Heizer Pom11 PPT 15

Principles of Operations Management:
Sustainability and Supply Chain Management

Eleventh Edition, Global Edition
Chapter 15
Short-Term Scheduling
Copyright © 2021 Pearson Education Ltd.

Outline (1 of 2)
• Global Company Profile: Alaska Airlines
• The Importance of Short-Term Scheduling
• Scheduling Issues
• Scheduling Process-Focused Facilities

Outline (2 of 2)
• Loading Jobs
• Sequencing Jobs
• Finite Capacity Scheduling (F C S)
• Scheduling Services

Scheduling Flights
• Alaska Airlines scheduling a major contributor to Seattle-
Tacoma International Airport top ranking
• Schedule changes create a ripple effect for passengers
and airports
• Latest technology to reduce cancellations and delays
saves $18 million/year
• Mathematical scheduling models to develop alternate
schedules and routes

Learning Objectives (1 of 2)
When you complete this chapter you should be able to:
15.1 Explain the relationship among short-term scheduling,
capacity planning, aggregate planning, and a master
schedule
15.2 Draw Gantt loading and scheduling charts
15.3 Apply the assignment method for loading jobs

Learning Objectives (2 of 2)
When you complete this chapter you should be able to:
15.4 Name and describe each of the priority sequencing
rules
15.5 Use Johnson’s rule
15.6 Define finite capacity scheduling
15.7 Use the cyclical scheduling technique

Short-Term Scheduling
The objective of scheduling is to allocate and prioritize
demand (generated by either forecasts or customer
orders) to available facilities

Importance of Short-Term Scheduling
• Effective and efficient scheduling can be a competitive
advantage
– Faster movement of goods through a facility means
better use of assets and lower costs
– Additional capacity resulting from faster throughput
improves customer service through faster delivery
– Good schedules result in more dependable deliveries

Scheduling Decisions
Table 15.1 Scheduling Decisions
ORGANIZATION MANAGERS SCHEDULE THE FOLLOWING
Alaska Airlines Maintenance of aircraft
Departure timetables
Flight crews, catering, gate, ticketing personnel
Arnold Palmer Hospital Operating room use
Patient admissions
Nursing, security, maintenance staffs
Outpatient treatments
University of Alabama Classrooms and audiovisual equipment
Student and instructor schedules
Graduate and undergraduate courses
Amway Center Ushers, ticket takers, food servers, security personnel
Delivery of fresh foods and meal preparation
Orlando Magic games, concerts, arena football
Lockheed Martin Production of goods
Factory Purchases of materials
Workers

Scheduling Issues
• Scheduling deals with the timing of operations
• The task is the allocation and prioritization of demand
• Significant factors are
1. Forward or backward scheduling
2. Finite or infinite loading
3. The criteria for sequencing jobs

Scheduling Flow
Figure 15.1

Forward and Backward Scheduling
(1 of 3)
• 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-in-process inventory

Forward and Backward Scheduling
(2 of 3)
• 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
schedule

Forward and Backward Scheduling (3 of 3)
• 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
schedule
e s a re
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e s e ap e l o p a
f te n th to d ev a c i ty
O b in e d n ca p
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- of f b c u s to
tr a d e ts a n d
s tr a i n ti o ns
o n ta
c expec

Finite and Infinite Loading
• Assigning jobs to work stations
• Finite loading assigns work up to the capacity of the work
station
– All work gets done
– Due dates may be pushed out
• Infinite loading does not consider capacity
– All due dates are met
– Capacities may have to be adjusted

Scheduling Criteria
1. Minimize completion time
2. Maximize utilization of facilities
3. Minimize work-in-process (WIP) inventory
4. Minimize customer waiting time

Different Processes/ Different
Approaches (1 of 2)
Table 15.2 Different Processes Suggest Different
Approaches to Scheduling
Process-focused facilities (job shops)

• Scheduling to customer orders where changes in both volume and variety of
jobs/clients/patients are frequent
• Schedules are often due-date focused, with loading refined by finite loading
techniques
• Examples: foundries, machine shops, cabinet shops, print shops, many restaurants,
and the fashion industry
Repetitive facilities (assembly lines)
• Schedule module production and product assembly based on frequent forecasts
• Finite loading with a focus on generating a forward-looking schedule
• JIT techniques are used to schedule components that feed the assembly line
• Examples: assembly lines for washing machines at Whirlpool and automobiles at Ford

Different Processes/ Different
Approaches (2 of 2)
Table 15.2 Different Processes Suggest Different
Approaches to Scheduling
Product-focused facilities (continuous)

• Schedule high-volume finished products of limited variety to meet a reasonably stable
demand within existing fixed capacity
• Finite loading with a focus on generating a forward-looking schedule that can meet
known setup and run times for the limited range of products
• Examples: huge paper machines at International Paper, beer in a brewery at
Anheuser-Busch, and potato chips at Frito-Lay

Scheduling Process-Focused Facilities
• Intermittent or job-shop facilities
• High-variety, low volume
• Production items differ considerably
• Schedule incoming orders without violating capacity
constraints
• Scheduling can be complex

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

Input-Output Control
• Identifies overloading and underloading conditions
• Prompts managerial action to resolve scheduling problems
• Can be maintained using ConWIP cards that control the
scheduling of batches

Input-Output Control Example (1 of 3)
Figure 15.2

Figure 15.2

Options available to operations personnel include:
• Correcting performances
• Increasing capacity
• Increasing or reducing input to the work center

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

Gantt Load Chart Example
Figure 15.3

Gantt Schedule Chart Example
Figure 15.4

Assignment Method (1 of 4)
• A special class of linear programming models that assigns
tasks or jobs to resources
• Objective is usually to minimize cost or time
• Only one job (or worker) is assigned to one machine (or
project)

• Build a table of costs or time associated with particular
assignments

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.

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.

Assignment Example (1 of 4)
Step 1a - Rows Step 1b - Columns

Step 2 - Lines Step 3 - Subtraction

The smallest uncovered number
is 2 so this is subtracted from all
other uncovered numbers and
added to numbers at the
intersection of lines
Because only two lines are needed to

cover all the zeros, the solution is not
optimal

Step 2 - Lines Step 4 - Assignments
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.
Because three lines are needed, the

solution is optimal and assignments can
be made

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

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

Performance Criteria (1 of 2)
• Flow time – the time between the release of a job to a
work center until the job is finished
Total flow time
Average completion time =
Number of jobs
Total job work ( processing ) time
Utilization metric =
Total flow time
Total flow time
Average number of jobs in the system =
Total late days
Average job lateness =
Number of jobs

Performance Criteria (2 of 2)
• Flow time – the time between the release of a job to a
work center until the job is finished
Total flow time
Average completion time =
Number of jobs
Utilization metric =
Total flow time
Total flow time
Average number of jobs in the system =
Total late days
Average job lateness =
Number of jobs
Job lateness = Max{0, yesterday + flow time – due date}

Sequencing Example (1 of 10)
Apply the four popular sequencing rules to these five jobs

FCFS: Sequence A-B-C-D-E

FCFS: Sequence A-B-C-D-E
Total flow time

Average completion time = = 77 / 5 = 15.4 days
Number of jobs
Utilization metric = = 28 / 77 = 36.4%
Total flow time
Total flow time
Average number of jobs in the system = = 77 / 28 = 2.75 jobs
Total job work time
Total late days
Average job lateness = = 11/ 5 = 2.2 days
Number of jobs

SPT: Sequence B-D-A-C-E

SPT: Sequence B-D-A-C-E
Total flow time

Average completion time = = 65 / 5 = 13 days
Number of jobs
Total job work time
Total flow time
Total flow time
Total job work time
Total late days
Average job lateness = = 9 / 5 = 1.8 days
Number of jobs

EDD: Sequence B-A-D-C-E

EDD: Sequence B-A-D-C-E
Total flow time

Number of jobs
Total job work time
Total flow time
Total flow time
Total job work time
Total late days
Number of jobs

LPT: Sequence E-C-A-D-B

LPT: Sequence E-C-A-D-B
Total flow time

Number of jobs
Total job work time
Utilization metric = = 28 /103 = 27.2%
Total flow time
Total flow time
Total job work time
Total late days
Number of jobs

Summary of Rules

Comparison of Sequencing Rules
• No one sequencing rule excels on
all criteria
1. SPT does well on minimizing flow
time and number of jobs in the
system
§ But SPT moves long jobs to the
end which may result in
dissatisfied customers
2. FCFS does not do especially well
(or poorly) on any criteria but is
perceived as fair by customers
3. EDD minimizes maximum lateness

Critical Ratio (CR)
• An index number found by dividing the time remaining until
the due date by the work time remaining on the job
• Jobs with low critical ratios are scheduled ahead of jobs
with higher critical ratios
• Performs well on average job lateness criteria
Time remaining Due date – Today 's date

CR = =
Workdays remaining Work ( lead ) time remaining

Critical Ratio Example
Currently Day 25
JOB DUE DATE WORKDAYS REMAINING
A 30 4
B 28 5
C 27 2
JOB CRITICAL RATIO PRIORITY ORDER

A (30 - 25)/4 = 1.25 3
B (28 - 25)/5 = .60 1
C (27 - 25)/2 = 1.00 2
With CR < 1, Job B is late. Job C is just on schedule and

Job A has some slack time.

Critical Ratio Technique
1. Determine the status of a specific job
2. Establish relative priorities among jobs on a common
basis
3. Adjust priorities automatically for changes in both
demand and job progress
4. Dynamically track job progress

Sequencing N Jobs on Two
Machines: Johnson's Rule
• Works with two or more jobs that pass through the same
two machines or work centers
• Minimizes total production time and idle time
• An N/2 problem, N number of jobs through 2 workstations

Johnson’s Rule
1. List all jobs and times for each work center
2. Select 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. Break ties
arbitrarily.
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

Johnson’s Rule Example (1 of 4)
WORK CENTER 1 WORK CENTER 2

JOB (DRILL PRESS) (LATHE)
A 5 2
B 3 6
C 8 4
D 10 7
E 7 12


A 5 2
B 3 6
C 8 4
D 10 7
E 7 12

A 5 2
B 3 6
C 8 4
D 10 7
E 7 12

Limitations of Rule-Based
Dispatching Systems
1. Scheduling is dynamic and rules need to be revised to
adjust to changes
2. Rules do not look upstream or downstream
3. Rules do not look beyond due dates

Finite Capacity Scheduling (1 of 3)
• Overcomes disadvantages of rule-based systems by
providing an interactive, computer-based graphical system
• May include rules and expert systems or simulation to
allow real-time response to system changes
• FCS allows the balancing of delivery needs and efficiency

Figure 15.5

Figure 15.6

Scheduling Services (1 of 3)
Service systems differ from manufacturing
MANUFACTURING SERVICES
Schedules machines and
Schedule staff
materials
Inventories used to smooth
Seldom maintain inventories
demand
Machine-intensive and demand Labor-intensive and demand may
may be smooth be variable
Scheduling may be bound by Legal issues may constrain flexible
union contracts scheduling
Social and behavioral issues may
Few social or behavioral issues
be quite important

• Hospitals have complex scheduling systems to handle
complex processes and material requirements
• Banks use a cross-trained and flexible workforce and part-
time workers
• Retail stores use scheduling optimization systems that
track sales, transactions, and customer traffic to create
work schedules in less time and with improved customer
satisfaction

• Airlines must meet complex FAA and union regulations
and often use linear programming to develop optimal
schedules
• 24/7 operations like police/fire departments, emergency
hot lines, and mail order businesses use flexible workers
and variable schedules, often created using computerized
systems

Scheduling Service Employees With
Cyclical Scheduling
• Objective is to meet staffing requirements with the
minimum number of workers
• Schedules need to be smooth and keep personnel happy
• Many techniques exist from simple algorithms to complex
linear programming solutions

Cyclical Scheduling Example (1 of 8)
1. Determine the staffing requirements
2. Identify two consecutive days with the lowest total
requirements and assign these as days off
3. Make a new set of requirements subtracting the days
worked by the first employee
4. Apply step 2 to the new row
5. Repeat steps 3 and 4 until all requirements have been
met








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Principles of Operations Management:

Sustainability and Supply Chain Management

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

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• Forward scheduling starts as soon as the requirements

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• Backward scheduling begins with the due date and

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Process-focused facilities (job shops)

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Product-focused facilities (continuous)

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Step 1a - Rows Step 1b - Columns

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Step 2 - Lines Step 3 - Subtraction

Because only two lines are needed to

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Because three lines are needed, the

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From the original cost table

Minimum cost = $6 + $10 + $9 = $25

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Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Job lateness = Max{0, yesterday + flow time – due date}

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Total flow time

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Total flow time

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Total flow time