Chapter 8

Operations Scheduling

MRP Example 1
The production manager at Aldershot Manufacturing wishes to
develop a materials requirements plan for producing chairs over an
8 week period. She estimates that the lead time between releasing
an order to the shop floor and producing a finished chair is 3 weeks.
The company currently has 260 chairs in stock and no safety stock.
The forecast customer demand is for 150 chairs in week 1, 70 in
week 3, 175 in week 5, 90 in week 7 and 60 in week 8.
Inventory/Week

Demand
On-hand
Produce/Order

260

150

70

175

90

60

110

110

40

40

-135 -135 -225 -285

135

90

60

To produce/order a chair it takes 3 weeks of a leading time

Assumption: no limit on the capacity

MRP Example 1

60
90
135

W1

W2

W3

W4

W5
135

W6

W7
90

W8
60

1. What is the maximum capacity required for this plan?

2. What to do if the maximum available capacity is equal to 160?
3. Is it possible to meet the forecasted demand if the maximum
available capacity is equal to 100?

MRP Example 1 (to be addressed in Ch.8)

60

135

W1

W2

82
W3

W4

W5
135

W6

W7
90

W8
60

With C = 143 and

leading time = 3 weeks
it is possible to meet the
demand on time, if production is
started immediately.
Inventory:
143 units for 1 week
143-135 = 8 units for 3
weeks
142+8-90=60 units for 1 week

What is the minimum required capacity that will allow to meet the
forecasted demand?
Round down [8/3] = 2 production cycles
Round up [285/2] = 143 units 143 in one cycle & 142 in the other

MRP Example 1 (to be addressed in Ch.8)

143

83

82

60

53
7
W1

W2

W3

W4

W5
135

W6

W7
90

W8
60

With C = 143 and

leading time = 3 weeks
it is possible to meet the
demand on time, if production is
started immediately.
Inventory:
82 units for 1 week
7 units for 2 weeks
Comparing to
143 units for 1 week
8 units for 3 weeks
60 units for 1 week

Same capacity as on the previous slide: 143 units

Difference in the inventory costs:
[(143-82) x1+(8x3-7x2)+60x1] x cost/unit/week = 131 x cost/unit/week

Scheduling Problems in Operations

Job Shop Scheduling
Personnel Scheduling
Facilities Scheduling
Vehicle Scheduling and Routing
Project Management
Dynamic versus Static Scheduling

The Hierarchy of Production Decisions

Characteristics of the
Job Shop Scheduling Problem
Job Arrival Pattern
Number and Variety of Machines
Number and Skill Level of Workers
Flow Patterns
Evaluation of Alternative Rules

Objectives in Job Shop Scheduling

Meet due dates
Minimize work-in-process (WIP) inventory
Minimize average flow time
Maximize machine/worker utilization
Reduce set-up times for changeovers
Minimize direct production and labor costs
(note: that these objectives can be conflicting)

Terminology

Flow shop: shop design in which machines are arranged in series

Input parts
Machine 1

Machine 2

Machine 3

Finished Products

A Pure Flow Shop

Machine 4

In general flow shop a job may skip a particular machine

Input parts
Machine 1

Input parts
Machine 2

Input parts
Machine 3

Input parts
Machine 4

Finished Products

Terminology

Job shop: the sequencing of jobs through machines

A job shop does not have the same restriction on workflow as a flow shop. In a job shop, jobs can be
processed on machines in any order

Usual job shop contains m machines and n jobs to be processed

Each job requires m operations (one on each machine) in a specific order, but the order can be different
for each job

Real job shops might not require to use all m machines and yet may have to visit some machines more
than once

Workflow is not unidirectional in a job shop

Input parts
One Machine in a Job Shop

Jobs arriving from WIP

Machine i

Finished Products

Jobs leaving as WIP

Terminology

Parallel processing vs. sequential processing: parallel

processing means that the machines are identical

In practice, there are often multiple copies of the same machine

A job arriving at a work center can be scheduled on any one of a number

machines more flexibility, complicating the scheduling problem
further

A factory might have multiple identical machines, purchased from the

same manufacturer, that produce parts with higher quality on one
machine than on any other

Schedule: provides the order in which jobs are to be executed,

and projects start time for each job at each work center

Sequence: lists the order in which jobs are to be done

Terminology: Performance Measures

Average WIP level: .(is exactly what it sounds like)\

Flowtime: The amount of time a job spends from the moment it is ready for
processing until its completion, and includes any waiting time prior to
processing

Average WIP level is directly related to the time jobs spend in the shop
(flowtime)

Makespan: The total time for all jobs to finish processing

For a single machine problem, the makespan is the same regardless of the
schedule, assuming we do not allow any idle time between jobs

Performances that have to do with each jobs due date

Lateness: The amount of time a job is past its due date

Lateness is a negative number if a job is early

Earliness: The amount of time a job a early

Tardiness: Equals to zero if job is on time or early, and equals to lateness if

the job is late

Measures of the cost of production:

Machine utilization and labor utilization are primary measures of shop utilization

Deterministic Scheduling of a Single

Machine: Priority Sequencing Rules

Random: Choose the next job at random. Do not use it!

FCFS: First Come First Served. Jobs processed in the order they arrive to
the shop. Viewed as a fair rule.

SPT: Shortest Processing Time. Jobs with the shortest processing time
are scheduled first. Popular method to determine the next homework
assignment by many students.

SWPT: Shortest Weighted Processing Time. A weight is assigned to each

job based on the jobs value (holding cost) or on its cost of delay

EDD: Earliest Due Date. Jobs are sequenced according to their due dates.

CR: Critical Ratio. Compute the ratio of processing time of the job and
remaining time until the due date. Schedule the job with the largest CR
value next, however, if the job is late, the ration will be negative, or the
denominator will be zero, and this job should be given highest priority
(Processing time remaining until completion) / (Due Date Current Time)

FCFS Example
Flowtime: The amount of time a
job spends from the moment it is
ready for processing until its
completion, and includes any
waiting time prior to processing
Earliness: The amount of time a
job a early
Processing

Due date

Job

Processing Time,
pj, in Days

Due Date, dj,

(day)

12

18

Completion Flowtime

Lateness

Earliness

Tardiness

Job j

pj

Dj

Cj

Fj

Lj

Ej

Tj

-1

12

-4

13

13

15

15

11

11

18

21

21

Average

12.8

3.2

4.2

Max

21

11

11

SPT Example
Shortest Processing Time
is optimal for minimizing
Average and Total flowtime
Average waiting time
Average and Total lateness

Processing

Due date

Job

Processing Time,
pj, in Days

Due Date, dj,

(day)

12

18

Completion Flowtime

Lateness

Earliness

Tardiness

Job j

pj

Dj

Cj

Fj

Lj

Ej

Tj

12

-11

11

-1

18

14

14

-4

21

21

13

13

Average

9.4

-0.2

3.2

Max

21

13

11

13

SWPT Example

Job

Processing Time,
pj, in Days

Due Date, dj,

(day)

12

j 1

18

Shortest Weighted Processing Time

-total weighted down time
Fw w j F j

-sequencing
p1

w1

p 2

w 2

p n

w n

Processing Due date Weights

Completion

Flowtime

Lateness Earliness Tardiness

Job j

Pj

Dj

wj

pj//wj

Cj

Fj

wjFj

Lj

Ej

Tj

0.4

10

-2

12

0.5

-9

18

1.5

36

-9

1.67

14

14

42

3.5

21

21

42

13

13

Ave

9.8

27.2

0.2

4.2

Max

21

42

13

13

EDD Example
Earliest Due Date

Processing

Due date

Job

Processing Time,
pj, in Days

Due Date, dj,

(day)

12

18

Completion Flowtime

Lateness

Earliness

Tardiness

Job j

pj

Dj

Cj

Fj

Lj

Ej

Tj

-2

14

14

12

15

15

18

21

21

Average

11.8

2.2

0.4

2.6

Max

21

CR Example
Critical Ratio:
Processing time remaining until completion
Due Date - Current Time

Job

Processing Time,
pj, in Days

Due Date, dj,

(day)

12

18
Subtract Current Time

Job j

pj

Dj

CRj

Job j

pj

Dj

Dj-CT

CRj

0.875

12

0.200

12

0.083

-1

-5.000

0.833

-3

-0.667

0.500

18

11

0.545

18

0.333

Schedule jobs 1 4 3 2 5

CR Example (cont)
Critical Ratio:
Processing time remaining until completion
Due Date - Current Time

Processing

Due date

Job

Processing Time,
pj, in Days

Due Date, dj,

(day)

12

18

Completion Flowtime

Lateness

Earliness

Tardiness

Job j

pj

Dj

Cj

Fj

Lj

Ej

Tj

-1

14

14

12

15

15

18

21

21

Average

13.2

3.6

0.2

3.8

Max

21

Comparing Methods
Method
FCFS
SPT
SWPT
EDD
CR

Fj

Lj

Ej

Tj

Ave

12.8

3.2

4.2

Max

21

11

11

Ave

9.4

-0.2

3.2

Max

21

13

11

13

Ave

9.8

0.2

4.2

Max

21

13

13

Ave

11.8

2.2

0.4

2.6

Max

21

Ave

13.2

3.6

0.2

3.8

Max

21

Results for Single Machine Sequencing

The rule that minimizes the mean flow time of all jobs is SPT.

The following criteria are equivalent:

Mean flow time
Mean waiting time.
Mean lateness

Moores algorithm minimizes number of tardy jobs

Lawlers algorithm minimizes the maximum flow time subject to

precedence constraints.

EDD Example
Earliest Due Date

Processing

Due date

Job

Processing Time,
pj, in Days

Due Date, dj,

(day)

12

18

Completion Flowtime

Lateness

Earliness

Tardiness

Job j

pj

Dj

Cj

Fj

Lj

Ej

Tj

-2

14

14

12

15

15

18

21

21

Average

11.8

2.2

0.4

2.6

Max

21

Minimizing the Number of Tardy Jobs

Morre Algorithm
Step 1: Sequence the jobs according to EDD rule and initially put
all jobs in set V
Step 2: Find the first tardy job in set V {say it is job [k] in the
sequence}. If there are no tardy jobs in the set V, stop; the
sequence is optimal
Step 3: Select the job with largest processing time among first k
jobs. Place this job in set U. Go to step 2
Comments:
1. Placing a job in set U means that it will be tardy and will
occupy a position in sequence after all nontardy jobs
2. Tardy jobs nay be schedules in any order because the
performance measure is the number of tardy jobs

Example Moore Algorithm

Iteration 1

Iteration 2

Iteration 3

Job j

pj

Dj

Cj

Fj

Lj

Ej

Tj

-2

14

14

12

15

15

18

21

21

Average

11.8

2.2

0.4

2.6

Max
4

21
2

6
-2

2
2

6
0

12

10

10

-2

18

16

16

-2

21

21

15

15

-2

12

-9

18

-9

14

14

21

21

13

13

Average

9.8

0.2

4.2

Max

21

13

13

Lawlers Algorithm
Goal: Scheduling a set of simultaneously arriving tasks on one
machine with precedence constraints to minimize maximum
lateness (tardiness).
Precedence constraints occur when certain jobs must be
completed before other jobs can begin.
Algorithm:
Tasks are ordered from last order to complete and finishing
with first.
At each step selection is made from the jobs that are not
required to precede any other unscheduled job.

Fi d i
Select a job that achieves min
iV

Lawlers Example:
Processing for all jobs is 1 day

1)
2)

3)

4)
5)
6)

One machine Ffinal = 1+1+1+1+1+1 = 6

Select from jobs {4,5,6} such that gives
1 D1=2
min{6-3, 6-5, 6-6}=0 job 6 is a last job
D2=5 2
Recalculate F: F = 6-1= 5
3 D3=4
Select from jobs {3,4,5} such that gives
min{5-4, 5-3, 5-5}=0 order x-x-x-x-5-6
4
5
6
Recalculate F: F = 5-1= 4
D4=3 D5=5
D6=6
Select from jobs {3,4} such that gives
min{4-4, 4-3}=0 order x-x-x-3-5-6
Recalculate F: F = 4-1= 3
Select from jobs set {4} order x-x-4-3-5-6
Recalculate F: F = 3-1= 2
Select from jobs set {2} order x-2-4-3-5-6
Recalculate F: F = 2-1= 1
Select from jobs set {1} order 1-2-4-3-5-6

Lawlers Example:

1
D2=5

Production is done in next order:

124356
Lawlers algorithm minimizes the maximum
flow time subject to precedence constraints
Processing

Due date

Completion Flowtime

D1=2

3
5

D3=4

D4=3
D5=5
D6=6
Processing for all jobs is 1 day
Lateness

Earliness

Tardiness

Job j

pj

Dj

Cj

Fj

Lj

Ej

Tj

-1

-3

Average

3.5

-0.67

0.67

Max

Gantt Charts
Pictorial representation of a schedule is called Gantt Chart
The purpose of the chart is to graphically display the state
of each machine at all times
Processing
Horizontal axis time
Vertical axis machines 1, 2, , m

Machine 1

Machine 2

Processing
Machine 1
Machine 2

1
1 2
3

5 6

11

Time (days)

Question: Is it an optimal schedule?

Are there any precedence constrains?

Job 1 Job 2

Job 1 Job 2

Machine 1

3/1

5/2

Machine 2

2/2

1/1

Gantt Charts
Processing

Job 1 Job 2

Machine 1

Machine 2

Machine 1 1
Machine 2 2

1
3

Machine 1
Machine 2

5 6

11

Time (days)

11

Time (days)

11

Time (days)

2
3

Processing

5 6

Job 1 Job 2

Machine 1

3/1

5/2

Machine 2

2/2

1/1

Machine 1 1
Machine 2 2

1
3

5 6

Question: How to determine THE optimal solution?

What makes scheduling problem more difficult?

Example
Processing time / machine number
Job

Operation Operation Operation Release

1
2
3
date

Due
date

4/1

3/2

2/3

16

1/2

4/1

4/3

14

3/3

2/2

3/1

10

3/2

3/3

1/1

Find a solution!
M1

2
M2

M3

4
3

3
1

3
4

1 2 3 4 5 6 7

8 9 10 11 12 13 14 15 16

Deterministic Scheduling
with Multiple Machines

For the case of m machines and n jobs, there are n! distinct

sequenced on each machine (permutations), so (n!)m is the total
number of possible schedules

For m = 3 and n = 4, total number of possible schedules is

243=13,824

The optimal solution for scheduling n jobs on two machines is

always a permutation schedule

Assume flow shop: in each job operations have to be done on both

machines
Permutation schedule = jobs are done in the same order on both
machines
This is the basis for Johnsons algorithm

Example
MetalFrame makes 4 different types of metal door frames.
Preparing the hinge upright is a two-step operation.
Jobs

Natural schedule:
Is it optimal?

Machines

Total time

14

15

2
1

4
2

3
14

4
16

22

If idle time is equal to zero, then we have found an optimal solution

min ai , b j min a j , bi

Deterministic Scheduling with Multiple

Machines: Johnsons Rule

Name Machine 1 = A, Machine 2 = B,

then ai = processing time for job i on A
and bi = processing time for job i on B

Johnsons Rule says that job i precedes job j in the optimal sequence if

Algorithm:
min ai , b j min a j , bi
Step 1: Record the values of ai and bj in two columns
Step 2: Find the smallest remaining value in two columns. If this value in
column a, schedule this job in the first open position in the sequence; if
this value in column b, schedule this job in the last open position in the
sequence; Cross off each job as it is scheduled

Example (cont)

Jobs
Machines

Total time

14

15

Johnsons schedule:
4xxx
4xx3
4x13
4213

Natural schedule:

job

2
1

4
2

Johnsons schedule:
Is it optimal?

2
4

14

16

22

3
2

14

17

22

Results for Multiple Machines

For three machines, a permutation schedule is still

optimal if we restrict attention to total flow time only
(not necessarily the case for average flow time).

Under some circumstances, the two machine algorithm

can be used to solve the three machine case:

Label the machines A, B and C

min Ai max Bi , for i or min Ci max Bi , for i

Redefine Ai= Ai + Bi and Bi= Bi + Ci

When scheduling two jobs on m machines, the problem

can be solved by graphical means.

Sequencing Theory:
The Two-Job Flow Shop Problem
Assume that two jobs are to be processed through m machines.
Each job must be processed by the machines in a particular order,
but the sequences for the two jobs need not be the same
Graphical procedure developed by Akers (1956):

Draw a Cartesian coordinate system with the processing times

corresponding to the first job on the horizontal axis and the processing
times corresponding to the second job on the vertical axis

Block out areas corresponding to each machine at the intersection of the

intervals marked for that machine on the two axes

Determine a path from the origin to the end of the final block that does not
intersect any of the blocks and that minimizes the vertical movement.
Movement is allowed only in three directions: horizontal, vertical, and 45degree diagonal. The path with minimum vertical distance corresponds to
the optimal solution

Example 8.7 (in the book)

A regional manufacturing firm produces a variety of household products. One is
a wooden desk lamp. Prior to packing, the lamps must be sanded, lacquered, and
polished. Each operation requires a different machine. There are currently
shipments of two models awaiting processing. The times required for the three
operations for each of the two shipments are

Job 1
Operation

Job2
Time

Operation

Time

(A)

Lacquering (B)

Polishing

Sanding

(C)

Minimizing the flow time is equivalent to finding the path from

the origin to the upper right point F (for this problem it is art the
end of block C) that maximizes the diagonal movement and
therefore minimizes either the horizontal or the vertical movement.
Job 1
or
10+6=16

Job2

Time

10+(3+2)=15
or

Time

14+2+2=18

C
B

Example

14+4=18

Job 1

Order & Time Order & Time

Operation
Operation
B
3
A
2

D
A

A
B
J1 B
J2 A

C
D

B
7

J1 B
J2 A

Job2

11

D
B

C
15

C
C

18

Schematic of a Typical Assembly Line

The problem of balancing an assembly line is a classic engineering
problem
A set of n distinct tasks that must be completed on each item
The time required to complete task i is a known constant ti
The goal is to organize the tasks into groups, with each group of tasks being
performed at a single workstation
The amount of time allotted to each workstation is determined in advance
(C = cycle time), based on the desired rate of production of the assembly line

Assembly Line Balancing

Assembly line balancing is traditionally thought of as a facilities design and

layout problem

There are a variety of factors that contribute to the difficulty of the problem

Precedence constrains: some tasks may have to be completed in a particular sequence

Zoning restriction: Some tasks cannot be performed at the same workstation

Let t1, t2, , tn be the time required to complete the respective tasks

The total work content (time) associated with the production of an item, say T,
is given by

t
i 1

For a cycle time of C, the minimum number of workstations possible is [T/C],

where the brackets indicate that the value of T/C is to be rounded to the next
larger integer

Ranked positional weight technique: the method places a weight on each task
based on the total time required by all of the succeeding tasks. Tasks are
assigned sequentially to stations based on these weights

Assembly Line Balancing

Example 8.11
The Final assembly of Noname personal computers, a generic mail-order PC
clone, requires a total of 12 tasks. The assembly is done at the Lubbock,
Texas, plant using various components imported from the Far East. The
network representation of this particular problem is given in the following
figure.

Assembly Line Balancing

Precondition
The job times and precedence relationships for this problem are summarized in
the table below.
Task
Immediate Predecessors
Time
1
2
3
4
5
6
7
8
9
10
11
12

_
1
2
2
2
2
3, 4
7
5
9, 6
8, 10
11

12
6
6
2
2
12
7
5
1
4
6
7

ti=70, and the production rate is a unit/15 minutes;

The minimum number of workstations = [70/15]=5

Assembly Line Balancing:

Helgeson and Birnie Heuristic (1961)
Ranked positional weight technique
The solution precedence requires determining the positional weight of each task.
The positional weight of task i is defined as the time required to perform task i
plus the times required to perform all tasks having task i as a predecessor.
t3+t7+t8+t11+t12=31

The ranking: 1, 2, 3, 6, 4, 7, 5, 8, 9, 10, 11, 12

Task

Positional Weight

1
2
3
4
5
6
7
8
9
10
11
12

70
58
31
27
20
29
25
18
18
17
13
7

Assembly Line Balancing:

Helgeson and Birnie Heuristic (1961)
Station

Tasks

2, 3, 4

5, 6, 9

7, 8

10, 11

12

Processing time

12

14

15

12

10

Idle time

Task

Immediate
Predecessors

Time

12

2
3
4
5
6
7
8
9
10
11
12

1
2
2
2
2
3, 4
7
5
9, 6
8, 10
11

6
6
2
2
12
7
5
1
4
6
7

C=15

The ranking: 1, 2, 3, 6, 4, 7, 5, 8, 9, 10, 11, 12

Helgeson and Birnie Heuristic (1961)

C=15
Station

Tasks

2,3,4

5,6,9

7,8

10,11

12

Processing time

12

14

15

12

10

Idle time

15
Cycle Time=15
T1=12
T2=6
T5=2
T7=7
T10=4
T12=7

T3=6
T6=12
T8=5
T11=6

T2=6
T4=2
T5=2
T9=1
T10=4
T12=7

Evaluate the
balancing results by
the efficiency ti/NC
The efficiencies for
C=15 is 77.7%,
C=16 is 87.5%, and
C=13 is 89.7% is
the best one

Helgeson and Birnie Heuristic (1961)

C=15
Station

Tasks

2,3,4

5,6,9

7,8

10,11

12

Processing time

12

14

15

12

10

Idle time

C=16
Station

Tasks

1 2,3,4,5

Idle time

6,9

7,8,10

11,12

C=13
Station

Tasks

2,3

4,5,7,9

8,10

Idle time

Increasing the cycle

time from 15 to 16,
the total idle time
has been cut down
from 20 min/units to
10 improvement in
balancing rate.

6
11,12 The production rate
has to be reduced from
0
one unit/15 minutes to
one unit/16minute;

Helgeson and Birnie Heuristic (1961)

C=15
Station

Tasks

2,3,4

5,6,9

7,8

10,11

12

Processing time

12

14

15

12

10

Idle time

C=16
Station

Tasks

1 2,3,4,5

Idle time

6,9

7,8,10

11,12

C=13
Station

Tasks

2,3

4,5,7,9

8,10

11,12

Idle time

13 minutes appear
to be the minimum
cycle time with six
station balance.
Increasing the
number of stations
from 5 to 6 results
in a great
improvement in
production rate;

Stochastic Scheduling: Static Case

Single machine case. Suppose that processing times are random

variables. If the objective is to minimize average weighted flow
time, jobs are sequenced according to expected weighted SPT.
That is, if job times are t1, t2, . . ., and the respective weights are u1,
u2, . . . then job i precedes job i+1 if
E(ti)/ui < E(ti+1)/ui+1
Multiple Machines: Requires the assumption that the distribution
of job times is exponential, (memoryless property). Assume
parallel processing of n jobs on two machines. Then the optimal
sequence is to to schedule the jobs according to LEPT (longest
expected processing time first).
Johnsons algorithm for scheduling n jobs on two machines in the
deterministic case has a natural extension to the stochastic case as
long as the job times are exponentially distributed.

Stochastic Scheduling: Queueing Theory

A typical queueing process
Served customers leaving

Customers arriving

Service Facility
Discouraged customers leaving

The basic phenomenon of queueing arises whenever a shared facility needs to

be accessed for service by a large number of jobs or customers. (Bose)

The study of the waiting times, lengths, and other properties of queues.
(Mathworld)

Applications:
Telecommunications
Health services
Traffic control
Predicting computer performance
Determining the sequence of computer operations
Airport traffic, airline ticket sales
Layout of manufacturing systems

Examples of Queueing Theory

http://www.bsbpa.umkc.edu/classes/ashley/Chaptr14/sld006.htm

Stochastic Scheduling: Dynamic Analysis

View network as collections of queues

FIFO data-structures

Queuing theory provides probabilistic analysis of these queues

Typical operating characteristics of interest include:

Lq = Average number of units in line waiting for service

L = Average number of units in the system (in line waiting for service and
being serviced)
Wq = Average time a unit spends in line waiting for service
W = Average time a unit spends in the system
Pw = Probability that an arriving unit has to wait for service
Pn = Probability of having exactly n units in the system
P0 = Probability of having no units in the system (idle time)
U = Utilization factor, % of time that all servers are busy

Characteristics of Queueing Processes

Arrival pattern of customers

Service pattern of servers

Queue discipline

System capacity

Number of service channels

Number of service stages

Characteristics of Queueing Processes

Arrival pattern of customers

Probability distribution describing the times between

successive customer arrivals

Batch or Bulk customer arrivals

Time independent Stationary arrival patterns

Time dependent Non-stationary
Probability distribution describing the size of the batch

Customers behavior while waiting

Wait no matter how long the queue becomes

If the queue is too long, customer may choose not to enter into the
system
Enter, wait, and choose to leave without being serviced
If there is more than one waiting line, customer may switch jockey

Characteristics of Queueing Processes

Arrival pattern of customers

Service pattern of servers

Single or Batch
May depend on the number of customers waiting state dependent
Stationary or Non-stationary

Queue discipline

Manner in with customers are selected to service

First Come First Served (FCFS)
Last Come First Served (LCLS)
Random Selection for Service (RSS)
Priority Schemes

Preemptive case
Non-preemptive case

Characteristics of Queueing Processes

Arrival pattern of customers

Service pattern of servers
Queue discipline
System capacity

Number of service channels

Finite queueing situations = Limiting amount of waiting room

Single-channel system
Multi-channel system, generally assumed that parallel channels
operate independently of each other

Number of service stages

Notation Used in Queueing Processes

Full notation: A / B / X / Y / Z

Shorthand: A / B / X

A indicates the interarrival-time distribution

B the probability distribution for service time
X number of parallel service channels
Y the restriction on system capacity
Z the queue discipline (FCFS)

Assumes: Y is infinity,
Z = FCFS

Symbol = Explanation
A
B

M = Exponential, D = Deterministic, Ek = Erlang type

Hk = Mixture of k exponentials, PH = Phase type, G = General

X
Y

1, 2, ... , infinity
1, 2, ... , infinity

FCFS, LCLS, RSS, PR = priority, GD = general discipline

Queueing Processes: Littles Formulas

One of the most powerful relationships in queueing theory was
developed by John D.C. Little in the early 1960s.
Formulas:
L W and Lq Wq ,
where is an average rate of customers entering the system, and
W is an expected time customer will spend in the system
Number of
customers
in system
3
2
1
t1

t2

t3 t4

t5

t6

t7

Time, t

Poisson Process &

Exponential Distribution

Inter-arrival time t (time between arrivals) in a Poisson process

follows exponential distribution with parameter
Pr(t ) e t
1
E (t )

M: stands for "Markovian", implying exponential distribution for

service times or inter-arrival times, that carries the memoryless
property

past state of the system does not help to predict next arrival / departure

n-1

n+1

Calculating Expected
System Measures for M/M/1

CHARACTERISTIC
Utilization
Exp. No. in System
Exp. No. in Queue
Exp. Waiting Time
Exp. Time in Queue
Prob. System is Empty

The utilization rate: = /

P0 = 1
Pi = i(1 ), for i = 1, 2, 3,

SYMBOL

L
Lq
W=L/
Wq=Lq/
P0

these formulas hold only if <

FORMULA
/
/ ( ) = / (1-)
2/ ( ) = 2 / (1-)
1 / ( ) = / (1-)
/ ( ) = 2 / (1-)
1 ( / ) = 1 -

Calculating Expected
System Measures for M/M/m

http://www.ece.msstate.edu/~hu/courses/spring03/notes/note4.ppt

Calculating Expected
System Measures for M/M/m
Assumption
- m servers
- all servers have the same service rate
- single queue for access to the servers
- arrival rate n =
- departure rate

n , n 0, 1, 2, , m 1
n
m , n m, m 1 ,

m-1

(m-1)

m+1

Calculating Expected
System Measures for M/M/m

P0

m 1

n 0

n!

m
1
1

m!

Wq Lq

L Lq m

m m m1
Lq
P
2 0
m!1

W Wq 1

m-1

(m-1)

m+1

Other Systems
M/M/1/K - system with a capacity K
eff = effective arrival rate
M/D/1;

M/G/1;

M/G/

Assignment: download the QTS add-in for Excel software to check

the homework problems answers
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WNLOAD_INSTRUCTIONS

Homework Assignment
Read Ch. 8 (8.1 8.10)
Read Supplement Two (S2.1 - S2.13)
8.4, 8.5, 8.7, 8.12, 8.15,
8.18, 8.23, 8.25, 8. 27, 8.28

References

Presentation by McGraw-Hill/Irwin

Presentation by Professor JIANG Zhibin, Department of Industrial

Engineering & Management, Shanghai Jiao Tong University

Production & Operations Analysis by S.Nahmias

Production: Planning, Control, and Integration by Sipper and Bulfin Jr.

Inventory Management and Production Planning and Scheduling by

Silver, Pyke and Peterson

Fundamentals of Queueing Theory by Cross and Harris

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WNLOAD_INSTRUCTIONS
QTS analysis for Excel