Scheduling

Scheduling
y

Scheduling: Establishing the timing of the use of equipment, facilities and human activities in an organization Effective scheduling can yield
Cost savings Increases in productivity

16-2

HighHigh-Volume Systems
y

Flow system: High-volume system with

Standardized equipment and activities

Flow-shop scheduling: Scheduling for highvolume flow system

Work Center #1

Work Center #2

Output

16-3

Scheduling Manufacturing Operations

High-volume Intermediatevolume Low-volume Service operations
Build A A Done Build B B Done Build C C Done Build D Ship On time!

JAN

FEB

MAR

APR

MAY

JUN

16-4

HighHigh-Volume Success Factors

y y y y y y

Process and product design Preventive maintenance Rapid repair when breakdown occurs Optimal product mixes Minimization of quality problems Reliability and timing of supplies
16-5

IntermediateIntermediate-Volume Systems
y

Outputs are between standardized highvolume systems and made-to-order job shops
Run size, timing, and sequence of jobs

Economic run size:

Q0 !

2DS p H p u
16-6

Scheduling Low-Volume Systems LowLoading - assignment of jobs to process centers y Sequencing - determining the order in which jobs will be processed y Job-shop scheduling
y

Scheduling for low-volume systems with many variations in requirements

16-7

Gantt Load Chart

y

Gantt chart - used as a visual aid for loading and scheduling

Work Mon. Tues. Wed. Thurs. Fri. Center 1 Job 3 Job 4 2 Job 3 Job 7 3 Job 1 Job 6 Job 7 4 Job 10

16-8

Loading
y

Infinite loading jobs are assigned to work centers without regard for the capacity of the work center. Finite loading jobs are assigned to work centers taking into account the work center capacity and job processing times Vertical loading Horizontal loading
16-9

y y

Loading (contd)
y

Forward scheduling scheduling ahead from some point in time. Backward scheduling scheduling by working backwards in time from the due date(s). Schedule chart a form of Gantt chart that shows the orders or jobs in progress and whether they are on schedule.
16-10

Sequencing
y

Sequencing: Determine the order in which jobs at a work center will be processed. Workstation: An area where one person works, usually with special equipment, on a specialized job.

16-11

Sequencing
y

Priority rules: Simple heuristics used to select the order in which jobs will be processed.

Job time: Time needed for setup and processing of a job.

16-12

Priority Rules
y y y y y y

FCFS - first come, first served SPT- shortest processing time EDD - earliest due date CR - critical ratio S/O - slack per operation Rush - emergency

Top Priority

16-13

Assumptions of Priority Rules

The setup of jobs is known y Setup time is independent pf processing sequence y Setup time is deterministic y There will be no interruptions in processing such as:
y

Machine breakdowns Accidents Worker illness

16-14

Two Work Center Sequencing

y

Johnsons Rule: technique for minimizing

completion time for a group of jobs to be processed on two machines or at two work centers.

y y

Minimizes total idle time Several conditions must be satisfied

16-15

Johnsons Rule Conditions

y y y y y

Job time must be known and constant Job times must be independent of sequence Jobs must follow same two-step sequence Job priorities cannot be used All units must be completed at the first work center before moving to second
16-16

Johnsons Rule Optimum Sequence

1. List

the jobs and their times at each work center 2. Select the job with the shortest time 3. Eliminate the job from further consideration 4. Repeat steps 2 and 3 until all jobs have been scheduled

16-17

Scheduling Difficulties
y

Variability in
Setup times Processing times Interruptions Changes in the set of jobs

No method for identifying optimal schedule y Scheduling is not an exact science y Ongoing task for a manager
y

16-18

Minimizing Scheduling Difficulties

y y y

Set realistic due dates Focus on bottleneck operations Consider lot splitting of large jobs

16-19

Theory of Constraints
The Theory of Constraints Goal is to maximize flow through the entire system y Emphasizes balancing flow y Improve performance of bottleneck:
y

Determine what is constraining the operation Exploit the constraint Subordinate everything to the constraint Determine how to overcome the constraint Repeat the process for the next constraint
16-20

Theory if Constraints Metrics

Throughput the rateat which the system generates money through sales y Physical assets the total system investment
y

Inventory Buildings and land Plant and equipment

y

Operating expense money the system spends to convert inventory into throughput
16-21

Scheduling Services Considerations

y

Scheduling services different from manufacturing

Inability to store or inventory services Random nature of customer requests for service

Point of customer contact

Back-office operations Front-office operations

16-22

Scheduling Services
y y y y

Appointment systems
Controls customer arrivals for service

Reservation systems
Estimates demand for service

Scheduling the workforce

Manages capacity for service

Scheduling multiple resources

Coordinates use of more than one resource
16-23

Yield Management
Yield Management the application of pricing strategies to allocate capacity among various categories of demand. y The goal is to maximize the revenue generated by the fixed capacity y Fixed capacity
y

Hotel, motel rooms Airline seats

y

Unsold rooms or seats cannot be carried over

16-24

Cyclical Scheduling
Hospitals, police/fire departments, restaurants, supermarkets y Rotating schedules
y

Set a scheduling horizon Identify the work pattern Develop a basic employee schedule Assign employees to the schedule

16-25

Service Operation Problems

Cannot store or inventory services y Customer service requests are random y Scheduling service involves
y

Customers Workforce Equipment

16-26