Address:New Delhi Institute of Management
60 & 50(B&C), Tughlakabad Institutional Area New Delhi-110062
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Address: NAM Institute of Professional Studies
C-49, Savitri Nagar Main Road, Maharshi Dayanand Marg, Near Gullar wale Peer Baba, New Delhi -110017
Phone: 011–26013569, 26016549
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Email: contact@namedu.net, info@namedu.net
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Address:Netaji Subhash Institute of Management Sciences
NIMS City Tower, Mall Road, Netaji Subhash Place, Pitampura, New Delhi – 110034.
Phone:011 – 47020055,01147007900, 91- 9971870055, 9971840055, 9971620055, 1800 10 30055 (Toll free)
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Various types of Operations Scheduling are:
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. Johnson’s 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.
c. Helps in the expedition of the functions of the PPC.

1. Performance standards –
a. First and the foremost need of the operations scheduling.
b. Helps the scheduler to find out the machine capacity in order to assign the required machine hours and the man – hours for the various activities.
c. The performance standards play a very important role in the good operations scheduling and this is always possible if the time study or the industrial engineering department exists in the plant.
d. The performance standards for such repetitive jobs are available.
e. And for the new jobs, they can be determined from the tables of the synthetic standards prepared by the department.

2. Unit of the measurement –
a. Means the unit in which the loading and also the scheduling is to be extended.
b. The most commonly used units of measurement in the engineering companies are the man – hours or the machine – hours.

3. Unit of the loading and the scheduling –
a. Means the duration for which the loading and the scheduling should be done.
b. The unit of the loading and the scheduling – scheduled start and the finishing timings – are mainly dependent on the scheduling needs of the company.
c. Scheduling should be done on the daily basis if the company makes promises in days.

4. Effective capacity per work centre –
a. Means the effective hours that can be used for the production on the machine or on the work centre in a week or in a month.
b. Theoretical capacity is equal to the number of the normal working hours of that machine.
c. Some interruptions may occur during the process and some of these interruptions can be summarized as follows –
i. Power failure.
ii. Rework.
iii. Waiting for transport.
iv. Preventive maintenance.
v. Waiting for the inspection.
vi. Tool try – out, jigs and the fixture try – outs.
vii. Operatives’ trade test.
viii. Operators involved in some other activities like the functions, celebrations etc. – leaving the production operations aside.
ix. Machine used for the technical studies.
x. Operator left the work place for the official decision.
xi. Machine breakdown – may be technical or mechanical in the nature.
xii. Operator absence.
xiii. Breakage in the tool.
xiv. Operator training time.
xv. Starting late.
xvi. Early close.
xvii. Over – time.
xviii. Incentive payment collection.

5. Extent of the rush orders –
a. When considering the scheduling process, the rush – orders play a very conclusive role.
b. Never a machine should be subjected to 100 % effective capacity, simply because of the reason that if any rush order comes in, and then the scheduling has to be changed.
c. The various methods used in the accommodation of the rush orders can be summarized as follows –
i. Leaving some capacity unscheduled on each machine per period.
ii. Leaving some in scheduled capacity between the two scheduled jobs.

6. Overlapping of the operations –
a. Means running of a job simultaneously on more than one machine.
b. Occurs in the jobs which involve two or more operations.
c. Reduces the manufacturing cycle time.
d. Reduces the delivery period to the customer.

7. Loading charts
a. These charts specify the work that is to be carried out in each section or the department of the company during the period under the review.
b. Helps in knowing the accumulated load at a given time for a given machine.
c. Helps in the identification of the periods that are available for the allocation in the future to orders needing this machine.