Operations Management

Peeyush Pandey
Assistant Professor
IIM Rohtak
Learning Objectives

1. What is the importance of scheduling in operations management ?

2. How are operations scheduled in a flow shop? What are the well
known algorithms used for flow shop scheduling ?

3. How is the scheduling of a job shop is done ?

4. Scheduling in service organization

Scheduling of Operations

A planning tool for the short term

Provides an opportunity to make use of new information as we approach
real time

A methodology to fine tune planning and decision making due to the

occurrence of random events

Enables organizations to focus on micro-resources, a single machine, a

set of workers and so on. Such a focus is neither possible nor warranted at
the medium or long term planning.
Planning Context in the short term

How do we assign the jobs to various work centers ?

Within each work center, how do we rank order the jobs ?

How do we assign other resources such as skilled workers and material

handling devices to the operating system ?

How do we react to a breakdown in the system ?

How do we measure the performance of the operating system ?

Scheduling

Alternative Terminologies
Loading a planning methodology to assign resources in an operating
system with adequate number of jobs during the planning horizon (of say a
week)

Scheduling- rank ordering the jobs in front of each resource with a view
to maximize some chosen performance measure

Routing- order in which the resources available

Example

During a planning horizon, the manufacturer needs to first

assign five jobs to the five machines that are in one section of
the factory.
Machine 1 Machine 2 Machine 3 Machine 4 Machine 5
Job 1 15 17 16 22 18
Job 2 16 19 20 19 16
Job 3 19 20 17 19 20
Job 4 17 23 22 18 14
Job 5 20 19 24 16 17
 Machine 1 Machine 2 Machine 3 Machine 4 Machine 5
Job 1 0 2 1 7 3
Job 2 0 3 4 3 0
Job 3 2 3 0 2 3
Job 4 3 9 8 4 0
Job 5 4 3 8 0 1
 Machine 1 Machine 2 Machine 3 Machine 4 Machine 5
Job 1 0 0 1 7 3
Job 2 0 1 4 3 0
Job 3 2 1 0 2 3
Job 4 3 7 8 4 0
Job 5 4 1 8 0 1
 Machine 1 Machine 2 Machine 3 Machine 4 Machine 5
Job 1 0 0 1 7 3
Job 2 0 1 4 3 0
Job 3 2 1 0 2 3
Job 4 3 7 8 4 0
Job 5 4 1 8 0 1

Total time = 17+16+17+14+16 = 80 hours

Example 2

Typesetter
A B C
Job
R-34 $11 $14 $ 6
S-66 $ 8 $10 $11
T-50 $ 9 $12 $ 7

Typesetter Typesetter
A B C A B C
Job Job
R-34 $ 5 $ 8 $ 0 R-34 $ 5 $ 6 $ 0
S-66 $ 0 $ 2 $ 3 S-66 $ 0 $ 0 $ 3
T-50 $ 2 $ 5 $ 0 T-50 $ 2 $ 3 $ 0
Typesetter Because only two lines are needed to
A B C cover all the zeros, the solution is not
Job optimal
R-34 $ 5 $ 6 $ 0
S-66 $ 0 $ 0 $ 3
T-50 $ 2 $ 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
Smallest uncovered number

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

Because three lines are needed, the

solution is optimal and assignments
can be made Typesetter
A B C
Job
R-34 $ 3 $ 4 $ 0
S-66 $ 0 $ 0 $ 5
T-50 $ 0 $ 1 $ 0
 Example 2

Typesetter Typesetter
A B C A B C
Job Job
R-34 $11 $14 $ 6 R-34 $ 3 $ 4 $ 0
S-66 $ 8 $10 $11 S-66 $ 0 $ 0 $ 5
T-50 $ 9 $12 $ 7 T-50 $ 0 $ 1 $ 0

From the original cost table

Minimum cost = $6 + $10 + $9 = $25
Scheduling Context
Number of jobs (n)
Number of machines (m)
Shop Configuration
Flow shop
Job Shop
Cellular Manufacturing System
Job Priorities
FCFS, SPT, LPT, EDD, Random
Performance Measures
Due date based: lateness, tardiness
Completion based: Flow time, make span
Inventory/cost based
 Pure Flow Shop
A graphical illustration
In a flow shop, the resources are organized one after the other in the order
the jobs are processed
A pure flow shop is one in which all the jobs visit all the machines in the
same order (beginning at machine 1 and ending at machine m)
In a mixed flow shop, some jobs are allowed to skip machines in between

Job 1
Job 2
Machine
1
Machine
2
Machine
3
... Machine
m
Job n
Job Shop
A graphical illustration

Job 1: 1-4-2-5-6
Machine Machine Job 2: 2-3-4-7-5-6
1 3 Job 3: 3-2-1-4-6-7
Job 1
Machine
6
Job 2
Machine
4

Machine Machine
2 7
Job 3
Machine
5

In a job shop, machines are not organized in any processing order. Rather
similar type of resources is grouped together
Scheduling Rules

Shortest processing time (SPT)

Longest processing time (LPT)
Earliest Due Date (EDD)
First Cum First Served (FCFS)
Random Order (RAN)
Critical Ratio (CR): Critical ratio estimates the criticality of the job by computing a
simple ratio using processing time information and due date. A smaller value of CR
indicates that the job is more critical.

Re maining time ( Due Date Current Date)

Critical Ratio (CR)
Re maining Work Re maining Pr oces sin g Time
Performance Criterion
Completion based measures
Flow time is defined as the elapsed time between releasing a job into the
shop and the time of completion of processing of the job

Release time of the job: Ri

Completion time of the job: Ci

Flow time of the job: Fi = (Ri Ci)

Make span is defined as the time taken to complete all the jobs released
into the shop for processing
Make span (Max. Completion time): Cmax max {Ci }
i
Performance Criterion

Due date based measures

Lateness defined as the difference between completion time and due date.

If the due date for a job i is denoted as Di, then

Lateness of the job: Li = (Ci Di)

If a job is completed ahead of time, instead of computing a negative value

for Li if we take zero, then the resulting measure is known as tardiness

Tardiness of the job: Ti = max(0, Li)

Example 3

Apply the four popular scheduling rules to these five jobs

(Processing Time) Due Date

Job (Days) (Days)
A 6 8
B 2 6
C 8 18
D 3 15
E 9 23
Sequencing Example

FCFS: Sequence A-B-C-D-E

(Processing) Flow
Sequence Time Time Due Date Tardiness
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
28 77 11
Sequencing Example

FCFS: Sequence A-B-C-D-E

Sum of total flow time

Average Flow time = Number of jobs
= 77/5 = 15.4 days

Average number of Sum of total flow time

jobs in the system = = 77/28 = 2.75 jobs
Total job processing time

Total late days

Average job tardiness = Number of jobs = 11/5 = 2.2 days
SPT: Sequence B-D-A-C-E
(Processing Flow
Sequence Time) Time Due Date Tardiness
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
28 65 9
Sequencing Example

SPT: Sequence B-D-A-C-E

Sum of total flow time

Average Flow time time = Number of jobs
= 65/5 = 13 days

Average number of Sum of total flow time

jobs in the system = = 65/28 = 2.32 jobs
Total job processing time

Total late days

Average job tardiness = Number of jobs = 9/5 = 1.8 days
Sequencing Example

EDD: Sequence B-A-D-C-E

(Processing Flow
Sequence Time) Time Due Date Tardiness
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
28 68 6
Sequencing Example

EDD: Sequence B-A-D-C-E

Sum of total flow time

Average flow time = Number of jobs = 68/5 = 13.6 days

Average number of jobs Sum of total flow time

in the system = = 68/28 = 2.43 jobs
Total job processing time

Total late days

Average job tardiness = Number of jobs = 6/5 = 1.2 days
Sequencing Example

LPT: Sequence E-C-A-D-B

Flow
Sequence (Processing) Time Time Due Date Tardiness
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
28 103 48
Sequencing Example

LPT: Sequence E-C-A-D-B

Sum of total flow time

Average flow time = = 103/5 = 20.6 days
Number of jobs

Average number of Sum of total flow time

jobs in the system = = 103/28 = 3.68 jobs
Total job processing time

Total late days

Average job tardiness = Number of jobs = 48/5 = 9.6 days
Sequencing Example

Summary of Rules
Average
Average Flow Number of Jobs Average
Rule Time in System Tardiness
FCFS 15.4 2.75 2.2

SPT 13.0 2.32 1.8

EDD 13.6 2.43 1.2

LPT 20.6 3.68 9.6

Scheduling of Flow Shops
Johnsons Rule
Step 1: Let t1i denote the processing time of job i in machine 1 and t2i denote
the processing time in machine 2.
Step 2: Identify the job with the least processing time in the list. If there are
ties, break the tie arbitrarily.
a) If the least processing time is for machine 1, place the job at the
front of the sequence immediately after any jobs already
scheduled
b) If the least processing time is for machine 2, place the job at the
back of the sequence immediately before any jobs already
scheduled
c) Remove job i from the list.
Step 3. If there are no more jobs to be scheduled go to step 4. Otherwise go
to step 1.
Step 4. The resulting sequence of jobs is the best schedule to minimize the
make span of the jobs.
 Johnsons Rule

Processing time
Job No
Machine 1 Machine 2
1 4 7
2 6 3
3 2 3
4 7 7
5 8 6

Job 3 Job 1 Job 4 Job 5 Job 2

Machine 1 3 3 1 1 1 1 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 2 2 2 2 2 2

Machine 2 3 3 3 1 1 1 1 1 1 1 4 4 4 4 4 4 4 5 5 5 5 5 5 2 2 2

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Time units
Scheduling in Service Industry
 Day Mon Tue Wed Thu Fri Sat Sun
Demand 2 4 3 4 6 5 5
Worker 1 2 4 3 4 6 5 5
Worker 2 2 4 2 3 5 4 4
Worker 3 1 3 2 3 4 3 3
Worker 4 1 3 1 2 3 2 2
Worker 5 0 2 1 2 2 1 1
Worker 6 0 1 1 2 1 0 0
Worker 7 0 0 0 1 0 0 0
Day Worker 1 Worker 2 Worker 3 Worker 4 Worker 5 Worker 6 Worker 7
Demand 2 4 3 4 6 5 5
Worker 1 2 4 3 4 6 5 5
Worker 2 2 4 2 3 5 4 4
Worker 3 1 3 2 3 4 3 3
Worker 4 1 3 1 2 3 2 2
Worker 5 0 2 1 2 2 1 1
Worker 6 0 11 11 22 11 0 0
Worker 7 0 0 0 1 0 0 0
 Retail Store Workforce Scheduling Problem (D-Mart)
Over Staffing 0 0 0 1 7 14 2 2 0 2
Under Staffing 7 8 1 0 0 0 0 0 6 0
Period 1 2 3 4 5 6 7 8 9 10
Demand 14 15 8 13 7 7 5 12 13 5
Employee
1 w w b w w w r r r r
2 w w b w w w r r r r
3 w w b w w w r r r r
4 w w b w w w r r r r
5 w w b w w w r r r r
6 w w b w w w r r r r
7 w w b w w w r r r r
8 r r w w b w w w r r
9 r r w w b w w w r r
10 r r w w b w w w r r
11 r r w w b w w w r r
12 r r w w b w w w r r
13 r r w w b w w w r r
14 r r w w b w w w r r
15 r r r r w w b w w w
16 r r r r w w b w w w
17 r r r r w w b w w w
18 r r r r w w b w w w
19 r r r r w w b w w w
20 r r r r w w b w w w
21 r r r r w w b w w w
Total Understaffing =
Total Overstaffing = 28 22
36
 Improved Workforce Schedule

Over Staffing 0 0 3 1 7 9 5 0 0 0
Under Staffing 6 7 0 0 0 0 0 0 6 0
Period 1 2 3 4 5 6 7 8 9 10
Demand 14 15 8 13 7 7 5 12 13 5
Employee
1 w w w b w w r r r r
2 r r r r b w w w w w
3 r r w w w b w w r r
4 w w w b w w r r r r
5 r r r r w w w w b w
6 w w b w w w r r r r
7 r r r w w w w b w r
8 r r w w w w b w r r
9 w w w w w b r r r r
10 r r w w b w w w r r
11 r r r w w b w w w r
12 w w w w b w r r r r
13 w w w w w b r r r r
14 r r r r w b w w w w
15 r r r r w w b w w w
16 w w w w b w r r r r
17 r r r w w w b w w r
18 w w w w b w r r r r
19 r r r r b w w w w w
20 r r w w b w w w r r
21 r r b w w w w w r r
Total Overstaffing = 25 Total Understaffing = 19

37
Optimal Schedule

Over Staffing 0 0 1 0 8 1 1 0 0 1
Under Staffing 5 6 0 0 0 0 0 2 3 0
Period 1 2 3 4 5 6 7 8 9 10
Demand 14 15 8 13 7 7 5 12 13 5
Employee
1 r r r w w b w w w r
2 r r r r w b w w w w
3 r r r w w w b w w r
4 r r r r b w w w w w
5 w w w w w b r r r r
6 r r r w w w b w w r
7 w w w w w b r r r r
8 w w w w w b r r r r
9 w w w w w b r r r r
10 w w w w w b r r r r
11 w w w w w b r r r r
12 w w w w w b r r r r
13 r r r r w b w w w w
14 r r r r w w b w w w
15 w w w w b w r r r r
16 r r r w w w b w w r
17 w w w w b w r r r r
18 r r r r b w w w w w
19 r r r r w b w w w w
20 r r r r r r r r r r
21 r r r r r r r r r r
Total Overstaffing =
Total Understaffing = 16 12

38
Chapter Highlights

The scheduling context relates to the number of jobs and

machines in the system and the physical configuration of the
machines.
Flow shop and Job shops are two alternatives for configuration
of a manufacturing system.
Job shops are far more complex to schedule than flow shops.
Johnsons algorithm provides an optimal schedule for a two
machine n job problem using the shortest processing time
rule for scheduling.