Production Scheduling

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Scheduling Issues
Scheduling deals with the timing of operations The task is the allocation and prioritization of demand Significant issues are
The type of scheduling The criteria for priorities
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Forward and Backward Scheduling

Forward scheduling starts as soon as the requirements are known Produces a feasible schedule though it may not meet due dates Frequently results in buildup of work-inprocess inventory
Now
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Due Date
3
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Forward and Backward Scheduling

Backward scheduling begins with the due date and schedules the final operation first Schedule is produced by working backwards though the processes Resources may not be available to accomplish the Due Now Date schedule 4

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Forward and Backward Scheduling

Backward scheduling begins with the due date andhschedules the final es areoff proac tradep operationefirstlop a d es a e ten th to dev ule an Of d sched s e Scheduleeisible e date by working mbin a f as produced co u tween stomer d be backwards though the processes cu Resources may not be available to accomplish the Due Now Date schedule 5

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Scheduling Criteria
1. Minimize completion time 2. Maximize utilization of facilities 3. Minimize work-in-process (WIP) inventory 4. Minimize customer waiting time Optimize the use of resources so that production objectives are met
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Scheduling Process-Focused Facilities

1. Schedule incoming orders without violating capacity constraints 2. Check availability of tools and materials before releasing an order 3. Establish due dates for each job and check progress 4. Check work in progress 5. Provide feedback 6. Provide work efficiency statistics and monitor times
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Loading Jobs
Assign jobs so that costs, idle time, or completion time are minimized Two forms of loading
Capacity oriented Assigning specific jobs to work centers

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Gantt Charts Load chart shows the loading and idle times of departments, machines, or facilities Displays relative workloads over time Schedule chart monitors jobs in process All Gantt charts need to be updated frequently to account for changes
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Gantt Load Chart Example

Work Center Day Monday Job 349 Job 349 Job 408 Job 295 Job 408 Tuesday Wednesday Thursday Job 350 Job 408 Job 349 Job 349 Friday

Metalworks Mechanical Electronics Painting

Processing

Unscheduled

Center not available

Figure 15.3
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Gantt Schedule Chart Example

Job Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 A
Start of an activity End of an activity Scheduled activity time allowed
Maintenance

Actual work progress Nonproduction time Point in time when chart is reviewed

Figure 15.4
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Now
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Assignment Method
A special class of linear programming models that assign tasks or jobs to resources Objective is to minimize cost or time Only one job (or worker) is assigned to one machine (or project)
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Assignment Method
Build a table of costs or time associated with particular assignments
Typesetter B $14 $10 $12

Job R-34 S-66 T-50

2008 Prentice Hall, Inc.

A $11 $ 8 $ 9

C $ 6 $11 $ 7
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Assignment Method
1. Create zero opportunity costs by repeatedly subtracting the lowest costs from each row and column 2. Draw the minimum number of vertical and horizontal lines necessary to cover all the zeros in the table. If the number of lines equals either the number of rows or the number of columns, proceed to step 4. Otherwise proceed to step 3.
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Assignment Method
3. Subtract the smallest number not covered by a line from all other uncovered numbers. Add the same number to any number at the intersection of two lines. Return to step 2. 4. Optimal assignments are at zero locations in the table. Select one, draw lines through the row and column involved, and continue to the next assignment.
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Assignment Example
Typesetter

A $11 $ 8 $ 9

B $14 $10 $12

C $ 6 $11 $ 7

Job R-34 S-66 T-50

Step 1a - Rows
Typesetter

Step 1b - Columns
C $ $ $ 0 3 0
Typesetter

A $ $ $ 5 0 2

B $ $ $ 8 2 5

A $ $ $ 5 0 2

B $ $ $ 6 0 3
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C $ $ $ 0 3 0
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Job R-34 S-66 T-50

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Job R-34 S-66 T-50

Assignment Example
Step 2 - Lines
Typesetter

A $ $ $ 5 0 2

B $ $ $ 6 0 3

C $ $ $ 0 3 0

Job R-34 S-66 T-50

The smallest uncovered number is 2 so this is subtracted from all other uncovered numbers and added to numbers at the intersection of lines Step 3 - Subtraction
Typesetter

Because only two lines are needed to cover all the zeros, the solution is not optimal
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A $ $ $ 3 0 0

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

Assignment Example
Step 2 - Lines
Typesetter

A $ $ $ 3 0 0

B $ $ $ 4 0 1

C $ $ $ 0 5 0

Job R-34 S-66 T-50

Start by assigning R-34 to worker C as this is the only possible assignment for worker C. Job T-50 must go to worker A as worker C is already assigned. This leaves S-66 for worker B. Step 4 - Assignments
Typesetter

Because three lines are needed, the solution is optimal and assignments can be made
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A $ $ $ 3 0 0

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

Assignment Example
Typesetter

Step 4 - Assignments
A $ $ $ 3 0 0 B $ $ $ 4 0 1 C $ 0 $ 5 $ 0

A $11 $ 8 $ 9

B $14 $10 $12

C $ 6 $11 $ 7

Typesetter

Job R-34 S-66 T-50

Job R-34 S-66 T-50

From the original cost table Minimum cost = $6 + $10 + $9 = $25

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Sequencing Jobs
Specifies the order in which jobs should be performed at work centers Priority rules are used to dispatch or sequence jobs
FCFS: First come, first served SPT: Shortest processing time EDD: Earliest due date LPT: Longest processing time
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Sequencing Example
Apply the four popular sequencing rules to these five jobs
Job Job Work (Processing) Job Due Date Time (Days) (Days) 6 2 8 3 9 8 6 18 15 23
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A B C D E
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Sequencing Example
FCFS: Sequence A-B-C-D-E
Job Sequence A B C D E Job Work (Processing) Time 6 2 8 3 9 28 Flow Time 6 8 16 19 28 77 Job Due Date 8 6 18 15 23 Job Lateness 0 2 0 4 5 11
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Sequencing Example
FCFS: Sequence A-B-C-D-E
Job Job Work Flow Job Due Job Sequence (Processing) Time of Time flow time Date Lateness Sum total Average completion time = = 77/5 = 15.4 days
Number of jobs

8 0 Utilization = Sum of total flow time = 28/77 = 36.4% B 2 8 6 2 C 16 0 Average number of 8 Sum of total flow time 18 = = 77/28 = 2.75 jobs jobs in the system Total job work time D 3 19 15 4
Total late days 23 E 9 28 5 Average job lateness = Number of jobs = 11/5 = 2.2 days 28 77 11
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6 Total job work 6 time

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Sequencing Example
SPT: Sequence B-D-A-C-E
Job Sequence B D A C E Job Work (Processing) Time 2 3 6 8 9 28 Flow Time 2 5 11 19 28 65 Job Due Date 6 15 8 18 23 Job Lateness 0 0 3 1 5 9
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Sequencing Example
SPT: Sequence B-D-A-C-E
Job Job Work Flow Job Due Job Sequence (Processing) Time of total flow time Date Lateness Sum Time Average completion time = = 65/5 = 13 days
Number of jobs

6 0 Utilization = Sum of total flow time = 28/65 = 43.1% D 3 5 15 0 A 11 3 Average number of 6 Sum of total flow time 8 = = 65/28 = 2.32 jobs jobs in the system Total job work time C 8 19 18 1
Total 28 days 23 late E 9 5 Average job lateness = Number of jobs = 9/5 = 1.8 days 28 65 9
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2 Total job work 2 time

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Sequencing Example
EDD: Sequence B-A-D-C-E
Job Sequence B A D C E Job Work (Processing) Time 2 6 3 8 9 28 Flow Time 2 8 11 19 28 68 Job Due Date 6 8 15 18 23 Job Lateness 0 0 0 1 5 6
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Sequencing Example
EDD: Sequence B-A-D-C-E
Job Job Work Flow Job Due Job Sequence (Processing) Time of Time flow time Date Lateness Sum total Average completion time = = 68/5 = 13.6 days
Number of jobs

6 0 Utilization = Sum of total flow time = 28/68 = 41.2% A 6 8 8 0 D 11 0 Average number of 3 Sum of total flow time 15 = = 68/28 = 2.43 jobs jobs in the system Total job work time C 8 19 18 1
Total 28 days 23 late E 9 5 Average job lateness = Number of jobs = 6/5 = 1.2 days 28 68 6
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2 Total job work 2 time

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Sequencing Example
LPT: Sequence E-C-A-D-B
Job Sequence E C A D B Job Work (Processing) Time 9 8 6 3 2 28 Flow Time 9 17 23 26 28 103 Job Due Date 23 18 8 15 6 Job Lateness 0 0 15 11 22 48
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Sequencing Example
LPT: Sequence E-C-A-D-B
Job Job Work Flow Job Due Job Sequence (Processing) Sum of total flow time Time Time Date Lateness Average completion time = = 103/5 = 20.6 days
Number of jobs

E 9 9 23 0 Total job work time Utilization = Sum of total flow time = 28/103 = 27.2% C 8 17 18 0 A 15 Average number of 6 Sum of total23 time 8 flow = = 103/28 = 3.68 jobs jobs in the system Total job work time D 3 26 15 11
Total late days B 2 28 6 22 Average job lateness = Number of jobs = 48/5 = 9.6 days 28 103 48
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Sequencing Example
Summary of Rules
Rule Average Completion Time (Days) 15.4 13.0 13.6 20.6 Utilization Average Number of Average (%) Jobs in System Lateness (Days) 36.4 43.1 41.2 27.2 2.75 2.32 2.43 3.68 2.2 1.8 1.2 9.6

FCFS SPT EDD LPT

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Sequencing N Jobs on Two Machines: Johnsons Rule

Works with two or more jobs that pass through the same two machines or work centers Minimizes total production time and idle time

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Johnsons Rule
1. List all jobs and times for each work center 2. Choose the job with the shortest activity time. If that time is in the first work center, schedule the job first. If it is in the second work center, schedule the job last. 3. Once a job is scheduled, it is eliminated from the list 4. Repeat steps 2 and 3 working toward the center of the sequence
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Job A B C D E

Work Center 1 (Drill Press) 5 3 8 10 7

Johnsons Rule Example

Work Center 2 (Lathe) 2 6 4 7 12

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Job A B C D E

Work Center 1 (Drill Press) 5 3 8 10 7

Johnsons Rule Example

Work Center 2 (Lathe) 2 6 4 7 12

B E D C A

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Job A B C D E
Time 0

Work Center 1 (Drill Press) 5 3 8 10 7

3 10

Johnsons Rule Example

Work Center 2 (Lathe) 2 6 4 7 12
20 28 33

B E D C A

WC 1 WC 2

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Job A B C D E
Time

Johnsons Rule Example

Work Center 1 (Drill Press) 5 3 8 10 7
0 3 10

Work Center 2 (Lathe) 2 6 4 7 12

20

B E D C A

28

33

WC 1 WC 2

E B
3 5

D E
7 9 10 11 12 13

C D
17 19 21 22 2325 27

A C A

Time 0 1 Time 35
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C A 36

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