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Lectures on Production Planning and Control for B.Sc. Students - Industrial Engineering Branch -Department of Production Engineering and Metallurgy- University of Technology - Baghdad -Iraq
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Ppc
The document provides an overview of production planning and control (PPC). It discusses key aspects of PPC including importance, levels, factors affecting PPC, objectives, and the PPC process which involves planning, routing, scheduling, loading, dispatching, follow up, inspection, and corrective actions. Planning determines production targets and collects information. Routing defines the sequence of operations. Scheduling prescribes when operations will be executed using techniques like Gantt charts, CPM, and PERT.
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The Master Production Schedule (MPS) breaks down the production plan into product families to promote valid order promises and control inventory levels. It disaggregates sales and operations data and schedules production to meet demand while accounting for factors like lot sizes, lead times, and available inventory. By validating capacity and scheduling production proactively, the MPS enables a company to maintain desired levels of customer service while proactively controlling resources and inventory.
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MRP II is an integrated information system that synchronizes all aspects of a business, including sales, purchasing, manufacturing, finance, and engineering. It coordinates these areas by adopting a focal production plan and using a unified database to plan and update activities across all systems. MRP II provides feedback on resource adequacy and commitments as well as performance quality to help improve planning and control in manufacturing.
What is master production schedule
The Master Production Schedule (MPS) is a plan for the production of individual final items. The MPS breaks down the production plan to show, in each period, the quantity to produce of each final article.
#masterproduction #mps #mrp #erp #manufacturing #manufacturingsoftware #erpsoftware #mrpeasy
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The document summarizes a seminar on supply chain planning theory and best practices. It includes an agenda for the event covering topics like demand planning, replenishment planning, production planning, buffer stocks, and industry trends. Recent trends discussed include increased collaboration across supply chain partners and a movement toward centralized planning over decentralized approaches. The presentation aims to explain key supply chain planning concepts and challenges through case studies and examples.
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The document provides an overview of production planning and control (PPC). It discusses key aspects of PPC including importance, levels, factors affecting PPC, objectives, and the PPC process which involves planning, routing, scheduling, loading, dispatching, follow up, inspection, and corrective actions. Planning determines production targets and collects information. Routing defines the sequence of operations. Scheduling prescribes when operations will be executed using techniques like Gantt charts, CPM, and PERT.
Master production schedule
The Master Production Schedule (MPS) breaks down the production plan into product families to promote valid order promises and control inventory levels. It disaggregates sales and operations data and schedules production to meet demand while accounting for factors like lot sizes, lead times, and available inventory. By validating capacity and scheduling production proactively, the MPS enables a company to maintain desired levels of customer service while proactively controlling resources and inventory.
Capacity planning ppt
The document discusses capacity planning for products and services. It explains key concepts like capacity, effective capacity, and utilization. It also outlines factors to consider when developing capacity alternatives and approaches for evaluating alternatives, including cost-volume analysis, break-even analysis, financial analysis, and waiting-line analysis. The goal of capacity planning is to determine the appropriate level and timing of capacity to meet future demand in a cost-effective manner.
Mrp ii
MRP II is an integrated information system that synchronizes all aspects of a business, including sales, purchasing, manufacturing, finance, and engineering. It coordinates these areas by adopting a focal production plan and using a unified database to plan and update activities across all systems. MRP II provides feedback on resource adequacy and commitments as well as performance quality to help improve planning and control in manufacturing.
What is master production schedule
The Master Production Schedule (MPS) is a plan for the production of individual final items. The MPS breaks down the production plan to show, in each period, the quantity to produce of each final article.
#masterproduction #mps #mrp #erp #manufacturing #manufacturingsoftware #erpsoftware #mrpeasy
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The document summarizes a seminar on supply chain planning theory and best practices. It includes an agenda for the event covering topics like demand planning, replenishment planning, production planning, buffer stocks, and industry trends. Recent trends discussed include increased collaboration across supply chain partners and a movement toward centralized planning over decentralized approaches. The presentation aims to explain key supply chain planning concepts and challenges through case studies and examples.
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The document discusses various topics related to production planning and control, including demand forecasting, aggregate production planning, scheduling, workforce planning, materials requirement planning, capacity planning, production control using just-in-time, and shop-floor control. The objective of production planning and control is to make appropriate decisions around resource acquisition, utilization, and allocation given constraints. This includes determining workforce levels, production lot sizes, overtime assignments, and production sequencing.
Aggregate planning
Aggregate planning determines production levels, inventory, capacity, and other factors over a time horizon of 1-18 months. The goal is to maximize profit by effectively using existing resources to meet forecasted demand. Key inputs include demand forecasts and production costs. The process specifies operational parameters for each period and identifies the plan that maximizes profit given constraints like capacity limits. Common strategies include chasing demand by varying capacity, using inventory to level production, or utilizing time flexibility through overtime.
Manufacturing & operations management
The document discusses different types of manufacturing systems. It describes project production, jobbing production, batch production, mass production, and process production. Project production involves unique products with non-uniform resource requirements. Jobbing production involves small production runs with skilled labor. Batch production balances efficiency and flexibility through repetitive production of limited quantities. Mass production utilizes specialized equipment for continuous high-volume production. Process production continuously produces a single product type. The type of system chosen depends on required output, quality, and cost-effectiveness.
material requirement planning
MRP is a computer-based production planning and inventory control system that attempts to keep adequate inventory levels and ensure required materials are available when needed. It is part of ERP and deals specifically with controlling and managing manufacturing inventories and produced products. MRP uses forecasting of inventory levels, production schedules, and customer demand to determine the optimum levels of materials and finished products to purchase and manufacture in order to reduce waste. It can also be used to schedule production and control the shop floor.
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The document discusses production scheduling and sequencing. It covers topics like:
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- Sequencing of products and jobs on machines using rules like Johnson's rule and algorithms like processing n jobs on 3 machines.
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Supply Chain Management
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This document discusses various production scheduling concepts and methods. It defines loading as determining the total time required for operations and adding it to planned workstation utilization. Scheduling determines start/finish times of operations. Master scheduling provides completion times for departments. Benefits of scheduling include inventory reduction and increased efficiency. Gantt charts illustrate project schedules and activities. Other concepts covered include line of balance, linear scheduling method, batch production scheduling, MRP, Kanban, dispatching, progress reporting, and manufacturing lead time.
Material requirement planning
MRP is a system used for planning and scheduling time-phased materials requirements for production operations. If the delivery schedule for end products is known, the requirements for lower-level work-in-process items and raw materials can be planned through simple arithmetic calculations. MRP is an inventory control system that releases manufacturing and purchase orders at the right time to support the master schedule and control work-in-process and raw material inventories through timely order placement, but it does not include capacity planning.
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The document outlines the production planning and control hierarchy which includes strategic and business planning, demand management, sales and operations planning, master production scheduling, material requirements planning, capacity requirements planning, and shop floor control. It then defines production/manufacturing as the process of converting raw materials into finished products. Planning involves looking ahead and setting actions to achieve objectives, while control compares actual performance to plans. Production planning and control aims to effectively utilize resources to satisfy customer demand and create profits.
Lean Production
Lean production is an approach that focuses on eliminating waste to ensure quality. It involves doing simple things well, continuous improvement, and involving employees. The goal is to cut costs by reducing various types of waste like overproduction, waiting times, unnecessary transport and motion. Key aspects of lean production include just-in-time delivery from suppliers, cell production, simultaneous engineering, time-based management and continuous improvement through kaizen. Effective lean production requires good supplier relations, skilled employees and a culture of quality and change.
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This document discusses Material Requirements Planning (MRP) and Manufacturing Resource Planning (MRP2 / MRPII). It defines MRP as a production planning system used to manage manufacturing processes and ensure availability of materials and products while maintaining low inventory levels. MRP2 coordinates all manufacturing resources including materials, finance, and personnel. The document outlines the objectives, components, benefits, and software applications of MRP and MRP2 systems.
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Ch17 Mrp
The document discusses materials requirements planning (MRP), which coordinates the flow of components and inputs through the production process. MRP was developed after World War II to improve upon quarterly ordering systems as demand became more based on forecasts rather than confirmed orders. It takes production forecasts and breaks them down into weekly schedules using a bill of materials to determine dependent demand for components. MRP provides schedules and priorities to help manage inventory levels and avoid stockouts. It requires accurate data on master production schedules, bills of materials, inventory levels, and order status.
Just In Time
Just-in-Time (JIT) manufacturing is a philosophy aimed at eliminating waste and continuously improving productivity by keeping stock levels low and receiving stock just before it is needed in production. JIT was developed in Japan after World War II to make efficient use of limited resources and optimize costs and quality. It involves producing goods only after receiving customer orders to achieve the highest output at the lowest unit cost.
Scheduling and sequencing
This document discusses various concepts related to operations scheduling. It defines operations scheduling and describes how it involves assigning jobs to work centers and machines, determining start and completion times, allocating resources, and establishing time sequences. It outlines objectives like meeting delivery dates and minimizing costs/inventory. Performance measures used in scheduling like job flow time, makespan, past due jobs and utilization are also defined. Finally, it discusses sequencing jobs at single and multiple workstations using different priority rules.
Aggregate Planning
This document outlines key aspects of aggregate planning including:
- Aggregate planning matches supply and demand over an intermediate time horizon to determine necessary resource capacity. It balances demand forecasts with available resources.
- Strategies for adjusting capacity include level production, overtime/under-time work, subcontracting, and part-time hiring. Strategies for managing demand include shifting demand across time periods, incentives, and partnering with suppliers.
- Quantitative techniques for aggregate production planning include linear programming, transportation methods, linear decision rules, and management coefficients models. These help determine optimal production and capacity levels.
Master scheduling
The document provides information about master scheduling, including:
1) Master scheduling is the process of producing a supply plan to schedule specific items or services within a given time period to meet demand.
2) It balances demand and supply at a detailed level through a master production schedule, which anticipates the build schedule for products and customer orders.
3) The master scheduling process involves calculating projected on-hand inventory, determining production quantities and timing to meet demand while satisfying resource constraints, and revising the schedule until a feasible plan is developed.
Manufacturing planning & control (mpc) system
The document discusses manufacturing planning and control systems (MPC) and master production scheduling (MPS). Some key points:
- MPC systems help formulate plans to meet business objectives and identify resource gaps. They facilitate feedback across suppliers and scheduling.
- An MPS is a time-phased statement of how resources will be used to meet production commitments over the planning horizon. It tends to have a short time horizon and show details like bills of materials.
- MRP was developed to address limitations of traditional inventory models like economic order quantities. It incorporates bill of material information and dependent demand to improve inventory accuracy and reduce stockouts.
Production Planning
This document discusses production planning concepts including the production planning hierarchy, aggregate planning, master production scheduling, and types of production planning and control systems. It provides information on aggregate planning inputs and outputs, approaches to aggregate planning, and examples of developing a master production schedule and rough-cut capacity plan. It also describes different types of production planning systems such as pond draining, push, pull, and bottleneck-focused systems.
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The document discusses various topics related to production planning and control, including demand forecasting, aggregate production planning, scheduling, workforce planning, materials requirement planning, capacity planning, production control using just-in-time, and shop-floor control. The objective of production planning and control is to make appropriate decisions around resource acquisition, utilization, and allocation given constraints. This includes determining workforce levels, production lot sizes, overtime assignments, and production sequencing.
Aggregate planning
Aggregate planning determines production levels, inventory, capacity, and other factors over a time horizon of 1-18 months. The goal is to maximize profit by effectively using existing resources to meet forecasted demand. Key inputs include demand forecasts and production costs. The process specifies operational parameters for each period and identifies the plan that maximizes profit given constraints like capacity limits. Common strategies include chasing demand by varying capacity, using inventory to level production, or utilizing time flexibility through overtime.
Manufacturing & operations management
The document discusses different types of manufacturing systems. It describes project production, jobbing production, batch production, mass production, and process production. Project production involves unique products with non-uniform resource requirements. Jobbing production involves small production runs with skilled labor. Batch production balances efficiency and flexibility through repetitive production of limited quantities. Mass production utilizes specialized equipment for continuous high-volume production. Process production continuously produces a single product type. The type of system chosen depends on required output, quality, and cost-effectiveness.
material requirement planning
MRP is a computer-based production planning and inventory control system that attempts to keep adequate inventory levels and ensure required materials are available when needed. It is part of ERP and deals specifically with controlling and managing manufacturing inventories and produced products. MRP uses forecasting of inventory levels, production schedules, and customer demand to determine the optimum levels of materials and finished products to purchase and manufacture in order to reduce waste. It can also be used to schedule production and control the shop floor.
Operation management-notes
The document discusses operation management and production systems. It covers topics like production management, operations management, production system models, decisions made by operations managers, types of production systems, elements of operations strategy, operations competitive priorities, demand forecasting, and forecasting approaches. Specifically, it defines production management as applying management principles to converting raw materials into finished products. It also defines operations management as converting resources into more useful products or services.
5.Production Scheduling and Sequencing.pptx
The document discusses production scheduling and sequencing. It covers topics like:
- Scheduling inputs, loading and scheduling devices, factors influencing scheduling, and techniques like Gantt charts and network analysis using PERT and CPM.
- Sequencing of products and jobs on machines using rules like Johnson's rule and algorithms like processing n jobs on 3 machines.
It provides overviews and examples of key concepts in production scheduling and sequencing like inputs, loading, techniques, and algorithms.
Supply Chain Management
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
UNIT 4 - PRODUCTION SCHEDULING
This document discusses various production scheduling concepts and methods. It defines loading as determining the total time required for operations and adding it to planned workstation utilization. Scheduling determines start/finish times of operations. Master scheduling provides completion times for departments. Benefits of scheduling include inventory reduction and increased efficiency. Gantt charts illustrate project schedules and activities. Other concepts covered include line of balance, linear scheduling method, batch production scheduling, MRP, Kanban, dispatching, progress reporting, and manufacturing lead time.
Material requirement planning
MRP is a system used for planning and scheduling time-phased materials requirements for production operations. If the delivery schedule for end products is known, the requirements for lower-level work-in-process items and raw materials can be planned through simple arithmetic calculations. MRP is an inventory control system that releases manufacturing and purchase orders at the right time to support the master schedule and control work-in-process and raw material inventories through timely order placement, but it does not include capacity planning.
Production planning hierarchy
The document outlines the production planning and control hierarchy which includes strategic and business planning, demand management, sales and operations planning, master production scheduling, material requirements planning, capacity requirements planning, and shop floor control. It then defines production/manufacturing as the process of converting raw materials into finished products. Planning involves looking ahead and setting actions to achieve objectives, while control compares actual performance to plans. Production planning and control aims to effectively utilize resources to satisfy customer demand and create profits.
Lean Production
Lean production is an approach that focuses on eliminating waste to ensure quality. It involves doing simple things well, continuous improvement, and involving employees. The goal is to cut costs by reducing various types of waste like overproduction, waiting times, unnecessary transport and motion. Key aspects of lean production include just-in-time delivery from suppliers, cell production, simultaneous engineering, time-based management and continuous improvement through kaizen. Effective lean production requires good supplier relations, skilled employees and a culture of quality and change.
Objective of MRP and MRP II in computer study
This document discusses Material Requirements Planning (MRP) and Manufacturing Resource Planning (MRP2 / MRPII). It defines MRP as a production planning system used to manage manufacturing processes and ensure availability of materials and products while maintaining low inventory levels. MRP2 coordinates all manufacturing resources including materials, finance, and personnel. The document outlines the objectives, components, benefits, and software applications of MRP and MRP2 systems.
Facility Capacity & Layout Planning
Need for Capacity Planning
Type of Capacity
Roles of forecasting in Capacity Planning
Facility Layout Planning
Product Layout
Process Layout
Fixed position layout
Cellular layout
Aggregate Planning
Aggregate planning is intermediate-range production and capacity planning that covers 6 to 18 months. It matches market demand to company resources by developing a strategy to economically meet demand through establishing production rates and workforce levels. Aggregate planning uses composite products to simplify calculations and considers trade-offs between inventory levels and short-term capacity. It can take proactive or reactive approaches to coordinate marketing and production plans.
Facility location and case study
This document discusses facility location and Toyota's facility location decisions in China. It provides background on facility location and factors that influence location decisions. It then summarizes Toyota's entry into China through a joint venture in Tianjin with FAW, where they hired inexperienced local workers and used less automation to allow workers to learn. Despite initial delays, the Tianjin plant became successful. Toyota later expanded to Guangzhou through a joint venture with GAC, indicating its desire to grow beyond its original partner FAW and expand its presence across China.
Ch17 Mrp
The document discusses materials requirements planning (MRP), which coordinates the flow of components and inputs through the production process. MRP was developed after World War II to improve upon quarterly ordering systems as demand became more based on forecasts rather than confirmed orders. It takes production forecasts and breaks them down into weekly schedules using a bill of materials to determine dependent demand for components. MRP provides schedules and priorities to help manage inventory levels and avoid stockouts. It requires accurate data on master production schedules, bills of materials, inventory levels, and order status.
Just In Time
Just-in-Time (JIT) manufacturing is a philosophy aimed at eliminating waste and continuously improving productivity by keeping stock levels low and receiving stock just before it is needed in production. JIT was developed in Japan after World War II to make efficient use of limited resources and optimize costs and quality. It involves producing goods only after receiving customer orders to achieve the highest output at the lowest unit cost.
Scheduling and sequencing
This document discusses various concepts related to operations scheduling. It defines operations scheduling and describes how it involves assigning jobs to work centers and machines, determining start and completion times, allocating resources, and establishing time sequences. It outlines objectives like meeting delivery dates and minimizing costs/inventory. Performance measures used in scheduling like job flow time, makespan, past due jobs and utilization are also defined. Finally, it discusses sequencing jobs at single and multiple workstations using different priority rules.
Aggregate Planning
This document outlines key aspects of aggregate planning including:
- Aggregate planning matches supply and demand over an intermediate time horizon to determine necessary resource capacity. It balances demand forecasts with available resources.
- Strategies for adjusting capacity include level production, overtime/under-time work, subcontracting, and part-time hiring. Strategies for managing demand include shifting demand across time periods, incentives, and partnering with suppliers.
- Quantitative techniques for aggregate production planning include linear programming, transportation methods, linear decision rules, and management coefficients models. These help determine optimal production and capacity levels.
Master scheduling
The document provides information about master scheduling, including:
1) Master scheduling is the process of producing a supply plan to schedule specific items or services within a given time period to meet demand.
2) It balances demand and supply at a detailed level through a master production schedule, which anticipates the build schedule for products and customer orders.
3) The master scheduling process involves calculating projected on-hand inventory, determining production quantities and timing to meet demand while satisfying resource constraints, and revising the schedule until a feasible plan is developed.
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The document discusses manufacturing planning and control systems (MPC) and master production scheduling (MPS). Some key points:
- MPC systems help formulate plans to meet business objectives and identify resource gaps. They facilitate feedback across suppliers and scheduling.
- An MPS is a time-phased statement of how resources will be used to meet production commitments over the planning horizon. It tends to have a short time horizon and show details like bills of materials.
- MRP was developed to address limitations of traditional inventory models like economic order quantities. It incorporates bill of material information and dependent demand to improve inventory accuracy and reduce stockouts.
Production Planning
This document discusses production planning concepts including the production planning hierarchy, aggregate planning, master production scheduling, and types of production planning and control systems. It provides information on aggregate planning inputs and outputs, approaches to aggregate planning, and examples of developing a master production schedule and rough-cut capacity plan. It also describes different types of production planning systems such as pond draining, push, pull, and bottleneck-focused systems.
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This document discusses production planning and control processes, including long, medium, and short-term planning horizons. It addresses key questions in planning like what to produce, resource requirements, and capacity. Production planning involves inputs like demand forecasts, resource availability, and outputs like production schedules. Different types of production like make-to-stock and make-to-order are covered. Hierarchical planning processes are used to develop aggregate production plans, master production schedules, material requirements plans, and other outputs.
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This document discusses sales and operations planning, production planning hierarchies, aggregate planning, master production scheduling, and production planning and control systems. It provides details on various production planning horizons from long-range to very-short range. Examples are given to illustrate aggregate planning techniques like matching demand and level capacity strategies, and how these can be modeled in Excel or via linear programming.
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Aggregate planning involves determining resource capacity over an intermediate time horizon to meet product demand. It aims to establish a company-wide plan for allocating resources through various demand management strategies, including adjusting capacity, production levels, workforce, and inventory. Quantitative techniques like linear programming can help optimize solutions by minimizing costs associated with hiring, firing, production and inventory carrying under demand constraints.
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Product Operation Planning & ControlWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
In this presentation, we will discuss production planning system, factors determining production control procedure, role of production planning and control in operations management, scope of production planning and control, its phases and principles. We will also talk about framework for strategy formulations and task control, PPC limitations, effectiveness, PPC in different systems, requirement of an effective PPC in a system and make or buy analysis.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
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Production planning and control involves determining resource requirements, production schedules, and quality control to efficiently produce goods at the lowest cost. It aims to coordinate departments, remove obstacles, achieve targets on time, and provide contingency stocks. Production control implements plans through work orders and ensures availability of inputs and adherence to schedules. Techniques include planning, routing, scheduling, dispatching, follow-up, expediting, and inspection. Forecasting estimates future demand through time series methods and is essential for supply chain, quality, and strategic planning.
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Production planning and control aims to efficiently utilize resources like materials, people, and facilities to transform raw materials into finished products in an optimal manner. It involves planning, coordinating, and controlling all production activities from procurement to shipping. The key objectives are proper coordination of activities, better control, ensuring uninterrupted production, capacity utilization, and timely delivery. The main stages are planning, action, and control. Important functions include production planning like estimating, routing, and scheduling, as well as production control functions like dispatching, follow up, and inspection. A master production schedule is a production plan that states what will be made, how many units, and when, to coordinate activities and resources.
L012627682
The document provides an overview of the design process for orthopedic implants. It discusses the main stages as follows:
1) Feasibility which includes design inputs, commercial aspects, planning, and regulatory requirements.
2) Design reviews to evaluate requirements and identify problems.
3) Design including concept design, detail design, design verification through methods like finite element analysis and risk analysis, and rapid prototyping.
4) Manufacture and ensuring processes are repeatable.
5) Design validation through mechanical testing, clinical evidence, and investigations.
6) Design transfer including finalizing instructions, training, and packaging.
7) Design changes after market release to ensure safety based on feedback.
L012627682
The document provides an overview of the design process for orthopedic implants. It discusses the main stages as follows:
1) Feasibility which includes design inputs, commercial aspects, planning, and regulatory requirements.
2) Design reviews to evaluate requirements and identify problems.
3) Design including concept design, detail design, design verification through methods like finite element analysis and risk analysis, and rapid prototyping.
4) Manufacture and ensuring processes are repeatable.
5) Design validation through mechanical testing, clinical evidence, and investigations.
6) Design transfer including finalizing instructions, training, and packaging.
7) Design changes after market release to ensure safety based on feedback.
A Review on Design Process of Orthopedic Implants
The design process for medical devices is highly regulated to ensure the safety of patients. This
paper will present a review of the design process for implantable orthopedic medical devices. It will cover the
main stages of feasibility, design reviews, design, design verification, manufacture, design validation, design
transfer and design changes
Unit structure
The document discusses production planning and control (PPC) in the pharmaceutical manufacturing industry. It highlights some of the key challenges in PPC, including combining functions, follow-up, and re-planning. It also discusses factors that affect PPC, such as market forecasts, sales orders, standard process sheets, and load charts. Master production schedules are the main driver for material requirements planning and production scheduling. Frequent changes to schedules can create system "nervousness" and impact material availability, delivery dates, and re-planning activities. Effective PPC aims to optimize resource utilization, ensure quality delivery, and maximize profits.
Project Management Part 1.pdf
The document discusses key concepts in IT project management including defining a project, the project life cycle phases of initiating, planning, executing, monitoring and controlling, and closing. It also discusses important considerations for IT projects such as defining objectives and scope, managing constraints of time, cost and scope, and using tools like Gantt charts. Project success requires meeting objectives on time and budget while delivering quality results to stakeholders. The project manager's role is to lead the team through the life cycle using their skills in areas like communication, problem solving and change management.
Operations Management Introduction
Operations management concerns the conversion of inputs into outputs through physical or non-physical processes. It applies to both manufacturing and service organizations. Some key functions of an operations manager include facility location planning, plant layout, material handling, product and process design, production planning and control, scheduling, and dispatching. There are different types of operations systems such as mass production, lean production, and craft production. Studying operations management is important because it is a major function of any organization and allows understanding of how goods and services are produced in an efficient manner.
Pom notes unit 2
Production planning and control (PPC) involves organizing and planning the manufacturing process. It includes planning routing, scheduling, dispatching, inspection, and coordination of materials, machines, tools, and operating times. The goal is to organize supply and movement of materials, labor, and machines to achieve desired manufacturing results in terms of quality, quantity, time, and place. PPC benefits small businesses by optimizing capacity utilization, controlling inventory, reducing production time, and ensuring quality. Key steps in PPC include production planning, routing, scheduling, loading, dispatching, follow up, inspection, and corrective measures. Effective PPC contributes to time, quality, and cost parameters of entrepreneurial success.
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06- PROJECT SCHEDULE MANAGEMENT (PMBOK Ch - 06).pptx
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Vskills production planning and control professional sample material
Vskills production planning and control professional sample material
production management, meaning, nature, function, PPC, production planning & ...
production management, meaning, nature, function, PPC, production planning & ...
Production Planning and Control (Operations Management)
Production Planning and Control (Operations Management)
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- 1. PRODUCTION PLANNING HIERARCHY Assistant Professor Dr. Mahmoud Abbas Mahmoud Industrial Engineering Branch Department of Production Engineering and Metallurgy University of Technology Baghdad - Iraq dr.mahmoudalnaimi@uotechnology.edu.iq dr.mahmoudalnaimi@yahoo.com 2015 - 2016
- 2. 6201-5201Production Planning and Control Dr. Mahmoud Abbas Mahmoud 1 4- PRODUCTION PLANNING HIERARCHY Typically, the manufacturing organizations have three categories of managerial planning activities whose names "strategic", "tactical", and "operational" production planning. Strategic planning is clearly of "long- range" scope planning decisions. It is a responsibility of top management so it is called "business planning". Tactical planning is a "medium- range" activity involving middle managements. Finally operational planning, which involves "short-range" actions, and it is normally executed by lower levels of management (factory operations managers). Long-range (business plans) are necessary to develop facilities and equipment, major suppliers, and production processes and become constraints on the medium-range plan. Medium-range is "aggregate plans" concerning with employment, aggregate inventory, utilities, facility modifications, and material-supply contracts. These aggregate plans impose constraints on the short-range production plans that follow. So short-range is "Master Production Schedules" (MPS) for producing finished goods or end items, which are used to derive production planning and control systems. These systems develop short-range production schedules of parts and assemblies, schedules of purchased materials, shop-floor schedules, and workforce schedules. Figure (1) gives an illustration of the planning activities.
- 3. 6201-5201Production Planning and Control Dr. Mahmoud Abbas Mahmoud 2 Figure (1) Production Planning Hierarchy Business Planning Aggregate Production Planning Master Production Scheduling Production Planning and Control Systems Planning Horizon Description Long-Range (1-5 Years Horizon) Medium-Range (3-12 Months Horizon) Short-Range (1-90 Days Horizon) Top management make long-range plans for (1)facilitates- plant locations, layouts, size, and capacities; (2) major supplier plans and amount of vertical integrations; (3) processing plans- new production technology, new production processes, new system of automations. Factory operations managers make plans for (1) production schedules of parts and assemblies to be manufactured; (2) schedules of purchased materials; (3) shop floor schedules–machine changeovers, batch movements; (4) workforce Middle management make plans for (1) employment–layoffs, hiring, recalls, vacations, overtime, part-time employees; (2) inventories; (3) utilities; (4) facility modifications; (5) material- supply contractors. Phase I Phase II