Learning Objectives

Identify or Define: Gantt charts Assignment method Sequencing rules Johnsons rules Bottlenecks
8-1

Strategic Implications of Term Scheduling

Short-

By scheduling effectively, companies use assets more effectively and create greater capacity per dollar invested, which, in turn, lowers cost This added capacity and related flexibility provides faster delivery and therefore better customer service Good scheduling is a competitive advantage which contributes to dependable delivery

8-2

Forward and Backward Scheduling

Forward scheduling: begins the schedule as soon as the requirements are known
jobs performed to customer order schedule can be accomplished even if due date is missed often causes buildup of WIP

Backward scheduling: begins with the due date of the final operation; schedules jobs in reverse order
used in many manufacturing environments, catering, scheduling surgery
8-3

Types of Planning Files

Item master file - contains information about each component the firm produces or purchases Routing file - indicates each components flow through the shop Work-center master file - contains information about the work center such as capacity and efficiency
8-4

Gantt Load Chart

Shows relative workload in facility Disadvantages
Does not account for unexpected events Must be updated regularly
Work Center
Metal Works Mechanical Electronics Painting

M
Job 349

T
Job D

Th
Job 350 Job G Job H

Job B Job C

Job E

Job I
8-5

Assignment Method
Assigns tasks or jobs to resources Type of linear programming model
Objective
Minimize total cost, time etc.

Constraints
1 job per resource (e.g., machine) 1 resource (e.g., machine) per job

8-6

Sequencing
Specifies order jobs will be worked Sequencing rules
First come, first served (FCFS) Shortest processing time (SPT) Earliest due date (EDD) Longest processing time (LPT) Critical ratio (CR) Johnsons rule

8-7

Priority Rules for Dispatching Jobs

FCFS
EDD SPT LPT CR
First come, first served
The first job to arrive at a work center is processed first

Earliest due date

The job with the earliest due date is processed first

Shortest processing time

The job with the shortest processing time is processed first

Longest processing time

The job with the longest processing time is processed first

Critical ratio
The ratio of time remaining to required work time remaining is calculated, and jobs are scheduled in order of increasing ratio.

8-8

First Come, First Served Rule

Process first job to arrive at a work center first Average performance on most scheduling criteria Appears fair & reasonable to customers
Important for service organizations
Example: Restaurants

Shortest Processing Time Rule

Process job with shortest processing time first. Usually best at minimizing job flow and minimizing the number of jobs in the system Major disadvantage is that long jobs may be continuously pushed back in the queue.
8-9

Longest Processing Time Rule

Process job with longest processing time first. Usually the least effective method of sequencing.

Earliest Due Date Rule

Process job with earliest due date first Widely used by many companies If due dates important If MRP used Due dates updated by each MRP run Performs poorly on many scheduling criteria
8-10

Critical Ratio (CR)

Ratio of time remaining to work time remaining
Time remaining CR = Work days remaining Due date - Today' s date = Work (lead ) time remaining

Process job with smallest CR first

8-11

Theory of Constraints A Five Step Process

Identify the constraints Develop a plan for overcoming the identified constraints Focus resources on accomplishing the constraints identified in step 2 Reduce the effects of the constraints by offloading work or by expanding capability Once one set of constraints is overcome, return to the first step and identify new constraints

Techniques for Dealing With Bottlenecks

1. Increase the capacity of the constraint 2. Ensure well-trained and cross-trained employees are available to operate and maintain the work center causing the constraint 3. Develop alternate routings, processing procedures, or subcontractors 4. Move inspections and tests to a position just before the constraint 5. Schedule throughput to match the capacity of the bottleneck