Unit 5 Production Scheduling: Structure

Advanced Production and Operations Management
Unit 5
Unit 5
Production Scheduling
Structure
5.1
Introduction
Objectives
5.2
Overview of Production Scheduling
5.3
Scheduling for Services
5.4
Concept of Loading
Types of loading
Charts used in loading
5.5
Sequencing
Rules of priority
Sequencing n jobs on one machine
Sequencing n jobs on two machines
Sequencing n jobs on three machines
5.6
Summary
5.7
Glossary
5.8
Terminal Questions
5.9
Answers
5.10
Case Study: Machine Installation Project in ABC Alloys and Steel

Private Limited
5.1
Introduction
As discussed in the previous unit, it is essential for an organisation to plan

and control its production process. It helps in the effective management of
inventory and smooth functioning of the production process.
For effective management of the production process, scheduling of
production is very important. Scheduling helps in timely completion of the
Sikkim Manipal University
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work. The term scheduling is associated with the arrangement of activities

that occur at a particular point of time. In the context of production,
scheduling is all about planning day-to-day production operations. The main
aim of production scheduling is to arrange different jobs in a manner that
maintains an orderly and uninterrupted production process and makes
optimum utilisation of available resources. Production scheduling helps a
manufacturing organisation to determine when to start and end a particular
operation. It undertakes three activities, namely loading, sequencing, and
project scheduling.
Loading is an activity in which jobs are allotted to different work centres. It is
performed by determining the resources required for producing finished
products. On the other hand, sequencing involves deciding an order
according to which the allotted jobs should be performed.
In this unit, you will study about the concept of production scheduling. You
will further study about scheduling for services. The unit will acquaint you
further with the concept of loading. You will also study about different types
of loading and charts used in loading. Towards the end, you will study about
the concept of sequencing. Under sequencing, you will study about the rules
of priority, sequencing n jobs on one machine, sequencing n jobs on two
machines, and sequencing n jobs on three machines.
Objectives
After studying this unit, you will be able to:
explain the concept of production scheduling
describe scheduling for services
explain the concept of loading
describe the process of sequencing
list the rules of priority
5.2
Overview of Production Scheduling
Production scheduling is the process of making a detailed plan of the dayto-day production operations in an organisation. This plan is called the
production schedule, which clearly mentions the time allocated to each
operation to complete the production process on time. Moreover, this plan
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provides information related to resources to be used for completing the

production operations. An effective production schedule helps an
organisation to answer the following questions:
What type of work centre should be allotted for each job?
What should be the duration for completing an operation?
What should be the amount of resources to be employed for production?
What should be the sequence for performing the different jobs?

Production scheduling is a systematic approach that involves a number of
steps. These steps are shown in Figure 5.1:
Developing an
Aggregate
Production
Schedule
Preparing a Master
Production
Schedule
Assigning Jobs to
Different Work
Centres
Figure 5.1: Process of Production Scheduling
Steps involved in the process of production scheduling (as shown in Figure

5.1) are explained as follows:
Developing an aggregate production schedule: It involves developing a
schedule that provides information related to the quantity of resources, such
as men, materials, and machines, to be used for producing finished
products. A detailed explanation of the aggregate production schedule is
given in the subsequent units.
Preparing a Master Production Schedule (MPS): It involves preparing a
schedule that provides information about how much to be produced. MPS
also helps determine the adequate inventory level at a particular point in
time. It is explained in detail in the subsequent units.
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Assigning jobs to different work centres: It refers to an important step of

the production scheduling process. It involves deciding a sequence of
operations to be performed for completing the production process on time.
From the discussion so far, we can conclude that production scheduling
encompasses three aspects, namely loading, operation scheduling, and job
sequencing.
Self Assessment Questions:
1.
________________ is a process of making a detailed plan of the

day-to-day production operations in an organisation.
2.
The aggregate production schedule provides information related to

the ______________ of resources.
3.
The aggregate production schedule helps determine the adequate

inventory level at a particular point in time. (True/False)
Activity 1:
Give an example of a manufacturing organisation to show how it
schedules its day-to-day production activities.
Objective: To help you to develop a perception of the concept of
production scheduling.
This activity should not take more than 5 minutes to complete.
Feedback:
Scheduling of daily activities of a manufacturing organisation includes:
Determining resources required for production purposes
Preparing aggregate plan and master production schedules
Assigning jobs to work centres and preparing schedule for

completing the production process in a defined time period
Scheduling of activities based on the plan prepared and skills and

expertise of personnel
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5.3
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Scheduling for Services
In many operations, scheduling of jobs is either inappropriate or not possible

and therefore, it becomes essential to focus on scheduling one or more
resource, specially the personnel. This type of scheduling is common in
service systems, for example, hospitals, colleges, supermarkets, airlines,
and restaurants. In scheduling of jobs, the main focus is on minimising the
number of late jobs, maximising the throughput, as well as maximising the
utilisation of available resources. Whereas in the scheduling of services, the
main focus is on the interest of the staff, for example, their motivation level
and enthusiasm to do a particular work. Scheduling of services faces many
problems, which are not common in the manufacturing industry. These
problems arise due to the nature of services, that is, because of intangibility
of resources and because services cannot be stored.
Scheduling of services can also become difficult when coordination and
scheduling of more than one resource becomes essential. For example, in
hospitals, scheduling is essential for various reasons. Some activities in the
hospital are beyond control, for example, arrival of patients in case of
emergencies. But this can also be controlled through selective admissions,
for instance, a hospital can choose to specialise in particular services and
admit patients only for that service. For example, a hospital may offer
specialised services for maternity, paediatrics, and child care. By making
selective admissions, the demand faced by the hospital can be
smoothened. This will result in improvement of services and will increase
the utilisation of the hospitals resources. Some expensive and specialised
equipment can also be scheduled in a manner that helps other hospitals
access the special equipment. In this way, the cost can be minimised and
the resources can be utilised in an optimum way. The most crucial
scheduling in hospitals is the scheduling of nurses due to the following
reasons:
Nurses should always be available in the hospital. Nursing resources

constitute for a large part of the expenses of a hospital, for example,
their salaries, their daily needs, and other miscellaneous expenses
because they spend a considerable amount of time in the hospital.
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Constraints exist such as the number of days per week, hours per day,
and weeks per year. More nurses are required on weekdays than on
weekends. Similarly, the number of staff and nurses required during day
shifts will be more than those required during night. Different shift
patterns are developed to meet these daily requirements so that
constraints can be minimised at minimal cost.
Scheduling of urban alarm services is similar to that of hospitals. The main

problem with these services is that the cost of staffing personnel is very
high, which makes scheduling difficult. The approach followed in scheduling
services is used to match resources and forecasted demand. Many novel
approaches, such as split shifts, overlapping shifts, part-time help,
appointment systems, and on-call staff, have been developed by service
organisations to meet the problem of scheduling. Sometimes scheduling
requires the use of the queuing theory to minimise customer waiting time.
Estimated arrival rates and service rates are used to calculate an optimum
staffing plan. Thus, queues are considered an important aspect of
scheduling services in case of inadequate capacity.
4.
In scheduling of jobs, the focus is on minimising the number of late

jobs and maximising the throughput. (True/False)
5.
The cost of staffing personnel in service organisations is very

_____________.
6.
In the scheduling of services, interest of the staff is least important.

(True/False)
Activity 2:
Identify the different types of scheduling required in an educational
institute.
Objective: To help you to explore the importance of scheduling activities
in educational institutions.
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Feedback: In an educational institute, scheduling is required for various

purposes. Based on the purposes, scheduling in educational institutes
can be classified into various types such as scheduling the admissions
and fee payment of different streams, scheduling the classes of students,
scheduling the examination time for different streams, scheduling the
placement of students (in case of vocational institutes), and scheduling of
providing results and degrees to the students.
5.4
Concept of Loading
Loading, also called shop loading, is the process of allocating jobs to

different work centres. Loading is performed after the orders are received by
an organisation. In the loading process, work is assigned to different
divisions, departments, work centres, load centres, stations, and people.
However, note that loading assigns jobs to facilities but does not specify the
order in which the different jobs should be performed. The main aim of
loading is to distribute the load among different work centres, which reduces
waiting time, thereby maintaining a smooth flow of production. Loading
depends on the efficiency of the aggregate scheduling and MPS. This is
because both the aggregate scheduling and MPS provide information on
what resources should be assembled for loading.
An organisation performs two types of loading, namely finite loading and
infinite loading. To do so, it makes use of Load charts and Gantt charts.
These charts help an organisation to assess job loading for production
centres and analyse the actual job progress. Let us discuss different types
of loading as well as charts in detail, in the next sections.
5.4.1
Types of loading
As discussed earlier, loading is a process of assigning jobs to production

centres. An organisation performs two types of loadings, which are
discussed as follows:
Finite loading: It refers to the type of loading in which jobs are allocated
among different work centres, based on the capacity of each work centre
and on the basis of the time required to perform the jobs individually. Finite
loading begins with preparing a list of jobs to be processed at the work
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centres and with the specified capacities of each work centre. In this way, it
involves developing a comprehensive schedule for individual jobs and work
centres, considering their individual capacities. Figure 5.2 illustrates an
example of finite loading:
Figure 5.2: Illustration of Finite Loading
Infinite loading: It involves assigning jobs to different work centres without

considering the capacity of each work centre. Infinite loading assumes the
capacity of each work centre to be infinite. It monitors and measures
production under-loads and overloads. Figure 5.3 shows an example of
infinite loading:
Load
in
Standard
Capacity
(100hours per
week)
Time in Weeks
Figure 5.3: Illustration of Infinite Loading
5.4.2
Charts used in loading
An organisation can perform loading efficiently by using two types of charts,

which are discussed as follows:
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Load chart: It compares the actual load in terms of labour hours and
machine hours (required for production) with the available capacity. This
chart usually analyses data on a weekly basis. A load chart is also called a
load schedule. This chart represents loading time and idle time for all the
work centres. Figure 5.4 represents a load schedule prepared for seven
weeks of a particular production process:
1
Load (std. hours)
100
100
80
60
50
70
50
Load
in
Standard
Time (week no.)
Time in Weeks
Figure 5.4: Load Schedule
Gantt chart: It presents a graphical view of jobs assigned to each work

centre. In other words, the Gantt chart provides a graphical presentation of
assigned jobs, time required for completing the assigned jobs, and the
remaining capacity, in hours. It is a widely used technique for project
scheduling. Henry Gantt (1862-1919) first designed the chart. The Gantt
chart was initially used as a scheduling tool in ship-building projects.
However, gradually, it came to be used for various other projects. The Gantt
chart can be used as an alternative to the CPM and PERT methods for
scheduling a project. Similar to the CPM and PERT networks, the Gantt
chart shows a logical relationship among individual activities. A basic Gantt
chart is shown in Figure 5.5:
Tasks at Different Work Centres
Task-1
Procurement
Task-2
Machining
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Task-3
Assembly
Task-4
Fabrication
Task-5
Tooling
Task-6
Inspection
Task-7
Testing
Task-8
Packaging
Task-9
Shipping
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Figure 5.5: Gantt Chart
The Gantt chart consists of two axes, namely the vertical axis and the
horizontal axis. The vertical axis represents all the activities in the project,
whereas the horizontal axis represents the time scale. The time scale is
expressed either in absolute time or in relative time, with respect to the
initial event of the project. Months and weeks are most commonly used
units of time. Beginning and ending of the activities are represented by the
rows of bars in the chart. The bars overlap in case multiple activities are
performed in parallel with one another or an activity starts before the
completion of another activity. The present point of time can be represented
by drawing a vertical straight-line on the chart (the line between 5/27 and
6/10 in Figure 5.5 represents the present time). The status of each activity
can be communicated by shading the bars with different colour codes (in
Figure 5.5, the light grey colour represents the completed portion of an
activity, whereas the dark grey portion indicates the incomplete portion).
Now, let us develop a Gantt chart for a project. Consider the following
example shown in Figure 5.6:
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Figure 5.6: A Sample of a Gantt Chart
Gantt charts are of two types namely Gantt load charts and Gantt
scheduling charts. The Gant load charts are also called the machine loading
charts and the Gantt scheduling charts are also called the programme
charts.
The Gantt chart is a useful tool for planning, scheduling, and managing a
project. It also helps in monitoring and controlling the progress of the
project, at any point of time. The two main uses of a Gantt chart are as
follows:
Scheduling: It involves establishing the order of occurrence of the
individual activities in a project. A Gantt chart shows the preceding and
succeeding relationship between the different individual activities in the
project. It also shows the expected completion time of the project.
Monitoring: It signifies tracking the progress of the project at any given
point of time. A Gantt chart immediately shows the percentage of activities
completed in a project and the status of each individual activity. It helps in
identifying the delays in a project and its performance as per the scheduled
time. If the project is delayed, the project manager can take the required
course of action to compensate the delay. Therefore, the Gantt chart of the
project provides a tool for monitoring the progress of the project.
However, the Gantt chart is not very useful in case of a large project. It
provides relatively less information per area of display. It may be useful for
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smaller projects but in real life, most of the projects are too complex to
present in the form of a Gantt chart.
7.
Loading is the process of allocating jobs to different work centres.

(True/False)
8.
An organisation performs two types of loading,

_______________ and _______________ loading.
9.
In case of ________________ loading, jobs are allocated among the

different work centres based on the capacity of each work centre.
namely
i. Finite Loading
ii. Infinite Loading
iii. Indefinite Loading
iv. Definite Loading
10. A load chart compares the actual load in terms of labour hours and
machine hours with the available capacity. (True/False)
11. There are two types of Gantt charts, namely ________________ and
______________.
12. A load chart is also known as a _________________.
13. ________________ signifies tracking the progress of the project at
any given point of time.
14. Infinite loading is a type of loading in which:
i. Jobs are allocated among the different work centres, based on the
capacity of each work centre and the time required to perform the
jobs individually.
ii. Jobs are assigned to the different work centres without considering
the capacity of each work centre.
iii. The number of jobs to be allocated to the different work centres is
infinite.
iv. A comprehensive schedule for individual jobs and individual work
centres is prepared, considering the capacity of each work centre.
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Activity 3:
Give an example to show how jobs are allocated to different work centres
in the case of production of a new product.
Objective: To help you to explore the concept of loading.
Feedback: In new product development, the activities are allocated to
different department as follows:
Product design department: Designing of product along with its

specifications
Purchase department: Purchasing of raw materials and machines

for production purpose
Stores department: Storing materials used for production purposes
Manufacturing
specifications
department:
Producing
product
as
per
the
Quality
check department: Evaluating the product quality against the

quality standards
5.5
Sequencing
Sequencing involves determining an order in which the jobs need to be

assigned to facilities, such as men and machines, for example, an order for
the manufacture of different models of cars on an assembly line. An
automobile assembly line includes different models of a small number of car
families. Therefore, the main objective of sequencing is to determine how
effectively resources have been utilised to meet the customer demand or
due dates. There are certain rules with respect to the sequencing of jobs
which are as follows:
A single machine should perform a single operation at a time.
An operation that is started must be performed till its completion.
A job should be considered as an entity.
All the operations should be performed in a proper sequence.
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The sequence of a job should not be dependent on its processing time.
Only one type of machine should be used to perform a single operation.
A job order should be processed according to the requirement of

customers.
All the jobs in the department should be known and run before the
scheduled period (if possible).
The time interval between the switching of jobs from one machine to
another should be negligible.
Sequencing is necessary when several business activities, such as

producing goods, servicing customers, and distributing packages, are used
as a common resource including machines, customer service
representatives, or delivery trucks, respectively. A planned sequencing
would result in a schedule. For example, if a student plans to begin his/her
homework at 7.00 p.m. and estimates that it would take him/her 60 minutes
to complete an assignment of operations management, 45 minutes to read
a psychology chapter, and 40 minutes to do statistics homework, then the
sequence made by the student would be as follows (Table 5.1):
Table 5.1: Sequencing of Activities
Assignment
Start Time
End Time
Operations Management
7.00
8.00
Psychology
8.00
8.45
Statistics
8.45
9.25
5.5.1
Rules of priority
As discussed earlier, sequencing involves determining an order in which the

jobs need to be assigned to facilities such as men and machines. For this
purpose, the rules for prioritising a job should be determined. The main rule
of priority is that the jobs should be sequenced based on one type of data
such as processing time data, due date data, and arrival order data. Apart
from this, the other rules of priority include the collection of information for
selecting various methods, such as the least slack rule, the criticalratio
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rule, and the Johnsons rule, to schedule jobs on machines. The priority
rules can be analysed using the standard measures of scheduling
performance. These measures are given as follows:
Meeting the stipulated dates of operations
Reducing the flow time (the time spent on a job in the process)
Reducing the inventory that is at the work-in-process stage
Minimising the idle time of machines and workers
There are several rules for prioritising a job. Some of the most commonly
used rules of priority are discussed as follows:
First-Come-First Served (FCFS): It refers to the rule of priority in which job
orders are processed based on their order of arrival in the production
department.
Shortest Operating Time (SOT): It refers to one of the most commonly
used rules of prioritising a job. In SOT, jobs are sequenced based on their
processing time. If the processing time of a job is less as compared to
others, then it would be run first. It is also termed the Shortest Processing
Time (SPT).
Earliest Due Date (EDD): It classifies and sequences the jobs based on
their due dates. In EDD, the job that has the nearest or the earliest due date
is processed first.
Slack Time Remaining (STR): It refers to another important rule of priority.
STR can be determined by using the following formula:
STR = time left before due date time left in completing the process
Slack Time Remaining per Operation (STR/OP): It refers to one of the
most popular rules of priority. In STR/OP, jobs having the shortest slack
time per number of operations are processed first. The formula used for
prioritisation of a job is as follows:
STR/OP = STR/Number of remaining operations
Critical Ratio (CR): It refers to the ratio that is determined by subtracting
the due date from the current date and dividing the resultant value with the
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number of remaining working days. The jobs having the smallest value of
CR are run first.
Last-Come-First-Served (LCFS): It refers to the rule of priority that is
adopted by the purchasing department of an organisation by default. When
the department receives job orders, they are located on the top of the pile.
An operator generally selects the job order for processing that is placed at
the top.
Random Order or Whim: It refers to the rule of priority in which the job
orders to be processed are selected by supervisors or operation managers
as per their wishes.
5.5.2
Sequencing n jobs on one machine
The sequencing of n jobs on one machine is also termed as n/1. In other

words, n/1 is a sequencing problem in which a number of jobs are
performed by a single machine. In such a sequencing problem, n signifies a
finite number.
Let us study the n/1 sequencing problem with the help of an example using
the different priority rules.
Example 1: Mr. Ram is the supervisor of ABC organisation, which deals in
photocopy services. Five customers have placed their orders for photocopy
on 1st December 2011. The data, with respect to the orders made by five
customers, is shown in Table 5.2:
Table 5.2: Processing Time and Due Date for Mr. Rams Customers
Customer
Number
Job (In order of arrival)
Processing Time (In

days)
Due
Date (In
days)
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Customer
Number
5
Job (In order of arrival)
Unit 5
Processing Time (In

days)
Due
Date (In
days)
1
All the customers required coloured photocopy services, which is available

only on a single machine. Therefore, Mr. Ram needs to decide the
sequence in which he can process the placed orders. The criterion selected
for prioritisation is the minimum flow time. Determine the sequence of orders
using different rules of priority and identify the best way to sequence the five
orders placed in ABC organisation.
Solution: Using the FCFS Rule, the flow time can be obtained as shown in
Table 5.3:
Table 5.3: Determination of Flow Time Using the FCFS Rule
Job
Sequence
Processing
Time (In days)
Due Date
(Days hence)
Flow Time
(In days)
On Time
(OT) or Late
(L)
0+4=4
OT
4+5=9
9-7=2, L=2
9+3=12
12-8=4, L=4
12+2=14
14-9=5, L=5
14+1=15
15-3= 11,
L=11
From Table 5.3, you can observe that only Job P would be able to complete
on time whereas jobs Q, R, S, and T would be late by 2, 4, 5, and 11 days,
respectively. Therefore, the average rate at which a job is delayed is 4.4
days [= (+2+4+5+11)/5].
Now, Mr. Ram wants to determine the sequence of orders using the SOT
rule of priority. In SOT, sequencing is done based on the processing time.
The job with the least processing time would get the highest priority in the
SOT rule of priority. After applying the SOT rule, the flow time of the jobs is
calculated as shown in Table 5.4:
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Table 5.4: Determination of Flow Time Using the SOT Rule

Job
Sequence
Processing Time (In

days)
Due Date (Days

hence)
Flow Time (In

days)
0+1=1
1+2=3
3+3=6
6 + 4 = 10
10 + 5 = 15
From Table 5.4, we can conclude that the average flow time determined
with the help of SOT is less as compared to the average flow time
determined through the FCFS rule. In addition, jobs T, S, and R would be
completed before the due date. Moreover, the average rate at which a job
would be delayed is 2.4 days [= (0+0+0+4+8)/5].
Now, Mr. Ram has applied the EDD rule of priority. In EDD, the job having
the nearest or the earliest due date is processed first. The flow time
calculated using the EDD rule is shown in Table 5.5:
Table 5.5: Determination of Flow Time Using the EDD Rule
Job
Sequence
Processing Time (In

days)
Due Date (Days hence)
Flow Time
(In days)
0+1=1
1+4=5
5 + 5 = 10
10 + 3 = 13
13 + 2 = 15
From Table 5.5, the following data is obtained:

Total completion time = 1+5+10+13+15 = 44 days
Average flow time = 8.8 days
In this case, jobs Q, R, and S would be late. The average rate at which a job
would be delayed is (0+0+3+5+6)/5 = 2.8 days.
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Using the LCFS Rule, the flow time can be obtained as shown in Table 5.6:
Table 5.6: Determination of Flow Time Using the LCFS Rule
Job
Sequence
Processing Time (In

days)
Due Date (Days

hence)
Flow Time (In

days)
0+1=1
1+2=3
3+3=6
6 + 5 = 11
11 + 4 = 15

Total flow time = 36 days
Mean flow time = 7.2 days
Average delay time = 2.6 days
Using the Random Order rule, the flow time can be obtained as shown in
Table 5.7:
Table 5.7: Determination of Flow Time Using the Random Order Rule
Job
Sequence
Processing Time (In

days)
Due Date (Days

hence)
Flow Time (In

days)
0+2=2
2+3=5
5+4=9
9 + 1 = 10
10+5=15

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Using the STR Rule, the flow time can be obtained as shown in
Table 5.8:
Table 5.8: Determination of Flow Time Using the STR Rule
STR Schedule
Job
Sequence
Processing Time (In

days)
Due Date
Flow Time (In days)
(Days hence)
0+1=1
3-1=2
1+4=5
6-5=1
5 + 5 = 10
10 7 = 3
10 + 2 = 12
12 - 9 = 3
12 + 3 = 15
15 - 8 =7

Table 5.9 shows the summarised solution obtained by using the different
rules of priority:
Table 5.9: Summarised Solution Obtained from Different Priority Rules
Rule
Total Flow Time

(Days)
Mean Flow Time

(Days)
Average Delay
Time (Days)
FCFS
54
10.8
4.4
SOT
35
2.4
EDD
44
8.8
2.8
LCFS
36
7.2
2.6
Random
41
8.2
3.6
STR
43
8.6
3.2
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From Table 5.9, we can observe that the SOT rule has provided an optimal
solution of the problem in terms of flow time, mean flow time, and average
delay time. Therefore, the SOT rule is regarded as the most appropriate rule
of priority in sequencing. However, there are certain limitations of the SOT
rule. The basic problem faced while adopting the SOT rule is that if shortterm job orders continuously arrive to the scheduler, then he/she would not
be able to take up long-term job orders. For overcoming such problems,
many organisations have adopted a condensed SOT rule in which the jobs
that are in waiting for more than a specified time period are moved forward
and processed first.
5.5.3
Sequencing n jobs on two machines
Another major problem of sequencing is termed as n/2 problem. In the n/2

problem, n numbers of jobs are run on two machines with the same
sequence. In this case, n represents a finite number. In the n/1 sequencing
problem, the objective is to determine the optimal solution, whereas in case
of the n/2 sequencing problem, the objective is to lessen the flow time using
the Johnsons rule or the Johnsons method. The steps involved in the
Johnsons rule are as follows:
1.
State the processing time of jobs on two machines.
2.
Pick up the least processing time.
3.
Analyse the least processing time of different jobs. If a job has the least
processing time on the first machine, the job would be run first.
However, if the job has the least processing time on the second
machine, the job would be processed last. In case the job has the least
processing time on both the machines, then the job would be run on the
first machine.
4.
Keep repeating the second and third steps for other jobs till the
schedule gets completed.
Let us study the sequencing of n jobs on two machines with the help of an
example.
Example 2: Four jobs, D, E, F, and G are to be sequenced on two
machines, namely machine 1 and machine 2. The processing time of Jobs
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D, E, F, and G on machine 1 are 2, 6, 4, and 8, respectively. However, on

machine 2, the processing time of D, E, F, and G is 3, 5, 7, and 4,
respectively. Determine the job sequencing for this problem.
Solution: The steps involved in solving the above sequencing problem are
as follows:
1.
Preparing a table that contains the processing time of the four jobs on
the two machines as shown in Table 5.10:
Table 5.10: Processing Time for Four Jobs
Processing Time on Machine
1 (In days)
Processing Time on
Machine 2 (In days)
Job
2.
Selecting and assigning a job to two machines on the basis of the least
processing time. In the present case, Job D has less processing time
on machine 1. Therefore, it is assigned and processed first on machine
1. The job that is assigned would not be considered again for the
scheduling purpose.
3.
Assigning the remaining jobs on the basis of the least processing time
on machine 1 and machine 2 till the schedule is complete. Job F would
be the second job that would run on machine 1 because it has the least
processing time on this machine. Now, Job E and G are left. Among
them job G has the least time on machine 2, therefore, it would be
processed last on machine 2. The left out job is job E that would be
processed second last on machine 2 because it has the minimum
processing time on this machine. Thus, the sequence of jobs obtained
is DFEG, which is shown in Table 5.11:
Page No. 172
Unit 5
Table 5.11: Schedule of Four Jobs

Jobs
Machine 1
Machine 2
Now, let us determine the total flow time for the completion of jobs as shown
in Table 5.12:
Table 5.12: Determination of Flow Time
Machine 1
Job D
Machine 2
Job F
Job E
Job G
Idle but available for

other work
Job D
Job F
Job E
Job G
12
17
26
Cumulative time in days

Therefore, the total flow time for the four jobs is 26 days.
5.5.4
Sequencing n jobs on three machines
The sequencing problem in which n jobs are scheduled on three machines

can be solved by using the Johnsons method. In such a problem, there are
three machines, namely M1, M2, and M3. In addition, each job needs to be
performed on all the three machines in the order M1, M2, and M3, based on
the following conditions:
The smallest processing time on machine M1 the largest processing

time on machine M2
The smallest processing time on machine M3 the largest processing

time on machine M2
If either or both of the abovementioned conditions are satisfied, then the

given problem can be solved by using the Johnsons method.
The following steps need to be adopted to solve the problem of sequencing
n jobs on three machines:
Page No. 173
Unit 5
Step I: Convert the problem of sequencing of jobs on three machines to

sequencing of jobs on two machines by assuming two fictitious machines G
and H, as shown here:
Gi = M1i + M2i
Hi = M2i + M3i
i = 1, 2, 3 ... n
Step II: Use the Johnsons method for determining the sequence of jobs on
two machines.
Step III: Determine the minimum total elapsed time and idle time associated
with machines for obtaining the optimal sequence.
Following are the tie-breaking rules for sequencing n jobs on three
machines:
If there is equal small processing time for each machine, place the job
on machine 1 at the first position in the sequence and at the last position
on machine 2.
If a value (processing time) occurs more than one time on machine 1,

select the job with lower processing time and run it on machine 2 at the
first position in the sequence.
If a value (processing time) occurs more than one time on machine 2,

select the job with lower processing time and run it on machine 1 at the
first position in the sequence.
Let us study the sequencing of n jobs on three machines with the help of an
example.
Example 3: Seven jobs need to be processed through three machines,
namely M1, M2, and M3 in the order M1, M2, and M3. The processing time is
given in hours as shown in Table 5.13:
Page No. 174
Unit 5
Table 5.13: Processing Time for Machines M1, M2 and M3

Jobs
M1
M2
M3
11
12
Find the optimal sequence of jobs. In addition, find the minimum total
elapsed time and idle time on M2 and M3.
Solution: The following steps should be adopted to solve the given
problem:
Step I: Check whether the conditions of applying the Johnsons method to
the given problem are satisfied. From Table 5.13, the following data is
obtained:
Minimum processing time on M1 = 3
Minimum processing time on M3 = 5
Maximum processing time on M2 = 5
The two conditions of applying Johnsons method are given as follows:
Condition I: Minimum time on M1
3
Maximum time on M2.
Condition I is not satisfied

Condition II: Minimum time on M3 = Maximum time on M2.
5=5
Condition II is satisfied
Thus, the problem can be solved by using the Johnsons n job 3 machine
algorithm.
Page No. 175
Unit 5
Step II: Convert the problem of sequencing n jobs to three machines into
sequencing of n jobs to two machines problem by assuming two fictitious
machines G and H such that:
G = M1 i + M2 i
H = M2 i + M3 i
Where i = 1, 2, 3, .....n
Table 5.14 shows the processing time of jobs on fictitious machines G and
H:
Table 5.14: Processing Time for Machines G and H
Jobs
Gi
Hi
10
11
10
16
10
12
10
10
15
Step III: Determine the sequence using the n job 2 machine procedure.
From Table 5.14, we can observe that the minimum time that is associated
with job E and machine Hi is 6. So, process job E last in the sequence as
shown in Table 5.15:
Table 5.15: Sequencing of Job E
E
The problem is reduced as shown in Table 5.16:
Table 5.16: Processing Table after Removing Job E
Jobs
A
B
C
D
7
11
9
9
10
10
7
16
Page No. 176
F
G
Unit 5
12
10
10
15
From Table 5.16, we can observe that the minimum time is 7 and it is
associated with job A machine (Gi) and job C machine (Hi). Thus, process
job A first and job C at last in the sequence, as shown in Table 5.17:
Table 5.17: Sequencing of Job C
The remaining jobs are represented in Table 5.18:

Table 5.18: Processing Table after Removing Jobs A and C
Machine
Jobs
11
9
12
10
D
F
G
10
16
10
15
From Table 5.18, we can observe that the minimum time associated with
machine (Gi) and job D is 9.
Therefore, process job D next in the sequence, as shown in Table 5.19:
Table 5.19: Sequencing of Jobs A and D
The remaining jobs are shown in Table 5.20:

Table 5.20: Processing Table after Removing Job D
Machine
Jobs
Gi
Page No. 177
Unit 5
11
10
12
10
10
15
From Table 5.20, we can observe that the minimum time is 10 associated
with:
i.
Machine Gi job (G), thus, process job G next in the sequence
ii.
There is a tie because both job B and job F have the same minimum
time on machine Hi. As per the tie breaking rule, job B should be
processed last.
The final sequence is shown in Table 5.21:
Table 5.21: Final Sequence
The minimum total processing time for completing seven jobs through all the
machines is shown in Table 5.22:
Table 5.22: Minimum Total Processing Time
Machines
Job
Sequence
(Optimal)
M1
M2
In
A
D
G
F
B
C
E
Out
0
3
7
14
22
30
37
M3
In
3
7
14
22
30
37
46
Out
3
7
14
22
30
37
46
In
7
12
17
26
33
39
47
Out
7
13
24
36
42
49
54
13
24
36
42
49
54
59
Minimum total elapsed time = 59 hours

Idle time on machine M2 = 3 +2 + 5 + 4 + 4 + 7 = 25 hours
Page No. 178
Unit 5
Idle time on machine M2 = 3 hours

15. The sequencing problem in which n jobs are scheduled on three
machines can be solved by using the _______________.
16. Random Order or Whim refers to the rule of priority in which the job
orders to be processed are selected by _____________ or
_____________ as per their wishes.
17. In Earliest Due Date, the job having the nearest or the earliest due
date is processed first. (True/False)
Activity 4:
Give an example of how jobs are assigned in the customer service
department of an organisation in general.
Objective: To help you to explore the concept of sequencing.
Feedback: In general, the customer service department of an
organisation provides serial numbers to their customer queries and
complaints and according to these numbers, solve their problems.
5.6
Summary
Let us recapitulate the main points discussed in the unit:
Production scheduling is the process of making a detailed plan of the

day-to-day production operations in an organisation.
The process of production scheduling comprises three steps, that is,

developing an aggregate production schedule, preparing an MPS, and
assigning jobs to different work centres.
Loading, also termed as shop loading, refers to the process of allocating

jobs to various work centres. Loading is of two types, that is, finite
loading and infinite loading.
Page No. 179
Unit 5
Finite loading refers to the type of loading in which jobs are allocated
among different work centres based on the capacity of each work centre
and the time required to perform the jobs individually.
Infinite loading involves assigning jobs to different work centres without

considering the capacity of each work centre.
The load chart represents loading time and idle time for all work centres.
The Gantt chart provides a graphical presentation of assigned jobs, time

required to accomplish the assigned jobs, and the remaining capacity in
hours.
Sequencing indicates the process of determining the order in which the

jobs should be assigned to facilities.
As per the rule of priority, jobs should be sequenced based on one type
of data such as processing time data, arrival order data, and due date
data.
5.7
Glossary
Let us have an overview of the important terms mentioned in the unit:

Master Production Schedule: It refers to the key plan that provides
information related to work to be done on a daily, weekly, or monthly basis.
Project scheduling: It involves establishing a logical sequence among the
different activities of the project and optimising the total duration of the
project.
Sequencing: It involves determining an order of jobs to be performed on
machines.
5.8
Terminal Questions
1.
Explain the concept of production scheduling.
2.
Arrange the following steps used in the process of production

scheduling in a sequential order and briefly explain each of them:
a.
Preparing an MPS
b.
Assigning jobs to different work centres
Page No. 180
c.
Developing an aggregate production schedule
3.
Briefly explain scheduling for services.
4.
Explain the term loading.
5.
Differentiate between infinite and finite loading.
6.
Define the following:
7.
5.9
Unit 5
a.
Load chart
b.
Gantt chart
Explain sequencing. Mention the rules of sequencing.
Answers
Self Assessment Questions

1.
Production scheduling
2.
Quantity
3.
False
4.
True
5.
High
6.
False
7.
True
8.
Finite; infinite
9.
i. Infinite Loading
10. True
11. Gantt load charts; Gantt scheduling charts
12. Load schedule
13. Monitoring
14. ii. Jobs are assigned to the different work centres without considering
the capacity of each work centre.
15. Johnsons method
Page No. 181
Unit 5
16. Supervisors; operation managers

17. True
Terminal Questions Answers
1.
(Hint: Define production scheduling and its advantages for an

organisation)
Production scheduling is the process in which an organisation prepares
an in-depth plan about its daily production activities. Refer section 5.2
Overview of Production Scheduling, which explains the concept of
production scheduling.
2.
(Hint: Explain different steps of production scheduling process after

arranging them in proper order)
The process of production scheduling comprise of three steps:
development of an aggregate production schedule, preparation of an
MPS, and assignment of jobs to various work centres. Refer section 5.2
Overview of Production Scheduling, which lists and explains the
steps involved in the process of production scheduling.
3.
(Hint: Define services and scheduling, explain the difference between

scheduling for products and services, and explain the process of
scheduling for services)
In scheduling for services, an organisation mainly concentrates on the
satisfaction of the personnel. Refer section 5.3 Scheduling for
Services, which explains the process of scheduling for services.
4.
(Hint: Define loading in your own words)

Loading is the process, in which, an organisation assigns jobs to
various work centres. Refer section 5.4 Concept of Loading, which
explains the same.
5.
(Hint: Explain infinite and finite loading and differentiate between the
two)
Finite loading is concerned with allocating jobs to various work centres
after considering the capacity of each work centre; whereas, in infinite
loading, jobs are assigned to work centres without considering their
Page No. 182
Unit 5
capacity. Refer sub section 5.4.1 Types of loading, which mentions

the difference between infinite and finite loading.
6.
(Hint: Explain load and Gantt charts in your own words)

A load chart is concerned with comparing the actual load in terms of
machine hours and labour hours; whereas, a Gantt chart is concerned
with giving a graphical representation of jobs assigned, time required to
accomplish a job, and so on. Refer sub section 5.4.2 Charts used in
loading, which defines the load chart and the Gantt chart.
7.
(Hint: Define sequencing and explain the rules involved in it)

Sequencing indicates the process of determining the order in which
jobs should be assigned to various facilities. Refer section 5.5
Sequencing, which describes the meaning and rule of sequencing.
5.10 Case Study: Machine Installation Project in ABC Alloys and

Steel Private Limited
ABC Alloys and Steel Private Limited is a leading automobile component
supplier in North India. The organisation has been recently facing
challenges in meeting the demands of its products due to capacity
constraints. It needs to increase the production level by at least 10-15 %, to
meet the increasing demand.
The top management of the organisation has decided to install a new
machine that would increase the production level significantly. Mr. Vimal is
appointed as a project manager to handle the project of installation of a
machine. He first needs to procure a budget approval from the finance
department. On an average, it takes three weeks to obtain an approval from
the concerned department. If the purchase gets approved by the finance
department, Mr. Vimal can place an order for the machine in the market.
Generally, it takes six weeks to obtain a new machine after placing the order
and two weeks for its installation. However, the organisation needs to hire
an operator for operating the machine. Mr.Vimal has been assured by the
HR department to hire an operator in two weeks time. The operator needs
at least seven weeks of training before he can operate the machine. Posttraining, the operator is supposed to take another two weeks to start
production using the machine.
Page No. 183
Unit 5
Discussion questions:
1.
How will you help Mr. Vimal in identifying the activities in the project and
establishing the predecessor and successor relationships of the
activities? (Hint: List the activities in the order of their occurrence in the
project, such as procuring approval > receiving the machine > hiring an
operator > installing the machine > training the operator > assembling
cars.)
2.
Assist Mr. Vimal in drawing the network of the project. (Hint: The project
network can be drawn based on the scheduling of activities as follows:
)
References and Suggested Readings
Buffa, S.E., Sarin, R. K. (1987), Modern Production/Operations

Management. Daryaganj, New Delhi: Wiley India (P.) Ltd.
Meredith, J. R., Shafer, S. M. (2007), Operations Management for

MBAs. Daryaganj, New Delhi: Wiley India (P.) Ltd.
E-references
What is a Project Schedule? Retrieved from

http://www.managementstudyguide.com/project-schedule.htm
What is a Project Schedule? Retrieved from

http://www.projecttimes.com/articles/what-is-a-project-schedule.html
Project Management Planning. Retrieved from

http://www.cioarchives.ca.gov/itpolicy/pdf/pm3.4_planning_project_sche
dule.pdf
Operations Scheduling.
http://www.referenceforbusiness.com/management/Ob-Or/OperationsScheduling.html
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Advanced Production and Operations Management

Overview of Production Scheduling

Scheduling for Services

Case Study: Machine Installation Project in ABC Alloys and Steel

As discussed in the previous unit, it is essential for an organisation to plan

Page No. 151

Advanced Production and Operations Management

work. The term scheduling is associated with the arrangement of activities

explain the concept of production scheduling

describe scheduling for services

explain the concept of loading

describe the process of sequencing

list the rules of priority

Overview of Production Scheduling

Page No. 152

Advanced Production and Operations Management

provides information related to resources to be used for completing the

What type of work centre should be allotted for each job?

What should be the duration for completing an operation?

What should be the amount of resources to be employed for production?

What should be the sequence for performing the different jobs?

Figure 5.1: Process of Production Scheduling

Steps involved in the process of production scheduling (as shown in Figure

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Page No. 153

Advanced Production and Operations Management

Assigning jobs to different work centres: It refers to an important step of

________________ is a process of making a detailed plan of the

The aggregate production schedule provides information related to

The aggregate production schedule helps determine the adequate

Determining resources required for production purposes

Preparing aggregate plan and master production schedules

Assigning jobs to work centres and preparing schedule for

Scheduling of activities based on the plan prepared and skills and

Sikkim Manipal University

Page No. 154

Advanced Production and Operations Management

Scheduling for Services

In many operations, scheduling of jobs is either inappropriate or not possible

Nurses should always be available in the hospital. Nursing resources

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Page No. 155

Advanced Production and Operations Management

Scheduling of urban alarm services is similar to that of hospitals. The main

In scheduling of jobs, the focus is on minimising the number of late

The cost of staffing personnel in service organisations is very

In the scheduling of services, interest of the staff is least important.

Sikkim Manipal University

Page No. 156

Advanced Production and Operations Management

Feedback: In an educational institute, scheduling is required for various

Loading, also called shop loading, is the process of allocating jobs to

As discussed earlier, loading is a process of assigning jobs to production

Sikkim Manipal University

Page No. 157

Advanced Production and Operations Management

Figure 5.2: Illustration of Finite Loading

Infinite loading: It involves assigning jobs to different work centres without

Charts used in loading

An organisation can perform loading efficiently by using two types of charts,

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Page No. 158