This is all about production and planning and control, mainly base on pharmaceutical.

1. Production And Planning control
Saran Kumar Das
1st M.Pharm
Dept of Pharmaceutics
Al-Ameen College of Pharmacy
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2. Topics to be cover....
 Phases in production planning and control functions
 Main functions of production planning and control
 Level of production planning
 Production planning function
 Production control function
 Benefits of production planning and control functions
 Limitations of production planning and control department
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3. Phases in Production planning and control
function
1. Planning Phase :-
a. Pre-planning :- Pre-planning activity involves product planning
and development , demand forecasting , resource planning,
facilities planning , plant planning, plant location and plant
layout.
b. Active planning :- Active planning involves planning for
quantity , determination of product-mix routing, scheduling,
material planning, process planning, capacity planning and tool
planning.
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4. 2. Action Phase :- Execution or implementation phase includes
the dispatching and progression function.
3. Control phase :- Includes status reporting , material control,
tool control, inventory control, quality control, labour output
control and cost control.
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5. Main Functions of Production planning and
control Department
 cProduction Planning and Control
Production Planning Production Control
1. Estimating
2. Routing
3. Scheduling
4. Loading
a) Dispatching
b) Follow-up
c) Inspection
d) Evaluation and
corrective action
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6. Production Planning
 Planning
 It is the first element of production planning and control. Planning
is deciding in advance what is to be done in future. An
organisational set up is created to prepare plans and policies.
Various charts, manuals and production budgets are also prepared.
Planning provides a sound base for control. A separate department
is set up for this work.
 Production planning may be defined as the technique of
foreseeing every step in a long series of separate operations, each
step to be taken at the right time and in the right place and each
operation to be performed in maximum efficiency.
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7.  It helps entrepreneur to work out the quantity
of material , manpower, machine and money
requires for producing predetermined level of
output in given period of time.
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8. Level of Production Planning
 Strategic Planning :- Strategic planning is process of thinking
through the pharmaceutical companies current production and
environment and then setting forth a guide for future decision and
result.
• Example- Choice of Appropriate machine and technology for the
long time horizon .
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9.  Tactical Planning :- Tactical planning is done over a intermediate
term or medium range time horizon , by the middle level
management . These plans focus on aggregate products rather than
individual specific products . These aggregate plans have a time
span of 6-18 months.
 They specify the employment plans and machinery and utility
plans, the sub-contractor and materials supply plans and facility
modification/expansion plans.
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10.  Operational Planning :- Operational planning is done over a
short-range of time span developed by the junior level
management. It is consider with utilization of existing facilities
rather than creation of new facilities it involves proper
utilization of key resources such as raw materials , machine
capacity and energy etc.
• Example – Example of short-range plan is master-production
schedule , together with material required planning and
capacity requirement planning.
• Short –range production scheduling and Area floor planning
involve the day to day issues and decisions related to operation
planning.
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11. Production Planning functions
1. Estimating :- Involves deciding the quality of the product to
be produced and cost involved in it on the basis of sale forecast.
 Estimating manpower, machine capacity and material required
to meet the plan production targets are the key activities before
budgeting for resources.
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12. 2. Routing :- Routing is determining the exact path which will be
followed in production. It is the selection of the path from where each
unit have to pass before reaching the final stage. The stages from which
goods are to pass are decided in this process.
 Routing Procedure :-
 Deciding what part to be made or purchased
 Determining Materials required
 Determining Manufacturing Operations and Sequences
 Determining of Lot Sizes
 Determining of Scrap Factors
 Analysis of Cost of the Product
 Preparation of Production Control Forms
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13. 3. Scheduling :- Scheduling is the determining of time and date when
each operation is to be commenced or completed. The time and date of
manufacturing each component is fixed in such a way that assembling for
final product is not delayed in any way.
 Types of scheduling :-
 Master Scheduling – It is the breakup of production requirements.
It is the start of scheduling. It is prepared by keeping in view the
order or likely sales order in near future.
 Manufacturing Scheduling – It is used where production process
is continuous. The order of preference for manufacture is also
mentioned in the schedule for a systematic production planning.
 Detail Operation Scheduling – It indicates the time required to
perform each and every detailed operations of a given process
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14. 4. Loading :- The next step is the execution of the schedule plan
as per the route chalked out it includes the assignment of the
work to the operators at their machines or work places.
 So loading determines who will do the work as routing
determines where and scheduling determines when it shall be
done.
 Loading ensure maximum possible utilization of productive
facilities and avoids bottleneck in production. It is important to
avoid either over loading or under loading the facilities , work
centres or machines to ensure maximum utilization of resources.
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15. Production Control function
 Production control is the process of planning production in
advance of operations, establishing the exact route of each
individual item part or assembly, setting, starting and finishing
for each important item, assembly or the finishing production and
releasing the necessary orders as well as initiating the necessary
follow-up to have the smooth function of the enterprise.
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16. 1. Despatching :- Despatching refers to the process of actually
ordering the work to be done. It involves putting the plan into
effect by issuing orders. It is concerned with starting the process
and operation on the basis of route sheets and schedule charts.
 Dispatching Procedure :-
 Centralised Despatching – Under this, orders are directly issued
to workmen and machines. It helps in exercising effective control.
 Decentralised Despatching – Under this procedure all work
orders are issued to the foreman or despatch clerk of the
department or section. It suffers from difficulties in achieving co-
ordination among different departments.
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17. 2. Follow up :- Every production programme involves
determination of the progress of work, removing bottlenecks in
the flow of work and ensuring that the productive operations are
taking place in accordance with the plans.
 It spots delays or deviations from the production plans. It helps to
reveal defects in routing and scheduling, misunderstanding of
orders and instruction, under loading or overloading of work etc.
 All problems or deviations are investigated and remedial measurer
are undertaken to ensure the completion of work by the planned
date.
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18. 3. Inspection :- This is mainly to ensure the quality of goods. It
can be required as effective agency of production control.
 Inspection is undertaken both of products and inputs. It is
carried on at various levels of production process so that pre-
determined standards of quality are achieved. Inspection
ensures the maintenance of predetermined quality of products.
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19. 4. Corrective measures :-
 Corrective action may involve any of those activities of
 adjusting the route,
 rescheduling of work
 changing the workloads,
 repairs and maintenance of machinery or equipment,
 control over inventories of the cause of deviation is the poor
performance of the employees.
 Certain personnel decisions like training, transfer, demotion etc.
may have to be taken. Alternate methods may be suggested to
handle peak loads.
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20. Benefits of production planning and control
 Production planning and control function is the heart of the
production management function. An efficient production planning
control functions results in :-
 Higher quality
 Better utilizations of resources
 Reduce inventories
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21.  Reduce manufacturing cycle time
 Faster delivery
 Better customer service
 Low production cost and lower capital investment
 Higher customer satisfaction
 Minimize the break-down of machine
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22.  An efficient production planning and control system enables the
company to improve its sales turnover, market share and
profitability and provides a competitive advantage for the
company due to balanced inventory levels and higher quality ,
feasibility, and dependability and lower price which are the
performance factor for the company.
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23. Limitations of production planning and
control
 Based on Assumptions: - Production planning and control is
based on certain assumptions. In case the assumptions prove
correct then the planning and control will go smoothly, otherwise it
may not. The assumptions generally are about plant capacity,
orders, availability of raw materials and power etc. if these
assumptions go wrong then the process of planning and control
will go weak.
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24.  Rigidity: - Under production planning and control the things are
pre-decided and fixed. There is rigidity in the behaviour of
employees and it may not help in smoothening the flow of work.
 Difficult for Small Firms: - This process is time consuming and
small firms may not be able to make use of production planning
and control.
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25.  Costly: - It is a costly device as its implementation requires
separate persons to perform the functions of planning,
dispatching, expediting etc. Small firms cannot use the services
of specialists due to cost factor.
 Dependence on External Factors: - The external factors
sometimes reduce the effectiveness of production planning and
control. The factors like natural calamities, change in technology,
change in fashion, breakdown of power, government controls
etc. limit the use of production planning and control.
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