Brief introduction about the PPC, what is the need for PPC, its objectives, techniques and limitation.

1. Submitted to:
Mr. Vijay Bhaskar
Assistant Professor,
Department of Pharmaceutics,
College of Pharmaceutical Sciences, DSU
Banglore.
Presented by:
Arpitha B M
M Pharm (I SEM),
Department of Pharmaceutics,
College of Pharmaceutical Sciences, DSU
Banglore .
PRODUCTION AND
PLANNING CONTROL

2. CONTENTS
• Introduction
• Characteristics of PPC
• Need for production planning
• Objectives
• Production system and techniques
• Limitation
• Reference
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3. INTRODUCTION
• Once the entrepreneur has taken the decisions
regarding the product design and product processes
and system, his next task is to take steps for
production planning and control, as this function is
essentially required for efficient and economical
production.
• The highest efficiency in production is obtained by
manufacturing the required quantity of the product, of
the required quality at the required time, with the best
and cheapest method.
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4. Charles A. Koepke:
“Production planning and control is the coordination of a series of
functions according to a plan which will economically utilize the
plant facilities and regulate the orderly movement of goods
through the entire manufacturing cycle, from the procurement of
all materials to the shipping of finished goods at a predetermined
rate.”
The process should be,
a) economical and hence needs planning.
b)validated, so as to produce products consistent with the
established specifications.
• The production schedule is planned as per the needs of
marketing.
• Planning is needed for meeting the changing economic and social
conditions, seasonal demands and market fluctuations.
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5. Characteristics of PPC
1.It is the planning and control of manufacturing process in
an enterprise.
2.All types of inputs like materials, men, machines are
efficiently used for maintaining efficiency of the
manufacturing process.
3.Various factors of production are integrated to use
them efficiently and economically.
4.None of the work centers is either overworked or under
worked.
5.The work is regulated from the first stage to the stage of
finished goods.
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6. Need for Production Planning
For increasing production.
For co - ordinating plant activity.
For cost control.
For rationalization of production activity.
Consumers.
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7. OBJECTIVE
•Planning is required to produce economical products
with in time
•To avoid difficulties in production and marketing of
products
•Planning is needed for meeting and changing
economic social conditions seasonal demands and
marketing fluctuations
•In case of series of operations are involved in the
production of a product then planning will improves
the efficiency and effectiveness.
•To increase productivity too.
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8. Production sysytem
• Productions system may be defined as a framework of
activities with which the inputs are transformed into
value added products.
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9. Types of production systems
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Continuous production
system
Intermittent production
system
•It involves in the uninterrupted
flow of materials into methods
and machines to produce
standardised products in large
quantity
• It involves in the interrupted
flow of materials into methods
and machines to produce finished
small quantity products
• Mainly materials are handled by
automatic systems
•Expertised workers and machines
are handle the materials
• Eg. Large volume parenteral • Eg. Capsule, tablets, liquid orals

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11. A. Planning:
• It is the first element of production planning and
control with a separate department.
• Planning is deciding in advance what is to be done in
future.
• Control devices are also decided in advance so that all
activities are carried on properly.
• An organizational set up is created to prepare plans and
policies. Various charts, manuals and production
budgets are also prepared.
• If production planning is defective then control will
also be defective. Planning provides a sound base for
control.
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12. B. Routing:
• It is determining the exact path or route which will be
followed in production.
James L. Lundy:
• “Production routing involves the planning of the
exact sequence of work stations to be used in
processing a part of product. Once a layout has been
established the routing of an item is the determination
of the path that item should follow as it is
manufactured.”
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13. Objects of Routing:
• The main object of routing is to determine the best and
cheapest sequence of operations to be followed.
• In case of continuous manufacturing units where
standardized products are produced routing becomes
automatic.
• In case of job order and batch production every
product requires different design and varying sequence
of operations,.
• Another object of routing is to help in determining
proper tools and equipment’s and the number of
workers required for carrying out the work.
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14. Routing Procedure:
1. Deciding what Part to be made /Purchased
(a) The relative cost involved;
(b) Purchase policies of the firm;
(c) Technical considerations; and
(d) Availability of equipment and personnel.
2. Determining Materials Required: The right
type of quality, quantity, and time when needed
should also be decided in advance.
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15. 3. Determining Manufacturing Operations
and Sequences: The manufacturing operations
and their sequences can be determined from
technical experience and layout of machines.
4. Determining of Lot Sizes:
A decision has to be taken about the number of
units to be produced in one lot. If production is
carried on the basis
of orders => size of the lot.
for the stock => lot is decided by considering
various economies which may accruate.
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16. 5. Determining of Scrap Factors:
• There may be some scrap during the course of
manufacture.
• The finished products are generally less than
the units introduced at the beginning.
• If products pass through three processes and a
normal scrap is 5% of input at every stage
then it will be easy to anticipate the units
entering various processes and arrange
equipments and manpower.
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17. 6. Analysis of Cost of the Product:
• The determination of cost of products may be the duty
of cost department but still production department
makes records of direct materials, labour, direct and
indirect expenses. These estimates are greatly useful to
costing department also.
7. Preparation of Production Control Forms:
• The carrying out of routing will be facilitated if forms
are prepared to collect information for control purpose.
The requirements are: job cards, inspection cards,
labour cards, tool tickets, etc.
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18. C. Scheduling:
• Production scheduling may be defined as a process of
decision taking to start the work for production.
• Production scheduling optimises the production and
inventory cost by properly sequencing the orders and
time phasing.
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Types
1. Master Scheduling
2. Manufacturing or Operation Scheduling
3. Retail Operation Scheduling

19. 1. Master Scheduling:
• This schedule is prepared by keeping in view the
order or likely sales order in near future.
• Master scheduling is the breakup of production
requirements. This may be prepared for a week, a
fortnight, a month etc.
• It becomes complex when more products are required
to be produced.
• Master schedule has to be adjusted as per the new
order received.
• No definite pattern may be suggested for master
schedules because it differs from industry to industry
or in the same industry.
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20. The following information is provided in them:
(a) The number of personnel available and the
projected man hours in various shifts etc.
(b) The estimated requirements in man-hours per
product.
(c) The requirements of direct materials for the
projected production.
(d) The amount of normal overhead expenses required
at the projected work-load.
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21. 2. Manufacturing /Operation Scheduling:
• Manufacturing schedule is used where production
process is continuous.
• The name and number of the product and the quantity
to be produced in a given time are required to prepare
a manufacturing schedule.
• If the product to be produced is in a variety of sizes,
colors, weights, types etc. then these things should
also be mentioned in the schedule.
• The order of preference for the manufacture is also
mentioned in the schedule for a systematic production
planning.
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22. 3. Detail Operation Scheduling:
• It indicated the time required to perform each and
every detailed operations of a given machine or
process.
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23. D. Loading
• Load indicates the assingnment of work to men,
machines or department in advance without
specifying when the work is to be done.
• Loading is used for ensuring efficient utilization of
plant and labour.
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24. E. Dispatching:
• Key link between production and sales
• Dispatching function may be routine one of issuing
authorization to start work operation
• Few section authorization are follows
• Stores -authorized to deliver materials
• Tool stores- authorized to release necessary tools
• Line ticketing-It record the beginning and ending
time of operations
• Inspection order-to carry out quality of the products
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25. Dispatching Procedures:
(A) Centralised Dispatching:
• Under centralised dispatching orders are directly
issued to workmen and machines.
• The dispatching section keeps full information of the
capacity and work loads of various machines or work
centres and sends instructions as per requirements.
• Centralised despatching helps in exercising effective
control.
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26. (b) Decentralised Dispatching:
• Under this procedure all work orders are issued to the
foreman or despatch clerk of the department or section.
• It is the responsibility of the department or section to
decide about the actual start of work on priority among
different products.
• The dispatch of orders of materials is left to the
decision of the foreman or dispatch clerk.
• This system minimises red-tape, duplication of posting,
production delays and other drawbacks involved in
centralised dispatching.
• This procedure suffers from difficulties in achieving co-
ordination among different departments.
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27. F. Follow Up and Expediting:
• It regulates the progress of materials and part through
the production process.
• This is an important function of production control. If
goods are to be produced as per the plans then a
proper follow-up of work is essential to see whether
production schedule is properly adhered to or not.
• In case there are any bottlenecks then these must be
removed in time.
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28. G. Inspection:
• It is an important step in production control, because it
tells whether the product is of desired quality or not.
• If inspection is not regularly undertaken then there may
be a possibility of more rejections.
• Inspection is undertaken both of products and inputs.
On the one hand work-in-progress and finished
products are inspected.
• On the other hand the quality of materials issued,
equipment’s used and machines employed is also taken
into account.
• The final product will certainly be influenced by the
quality of various inputs used in production. So
inspection ensures the maintenance of predetermined
quality of products.
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29. H. Corrective actions
• According to schedule received from production
departments, the control of production consists of
2parts
• progress reporting & Corrective action
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Observation Analysis Corrective
action
Post-operation
evaluations

30. Progress report
• Trying to achieve the standards set that is a certain
level of efficiency a volume of production in a
specified duration
• Production department transmits the progress report
to controlling sector
• It interprets the progress report and suggest the
corrective action
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31. Corrective action
• Depends on several factors external and internal
• External factors- these are beyond the control
organization like change in priority of orders due to
the arrival of new orders or due to cancellation of few
previous order
• Internal factors-these are with in the control
organization like labour turnover become expansible,
lack of necessary instruction and materials mass
absenteeism
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32. Methods to take corrective action
• By making flexible schedules
• Capacity modification by changing the number of
working hours and number of workers
• Flow control is a function of keeping each operation
at the same rate of flow such that the sequence of
operations will be completed on prescribed time
• By decreasing operating times of machines or
equipment
• Routing and scheduling also done for this reason too.
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33. Limitation of PPC
• Lack of reliable data
• Time consuming process
• Expensive
• External factors may reduce utility
• Sudden emergencies
• Resistance to change
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34. Reference
• http://www.yourarticlelibrary.com/management/plann
ing-management/production-planning-and-control-
meaning-characteristics-and-objectives/53145
• http://www.yourarticlelibrary.com/production-
management/techniques-of-production-planning-and-
control/53149
• http://www.yourarticlelibrary.com/management/plann
ing-management/advantages-and-limitations-of-
planning/53191
• Textbook of Pharmaceutical Production by CVS
subramanyam, vallabha prakashan.
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