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    Scheduling and Sequencing: - Presented by

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    Scheduling and Sequencing: - Presented by

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    of 34

    SCHEDULING AND SEQUENCING

    -Presented by
    Akanksha Gupta
    Scheduling

    • Scheduling: The allocation of resources over time to accomplish


    specific tasks.
    • Demand scheduling: A type of scheduling whereby customers are
    assigned to a definite time for order fulfillment.
    • Workforce scheduling: A type of scheduling that determines when
    employees work.
    • Operations scheduling: A type of scheduling in which jobs are
    assigned to workstations or employees are assigned to jobs for
    specified time periods.
    Introduction
    Operations scheduling is critical to the success of an organization;
    however, it can be a very complicated task. Effective schedules are
    needed to meet promised customer delivery dates or inventory
    targets.

    It covers the following areas in particular:


    - assign job to a particular work center/ machine
    - time of assignment of job and completion
    - allocation of resources like manpower and materials
    - time sequence of operations
    - feedback and control function to take care of deviations
    Work Centre

    • A work center is an area in a business in which productive resources


    are organized and work is completed

    • Can be a single machine, a group of machines, or an area where a


    particular type of work is done
    Performance Measures
    From the manager’s perspective, identifying the performance
    measures to be used in selecting a schedule is important. If the
    overall goals of the organization are to be achieved, the schedules
    should reflect managerially acceptable performance measures. The
    following list describes the most common performance measures
    used in operations scheduling.

    Job Flow Time: The amount of shop time for the job is called job
    flow time. It is the sum of the moving time between operations,
    waiting time for machines or work orders, process time (including
    setups), and delays resulting from machine breakdowns,
    component unavailability, and the like.
    Performance Measures
    Makespan: The total amount of time required to complete a group
    of jobs is called makespan.

    Past Due: The measure past due can be expressed as the amount of
    time by which a job missed its due date (also referred to as
    tardiness) or as the percentage of total jobs processed over some
    period of time that missed their due dates.

    Work-in-Process Inventory: Any job in a waiting line, moving


    from one operation to the next, being delayed for some reason,
    being processed, or residing in component or subassembly
    inventories is considered to be work-in-process inventory.
    Performance Measures
    Total Inventory: The sum of scheduled receipts and on-hand inventories
    is
    the total inventory.

    Utilization: The percent of work time productively spent by a machine or


    worker is called utilization.

    These performance measures often are interrelated.

    An understanding of the interactions of job flow time, makespan,


    past due, WIP inventory, total inventory, and utilization can make
    scheduling easier.
    Manufacturing Process
    Objectives of Operations
    Scheduling
    • Making efficient use of the labour.

    • Making best possible use of the equipments that are


    available for the use.

    • Increasing the profit.

    • Increasing the output.

    • Improving the service level.


    Objectives of Operations
    Scheduling
    • Maximizing the delivery performance i.e. meeting the
    delivery dates.

    • Minimizing the inventory.

    • Reducing the manufacturing time.

    • Minimizing the production costs.

    • Minimizing the worker costs.


    Functions of Operations Scheduling

    • Allocation of the resources.

    • Shop floor control.

    • Making maximum use of the plant at minimum possible


    cost.

    • Ensure that the needs of the manpower are optimum.

    • Determination of the sequence of the jobs.


    Functions of Operations Scheduling

    • Specifying the start and the end time for each job (actively
    scheduled).

    • Getting quick feedback from the shops regarding the


    delays and the various interruptions.

    • Possess up – to – date information for the availability of


    the materials, expected delivery dates etc.

    • Possess up – to – date data on the machine regarding its


    breakdown, servicing etc.
    Types of Scheduling

    Types of Operations Scheduling are as follows:

    1. Forward operations scheduling –


    • Classified on the basis of the time.
    • All the activities are scheduled from the date of the planned order
    release.
    • First task of the job is scheduled.
    • Its subsequent task is scheduled on the scheduled completion of the
    first task.
    • Like this, accordingly all the tasks of the job are scheduled.
    Types of Scheduling

    2. Backward operations scheduling –

    • Also classified on the basis of the time.

    • Activities are scheduled from the date or the planned receipt date.

    • The last activity is scheduled first.

    • Time of the start of the last task is considered as the time for the start
    of the previous activity.
    Shop Floor Control (SFC)

    Schedule and monitor day-to-day job shop production • Also called


    production control and production activity control (PAC) •
    Performed by production control department

    • Loading - check availability of material, machines, and labor

    • Sequencing - release work orders to shop and issue dispatch lists for
    individual machines

    • Monitoring - maintain progress reports on each job until it is complete


    Loading

    Process of assigning work to limited resources

    • Perform work with most efficient resources

    • Use assignment method of linear programming to determine


    allocation
    Sequencing

    • Prioritize jobs assigned to a resource

    • If no order specified use first-come first-served (FCFS)

    • Other Sequencing Rules

    • FCFS - first-come, first-served

    • LCFS - last come, first served • DDATE - earliest due date

    • CUSTPR - highest customer priority • SETUP - similar required setups

    • SLACK - smallest slack • CR - smallest critical ratio

    • SPT - shortest processing time • LPT - longest processing time


    Sequencing Jobs
    • Operations schedules are short-term plans
    designed to implement the sales and
    operations plan
    • An operation with divergent flows is often
    called a job shop
    – Low-to medium-volume production
    – Utilizes job or batch processes
    – The front office would be the equivalent for a
    service provider
    – Difficult to schedule because of the variability in
    job routings and the continual introduction of new
    jobs to be processed
    Sequencing Jobs

    • An operation with line flow is often called a


    flow shop
    – Medium- to high-volume production
    – Utilizes line or continuous flow processes
    – The back office would be the equivalent for a
    service provider
    – Tasks are easier to schedule because the jobs
    have a common flow pattern through the system
    Job Shop Sequencing

    Shipping Department
    Raw Materials

    Legend:
    Batch of parts
    Workstation
    Copyright © 2010
    Figure J.1Pearson
    – Diagram of a Manufacturing Job Shop Process
    Education, Inc. Publishing as
    Prentice Hall.
    Priority Sequencing Rules
    • First-come, first-served (FCFS)
    • Earliest due date (EDD)
    • Critical ratio (CR)
    (Due date) – (Today’s date)
    CR =
    Total shop time remaining
     A ratio less than 1.0 implies that the job is behind
    schedule
     A ratio greater than 1.0 implies the job is ahead of
    schedule
     The job with the lowest CR is scheduled next
    Copyright © 2010 Pearson
    Education, Inc. Publishing as
    Prentice Hall.
    Priority Sequencing Rules
    • Shortest processing time (SPT)
    • Slack per remaining operations (S/RO)
    Due Today’s Total shop
    date – date – time remaining
    S/RO =
    Number of operations remaining

     The job with the lowest S/RO is scheduled next

    Copyright © 2010 Pearson


    Education, Inc. Publishing as
    Prentice Hall.
    Sequencing One Workstation
    • Single-dimension rules
    • A job’s priority assignment based only on
    information waiting for processing at the
    individual workstation (e.g., FCFS, EDD, and
    SPT)

    Copyright © 2010 Pearson


    Education, Inc. Publishing as
    Prentice Hall.
    Multiple-Dimension Rules
    • The priority rules CR and S/RO incorporate information
    about the remaining workstations
     S/RO is better than EDD with respect to the
    percentage of jobs past due but usually worse
    than SPT and EDD with respect to average job
    flow times
     CR results in longer job flow times than SPT, but
    CR also results in less variance in the distribution
    of past due hours
     No choice is clearly best; each rule should be
    tested in the environment for which it is intended

    Copyright © 2010 Pearson


    Education, Inc. Publishing as
    Prentice Hall.
    Multiple Workstations

    • Identifying the best priority rule to use at a


    particular operation in a process is a complex
    problem because the output from one
    operation becomes the input to another
    • Computer simulation models are effective
    tools to determine which priority rules work
    best in a given situation

    Copyright © 2010 Pearson


    Education, Inc. Publishing as
    Prentice Hall.
    Scheduling a Two-Station Flow Shop

    • In single-workstation scheduling, the makespan is the same


    regardless of the priority rule chosen
    • In the scheduling of two or more workstations in a flow shop,
    the makespan varies according to the sequence chosen
    • Determining a production sequence for a group of jobs to
    minimize the makespan has two advantages
    – The group of jobs is completed in minimum time
    – The utilization of the two-station flow shop is maximized

    Copyright © 2010 Pearson


    Education, Inc. Publishing as
    Prentice Hall.
    Scheduling Jobs for
    Multiple Workstations
    • Priority sequencing rules can be used to schedule more than one
    operation. Each operation is treated independently.
    • Identifying the best priority rule to use at a particular operation
    in a process is a complex problem because the output from one
    process becomes the input for another.
    • Computer simulation models are effective tools to determine
    which priority rules work best in a given situation.
    • When a workstation becomes idle, the priority rule is applied to
    the jobs waiting for that operation, and the job with the highest
    priority is selected.
    • When that operation is finished, the job is moved to the next
    operation in its routing, where it waits until it again has the
    highest priority.
    Scheduling Problems

    • One machine, many jobs


    • Two machines, many jobs
    • Three machines, many jobs
    • Many machines, many jobs
    One machine, many jobs

    • Total time is independent of sequence


    • SPT minimizes average flow time
    • Examples- Mumbai airport
    Two machines, many jobs

    • All Jobs follow same sequence – Johnson’s


    Rule
    • Jobs have different sequence – Jackson’s Rule
    • Johnson’s 3 machine rule
    Johnson’s Rule
    • Minimizes makespan when scheduling a group of jobs on
    two workstations
    Step 1: Scan the processing time at each workstation and
    find the shortest processing time among the jobs not yet
    scheduled. If two or more jobs are tied, choose one job
    arbitrarily.
    Step 2: If the shortest processing time is on workstation 1,
    schedule the corresponding job as early as possible. If the
    shortest processing time is on workstation 2, schedule the
    corresponding job as late as possible.
    Step 3: Eliminate the last job scheduled from further
    consideration. Repeat steps 1 and 2 until all jobs have been
    scheduled.

    Copyright © 2010 Pearson


    Education, Inc. Publishing as
    Prentice Hall.
    Gantt Progress Chart

    Gantt Progress Chart for an Auto Parts Company


    Start activity
    Scheduled activity time
    Finish activity Current
    date Actual progress
    Nonproductive time

    Job 4/17 4/18 4/19 4/20 4/21 4/22 4/23 4/24 4/25 4/26

    Ford

    Plymouth

    Pontiac
    Gantt Workstation Chart

    Gantt Workstation Chart for Hospital Operating Rooms


    Thank You

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