This document discusses production planning and control. It describes production planning and control as directing and coordinating a firm's resources to meet production goals efficiently. The objectives of production planning and control include continuous production flow, optimized inventory, and customer satisfaction. The document outlines the steps in production planning and control, which include planning processes like routing, loading, and scheduling, as well as control processes like dispatching, expediting, and taking corrective actions. It also discusses how production planning and control differs across process, job, intermittent, and assembly industries.

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!!!