Daniel Bumblauskas, Ph.D.

University of Northern Iowa

The objective of scheduling is to
allocate and prioritize demand
(generated by either forecasts or
customer orders) to available
facilities

2
CASE: DELTA AIRLINES

About 10% of Deltas flights are disrupted

per year, half because of weather
Cost is $440 million in lost revenue,
overtime pay, food and lodging vouchers
The $33 million Operations Control Center
adjusts to changes and keeps flights
flowing
Saves Delta $35 million per year

3
 Scheduling Decisions
ORGANIZATION MANAGERS SCHEDULE THE FOLLOWING
Delta Air Lines Maintenance of aircraft
Departure timetables
Flight crews, catering, gate, ticketing personnel
Arnold Palmer Operating room use
Hospital Patient admissions
Nursing, security, maintenance staffs
Outpatient treatments
University of Alabama Classrooms and audiovisual equipment
Student and instructor schedules
Graduate and undergraduate courses
Amway Center Ushers, ticket takers, food servers, security personnel
Delivery of fresh foods and meal preparation
Orlando Magic games, concerts, arena football
Lockheed Martin Production of goods
Factory Purchases of materials
Workers
4
 Start of an
Day Day Day Day Day Day Day Day activity
Job
1 2 3 4 5 6 7 8
End of an
activity
A Scheduled
activity time
allowed
Maintenance Actual work
B progress

Nonproduction
time
C
Point in time
when chart is
reviewed
Now
5
Service systems differ from manufacturing (smoothing)
MANUFACTURING SERVICES
Schedules machines Schedule staff
and materials
Inventories used to Seldom maintain inventories
smooth demand
Machine-intensive and demand Labor-intensive and demand
may be smooth may be variable
Scheduling may be bound by Legal issues may constrain
union contracts flexible scheduling
Few social or behavioral issues Social and behavioral issues
may be quite important

6
 Good production systems require
that managers address three issues
that are pervasive and fundamental
to operations management:
eliminate waste, remove variability,
and improve throughput

7
TOYOTA MOTOR CORP.

Largest vehicle manufacturer in the

world with annual sales of over 9 million
vehicles
Success due to two techniques, JIT and
Toyota Production System (TPS)
Continual problem solving is central to
JIT
Eliminating excess inventory makes
problems immediately evident
8
TOYOTA MOTOR CORP.
Central to TPS is employee learning and
a continuing effort to produce products
under ideal conditions
Respect for people is fundamental
Small building but high levels of
production
Subassemblies are transferred to the
assembly line on a JIT basis
High quality and low assembly time per
vehicle 9
10
 Waste is anything that does not add value from the
customer point of view
Storage, inspection, delay, waiting in queues, and
defective products do not add value and are 100%
waste
Other resources such as energy, water, and air are
often wasted
Efficient, sustainable production minimizes inputs,
reduces waste
Traditional housekeeping has been expanded to the
5Ss
11
Overproduction
Queues
Transportation
Inventory
Motion
Overprocessing
Defective products
12
 Broader than JIT in that it is externally focused on
the customer
Starts with understanding what the customer wants
Optimize the entire process from the customers
perspective

13
Lean systems tend to have the following attributes
Use JIT techniques
Build systems that help employees produce perfect parts
Reduce space requirements
Develop partnerships with suppliers
Educate suppliers
Eliminate all but value-added activities
Develop employees
Make jobs challenging
Build worker flexibility 14
Sort/segregate when in doubt, throw it out
Simplify/straighten methods analysis tools
Shine/sweep clean daily
Standardize remove variations from processes
Sustain/self-discipline review work and recognize
progress

15
 Sort/segregate when in doubt, throw it
out
Simplify/straighten methods analysis
tools
Two additional Ss
Shine/sweep clean daily
Safety built in good practices
Standardize remove variations from
Support/maintenance reduce
processes
variability and unplanned
Sustain/self-discipline downtime
review work
and recognize progress

16
 Kanban is the Japanese word for card
The card is an authorization for the next container of material
to be produced
A sequence of kanbans
pulls material through
the process
Many different sorts of
signals are used, but
the system is still called
a kanban
17
Signal marker hanging on post
for part Z405 shows that
production should start for that
part. The post is located so that
workers in normal locations can
easily see it.

Signal marker on stack of boxes

Part numbers mark location of

specific part

18
Material/Parts Final Finished Customer
Supplier assembly goods order

Work
cell

Kanban
Kanban Kanban

19
 When the producer and user are not in visual contact, a card can be
used; otherwise, a light or flag or empty spot on the floor may be
adequate
Usually each card controls a specific quantity or parts although multiple
card systems may be used if there are several components or if the lot
size is different from the move size
Kanban cards provide a direct control and limit on the amount of work-
in-process between cells
If there is an intermediate storage area, a two-card system can be used
with one card circulating between the user and storage area and the
other between the storage area and the producing area
20
 The objective of
maintenance and
reliability is to maintain
the capability of the
system

21
ORLANDO UTILITIES COMMISSION
Maintenance of power generating plants
Every year each plant is taken off-line for 1-
3 weeks maintenance
Every three years each plant is taken off-
line for 6-8 weeks for complete overhaul
and turbine inspection
Each overhaul has 1,800 tasks and
requires 72,000 labor hours
OUC performs over 12,000 maintenance
tasks each year
22
ORLANDO UTILITIES COMMISSION
Every day a plant is down costs OUC
$110,000
Unexpected outages cost between
$350,000 and $600,000 per day
Preventive maintenance discovered a
cracked rotor blade which could have
destroyed a $27 million piece of equipment

23
 Maintenance is all activities involved in keeping a
systems equipment in working order
1. Implementing or improving preventive
maintenance
2. Increasing repair capability or speed
Reliability is the probability that a machine will
function properly for a specified time
1. Improving individual components
2. Providing redundancy

24
 R1 R2 R3

.90 .80 .99 Rs

Reliability of the process is

Rs = R1 x R2 x R3 = .90 x .80 x .99 = .713 or 71.3%

25
 Basic unit of measure for reliability

Number of failures
FR(%) = x 100%
Number of units tested

Number of failures
FR(N) =
Number of unit-hours of operating time

Mean time between failures

1
MTBF =
FR(N)
26
 R1
Increased reliability 0.95
R2 R3
through parallel
0.975 0.975
redundancy R4
0.95
Reliability for
= R2 x R3 = .975 x .975 = .9506
the middle path

Probability of failure
= (1 0.95) x (1 .9506) x (1 0.95)
for all 3 paths
= (.05) x (.0494) x (.05) = .00012

Reliability of new design = 1 .00012 = .99988

27
 Total
costs
Two types of maintenance
Preventive maintenance routine Preventive
inspection and servicing to keep facilities in maintenance
good repair costs

Costs
Breakdown maintenance emergency or
priority repairs on failed equipment
Breakdown
maintenance
costs

Maintenance commitment
Optimal point (lowest
cost maintenance policy)

Traditional View 28
Run it till it breaks
If it isnt broke, dont fix it
Might be ok for low criticality equipment or
redundant systems
Could be disastrous for mission-critical
plant machinery or equipment
Not permissible for systems that could
imperil life or limb (like aircraft)
29
Fix it whether or not it is broken
Scheduled replacement or adjustment of
parts/equipment with a well-established
service life
Typical example plant relamping
Sometimes misapplied
Replacing old but still good bearings
Over-tightening electrical lugs in switchgear

30
 Predictive maintenance Using advanced
technology to monitor equipment and predict
failures
Using technology to detect and predict imminent
equipment failure
Visual inspection and/or scheduled measurements of
vibration, temperature, oil and water quality
Measurements are compared to a healthy baseline
Equipment that is trending towards failure can be
scheduled for repair

31
MAINTENANCE RESOURCES/ TECHNOLOGY APPLICATION
STRATEGY ADVANTAGES DISADVANTAGES REQUIRED EXAMPLE
Breakdown No prior work Disruption of May need labor/parts at odd Office copier
required production, hours
injury or death
Preventive Work can be Labor cost, may Need to obtain labor/parts for Plant
scheduled replace healthy repairs relamping,
components machine
lubrication
Predictive Impending Labor costs, costs Vibration, IR analysis Vibration and
failures can for detection equipment or purchased oil analysis of
be detected equipment and services a large
& work services gearbox
scheduled

32
The study of waiting lines
Waiting lines are common situations
Useful in both
manufacturing
and service
areas
 Common Queuing Situations
SITUATION ARRIVALS IN QUEUE SERVICE PROCESS
Supermarket Grocery shoppers Checkout clerks at cash register
Highway toll booth Automobiles Collection of tolls at booth
Doctors office Patients Treatment by doctors and nurses
Computer system Programs to be run Computer processes jobs
Switching equipment to forward
Telephone company Callers
calls
Bank Customer Transactions handled by teller
Machine maintenance Broken machines Repair people fix machines
Harbor Ships and barges Dock workers load and unload
 Population of Arrivals Queue Service Exit the system
dirty cars from the (waiting line) facility
general
population
Daves
Car Wash

Enter Exit

Arrivals to the system In the system Exit the system

Arrival Characteristics Waiting-Line Service Characteristics

Size of the population Characteristics Service design
Behavior of arrivals Limited vs. Statistical distribution of
Statistical distribution of unlimited service
arrivals Queue discipline
 Limited or unlimited queue length
Queue discipline - first-in, first-out (FIFO)
is most common
Other priority rules may be used in special
circumstances
A family dentists office

Queue
Service Departures
Arrivals facility after service

Single-server, single-phase system

A McDonalds dual-window drive-through

Queue
Phase 1 Phase 2 Departures
Arrivals service service
after service
facility facility

Single-server, multiphase system

Most bank and post office service windows

Service
facility
Channel 1
Queue
Service Departures
Arrivals facility
after service
Channel 2

Service
facility
Channel 3

Multi-server, single-phase system

Some college registrations

Phase 1 Phase 2
service service
Queue facility facility
Channel 1 Channel 1
Departures
Arrivals after service
Phase 1 Phase 2
service service
facility facility
Channel 2 Channel 2

Multi-server, multiphase system