Lecture 13 - Short-Term Schedulling

SHORT-TERM SCHEDULING
© 2014 Pearson Education, Inc. 15 - 1

OUTLINE
• The Importance of Short-Term Scheduling

• Scheduling Issues
• Scheduling Process-Focused Facilities
• Loading Jobs
• Scheduling Jobs
• Finite Capacity Scheduling (FCS)
• Scheduling Services

LEARNING OBJECTIVES
When you complete this chapter you should be able to:
1. Explain the relationship between short-term

scheduling, capacity planning, aggregate planning, and
a master schedule
2. Draw Gantt loading and scheduling charts
3. Apply the assignment method for loading jobs
4. Name and describe each of the priority sequencing
rules
5. Use Johnson’s rule
6. Define finite capacity scheduling
7. Use the cyclical scheduling technique

SCHEDULING FLOW

SHORT-TERM SCHEDULING
The objective of scheduling is to allocate and prioritize

demand (generated by either forecasts or customer
orders) to available facilities

SCHEDULING DECISIONS
Scheduling Decisions
ORGANIZATION MANAGERS SCHEDULE THE FOLLOWING
Delta Air Lines Maintenance of aircraft

Departure timetables
Flight crews, catering, gate, ticketing personnel
Arnold Palmer Operating room use
Hospital Patient admissions
Nursing, security, maintenance staffs
Outpatient treatments
University of Classrooms and audiovisual equipment
Alabama 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
© 2014 Pearson Education, Inc. Workers 15 - 6
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 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

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-in-process inventory
Due
Now Date

• 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
Due
Now Date

• Backward scheduling begins with the due date and schedules

the final operation first
v e lo pa
d t o de om er
bi n e cu s t
• Schedule is produced by working e c om a n d
c h es ar str a ints
backwards though the
processes a pp roa c i ty con
n t hese en capa ctations
Ofte ff betwe e xpe
-o
trade
• Resources may not be available to accomplish the schedule
Due
Now Date

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
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)

•Scheduling 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
Different Processes Suggest Different Approaches to Scheduling
Product-focused facilities (continuous)

•Scheduling 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: beer in a brewery plant and potato chips at a production
line

FOCUS FOR DIFFERENT PROCESS STRATEGIES
Process-focused Repetitive facilities Product-focused

(job shops) (assemble lines) (continuous)
Schedule orders
Schedule modules
Schedule
finished product

SCHEDULING PROCESS-FOCUSED FACILITIES
• High-variety, low volume
• Production 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
Week Ending 6/6 6/13 6/20 6/27 7/4 7/11

Planned Input 280 280 280 280 280
Actual Input 270 250 280 285 280
Cumulative Deviation –10 –40 –40 –35
Planned Output 320 320 320 320

Actual Output 270 270 270 270
Cumulative Deviation –50 –100 –150 –200
Cumulative Change 0 –20 –10 +5

in Backlog

Week Ending 6/6 6/13 6/20 6/27 7/4 7/11

Planned Input 280 280 280 280 280
Actual Input 270 250 280 285 280
Explanation:Cumulative Deviation –10 –40 –40 –35
270 input,
270 output implies
0 change Planned Output 320 320 320 320 Explanation:
250 input,
Actual Output 270 270 270 270
270 output implies
Cumulative Deviation –50 –100 –150 –200 –20 change
Cumulative Change 0 –20 –10 +5

in Backlog

Options available to operations personnel include:

1. Correcting performances
2. Increasing capacity
3. 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
Work Day Monday Tuesday Wednesday Thursday Friday

Center
Metalworks Job 349 Job 350
Mechanical Job 349 Job 408
Electronics Job 408 Job 349
Painting Job 295 Job 408 Job 349
Processing Unscheduled Center not available

GANTT SCHEDULE CHART EXAMPLE
Start of an
Day Day Day Day Day Day Day Day activity
Job
1 2 3 4 5 6 7 8
End of an
activity
A Scheduled
activity time
allowed
Maintenance Actual work
B progress
Nonproduction
time
C
Point in time
when chart is
reviewed
Now
ASSIGNMENT METHOD
• A special class of linear programming models that

assigns tasks or jobs to resources
• Objective is to minimize cost or time
• Only one job (or worker) is assigned to one machine (or

project)

ASSIGNMENT METHOD
• Build a table of costs or time associated with particular

assignments
TYPESETTER
JOB A B C
R-34 $11 $14 $ 6
S-66 $ 8 $10 $11
T-50 $ 9 $12 $ 7

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.
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
Typesetter
A B C
Job
R-34 $11 $14 $ 6
S-66 $ 8 $10 $11
T-50 $ 9 $12 $ 7
Step 1a - Rows Step 1b - Columns
Typesetter Typesetter
A B C A B C
Job Job
R-34 $ 5 $ 8 $ 0 R-34 $ 5 $ 6 $ 0
S-66 $ 0 $ 2 $ 3 S-66 $ 0 $ 0 $ 3
T-50 $ 2 $ 5 $ 0 T-50 $ 2 $ 3 $ 0
ASSIGNMENT EXAMPLE
The smallest uncovered number is 2

Step 2 - Lines so this is subtracted from all other
uncovered numbers and added to
Typesetter numbers at the intersection of lines
A B C
Job
R-34 $ 5 $ 6 $ 0
S-66 $ 0 $ 0 $ 3
T-50 $ 2 $ 3 $ 0 Step 3 - Subtraction
Typesetter
Smallest uncovered number A B C
Because only two lines are Job
needed to cover all the zeros, the R-34 $ 3 $ 4 $ 0
solution is not optimal
S-66 $ 0 $ 0 $ 5
T-50 $ 0 $ 1 $ 0
ASSIGNMENT EXAMPLE
Step 2 - Lines Start by assigning R-34 to worker C as

this is the only possible assignment for
worker C.
Typesetter
A B C Job T-50 must go to
Job worker A as worker C is already
assigned. This leaves S-66 for worker
R-34 $ 3 $ 4 $ 0 B.
S-66 $ 0 $ 0 $ 5
T-50 $ 0 $ 1 $ 0 Step 4 - Assignments
Typesetter
Because three lines are needed,
the solution is optimal and A B C
assignments can be made Job
R-34 $ 3 $ 4 $ 0
S-66 $ 0 $ 0 $ 5
T-50 $ 0 $ 1 $ 0
ASSIGNMENT EXAMPLE
Typesetter Typesetter
A B C A B C
Job Job
R-34 $11 $14 $ 6 R-34 $ 3 $ 4 $ 0
S-66 $ 8 $10 $11 S-66 $ 0 $ 0 $ 5
T-50 $ 9 $12 $ 7 T-50 $ 0 $ 1 $ 0

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

SEQUENCING EXAMPLE
Apply the four popular sequencing rules to these five

jobs
Job Work (Processing)

Time Job Due Date
Job (Days) (Days)
A 6 8
B 2 6
C 8 18
D 3 15
E 9 23

SEQUENCING EXAMPLE
FCFS: Sequence A-B-C-D-E
Job Work
Job (Processing) Flow Job Due Job
Sequence Time Time Date Lateness
A 6 6 8 0
B 2 8 6 2
C 8 16 18 0
D 3 19 15 4
E 9 28 23 5
28 77 11

SEQUENCING EXAMPLE
FCFS: Sequence A-B-C-D-E
Sum of total flow time

Average completion time = = 77/5 = 15.4 days
Number of jobs
Total job work time

Utilization metric =Sum of total flow time = 28/77 = 36.4%
Average number of Sum of total flow time

jobs in the system = = 77/28 = 2.75 jobs
Total job work time
Total late days

Average job lateness = Number of jobs = 11/5 = 2.2 days

SEQUENCING EXAMPLE
SPT: Sequence B-D-A-C-E
Job Work
B 2 2 6 0
D 3 5 15 0
A 6 11 8 3
C 8 19 18 1
E 9 28 23 5
28 65 9

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

Average completion time = = 65/5 = 13 days
Number of jobs
Total job work time


jobs in the system = Total job work time = 65/28 = 2.32 jobs
Total late days

Average job lateness =Number of jobs = 9/5 = 1.8 days

SEQUENCING EXAMPLE
EDD: Sequence B-A-D-C-E
Job Work
B 2 2 6 0
A 6 8 8 0
D 3 11 15 0
C 8 19 18 1
E 9 28 23 5
28 68 6

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

Number of jobs
Total job work time


Total late days

Average job lateness = = 6/5 = 1.2 days
Number of jobs

SEQUENCING EXAMPLE
LPT: Sequence E-C-A-D-B
Job Work
E 9 9 23 0
C 8 17 18 0
A 6 23 8 15
D 3 26 15 11
B 2 28 6 22
28 103 48

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

Number of jobs
Total job work time


Total late days

Average job lateness = Number of jobs = 48/5 = 9.6 days

SEQUENCING EXAMPLE
Summary of Rules
Average
Average Number of Average
Completion Utilization Jobs in Lateness
Rule Time (Days) Metric (%) System (Days)
FCFS 15.4 36.4 2.75 2.2
SPT 13.0 43.1 2.32 1.8
EDD 13.6 41.2 2.43 1.2
LPT 20.6 27.2 3.68 9.6

COMPARISON OF SEQUENCING RULES
• None 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 = =
Work time remaining Work (lead) days 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. Helps determine the status of specific jobs
2. Helps establishe relative priorities among jobs on a

common basis
3. Adjusts priorities automatically for changes in both demand

and job progress
4. Dynamically tracks 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. 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

JOHNSON’S RULE EXAMPLE
Due date: day 36
WORK CENTER 1 WORK CENTER
JOB (DRILL PRESS) 2 (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 B E D C A
D 10 7
E 7 12
Time 0 3 10 20 28 33
WC
1 B E D C A
Idle
WC
2
Job
completed


A 5 2
B 3 6
C 8 4 B E D C A
D 10 7
E 7 12
Time 0 3 10 20 28 33
Idle
Job
Time 0 1 3 5 7 9 10 11 12 13 17 19 21 22 2325 27 29 31 33 completed
35
B E D C A
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 (FCS)
• 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

FINITE CAPACITY SCHEDULING
Interactive Finite Capacity Scheduling
Figure 15.5
FINITE CAPACITY SCHEDULING

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

SCHEDULING SERVICES
• Hospitals have complex scheduling system 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

SCHEDULING SERVICES
• 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. 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

DAY M T W T F S S
Staff required 5 5 6 5 4 3 3
M T W T F S S
Employee 1 5 5 6 5 4 3 3
Capacity (Employees)
Excess Capacity
DAY M T W T F S S
M T W T F S S
Employee 1 5 5 6 5 4 3 3
Employee 2 4 4 5 4 3 3 3
Excess Capacity
DAY M T W T F S S
M T W T F S S
Employee 1 5 5 6 5 4 3 3
Employee 2 4 4 5 4 3 3 3
Employee 3 3 3 4 3 2 3 3
Excess Capacity
DAY M T W T F S S
M T W T F S S
Employee 1 5 5 6 5 4 3 3
Employee 2 4 4 5 4 3 3 3
Employee 3 3 3 4 3 2 3 3
Employee 4 2 2 3 2 2 3 2
Excess Capacity
DAY M T W T F S S
M T W T F S S
Employee 1 5 5 6 5 4 3 3
Employee 2 4 4 5 4 3 3 3
Employee 3 3 3 4 3 2 3 3
Employee 4 2 2 3 2 2 3 2
Employee 5 1 1 2 2 2 2 1
Excess Capacity
DAY M T W T F S S
M T W T F S S
Employee 1 5 5 6 5 4 3 3
Employee 2 4 4 5 4 3 3 3
Employee 3 3 3 4 3 2 3 3
Employee 4 2 2 3 2 2 3 2
Employee 5 1 1 2 2 2 2 1
Employee 6 1 1 1 1 1 1 0
Excess Capacity
DAY M T W T F S S
M T W T F S S
Employee 1 5 5 6 5 4 3 3
Employee 2 4 4 5 4 3 3 3
Employee 3 3 3 4 3 2 3 3
Employee 4 2 2 3 2 2 3 2
Employee 5 1 1 2 2 2 2 1
Employee 6 1 1 1 1 1 1 0
Employee 7 1
Capacity (Employees) 5 5 6 5 4 3 3
Excess Capacity 0 0 0 0 0 1 0

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SHORT-TERM SCHEDULING

© 2014 Pearson Education, Inc. 15 - 1

• The Importance of Short-Term Scheduling

© 2014 Pearson Education, Inc. 15 - 2

1. Explain the relationship between short-term

© 2014 Pearson Education, Inc. 15 - 3

© 2014 Pearson Education, Inc. 15 - 4

The objective of scheduling is to allocate and prioritize

© 2014 Pearson Education, Inc. 15 - 5

Delta Air Lines Maintenance of aircraft

• Effective and efficient scheduling can be a competitive

- Additional capacity resulting from faster throughput

- Good schedules result in more dependable deliveries

© 2014 Pearson Education, Inc. 15 - 7

• The task is the allocation and prioritization of demand

• Significant factors are:

© 2014 Pearson Education, Inc. 15 - 8

• Forward scheduling starts as soon as the requirements are

• Produces a feasible schedule though it may not meet due dates

• Frequently results in buildup of work-in-process inventory

© 2014 Pearson Education, Inc. 15 - 9

• Backward scheduling begins with the due date and schedules

• Schedule is produced by working backwards though the

• Resources may not be available to accomplish the schedule

© 2014 Pearson Education, Inc. 15 - 10

• Backward scheduling begins with the due date and schedules

© 2014 Pearson Education, Inc. 15 - 11

• Assigning jobs to work stations

• Finite loading assigns work up to the capacity of the work

• Infinite loading does not consider capacity

© 2014 Pearson Education, Inc. 15 - 12

1. Minimize completion time

2. Maximize utilization of facilities

3. Minimize work-in-process (WIP) inventory

4. Minimize customer waiting time

© 2014 Pearson Education, Inc. 15 - 13

Different Processes Suggest Different Approaches to Scheduling

Process-focused facilities (job shops)

variety of jobs/clients/patients are frequent

many restaurants, and the fashion industry

Repetitive facilities (assembly lines)

© 2014 Pearson Education, Inc. 15 - 14

Product-focused facilities (continuous)

a reasonably stable demand within existing fixed capacity

© 2014 Pearson Education, Inc. 15 - 15

Process-focused Repetitive facilities Product-focused

© 2014 Pearson Education, Inc. 15 - 16

• High-variety, low volume

• Production differ considerably

• Schedule incoming orders without violating capacity

• Scheduling can be complex

© 2014 Pearson Education, Inc. 15 - 17

• Two forms of loading

© 2014 Pearson Education, Inc. 15 - 18

• Identifies overloading and underloading conditions

• Prompts managerial action to resolve scheduling problems

• Can be maintained using ConWIP cards that control the

© 2014 Pearson Education, Inc. 15 - 19

Week Ending 6/6 6/13 6/20 6/27 7/4 7/11