Scheduling Chapter 17 To Accompany Krajewski Ritzman Operations

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Scheduling Chapter 17 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh

Scheduling Chapter 17 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Gantt Charts Progress Chart Figure 17. 1 Key Job Ford 4/17 4/18 4/19 4/20

Gantt Charts Progress Chart Figure 17. 1 Key Job Ford 4/17 4/18 4/19 4/20 4/21 4/22 4/24 4/25 4/26 Start 4/23 activity Finish activity Scheduled activity time Plymouth Pontiac Actual progress Nonproductive time To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Gantt Charts Progress Chart Figure 17. 1 Job Current date 4/17 4/18 4/19 4/20

Gantt Charts Progress Chart Figure 17. 1 Job Current date 4/17 4/18 4/19 4/20 4/21 4/22 4/23 4/24 4/25 4/26 Ford Plymouth Pontiac To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Gantt Charts Operating Rooms Chart Figure 17. 2 Workstation Operating Room A Time 12

Gantt Charts Operating Rooms Chart Figure 17. 2 Workstation Operating Room A Time 12 7 am 8 am 9 am 10 am 11 am noon 1 pm 2 pm 3 pm 4 pm 5 pm 6 pm Dr. Jon Adams Operating Room B Dr. Gary Case Operating Room C Dr. Jordanne Flowers Dr. Aubrey Brothers Dr. Jeff Dow Dr. Madeline Easton Dr. Dan Gillespie To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number of employees 6 4 8 S Su 9 10* 3 2 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number of employees Employee 1 6 4 8 S Su 9 10* 3 2 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number of employees Employee 1 6 X 4 X 8 X S Su 9 10* 3 X X 2 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number of employees Employee 1 Requirement 6 X 5 4 X 3 8 X 7 S Su 9 10* 3 X X 8 9* 3 2 2 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number of employees Employee 1 Requirement Employee 2 6 X 5 X 4 X 3 X 8 X 7 X S Su 9 10* 3 X X 8 9* 3 X X 2 2 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number of employees Employee 1 Requirement Employee 2 Requirement 6 X 5 X 4 4 X 3 X 2 8 X 7 X 6 S Su 9 10* 3 X X 8 9* 3 X X 7 8* 3 2 2 2 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number of employees Employee 1 Requirement Employee 2 Requirement Employee 3 6 X 5 X 4 X 3 X 2 X 8 X 7 X 6 X S Su 9 10* 3 X X 8 9* 3 X X 7 8* 3 X X 2 2 2 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number of employees Employee 1 Requirement Employee 2 Requirement Employee 3 Requirement 6 X 5 X 4 X 3 X 2 X 1 8 X 7 X 6 X 5 S Su 9 10* 3 X X 8 9* 3 X X 7 8* 3 X X 6 7* 3 2 2 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number of employees Employee 1 Requirement Employee 2 Requirement Employee 3 Requirement Employee 4 6 X 5 X 4 X 3 X 2 X 1 8 X 7 X 6 X 5 X S Su 9 10* 3 X X 8 9* 3 X X 7 8* 3 X X 6 7* 3 X X X 2 2 X To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number of employees Employee 1 Requirement Employee 2 Requirement Employee 3 Requirement Employee 4 Requirement 6 X 5 X 4 X 3 X 2 X 1 3 1 8 X 7 X 6 X 5 X 4 S Su 9 10* 3 X X 8 9* 3 X X 7 8* 3 X X 6 7* 3 X X X 5 6* 2 2 2 X 1 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number

Scheduling Services Example 17. 1 Required employees Day M T W Th F Number of employees Employee 1 Requirement Employee 2 Requirement Employee 3 Requirement Employee 4 Requirement Employee 5 6 X 5 X 4 X 3 X 2 X 1 3 X 1 X 8 X 7 X 6 X 5 X 4 X S Su 9 10* 3 X X 8 9* 3 X X 7 8* 3 X X 6 7* 3 X X X 5 6* 2 X X 2 2 X 1 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day Requirement M T W Th F

Scheduling Services Example 17. 1 Required employees Day Requirement M T W Th F S Su 2 0 3 2 4 5* 1 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day Requirement Employee 6 M T W

Scheduling Services Example 17. 1 Required employees Day Requirement Employee 6 M T W Th F 2 0 3 X 4 X S Su 5* 2 X X 1 X To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day Requirement Employee M T W Th

Scheduling Services Example 17. 1 Required employees Day Requirement Employee M T W Th F 2 0 2 X 0 X 3 X 2 X 6 7 4 X 3 X S Su 5* 2 X X 4* 1 X 0 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day Requirement Employee M T W Th

Scheduling Services Example 17. 1 Required employees Day Requirement Employee M T W Th F 2 0 2 X 1 X 0 X 3 X 2 X 1 X 6 7 8 4 X 3 X 2 X S Su 5* 2 X X 4* 1 X 3* 1 X 0 0 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day Requirement Employee M T W Th

Scheduling Services Example 17. 1 Required employees Day Requirement Employee M T W Th F 2 0 2 X 1 X 0 0 X 0 X 3 X 2 X 1 X 0 X 6 7 8 9 4 X 3 X 2 X 1 X S Su 5* 2 X X 4* 1 X 3* 1 X 2* 1 X X 1 X 0 0 0 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Required employees Day Requirement Employee 6 Requirement Employee 7

Scheduling Services Example 17. 1 Required employees Day Requirement Employee 6 Requirement Employee 7 Requirement Employee 8 Requirement Employee 9 Requirement Employee 10 M T W Th F 2 0 2 X 1 X 0 0 X 0 X 3 X 2 X 1 X 0 X 0 X 4 X 3 X 2 X 1 X 0 X S Su 5* 2 X X 4* 1 X 3* 1 X 2* 1 X X 1* 0 X 1 X 0 0 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Final Schedule Day Employee 1 Employee 2 Employee 3

Scheduling Services Example 17. 1 Final Schedule Day Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 Employee 6 Employee 7 Employee 8 Employee 9 Employee 10 M T W Th F S Su X X X off off X X off off X X X X X off off X X X X X X To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Final Schedule Day M Employee 1 Employee 2 Employee

Scheduling Services Example 17. 1 Final Schedule Day M Employee 1 Employee 2 Employee M 3 Employee 4 Employee 5 Employee 6 Employee 7 Employee 8 Employee 9 Employee 10 T W Th F X X X T XW XTh X F off off X X X X off X X X XS X X X X S Su X off XSuoff X X X off off TOTAL off X off off To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Final Schedule Day M Employee 1 Employee 2 Day

Scheduling Services Example 17. 1 Final Schedule Day M Employee 1 Employee 2 Day Employee M 3 Employee Capacity, C 74 Employee 5 Employee 6 Employee 7 Employee 8 Employee 9 Employee 10 T W Th F X X X X T XW XTh X F X S 8 off 10 X 3 X X off X X X X S Su X off XSuoff X 2 X X off X X X off off TOTAL off X 50 off X off off To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Final Schedule Day M Employee 1 Employee 2 Day

Scheduling Services Example 17. 1 Final Schedule Day M Employee 1 Employee 2 Day Employee M 3 Employee Capacity, C 74 Employee Requirements, R 65 Employee 6 Employee 7 Employee 8 Employee 9 Employee 10 T W Th F X X X X T XW XTh X F X S 8 off 10 X 3 4 X 8 X 9 X 10 X 3 off X X X X X off X X X X S Su X off XSuoff X 2 X X 2 off X X X off off TOTAL off X 50 off 42 X off off To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Scheduling Services Example 17. 1 Final Schedule Day M Employee 1 Employee 2 Day

Scheduling Services Example 17. 1 Final Schedule Day M Employee 1 Employee 2 Day Employee M 3 Employee Capacity, C 74 Employee Requirements, R 65 Slack, CEmployee –R 16 Employee 7 Employee 8 Employee 9 Employee 10 X X X X XW XTh X F X S off 10 X 3 X 8 X 9 X 10 X 3 off 2 off 1 X 0 X X X X off X X X X T 8 4 4 T W Th F S Su X off XSuoff X 2 X X 2 off X 0 X X off X X X off off TOTAL off X 50 off 42 X 8 off off To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Raw Materials Shipping Department Manufacturing Process Legend: Figure 17. 3 Batch of parts Workstation

Raw Materials Shipping Department Manufacturing Process Legend: Figure 17. 3 Batch of parts Workstation To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Dispatching Procedures · Critical ratio (CR) = (Due date – Today’s date)/Total shop time

Dispatching Procedures · Critical ratio (CR) = (Due date – Today’s date)/Total shop time remaining · Earliest due 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)/ Number of operations remaining To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline 150 Bronco Thunderbird Processing Begin Time Work (hr) 0 8 14 17 32 + + + 8 6 3 15 12 = = = Job Flow Time (hr) 8 14 17 32 44 Scheduled Customer Pickup Time 10 12 18 20 22 Actual Customer Hours Pickup Hours Past Time Early Due 10 14 18 32 44 2 2 1 12 22 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline 150 Bronco Thunderbird Processing Begin Time Work (hr) 0 8 14 17 32 + + + 8 6 3 15 12 = = = Job Flow Time (hr) 8 14 17 32 44 Scheduled Customer Pickup Time 10 12 18 20 22 Actual Customer Hours Pickup Hours Past Time Early Due 10 14 18 32 44 2 2 1 12 22 8 + 14 + 17 + 32 + 44 Average job flow time = 5 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline 150 Bronco Thunderbird Processing Begin Time Work (hr) 0 8 14 17 32 + + + 8 6 3 15 12 = = = Job Flow Time (hr) 8 14 17 32 44 Scheduled Customer Pickup Time 10 12 18 20 22 Actual Customer Hours Pickup Hours Past Time Early Due 10 14 18 32 44 2 2 1 12 22 Average job flow time = 32 hours To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline 150 Bronco Thunderbird Processing Begin Time Work (hr) 0 8 14 17 32 + + + 8 6 3 15 12 = = = Job Flow Time (hr) 8 14 17 32 44 Average job flow time = 32 hours Scheduled Customer Pickup Time 10 12 18 20 22 Actual Customer Hours Pickup Hours Past Time Early Due 10 14 18 32 44 2 2 1 12 22 Average hours early = 2+0+1+0+0 5 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline 150 Bronco Thunderbird Processing Begin Time Work (hr) 0 8 14 17 32 + + + 8 6 3 15 12 = = = Job Flow Time (hr) 8 14 17 32 44 Average job flow time = 32 hours Scheduled Customer Pickup Time 10 12 18 20 22 Actual Customer Hours Pickup Hours Past Time Early Due 10 14 18 32 44 2 2 1 12 22 Average hours early = 0. 6 hour To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline 150 Bronco Thunderbird Processing Begin Time Work (hr) 0 8 14 17 32 + + + 8 6 3 15 12 = = = Job Flow Time (hr) 8 14 17 32 44 Scheduled Customer Pickup Time 10 12 18 20 22 Actual Customer Hours Pickup Hours Past Time Early Due 10 14 18 32 44 2 2 1 12 22 Average job flow time = 32 hours Average hours early = 0. 6 hour 0 + 2 + 0 + 12 + 22 Average hours past due = 5 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline 150 Bronco Thunderbird Processing Begin Time Work (hr) 0 8 14 17 32 + + + 8 6 3 15 12 = = = Job Flow Time (hr) 8 14 17 32 44 Average job flow time = 32 hours Scheduled Customer Pickup Time 10 12 18 20 22 Actual Customer Hours Pickup Hours Past Time Early Due 10 14 18 32 44 2 2 1 12 22 Average hours early = 0. 6 hour Average hours past due = 7. 2 hours To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline 150 Bronco Thunderbird Processing Begin Time Work (hr) 0 8 14 17 32 + + + 8 6 3 15 12 = = = Job Flow Time (hr) 8 14 17 32 44 Average job flow time = 32 hours Average hours past due = 7. 2 hours Scheduled Customer Pickup Time 10 12 18 20 22 Actual Customer Hours Pickup Hours Past Time Early Due 10 14 18 32 44 2 2 1 12 22 Average hours early = 0. 6 hour Average WIP = Sum of flow times Makespan To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline 150 Bronco Thunderbird Processing Begin Time Work (hr) 0 8 14 17 32 + + + 8 6 3 15 12 = = = Job Flow Time (hr) 8 14 17 32 44 Average job flow time = 32 hours Average hours past due = 7. 2 hours Scheduled Customer Pickup Time 10 12 18 20 22 Actual Customer Hours Pickup Hours Past Time Early Due 10 14 18 32 44 2 2 1 12 22 Average hours early = 0. 6 hour Average WIP = 8 + 14 + 17 + 32 + 44 44 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline 150 Bronco Thunderbird Processing Begin Time Work (hr) 0 8 14 17 32 + + + 8 6 3 15 12 = = = Job Flow Time (hr) 8 14 17 32 44 Average job flow time = 32 hours Average hours past due = 7. 2 hours Scheduled Customer Pickup Time 10 12 18 20 22 Actual Customer Hours Pickup Hours Past Time Early Due 10 14 18 32 44 2 2 1 12 22 Average hours early = 0. 6 hour Average WIP = 2. 61 blocks To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline 150 Bronco Thunderbird Processing Begin Time Work (hr) 0 8 14 17 32 + + + 8 6 3 15 12 = = = Job Flow Time (hr) Scheduled Customer Pickup Time 8 14 17 32 44 Average job flow time = 32 hours Average hours past due = 7. 2 hours Average total inventory = 10 12 18 20 22 Actual Customer Hours Pickup Hours Past Time Early Due 10 14 18 32 44 2 2 1 12 22 Average hours early = 0. 6 hour Average WIP = 2. 61 blocks Sum of time in system Makespan To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline 150 Bronco Thunderbird Processing Begin Time Work (hr) 0 8 14 17 32 + + + 8 6 3 15 12 = = = Job Flow Time (hr) Scheduled Customer Pickup Time 8 14 17 32 44 Average job flow time = 32 hours Average hours past due = 7. 2 hours Average total inventory = 10 12 18 20 22 Actual Customer Hours Pickup Hours Past Time Early Due 10 14 18 32 44 2 2 1 12 22 Average hours early = 0. 6 hour Average WIP = 2. 61 blocks 10 + 14 + 18 + 32 + 44 44 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline

Sequencing Single-Dimension Rules – EDD Example 17. 2 Engine Block Sequence Ranger Explorer Econoline 150 Bronco Thunderbird Processing Begin Time Work (hr) 0 8 14 17 32 + + + 8 6 3 15 12 = = = Job Flow Time (hr) 8 14 17 32 44 Average job flow time = 32 hours Average hours past due = 7. 2 hours Scheduled Customer Pickup Time 10 12 18 20 22 Actual Customer Hours Pickup Hours Past Time Early Due 10 14 18 32 44 2 2 1 12 22 Average hours early = 0. 6 hour Average WIP = 2. 61 blocks Average total inventory = 2. 68 engine blocks To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – SPT Example 17. 2 Engine Block Sequence Econoline 150 Explorer

Sequencing Single-Dimension Rules – SPT Example 17. 2 Engine Block Sequence Econoline 150 Explorer Ranger Thunderbird Bronco Processing Begin Time Work (hr) 0 3 6 17 29 + + + 3 6 8 12 15 = = = Job Flow Time (hr) 3 9 17 29 44 Average job flow time = 20. 4 hours Average hours past due = 7. 6 hours Scheduled Customer Pickup Time 18 12 10 22 20 Actual Customer Hours Pickup Hours Past Time Early Due 18 12 17 29 44 15 3 7 7 24 Average hours early = 3. 6 hour Average WIP = 2. 32 blocks Average total inventory = 2. 73 engine blocks To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Single-Dimension Rules – SPT Example 17. 2 Engine Block Sequence Job Scheduled Actual

Sequencing Single-Dimension Rules – SPT Example 17. 2 Engine Block Sequence Job Scheduled Actual Processing Flow Customer Hours Begin Time Pickup Hours Past Rule Work (hr) Comparison Time Early Due 18 15 EDD SPT 12 3 23. 00 20. 40 7 Ranger 17 Thunderbird 29 0. 60 3. 60 7 Bronco 44 7. 20 7. 60 24 Average WIP 2. 61 2. 32 Average job flow time = 20. 4 hours Average hours early = 3. 6 hour Average total inventory 2. 68 2. 73 Econoline 150 Explorer 0 + 3 3 + 6 Average 6 + 8 17 + 12 Average 29 + 15 Average = 3 18 = 9 12 job = flow 17 time 10 = 29 early 22 hours = 44 past due 20 hours Average hours past due = 7. 6 hours Average WIP = 2. 32 blocks Average total inventory = 2. 73 engine blocks To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 CR S/RO Time remaining to due date CR = Shop time remaining Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 CR = 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 CR S/RO 15 6. 1 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 CR = 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 CR S/RO 15 = 2. 46 6. 1 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 CR = 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 CR S/RO 2. 46 15 = 2. 46 6. 1 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Remaining Shop Time Remaining CR 10 2 12 5 6. 1 7. 8 14. 5 10. 2 2. 46 1. 28 1. 38. 78 S/RO Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 S/RO = 15 10 20 8 Number of Operations Remaining Shop Time Remaining CR 10 2 12 5 6. 1 7. 8 14. 5 10. 2 2. 46 1. 28 1. 38. 78 S/RO Time remaining to due date – Shop time remaining Number of operations remaining Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Remaining Shop Time Remaining CR 10 2 12 5 6. 1 7. 8 14. 5 10. 2 2. 46 1. 28 1. 38. 78 S/RO 15 – 6. 1 S/RO = 10 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 Number of Operations Remaining Shop Time Remaining CR 10 2 12 5 6. 1 7. 8 14. 5 10. 2 2. 46 1. 28 1. 38. 78 15 10 20 8 S/RO 15 – 6. 1 S/RO = = 0. 89 10 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 Number of Operations Remaining Shop Time Remaining CR S/RO 10 2 12 5 6. 1 7. 8 14. 5 10. 2 2. 46 1. 28 1. 38. 78 0. 89 15 10 20 8 15 – 6. 1 S/RO = = 0. 89 10 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 CR S/RO 2. 46 0. 89 1. 28 1. 10 1. 38 0. 46. 78 – 0. 44 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 15 10 20 8 CR Sequence CR S/RO 2. 46 0. 89 1. 28 1. 10 1. 38 0. 46. 78 – 0. 44 = Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 15 10 20 8 CR Sequence CR S/RO 2. 46 0. 89 1. 28 1. 10 1. 38 0. 46. 78 – 0. 44 = 4 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 15 10 20 8 CR Sequence CR S/RO 2. 46 0. 89 1. 28 1. 10 1. 38 0. 46. 78 – 0. 44 = 4– 2 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 15 10 20 8 CR Sequence CR S/RO 2. 46 0. 89 1. 28 1. 10 1. 38 0. 46. 78 – 0. 44 = 4– 2– 3 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 15 10 20 8 CR Sequence CR S/RO 2. 46 0. 89 1. 28 1. 10 1. 38 0. 46. 78 – 0. 44 = 4– 2– 3– 1 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 CR S/RO 2. 46 0. 89 1. 28 1. 10 1. 38 0. 46. 78 – 0. 44 CR Sequence = 4– 2– 3– 1 S/RO Sequence = Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 CR S/RO 2. 46 0. 89 1. 28 1. 10 1. 38 0. 46. 78 – 0. 44 CR Sequence = 4– 2– 3– 1 S/RO Sequence = 4 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 CR S/RO 2. 46 0. 89 1. 28 1. 10 1. 38 0. 46. 78 – 0. 44 CR Sequence = 4– 2– 3– 1 S/RO Sequence = 4 – 3 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 CR S/RO 2. 46 0. 89 1. 28 1. 10 1. 38 0. 46. 78 – 0. 44 CR Sequence = 4– 2– 3– 1 S/RO Sequence = 4 – 3 – 1 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Remaining Shop Time Remaining 10 2 12 5 6. 1 7. 8 14. 5 10. 2 CR S/RO 2. 46 0. 89 1. 28 1. 10 1. 38 0. 46. 78 – 0. 44 CR Sequence = 4– 2– 3– 1 S/RO Sequence = 4 – 3 – 1 – 2 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Shop Time Remaining CR Sequence Summary 10 2 12 5 6. 1 7. 8 14. 5 10. 2 S/RO 2. 46 0. 89 1. 28 1. 10 1. 38 0. 46. 78 – 0. 44 CR Sequence = 4– 2– 3– 1 S/RO Sequence = 4 – 3 – 1 – 2 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Shop Time Remaining CR Sequence Summary S/RO 10 6. 1 2. 46 0. 89 FCFS = 17. 8 – 2 – 1. 28 3 – 4 1. 10 2 12 14. 5 1. 38 0. 46 5 10. 2. 78 – 0. 44 CR Sequence = 4– 2– 3– 1 S/RO Sequence = 4 – 3 – 1 – 2 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Shop Time Remaining CR Sequence Summary S/RO 10 6. 1 2. 46 0. 89 FCFS = 17. 8 – 2 – 1. 28 3 – 4 1. 10 2 SPT = 14. 5 1 – 3 – 1. 38 2 – 4 0. 46 12 5 10. 2. 78 – 0. 44 CR Sequence = 4– 2– 3– 1 S/RO Sequence = 4 – 3 – 1 – 2 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr)

Sequencing Multiple-Dimension Rules Job Operation Time at Remaining Engine to Due Date Lathe (hr) (Days) 1 2 3 4 2. 3 10. 5 6. 2 15. 6 15 10 20 8 Number of Operations Shop Time Remaining CR Sequence Summary S/RO 10 6. 1 2. 46 0. 89 FCFS = 17. 8 – 2 – 1. 28 3 – 4 1. 10 2 SPT = 14. 5 1 – 3 – 1. 38 2 – 4 0. 46 12 EDD = 10. 2 4 – 2 – 1. 78 – 3 – 0. 44 5 CR Sequence = 4– 2– 3– 1 S/RO Sequence = 4 – 3 – 1 – 2 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Multiple-Dimension Rules Job Operation Time Priority Rule Summary Time at Remaining Number of

Sequencing Multiple-Dimension Rules Job Operation Time Priority Rule Summary Time at Remaining Number of Slack per Engine to Due Date Shortest Operations Shop Time Earliest Critical CR Remaining Lathe (hr) (Days) Processing Remaining S/RO Sequence Summary FCFS 1 2. 3 15 Avg Flow Time 17. 175 2 Avg Early 10. 5 10 Time 3. 425 3 Avg Past 6. 2 20 Due 7. 350 1. 986 4 Avg WIP 15. 6 8 Avg Total Inv 2. 382 Time 10 Due Date 6. 1 Ratio Operation 2. 46 0. 89 16. 100 26. 175 27. 150 24. 025 FCFS =0 17. 8 – 2 – 01. 28 3 – 4 1. 10 6. 0502 0 SPT 12. 925 = 14. 5 1 – 13. 900 3 – 1. 38 2 – 10. 775 4 0. 46 12 8. 900 = 10. 2 4 – 3. 129 2 – 1. 78 – 32. 777 1. 861 EDD 5 3. 026 – 0. 44 2. 561 3. 026 3. 129 2. 777 CR Sequence = 4– 2– 3– 1 S/RO Sequence = 4 – 3 – 1 – 2 Example 17. 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Simulation PRECISION AUTOBODY PROCESS TIME TO PERFORM OPERATION 1. 2 a. 2 b.

Sequencing Simulation PRECISION AUTOBODY PROCESS TIME TO PERFORM OPERATION 1. 2 a. 2 b. 3. 4. 6. Frame straightening * Body repair, major damage * Body repair, minor damage * Paint preparation Paint application (two coats) Clean up Average (hr) 8 16 8 11 / 4 11 / 2 3 Standard Deviation 2 4 2 1/ 3 1/ 2 * Not necessary for all vehicles Example 17. 4 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Simulation Figure 17. 4 To Accompany Krajewski & Ritzman Operations Management: Strategy and

Sequencing Simulation Figure 17. 4 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Simulation Figure 17. 5 To Accompany Krajewski & Ritzman Operations Management: Strategy and

Sequencing Simulation Figure 17. 5 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Simulation Figure 17. 6 To Accompany Krajewski & Ritzman Operations Management: Strategy and

Sequencing Simulation Figure 17. 6 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Workstation 2 22 5 3 16 8 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Workstation 2 22 5 3 16 8 Sequence = To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Workstation 2 22 5 3 16 8 Sequence = To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Sequence = Workstation 2 22 5 3 16 8 M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Sequence = Workstation 2 22 5 3 16 8 M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Sequence = Workstation 2 22 5 3 16 8 M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Sequence = Workstation 2 22 5 3 16 8 M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Sequence = M 2 Workstation 2 22 5 3 16 8 M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Sequence = M 2 Workstation 2 22 5 3 16 8 M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Sequence = M 2 Workstation 2 22 5 3 16 8 M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Sequence = M 2 Workstation 2 22 5 3 16 8 M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Sequence = M 2 Workstation 2 22 5 3 16 8 M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Sequence = M 2 - M 1 Workstation 2 22 5 3 16 8 M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Sequence = M 2 - M 1 Workstation 2 22 5 3 16 8 M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Workstation 2 22 5 3 16 8 Sequence = M 2 - M 1 - M 4 - M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Motor M 1 M 2 M 3 M 4 M 5 Workstation 1 12 4 5 15 10 Workstation 2 22 5 3 16 8 Sequence = M 2 - M 1 - M 4 - M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 2 0 Motor M

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 2 0 Motor M 1 M 2 M 3 M 4 5 10 M 5 Workstation 1 Workstation 2 12 22 4 5 5 3 15 16 15 20 25 30 35 40 45 50 55 10 8 Day 60 65 Sequence = M 2 - M 1 - M 4 - M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation M 2 (4) 1 2

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation M 2 (4) 1 2 0 Motor M 1 (12) M 2 M 3 M 4 5 10 M 5 Workstation 1 Workstation 2 M 4 M 5 M 3 Idle—available 12 (15) (10) (5) 22 for further work 4 5 5 3 15 16 15 20 25 30 35 40 45 50 55 60 10 8 Day 65 Sequence = M 2 - M 1 - M 4 - M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation M 2 (4) 1 2

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation M 2 (4) 1 2 0 Motor M 1 (12) M 2 M 3 M 4 5 10 M 5 Workstation 1 Workstation 2 M 4 M 5 M 3 Idle—available 12 (15) (10) (5) 22 for further work 4 5 5 3 15 16 15 20 25 30 35 40 45 50 55 60 10 8 Day 65 Sequence = M 2 - M 1 - M 4 - M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2 Idle 0 Motor M 1 (12) M 2 M 3 M 4 5 10 M 5 Workstation 1 Workstation 2 M 4 M 5 M 3 Idle—available 12 (15) (10) (5) 22 for further work 4 5 5 3 15 16 15 20 25 30 35 40 45 50 55 60 10 8 Day 65 Sequence = M 2 - M 1 - M 4 - M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2 Idle 0 Motor M 1 (12) M 2 M 3 (5) M 4 5 10 M 5 Workstation 1 Workstation 2 M 4 M 5 M 3 Idle—available 12 (15) (10) (5) 22 for further work 4 5 5 3 15 16 15 20 25 30 35 40 45 50 55 60 10 8 Day 65 Sequence = M 2 - M 1 - M 4 - M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2 Idle 0 Motor M 1 (12) M 2 M 3 (5) M 4 5 10 M 5 Workstation 1 Workstation 2 M 4 M 5 M 3 Idle—available 12 (15) (10) (5) 22 for further work 4 5 5 3 15 16 15 20 25 30 35 40 45 50 55 60 10 8 Day 65 Sequence = M 2 - M 1 - M 4 - M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2 Idle 0 Motor Workstation 1 Workstation 2 M 1 M 4 M 5 M 3 Idle—available M 1 12 (12) (15) (10) (5) 22 for further work M 2 4 5 M 2 M 3 Idle 5 3 (5) M 4 15 16 5 10 15 20 25 30 35 40 45 50 55 60 M 5 10 8 Day 65 Sequence = M 2 - M 1 - M 4 - M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2 Idle 0 Motor Workstation 1 Workstation 2 M 1 M 4 M 5 M 3 Idle—available M 1 12 (12) (15) (10) (5) 22 for further work M 2 4 5 M 2 M 3 Idle M 1 5(22) 3 (5) M 4 15 16 5 10 15 20 25 30 35 40 45 50 55 60 M 5 10 8 Day 65 Sequence = M 2 - M 1 - M 4 - M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2 Idle 0 Motor Workstation 1 Workstation 2 M 1 M 4 M 5 M 3 Idle—available M 1 12 (12) (15) (10) (5) 22 for further work M 2 4 5 M 2 M 3 Idle M 1 M 43 5(22) (5) (16) M 4 15 16 5 10 15 20 25 30 35 40 45 50 55 60 M 5 10 8 Day 65 Sequence = M 2 - M 1 - M 4 - M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2 Idle 0 Motor Workstation 1 Workstation 2 M 1 M 4 M 5 M 3 Idle—available M 1 12 (12) (15) (10) (5) 22 for further work M 2 4 5 M 2 M 3 Idle M 1 M 43 M 5 5(22) (5) (16) (8) M 4 15 16 5 10 15 20 25 30 35 40 45 50 55 60 M 5 10 8 Day 65 Sequence = M 2 - M 1 - M 4 - M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2

Sequencing Johnson’s Rule Example 17. 5 Time (hr) Workstation 1 M 2 (4) 2 Idle 0 Motor Workstation 1 Workstation 2 M 1 M 4 M 5 M 3 Idle—available M 1 12 (12) (15) (10) (5) 22 for further work M 2 4 5 M 2 M 3 Idle M 1 M 43 M 5 M 3 5(22) (5) (16) (8) (3) M 4 15 16 5 10 15 20 25 30 35 40 45 50 55 60 65 M 5 10 8 Day Sequence = M 2 - M 1 - M 4 - M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Sequencing Johnson’s Rule Figure 17. 7 Time (hr) Workstation 1 M 2 (4) 2

Sequencing Johnson’s Rule Figure 17. 7 Time (hr) Workstation 1 M 2 (4) 2 Idle 0 Motor Workstation 1 Workstation 2 M 1 M 4 M 5 M 3 Idle—available M 1 12 (12) (15) (10) (5) 22 for further work M 2 4 5 M 2 M 3 Idle M 1 M 43 M 5 M 3 5(22) (5) (16) (8) (3) M 4 15 16 5 10 15 20 25 30 35 40 45 50 55 60 65 M 5 10 8 Day Sequence = M 2 - M 1 - M 4 - M 5 - M 3 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Solved Problem 4 Storage basin Dredge Incinerate EH G F E H G B

Solved Problem 4 Storage basin Dredge Incinerate EH G F E H G B J F I B C J D I C A D A Figure 17. 8 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.