Production planning and control
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This document outlines the key responsibilities of production planning and control which include preparing budgets and schedules, determining manufacturing methods, specifying equipment needs, designing tools, estimating material and labor requirements, planning production routes and schedules, assigning workloads, dispatching work orders, supervising production, inspecting outputs, and taking corrective actions as needed.
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Production planning and control
The document outlines the key responsibilities of production planning and control including preparing production budgets, determining manufacturing methods, selecting equipment, designing plant layout, and estimating material and labor requirements. It also describes functions such as routing, scheduling, loading, and dispatching to efficiently plan and control the flow of work through the production process.
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This document outlines the prerequisites for a Production Planning and Control (PPC) department. It lists nine key elements needed: 1) design data, 2) equipment data, 3) performance standards, 4) raw material data, 5) tooling data, 6) labor data, 7) tool life data, 8) economic lot size considerations, and 9) a system for operating functions like scheduling and production control. Setting up an effective PPC department requires thorough preparation and collection of information across these various elements.
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This document discusses planning and control in operations management. It defines planning as deciding what activities should take place and when, and control as understanding what is actually happening and making changes if needed. The key aspects of planning and control are reconciling supply and demand while considering timing, quantity, and quality. Planning and control types depend on whether demand is dependent or independent, and activities include loading, sequencing, scheduling, and monitoring work.
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The document outlines the key responsibilities of production planning and control including preparing production budgets, determining manufacturing methods, selecting equipment, designing plant layout, and estimating material and labor requirements. It also describes functions such as routing, scheduling, loading, and dispatching to efficiently plan and control the flow of work through the production process.
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The document discusses different types of manufacturing layouts:
1) Product layouts group machines by product and are used for high-volume production of a narrow variety of products.
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This document discusses routing, scheduling, dispatching, and follow up in production and materials management. It provides details on:
- The importance of routing in determining the optimal sequence of operations from raw materials to finished products.
- The scheduling process, which determines the time required for each operation and the entire production process based on factors like machine capacities and demand.
- The dispatcher's role in releasing work orders and materials to machines according to scheduled timelines.
- Follow up, which regulates the progress of materials through production and addresses problems that can arise.
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This document discusses production planning and control (PPC) in manufacturing. It defines key concepts like production, planning, production planning, control, and production control. It outlines the objectives of PPC which include optimizing capacity utilization, inventory control, reducing production time, and ensuring quality. The main steps of PPC discussed are production planning, routing, scheduling, loading, dispatching, follow up, inspection, and corrective actions. Routing determines the sequence and resources for production. Scheduling sets start and finish times. Loading assigns work. Dispatching releases orders. Follow up monitors progress. Inspection checks quality. The overall goal of PPC is efficient and profitable production.
Production-Planning-Control.pptx
This document discusses production planning and control (PPC) in manufacturing. It defines key concepts like production, planning, production planning, control, and production control. It outlines the objectives of PPC as optimizing capacity utilization, inventory control, reducing production time, and ensuring quality. The main steps of PPC are described as production planning, routing, scheduling, loading, dispatching, follow up, inspection, and taking corrective actions. Routing determines the sequence and resources for production, while scheduling specifies start/end times. PPC aims to efficiently achieve production goals and meet customer demand.
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Process planning is defined as the conversion of design data into work instructions. It involves systematically determining the most economical and competitive methods to manufacture a product. This includes devising, selecting, and specifying the processes, machine tools, and raw materials needed to convert raw materials into finished products. A process plan contains the route, processes, process parameters, machine and tool selections, fixtures, and machining times. Computer-aided process planning can reduce planning time and costs and increase consistency and accuracy compared to manual planning. Variant planning retrieves standard plans for similar parts, while generative planning automatically synthesizes plans for new parts.
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The document discusses several theories of organization:
1. Classical theory viewed organizations as machines and workers as cogs, with the goal of efficiency. Neoclassical theory emphasized good human relations and social factors.
2. Bureaucratic theory examines organizations as systems of rules and authority. Weber's theory of bureaucracy defined its key features.
3. Systems theory views organizations as complex systems of interrelated elements and environments. Changes in one element impact others.
4. Contingency theory posits that the best organization structure depends on external factors like environment, strategy, and technology. Different structures suit different situations.
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The document discusses facility location planning. It defines facility location as selecting the specific site for establishing a production process. The selection of location is important as it is a long-term decision that impacts costs and profits. Several factors must be considered in choosing a location, including availability of materials, labor, transportation and climate. The document outlines the general procedures for facility location, which includes preliminary screening of options followed by qualitative and quantitative analysis of remaining alternatives to determine the best site. Behavioral factors like cultural differences and job satisfaction that also influence location selection are also discussed.
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This document provides an overview of production planning and control for the subject IE6605 at VIRUDHUNAGAR DEPARTMENT OF MECHANICAL ENGINEERING. It discusses key concepts like production system, production planning items, controlling items, nature of MRP, production planning, routing, scheduling, loading, dispatching, inspection, evaluating, objectives of production planning and control, time dimensions, planning phase, production control, material requirement planning, and key factors of MRP. The document is intended to educate students on the core concepts and functions of production planning and control.
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The document discusses different types of manufacturing layouts:
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This document discusses routing, scheduling, dispatching, and follow up in production and materials management. It provides details on:
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This document discusses production planning and control (PPC) in manufacturing. It defines key concepts like production, planning, production planning, control, and production control. It outlines the objectives of PPC which include optimizing capacity utilization, inventory control, reducing production time, and ensuring quality. The main steps of PPC discussed are production planning, routing, scheduling, loading, dispatching, follow up, inspection, and corrective actions. Routing determines the sequence and resources for production. Scheduling sets start and finish times. Loading assigns work. Dispatching releases orders. Follow up monitors progress. Inspection checks quality. The overall goal of PPC is efficient and profitable production.
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This document discusses production planning and control (PPC). It defines PPC as the process of planning production in advance of operations, establishing the production route for each item, and initiating follow up and corrective measures. It describes the key aspects of PPC including production planning, control, scheduling, loading, routing, dispatching, follow up, inspection and corrective actions. It also provides an overview of material requirements planning (MRP) and its aims to renew inventory levels and meet customer orders.
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Production planning and control (PPC) involves planning production processes, scheduling work, and monitoring progress to ensure efficient use of resources and quality output. PPC aims to deliver products to customers on time while maximizing utilization of labor, machines, and materials. The key steps in PPC are planning work requirements, routing operations, scheduling tasks, loading resources, dispatching work, following up on progress, and taking corrective actions if needed. Effective PPC requires collecting and integrating data on designs, equipment, materials, tools, performance standards, and operating systems.
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This document provides an overview of production planning and control (PPC). It discusses key concepts like production, planning, and control. Production involves transforming raw materials into finished goods. Planning looks ahead to anticipate issues and decide how best to carry out production. Control ensures programmed production is maintained. The document outlines the production system and various planning items like time dimensions, production planning processes, and production control techniques like dispatching, following up, inspection, and corrective actions. It also provides details on material requirement planning (MRP) including its philosophy, aim, and advantages.
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Layout involves arranging equipment and work areas to minimize costs while meeting production needs. A good layout considers space requirements, material flow, and costs of movement. It also aims to improve productivity, worker safety, and utilization of equipment and space. Layout decisions are important because they significantly impact costs and efficiency over the long-term.
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Production planning and control has several key functions:
1) Ensuring adequate raw materials and components are available when needed for production.
2) Analyzing production methods and selecting the best methods given available resources and facilities.
3) Coordinating production activities including routing, loading equipment, scheduling, dispatching work, and expediting to ensure production stays on schedule.
4) Monitoring production through inspection and providing feedback to improve future planning through evaluation.
Functions of production planning and control 2
Production planning and control has several key functions:
1) Ensuring raw materials and components are available as required for uninterrupted production.
2) Analyzing production methods and selecting the best method given available resources and facilities.
3) Coordinating activities like routing, estimating operation times, loading machines, and dispatching work to optimize production scheduling.
4) Monitoring production progress and addressing any delays through expediting to ensure plans stay on schedule.
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The document discusses production planning and scheduling (PPC) in manufacturing. It covers key aspects of PPC including production planning, production control, master production scheduling, routing, scheduling and loading. The objectives of PPC are to determine resource needs, coordinate activities efficiently and economically, establish targets, ensure smooth material flow, and utilize underutilized resources. It aims to produce the right output quality and quantity on time. Production control regulates production activities and ensures resources, materials, and quality standards are met.
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PPC is defined as the planning, direction and coordination of the firm’s material and physical facilities towards the attainment of predetermined production objectives in the most economical manner.
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There are four main types of B2B e-commerce marketplaces: e-distributors, e-procurement exchanges, consortia, and private industrial networks. E-distributors provide catalogs of manufacturers' products for spot purchasing of indirect goods. E-procurement exchanges connect hundreds of suppliers for contractual purchasing of indirect goods. Consortia are industry-owned vertical markets that enable long-term contractual purchasing directly from a limited set of business partners. Private industrial networks bring together a small number of strategic partners to collaborate on highly efficient supply chains.
Quality
Quality refers to the ability of a product or service to meet customer needs and expectations. There are several tools and techniques used to ensure quality, including ISO 9000 quality standards, quality control processes, quality circles, and different types of inspection. Statistical process control uses control charts to monitor quality and identify when a process is out of control. Control charts can be used for variables, which measure quantitative characteristics, or attributes, which classify items as defective or not.
Quality
Quality refers to the ability of a product or service to meet customer needs and expectations. There are several techniques used to ensure quality, including ISO 9000 quality standards, quality control processes, quality circles, and inspection processes. Control charts are used to monitor quality and identify when a process is out of control by plotting metrics like mean, range, defects per unit, or number of defects over time. Control charts can be for variables, to monitor measurable characteristics, or attributes, to monitor pass/fail outcomes.
Just in time
Just-in-time (JIT) inventory control aims to reduce in-process inventory by having materials arrive just as they are needed in manufacturing. JIT is most successful for repetitive manufacturing companies that can accurately forecast sales and produce standardized products from reliable vendors on schedule. Key elements of JIT include eliminating waste, problem solving, reducing inventory, and purchasing materials just in time for production through small, frequent lots.
Services
Services are intangible products that are simultaneously produced and consumed, such as by a doctor or accountant. Services have the nature of being intangible, heterogeneous as no two are the same, inseparable as they are produced and consumed together, and perishable as they cannot be stored. The service development process involves business strategy development, idea generation, concept development, business analysis, service development and testing often with customers or employees, market testing by offering to employees, and commercialization with post-evaluation.
Tqm
Total quality management focuses on customer focus, continuous improvement, and teamwork. Its core concepts include quality for profit, getting it right the first time, acceptable quality levels, cost of quality, involving everyone, and synergy through teamwork. The elements of a TQM program include training everyone in quality, defining quality at the source, employee participation, continuous improvement, preventive maintenance, involving suppliers, and gaining top management commitment.
Scm
Supply chain management involves coordinating all parties involved in fulfilling customer requests, including suppliers, manufacturers, distributors, retailers, and customers. The objective is to maximize overall profit by generating revenue from customers that exceeds costs incurred along the entire supply chain. An effective supply chain manages product, information, and fund flows to have the right products in the right quantities available at the minimal cost. A simple example supply chain for bread shows the value added at each stage from farmer to grocery store. Logistics is the management of the flow of goods, information, and resources between the point of origin and consumption, integrating transportation, inventory, and warehousing to add time and place value.
Maintenance management
Maintenance management involves effectively planning and executing tasks to maintain equipment, assets, and facilities. The objectives of maintenance management are to maintain production assets and facilities in safe working condition, enhance existing assets to achieve environmental standards, and renovate and modify existing facilities. There are three main types of maintenance management: predictive maintenance which replaces items at fixed intervals based on monitoring, preventive maintenance which relies on average lifespans for scheduling, and corrective maintenance which fixes things after failure. The maintenance management process involves planning maintenance across production, scheduling work to minimize losses, executing work safely and with quality, and analyzing each phase's performance.
Material management
Material management involves planning, directing, and coordinating activities related to materials and inventory. It aims to control material flow in relation to demand and price changes. The objectives of material management are to select materials with low operating costs and high quality, receive and control materials safely, issue materials with proper authorization, identify and reduce surplus stocks, minimize storage and control costs, purchase best quality items, and minimize waste during material handling.
Material management
Material management involves planning, directing, and coordinating activities related to materials and inventory. It aims to control material flow in relation to demand changes and prices. The objectives of material management are to select materials with low operating costs and good quality, receive and control materials safely, issue materials with proper authorization, identify and reduce surplus stocks, minimize storage and control costs, purchase best quality items, and minimize waste during material handling.
Material management
Material management involves planning, directing, and coordinating activities related to materials and inventory. It aims to control material flow in relation to demand and price changes. The objectives of material management are to select materials with low operating costs and good quality, receive and control materials safely, issue materials with proper authorization, identify and reduce surplus stocks, minimize storage and control costs, purchase best quality items, and minimize waste during material handling.
Job recruitment
The document discusses the job recruitment process, which involves finding and attracting qualified applicants. It begins when a company seeks new recruits and ends when applications are submitted, resulting in a pool of candidates to select new employees from. The purposes of recruitment are to determine current and future staffing needs, attract a large applicant pool at low cost, and increase selection success by screening candidates. Sources of recruitment include internal promotions/transfers and external options like ads, agencies, exchanges, educational institutions, and recommendations. Methods of recruitment are direct contact with candidates, indirect advertising, and using third parties.
Performance appraisal
Performance management involves evaluating employees based on agreed upon performance standards and goals in order to ensure employees are working towards organizational objectives. It includes defining employee goals and expectations, developing employee capabilities, evaluating performance, and rewarding employees. Effective performance management requires setting measurable goals for employees, evaluating employees based on achieving those goals, and ensuring employee goals align with broader organizational goals. Feedback should be provided to employees on their performance and areas for improvement.
Selection
The document discusses the selection process for hiring employees. It describes selection as dividing applicants into suitable and unsuitable candidates based on matching their qualifications to job requirements. The key steps of the selection process include preliminary interviews, application forms, selection tests, employment interviews, reference checks, and medical examinations. Selection tests evaluate aptitude, skills, knowledge, personality, and other traits. Interviews allow verification of information and evaluation of a candidate's qualifications and characteristics. Different types of interviews, like structured and stress interviews, are discussed. Common errors in interviewing like halo effects and stereotyping are also outlined.
Staffing
The document discusses key aspects of staffing, including definitions, importance, and factors affecting staffing. It also outlines the process of job analysis, which involves collecting data about jobs, developing job descriptions and specifications. Job analysis defines the tasks, duties, responsibilities, qualifications and skills required for particular jobs. The goal is to integrate individual and organizational needs through job design methods like job simplification, rotation, enlargement and enrichment.
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
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Production planning and control
- 2. Preparation of production budget Devising manufacturing methods and sequence of processes Prescribing the type of machines and equipments To set plant layout To design tools To prepare operation sheets & instruction cards Er.Sartaj Singh Bajwa
- 3. To undertake time and motion study for operations To estimate material requirements To estimate manpower requirements To prepare master schedule of production Er.Sartaj Singh Bajwa
- 4. Planning Routing ( to decide the path & sequence of production) Scheduling ( working out the time required to perform each operation and also the time required to complete the entire process) Production schedule (schedule the amount of work) Master schedule (schedule for weekly/monthly production) Manufacturing schedule (schedule for type of process to be used for production) Loading is assignment of work to the operators at their machines or work places Er.Sartaj Singh Bajwa
- 5. Dispatching includes : ◦ Movement of material/tools to workstations ◦ Beginning of work on each station ◦ Recording of time and cost involved in each operation ◦ Supervision of work Following Up ( removing bottle necks in the flow of work ) Inspection Corrective ( rescheduling , repair & maintenance ) Er.Sartaj Singh Bajwa