1. Chapter 17 Scheduling Brian – THE JEANS SUPPLY CHAIN IMAGE GOES HERE
Russell and Taylor
Operations and Supply Chain Management, 8th Edition
Brian – THE JEANS SUPPLY CHAIN IMAGE GOES HERE

2. Lecture Outline Objectives in Scheduling – Slide 6 Loading – Slide 8
Sequencing – Slide 14
Monitoring – Slide 29
Advanced Planning and Scheduling Systems – Slide 34
Theory of Constraints – Slide 38
Employee Scheduling – Slide 44
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

3. Learning Objectives
Explain the multiple dimensions of a good schedule, and determine which type of schedule is appropriate for different types of productive systems
Use several different quantitative techniques for loading, sequencing, and monitoring work
Discuss advanced planning and scheduling systems, and the contrast between finite and infinite scheduling
Use the theory of constraints to identify the bottleneck and pace a system to the bottleneck operation
Create efficient and equitable employee schedules
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

4. What is Scheduling? Last stage of planning before production occurs
Specifies when labor, equipment, and facilities are needed to produce a product or provide a service
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

5. Scheduled Operations Batch Production Process Industry Mass Production
Aggregate planning
Master scheduling
Material requirements planning (MRP)
Capacity requirements planning (CRP)
Process Industry
Linear programming
EOQ with non-instantaneous replenishment
Mass Production
Assembly line balancing
Project
Project -scheduling techniques (PERT, CPM)
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

6. Objectives in Scheduling
Meet customer due dates
Minimize job lateness
Minimize response time
Minimize completion time
Minimize time in the system
Minimize overtime
Maximize machine or labor utilization
Minimize idle time
Minimize work-in-process inventory
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

7. Shop Floor Control (SFC)
Schedule and monitor day-to-day job shop production
Also called production control and production activity control (PAC)
Performed by production control department
Loading - check availability of material, machines, and labor
Sequencing - release work orders to shop and issue dispatch lists for individual machines
Monitoring - maintain progress reports on each job until it is complete
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

8. Loading Process of assigning work to limited resources
Perform work with most efficient resources
Use assignment method of linear programming to determine allocation
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

9. Assignment Method Perform row reductions Perform column reductions
subtract minimum value in each row from all other row values
Perform column reductions
subtract minimum value in each column from all other column values
Cross out all zeros in matrix
use minimum number of horizontal and vertical lines
If number of lines equals number of rows in matrix, then optimum solution has been found. Make assignments where zeros appear
Else modify matrix:
subtract minimum uncrossed value from all uncrossed values
add it to all cells where two lines intersect
other values in matrix remain unchanged
Repeat steps 3 and 4 until optimum solution is reached
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

10. Assignment Method Initial PROJECT Matrix 1 2 3 4 Bryan 10 5 6 10
Kari
Noah
Chris
Row reduction Column reduction Cover all zeros
Number lines  number of rows so modify matrix
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e 12

11. Assignment Method Modify matrix Cover all zeros 1 0 1 2 1 0 1 2
Number of lines = number of rows so at optimal solution
Bryan
Kari
Noah
Chris
PROJECT
Project Cost = ( ) X $100 = $2,100
Bryan
Kari
Noah
Chris
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e 12

12. Assignment Method - Setup
Solution goes here Only 1 leader can be assigned to each project
Click “Solve” for solution
Sum of all rows and columns = 1
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

13. Assignment Method - Solution
Assignments indicated by 1
Cost of solution
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

14. Sequencing Prioritize jobs assigned to a resource
If no order specified use first-come first-served (FCFS)
Other Sequencing Rules
FCFS - first-come, first-served
LCFS - last come, first served
DDATE - earliest due date
CUSTPR - highest customer priority
SETUP - similar required setups
SLACK - smallest slack
CR - smallest critical ratio
SPT - shortest processing time
LPT - longest processing time
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

15. Minimum Slack & Smallest Critical Ratio
SLACK considers both work and time remaining
CR recalculates sequence as processing continues and arranges information in ratio form
SLACK = (due date – today’s date) – (processing time)
time remaining due date - today’s date
work remaining remaining processing time
CR = =
If CR > 1, job ahead of schedule
If CR < 1, job behind schedule
If CR = 1, job on schedule
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

16. Sequencing Jobs Through One Process
Flow time (completion time)
Time for a job to flow through system
Makespan
Time for a group of jobs to be completed
Tardiness
Difference between a late job’s due date and its completion time
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

17. Simple Sequencing Rules
PROCESSING DUE
JOB TIME DATE
A 5 10
B 10 15
C 2 5
D 8 12
E 6 8
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

18. Simple Sequencing Rules: FCFSA B C D E
Total
Average /5 = /5 = 9.6
FCFS START PROCESSING COMPLETION DUE
SEQUENCE TIME TIME TIME DATE TARDINESS
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

19. Simple Sequencing Rules: DDATEB
Total
Average 75/5 = /5 = 5.6
DDATE START PROCESSING COMPLETION DUE
SEQUENCE TIME TIME TIME DATE TARDINESS
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

20. Simple Sequencing Rules: SLACK
B (15-0) – 10 = 5
C (5-0) – 2 = 3
D (12-0) – 8 = 4
E (8-0) – 6 = 2
SLACK START PROCESSING COMPLETION DUE
SEQUENCE TIME TIME TIME DATE TARDINESS E C D A B
Total
Average 82/5 = /5 = 6.8
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

21. Simple Sequencing Rules: SPT
SPT START PROCESSING COMPLETION DUE
SEQUENCE TIME TIME TIME DATE TARDINESS C A E D B
Total
Average 74/5 = /5 = 6
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

22. Simple Sequencing Rules: Summary
FCFS
DDATE
SLACK
SPT
AVERAGE AVERAGE NO. OF MAXIMUM
RULE COMPLETION TIME TARDINESS JOBS TARDY TARDINESS
Best values
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

23. Sequencing Jobs Through Two Serial Process
Johnson’s Rule
List time required to process each job at each process. Set up a one-dimensional matrix to represent desired sequence with # of slots equal to # of jobs.
Select smallest processing time at either process. If that time is on process 1, put the job as near to beginning of sequence as possible.
If smallest time occurs on process 2, put the job as near to the end of the sequence as possible.
Remove job from list.
Repeat steps 2-4 until all slots in matrix are filled and all jobs are sequenced.
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

24. Sequencing With Excel
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

25. Johnson’s Rule C E A B D JOB PROCESS 1 PROCESS 2 A 6 8 B 11 6 C 7 3
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

26. Johnson’s Rule E A D B C Completion time = 41 Idle time = 5+1+1+3=10 E
Process 1
(sanding) 5 11 20 31 38
Idle time E A D B C
Process 2
(painting) 5 15 23 30 37 41
Completion time = 41
Idle time = =10
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

27. Excel for Johnson’s Rule
User inputs processing times and sequence
Excel calculates completion times and makespan
When the set of jobs is completed
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

28. Guidelines for Selecting a Sequencing Rule
SPT most useful when shop is highly congested
Use SLACK for periods of normal activity
Use DDATE when only small tardiness values can be tolerated
Use LPT if subcontracting is anticipated
Use FCFS when operating at low-capacity levels
Do not use SPT to sequence jobs that have to be assembled with other jobs at a later date
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

29. Monitoring Work package Gantt Chart Input/Output Control
Shop paperwork that travels with a job
Gantt Chart
Shows both planned and completed activities against a time scale
Input/Output Control
Monitors the input and output from each work center
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

30. Gantt Chart 1 2 3 4 5 6 8 9 10 11 12 Days Today’s Date Job 32B Job 23C
Job 12A
Facility
Key:
Planned activity
Completed activity
Behind schedule
Ahead of schedule
On schedule
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

31. Input/Output Control PERIOD 1 2 3 4 TOTAL
Planned input
Actual input
Deviation
Planned output
Actual output
Backlog 30
PERIOD TOTAL
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

32. Input/Output Control PERIOD 1 2 3 4 TOTAL
Planned input
Actual input
Deviation
Planned output
Actual output
Deviation
Backlog
PERIOD TOTAL
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

33. Excel for Input/Output Control
User inputs planned and actual values
Excel calculates deviations and backlog
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

34. Advanced Planning and Scheduling Systems
Infinite scheduling - assumes infinite capacity
Loads without regard to capacity
Then levels the load and sequences jobs
Finite scheduling - assumes finite (limited) capacity
Sequences jobs as part of the loading decision
Resources are never loaded beyond capacity
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

35. Advanced Planning and Scheduling Systems
Advanced planning and scheduling (APS)
Add-ins to ERP systems
Constraint-based programming (CBP) identifies a solution space and evaluates alternatives
Genetic algorithms based on natural selection properties of genetics
Manufacturing execution system (MES) monitors status, usage, availability, quality
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

36. Constraint Based Programming
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

37. Genetic Algorithm
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

38. Theory of Constraints Not all resources are used evenly
Finite scheduling approach
Concentrate on the” bottleneck” resource
Synchronize flow through the bottleneck
Use process and transfer batch sizes to move product through facility
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

39. Drum-Buffer-Rope Drum Buffer Rope
Bottleneck, beating to set the pace of production for the rest of the system
Buffer
Inventory placed in front of the bottleneck to ensure it is always kept busy
Determines output or throughput of the system
Rope
Communication signal; tells processes upstream when they should begin production
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

40. TOC Scheduling Procedure
Identify bottleneck
Schedule job first whose lead time to bottleneck is less than or equal to bottleneck processing time
Forward schedule bottleneck machine
Backward schedule other machines to sustain bottleneck schedule
Transfer in batch sizes smaller than process batch size
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

41. Synchronous Manufacturing
Demand = 100 A’s
Machine setup time = 60 minutes
MACHINE 1 MACHINE 2 MACHINE 3
B1 5 B2 3 C1 2
B3 7 C3 15 D3 5
C2 10 D2 8 D1 10
Sum * 17
* Bottleneck
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

42. Synchronous Manufacturing
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

43. Synchronous Manufacturing
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

44. Employee Scheduling Labor is very flexible resource
Scheduling workforce is complicated, repetitive task
Assignment method can be used
Heuristics are commonly used
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

45. Employee Scheduling Heuristic
Let N = no. of workers available Di = demand for workers on day i X = day working O = day off
Assign the first N - D1 workers day 1 off. Assign the next N - D2 workers day 2 off. Continue in a similar manner until all days are have been scheduled
If number of workdays for full time employee < 5, assign remaining workdays so consecutive days off are possible
Assign any remaining work to part-time employees
If consecutive days off are desired, consider switching schedules among days with the same demand requirements
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

46. Employee Scheduling DAY OF WEEK M T W TH F SA SU MIN NO. OF
WORKERS REQUIRED
Taylor
Smith
Simpson
Allen
Dickerson
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

47. Employee Scheduling
DAY OF WEEK M T W TH F SA SU
MIN NO. OF
WORKERS REQUIRED
Taylor O X X O X X X
Smith O X X O X X X
Simpson X O X X O X X
Allen X O X X X X O
Dickerson X X O X X X O
Completed schedule satisfies requirements but has no consecutive days off
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

48. Employee Scheduling
DAY OF WEEK M T W TH F SA SU
MIN NO. OF
WORKERS REQUIRED
Taylor O O X X X X X
Smith O O X X X X X
Simpson X X O O X X X
Allen X X X O X X O
Dickerson X X X X O X O
Revised schedule satisfies requirements with consecutive days off for most employees
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

49. Automated Scheduling Systems
Staff Scheduling
Assign workers to standardize shift patterns
Schedule Bidding
Workers bid for certain shift positions or schedules
Schedule Optimization
Creates demand-driven forecast of labor needs
Assigns workers to variable schedules
Uses mathematical programming and artificial intelligence techniques
© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

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© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e