2019 Scheduling

wip = [Proactive # (noogeros> + Cpro.
4 (21)
lit overat time z
+ [prosting a (2-2)
-> -
zoff
L
Scheduling
Scheduling
Flow
2
SCHEDULING
The need for SCHEDULING existing in most (a) Manufacturing and

Production Systems, (b) Information-processing environments, (c)
Transportation and Distribution, (d) other types of service industries, etc.
[Pinedo, 2008]
The terminology of SCHEDULING has its origins in Manufacturing Industries

and the problem of deterministic scheduling in manufacturing systems has
been well researched in the last five decades [Pinedo, 2008].
SCHEDULING is a decision-making process of allocating limited resources

(machine at a workshop, runway at an airport, crews at a construction site,
processing units in a computer environment) to activities (operations in a
workshop, takeoffs and landings, stages at construction project, computer
programs) over time and its goal is to optimize one or more objectives.
A SCHEDULE is a job sequence determined for every resource of the processing systems.
Scheduling
Scheduling: The allocation of resources over time to
accomplish specific tasks.
– Demand scheduling: A type of scheduling
whereby customers are assigned to a definite time
for order fulfillment.
– Workforce scheduling: A type of scheduling that
determines when employees work.
– Operations / production scheduling: A type of
scheduling in which jobs are assigned to
workstations or employees are assigned to jobs for
specified time periods.
4
Scheduling Problem Variations (or Classifications)
Production / Operations scheduling problems may be

classified according to several criteria. Eilon (1978) classified
as
(a) static / dynamic considering future arrival/

dynamic with real time events;
(b) deterministic / stochastic;
(c) single product / multiple product;
(d) single-processor / multiple-processor.
Dynamic Real Time Scheduling

Real-time events have been classified into two categories
(Stoop and Weirs, 1996; Suresh and Chaudri,
1993; Cowling and Johanson, 2002; Vieira et al., 2003):
Resource-related: machine breakdown, operator illness,

unavailability or tool failures, loading limits,
delay in the arrival or shortage of materials, defective
material (material with wrong specification), etc.
Job-related: rush jobs, job cancellation, due date

changes, early or late arrival of jobs, change in job
priority, changes in job processing time, etc.
6
In multiple machine shop scheduling problems
If all the jobs have the same route or processing sequence, the
system is called a flow shop.
If different jobs have different processing sequences, the system is

called a job shop.
In flow shop problems, the scheduling decision is to identify the

sequence of jobs that optimizes the given objective.
-...
In a job shop the scheduling decision is to find the schedule that
optimizes a given objective function. -.
- -
While traditional scheduling methods are primarily concerned with

sequencing of jobs, modern manufacturing environments provide the
additional possibility of processing jobs in batches, which leads to
Scheduling problems with batching.
Batching occurs in two situations: (1) Serial Batching and (2) Parallel
Batching.
Serial Batching: Jobs may be batched if they share the same setup on a
machine [called as Discrete Processor (DP)] and one job is processed
at a time.
Parallel Batching: Several jobs can be processed simultaneously on a

machine [called as batch processor (BP) or batch processing machine
(BPM)] with common starting and ending times, and once the process
begins it can not be interrupted until the entire batch is processed.
8
PRODUCTION / OPERATIONS SCHEDULING
 Forward scheduling
 Begins the schedule as soon as the requirements are known
 Jobs performed to customer order
 Often causes buildup of WIP (Work-in-Process)
 Schedule can be accomplished even if due date is missed
 Backward scheduling
 Begins with the due date of the final operation
 Schedules jobs in reverse order
 Used in many manufacturing environments
Forward Scheduling Backward Scheduling
A B A B
Today Due date Today Due date
10
Performance Measures
 Utilization: The percentage of work time that is productively spent by an
employee or machine.
 Work‐in‐process (WIP) inventory: Any job that is waiting in line, moving from
one operation to the next, being delayed, being processed, or residing in a
semi‐finished state.
 Total inventory: The sum of scheduled receipts and on‐hand inventories.
 Job flow time: The amount of time a job spends in the service or
manufacturing system. Also referred to as throughput time or time spent in
the system, including service.
 Makespan: The total amount of time required to complete a group of jobs.
 Past due (Tardiness): The amount of time by which a job missed its due date
or the percentage of total jobs processed over some period of time that
missed their due dates.
11
Some More Performance Measures

– Average job flow time
» Ratio of sum of the time in system till the processing of a job is
complete to the number of jobs
» The SPT rule always yields the minimum average flow time
– Average earliness
– Average tardiness
– Maximum tardiness
» The EDD rule always yields the minimum value of maximum tardiness
– Average WIP Inventory
» Ratio of sum of flow times to the makespan
- -
» The SPT rule always yields the minimum average WIP inventory
– Average total inventory
» Ratio of sum of the time in system to the makespan
-
12
Some characteristics of performance measures
– Makespan: Surrogate for schedule with highest

-
utilization
-
– Total flowtime: Easy to use and the optimal solution is

intuitive.
– Total tardiness: Good objective but very difficult to

solve exactly. - . .
– Maximum Tardiness: When customers tolerate smaller

tardiness but become rapidly upset for larger ones
– Maximum Lateness: Relatively easy to solve
13
Solution Approaches
Scheduling
Approaches
Exact Approximation Heuristic

Algorithms Algorithms Algorithms
Branch & Bound
Dynamic Programming
Construction Improvement
Heuristics Heuristics
Dispatching rules Local Search
14
Single Machine Problems
A number of jobs will be waiting
Simple heuristics (Priority Rules / Dispatching Rules /

Scheduling Rules) is used to select the order in which the
jobs will be processed.
A Priority rule / dispatching rule / scheduling rule is a rule that prioritises

all the jobs that are awaiting for processing on a machine.
Whenever a machine has been freed, a scheduling rule inspects the
waiting jobs and selects the job with the highest priority.
15
Single Machine Problems (cont…)

Priority / Dispatching / Scheduling Rules
I
-– First come, first served (FCFS)

» The first job to arrive at a work center is processed first
– Earliest due date (EDD)
» The job with the earliest due date is processed first
– Shortest processing time (SPT)
» The job with the shortest processing time is processed first
– Longest processing time (LPT)
» The job with the longest processing time is processed first
&
w– Slack time remaining (STR)

» STR = [time remaining before Due date – remaining
Processing time]
» The job with the least STR is processed first
– Random
» The job selected on random is processed first
16
-Priority Dispatching Rule

Critical ratio-
- (CR)
(Due date) – (Today’s date) A

-
B
CR =
Total shop time remaining
I
 A ratio less than 1.0 implies that the job is behind
schedule
 A ratio greater than 1.0 implies the job is ahead of
schedule
 The job with the lowest CR is scheduled next
cpc) -lug
17
CR = 1 - o Schedul
>1 -
reading
Priority Dispatching Rule

Slack per remaining operations (S/RO)
Due Today’s
date – date
Total shop
– time remaining A -
B - C
I
S/RO =
Number of operations remaining
Ioperation
 The job with the lowest S/RO is scheduled next
-
18
of
Dno remaining
Classification of Dispatching / Scheduling Rules
Static rules
– not time-dependent
– are function of job and/or machine data
Dynamic rules
– time-dependent [e.g.: “minimum slack first”-priority rule]
Local rules
– e.g. only consider current job, machine
Global rules
– “look ahead”-strategy
- -
Single Dimension Rules
-
 Base the job’s priority assignment only on information of the jobs waiting for processing at the individual
workstation
 Base priority only on single aspect of the job like due date, processing time, etc.

-
Example: EDD, SPT, FCFS
Multiple Dimension Rules
 Incorporate information about remaining workstations at which job must be processed, in addition to
w r -
processing time and/or due date considered by single dimension rules
- - -
 Example: CR, S/RO

-
19
Single Machine Problems (cont…)

Example
– Single Dimension Rules
– Multiple Dimension Rules
20
a
maceofreseal
Sequencing
Single-Dimension Rules – EDD
Engine
Block Begin
Processing
Time
Job
Flow
Time
pic
Scheduled
Customer
Pickup
Actual
Customer
Pickup
Hours
Hours Past
Sequence Work (hr) (hr) Time Time Early Due
Ranger 0 + 8 = 8 10 10 2 O
O
Explorer 8 + 6 = 14 12 14 2
Econoline 150 14 + 3 = 17 18 18 1 U
17 + 15 = 32 20 32 12
o
Bronco
Thunderbird 32 + 12 = 44 22 44 22
21
Sequencing
Job Scheduled Actual
Engine Processing Flow Customer Customer Hours
Block Begin Time Time Pickup Pickup Hours Past
Ranger 0 + 8 = 8 10 10 2
Explorer 8 + 6 = 14 12 14 2
Econoline 150 14 + 3 = 17 18 18 1
Bronco 17 + 15 = 32 20 32 12
Thunderbird 32 + 12 = 44 22 44 22
8 + 14 + 17 + 32 + 44
Average job flow time =
5
22
Sequencing
Ranger 0 + 8 = 8 10 10 2
Explorer 8 + 6 = 14 12 14 2
Econoline 150 14 + 3 = 17 18 18 1
Bronco 17 + 15 = 32 20 32 12
Thunderbird 32 + 12 = 44 22 44 22
Average job flow time = 32 hours
23
Sequencing
Ranger 0 + 8 = 8 10 10 2
Explorer 8 + 6 = 14 12 14 2
Econoline 150 14 + 3 = 17 18 18 1
Bronco 17 + 15 = 32 20 32 12
Thunderbird 32 + 12 = 44 22 44 22
Average job flow time = 32 hours Average hours early =

2+0+1+0+0
5
24 L don't take 3
in hurry
>
-
Sequencing
Ranger 0 + 8 = 8 10 10 2
Explorer 8 + 6 = 14 12 14 2
Econoline 150 14 + 3 = 17 18 18 1
Bronco 17 + 15 = 32 20 32 12
Thunderbird 32 + 12 = 44 22 44 22
Average job flow time = 32 hours Average hours early = 0.6 hour
25
Sequencing
Ranger 0 + 8 = 8 10 10 2
Explorer 8 + 6 = 14 12 14 2
Econoline 150 14 + 3 = 17 18 18 1
Bronco 17 + 15 = 32 20 32 12
Thunderbird 32 + 12 = 44 22 44 22
0 + 2 + 0 + 12 + 22
Average hours past due =
5
lateners
26
Sequencing
Ranger 0 + 8 = 8 10 10 2
Explorer 8 + 6 = 14 12 14 2
Econoline 150 14 + 3 = 17 18 18 1
Bronco 17 + 15 = 32 20 32 12
Thunderbird 32 + 12 = 44 22 44 22
Average hours past due = 7.2 hours
27
Sequencing
&
Ranger 0 + 8 = 8 10 10 2
Explorer 8 + 6 = 14 12 14 2
Econoline 150 14 + 3 = 17 18 18 1
Bronco 17 + 15 = 32 20 32 12
Thunderbird 32 + 12 = 44 22 44 22
Q
Average hours past due = 7.2 hours Average WIP =
Sum of flow times
Makespan
28
↳
Sum
->m of all flow time
&cost flow time valle

-(MsT)
Sequencing
Ranger 0 + 8 = 8 10 10 2
Explorer 8 + 6 = 14 12 14 2
Econoline 150 14 + 3 = 17 18 18 1
Bronco 17 + 15 = 32 20 32 12
Thunderbird 32 + 12 = 44 22 44 22
Average hours past due = 7.2 hours Average WIP =

8 + 14 + 17 + 32 + 44
44
29
Sequencing
Ranger 0 + 8 = 8 10 10 2
Explorer 8 + 6 = 14 12 14 2
Econoline 150 14 + 3 = 17 18 18 1
Bronco 17 + 15 = 32 20 32 12
Thunderbird 32 + 12 = 44 22 44 22
Average hours past due = 7.2 hours Average WIP = 2.61 blocks
30
Sequencing
p
Ranger 0 + 8 = 8 10 10 2
for
Explorer 8 + 6 = 14 12 14 2
Econoline 150 14 + 3 = 17 18 18 1
17 + 15 = 32 20 32 12
Bronco
Thunderbird 32 + 12 = 44 22 44 22
-
functiiontne
Sum of time in system
Average total inventory =
Makespan
31 F
it totally depends
on when sustence
arives to pick up!
Sequencing
Ranger 0 + 8 = 8 10 10 2
Explorer 8 + 6 = 14 12 14 2
Econoline 150 14 + 3 = 17 18 18 1
Bronco 17 + 15 = 32 20 32 12
Thunderbird 32 + 12 = 44 22 44 22
10 + 14 + 18 + 32 + 44
Average total inventory =
44
32
Cp>1 leading
c = 1 on
time
CPC) ·
lugging
Sequencing
Single-Dimension Rules – SPT
Econoline 150 0 + 3 = 3 18 18 15
Explorer 3 + 6 = 9 12 12 3
Ranger 6 + 8 = 17 10 17 7
Thunderbird 17 + 12 = 29 22 29 7
Bronco 29 + 15 = 44 20 44 24
Average job flow time = 20.4 hours Average hours early = 3.6 hour
Average total inventory = 2.73 engine blocks
Due date-today's
33 date
CR = -
muh Time needed
amplete
Sequencing
Single-Dimension Rules – SPT
Sequence Work (hr) Rule
(hr) Comparison
Time Time Early Due
Econoline 150 0 + 3 = 3 18 18 15
EDD SPT
Explorer 3 + 6 = 9 12 12 3
Ranger Average
6 + 8 job
= flow
17 time
10 23.00
17 20.40 7
Thunderbird Average
17 + 12 hours
= 29early 22 0.60
29 3.60 7
Bronco 29 + 15 = 44past due
Average hours 20 44
7.20 7.60 24
Average WIP 2.61 2.32
Average job flow time = 20.4 hours Average hours early = 3.6 hour
Average total inventory 2.68 2.73
Average total inventory = 2.73 engine blocks
34
w
Comparison of
Sequencing Rules
 No one sequencing rule excels on all criteria
 SPT does well on minimizing flow time and
number of jobs in the system
 But SPT moves long jobs to
the end which may result
in dissatisfied customers
 FCFS does not do especially
well (or poorly) on any
criteria but is perceived
as fair by customers
 EDD minimizes lateness
35
Sequencing
Multiple-Dimension Rules
Operation Time
Time at Remaining Number of
Engine to Due Date Operations Shop Time
Job Lathe (hr) (Days) Remaining Remaining CR S/RO
1 2.3 15 10 6.1
2 10.5 10 2 7.8
3 6.2 20 12 14.5
4 15.6 8 5 10.2
Time remaining to due date

CR =
Shop time remaining
36
-
Sequencing
Operation Time
1 2.3 15 10 6.1
2 10.5 10 2 7.8
3 6.2 20 12 14.5
4 15.6 8 5 10.2
15
CR =
6.1
37
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46
2 10.5 10 2 7.8 1.28
3 6.2 20 12 14.5 1.38
4 15.6 8 5 10.2 .78
38
perremain
S/eo-Slack operation
to
3+ time remain
( due date
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46
2 10.5 10 2 7.8 1.28
3 6.2 20 12 14.5 1.38
4 15.6 8 5 10.2 .78
Time remaining to due date – Shop time remaining

S/RO = Number of operations remaining
39
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46
2 10.5 10 2 7.8 1.28
3 6.2 20 12 14.5 1.38
4 15.6 8 5 10.2 .78
15 – 6.1
S/RO =
10
40
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46
2 10.5 10 2 7.8 1.28
3 6.2 20 12 14.5 1.38
4 15.6 8 5 10.2 .78
15 – 6.1
S/RO = = 0.89
10
41
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 2 7.8 1.28
3 6.2 20 12 14.5 1.38
4 15.6 8 5 10.2 .78
15 – 6.1
S/RO = = 0.89
10
42
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 2 7.8 1.28 1.10
3 6.2 20 12 14.5 1.38 0.46
4 15.6 8 5 10.2 .78 – 0.44
43
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 2 7.8 1.28 1.10
3 6.2 20 12 14.5 1.38 0.46
4 15.6 8 5 10.2 .78 – 0.44
CR Sequence =
44
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 2 7.8 1.28 1.10
3 6.2 20 12 14.5 1.38 0.46
4 15.6 8 5 10.2 .78 – 0.44
CR Sequence = 4
45
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 2 7.8 1.28 1.10
3 6.2 20 12 14.5 1.38 0.46
4 15.6 8 5 10.2 .78 – 0.44
CR Sequence = 4–2
46
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 2 7.8 1.28 1.10
3 6.2 20 12 14.5 1.38 0.46
4 15.6 8 5 10.2 .78 – 0.44
CR Sequence = 4–2–3
47
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 2 7.8 1.28 1.10
3 6.2 20 12 14.5 1.38 0.46
4 15.6 8 5 10.2 .78 – 0.44
CR Sequence = 4–2–3–1
-
incw.
48
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 2 7.8 1.28 1.10
3 6.2 20 12 14.5 1.38 0.46
4 15.6 8 5 10.2 .78 – 0.44
S/RO Sequence =
49
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 2 7.8 1.28 1.10
3 6.2 20 12 14.5 1.38 0.46
4 15.6 8 5 10.2 .78 – 0.44
S/RO Sequence = 4
50
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 2 7.8 1.28 1.10
3 6.2 20 12 14.5 1.38 0.46
4 15.6 8 5 10.2 .78 – 0.44
S/RO Sequence = 4 – 3
51
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 2 7.8 1.28 1.10
3 6.2 20 12 14.5 1.38 0.46
4 15.6 8 5 10.2 .78 – 0.44
S/RO Sequence = 4 – 3 – 1
52
Sequencing
Operation Time
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 2 7.8 1.28 1.10
3 6.2 20 12 14.5 1.38 0.46
4 15.6 8 5 10.2 .78 – 0.44
S/RO Sequence = 4 – 3 – 1 – 2
53
Sequencing
Operation Time
Job Lathe (hr) (Days) Sequence
Remaining Summary
Remaining CR S/RO
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 2 7.8 1.28 1.10
3 6.2 20 12 14.5 1.38 0.46
4 15.6 8 5 10.2 .78 – 0.44
S/RO Sequence = 4 – 3 – 1 – 2
54
Sequencing
Operation Time
Remaining Summary
Remaining CR S/RO
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 FCFS
2 = 1 –
7.8 2 – 3 – 4 1.10
1.28
3 6.2 20 12 14.5 1.38 0.46
4 15.6 8 5 10.2 .78 – 0.44
S/RO Sequence = 4 – 3 – 1 – 2
55
Sequencing
Operation Time
Remaining Summary
Remaining CR S/RO
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 FCFS
2 = 17.8
– 2 – 1.28
3 – 4 1.10
3 6.2 20 SPT
12 = 1 –
14.5 3 – 2 – 4 0.46
1.38
4 15.6 8 5 10.2 .78 – 0.44
S/RO Sequence = 4 – 3 – 1 – 2
56
Sequencing
Operation Time
Remaining Summary
Remaining CR S/RO
1 2.3 15 10 6.1 2.46 0.89
2 10.5 10 FCFS
2 = 1 –
7.8 2 – 3 – 4 1.10
1.28
3 6.2 20 SPT = 14.5
12 1 – 3 – 1.38
2 – 4 0.46
4 15.6 8 EDD
5 = 4 –
10.2 2 – 1.78
– 3 – 0.44
S/RO Sequence = 4 – 3 – 1 – 2
57
Sequencing
Operation Time
Priority Rule Summary
Remaining Summary
Remaining CR S/RO
FCFS SPT EDD CR S/RO
1 2.3 15 10 6.1 2.46 0.89
Avg Flow Time 17.175 16.100 26.175 27.150 24.025
2Avg Early
10.5
Time 10
3.425
FCFS =0 17.8
6.0502
– 2 –01.28
3 – 4 1.10
0
3Avg Past6.2
Due 20
7.350 SPT = 1
12 12.92514.5
8.900 – 3 – 2 –10.775
13.9001.38 4 0.46
4Avg WIP15.6 8
1.986 1.861EDD = 10.2
5 3.026 4 – 3.129
2 – 1.78
– 32.777
– 0.44
Avg Total Inv 2.382 2.561 3.026 3.129 2.777
S/RO Sequence = 4 – 3 – 1 – 2
58
Comparison of
Sequencing Rules
 No one sequencing rule excels on all criteria
 SPT does well on minimizing flow time and
number of jobs in the system
 But SPT moves long jobs to
the end which may result
in dissatisfied customers
 FCFS does not do especially
well (or poorly) on any
criteria but is perceived
as fair by customers
 EDD minimizes lateness
59
2-Machine n-Job Sequencing Problem

(Johnson’s Rule)
Johnson’s rule is used to minimize makespan for a group of
jobs to be processed on two machines at two successive
work centres
Conditions:
– Job time must be known and constant
– Job times must be independent of sequence
– Jobs must follow same two-step sequence
– Job priorities cannot be used
– All units must be completed at the first work center before
moving to second
60
61
2-Machines 5-jobs Scheduling Example

Work Center 1 Work Center 2
Job (Drill Press) (Lathe)
A 5
- 2
=
B 3 6
C 8 4
D 10 7
E 7 12
(c
62
2
(Johnson’s Rule) (cont…)
Johnson’s Rule (Steps)
– List the jobs and their times at each workcenter
– Select the job with shortest processing times.If shortest time is

at the first workcentre,schedule that job first; if the time is at
the second work center,schedule the job later.
– Eliminate the job and its time for further considerations
– Repeat steps 2 & 3, working toward the center of the sequence,

until all jobs have been scheduled
63
Johnson’s Rule Steps
List jobs & 2 Schedule

Machine?
activity times LAST
1
Select job with Schedule
shortest time FIRST
No
Ties? Eliminate job
from list
Yes
No
Break Jobs left? Stop
arbitrarily Yes
64
Johnson’s Rule Example
A 5 2
B 3 6
C 8 4
D 10 7
E 7 12
65

A 5 2
B 3 6
B E D C A
C 8 4
D 10 7
E 7 12
66
c A
BDA-

A 5 2
B 3 6
B E D C A
C 8 4
D 10 7
E 7 12
Time 0 3 10 20 28 33
WC
1 B E D C A
WC
2
3
a
a 03
1320
ex
3
O
3 22 3 13 32
3
67 1029 20 36
13 20
310 22 33
32
38
28
2or ⑰
20 -20
10 36/
2 20
2V 3
A2533
33
28
A

A 5 2
B 3 6
B E D C A
C 8 4
D 10 7
E 7 12
Time 0 3 10 20 28 33
WC
1 B E D C A
WC
2 B E D C A
Time 0 1 3 5 7 9 10 11 12 13 17 19 21 22 2325 27 29 31 33 35
B E D C A
68
(Johnson’s Rule) (cont…)
Example:
Processing Time (in hours)
Motor Workstation 1 Workstation 2
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
o What is the sequence that yields the minimum makespan?

o What is this minimum value of makespan?
o Represent the machine loadings with help of a Gantt Chart.
69
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
-
M2 -4 5
M3 5 -
3 .
M4 15 16
M5 10
-
8
70
Ms
M4 ng
M2M,
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence =
71
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence =
72
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence = M3
73
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence = M3
74
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence = M3
75
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence = M3
76
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence = M2 M3
77
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence = M2 M3
78
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence = M2 M3
79
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence = M2 M5 - M3
80
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence = M2 M5 - M3
81
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence = M2 - M1 M5 - M3
82
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence = M2 - M1 M5 - M3
83
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence = M2 - M1 - M4 - M5 - M3
84
Sequencing
Johnson’s Rule
Time (hr)
M1 12 22
M2 4 5
M3 5 3
M4 15 16
M5 10 8
Sequence = M2 - M1 - M4 - M5 - M3
85
Sequencing
Johnson’s Rule
Time (hr)
Workstation Motor Workstation 1 Workstation 2
1 M1 12 22
M2 4 5
2 M3 5 3
M4 15 16
0 5 10 15 20 25 30 35 40 45 50 55 60 65
M5 10 Day 8
Sequence = M2 - M1 - M4 - M5 - M3
86
Sequencing
Johnson’s Rule
Time (hr)
M2 M1 M4 M5 M3 Idle—available
1 (4) M1
(12) 12
(15) (10) (5) 22 for further work
M2 4 5
2 M3 5 3
M4 15 16
0 5 10 15 20 25 30 35 40 45 50 55 60 65
M5 10 Day 8
Sequence = M2 - M1 - M4 - M5 - M3
87
Sequencing
Johnson’s Rule
Time (hr)
1 (4) M1
(12) 12
M2 4 5
2 Idle M3 5 3
M4 15 16
0 5 10 15 20 25 30 35 40 45 50 55 60 65
M5 10 Day 8
Sequence = M2 - M1 - M4 - M5 - M3
88
Sequencing
Johnson’s Rule
Time (hr)
1 (4) M1
(12) 12
M2 4 5
2 Idle M2M3 5 3
(5)
M4 15 16
0 5 10 15 20 25 30 35 40 45 50 55 60 65
M5 10 Day 8
Sequence = M2 - M1 - M4 - M5 - M3
89
Sequencing
Johnson’s Rule
Time (hr)
1 (4) M1
(12) 12
M2 4 5
2 Idle M2
(5)
M3 5 3
M4 15 16
0 5 10 15 20 25 30 35 40 45 50 55 60 65
M5 10 Day 8
Sequence = M2 - M1 - M4 - M5 - M3
90
Sequencing
Johnson’s Rule
Time (hr)
1 (4) M1
(12) 12
M2 4 5
2 Idle M2M3Idle 5 3
(5)
M4 15 16
0 5 10 15 20 25 30 35 40 45 50 55 60 65
M5 10 Day 8
Sequence = M2 - M1 - M4 - M5 - M3
91
Sequencing
Johnson’s Rule
Time (hr)
1 (4) M1
(12) 12
M2 4 5
2 Idle M2
(5)
M3Idle 5(22)
M1 3
M4 15 16
0 5 10 15 20 25 30 35 40 45 50 55 60 65
M5 10 Day 8
Sequence = M2 - M1 - M4 - M5 - M3
92
Sequencing
Johnson’s Rule
Time (hr)
1 (4) M1
(12) 12
(15) (10) (5)22 for further work
M2 4 5
2 Idle M2M3Idle 5(22)
M1 M43
(5) (16)
M4 15 16
0 5 10 15 20 25 30 35 40 45 50 55 60 65
M5 10 Day 8
Sequence = M2 - M1 - M4 - M5 - M3
93
Sequencing
Johnson’s Rule
Time (hr)
1 (4) M1
(12) 12
M2 4 5
2 Idle M2
(5)
M3Idle 5(22)
M1 M43
(16)
M5
(8)
M4 15 16
0 5 10 15 20 25 30 35 40 45 50 55 60 65
M5 10 Day 8
Sequence = M2 - M1 - M4 - M5 - M3
94
Sequencing
Johnson’s Rule
Time (hr)
1 (4) M1
(12) 12
M2 4 5
2 Idle M2M3Idle 5(22)
M1 M43 M5 M3
(5) (16) (8) (3)
M4 15 16
0 5 10 15 20 25 30 35 40 45 50 55 60 65
M5 10 Day 8
Sequence = M2 - M1 - M4 - M5 - M3
95
Sequencing
Johnson’s Rule
Time (hr)
1 (4) M1
(12) 12
M2 4 5
2 Idle M2
(5)
M3Idle 5(22)
M1 M43
(16)
M5
(8)
M3
(3)
M4 15 16
0 5 10 15 20 25 30 35 40 45 50 55 60 65
M5 10 Day 8
Sequence = M2 - M1 - M4 - M5 - M3
96
Limitations of Rule-Based
Dispatching Systems
1. Scheduling is dynamic and rules
need to be revised to adjust to
changes
2. Rules do not look upstream or
downstream
3. Rules do not look beyond due dates
97
Scheduling Workers in
Service Operations
Why Scheduling is Important in Services

– Determining the proper number of
workers is critical to providing services to
satisfy customer demand.
– Having only the necessary number of
workers is critical to keeping labor costs
down.
98
Scheduling Workers in Service Operations
A Framework for Scheduling

Service Workers
– Forecast customer demand.
– Convert customer demand
into worker requirements.
– Convert worker requirements
into daily work schedules.
– Convert daily work schedules
into weekly work schedules.
99
Scheduling Workers in Service

Operations (cont’d)
The Use of Technology in Scheduling
– Advantages
» Reduces time managers must devote to scheduling workers.
» Software algorithms reduce labor hours
Examples of Scheduling in Services
– Setting staffing levels in banks
– Nurse staffing and scheduling
– Scheduling consecutive days off
100
Scheduling Service Employees
With Cyclical Scheduling
 Objective is to meet staffing
requirements with the minimum number
of workers
 Schedules need to be smooth and keep
personnel happy
 Many techniques exist from simple
algorithms to complex linear
programming solutions
101
Workforce Scheduling
Example
The Amalgamated Parcel Service is open 7 days
a week. The schedule of requirements is:
Required employees
Day M T W Th F S Su
Number of employees 6 4 8 9 10 3 2
The manager needs a workforce schedule that provides two consecutive days
off and minimizes the amount of total slack capacity. To break ties in the
selection of off days, the scheduler gives preference to Saturday and Sunday if
it is one of the tied pairs. If not, she selects one of the tied pairs arbitrarily.
102
Steps 1 & 2
Required employees
Day M T W Th F S Su
Number of employees 6 4 8 9 10* 3 2
Employee 1 X X X X X
Step 1. Select the unique pair that has the lowest total requirements for
the 2 days.
The pair S–Su has the lowest total requirements. Therefore, Employee 1 is
scheduled to work Monday through Friday.
Step 2. If a tie occurs, choose one of the tied pairs or ask the employee to
make a choice.
103
Step 3
Required employees
Day M T W Th F S Su
Requirements 5 3 7 8 9* 3 2
Step 3. Subtract the requirements satisfied by the Employee 1 from the net
requirements for each day the employee is to work and repeat step one.
Again the pair S–Su has the lowest total requirements. Therefore, Employee 2 is
scheduled to work Monday through Friday.
104
Step 4
Required employees
Day M T W Th F S Su
Requirement 5 3 7 8 9* 3 2
Step 4. Repeat steps 1 through 3 until all the requirements have been
satisfied. After Employees 1, 2, and 3 have reduced the requirements, the pair
with the lowest requirements changes, and Employee 4 will be scheduled for
Wednesday through Sunday.
105
Step 4 continued
Required employees
Day M T W Th F S Su
106
Step 4 continued
Required employees
Day M T W Th F S Su
107
Final Schedule
Day M T W Th F S Su
Employee 1 X X X X X off off
Employee 4 off off X X X X X
Employee 9 off X X X X X off
108
Final Schedule
Final Schedule M T W Th F S Su
I
:
f off off
L
& Employee
Employee
8
9 = X
off
X
X
X
X
X
X
X
X
off
X
off
off
Xc
Employee 10 X X X X X off off Total
of Capacity, C & 7 8 ↑ 10 10 10 3 2 50
no Requirements, R
Slack, C – R
6
1
4
4
8
2
9
1
10
0
3
0
2
0
42
8
109
This technique gives a work schedule for each

employee to satisfy minimum daily staffing
requirements
Next step is to replace numbers with
employee names
-
Manager can give senior employees first
choice and proceed until all employees have a
schedule
110
Cyclical Scheduling Example
1. Determine the staffing requirements
2. Identify two consecutive days with the
lowest total requirements and assign these
as days off
3. Make a new set of requirements subtracting
the days worked by the first employee
4. Apply step 2 to the new row
5. Repeat steps 3 and 4 until all requirements
have been met
111

M T W T F S S
Employee 1 5 5 6 5 4 3 3
Capacity (Employees)
Excess Capacity
112
M T W T F S S
Employee 1 5 5 6 5 4 3 3
Employee 2 4 4 5 4 3 3 3
Excess Capacity
113

M T W T F S S
Employee 1 5 5 6 5 4 3 3
Employee 2 4 4 5 4 3 3 3
Employee 3 3 3 4 3 2 3 3
Excess Capacity
114
M T W T F S S
Employee 1 5 5 6 5 4 3 3
Employee 2 4 4 5 4 3 3 3
Employee 3 3 3 4 3 2 3 3
Employee 4 2 2 3 2 2 3 2
Excess Capacity
115

M T W T F S S
Employee 1 5 5 6 5 4 3 3
Employee 2 4 4 5 4 3 3 3
Employee 3 3 3 4 3 2 3 3
Employee 4 2 2 3 2 2 3 2
Employee 5 1 1 2 2 2 2 1
Excess Capacity
116
M T W T F S S
Employee 1 5 5 6 5 4 3 3
Employee 2 4 4 5 4 3 3 3
Employee 3 3 3 4 3 2 3 3
Employee 4 2 2 3 2 2 3 2
Employee 5 1 1 2 2 2 2 1
Employee 6 1 1 1 1 1 1 0
Excess Capacity
117

M T W T F S S
Employee 1 5 5 6 5 4 3 3
Employee 2 4 4 5 4 3 3 3
Employee 3 3 3 4 3 2 3 3
Employee 4 2 2 3 2 2 3 2
Employee 5 1 1 2 2 2 2 1
Employee 6 1 1 1 1 1 1 0
Employee 7 1
Excess Capacity
118
M T W T F S S
Employee 1 5 5 6 5 4 3 3
Employee 2 4 4 5 4 3 3 3
Employee 3 3 3 4 3 2 3 3
Employee 4 2 2 3 2 2 3 2
Employee 5 1 1 2 2 2 2 1
Employee 6 1 1 1 1 1 1 0
Employee 7 1
Capacity (Employees) 5 5 6 5 4 3 3
Excess Capacity 0 0 0 0 0 0 0
119

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wip = [Proactive # (noogeros> + Cpro.

The need for SCHEDULING existing in most (a) Manufacturing and

The terminology of SCHEDULING has its origins in Manufacturing Industries

SCHEDULING is a decision-making process of allocating limited resources

Production / Operations scheduling problems may be

(a) static / dynamic considering future arrival/

Dynamic Real Time Scheduling

Resource-related: machine breakdown, operator illness,

Job-related: rush jobs, job cancellation, due date

If different jobs have different processing sequences, the system is

In flow shop problems, the scheduling decision is to identify the

While traditional scheduling methods are primarily concerned with

Parallel Batching: Several jobs can be processed simultaneously on a

PRODUCTION / OPERATIONS SCHEDULING

Forward Scheduling Backward Scheduling

Today Due date Today Due date

Some More Performance Measures

– Makespan: Surrogate for schedule with highest

– Total flowtime: Easy to use and the optimal solution is

– Total tardiness: Good objective but very difficult to

– Maximum Tardiness: When customers tolerate smaller

– Maximum Lateness: Relatively easy to solve

Exact Approximation Heuristic

Simple heuristics (Priority Rules / Dispatching Rules /

A Priority rule / dispatching rule / scheduling rule is a rule that prioritises

Single Machine Problems (cont…)

-– First come, first served (FCFS)

w– Slack time remaining (STR)

-Priority Dispatching Rule

(Due date) – (Today’s date) A

Priority Dispatching Rule

 Example: CR, S/RO

Single Machine Problems (cont…)

– Multiple Dimension Rules

Average job flow time = 32 hours

Average job flow time = 32 hours Average hours early =

Average hours past due = 7.2 hours

&cost flow time valle

Average hours past due = 7.2 hours Average WIP =

Average total inventory = 2.73 engine blocks

Average total inventory = 2.73 engine blocks

Time remaining to due date

Time remaining to due date – Shop time remaining

2-Machine n-Job Sequencing Problem

2-Machines 5-jobs Scheduling Example

Johnson’s Rule (Steps)

– List the jobs and their times at each workcenter

– Select the job with shortest processing times.If shortest time is

– Eliminate the job and its time for further considerations

– Repeat steps 2 & 3, working toward the center of the sequence,

Johnson’s Rule Steps

List jobs & 2 Schedule

Johnson’s Rule Example

Johnson’s Rule Example

Johnson’s Rule Example

o What is the sequence that yields the minimum makespan?

Why Scheduling is Important in Services

A Framework for Scheduling

Scheduling Workers in Service

This technique gives a work schedule for each

Cyclical Scheduling Example

Cyclical Scheduling Example

Cyclical Scheduling Example

Cyclical Scheduling Example