This document provides an overview of production scheduling and control. It discusses topics like introduction, aggregate production planning, demand forecasting, workforce planning, production routing, and production scheduling. The introduction defines production scheduling and control and its importance. Aggregate production planning involves medium-term planning to establish rough production levels. Demand forecasting predicts future requirements using qualitative, extrapolative, and causal methods. Workforce planning ensures the right workforce is available. Production routing determines the production path. Production scheduling sets timetables for manufacturing operations.

2. SURELY GOOD DEEDS ERASE BAD DEEDS.
(11:114)

3. PRODUCTION SCHEDULING AND
CONTROL
Prepared by: Sohaib Hassan Khan
shk9@live.com

4. SCOPE OF PRESENTATION
The scope of this lecture is give a brief introduction about
modern techniques required in Industries.
This lecture will enable them to understand the impor tance
of decisions; which are required.
Af ter completion of this presentation, it is hoped that
viewers will get an insight regarding Scheduling, Planning
and Production Control.

5. PRODUCTION SCHEDULING
AND CONTROL
TOPICS TO BE COVERED:
1 . Introduction to Production Planning
2 . Aggregate Production Planning
3 . Demand Forecasting
4 . Workforce Planning
5 . Production Routing
6 . Production Scheduling

6. PRODUCTION SCHEDULING
AND CONTROL
TOPICS TO BE COVERED:
Continued…
7 . Follow-up and Expediting
8 . Production Control
9 . Inspection and Quality Control

7. Progress Check
1 . I n t r o d u c t i o n To P r o d u c t i o n
S c h e d u l i n g a n d C o n t r o l
2 . A g g r e g a t e P r o d u c t i o n P l a n n i n g
3 . P r o d u c t i o n F o r e c a s t i n g
4 . W o r k f o r c e P l a n n i n g
5 . P r o d u c t i o n R o u t i n g
6 . P r o d u c t i o n S c h e d u l i n g
7 . F o l l o w - u p A n d E x p e d i t i n g
8 . P r o d u c t i o n C o n t r o l
9 . I n s p e c t i o n A n d Q u a l i t y C o n t r o l

8. INTRODUCTION
Production scheduling and control is a subject
evolved after years of industrial advancement in
order to streamline production flow and confront
shop floor challenges.
It majorly focuses on tracking resources and finding
constraints that will effect different volume levels of
production.

9. INTRODUCTION
This concept is also defined as, planning,
implementation and control of industrial production
process to ensure smooth and efficient operations.
These techniques are used in both, Manufacturing
and Ser vices Industries.

10. INTRODUCTION
Algorithm or steps for Production Scheduling and
Control can be described as follows:
PLAN ORGANIZE DIRECT CONTROL

11. INTRODUCTION
AIMS & OBJECTIVES:
1 . Efficiently Utilizing Inputs Like Material, Men And
Machines
2 . Preparation Of Production Budget
3 . Regularizing All Events From Procurement Of Raw
Material Up-to The Final Product.
4 . Sequence Of Operation Is Determined For Continuous
Production

12. INTRODUCTION
AIMS & OBJECTIVES:
5 . Planning Plant/ Shop Capacity For Future Production Is
Determined
6 . Maintenance Of Sufficient Inventories To Suppor t
Continuous Of Flow Production.
7 . Tracking Production Schedules To Ensure In Time
Completion Of The Production.

13. INTRODUCTION
SIGNIFICANCE & REQUIREMENT
Why do we need to study production scheduling and
control?
1. For Increasing Production
2. For Coordinating Plant Activities
3. For Cost Control
4. For Rationalizing Production Activities

14. Progress
1 . I n t r o d u c t i o n To P r o d u c t i o n
S c h e d u l i n g a n d C o n t r o l
2 . A g g r e g a t e P r o d u c t i o n P l a n n i n g
3 . D e m a n d F o r e c a s t i n g
4 . W o r k f o r c e P l a n n i n g
5 . P r o d u c t i o n R o u t i n g
6 . P r o d u c t i o n S c h e d u l i n g
7 . F o l l o w - u p A n d E x p e d i t i n g
8 . P r o d u c t i o n C o n t r o l
9 . I n s p e c t i o n A n d Q u a l i t y C o n t r o l

15. AGGREGATE PRODUCTION PLANNING
Aggregate Planning:
Planning refers to the decisions taken prior to the
commencement of production. It refers to What is to
be done, and how it is going to be done.
An organizational setup is created to prepare plans
and policies, char ts, manuals and production budget.
Planning provides foundation for production control.

16. AGGREGATE PRODUCTION PLANNING
OBJECTIVES OF PRODUCTION PL ANNING
1. To Generate Medium Term Production Plan
2. To Establish Rough Product Mix
3. To Anticipate The Bottlenecks
4. To Align The Capacity And Workforce Plans.

17. AGGREGATE PRODUCTION PLANNING
Requirement Of Production Plan
Production Plan is required in order to address the
acquisition, utilization and allocation of limited
production resources.
Resources: It includes the production facilities, labor
and material.
Constraints: Includes availability of resources,
deliver y times of raw material and management
policies.

18. AGGREGATE PRODUCTION PLANNING
Demand of required material, workforce and spares
may fluctuate over the period of time.
These fluctuations occurs due to uncontrolled and
unforeseen constraints.
Aggregate Production Plans are used to absorb these
fluctuations.

19. AGGREGATE PRODUCTION PLANNING
Production plans are based on following mentioned
assumptions.
1. The regular output capacity is same in all periods
2. Plans are feasible
a. Sufficient Inventor y Capacity exists in order to
accommodate the production plan.

20. AGGREGATE PRODUCTION PLANNING
Continued…
b. Subcontractors with appropriate quality and
capacity are standing by
c. Changes in output can be varied as required
3. Inventories are built up and drawn at a uniform
rate.

21. AGGREGATE PRODUCTION PLANNING
“ The Planning Of Industrial Operations Involves
Four Considerations, Namely, What Work Shall
Be Done, How The Work Shall Be Done And
Lastly, When The Work Shall Be Done.”
KIMBALL AND KIMBALL JR

22. CYCLE OF PRODUCTION PLAN
Process
Planning
Scheduling
Loading
Follow-upInspection
Rectification
Corrective
Action
Re-Planning

23. Progress
1 . I n t r o d u c t i o n To P r o d u c t i o n
S c h e d u l i n g a n d C o n t r o l
2 . A g g r e g a t e P r o d u c t i o n P l a n n i n g
3 . P r o d u c t i o n F o r e c a s t i n g
4 . W o r k f o r c e P l a n n i n g
5 . P r o d u c t i o n R o u t i n g
6 . P r o d u c t i o n S c h e d u l i n g
7 . F o l l o w - u p A n d E x p e d i t i n g
8 . P r o d u c t i o n C o n t r o l
9 . I n s p e c t i o n A n d Q u a l i t y C o n t r o l

24. PRODUCTION FORECASTING
The main objective of forecasting is to predict the
requirement of all possible future events.
It also includes the forecasting of required machiner y,
men and material necessar y for production.
Forecasting allocation of budget and related
resources also falls into this categor y. e -g budget for
spares, over time and maintenance etc

25. LIMITATIONS OF FORECASTING
Limitations of Forecasting are listed below:
1. Forecasts are usually wrong
2. Forecasts always change
3. The fur ther into the future, the less reliable the
forecast will be.

26. TYPES OF FORECASTING
Generally forecasting can be sub-divided into three
fundamental categories:
1. Qualitative or Judgmental Method
2. Extrapolative or Time Series Method
3. Casual or Explanator y Method

27. TYPES OF FORECASTING
Qualitative Method:
• Rely on exper ts or managers opinion in making
predictions for the future
• Useful from medium to long range forecasting
tasks
• Provide the basis for some impor tant decisions

28. TYPES OF FORECASTING
Qualitative Method:
The impor tant techniques adopted for Qualitative
Methods are:
1. Delphi Technique
2. Sur veys and Research
3. Historical Analogy
4. Executive Judgments
5. Panel Consensus

29. TYPES OF FORECASTING
Qualitative Method:
Delphi Technique: Develop forecast through group
consensus.
1. Choose the exper ts to par ticipate. There should be
a variety of knowledgeable people of different
areas.
2. Through a questionnaire (or E-mail), obtain
forecasts (and any premises or qualifications for
the forecasts) from all par ticipants.

30. TYPES OF FORECASTING
Qualitative Method:
Delphi Technique Continued…
3. Summarize the results and redistribute them to the
par ticipants along with appropriate new questions.
4. Summarize again, refining forecasts and
conditions, and again develop new questions.
5. Repeat Step 4 if necessar y. Distribute the final
results to all par ticipants.

31. TYPES OF FORECASTING
Extrapolative Method:
• It uses past histor y of requirements, items consumed per
product and replacement rates.
• It consist of three separate categories of par ts:
a . Essential Components
b . Cyclic Components
c . Irregular Components
The objective of the method is to identif y the pattern from
historic data and extrapolate this for future.

32. TYPES OF FORECASTING
Extrapolative Method:
There are three types of techniques which are used to
extrapolate past/old data:
1. Moving average method
2. Weighted moving Average
3. Exponential smoothing
4. Linear Regression

33. TYPES OF FORECASTING
Extrapolative Method:
These extrapolative methods are selected based
availability and reliability of following factors:
1 . Time Horizon To Forecast
2 . Data Availability
3 . Accuracy Required
4 . Size Of Forecasting Budget
5 . Availability Of Qualified Personnel

34. TYPES OF FORECASTING
Casual Forecasting:
It is a statistical forecasting model based on historic
demand data; as well as on variables believed to
influence demand.
In other words, our knowledge of the value of one
variable (or perhaps several variables) enables us to
forecast the value of another variable.

35. TYPES OF FORECASTING
Casual Forecasting:
The goal of causal forecasting model is to develop
the best statistical relationship between a dependent
variable and one or more independent variables.
The most common model approach used in practice
is Regression Analysis.

36. Progress
1 . I n t r o d u c t i o n To P r o d u c t i o n
S c h e d u l i n g a n d C o n t r o l
2 . A g g r e g a t e P r o d u c t i o n P l a n n i n g
3 . P r o d u c t i o n F o r e c a s t i n g
4 . W o r k f o r c e P l a n n i n g
5 . P r o d u c t i o n R o u t i n g
6 . P r o d u c t i o n S c h e d u l i n g
7 . F o l l o w - u p A n d E x p e d i t i n g
8 . P r o d u c t i o n C o n t r o l
9 . I n s p e c t i o n A n d Q u a l i t y C o n t r o l

37. WORKFORCE PLAN
Workforce includes the total pool of employees
available in the organization.
The objective of workforce plan is to find out and
direct the Right People, Right Place and at Right
Time.

38. WORKFORCE PLAN
Significance of Workforce Planning
1. It allows management to take strategic decisions
regarding utilization of workforce.
2. It allows management to be proactive, rather than
reactive in anticipating workforce needs.
3. It allows to maximize the organizational
effectiveness in terms of capacity building.

39. WORKFORCE PLAN
Lack of workforce planning results in:
1. Gaps In Staffing.
2. Lesser Equipped/ Experienced Workforce.
3. Production/ Level Of Ser vice Suffers.
4. Reduction In Funding.
5. Increase Over time Costs.
6. Decreased Employee Morale.

40. Progress
1 . I n t r o d u c t i o n To P r o d u c t i o n
S c h e d u l i n g a n d C o n t r o l
2 . A g g r e g a t e P r o d u c t i o n P l a n n i n g
3 . P r o d u c t i o n F o r e c a s t i n g
4 . W o r k f o r c e P l a n n i n g
5 . P r o d u c t i o n R o u t i n g
6 . P r o d u c t i o n S c h e d u l i n g
7 . F o l l o w - u p A n d E x p e d i t i n g
8 . P r o d u c t i o n C o n t r o l
9 . I n s p e c t i o n A n d Q u a l i t y C o n t r o l

41. PRODUCTION ROUTING
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.

42. PRODUCTION ROUTING
Elements of Routing:
1. Determining What Are The Required Par ts
2. Determining Material Required For Par ts
3. Determining Manufacturing Operations And
Sequences
4. Determining Lot Sizes
5. Determining Scrap Factor
6. Analysis Of Cost Of The Product

43. Progress
1 . I n t r o d u c t i o n To P r o d u c t i o n
S c h e d u l i n g a n d C o n t r o l
2 . A g g r e g a t e P r o d u c t i o n P l a n n i n g
3 . P r o d u c t i o n F o r e c a s t i n g
4 . W o r k f o r c e P l a n n i n g
5 . P r o d u c t i o n R o u t i n g
6 . P r o d u c t i o n S c h e d u l i n g
8 . F o l l o w - u p A n d E x p e d i t i n g
7 . P r o d u c t i o n C o n t r o l
8 . I n s p e c t i o n A n d Q u a l i t y C o n t r o l

44. PRODUCTION SCHEDULING
Production scheduling is concerned with the
timetable of production.
Scheduling arranges the different manufacturing
operations in order of priority, fixing the time date
for the commencement and completion of each
operation.

45. PRODUCTION SCHEDULING
SCHEDULING:
Scheduling is determining the exact 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 assembly for final product
is not delayed in any way.

46. PRODUCTION SCHEDULING
DESCRIPTION:
Production scheduling is a technique of forecasting
different aspects of production flow. And deliver y
Time Frame for future production.
It includes management and allocation of
a) Resources
b) Events
c) Processes

47. PRODUCTION SCHEDULING
Production scheduling requires strong focus on the
resources required for production. Timelines are
decided for each categor y. Resources mainly includes.
1. Budget Allocation
2. Raw Material, Equipment/Machiner y and Tools
3. Trained and Skilled Manpower

48. PRODUCTION SCHEDULING
The pattern of scheduling differs from one job to
another job. Basic Production Scheduling adopt by
industries is listed below:
1. Master Schedule
2. Production Schedule
3. Manufacturing Schedule
4. Deliver y Schedule

49. Progress
1 . I n t r o d u c t i o n To P r o d u c t i o n
S c h e d u l i n g a n d C o n t r o l
2 . A g g r e g a t e P r o d u c t i o n P l a n n i n g
3 . P r o d u c t i o n F o r e c a s t i n g
4 . W o r k f o r c e P l a n n i n g
5 . P r o d u c t i o n R o u t i n g
6 . P r o d u c t i o n S c h e d u l i n g
7 . F o l l o w - u p A n d E x p e d i t i n g
8 . P r o d u c t i o n C o n t r o l
9 . I n s p e c t i o n A n d Q u a l i t y C o n t r o l

50. FOLLOW-UP & EXPEDITING
Follow-up & expediting is that branch of production
scheduling which regulates the progress of materials
and par ts through production process.
The follow-up process is used for expediting and
checking the progress.

51. Progress
1 . I n t r o d u c t i o n To P r o d u c t i o n
S c h e d u l i n g a n d C o n t r o l
2 . A g g r e g a t e P r o d u c t i o n P l a n n i n g
3 . P r o d u c t i o n F o r e c a s t i n g
4 . W o r k f o r c e P l a n n i n g
5 . C a p a c i t y P l a n n i n g
6 . R o u t i n g
7 . S c h e d u l i n g
8 . F o l l o w - u p A n d E x p e d i t i n g
9 . P r o d u c t i o n C o n t r o l
1 0 . I n s p e c t i o n A n d Q u a l i t y C o n t r o l

52. PRODUCTION CONTROL
Production control is the process of keeping track of
production activities and resources.
Production control is a preventive measure. It ensures
ever ything is in accordance with the production
schedule.
If any event deviates from the production schedule, it
prompts adjustments so that production may run
according to the original schedule.

53. PRODUCTION CONTROL
“Production control refers to ensuring that all
which occurs is in accordance with the rules
established and instructions issued.”
Henr y Fayol

54. Progress
1 . I n t r o d u c t i o n To P r o d u c t i o n
S c h e d u l i n g a n d C o n t r o l
2 . A g g r e g a t e P r o d u c t i o n P l a n n i n g
3 . P r o d u c t i o n F o r e c a s t i n g
4 . W o r k f o r c e P l a n n i n g
5 . P r o d u c t i o n R o u t i n g
6 . P r o d u c t i o n S c h e d u l i n g
7 . F o l l o w - u p A n d E x p e d i t i n g
8 . P r o d u c t i o n C o n t r o l
9 . I n s p e c t i o n A n d Q u a l i t y C o n t r o l

55. PRODUCTION SCHEDULING AND CONTROL
INSPECTION:
Inspection is the process of ensuring whether the
products manufactured are of the requisite quality or
not.
Inspection is under taken both of products and inputs.
It is carried on at various levels of production process
so that predetermined standards of quality are
achieved.

56. Summar y
1 . I n t r o d u c t i o n To P r o d u c t i o n
S c h e d u l i n g a n d C o n t r o l
2 . A g g r e g a t e P r o d u c t i o n P l a n n i n g
3 . P r o d u c t i o n F o r e c a s t i n g
4 . W o r k f o r c e P l a n n i n g
5 . P r o d u c t i o n R o u t i n g
6 . P r o d u c t i o n S c h e d u l i n g
7 . F o l l o w - u p A n d E x p e d i t i n g
8 . P r o d u c t i o n C o n t r o l
9 . I n s p e c t i o n A n d Q u a l i t y C o n t r o l