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2007 Pearson Education 2007 Pearson Education
Operations Management
Topic : Scheduling.
Dr.Nitin Kubde.
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How Scheduling
fits the Operations Management
Philosophy
Operations As a CompetitiveWeapon
Operations StrategyProject Management Process Strategy
Process AnalysisProcess Performance and Quality
Constraint ManagementProcess LayoutLean Systems
Supply Chain StrategyLocation
Inventory Managementorecasting
Sales and Operations Planning!esource Planning
Scheduling
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Scheduling
Scheduling: The allocation of resources oer ti!e
to acco!plish specific tas"s.
Demand scheduling: # t$pe of scheduling
%hereb$ custo!ers are assigned to a definite ti!efor order fulfill!ent.
Workforce scheduling: # t$pe of scheduling that
deter!ines %hen e!plo$ees %or".
Operations scheduling: # t$pe of scheduling in%hich &obs are assigned to %or"stations or
e!plo$ees are assigned to &obs for specified ti!e
periods.
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Scheduling
Customer Demand
Three !ethods are co!!onl$ used to schedule
custo!er de!and:
(1) Appointmentsassign specific ti!es for serice
to custo!ers.
(2) Reservationsare used %hen the custo!er
actuall$ occupies or uses facilities associated
%ith the serice.
(3) acklogs!
' The custo!er is gien a due date for thefulfill!ent a product order( or
' #llo% a bac"log to deelop as custo!ers arrie
at the s$ste!. )usto!ers !a$ neer "no%
e*actl$ %hen their orders %ill be fulfilled
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Scheduling Employees
Rotating schedule: # schedule that rotates
e!plo$ees through a series of %or"da$s or hours.
"i#ed schedule: # schedule that calls for each
e!plo$ee to %or" the sa!e da$s and hours each%ee".
$onstraints: The technical constraints i!posed on
the %or"force schedule are the resources proided
b$ the staffing plan and the re+uire!ents placed on
the operating s$ste!.
,ther constraints( including legal and behaioral
considerations( also can be i!posed.
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What is Operations Scheduling
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Objecties of Operations
Scheduling
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Discussion
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Discussion !cont"
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Purpose Of Scheduling
Enables a fir! to allocate production capacit$ to
!eet custo!er re+uire!ents
Scheduling for da$ to da$ actiities
Proides a co!petitie adantage
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Scheduling Methods
"or%ard Scheduling
ack%ard Scheduling
Scheduling methods depends on volume of production
and the nature of operation&
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#orward Scheduling
-hen the actual production actiities
starts
Deter!ines the start and finish ti!es of
the &ob
-P inentor$ leel is high
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$ac%ward Scheduling
Schedules according to the due dates
Deter!ines the latest ti!es.
/asicall$ done in serice organiations.
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SCHED&'()* +C,(-(,(ES
Operations schedulesare short1ter! plansdesigned to i!ple!ent the !aster productionschedule. ,perations scheduling focuses on ho% best to use
e*isting capacit$. ,ften( seeral &obs !ust be processed at one or !ore
%or"stations. T$picall$( a ariet$ of tas"s can beperfor!ed at each %or"station.
'o shop: # fir! that specialies in lo%1 to
!ediu!1olu!e production and utilies &ob or batchprocesses.
"lo% shop: # fir! that specialies in !ediu!1 tohigh1olu!e production and utilies line orcontinuous processes.
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Sh
ippingDepartment
ShippingDepartment
Manufacturing ProcessManufacturing Process
Ra%
)aterials
Ra%
)aterials
*egend!*egend!
atch of partsatch of parts
WorkstationWorkstation
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.ob Shop
Dispatching
Dispatching:# !ethod of generating schedules in &obshops %hereb$ the decision about %hich &ob to process ne*tis !ade using si!ple priorit$ rules %heneer the %or"stationbeco!es aailable for further processing.
+riorit, se-uencing rules: The rules that specif$ the&ob processing se+uence %hen seeral &obs are %aiting in lineat a %or"station.
$ritical ratio ($R):# ratio that is calculated b$ diiding
the ti!e re!aining until a &obs due date b$ the total shop ti!ere!aining for the &ob.CR =(Due date Todays date)/Total shop time remaining(Due date Todays date)/Total shop time remaining
Total Shop Ti!e3 Setup( processing( !oe( and e*pected%aiting ti!es of all re!aining operations( including the operationbeing scheduled.
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.arliest due date (.DD):# priorit$ se+uencingrule that specifies that the &ob %ith the earliest due
date is the ne*t &ob to be processed.
"irst/come0 first/served ("$"S):# priorit$se+uencing rule that specifies that the &ob arriing
at the %or"station first has the highest priorit$.
Shortest processing time (S+):# priorit$se+uencing rule that specifies that the &ob re+uiring
the shortest processing ti!e is the ne*t &ob to be
processed.
.ob Shop Dispatching
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Slack per remaining operations (SRO)!#
priorit$ se+uencing rule that deter!ines
priorit$ b$ diiding the slac" b$ the nu!ber
of operations that re!ain( including the one
being scheduled.
.ob Shop
Dispatching
S45, 3 66Due dateS45, 3 66Due date
Toda$s date8 Total shop ti!e re!aining8Toda$s date8 Total shop ti!e re!aining8
Nu!ber of operations re!aining Nu!ber of operations re!aining
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Performance Measures
'o flo% time: The a!ount of ti!e a &ob spends in theserice or !anufacturing s$ste!. #lso referred to asthroughput timeor time spent in the system, including service.
akespan: The total a!ount of ti!e re+uired to co!plete a
group of &obs. +ast due6Tardiness8: The a!ount of ti!e b$ %hich a &ob
!issed its due date or the percentage of total &obs processedoer so!e period of ti!e that !issed their due dates.
Work/in/process(W+)inentor$: #n$ &ob that is %aiting
in line( !oing fro! one operation to the ne*t( being dela$ed(being processed( or residing in a se!i1finished state.
otal inventor,: The su! of scheduled receipts and on1hand inentories.
4tili5ation: The percentage of %or" ti!e that isproductiel$ spent b$ an e!plo$ee or !achine.
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*antt Charts
6antt chart: are si!ple bar charts that can beused to schedule an$ t$pe of operation
The chart ta"es t%o basic for!s: 698 the &ob or actiit$
progress chart( and 628 the %or"station chart. The 6antt progress chartgraphicall$ displa$s the
current status of each &ob or actiit$ relatie to its
scheduled co!pletion date.
The 6antt %orkstation chartsho%s the load onthe %or"stations and the nonproductie ti!e.
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*antt Progress Chart*antt Progress Chart
+l,mouth
"ord
+ontiac
'o 728 722 723 727 729 72:72171; 71< 71=
$urrent$urrentdatedate
Scheduled actiit$ ti!e
#ctual progress
Start activity
inish activity
!onproductive time
antt Progress )hart for an #uto Parts )o!pan$
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*antt Wor%station Chart*antt Wor%station Chart
antt -or"station )hart for ;ospital ,perating 5oo!s
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.ohnson/s 0ule
'ohnson>s rule: # procedure that !ini!ies !a"espan%hen scheduling a group of &obs on t%o %or"stations.
Step 9.
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Eli!inate >= fro! consideration. The ne*t shortest ti!e
is >2 at -or"station 9( so schedule >2 first.Eli!inate >? fro! consideration. The ne*t shortest ti!e is
>9 at %or"station @9( so schedule >9 ne*t.
Eli!inate >9 and the onl$ &ob re!aining to be
scheduled is >A.
E1ample 2345.ohnson/s 0ule.ohnson/s 0uleat theat the orris achine $o&orris achine $o&
ime (hr)ime (hr)
otorotor Workstation 1Workstation 1 Workstation 2Workstation 2
11 1212 2222
22 77 9933 99 33
77 1919 1:1:
99 1818 ? ne*t to last.
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Workstation
2(7)
1(12)
7(19)
9(18)
3(9)
dle@availalefor further %ork
8 9 18 19 28 29 38Da,
39 78 79 98 99 :8 :9
dle2 2(9)1(22)
7(1:)
9(
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Scheduling $y ,ype Of
Operations
Different for different t$pes of operations
,ypes of Operations
Bob ,peration
5epetitie ,perations
Cabor ntensie ,perations
Serices ,perations
Scheduling .obs for
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Scheduling .obs forMultiple
Wor%stations Priorit$ se+uencing rules can be used to schedule !ore than
one operation. Each operation is treated independentl$.
dentif$ing the best priorit$ rule to use at a particular operation
in a process is a co!ple* proble! because the output fro! one
process beco!es the input for another. )o!puter si!ulation !odelsare effectie tools to deter!ine
%hich priorit$ rules %or" best in a gien situation.
-hen a %or"station beco!es idle( the priorit$ rule is applied to
the &obs %aiting for that operation( and the &ob %ith the highest
priorit$ is selected. -hen that operation is finished( the &ob is !oed to the ne*t
operation in its routing( %here it %aits until it again has the
highest priorit$.
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Single/dimension rules: # set of rules such as
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'abor6limited
Enironments
The li!iting resource thus far has been the nu!ber of
!achines or %or"stations aailable. # !ore t$pical constraint
is the a!ount of labor aailable.
*aor/limited environment: #n eniron!ent in %hich
the resource constraint is the a!ount of labor aailable( notthe nu!ber of !achines or %or"stations.
24 +ssign personnel to the wor%station with the job that has
been in the system longest4
74 +ssign personnel to the wor%station with the most jobs
waiting for processing4
84 +ssign personnel to the wor%station with the largest
standard wor% content4
94 +ssign personnel to the wor%station with the job that has
the earliest due date4
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'in%ing Operations
Scheduling to the Supply Chain
Advanced planning and scheduling (A+S)s,stems!S$ste!s that see" to opti!ie resources acrossthe suppl$ chain and align dail$ operations %ith strategicgoals.
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,han% :ou