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Control

INTRODUCTION

• PPC is the organization and planning of the manufacturing process.

• It co-ordinates supply and movement of materials and labor, ensures economic and balanced utilization of machines and equipment as well as other activities related with production to achieve the desired manufacturing results in term of quantity, quality, time and place.

IMPORTANCE

1. Production planning sets objectives

2. Facing the unforeseen conditions

3. Best utilization of resources

4. Basis of control

Levels of PPC

1. Strategic planning : it are usually long term plan done by the top management. It is the process of thinking through the organizations current mission and environment.

2. Tactical planning : planning over a medium range time horizon by middle level management .

• Operational planning : I is done over a short time span by the junior levels management, mainly concerned with the utilization of facilities.

Factors effecting

1. Volume of production

2. Nature of production processes

3. Nature of organization

Objectives of PPC

1. To make all preparations to manufacture goods within specified time & cost.

2. To make available supply of materials, parts & components at the right time

3. To ensure most economical use of plant & equipment by scheduling best machine utilization.

4. To provide information for production management & distribution of goods.

5. To issue relevant orders to production personals to implement the production plan.

6. To make available materials, machines, tools, equipment & manpower in the required quality & quantity & at the specified time.

Objectives of PPC

7. To ensure production of goods in the required quantities of the specified quality at the pre-determined time.

8. To maintain cordial industrial relations

PPC process

1. Determination of targets

2. Collection of information

3. Interpretation of information

4. Development of actual actions

5. Execution of plan or putting them in action

6. Follow up action

Process of PPC

PRODUCTION PLANNING

• PLANNING• ROUTING• SCHEDULING• LOADING

PRODUCTION CONTROL

• DISPATCHING• FOLLOWING UP• INSPECTION• CORRECTIVE

PLANNING

1. Planning phase: It has two categories of planning ,a. Prior planning is pre-production planning &b. Active planning is actual production planning.

• Prior planning refers to all the planning efforts that take place prior to active planning. The modules of prior planning are: product development & design, forecasting, aggregate planning, master scheduling etc. Active planning includes various activities directly related to the production. The modules of active planning are: process planning & routing, material planning, tools planning, loading, scheduling etc.

Action phase

• 2. Action phase: Action phase directly deals with dispatching. Dispatching is the transition from planning phase to action phase. The employee is ordered to start manufacturing the product. The tasks that are included in dispatching are: job order, store issue order, tool order, inspection order, move order etc.

Control phase

• Control phase: Control phase includes (a) progress reporting & (b) corrective action. Progress reporting helps to make comparison with the present level of performance. Corrective action makes provisions for an unexpected event e.g., capacity modifications, schedule modifications etc.

ROUTING

• Routing is the process of determining the correct sequence of operations to be performed.

• Routing determines what work will be done, where and how it will be done.

• It decides the path of work & the sequence of operations.

• The objective of routing is to chooses the best and cheapest method of work.

ROUTING ACTIVITIES

• a. Determining the quality of the product to be manufactured;b. Determining the men, machines & materials to be used;c. Determining the types, number & sequence of manufacturing operations; & d. Determining the place of production.

SCHEDULING

• Scheduling is the process of prescribing “when” each operation in production process is to be executed.

• Scheduling arranges the different manufacturing operations in order of priority, fixing the time & date for the commencement & completion of each operation.

• It includes all requisites of production like scheduling of parts, materials, machines, etc. perfect coordination must exist between operation so that parts that are separately produced are brought to the final assembly in right time.

• In brief, scheduling means fixing or deciding the amount of work to be done & fixing the time for starting & finishing each operation. It is like a timetable of the production plan.

USE OF

SCHEDULING

1. Scheduling is certainly a necessity in a large setup which produces a variety of products with numerous components. The time within which products must be manufactured forms an important element in production control.2. Scheduling also determines the total time required to perform a given piece of work or assembly.3. Time & motion study helps standardization of methods of work after a careful analysis of all the vital factors

surrounding the manufacturing processes.

Classification of

scheduling

1. Operational schedule

2. Master schedule

3. Sequential schedulei. Gantt charts

ii. CPM AND PERT technique

DISPATCHING

• Dispatching is concerned with starting the processes & operations of production.

• Dispatching is based on the route sheets & schedule sheets.

• Dispatching provides the necessary authority to start the routed & schedule work.

• It is similar to putting oneself into the train after deciding the route of the particular train & the destination.

DISPATCHING

FUNCTIONS

1. To ensure that the right materials are moved from stores to machines & from operation to operation.2. To distribute machine loading & schedule charts, route sheets, operation instruction cards & identification tags for each works order.3. To instruct tools department to issue the right tools, accessories & fixtures in time.4. To authorize the work to be taken in hand as per the predetermined dates & time.5. To direct inspection at various stages of production for inspection report.6. To maintain proper report of the various subsidiary orders issued with each production order, for filing & reference.7. To inform the follow-up section that production is starting.

FOLLOW-UP

• It expedites the movement of materials & production process as a whole.

• It looks into determination of the present situation expediting the department lagging behind & removing the bottleneck in the production line.

• Once production commences it is necessary to check that it is proceeding according to plan. Before dispatching new orders to the manufacturing department the progress of outstanding orders must be known.

PERT

• The Program (or Project) Evaluation and Review Technique, commonly abbreviated PERT, is a statistical tool, used in project management, that is designed to analyze and represent the tasks involved in completing a given project.

• PERT is a method to analyze the involved tasks in completing a given project, especially the time needed to complete each task, and to identify the minimum time needed to complete the total project.

• It was developed primarily to simplify the planning and scheduling of large and complex projects.

• optimistic time (O): the minimum possible time required to accomplish a task,

• pessimistic time (P): the maximum possible time required to accomplish a task.

• most likely time (M): the best estimate of the time required to accomplish a task.

• expected time (TE): the best estimate of the time required to accomplish a task, accounting for the fact that things don't always proceed as normal.

• TE = (O + 4M + P) ÷ 6

• critical path: the longest possible continuous pathway taken from the initial event to the terminal event.

• crashing critical path: Shortening duration of critical activities

PERT Diagram

Gantt chart

• A gantt chart is a type of bar chart, developed by Henry Gantt in 1910.

• Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project.

A Gantt chart is a type of bar chart, developed by Henry Gantt in the 1910s

Gantt Chart