Scheduling is the process of deciding how to commit resources between a variety of possible tasks.

Scheduling is an important tool for manufacturing and engineering,

where it can have a major impact on the productivity of a process.

In manufacturing, the purpose of scheduling is to minimize the

production time and costs, by telling a production facility ........

when to make,

with which staff, and on which equipment.

Production

scheduling aims to maximize the efficiency of the operation and reduce costs.

 Production scheduling tools greatly outperform

older manual scheduling methods.

Companies

use backward and forward scheduling to allocate plant and machinery resources, plan human resources, plan production processes and purchase materials.

What is forward scheduling?

Forward scheduling is taking a job with a number of tasks

and allocates those tasks to resources as early as possible when resources the resources allow.

The first available time that the resource is available to be

used the task should make use of it. As with all scheduling methods there are pros and cons on how they work.

Forward scheduling may result in jobs being completed

earlier then the requested due date because forward scheduling schedules the tasks as early as possible. Forward scheduling tells you when a job could be completed vs completing the job when required.

 Forward scheduling is planning the tasks from

the date resources become available to determine the shipping date or the due date.

What is backwards scheduling?

Backwards scheduling is taking a job with a number of tasks and allocates those tasks to

resources in reverse orders and schedules the task on the resource. from the customer because the system schedules backwards from the delivery date to arrive at a start date.

Backwards scheduling requires a delivery date

Backward scheduling tells the manufacturer if this date could be hit based on the allocation of resources.

 Unlike forward scheduling which schedules into the future, backward scheduling could potentially schedule into the past because

the resources where not available to complete the job.

Backwards scheduling then may turn around and actually forward schedule the job to tell the customer the earliest delivery time.

 Backward scheduling is planning the tasks

from the due date or required-by date to determine the start date and/or any changes in capacity required.

Process change-over reduction Inventory reduction, leveling Reduced scheduling effort Increased production efficiency Labor load leveling Accurate delivery date quotes Real time information

Process Architectures
Process Architecture refers to
Physical layout of resources Job Shop Batch Processing Flow Shop Continuous Flow Flexibility of resources R_Human: Cross functional workers R_Capital: Short set-up time

10

Process Selection in Operations Management

Process Planning is among System Design duties in OM.

Capacity planning Facilities and Equipment Layout

Forecasting

Process selection

Product and service design

Work design
11

Process Architectures
Process Architecture refers to
Physical layout of resources
Job Shop Batch Processing Flow Shop Continuous Flow

Flexibility of resources R_Human: Cross functional workers R_Capital: Short set-up time

Examples of 4 basic type production Systems System Job Shop Batch Processing Flow Shop (Production Line) Continuous Flow Example Commercial Printer Heavy Equipment Car Assembly Sugar Refinery

Most Processes are some where between Job shop and Flow shop

Process Architectures: Job Shop

Output

Product 1
Input

Product 2

A C

B D

Job Shop
Functional layout or Process layout: similar resources in the same department. Ex. all press machines are located in stamping department. Ex. Bakeries, law firms, emergency rooms, repair shops.
low volume, high variety customized products Flexible resources skilled human resources Jumbled work flows high material handling large of inventories long flow time highly structured information system high cost per unit of product but low investment

Product 1
Input

A D B
Output

Product 2

C B A

 Product layout or line layout: Resources are arranged

according to the sequence of the operations. Usually requires duplication ( and investment) of a resource pool; dedication of resources. Discrete flow shop: assembly line Continuous flow shop: beverage, chemical plant, process plant. high standardization, high speed low material handling short flow time low unit-processing costs high investment cost; needs mass production. special purpose equipment, and low skilled labor prevent flexibility
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Matching Process Choice with Strategy: Product-Process Matrix

Process Flexibility
High

Low Low
High Standardization Commodity Products High volume Few Major Products Many Products

High
Low Standardization One of a kind Low Volume 18

Product Variety

Matching Process Choice with Strategy: Product-Process Matrix

Process Flexibility
High
Jumbled Flow. Process segments loosely linked.

JOB SHOP
(Commercial Printer, Architecture firm)

Disconnected Line Flow/Jumbled Flow but a dominant flow exists.

BATCH
(Heavy Equipment, Auto Repair)

FLOW SHOP
Connected Line Flow (assembly line) (Auto Assembly, Car lubrication shop)

A similar graph can be prepared to show the relationship between process flexibility and cost, or process flexibility and response time, but not for quality.

Continuous, automated, rigid line flow. Process segments tightly linked.

CONTINUOUS FLOW
(Oil Refinery)

Low

Low
High Standardization Commodity Products High volume Few Major Products Many Products

High
Low Standardization One of a kind Low Volume

Product Variety

ABC Analysis in Production System Design

Volume

Flow Shop

Batch Production

Job Shop

Variety

Levels of Automation

Manual Machines; A manual operator load and unload the part, and intervenes during the operations NC (Numerically Controlled) machines; Machines are programmed to perform specific operations. Loading and unloading of parts are manual. CNC (Computerized Numerically Controlled); Each machine is controlled by a computer

Computer-integrated manufacturing (CIM); A computerized system for linking a broad rang of automated manufacturing, loading and unloading, and material handling systems

 Design capacity
Maximum obtainable output--Vendor claim

Effective capacity
Maximum capacity given product mix, scheduling

difficulties, and other doses of reality--We believe

Actual output
The output that is actually achieved--cannot exceed

effective capacity-- We really achieve

Efficiency

Actual Output Effective Capacity Actual Output Design Capacity

Utilizatio n

Example : Efficiency and Utilization

Design capacity = 50 trucks/day Effective capacity = 40 trucks/day Actual output = 36 units/day

Actual Output Efficiency Effective Capacity

36 unit/day 90 % 40 unit/day 36 unit/day 72 % 50 unit/day

Utilizatio n

Actual Output Design Capacity

Given the following information Effective capacity = 80 units per day. Design capacity = 100 units per day Efficiency = %50 Utilization is equal to

Efficiency = (Actual Output)/(Effective Capacity) = .5 (Actual Output)/(80) = .5 Actual Output = 40 Utilization = (Actual Output)/(Design Capacity) Utilization = 40/100 Utilization = .4 or 40%

Process Selection
Batch

Variety
How much

Flexibility
What degree

Job Shop

Repetitive
Continuous

Volume
Expected output

6-26

Process Type

Job Shop
high

Appliance repair Emergency room Commercial baking Classroom Lecture

Ineffective

Batch

variety

Repetitive

Automotive assembly

Automatic carwash

Continuous (flow)
low

low

Ineffective

Steel Production Water purification

volume

high

 Job shop
Small scale

Batch
Moderate volume

Repetitive/assembly line
High volumes of standardized goods or services

Continuous
Very high volumes of non-discrete goods