Short-Term Scheduling
Introduction
You need to fry 3 pieces of fish in exactly 15 min Each side of fish requires 5 min But you are given a frying pan which can only load 2 pieces of fish at a time
Strategic Importance of Short-Term Scheduling
By scheduling effectively, companies use assets more effectively and create greater capacity per dollar invested, which, in turn, lowers cost This added capacity and related flexibility provides faster delivery and therefore better customer service Good scheduling is a competitive advantage which contributes to dependable delivery
3
Short-Term Scheduling
Deals with timing of operations Short run focus: hourly, daily, weekly Types
Forward Scheduling Backward Scheduling
B
Today
E
Due Date Today
E
Due Date
4
Short-Term Scheduling Examples
Hospital
Outpatient treatments Operating rooms
University
Instructors Classrooms
Factory
Production Purchases
1984-1994 T/Maker Co.
Forward Scheduling
Forward scheduling: begins the schedule as soon as the requirements are known
jobs performed to customer order schedule can be accomplished even if due date is missed often causes buildup of WIP
Backward Scheduling
Backward scheduling: begins with the due date of the final operation; schedules jobs in reverse order
used in many manufacturing environments, catering, scheduling surgery
Capacity Planning, Aggregate Planning, Master Schedule, and Short-Term Scheduling
Capacity Planning 1. Facility size 2. Equipment procurement Aggregate Planning 1. Facility utilization 2. Personnel needs 3. Subcontracting Master Schedule 1. MRP 2. Disaggregation of master plan Short-term Scheduling 1. Work center loading 2. Job sequencing
Long-term
Intermediate-term
Intermediate-term
Short-term
8
The Goals of Short-Term Scheduling
Minimize completion time Maximize utilization (make effective use of personnel and equipment) Minimize WIP inventory (keep inventory levels low) Minimize customer wait time
Choosing a Scheduling Method
Qualitative factors
Number and variety of jobs Complexity of jobs Nature of operations
Quantitative criteria
Average completion time Utilization (% of time facility is used) WIP inventory (average # jobs in system) Customer waiting time (average lateness)
10
Scheduling Methods Differ by Process
ProcessFocused (low volume) RepetitiveFocused (intermediate volume) ProductFocused (high volume)
Variety of Methods
Level Material Use Methods
11
Scheduling in Low-Volume Systems
Schedule incoming orders without violating capacity constraints of individual work centers
Check availability of tools and materials before releasing an order to a department Establish due dates for each job and check progress against need dates and order lead times Check work-in-progress as jobs move through the shop Provide feedback on plant and production activities Provide work-efficiency statistics and monitor operator times for payroll and labor distribution analyses
12
Low-Volume Systems
High variety, low volume systems Products made to order Products need different materials and processing Complex production planning and control Production planning aspects
Shop loading Job sequencing
13
Loading Jobs in Work Centers
Assigning jobs to work centers Considerations
Job priority (e.g., due date) Capacity
Work center hours available Hours needed for job
Approaches
Gantt charts (load & scheduling) - capacity Assignment method - job to specific work center
14
Gantt Load Chart
Shows relative workload in facility Disadvantages
Does not account for unexpected events Must be updated regularly
Work Center
Sheet Metal Mechanical Electrical Painting
M
Job A
T
Job D
Th
Job F Job G Job H
Job B Job C
Job E
Job I
15
Gantt Scheduling Chart
Used to monitor job progress
Job
Day T W T
Job A
Job B
Repair
Job C
Today
16
Assignment Method
Assigns tasks or jobs to resources Type of linear programming model Objective
Minimize total cost, time etc.
Constraints
1 job per resource (e.g., machine) 1 resource (e.g., machine) per job
17
Ex. Ravi Behara, the managing partner at a large law firm in Virginia, must assign three clients to three attorneys. Cost data are presented below: Use the assignment algorithm to solve this problem.
Attorney
Client
Divorce Felony Discrimi nation
1
$800 $500 $500
2
$1,100 $1,600 $1,000
3
$1,200 $1,300 $2,300
18
THREE PRINCIPAL CRITERIA IN EVALUATING JOB SHOP PROBLEMS
1. MAKESPAN time to process a set of jobs
Obj.: minimize makespan
2. FLOWTIME time a job spends in the shop
Obj.: minimize average flowtime
3. TARDINESS the amount by which completion time exceeds due date of jobs
Obj.: minimize no. of tardy jobs, minimize the maximum tardiness
19
Sequencing
Specifies order of jobs that will be worked Sequencing rules
First come, first served (FCFS) Shortest processing time (SPT) Earliest due date (EDD) Longest processing time (LPT) Critical ratio (CR) Johnsons rule
20
Priority Rules for Dispatching Jobs
FCFS EDD SPT LPT CR
First come, first served The first job to arrive at a work center is processed first Earliest due date The job with the earliest due date is processed first Shortest processing time The job with the shortest processing time is processed first
Longest processing time The job with the longest processing time is processed first Critical ratio The ratio of time remaining to required work time remaining is calculated, and jobs are scheduled in order of increasing ratio.
21
First Come, First Served Rule
Process first job to arrive at a work center first Average performance on most scheduling criteria Appears fair & reasonable to customers
Important for service organizations
Example: Restaurants
22
Earliest Due Date Rule
Process job with earliest due date first Widely used by many companies
If due dates important If MRP used
Due dates updated by each MRP run
Performs poorly on many scheduling criteria
23
Critical Ratio (CR)
Ratio of time remaining to work time remaining
Time remaining CR = Work days remaining Due date - Today' s date = Work (lead ) time remaining
Process job with smallest CR first Performs well on average lateness
24
Advantages of the Critical Ratio Scheduling Rule
Use of the critical ratio can help to: determine the status of a specific job establish a relative priority among jobs on a common basis relate both stock and make-to-order jobs on a common basis adjust priorities and revise schedules automatically for changes in both demand and job progress dynamically track job progress and location
25
Criteria to Evaluate Priority Rules
Average completion time Utilization
= = Flow times # Jobs
Process time Flow time =
Average number of jobs in system Average job lateness
Flow time Processing time
Late times = Number of Jobs
26
Johnsons Rule
Used to sequence N jobs through 2 machines in the same order
Jobs (N = 3) Saw Drill
Job A Job B Job C
1995 Corel Corp. 1995 Corel Corp.
27
Johnson's Rule - Scheduling N Jobs on Two Machines
All jobs are to be listed, and the time each requires on a machine shown. Select the job with the shortest activity time. If the shortest time lies with the first machine, the job is scheduled first; if with the second machine, the job is scheduled last. Once a job is scheduled, eliminate it. Apply steps 2-3 to the remaining jobs, working toward the center of the sequence.
28
Sequencing N Jobs on Three Machines
If either or both of the ffg. conditions are met, the solution is possible by Johnsons rule:
The smallest duration on machine 1 is at least as great as the largest duration on machine 2. The smallest duration on machine 3 is at least as great as the largest duration on machine 2.
29
Example
Consider the ffg. jobs and their processing times at corresponding machines: Job M1 M2 M3 A 13 5 9 B 5 3 7 C 6 4 5 D 7 2 6
30
Limitations of Rule-Based Dispatching Systems
Scheduling is dynamic; therefore, rules need to be revised to adjust to changes in process, equipment, product mix, etc. Rules do not look upstream or downstream; idle resources and bottleneck resources in other departments may not be recognized Rules do not look beyond due dates
31
Figure 15.5
32
Scheduling in Intermediate Volume Systems
Three basic issues are
the run size of jobs, the timing of jobs, & the sequence in which jobs should be processed.
33
Example
A softdrink manufacturer bottles six flavors on a single machine. Relevant data are given:
See whiteboard
Using the smallest run-out time rule, which flavor should be produced first? What will be the resulting inventory levels? Assume 3 shifts per day.
34
Intermediate Volume Systems Advantages of Level Material Use
Lower inventory levels, releasing capital for other uses Faster product throughput Improved component quality and hence improved product quality Reduced floor space requirements Improved communication among employees because they are closer together Smoother production process because large lots have not hidden the problems
35
Scheduling in High-Volume Systems
Flow-shop scheduling
e.g. assembly line balancing
Determinants of success:
process and product design, preventive maintenance, rapid repair when breakdown occurs, optimal product mixes, minimization of quality problems, & reliability and timing of supplies.
36
Scheduling for Services
Appointment systems - doctors office Reservations systems - restaurant, car rental First come, first served - deli Most critical first - hospital trauma room
37
