SHORT-TERM

SCHEDULING
OPERATION MANAGEMENT
SHORT-TERM
SCHEDULING
The objective of scheduling is to allocate and prioritize demand
(generated by either forecasts or customer orders) to available facilities

IMPORTANCE OF SHORT-TERM SCHEDULING

Faster movement of goods through a facility means

better use of assets and lower costs

Additional capacity resulting from faster throughput

improves customer service through faster delivery

Good schedules result in more dependable deliveries

IMPORTANCE OF SHORT-
TERM SCHEDULING
Faster movement of goods through a facility means better
use of assets and lower costs

Additional capacity resulting from faster throughput

improves customer service through faster delivery

Good schedules result in more dependable deliveries

 FORWARD AND BACKWARD
SCHEDULING
Forward scheduling Backward scheduling

▶Forward scheduling starts as soon as the
requirements are known
▶Produces a feasible schedule though it
may not meet due dates
▶Frequently results in buildup of work-in-
process inventory
▶Backward scheduling begins with the
due date and schedules the final operation
first
▶Schedule is produced by working
backwards though the processes
▶Resources may not be available to
accomplish the schedule

Often these approaches are combined to

develop a trade-off between capacity
constraints and customer expectations
Due Due
Now Date Now Date
SCHEDULING CRITERIA

Minimize completion
time

Maximize utilization of
facilities

Minimize work-in-
process (WIP) inventory

Minimize customer
waiting time
DIFFERENT PROCESSES/
DIFFERENT APPROACHES
Different Processes Suggest Different Approaches to Different Processes Suggest
Scheduling Different Approaches to
Scheduling
Process-focused facilities (job shops)
► Scheduling to customer orders where changes in both volume and
Product-focused facilities (continuous)
variety of jobs/clients/patients are frequent ► Schedule high volume finished products
► Schedules are often due-date focused, with loading refined by finite
of limited variety to meet a reasonably
loading techniques
► Examples: foundries, machine shops, cabinet shops, print shops, stable demand within existing fixed
many restaurants, and the fashion industry capacity
► Finite loading with a focus on generating

Repetitive facilities (assembly lines) a forward-looking schedule that can

► Schedule module production and product assembly based on meet known setup and run times for the
frequent forecasts limited range of products
► Finite loading with a focus on generating a forward-looking ► Examples: huge paper machines at
schedule International Paper, beer in a brewery at
► JIT techniques are used to schedule components that feed the
Anheuser-Busch, and potato chips at
assembly line
► Examples: assembly lines for washing machines at Whirlpool and Frito-Lay
automobiles at Ford.
SCHEDULING PROCESS-
FOCUSED FACILITIES
High-variety, low Scheduling can be
volume complex

Schedule incoming
Production differ orders without
considerably violating capacity
constraints
 GANTT CHARTS
GANT Load chart shows the loading
T and idle times of departments,
CHAR machines, or facilities
T
Displays relative workloads
over time

Schedule chart monitors jobs

in process

All Gantt charts need to be

updated frequently to account
for changes
ASSIGNMENT EXAMPLE
Typesetter
A B C
Job
R-34 $11 $14 $ 6
S-66 $ 8 $10 $11
T-50 $ 9 $12 $ 7

Step 1a - Rows Step 1b - Columns

Typesetter Typesetter
A B C A B C
Job Job
R-34 $ 5 $ 8 $ 0 R-34 $ 5 $ 6 $ 0
S-66 $ 0 $ 2 $ 3 S-66 $ 0 $ 0 $ 3
T-50 $ 2 $ 5 $ 0 T-50 $ 2 $ 3 $ 0
ASSIGNMENT EXAMPLE
Step 2 - Lines
The smallest uncovered number is 2
Typesetter so this is subtracted from all other
A B C uncovered numbers and added to
Job numbers at the intersection of lines
R-34 $ 5 $ 6 $ 0
Step 3 - Subtraction
S-66 $ 0 $ 0 $ 3
T-50 $ 2 $ 3 $ 0 Typesetter
A B C
Smallest uncovered number Job
R-34 $ 3 $ 4 $ 0
Because only two lines are
needed to cover all the zeros, the S-66 $ 0 $ 0 $ 5
solution is not optimal T-50 $ 0 $ 1 $ 0
ASSIGNMENT EXAMPLE
Start by assigning R-34 to worker C as
this is the only possible assignment for
worker C.
Step 2 - Lines
Job T-50 must go to
Typesetter worker A as worker C is already
A B C assigned. This leaves S-66 for worker
Job B.
R-34 $ 3 $ 4 $ 0
Step 4 - Assignments
S-66 $ 0 $ 0 $ 5
T-50 $ 0 $ 1 $ 0 Typesetter
A B C
Because three lines are needed, Job
the solution is optimal and R-34 $ 3 $ 4 $ 0
assignments can be made
S-66 $ 0 $ 0 $ 5
T-50 $ 0 $ 1 $ 0
ASSIGNMENT EXAMPLE

Typesetter Typesetter
A B C A B C
Job Job
R-34 $11 $14 $ 6 R-34 $ 3 $ 4 $ 0
S-66 $ 8 $10 $11 S-66 $ 0 $ 0 $ 5
T-50 $ 9 $12 $ 7 T-50 $ 0 $ 1 $ 0

From the original cost table

Minimum cost = $6 + $10 + $9 = $25