time

Utilization metric = Sum of total flow time
= 28/68 = 41.2%

Average number of Sum of total flow time

jobs in the system = = 68/28 = 2.43 jobs
Total job work time

Total late days

Average job lateness = = 6/5 = 1.2 days
Number of jobs
Sequencing Example
LPT: Sequence E-C-A-D-B

Job Work Flow Job Due Job

Job Sequence (Processing) 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

Sum of total flow time

Average completion time = = 103/5 = 20.6 days
Number of jobs

Total job work time

Utilization metric = Sum of total flow time
= 28/103 = 27.2%

Average number of Sum of total flow time

jobs in the system = = 103/28 = 3.68 jobs
Total job work time

Total late days

Average job lateness = Number of jobs
= 48/5 = 9.6 days
Sequencing Example

Summary of Rules

Average Average Average

Completion Utilization Number of Jobs Lateness
Rule Time (Days) Metric (%) in 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

Comparison of Sequencing Rules
• No one sequencing rule excels on all criteria
1. SPT does well on minimizing flow time and number of jobs in the
system
► But SPT moves long jobs to
the end which may result
in dissatisfied customers

2. FCFS does not do especially

well (or poorly) on any
criteria but is perceived
as fair by customers

3. EDD minimizes maximum

lateness
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

JOB DUE DATE WORKDAYS REMAINING

A 30 4
B 28 5
C 27 2

JOB CRITICAL RATIO PRIORITY ORDER

A (30 - 25)/4 = 1.25 3
B (28 - 25)/5 = .60 1
C (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.
Critical Ratio Technique
1. Determine the status of a specific job

2. Establish relative priorities among jobs on a common

basis

3. Adjust priorities automatically for changes in both

demand and job progress

4. Dynamically track job progress

Johnson’s Rule
Limitations of Rule-Based Dispatching Systems

1. Scheduling is dynamic and rules need to be revised to adjust to changes

2. Rules do not look upstream or downstream

3. Rules do not look beyond due dates

Scheduling n Jobs on Two Machines

• Two or more jobs must be processed on two machines in a common

sequence.

• Wish to minimize the flow time from the beginning of the first job to
the finish of the last job.

• Use Johnson’s rule.

Steps to Johnson’s Rule

• List the operation time for each job.

• Select the shortest operation time.
• If the shortest time is on the first machine, do first.
• If the shortest time is on the second machine, do the job last.
• For ties, do first.
• Repeat steps 2-3 for each remaining job.
Example 1: n Jobs on Two Machines
Example 22.2: Scheduling Jobs
Example 22.2: Optimal Schedule of Jobs Using Johnson’s Rule
Johnson’s Rule Example 2
WORK CENTER 1 WORK CENTER
JOB (DRILL PRESS) 2 (LATHE)
A 5 2
B 3 6
C 8 4
D 10 7
E 7 12
Johnson’s Rule Example
WORK CENTER 1 WORK CENTER
JOB (DRILL PRESS) 2 (LATHE)
A 5 2
B 3 6
C 8 4 B E D C A
D 10 7
E 7 12
Johnson’s Rule Example
WORK CENTER 1 WORK CENTER
JOB (DRILL PRESS) 2 (LATHE)
A 5 2
B 3 6
C 8 4 B E D C A
D 10 7
E 7 12

Time 0 3 10 20 28 33

WC
1 B E D C A
Idle
WC
2
Job
completed
Johnson’s Rule Example
WORK CENTER 1 WORK CENTER
JOB (DRILL PRESS) 2 (LATHE)
A 5 2
B 3 6
C 8 4 B E D C A
D 10 7
E 7 12

Time 0 3 10 20 28 33

WC
1 B E D C A
Idle
WC
2 B E D C A
Job
Time 0 1 3 5 7 9 10 11 12 13 17 19 21 22 23 25 27 29 31 33 completed
35
B E D C A
Shop-Floor Control: Major Functions
• Assigning priority of each shop order
• Maintaining WIP quantity information
• Conveying shop-order status information to the office
• Providing actual output data for capacity control purposes
• Providing quantity by location by shop order for WIP
inventory and accounting
• Providing measurement of efficiency, utilization, and
productivity
Gantt Chart
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
Gantt Chart
Gantt Load Chart Example

Work Day
Monday Tuesday Wednesday Thursday Friday
Center

Metalworks Job 349 Job 350

Mechanical Job 349 Job 408

Electronics Job 408 Job 349

Painting Job 295 Job 408 Job 349

Processing Unscheduled Center not available

Gantt Schedule Chart Example

Start of an
Day Day Day Day Day Day Day Day activity
Job
1 2 3 4 5 6 7 8
End of an
activity
A Scheduled
activity time
allowed
Maintenance Actual work
B progress

Nonproduction
time
C
Point in time
when chart is
reviewed
Now
Scheduling a Set Number of Jobs on the Same Number of Machines

• Some work centers have enough machines to start all the jobs.
• Here the issue is the particular assignment of individual jobs to
individual machines.
• Assignment method: a special case of the transportation method of
linear programming.
• There are n things to be distributed to n destinations.
• Each thing assigned to one and only one destination.
• Only one criterion can be used.
Assignment Method
▶ A special class of linear programming models that assigns
tasks or jobs to resources

▶ Objective is usually 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 Rs11 Rs14 Rs 6

S-66 Rs 8 Rs10 Rs11

T-50 Rs 9 Rs12 Rs 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.
Assignment Example
Typesetter
A B C
Job
R-34 Rs11 Rs14 Rs 6
S-66 Rs 8 Rs10 Rs11
T-50 Rs 9 Rs12 Rs 7

Step 1a - Rows Step 1b - Columns

Typesetter Typesetter
A B C A B C
Job Job
R-34 Rs 5 Rs 8 Rs 0 R-34 Rs 5 Rs 6 Rs 0
S-66 Rs 0 Rs 2 Rs 3 S-66 Rs 0 Rs 0 Rs 3
T-50 Rs 2 Rs 5 Rs 0 T-50 Rs 2 Rs 3 Rs 0
 Assignment Example

Step 2 - Lines Step 3 - Subtraction

Typesetter The smallest uncovered number is 2 so

A B C this is subtracted from all other
uncovered numbers and added to
Job numbers at the intersection of lines
R-34 Rs 5 Rs 6 Rs 0
S-66 Rs 0 Rs 0 Rs 3
T-50 Rs 2 Rs 3 Rs 0 Typesetter
A B C
Smallest uncovered number Job
Because only two lines are needed
R-34 Rs 3 Rs 4 Rs 0
to cover all the zeros, the solution is S-66 Rs 0 Rs 0 Rs 5
not optimal T-50 Rs 0 Rs 1 Rs 0
 Assignment Example
Step 2 - Lines Step 4 - Assignments

Typesetter Start by assigning R-34 to worker C as this

A B C is the only possible assignment for worker
C.
Job
R-34 Rs 3 Rs 4 Rs 0 Job T-50 must go to worker A as worker C
is already assigned. This leaves S-66 for
S-66 Rs 0 Rs 0 Rs 5 worker B.
T-50 Rs 0 Rs 1 Rs 0
Typesetter
Because three lines are needed, the A B C
solution is optimal and assignments Job
can be made R-34 Rs 3 Rs 4 Rs 0
S-66 Rs 0 Rs 0 Rs 5
T-50 Rs 0 Rs 1 Rs 0
 Assignment Example

Typesetter Typesetter
A B C A B C
Job Job
R-34 Rs11 Rs14 Rs 6 R-34 Rs 3 Rs 4 Rs 0
S-66 Rs 8 Rs10 Rs11 S-66 Rs 0 Rs 0 Rs 5
T-50 Rs 9 Rs12 Rs 7 T-50 Rs 0 Rs 1 Rs 0

From the original cost table

Minimum cost = Rs6 + Rs10 + Rs9 = Rs25
Thank You!

Tuesday, July 9, 2024 59