Ch15 Scheduling

Short-Term
Scheduling 15
PowerPoint presentation to accompany
Heizer and Render
Operations Management, Eleventh Edition
Principles of Operations Management, Ninth Edition
PowerPoint slides by Jeff Heyl
© 2014
© 2014
Pearson
Pearson
Education,
Education,
Inc.Inc. 15 - 1
Delta Airlines
► About 10% of Delta’s flights are disrupted

per year, half because of weather
► Cost is $440 million in lost revenue,
overtime pay, food and lodging vouchers
► The $33 million Operations Control Center
adjusts to changes and keeps flights
flowing
► Saves Delta $35 million per year
© 2014
© 2014
Pearson
Pearson
Education,
Education,
Inc.Inc. 15 - 2
Short-Term Scheduling
The objective of scheduling is to

allocate and prioritize demand
(generated by either forecasts or
customer orders) to available
facilities
© 2014 Pearson Education, Inc. 15 - 3

Scheduling Criteria
1. Minimize completion time

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

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
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
Figure 15.4
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
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) Job Due

Time 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
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
Total late 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

Average completion time = = 68/5 = 13.6 days
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

Average completion time = Number of jobs
= 103/5 = 20.6 days

Total job work time
Total late days


Sequencing Example
Summary of Rules
Average
Average Number of Average
Completion Jobs in Lateness
Rule Time (Days) System (Days)
FCFS 15.4 2.75 2.2
SPT 13.0 2.32 1.8
EDD 13.6 2.43 1.2
LPT 20.6 3.68 9.6

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

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Short-Term

PowerPoint slides by Jeff Heyl

► About 10% of Delta’s flights are disrupted

The objective of scheduling is to

© 2014 Pearson Education, Inc. 15 - 3

1. Minimize completion time

© 2014 Pearson Education, Inc. 15 - 4

© 2014 Pearson Education, Inc. 15 - 5

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

© 2014 Pearson Education, Inc. 15 - 6

© 2014 Pearson Education, Inc. 15 - 8

Job Work (Processing) Job Due

© 2014 Pearson Education, Inc. 15 - 9

© 2014 Pearson Education, Inc. 15 - 10

Sum of total flow time

Average number of Sum of total flow time

Total late days

© 2014 Pearson Education, Inc. 15 - 11

© 2014 Pearson Education, Inc. 15 - 12

Sum of total flow time

Average number of Sum of total flow time

Total late days

© 2014 Pearson Education, Inc. 15 - 13

© 2014 Pearson Education, Inc. 15 - 14

Sum of total flow time

Average number of Sum of total flow time

Total late days

© 2014 Pearson Education, Inc. 15 - 15

© 2014 Pearson Education, Inc. 15 - 16

Sum of total flow time

Average number of Sum of total flow time

Total late days

© 2014 Pearson Education, Inc. 15 - 17

SPT 13.0 2.32 1.8

EDD 13.6 2.43 1.2

LPT 20.6 3.68 9.6

© 2014 Pearson Education, Inc. 15 - 18

© 2014 Pearson Education, Inc. 15 - 19

© 2014 Pearson Education, Inc. 15 - 20

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