Professional Documents
Culture Documents
scheduling
Describe scheduling needs in high-volume and intermediatevolume systems
Describe scheduling needs in job shops
Use and interpret Gantt charts, and use the assignment
method for loading
Give examples of commonly used priority rules
Summarize some of the unique problems encountered in
service systems, and describe some of the approaches used for
scheduling service systems
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Scheduling
Scheduling:
Establishing the timing of the use of equipment,
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Scheduling Context
Scheduling is constrained by multiple
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Scheduling Hierarchies
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Workstatio
n1
Workstation
Output
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Intermediate-Volume Systems
Outputs fall between the standardized type of
to produce intermittently
Work centers periodically
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Intermediate-Volume Systems
Three basic issues:
Run size of jobs
The timing of jobs
The sequence in which jobs will be produced
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Intermediate-Volume Systems
Important considerations
Setup cost
Usage is not always as smooth as assumed in
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Low-Volume Systems
Job shop scheduling
Scheduling for low-volume systems with many
variations in requirements
Make-to-order products
Processing requirements
Material requirements
Processing time
Processing sequence and steps
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purposes
Purpose of the Gantt chart is to organize and
visually display the actual or intended use of
resources in a time framework
Managers may use the charts for trial-and-error
schedule development to get an idea of what
different arrangements would involve
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Gantt Charts
Load chart
A Gantt chart that shows the loading and idle
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Loading Approaches
Infinite loading
Jobs are assigned to workstations without regard to the capacity
Capacity
over
Finite loading
Capacity
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Scheduling Approaches
Forward scheduling
Scheduling ahead from some point in time.
Used when the question is:
How long will it take to complete this job?
Backward scheduling
Scheduling backwards from some due date
Used when the question is:
When is the latest this job can be started
and still be completed on time?
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Gantt Charts
Schedule chart
A Gantt chart that shows the orders or jobs in
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centers
Without I/O control:
o If demand exceeds processing capacity, a work center
overload is created
o If work arrives more slowly than a work center can
handle, work center underutilization results
The goal is to strike a balance between input and
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I/O Chart
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Assignment
Assignment model
A linear programming model for optimal
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Sequencing
Sequencing
Determine the order in which jobs at a work center
will be processed
Priority rules
Simple heuristics used to select the order in which
jobs will be processed
The rules generally assume that job setup cost and
time are independent of processing sequence
Job time
o Time needed for setup and processing of a job
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Priority Rules
FCFS - first come, first served
SPT
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Job lateness
This is the amount of time the job completion time is expected to exceed the
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job first
b. If the shortest time is at the second work center, schedule the
job last.
c. Break ties arbitrarily
3. Eliminate the job from further consideration
4. Repeat steps 2 and 3, working toward the center of the
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Scheduling Difficulties
Variability in
Setup times
Processing times
Interruptions
Changes in the set of jobs
Except for small job sets, there is no method for
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bottleneck operations
times
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Theory of Constraints
Theory of constraints
Production planning approach that emphasizes
bottleneck
o Rope = represents synchronizing the sequence of
operations to ensure effective use of the bottleneck
operations
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bottleneck operations
Process batch
The economical quantity to produce upon the activation of
a given operation
Transfer batch
The quantity to be transported from one operation to
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metrics:
Throughput
The rate at which the system generates money
through sales
Inventory
Inventory represents money tied up in goods and
Operating expense
All the money the system spends to convert
inventory into throughput; including, utilities, scrap,
depreciation, and so on
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scheduling:
1.
2.
3.
Customers
Workforce
Equipment
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Management
Appointment systems
Management
Cyclical Scheduling
Employees are assigned to work shifts or time slots,
Operations Strategy
If scheduling is done well:
Goods and services can be made or delivered in a
timely manner
Resources can be used to best advantage
Customers will be satisfied
It is important to not overlook the
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