Scheduling Operations

Chapter 13

McGraw-Hill/Irwin

The McGraw-Hill Companies, Inc. 2007, All Rights Reserved

Chapter 13 Outline
Batch Scheduling Gantt Charting Finite Capacity Scheduling Theory of Constraints Priority Dispatching Rules Infinite Capacity Loading Planning and Control Systems
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Synonyms
Shop Floor Control Scheduling Operations Production Activity Control (PAC) Detailed Planning and Scheduling (DPS)
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Batch Scheduling
Very complex scheduling environment Can be thought of as Network of Queues Customers spend most of their time waiting Closely related to MRP (See chapter 16)

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Batch Processing Move-queue-work-wait-move

move move move

queue

WS 1

wait

queue

WS 2

wait

move

move move

Work is done according to work order

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Difficulties Of Batch/Job Shop Scheduling

Variety of jobs processed Different routing and processing requirements of each job Number of different orders in the facility at any one time Competition for common resources

Responsibilities of Production Control Department

Loading Check availability of material, machines & labor Sequencing Release work orders to shop & issue dispatch lists for individual machines Monitoring Maintain progress reports on each job until it is complete

Gantt Charting
Developed by Henry Gantt in 1917 Related concepts:
Makespan total time to complete a set of jobs Machine utilization percent of make span time a machine (or person) is used.

Used primarily to monitor progress of jobs

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Job Data for Scheduling Example

Job 1 2 3 4 5 Work center/ Machine Hours A/2, B/3, C/4 C/6, A/4 B/3, C/2, A/1 C/4, B/3, A/3 A/5, B/3 Due Date 3 2 4 4 2

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Scheduling Example
In what sequence should the jobs be done?
Job 5 Process A Job 1 A C Job 2 Process C Job 4

Process B

Job 3

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Where is the bottleneck?

Total Machine times for the five jobs:
Machine A: 15 hours Machine B: 12 hours Machine C: 16 hours

C appears to be the bottleneck. But! A is used for every job; C is not. Either one could determine makespan.

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Gantt Chart for Example

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Finite Capacity Scheduling

Finite capacity scheduling loads jobs onto work stations being careful not to exceed the capacity of any given station. Done at the detailed planning and scheduling (DPS) level Part of the loading responsibility.

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Theory of Constraints (TOC)

Proposed by Goldratt in The Goal (1983) Goal is to make money. Key elements of goals according to TOC:
Throughputwhat is made and sold Inventoryraw materials Operating expensescost of conversion

Production does not count until it is sold!

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Theory of Constraints (TOC)

A constraint is anything that is slowing down productiona bottleneck.
A machine or workstation The market Procurement system

The bottleneck determines the capacity of the system. Implication: the operations manager should focus on the bottleneck to increase capacity and throughput (and make more money).
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Priority Dispatching Rules

What are priority dispatching rules?
If you have more than one job waiting at a work station, how do you select which one to process next? The criterion you use for selecting the next job is your dispatching rule.

In front office services, the most common rule is first come, first served. Part of the sequencing responsibility

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Priority Dispatching Rules

Commonly used in manufacturing:
MINPRT (Minimum Processing Time or SPT, shortest processing time) This rule minimizes total waiting time. Critical Ratio (Minimizes average lateness)

Commonly used in services:

FCFS (First Come, First Served)

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Infinite Capacity Loading

Infinite capacity loading loads jobs onto work centers without regard for the total capacity of the work center. If the capacity for any given work center has been exceeded, the schedule must be changed.
This is generally done at the MRP level before detailed scheduling and planning
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Infinite capacity loading example: time lines

Time line for job 1
A (2 hrs)
Day 1

Move/Wait (4 hrs)
Day 2

B (3 hrs)

Move/Wait (4 hrs)

Due date C (4 hrs)

Day 3

Time line for job 2 C (6 hrs)

Day 1

Due date A (4 hrs)

Day 3

Move/Wait (4 hrs)
Day 2

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Infinite Capacity Loading example

Work center A

Work center B

Work center C

Hours scheduled

6 5 4 3 2 1

Job 2

6 5 4 3 2 1

Job 1
1 2 3

6 5 4 3 2 1

Job 2 Job 1
1 2 3

Job 1
1

Job 1
2 3

Day

Day

Day

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Planning and Control Systems

What delivery date do I promise? How much capacity do I need? When should I start on each particular activity or task? How do I make sure that the job is completed on time? Advanced Planning & Scheduling (APS)
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Summary
Batch Scheduling Gantt Charting Finite Capacity Scheduling Theory of Constraints Priority Dispatching Rules Infinite Capacity Loading Planning and Control Systems
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End of Chapter Thirteen

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