PRODUCTION PLANNING AND CONTROL - OBJECTIVES, REQUIREMENTS, LIMITATIONS, IMPORTANCE, PROCESS

1. PRODUCTION PLANNING AND
CONTROL
PRESENTED BY
SIMRAN KAUR

2. INTRODUCTION
 Production planning and control is the direction and
coordination of the firm’s material and physical
facilities towards the attainment of pre-specified
production goals in the most efficient available way
 It involves planning, routing, scheduling,
dispatching, and expediting to coordinate the
movements of materials, machines, and manpower
as to quantity, quality, time and place

3. OBJECTIVES OF PRODUCTION PLANNING AND
CONTROL
 Continuous flow of production
 Planned requirements of resources
 Coordinated work schedules
 Optimum inventory
 Increased productivity
 Customer satisfaction
 Production and employment stabilization
 Evaluation of performance

4. IMPORTANCE OF PRODUCTION PLANNING AND
CONTROL
 Better service to customers
 Fewer rush orders
 Better control of inventory
 More effective use of equipment
 Reduced idle time
 Improved plant morale
 Good public image
 Lower capital requirements

5. LIMITATIONS OF PRODUCTION PLANNING AND
CONTROL
 Lack of sound basis
 Rigidity in plant’s working
 Time consuming process
 Costly device
 External limitations

6. REQUIREMENTS OF PRODUCTION PLANNING
AND CONTROL
 Sound organizational structure
 Reliable and detailed information
 Trained personnel
 Standardization
 Flexibility
 Periodic appraisal

7. PRODUCTION PLANNING AND CONTROL IN
PROCESS INDUSTRY
 Known as “flow control”
 Relatively simple
 Routing is automatic and uniform
 Product is standardized
 Goods are produced for stock
 Scheduling is easy
 Decentralized dispatching can be used
 Maintaining a continuous and uniform flow of work
at the predetermined rate

8. PRODUCTION PLANNING AND CONTROL IN JOB
PRODUCTION INDUSTRY
 Known as “order control”
 Relatively difficult
 Not standardized routine plan
 Production schedules are drawn according to
relatively urgency of order
 Dispatching and follow up are order oriented

9. PRODUCTION PLANNING AND CONTROL IN
INTERMITTENT PRODUCTION INDUSTRY
 Raw materials are converted into components or
parts for stock but they are combined according to
customer’s orders
 Mixture of PPC in process industry and job order
production
 Standardized components
 Production schedules are continuous
 Great care needs to be taken in dispatching
 Overloading and underloading of particular
machines/operators must be anticipated
 Block control may be used
 Follow up is relatively simple

10. PRODUCTION PLANNING AND CONTROL IN
ASSEMBLY INDUSTRY
 Uniform sequence of repetitive operations but the
number of components and their proportion to be
assembled differ from one product to another
 Production schedules are drawn up for each
product

11. STEPS IN PRODUCTION PLANNING AND
CONTROL
(A) Planning
 Routing
 Loading
 Scheduling
(B) Control
 Dispatching
 Expediting or Follow up
 Corrective action

12. ROUTING
 Laying down of path which work will follow and
order in which various operations will be carried out
 It consist of determination of operations through
which product must pass and arrangement of
operations in the sequence that will require a
minimum of handling, transportation, storage and
deterioration through exposure
 It permits best utilization of physical human
resources employed in production
 It depends on considerations of type of work
stations, characteristics of individual machines,
needs of personnel, etc

13. LOADING
 It deals with the amount of work assigned to a
machine or a worker
 It deals with record of workload of different shops
 It results in a tabulated list or chart showing
planned utilization of machines or work stations in
plant

14. SCHEDULING
 It involves fixing priorities for different items and
operations and providing for their release to the
plant at proper time
 It establishes time sequence of operations and
indicates time required for each job and operation
 Determination of time that should be required to
perform each operation and also the time
necessary to perform the entire series, as routed
making allowance for all factors concerned
 It ensures that every job is started at the right time
and it is completed before delivery date

15. DISPATCHING
 Setting of productive activities in motion through
release of orders and instructions, in accordance
with previously planned timings as embodied on
operation sheet, route card and loading schedules
 Provides official authorization and information for
movement of materials, tools and fixtures, recording
of beginning and completion time, movement of
work in accordance with a routing schedule, control
of progress of all operations and making of
necessary adjustments in release of operations
 It requires coordination among all that departments
concerned

16. EXPEDITING OR FOLLOW-UP
 Last step in production planning and control
 It involves determination of the progress of work,
removing bottlenecks in flow of work and ensuring
that productive operations are taking place in
accordance with plans
 It serves as a catalytic agent to fuse the separate
productive activities into a unified whole
 It seeks to ensure that the promise is backed up by
performance and the work done is upto the pre-
determined standards as to quantity, quality, time
and cost

17. CORRECTIVE ACTION
 Maintaining full control over production activities
 Abnormal situations like strike and break-down of
machinery or power may upset work schedules
 Strong need of performance appraisal of all
employees
 Certain personnel decisions like demotion, transfer
and training may be essential

18. THANK YOU!!!