Chapter16 - CHAPTER 16: SCHEDULING Teaching Notes...

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CHAPTER 16: SCHEDULING Teaching Notes Scheduling techniques are designed to disaggregate the master production schedule into time-phased daily or hourly activities. A detailed production schedule must include when and where each activity must take place in order to meet the master schedule. Scheduling involves the following major activities: 1. Short-run machine, manpower and production scheduling. 2. Short-run capacity planning. 3. Routing (determining where the work is going to be done). 4. Dispatching (issuing the order to begin work). 5. Expediting (speeding the progress of the work order) late, critical jobs. 6. Controlling the progress of orders and monitoring the process to determine that operations are running according to plan. 7. Determining the sequence of activities (determining when the work is to be done). 8. Revising the schedule based on changes in order status of jobs, material and/or capacity availability and various other reasons. Elements of Scheduling Problems: 1. Job arrival patterns (static vs. dynamic). Dynamic arrival pattern means that more jobs will arrive in the system during the time those currently in the system are being processed. In a static system, all jobs that will ever enter the system are known. Most job shops are dynamic. 2. Ratio of workers to machines (machine limited vs. labor limited environment). 3. Priority rules for scheduling. 4. Flow patterns of jobs through the plant. a. Flow shop: All jobs follow the same pattern of flow through the system. In a flow shop, routing is not typically a problem. b. Job shop: Each job follows its own specified pattern. c. Job shop is more difficult to analyze than the flow shop. It requires the storage of additional information. 5. Evaluation of the scheduling technique (maximization of service level, minimization of stockouts, WIP inventory, idle time, setup time, number of late jobs and the like). The evaluation process provides necessary feedback to the scheduler about the performance of the scheduling method. 6. Number and types of machines in the plant (as the number and types of machines increase, the scheduling environment gets more complicated.) 7. Facility layout (different layouts lead to different types of scheduling problems.) Operations Management, 9/e 168
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Scheduling decision is based on the following critical factors: 1. Material availability. 2. Capacity availability (worker or machine). 3. Bottleneck vs. nonbottleneck operations. 4. Job priorities. 5. Queue of work before each work station. A major portion of the chapter is devoted to production scheduling. I generally emphasize production scheduling because it has more “meat” than other areas of scheduling and because it enables students to get a better grasp on what scheduling involves and some of the tools available. It is important to spend at least a few moments to establish the basic differences in scheduling needs
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This note was uploaded on 04/21/2011 for the course MGT 02 taught by Professor Gad during the Spring '11 term at Tanta University.

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Chapter16 - CHAPTER 16: SCHEDULING Teaching Notes...

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