OM4 CH 14

OPERATIONS SCHEDULING
AND SEQUENCING
CHAPTER 14
DAVID A. COLLIER AND JAMES R. EVANS
2013 OM4 Cengage Learning. All Rights Reserved. May not be scanned, copied or 1
duplicated, or posted to a publicly accessible website, in whole or in part.
CHAPTER 14 OPERATIONS SCHEDULING AND SEQUENCING
14-1 Explain the concepts of scheduling and

sequencing.
14-2 Describe staff scheduling and appointment
system decisions.
14-3 Explain sequencing performance criteria and rules.
14-4 Describe how to solve single- and two-resource
sequencing problems.
14-5 Explain the need for monitoring schedules using
Gantt charts.
ean Rowecamp, clinical coordinator of nursing services,

was faced with a deluge of complaints by her nursing staff
a about their work schedules and complaints by floor super-
visors about inadequate staffing. The nurses complained they
were having too many shift changes each month. Supervisors
said they had too many nurses during the days and not
enough at night and on the weekends. It seems that nothing
she did would satisfy everyone. The nurses were unionized,
so she couldnt schedule them more than 7 consecutive
working days and the nurses required at least 16 hours
between shift changes. Nurses were constantly making
special requests for personal time off, despite the negotiated
procedures for bidding for shifts and vacation times. Jean
lamented that she became an administrator and longed for the
days when she was just a simple caregiver.
What do you think?
As a student, how do you

schedule your homework,
school projects, and study
activities? What criteria do
you use?
Understanding Scheduling and Sequencing

Scheduling refers to the assignment of start
and completion times to particular jobs, people,
or equipment.
Examples: scheduling restaurant employees, airline
crews and planes, sports teams, factory jobs
Sequencing refers to determining the order in
which jobs or tasks are processed.
Examples: emergency room patients, automobile
models on an assembly line, outgoing flights on
runways
Scheduling Applications and Approaches

Scheduling applies to all aspects of the value chain,
from planning and releasing orders in a factory,
determining work shifts for employees, and making
deliveries to customers.
Tools:
Spreadsheets
Software packages
Web-based tools

Staff scheduling attempts to match available personnel
with the needs of the organization by:
1. Accurately forecasting demand and translating it into
the quantity and timing of work to be done.
2. Determining the staffing required to perform the work
by time period.
3. Determining the personnel available and the full- and
part-time mix.
4. Matching capacity to demand requirements and
developing a work schedule that maximizes service and
minimizes costs.

Staff scheduling problem:
Given minimum worker requirements for each day of the
week, schedule employees so that each has two consecutive
days off and all demand requirements are met.
Method:
Locate the set of at least two consecutive days with the
smallest requirements, circle the requirements for these
days, and assign a worker to all days not circled. Subtract 1
from the requirement of each day not circled, removing
existing circles, and repeat this process until all
requirements are satisfied.
Example: T. R. Accounting Service is developing a workforce schedule for three

weeks from now, and has forecast demand and translated it into the following
minimum personnel requirements for the week.
Day Mon Tue Wed Thur Fri Sat Sun

Min Personnel 8 6 6 6 9 5 3
Employee 1:
New requirements:
Employee 2:
New requirements:
Exhibit 14.1 Staff Scheduling Procedure for T.R. Accounting Service
Employee 3:
New requirements:
Remaining assignments:
Exhibit 14.2 Final Accountant Schedule

Appointment Systems
Appointments can be viewed as a reservation for service
time and capacity.
Four decisions:
1. Determine the appointment time interval.
2. Determine the length of each workday and time off-
duty.
3. Decide how to handle overbooking.
4. Develop customer appointment rules that maximize
customer satisfaction.
Sequencing
Sequencing is required when several activities
must be processed using a common resource.
Sequencing criteria:
1. Process-focused performance criteria (flow
time and makespan)
2. Customer-focused due date criteria (lateness
and tardiness)
3. Cost-based criteria
Sequencing
Flow time is the amount of time a job spent in the
shop or factory.
Fi = pij + wij = Ci - Ri [14.1]
where
Fi flow time of job i
pij sum of all processing times of job i at workstation or
area j (run setup times)
wij sum of all waiting times of job i at workstation or area j
Ci completion time of job i
Ri ready time for job i where all materials, specifications,
and so on are available
Sequencing
Makespan is the time needed to process a given set
of jobs.
M= C-S [14.2]
where
M = makespan of a group of jobs
C = completion time of last job in the group
S = start time of first job in the group
Sequencing
Lateness is the difference between the completion time
and the due date (either positive or negative).
Tardiness is the amount of time by which the completion
time exceeds the due date.
(Tardiness is defined as zero if job is completed before due date.)
Li = Ci - Di [14.3]
Ti = Max (0, Li) [14.4]
where Li = lateness of job i
Ti = tardiness of job i
Di = due date of job i
Sequencing
Sequencing rules for a fixed set of jobs:
Shortest Processing Time (SPT)
SPT sequencing maximizes resource utilization
and minimizes average flow time and work-in-
process inventory.
Earliest Due Date (EDD)
EDD minimizes the maximum job tardiness and
lateness.
Sequencing Other Priority Rules

Priority rules when new jobs arrive intermittently:
First come-first served (FCFS).
Fewest number of operations remaining (FNO).
Least work remaining (LWR) the sum of all
processing times for operations not yet performed.
Least amount of work at the next process queue
(LWNQ) amount of work awaiting the next process
in a jobs sequence.
Applications of Sequencing Rules

Single-Resource Sequencing Problem
Process a set of jobs on a single processor.
SPT sequencing finds a minimal average flow
time sequence.
FCFS rule works well when processing times are
relatively equal.
EDD rule minimizes the maximum job tardiness
and lateness.
Job Processing Time (days) Due Date

Example: 1 4 15
FCFS Rule 2 7 16
3 2 8
4 6 21
5 3 9

Example: 1 4 15
SPT Rule 2 7 16
3 2 8
4 6 21
5 3 9

Example: 1 4 15
EDD Rule 2 7 16
3 2 8
4 6 21
5 3 9
Exhibit 14.3 Comparison of Three Ways (By-the Numbers, SPT, and EDD)
to Sequence the Five Jobs
Exhibit 14.4 Excel Sequencing Template
Applications of Sequencing Rules

Two-Resource Sequencing Problem (Johnsons Rule)
1. List the jobs and their processing times on Resources #1
and #2.
2. Find the job with the shortest processing time (on either
resource).
3. If this time corresponds to Resource #1, sequence the job
first; if it corresponds to Resource #2, sequence the job
last.
4. Repeat steps 2 and 3, using the next-shortest processing
time and working inward from both ends of the sequence
until all jobs have been scheduled.
Example
Each job requires first a shearing
operation (Resource #1) and then a
punch-press operation (Resource #2).
Job 2 has the shortest processing time; since it is on

Resource 2, schedule it last. Job 1 has the next shortest
processing time; since it is on Resource 1, schedule it first:
Example
Next, both job 1 on the shear and job
3 on the punch press have the next
shortest time. Choose job 1:
Continuing, choose job 3 and finally job 4:
If jobs are completed by order number, the punch press

often experiences idle time awaiting the next job. The
makespan is 37 days.
Exhibit 14.5 Gantt Job Sequence Chart for Hirsch Product Sequence 1-2-3-
4-5
Johnsons Rule results in a reduction in makespan from 37

days to 27 days, as shown in the Gantt chart.
Exhibit 14.6 Gantt Job Sequence Chart for Hirsch Product Sequence 5-1-4-3-
2
Using Johnsons Rule
Schedule Monitoring and Control

Schedule progress must be monitored on a
continuing basis. Reschedules are a normal part
of scheduling.
Gantt charts are useful tools for monitoring
schedules. This helps to track jobs that are
behind, on, or ahead of schedule.
Exhibit 14.7 Gantt Chart Example for Monitoring Schedule Progress
Balloons Aloha Case Study

1. Compute the average flow time, lateness, and tardiness
for this group of jobs using Mr. Sailboats sequential
order of 1 (first), 2, 3, 4, 5, and 6 (last).
2. In what order would the jobs be processed using the
SPT rule? Compute the average flow time, lateness,
and tardiness for this group of jobs.
3. Compare the answers in Questions 1 and 2.
4. What are your short-term recommendations for this set
of six jobs? Explain how you arrived at them.
5. What are your long-term recommendations with respect
to sequencing jobs at Balloons Aloha? Justify and
explain.

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OPERATIONS SCHEDULING

DAVID A. COLLIER AND JAMES R. EVANS

14-1 Explain the concepts of scheduling and

ean Rowecamp, clinical coordinator of nursing services,

What do you think?

As a student, how do you

Understanding Scheduling and Sequencing

Scheduling Applications and Approaches

Scheduling Applications and Approaches

Scheduling Applications and Approaches

Example: T. R. Accounting Service is developing a workforce schedule for three

Day Mon Tue Wed Thur Fri Sat Sun

Exhibit 14.1 Staff Scheduling Procedure for T.R. Accounting Service

Exhibit 14.2 Final Accountant Schedule

Scheduling Applications and Approaches

Sequencing Other Priority Rules

Applications of Sequencing Rules

Job Processing Time (days) Due Date

Job Processing Time (days) Due Date

Job Processing Time (days) Due Date

Exhibit 14.4 Excel Sequencing Template

Applications of Sequencing Rules

Job 2 has the shortest processing time; since it is on

Continuing, choose job 3 and finally job 4:

If jobs are completed by order number, the punch press

Johnsons Rule results in a reduction in makespan from 37

Schedule Monitoring and Control

Exhibit 14.7 Gantt Chart Example for Monitoring Schedule Progress

Balloons Aloha Case Study

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