Operations Management

ShortShort-Term Scheduling

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Strategic Importance of ShortShort-Term Scheduling

Effective and efficient scheduling can be a competitive advantage
Faster movement of goods through a facility means better use of assets and lower costs Additional capacity resulting from faster throughput improves customer service through faster delivery Good schedules result in more dependable deliveries
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Scheduling Issues
Scheduling deals with the timing of operations The task is the allocation and prioritization of demand Significant issues are
The type of scheduling, forward or backward The criteria for priorities
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Scheduling Decisions
Organization A Hospital Managers Must Schedule the Following Operating room use Patient admissions Nursing, security, maintenance staffs Outpatient treatments Classrooms and audiovisual equipment Student and instructor schedules Graduate and undergraduate courses Production of goods Purchases of materials Workers Chef, waiters, bartenders Delivery of fresh foods Entertainers Opening of dining areas Maintenance of aircraft Departure timetables Flight crews, catering, gate, ticketing personnel
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University

A Factory

A Cafe

An Air Line

Scheduling Flow

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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-inwork-inprocess inventory
Now Due Date
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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 accomplish the schedule

Now

Due Date
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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 accomplish the schedule

Now

Due Date
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Different Processes/ Different Approaches

ProcessProcess-focused facilities Work cells ForwardForward-looking schedules MRP due dates Finite capacity scheduling Forward-looking schedules ForwardMRP due dates Detailed schedule done using work cell priority rules Forward-looking schedule with a Forwardbalanced line Pull techniques for scheduling ForwardForward-looking schedule with stable demand and fixed capacity Capacity, set-up, and run times known setCapacity limited by long-term capital longinvestment
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Repetitive facilities

ProductProduct-focused facilities

Scheduling Criteria
1. Minimize completion time 2. Maximize utilization of facilities 3. Minimize work-in-process (WIP) work-ininventory 4. Minimize customer waiting time Optimize the use of resources so that production objectives are met
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Scheduling ProcessProcessFocused Facilities

1. Schedule incoming orders without violating capacity constraints 2. Check availability of tools and materials before releasing an order 3. Establish due dates for each job and check progress 4. Check work in progress 5. Provide feedback 6. Provide work efficiency statistics and monitor times
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Loading Jobs
Assign jobs so that costs, idle time, or completion time are minimized

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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
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Gantt Load Chart Example

Work Center Day Monday Job 349 Job 349 Job 408 Job 295 Job 408 Tuesday Wednesday Thursday Job 350 Job 408 Job 349 Job 349 Friday Metalworks Mechanical Electronics Painting

Processing

Unscheduled

Center not available

Figure 15.3
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Gantt Schedule Chart Example

Job Day Day Day Day Day Day Day Day 1 2 3 4 5 6 7 8
Start of an activity End of an activity Scheduled activity time allowed
Maintenance

Actual work progress Nonproduction time

Point in time when chart is reviewed Now

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Assignment Method
A special class of linear programming models that assign tasks or jobs to resources Objective is to minimize cost or time Only one job (or worker) is assigned to one machine (or project)
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Assignment Method
Build a table of costs or time associated with particular assignments
Typesetter Job R-34 S-66 T-50 A $11 $ 8 $ 9 B $14 $10 $12 C $ 6 $11 $ 7
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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.
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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.
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Assignment Example
Typesetter

A Job R-34 S-66 T-50 $11 $ 8 $ 9

B $14 $10 $12

C $ 6 $11 $ 7

Step 1a - Rows
Typesetter

Step 1b - Columns
Typesetter

A Job R-34 S-66 T-50 $ 5 $ 0 $ 2

B $ 8 $ 2 $ 5

C $ 0 $ 3 $ 0 Job R-34 S-66 T-50

A $ 5 $ 0 $ 2

B $ 6 $ 0 $ 3

C $ 0 $ 3 $ 0
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Assignment Example
Step 2 - Lines
Typesetter

A Job R-34 S-66 T-50 $ 5 $ 0 $ 2

B $ 6 $ 0 $ 3

C $ 0 $ 3 $ 0

The smallest uncovered number is 2 so this is subtracted from all other uncovered numbers and added to numbers at the intersection of lines Step 3 - Subtraction
Typesetter

Because only two lines are needed to cover all the zeros, the solution is not optimal

A Job R-34 S-66 T-50 $ 3 $ 0 $ 0

B $ 4 $ 0 $ 1

C $ 0 $ 5 $ 0
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Assignment Example
Step 2 - Lines
Typesetter

A Job R-34 S-66 T-50 $ 3 $ 0 $ 0

B $ 4 $ 0 $ 1

C $ 0 $ 5 $ 0

Start by assigning R-34 to Rworker C as this is the only possible assignment for Tworker C. Job T-50 must go to worker A as worker C is already assigned. This leaves S-66 for worker B. SStep 4 - Assignments
Typesetter

Because three lines are needed, the solution is optimal and assignments can be made

A Job R-34 S-66 T-50 $ 3 $ 0 $ 0

B $ 4 $ 0 $ 1

C $ 0 $ 5 $ 0
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Assignment Example
Step 4 - Assignments
Typesetter Typesetter

A Job R-34 S-66 T-50 $11 $ 8 $ 9

B $14 $10 $12

C $ 6 $11 $ 7 Job R-34 S-66 T-50

A $ 3 $ 0 $ 0

B $ 4 $ 0 $ 1

C $ 0 $ 5 $ 0

From the original cost table Minimum cost = $6 + $10 + $9 = $25

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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
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Sequencing Example
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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Job A B C D E

Sequencing Example
FCFS: Sequence A-B-C-D-E AJob Sequence A B C D E Job Work (Processing) Time 6 2 8 3 9 28 Flow Time 6 8 16 19 28 77 Job Due Date 8 6 18 15 23 Job Lateness 0 2 0 4 5 11

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Sequencing Example
FCFS: Sequence A-B-C-D-E AJob Work Sum total time Job (Processing) of Flow flowJob Due Job Average completion time = = 77/5 = 15.4 days Number of jobs Date Sequence Time Lateness Time A 6 6 8 Total job work time Utilization = Sum of total flow time = 28/77 = 36.4% B 2 8 6 0 2

flow C 0 Average number of 8 Sum of total 16 time 18 = Total job work time = 77/28 = 2.75 jobs jobs in the system D 3 19 15 4

E 9 = Total late days = 23 = 2.2 days 28 5 Average job lateness 11/5 Number of jobs 28 77 11

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Sequencing Example
SPT: Sequence B-D-A-C-E BJob 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 Date 6 15 8 18 23 Job Lateness 0 0 3 1 5 9

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Sequencing Example
SPT: Sequence B-D-A-C-E BJob Work Sum of total flow time Job (Processing) Flow Job Due Job Average completion time = = 65/5 = 13 days Number of jobs Sequence Time Date Lateness Time B 2 2 6 Total job work time Utilization = Sum of total flow time = 28/65 = 43.1% D 3 5 15 0 0

flow A 3 Average number of 6 Sum of total 11 time 8 = Total job work time = 65/28 = 2.32 jobs jobs in the system C 8 19 18 1

E 9 = Total late days = 9/5 = 1.8 days 28 23 5 Average job lateness Number of jobs 28 65 9

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Sequencing Example
EDD: Sequence B-A-D-C-E BJob Sequence B A D C E Job Work (Processing) Time 2 6 3 8 9 28 Flow Time 2 8 11 19 28 68 Job Due Date 6 8 15 18 23 Job Lateness 0 0 0 1 5 6

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Sequencing Example
EDD: Sequence B-A-D-C-E BJob Work Sum total time Job (Processing) of Flow flowJob Due Job Average completion time = = 68/5 = 13.6 days Number of jobs Date Sequence Time Lateness Time B 2 2 6 Total job work time Utilization = Sum of total flow time = 28/68 = 41.2% A 6 8 8 0 0

flow D 0 Average number of 3 Sum of total 11 time 15 = Total job work time = 68/28 = 2.43 jobs jobs in the system C 8 19 18 1

E 9 = Total late days = 6/5 = 1.2 days 28 23 5 Average job lateness Number of jobs 28 68 6

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Sequencing Example
LPT: Sequence E-C-A-D-B EJob 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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Sequencing Example
LPT: Sequence E-C-A-D-B EJob Work Sum time Job (Processing) of total flow Job Due Flow Job Average completion time = = 103/5 = 20.6 days Number of jobs Date Sequence Time Lateness Time E 9 9 23 0 Total job work time Utilization = Sum of total flow time = 28/103 = 27.2% C 8 17 18 0 A 23 8 15 Average number of 6Sum of total flow time = Total job work time = 103/28 = 3.68 jobs jobs in the system D 3 26 15 11 B 2 = Total late days = 48/5 = 9.6 days 28 6 22 Average job lateness Number of jobs 28 103 48

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

Rule FCFS SPT EDD LPT

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Comparison of Sequencing Rules

No one sequencing rule excels on all criteria 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 FCFS does not do especially well (or poorly) on any criteria but is perceived as fair by customers EDD minimizes lateness
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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 - Todays date CR = = Workdays remaining Work (lead) time remaining
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Critical Ratio Example

Currently Day 25 Due Date Workdays Remaining Priority Order Job Critical Ratio

A B C

30 28 27

4 5 2

(30 - 25)/4 = 1.25 (28 - 25)/5 = .60 (27 - 25)/2 = 1.00

3 1 2

With CR < 1, Job B is late. Job C is just on schedule and Job A has some slack time.
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Critical Ratio Technique

1. Helps determine the status of specific jobs 2. Establishes relative priorities among jobs on a common basis 3. Relates both stock and make-to-order make-tojobs on a common basis 4. Adjusts priorities automatically for changes in both demand and job progress 5. Dynamically tracks job progress
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Sequencing N Jobs on Two Machines: Johnsons Rule

Works with two or more jobs that pass through the same two machines or work centers Minimizes total production time and idle time

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Johnsons Rule
1. List all jobs and times for each work center 2. Choose the job with the shortest activity time. If that time is in the first work center, schedule the job first. If it is in the second work center, schedule the job last. 3. Once a job is scheduled, it is eliminated from the list 4. Repeat steps 2 and 3 working toward the center of the sequence
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Johnsons Rule Example

Job A B C D E Work Center 1 (Drill Press) 5 3 8 10 7 Work Center 2 (Lathe) 2 6 4 7 12

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Johnsons Rule Example

Job A B C D E Work Center 1 (Drill Press) 5 3 8 10 7 Work Center 2 (Lathe) 2 6 4 7 12

B E D C A

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Johnsons Rule Example

Job A B C D E
Time 0 3

Work Center 1 (Drill Press) 5 3 8 10 7

10

Work Center 2 (Lathe) 2 6 4 7 12

20 28 33

B E D C A

WC 1 WC 2

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Johnsons Rule Example

Job A B C D E
Time 0 3

Work Center 1 (Drill Press) 5 3 8 10 7

10

Work Center 2 (Lathe) 2 6 4 7 12

20 28 33

B E D C A

WC 1 WC 2
Time 0

E B

D E
7 9 10 11 12 13

C D
17 19 21 22 2325 2325 27 29

A C
31

A
33 35

C A
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Limitations of Rule-Based RuleDispatching 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
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Scheduling Services
Service systems differ from manufacturing
Manufacturing Schedules machines and materials Inventories used to smooth demand MachineMachine-intensive and demand may be smooth Scheduling may be bound by union contracts Few social or behavioral issues Services Schedule staff Seldom maintain inventories LaborLabor-intensive and demand may be variable Legal issues may constrain flexible scheduling Social and behavioral issues may be quite important
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Scheduling Services
Hospitals have complex scheduling system to handle complex processes and material requirements Banks use a cross-trained and flexible crossworkforce and part-time workers partRetail stores can use scheduling optimization systems that track sales, transactions, and customer traffic to create work schedules in less time and with improved customer satisfaction
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Scheduling Services
Airlines must meet complex constraints and often use linear programming to develop optimal schedules

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Demand Management
Appointment or reservation systems FCFS sequencing rules Discounts or other promotional schemes When demand management is not feasible, managing capacity through staffing flexibility may be used
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