Understanding Short-

Term Scheduling
 Chapter Outline
I. Definition of Scheduling
A. General definition
B. Industry Definition
II. Strategic Implications of Scheduling
III. Short-Term Scheduling
A. Goals of Short-term Scheduling
B. Choosing a Scheduling Method
IV. Loading Jobs in Work Centers
A. Finite Loading
1. Input-Output Control
2. Gantt Load Chart
3. Gantt Schedule Chart
4. Assignment Method
 Chapter Outline

B. Infinite Loading
1. Sequencing
2. Priority Rules for Dispatching Jobs
a) First Come, First Served
b) Shortest Processing time (SPT)
c) Earliest Due Date (EDD)
d) Longest Processing Time (LPT)
e) Last Come, First Served (LCFS)
f) Slack Time Remaining (STR)
g) Random order or Whim
h) Critical Ratio (CR)
 Chapter Outline

C. Johnson’s Rule
V. Finite Scheduling System
VI. Theory of Constraints
VII. Bottleneck Work Centers
A. Techniques for Dealing with Bottlenecks
VIII. Scheduling for Product Focused Manufacturing
A. Level Material Use Scheduling
IX. Scheduling in Services
General Definition of Scheduling

SCHEDULING

 Scheduling is entering or drawing up a

timetable for the completion of various
stages of a complex project.

 It is the coordination of multiple related

actions or tasks into a single time
sequence.
Industry Definition of Scheduling

SCHEDULING

 Scheduling is establishing the timing of

the use of equipment, facilities and
human activities in an organization.

 It involves timing of operations on

assigning due dates to specific
activities.
Strategic Implications of Scheduling

 By scheduling effectively, companies can use

their assets more effectively and create a
greater capacity per money invested
 Lower cost and an Increase in productivity
 Provides faster delivery and therefore better
customer service
Examples
 Short – Term Scheduling
 Short-term scheduling differs from Capacity
Planning, Aggregate Scheduling, and Master
Schedule.

 Short-Term scheduling is a planning decision for

short period of time.

 Master Schedule and Aggregate Planning are for

intermediate-term.

 Capacity planning are for long period of time.

Distinction of Capacity Planning, Aggregate Scheduling,
Master Schedule and Short-term Scheduling
 Two Types of Scheduling

 Forward Scheduling - begins the schedule as soon as

the requirements are known and can still be
accomplished even if due date is missed

 Backward Scheduling - begins with the due date of the

final operation wherein jobs are scheduled in reverse
order.
Goals of Scheduling
Types of Scheduling Methods

Repetitive Product -
- Focused Focused
Requirements for Scheduling Process-
Focused Work Centres
1. Schedule incoming orders without violating capacity
constraints of individual work centres.

2. Check availability of tools and materials before releasing an

order to a department.

3. Establish due dates for each job and check progress against
need dates and order lead times.

4. Check work-in-progress as jobs move through the shop.

5. Provide feedback on plant and production activities.

6. Provide work-efficiency statistics and monitor operator times

for payroll and labour distribution analysis.
Requirements in Achieving Accurate
and Relevant Scheduling System
1. Production Data Base with Planning Files

Types of Planning Files

Item master file - contains about each component

the firm produces or purchases

Routing file - indicates each component's

flow through the shop

Work - centre Master file - contains information

about the work centre such as capacity and
efficiency
Requirements in Achieving Accurate
and Relevant Scheduling System

2. Production Data Base with Control Files - Files

that tract each work order's actual progress against
the plan.
 Loading Jobs in Work Centers

 Loading jobs in work centres means assigning jobs to

work centres.

 Itis a capacity control technique that highlights

overloads and under loads.
Two Forms of Loading Jobs in Work
Centers
Finite loading
Jobs are assigned to work centres
taking into account the work centre capacity
and job processing time.
Infinite loading
Jobs are assigned to work centres
without regard to the capacity of work
centre.
 Input Output Control

 Form of loading from the perspective of capacity.

 Refersto managing the workflows and queues at

work centres through monitoring and control.

 A system that allows operations personnel to manage

facility work flows by tracking work added to a work
centre and its work completed.
 Input Output Control

 Ifthe work arrival is greater than processing then

there would be facility overload wherein facility
crowding occurs that could lead to inefficiencies and
quality problems.

 On the other hand, if the work arrival is less than the

processing, there could be facility under load which
implies to have idle capacity and wasted resources.
Options for Managing Facility Work
Flow

 Correcting performances
 Increasing capacity
 Increasing or reducing input to the work centre by:
 routing work to or from other work centres
 increasing or decreasing subcontracting
 producing less (or more)
 Gantt Load Chart

 Developed by Henry Gant in the late 1800's

 A planning chart used to schedule resources and allocate
time.
 It serves as visual aid that is useful in loading and
scheduling.
 It shows relative workload in facility (loading and idle
times) therefore helping managers to make appropriate
adjustments.
 Gantt Load Chart Example

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

Center not
Processing Unscheduled
Available
Limitations of Gantt Load Chart

 Itdoes not account production variability such

as unexpected break down or human errors that
require reworking a job.

 It
needs to be updated regularly to account for
new jobs and revised time estimates.
Gantt Schedule Chart Example
 Gantt Schedule Chart

A chart that supplements some

limitations of Gantt load charts.

Itis used to monitor job in progress -

indicates which jobs are on schedule
and which are ahead of or behind
schedule.
 Assignment Method

• A special case of linear programming models that

involves assigning tasks or job to resources.

• One important characteristic of assignment

problems is that only one job or worker is assigned
to one machine or project.
 Steps in Assignment Method

1
Subtract the smallest number in each
row from every number in that row.
Subtract the smallest number in every
column form every number in that
column.

Draw the minimum number of vertical and

2 horizontal lines necessary to cover all zeros in

the table. If the number of lines equals either
the number of rows or columns, then an
optimal assignment can be made (step 4).
Otherwise, go to step 3.
 Steps in Assignment Method

3 Subtract the smallest number uncovered by a line

from every other uncovered number. Add the same
number to the numbers at the intersection of
two lines. Then return to step 2.

4 Optimal assignments will always be at the zero

locations of the table.
 Sample Problem Using Assignment
Method

The following are the cost associated of 3

different typesetter to 3 different jobs. The
objective is to identify the job assignment that
would minimize total cost.
Solution to the Sample Problem Using
Assignment Method

STEP
1

Minimum
value per
column

8-2

6-2
Solution to the Sample Problem Using
Assignment Method

STEP Typesetter
2 A B C
Job
A-34 5 6 0
S-66 0 0 3
T-50 2 3 0

Smallest uncovered number

Solution to the Sample Problem Using
Assignment Method

STEP Typesetter
A B C
Job
3
A-34 3 4 0
S-66 0 0 5
T-50 0 1 0

3+2
Typesetter
A B C
Job
A-34 3 4 0
S-66 0 0 5
T-50 0 1 0
Solution to the Sample Problem Using
Assignment Method

STEP Typesetter
A B C
4 Job
A-34 3 4 0
S-66 0 0 5
T-50 0 1 0

Assign R-34 to Person C

S-66 to Person B
T-50 to Person A

Minimum cost = $6 + $10 +$9

The total cost is $25.
 Notes on Assignment Method

 Ifthe problems involve maximizing profit, covert

every number in the table to an opportunity loss.
 To convert to the equivalent minimization problem,
subtract every number in the original payoff table
from the largest single number in that table, then
proceed to the step 1 of the assignment method.
 Minimizing the opportunity loss produces the same
assignment solution as the maximization problem.
Infinite Loading
Sequencing
Priority Rules for Dispatching Jobs

Shortest processing time

First come, first served
(SPT)
(FCFS)
Jobs are processed
Jobs are processed in the
according to processing
order in which they arrive at
time at a machine or work
a machine or work center.
center, shortest job first .
It appears fair and
Also known as shortest
reasonable to customers.
operating
time (SOT).
Priority Rules for Dispatching Jobs

Earliest due date (EDD)

Jobs are processed

according to due date, Longest processing time
earliest due date first. (LPT)

Jobs with the longest

processing time are
completed first.
Priority Rules for Dispatching Jobs

Last come, first served

(LCFS)
Slack Time Remaining
(STR)
This rule occurs frequently
by default. As orders arrive,
The orders with the
they are placed on the top
shortest slack time
of the; the operator usually
remaining are run first
picks up the order on top.
STR = time remaining
before due date –
remaining processing time
Priority Rules for Dispatching Jobs

Slack time remaining per

operation (STP/OP)
Random order or whim

The supervisors or the

operators usually select
Orders with the shortest
whichever job they feel
slack time per number of
like running.
operators are run first.
Priority Rules for Dispatching Jobs

Critical ratio (CR)

CR<1: job is behind
schedule
It is an index number
computed by dividing the time
CR=1: job is on schedule
remaining until due date by
the work time remaining.
CR>1: job is ahead of
schedule
 Critical Ratio can help to:

 Determine the status  Adjust

priorities
of a specific job automatically for
 Establish relative changes in both
priority among jobs
demand and job
on a common basis
progress
 Relate both stock
and make-to-order
jobs on a common  Dynamically track
basis job progress
Critical Ratio Computation Example

Today is day 25 on Zyco Medical Testing

Laboratories’ production schedule. Three jobs
are on order:
 Solution to the Critical Ratio
Computation Example

 Job B has a critical ration of less than 1, meaning it

will be late unless rushed. Thus, it has the highest
priority. Job C is on time and Job A has some slack.
Criteria to Evaluate Priority Rules
 Job Sequencing Example

PROBLEM:

Five particular jobs are waiting to

be assigned at a manufacturing
company. Their work (processing)
times are given in the table.
Determine the sequence of
processing according to priority
rules that is (1) FCFS, (2) SPT, (3)
EDD, (4) LPT, (5) LCFS, (6) STR,
and (7) CR rules. Jobs were
assigned a letter in the order they
arrived. (Heizer)
Solution to the Job Sequencing
Example
FCFS rule
Job Processing Flow Job Due Job
Sequence Time Time Date Lateness

A 6 6 8 0
B 2 8 6 2
C 8 16 18 0
D 3 19 15 4
E 9 28 23 5
Total 28 77 11

Parameter Value
Average completion time (days) 15.4
Utilization (%) 36.36
Average number of jobs in the system 2.75
Average job lateness (days) 2.20
Solution to the Job Sequencing
Example
LPT rule
Job Proce ssing Flow Job Due Job
Se que nce Time Time Date Late ne ss

B 2 2 6 0
D 3 5 15 0
A 6 11 8 3
C 8 19 18 1
E 9 28 23 5
Total 28 65 9

Parameter Value
Average completion time (days) 13
Utilization (%) 43.08
Average number of jobs in the system 2.32
Average job lateness (days) 1.80
Solution to the Job Sequencing
Example
EDD rule

Job Processing Flow Job Due Job

Sequence Time Time Date Lateness

B 2 2 6 0
A 6 8 8 0
D 3 11 15 0
C 8 19 18 1
E 9 28 23 5
Total 28 68 6

Parameter Value
Average completion time (days) 13.6
Utilization (%) 41.18
Average number of jobs in the system 2.43
Average job lateness (days) 1.20
Solution to the Job Sequencing
Example
LPT rule

Job Processing Flow Job Due Job

Sequence Time Time Date Lateness

E 9 9 23 0
C 8 17 18 0
A 6 23 8 15
D 3 26 15 11
B 2 28 6 22
Total 28 103 48
Parameter Value
Average completion time (days) 20.6
Utilization (%) 27.18
Average number of jobs in the system 3.68
Average job lateness (days) 9.60
Solution to the Job Sequencing
Example
LCFS rule

Job Processing Flow Job Due Job

Sequence Time Time Date Lateness

E 9 9 23 0
D 3 12 15 0
C 8 20 18 2
B 2 22 6 16
A 6 28 8 20
Total 28 91 38
Parameter Value
Average completion time (days) 18.2
Utilization (%) 30.77
Average number of jobs in the system 3.25
Average job lateness (days) 7.60
Solution to the Job Sequencing
Example
STR rule
Job Processing Flow Job Due Job
Sequence Time Time Date Lateness

A 6 6 8 0
B 2 8 6 2
C 8 16 18 0
D 3 19 15 4
E 9 28 23 5
Total 28 77 11

Parameter Value
Average completion time (days) 15.4
Utilization (%) 36.36
Average number of jobs in the system 2.75
Average job lateness (days) 2.20
Solution to the Job Sequencing
Example
CR rule

Job Processing Flow Job Due Job

CR
Sequence Time Time Date Lateness

A 6 6 8 0 1.33
C 8 14 18 0 2.25
E 9 23 23 0 2.56
B 2 25 6 19 3
D 3 28 15 13 5
Total 28 96 32
Parameter Value
Average completion time (days) 19.2
Utilization (%) 29.17
Average number of jobs in the system 3.43
Average job lateness (days) 6.40
Solution to the Job Sequencing
Example
Continuous evaluation of CR rule

Job Processing Job Due Date CR (Day 6)

Sequence Time (C3-6)/C2
A 6 8 1.33
B 2 6 3
C 8 18 2.25
D 3 15 5
E 9 23 2.56
Total 28
Solution to the Job Sequencing
Example
Continuous evaluation of CR rule (Day 8)

Job Processing Job Due Date CR (Day 6)

Sequence Time (C3-6)/C2
A
B
C 8 18 1.25 (lowest)
D 3 15 2.33
E 9 23 1.67
Total 20
Solution to the Job Sequencing
Example
Continuous evaluation of CR rule (Day 6)

Job Processing Job Due Date CR (Day 6)

Sequence Time (C3-6)/C2
A
B 2 6 0 (lowest)
C 8 18 1.5
D 3 15 3
E 9 23 1.89
Total 22
Solution to the Job Sequencing
Example
Continuous evaluation of CR rule (Day 18)

Job Processing Job Due CR (Day 6)

Sequence Time Date (C3-6)/C2
A
B
C
D 3 15 0.33 (lowest)
E 9 23 0.77
Total 12
Solution to the Job Sequencing
Example

The CR continuous evaluation sequence is A-B-

C-D-E. This sequence is only coincidental to the
FCFS case. In general, CR continuous
performance tends to be always greater than or
equal to the performance of the common CR
method.
 Solution
Solution to to
thethe
Job Job Sequencing
Sequencing Example
Example
Summary of the sequencing rules

Average
Average Average
Utilization no. of jobs
Rule completion Lateness
(%) in the
time (days) (days)
system
FCFS/STR/
CR 15.4 36.4 2.75 2.2
(continuous)
SPT 13 43.1 2.32 1.8
EDD 13.6 41.2 2.43 1.2
LPT 20.6 27.2 3.68 9.6
LCFS 18.2 30.77 3.25 7.6
CR (simple) 19.2 29.17 3.43 6.4
Solution to the Job Sequencing
Example

From the example, LPT is the least effective

measurement of sequencing while SPT is
superior in three measures (average
completion time, utilization, average number
of jobs in the system) and EDD superior in
the fourth measure (average lateness).
Summary of the Dispatching Rules
 Johnson’s Rule

It is used to minimize
processing time for
sequencing N jobs through 2
work centers in the same
order. It also minimizes total
idle time on the machines
Steps in Assigning Jobs to Machines
Using Johnson’s Rule
List all the jobs and the time
each requires on a machine.

Select the job with the shortest

activity time.

If the shortest time lies with the

first machine, schedule the job
first; if it is with the second
machine, schedule the job last.

Once a job is scheduled,

eliminate it.

Apply steps 2-3 to the

remaining jobs, working
toward the center of the
sequence.
Sample problem using Johnson’s Rule

Five specialty jobs at CEAT shop must be processed through

two work centers (drill press and lathe). The time for
processing each job is summarized in the table . Schedule the
jobs using Johnson’s Rule.

Work Center 1 Work Center 2

Job
(Drill Press) (Lathe)
A 5 2
B 3 6
C 8 4
D 10 7
E 7 12
Solution to the sample problem using
Johnson’s Rule
Work Center 1 Work Center 2
Job (Drill Press) (Lathe)
A 5 2
B 3 6
C 8 4 B E D C A

D 10 7
E 7 12
Solution to the sample problem using
Johnson’s Rule
Work Center 1 Work Center 2
Job (Drill Press) (Lathe)
A 5 2
B 3 6
C 8 4 B E D C A

D 10 7
E 7 12
Time 0 3 10 20 28 33

WC
1 B E D C A

W
C2
Solution to the sample problem using
Johnson’s Rule
Work Center 1 Work Center 2
Job (Drill Press) (Lathe)
A 5 2
B 3 6
C 8 4 B E D C A

D 10 7
E 7 12
Time 0 3 10 20 28 33

WC
1 B E D C A

W
C2 B E D C A

Time 0 1 3 5 7 9 10 11 12 13 17 19 21 22 2325 27 29 31 33 35

B E D C A
Limitations of Rule-Based Dispatching
Systems

1. Scheduling is dynamic and rules

need to be revised to adjust to
changes
2. Rules do not look upstream or
downstream
3. Idle resources and bottleneck
resources in other departments
may not be recognized
Finite Scheduling
• Computerized short term
scheduling that provides
the user with graphical
interactive computing.
• Lets the scheduler to
determine the “good”
schedule
• Lets the scheduler to
make changes.
• Allows the balancing of
delivery needs and
efficiency
Theory of Constraints
A body of knowledge that
deals with anything that limits
an organization’s ability to
achieve its goals.
 Types of constraints:
 Physical
 Non-physical
Five steps process of Theory of Constraints

1. Identify the constraints.

2. Develop a plan for overcoming the

identified constraints.

3. Focus resources on accomplishing

constraints in step 2.
4. Reduce the effects of the
constraints by off-loading work or by
expanding capability.
5. Once one set of constraints is
overcome, return to the first step and
identify new constraints.
Bottleneck Work Centers
•Operation
that limits
output in the
production
sequence.
•Have less
capacity.
Techniques for dealing with Bottlenecks
Increase the capacity of the constraint.

Ensure well-trained and cross-trained

employees are available to operate.

Develop alternate routings, processing

procedures, or subcontractors.

Move inspections and tests to a position

just before the constraint/bottleneck

Schedule throughput to match the

capacity of the bottleneck.
10 Commandments for Correct Scheduling

Utilization of a non- Activating a

An hour lost at a
bottleneck resource is resource is not
determined not by its bottleneck is an
synonymous with
own capacity but by hour lost of the
some other constraints utilizing a
whole system.
in the system. resource.

The transfer batch

An hour saved at may not, and many
a non-bottleneck times should not, be
is a mirage. equal to the process
batch.
10 Commandments for Correct Scheduling

Capacity and Damage from

The amount
priority need to unforeseen
processed should
be considered problems can be
be verifiable and
simultaneously, isolated and
not fixed.
not sequentially. minimized.

Plant capacity The sum of the

local optimums is
should not be not equal to the
balanced. global optimum.
Scheduling for Product Focused Manufacturing

 Flow Shop Scheduling

 Scheduling of flow systems (medium to high
volume system)
Scheduling for Product Focused Manufacturing

 Level Material Use

 Use of frequent, high quality, small lot sizes that
contribute to JIT production.
 Used by Harley Davidson and John Deere
Level Material Use
Lower inventory levels

Faster product throughput

Improved component and product

quality

Reduced floor space requirements

Improved communication among

employees

Smoother production process

Level Material Use Scheduling

 Shortens large cycles to weekly, daily, hourly

cycle.
 In order to attain a level material use
schedule, determine:
 Minimum lot size
 Process
 Transportation time
 Containers used
Level Material Use Scheduling
 Modify the Production
Order Quantity (POQ)
 To determine desired set
up time

 Two changes that are

needed to be made:
 Radical reduction in set-up
time
 Improve material handling
Level Material Use Scheduling Example

The analyst of IMU Technology Inc determined

that a 4-hour production cycle would be sufficient for
the two departments. A set up time also that can
accommodate the 4-hour cycle could be achieved.
The following data was then developed by the
analyst.
Level Material Use Scheduling Example
Annual demand (D) = 650,000 units
Daily demand (d) = 650,000 per 250 days = 2,600 units/day
Daily production rate (p) = 5,000 units per day
POQ = 1,300 (which is the 4 hour demand; that is, 2,600 per
day per two 4 hour periods)
Holding Cost (H) = PhP 420 per year
Set up Cost (S) = to be determined
Equipment Set-up = PhP 100 per hour
Help the analyst determine the optimum set up analytically.
Solution to the Level Material Use
Scheduling Example

Now, rather than

producing
components in
large lots, IMU
Technology Inc. Can
produce in a 4-hour
cycle.
Scheduling Services
Scheduling Services Operations

Scheduling Customers
Demand management

Appointment/ First come, Most

Discount reservations First serve Critical First
Scheduling Services Operations
Scheduling Resources
Capacity management

Scheduling
Scheduling Scheduling
multiple
workforce equipment
resources
Cyclical Scheduling
 Often used in hospitals, restaurants, fire departments
and supermarkets
 Employees must be assigned to work shifts and have
days off.
 “Rotating schedule”

Develop a
Set Develop Assign
basic
scheduling work schedule to
employee
horizon pattern employees
schedule
Cyclical Scheduling Procedures
2. Identify two 3. Make a new
consecutive set of
1. Determine the days with the requirements
staffing lowest total subtracting the
requirements. requirements days worked by
and assign these the first
as days off. employee.

5. Repeat steps
4. Apply step 2 3 and 4 until all
to the new row. requirements
have been met.
Cyclical Scheduling Example

 Robinhas encountered a problem whether

how to allocate her workers that will work
each day in her shop. Each worker should
work 5 consecutive days a week and shall
have two consecutive days off. The table
below shows how she managed to allocate
her workers using cyclical scheduling.
Cyclical Scheduling Example
Cyclical Scheduling Example
The solution consists of 5 workers covering 19 working
days.
 Worker 1 – Off by Saturday and Sunday
 Worker 2 – Off by Friday and Saturday
 Worker 3 – Off by Saturday and Sunday
 Worker 4 – Off by Tuesday and Wednesday
 Worker 5 – works only on Wednesday
 Workers 3 and 4 are also off by Thursday
Scheduling Hourly Work Times – First Hour Principle
Schedule

 Assumption: Each worker works continuously for 8 hours

shift
First hour rule
Steps:
1. For the first hour, we assign a number of workers
equal to the requirement in that period.
2. For each subsequent period, assign the exact number
of additional workers to meet the requirements.
When in a period one or more workers come to the end
of their shifts, add more workers if they are needed to
meet the requirement.
Scheduling Hourly Work Times – First Hour Principle
Schedule Example

Stephie is having a dilemma regarding the work

requirements needed for the next 12 hours in
her restaurant. He asked help from Anton and
he had suggested to use the First Hour Rule in
meeting the requirements. Stephie have listed
the worker requirements:
Scheduling Hourly Work Times – First Hour Principle
Schedule Example

 Anton have come up with the work schedule shown in

the table below:

The schedule shows that four workers were assigned at 8am, 2 are added at
9 am, and another 2 are added in 10am to meet the requirement. From 10am
to 3pm, we have 8 workers on duty. There is a case of overstaffing between
noon and 4pm. The four workers assigned at 8 am finished their 8 hour shift
by 4pm, and 4 more workers are added to start their shifts. The 2 workers
that start at 9am leave by 5 pm and the number of workers drop to 6. four
new workers are assigned at 5pm. At 7 pm, there are 10 workers on duty
which is more than the required.
 References

• R. B. Chase, F. R. Jacobs and N. J. Aquilano, Operations

Management for Competitive Advantage, 11th ed., McGraw-
Hill/Irwin, The McGraw-Hill Companies, Inc., 2006

• Heizer and Render, An Introduction to Operations

Management, 8th ed., Pearson Education South Asia Pte Ltd:
Philippines, 2006, pp

• W. Stevenson, Operations Management 8th ed., McGraw-

Hill/Irvin, The McGraw-Hill Companies, Inc, 2005
END OF CHAPTER 5