Sequencing Products When resources are scarce decisions must be taken on the order in which the work will

be tackled. This activity is termed sequencing. The priorities given to work in an operation are often determined by some predefined set of rules, some of which are relatively complex. Some of these are summarized below Physical constraints Physical nature of the materials: !ature of materials being processed may determine the priority of work. "or example, in an operation using paints or dyes, lighter shades will be sequenced before darker shades. #n completion of each batch, the colour is slightly darkened for the next batch. This is because darkness of colour can only be added to and not removed from the colour mix. Physical nature of the equipment This may be used to determine sequence. "or example, in the paper industry, the cutting equipment is set to the width of paper required. $t is easier and faster to move the cutting equipment to an ad%acent size &up or down' than it is to reset the machine to a very different size. Mix of work arriving: This can determine the priority given to %obs. "or example, when fabric is cut to a required size and shape in garment manufacture, the surplus fabric would be wasted if it is not used for another product. Therefore, %obs that physically fit together may be scheduled together to reduce waste. Customer priority #perations will sometimes use customer priority sequencing, which allows an important or aggrieved customer, or item, to be (processed) prior to others, irrespective of the order of arrival of the customer or item. This approach is typically used by operations whose customer base is skewed, containing a mass of small customers and a few large, very important customers. Some banks, for example, give priority to important customers. Similarly, in hotels, complaining customers will be treated as a priority because their complaint may have an adverse effect on the perceptions of other customers. *ore seriously, the emergency services often have to use their %udgement in prioritizing the urgency of requests for service. Prioritizing by due date This means that work is sequenced according to when it is (due) for delivery, irrespective of the size of each %ob or the importance of each customer. "or example, a support service in an office block, such as a reprographic unit, will often ask when photocopies are required, and then sequence the work according to that due date. +ue date sequencing usually improves the delivery reliability of an operation and improves average delivery speed. ,owever, it may not provide optimal productivity, as a more efficient sequencing of work may reduce total costs. ,owever, it can be flexible when new, urgent work arrives at the work centre. ast!in!first!out " #$%' is a method of sequencing usually selected for practical reasons. "or example, unloading an elevator is more convenient on a -$"# basis, as there is only one entrance and exit. ,owever, it is not an equitable approach. .atients at hospital clinics may be infuriated if they see newly arrived patients examined first. This sequencing rule is not determined for reasons of quality, flexibility or cost, and none of these performance ob%ectives is well served by this method.

$irst!in first!out "$#$%&: Some operations serve customers in exactly the sequence they arrive in. This is called first/in first/out sequencing &"$"#', or sometimes (first come, first served) &"0"S'. "or example, the passport offices receive mail, and sort it according to the day when it arrived. They work through the mail, opening it in sequence, and process the passport applications in order of arrival. 1ueues in theme parks may be designed so that one long queue snakes around the lobby area until the row of counters is reached. When customers reach the front of the queue, they are served at the next free counter. ongest operation time " %'&: #perations may feel obliged to sequence their longest %obs first in the system called longest operation time sequencing. This has the advantage of occupying work centres for long periods. 2y contrast, relatively small %obs progressing through an operation will take up time at each work centre because of the need to change over from one %ob to the next. ,owever, although longest operation time sequencing keeps utilization high, this rule does not take into account delivery speed, reliability or flexibility. $ndeed, it may work directly against these performance ob%ectives. Shortest operation time first "S%'&: *ost operations at some stage become cash/constrained. $n these situations, the sequencing rules may be ad%usted to tackle short %obs first in the system, called shortest operation time sequencing. These %obs can then be invoiced and payment received to ease cash/flow problems. -arger %obs that take more time will not enable the business to invoice as quickly. This has an effect of improving delivery performance, if the unit of measurement of delivery is %obs. ,owever, it may adversely affect total productivity and can damage service to larger customers.