Professional Documents
Culture Documents
SCHEDULING
Chapter Twenty-Two
McGraw-Hill/Irwin Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
LO22-1: Explain work center scheduling.
LO22-2: Analyze scheduling problems using
priority rules and more specialized techniques.
LO22-3: Apply scheduling techniques to the
manufacturing shop floor.
LO22-4: Analyze employee schedules in the
service sector.
22-2
Manufacturing Execution Systems
Manufacturing execution system (MES): an information
system that schedules, dispatches, tracks, monitors, and
controls production
Real-time linkage to:
MRP
Product and process planning
Systems that extend beyond the factory
Service execution system (SES): an information system
that links schedules, dispatches, tracks, monitors, and
controls the customer’s encounters with the service
organization
22-3
The Nature and Importance of
Work Centers
22-4
Loading
Infinite loading: work is assigned to a work center
based on what is needed
No consideration to capacity
Finite loading: schedules each resource using the
setup and run time required for each order
Determines exactly what will be done by each resource
at every moment during the day
22-5
Scheduling
Forward scheduling: the system takes an order
and schedules each operation that must be
completed forward in time
Can tell the earliest date an order can be completed
Backward scheduling: starts with due date and
schedules the required operations in reverse
sequence
Can tell when an order must be started in order to be
done by a specific date
22-6
Limitations
Machine-limited process: equipment is the critical
resource that is scheduled
Labor-limited process: people are the key
resource that is scheduled
Most actual processes are either labor limited or
machine limited but not both
22-7
Types of Manufacturing Processes and Scheduling
Approaches
22-8
Typical Scheduling and Control Functions
22-9
Objectives of Work-Center Scheduling
22-10
Job Sequencing
Sequencing: the process of determining the job
order on machines or work centers
Also known as priority sequencing
Priority rules: the rules used in obtaining a job
sequence
Can be simple or complex
Can use one or more pieces of information
Common rules shown on next slide
22-11
Priority Rules for Job Sequencing
22-12
Standard Measures of Schedule Performance
22-13
Example 22.1: n Jobs on One Machine
22-14
Example 22.1: FCFS and SOT Rules
22-15
Example 22.1: EDD and LCFS Rules
22-16
Example 22.1: Random and STR Rules
22-17
Comparison of Priority Rules
22-18
Scheduling n Jobs on Two
Machines
Two or more jobs must be processed on two
machines in a common sequence.
Wish to minimize the flow time from the beginning
of the first job to the finish of the last job.
Use Johnson’s rule.
22-19
Steps to Johnson’s Rule
1. List the operation time for each job.
2. Select the shortest operation time.
3. If the shortest time is on the first machine, do
first.
If the shortest time is on the second machine, do the
job last.
For ties, do first.
4. Repeat steps 2-3 for each remaining job.
22-20
Example 22.2: n Jobs on Two Machines
22-21
Example 22.2: Scheduling Jobs
22-22
Example 22.2: Optimal Schedule of Jobs Using
Johnson’s Rule
22-23
Scheduling a Set Number of Jobs on the Same
Number of Machines
22-24
Example 22.3: Assignment Method
Assignment Matrix Showing Machine Processing Costs for Each Job
22-25
Example 22.3: Step 1– Row Reduction
22-26
Example 22.3: Step 2 – Column Reduction
22-27
Example 22.3: Step 3 – Apply Line Test
22-28
Example 22.3: Step 4 – Additional Reduction
22-29
Example 22.3: Optimal Solution
22-30
Example 22.3: Optimal Assignment and Their Costs
Job I to Machine E $3
Job II to Machine B 4
Job IV to Machine D 5
Job V to Machine A 3
22-31
Shop-Floor Control: Major
Functions
1. Assigning priority of each shop order
2. Maintaining WIP quantity information
3. Conveying shop-order status information to the
office
4. Providing actual output data for capacity control
purposes
5. Providing quantity by location by shop order for
WIP inventory and accounting
6. Providing measurement of efficiency, utilization,
and productivity
22-32
Gantt Chart
22-33
Tools of Shop-Floor Control
1. The daily dispatch list
2. Various status and exception reports
a. Anticipated delay report
b. Scrap report
c. Rework report
d. Performance summary reports
e. Shortage list
3. An input/output control report
22-34
Some Basic Tools of Shop-Floor Control
22-35
Shop Capacity Control Load Flow
22-36
Principles of Work Center Scheduling
22-37
Principles of Job Shop Scheduling (continued)
22-38
Personnel Scheduling in Services
Scheduling consecutive days off
Scheduling daily work times
Scheduling hourly work times
22-39
Software for Employee Scheduling
ScheduleSource Inc. of Broomfield, Colorado, offers an integrated suite
of tools for workforce management named TeamWork.
At the heart of TeamWork is a customizable and automated employee
scheduling system. The benefits of TeamWork software include features
such as
Web based
Optimized schedules
Zero conflict scheduling
Time and attendance recordkeeping
E-mail notifications
Audit trail
Advanced reporting
Accessibility from anywhere any time
22-40
Steps for the Software
Step 1: Define labor requirements.
Step 2: Establish employee availability.
Step 3: Assign employees to particular skill sets
and rank an employee’s skill set level from 1 to 10
(1 being novice, 5 being average, and 10 being
superlative).
Step 4: The TeamWork software automatically
builds a schedule.
22-41
TSA and ScheduleSource Software
ScheduleSource customers include
The Transportation Security Administration (TSA) has
successfully implemented ScheduleSource Software to
generate schedules for more than 44,000 federal airport
security personnel at 429 airports.
More than 30,000,000 individual shifts were scheduled
in the airport security deployment.
22-42