CH 017

Chapter 17
CHAPTER 17
OPERATIONS SCHEDULING
Review and Discussion Questions
1. What are the objectives of work-center scheduling?
The objective can vary but include: meeting due dates, minimizing lead time, minimizing setup times and cost, minimizing work-in-process inventory, and maximizing machine and/or
worker utilization.
2. Distinguish between a job shop, a GT cell, and a flow shop.
A job shop may have the flow of products going in any direction between departments.
A GT cell is somewhere in between a job shop and a flow shop in terms of product flow.
A flow shop has the flow of products going in a specific sequence for all products.
3. What practical considerations are deterrents to using the SOT rule?
Perhaps one will encounter a situation whereby those jobs with the shortest operations times
are least urgent than those with long due-dates. Also long jobs will always be preempted in a
dynamic shop so they may never be completed.
A good example would be applying this rule to all student assignments (including term
papers) for one semester. At the beginning of the semester, this works quite well, but it
results in the term papers being postpone until immediately before their due-date, typically
resulting in inadequate time to complete the term paper.
4. What priority rule do you use in scheduling your study time for midterm examinations? If
you have 5 exams to study for, how many alternative schedules exists?
Most students will probably respond that they use either FCFS (first things first) or SOT.
After understanding the chapters material, they should use SOT and have one schedule, but
many will respondtwo or more schedules.
The are 5! possible schedules or 5 x 4 x 3 x 2 x 1 or 120 schedules.
5. The SOT rule provides an optimal solution in a number of evaluation criteria. Should the
manager of a bank use the SOT rule as a priority rule? Why?
Even though the SOT rule is optimal, the bank manager may still choose the FIFO rule for
customer sequencing in order to keep the sense of fairness; whoever comes in first, gets
served first.
230
Chapter 17
6. Data integrity is a big deal in industry? Why?

Data inaccuracy coupled with computer usage simply speeds up the mess and results in
serious problems, such as excess inventory, stockouts, missed due dates, costing inaccuracies,
etc.
7. Why does batching cause so much trouble in job shops?
Batching can appear to improve efficiency and reduce setups. However, in some situations
batching can lead to split lots, broken setups, lost parts, defects, late deliveries, large WIPs
and the hockey stick phenomenon.
8. What job characteristics would lead you to schedule jobs according to longest processing
time first?
If the jobs with the longest processing times were also those with the least slack time or were
critical to downstream operations, LOT might be used in lieu of SOT. The resultant
minimization of idle time might also be highly important.
9. Why is managing bottlenecks so important in job-shop scheduling?
The bottlenecks constrain capacity and limit throughput. Poor bottleneck management can
lead to large WIPs. More on this topic in Chapter 18.
10. Under what conditions is the assignment method appropriate?
The assignment method is appropriate when there are n things to be distributed to n
destinations, each thing must be assigned to one and only one destination, and only one
evaluation criterion can be used.
11. How might planning for a special customer affect the personnel schedule in a service?
Since services are often very labor intensive, meeting the special requirements of important
customers can lead to difficulties in scheduling. This can make it difficult to schedule two
consecutive days off. The Brown and Tivrewala heuristic can aid in remedying this problem.
231
Operations Scheduling
Problems
Problem
Type of Problem
Priority
rules
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
18
17
Consecutive
days-off
First hour
principle
Difficulty
Assignment
New
Problem
Johnsons
rule
Yes
Easy
Easy
Moderate
Easy
Moderate
Moderate
Moderate
Easy
Easy
Moderate
Difficult
Moderate
Moderate
Moderate
Moderate
Moderate
Easy
Moderate
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Modified
Problem
Check
figure in
Appendix
A
Yes
Yes
Yes
Yes
Yes
Yes
1.
Car
Customer pick-up
time
A
B
C
Remaining
overhaul time
10
17
15
Number of
remaining
operations
1
2
3
4
5
1
Slack
Slack per remaining

operations
6
12
14
6.0
6.0
4.7
Select car C first, then A and B tie for second.

2.
Period
Requirement
Assigned
On duty
8AM
9AM
10AM
11AM
Noon
1PM
2PM
3PM
4PM
5PM
6PM
7PM
2
2
2
3
1
3
5
2
5
8
3
8
8
2
8
6
0
7
5
0
5
8
6
8
8
2
8
6
0
8
4
0
8
3
1
3
232
Chapter 17
3.
Job
1
2
3
4
5
6
7
Process A Time
9
8
7
6
1
2
4
Process B Time
6
5
7
3
8
6
7
Order of Selection
6th
5th
7th
3rd
1st
2nd
4th
Position in Sequence
5th
6th
4th
7th
1st
2nd
3rd
Time
0
10
30
40
Machine
A 56 7
20
4.
Day
Requirements
Worker 1
Worker 2
Worker 3
Worker 4
M
2
2
1
1
0
Tu
2
2
2
1
1
W
1
1
1
0
0
233
Th
3
3
2
1
0
F
3
3
2
1
0
S
4
4
3
2
1
Su
2
2
1
1
0
50
5. a. SOT
Job
D
B
H
G
F
C
A
E
Time
1
3
4
5
6
7
8
10
Flow time
1
4
8
13
19
26
34
44
Total flow time is 149 days, mean flow time is 149/8 = 18.625 days.
b
Scheduling E and G first, then using SOT, the following schedule results:
Job
E
G
D
B
H
F
C
A
Time
10
5
1
3
4
6
7
8
Flow time
10
15
16
19
23
29
36
44
Total flow time is 192 days, mean flow time is 192/8 = 24.000 days. Alternate schedules could be
developed, such as a due-date schedule.
234
Chapter 17
6.
Jobs
1
11
10
12
Individuals
Row reduction
Jobs
1
Individuals
235
Column reduction
Jobs
1
Individuals
Jobs
1
Individuals
236
Chapter 17
Optimal solution
Jobs
1
A
Individuals
Optimal solution
Assign
B
A
C
D
Cost (thousands)
$3
3
2
9
$17
1
3
4
2
Total
7.
Job
1
2
3
4
5
Processing time Delay time Total time Due date

2
12
14
27
5
8
13
18
9
15
24
25
7
9
16
26
4
22
28
24
Sequences:
Critical ratio would be 5,3,2,4,1
Earliest due date: 2,5,3,4,1
Shortest processing time: 2,1,4,3,5
237
CR
1.93
1.38
1.04
1.63
0.86
8. Answers may vary.
Day
Requirements
Auditor 1
Auditor 2
Auditor 3
Auditor 4
Auditor 5
M
3
3
3
2
1
1
Tu
2
2
2
2
1
1
W
3
3
2
2
1
0
Th
5
5
4
3
2
1
F
4
4
3
2
1
0
S
3
3
2
1
1
0
Su
4
4
3
2
2
1
Day
Requirements
Adams
Chang
Klein
Ramirez
Sampson
M
4
4
3
2
2
1
Tu
3
3
3
2
1
1
W
2
2
2
2
1
1
Th
3
3
2
2
1
0
F
4
4
3
2
1
0
S
5
5
4
3
2
1
Su
4
4
3
2
2
1
9.
10.
Job
A
B
C
D
E
Process I Time
4
16
8
12
3
Process II Time
5
14
7
11
9
Order of Selection
2nd
5th
3rd
4th
1st
2nd
3rd
5th
4th
1st
Time
0
E A
20
30
40
50
Process
10
II
238
60
Chapter 17
11.
Machine
1
65
50
60
55
80
30
75
125
50
40
75
35
85
95
45
60
40
115
130
110
90
85
40
80
95
145
60
55
45
85
Machinist
Row reduction would not change the matrix. Column reduction follows.
Machine
1
35
15
20
10
40
40
85
45
45
50
30
75
85
70
60
50
35
55
115
25
15
45
Machinist
239
Machine
1
30
10
15
35
40
85
45
45
50
25
70
80
65
60
50
35
55
115
25
15
45
Machinist
Machine
1
25
10
10
30
45
85
10
40
40
45
20
65
75
60
60
55
35
55
10
115
30
15
45
10
Machinist
240
Chapter 17
Machine
1
25
10
10
30
45
85
10
40
40
45
20
65
75
60
60
55
35
55
10
115
30
15
45
10
Machinist
Optimal solution
Assign
Cost
0
30
45
40
40
45
200
dummy
A
B
C
D
E
F
1
5
2
3
4
Total
12.
Area
1
Bob
1400
1800
700
1000
Dave
600
2200
1500
1300
Nick
800
1100
1200
500
Dick
1000
1800
2100
1500
Associate
241
Row reduction
Area
1
Bob
700
1100
300
Dave
1600
900
700
Nick
300
600
700
Dick
800
1100
500
Associate
Column reduction
Area
1
Bob
700
500
300
Dave
1000
900
700
Nick
300
700
Dick
200
1100
500
Associate
242
Chapter 17
Area
1
Bob 700 300
100
Dave 0 800 900 500

Associate
Nick 500 0 900 0
Dick
1100 300
Optimal
Area
1
Bob
700
300
100
Dave
800
900
500
Nick
500
900
Dick
1100
300
Assign
Bob
Dave
Nick
Dick
Total
3
1
4
2
Associate
Optimal solution
Cost
$700
600
500
1800
$3600
243
13.
Job
1
2
3
4
5
6
7
8
9
10
14.
Customizing
Time
3.0
2.0
2.5
0.7
1.6
2.1
3.2
0.6
1.1
1.8
Painting Time
1.2
0.9
1.3
0.5
1.7
0.8
1.4
1.8
1.5
0.7
Order of Selection
7th
5th
8th
1st
10th
4th
9th
2nd
6th
3rd
a. FCFS
Job Processing time Due date
A
4
20
B
12
30
C
2
15
D
11
16
E
10
18
F
3
5
G
6
9
Total flow time
Mean flow time
244
Flow
time
4
16
18
29
39
42
48
196
28
6th
7th
5th
10th
3rd
8th
4th
1st
2nd
9th
Chapter 17
b. SOT
C
2
15
F
3
5
A
4
20
G
6
9
E
10
18
D
11
16
B
12
30
Total flow time
Mean flow time
Flow
time
2
5
9
15
25
36
48
140
20
c. STR
Job Processing time Due date Slack Flow time
F
3
5
2
3
G
6
9
3
9
D
11
16
5
20
E
10
18
8
30
C
2
15
13
32
A
4
20
16
36
B
12
30
18
48
Total flow time
178
Mean flow time
25.4
d. DD
F
3
5
G
6
9
C
2
15
D
11
16
E
10
18
A
4
20
B
12
30
Total flow time
Mean flow time
245
Flow
time
3
9
11
22
32
36
48
161
23
e. Summary
Priority rule
FCFS
SOT
STR
DD
Mean flow time (days)

28.0
20.0
25.4
23.0
15.
Job
A
B
C
D
E
F
Operation time 1
5
16
1
13
17
18
Operation time 2
2
15
9
11
3
7
Order of Selection
2nd
6th
1st
5th
3rd
4th
6th
2nd
1st
3rd
5th
4th
Time
10
Process
1
20
30
40
50
60
70
16.
Day
Requirements
Worker 1
Worker 2
Worker 3
Worker 4
Worker 5
Worker 6
Worker 7
Worker 8
Worker 9
M
5
5
4
3
2
2
1
1
0
0
Tu
2
2
2
2
2
1
0
0
0
0
W
3
3
3
3
3
2
2
1
1
0
Answers may vary.
246
Th
4
4
3
2
2
1
1
0
0
0
F
8
8
7
6
5
4
3
2
1
0
80
S
9
9
8
7
6
5
4
3
2
1
Su
3
3
2
1
1
1
0
0
0
0
Chapter 17
17.
Period
Requirements
Assigned
On-duty
11AM
4
4
4
Noon
8
4
8
1PM
5
0
8
2PM
3
0
8
3PM
2
0
4
4PM
3
3
3
5PM
5
2
5
6PM
7
2
7
18.
Machine
Job
11
12
10
12
10
14
13
12
15
16
13
17
11
12
Row reduction
Machine
Job
11
12
12
247
7PM
5
0
7
8PM
4
0
4
9PM
2
0
2
Column reduction
Machine
Job
Optimal solution
Machine
Job
Optimal solution
Assign
Cost
$3
10
14
9
5
$41
A
B
C
D
E
3
2
5
1
Total
248

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Chapter 17

6. Data integrity is a big deal in industry? Why?

Slack per remaining

Select car C first, then A and B tie for second.

Processing time Delay time Total time Due date

8. Answers may vary.

Bob 700 300

Dave 0 800 900 500

Mean flow time (days)

Answers may vary.

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