Industrial Engineering

Short-Term Scheduling

Strategic Implications of Short-Term Scheduling

Short-Term Scheduling
By scheduling effectively, companies use assets more effectively

Sequencing

and create greater capacity per dollar invested, which, in turn, lowers cost This added capacity and related flexibility provides faster delivery and therefore better customer service Good scheduling is a competitive advantage which contributes to dependable delivery

Forward Scheduling

Backward Scheduling

Examples

Today

Due Date

Today

Due Date
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Industrial Engineering

Short-Term Scheduling

Forward and Backward Scheduling

Short-Term Scheduling
Forward scheduling: begins the schedule as soon as the

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requirements are known jobs performed to customer order schedule can be accomplished even if due date is missed often causes build-up of WIP Backward scheduling: begins with the due date of the final operation; schedules jobs in reverse order used in many manufacturing environments, catering, scheduling surgery

The Goals of Short-Term Scheduling

Examples
Minimize completion time Maximize utilization (make effective use of personnel and

equipment) Minimize WIP inventory (keep inventory levels low) Minimize customer wait time
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Short-Term Scheduling

Short-Term Scheduling

Capacity Planning 1. Facility size 2. Equipment procurement

Long-term

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Aggregate Scheduling 1. Facility utilization 2. Personnel needs 3. Subcontracting

Intermediate-term

Examples

Master Schedule 1. MRP 2. Disaggregation of master plan

Intermediate-term

Short-term Scheduling 1. Work center loading 2. Job sequencing

Short-term

Industrial Engineering

Sequencing

Sequencing
Short-Term Scheduling
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

Priority Rules for Dispatching Jobs

First come, first served The first job to arrive at a work center is processed first Earliest due date The job with the earliest due date is processed first Shortest processing time The job with the shortest processing time is processed first Longest processing time The job with the longest processing time is processed first Critical ratio The ratio of time remaining to required work time remaining is

Examples

calculated, and jobs are scheduled in order of increasing ratio.

Industrial Engineering

Sequencing

First Come, First Served Rule

Short-Term Scheduling
Process first job to arrive at a work center first Average performance on most scheduling criteria Appears fair & reasonable to customers Important for service organizations (Example: Restaurants)

Earliest Due Date Rule

Sequencing
Process job with earliest due date first Widely used by many companies If due dates important If MRP used (Due dates updated by each MRP run) Performs poorly on many scheduling criteria

Examples

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Sequencing

Critical Ratio (CR)

Short-Term Scheduling
Ratio of time remaining to work time remaining Process job with smallest CR first Performs well on average lateness

Sequencing

CR =

Time remaining Work days remaining

Examples

Due date - Today' s date

Work (lead) time remaining

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Sequencing

Short-Term Scheduling

Sequencing

Flow times Average completion time = # Jobs Process time Utilization = Flow time

Average number of jobs in system

Examples

Flow time Processing time

Average job lateness

Late times = Number of Jobs

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Industrial Engineering

Example

Short-Term Scheduling

Apply the four popular sequencing rules to these five jobs

Job Work (Processing) Time (Days) 6 2 8 3 9 Job Due Date (Days) 8 6 18 15 23
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Sequencing

Examples

Job A B C D E

Industrial Engineering

Example

Short-Term Scheduling

FCFS: Sequence A-B-C-D-E

Job Sequence
Job Work (Processing) Time

Flow Time 6
8 16 19 28

Job Due Date 8

6 18 15 23

Job Lateness 0
2 0 4 5

Sequencing

A
B C D

6
2 8 3 9

Examples

28

77

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Industrial Engineering

Example

FCFS: Sequence A-B-C-D-E

Short-Term Scheduling

Average completion time = Utilization = Average number of jobs in the system

Examples

Total flow time = 77/5 = 15.4 days Number of jobs

Sequencing

Total job work time = 28/77 = 36.4% Total flow time Total flow time = = 77/28 = 2.75 jobs Total job work time

Average job lateness =

Total late days = 11/5 = 2.2 days Number of jobs

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Industrial Engineering

Example

SPT: Sequence B-D-A-C-E

Short-Term Scheduling

Sequencing

Examples

Job Sequence B D A C E

Job Work (Processing) Time 2 3 6 8 9 28

Flow Time 2 5 11 19 28 65

Job Due Job Date Lateness 6 0 15 0 8 3 18 1 23 5 9

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Industrial Engineering

Example

SPT: Sequence B-D-A-C-E

Short-Term Scheduling

Average completion time =

Utilization =
Sequencing

Total flow time Number of jobs

= 65/5 = 13 days

Total job work time Total flow time =

= 28/65 = 43.1%

Average number of jobs in the system

Examples

Total flow time = 65/28 = 2.32 jobs Total job work time Total late days = 9/5 = 1.8 days Number of jobs

Average job lateness =

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Industrial Engineering

Example

Short-Term Scheduling

EDD: Sequence B-A-D-C-E

Job Sequence B Job Work (Processing) Time 2 Flow Time 2 Job Due Job Date Lateness 6 0

Sequencing

A
D C E

6
3 8 9 28

8
11 19 28 68

8
15 18 23

0
0 1 5 6

Examples

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Industrial Engineering

Example

Short-Term Scheduling

EDD: Sequence B-A-D-C-E

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

Sequencing

Utilization =
Average number of jobs in the system

Total job work time = 28/68 = 41.2% Total flow time =

Total flow time = 68/28 = 2.43 jobs Total job work time
Total late days = 6/5 = 1.2 days Number of jobs

Examples

Average job lateness =

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Industrial Engineering

Example

LPT: Sequence E-C-A-D-B

Short-Term Scheduling

Sequencing

Examples

Job Sequence E C A D B

Job Work (Processing) Time 9 8 6 3 2 28

Flow Time 9 17 23 26 28 103

Job Due Date 23 18 8 15 6

Job Lateness 0 0 15 11 22 48

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Industrial Engineering

Example

Short-Term Scheduling

LPT: Sequence E-C-A-D-B

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

Sequencing

Total job work time = 28/103 = 27.2% Total flow time = Total flow time = 103/28 = 3.68 jobs Total job work time

Average number of jobs in the system

Examples

Average job lateness =

Total late days = 48/5 = 9.6 days Number of jobs

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Industrial Engineering

Example

Short-Term Scheduling

Summary of Rules
Average Average Completion Utilization Number of Jobs Time (Days) (%) in System 15.4 13.0 13.6 20.6 36.4 43.1 41.2 27.2 2.75 2.32 2.43 3.68 Average Lateness (Days) 2.2 1.8 1.2 9.6

Rule
Sequencing

FCFS SPT
Examples

EDD LPT

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Industrial Engineering

Examples

Comparison of Sequencing Rules

Short-Term Scheduling
No one sequencing rule excels on all criteria SPT does well on minimizing flow time and number of jobs in the

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system But SPT moves long jobs to the end which may result in dissatisfied customers FCFS does not do especially well (or poorly) on any criteria but is perceived as fair by customers EDD minimizes lateness.

Examples

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