Scheduling for Low-volume Operations Chapter 15 Operations Management by R. Dan Reid & Nada R. Sanders 2nd Edition © Wiley 2005 PowerPoint Presentation by R.B. Clough - UNH

MGMT 326 Foundations of Operations Introduction Strategy Managing Projects Quality Assurance Facilities & Work Design Products & Processes Product Design Process Design Managing Quality Statistical Process Control Just-in-Time & Lean Systems Facility Layout Capacity and Location Linear Program- ming Work System Design Managing Inventory Planning & Control Aggregate Planning Resource Planning Scheduling

Chapter Outline Introduction to scheduling Scheduling definitions Low-volume operations Gantt charts Infinite and finite loading Forward and backward scheduling

Chapter Outline (2) Sequencing jobs at 1 work center Common priority rules for 1 work center Using the priority rules Measuring scheduling performance Performance calculations Sequencing jobs through 2 work centers: Johnson's rule

Scheduling Definitions Routing: The operations to be performed, their sequence, the work centers visited, and the time standards Bottleneck: A resource where scheduled work exceeds capacity Due date: When a job is supposed to be finished Slack: The time that a job can be delayed & still finish by its due date Queue: A line of jobs or people waiting for work or service

Low-Volume Operations Low-volume, job shop (batch) operations, are designed for flexibility. Use more general purpose equipment Customized products with higher margins Each product or service may have its own routing (scheduling is much more difficult) Bottlenecks move around depending upon the products being produced at any given time Many service operations have similar issues

Gantt Charts Developed in the early 1900’s by Henry Gantt Load charts (see below Figure 15.1) Illustrates the workload relative to the capacity of a resource Shows job schedule by employee

Gantt Chart (continued) Progress charts: Illustrates the planned schedule compared to actual performance Brackets show when activity is scheduled to be finished. Note that design and pilot run both finished late and feedback has not started yet.

Forward and Backward Scheduling Forward Scheduling – starts processing immediately when a job is received Backward Scheduling – begin scheduling the job’s last activity so that the job is finished on due date

Job Sequencing Considerations at Work Centers Which of several jobs should be scheduled first? Priority rules: Decision rules to allocate the relative priority of jobs at a work center Local priority rules: determines priority based only on jobs at that workstation Global priority rules: also considers the remaining workstations a job must pass through

Commonly Used Priority Rules Local priority rules First come, first served (FCFS) (local) Earliest due date (EDD)(local) Shortest processing time (SPT) first (local) Global priority rules Slack time per remaining Operations (S/RO) - global Slack /(number of remaining operations) – schedule lowest first Critical ratio (CR) - global (Time until due date)/(processing time) Job with lowest CR first

Example Using SPT, EDD

Measuring Scheduling Performance Job flow time: Time a job is completed minus the time the job was first available for processing; avg. flow time measures responsiveness Average # jobs in system: Measures amount of work-in- progress; avg. # measures responsiveness Makespan: The time it takes to finish a batch of jobs; measure of efficiency Job lateness: Whether the job is completed ahead of, on, or behind schedule; Job tardiness: How long after the due date a job was completed, measures due date performance

Scheduling Performance Calculations Calculation mean flow time: MFT= (sum job flow times)/ # of jobs = ( )/4 = 60/4 = 15 days Calculating average number of jobs in the system: Average # Jobs =( sum job flow times)/ # days to complete batch = (60)/20 = 3 jobs Makespan is the length of time to complete a batch Makespan = Completion time for Job D minus start time for Job A = 20 – 0 = 20 days = sum of job processing times Job A finishes on day 10Job B finishes on day 13 Job C finishes on day 17 Job D ends on day 20

Performance Calculations (Cont.) Lateness and Tardiness are both measures related to customer service Average tardiness is a more relevant Customer Service measurement as illustrated below

Comparing SPT and S/RO E done at end of day 2 A end of day 5 D at end of day 9 F at end of day 14 C at end of day 20 B done at end of day 27

Comparing SPT and S/RO (cont.) B done at end of day 7 A at end of day 10 F at end of day 15 E at end of day 17 D at end of day 21 C done at end of day 27

Global Priority Rules Slack time remaining per operation (S/RO) = (slack time)/(number of operations remaining) Schedule job with lowest S/RO first Critical ratio (CR) = (time until due date)/(processing time) Schedule job with lowest CR first

Comparing Priority Rules Shortest processing time (SPT) Minimizes mean flow time Minimizes average job lateness Minimizes average time in the system Faster response to most customers Faster cash flow Jobs with long processing times may be pushed further and further back in the schedule

Comparing Priority Rules (2) Rules that consider due dates Slack time per remaining operations Critical ratio These rules reduce tardiness and maximum lateness Jobs with short processing time and large slack will not be finished as quickly

Sequencing Jobs through Two Work Centers – Johnson’s Rule Johnson’s Rule – a technique for minimizing makespan in a two-stage process Step 1 – List the jobs and the processing time for each activity Step 2 – Find the shortest activity processing time among the jobs If the shortest processing time is for a 1 st activity, schedule that job first If the shortest processing time is for 2 nd activity, schedule that job last Step 3 – Find the shortest activity processing time among the remaining jobs and schedule as in step 2 above. Repeat until all jobs are scheduled.

Johnson’s Rule Example: Vicki’s Office Cleaners does the annual major cleaning of university buildings. The job requires mopping (1 st activity) and waxing (2 nd activity) of each building. Vicki wants to minimize the time it takes her crews to finish cleaning (minimize makespan) the five buildings. She needs to finish in 20 days.

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