Chapter 16 – Scheduling
1. “Flow-shop scheduling” is used in high volume systems.
2. Line balancing is a major factor in the design and scheduling of low volume systems
because of batch processing.
Chapter 16 – Scheduling
3. Scheduling in intermediate-volume systems has three basic issues: run size, timing, and
sequence.
4. When operations are often bottlenecked, additional planned idle time will improve the
throughput in those areas.
5. When orders exceed our capacity, priority rules are used to select which orders will be
accepted.
Chapter 16 – Scheduling
6. The term loading, as used in scheduling, refers to choosing the order in which jobs will be
processed in low-volume systems.
7. Loading is the determination of which work centers should perform which jobs.
8. A Gantt chart is a basic scheduling tool but works best for high-volume systems.
Chapter 16 – Scheduling
9. A Gantt chart is a basic scheduling tool that is most useful in low-volume systems.
10. A schedule chart depicts the loading and idle times for a group of machines or
departments.
11. The output of the system cannot exceed the output of the bottleneck operation(s).
Chapter 16 – Scheduling
12. The elimination of idle time on both bottleneck and non-bottleneck operations must be
accomplished to optimize output.
13. As long as the bottleneck operations are used effectively idle time in non-bottleneck
operations will not affect the overall productivity of the system.
14. The quantity sent to a bottleneck operation could be split into two or more process batches
Chapter 16 – Scheduling
15. Splitting a large lot after one operation beyond a bottleneck operation would reduce the
overall waiting time of the bottleneck operation.
16. Input/output (I/O) control refers to monitoring the productivity changes since productivity
is determined by the ratio of Output to Input.
17. Infinite loading and finite loading are two major approaches used to load work centers.
Chapter 16 – Scheduling
18. A schedule chart can be used to monitor job progress.
19. The assignment model seeks an optimum matching of tasks and resources.
20. Sequencing is concerned with the order in which jobs are done, while loading is
concerned with assigning jobs to work centers or workstations.
Chapter 16 – Scheduling
21. Priority rules are widely used to sequence jobs in high-volume systems.
22. The assignment method is limited to a maximum of two jobs per resource.
23. Priority rules generally assume that job setup cost is independent of processing sequence
of jobs.
Chapter 16 – Scheduling
24. In a single work center, makespan improvement can be accomplished by selecting the
optimal sequencing rule.
25. Priority rules are used in low-volume systems to identify an optimal processing sequence.
26. The SPT priority rule always results in the lowest average completion time.
Chapter 16 – Scheduling
27. Bottlenecks may shift with the passage of time, so that different operations become
bottleneck operations at different times.
28. If optimal sequencing through three work centers is desired, Johnson’s Rule II is used
rather than Johnson’s Rule.
29. In the decision-making hierarchy, scheduling decisions are the final step in the
transformation process before actual output occurs.
Chapter 16 – Scheduling
30. Makespan is the total time needed to complete a group of jobs.
31. The theory of constraints has a goal of maximizing flow through the entire system.
32. A major disadvantage of the SPT rule is that it tends to make very short jobs wait for a
long time while longer, more important jobs are processed.
Chapter 16 – Scheduling
33. The SPT rule minimizes idle time for subsequent operations.
34. Johnson’s rule is a technique used to sequence jobs through a two-step work sequence.
35. A basic difference between scheduling in service systems and scheduling in
manufacturing systems is the random nature of requests in manufacturing systems as opposed
to more uniform requests in service systems.
Chapter 16 – Scheduling
36. Batch process helps maximize worker efficiency.
37. Because scheduling is a matter of detailed execution, it has little impact on the operations
strategy of an organization.
38. Scheduling pertains to:
Chapter 16 – Scheduling
39. Which of the following is the last step in the capacity/scheduling chain?
40. Which of the following is not an example of a high-volume system?
Chapter 16 – Scheduling
41. Which of the following is not usually a characteristic of successful high-volume systems?
42. Primary considerations in scheduling high-volume systems involve:
(I) coordinating the flow of inputs
(II) overcoming the disruptions to planned outputs
(III) assigning workers to work centers
Chapter 16 – Scheduling
43. Organizations with fixed, perishable capacity can benefit from _______.
44. A work center can be a ___________.
Chapter 16 – Scheduling
45. The EDD priority rule usually does well with regard to _______.
46. Which of the following is not an assumption of priority rules?
Chapter 16 – Scheduling
47. The two different approaches to load work centers in job-shop scheduling are:
48. The priority rule which will sequence jobs in the order they are received is _________.
Chapter 16 – Scheduling
49. A scheduling technique used to achieve an optimum, one-to-one matching of tasks and
resources is:
50. In a task assignment situation, in how many different ways can five jobs be assigned to
five machines?
Chapter 16 – Scheduling
51. In an assignment method problem, if it takes Abe 3 hours to build a birdhouse and 4 hours
for a doghouse, while Betty takes 4 hours for a birdhouse and 3 hours for a doghouse, what is
the reduced cost (in hours) of assigning Abe to build the doghouse?
52. The matrix below shows relative costs for various job-machine combinations. Which set
of pairs constitutes the minimum-cost solution using the Assignment method?