For over 3 decades there was a belief that computer-based solutions would "solve" complex industrial scheduling problems, yet most manufacturing organizations still require human contributions for effective scheduling performance. We present a new model of scheduling for the development and implementation of effective scheduling systems within manufacturing companies. The model derives from investigating the work of 7 schedulers in 4 manufacturing environments using a qualitative field study approach, for which novel field-based data collection and analysis methods were developed. The results show that scheduling in practice comprises task, role, and monitoring activities and that the business environment influences a scheduler at work. A new definition of scheduling is presented that includes the significant facilitation and implementation aspects of human scheduling ignored by many computer-based scheduling approaches. The implications for this model extend across the domains of human factors and operations management, especially for the analysis and improvement of existing and new production planning and control processes and enterprise information systems. Actual or potential applications of this research include the analysis, design, and management of planning, scheduling, and control processes in industry; the selection, training, and support of production schedulers; and the allocation of tasks to humans and computer systems in industrial planning, scheduling, and control processes.