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    Ch. 22 - Scheduling - Part 2 - Skeleton

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    klfeng6699
    This document discusses scheduling techniques for jobs on multiple machines. It introduces Johnson's Rule for scheduling n jobs on two machines to minimize flow time. Johnson's Rule selects the shortest operation time first and schedules it earliest. For ties, it schedules first. When jobs are scheduled on more than two machines, simulation software is typically required. The document also discusses tools for shop-floor control like Gantt charts and dispatch lists, and principles of work center scheduling like focusing on bottlenecks and obtaining daily feedback. Personnel scheduling in services involves setting work schedules to minimize variation between planned and actual output. Computer simulation is often needed for complex scheduling problems to avoid sub-optimization across the organization.

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    Ch. 22 - Scheduling - Part 2 - Skeleton

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    klfeng6699
    25 views17 pages
    This document discusses scheduling techniques for jobs on multiple machines. It introduces Johnson's Rule for scheduling n jobs on two machines to minimize flow time. Johnson's Rule selects the shortest operation time first and schedules it earliest. For ties, it schedules first. When jobs are scheduled on more than two machines, simulation software is typically required. The document also discusses tools for shop-floor control like Gantt charts and dispatch lists, and principles of work center scheduling like focusing on bottlenecks and obtaining daily feedback. Personnel scheduling in services involves setting work schedules to minimize variation between planned and actual output. Computer simulation is often needed for complex scheduling problems to avoid sub-optimization across the organization.

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    This document discusses scheduling techniques for jobs on multiple machines. It introduces Johnson's Rule for scheduling n jobs on two machines to minimize flow time. Johnson's Rule selects the shortest operation time first and schedules it earliest. For ties, it schedules first. When jobs are scheduled on more than two machines, simulation software is typically required. The document also discusses tools for shop-floor control like Gantt charts and dispatch lists, and principles of work center scheduling like focusing on bottlenecks and obtaining daily feedback. Personnel scheduling in services involves setting work schedules to minimize variation between planned and actual output. Computer simulation is often needed for complex scheduling problems to avoid sub-optimization across the organization.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    25 views17 pages

    Ch. 22 - Scheduling - Part 2 - Skeleton

    Uploaded by

    klfeng6699
    This document discusses scheduling techniques for jobs on multiple machines. It introduces Johnson's Rule for scheduling n jobs on two machines to minimize flow time. Johnson's Rule selects the shortest operation time first and schedules it earliest. For ties, it schedules first. When jobs are scheduled on more than two machines, simulation software is typically required. The document also discusses tools for shop-floor control like Gantt charts and dispatch lists, and principles of work center scheduling like focusing on bottlenecks and obtaining daily feedback. Personnel scheduling in services involves setting work schedules to minimize variation between planned and actual output. Computer simulation is often needed for complex scheduling problems to avoid sub-optimization across the organization.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 17

    Chapter 22: Scheduling – Part 2

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    Scheduling n Jobs on Two Machines (n/2)
    • Used when two or more jobs must be processed on two machines in a common
    sequence
    • Objective is to minimize the flow time from the beginning of the first job to the finish
    of the last job
    • Called Johnson’s Rule
    • Steps in 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 2-3 for each remaining job

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    Example 22.2: n Jobs on Two Machines
    Step 1: List operation times

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    Example 22.2: Optimal Schedule of Jobs Using
    Johnson’s Rule

    • Johnson’s Rule results in scheduling jobs that have the shortest time in
    the beginning and end of the schedule – result is that the concurrent
    operating time for the 2 machines is maximized, and the total operating
    time is minimized

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    Johnson’s Rule Summary

    • Johnson’s Rule can be extended to n/3 situations (n jobs


    on 3 machines)
    • If scheduling issues larger than n/3 arise (and they often
    do), it becomes a multi-stage queueing problem and
    become very complicated and must be solved using
    simulation software

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    Scheduling n Jobs on m Machines

    • If there are n jobs to be processed on m machines and all


    jobs are processed on all machines, then there are (n!)m
    alternative schedules for the job set – this can easily
    become overwhelming for hand-calculation techniques

    • Computer simulation is the only practical way to determine


    the relative merits of alternate priority rules

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    Shop-Floor (Production) Control
    • Major functions of shop-floor control are:

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    Tools of Shop-Floor Control
    • Gantt Charts
    • Daily dispatch list
    • Various status and exception reports
    • Anticipated delay report
    • Scrap report
    • Rework report
    • Performance summary reports
    • Shortage list
    • Input/output control reports

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    Gantt Chart

    Used for project planning as well as to coordinate a number of


    scheduled activities

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    Dispatch List

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    Input/Output (I/O) Control
    • The planned work input to a
    work center should never
    exceed the planned work
    output
    • If input > output, back logs
    build up which causes:
    • Increased lead times for
    upstream processes
    • Congestion
    • Inefficient processing
    • Sporadic flow to downstream
    processes

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    10 Principles of Work Center Scheduling
    1. There is a direct equivalence between work flow and cash flow
    2. The effectiveness of any job shop should be measured by speed of
    flow through the shop
    3. Schedule jobs as a string, with process steps back-to-back
    4. A job once started should not be interrupted
    5. Speed of flow is most efficiently achieved by focusing on bottleneck
    work centers and jobs

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    10 Principles of Job Shop Scheduling (con’t)
    6. Reschedule every day
    7. Obtain feedback each day on jobs that are not completed at each
    work center
    8. Match work center input information to what the worker can
    actually do
    9. When improving output, look for incompatibility between
    engineering design and process execution
    10. Certainty of standards, routings, and so forth is not possible, but
    always work towards achieving it

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    Personnel Scheduling In Services
    • In service industries, the scheduling problem becomes one of setting
    schedules for personnel on predetermined basis (ex. hourly, daily,
    monthly, or annual, etc.)

    • Management wants a staffing plan that:


    • Requires the fewest number of workers to accomplish the workload
    • Minimizes the variation between actual and planned output

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    Example of Scheduling Daily Work Times

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    Summary
    • The examples and tools presented in this chapter work well for simple
    scheduling problems
    • However, many organizations are processing so many jobs, that scheduling
    using manual techniques is not feasible – computer simulation is used
    instead
    • The key to scheduling is to avoid sub-optimization – you don’t want a
    schedule that works well in one part of the organization but creates problems
    for other parts, or for the customer
    • Understanding your key scheduling priority (i.e. minimize lead time, minimize
    WIP, maximize utilization, etc.) is necessary to avoid sub- optimization

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    Questions?

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