Operational

Management

PRESENTED BY:
NAROUTAM SWAMI
MBA(HONS)
SEC. A
ROLL NO: 16

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PART-1

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 SCHEDULING OPERATION-
AN INTRODUCTION

♦ Scheduling is an allocation decision. Scheduling

decisions allocate resources over relatively short
time periods:
a few months, weeks, or hours.
♦ It uses the resources made available by facilities
decisions and aggregate planning.
♦ The schedule indicates: What is to be done; when;
by whom; and with what equipment.

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Cont...
♦ Scheduling decisions are concerned with tradeoffs
among conflicting goals:
• high efficiency
• low inventories
• good customer service
♦ Scheduling decisions involves three distinct
objectives:
• cost — staying within budget
• schedule — completing jobs by their due date (or
hour)
• performance — the performance of the product or
service being provided

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PART-2

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Scheduling in Line Processes
When several different products are made on the
same line, scheduling problems stem from
"changeover" time. The economic lot size is based
on a trade-off between changeover cost and
inventory-carrying cost. Once lot sizes have been
determined, runout time calculations are used to
schedule production:
ri = Ii/di
where, ri is runout time for the ith product,
Ii is the current inventory for the ith product,
di is the demand per period for the ith product.

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 Process of Scheduling

1.Loading
♦ Loading is a type of scheduling that loads or packs
work into available work time. In general, the goals
are to achieve a level load of work in all
departments and to meet production deadlines.
♦ The goals of forward loading are to estimate
completion dates and capacity requirements.
♦ The goal of backward loading is to identify
capacity requirements for each work center for each
period.

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2. Gantt charting
Gantt charts are a commonly used tool for
determining and/or representing the exact
sequence of operations at different work
centers as well as waiting times and project
completion times. Gantt charts are drawn
with:
• Time across the top.
• Either scarce resources or jobs are listed
down the side.
• Sequences of activities for individual jobs
are marked on timelines for each resource.

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3. Job Shop Dispatching
A method of generating
schedules in job shops

Raw Materials
whereby the decision

Shipping
about which job to process
next is made using simple
priority rules whenever the
workstation becomes
Critical ratio
available (CR)
for further
processing (Due date – Today’s date) /
Total shopdue
Earliest time remaining
date (EDD)
First-come, first-served (FCFS)
Shortest processing time (SPT)
Slack per remaining operations (S/RO)
(Due date – Today’s date) –
Total shop time remaining
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Number of
 Planning / Scheduling Relationships

Capacity Planning Long-term

1. Facility size
2. Equipment procurement

Aggregate Planning
1. Facility utilization Intermediate-term
2. Personnel needs
3. Subcontracting

Master Schedule Intermediate-term

1. MRP
2. Disaggregation of master plan

Short-term Scheduling Short-term

1. Work center loading
2. Job sequencing

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 Short-Term Scheduling Examples

♦ Mount Sinai Hospital

♦ Operating room use
♦ Patient admissions
♦ Nursing, security, maintenance staffs
♦ Outpatient treatments

♦ Delta Airlines
♦ Aircraft maintenance
♦ Departure timetables
♦ Flight crews, catering, gate, and ticketing
personnel

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 Performance Measures

 Job flow time

Time a job spends in the service or manufacturing system. Also
called throughput time or time spent in the system, including
service
 Makespan
Total amount of time required to complete a group of jobs.
 Past due
Tardiness against job due date – or – the percentage of late jobs
 Customer wait time
 Work-In-Process or Total inventory
 Utilization
Percentage of work time that is productively spent by an employee
or machine.

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 Scheduling
 Demand scheduling
customers are assigned to
a definite time for order
fulfillment
 Service provider
 Workforce scheduling
determines when employees Front-office process
work
 Operations
scheduling jobs are  Service provider
assigned to workstations or
employees are assigned to Back-office process
jobs for specified time periods
 Manufacturing
company
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 Operations Scheduling

Short-term plans designed to implement the

master production schedule

 Job shop dispatching

 Scheduling jobs for one workstation
 Scheduling jobs for multiple workstations
 Labor-limited environments

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 Single-Dimension Rule
Sequencing
Five engine blocks are waiting for processing. The processing times have
been estimated. Expected completion times have been agreed. The table
shows the situation as of Monday morning. Customer pickup times are
measured in business hours from Monday morning.

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 Critical Ratio (CR) &
Slack per Remaining
Operations (S/RO)
Operation
Operation Time Time
Time at Remaining Number of
Engine to Due Date Operations Shop Time
Job Lathe (hr) (Days) Remaining Remaining CR S/RO

1 2.3 15 10 6.1 2.46 0.89

2 10.5 10 2 7.8 1.28 1.10
3 6.2 20 12 14.5 1.38 0.46
4 15.6 8 5 10.2 .78 – 0.44

Time remaining to due date

CR = Shop time remaining

S/RO = Time remaining to due date – Shop time remaining

Number of operations remaining
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 Linking Operations
Scheduling
to the Supply Chain
Advanced planning and scheduling (APS)
systems seek to optimize resources across the
supply chain and align daily operations with
strategic goals. System components:
 Demand Planning
– Share demand forecasts among companies in a supply chain
 Supply Network Planning
– Optimization models for long-term decisions
 Available-to-Promise
– Promise delivery to customers by checking the availability of
components
and materials at suppliers
 Manufacturing Scheduling
– Determine optimal grouping and sequencing of manufacturing
orders based
on detailed product attributes, production line capacities, and
material flows
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 Strategic Importance of
Short-Term Scheduling

♦ By scheduling effectively, companies use assets

more effectively and create greater capacity per
dollar invested lower cost
♦ This added capacity and related flexibility provides
faster delivery better customer service
♦ Good scheduling and increased flexibility are
competitive advantages dependable delivery

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Ω
PART - 3

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 REFERENCES

1. www.google.com
2. wikipedia

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