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Operations Management Short-Term Scheduling Chapter 8 OPM 533 8-
Strategic Implications of  Short-Term Scheduling ,[object Object],[object Object],[object Object],OPM 533 8-
Scheduling Issues ,[object Object],[object Object],[object Object],[object Object],[object Object]
Scheduling Decisions ,[object Object],[object Object],[object Object],OPM 533 8- Organization  Managers Must Schedule Operating room use Patient admission Nursing, security, maintenance staffs Outpatient treatments Classrooms and audiovisual equipment Student and instructor schedules Graduate and undergraduate courses Production of goods Purchase of materials Workers
Scheduling Decisions ,[object Object],[object Object],OPM 533 8- Organization  Managers Must Schedule Chefs, waiters,bartenders Delivery of fresh foods Entertainers Opening of dining areas Maintenance of aircraft Departure timetables Flight crews, catering, gate, and ticketing personnel
Capacity Planning, Aggregate Scheduling, Master Schedule, and Short-Term Scheduling OPM 533 8- Capacity Planning 1.  Facility size 2.  Equipment procurement Aggregate Scheduling 1.  Facility utilization 2.  Personnel needs 3.  Subcontracting Master Schedule 1.  MRP 2.  Disaggregation of  master plan Long-term Intermediate-term Short-term Intermediate-term Short-term Scheduling 1. Work center loading 2. Job sequencing
Forward and Backward Scheduling ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],OPM 533 8-
Scheduling Criteria ,[object Object],[object Object],[object Object],[object Object],Objective of scheduling : To optimize the use of resources so that production objectives are met
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Choosing a Scheduling Method OPM 533 8-
Requirements for Scheduling Process-Focused Work Centers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],OPM 533 8-
Planning and Control Files ,[object Object],[object Object],[object Object],Planning Files Control Files Track the actual progress made against the plan
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Loading Jobs in Work Centers OPM 533 8-
Input-Output Control ,[object Object],[object Object],[object Object]
Options for Managing Facility Work Flow ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],OPM 533 8-
[object Object],[object Object],[object Object],[object Object],Gantt Load Chart OPM 533 8- Work Center M T W Th F Metal Works Job 349 Job 350 Mechanical Job D Job G Electronics Job B Job H Painting Job C Job E Job I
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Assignment Method OPM 533 8-
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Sequencing OPM 533 8-
Priority Rules for Dispatching Jobs ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],OPM 533 8- FCFS EDD SPT LPT CR
[object Object],[object Object],[object Object],[object Object],[object Object],First Come, First Served Rule OPM 533 8- Shortest Processing Time Rule ,[object Object],[object Object],[object Object]
Longest Processing Time Rule ,[object Object],[object Object],OPM 533 8- Earliest Due Date Rule ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Critical Ratio (CR) ,[object Object],[object Object],[object Object],CR =  = Due date - Today’s date Work (lead) time remaining Time remaining Workdays remaining
Advantages of the Critical Ratio Scheduling Rule ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],OPM 533 8-
Criteria to Evaluate Priority Rules OPM 533 8-
[object Object],Johnson’s Rule OPM 533 8- © 1995 Corel Corp. © 1995 Corel Corp. Saw Drill Job A Job B Job C Jobs (N = 3)
Johnson's Rule - Scheduling N Jobs on Two Machines ,[object Object],[object Object],[object Object],[object Object],OPM 533 8-
Limitations of Rule-Based Dispatching Systems ,[object Object],[object Object],[object Object],OPM 533 8-
Finite Capacity Scheduling ,[object Object],[object Object],[object Object],[object Object]
Finite Scheduling System OPM 533 8-
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Theory of Constraints OPM 533 8-
Theory of Constraints A Five Step Process ,[object Object],[object Object],[object Object],[object Object],[object Object],OPM 533 8-
[object Object],[object Object],Bottleneck Work Centers OPM 533 8- © 1995 Corel Corp.
Techniques for Dealing With Bottlenecks ,[object Object],[object Object],[object Object],[object Object],[object Object],OPM 533 8-
The 10 Commandments for  Correct Scheduling ,[object Object],[object Object],[object Object],[object Object],[object Object],OPM 533 8-
OPM 533 8- The 10 Commandments for  Correct Scheduling ,[object Object],[object Object],[object Object],[object Object],[object Object]
Drum, Buffer, Rope ,[object Object],[object Object],[object Object]
Scheduling Repetitive Facilities ,[object Object],[object Object],[object Object],[object Object],[object Object]
Repetitive Manufacturing - Advantages of Level Material Use ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],OPM 533 8-
Scheduling Services Service systems differ from manufacturing Manufacturing Services Schedules machines  and materials Schedule staff Inventories used to  smooth demand Seldom maintain inventories Machine-intensive and demand may be smooth Labor-intensive and demand may be variable Scheduling may be bound by union contracts Legal issues may constrain flexible scheduling Few social or behavioral issues Social and behavioral issues may be quite important
Scheduling for Services ,[object Object],[object Object],[object Object],[object Object],OPM 533 8-
Scheduling Service Employees With Cyclical Scheduling ,[object Object],[object Object],[object Object]
Cyclical Scheduling Example ,[object Object],[object Object],[object Object],[object Object],[object Object]
Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Capacity Excess Capacity
Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Employee 2 4 4 5 4 3 3 3 Capacity Excess Capacity
Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Employee 2 4 4 5 4 3 3 3 Employee 3 3 3 4 3 2 3 3 Capacity Excess Capacity
Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Employee 2 4 4 5 4 3 3 3 Employee 3 3 3 4 3 2 3 3 Employee 4 2 2 3 2 2 3 2 Capacity Excess Capacity
Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Employee 2 4 4 5 4 3 3 3 Employee 3 3 3 4 3 2 3 3 Employee 4 2 2 3 2 2 3 2 Employee 5 1 1 2 2 2 2 1 Capacity Excess Capacity
Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Employee 2 4 4 5 4 3 3 3 Employee 3 3 3 4 3 2 3 3 Employee 4 2 2 3 2 2 3 2 Employee 5 1 1 2 2 2 2 1 Employee 6 1 1 1 1 1 1 0 Capacity Excess Capacity
Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Employee 2 4 4 5 4 3 3 3 Employee 3 3 3 4 3 2 3 3 Employee 4 2 2 3 2 2 3 2 Employee 5 1 1 2 2 2 2 1 Employee 6 1 1 1 1 1 1 0 Employee 7 1 Capacity Excess Capacity
Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Employee 2 4 4 5 4 3 3 3 Employee 3 3 3 4 3 2 3 3 Employee 4 2 2 3 2 2 3 2 Employee 5 1 1 2 2 2 2 1 Employee 6 1 1 1 1 1 1 0 Employee 7 1 Capacity 5 5 6 5 4 3 3 Excess Capacity 0 0 0 0 0 1 0

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C8 scheduling

  • 1. Operations Management Short-Term Scheduling Chapter 8 OPM 533 8-
  • 2.
  • 3.
  • 4.
  • 5.
  • 6. Capacity Planning, Aggregate Scheduling, Master Schedule, and Short-Term Scheduling OPM 533 8- Capacity Planning 1. Facility size 2. Equipment procurement Aggregate Scheduling 1. Facility utilization 2. Personnel needs 3. Subcontracting Master Schedule 1. MRP 2. Disaggregation of master plan Long-term Intermediate-term Short-term Intermediate-term Short-term Scheduling 1. Work center loading 2. Job sequencing
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23. Criteria to Evaluate Priority Rules OPM 533 8-
  • 24.
  • 25.
  • 26.
  • 27.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38. Scheduling Services Service systems differ from manufacturing Manufacturing Services Schedules machines and materials Schedule staff Inventories used to smooth demand Seldom maintain inventories Machine-intensive and demand may be smooth Labor-intensive and demand may be variable Scheduling may be bound by union contracts Legal issues may constrain flexible scheduling Few social or behavioral issues Social and behavioral issues may be quite important
  • 39.
  • 40.
  • 41.
  • 42. Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Capacity Excess Capacity
  • 43. Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Employee 2 4 4 5 4 3 3 3 Capacity Excess Capacity
  • 44. Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Employee 2 4 4 5 4 3 3 3 Employee 3 3 3 4 3 2 3 3 Capacity Excess Capacity
  • 45. Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Employee 2 4 4 5 4 3 3 3 Employee 3 3 3 4 3 2 3 3 Employee 4 2 2 3 2 2 3 2 Capacity Excess Capacity
  • 46. Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Employee 2 4 4 5 4 3 3 3 Employee 3 3 3 4 3 2 3 3 Employee 4 2 2 3 2 2 3 2 Employee 5 1 1 2 2 2 2 1 Capacity Excess Capacity
  • 47. Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Employee 2 4 4 5 4 3 3 3 Employee 3 3 3 4 3 2 3 3 Employee 4 2 2 3 2 2 3 2 Employee 5 1 1 2 2 2 2 1 Employee 6 1 1 1 1 1 1 0 Capacity Excess Capacity
  • 48. Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Employee 2 4 4 5 4 3 3 3 Employee 3 3 3 4 3 2 3 3 Employee 4 2 2 3 2 2 3 2 Employee 5 1 1 2 2 2 2 1 Employee 6 1 1 1 1 1 1 0 Employee 7 1 Capacity Excess Capacity
  • 49. Cyclical Scheduling Example M T W T F S S Employee 1 5 5 6 5 4 3 3 Employee 2 4 4 5 4 3 3 3 Employee 3 3 3 4 3 2 3 3 Employee 4 2 2 3 2 2 3 2 Employee 5 1 1 2 2 2 2 1 Employee 6 1 1 1 1 1 1 0 Employee 7 1 Capacity 5 5 6 5 4 3 3 Excess Capacity 0 0 0 0 0 1 0

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