Production planning process

Chapter 6: Conclusions and recommendations

In this research work it can simply be figured in the development planning process, there are two main objectives

  • To satisfying customer demand
  • To achievement of the cheapest cost

The increase of inventory level may bring about increase of customer demand but the holding costs tend to be at high level the total and cost not estimated at lowest level. Concentrating on the minimal cost consequently cause failing to provide you with the customer demand and its consequence is damage for the business.

Production is the traveling force to which most other functions reacts in any manufacturing activity. Particularly with inventories as it exists due to needs of development.

Like all other manufacturing settings, is to donate to the gains of the venture additionally it is ultimate objective of development planning and control. Customers are satisfied through the appointment of delivery schedules and it establishes inventory management and control.

The goals of creation planning and control are to establish routes and schedules for work that will ensure the ideal utilization of materials, workers, and machines and provide the means for ensuring the operation of the flower relative to these plans.

In development planning and control, the four basic stages of control easily recognized.

The arrange for the handling of materials through the flower founded through the functions of process planning, launching, and scheduling. The function of dispatching sets the program into result; that is, procedures started in accordance with the flower. Actual performance set alongside the organized performance and action used when required corrective. In some cases, re-planning is necessary to ensure the effective usage of the developing facilities and staff.

Process Planning (Routing) is the conviction of where each operation on a component part, subassembly, or assembly is usually to be performed ends in a route for the movements of a manufacturing whole lot through the manufacturer. Prior determination of the routes is the job of the making engineering function.

Loading is after the option has been established, the task required can be loaded against the decided on machine or workstation. The full total time necessary to perform the operation is computed by multiplying the unit operation times given on the standard process sheet by the amount of parts to be prepared. This total time is then added to the task already planned for the workstation. This is the function of launching, and it results a tabulated list or graph showing the planned utilization of the machines or workstations in the flower.

Scheduling is the previous of the look functions. It decides when an procedure is to be performed, or when work is to be completed; the difference is based on the fine detail of the scheduling procedure. Inside a centralized control situation - where all process planning, loading, and scheduling for the vegetable are done in a central office- the facts of the plan may specify the starting and completing time for an operation. Alternatively, the central routine may simply provide a conclusion time for the task in a given department.

Combining Functions is itself a full process. Although it is easy to specify "where" as process planning, "how much work" as loading, and "when as arranging, in actual operations these three functions tend to be blended and performed concurrently. How far beforehand routes, lots, and schedules should be founded always presents a fascinating problem. Certainly, it is suitable that a the least changes be produced after schedules are set up. This objective can be approached if the quantity of work slated for the stock or section is add up to or slightly greater than the manufacturing routine. For optimum control, it will never be significantly less than the manufacturing cycle.

Authorizing the beginning of an operation on the shop floor is the function of dispatching. This function may be centralized or decentralized. Again using our machine-shop example, the departmental dispatcher would authorize the beginning of each one of the three machine operations - three dispatch actions predicated on the foreman's routing and arranging of the task through his department. That is de-centralized dispatching.

In the manufacturing activity of a vegetable is reported to be "in charge" when the real performance is at the targets of the planned performance. When careers began and completed on agenda, there should be very little, if any, matter about the meeting of commitments. Maximum operation of the plant, however attained only if the initial plan has been carefully ready to utilize the creation facilities totally and effectively.

Corrective action is the keystone of any development planning and control activity. A vegetable in which all production activity works on schedule most probably not being slated to its most effective successful capacity. With an perfect schedule, processing delays are the guideline, not the exception.

Re-planning not really a corrective action, it revises routes, loads, and schedules; a fresh plan is developed. In creation, this is required. Changes in market conditions, making methods, or a great many other factors influencing the plant will often indicate a new processing plan needed.

Factors affecting production planning and control impacts the application of production planning and control to production are the identical to the factors we have already talked about that affect inventory management and control.

The intricacy of the product that is important, not what the product is, except as this may in turn relate to the market dished up. Production control methods are much more complex and require many more records in the produce of large steam turbine generator sets or locomotives to customer orders then in the creation of large levels of a standard product involving just a few component parts, such as electric blankets, heavy steam irons, or similar small home appliances.

Type of creation is probably the most influential element in the control situation. For a big continuous manufacturing facility producing a standard product, we've already mentioned that the routing was included in the planning of the plant layout.

Though no creation control function removed, the least control that results in effective operation of the factory is best control. It must remember that creation planning and control systems should be tools of management. The objective is no elaborate and detailed system of control buttons and records, but instead, the optimum operation of the seed for maximum gains.

Production planning and control systems emphasis on the control of work-in-process, the machine will in effect tie together all previous information and varieties developed in all planning for the make of the merchandise.

Value to creation planning and control is that it will reveal future trends popular for created product. Work shift policies, programs for a rise or decrease in processing activity, or possible flower expansions may often structured upon the market forecasts, subsequently affect the look of the creation planning, and control group.

Blueprints and bills of materials utilized by development planning and control when they turn into a factor of the packaged instructions released to the shop through the control office. One good planning process is to build up all necessary information for a shop order in one package the standard process sheet, the blueprint, the charge of material (if an assemblage operation is engaged), the route sheet, and possibly the agenda for the development of the order.

The shop order, the standard process sheet, and the path sheet are often one piece of newspaper- usually called the shop order or the manufacturing order.

Load charts are prepared to show the successful capacity that is "sold" and at the same time the available beneficial capacity. These graphs may be prepared for each and every workstation or machine in the flower, or they may be for groups of machines or departments.

Job tickets authorize the performance of specific businesses in the making process.

There is no single pattern for the business of the creation planning and control activity. In lots of small plant life, the routing, loading, and scheduling functions may be contained in the tasks of the operating lines; the shop manager, superintended, and supervisors. However, it is difficult to combine day-to-day use adequate planning, and therefore it is more possible to break away the creation planning and control functions and assign those to skilled specialists. These categories should set up as staff parts normally reporting to the most notable manufacturing executive.

Centralized PPC is dependent upon the design of the development planning and control system. In a totally centralized setup, persistence of shipping pledges, evaluation of sales, stock, and shop orders, prep of routes, weight charts, and program charts, and dispatching of work to the shop complete with job tickets and all other necessary paper would be achieved by a central production planning and control product. In addition, as work is completed, a careful research of the actual performance would make, and if corrective action were required, this group would initiate it.

In decentralized PPC the plan must turn into a detailed anticipate the shop floor. Some companies are actually endeavouring to make each supervisor a administrator of his own departmental procedure. In such cases, the supervisor furnished with a whole staff for the development planning and control of the activities in the division.

Planning Phase shows some information on the duties involved in the production-planning phase. Working from the basic data mentioned earlier, the staff in this area of the activity routes and load and schedule charts.

In Control Stage completed job ticket, or its equal, is the key to this stage of the production planning and control system. This means of reporting from the shop floor that indicates a job is completed or if daily job seat tickets switched in, the daily improvement of employment can be established.

Good connections with other functions all the other functions in the business are essential to effective production planning and control. Full cooperation with the marketing group is necessary, particularly because of the importance of market conditions and the goodwill of customers. Both product engineering and process anatomist must keep creation planning and control educated concerning their programs to steer clear of the manufacture of goods either to inappropriate specs or by an poor method.

The cost of the control system with regards to the worthiness of goods delivered is another possibility.

Again, however, this might not be sound: if market segments slump, an undesirable ratio will establish. Many good development planning and control systems have discontinued because of "high costs" under these conditions- and have never revived after business picket up.

In a report of benefits and costs of computerized creation planning and control systems,

Schroeder et al. list the next performance criteria by which development planning and control systems might assess
  1. Inventory turnover
  2. Delivery lead-time
  3. Percent of energy achieving delivery promises
  4. Percent of orders requiring "splits" because of unavailable materials.
  5. Range of expeditors
  6. Average unit cost.

The research topic is Development Planning and Control (PPC) with special emphases on Performance Dimension (PM). Proper planning in all areas for any industry like Site Selection, Building, Machinery, Transportation, Availability of Materials, Procurement of Materials, Production, Quality Control, Yield, Efficacy, Performance are the basic entities for survival and growth. The central axes of most such activities, we capable of concluding that Creation Planning & Control and Performance Measurement is the central axes for any such planning procedures.

Bird eye view of professional units in under developed countries shows an image of less efficiency and yield. They have equipment for production, cheap labour, and option of cheap recycleables. However, no good yield and efficiency obtained. This is merely since there is no proper concern on Creation Planning & Control and Performance Way of measuring if they focus on,

  • Site Selection
  • Building
  • Machinery
  • Transportation
  • Availability of Materials
  • Procurement of Materials
  • Production
  • Quality Control
  • Yield
  • Efficacy
  • Performance of both machine and working force

This research work examined the various factors, which are necessary for building the development planning and control check, listed out the factors influencing the decision of development process. In addition, it explained the design of production system and processing process establishes the basic reasons and causes those effects of PPC and PM in commercial sector. It referred to the benefits, which a small entrepreneur can reap insurance agencies properly designed production planning, and control system. More over it established the partnership between PPC and PM.

Precise goals of production planning and control are to start routes and arrange for work that will make sure the optimum spending of materials, staff, and machines and provide the means for ensuring the operation of the plant in tranquility with these plans.

The factors that influence the use of creation planning and control to creation are the identical to the factors that impact inventory management and control.

As for as the performance dimension concerned in an organisation there's a mechanism to control and control the performance, dimension called performance dimension system (PMS). The organisations that use PMS as the basis for its operations and development, the health of the organisation depends upon the potency of the development management system.

Performance is a intricate activity that spans the complete organisation for process of reviewing. Relating to the appropriate persons to invest sufficient time to examine the creation management system is a costly exercise. Nevertheless, it is very important to the constant adjustment of the business and its own performance orientation in the current markets. A good production management system, review process, seeks the right balance between the company benefits and the initiatives required.

The performance dimension system for any industry in under developed countries requires producing and researching at a variety of levels as the situation changes.

  • The performance way of measuring system should include an effective mechanism for critiquing and revising targets and standards.
  • The performance way of measuring system will include an activity for developing specific procedures as performance and circumstances change.
  • The performance way of measuring system will include a process for periodically researching and revising the entire set of procedures in use. This will do to coincide with changes in either the competitive environment or tactical direction.
  • The performance way of measuring system should used to task the strategic assumptions.

It also discovered that the procedure team is usually in charge of review the results and are accountable to the process owner. The review bargains mostly with operational indicators. Even though the results of the reviews reported to the procedure owner, to be able to resolve possible problems or improve procedures, the framework highly induces the cooperation between different process owners. As of this level, the procedure owner can amend operational indicators, making sure their alignment to strategic signals. Any changes, even minimal, will change the machine (effect on the PM system design) and eventually the implementation technique in terms of data collection, IT considerations (if any), reporting etc (effect on implementation).

This strategy,

  • Define the frequency, format, and responsibility. The occurrence of review, format in which data are obtained and person(s) who is/are accountable for this identified
  • Monitor and control the process. After the required data accumulated, it monitored in ways showing if the process is in order and moving into the targets set for the indicators. If any alterations are required, the approaches identified in the next steps will be helpful.
  • In this approach, one needs to diagnose the most critical aspects of the condition and determine the main causes of the issue.
  • Once the root causes of the problems determined, remedies should be suggested and implemented. Pursuing that, it must be sure that the solutions work and similar problems won't create.

There are number of tools and techniques for monitoring, controlling, looking into and problem resolving. These range from,

  • Effect diagram and cause
  • Run chart
  • Scatter diagram
  • Stream chart
  • Pareto chart
  • Histogram
  • Control chart

There are seven management tools identified during research work which can assist in PMS

  • Affinity diagram
  • Interrelationship digraph
  • Tree diagram
  • Prioritisation grid
  • Matrix diagram
  • Process decision program chart
  • Activity network diagram

In today's quickly growing and changing market place, flexibility considered essential to the competitiveness of any company. To the end, it is important a company possesses the capability to change its strategic orientation as times determine. Therefore, the periodic review of its strategic signals is crucial. This review will measure the overall performance of the company at the proper level. One of the primary inputs to this review process is information from the operational indicators level. These details is vital, if adjustments had a need to the strategic signal level, since it can provide the program for accomplishing statistical and other relevant analyses.

The main factors for this are
  • In attaining its strategic goals effectiveness of the organisation
  • The validity of any hypotheses regarding organisational performance developed through the design stages of the performance way of measuring system;
  • The validity of possible marriage among performance indicators

The Exec Team will maintain charge for this kind of review. As stated before, the impact of any changes in steps should consider in the PMS design and implementation accordingly. Because of the presence of the Exec Team, any elements of the general PMS design procedure can transform. However, for some organisations changing the route so frequently appears to be unlikely. Changing the organisational path can be important changes that may necessitate re-design of the system. Therefore, if the organisation does well, only some amendments in measures and processes might be needed.

During the research work, it figured the overview of the strategic signals may have a diverse effect on the PMS. In the executive team appointment (the same team that defines the strategic indications) if it becomes clear that the organisation does not move effectively towards its strategic objectives then your triggers should be analysed and may include
  • Under-performance at less level
  • Strategic targets are not communicated effectively
  • Strategic targets have never been described properly
  • Validity/Relevance of the objectives
It is clear that with regards to the issue determined the course of action should vary for each specific case. The facilitates tools that may be used are the previously mentioned tools plus more specifically the next
  • Trend research tools ?Control Charts
  • Relationship evaluation Tools ?Correlation research, Multivariate research, Cause and benefit diagrams, Pareto charts
  • Examining the regularity of the PMS communication ?Departmental records and input

Overall Review is commonly in an gross annual basis, in which the following considerations considered,

  • The validity of the objective and perspective statements
  • If the company's strategic aim still support the objective and eye-sight of the organisation

There are range of support tools used for the entire review of the PMS which can be greater scale review tools that influence the overall organisational path and orientation. To the end they could be categorised as internal tools, i. e. tools that compare the organisational performance to a set standard of practise, and exterior tools, i. e. tools that concentrate on comparing the organisational performance to competitors and good or best-practice organisations.

RECOMMENDATIONS

  • Ever in development planning process consider two main objectives

  • To satisfying customer demand
  • To accomplishment of the lowest cost

  • Process planning (Routing) must be needed for production planning and control
  • Loading the work required contrary to the picked machine or workstation
  • Scheduling for the inventry for planning functions
  • Incorporating functions in a complete process
  • Dispatching i-e. authorizing the start of an operation on the shop floor should be timely
  • Reporting or follow - up for all operations, development and performanceses
  • Corrective activities for development planning and control highly recmended
  • Re-planning factors for many sercomstances
  • Issues which can impacting development planning and control
  • Type of Product
  • Kind of Manufacturing
  • Production Planning and Control Steps followed
  • Production Planning and Control Systems followed
  • Market forecast always checked out prior to starting production
  • Sales order should specify that what has coustomer has purchased
  • Stock order should identify that what has left over in stock
  • Shop order should identify that what's pipe collection for manufacturing
  • Standard process sheet generated
  • Engineering specifications considered and maintained
  • Option sheet always followed
  • Load Charts formulated
  • Job Tickets assighned
  • In an organization there should be no single structure for the organization of the creation planning and control activity
  • Centralized Production Planning and Control for several processes
  • Decentralized Production Planning and Control matching to situation and requirments
  • Good romantic relationships with other functions within an organization
  • Way of measuring of effectiveness eyesight, objective and planning regularly
  • Site Selection should be produced relative to availability of raw materials, employees and transportation
  • Building made matching to requirements and forecosted after 10 years future requirmants
  • Machinery should be up dated
  • Travel of materials and products through quick services
  • Availability of Materials always regularly checked
  • Procurement of Materials in accordance with order
  • Development planning and control should be practical
  • Quality Control is your basic task
  • Produce should be examined regularly
  • Effectiveness of mashines and real human maintained
  • Performance of both machine and working power monitered
  • RECOMMENDATIONS

    • The performance way of measuring system will include an effective device for looking at and revising focuses on and criteria.
    • The performance dimension system should include a process for developing specific options as performance and circumstances change.
    • The performance measurement system will include a process for periodically looking at and revising the complete set of steps in use. This will do to coincide with changes in either the competitive environment or proper direction.
    • The performance dimension system should used to concern the strategic assumptions.

    There are variety of tools and techniques for monitoring, controlling, investigating and problem resolving and they be looked at,

    • Effect diagram and cause
    • Run chart
    • Scatter diagram
    • Stream chart
    • Pareto chart
    • Histogram
    • Control chart

    There are seven management tools recognized during research work, which can assist in PMS, and utilized by organizations / organizations for performance way of measuring.

    • Affinity diagram
    • Interrelationship digraph
    • Tree diagram
    • Prioritisation grid
    • Matrix diagram
    • Process decision program chart
    • Activity network diagram
    In the executive team meeting if an fails to move effectively towards its tactical objectives then your causes should be analysed and might include
    • Under-performance at a lower level
    • Strategic goals are not communicated effectively
    • Strategic objectives havent been identified properly
    • Validity/Relevance of the objectives

    The facilitates tools for the plan of action also needs to include,

    • Trend research tools ?Control Charts
    • Relationship examination Tools ?Correlation examination, Multivariate research, Cause and benefit diagrams, Pareto charts
    • Checking the persistence of the PMS communication ?Departmental information and input
    • Always check the validity of the objective and vision claims and the company's strategic aim still support the mission and perspective of the company.

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