OPERATIONS SCHEDULING

Scheduling pertains to establishing both the timing and use of resources within an organization. Under the operations function (both manufacturing and services), scheduling relates to use of equipment and facilities, the scheduling of human activities, and receipt of materials. While issues relating to facility location and plant and equipment acquisition are considered long term and aggregate planning is considered intermediate term, operations scheduling is considered to be a short-term issue. As such, in the decision-making hierarchy, scheduling is usually the final step in the transformation process before the actual output (e.g., finished goods) is produced. Consequently, scheduling decisions are made within the constraints established by these longerterm decisions. Generally, scheduling objectives deals with tradeoffs among conflicting goals for efficient utilization of labor and equipment, lead time, inventory levels, and processing times. Byron Finch notes that effective scheduling has recently increased in importance. This increase is due in part to the popularity of lean manufacturing and just-in-time. The resulting drop in inventory levels and subsequent increased replenishment frequency has greatly increased the probability of the occurrence of stock-outs. In addition, the Internet has increased pressure to schedule effectively. "Business to customer" (B2C) and "business to business" (B2B) relationships have drastically reduced the time needed to compare prices, check product availability, make the purchase, etc. Such instantaneous transactions have increased the expectations of customers, thereby, making effective scheduling a key to customer satisfaction. It is noteworthy that there are over 100 software scheduling packages that can perform schedule evaluation, schedule generation, and automated scheduling. However, their results can often be improved through a human scheduler's judgment and experience. There are two general approaches to scheduling: forward scheduling and backward scheduling. As long as the concepts are applied properly, the choice of methods is not significant. In fact, if process lead times (move, queue and setup times) add to the job lead time and process time is assumed to occur at the end of process time, then forward scheduling and backward scheduling yield the same result. With forward scheduling, the scheduler selects a planned order release date and schedules all activities from this point forward in time. With backward scheduling, the scheduler begins with a planned receipt date or due date and moves backward in time, according to the required processing times, until he or she reaches the point where the order will be

Objectives of the Operations Scheduling 1. Making efficient use of the labour. 2. Making best possible use of the equipments that are available for the use. 3. Increasing the profit. 4. Increasing the output. 5. Improving the service level. 6. Maximizing the delivery performance i.e. meeting the delivery dates. 7. Minimizing the inventory. 8. Reducing the manufacturing time. 9. Minimizing the production costs. 10. Minimizing the worker costs.

Functions of the operations scheduling 1. Allocation of the resources. 2. Shop floor control. 3. Making maximum use of the plant at minimum possible cost. 4. Ensure that the needs of the manpower are optimum. 5. Determination of the sequence of the jobs. 6. Specifying the start and the end time for each job (actively scheduled). 7. Getting quick feedback from the shops regarding the delays and the various interruptions. 8. Possess up to date information for the availability of the materials, expected delivery dates etc. 9. Possess up to date data on the machine regarding its breakdown, servicing etc. 10. Keep itself abreast of the hiring, dismissals, holidays etc. of the work force.

TYPES OF OPERATION SCHEDULING:

1. Forward operations scheduling a. Classified on the basis of the time. b. All the activities are scheduled from the date of the planned order release. c. First task of the job is scheduled. d. Its subsequent task is scheduled on the scheduled completion of the first task. e. Like this, accordingly all the tasks of the job are scheduled. 2. Backward operations scheduling a. Also classified on the basis of the time. b. Activities are scheduled from the date or the planned receipt date. c. The last activity is scheduled first. d. Time of the start of the last task is considered as the time for the start of the previous activity.

Methods used for the operations scheduling

1. Johnsons two machine algorithm a. Very effective when the operations sequencing has two machines and the processing time depends on the sequence in which the jobs are loaded. b. Also used when the company involves a backlog of the orders. c. Is a very simple process. d. Also a time saving process. e. Helps in the determination of the optimal job sequence. 2. Index method a. Used for the purpose of the loading and also for allocating the different jobs to the different machines. b. Generally orders are assigned on the basis of the first come first assigned method. c. But does not provide optimum loading. 3. Critical path analysis a. Helps in the determination of the scheduling of the activities of the projects. b. Reveals inter relationships between the different activities of the project. c. Reflects the uncertainty in the durations estimated for the various activities. 4. Critical ratio scheduling a. Helps in the establishment and the maintenance of the priorities among the jobs in a factory. b. Concept of critical ratios is used widely.

5. GANTT CHARTS

Gantt charts are named for Henry Gantt, a management pioneer of the early 1900s. He proposed the use of a visual aid for loading and scheduling. Appropriately, this visual aid is known as a Gantt chart. This Gantt chart is used to organize and clarify actual or intended use of resources within a time framework. Generally, time is represented horizontally with scheduled resources listed vertically. Managers are able to use the Gantt chart to make trial-and-error schedules to get some sense of the impact of different arrangements. There are a number of different types of Gantt charts, but the most common ones, and the ones most appropriate to our discussion, are the load chart and schedule chart. A load chart displays the loading and idle times for machines or departments; this shows when certain jobs are scheduled to start and finish and where idle time can be expected. This can help the scheduler redo loading assignments for better utilization of the work centers. A schedule chart is used to monitor job progress. On this type of Gantt chart, the vertical axis shows the orders or jobs in progress while the horizontal axis represents time. A quick glance at the chart reveals which jobs are on schedule and which jobs are on time. Gantt charts are the most widely used scheduling tools. However, they do have some limitations. The chart must be repeatedly updated to keep it current. Also, the chart does not directly reveal costs of alternate loadings nor does it consider that processing times may vary among work centers.